...Data Analysis and Business Decision Making Session – IV Chapter 11: Linear Programming Chapter 12: Transportation, Transshipment, and Assignment Problems Chapter 13: Decision Analysis Faculty Pankaj Dutta Chapter – 11 Linear Programming LPP solution through Excel Solver: The Steps in Implementing an LP Model in a Spreadsheet: 1. 2. 3. 4. Organize the data for the model on the spreadsheet. Reserve separate cells in the spreadsheet for each decision variable in the model. Create a formula in a cell in the spreadsheet that corresponds to the objective function. For each constraint, create a formula in a separate cell in the spreadsheet that corresponds to the left-hand side (LHS) of the constraint. PANKAJ DUTTA IMTCDL Chapter – 11 Linear Programming LPP solution through Excel Solver: Max Z = 350X1 + 300X2 Subject To 1X1 + 1X2 ≤ 200 9X1 + 6X2 ≤ 1566 12X1+16X2 ≤ 2880 X1 , X 2 ≥ 0 1. Organize the data for the model on the spreadsheet. PANKAJ DUTTA IMTCDL Chapter – 11 Linear Programming LPP solution through Excel Solver: Max Z = 350X1 + 300X2 Subject To 1X1 + 1X2 ≤ 200 9X1 + 6X2 ≤ 1566 12X1+16X2 ≤ 2880 X1 , X 2 ≥ 0 1. Organize the data for the model on the spreadsheet. Changing cells Target cell PANKAJ DUTTA IMTCDL Constraint cells Chapter – 11 Linear Programming Max Z = 350X1 + 300X2 Subject To 1X1 + 1X2 ≤ 200 9X1 + 6X2 ≤ 1566 12X1+16X2 ≤ 2880 X1 , X 2 ≥ 0 LPP solution through Excel Solver: ...
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...School prohibits any form of reproduction, storage of transmittal without its written permission. To order copies or request permission to reproduce material, contact Sunstone Business School (www.sunstone.in) Sitting at the café shop at the Marriott, lot of thoughts were going into Amit’s head. It has been a while thinking about launching his own venture under the umbrella of his family business, and he needs to make significant progress now. Pankaj is a good friend and today’s conversation with him will provide him more perspective and direction. He has done his own bit of research but there is still a lot to do. His family is supportive of him and willing to invest Rs ~2Cr but he needs to think it through. Is the risk even worth taking? Even if he doesn’t want to do his regular software engineering job, he can always start working with his father and family. Now, since he has given the background to Pankaj, he is ready for Pankaj’s opinion and may be some tough questions. Suddenly, Pankaj’s voice interrupted his thoughts. Pankaj said- “This is interesting. Let me start by asking you few questions” Froppa Retail Stores: Froppa retail stores were dealing in kid’s apparel and toys in Delhi and Chandigarh. Majority of the users of their products were in age range 0-9 years. These products are for...
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...Bibi sanam janem, anaar-e-sisstanem My love, you are like the sweet pomegranate of Sistan Ba darwazae tajh quran jayee sanam janem Your being borders on the divine, my love Bibi sanam janem, anaar-e-sisstanem Bibi sanam janem, anaar-e-sisstanem My love, you are like the sweet pomegranate of Sistan Ba darwazae tajh quran jayee sanam janem Ba darwazae tajh quran jayee sanam janem Your being borders on the divine, my love Kassi harfe dile maa ra nadaanist What I feel for you, no one is privy to it Bibi sanam janem, anaar-e-sisstanem My love, you are like the sweet pomegranate of Sistan Bahaaie mahafele maa ra nadaanist No one can fathom the depths or value this love Bibi sanam janem, anaar-e-sisstanem My love, you are like the sweet pomegranate of Sistan Ba joz tofaan kassi dar shehr-e-ghurbat The wild storms crashing down on strange, distant cities Bibi sanam janem, anaar-e-sisstanem My love, you are like the sweet pomegranate of Sistan Nishaan-e mahafel-e maa ra nadaanist Only they know the true worth of our love Bibi sanam janem, anaar-e-sisstan Bibi sanam janem, anaar-e-sisstanem Bibi sanam janem, anaar-e-sisstanem My love, you are like the sweet pomegranate of Sistan Ba darwazae tajh quran jayee sanam janem Ba darwazae tajh quran jayee sanam janem Your being borders on the divine, my love Na mekhawahm ke be taabat bebinom Not ever would I want you to be sad Bibi sanam janem, anaar-e-sisstanem My love, you are like...
