...| | |Assumptions | | | |Please note that a number of assumptions have been made in response to this assignment. These include the size of the Belcher | |Rollins business and its operations, its international locations, its listings on international stock markets and its | |financial reporting process. Assumptions have also been made about the product development process and pricing. All of these| |are as realistic as possible, having been established through detailed research of the current market leader, Reed Elsevier, | |and its major competitors. | | | |As InScope is directly comparable to the Reed Elsevier ‘Scopus’ product, it has also been assumed that Scopus does not exist | |at time of the InScope launch. | INSCOPE: A NEW GENERATION OF RESEARCH PR PLAN...
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...9-411-097 REV: JULY 21, 2011 WILLIAM W. GEORGE Leading by Values: Sam Palmisano and IBM In 2002 Sam Palmisano became chairman and CE O of IBM, succeeding the legendary Lou E Gerstner. Gerstner, coming from RJR Nabisco and before that American Express, was sought out by the IBM board to replace John Akers as CEO when the c ompany was facing the greatest crisis in its s history; Gerstner took over IBM’s helm in 1994. IBM w as on the brink of bankruptcy, with many r shareholders pressuring management to capture near-ter m value by divesting pieces of IBM. At the time, Gerstner was viewed as one of the few executives w ho could save the compan . ny When Gerstner arrived on the scene, internal IBM te ams were considering splitting IBM into as many as 13 smaller companies, each of which could com pete as an independent en y. Ironically, in ntit the 1980s under the leadership of former CEO John Opel , IBM had fought off an anti-trust suit from the U.S. government seeking to break up IBM into mult iple companies because of its dominance of t the mainframe computer business. In this same time fram AT&T was ordered to separate its longme distance service, local telephone service, manufacturing a nd R&D into independent companies. Gerstner quickly concluded that breaking up IBM wo uld be a mistake of historic proportions. He l recognized that IBM had drifted from its roots of provid ing superior customer service and offering complete systems to its customers...
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...0 1 1 – 1 2 A CA DE M IC YEA R Copyright © 2002–2011 by the President and Fellows of Harvard College. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means without permission of the Harvard Business School. Harvard Business School must reserve the right to make changes at any time affecting policies, fees, curricula, courses, degrees, and programs offered (including the modification or possible elimination of degrees and programs); rules pertaining to conduct or discipline; or any other matters cited in this publication. While every effort has been made to ensure that this publication is accurate and up to date, it may include typographical or other errors. If you have any comments about this guide, please contact rreiser@hbs.edu or infoservices@hbs.edu. Printed November 2011. Table of Contents Citation Conventions About This Guide.............................................................................................................................................. 5 Purpose of Citations .......................................................................................................................................... 5 What to Cite ...................................................................................................................................................... 5 Types of Citations: Footnotes, Source Lines, and Bibliographies ............................
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...sources at the end of your work from articles, books, the internet and unpublished sources like your subject’s learning materials or a company document. It also discusses plagiarism. More details about other sources can be obtained from AIB. This document also covers how to present tables and figures and has an appendix about other style issues. Technical issues with Microsoft Word. Please use line spacing of 1.5 (or 2) lines, and 12 point Times New Roman font that can be selected with the Format/Font and Format/Paragraph facilities of Microsoft Word. Preferably, set the Tools/Language option to English (Australia) although students outside Australia could possibly use the language setting of their own country. Check your document using the Tools/Spelling and Grammar facility. Use the default margin settings of Microsoft Word (in the File/Page Setup facility, these margins are 3.17 cm for the left and right margins, and 2.54 cm for top and bottom margins). Use the left justification option, not centre or right justification. These Microsoft Word settings follow the standards in the Style Manual (2002). Table of contents BACKGROUND ....................................................................................................................................... 3 CITATIONS OF SOURCES ........................................................................................................................ 3 PLAGIARISM .................................................................
