...MBA Class of 2013 Concentration in Finance and Financial Institutions Corporate Development: Managing Acquisitions and Partnerships (A Management Perspective) Professor: Maurizio Zollo E-mail: maurizio.zollo@unibocconi.it Office: Via Roentgen, 1 - 4-A1-09 Phone: 02 5836 2525 Teaching assistant Emanuele Bettinazzi emanuele bettinazzi@phd.unibocconi.it Learning Objectives: Acquisitions and partnerships have become fundamental tools to manage corporate growth. No company today can afford to rely exclusively on organic development processes to fill its strategic gaps. However, realizing the expected value through external growth has proved to be far from obvious: value is being destroyed just as frequently (and copiously) as it is being created. In this course, we will discuss the factors leading to success and failure in corporate development processes, focusing on four different but interdependent set of questions: • When should acquisitions be preferred to partnerships (or vice versa) in the implementation of a given strategy? • How should the value potential and the risks connected to a given development opportunity be assessed? • How can the potential be translated into actual value creation through appropriate design and execution choices in the post-transaction phase? • What are the barriers to learning how to manage corporate development processes and how to remove them to ensure a rapid development of the required capabilities? The course is designed to cater...
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...The Boston Beer Company BEM106 Final Project Brian Cleary Sarah Luxenberg Peter Seidel Bill Van de Water May 28, 2004 Overview The Boston Beer Company has had amazing success in its transition from a small scale microbrewer to a large scale national brewery. Almost all of the company’s success is due to the Samuel Adams Lager product line, which has hardly changed from the founding of the company in 1984, to the IPO in 1995, to the present day. In fact, much of the appeal of Samuel Adams comes from its microbrew image and the founder, Jim Koch’s, commitment to the brewing process and a premium beer. In recent years, however, the company has implemented a new strategy for growth which has included introducing a light beer that will have more mainstream appeal. While this has increased profits for the company, it has also left the company vulnerable to entry by diluting its brand name. For this reason, the company’s strategy for the immediate future has to make a significant shift, from a strategy of growth to a strategy of protection. It must focus on maintaining its current profits by preventing entry both from small breweries looking to copy the BBC’s strategy and from large breweries looking to use their expansive resources to steal some of BBC’s market share. History of Boston Beer The Boston Beer Company began as a microbrewery in Boston, Massachusetts in 1984. Its first cases of beer were only sold to Boston bars, but the company quickly branched out geographically...
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...To: Terry Lloyd-Executive Vice president From: John Munro-Vice president of production Subject: Recommendation for a primary and back-up candidate for the post of production manager. The Pittsburgh plant has been trying to hire a new production manager to replace the former Pittsburgh production manager. We have received a number of applications for this post both internally and externally. However after an initial screening, the list of potential candidates has been reduced to eight names. Apart from the interviewing process, the eight potential candidates were subjected to several selection devices for testing both their soft and hard skills. Of the eight potential candidates, my recommendation is to consider George martin as a primary candidate for the post and Jay Davis as a back-up candidate. Mr. Martin is a MA degree holder in industrial relations from Cornell University. He has 14 years of experience of which 6 years in the capacity of production manager. His personality and interview rating was amongst the highest and his intelligence test score was above average. Mr Martin works for one of Dynamo’s competitors and therefore it was difficult for him to provide references as he is concerned about his current employer reaction. Having said that, it is imperative to find out if there is a non-competition agreement that could prevent him from joining us. At this critical stage Pittsburgh plant is going through, I strongly believe that Mr. Martin’s qualification and experience...
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...Survey on “Summer Internship Relevance in MBA Curriculum” Report submitted for the partial fulfillment of “Managerial Communication” Course Number MBA C431 Submitted To JAYASHREE MAHESH Department of Management BITS, Pilani on 26th October 2012 Submitted By : Group 5 Harshit Shukla Nischal Sarin Paresh Sarjani Sanya Nauharia Venkat Naveen Zaid Bin Ahsan ACKNOWLEDGEMENT We wish to express our sincere gratitude to PROF.JAYSHREE MAHESH of Department ofManagement, BITS Pilani, for providing us an opportunity to do project on “Survey on Relevance of Summer Internship in MBA Curriculum”. We sincerely thank you for the constant encouragement and guidance in carrying out this project work. This project bears an imprint of views and opinions of fellow colleagues and other people. We wish to express gratitude to all of them for actively participating in our survey. We are grateful to our college for providing infrastructure and internet facilities due to which we were able to complete this project on time. Last but not least, we wish to avail this opportunity to express a sense of gratitude and love to our friends and our beloved parents for their manual support, strength, help and for everything. Place:Pilani Date: 26th October 2012 CONTENTS * List of Illustrations/Figures * Abstract * Introduction 1. Questionnaire 2.1. Current Curriculum 2.2. Research Techniques and Survey Methods 2.3. Survey Screenshots ...
