...S HONG KONG DISNEYLAND w 907M13 Michael N. Young and Donald Liu wrote this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Ivey Management Services prohibits any form of reproduction, storage or transmittal without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Management Services, c/o Richard Ivey School of Business, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. Copyright © 2007, Ivey Management Services Version: (A) 2007-08-27 September 12, 2006, marked the one-year anniversary of the opening of Hong Kong Disneyland (HKD). Amid the hoopla and celebrations, media experts were reflecting on the high points and low points of HKD’s first year of operations, including several controversies that had generated some negative publicity. At a press conference and interview to discuss the first year of operations, Bill Ernest, HKD’s executive vice-president, acknowledged that the park had learnt a lot from its experiences and that the problems had made it stronger. Ernest also announced that HKD attendance...
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...Equality, Diversity and Inclusion: An International Journal Equality and diversity in employment relations: do we practise what we preach? Jane Holgate Sue Abbott Nicolina Kamenou Josie Kinge Jane Parker Susan Sayce Jacqueline Sinclair Laura Williams Article information: To cite this document: Jane Holgate Sue Abbott Nicolina Kamenou Josie Kinge Jane Parker Susan Sayce Jacqueline Sinclair Laura Williams, (2012),"Equality and diversity in employment relations: do we practise what we preach?", Equality, Diversity and Inclusion: An International Journal, Vol. 31 Iss 4 pp. 323 - 339 Permanent link to this document: http://dx.doi.org/10.1108/02610151211223021 Downloaded on: 01 December 2014, At: 02:26 (PT) References: this document contains references to 46 other documents. To copy this document: permissions@emeraldinsight.com The fulltext of this document has been downloaded 3118 times since 2012* Downloaded by UNIVERSITY OF LEICESTER At 02:26 01 December 2014 (PT) Users who downloaded this article also downloaded: C.W. Von Bergen, Barlow Soper, John A. Parnell, (2005),"Workforce diversity and organisational performance", Equal Opportunities International, Vol. 24 Iss 3/4 pp. 1-16 http:// dx.doi.org/10.1108/02610150510788033 Vidhi Agrawal, Vidhi Agrawal, (2012),"Managing the diversified team: challenges and strategies for improving performance", Team Performance Management: An International Journal, Vol. 18 Iss 7/8 pp. 384-400 http://dx.doi.org/10.1108/13527591211281129...
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...Marketing Intelligence & Planning The changing body of students: A study of the motives, expectations and preparedness of postgraduate marketing students Jie Liu Article information: To cite this document: Jie Liu, (2010),"The changing body of students", Marketing Intelligence & Planning, Vol. 28 Iss 7 pp. 812 830 Permanent link to this document: http://dx.doi.org/10.1108/02634501011086436 Downloaded on: 12 October 2014, At: 16:08 (PT) References: this document contains references to 46 other documents. To copy this document: permissions@emeraldinsight.com The fulltext of this document has been downloaded 1982 times since 2010* Downloaded by UNIVERSITY OF LEICESTER At 16:08 12 October 2014 (PT) Users who downloaded this article also downloaded: (1999),"Teaching graduates to mind their own business", Education + Training, Vol. 41 Iss 9 pp. Helen Connor, Sue Shaw, Brenda Little, (2008),"Graduate development in European employment: issues and contradictions", Education + Training, Vol. 50 Iss 5 pp. 379-390 (1999),"Teaching graduates to mind their own business", Leadership & Organization Development Journal, Vol. 20 Iss 7 pp. - Access to this document was granted through an Emerald subscription provided by 471881 [] 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...
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...Group Assignment What role does agriculture hold for inclusive growth in Africa? Drawing lessons from the African continent, provide evidence for the emerging consensus on the future role of small-holder farming for Africa’s economic growth. Table of contents 1 Introduction 4 1.1 Definition of inclusive growth 4 1.2 Africa’s economic growth narrative 5 2 The Challenges of Africa’s Agricultural Sector 8 2.1 Issues surrounding Land Tenure and concomitant effects 8 2.2 Low diffusion and absorption of technology 11 3 The Role of Smallholder Farming for Africa’s Economic Growth – Evidence of an Emerging Consensus 13 4 Smallholder Farming Success Narratives 15 4.1 Botswana: Competitiveness of beef smallholder farmers 15 4.2 Ethiopia: Commercialisation of small scale farmers of grain 16 5 Conclusion and Recommendations 17 References 20 Agriculture and its role in inclusive growth in Africa 1. Introduction The purpose of this report is to consider the position of agriculture in Africa, and the potential that it has for improving the lives of the majority of those living on the continent. The report starts off with defining inclusive growth, and highlights how agriculture can contribute towards this phenomena as a consideration. It then talks to agricultural concepts and considerations in the African context, and attempts to identify African specific challenges and provide workable solutions. The paper also reflects on an emerging consensus advocating...
