...financial models, spiraling debts, vagaries of stock markets and socio- economic crisis so that the posterity gets a better world to dwell in. And, at the same time there is an uneasy stir amongst the Olympians about the world that will be soon bequeathed to them. A view into the Crystal ball The future looks bleak if not dark for the future generation. Some of the jittery statistics are: 1) The average debt on every individual/ Country will go down to further abysmal levels because of financial imbalance (OECD Economic outlook 2012, pp.191) 2) Energy prices will soar up because of the drying oil pool and ever increasing demand from developing nations. (Barkindo. M 2006) 3) Housing Prices will double by 2025 because of urbanization and inflation ( CEBR 2005) 4) Economic model for Government and welfare structures might crumble due to a dwindling beneficiary/contributor ratio (DeVoe. J.E. et al 2005) Definitely these numbers don’t augur well for the Marshall’s “Demand –Supply” curve. Entwined with the drying tap of cash inflow puts individual and states to the brink of precipice. On the brighter side people are coming with economic models to optimize the resources, integrate the supply chain, avoid leaks in the system and make resources economically viable. There is an impeding challenge lying ahead for the new generations but necessity drives inventions and...
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...% % !“GARNIER”! Situation%Analysis%% (Skincare%Industry)% STRATEGIC!MARKETING!(20008)! ASSIGNMENT!1! SEMESTER!2,!2013! TUTORIAL:!Wednesday!1J!2pm! TUTOR:!Katherine!Therese! Polson! PREPARED&BY:& ANITA!TANG:!558!433! ELENA!JOKIC:!539!600! EMMA!SMITH:!392!185! PHOEBE!POWELL:!586!589! SHANNON!FARGHER:!587!520! Team%members:%A.T,%E.J,%E.S,%P.P%&%S.F% ! Page%1% Table of Contents EXECUTIVE&SUMMARY&......................................................................................................................................................&3! 1.0&BUSINESS&SCOPE&.........................................................................................................................................................&5! 1.1&MISSION&AND&VISION&.............................................................................................................................................&5! 1.2&PRODUCT&DEFINITION&AND&PRODUCT&CATEGORIES&TARGETED&...............................................................................&5! 1.3&COMPETITORS&........................................................................................................................................................&5! 1.4&MARKET&SEGMENTS&TARGETED&..............................................................................................................................&5! 1.5&TIME/SPACE&BOUNDARIES&................................................................................................
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...The current issue and full text archive of this journal is available at www.emeraldinsight.com/0959-0552.htm The Body Shop and the role of design in retail branding Tony Kent and Dominic Stone The School of Creative Enterprise, London College of Communication, University of the Arts London, London, UK Abstract Purpose – To demonstrate how a company’s retail store design relates to its brand and is influenced by, and contributes to, its corporate values. Design/methodology/approach – The case study briefly summarises the significance of corporate values, branding and design in the retail industry, and subsequently explores The Body Shop’s application of these elements to its business. The case study is contextualised by The Body Shop’s retail environment forming a particularly important communication channel for the company. Findings – The Body Shop has in many ways been the victim of its own success. Being a unique proposition, and having effectively created its own retail category, it has appeared slow to evolve its brand identity. The strong association between the company and its campaigning founder, increasing competition and changing consumer attitudes, have been significant factors in the company’s struggle to re-align and update its brand. Research limitations/implications – The case study largely draws on secondary sources. However, it is informed by one of the authors’ experience and knowledge of The Body Shop’s design process, which has previously remained unpublished...
