...power are divided in two categories: Formal Power Coercive power is conveyed through fear of losing one’s job, being demoted, receiving a poor performance review, having prime projects taken away, etc. This power is gotten through threatening others. For example, the VP of Sales who threatens sales folks to meet their goals or get replaced. Reward power is conveyed through rewarding individuals for compliance with one’s wishes. This may be done through giving bonuses, raises, a promotion, and extra time off from work, etc. For example, the supervisor who provides employees comp time when they meet an objective she sets for a project. Legitimate power comes from having a position of power in an organization, such as being the boss or a key member of a leadership team. This power comes when employees in the organization recognize the authority of the individual. For example, the CEO who determines the overall direction of the company and the resource needs of the company. Personal Power Expert power comes from one’s experiences, skills or knowledge. As we gain experience in particular areas, and become thought leaders in those areas, we begin to gather expert power that can be...
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...Analyzing failures in change management According to me, Change is an inevitable part of any business. Successful change management is a key to success of any business. Over the years, companies have put their best efforts to manage change in the organization. Alongside organizations’ efforts, researches in the field have been extensive to ensure progress in this area. Despite of all these efforts, organizational change has not reached the success rate which is vital. Complex change processes and the most advanced technologies have shown very marginal improvement in change management. Failure of change leads to a number of factors. Out of all, few are found common and critical to most of the cases. They are discussed in this article. It is found that rather than technology and processes, commitment of the people involved and knowledge from experience plays more important role in change management. Organizational change covers most of the business functions in any organization. Change can be a little change in the system or a large scale change in the business environment which change the complete structure of the business (Allena et al., 2007). It is clear that larger the change, more the impact on business. Along with that there are more complications in the change as it gets bigger. Change management becomes more and more important with the increasing size of change (Weber et al., 2008). In the past, organizations have tried delivering change at their best. They have...
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...distinguishable characteristics. Can you identify the main features of each stage with corresponding impacts on the Indian economy? 5. “The emergence of Industrial Britain resulted in De-industrialization and commercialization of Indian Agriculture in the early part of Nineteenth century”. Do you agree? Explain your conclusions. 6. Discuss the impact of the military and industrial revolutions upon India up to 1858. Which of these would you regard as more important? Industrial Revolution 1. The industrial revolution in the UK changed the nature of British interest in India. Comment. 2. How was the Indian economy affected by the change? 3. What role did opium play in that regard? 4. Would you attribute the origins of the industrial revolution to the inventive genius of the English people? Provide reasons for your answer. 5. Analyze the cause and conditions of the emergence of the factory system of production in Western Europe. What are the chief characteristics? Indian Business 1. Explain the difference in the process of industrialization of jute and cotton textile industries in India? 2. How do you explain the Indian Business Community’s increasing interest in the Indian national movement beginning with the post First World War period? 3. How do you explain the duality in the attitude of the Indian business...
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...Inc.is listed at: * NASDAQ National Market * Boerse Berlin * Boerse Duesseldorf * Boerse Frankfurt * Boerse Hamburg * Boerse Hannover * Boerse Munchen * Boerse Stuttgart * Bolsa Mexicana de Valores * Bucharest Stock Exchange * Swiss Exchange (SWX) * XETRA Stock Exchange 1.3. The list of top 3 shareholders of Google Inc.: * Mr Lawence Page * Mr Sergey Brin * FMR LLC 1.4. Net income for Google Inc. as at 31/12/2014 (US$): 14, 444, 000 1.5. Total assets for Google Inc. as at 31/12/2014 (US$): 131, 133, 000 Use the information provided in the case and answer the following questions: 2. Identify two key factors behind Google’s early success and provide explanation as to why you believe these factors are Google’s strategic advantages. (2*4 marks =8 marks; word limit: 300 words max) 1. Google decided to implement a modified version of Overture’s cost-per-click model. Google looked at the cost-per-click bids by the relation of an ad’s actual click through rate. This ensured that relevant ad’s got top of the list positions, and ad’s that didn’t receive much exposure incurred less of a bid and was shown less. Google improved revenue. With the use of research based on Google’s competitor, Google was able to find ways to make an adjustable model, very successful for their business. Google also created ways to change the model to strategically benefit themselves for the long-term. This decision helped Google to become a...