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...Case Study of SG Cowen: New Recruits The recruiting committee of SG Cowen is facing an important decision in regards to selecting two persons from the pool of four remaining candidates after all definite “Yes” and “No” have been identified. Being the member of the Super Saturday hiring group from the company I would have to make a decision that would have a dual effect: Being an associate of the company I am vested in its success which depends in a great degree on the quality of the employees working for the firm, including the quality of the new hires. Potential mistake in identifying the right candidate who makes both functional and cultural fit for the company, especially giving approval to the candidate who turns a wrong fit later, might bear some negative impact on my credibility and reputation among the colleagues and supervisors. Based on the two premises outlined above, I believe that the most suitable of the four is the first candidate, Natalya Godlewska. Not only does she have very strong academic credentials both from her MBA and undergraduate studies, but she also has excellent references from her previous employee. Among other positive characteristics of this candidate are her determination, ambition, and readiness to work hard. She also made an impression of a go-getter with a “can-do attitude” who radiated positive energy. The reservations of the two members of the recruiting committee about her stiffness, being uncomfortable during small talk, and her...
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...RAILTEL CORPORATION OF INDIA LIMITED (A Government of India Undertaking under Ministry of Railways) 10th Floor, Bank of Baroda Building, 16, Sansad Marg, New Delhi-110001 website: www.railtelindia.com Advertisement No. RCIL/2007/P&A/44/6 RECRUITMENTS AS DEPUTY MANAGER (TECH), MANAGER (MARKETING), DEPUTY MANAGER (P&A) & MANAGER (P&A) RAILTEL CORPORATION OF INDIA LIMITED, a premier Public Sector Undertaking under Ministry of Railways has been incorporated in September 2000. RailTel is a telecom infrastructure provider and has been set up primarily to modernize and augment the existing infrastructure for providing communication facilities for Railways and other commercial users. RailTel offers career opportunities to bright, young and dynamic professionals and invites applications from Indian citizens for recruitment in Technical, Marketing and Personnel & Administration departments . The details of the vacancy position are as given below in this vacancy notice. 1. IMPORATANT DATES:04-06-2012 (08:00 Hrs) 21-06-2012 (23:59 Hrs) 23-06-2012 25-06-2012 (23.59 Hrs.) Opening date for on-line registration of application Last date for completion of Step-I of on-line registration Last date for depositing examination fee at State Bank of India Last date for completion of Step-II of on-line registration and closing of registration 2. Post code Number of vacancies : Designations & Departments Total Number of vacancies 100 31 5 Level Break-up of total number of vacancies UR SC ST OBC* (Only...
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...selecting two persons from the pool of four remaining candidates after all definite “Yes” and “No” have been identified. The company has held a meeting where they must decide among 30 different candidates, they faced with the last four, with the dilemma of which ones to employ for the last two places. The hiring process for new associates used to begin in the fall. The process after that can be broken up into three stages. Each of these stages helped the company make a decision about the candidate and is a key decision point for the firm. The working process is mainly divided in three stages: The purpose of the first one is to see if the candidate has real interest on the company by conducting informal interviews with students in the office in advance of official first- round interviews. These interviews were not part of formal process,that process was to know how serious and enthusiastic the candidates were and a chance to learn more about the firm. In this round interviewers are also instructed to test for culture fit. In the second one the candidates have an interview with an associate who will decide if they have the profile to be promoted into the final round. In this last filter 30 candidates are invited to the Giants Stadium where senior employees interview them five half-hour sessions with short breaks. When the interviews are done, the seniors hold a meeting where they decide which candidates must hire. Candidates invited to Super Saturday will be given the case study...