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...Globalization Note Series Pankaj Ghemawat and Sebastian Reiche National Cultural Differences and Multinational Business The eminent Dutch psychologist, management researcher, and culture expert Geert Hofstede, early in his career, interviewed unsuccessfully for an engineering job with an American company. Later, he wrote of typical cross-cultural misunderstandings that crop up when American managers interview Dutch recruits and vice versa: “American applicants, to Dutch eyes, oversell themselves. Their CVs are worded in superlatives…during the interview they try to behave assertively, promising things they are very unlikely to realize…Dutch applicants in American eyes undersell themselves. They write modest and usually short CVs, counting on the interviewer to find out by asking how good they really are…they are very careful not to be seen as braggarts and not to make promises they are not absolutely sure they can fulfill. American interviewers know how to interpret American CVs and interviews and they tend to discount the information provided. Dutch interviewers, accustomed to Dutch applicants, tend to upgrade the information. To an uninitiated American interviewer an uninitiated Dutch applicant comes across as a sucker. To an uninitiated Dutch interviewer an uninitiated American applicant comes across as a braggart.”1 Cultural differences, while difficult to observe and measure, are obviously very important. Failure to appreciate and account for them can lead to embarrassing...
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...experts believe the people in the U.S. receive the greater impact from technological advancements, other experts believe people in the Middle East contain the greater impact. Although most people would assume that the Americans are more sensitive to technological improvements because they have more money and live in a more powerful region, these people misinterpret the fact that Middle Easterners are indeed able to benefit from these improvements as well. Technological advances can have a very big impact on the lifestyles of students in the United States and the Middle East. They are able to give students access to the world wide web, contain better school supplies, achieve more success in school, etc. Experts such as Samuel P. Huntington, Pankaj Ghemawat, and Bill Maher believe that the U.S. students will receive the larger influence from technological advancements such as computer technology and new inventions that could help out everyday lifestyle. Huntington thinks that the United States has more money. With this money, comes the opportunity to have all of these new advancements, therefore stating that U.S. students will have more of these advances than students in the Middle East and be able to gain a far greater impact from them. Ghemawat is an Internet based expert. With his knowledge of the Internet, he knows that students in the...
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...Challenges for developing leaders for the future Author: Alok Bhardwaj Affiliation: IBS Ahmedabad Ph no :9426222681 Email id :13alok.bhardwaj@ibsindia.org Niyati Patel Affiliation: IBS Ahmedabad Ph no :9408532152 Email id :13niyati.patel @ibsindia.org Prof. Pankaj M Madhani Faculty ( Finance and Strategy) IBS Business School, IBS House, Opp. AUDA Lake Science City Road, Off. S.G. Road, Ahmedabad – 380 060, India Tel : +91-79-654 30148, 654 30149, Mobile : + 91-9662122075 Email : pankaj@ibsindia.org Leaders will have to be multilingual, flexible, internationally mobile and adaptable. But, most crucial of all, they must be highly collaborative and have strong conceptual and strategic thinking skills. The real thing leaders do is create environments that drive performance. Leaders engage and enable people. Leaders of the future will need to be adept conceptual and strategic thinkers, have deep integrity and intellectual openness, find new ways to create loyalty, lead increasingly diverse and independent teams over which they may not always have direct authority, and relinquish their own power in favor of collaborative approaches inside and outside the organization. It's that simple, but it requires a shift of focus from solely outcomes, production numbers, and revenues to motivating people so they're passionate about helping the company achieve its goals. There are six challenges which the research paper focuses , that leaders...