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...Evaluations”, Chair: Richard Yalch. Academic Positions Boston University, School of Management Associate Professor of Marketing & Dean’s Research Fellow, since September 2007 Assistant Professor of Marketing, March 1998- August 2007 Marketing Instructor, September 1997 to March 1998 Delft University of Technology, The Netherlands, Department of Product Innovation and Management Visiting Scholar, 2005 (November-December) University of Washington, School of Business Instructor, 1994-1997 Teaching Assistant, 1992-1994 Publications 1. Brunel, F., Utter, D. (2009). Phillips Foods, Inc.: Introducing King Crab to the Trade (pp. 20 pages). London, Ontario: Ivey Publishing, # 909A04. 2. Brunel, F., Utter, D. (2009). Teaching Note. Phillips Foods, Inc.: Introducing King Crab to the Trade (pp. 18 pages). London, Ontario: Ivey Publishing, # 809A04. 3. Susan Fournier, and Frédéric F. Brunel (2008), “Todos Somos Publicistas” [We are All Advertisers], Mercadotecnia, Expansión, May 26, pp. 103-104. 4. Toder-Alon, Anat and Frédéric F. Brunel, (2007), “Dynamics of Community Engagement: The Role of Interpersonal Communicative Genres in Online Community Evolutions”, in Consumer Culture Theory. Research in Consumer Behavior Series, Russ Belk and John Sherry (Eds.), Elsevier Ltd.,...
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...[pic] [pic]APA style From Wikipedia, the free encyclopedia Jump to: navigation, search |[pic] |This article may require cleanup to meet Wikipedia's quality standards. Please improve this article if you can. The talk page may | | |contain suggestions. (November 2010) | | | |Style guides | |ACS Style Guide | |AMA Manual of Style | |The Associated Press Stylebook | |The Chicago Manual of Style | |Turabian | |The Elements of Style | |The Elements of Typographic Style | |ISO 690 | |MHRA Style Guide | |MLA Handbook | |MLA Style Manual | |The New York Times Manual | |The Oxford Guide to Style/New...
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...promotion for the company’s line of premium cookware in the coming year. These two executives had very different views on the value of a price promotion and the role it could play in the company’s marketing strategy. Janus expressed his opinion first: Brown knew that Janus was determined above all else that Culinarian should remain known as a high-quality product and an elite brand—“an American icon” was Janus’s term—and that all good things would flow from that status. He grew wary when he perceived, rightly or wrongly, a hint of a threat to that status. Still, Brown was obliged to be candid. She said: Do No I believe we need to be bolder with our price promotions. The number one complaint that my sale force hears from the trade accounts is the lack of consistent and meaningful price discount events. Providing a 30% discount promotion will increase commitment and support from the trade and will boost our overall brand awareness. It’ll also provide us with new customers who would otherwise not purchase because they feel the suggested retail is too high and encourage current customers to immediately purchase additional pieces. And yes, I think if the data in the consulting study is re-examined, you’ll see the 2004 price promotion was actually very profitable. ________________________________________________________________________________________________________________ HBS Professor John A. Quelch and Heather Beckham prepared this case solely as a basis for class...
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...Economics of Competitive Strategy Professor R. Preston McAfee Apple Computer Inc.: Digital Connectivity in the Age of the Maturing PC 8 April 2002 Group : Alp Buyukuygur Yuma Maris Amit Bhardwaj Brief Background Apple Computer is a major developer, manufacturer, and marketer of personal computers and peripheral products for sale primarily to the business, creative, education, government, and consumer markets. Apple also sells operating systems, utilities, languages, developer tools, and database software. California-based Apple Computer aims its colorful iMac (desktop) and iBook (laptop) computers at the consumer and education markets. It targets high-end consumers and professionals involved in design and publishing with its more powerful G4 portable and desktop computers. Apple also makes publishing and multimedia software, and offers Internet services such as Web page hosting. The company's FileMaker subsidiary makes database software. Once the world's top PC maker, Apple Computer has been relegated to niche status in a market dominated by "Wintel" machines (computers using Microsoft Windows software and Intel processors). Macintosh computers (Macs) forgo the Intel Pentium for processors made by IBM and Motorola. Apple has offered unique designs such as the colorful iMac that distinguish its computers from their competitors. Looking to attract customers into "the era of the Digital Lifestyle," Apple has conducted a marketing campaign that casts Macs as the centerpiece...
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...BPO in India – an overview Contents I. Introduction II. What is BPO? • Types of BPO • Key services in various sectors III. Indian BPO Market IV. Market Segments and Trends • Banking sector • Insurance • Healthcare • Media/Publishing • Offshore Software Development • Network Outsourcing Services • HR Outsourcing V. Popular destinations VI. Employment opportunities VII. Key players in the market a. Indian companies b. MNCs VIII. Global competition IX. Future/outlook I. Introduction: Late 90’s has opened a new chapter in Information Technology (IT) sector in India – Business Process Outsourcing (BPO), one of the fastest growing segments of the Information Technology Enabled Services (ITES) industry. Cost conscious companies in the world to gain cost savings has set up their back office operations in India. The BPO segment, which was virtually non-existent till a few years ago, has risen to be a US $2 billion industry and IDC expects it to grow at a CAGR of 54 per cent till 2006 to reach US $12 billion. A major portion of the revenues today come from customer care and back office processing services, according to IDC’s report. II. What is BPO? BPO is the contracting of a specific business task, such as payroll, to a third-party service provider. Usually, BPO is implemented as a cost-saving measure for tasks that a company requires but does not depend upon to maintain their position in the...
