...使用面板的快速鍵 |結果 |Mac OS | |顯示/隱藏側面板 |Tab | |顯示/隱藏所有面板 |Shift+Tab | |顯示/隱藏工具列 |T | |顯示/隱藏模組揀選器 |Fn+F5 | |顯示/隱藏底片顯示窗格 |Fn+F6 | |顯示/隱藏左面板 |Fn+F7 | |顯示/隱藏右面板 |Fn+F8 | |切換單獨模式 |在面板上按住 Option 並按一下 | |開啟新面板但不關閉單獨的面板 |在面板上按住 Shift 並按一下 | |開啟/關閉所有面板 |在面板上按住 Command 並按一下 | |開啟/關閉左面板，由上至下 |Command+Control+0-5 | |開啟/關閉右面板、「圖庫」和「編輯相片」模組，由上至下 |Command + 0 - 8 | |開啟/關閉右面板、「幻燈片播放」、「列印」和...
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...years) | 07-09 | 12 | | Sales & profit (2005-2014) | 07 | 13 | | Sales & profit 2015 | 08 | 14 | Total assets in USD million, in the AY 2015 | 09 | 15 | Human Resources information | 10 | 16 | | Number of Employees | 10 | 17 | | Failure Tolerance management style | 10 | 18 | Composition of Core competences | 10 | 19 | | Core competences | 10 | 20 | | Core product | 11 | 21 | | End product | 11 | 22 | | Core technology | 11 | 23 | | Nesting Innovation | 11 | 24 | | Core markets | 12 | 25 | A big Hidden Champion | 12 | 26 | Corporate growth strategy | 13 | 27 | | History of applying growth strategy | 13 | 28 | History of Innovation Creation | 14 | 29 | Innovations changed the company competitive in the industry or world market | 14 | 30 | Imitation, Improvement, Innovation (I3) | 14 | 31 | Position of the company in industry | 16 | 32 | Market share | 16-17 | 33 | VimpelCom performance in emerging markets | 17 | 34 | Open Innovation | 17-18 | 35 | | History of applying open innovation strategy | 17 | # | Subject | Page # | 36 | | Make your mark | 18 | 37 | Business Model | 19 | 38 | Value Chain | 19 | 39 | | Marketing | 19 | 40 | | Operating | 19 | 41 | | Sourcing | 19 | 42 | Innovators Dilemma | 20 | 43 | | Technology development | 20 | 44 | | The user research group center | 20 | 45 | Facing the Pitfalls | 20 |...
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...CUSTOMER RELATIONSHIP MANAGEMENT STRATEGY (A TEACHING CASE STUDY) Tamilla Curtis Nova Southeastern University 317 Aleatha Drive, Daytona Beach, FL 32114 Donald Barrere Nova Southeastern University 1900 Pelican Landing Blvd, #1023, Clearwater, FL 33762 Tom Griffin Nova Southeastern University 2900 NE 30th St. Unit 8G, Fort Lauderdale, FL 33306 MASHKIN GROUP Mashkin Group Inc. (Mashkin), a wholly owned subsidiary of Amir Inc., a British financial conglomerate, is a medium-size, asset-management group based in the US. Mashkin consists of three primary divisions: a mutual fund company with $10 billion in assets; a separate, but closely affiliated asset management company with $15 billion in assets; and a financial services company. Since the early 1990s, these three enterprises have shared the same client database and other software programs. The first program utilized, an inexpensive, off-the-shelf system with limited capabilities, was used by the sales department of both the mutual fund company and the asset management company primarily to store names, telephone numbers, and notes of salespeople. A second program was used by the IT department to update the database as new clients arrived and record daily sales data. A third program was installed at all internal and external salespersons’ workstations and laptops to provide current data to the sales force. In addition, the Client Service Call Center used a separate designed-in-house program to track incoming call activity...
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...International Review of Business Research Papers Vol.3 No.1. March 2007, Pp.183 - 196 Entry Modes For International Markets: Case Study Of Huawei, A Chinese Technology Enterprise Donglin Wu* and Fang Zhao** This case study analyses and discusses the internationalization process of Huawei, a leading telecommunication equipment manufacturer in China. Our research aims to explore the special features of the internationalization of Chinese hi-tech firms through a case study and to identify the factors that affect Chinese hi-tech firms’ international entry mode decision. In this paper, several foreign market entry modes were discussed. Issues of why and how to take into account the factors of industrial characteristics, environmental factors, firm factors, and moderators for internationalization and how to employ different entry modes in different host markets are discussed and illustrated based on this case study. It is found that industrial characteristics and home country’s technological reputation affect to a great extent the internationalization path of the hi-tech firm studied. The research also shows that in terms of hi-tech enterprises’ internationalization, the factors such as international experience and firm size are not as important to traditional manufacturers as to hi-tech enterprises. Field of Research: Management 1. Introduction After two decades’ development, many Chinese technology enterprises stride their first step in internationalization. Among them...