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...SETA survey of representatives in Tribunal cases 2008 t Research Paper Workplace conflict management: awareness and use of wareness an s nd the Acas Code of Practice and workplace mediation place me lace ediation e ed – A poll of business Ref: 08/11 2011 2011 Matt Williams and Acas Research and Evaluation Section Williams For any further information on this study, or other aspects of the Acas Research and Evaluation programme, please telephone 020 7210 3673 or email research@acas.org.uk Acas research publications can be found at www.acas.org.uk/researchpapers ISBN 978-1-908370-03-7 Workplace conflict management: awareness and use of the Acas Code of Practice and workplace mediation – A poll of business Ref: 08/11 2011 Matt Williams and Acas Research and Evaluation Section TABLE OF CONTENTS EXECUTIVE SUMMARY .................................................................................. 3 1. BACKGROUND AND METHODOLOGY ....................................................... 5 1.1 Background...................................................................................... 5 1.2 Methodology .................................................................................... 6 2. GRIEVANCE AND DISCIPLINARY PROCEDURES AND THE IMPACT OF THE ACAS CODE ............................................................................................ 7 2.1 2.2 Acas Code and guidance ..................................
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...Vol. 7, No. 2. ISSN: 1473-8376 www.heacademy.ac.uk/johlste ACADEMIC PAPER Perceptions of hospitality and tourism students towards study motivations and preferences: a study of Hong Kong students Myong Jae Lee (mjlee@csupomona.edu) The Collins College of Hospitality Management, California State Polytechnic University 3801 West Temple Avenue, Pomona, CA91768, USA Samuel Seongseop Kim (sskim@sejong.ac.kr) Department of Hospitality and Tourism Management, Sejong University, Seoul, Korea Ada Lo (hmada@polyu.edu.hk) School of Hotel and Tourism Management, The Hong Kong Polytechnic University, Hung Hom, Kowloon, Hong Kong DOI:10.3794/johlste.72.178 ©Journal of Hospitality, Leisure, Sport and Tourism Education Abstract This study identifies reasons why college students in Hong Kong want to study hospitality and tourism management (HTM) and why they want to pursue HTM degrees abroad. It also aims to identify students’ preferred HTM study areas. An empirical study of a cohort of 384 HTM students was conducted to determine their motives for their choice of HTM. The results indicate that there were five motivational factors among HTM students: self-actualisation, job opportunity, field attractiveness, ease of study, and scholastic achievement. Detailed information on the motivational factors along with preferred overseas study destinations and HTM study areas are discussed. Keywords: Hospitality and tourism management (HTM); Study motivations; Study preferences ...
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...P a g e | 1 QUEST FOR THE BEST P a g e | 2 The Executive Summary Event experience The Association of Surfing Professionals (ASP) is the sole governing body of professional surfing. Crowning surfing’s undisputed world champions since 1976, the ASP sanctions the following tours: the ASP World Championship Tours (WCT), the ASP Qualification Series (QS), the Big Wave World Tour; the ASP World Longboard Championship (WLC) and the ASP World Junior Championship (WJC). Quality Assurance: The ASP is dedicated to showcasing the world’s best surfers in the world’s best waves with the International organization supported by seven regional offices in Africa, Australasia, Europe, Hawaii, Japan, North America, and South America. The ASP serves to celebrate and grow the history, elite athletes, diverse fans and dedicated partners that together embody professional surfing today. Financial Management: P a g e | 3 The importance to ASP of budgeting, cost control and financial management is highlighted by our employment of a CPA who will supervise all accounts. Computer Software: Throughout our presentation you will see our confidence in the events management and computer software program Event Arc is a highly sophisticated program is state of the art and produces support evidence essential to the smooth operation of the event. Event arc is the world's best solution...
