...| | Region 1 - Ilocos Region Region I occupies the narrow plain between the Cordillera Central mountain range and the South China Sea. It also occupies the northern portion of the Central Luzon plain, to the north-east of the Zambales Mountains.Lingayen Gulf is the most notable body of water in the region and it contains a number of islands, including the Hundred Islands National Park. To the north of the region is Luzon Strait. The Agno river runs through Pangasinan and empties into the Lingayen Gulf. The river flow into a broad delta in the vicinity of Lingayen and Dagupan City.The region is composed of four provinces, namely: Ilocos Norte, Ilocos Sur, La Union and Pangasinan. Its regional center is San Fernando City, La Union. The Ilocano speaking people compose 66% of the region, the Pangasinan speaking people compose 27%, and the Tagalogs compose 3%. Physical Region I occupies the narrow plain between the Cordillera Central mountain range and the South China Sea. It also occupies the northern portion of the Central Luzon plain, to the north-east of the Zambales Mountains. Lingayen Gulf is the most notable body of water in the region and it contains a number of islands, including the Hundred Islands National Park. To the north of the region is Luzon Strait. The Agno river runs through Pangasinan and empties into the Lingayen Gulf. The river flow into a broad delta in the vicinity of Lingayen and Dagupan... ...
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...EASEgTUtsY The LEGOGroup: workingwith strategy Anders BitLe Jensen beena successf L fanily led, innavative highgrowthcornpany thegllb.t fhe LEGj 6raup has histaricaUy and in periodaÍpaaf performance strategic toyindustry'Thenit experienced a and The uncertainty, conpanyimpfawd its situatianin 2008and aqainin 2a09 DeveLoping Canpanyrequireson7oing the eÍÍarts WhichinvoLve naal ; ; I i t i ln its annual repo.t lor 2009 the LEGO Group announccd sales of 11.661 million DK(' (= 11397m = S21l4m = € 1 566m) and operating prolits o| ]002 million DKK (=|]6om= s549m = € 4 0]m] (ligues 1 .Úd 2)' This was incleae o|22 per.ent in sales(oveY2008) a im!Íessive even more impre$ive inoease of over 50 pe. cenl and an id ptulits.Even though 2008 had beena soo.l yee frr lhe IDCO Group with sales 19 per cent up. the performance in 2009 was even better.What made this padicularly encourasingwas thal the globaltoy markel was stagnant lookedas itthe LEGO Group in 2010 o. cven decLiDitrg.It could bc ba.k on a healthy groM{hback aftera turbulent T | ' e c r e a t i o n é n d i n i e í n é t i r B a l€ x p a n s i o n . f i h e F I I i I LEs0síoup LlGo wás lbunded jn l9]2 in the village of Bi]lrrnd' Denmark. by Ole Kirk Christialrsen and remained a lamily run lirm lbr mosl olits history. The .ompany manufactu.cd ícpladdere.ironing boards'stoolsmd wooden to],s'The woodcnioys quickly becamethe bestseljng item.In 1914 the company chDged...
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...EASEgTUtsY The LEGOGroup: workingwith strategy Anders BitLe Jensen beena successf L fanily led, innavative highgrowthcornpany thegllb.t fhe LEGj 6raup has histaricaUy and in periodaÍpaaf performance strategic toyindustry'Thenit experienced a and The uncertainty, conpanyimpfawd its situatianin 2008and aqainin 2a09 DeveLoping Canpanyrequireson7oing the eÍÍarts WhichinvoLve naal ; ; I i t i ln its annual repo.t lor 2009 the LEGO Group announccd sales of 11.661 million DK(' (= 11397m = S21l4m = € 1 566m) and operating prolits o| ]002 million DKK (=|]6om= s549m = € 4 0]m] (ligues 1 .Úd 2)' This was incleae o|22 per.ent in sales(oveY2008) a im!Íessive even more impre$ive inoease of over 50 pe. cenl and an id ptulits.Even though 2008 had beena soo.l yee frr lhe IDCO Group with sales 19 per cent up. the performance in 2009 was even better.What made this padicularly encourasingwas thal the globaltoy markel was stagnant lookedas itthe LEGO Group in 2010 o. cven decLiDitrg.It could bc ba.k on a healthy groM{hback aftera turbulent T | ' e c r e a t i o n é n d i n i e í n é t i r B a l€ x p a n s i o n . f i h e F I I i LEs0síoup I LlGo wás lbunded jn l9]2 in the village of Bi]lrrnd' Denmark. by Ole Kirk Christialrsen and remained a lamily run lirm lbr mosl olits history. The .ompany manufactu.cd ícpladdere.ironing boards'stoolsmd wooden to],s'The woodcnioys quickly becamethe bestseljng item.In 1914 the company chDged its name to IEGO a conjunction o| the l)ánish...
