...also the first Canadian airline to offer live seatback television (CCNMattews, 2005) * 33% of domestic market * Top 100 employees * Friendly workplace * Treat passengers as “guests” * Customer friendly culture * High aircraft utilization. * Holiday package (Jang, 2006) * Employees are owners * Workplace environment is "fun, friendly and caring" (Gerstel, 2011). * Low maintains and training cost. * Increase its share of the Canadian air-travel market. (Gignac, 2006) * More use of man power resources * Focus on cost leadership and bench marketing. * Environment friendly. * Have Boeing 737 jet aircraft continue its growth from 1996 to till today. * MasterCard, joining the AIR MILES Reward Program. (PR Newswire Association LLC Apr 23, 2004)1 WEAKNESS * Intense competition from air Canada * Seasonality * Geographic dispersion * Increased dependence on passenger revenues * Too much dependence on business ravel market segment. * High commission to traveller agents. * Domestic airline * Limited viable expansion in new destination * No exposer in regional and international segments. * Growth obstruction to retain its market position. * Obstruction to retain its position as market leaders. * WestJet ordered to pay compensation for domestic luggage * WestJet liability too low.(Press, 2010) . * The...
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...environment for the following four airlines: AirTran, Delta, WestJet and Air Canada. Introduction The drive for lower operational costs and increased efficiency has forced many companies of the world to turn towards mergers and acquisitions. However, even then when companies realize that cost cuts cannot be born out of “corporate marriages”. Instead a new trend in strategic management emerged to achieve similar objectives - forming alliances. Among the industries, alliances and networking are dominant in the airlines industries with North America securing the leadership position followed by European carriers. Both the Canadian and the US airlines industries account for a market approximately $4.5 billion and $5.5 billion respectively (Factsheet from WestJet Website 2005), offering widespread opportunities for airlines to exploit and explore. Yet one observes many airlines have been filing for bankruptcy protection; others constrained for profit margins; and there are some that are enjoying greatly the benefits of these vast markets. There are a host of reasons macro and micro factors responsible for the diversified operational outcomes of airlines. In the following discussion the researcher offers an overview of the North American airline industries through a macro and micro environmental analysis of the four of the leading airlines in the US and Canada - namely AirTran, Delta, WestJet and Air Canada with the hope to identify the key strategic areas that companies can explore...
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...speculation stock. Macintosh next presented the Mac PC in 1983 amid the Super Bowl. The PCs desktop distributed highlights gave the establishment to future developments that have gotten to be standard for the organization. Today Apple, Inc has more than 33,000 workers and incomes surpassing 42 million dollars. Introduction Macintosh, Inc began from the companionship and shared investments of Steve Wozniak and Steve Jobs. The Two teamed up in the improvement of the "Apple I in the mid 1970s. The Apple I was a venture in front of most PCs of the time offering an utilization of aTV as a showcase framework and a tape interface for recording projects. Product Compact Computers – including Mac items, for example, Mac Book Pro, iMac, MacBook Air, Mac Mini, Xserve Servers – including Xserve, Xsan, MacOS X Ser, MobleMe. Embellishments – including MagicMouse, Keyboard, Led Cinema Display. Wi-fi Based Stations – including Airport Express, Airport Extreme, Time Capsule. Engineer – including Developer Connection, Mac Program, iPhone Program. iPod – including iPod Shuffle, iPod Nano, ipod Classic. iPhone – including iPhone3GS, iPhone3G, iPad. iTunes – including motion pictures, TV shows, book recordings, diversions. Periphal items – including Printers, Storage gadgets, computerized http://www.inquisitr.com/1840283/drive-different-new-report-says-apples-been-working-on-an-electric-car-since-last-year/ Price Mac is a premium brand PC that...
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...Software Products | Revenue | US$ 8.355 billion (2011)[1] | Profit | US$ 2.024 billion (2011)[1] | Total assets | US$ 7.215 billion (2011)[1] | Total equity | US$ 5.499 billion (2011)[1] | Employees | 2,15000 (May 2011)[1] | Parent | Tata Group | Website | TCS.com | | | Tata Consultancy Services Limited (TCS) (BSE: 532540, NSE: TCS) is an Indian IT services, business solutions and outsourcing company headquartered in Mumbai, India. It is the largest provider of information technology in Asia and second largest provider of business process outsourcingservices in India.[2][3] TCS has offices in over 47 countries with more than 142 branches across the globe and is a subsidiary of textiles and manufacturingconglomerate Tata Group. ------------------------------------------------- History It began as the "Tata Computer Centre", for the company Tata Group whose main business was to provide computer services to other group companies. F C Kohli was the first general manager. J. R. D. Tata was the first chairman, followed by Pankaj Roy.[citation needed] One of TCS' first assignments was to provide punched card services to a sister concern, Tata Steel (then TISCO). It later bagged the country's first software project, the Inter-Branch Reconciliation System (IBRS) for the Central Bank of India.[4] It also provided bureau services...