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...Zara’s supply chains and operations management | December 23 2013 | | | COVENTRY UNIVERSITY LONDON CAMPUS Student name: Ha Linh Tran Student ID: 4569196 Module title and code: 214LON Supply chain and Operations Management Tutor’s name: Dr Amanda Mao Assignment title: Zara’s supple chain and risks of management Date of submission: 23rd December 2013 Word count: 2169 CONTENTS Page 1. Introduction 2 2. Overview of Zara Corporation 2-3 3. Risk identification and assessment in Zara’s supply chain a. Supply chain and risks management definitions 3-5 b. Supply risks 6-8 c. Technology and facilities risks 8 d. Human rights and cooperate responsibility failures 9-12 4. Conclusion and Recommendation 13 5. References 1. Introduction Supply chains have expanded rapidly over the decades, with the aim to increase productivity, to lower costs and fulfill demands in emerging markets. The increasing complexity in a supply chain hinders visibility and consequently reduces one’s control over the process. Supply chain...
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...The Cosmopolitan Corporation Introduction The article at hand ”The Cosmopolitan Corporation Global - success requires that companies appreciate diversity and distance rather than seek to eliminate them” written by the Anselmo Rubiralta Professor of Global Strategy at the IESE Business School in Barcelona and author of “World 3.0” Pankaj Ghemawat, was published in the Harvard Business Review in 2011 on the pages 92-99 and deals with Ghemawats opinion that rooted cosmopolitans, in general, are more lifelike and practical than statelessness. Summary Pankaj Ghemawat states that majority of organisations are ingrained in their home countries. Even those those companies that are assumed as being highly acting global are this usually not. Therefore the author speaks of “the World 3.0”, a world which does not try to abolish differences and distances among other influences such as people, cultures, and places, but to comprehend them. Moreover he thinks that the key is to understand them. A method to analyse and understand this “cosmopolitan problem” is to utilize a rooted map, which uses measures as, for instance, inhabitants of one state and the GDP and is then compared with other parts of the world in order to identify the rate of growth or size. Equally important to mention are also three, to the author important, ways which lead, in combination of each, to adding value; namely the “AAA strategies”. This “AAA strategies” include the match of differences between countries and...
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...Globalization Note Series Pankaj Ghemawat and Sebastian Reiche National Cultural Differences and Multinational Business The eminent Dutch psychologist, management researcher, and culture expert Geert Hofstede, early in his career, interviewed unsuccessfully for an engineering job with an American company. Later, he wrote of typical cross-cultural misunderstandings that crop up when American managers interview Dutch recruits and vice versa: “American applicants, to Dutch eyes, oversell themselves. Their CVs are worded in superlatives…during the interview they try to behave assertively, promising things they are very unlikely to realize…Dutch applicants in American eyes undersell themselves. They write modest and usually short CVs, counting on the interviewer to find out by asking how good they really are…they are very careful not to be seen as braggarts and not to make promises they are not absolutely sure they can fulfill. American interviewers know how to interpret American CVs and interviews and they tend to discount the information provided. Dutch interviewers, accustomed to Dutch applicants, tend to upgrade the information. To an uninitiated American interviewer an uninitiated Dutch applicant comes across as a sucker. To an uninitiated Dutch interviewer an uninitiated American applicant comes across as a braggart.”1 Cultural differences, while difficult to observe and measure, are obviously very important. Failure to appreciate and account for them can lead to embarrassing...
