...European Economic Review 48 (2004) 943 – 957 www.elsevier.com/locate/econbase Simultaneous entry and welfare LuÃs M.B. Cabrala; b;∗ a Leonard N. Stern School of Business, New York University, 44 West 4th Street, New York, NY 10012, USA b CEPR, London, UK Received 3 July 2002; accepted 13 June 2003 Abstract I examine the welfare properties of free entry under conditions of simultaneous entry. Specifically, I consider the second-best problem of in uencing the number of entrants while taking as given ÿrm behavior upon entry. I consider two alternative models of simultaneous entry: grab-the-dollar entry and war-of-attrition entry. I show that, if entry costs are low, then the results from previous models of sequential entry are fairly robust to the possibility of simultaneous entry. If however entry costs are high, then the welfare e ects of free entry depend delicately on the nature of the entry game being played. c 2003 Elsevier B.V. All rights reserved. JEL classiÿcation: L1; L6; L9 Keywords: Entry; Welfare 1. Introduction Economists frequently presume that free entry is desirable from a social welfare point of view. In fact, free entry is one of the conditions underlying the First Welfare Theorem. However, it is well known that, once one of the conditions for the theorem is removed, the other conditions are no longer necessarily desirable (Lipsey and Lancaster, 1956). Speciÿcally, a number of authors have shown that, once we abandon the assumption of competitive...
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...A Research Project Report On ATTRITION MANAGEMENT Submitted in partial fulfillment for the requirement of the MBA Degree awarded by Bangalore University Submitted by Ponnappa I.S 04XQCM6064 Under the guidance of Praveen Kamat Professor M.P.Birla Institute of Management M.P.Birla Institute of Management Race course road Bangalore-1 INDIA 1 DECLARATION I hereby declare that this dissertation entitled ‘ATTRITON MANAGEMENT’ is the result of project work undertaken by me under the guidance and supervision of Mr. Praveen Kamat, Professor, M.P.Birla Institute of Management, Bangalore. I also declare that this dissertation has not been submitted to any other University/Institution for the award of any Degree. (Ponnappa I.S) 2 CERTIFICATE I hereby certify that the research work embodied in this dissertation entitled ‘ATTRITION MANAGEMENT’, has been undertaken and completed by Mr. Ponnappa I.S under the guidance and supervision of Mr. Praveen Kamat, Professor, MPBIM, Bangalore. (Dr. N.S. Malavalli) Principal MPBIM, Bangalore 3 CERTIFICATE I hereby certify that the research work embodied in this dissertation entitled ‘ATTRITION MANAGEMENT’, has been undertaken and completed by Mr. Ponnappa I.S under my guidance and supervision (Mr. Praveen Kamat) Professor, M.P.B.I.M Bangalore 4 Acknowledgement The satisfaction that accompanies the successful completion of any task would be incomplete without the mention of the people who made...
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...Case Attrition and Its Effect on the Criminal Justice System Brian C. Kennedy University of Phoenix CJS220 Steven Weber 09 July 2014 Abstract The vast criminal justice system in the United States is, in many ways, slow and cumbersome, but ultimately the best model available for a truly free society. Were it not for various mechanisms engineered into the system to organize and streamline proceedings, the system would likely break down, mired in bureaucracy and procedure. This is known as case attrition, it allows for the overwhelmingly large number of cases and potential cases to be sifted, or “winnowed” out along the procedural highway in order to focus resources on the cases that truly need the attention of a trial or appeal. (Meyer & Grant, 2003, p. 245) Types of Attrition Simply deciding on whether or not to report a crime or perceived crime is the first stage. This responsibility often lies with the citizenry and numerous motivations for reporting or non-reporting of crimes exist ranging from self preservation to the lack of importance in the citizens eyes. Police also have a level of discretion dictated both by statute and departmental policy. They can decide whether or not an action rises to the level of a crime at all or if the crime is worthy of the resources and manpower needed in relation to the...
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...Introduction to talent management (IT) Introduction to the 2 companies being considered Findings on company 1 Findings on company 2 Comparative study Critical analysis INTRODUCTION Talent management is a name for a human resources program that applies to more than just computing hours and taking care of legal aspects of employment. Rather, talent management applies to the strategy of recruitment and retention, compensation, assessment and review. In some cases, talent management is a process handled over multiple departments. In other cases, it may be solely handled by human resources. Talent management's first responsibility is to attract and retain qualified employees. Without this primary function, no company can achieve its full potential. Recruiting workers can be a difficult task, especially in times of low unemployment. The further up the ladder the position is, the harder the position will be to fill. Recruitment and retention may depend on adequate or competitive compensation packages. These packages must be carefully scrutinized based on industry standards. Although pay may be the most important of the compensation package, it is not the only part. Traditional benefits such as health insurance and vacation also play a role. However, newer benefits, such as flexible packages and telecommute options can also be very attractive for some positions. Talent management's job is to find out what compensation packages are needed and then see if those, or something...
