... | |Panimalar Institute of Management Studies, Chennai. |From 1997 - 2003 |Head of the Department | |VGP School of Management Studies |From 1996 - 1997 |Lecturer | |Independent Practice |From 1989 - 1996 |Advocate | Concurrent Assignments: |Institution/Organisation |Nature of Work | |Mother Teresa University, ( 2 ) students- One student awarded Ph. D on |Ph.D Guide | |27/03/2012), other one submitted thesis, awaiting Viva-voce . | | |Sathyabama University,( 3) (1- submitted thesis, 2- registered...
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...on final exam: CH 1 1. What type of utility does logistics directly contribute? (pg. 3) A: Place and Time 2. What are the types of utility? (pg. 3) A: Possession, Form, Place, Time 3. What is the definition of possession utility? (pg. 3) A: The value or usefulness of a product that comes from a customer being able to take possession of a product. 4. What is the definition of efficiency? (pg. 5) A: how well (or poorly) company resources are used to achieve what a company promises it can do. 5. What is the definition of mass logistics? (pg. 6) A: A one-size-fits-all logistics approach, in which every customer gets the same type and levels of logistics service, will result in come some customers being overserved while others are underserved. 6. What is the definition of the systems approach? (pg. 9) A: A company’s objectives can be realized by recognizing the mutual interdependence of the major functional areas of the firm, such as marketing, production, finance, and logistics. 7. Which departments measure inventories in terms of cost/value and units? (pg. 12) A: Finance: cost or value in dollars. Logistics: units. 8. What are the components if the marketing mix? (pg. 14) A: the four Ps of marketing: Place, Price, Product, and Promotion. CSCMP Glossary (Carmen Articles-wk1) 9. What is the definition of benchmarking (pg. 19) A: Benchmarking: The process of comparing performance against the practices...
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...Information on Product Evaluation – an Experimental Research on Undergraduate Students of Four Private Business Institutions of Karachi, Pakistan” Bachelors of Business Administration Fall 2012 Prepared by – Advisor – Mr. Zohaib Sufiyan Acknowledgement Firstly we would like to thank the Allah Almighty for his blessings and for the timely completion of the research. We would also like to thank and appreciate the efforts of our thesis advisor – Mr. Zohaib Sufiyan for his assistance at every step of the report. We would like to thank following people for providing us with valuable information which formed the basis of our research and expanded our knowledge base: Ms. Wajeeha Javed – Head of Academics, SZABIST Mr. Fahad Zuberi– BBA Coordinator, SZABIST Mr. Rizwan Bashir– CEO/Consultant, Training House Mr. Khurram Abbas– Territory Manager – Reckitt Benckiser Thank you all Table of Contents 1 Executive Summary 4 2 Introduction 5 2.1 Variables of the Study 5 2.2 Research Methodology 6 2.3 Sampling Size & Sample Techniques 9 2.4 Scope of Study 10 2.5 Research Objectives 10 2.6 Research Questions 11 3 Assumptions 11 4 Literature Review 12 5 Theoretical Framework 34 5.1 Flowchart 34 5.2 Explanation 34 5.3 Question Statement 35 6 Data Analysis 36 6.1 Study 1 36 6.2 Study 2 41 6.3 Data Collection Methodology 56 7 Conclusion 57 8 Recommendations 58 10 Limitations of the Study 59 11 Area of Further Study 60 ...
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...fulfillment of the requirements for the degree of DOCTOR OF BUSINESS ADMINISTRATION (DBA) JOHN PANIL MIEM, PEng (Msia) Bsc. (Hons) Civil Eng. MBA (Tech. Mgmt.) International Graduate School of Management Division of Business and Enterprise University of South Australia DOCTOR OF BUSINESS ADMINISTRATION PORTFOLIO/DISSERTATION SUBMISSION SUPERVISOR APPROVAL DECLARATION Candidate Name: John Panil UniSA Candidate ID Number: 00112656C Dear Sir To the best of my knowledge, the portfolio contains all of the candidate's own work completed under my supervision, and is worthy of examination. I have approved for submission the portfolio that is being submitted for examination. 5.001) Signature: Supervi or Professor Si Heng Loke Date Signa re: Supervisor Dr Karlos Knapp Date Supported by: j (\Professor David Richards Chair, IGSM Doctoral Board of Examiners a% Date DECLARATION I hereby declare that this portfolio does not incorporate without acknowledgment any materials previously submitted for a degree or diploma in any university and that to the best of my knowledge, it also does not contain any materials previously published or written by another person, except where due reference is made in the text. Si Date: John anil Can date, Doctor of Business Administration II ACKNOWLEDGMENT It is with sincere gratitude that I acknowledge the International Graduate School of Management (IGSM), the members of the Faculty...