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...9-708-497 REV: JULY 6, 2011 DAVID COLLIS JAN W. RIVKIN Strategic Decline Great strategies can, on occasion, produce exceptional performance that lasts for many years. We have seen several examples of companies that held to essentially the same strategy over a long period of time and continued to outperform the competition. Wal-Mart had 99 quarters of EPS growth, much of it greater than 20% per annum, until a slowdown in the 1990s. Edward Jones has pursued the same strategy since the early 1970s, during which time it has grown nearly a hundredfold while maintaining a return on capital about 10% higher than competitors. Unfortunately, these stellar examples of sustained competitive advantage are the exception rather than the rule. The harsh truth is that changes in the external environment and competitive pressures cause the profitability of the typical superior performer to revert to the mean very rapidly.1 This fact challenges the strategist not only to craft robust strategies whose advantages last as long as possible, but also to design a strategy-making process that is capable of appropriate strategic change and effective strategic renewal. Failing to achieve this goal has led many formerly great companies, such as Sears, AT&T, and Westinghouse, into disaster. This note first shares facts about the sustainability of competitive advantage. It then observes that the demise of a previously successful strategy typically involves some change in the external environment. It...
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...Maqbool (2003) by Vishal Bharadwaj, a modern day reinterpretation of William Shakespeare’s Macbeth, is based in the backdrop of Mumbai’s mafia kings and is a dark and very close retelling of the original text. The principal characters are played by Irfan Khan, Tabu, Pankaj Kapur, Om Puri and Naseeruddin Shah. While Bharadwaj has more or less retained the narrative of the original play, he does move around the settings of Macbeth and Lady Macbeth. Pankaj Kapur (Abbaji - Duncan) is the reigning don of Mumbai’s underworld and Tabu (Nimmi - Lady Macbeth) is his mistress who loves Kapur’s right hand man Irfan Khan (Maqbool - Macbeth). Bharadwaj has intelligently adapted the characters of the play to suit his characters and the time in which it is set by replacing the three witches or soothsayer’s of the original by two corrupt policemen with a knack for astrology, played by Om Puri (Inspector Pandit) and Naseeruddin Shah (Inspector Purohit). Macbeth, a story about personal ambition, has strong themes of violence, political turmoil and guilt. These ideas are maintained by Bharadwaj to a great extent; however the change in the characterisation of Macbeth and his Lady ensures that the overwhelming theme in the movie is also love/passion. Shakespeare’s Macbeth kills Duncan purely out of ambition; Maqbool’s motivations go beyond those of being the don. Maqbool out of love for Nimmi as well as the hearsay that Abbaji may not be as good as Maqbool originally thinks he is, leads to a scared...
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...Business Strategy 4 External Environment Prof. Dr. Bernd Venohr Berlin, April 2007 © 2007 Prof. Dr. Bernd Venohr Agenda Introduction to Strategy 1 2 3 4 5 6 7 8 9 Course Overview and Strategy Concept Economics of Strategy Shareholder Value External Environment Internal Environment Competitive Positioning Diversification Mergers & Acquisitions Global Strategy Business Strategy Corporate Strategy Strategy Process 10 Organizational Structure and Control 11 Strategic Leadership © 2007 Prof. Dr. Bernd Venohr 2 Agenda Introduction to Strategy 4 External Environment - General environment analysis - Industry analysis - Summary and Outlook next Session © 2007 Prof. Dr. Bernd Venohr 3 Where are we today? Introduction to Strategy 1 Course Overview Strategy Concept 2 Economics of Strategy 3 Business Strategy 4 External Environment Shareholder Value Corporate Strategy 7 8 Diversification Global Strategy 5 Internal Environment 6 Competitive Positioning Mergers & Acquisitions 9 Strategy Process 10 Organizational Structure and Control 11 Leadership © 2007 Prof. Dr. Bernd Venohr Strategic 4 General purpose of external analysis Identify Opportunities: conditions that may help firm achieve strategic competitiveness Threats: hinders or constrains firm’s pursuit of strategic competitiveness Two types of environment Macro environment Micro environment (industry) Source: Robert M. Grant...