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...| Commonwealth of Independent States | Global IT Today and In the Future | | Todd, Tate, Djokovic, Santaga, Johnson | 12/18/2011 | | Table of Contents Introduction to the Commonwealth of Independent States # 3-5 CIS Countries in the 21st Century # 5-9 Offshoring Strategies and Potential # 9-12 IT Infrastructure # 13-16 CIS Countries in the Future # 16-21 Appendix # 22 References # 23-25 Introduction to the Commonwealth of Independent States - Andrew Tate The Commonwealth of Independent States is a regional area that includes countries from the eastern part of Europe as well as countries from the Middle East part of the world. These countries include: Armenia, Azerbaijan, Belarus, Kazakhstan, Kyrgyz Republic, Moldova, Russia, Tajikistan, Turkey, Turkmenistan, Ukraine, and Uzbekistan. Each of the countries belonging to the Commonwealth of Independent States are former parts of the Soviet Republic, which broke up along with the former Soviet Union, with the official date of the CIS formation being marked as December 8, 1991. The “founding” countries of the Commonwealth of Independent States were the Republic of Belarus, Russia, and Ukraine, with eight other countries (Armenia, Azerbaijan, Kazakhstan, Kyrgyzstan, Moldova, Turkmenistan, Tajikistan, and Uzbekistan) joining the CIS 13 days after the formation(http://en.wikipedia.org/wiki/Commonwealth_of_Independent_States). According to 2008 statistics, the total population of the countries that...
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...Background: Since the late 1980’s the Russian people have experienced one of the most drastic transitions seen in the world to date, a transition from an attempt at communism to a workable capitalist system. As one would expect, this transition has not been painless and has been the impetus of many distressing problems for the Russian people. One such problem is organized crime. Organized crime during Soviet rule and the Russian Federation has created obstacles in this transition to a functioning market economy. This transition from the USSR to the Russian Federation has impaired Russia’s attempts at a market economy. It has worked its way through openings provided by the transition economy to become a setback to the Russian society and economy. Organized crime disables successful economic reform by influencing important issues such as competition, entrepreneurship, capital flight, the shadow economy, and violence. The major roots of organized crime in Russia go back to the middle of the twenty century. As early as the 1970’s, the Russian mafia had advanced to the status of primary protectors and beneficiaries in the robust Soviet shadow economy. By 1991, organized crime had expanded to form over 700 gangs in the Russian republic alone. This expansion was aided by Perestroika’s, a political movement within the Communist Party, opening up of market opportunities. In Leningrad, as much as ninety percent of the cooperatives produced by the liberal policies of Perestroika were...
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...By: **************************** *********************** Table of Contents 1. History of TeliaSonera, along with brief Introduction. 2. How did TeliaSonera grow from being a local telecom provider in the Nordic region to a trend- setting international player in Eurasia markets? 1. Entering The Himalayas, Uzbekistan, and Afghanistan 2. China, India, Sri Lanka, Japan, Philippines 3. What are the drivers of this success? 3. Institutional View 4. Resource View 4. What are the future opportunities? 5. What are the potential risks? 6. How can TeliaSonera increase its market power and extension in Eurasia markets? SECTION 1: TeliaSonera’s history tells the story of a young company with long standing traditions. It is a history of a company providing their customers and their society with the best services and newest technology. TeliaSonera was created in 2002, by the merger of Swedish Telia and Finnish Sonera, it was the first time in history where two former telecom incumbents in two European Union countries joined forces to form a new, stronger company. It united two companies who were excellent complements to each other, both from a market and financial perspective. The companies had already worked together on a number of different projects. TeliaSonera is now the largest Nordic and Baltic fixed-voice, broadband, and mobile operator by revenue and customer base. It operates Europe's largest and fastest-growing...
