...Available online at www.sciencedirect.com ScienceDirect Procedia - Social and Behavioral Sciences 99 (2013) 886 – 892 9th International Strategic Management Conference Using SWOT analysis and SEM to prioritize strategies in Foreign exchange market in Iran Mohammad Shariatmadaria, Amir Homayoun Sarfarazb , Pegah Hedayatc, Kiyan Vadoudid,b a,b,c Islamic Azad University - Tehran, Iran, d Politecnico di Milano, Milano, Italy Abstract Recently, due to international prohibition on Iran, foreign exchange market of Iran is facing with a severe crisis. In this situation adopting best strategy is vital for Iran. One of the best ways to select strategy is SWOT analysis. SWOT analysis is a powerful tool to identify strategies by strengths and weaknesses, opportunities and threats. Consequently, it is very important to prioritize strategies for organizations. Thus there are various methods presented for determining the priority of the strategies. This paper offers a new and statistical method that using the structural equations model, creates a second-order factor analysis model for each of the strategies SO, ST, WO and WT and the best model is chosen according to the AIC criterion. Comparing this approach to ANP reveals that ANP method is very complex and time wasting while the mentioned method is very easy and simple. Keywords:Foreign exchange market, SWOT analysis, second order factor analysis, criterion AIC, structural equations model, the ANPmethod ...
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............. ............................... ii Acknowledgements ................................ ................................ ................................ ............... iv Analytical Summary ................................ ................................ ................................ ............... 1 Key Findings and Recommendations................................ ................................ ..................... 8 Introduction ................................ ................................ ................................ .......................... 12 Section 1: The Country Specific Context ................................ ................................ .............. 14 Section 2: The Country Programmes’ Strategic Priorities ................................ ..................... 24 Section 3: Institutional Arrangements ................................ ................................ ................... 41 Section 4: Enabling Policy Development and Reform................................ ........................... 57 Section 5: Strengthening Sexual and Reproductive Health Services................................ ....62 Section 6: SRH Information and Education...
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...Changes to the vision and organisational values From: daniel.sommer@me.com To: info@macville.com.au Cc: Bcc: ceo@macville.com.au, zafar.c@warwick.nsw.edu.au, stakeholders@macville.com.au Subject: Mission/Vision review’ Following report will focus on MacVille’s current vision and mission statement. The report is subdivided in 4 sections, such as 1 Existing vision and mission, 2 Current approaches, 3 Revised vision and mission, 4 Organisational values and a summary of meeting notes taken during a meeting with the CEO Patricia Mees and Mr. Zafar C. from 27 Feb 2014. 1. Existing vision and mission Vision: MacVille is looking forward to become a national accepted brand. The company expects to establish and strengthen its position in the hospitality industry and wants to be recognized as a key component in the success of hospitality establishments, both large and small. Mission: MacVille is a high tech company, specialising in the manufacturing of espresso coffee machines. It is our mission to meet the high level of productivity, consistency and sustainability expected of our clients who, in turn, allow us to prosper and pass on our profits to our stakeholders and the various communities in which MacVille operates. 2. Current approaches • Incorporating innovation • Strategic alliances, goals and benefits • Identify the community MacVille serves • To distribute products or services to a specific industry or a set of customers. ...
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...xecutive summery: This report focuses on the entrepreneurial challenges and the process of overcoming them specially reinforcing the financial issue. The report presents both the entrepreneur and financial institution’s view on financing opportunities for SME institutions. As a financial organization the report shed light on BSRS and its BCC/BASIS/ICT Incubator and its adjacent financing modules. From entrepreneur’s point of view a number of incubator listed firms were selected and their financing process has been introduced. This report exclusively focused its view toward ICT SMEs. The fact that ICT Incubator is only accessible to IT companies and the importance of ICT in Bangladesh economy growth has an implicit importance in this regard. The report took this issue further by listing the bars that remains in today’s financial market for an ICT SME. The report also contains critical analysis of the whole financing process and its pro/cons. The submitters took the liberty of comparing BSRS normal SME financing schemes and its past data with BSRS/BCC/ICT Incubator financing schemes. This report also showed the Requirements, Paper works, Validation process, Other payment options & Follow through of the whole financing process. Past data of BSRS financial investments and loan disbursements as well as data on participation in ICT incubator has also been included. Recent times have seen an encouraging up rise of women participation in SME institutions. This fact has not been...