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...pAssignment: Business Modeling Business Modeling Group 1: Thomas Westelaken, Sebastiaan de Monte, Chris Hoedemakers, Daniëlle Peverelli, Teije Oudshoorn Assignment: Business Modeling Group 1: Thomas Westelaken, Sebastiaan de Monte, Chris Hoedemakers, Daniëlle Peverelli, Teije Oudshoorn Assignment: Business Modeling Table of Contents 1. 2. Introduction .......................................................................................................................................... 4 Story ...................................................................................................................................................... 5 2.1. 2.2. The case (spotify) .......................................................................................................................... 5 The business model canvas........................................................................................................... 6 Customer segments (CS) ....................................................................................................... 7 Value Propositions (VP)......................................................................................................... 9 Channels (S)......................................................................................................................... 10 Customer Relationships (CR)............................................................................................... 11 Revenue Streams...
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...Anne-Sophie Fernandez c a b c MRM-Groupe Sup de Co Montpellier Business School, 2300 Avenue des Moulins, 34080 Montpellier, France Ecole Polytechnique, PREG-CRG, Bat. Ensta, 828 Boulevard des Maréchaux, 91762 Palaiseau, France MRM-ERFI, University of Montpellier 1, Espace Richter, Rue Vendémiaire, Bât. B, CS 19519, 34960 Montpellier Cedex, France a r t i c l e i n f o Article history: Received 24 October 2013 Received in revised form 11 May 2014 Accepted 12 May 2014 Available online 29 May 2014 Keywords: Low-cost High-speed train Replication strategy Intra and intermodal competition a b s t r a c t More and more airlines have adopted a low-cost business model and many scholars have studied the characteristics of such marketing strategy. While other transport modes have decided to copy and adopt this strategy, we investigate how they replicate this business model. To do so, we in-depth study the operational and marketing characteristics of Ouigo, the new low-cost offer launched by the French rail operator SNCF in 2013. Based on interviews and secondary data (press articles, reports, etc.), we analyze how the rail operator has adapted the low-cost model used by airlines to the high-speed rail industry. We first begin by explaining why rail operators need to implement low-cost strategies and we analyze the characteristics of these low-cost strategies in the air industry. Then, we examine how the key success factors of low-cost carriers have been...
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...had no field command experience before WWII (Chen). He clearly possessed naturally leadership qualities that complimented his strategic knowledge. From the beaches of Normandy, to the western front of Germany, General Eisenhower commanded the Allies. If it a lesser man was in charge the outcome of the war and the world we live in today could have been very different. Eisenhower was born in Denison, Texas on October 14th, 1890. He grew up in Kansas in a poor family. Eisenhower was known as a good athlete and a hard worker. In 1915 he graduated from West Point and was stationed in San Antonio as a second lieutenant. The First World War ended right before Eisenhower was scheduled to go, which greatly upset him. He then went on the graduate first in his class from the Command and General Staff College in Fort Leavenworth, Kansas. Next, the future president served under General John J. Pershing as a military aid. He later served as an aid to General Douglas MacArthur for seven years in the Philippines. In 1939 he returned home just at the outbreak of the Second World War. In September 1941, Eisenhower was promoted to brigadier general. Just three months later Japan bombed Pearl Harbor. Eisenhower was then called to Washington by General George Marshal, U.S Army Chief of Staff. Marshal assigned Eisenhower to work as a planning officer in the capital (History.com). He had seven years of experience stationed in the Philippines so Eisenhower worked mostly as an early Pacific...