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...Legislative Council Secretariat FS30/08-09 FACT SHEET Financial arrangements relating to Tokyo Disneyland, Disneyland Paris and Hong Kong Disneyland 1. Background 1.1 At the special meeting held on 4 July 2009, the Panel on Economic Development discussed the financial arrangements relating to the proposed expansion of Hong Kong Disneyland. During the discussion, a member requested the Research and Library Services Division to provide information on the financial arrangements relating to Tokyo Disneyland, Disneyland Paris and Hong Kong Disneyland. As such, the purpose of this fact sheet is to provide the Panel with information on these three theme parks in terms of their ownership and the financial arrangements for the construction project. 1.2 This fact sheet originally intended to study the operational statistics of the three theme parks. According to the Tourism Commission of Hong Kong1, both the Government and the Walt Disney Company (Walt Disney) are bound by the confidentiality provision under the current agreement not to disclose any commercially sensitive information of Hong Kong Disneyland, including the gain or loss from the operation of the theme park. Against this, this fact sheet only lists the key operational statistics of Tokyo Disneyland and Disneyland Paris for comparison. 1 See Tourism Commission (2009). page 1 Research and Library Services Division Legislative Council Secretariat FS30/08-09 2. Tokyo Disneyland Overview 2.1...
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...| Symantec Corporation | Mergers and Acquisitions | | Chris Miller | 11/9/2011 Dan SalmApplied Microeconomic Theory | | * Introduction * This research paper attempts to give a view of the traditional theory relating to Symantec Corporation and their acquisitions and mergers in an attempt to gain market control. Mergers and acquisitions correspond to change within a business looking to gain market power. No other experience is harder to attain for a company, represents more of a challenge, or as hectic as an acquisition or merger. It is vital that the management understands the methods required to perform acquisitions and mergers and that they have a clear understanding of how the procedure works. A corporate merger is the amalgamation of two company’s liabilities and assets developing into a single business element. Acquisitions occur when a large company, typically in a monopolistically competitive market, encompasses a smaller company giving the larger company a monopolistic advantage. A merger occurs when the amalgamation of liabilities and assets is depicted to be between companies of equal market standing. Within a company merger of estimated equals, there is typically an exchange of company stocks where one business distributes new shares to the shareholders of the other company at a specified percentage. * “Those who boast of their commonsense approach to management are very probably just following the ill-formed, half-forgotten, pseudo-scientific nostrum...
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...9-710-467 REV: SEPTEMBER 1, 2010 DAVID B. YOFFIE RENEE KIM Apple Inc. in 2010 On April 4, 2010, Apple Inc. launched its eagerly anticipated iPad amid great hype. The multimedia computer tablet was the third major innovation that Apple had released over the last decade. CEO Steve Jobs had argued that the iPad was another revolutionary product that could emulate the smashing success of the iPod and the iPhone. Expectations ran high. Even The Economist displayed the release of the iPad on its magazine cover with Jobs illustrated as a biblical figure, noting that, “The enthusiasm of the Apple faithful may be overdone, but Mr. Jobs’s record suggests that when he blesses a market, it takes off.”1 The company started off as “Apple Computer,” best known for its Macintosh personal computers (PCs) in the 1980’s and 1990’s. Despite a strong brand, rapid growth, and high profits in the late 1980s, Apple almost went bankrupt in 1996. Then Jobs went to work, transforming “Apple Computer” into “Apple Inc.” with innovative non-PC products starting in the early 2000’s. In fact, by 2010, the company viewed itself as a “mobile device company.”2 In the 2009 fiscal year, sales related to the iPhone and the iPod represented nearly 60% of Apple’s total sales of $43 billion.3 Even in the midst of a severe economic recession, revenues and net income both soared (see Exhibits 1a through 1c). Meanwhile, Apple’s stock was making history of its own. The share price had risen more than 15fold since...
