Ethical Strategy Review of Cisco Systems ethical strategy, what they say, what they do, and how it impacts their stakeholders. 2010 Contents Introduction 3 Background Information 3 Cisco’s Ethical Strategy 6 Stated Ethical Strategy 6 Stakeholder Analysis 9 Employees 9 Customers 13 Government 15 Suppliers 17 Shareholders 18 Communities 20 Institutionalization of Ethics 21 Explicit Components 21 Implicit Components 22 Corporate Environmental Management 23 Environmental
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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
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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
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Customer Service in Robi EXECUTIVE SUMMARY: This report is prepared on the basis of my three-month practical experience at RobiAxiata Limited. This internship program helped me to learn about the practical scenario of a Telecommunication Company. RobiAxiata Limited is a dynamic and leading countrywide GSM communication solution provider. It is a joint venture company between Axiata Group Berhad, Malaysia and NTT DOCOMO INC, Japan. RobiAxiata Limited, formerly known as Telecom
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CORPORATE FINANCE T H IRD E DIT ION JONATHAN BERK STANFORD UNIVERSITY PETER D E MARZO STANFORD UNIVERSITY Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo To Rebecca, Natasha, and Hannah, for the love and for being there —J. B. To Kaui, Pono, Koa, and Kai, for all the love and laughter —P. D. Editor in Chief:
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CORPORATE FINANCE T H IRD E DIT ION JONATHAN BERK STANFORD UNIVERSITY PETER D E MARZO STANFORD UNIVERSITY Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo To Rebecca, Natasha, and Hannah, for the love and for being there —J. B. To Kaui, Pono, Koa, and Kai, for all the love and laughter —P. D. Editor in Chief:
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SBFZ ICT PROFILE (For Updating) SUBIC BAY FREEPORT ZONE: ICT HUB LOCATION PROFILE Page 1 SITUATIONAL ANALYSIS (INTERNAL LANDSCAPE) ANALYSIS: CURRENT PRODUCT - SUBIC BAY SPECIAL ECONOMIC AND FREEPORT ZONE Product Features, Benefits, and Appeals Subic Bay Freeport Zone (SBFZ) has a total area of 67, 452 hectares both land and water (water area has a total of 12,350 hectares and a land area of 55, 102 hectares as defined by Proclamation No. 532 of the Subic Special Economic and Freeport
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Project Management Toolkit Mel Schnapper, Ph.D. Steven Rollins, PMP J. Ross Publishing; All Rights Reserved Copyright ©2006 by J. Ross Publishing, Inc. ISBN 1-932159-25-8 Printed and bound in the U.S.A. Printed on acid-free paper 10 9 8 7 6 5 4 3 2 1 Library of Congress Cataloging-in-Publication Data Schnapper, Melvin. Value-based metrics for improving results : an enterprise project management toolkit / by Mel Schnapper, Steven Rollins. p. cm. Includes index. ISBN 1-932159-25-8 (hardcover
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stock prices 685–686 Pricing options 686–689, 691–693 Investing for college 732 Bond investment 733 HUMAN RESOURCES AND HEALTH CARE Fighting HIV/AIDS 23–24 DEA in the hospital industry 184–189 Salesforce allocation problems 454–456 Assigning MBA students to teams 462 Selecting a job 484–492 Selecting a health care plan 519–521 Drug testing for athletes 535–538, 539–542 MARKETING Determining an advertising schedule 133–141, 373–376, 465–471, 480–483 Estimating an advertising response
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Liquor industry break-up Imported 3% Beer 13% Indian-made foreign liquor (IMFL) industry break-up Rum 20% Beer industry break-up Premium 1% Country liquor 48% Brandy 16% IMFL 36% Whisky 59% Standard 45% Strong 54% White spirits 5% Per-capita consumption: IMFL (ltr/p.a./person) 120 100 80 Per-capita consumption: beer (ltr/p.a./person) 140 120 80 Market share: IMFL and country liquor (%) 100 100 80 60 40 20 0 Brazil South Africa Hong Kong Philippines Indonesia
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