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...Strategy & Technology a gallaugher.com chapter provided free to faculty & students for non-commercial use © Copyright 1997-2008, John M. Gallaugher, Ph.D. – for more info see: http://www.gallaugher.com/chapters.html Last modified: Sept. 13, 2008 Note: this is an earlier version of the chapter. All chapters updated after July 2009 are now hosted (and still free) at http://www.flatworldknowledge.com. For details see the ‘Courseware’ section of http://gallaugher.com INTRODUCTION Managers are confused, and for good reason. Management theorists, consultants, and practitioners often vehemently disagree on how firms should craft tech-enabled strategy, and many widely read articles contradict one another. Headlines such as "Move First or Die" compete with "The First Mover Disadvantage." A leading former CEO advises "destroy your business,” while others suggest firms focus on their "core competency" and "return to basics." The pages of the Harvard Business Review declared “IT Doesn’t Matter”, while a New York Times’ bestseller hails technology as the "steroids" of modern business. Theorists claiming to have mastered the secrets of strategic management are contentious and confusing. But as a manager, the ability to size up a firm's strategic position and understand its likelihood of sustainability is one of the most valuable, yet difficult skills to master. Layer on thinking about technology – a key enabler to nearly every modern business strategy, but also a function...
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...CHAPTER I INSTITUNIONAL AND OPERATIONAL BACKGROUND INTRODUCTION The Hotel Practicum this program beneficial not only in the business management courses but likewise in the hospitality career program wherein practicum is believed to expose the students in a variety of employment experience that will lately improve the employability of the students prior to graduate. For Students, it may mean being able to hone their business skills, check out potentials and learn more about their preferences when it comes to choosing for their future careers. The goal of this practicum is to familiarize trainees in different field of departments related to their course. Specially, students of highest study about hospitality management of courses which Bachelor of Science in Hotel and Restaurant of Management to maximize their skills and potential to prepare their selves as a professional. Also the practicum intended not only to improve skills and knowledge that students obtained but also to take improve their attitude, personality and appearance and also competency as part of a team. HISTORY Hotel Turista is a locally owned and managed group of budget hotels in the Philippines, which aims to provide value for more accommodation in key emerging cities throughout the country. Positioned to cater the needs of a discerning yet budget conscious traveler, Hotel Turista boasts of well-appointed and space-efficient customer service founded on our trademark Filipino hospitality. The Hotel Turista...
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...This page intentionally left blank Entrepreneurship Second Edition William Bygrave Babson College Andrew Zacharakis Babson College John Wiley & Sons, Inc. To Frederic C. Hamilton and John H. Muller, Jr., pioneers, entrepreneurs, and benefactors of Babson College. VICE PRESIDENT AND PUBLISHER EDITOR EDITORIAL ASSISTANT MARKETING MANAGER PHOTO EDITOR DESIGNER PRODUCTION MANAGER SENIOR PRODUCTION EDITOR GEORGE HOFFMAN LISE JOHNSON SARAH VERNON KAROLINA ZARYCHTA HILARY NEWMAN RDC PUBLISHING GROUP SDN BHD JANIS SOO JOYCE POH Cover image © panorios/iStockphoto This book was set in 10.5/12pt Adobe Garamond by Laserwords Private Limited and printed and bound by RR Donnelley. The cover was printed by RR Donnelley. This book is printed on acid free paper. Founded in 1807, John Wiley & Sons, Inc. has been a valued source of knowledge and understanding for more than 200 years, helping people around the world meet their needs and fulfill their aspirations. Our company is built on a foundation of principles that include responsibility to the communities we serve and where we live and work. In 2008, we launched a Corporate Citizenship Initiative, a global effort to address the environmental, social, economic, and ethical challenges we face in our business. Among the issues we are addressing are carbon impact, paper specifications and procurement, ethical conduct within our business and among our vendors, and community and charitable support....
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...CHAPTER 1: 1. A systematic grouping of people brought together to accomplish some specific purpose is call a(n): ______ B: Organization 2. Common characteristics that are found in every organization include the following except for: A: it has been organized by a union. 3. Titles of typical top management positions include the following EXCEPT: D: district manager 4. Organizations develop a systematic structure that defines the various roles of members. This may include the following EXCEPT FOR: E: creating informal cliques. 5. The Taft-Hartley Act started that any person who can do which of the following is a supervisor? A/ Lay off B/ Hire C/ Suspend C/ Transfer E/ All of the above 6. Organizations may be divided in the following distinct levels EXCEPT FOR: B: board of directors 7. The controlling function includes all of the following EXCEPT FOR: D: resolving conflicts among members. 8. The bottom level in the pyramid is occupied by: E: operative employees 9. As the role of coach, the supervisor is expected to: A: know how to listen to, guide, train, and assist. 10. Individuals who reflect a group of people responsible for establishing the organizations overall objectives and developing the policies to achieve these objectives are called: D: top-level managers 11. The management function which involves monitoring activities to ensure that targets are being met is called _______ A: controlling 12. Another way to think...