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...Selecting the Candidate for Extending a Job Offer at SG Cowen The recruiting committee of SG Cowen is facing an important decision in regards to selecting two persons from the pool of four remaining candidates after all definite “Yes” and “No” have been identified. Being the member of the Super Saturday hiring group from the company I would have to make a decision that would have a dual effect: Being an associate of the company I am vested in its success which depends in a great degree on the quality of the employees working for the firm, including the quality of the new hires. Potential mistake in identifying the right candidate who makes both functional and cultural fit for the company, especially giving approval to the candidate who turns a wrong fit later, might bear some negative impact on my credibility and reputation among the colleagues and supervisors. Based on the two premises outlined above, I believe that the most suitable of the four is the first candidate, Natalya Godlewska. Not only does she have very strong academic credentials both from her MBA and undergraduate studies, but she also has excellent references from her previous employee. Among other positive characteristics of this candidate are her determination, ambition, and readiness to work hard. She also made an impression of a go-getter with a “can-do attitude” who radiated positive energy. The reservations of the two members of the recruiting committee about her stiffness, being uncomfortable...
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...Negotiation: New Recruit Role of Candidate 1. What issues are most important to you? • Salary , 6000 points, range $110,000-$90,000, decrement of $5000 or 1500 points. • Signing Bonus, 4000 points, $25,000-$5,000, decrement of $5000 or 1000 points. • Moving Expenses Covered, 3200 points, 100%-60%, decrement of 10%=800 points • Division, 2400 points, A-E, decrement of 600 points • Starting date, 2400 points, Aug 1-June 1, decrement of about 15 days=600 points • Vacation time, 1600 points, 25 days-5 days, decrement of 5 days=400 points • Locations, 1200 points, ( Boston, Washington, Baltimore, Philadelphia, New Haven), decrement 300 points • Insurance covered, 800 points, A-E, decrement 200 points. 2. BATNA: take another offer 3. Bottom line: 2000 points 4. Target: 12000 points 5. Other sources of power besides BATNA: 1. Scarcity of similar candidates (extensive experience in medicine PhD plus MBA degree) 2. Flexibility on issues potentially important to the employer: location, vacation and insurance. 3. Going to work for their competitor. 6. Opening move/other info: Tell that I have an offer from another prestigious corporation, but I like their company and would really like to work there. Tell that I want to reach the most beneficial agreement for both sides. Ask what issues are the most important for them, then see if any of them are not important to me so that I can use them as negotiation points. Stress what is really important to me and see...
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...2011-13 | | |LinkedIn Profile Link, if any |https://in.linkedin.com/pub/siddhartha-dhar/52/3a7/88b | |Pagalguy Handle, if any |@sunnyda59 | 1. What makes you a right fit for the Great Lakes PGPM Admissions Committee?(~ 300 words) I firmly believe the statement right fit depends on one’s ability to work hard and harder towards the task assigned. As part of admissions committee, I believe the huge responsibility of assisting in the career building process of many prospective candidates is a daunting task and as quoted by Stan Lee “With great power comes great responsibility” I will like to use the resources available in hand to help reach out prospect students via pagalguy and assist them, since being an old pagalguy...
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...Masters Program in Business Administration (MBA) Prerequisite Qualification: Graduate or DBM + Working Experience Duration: Min. - 6 months Max. - 24 months Subjects Covered: · General Management . International Business . Business Communication . Organizational Behavior Specialization (One Subject) · Project (Optional) Our Institute offers 2 types of Examination Pattern which can be taken from any part of the World. 1. Postal Examination: In this case we will send the question papers by mail at your email Address . Where you can appear for the examination directly from anywhere. For postal examination, question paper will be based on the ‘Case Study Pattern’ & should be completed within 10 Days. Postal Based Examination as mostly professionals throughout select this mode as it offers the best flexibility. Also the papers are given to you for a duration of 10 days and you can attend these papers at your own flexibility not interrupting your busy work schedule. These papers are designed on the basis of CASE STUDY PATTERN 2. Online Examination: Here the candidates can appear the exams online from any part of the globe. The only challenge we face here is that sometimes when there is network or internet problem the exam is not totally submitted which then affects the candidate’s time and the scores. So we suggest you to select the postal examination option. If...