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...June 6, 2011 Heber W. Howard Abstract This report has been made to explain the direct relationship that the Financial Accounting Standards Board (FASB) and International Accounting Standards Board (IASB) have and how crucial the unification of these two setting standards entities are in these current days, where financial transactions are expected to perform globally. In addition, it is important to have a Master of Science in accountancy in order to prepare professionals in accounting to provide reliable information for this new environment of economic and financial transactions. The Financial Accounting Standards Board (FASB), a non-governmental entity, was created in 1973, after the wheat committee decided to abolish the Accounting Principles Board (APB) as a result of criticism against the objectivity of members. The FASB consists of seven members, which are selected for renewable periods of five year terms with well-paid full time positions. This entity receives funding from the Securities of Exchange Committee (SEC). According with Kieso, Weigandt and Warfield (2007), the purpose of FASB is “to establish and improve standards of financial accounting and reporting for the guidance and education of the public, which includes issuers, auditors, and users of financial information.” The International Accounting Standards Board (IASB) is a private entity formed in 1973, based in London, England. The IASB is currently formed of fifteen members selected for a renewable...
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...Indian Airline Industry Indian aviation industry has been ruled by the two state airlines: Air India and Indian Airlines for quite a while. Till 1990 there were very strict rules for the new entrants on operating their air taxis. No private carrier was allowed to fly more than 700 Kms at a stretch. The government disapproved the privatisation of the state airlines despite the losses incurred by them. For 40 years the 2 airlines ruled the Indian aviation industry. It was only in 1990-1991 that the “open skies” policy was introduced were scheduling restrictions were lifted from private airlines. (Mhatre, 1993) The liberalisation boosted a number of airlines in the market. Some of the early entrants were East West airlines, Modiluft, Jet airways, Air Sahara, Damania Airways etc. The private airline industry also got a boost because of the state airline pilot going on strike helped them gain customer base. In the middle of 1990s there was an opportunity for a huge expansion of air traffic in India. The government's economic survey predicted 12-14% growth. Unfortunately most of the airlines were unsuccessful either due to legal battles or a bad professional management. The two players who survived and sustained in the market were Jet Airways and Air Sahara. (Mhatre, 2000) Since 1996 Jet Airways has strengthened its spot to become the No. 1 private carrier in India, giving state-owned Indian Airlines a run for its money. (Mhatre, 1997) It continued to be the market leader...
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...University, International Development Program 18. April 2008 Online at http://mpra.ub.uni-muenchen.de/12084/ MPRA Paper No. 12084, posted 12. December 2008 17:42 UTC Attracting Microfinance Investment Funds: Promoting Microfinance Growth Through Increased Investments in Kenya Master’s Project Master of Arts in International Development Policy Terry Sanford Institute of Public Policy Duke University Jeffrey Ben Matu Principal Policy Advisor Dr. Graham Glenday April 18, 2008 Acknowledgements This paper could not have been written without Dr. Graham Glenday who not only served as my policy advisor, but also encouraged and challenged me to do my best. I would also like to thank my other committee members; Dr. Cory Krupp and Dr. Rosemary Fernholz for patiently guiding me through the writing process and for their suggestions and continued support. To my family and friends, I thank you for your encouragement with reading and commenting on the paper. And to my wife Sharon, for believing in me and encouraging me to never accept less than my best efforts. Finally I would like to thank Jennefer Sebstad, Leila Webster, Stefan Staschen, and Jerry Grossman for reading and making comments on my drafts. Thank you all. 2 Table of Contents List of Acronyms…………………………….…………………………………………….……………………...5 Executive Summary……………………………………………………………………….……………………..6 1. Introduction…………………………………………………………………..………………………………7 2. Background……………………………………………………………..…………………………………….7 2.1....
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...Section 1: In today’s dynamic and increasingly globalised business environment, structure serves as an important operational vehicle through which a firm can effectively achieve its strategic goals. Miller (1988) asserts that a firm’s structure must be aligned with both its strategy and environment in order for efficient performance to be realised. Growth options, types of ownership, business processes and information systems are all underlying foci embedded within the analysis of business structure. Child (2005) believes that at the core of structure lays a number of choices including the degree of specialisation and the nature of control mechanisms (cited in Needle 2010). A major determinant of these factors is the firm’s type of ownership or legal structure. Sole traders, traditionally associated with smaller firms, have unlimited liability and carry no legal distinction between themselves and the business. Conversely, larger corporations carry the advantage of limited liability while partnerships can have either limited or unlimited liability (Soyref 2012). The size of a business may also determine its structural class, with ‘many small firms having no apparent structure at all beyond a centralised control system’ (Needle 2010, pg. 181). Miles and Snow (1992) identifies three major types of organisational structure- functional structure, which operates through centrally coordinated specialisation; divisional structure, which diversifies operations by either product type...