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...Prepared for John Toth Prepared by Emma Wimhurst 10 November 2013 Contents Section Page 1 Introduction 3 2 Definition of Corporate Social Responsibility 3 2.1 Carroll’s pyramid of CSR 3 2.2 Theoretical clusters 4 2.2.1 Instrumental theories 4 2.2.2 Integrative/Political theories 4 2.2.3 Ethical Theories 4 3 Implementation of CSR 5 4 The Body Shop: core purpose 5 5 Balancing act 6 6 Heightened awareness 6 7 Cost Implications 7 8 New Look: Stakeholder’s conflict 8 9 Challenges 8 9.1 Increased responsibility 8 9.2 Daily implementation challenges 8 10 Recommendations 9 11 Conclusion 10 12 Appendix one: The Body Shop 12 13 Appendix two: New Look 14 14 Appendix three: Carroll’s Pyramid 17 15 Appendix four: Schwartz and Caroll Venn diagram 18 16 Appendix five: Ethical Trading Initiative 20 17 Bibliography 21-24 1. Introduction This report identifies the key challenges faced by organisations with a global supply chain in implementing Corporate Social Responsibility (CSR) policies. The Body Shop (appendix 1) and New Look (appendix 2) are UK based companies, with a global trading presence and both depend on a global supply chain for the purchase of their products. In 2013 both companies remain committed to CSR and ethical trading. These companies have been chosen to demonstrate the differences between implementing...
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...9-713-512 REV: MARCH 5, 2014 JOHN R. WELLS GALEN DANSKIN Hennes & Mauritz, 2012 In 2012, Hennes & Mauritz (H&M) was the second-largest specialty apparel retailer in the world. Sales for fiscal 2012 were $18.1 billion, up 11% from the previous year, and operating profits were $3.3 billion, up 8.3%. H&M operated 2,776 stores, 93% of them outside its home base of Sweden. Over the previous decade, revenues had grown 15% per year and operating profits, 18%. Although Gap, Inc. (Gap) began the millennium as the clear global leader in the apparel retail market with sales more than four times larger than those of H&M, H&M had grown quickly and passed Gap in 2009. However, Spain’s Inditex, with its fast-fashion chain, Zara, had done even better. It passed H&M in sales in 2005 and, by 2011, had also become more profitable. H&M had also lagged behind Inditex in supply pipeline speed, brand diversification, online retail presence, and expansion into China. Meanwhile, the world’s leading hypermarket chains, including Wal-Mart and Tesco, were making significant headway in apparel. In 2012, CEO Karl-Johan Persson, grandson of the company’s founder Erling Persson, promised increased expansion into underdeveloped markets, a stronger push to online retailing, and the launch of a major new retail brand. He noted, “We are looking forward to an exciting 2013 full of new opportunities. We have great respect for the macroeconomic climate and how it may affect consumption in many...
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...100 Full-Time Jobs in Bray,” Irish Times, August 17, 2002, p. 15. Peter Landers, “Foreign Aid: Why Some Sony Gear Is Made in Japan,” Wall Street Journal, June 14, 2001, p. A1. Barnaby J. Feder, “IBM Beats Earnings Expectations Again,” New York Times, January 17, 2003, p. C4. Peter Landers, “Volkswagen and GM Racked Up Strong Sales in China in 2003,” Wall Street Journal, January 6, 2004, p. A3. Peralte C. Paul, “Daimler Bails Out of Deal,” Atlanta JournalConstitution, September 24, 2003, p. A1. Nicholas Itano, “GM Returns 10 Years After End of Apartheid,” New York Times, January 30, 2004, p. W1. Saritha Rai, “A Giant So Big It’s a Proxy for India’s Economy,” New York Times, June 6, 2004, p. W1. Ibid. WTO, “World Trade 2003, Prospects for 2004; Stronger Than Expected Growth Spurs Modest Trade Recovery,” WTO Press Release 373, April 5, 2004, p. 1. Ibid. Thomas Friedman, The Lexus and the Olive Tree: Understanding Globalization (New York: Farrar, Straus & Giroux, 1999). Jonathan P. Doh and Hildy Teegen, Globalization and NGOs: Transforming Business, Government, and Society (Westport, CT: Praeger, 2003). For discussion of some of the emerging concerns surrounding globalization, see Peter Singer, One World: The Ethics of Globalization (New Haven: Yale University Press, 2002); George Soros, George Soros on Globalization (New York: Public Affairs Books, 2002); Joseph Stiglitz, Globalization and Its Discontents (New York: Norton, 2002). For discussions of the benefits of globalization,...
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