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...A Weak Link at Biological Vaccine Science Catching the Value of Supplier Management The purpose of this case is not to discuss effective or ineffective actions of individual actors in a specific situation, but to highlight the managerial challenges of supplier relationship management. It has been built from the observations of multiple situations in multiple companies then integrated in a fictitious setting, with fictitious characters. ©Michel Philippart 2012 - IRIMA 1 BVSx Profile BVS (Biological Vaccine Science) is a small, independent division (5% of revenues of the mother company) of a large pharmaceutical firm. It is based in Luxembourg, while its parent, a German company, is running its operations from Hamburg. BVSx was, for many years, the forgotten child of the group: vaccines were perceived as a very low margin business, compared to traditional pharmaceutical components, and more subject to litigation. It had been kept independent to allow an eventual spin-off. It is managed by a charismatic leader who has grown BVSx for the last 30 years, going through multiple mergers without ever integrating with its large parents and now working on securing his place in history before his retirement in Tuscany. Today BVSx is a strong number 2 in its field. The division’s profitability has been between 10 and 20% consistently, which has insured its relative independence from its corporate parent. The division has always been riding mainly on a scientific success in a...
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...Table of Contents ACKNOLEDGEMENT……………………………………………………………………..2 INTRODUCTION………………………………………………………………...................3 BACKGROUND OF THE MANAGER…………………………………………………...4 THE MANAGERS JOB FUNCTION…….………………………………………………..5 MANAGEMENT ANALYSIS…..………………………………………………………5&6 PLANNING ANALYSIS……………………………………………………………………7 STRATEGIC PLANNING INVOLVES………………………………………………..7&8 BENEFITS OF STRATEGIC PLANNING …………...………………………………….9 ORGANIZING……………………….…………………………………..……………..9&10 LEADING…………………………………………………………………………………..11 CONTROLLING………………………………………………………………...........12&13 SUMMARY…………………………………………………………………………………14 REFERENCES……………………………………………………………………………...15 ACKNOLEDGEMENT I will like to take this opportunity to express my heartfelt thanks to the XXX for including Principles of Management as part of the MBA, Finance. This Course has directly or indirectly benefited me and those that undertaken this course, it has strongly improve my intellectual ability toward the Principles of Management. My special gratitude and appreciation goes to our dear lecturer, Professor AL Laich, for sharing his knowledge and expertise with us in this Course, for his help, valuable time spent and most important his patience. His excellent guidance and advice throughout the duration of this project is very much appreciated. Thank you very much for your job well done. I wish to express my sincere appreciation to my classmates and friends for their help and advice while carrying out...
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...diagnosed cases per year, 36% of hospitalisations and outpatient department visits, and from one previous study at University Teaching Hospital, up to 20% of maternal mortality. In addition to the direct health impact of malaria, there is also a severe social and economic burden on communities and the country as a whole, but especially on the poorest among us, and those vulnerable individuals and households who are also trying to cope with the HIV/AIDS pandemic. Thus malaria control is addressed, not as a separate, vertical, disease-specific intervention but as part of a health systems strengthening effort to provide holistic services in all facets of care, and as part of a larger community-development effort. Through the National Malaria Strategic Plan 2006-2010, the Government of Zambia and many Roll Back Malaria Partners are committed to increasing coverage of key malaria control interventions and reducing the burden of malaria throughout the country. The strategies employed to control malaria in Zambia include: 1. Case Management - Malaria Case Management is implemented and improved at community and health facilities through: Prompt recognition, diagnosis and effective anti-malarial treatment using artimisinin-based combination therapy (ACTs) as 1st line treatment Currently artemether-lumefantrine (AL) is being used in all public health facilities countrywide for uncomplicated malaria. Oral quinine is the second line treatment of malaria and parenteral...
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...The Boeing Company 2010 Annual Report At Boeing, we aspire to be the strongest, best and best-integrated aerospace-based company in the world — for today and tomorrow. The Boeing Company Boeing is the world’s largest aerospace company and leading manufacturer of commercial airplanes and defense, space and security systems. A top U.S. exporter, the company supports airlines and U.S. and allied government customers in more than 90 countries. Our products and tailored services include commercial and military aircraft, satellites, weapons, electronic and defense systems, launch systems, advanced information and communication systems, and performance-based logistics and training. With corporate offices in Chicago, Boeing employs more than 160,000 people across the United States and in 70 countries. Our leadership is strengthened further by hundreds of thousands of people who work for Boeing suppliers worldwide. Contents Operational Summary Message From Our Chairman The Executive Council Financial Results Form 10-K Selected Programs, Products and Services Shareholder Information Board of Directors Company Officers 1 2 7 8 9 134 141 142 142 Cover photo: 787 Dreamliner in flight test Photo above: F/A-18E/F Super Hornet strength Operational Summary Q Earned net income of $3.3 billion, or $4.46 per share, compared with $1.3 billion, or $1.87 per share, in 2009. Q Delivered 115 production military aircraft, two launch vehicles and four satellites, and increased backlog...
