...to entering decisions on the plant operations and shipping screens (or any of the other screens for that matter). The Logic Underlying the Branded Sales Forecast Screen While the Branded Sales Forecast screen admittedly looks complicated and requires a bunch of entries, the logic underlying the sales forecast entries is fairly straightforward: • Your entries in the four columns headed “Company __’s Marketing Effort” represent tentative values for your company’s marketing effort for the upcoming year in each of the four geographic regions. Think of the entries as “preliminary” or “trial” decisions that represent “what if we do this to try to sell branded pairs in this region.” The numbers already in these columns when you first come to the screen are the decisions your company made last year and represent the competitive marketing effort your company employed to achieve last year’s branded sales volumes and market shares in each geographic region. • Your entries in the four columns headed “Your Estimate of the Industry Average” represent your best “guestimates” of what level of competitive effort your company will be up against in the upcoming year — they are, in other words, what you think that rivals, on average, will...
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...[Type the company name] | German regions “Oldenburg (Kreisfreie Stadt)” and “Wesermarsch” | Examination paper | | [Type the author name] | 5/23/2012 | Table of Contents 1. Introduction 3 2. The performance of the regions. 4 3. Location factors. 5 4. Theoretical explanation. 7 5. The future development. 8 6. Bibliography 9 1. Introduction The paper consist comparison of information about the two regions in Germany - the Eurostat NUTS3 regions DE943 Oldenburg (Oldenburg), Kreisfreie Stadt and DE94G Wesermarsch. Making an overview of the performances, local factors, theoretical explanation and the future development of both of the regions I’m comparing them between each other and with Germany as a whole. The purpose of this paper is to understand the regions ability to develop, the importance of their business structure and to explain the situation in each of the regions. 2. The performance of the regions. Based on the enclosed data, compare the performance of the two regions with each other and with the whole country. The following pages show the analysis and the performances, answering the questions that were given by using the Excel data that is provided. The information in the Excel sheet about the population provides data considering the growth of the population for the whole country, as well as for the regions that this paper is about. By the enclosed data we can see that in Oldenburg there is increase in the population...
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...Journal of Property Investment & Finance Emerald Article: Inflation and rental change in industrial property: A multi-level analysis Catherine Jackson, Michael White Article information: To cite this document: Catherine Jackson, Michael White, (2005),"Inflation and rental change in industrial property: A multi-level analysis", Journal of Property Investment & Finance, Vol. 23 Iss: 4 pp. 342 - 363 Permanent link to this document: http://dx.doi.org/10.1108/14635780510602417 Downloaded on: 02-11-2012 References: This document contains references to 41 other documents Citations: This document has been cited by 1 other documents To copy this document: permissions@emeraldinsight.com This document has been downloaded 1025 times since 2005. * Access to this document was granted through an Emerald subscription provided by UNIVERSITI MALAYSIA PERLIS For Authors: If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service. Information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.com With over forty years' experience, Emerald Group Publishing is a leading independent publisher of global research with impact in business, society, public policy and education. In total, Emerald publishes over 275 journals and more than 130 book series, as well as an extensive range of online...
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...Penchiala, the Director of Staffing Services REE: Tanglewood Retail Case Date: July 18th, 2010 Every business in the global market has to have some sort of staffing strategy in order to be successful. Tanglewood Retail store is one of the big and poplar retailers among 12 regions locally and obverses. After I examined the report that you provide me with, I have analyzed the staffing strategy decisions as below with my recommendations. Acquirer or develop talent, Core or flexible workforce: After reviewing the Tanglewood case, and exhibit 1.7 in chapter one of our text book Staffing Strategy, I felt the that the staffing levels and quality listed, developing talent and exceptional workforce are the most important strategy's for the company to focus on because of the different cultures which are related to the different regions. Tanglewood has to differentiate it's self from its competitors such as Kohl's, Target, and Kmart by having a high level of employee expertise in their work performance and customer service to maintain and exceed the competition. Going back to any successful company you will notice that their internal culture is strong due its requirements. For instance people from the same region as the store will be a better fit for the job because they know the culture and will live in the same atmosphere as there workplace. According to Business monthly, "Tanglewood really needs to slow down and take a hard look at our corporate culture. Right now we need...
