...in Physics and English from India and during the course of my graduation, and have also studied various art mediums to explore creative talents. I have decided to combine those strengths and interests into my career path. Now that graduation is closer it is time to formulate and begin executing a plan for the next 5 to 10 years of my life. INTRODUCTION During my education and my career as a high school teacher, I have learnt that leadership is a critical management skill and an ability to motivate a group of people toward a common goal. These items help to develop a person’s skills as a leader. Personal Development Planning is useful in this regard as it is a structured and supported process undertaken by an individual to reflect upon their own learning, performance and/or achievement and to plan for their personal, educational and career development. The benefits of PDP are numerous. PDP processes are designed to improve the capacity of individuals to understand what and how they are learning, and to review, plan and take responsibility for their own learning. PDP processes have helped me to integrate my personal and academic development and improve my capacity to plan my academic programs, in being more effective in monitoring and reviewing my progress, in recognizing my own strengths and weaknesses. I have learnt to identify opportunities for learning and personal development outside the curriculum, it prepared me for...
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...HISTORY OF MANAGEMENT PAPER “Organization Culture and Environment” Innovat Rachmana 15311167 Management IP Faculty of Economic Islamic University of Indonesia Yogyakarta, 2015 PREFACE Firstly all praise to Allah and peace be upon to our prophet Muhammad SAW. Thank to the abundance of his mercy. Finally I have finished this paper with the title “Organizational Culture and Environment” that hopefully can be useful for those who want to learn about organizational culture and environment and can contribute something for my grades, and to accomplish my task. In the preparation of this assignment there were a lot of obstacles that hampered me to complete this paper and make this paper is far from perfection. But after all, at least I hope this paper can be useful. This paper is made in order to explain to the readers about the meaning of organizational culture and environment, why organizational culture is needed, macro and micro environment, etc May this paper can fulfill the readers’ curiosity and can give a knowledge contribution especially the students in Islamic University of Indonesia. Innovat Rachmana WHAT IS ORGANIZATIONAL CULTURE? There seems to be a wide agreement that the meaning of organizational culture is a system of shared assumptions, values, and beliefs, which governs how people behave in organizations or a system of shared meaning held by the members that distinguishes the organization from other organizations. This system of shared meaning is, on closer examination...
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...pages. An integral part of the class will be the application of what you have learned throughout the program in an independent final project on your firm. Week One (Jan 12 & 13) Concepts S1-Friday: Intro and Amgen Case S2-Saturday: Jeffrey Immelt Case Week Two (Jan 26 & 27) S3-Friday: IBP Case S4-Saturday Copeland-Bain Case Week Three (Feb 9 & 10) S5-Friday: Millennium (A) Case S6-Saturday: Wendy Simpson Case Week Four (Feb 23 & 24) S7-Friday: Masco & Household Furnishings Cases S8-Saturday: Cisco & Grand Junction Cases Week Five (Mar 9 & 10) S9-Friday: Cross-cultural simulation S10-Saturday: Dennis Hightower Case Grading: 55% Group Case Projects, 30% Individual written project, 15% Contribution. Text: Carpenter & Sanders. 2007. Strategic Management: A Dynamic Perspective + Cases. Data Sheet |Date |Cases |In Packet? | |Jan 12 |Amgen: Planning the Unplannable (HBS 9-492-052) |Yes...
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...© Business Studies Online: Slide 2 Growth Growth Some see this as necessary to survive Others believe that “big is beautiful” Many managers will receive more money if the business is bigger There are dangers of becoming too big – i.e. staff may feel like “a small cog in a big machine” Additionally some firms grow too quickly, e.g.: © Business Studies Online: Slide 3 Firms With Growth Objectives Objectives Worlds Fastest Growing Companies (10 Years) Rank Company 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 Campbell Soup Micron Technology EMC Cisco Systems Tellabs Avery Dennison Dell Computer Oracle SCI Systems Applied Materials Charles Schwab Best Buy Microsoft Amgen ADC Telecommunications Merrill Lynch 500 Revenues Rank 287 248 216 107 479 428 48 184 230 196 260 156 79 455 486 25 1990 2000 % Annual Growth in EPS 71.5 69.6 59.3 59.1 52.0 49.8 49.5 47.7 47.5 44.0 43.7 39.7 38.6 36.7 35.5 35.4 © Business Studies Online: Slide 4 Profit Profit Most organisations seek to make a profit, unless of course they are nonprofit making (ie...