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...development and profit. He describes the theory of innovation, or in his words “creative destruction” as “"process of industrial mutation that incessantly revolutionizes the economic structure from within, incessantly destroying the old one incessantly creating a new one" (Schumpeter, 1934). In the last few decades, services and knowledge have become the major part of the business world (Sawyer, 2006). In other words, the circulation of information has become more important than that of material objects (Drucker, 1993). Innovation and creativity have gained more importance than values such as merchandise productivity, rendering innovation a key factor to entrepreneurship (Pisanu & Menapace, 2014). In my last year of high school in Belgium, my classmates and I opened a business with the help of the Young Enterprise Project. Innovation was the core of our business as we had to come up with an original product idea and product strategies. Our company,...
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...BUYVIP, THE INTERNATIONALIZATION OF A SPANISH DOT COM The “Centro Virtual de Experiencias de Internacionalización” (On-line Centre for International Business Cases) is the result of the collaboration of the Spanish Institute for Foreign Trade ICEX and AEEDE, the Spanish Association of Business Schools , which includes eleven leading Business Schools. The aim of this project is to promote the internationalisation of Spanish SMEs, drawing on the academic rigour of the business schools that have participated in this project. This centre presents case studies of Spanish companies that are successful internationally. These case studies can be found on the ICEX webpage and appear in a multimedia format that includes discussion forums and articles that create awareness of the key issues involved in internationalisation. The success stories chosen represent a broad sample of sectors and geographic areas and show the globalisation process that some of our companies have gone through. The company profile shown here is that of an SME multinational which has become a reference point in its sector, basing its international penetration strategies on factors as diverse as marketing, management, financial liquidity and business alliances. This pioneering project, in Europe and throughout the world, serves to promote and diffuse a comprehensive entrepreneurial culture among SMEs. It promotes the integration and association between universities and businesses, facilitates dialogue...
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...colonization each with its specific and distinguishable characteristics. Can you identify the main features of each stage with corresponding impacts on the Indian economy? 5. “The emergence of Industrial Britain resulted in De-industrialization and commercialization of Indian Agriculture in the early part of Nineteenth century”. Do you agree? Explain your conclusions. 6. Discuss the impact of the military and industrial revolutions upon India up to 1858. Which of these would you regard as more important? Industrial Revolution 1. The industrial revolution in the UK changed the nature of British interest in India. Comment. 2. How was the Indian economy affected by the change? 3. What role did opium play in that regard? 4. Would you attribute the origins of the industrial revolution to the inventive genius of the English people? Provide reasons for your answer. 5. Analyze the cause and conditions of the emergence of the factory system of production in Western Europe. What are the chief characteristics? Indian Business 1. Explain the difference in the process of industrialization of jute and cotton textile industries in India? 2. How do you explain the Indian Business Community’s increasing interest in the Indian national movement beginning with the post First World War period? 3. How do you explain the duality in the attitude of the Indian business community towards Indian nationalism? 4. How did colonial rule affect Indian business? How did businessmen respond to the...
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...Strategic Management (Semester A) (3BUS0118) Module Leader: Keith Seed Words Account: Report (3838), Appendix (2092) Group Members: Jian Feng Ding (08199930) Long Cheng (08198940) Lin Xu Zhen Xu (08201511) Qi Hua Jiang (08199004) Date: 10/12/2009 CONTENTS TITLE 1 TABLE CONTENTS 2 INTRODUCTION 3 MAIN BODY PART 1--- CURRENT ISSUES PESTEL framework 4 PART 2--- CHALLENGES & COMPETITION POTER’S five forces 6 SWOT analysis 10 Corporate governance in the Myspace.com PLC 10 Accountability to Stakeholders 11 Corporate Social Responsibility PART 3--- STRATEGIC CAPABILITY Foundation of Strategic Capability 11 Resource and Competence 11 Human Resource Management 12 Cost Efficiency 12 Value Chain 13 CONCLUSION ...