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...RUNNING HEAD: Module I - Assignment I Review Two Definitions of Culture A Paper Presented to The Faculty of the Department of Business Administration In Partial Fulfillment of Course Requirements For B7312- Cultural Marketing Access – Module I - Assignment 1 Spring II, 2013 For The Doctor of Business Administration Degree, D.B.A. David F. Black, B.A., M.B.A., C.D.P. Dr. Cliff Butler Argosy University/Seattle March 11, 2013 © Abstract This paper provides a summary review of B7312, Cultural Marketing Online Argosy Module I, a comparison of two different definitions of culture (Webster) (CARLA). An additional element of contrasting these two definitions is also provided. The overview provides discussion points for the classes of March 7th & 18th, 2013 or sooner as defined by Dr. Butler. Perspectives This paper is submitted in partial fulfillment of the B7312 Course Module I Assignment 1 for the Cultural Marketing Online Course Class on March 7, 2013, B7312, Spring II, 2013, Dr. Cliff Butler, AU-Seattle. Summary of Assignment This student is to write a talking-points paper for the selected definitions of culture as outlined in B7312 Cultural Marketing. After the two out of hundreds (Kluckholn) (CARLA) of cultural definitions are selected, this Doctoral candidate...
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...OF CONTENTS ABOUT THE ASIA PACIFIC FOUNDATION OF CANADA _________________________________________________ 2 ABOUT THE NATIONAL OPINION POLL: CANADIAN VIEWS ON ASIA ________________________________ 2 METHODOLOGY KEY FINDINGS ___________________________________________________________________________________________ 2 ____________________________________________________________________________________________ 3 EXPLAINING CANADIANS’ VIEWS ON ASIA DETAILED FINDINGS ___________________________________________________________ 7 ____________________________________________________________________________________ 17 SECTION 1: PERCEPTIONS OF ASIA __________________________________________________________ 17 SECTION 2: VIEWS OF CANADA-ASIA ECONOMIC RELATIONS ____________________________ 23 SECTION 3: PROVINCIAL PERSPECTIVES ON CANADA-ASIA RELATIONS _______________ 31 SECTION 4: CANADA-ASIA ENERGY RELATIONS ___________________________________________ 35 SECTION 5: PROMOTING HUMAN RIGHTS IN ASIA ________________________________________ 39 SECTION 6: CANADA-ASIA SECURITY ISSUES ______________________________________________ 41 SECTION 7: DEMOGRAPHIC FINDINGS ______________________________________________________ 43 APPENDIX: READING THE TABLES _____________________________________________________________________ 49 NOP 2014 PG. 1 ABOUT THE ASIA PACIFIC FOUNDATION OF CANADA The Asia Pacific Foundation of Canada (APF Canada) has...
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...Strategy Potential Future Problems Conclusion Appendix References pg. 2 pg. 2 pg. 2,3 pg. 3 pg. 4 pg. 4,5 pg. 5,6 pg. 6 pg. 7 pg. 8,9 M A R K 1 0 1 2 M a r k e t i n g F u n d a m e n t a l s Introduction In present, the number of retailers in the marketplace is uncountable. Hence, it is important for the organisations to understand and satisfy their consumers and customers in order to have a long-run survival in the marketplace. Every organisation is aiming to be efficient and effective in operation. Thus, they have to be sure that consumers and customers have a freedom to choose goods at the best price and perceive a service that match their preferences. To succeed, the company has to be certain about which part of consumers or customers they want to satisfy. In other words, they have to create a more focused target market. This idea is often called market segmentation. Market segmentation can be defined as a marketing strategy that involves dividing a broad target market into narrower target consumers who have common needs and wants (Goldstein 2007). ALDI has been regarded as a successful company that can meet the expectations of customers whereas the other existing firms are unable to fulfill. ALDI was established by Theo and Karl Albrecht in Germany in 1948 (ALDI n.d.). In 1960, ALDI had opened almost 300 stores between the Ruhr Valley and Aachen. Theo and Karl then divided the business into two independent companies: ALDI Süd - to service the South...