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...PROSPECT OF ICT INDUSTRY IN BANGLADESH Ariful Islam ID: 11164063 Section: 1 Subject Code: BUS 502 Subject Name: Managerial Communication Summer 2011 PROSPECT OF ICT INDUSTRY IN BANGLADESH Abstract ICT is one of the most talked about but unexploited industries in Bangladesh. Last two decades have seen lot of initiatives, both in public and private sector, to stimulate growth in this sector. Although some success has been achieved, Bangladesh lags far behind other South Asian countries like India and Sri-Lanka in terms of employment and revenue generation in the ICT industry. Against such background, this paper takes a close look at the ICT industry of Bangladesh. Starting from the formative years of the ICT industry to different measures taken by the government to support this sector, the paper analyzes the prospects of the ICT industry in Bangladesh. Introduction ICT industry in Bangladesh is relatively new in comparison to other business sectors. However, the unlimited potential of the ICT sector has commended inquisitive interests from all concerned. The impact of global hype of the ICT sector is clearly visible in Bangladesh as well. In the recent years, the local ICT sector has grown enviably. With over 3,000 local enterprises operating in hardware, software and ISP segments, the size of Bangladesh ICT industry at present stands at USD 380 million. With the advantage of earlier initiation, the hardware segment dominates the market share (65 per...
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...Kazakhstan. The bank carries out diversified commercial banking activities. The Bank was originally registered with the state bank of the former USSR on 19 September 1988 as Almaty Oblast Central Cooperative Bank Center Bank, a credit institution for cooperative societies and small- and medium- sized companies. In August 1991, the Bank was re-registered as Kazakhstan Central Joint Stock Bank Center Bank, the first private commercial bank in Kazakhstan, and in November 1996, it was re-registered as OJSC Bank Center Credit. The Bank is incorporated for an unlimited duration. Shareholder structure consists of strong new strategic partners such as Kookmin Bank and IFC with ability to support further growth and share extensive expertise in corporate banking, risk management and advanced IT solutions. Mr. Bakhytbek Baiseitov, who is the chairman of the management board of BCC, holds 25.1 percent of the company stocks. The common shares of the Bank are currently listed on the “A” list of the Kazakhstan Stock Exchange. 2. Tsesna Bank The bank was registered in 1992, and is headquartered in the capital city Astana. There are more than 20 branches and 100 mini-offices cross-country. By 01.05.2012 the Bank reported total assets of KZT 507 billion ($3.4 billion), taking the 8 positions in rating. The Bank has issued more than 241.000 cards, the network counts 158 ATMs and up to 300 POSs. Tsesnabank is primarily engaged in providing commercial banking services in Kazakhstan. The company’s activities...
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...Outline of Modernization Plan (2011-2016) National Board of Revenue (NBR) 1 Table of Contents Executive Summary 1. NBR Modernization Plan 1 5 2. Progress made by NBR in implementing the Plan 3. Indicative timeline 24 25 2 Executive Summary The National Board of Revenue (NBR), as the central authority of tax policy and administration in Bangladesh, plays a critical part in the development of the country. During the current fiscal year (FY 2010-11), NBR is expected to collect Taka 75,600 crore, providing much needed support to the government‟s development efforts. In recent years, Bangladesh‟s tax collection has recorded an impressive growth averaging 20% per annum. Despite this good achievement, a lot remains to be done. Bangladesh‟s tax-GDP ratio at 9.3% remains quite low when compared with other similarly placed countries in South Asia. Less than 1% of the population pays income tax and tax evasion is persistent even though a significant amount of tax revenue is given up in the form of tax incentives. Together, curbing tax evasion and dealing with tax incentives could add 5 percentage points to the tax-GDP ratio, potentially adding about 40,000 crore to the revenue collection. Most of NBR‟s processes are manual and there is little in the nature of taxpayer service and taxpayer education. The NBR also faces problems in its functioning due to its current administrative structure. Despite being under the same board, the different wings of the NBR (Income...