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...BUYVIP, THE INTERNATIONALIZATION OF A SPANISH DOT COM The “Centro Virtual de Experiencias de Internacionalización” (On-line Centre for International Business Cases) is the result of the collaboration of the Spanish Institute for Foreign Trade ICEX and AEEDE, the Spanish Association of Business Schools , which includes eleven leading Business Schools. The aim of this project is to promote the internationalisation of Spanish SMEs, drawing on the academic rigour of the business schools that have participated in this project. This centre presents case studies of Spanish companies that are successful internationally. These case studies can be found on the ICEX webpage and appear in a multimedia format that includes discussion forums and articles that create awareness of the key issues involved in internationalisation. The success stories chosen represent a broad sample of sectors and geographic areas and show the globalisation process that some of our companies have gone through. The company profile shown here is that of an SME multinational which has become a reference point in its sector, basing its international penetration strategies on factors as diverse as marketing, management, financial liquidity and business alliances. This pioneering project, in Europe and throughout the world, serves to promote and diffuse a comprehensive entrepreneurial culture among SMEs. It promotes the integration and association between universities and businesses, facilitates dialogue...
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...Karen Bullen R2208481 DE 100 Investigating Psychology 1 TMA02 Outline the similarities and differences between Milgrams (1963) obedience study and Burgers (2009) replication. This essay will look at an important key psychological experiment carried out by the renowned social psychologist Stanley Milgram which was carried out in the early 1960’s (Banyard 2012) to determine how far ordinary people would go to inflict pain to a fellow human based on instruction from an authority figure, and that of the replication of the experiment which was carried out by Burger in 2009 (Byford 2014) to determine if the same level of obedience was still applicable in the 21st Century, as was observed in the original study some 40 years earlier. The essay will look at some of the key similarities and differences between the two studies. For the purpose of this essay only the base studies will be discussed. Milgram’s motivation to study this trait in human behaviour came from the atrocities that took place during WW2, and the trial of Adolph Eichmann who in his defence said he was ‘simply following orders’ (Banyard 2012) to carry out the mass murders. Milgram asked himself ‘how can ordinary people who are courteous and descent in everyday life act callously, inhumanely without limitations of conscience?’ Milgram on Milgram (part 1): Obedience experiments (The Open University, 2014) Milgram devised his obedience study. He developed a laboratory based experiment to determine how far a participant...
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...MANAGEMENT PRACTICE S.A.I.M. S.A.I.M. CASE-STUDY WORKBOOK Prepared by Dr Norris W Dalton. Copyright 2002 SAIM Management Practice 1 Copyright @ 2002 - South African Institute of Management All rights reserved. No part of this publication may be reproduced or transmitted in any form by any means, electronic or mechanical, including photocopy, recording, or any information storage and retrieval system, without permission in writing from SAIM. Copyright @ 2002 Copyright 2002 SAIM First Edition (2002) Management Practice 2 MANAGEMENT PRACTICE CASE-STUDY WORKBOOK CONTENTS Page 1. Introduction. 5 2. Management in Context. 7 3. Learning to be a manager. 9 4. Case-study analysis. 11 5. Problem-solving and decision-making. 14 6. Caselets: First-line and Middle-management (Tactical/operational levels). 21 7. Case-studies: Executive / Senior management (transitional / strategic level). 119 8. Case-studies: Management failures (Reference studies). 173 9. Lessons: 201 Business {Managerial) Failure. 10. References and Further Reading. Copyright 2002 SAIM 207 Management Practice 3 Copyright 2002 SAIM Management Practice 4 MANAGEMENT PRACTICE Management Principles are easy; Management Practice is difficult. 1. Introduction The Theory of Management (20%) is easy and can be learnt in a classroom setting, since it relates to knowledge acquisition and book-learning...
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...debt from $737m to $938m Profit after Tax reduces by $313m from $1,535m to $1,224m. This is due to the increase in interest which is partially offset by the tax benefit of interest. Interest Bearing Debt will increase by $3,289m Shareholder Equity reduces by $3,289m. This is due to the rights issue being replaced by long-term debt, increasing the debt-holders interest in WES. Financing Cash Flow increases by $240m. Whilst the cash outflow of servicing the debt (interest) has increased by $230m, this is more than offset by the decreased cash outflow to equity holders (dividends) of $470m. Imputation Credit Balance decreases by... ii) Standard and Poors [pic] Under the alternative financing arrangement, the key debt ratios have moved back to the 2008 levels, specifically,...
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