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...Chapter 1 Information Systems in Global Business Today ( OPENING CASE: SMART SYSTEMS AND SMART WAYS OF WORKING HELP TOYOTA BECOME NUMBER ONE Toyota has flourished in a highly competitive environment because it has created a set of finely-tuned business processes and information systems that simultaneously promote agility, efficiency, and quality. It can respond instantly to customers and changes in the marketplace as events unfold, while working closely with suppliers and retailers. The experience of Toyota and other companies described in this text will help you learn how to make your own business more competitive, efficient, and profitable. As part of its ongoing effort to monitor quality, efficiency and costs, Toyota management saw there was an opportunity to use information systems to improve business performance. Technology alone would not have provided a solution. Toyota had to carefully revise its business processes to support a build-to-order production model that based vehicle production on actual customer orders rather than “best guesses” of customer demand. Once that was accomplished, Oracle e-business software was useful for coordinating the flow of information among disparate internal production, ordering, and invoicing systems within the company and with systems of retailers and suppliers. By helping Toyota build only the cars customers have ordered, its vehicle order management system reduces inventory costs, because the company and...
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...PHYSIC AL CONSTANTS CONSTANT Speed of light Elementary charge Electron mass Proton mass Gravitational constant Permeability constant Permittivity constant Boltzmann’s constant Universal gas constant Stefan–Boltzmann constant Planck’s constant Avogadro’s number Bohr radius SYMBOL c e me mp G m0 P0 k R s h 15 2p"2 NA a0 THREE-FIGURE VALUE 3.003108 m/s 1.60310219 C 9.11310231 kg 1.67310227 kg 6.67310211 N # m2/kg 2 1.2631026 N/A2 1H/m2 8.85310212 C 2/N # m2 1F/m2 1.38310223 J/K 8.31 J/K # mol 5.6731028 W/m2 # K4 6.63310234 J # s 6.0231023 mol21 5.29310211 m BEST KNOWN VALUE* 299 792 458 m/s (exact) 1.602 176 4871402 310219 C 9.109 382 151452 310231 kg 1.672 621 6371832 310227 kg 6.674 281672 310211 N # m2/kg 2 4p31027 (exact) 1/m0c2 (exact) 1.380 65041242 310223 J/K 8.314 4721152 J/K # mol 5.670 4001402 31028 W/m2 # K4 6.626 068 961332 310234 J # s 6.022 141 791302 31023 mol21 5.291 772 08591362 310211 m *Parentheses indicate uncertainties in last decimal places. Source: U.S. National Institute of Standards and Technology, 2007 values SI PREFIXES POWER 1024 1021 1018 1015 1012 109 106 103 102 101 100 1021 1022 1023 1026 1029 10212 10215 10218 10221 10224 THE GREEK ALPHABET PREFIX yotta zetta exa peta tera giga mega kilo hecto deca — deci centi milli micro nano pico femto atto zepto yocto SYMBOL Y Z E P T G M k h da — d c m μ n p f a z y Alpha ...