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...Infosys Business Case | MGT 551-12 | Authors:UID # 864597543 UID # 811655441September 3, 2008 | Leveraging its vast, low-cost human capital base to deliver its services globally, Infosys has experienced remarkable growth since its inception to become a leader in the offshoring IT services industry. However, rising salary costs in India and increasing employee attrition rates at Infosys not only threaten near-term profit margins but also the sustainability of Infosys’ current business model. Since the early 1990’s, Infosys and other large IT service providers in India have relied on two key competitive advantages to create their multi-billion dollar businesses of today. First, the initial impetus behind IT offshore demand was simple: cost savings. And with the average IT professional in India costing 29 percent of comparable U.S.-based staff in 1995, Infosys was able to offer its services to global clients at fraction of the prices charged by Western companies. Exhibit 1 demonstrates the direct relationship between Infosys’ human capital growth and its sustained revenue generation over a 9 year period. This graph not only highlights the success a low cost, large work force strategy, it also identifies the second critical component in Infosys’ success: HR design and execution. Delivering those cost-saving services required a highly skilled employee base, whose development entailed large investments of time and money. Accordingly, Infosys established world-class human...
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...ZIPCAR CASE ANALYSIS The pain that Zipcar is trying to address is the inconvenience and costly car options to the web-connected people. Based on our analysis of the case we think Zipcar’s business is easily imitable and to prevent an entry of new competition, Zipcar must achieve economies of scale at the earliest and strategize to increase their customer base and lower their customer attrition going forward. In the long run, the success of the Zipcar would depend on how many customers they have and the ability of Zipcar to leverage on their economies of scale. We would also recommend on how they can more wisely choose their type of cars, promote their brand and most importantly how they can raise funds at the upcoming Springboard conference. Though the primary emphasis of Zipcar is on convenience and cost savings, the Zipcar concept is planned to be marketed as environmentally friendly. We feel this is an additional pain that Zipcar is trying to address that poses risks because, firstly, there are other two similar companies in US (Portland-based Car Sharing Inc. and Seattle- based Flexcar) that are already more focused towards the environment friendliness. Secondly, if Zipcar really wants to market their product as environmentally-friendly, then they probably should choose their launch car from a list of most environment friendly cars of 2000 such as Toyota Prius, Honda Insight or...
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...Zip Car Case Analysis As the Springboard 2000 New England Venture forum was approach quickly, Chase needed to develop an effective business plan to present to the conference. My Recommendations for Chase are: 1. Refine Zipcar’s business model based on real U.S. market data, and use the real U.S. market date to construct a new pricing structure: eliminate the daily maximum rate, and double the per mile and per hour rate. 2. Maintain 40% car utilization. 3. Find a right person to join their management team. 4. Refine and complete Zipcar’s technology platform. 5. Secure good parking locations as its competitive advantage. Originally, since Chase was inspired by the car sharing business in Europe, the assumptions and financial plans were using the data from European market. However, due to the differences in consumer behaviors and market conditions, those assumptions were not accurate and cannot be directly applied to the U.S. markets. On June 22, 2000, Zipcar put its first three cars on street, which tested the market and gave real market data for Zipcar to use. With these data, we can see the difference between the original assumptions and reality: First of all, the attrition is much lower than expected. Chase was expecting a 15% attrition rate, however, the real attrition was less than 1.3%. (Table 1) This low attrition shows customers are buying in this business idea and majority of the customers are willing to continue using this service. In addition, the trip per user per...
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...Rajan Gupta | EPGP-05-148 | Sandip Shah | EPGP-05-156 | Susanta Paul | EPGP-05-142 | Raja Row Choudhury | Proposal for Simulation and System Dynamics.@2014 Authors. No part of this document should be reproduced or distributed without the prior permission of authors. | Problem Area Technical Talent shortage, Skill-Gap, Skill Mismatch, Skills shortage, etc. are the expressions of the same problem which have remained abuzz in almost all the Technology centric industries since years. The case of IT Services Industry is no different. In fact the skill gap widens even more, as the pace on which the technologies are changing in the IT / Digital space is the fastest. Concepts of IT have evolved so fast that it seems we have lived through multiple eras in less than a decade’s time – dot-com era; Information era with the advent of the powerful Search engine, Google and the knowledge collaborators, Wikis; the E-era, in which IT engulfed the whole Business value-chain with its e-models – e-commerce to e-business; then came the Social-era, which re-defined not just businesses but the people’s lives by taking them thousands of miles ahead in terms of reach, connectivity, opportunities, etc.; and now we are living in a Digital transformation era, where everything around us is getting digitalized producing loads and loads of data. Ongoing era of Digitalization is not yet over, the Industry Experts have started envisioning the next era - Internet of Things, where a person will be equipped...