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...Downy®, Iams®, Duracell®, and Braun®. An Interview with Colleen E. Jay Mary Lynn Ferguson-McHugh Teri L. List-Stoll EDITORS’ NOTE Colleen Jay joined Colleen E. Jay P&G in July of 1985 as Brand Assistant, Food & Household Cleaning Products, Canada. For hair care specifically, our focus will From there, she assumed various roles includ- be to continue to deliver winning product ining Assistant Brand Manager, Brand Manager, novations for all major consumer hair needs, Marketing Manager, Marketing Director, General which will win with consumers in every market Manager, and Vice President, and undertook the around the world. role of President of Global Female Beauty in How do you differentiate P&G’s Global 2010 before assuming her current post. Retail Hair Care & Color business from its competitors? Would you provide an overview of the We have built our hair care business by Global Retail Hair Care & Color business for delivering superior products and breakthrough P&G? innovation, brought to life for consumers with Our Hair Care & Color business is number strong marketing across our brands. We have one globally with a portfolio of iconic brands changed the way consumers care for their hair such as Pantene, Head & Shoulders, Wella, with innovations like the first 2-in-1 shampoos Koleston, Clairol Nice n’ Easy, Vidal Sasson, and conditioners or superior...
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...Sher-Wood Hockey Inc. Group Research Project One Global Logistics Management Executive Summary Sher-Wood is one of Canada’s most respected most innovative market and valuable brand in the hockey equipment industry founded in 1949 with its headquarters located in Sherbrooke, Quebec. Sher-Wood Hockey has multiple viable opportunities for reaching new demographics, market expansion, and lowering manufacturing costs for the hockey stick sector of the company. In 2013 Canada cut import tariffs and duties on hockey gear between 2.5% and 18%, this reduction causes the landed costs of importing to decrease. Outsourcing manufacturing also allows for currency hedging contract to be made between Chinese partners and Canada to protect themselves against unexpected changes in currency exchange rates [1]. The only way the firm can keep their hockey sticks at a competitive price point and still make a profit is to engage in outsourcing their manufacturing of hockey sticks to China as mentioned previously. Sher-Wood hockey’s decision to begin full outsource of manufacturing for their hockey sticks in 2011 was an method to maintain their competitiveness in the global hockey stick market, the Standardization Administration allows Sher-Wood Hockey Inc. the ability to lower production costs while still maintaining confidence that their products will be delivered with high quality standard. China is an optimal environment for Sher-Wood to outsource their production efforts to because of...
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...International University in Tashkent Certificate of Foundation Studies Business and its Environment 2010 - 2011 To be completed by the student Student’s ID number | 00001693 | Module name | Business and its Environment | Module code | BUZF320 | Tutor | | Individual assignment | | Group assignment | | Submission deadline | 23.12.2010 | I certify that all material in this coursework which is not my own work has been acknowledged and I am fully aware of the consequences of plagiarism. Signed | For Academic Registrar use only | Company Profile It is incontestable that demand for high-technology increased sharply in last two decades. As the proof of this fact I intend to provide brief information about Panasonic Corporation which is specialized to produce different type of electronics. Product. In XXI century electronics has assumed a dominating role in every field, therefore Panasonic Corporation provides 3 categories of products such as consumer, business and professional, also industrial solution products. Consumer goods include electronics such as mobile phone, home communication, home appliances and batteries. Business and professional products contain office communication, notebook PC, professional AV etc. And the last category, industrial solution...