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...School of Commerce and Management Southern Cross University INTERNAL ASSIGNMENT COVER SHEET |Student ID: 21875658 |Student Name: Chew Yini | |Batch No : BIBD5 1119A |Unit Name: International Economics & Trade | |Assignment No: 1 (week 7) |Tutor Name: Chi Ching | |Word count: 1003 |Assignment Due Date: 2 December 2011 | Unless otherwise specified, assignments must comply with the following requirements. Assignments that do not comply with the following may not be marked. Please confirm that your assignment meets these requirements by ticking each of the following boxes before submission: ❑ Assignment is word-processed using 11 or 12 point font ❑ Left-side margin is at least 3 centimeters ❑ Assignment is 1.5 or double spaced ❑ All pages are numbered and include your Student ID and Name ❑ A Bibliography or Reference List is included at the end of the assignment ❑ References have been correctly noted ❑ All works consulted have been cited using an appropriate referencing style ❑ A duplicate copy of the assignment has been retained by the student ❑ Where appropriate, an approval for extension is attached ❑ The below declaration has been read, signed and dated ...
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...Recognition 5 Measurement 6 Discussion 6 Revenue Recognition (IAS 18) 6 Property, Plant and Equipment (IAS 16) 8 Xerox Revenue Recognition Scandal 9 Recognition in the Annual Statements 10 Conclusion 13 Bibliography 14 Appendices 17 Appendix 1 – Standards from IASB 17 Appendix 2 – Proposed plan for FASB and IASB 18 Appendix 3 – TUI Travel Plc Annual Statement 21 Appendix 4 – Thomas Cook Annual Statement 27 Appendix 5 – PSA Peugeot Citroen Annual Statement 31 Appendix 6 – Daimler AG Annual Statement 37 Appendix 7 – Xerox Annual Statement 42 Title: Discuss and explore issues surrounding the recognition of elements in financial statements Introduction & Objectives Accounting has many elements to producing an annual statement each fiscal year; these different elements have regulations in which organisations have to abide by. Regulations have three categories; legislation, accounting standards and stock exchange regulations (Melville, 2008). Legislation can differ from country to country, which is the same for accounting standard board as each country has individually developed their own standards (Accounting Standards Board for the UK, also, International Accounting Standards Board that is trying to consolidate standards, which can be accepted globally). Attempts by theorist to create a single accounting theory that is accepted b all involved. Hendriksen (1970, p.1) describes accounting theory as: “A coherent set of hypothetical, conceptual...
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...GM1114 Relationship Management 2015 Course outline The course is divided into four modules Module 1 - RM Concepts, Module 2 - RM Applications in Consumer and Business Markets, Module 3 - RM Tools, Techniques and Technologies, and Module 4 - RM Implementation Module 1: Sessions 1-4 The Concept of Relationship Management Text: Chapters 1-4 This module focuses on the conceptual and theoretical foundations of RM. A number of theoretical perspectives developed in economics, law and social psychology are being applied in RM. These include transactions cost analysis, agency theory, relational contracting, social exchange theory, network theory, and inter-organizational exchange behavior. Resource allocation and resource dependency perspectives and classical psychological and consumer behavior theories have also been used to explain why organizations and consumers engage in relational behavior. An overview of these theories will help develop insights on RM from multiple perspectives. Session 1 : CRM : The Strategic Imperatives Reading – Chapter 1 Session 2: Conceptual Foundations of CRM Reading – Chapter 2 Session 3: Building Customer Relationships Reading – Chapter 3 Session 4: Economics of CRM Reading – Chapter 4 Additional Recommended Readings Module 1 Brodie, R. J., Hollebeek, L. D., Jurić, B., & Ilić, A. (2011). Customer Engagement: Conceptual Domain, Fundamental Propositions, and Implications for Research. Journal of Service Research, 14(3), 252271. Egol...
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...The New Growth Path: Miracle or Mirage? pg. 1 The New Growth Path: Miracle or Mirage? The South African government has embarked on a series of economic programmes to achieve job growth and redistribution goals. The New Growth Path is the latest: it sets an ambitious target of creating five million jobs by 2020. The Path contains some good dimensions, but remains largely a set of slogans: “green economy;” “knowledge based economy.” It raises some scepticism as far as its workability unless some targeted policies are identified, prioritized and followed through including coordinated monetary and fiscal policies, skilled workforce development, and targeted sector development. Precisely how important the various elements are is not detailed. South Africa: the Unemployment, Inequality and Poverty Challenge South Africa’s unemployment rate is one of the highest in the world: according to the International Labour Organization, which adopts a narrow definition of unemployment being “decent work”, in 2006 South Africa’s unemployment rate was over 25%, close to double the highest unemployment rate of middle income economies which is Poland (13.8%) and much higher than many of its Latin American comparators such as Chile, Mexico and Argentina (ILO, 2008). Also noteworthy is that these unemployment rates differ greatly by age: the unemployment rate of African youth (15-34 years) stood at 52.7% in 2010 (Dimant et al., 2010). South Africa also registered an increase of income inequality...
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