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...> An international perspective on human resource management and performance in the health care sector: toward a research agenda Browse journal View all volumes and issues Current issue Latest articles Most read articles Most cited articles Authors and submissions Subscribe Journal information News & offers The International Journal of Human Resource Management Volume 24, Issue 16, 2013 Special Issue: HRM in the healthcare sector | Select Language▼Translator disclaimer | An international perspective on human resource management and performance in the health care sector: toward a research agenda Access options DOI: 10.1080/09585192.2013.775024 Timothy Bartrama & Peter J. Dowlinga* pages 3031-3037 Publishing models and article dates explained Published online: 03 Jul 2013 Article Views: 110 Alert me * View full text * Download full text Related * Share on facebook Share on twitter Share on email More Sharing Services * Add to shortlist * Link * Download Citation * Recommend to: * A friend First page preview Download full text Click to increase image sizeClick to decrease image size * Information * Full text * References * Reprints & permissions Details * Published online:...
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...as credit, insurance, education, and lifestyle discounts to low-income workers in factories. The employee benefits platform not only benefits the employees, but it also benefits the employers by lowering attrition and saving millions in cost associated with very high turnover, which are particularly staggering in China. The proposed plan is to provide access to higher education to the workers to innovatively grow this already proven profitable business model. “Social enterprises are businesses whose primary purpose is the common good. They use the methods and disciplines of business and the power of the marketplace to advance their social, environmental and human justice agendas” (Social Enterprise Alliance, 2013). Micro Benefit’s mission is to improve the lives of migrant and factory workers through and economically sustainable business model that creates real value for customers (Weibangfuli, 2013). For the employers: currently, there is a drastic need for factories to retain employees, because in China it is common for the frontline workers to leave and migrate to the next factory or job – never staying long. Out of 350 million workers, 150 million migrate out of their province for work. This causes an undue financial hardship on the employers, as this kind of attrition requires added costs associated with hiring and training new employees. Average monthly turnover is hovering at 15% at a cost of 3,000 RMB per replacement to hire (Weibangfuli, 2013). According to a Hay Group...
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...The market for IT industry was huge and expanding at a fast pace. However the market leaders were Accenture and IBM which had a negligent market share and rest was captured by small enterprises. Indian companies also ventured in the industry and due to their competition, IT multinational giants had to increase their base in India. Due to high opportunities, attrition rate was also high in this industry. As a result Indian companies like Wipro, Infosys increased their base level salaries. During this phase, Indian economy was transforming towards an era of information and knowledge. This can be seen from the fact that contribution of services towards the economy’s GDP was higher than 18% in 2001 as against in 1980. No other industry had done better standing against global competition. The annual exports had always been over 50% over a decade. U.S.A. share represents highest with 61% and about a third of Fortune 500 companies outsource their software work to India. To foster development, Indian government has taken a number of steps like liberalization of policies and providing necessary capital and infrastructure to foster growth. Thus Indian environment has been conducive for growth. (Ref: Indian Embassy.org) Competitor analysis- The market for IT industry was fairly competitive with IBM and Accenture as global leaders and rest of the market was pretty diffused. IBM and Accenture had strong brand and a global presence with a large customer base. They also offered panoply of services...
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...com/product/cjs-220-v4-entire-course/ Contact us at: SUPPORT@ACTIVITYMODE.COM CJS 220 V4 ENTIRE COURSE CJS 220 Attorney Client Confidentiality CJS 220 Capstone CJS 220 Due Process CJS 220 Final 1 CJS 220 Final 2 CJS 220 Final CJS 220 Law Opinion Paper CJS 220 Legal Defenses CJS 220 Structure Of Court Systems CJS 220 Week 1 Checkpoint CJS 220 Week 1 DQ 1 CJS 220 Week 1 DQ 2 CJS 220 Week 2 Assignment CJS 220 Week 2 Checkpoint 1 CJS 220 Week 2 Checkpoint 2 CJS 220 Week 2 Checkpoint CJS 220 Week 3 DQ 1 CJS 220 Week 3 DQ 2 CJS 220 Week 4 Assignment CJS 220 Week 4 Prosecution Versus Defense Paper CJS 220 Week 5 Checkpoint CJS 220 Week 5 DQ 1 CJS 220 Week 5 DQ 2 CJS 220 Week 6 Assignment CJS 220 Week 6 Case Attrition CJS 220 Week 6 Criminal Justice Models Paper CJS 220 Week 7 Checkpoint The Bail System CJS 220 Week 7 DQ 1 CJS 220 Week 7 DQ 2 CJS 220 Week 8 Assignment CJS 220 Week 8 Checkpoint 1 CJS 220 Week 8 Checkpoint 2 CJS 220 Week 8 Juvenile Court Process CJS 220 Week 8 Punishment Philosophy Paper Activity mode aims to provide quality study notes and tutorials to the students of CJS 220 v4 ENTIRE COURSE in order to ace their studies. CJS 220 V4 ENTIRE COURSE To purchase this visit here: http://www.activitymode.com/product/cjs-220-v4-entire-course/ Contact us at: SUPPORT@ACTIVITYMODE.COM CJS 220 V4 ENTIRE COURSE CJS 220 Attorney Client Confidentiality CJS 220 Capstone CJS 220 Due Process CJS 220 Final 1 CJS 220 Final 2 CJS 220 Final CJS...
