...Meetings, incentives, conferences, and exhibitions (MICE, with the “E” sometimes referring to events[1] and the “C” sometimes referring to conventions) is a type of tourism in which large groups, usually planned well in advance, are brought together for a particular purpose. Recently, there has been an industry trend towards using the term 'meetings industry' to avoid confusion from the acronym.[2] Other industry educators are recommending the use of "events industry" to be an umbrella term for the vast scope of the meeting and events profession. Most components of MICE are well understood, perhaps with the exception of incentives. Incentive tourism is usually undertaken as a type of employee reward by a company or institution for targets met or exceeded, or a job well done. Unlike the other types of MICE tourism, incentive tourism is usually conducted purely for entertainment, rather than professional or education purposes.[3] MICE tourism usually includes a well-planned agenda centered around a theme or topic, such as profession trade organization, a special interest group or an education topic. Such tourism is often a specialized area with its own exhibition (e.g., IMEX,[4] EIBTM,[5] GIBTM,[6] AIBTM,[7] CIBTM.[8] and AIME[9]) and practices MICE industry in Asia Over the past few years, there has been a trend of growing numbers of international conventions held in Asia. ICCA reports the Asia-Pacific region to have held 1,879 conventions in 2011.[11] Singapore is...
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...cockpit, with no traditional dials, and implemented a host of other technological advancements. – He was no stranger to pushing the tech envelope – Became president and CEO of Ford, in Sept 2006. 68 years old – 2006 Ford was on the brink of bankruptcy. Posting its the biggest annual loss in its 103-year history—$12.7 billion – When he entered company Ford exhibited the following based on the diagnostic Performance and Behaviour Model o Unattended Environment ( disconnected with industry trends, projections, lacked customer insight o Unclear Direction ( bec. Out of touch with dynamic car industry environment o Fragmented Operational Activities o Dysfunctional Behaviour ( Dysfunctional Work Culture) – His challenge was to find FORD’s competitive advantage (ability to outperform competitors or other organizations that provide similar goods and services) in the continuously changing global information environment....
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...USA TODAY – INNOVATION IN AN EVOLVING INDUSTRY: INDIVIDUAL CASE STUDY Victoria Hill USA TODAY – INNOVATION IN AN EVOLVING INDUSTRY: INDIVIDUAL CASE STUDY Victoria Hill Table of Contents 1. Executive Summary ............................................................................................................................. 3 2. Identification of the Problem ............................................................................................................... 3 3. SWOT Analysis..................................................................................................................................... 4 3. 1. Strengths ..................................................................................................................................... 4 Strength 1. Highly innovative newspaper company that has been a leader in news development .... 4 Strength 2 – Gannett is currently the largest newspaper distributor in terms of circulation ............. 4 Strength 3 – Strong portfolio with multiple Brand Extensions and Partnerships ............................... 4 Strength 4 – Excellent presence and distribution in the digital environment .................................... 4 3.2. Weaknesses .................................................................................................................................. 6 Weakness 1 – Relatively small amount of digital subscribers ....................................................
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...VoIP in Europe Western European fixed telecoms: market sizings and forecasts 2004–13 Wireless broadband forecasts for 2008–2015: HSPA, HSPA+, EV-DO, LTE and WiMAX Mobile social networking: strategies and case studies Strategies for mobile broadband pricing and packaging Mobile proximity payments: scenarios for market development iPhone shows the way for mobile TV Critical ingredients of mobile TV: femtocells and sideloading Mobile media and entertainment in Western Europe: value chains and business models The business case for picocells and femtocells in the enterprise market Femtocells in the consumer market: business case and marketing plan The mobile advertising and marketing revolution The Central and Eastern European mobile market: trends and forecasts 2007–12 Seizing the opportunities from enterprise mobility Telecoms Software Analysys Mason Telecoms Software online market intelligence service Billing and customer care market review Next-generation IP service assurance outlook...