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...Walt Disney’s success, the company has some declining segments in their domestic business. In addition, Disney’s biggest challenge in creating theme parks and resorts abroad is their inability to tailor the attractions to the local market while maintaining Disney’s brand image. In the past, international theme park implementations, Disney had failed to adapt their strategies to the local market. Therefore, Disney’s weaknesses can also be also grouped in three categories: 1) declining segments, 2) difficulty adapting to other cultures, and 3) weak managerial skills in terms of international operations. Diversified Distribution Channels Disney has a strong diversified distribution channel. The company operates by four strategic business units (SBU): 1) Media Networks and Broadcasting, 2) Parks and Resorts, 3) Studio Entertainment, and 4) Disney Consumer Products (Banton, 2007, p.31). The Media Network segment comprises of all broadcast television network, television production and distribution operations, television stations, cable networks, broadcast radio, publishing and digital operations (“Fiscal Year 2010,” 2011, p.1). Some of Disney’s main media brands are: The Disney Channel, ABC, ESPN, Radio Disney, Disney.com, and ABC Newspaper. The Disney Channel is a very effective global ambassador. It helps Disney to stay in touch with what kids and tweens want to see and hear (“Fiscal Year 2010,” 2011, p.2). ABC Television Network has affiliations with at least 234 U.S. stations...
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...official views of the United Nations Contents 1. Introduction................................................................................................................................ 3 2. Theme One: Status of women in leadership positions globally ....................................................... 5 2.1. Country experiences ................................................................................................................5 2.2. Ability of women in leadership positions to influence change .....................................................6 2.3. Instruments and methodologies to measure impact ..................................................................8 3. Theme Two: Factors that influence women’s access to decision-making positions —views from public administration, the judiciary and the private sector................................................................. 9 3.1. Representation of women in the public sector.........................................................................10 3.2. Representation of women in the judiciary...............................................................................12 3.2. Representation of women in the private sector .......................................................................13 4. Theme Three: Factors that influence women’s access to decision-making positions —views from civil society, trade unions, professional associations, academia,...
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...standardised strategies it uses throughout the rest of the world. Several of the changed strategies are central to the business concept of IKEA. Research limitations/implications – The present paper shows the challenges for a standardised marketing concept and its implications. Originality/value – The paper provides, in the context of the standardisation and adaptation of marketing activities, a more nuanced and up-to-date picture of the strategies used by IKEA compared to previous studies. Keywords Retail management, Marketing strategy, Standardization, China Paper type Research paper 1. Introduction Retail internationalisation is not a new topic. Rather, it is one of the most discussed topics in retailing in the last ten to 20 years. The themes on these topics have...
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...The current issue and full text archive of this journal is available at www.emeraldinsight.com/0951-3574.htm AAAJ 21,2 Strategic management accounting: how far have we come in 25 years? Kim Langfield-Smith Monash University, Melbourne, Australia Abstract Purpose – The purpose of this paper is to provide a review of the origins of strategic management accounting and to assess the extent of adoption and “success” of strategic management accounting (SMA). Design/methodology/approach – Empirical papers which have directly researched SMA and prior review papers of the adoption and implementation of SMA or SMA techniques are reviewed. As well as assessing the extent of adoption of SMA and the reasons underlying an apparent low adoption rate, the role of accountants in adopting and implementing SMA is considered. Finally, the success or otherwise of SMA is discussed. Findings – SMA or SMA techniques have not been adopted widely, nor is the term SMA widely understood or used. However, aspects of SMA have had an impact, influencing the thinking and language of business, and the way in which we undertake various business processes. These issues cut across the wider domain of management, and are not just the province of management accountants. Research limitations/implications – There is limited value in conducting future surveys of the adoption and implementation of SMA or SMA techniques. Rather, the focus should be on how SMA-inspired techniques and processes diffuse into general...
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...Working Paper No. 201 Determinants of Competitiveness of the Indian Auto Industry Badri Narayanan G. Pankaj Vashisht January 2008 INDIAN COUNCIL FOR RESEARCH ON INTERNATIONAL ECONOMIC RELATIONS Contents Foreword............................................................................................................................. i Executive Summary .......................................................................................................... ii 1. Literature Review ..................................................................................................... 1 1.1 Introduction......................................................................................................... 1 1.2 Literature Review................................................................................................ 2 1.2.1 Global Comparisons ................................................................................... 3 1.2.2 Policy Environment and Evolution of Indian Auto Industry....................... 4 1.2.3 Productivity................................................................................................. 7 1.2.4 Aspects Related to Supply Chain and Industrial Structure......................... 7 1.2.5 Technology and Other Aspects ................................................................. 10 1.3 Contributions of the Study ................................................................................ 13 Supply Side Features of...