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...organization in order to improve performance. ‘If a global company is to function successfully, strategies at different levels need to inter-relate.’ 1 ‘An organization’s [human resource management] policies and practices must fit with its strategy in its competitive environment and with the immediate business conditions that it faces.’ 2 ‘The [human resources–business strategy] alignment cannot necessarily be characterized in the logical and sequential way suggested by some writers; rather, the design of an HR system is a complex and iterative process.’ 3 Chapter outline Introduction p.38 Strategic management p.38 Strategic human resource management p.45 Human resource strategy models p.49 Evaluating strategic human resource management and models of human resources strategy p.56 Dimensions of strategic human resource management p.59 International and comparative strategic human resource management p.61 Chapter objectives After studying this chapter, you should be able to: 1. Explain the meaning of strategic management and give an overview of its conceptual framework 2. Describe the three levels of strategy formulation and comment on the links between business strategy and human resource management (HRM) 3. Explain three models of human resources (HR) strategy: control, resource and integrative 4. Comment on the various strategic HRM themes of the HR–performance link: re-engineering, leadership, work-based learning and trade unions 5. Outline some key...
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...of the organization in order to improve performance. ‘If a global company is to function successfully, strategies at different levels need to inter-relate.’ 1 ‘An organization’s [human resource management] policies and practices must fit with its strategy in its competitive environment and with the immediate business conditions that it faces.’ 2 ‘The [human resources–business strategy] alignment cannot necessarily be characterized in the logical and sequential way suggested by some writers; rather, the design of an HR system is a complex and iterative process.’ 3 Chapter outline Introduction p.38 Strategic management p.38 Strategic human resource management p.45 Human resource strategy models p.49 Evaluating strategic human resource management and models of human resources strategy p.56 Dimensions of strategic human resource management p.59 International and comparative strategic human resource management p.61 Chapter objectives After studying this chapter, you should be able to: 1. Explain the meaning of strategic management and give an overview of its conceptual framework 2. Describe the three levels of strategy formulation and comment on the links between business strategy and human resource management (HRM) 3. Explain three models of human resources (HR) strategy: control, resource and integrative 4. Comment on the various strategic HRM themes of the HR–performance link: re-engineering, leadership, work-based learning and trade unions 5. Outline some key aspects of international...
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...continues to thrive on its reputation from this # 1 ranking as well as reap monetary rewards that come with this distinction. Southwest’s commitment to their employees reads: “We are committed to provide our Employees a stable work environment with equal opportunity for learning and personal growth. Creativity and innovation are encouraged for improving the effectiveness of Southwest Airlines. Above all, Employees will be provided the same concern, respect, and caring attitude within the organization that they are expected to share externally with every Southwest Customer” Objectives Strategy The strategy that Southwest Airlines should use in order to continue its success is also based on the “Short-Haul” strategy. The difference is that the strategy must be inter-converted. Southwest can try its best to duplicate its “Short-Haul” strategy globally. For instance, it can do exactly the same business with the same strategy once again. But this time, Southwest has to do it in every part of the world. For instance, Southwest can expand its business in France, Germany, Australia, Russia, China, Japan, Poland, Greece, etc. All Southwest has to do is doing “Short-Haul” business in all the countries. Once the “Short-Haul” strategy has spread to almost all the nations with economic prosperity, Southwest can start its “Long-Haul” strategy. Its global network will be linked like the solid structure of an atom, from Russia to Germany, Germany to France, France to Australia, Australia to China...
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...Assignment Grading Course Name Human Resource Policies and Procedures Student’s Name Professor’s Name [optional] University Introduction Policies outline employee behavior expectations within an organization. HR office distributes a uniform arrangement of principles by which all representatives inside of an association must withstand. The approaches normally cover how and when workers are paid, advantage qualification, organization clothing standard, disciplinary strategies and participation desires. Organizations must have plainly characterized and composed approaches to set work environment gauges that can be reliably authorized. HR policies guarantee that all representatives take after the guidelines, as well as that chiefs reliably implement them. This wipe out prejudicial treatment and show partiality of representatives by obliging that a pre-established chain of disciplinary activities to be followed if an arrangement has been disregarded. All representatives who confer the same or comparable activity must be taught in the same way. Overview of the organization Syntel, Inc. is a U.S. based multinational supplier of coordinated technology and business administrations. Headquartered in Troy, Michigan, Syntel administrations its customers through 17 worldwide advancement focuses on India and the United States. It is a worldwide supplier of Information Technology (IT) and Knowledge Process Outsourcing (KPO) arrangements. Its authors were Bharat Desai, an Indian graduate...