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...Product Liability and Legal Ramifications Christopher M. Branch MBA 5861 New Product Marketing 08/13/2013 Christopher Branch MBA 5861 Term 1A Dr. David Castle 08/13/2013 Product Liability and Legal Ramifications The next time you walk into a retail store like Wal-Mart, Target, Home Depot, Office Depot, Babies R’ Us/Toy R’ Us, you will see a board, typically in plain sight of the viewing public, with sheets of papers titled “Product Recall” or Safety Recall or something of the like. Recalled items run the gamut of consumers good and are generally recalled because of a safety or health concerns. The Food and Drug Administration regularly issues recalls or public safety notices for Medical Products, Pharmaceuticals, Tobacco, and contaminated food items. Product Liability is the responsibility of manufacturers, distributors and sellers, they are expected to act in the best interest of the public; to deliver a product free of defects which can harm an individual or persons; and to make good on that responsibility if their products are defective. These can include faulty auto brakes, contaminated baby food, exploding bottles of beer, flammable children's pajamas, or lack of label warnings. The key element in products liability law is that a person who suffers harm from a product need not prove negligence, since the negligence is "presumed" and the result is "strict liability" (absolute responsibility) on the seller, distributor and manufacturer. An injured person...
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...Harvard Business School 9-799-131 May 4, 2001 European Monetary Union In the spring of 1999, Romano Prodi, newly designated chairman of the European Commission, prepared to help create an economically integrated Europe. Since the introduction of the euro on January 1, Europe had been operating with a single currency—at least for business-tobusiness transactions. Despite some technical problems with the changeover and an 8% depreciation of the euro against the dollar, this extraordinary step toward integration had gone fantastically well. Western Europe continued to experience healthy growth—in excess of 2% annually—and the Commission was expanding its plans to further integrate Europe’s markets. But before real integration could be achieved, many more reforms would be needed. While the Commission recently concluded that “thanks to the Single Market Programme, today’s European 2 product markets work much better than they did in the 1970s,” they still exhibited wide price differentials, diverse regulations, and a lack of inter-European investment and competition. Capital markets had moved further, as members of the European Union had dropped regulations and encouraged competition across national borders. But even here, prices and margins remained high, and inter-European rationalization had only just begun. Finally, the markets for labor had barely begun to integrate. Here, high minimum wages, payroll taxes, unemployment benefits and diverse restrictions on flexibility...
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...Introduction It was a cold morning in February 2013. Jesper Møller, the CEO of Toms Confectionery Group, was looking down at the frozen fountain in the courtyard by Toms’ headquarters outside Copenhagen. Designed in 1962 by the famous Danish architect Arne Jacobsen, the headquarters, like the company, was an iconic piece of Danish history. For decades, Toms had been a Danish household name and local market leader within the confectionery industry. Today, however, it was time to look ahead. Toms, like most other companies, had gone through the financial crisis with a solid focus on the cost base. However, as a small player in the global confectionery industry, the company could only go so far with cost cutting alone. Instead, Toms needed to make a thorough analysis to capture the opportunities that lay ahead. That morning, Møller had called together his management team to discuss Toms’ fiveyear strategy for the chocolate confectionery business under the following headline: In the spring of 2012, Toms took a significant step forward by acquiring the German chocolate company Hanseatische Chocolade GmbH. Overnight, Toms added sales of 360 million Danish kroner. However, the management team agreed that this was only the first step in Toms’ path. As Møller and the management team watched the day’s first truckload of cocoa beans approach the factory loading dock, they began reflecting on the past, present and future of Toms as a chocolate confectionery company. How should Toms...
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...JANICE HAMMOND Amazon.com’s European Distribution Strategy In January 2003, Tom Taylor, Amazon.com’s Director of European Supply Chain Operations, sat in his office in Slough, United Kingdom, and pondered what changes Amazon needed to make to sustain its growth in Europe. Established in the fall of 1998 through the acquisitions of two on-line booksellers, Bookpages.co.uk in Britain and Telebuch.de in Germany, Amazon Europe had developed into three strong, independently run, country-based organizations in the UK, Germany, and France. Amazon International, comprising Amazon Europe and Amazon Japan, now represented 35% of Amazon revenues and was the fastest growing segment of the company (see Exhibit 1). To sustain its growth, Amazon Europe faced multiple expansion options: it could replicate the broad array of product lines Amazon offered in the US, launch new Marketplace1 activities, or expand into other European countries. In addition, Amazon Europe had to decide which of its activities it should coordinate or consolidate at the European level. Tom Taylor had been transferred from Amazon US to Europe in June 2002 to address some of these issues and, in the words of his then boss, Senior VP of Operations Jeff Wilke, help Europe “catch the US in five years.” Taylor felt that a lot had been accomplished since his arrival six months earlier. His team had managed to standardize and improve supply chain processes across Europe in the areas of vendor management, sales and operations...