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...Services ………………………………………………………………………………..4 Mission ………………………………………………………………………………………………..5 Objectives ……………………………………………………………………………………….……5 Corporate Strategy ……………………………………………………………………….…………6 Policies ………………………………………………………………………………….……………9 Diversity ……………………………………………………………………………..….………….9 Equal Opportunity Employer ……………………………………………………….….……….10 Ethical Standards/code of conduct ………………………………………………….….….……10 Suppliers ……………………………………………………………………………………………11 Strategic Management & Board…………………………………………………………………13 Corporate Governance……………………………………………………………………………15 Board of Directors…………………………………………………………………………………17 Global Footwear Industry ………………………………………………………………………28 Family Clothing Stores …………………………………………………………………………30 Porter’s Five Forces………………………………………………………………………………33 Industry Overview…………………………………………………………………………………40 Organization Structure …………………………………………………………………………48 Financials …………………………………………………………………………………………49 Financial Ratios …………………………………………………………………………………58 Altman’s Z-Score …………………………………………………………………………………71 Tobin’s Q……………………………………………………………………………………………72 DuPont Analysis …………………………………………………………………………………73 SWOT Analysis ……………………………………………………………………………………77 Market Share ………………………………………………………………………………………80 Focal Points for Action …………………………………………………………………………83 TOWS Matrix………………………………………………………………………………………83 Boston Consulting Group Matrix ………………………………………………………………84 Rumelt’s Criteria …………………………………………………………………………………85 ...
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...ENGLISH 3 Script of a Business Meeting Mark John Kenneth C. Gavin AE3DA Mr. Alex Cabales English 3 CABOT MICROELECTRONICS CORPORATION ANNUAL MEETING OF STOCKHOLDERS TUESDAY, MARCH 4, 2014 8:00 A.M. THE CHAIRMAN OF THE MEETING – Eren Jeager THE SECRETARY – Mikasa Ackerman JEAGER: Good morning, I’m Eren Jeager, Chairman of the Board, President and Chief Executive Officer of Cabot Microelectronics Corporation, and I’m pleased to welcome you to our Annual Meeting of Stockholders. The script of our Annual Meeting will be available following the meeting through our website at www.cabotcmp.com. I would like to remind all of you that our conversation today may include statements that constitute forward looking statements. Such statements involve a number of risks, uncertainties and other factors that could cause actual results to differ materially from these forward looking statements, and we assume no obligation to update them. Mikasa Ackerman, the General Counsel and Secretary of our Company, will act as Secretary of the Meeting. First, I would like to emphasize our appreciation for our Board of Directors and the advice and guidance provided to our company. I would like to acknowledge the members of our Board of Directors, the following of whom are with us today in person: Bob Birgeneau, Jack Frazee, Larry Fuller, Rick Hill, Barb Klein, Ted Mooney, Steve Wilkinson, and Bailing Xia. The first order of business for our annual meeting is to organize...
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...UNIVERSITY OF NAIROBI SCHOOL OF BUSINESS MASTER OF BUSINESS ADMINISTRATION TERM PAPER TOPIC: ISSUES IN GLOBAL BUSINESS MANAGEMENT DSM 602: By DR. YABS NGETICH MONICAH D61/69197/2013 INTRODUCTION The scope of strategic business issues faced by companies and organizations striving to operate and be successful internationally has widened due to an increasingly broad geographic scope and the increasing complexity of technology. Strategic issues arise not only through the formal, periodic strategic planning processes in companies but also can, and quite often do arise unpredictably due to new insights, unexpected advances in technology or competitive activities in the market place. All companies have their way of identifying and dealing with these being their most critical strategic questions. However, theprocess of managing emerging strategic issues is typically non-structured, not necessarily optimally suited to enable the effective identification of the most critical questions and the appropriate allocation of top management attention and corporate intelligence support to answer the identified strategic questions. Despite the past research during 1960s, 1970s, and 1980s into the domain of strategic issues (SI), strategic issue management (SIM), and strategic issue management systems (SIMS) there is a scarcity applicable approaches for firms to use in improving their attention focus and distribution in strategic issue management processes. The underpinnings of strategic management...
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...Case Study #1: Canada in the Global Business Environment Canada: A trading nation? You are preparing for a top-level meeting between the Minister of International Trade, the Minister of Foreign Affairs, and senior business executives representing several multinational corporations as well as a large group of small- and medium-size enterprises. The objective of the meeting is to discuss Canada’s strategy in responding to the changing global business environment. Expectations are high since everyone wishes to move beyond political pronouncements and joint statements, to specific strategies and actions. The Trade Canada Summit is raising expectations and all are committed to motivating a call to action across major stakeholders engaged in international commerce. While Canadians like to refer to the country as a “trading nation”—partly because of history and partly because of the large impact of trade on the Canadian economy today, leading practitioners and senior officials recognize several truths: • Canadian trade is highly concentrated in import/export activities with the United States • Certain industry sectors such as automotive and resource-based businesses account for a disproportionately large amount of Canada’s trade • Intra-company trade—transfers of resources between affiliated companies—is an important part of Canada’s “export” business The hard reality being confronted, and one which serves as a critical backdrop for this meeting, is the realization that by...