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...Margarethe Nitzsche --- 345830/82 --- 23.09.2009 Italy The institution of Region in Italy and the case of Lombardy Assessed essay for the lecture “Italian Politics and European Integration” Supervisor: Prof. Rugge 1. The institution of Region The formation of the regional order in Italy had a revolutionary meaning, fated to scar a new era in the history of the Italian State. While drawing up the Constitution Project (from July, 20th 1946 to January, 31st 1947), the constituents were fully conscious of it and singled out the matter: the topic of autonomies was immediately identified with the one of the State’s structure, and there was tangible harmony, in the constituents’ opinion, between the problem of autonomies and the one of Region. 1 The initial position of the constituents was divided into those who were for the Region and those who were against – a ridge dividing the parties themselves. Two facts are to be pointed out: firstly, in the Commission there was an overrepresentation of Sicilians, Sardinians and Valle d’Aosta’s representatives, which influenced the Commission’s attitude towards the regional matter because of the cultural and historical reasons of the autonomy claimed by their areas; secondly, nearly all the parties placed in the Commission the most autonomist among their commissioners, evenly convinced that they were the most prepared on that topic. Another interesting element is that nobody defended the administrative centralizing thesis as a...
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...Compagnie du Froid, S.A. Compagnie du Froid, S.A., one major ice-cream company, was evaluating its three regions’ performance, but the traditional bonus approach of paying 2% of corporate profits did not seem appropriate at this time. The three regions had different financial results and varied market conditions which include the poor performance of the Spanish region, the over 20% growth of France region, Italy’s achievement of sales goal and further expansion, and inter transfer of goods between two regions. The company needs to recognize the performances of individual business entities from the overall performance of the entire business. Then, it can work out an equitable bonus program to reward the three regional heads, to motivate its future growth and expansion, to achieve the company’s goals and to facilitate the cooperation between three regions. The variance analysis can help Compagnie du Froid, S.A. clarify the situation by investigating the discrepancy to find the cause of problems and evaluate the performances of three regions fairly. The poor financial consequence of Spanish region is the combination of failure of new machines, running out of capacity, the higher expense and cost of transferred sales, unexpected and unfavorable temperature change, and price cut plus increase in advertising. We need a more equitable bonus program and right criteria to evaluate the performances of three entities and identify the area that needs improvement. The variance analysis...
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...MKTG 701 CASE STUDY 1 Optical Distortion, Inc. Alexandra Generales & McCown Bridges In 1962, Ronald Olson, a farmer in Arizona, found a strong correlation between poor eyesight in chickens and a decrease in the amount of food eaten and their mortality rate due to cannibalism. Olson was so impressed by his findings that he began to seek a way to intentionally impair the vision of his chickens, so as to duplicate the results he found. Twelve years later, Olson, along with his Optical Distortion, Inc. business partner, Daniel Garrison, tested and marketed a product that they had developed: contact lenses for chickens. While it may sound unconventional, these contact lenses provide a needed alternative for farmers seeking to decrease chicken cannibalism without the negative effects of the alternative, debeaking. Chickens, like many animals, have a social hierarchy that is adhered to by all members of the flock, called a peck order. Pecking can occur if a submissive bird enters a dominant bird’s territory, and submissive birds are pecked immediately if they raise their heads. Pecking can cause the submissive birds to eat less food and thus produce less eggs. Pecking sometimes continues until the chickens become cannibalistic. Cannibalism amongst chickens is higher when the birds are kept in cages and thus becomes a major concern for farmers. According to our farmer analysis the cost of debeaking per 10,000 chickens...
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...In this essay I will discuss how the development of travel has impacted Singapore as a tourist destination. I will identify the factors that have assisted in the development of tourism within Singapore and the elements of Leiper’s (1990) Basic Whole Tourist System. I will also discuss the roles the Singapore Tourism Board (STB) undertake to develop Singapore as a destination. Singapore is a unique city that attracts various tourists from young to old, appealing to all generations and interests. The city is dynamic with various cultures, cuisine, art and architecture. “A Single day’s trails will take you from the past to the future, from a colourful ethnic enclave to an efficient business centre, from serene gardens to sleek skyscrapers.” (http://www.stb.com.sg). Singapore is truly a city like no other, a world of possibilities. Its warm and friendly people make tourists feel welcome along with its state of the art infrastructure. With Singapore being a stop over point on long haul flights to Asia or Australia from Europe or the Americas, the tourism within Singapore has been increasing as the flights have been increasing. Many airlines now offer special package deals on stop over holidays in Singapore. In 1964 Singapore’s Tourist Promotion Board was established with the mandate to promote Singapore as a tourist destination. That year they began working with a small staff strength of twenty five workers, that year they welcomed 91...