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...Quick Scan Burger King Roos van Os & Tim Steinweg April 2008 SOMO Quick Scan Burger King SOMO Quick Scan Burger King Roos van Os & Tim Steinweg April 2008 2 SOMO Quick Scan Burger King Contents 1 2 2.1 2.2 2.3 2.4 2.5 2.6 3 3.1 3.2 3.3 3.4 3.5 3.6 3.7 4 4.1 4.2 4.3 4.4 4.5 4.6 4.7 5 5.1 5.2 5.3 5.4 5.5 5.6 5.7 5.8 6 6.1 6.2 6.3 6.4 6.5 7 7.1 7.2 7.3 8 9 Introduction ...................................................................................................................... 4 Company Profile: Burger King Holdings....................................................................... 6 Corporate Profile................................................................................................................ 6 Burger King Holdings’ corporate history............................................................................. 7 Burger King Holdings ownership and corporation structure............................................... 8 Market presence................................................................................................................. 10 Purchasing activities........................................................................................................... 11 Burger King Suppliers in the Netherlands .......................................................................... 11 CSR Sector Analysis ....................................................................................................... 13 Consumer...
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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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...Library of Congress has catalogued the hardcover edition of this title as follows: Christensen, Clayton M. The innovator’s dilemma : when new technologies cause great firms to fail / Clayton M. Christensen. p. cm. — (The management of innovation and change series) Includes index. ISBN 0-87584-585-1 (alk. paper) 1. Creative ability in business. 2. Industrial management. 3. Customer services. 4. Success in business. I. Title. II. Series. HD53.C49 1997 658—DC20 96-10894 CIP ISBN 0-87584-585-1 (Microsoft Reader edition) 3 Contents In Gratitude Introduction PART ONE: WHY GREAT COMPANIES CAN FAIL 1 How Can Great Firms Fail? Insights from the Hard Disk Drive Industry 2 Value Networks and the Impetus to Innovate 3 Disruptive Technological Change in the Mechanical Excavator Industry 4 What Goes Up, Can’t Go Down PART TWO: MANAGING DISRUPTIVE TECHNOLOGICAL CHANGE 5 Give Responsibility for Disruptive Technologies to Organizations Whose Customers Need Them 6 Match the Size of the Organization to the Size of the Market 7 Discovering New and Emerging Markets 8 How to Appraise Your Organization’s Capabilities and Disabilities 9 Performance Provided, Market Demand, and the Product Life Cycle 10 Managing Disruptive Technological Change: A Case Study 11 The Dilemmas of Innovation: A Summary The Innovator’s Dilemma Book Group Guide About the Author 4 In Gratitude Although this book lists only one author, in reality the ideas it molds together were...
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...possibilities. The current level of technological development allows for the construction of objects that are smaller, more intelligent and embedded in the environment and even wearable. These objects, which record and learn our habits are connected to the Internet and they have computing capabilities. They can also be interconnected and generate large quantities of information to benefit the environment in which they are located as well as the travellers that possess them. This gives rise to a new world of interconnected personal machines. This new world involves a convergence among what is physical, what is social and what is digital. Within this context, research assumes the principal role to guide evolution, transferring knowledge to the industry. Relevant academic research is more necessary than ever before in order to explore how ICT in tourism can...
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...Using gretl for Principles of Econometrics, 4th Edition Version 1.0411 Lee C. Adkins Professor of Economics Oklahoma State University April 7, 2014 1 Visit http://www.LearnEconometrics.com/gretl.html for the latest version of this book. Also, check the errata (page 459) for changes since the last update. License Using gretl for Principles of Econometrics, 4th edition. Copyright c 2011 Lee C. Adkins. Permission is granted to copy, distribute and/or modify this document under the terms of the GNU Free Documentation License, Version 1.1 or any later version published by the Free Software Foundation (see Appendix F for details). i Preface The previous edition of this manual was about using the software package called gretl to do various econometric tasks required in a typical two course undergraduate or masters level econometrics sequence. This version tries to do the same, but several enhancements have been made that will interest those teaching more advanced courses. I have come to appreciate the power and usefulness of gretl’s powerful scripting language, now called hansl. Hansl is powerful enough to do some serious computing, but simple enough for novices to learn. In this version of the book, you will find more information about writing functions and using loops to obtain basic results. The programs have been generalized in many instances so that they could be adapted for other uses if desired. As I learn more about hansl specifically...