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...Criminal Justice Models Paper Criminal Justice Models Paper There are three models within the criminal justice process. The first model is called the funnel model. The funnel model is wide at the top, and tapers down to a narrow end. The funnel model illustrates the fact that the number of crimes that are processed through the system decreases at each step due to case attrition. The criminal process begins with a crime being committed. The main benefit of the funnel system is that it prevents the criminal justice system from becoming overcrowded. Since there is a decrease in the number of trials and people incarcerated, the system saves money and man hours. A misconception about the funnel system is that it lets criminal off. The second model is called the wedding cake model. The wedding cake model illustrates how cases are sorted into layers depending upon their seriousness, with less serious cases forming the bottom layer of the cake and more serious cases forming the smaller layers on top. The wedding cake models assists in understanding the operation of the criminal justice system. How these cases fit into the overall justice system leads to a clearer understanding of the mechanics of the judiciary. The very top of the cakes, which is the smallest layer represents famous cases that attract a lot of publicity and, unfortunately, contribute to public misinformation about the criminal justice process. The layers of the wedding cake model illustrates two important points...
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...Prasanna V oUTBACK sTEAKHOUSE 6000I Vikram Prasanna hereby certify that the attached assignment and all materials therein have been created by me unless otherwise footnoted and that all the material contained herein including charts, graphs and other materials have been created by me. | SUBMITTED TO: MARIA RADFORDSUBMITTED BY: VIKRAM PRASANNASTUDENT NUMBER: 212448858 DATE OF SUBMISSION: 2ND MARCH 2014 | CASE OUTLINE: The case outlines Outback Steakhouse, one of the fastest growing and most acclaimed restaurant chains in North America by 1995. The chain was founded by Chris Sullivan, Bob Basham and Tim Gannon when they realized an untapped opportunity existed in serving quality steaks at affordable prices. The chain differentiated itself through its consistent high quality food, dinner only timings, and unique “buy in” concept with managing partners, suburban locations, stringent hiring practices and a high emphasis on the quality and degree of personalization of service it provided. Although initially company owned and managed, based on requests from known acquaintances, the chain cautiously embarked on the franchisee route as well. By 1995, Outback acquired rights to develop Carrabba’s Italian Grill as part of its diversification strategy. In 1994, Hugh Connetty was appointed to lead Outbacks overseas expansion and charter out its future direction. INDUSTRY ANALYSIS: The industry has been analyzed using Porters’s Five Forces framework in APPENDIX1 .The food service industry...
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...Kathmandu University School of Management | Entrepreneurship and Innovation | Zipcar: Redefining the business model | | | 3/29/2015 | Submitted to, Prof. Rupesh Krishna Shrestha | Submitted by, (Group 6) Niraj Ghimire (14313) Amit Pathak (14325) Subigya Regmi (14327) Prajwal Sagar Shrestha (14332) Synopsis: Zipcar is a start-up organized around the idea of "sharing" car usage via a membership organization. This case describes several variations of the Zipcar business model along with their financial plan. These variations include a very early version and a version developed just prior to the launch of the business, as well as data from the first few months of operations. This case is all about the underlying the business model for the venture and to discover how these assumptions are holding up as the business is actually rolled out. Case Facts: * The company was incorporated in January 2000 and raised an amount of $50000 from an angel investor. * Although an MBA from MIT with a good professional background, Robin Chase had minimal experiences regarding start-ups. Similarly, Antje Danielson, despite having held several high position jobs was relatively inexperienced when it came to entrepreneurial venture. * Car sharing was best suited to urban areas where the population density is high. * College-educated individuals were the most receptive to the proposition of car sharing. * Penetration for the car sharing business module was small (0.01%) in...
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