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...together. I will focus with Phase 3: Growth through Delegation. In this phase, as mid-level managers are free to react fast to opportunities for new products or in new markets, the organization continues to grow, with top management just monitoring and dealing with big issues—“Sunflower Incorporated is a large distribution company with more than 5,000 employees and gross sales of more than $550 million (2003)”. We learned from the case that there were twenty-two regions for Sunflower Inc. Each region had its regional executive or manager, and each had its own profit center. This is similar to each region of the company being treated as a separate business. Each had its own central warehouse, salespeople, finance department, and purchasing department and their profits and losses for a profit center are calculated separately. Each regional manager is focused for the region they are responsible and have their own processes for delivering products or offerings that offer value for the customers in their region. These mid-level managers are busy identifying their customers, how to satisfy them and keep them since the competition in that industry is so intense. For example as the case mentioned, “In the northeastern United States, people consume a greater percentage of Canadian whiskey and American bourbon, whereas in the West, they consume more light liquors, such as vodka, gin, and...
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...spreadsheet (see Figure below) that you can use to recreate this spreadsheet for yourself. Here are some basic steps to follow: 1. Create a new workbook 2. Enter all the information provided in figure below. 3. Apply the Currency format to the respective columns 4. The data should be entered as a function. 5. Enter a formula for Gain/Loss (%) column 6. Format the percent in the Gain/Loss (%) column 2. Total ToyStory ToyStory, Inc is a regional pet toy supplier that tracks its businesses sales in a spreadsheet. The owner, Douglass Tatnall, has provided you with a skeleton worksheet, ToyStory_Data.xls (see below), with the totals for each quarter by sales region. Tatnall needs you to total each column and row, and then provide her with a clustered column chart of each region by quarter. Regional Sales Summary | | | | | | | 1st Quarter | 2nd Quarter | 3rd Quarter | 4th Quarter | Northeast | $ 119,900.00 | $ 125,170.00 | $ 133,700.00 | $ 139,550.00 | South | $ 50,000.00 | $ 52,000.00 | $ 49,601.00 | $ 54,500.00 | Midwest | $ 34,800.00 | $ 32,200.00 | $ 47,900.00 | $ 45,900.00 | West | $ 56,250.00 | $ 49,580.00 | $ 52,900.00 | $ 51,360.00...
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...Global vs Regional Geographic Diversification The geographic scope of the firm is an important dimension in global strategy (Peng and Delios 2006). Determining the ‘global-ness’ of a firm is not a new ambition. Perlmutter (1969) attempted to tackle a similar challenge 40 years ago, when he looked at the multinationality of a multinational firm. At that time, being multinational was seen as prestigious – just as being considered a ‘global’ firm is today. Interestingly, Perlmutter found that the ‘difficulty in defining the degree of multinationality comes from the variety of parameters along which a firm doing business overseas can be described’ (1969, 11). Rather than focusing on the locations of subsidiaries, headquarters or location of sales in addressing the issue of multinationality, Perlmutter built on his three concepts that international business scholars are now very familiar with – ethnocentric, polycentric and geocentric – by turning inward and examining the internal attributes of the firm that may attribute to its classification as a multinational. In part thanks to Levitt (1983), the term ‘global’ became mainstream in the 1980s, as firms were encouraged to ‘go global’ by both media and academics. However, in 1985, Hamel and Prahalad noted that the perspective on global competition and globalization of markets was incomplete and misleading. Hamel and Prahalad (1985) found that neither executives nor analysts fully understood what global competition entailed, and they...