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...you should be able to: • Describe the elements of organizational culture. • Discuss the importance of organizational subcultures. • List four categories of artifacts through which corporate culture is communicated. • Identify three functions of organizational culture. • Discuss the conditions under which cultural strength improves corporate performance. • Discuss the effect of organizational culture on business ethics. • Compare and contrast four strategies for merging organizational cultures. • Identify five strategies to strengthen an organization’s culture. 16 S I X T E E N 496 T o an outsider, PeopleSoft is one of the loopiest places on the planet. The Pleasanton, California, business management software company has nerf ball shootouts and minigolf tournaments in the hallways. Dress-down day is every day of the week. A white collar is usually a T-shirt. The bagels and gourmet coffee are free. Having fun is so ingrained that many employees—called PeoplePeople—say it’s the best place to have a bad day. PeopleSoft also values egalitarianism— treating everyone with respect and minimal status differences. Executives don’t have secretaries, special perks, or grandiose offices. “Don’t kiss up and slap down,” PeopleSoft cofounder Dave Duffield reminds everyone. In other words, give the bagel delivery guy the same respect as the company president. PeopleSoft is also extreme on technology and flexible customer service. Job applicants use an automated voice response system...
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...MASTER OF TECHNOLOGY ADVANCED ELECTIVES SELECTION For Semester II 2014/2015 ATA/SE-DIP/TS-11/V1.34 Master of Technology in Software /Knowledge Engineering and Enterprise Business Analytics Table of Contents. MTECH ADVANCED ELECTIVES 1. INTRODUCTION. 1.1 Overview. 1.2 Courses. 1.3 Assessment. 1.4 Elective Selection Process. 2 2 2 2 3 3 2. SCHEDULE FOR ADVANCED ELECTIVES OFFERED DURING SEMESTER II 2014/2015. 2.1 MTech SE and KE Students. 2.2 MTech EBAC Students. 5 5 9 3. CURRICULUM. 12 4. DESCRIPTION OF COURSES. 4.1 Department of Electrical & Computer Engineering. 4.2 School of Computing. 4.3 Institute of Systems Science. 4.4 Department of Industrial & Systems Engineering. 4.5 Division of Engineering & Technology Management. 12 15 23 31 32 34 ATA/SE-DIP/TS-11/V1.34 page 1 of 35 Master of Technology in Software /Knowledge Engineering and Enterprise Business Analytics MASTER OF TECHNOLOGY Advanced Electives 1. INTRODUCTION 1.1 Overview All students that expect to have passed four core courses and eight basic electives after completing the scheduled examinations in November, and also have or expect to pass their project/internship, will be entitled to commence their Advanced Electives in NUS Semester II 2014/2015, which starts on 12 January 2015. However, it should be noted that a student’s registration for the Advanced Electives will be withdrawn if they either: 1. 2. 3. 4. 5. Fail any elective examination in November. Do not successfully...
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...Growth Commitment Results 20 13 Impact Partners DATA B OO K DuPont Investor Relations Contents 1 2 DuPont Overview Corporate Financial Data Consolidated Income Statements Consolidated Balance Sheets Consolidated Statements of Cash Flows Selected Additional Data 6 DuPont Science & Technology 8 Business Segments Agriculture Electronics & Communications Industrial Biosciences Nutrition & Health Performance Materials Safety & Protection Performance Chemicals 22 Corporate Financial Data Segment Information Selected Additional Data Inside Back Cover Board of Directors and DuPont Leadership Individual Shareholder Relations: (302) 774-3033 Main Office Number: (302) 774-4994 Internet: www.dupont.com The DuPont DATA BOOK has been prepared to assist financial analysts, portfolio managers and others in understanding and evaluating the company. This book presents graphics, tabular and other statistical data about the consolidated company and its business segments. Forward-Looking Statements This DATA BOOK contains forward-looking statements which may be identified by their use of words like “plans,” “expects,” “will,” “anticipates,” “believes,” “intends,” “estimates” or other words of similar meaning. Although they reflect our current expectations, these statements are not guarantees of future performance, but involve a number of risks, uncertainties, and assumptions. Some of which include: fluctuations in energy and raw material prices; failure to develop and market new products...