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...2013-2014 CPA, CMA Candidate’s Guide 2013-2014 Candidate’s Guide Note to Readers Dear Candidates: You have chosen the CPA profession, one of the most demanding and enriching that there is. We congratulate you and promise to do everything we can to make this the best choice for your professional development. Specially designed for you, this guide provides detailed descriptions of all components of the CMA Strategic Leadership Program, at the end of which all conditions for obtaining the CPA designation should be fulfilled. This guide is an essential tool that you should read carefully since it outlines all of the rules governing the Program. These rules are intended to ensure, on the one hand, that all candidates master the skills necessary to practice the profession and, on the other hand, that everyone is treated equally. It is in this spirit that the moderators, correctors and staff of the Order make sure that they are respected. Note: Wherever there is a difference in interpretation, the French version of this Guide will prevail over the English version. o Happy reading! 2 2013-2014 Candidate’s Guide Table of contents Note to Readers Chapter 1 CMA Strategic Leadership Program (SLP) 1.1 1.2 SLP objectives and basics The SLP in steps 1.2.1 Phase 1 - Development 1.2.1.1 Learning activities 1.2.2 Case Examination 1.2.3 Phase 2 - Application 1.2.4 Report to the Board 1.2.5 Practical experience Evaluation methods for learning activities and national...
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...(Technical) Degree in Engineering (full time) with 65% marks (average of all semesters), in the disciplines of Mechanical, Electrical, Metallurgy, Electronics, Instrumentation, Ceramics, Civil, Computer Science (IT), Mining or Chemical Engineering. For Computer Science discipline, MCA (3 years full time) with 65% marks ( average of all semesters) are also eligible. Management For HR, Marketing and Materials : Bachelors’ degree in any discipline with 60% Trainee marks ( average of all subjects) with at least two years full time MBA/PG Diploma in (Administration) Management with 60% marks in Human Resources/ Personnel Management & Industrial Relations/ Personnel Management/ Masters in Human Resources & Organizational Development for HR discipline,Marketing for Marketing discipline and Production/Operations/Materials/ Logistics/ Supply Chain Management. for Materials discipline. For Finance : CA/ICWA For Management Trainee (Technical) posts, candidates having degree in related disciplines as given below can also apply against the respective discipline: Main Disciplines...
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...Engineering (full time) with 65% marks (average of all semesters), in the disciplines of Mechanical, Electrical, Metallurgy, Electronics, Instrumentation, Ceramics, Civil, Computer Science (IT), Mining or Chemical Engineering. For Computer Science discipline, MCA (3 years full time) with 65% marks ( average of all semesters) are also eligible. | Management Trainee (Administration) | For HR, Marketing and Materials : Bachelors’ degree in any discipline with 60% marks ( average of all subjects) with at least two years full time MBA/PG Diploma in Management with 60% marks in Human Resources/ Personnel Management & Industrial Relations/ Personnel Management/ Masters in Human Resources & Organizational Development for HR discipline,Marketing for Marketing discipline and Production/Operations/Materials/ Logistics/ Supply Chain Management. for Materials discipline. For Finance : CA/ICWA | For Management Trainee (Technical) posts, candidates having degree in...
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...BITSTREAM CASE STUDY ASSIGNMENT HR MANAGEMENT SUBMITTED BY RAMASUBRAMANIAN MAHADEVAN SIBM KTI BATCH NO: IV ROLL NO: 1235 SUMMARY OF THE CASE STUDY: Bitstream, a software company was a traditional type-setting firm located in Cambridge and founded in 1981. The nature of the business was to develop digitized type fonts for display screens and printers. By 1992, the company’s revenues were principally derived from two distinct lines of business driven by this core technology:- a) Retail Sales b) Original Equipment Manufacturer (OEM) Sales Appointment of a New CEO: Bitstream hired Mr.Jim Sole as the president in 1992. Jim had roughly 20 years of experience in a variety of sales management in IBM and Xerox companies. As he took over Jim had to face several problems. They were: 1) Financial, 2) Re-organizing the whole setup 3) Achievement plans for goal attainment After analyzing the various dimensions of the above mentioned problems Jim suggested/implemented some major ideas for growth. One of the ideas was to introduce a new Project called “The Network Print Manager”. For the Network Print Manager Project, which was basically always connected with a networking environment, Bitstream selected Novell Networking. Jim and his management team went through various R&D research studies and finally decided to launch this with the help of Novell networking Value added resellers in the market. Hence, indirectly...
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