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...Canada: A trading nation? You are preparing for a top-level meeting between the Minister of International Trade, the Minister of Foreign Affairs, and senior business executives representing several multinational corporations as well as a large group of small- and medium-size enterprises. The objective of the meeting is to discuss Canada’s strategy in responding to the changing global business environment. Expectations are high since everyone wishes to move beyond political pronouncements and joint statements, to specific strategies and actions. The Trade Canada Summit is raising expectations and all are committed to motivating a call to action across major stakeholders engaged in international commerce. While Canadians like to refer to the country as a “trading nation”—partly because of history and partly because of the large impact of trade on the Canadian economy today, leading practitioners and senior officials recognize several truths: Your role Canadian trade is highly concentrated in import/export activities with the United States Certain industry sectors such as automotive and resource-based businesses account for a disproportionately large amount of Canada’s trade Intra-company trade—transfers of resources between affiliated companies—is an important part of Canada’s “export” business The hard reality being confronted, and one which serves as a critical backdrop for this meeting, is the realization that by current standards, Canada does NOT qualify...
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...people for their work, they also ensure that they are trustworthy and responsible; they have more than 300 branches situated in major towns and cities nationwide to serve you. They want to be the leading courier company meeting the daily needs of the mailing public and build sustainable competitive strengths and gain leading position in the industry. 5. What trend suggesting future change in economics and technical characteristics are apparent? Megatrends. This includes major high-level, non- sector specific, global trends affecting the evolution of manufacturing around the world. These “megatrends” are recognized as critical drivers in many countries, shaping future manufacturing challenges and opportunities. They include phenomena affecting industrial activity at the global and national levels: the increasingly complex and globalized nature of manufacturing; the drastic reduction in manufacturing timescales and associated acceleration of technological innovation; and the growing need for sustainable, resource efficient production. Enablers of future manufacturing competitiveness. Describes qualities and characteristics that, according to many of the exercises analysed, will trigger industrial development in the face of the above- described global trends and drivers. These are attributes that will need to develop and sustain in order to remain competitive in the future. Some of the most evident qualities and characteristics that will be increasingly necessary in the future...
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...Running head: GAP ANALYSIS: GLOBAL COMMUNICATIONS Gap Analysis: Global Communications University of Phoenix MMPBL/500 David Rollins May 17, 2010 In the last three years Global Communications has faced declining stock prices that have shaken stockholder confidence in the company. Increased competition from the cable industry and their inability to update systems and processes with new technology and contributed to their decline. Global Communications must identify future trends and threats if they want to increase market share and gain a competitive advantage. Gap Analysis: Global Communications In response to the external threats from competitors Global Communication has re-evaluated their current business model and has embarked on a new strategic plan. Whereas this new course may lead them to regain market share they failed to recognize the value of their long term workforce. Global Communications has to take action and respond to the external threats in the telecommunications industry if they are to remain competitive. Whereas these changes may bring success they are full of challenges. Examples of these challenges include implementing the new strategies so they succeed in improving the company’s current position in the telecommunication industry and effectively deal with pending litigation from the Union who strictly opposes the outsourcing of call centers to Ireland and India as this will contribute to laying off employees in the United States. The corporate...
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...DRIVING OUR FUTURE: THE TOP 11 INCENTIVE TRENDS FOR 2011 INTRODUCTION The incentive industry has seen extraordinary changes since the 1980s when: A small number of major incentive companies dominated the field; The emphasis was on sales incentives; Sales were made solely on the basis of relationships; Incentive companies had gross margins approaching 50 percent. Today, hundreds of smaller players offer a wide variety of incentive solutions. The focus is on much more than just the sales programs due to the number of studies that show the power of incentives to drive employee engagement and customer loyalty. The concept of Corporate Social Responsibility has emerged as a significant element for many programs. Competition and the economy have narrowed the once generous margins for incentive companies. Recent research by the Incentive Research Foundation (IRF) and others, pulse studies and Delphi panels offer some pragmatic insights about where the reward for performance industry has been and where it is heading. As the IRF looked toward 2011 and beyond, it analyzed existing research, scanned incentive industry and business publications, and sought input from industry leaders. This effort yielded the following “11 trends for 2011”. Upon closer examination, the eleven trends can be grouped into four major categories: Economy (1, 2, 3) Government (4) Motivation (5, 6, 7, 8) Technology (9, 10, 11) As you review these trends, the IRF hopes you will analyze how they...