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...OPERATION RESEARCH Credits: 4 SYLLABUS Development Definition, Characteristics and phase of Scientific Method, Types of models. General methods for solving operations research models. Allocation: Introduction to linear programming formulation, graphical solution, Simplex ethod, artificial variable technique, Duality principle. Sensitivity analysis. Transportation Problem Formulation optimal solution. Unbalanced transportation problems, Degeneracy. Assignment problem, Formulation optimal solution, Variation i.e., Non-square (m x n) matrix restrictions. Sequencing Introduction, Terminology, notations and assumptions, problems with n-jobs and two machines, optimal sequence algorithm, problems with n-jobs and three machines, problems with n-jobs and m-machines, graphic solutions. Travelling salesman problem. Replacement Introduction, Replacement of items that deteriorate with time – value of money unchanging and changing, Replacement of items that fail completely. Queuing Models M.M.1 & M.M.S. system cost considerations. Theory of games introduction, Two-person zero-sum games, The Maximum –Minimax principle, Games without saddle points – Mixed Strategies, 2 x n and m x 2 Games – Graphical solutions, Dominance property, Use of L.P. to games, Algebraic solutions to rectangular games. Inventory Introduction, inventory costs, Independent demand systems: Deterministic models – Fixed order size systems – Economic order quantity (EOQ) – Single items, back ordering...
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...Samenvatting_IM.pdf Samenvatting International Marketing: college(s)2011/2012 Tilburg University | Marketing Management | International Marketing Verspreiden niet toegestaan | Gedownload door: Jolien De Klerk | E-mail: joliendeklerk@hotmail.com SAMENVATTING INTERNATIONAL MARKETING 2011/2012 Week 1: Introduction to global marketing Marketing = an organization function and a set of processes for creating, communicating and delivering value to customers and for managing customer relationships in ways that benefit the organization and its stakeholders. Global marketing = focus with recourses and competencies on global market opportunities and threats. The difference is de scope of activities. A global company conducts important activities outside the home-country market. Deze globalisatie activiteiten kunnen met alle groeistrategieën plaatsvinden: Companies that understand and engage in global marketing can offer more overall value to consumers than companies that do not have that understanding. The discipline of marketing is universal. It is natural however that marketing practices will vary per country, for the simple reason that the countries and peoples of the world are different (preferences, competitors, channels and communication media). The differences mean that a marketing approach that has proven successful in 1 country doesn’t mean that this will work in another country. An important thing is to recognize the extent to which it is possible to extend marketing...
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...THIRD EDITI ----- --·-- --·-- - - -- - O N -- SU PP LY CH AI N MA NA GE ME NT Stra tegy , Plan ning , and Ope ratio n Sunil Chopra Kellogg Schoo l of Manag ement Northwestern University Peter Meindl Stanfo rd University --------Prentice I-I all Uppe r Saddl e River , New Jersey ·--· PEAR SON -- · - · - - - "ibrary of Congress Cataloging-in-Publication Data :::hopra, Sunil Supply chain management: strategy, planning, and operation I Sunil Chopra, >eter Meind!.-3rd ed. p. em. Includes bibliographical references and index. ISBN: 0-13-208608-5 1. Marketing channels-Managemen t. 2. Delivery of goods-Management. i. Physical distribution of goods-Management. 4. Customer servicesvfanagement. 5. Industrial procurement. 6. Materials management. I. vfeindl, Peter II. Title. HF5415.13.C533 2007 658.7-dc22 2006004948 \VP/Executive Editor: Mark Pfaltzgraff ii:ditorial Director: Jeff Shelstad ;enior Project Manager: Alana Bradley E:ditorial Assistant: Barbara Witmer Vledia Product Development Manager: Nancy Welcher \VP/Executive Marketing Manager: Debbie Clare Vlarketing Assistant: Joanna Sabella ;enior Managing Editor (Production): Cynthia Regan flroduction Editor: Melissa Feimer flermissions Supervisor: Charles Morris Vlanufacturing Buyer: Michelle Klein Vlanager, Print Production: Christy Mahon Composition/Full-Service Project Management: Karen Ettinger, TechBooks, Inc. flrinter/Binder: Hamilton Printing Company Inc. fypeface: 10/12 Times Ten Roman :::redits...
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