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...Second Pages PART 02 Concept and Analytical Tools 53 hou27541_ch03.indd 53 9/20/2010 10:10:11 AM hou27541_ch03.indd 54 9/20/2010 10:10:11 AM Second Pages CHAPTER 03 Analysing a Company’s External Environment Crafting and Executing Strategy: Creating Sustainable High Performance in South African Businesses Part 1: Scope and Dynamics of Strategy Part 3: Part 2: Concepts and Analytical Tools Crafting a Strategy to Create Sustainable High Performance Part 4: Executing and Aligning the Strategy What Is Strategy? Integration and Strategic Alignment The Managerial Process of Strategy Development and Implementation Concepts and Tools for Evaluating a Company’s External and Internal Environment Tailoring Strategy to Various Company Situations Organizational Performance Management Managerial Keys to Successfully Executing and Aligning the Chosen Strategy Chapter 1 Chapter 2 Chapters 3&4 Chapters 5&6 Chapter 7 Chapters 8, 9, & 10 Single Business Companies Line-of-Sight Multi-Business or Diversified Companies High Performance Organization 55 hou27541_ch03.indd 55 9/20/2010 10:10:12 AM Second Pages 56 Chapter 03 Analysing a Company’s External Environment 3.1 Introduction S outh African managers are not prepared either to steer their companies in a different direction or to alter the company strategy until they...
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...Retailing in the 21st Century Manfred Krafft ´ Murali K. Mantrala (Editors) Retailing in the 21st Century Current and Future Trends With 79 Figures and 32 Tables 12 Professor Dr. Manfred Krafft University of Muenster Institute of Marketing Am Stadtgraben 13±15 48143 Muenster Germany mkrafft@uni-muenster.de Professor Murali K. Mantrala, PhD University of Missouri ± Columbia College of Business 438 Cornell Hall Columbia, MO 65211 USA mantralam@missouri.edu ISBN-10 3-540-28399-4 Springer Berlin Heidelberg New York ISBN-13 978-3-540-28399-7 Springer Berlin Heidelberg New York Cataloging-in-Publication Data Library of Congress Control Number: 2005932316 This work is subject to copyright. All rights are reserved, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilm or in any other way, and storage in data banks. Duplication of this publication or parts thereof is permitted only under the provisions of the German Copyright Law of September 9, 1965, in its current version, and permission for use must always be obtained from Springer-Verlag. Violations are liable for prosecution under the German Copyright Law. Springer is a part of Springer Science+Business Media springeronline.com ° Springer Berlin ´ Heidelberg 2006 Printed in Germany The use of general descriptive names, registered names, trademarks, etc. in this publication does not...
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...Towards a conceptual framework for strategic cost management - The concept, objectives, and instruments - Von der Fakultät für Wirtschaftswissenschaften der Technischen Universität Chemnitz genehmigte Dissertation zur Erlangung des akademischen Grades Doctor rerum politicarum (Dr. rer. pol.) vorgelegt von Ibrahim Abd El Mageed Ali El Kelety geboren am 11.01.1965 in El Menoufia - Ägypten eingereicht am: 14. Juni 2006 Gutachter: Prof. Dr. Uwe Götze Prof. Dr. Dr. h.c. Jürgen Bloech Prof. Dr. Peter Schuster Tag der mündlichen Prüfung: 18. Juli 2006 Acknowledgement To the Almighty God “ALLAH” Who have granted me all these graces to fulfill this work and Who supported me in all my life. To Him I extend my heartfelt thanks. It is a pleasure to express my sincere and deepest heartfelt gratitude to my “Doktorvater“ Prof. Dr. Uwe Götze for his kind supervision, continuous encouragement, valuable enthusiastic discussion and unfailing advice throughout the present work, as well as financial support during my latest period of study in Germany. He assisted in all matters, provided solutions to different problems. Prof. Dr. Uwe Götze supported and helped me during my learning period in Germany and writing this thesis. I am very lucky being one of his students. I would like to express my deep thanks to Prof. Dr. Dr. h.c. Jürgen Bloech - Georg-August University of Göttingen - for his kind acceptance to act as an examiner. I would also like to express my sincere thanks to Prof. Dr. Peter...
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