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...| Russia: PEST Analysis for Foreign Direct Investment | Principal of Finance | Russia: PEST Analysis for Foreign Direct Investment Overview Russia is a large country with a long history extending back to the 12th century AD when it first freed itself from Mongol domination (Russia). Russia’s most relevant historical past is its emergence from Communist rule and the breakup of the Soviet Union under Mikhail Gorbachev in 1991 due to his policies of glasnost and perestroika, or opening and restructuring. Since that period Russia has been defined by a kind of political turmoil that has seen every sort of leader from a, it is said, Vodka imbibing progressive in Boris Yeltsin to a former intelligence officer in the KGB with a black belt in Judo, in Vladimir Putin (Russia). While the political turmoil has unfolded publicly, the business and professional climate has deteriorated from the heady days of the Soviet breakup when foreign enterprises believed the region was ripe for investment and, to some degree, exploitation. The level of corruption has largely dissuaded the full development of foreign investment and is an international concern, not just local to Russia: “the prevalence of corruption and crime in business affairs has been generally recognized as a major cause of concern...”(Taylor, Kazakhov & Thompson par.1). Until Russia is able to solve this unregulated chaos, business in Russia will remain an exercise in risk rather than revenue. Political Many...
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...new markets, 6 4. Three Stages of Evolution 7 5. Motives for Foreign Direct Investment (FDI) 9 6. The comparison of MNC and TNC 11 7. What are the benefits and problems that MNCs face? 11 8. What are the Russian companies that achieve the multinational status? 13 Conclusion 14 Bibliography 14 Appendix 15 Preface We would like to consider the most interesting topic concerning the multinational corporations. If we called it like that, it means that company made a great success in the market, it operate in several foreign countries. In this mini-course work we will investigate more detailed the structure and strategies of MNCs. In the first part we will look through the history of MNCs. The history, in general, is to be considered as an essential part of every project in order everyone may compare the development of the particular sphere. Next part will show us the statistical data of MNCs, where we will recognize all the most reputable companies from the different industries, such as BMW, Nike, Lego, etc. We cannot leave a side the point of entry into the new market. There it will be explained the strategies of MNCs, such as mergering, joint venture and sequential market entries. Also we will consider investing into the particular companies, weather it is risky or not and the motives of foreign direct investment. Another important point is the comparison of the Transnational Corporations and Multinational Corporations. Of course if we live in Russian, it...
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...Types of investments. On the objects of investments made to distinguish between the real (or CAPITAL) and financial investment. The objects of real investment are: 1. Fixed assets; 2. Real estate; 3. Inventories; 4. Intangible assets; 5. Research and development work: 6. Training and skills development. It should be noted that the cost of the last two objects, namely, research and development work, as well as training and skills development relate to investments, if they are carried out within the framework of the investment project. The objects of financial investments are: 1. Securities; 2. Bank deposits; 3. Foreign currency; 4. Hoarding objects (precious metals and precious stones, articles made of them, as well as products of the collection of demand). The real investment plays an important role in the development and effective functioning of the economy. This is evident from the definition of gross and net investment. Gross investment is the total amount of real investment in a certain period, to the construction, purchase of capital goods and an increase of commodity-material values. These costs are carried by investors due to: a) Equity (profit and depreciation); b) The borrowed funds (proceeds from issuance of shares and equity contributions); c) Loans (loans, bond issues, etc.). Net investment is gross investment amount reduced by the amount of depreciation in the period under review. Dynamics of net investment reflects the character...
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...accidents, coupled with operational inefficiencies snowballed Korean Air into troubled times. Then, at the beginning of the 21st century, its CEO/ Chairman, Yang-Ho Cho undertook various transformation initiatives - for instance, improving service quality and safety standards, technology integration, upgrading pilot training, better business focus; putting in place a professional management team, improving corporate image through sponsorship marketing, etc. He gave a new corporate direction in the form of '10,10,10' goal. However, Korean Air is held up by a slew of challenges. Among which are inefficiencies of - Chaebol system of management, possible clash of its cargo business with its own shipping company, limited focus on the domestic market and growing competition from LCCs. How would Korean Air manage growth as a family-owned conglomerate? The case offers enriching scope for analysing a family business’s turnaround strategies, with all the legacy costs involved. Pedagogical Objectives • To discuss the (operational) dynamics of Korean Chaebols - their influence/ effects on the country’s industrial sector and the economy as a whole • To analyse how family-owned businesses manage the transition phase - from a supplier-driven economy to a demanddriven economy • To identify all the possible reasons for Korean Air ’s turbulent times and assessing whether they are controllable or not • To critically evaluate Korean Air ’s transformation efforts - in terms of growth, productivity...