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...Lunch Break with Winston Joint paper based on case study: „Campbell and Bailyn's Boston Office: Managing the Reorganization“ Stefan Ulrich 810004 Strategic Human Resource Management (Gruppe 08A) Content 1. Introduction 3 2. Industry Situation 3 3. Winston’s dilemma 3 4. Explaining himself 4 4.1 Key Accounts Team (KAT) 4 4.2 Performance management system (PMS) 4 5. Problems with the KAT 5 5.1 Recommendations concerning KAT 6 6 Problems with PMS 6 6.1 Recommendations concerning PMS 7 7. Winstons team 8 7.1 Callahan 8 7.2 John Oates 8 8. Consulting Winston 9 9. Blind Carbon Copy 10 10. Bibliographical References 12 1. Introduction It was a couple of days ago that I ran into my old friend Winston while taking my lunchbreak at the Harvard club in Boston. I knew Winston back from college, where we shared rooms back then. Because of our adverse backgrounds, his in finance and mine in human resources, we have quite a history in discussing cases across disciplines often consulting each other until late into the night. So it came natural as I asked him why he was looking so troubled and as he started to explain it all felt like college again. He started telling me about his concerns regarding the annual year-end meeting which he was about to have. The underlying situation for his dilemma was as follows: 2. Industry...
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...Boeing |1 Boeing Strategic Analysis Report Professor Jiang Bus 189 Matt Fong Karolyn Vong Kenneth Wong Vivian Li Jae Woo Chae Joseph Eslao Boeing |2 Assessing the Industry Each year the strong economic growth of the U.S. has led to sustained high oil and fuel prices. Between 2003 and 2007, jet fuel expenses have increased dramatically by 15 percent to more than 30 percent of operating cost. Because of this, many airlines are demanding new aircraft that are fuel efficiency in order to help reduce their operational costs. The current trend of increasing fuel prices plays a key role in increasing the current demand for new aircraft or commercial airplanes that are more fuel-efficient. In addition, the rising fuel prices have taken a big effect on the economy. As fuel prices affect consumer goods and spending, leisure travel is expected to decrease, thus affecting the airline industry's bottom line. Furthermore, since the economy has gradually moved into a recession from the effects of rising fuel prices, many airlines that are struggling to stay out of bankruptcy, are looking for more ways to become cost effective. Thus, further fueling the demand for new commercial aircrafts to become more fuelefficient (2007 Annual Report). In order to save on costs so that Boeing can provide lower prices to its customers, Boeing and its competitor, Airbus, have both turned to outsourcing. Outsourcing has allowed Boeing to become more competitive. Furthermore...
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...Boeing |1 Boeing Strategic Analysis Report Professor Jiang Bus 189 Matt Fong Karolyn Vong Kenneth Wong Vivian Li Jae Woo Chae Joseph Eslao Boeing |2 Assessing the Industry Each year the strong economic growth of the U.S. has led to sustained high oil and fuel prices. Between 2003 and 2007, jet fuel expenses have increased dramatically by 15 percent to more than 30 percent of operating cost. Because of this, many airlines are demanding new aircraft that are fuel efficiency in order to help reduce their operational costs. The current trend of increasing fuel prices plays a key role in increasing the current demand for new aircraft or commercial airplanes that are more fuel-efficient. In addition, the rising fuel prices have taken a big effect on the economy. As fuel prices affect consumer goods and spending, leisure travel is expected to decrease, thus affecting the airline industry's bottom line. Furthermore, since the economy has gradually moved into a recession from the effects of rising fuel prices, many airlines that are struggling to stay out of bankruptcy, are looking for more ways to become cost effective. Thus, further fueling the demand for new commercial aircrafts to become more fuelefficient (2007 Annual Report). In order to save on costs so that Boeing can provide lower prices to its customers, Boeing and its competitor, Airbus, have both turned to outsourcing. Outsourcing has allowed Boeing to become more competitive. Furthermore, the option of outsourcing...
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...i GOVERNMENT OF UGANDA Ministry of Health HEALTH SECTOR STRATEGIC PLAN III 2010/11-2014/15 ii TABLE OF CONTENTS FOREWORD BY MINISTER OF HEALTH .......................................................................................... IV ACKNOWLEDGEMENTS ......................................................................................................................... V LIST OF ACRONYMS .............................................................................................................................. VI EXECUTIVE SUMMARY ........................................................................................................................ IX 1. INTRODUCTION .................................................................................................................................. 1 1.1 CONTEXT AND RATIONALE FOR DEVELOPMENT OF THE HSSP III ..................................................................... 1 1.2 DEVELOPMENT PROCESS FOR THE HSSP III ............................................................................................................ 1 2. BACKGROUND ..................................................................................................................................... 2 2.1 SECTOR ORGANISATION, FUNCTION AND MANAGEMENT ..................................................................................... 2 2.1.1 The Ministry of Health and national level institutions .........................................................
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