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...Secretary of Defense Corporate Fellows Program FINAL REPORT FEDERAL EXPRESS CORPORATION LtCol Arthur H. Sass, USMC June 2000 Acknowledgments This has been an interesting, exciting, and educational year. The first hand, on-the-job knowledge I received regarding how Corporate America thinks and what private industry companies are doing to posture themselves for the future is simply priceless. The environment is fast-paced, unforgiving, and wide open. Though the Department of Defense (DoD) and Corporate America play by different rules, the concepts I have been exposed to in the areas of supply chain management, global logistics, and the transportation, distribution and information networks within the Federal Express Corporation deserve some attention from DoD. I would first and foremost like to thank my Lord and Savior Jesus Christ for making this opportunity possible. Thanks also to Mr. Larry McMahan for all of the support and the helping hand he provided whenever I needed it. Mrs. Ellen Tedford, Mr. McMahan’s Assistant, is absolutely the best there is. Thanks Ellen for everything, you’re one of a kind. I would also like to extend a special thank you to Mr. Steve Stapleton for keeping me in touch with the executives and doing his best to get me the face time I needed with them. Kudos to Eric Briggs and Janice Bonat--a staff of two that did the work of 20. Your administrative support and the continuous and timely feeding of current events...
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...INT401I/202/0/2013 Tutorial Letter 202/0/2013 Information and Technology Management IV INT401I Year module School of Computing This tutorial letter contains the model answers to assignment 1 & 2, and the Oct/Nov 2013 examination and Jan/Feb 2014 supplementary examination preparation notes. Bar code CONTENTS 1 TUTORIAL MATTER THAT YOU SHOULD HAVE RECEIVED TO DATE .................................. 3 Plagiarism ................................................................................................................................... 3 2 THE MODEL ANSWERS TO ASSIGNMENT 1 ........................................................................... 3 3 THE MODEL ANSWERS TO ASSIGNMENT 2 ........................................................................... 6 4 THE OCT/NOV 2013 EXAMINATION AND JAN/FEB 2014 SUPPLEMENTARY EXAMINATION PREPARATION NOTES ............................................................................................................12 2 INT401I/202 1 TUTORIAL MATTER THAT YOU SHOULD HAVE RECEIVED TO DATE Title Description TUTORIAL LETTER 101/0/2013 Tutorial letter 101 contains important information about your module. VERY important information. TUTORIAL LETTER 201/0/2013 TUTORIAL LETTER 202/0/2013 Tutorial letter 202 contains the model answers to assignment 1 & 2, and the Oct/Nov 2013 examination and Jan/Feb 2014 supplementary examination preparation notes (this tutorial letter). Plagiarism NB: Plagiarism is the act of taking words...
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...Long Range Planning 41 (2008) 378e394 http://www.elsevier.com/locate/lrp Innovation Games: A New Approach to the Competitive Challenge ´ Roger Miller, Xavier Olleros and Luis Molinie Innovation is often perceived as an unmanageable phenomenon. Bets are placed on new products with the hope that a few winners will compensate for the many losers. At best, sophisticated selection procedures impose a certain discipline and provide guidance for containing costly errors. The research that we have conducted yields a more nuanced view. Innovation, we have found, becomes manageable when managers move away from universalistic prescriptions and recognise that different rules and practices apply in different contexts. Our main argument is that both executives and public officials need to learn from the new realities of innovation. Instead of being a uniform process, innovation takes place in seven distinct ‘games’, focusing on market creation, market maintenance and innovator support. Rules for managing innovation are neither generic best practices that can be applied universally, nor narrow industry-specific recipes. Instead, distinct contexts call for specific strategies and rules to create and capture market value. Thus, innovation games are not predetermined sets of rules but leave ample room for creative competition and collaboration. Our approach urges business executives and academics to reassess the validity of conventional approaches, no matter how well established. Managers...
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...S w 908E04 STARS AIR AMBULANCE: AN INFORMATION SYSTEMS CHALLENGE Professors Malcolm C. Munro and Sid Huff 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 © 2008, Ivey Management Services Version: (A) 2008-02-26 In a hangar near Calgary International Airport, three sleek red BK117 helicopters sat waiting to be dispatched to accident sites in southern Alberta. In an adjoining building overlooking a landing strip, dispatch staff quietly monitored multiple screens at a dozen workstations in the Emergency Link Centre. In the pilots’ lounge and surrounding offices, helicopter pilots, nurses and paramedics were on standby 24 hours a day, seven days a week. A myriad of other professionals, including experts in clinical operations, aviation...
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