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...E-Commerce Is the Next Frontier in Global Expansion [pic] Online shopping is changing how retailers develop their global expansion strategies. A.T. Kearney's E-Commerce Index reveals which developing markets hold the most potential for online growth. Retailers are constantly seeking new paths to growth. As revenues plateau in developed markets, expansion into developing markets is a popular means for reaching new growth targets and boosting returns in overall portfolios. But choosing a developing market is more complex than looking through the traditional bricks-and-mortar lens to determine where to locate—it also requires looking through the online lens. As online sales skyrocket in developing markets, an online presence is a low-risk way to test new markets and complement existing store footprints. As e-commerce sales skyrocket across the developing world, building an online presence is a low-risk way to test new markets or complement existing store footprints. Gaining maximum advantage from such strategies requires knowing a country's true e-commerce potential and its online market challenges. A.T. Kearney's 2012 E-Commerce Index, the first in a series, examines the top 30 countries in our 2012 Global Retail Development Index™ (GRDI). Using 18 infrastructure, regulatory, and retail-specific variables, the Index ranks the top 10 countries by their e-commerce potential (see figure 1).1 The findings provide a wealth of information for retailers use in developing successful...
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...Section c. China’s commitment on WTO’s accession Since China decided to accede WTO on 11 December 2001, it means that China has to change its several economic aspects, including their commitment towards multilateralism and opened investment, transparency of their economic situations, and their obligation to obey the agreements on multilateral agreement (GATT). The Accession of China in WTO will bring massive benefits for China to enter a bigger scale of the world’s industries, which makes China able to expand their economic activities into a larger sectors. China has become the seventh largest exporter and eighth largest importer for trade in goods, as well as included in the 12 largest exporters and importers of services sectors. China’s revenue after officially become a WTO member increased much higher than the developed countries, especially among other developing countries. As a condition for membership, China was required to make protocol commitments that substantially exceed those made by any other member of the World Trade Organization, including those that have joined since 1995, the broader and deeper commitments China has made inevitably will entail substantial short-term economic costs and these costs will be reflected in rising rates of unemployment in sectors that will shrink as they face increased international competition, both from imports and from goods and services provided by foreign-invested firms in China. Every country which accede to WTO must build...
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...The year 2011 will go down in global corporate history as the year when one of the world’s largest energy companies, BP, and the Russian state company, Rosneft, unsuccessfully attempted to form a strategic partnership on Arctic development. This failure was caused by the contractual and legal objections of the AAR consortium - BP’s partners in the Russian oil company TNK-BP. In 2003-5, BP and the AAR consortium led by three billionaires with Russian connections - Mikhail Fridman, Len Blavatnik, and Viktor Vekselberg - merged their Russian oil corporate assets - TNK, Sidanko, and Onako and their subsidiaries - under the umbrella of TNK-BP.2 This joint venture was established on a 50/50 basis, the operation of which required mutual joint decision making. The partners also signed a shareholding agreement on TNK- BP’s right of first refusal in relation to potential future oil and gas projects offered to BP or AAR in Russia and Ukraine. This agreement was subsequently used by AAR to stop the BP-Rosneft deal in international courts. Unfortunately, this was not the first time that BP had been unable to change the way it conducted its business in Russia. The first example occurred in 2007-8 when BP was reported to be keen on having Gazprom as a partner instead of AAR. This move would have transformed the TNK-BP joint venture into Gazprom-BP. This did not transpire. Second, in the spring-summer 2008, there was a turbulent ‘misunderstanding’...
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...field of venture financing 23 2.2. Current situation and peculiarities of the development of venture capital industry in Russia 28 2.3 The role of state in the system of Russian venture financing 34 Chapter 3: Analysis of venture financing company and recommendations for it development on the example of JSC "Solar-Optic" 45 3.1. Analysis of key financial and economic indicators of JSC "Solar-Optic Ltd" 45 3.2. Analysis of the process of financing of Innovation Company of JSC "Solar-Optic” 55 3.3. Analysis of the sources of funding and recommendations for attraction of potential investor 62 Conclusion 71 Used Material 76 Appendixes 80 Introduction Diversification of the economy, and shift from primary industries to high-tech industry, is not only one of the major challenges facing the Russian economy at that moment, but also largely depends on the pace of development of technology-based entrepreneurship. World experience shows that small and medium-sized innovative companies as economic actors most motivated and flexible in achieving output of scientific and technical products to the market and play an important role in the development of new promising niches. However, high-tech companies in the early phase of its development in the majority cases are not attractive to foreign and Russian investors. Not receiving financial support, they stagnate or close its infancy. Choice of financial instruments and to attract the required...
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