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... Pakistan and Sri Lanka. Officially came into existence in 1985 with the adopting of its Rent at the first meeting in Dhaka (December 7-8, 1985). The idea of regional cooperation was first recommended through ‘a regional forum’ by Bangladesh in 1980, with a perspective to positioning regular regional stage solutions among nations in Southern region, Japan on concerns of typical attention and possible cooperation in financial, public and other areas. The reasoning was mainly predicated on the assumption that regional encounters anywhere in the globe had been highly successful and that the areas in the Southern region Oriental area would benefit substantially from such cooperation as it would enhance their aggressive position, both independently and as a group. The Bangladesh offer recommendation that built in sense highly validated regional cooperation, particularly among Southern region China, because the nations in the area enjoy regional contiguity, traditional, public and cultural affinities which would act as synchronization and to reducing of deal costs. First Conference: The international assistants of the seven Southern regions China accordingly decided at their first conference in Colombo (21-23 Apr 1981) to engage in cooperation in five wide places, namely farming, non-urban growth, telephony, meteorology, and wellness and inhabitant’s solutions. The international assistants also decided to set up a Panel of the whole composed mature authorities from the seven nations...
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...interested in economic exploitation of the country and not in its development; it encouraged various divisions based on religion, region, caste and language and did not pursue any plan or strategy for a balanced development of the country.These resulted in regional imbalances,and group identities. Subsequently, the independent India saw the rise of regionalism, linguism, separatism, etc. In this chapter we will read about the background, causes and nature of these phenomena and possible ways out to check them. All these are related and interconnected. THE REGION A region is a territory, the inhabitants of which have an emotional attachment to it because of commonality of religion,language, usages and customs, socioeconomic and political stages of development, common historical traditions, a common way of living, etc.Any one or more of these, and above all widely prevalent sentiments of togetherness, strengthen the bond. This territory can coincide with the boundaries of a State, parts of State or even with more than one State. A sense of discrimination or competition on economic, political or cultural grounds, desire for justice or favour gives rise to regionalism. Depending on reasons,and related nature, regionalism can be manifested in many ways like demand for autonomy or powers for State,creation of new State, protection of language or culture of the region or separation from the country. REGIONAL DISPARITIES By regional disparities or imbalances is meant wide differences...
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...assignmenthelpuk@yahoo.com LO1 Understand the characteristics and influences in world cuisine World regions: European; the Americas; Caribbean; Pacific Rim; Far East; Middle East; Indian sub-continent; Africa; Australia Characteristics: conventional menu structures eg starters, main courses, sweets, regional and cultural variations; sequencing of courses/dishes; why do people eat what they eat Trends: recipe development; dietary/special requirements; health issues eg lifestyle, balanced diet, anaphylactic shock; fusion with different cuisines; changes in customer demand; changes in menu structure; religion https://www.blogger.com/blogger.g?blogID=5649485182751853952#editor/target=post;postID=6161545265251223374 LO2 Understand the multicultural nature of food and drink in society Multicultural: historical and geographical influences eg European, Asian, Pacific Rim, the Americas Food: current trends; association and relationship with drink; branded foods and food businesses Drink: current trends; alcoholic eg beers, lagers, ciders, wines, spirits, liqueurs; non-alcoholic eg soft drinks, bottled water; tea/speciality tea; coffee eg cappuccino, espresso, mocha, latte; service procedures and techniques; trends eg designer waters, branded alcohol drinks, energy drinks LO3 Be able to use food preparation and cooking knowledge and skills to prepare dishes from different world regions in a professional, safe and hygienic manner Preparation: time planning; food orders; selecting...
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...1. Competitors. There are eight major competitors of Tanglewood: Dillard’s, J.C. Penny, Kohl’s, Macy’s, REI, Sears Holding Corp., Target and Walmart. On page 4 of casebook, it says “major concern for Tanglewood has been the westward expansion of companies like Kohl’s and Target”. Tanglewood has even more direct competition right now. It might be good to hire qualified staff to exceed the competition. Structure. Tanglewood is a retail business. It has clothing, jewelry, and non-clothing merchandise: sporting goods, bath, bedding and home décor. Company operates in the moderate price niche, targeting middle- and upper-income customers. Tanglewood is located in 12 geographical regions, with 20 stores per region. The breakdown of stores is: * Eastern Washington * Western Washington * Northern Oregon * Southern Oregon * Northern California * Idaho, Montana and Wyoming * Colorado * Utah * Nevada * New Mexico * Arizona Total number of stores is two hundred forty three. Employees. * Each store is managed by a single individual – store manager * He/she has three store managers working beneath him/her * The assistant managers for softlines, hardlines, and operations and human resources. * Department managers * Shift leaders * Associates Total: two hundred fifteen employees per store. Culture and values. * Tanglewood has emphasized employee participation and teams. * Vision for employee relations...
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