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...Global Human Capital Trends 2014 Engaging the 21st-century workforce A report by Deloitte Consulting LLP and Bersin by Deloitte Contents Introduction | 2 | 7 Global Human Capital Trends 2014 survey: Top 10 findings Lead and develop Leaders at all levels | 25 | 35 | | 45 55 Corporate learning redefined Performance management is broken The quest for workforce capability Attract and engage Talent acquisition revisited Beyond retention | 75 | | 87 97 | 65 From diversity to inclusion The overwhelmed employee Transform and reinvent The reskilled HR team | 107 | 117 Talent analytics in practice Race to the cloud | 127 The global and local HR function Editors | 145 | 146 | | 137 Acknowledgements Global Human Capital leaders Human Capital country leaders 147 | 148 Global Human Capital Trends 2014: Engaging the 21st-century workforce Introduction Engaging the 21st-century workforce S we begin 2014, global organizations have left the recession in the rear-view mirror and are positioning themselves aggressively for growth. Sluggishness has given way to expansion. Retrenchment has been replaced by investment. The need for caution has been superseded by the need to take action. Yet as the economic recovery takes hold, businesses realize that the workforce today has changed. Skills are scarce, workers have high expectations, and Millennials are now in charge. Enter the 21st-century workforce. The 21st-century workforce is global, highly...
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...The Pharmaceutical Industry 1. Origins and Evolution The modern pharmaceutical industry is a highly competitive non-assembled1 global industry. Its origins can be traced back to the nascent chemical industry of the late nineteenth century in the Upper Rhine Valley near Basel, Switzerland when dyestuffs were found to have antiseptic properties. A host of modern pharmaceutical companies all started out as Rhine-based family dyestuff and chemical companies e.g. Hoffman-La Roche, Sandoz, Ciba-Geigy (the product of a merger between Ciba and Geigy), Novartis2 etc. Most are still going strong today3. Over time many of these chemical companies moved into the production of pharmaceuticals and other synthetic chemicals and they gradually evolved into global players. The introduction and success of penicillin in the early forties and the relative success of other innovative drugs, institutionalized research and development (R&D) efforts in the industry 4. The industry expanded rapidly in the sixties, benefiting from new discoveries and a lax regulatory environment. During this period healthcare spending boomed as global economies prospered. The industry witnessed major developments in the seventies with the introduction of tighter regulatory controls, especially with the introduction of regulations governing the manufacture of ‘generics’5. The new regulations revoked permanent patents and established fixed periods on patent protection for branded products, a result of...
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...THE TRENDS AND DEVELOPMENT OF TOURISM WORLD WIDE SUSTAINBALE TOURISM – A PRELUDE: Tourism is one of the fastest growing sectors of the global economy. The developing countries are attempting to cash in on this expanding industry with the objective to boost their foreign investment and financial reserves. The uncontrolled growth of this industry can result in serious environmental and social problems. Organizations like the United Nations contend that such negative effects can be controlled and reduced. With the basic tenet that ‘TOURISM NEEDS TO BE MORE SUSTAINABLE', the world body ( WTO- world trade organization) organized a meeting with the UN Commission on Sustainable Development. This meeting aimed at bringing together national and local governments, the tourism industry, trade unions and activist groups to articulate the principles and the road map for the goal of sustainable tourism, which is popularly known as Ecotourism. OPPORTUNITIES ON THE WALL: If we consider the International travel statistics, it is clear that in 1950, from a 25 million tourists, it grew to a billion by 2012. 1 billion international tourists traveling the world in a single year. Around 5 billion more traveled domestically within their own countries. These tourists generated over US$ 1 trillion in exports for the countries they visited, which is close to 6% of the world’s exports of goods and services, and 30% of exports if we consider services alone. One in every 12 jobs worldwide...
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