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...Industrial Strategy: government and industry in partnership Driving success – a strategy for growth and sustainability in the UK automotive sector July 2013 Contents | 3 Contents Foreword Executive summary Challenges and opportunities Investing in innovation and technology Enhancing supply chain competitiveness and growth Investing in people – ensuring the right skills A business environment that enables a competitive automotive industry 1 The UK automotive industry Overview of the sector Competitiveness – a high productivity sector Enhancing UK competitiveness: strengths and weaknesses Vision for the UK automotive sector Investing in innovation and technology Success through collaboration Developing more detailed technology roadmaps Maintaining the UK’s strength in propulsion systems Hydrogen and fuel cells Enhanced links with motorsport Enhancing collaboration with the research base Better engagement with EU funding Delivering intelligent mobility Future technologies Enhancing supply chain competitiveness and growth Key challenges for the supply chain Quantifying and capitalising on the business opportunity for the UK supply chain Improving long-term supply chain competitiveness Encouraging inward investment in the UK supply chain and creating export opportunities Access to finance Innovative processes for premium manufacturers 3 5 6 6 7 8 8 9 9 10 12 16 18 21 24 26 31 31 32 32 32 33 34 37 38 40 44 47 48 2 3 4 | Driving success – a strategy for growth...
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...Role and Importance of BRICS Bank Sudhakar Singh PGPSM 2015 National Institute of Securities Market The ‘BRICs’ acronym, in its most common usage, derives from a report to investors by Goldman Sachs’ analyst Jim O’Neill, signaling the new dynamic that four large countries; Brazil, Russia, India and China, were bringing to the global economy at the beginning of the new millennium. A conclusion advanced in the Goldman Sachs report was that the BRICs should be included in the G7 as their macroeconomic significance increased in the decade to come. From a global investment angle, the world has moved on from there to a wider set of dynamic emerging countries, including a number of fast-growing African nations, as more developing countries find their own way to catch up on growth, resisting world recessionary tendencies (O’Neill 2001 2011). The investor’s world of emerging markets has thus expanded beyond the BRICs, even as questions are raised about the sustainability of growth in the BRICs themselves, with their structural and political challenges and their vulnerability to the uncertainties of global monetary developments. (http://mobile.opendocs.ids.ac.uk/opendocs/handle/123456789/3599#.VemUOn2MgQ0) The grouping was originally known as "BRIC" before the inclusion of South Africa in 2010. The BRICS members are all developing or newly industrialised countries, but they are distinguished by their large, fast-growing economies and significant influence on regional and...
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...lay_man Says @Cricaddict- By this point you mean that average age of population is less than 22 years or there is some typo mistake? Sorry to barge in but i could not understand this line Yes avg age of population, for yemen - 17.9, syria - 21.5, egypt - 22 or 23 yrs.. in general a very young population and umemployed, so frustration and anger.. thats why the uproar.. @layman updated.. S.P. Jain Institute of Management & Research PGDM Finance Class of 2014 | CAT'11 - 99.04%le QuoteReply. Like . Share 3 cricaddict Reply #22 03:44 PM, 10 Mar '12 Limits of Foreign Direct Investment in various sectors in India :: Non-Banking Financial Com-panies (NBFC) : 100% Petroleum Refining (Private Sector) : 100% Petroleum Product Marketing : 100% Oil Exploration : 100% Petroleum Product Pipelines : 100% Housing and Real Estate : 100% Power : 100% Drugs & Pharmaceuticals : 100% Road, Highways, Ports and harbours : 100% Hotel & Tourism : 100% Electricity : 100% Pharmaceuticals : 100% Transportation infrastructure : 100% Tourism : 100% Mass transit : 100% Pollution control : 100% Mining (Mining of gold and silver and minerals other than diamonds and precious stones) : 100% Advertising : 100% Films : 100% Mass Rapid Transport Systems : 100% Pollution Control & Management : 100% Special Economic Zones : 100% Air Transport Services (Domestic Airlines) : 100% for NRIs 49% for Others Single Brand...
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