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...DECEMBER 2014 INTERNATIONAL MARKETING STRATEGY – PRE-ISSUED CASE STUDY & GUIDELINES Important notes for candidates regarding the pre-prepared case study The case study is designed to assess knowledge and understanding of the International Marketing Strategy syllabus in the context of the relevant case study. The examiners will be marking candidates’ scripts on the basis of the questions set. Candidates are advised to pay particular attention to the mark allocation on the examination paper and to plan their time accordingly. Candidates should acquaint themselves thoroughly with the case study and be prepared to follow closely the instructions given to them on the examination day. Candidates are advised not to waste valuable time collecting unnecessary data. The cases are based upon real-life situations and all the information about the chosen organisation is contained within the case study. As the case represents a real-life situation, anomalies may be found in the information you have before you. Therefore, please state any assumptions you make that are reasonable when answering the questions. Remember, you are going to be tested on your overall understanding of the case issues and your ability to answer the questions that are set in the examination. In order to prepare for the examination, candidates will need to carry out a detailed analysis of the case material ahead of the examination. Candidates will have sufficient time during the examination to answer all the questions...
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...Mo 30.09.2013 | Case study: MNE competitive advantages | CASES Grolsch: Growing Globally Pankaj Ghemawat, Jordan Mitchell ------------------------------------------------- Top of Form DESCRIPTION Grolsch reassesses its international strategy in light of the company's recent acquisition by SABMiller, the world's second-largest brewer. Grolsch was the 21st-largest global beer brand, sold 51.5 percent of its volume in international markets, and exported to 70 countries. However, its poor profitability in international markets--four countries alone accounting for two-thirds of foreign sales--and churn of markets and distribution partners raised concerns about the company's international strategy and execution. Grolsch's 60 years of history in foreign markets provides a rich backdrop to introduce a range of international strategy topics, including performance assessment, rationale for expansion, market selection, and choice of entry mode. Questions 1) Why did Grolsch globalize, and how well has it performed internationally? 2) What are the key elements and limitations of its emphasis on adaptation, in particular? 3) What changes would you suggest to Grolsch’s historical strategy? Mo 14.10.2013 | Case study: International alliance | UTV and Disney: A Strategic Alliance (A) Atanu Adhikari, Rama Deshmukh ------------------------------------------------- Top of Form DESCRIPTION The case describes the dilemma faced by the senior vice-president of business...
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...discuss and evaluate the options Wal-Mart has for diversifying into another industry (pick one). Following I provide you with ten possible source of information on Wal-Mart and its strategy. You can use more, but do not get lost in research for more and more information. Keep in mind that the most important part of your grade will be the evaluation and critical parts of your paper. In other words, spend enough (more) time and effort in evaluating Wal-Mart’s strategy and expansion options. Possible Sources: 1. http://corporate.walmart.com/ 2. Freeman, R. 2006, The Wal-Mart Effect and Business, Ethics, and Society. Academy of Management Perspectives, Vol. 20 Issue 3, p38-40 (you can find this from ABI) 3. Ghemawat, Pankaj, 2006, Business, Society, and the "Wal-Mart Effect" Academy of Management Perspectives, Vol. 20 Issue 3, p41-4 (you can find this from ABI) 4. Case on Wal-Mart from Grant, R.M. (2005/8) Contemporary strategy analysis. 5th or 6th ed. Oxford: Blackwell Publishing HD30.28.G72 2005/8 – or any subsequent edition (latest edition is 9th) 5. http://www.google.com/finance?q=NYSE%3AWMT&fstype=ii&ei=mRRxUOiwHIOwkAXYpgE 6. http://www.sec.gov/Archives/edgar/data/104169/000119312511083157/dex13.htm 7. http://www.journalnow.com/business/article_5ad539d5-d616-55ba-ab27-aeaf45b06074.html 8. http://www.pbs.org/itvs/storewars/stores3.html 9. http://www.nytimes.com/2004/09/28/international/americas/28mexico.html...
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