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...Chapter 13: Entry Strategy and Strategic Alliances TECHNICO Chose wholly owned subsidiary (agribusiness) 1. Enter into china … not prepared to let chinese counterparts exploit their technology 2. Avoiding technical and licensing agreement 3. No risk in allowing co to use licensing strategy and not using it well | Basic Entry Decisions OLI a) Location b) Ownership specific advantage c) internalisation-specific attributes (entry modes) 1) Which foreign markets? * Assessment of nations long run profit potential * Assess overall attractiveness of model * Suitability of product to that region * Nature of indigenous competitors 2) Timing of entry * Consider first mover advantages a) ability to pre-empt rivals and capture demand by establishing strong brand name b) ability to build sales volume before other entrants cost savings allow you to further cut your costs c) create switching costs that tie customers into products * first mover disadvantages a) pioneering costs: costs that firms have to bear that late entrants can avoid… eg cost of business failure b) research shows that higher probability of survival of an international business after several firms done so c) costs of promoting and marketing the product in a new market 3) scale of entry and strategic commitments * entering market on large scale involve commitment of significant resources; also provides rapid entry...
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...The Hard Side of Change Management LEADERSHIP THE HARD SIDE OF CHANGE MANAGEMENT BY HAROLD L. SIRKIN, PERRY KEENAN, AND ALAN JACKSON FROM THE OCTOBER 2005 ISSUE 1 W $8.95 HEN FRENCH NOVELIST JEAN-BAPTISTE ALPHONSE KARR WROTE “PLUS ÇA CHANGE, PLUS C’EST LA MÊME CHOSE,” HE COULD HAVE BEEN PENNING AN EPIGRAM ABOUT CHANGE MANAGEMENT. FOR OVER THREE DECADES, ACADEMICS, MANAGERS, AND CONSULTANTS, REALIZING THAT TRANSFORMING ORGANIZATIONS IS DIFFICULT, HAVE DISSECTED THE SUBJECT. THEY’VE SUNG THE PRAISES OF LEADERS WHO COMMUNICATE VISION AND WALK THE TALK IN ORDER TO MAKE CHANGE EFFORTS SUCCEED. THEY’VE SANCTIFIED THE IMPORTANCE OF CHANGING ORGANIZATIONAL CULTURE AND EMPLOYEES’ ATTITUDES. THEY’VE TEASED OUT THE TENSIONS BETWEEN TOP-DOWN TRANSFORMATION EFFORTS AND PARTICIPATORY APPROACHES TO CHANGE. AND THEY’VE EXHORTED COMPANIES TO LAUNCH CAMPAIGNS THAT APPEAL TO PEOPLE’S HEARTS AND MINDS. STILL, STUDIES SHOW THAT IN MOST ORGANIZATIONS, TWO OUT OF THREE TRANSFORMATION INITIATIVES FAIL. THE MORE THINGS CHANGE, THE MORE THEY STAY THE SAME. MANAGING CHANGE IS TOUGH, BUT PART OF THE PROBLEM IS THAT THERE IS LITTLE AGREEMENT ON WHAT FACTORS MOST INFLUENCE TRANSFORMATION INITIATIVES. ASK FIVE EXECUTIVES TO NAME THE ONE FACTOR CRITICAL FOR THE SUCCESS OF THESE PROGRAMS, AND YOU’LL PROBABLY GET FIVE DIFFERENT ANSWERS. THAT’S BECAUSE EACH MANAGER LOOKS AT AN INITIATIVE FROM HIS OR HER VIEWPOINT AND, BASED ON PERSONAL EXPERIENCE...
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...Executive Summary: Pfizer-Wyeth Merger Deal Overview: On January 25, 2009, Pfizer and Wyeth entered into the merger agreement, pursuant to which, subject to the terms and conditions set forth in the merger agreement, Wyeth will become a wholly-owned subsidiary of Pfizer. Upon completion of the merger, each share of Wyeth common stock issued and outstanding will be converted into the right to receive, subject to adjustment under limited circumstances, a combination of $33.00 in cash, without interest, and 0.985 of a share of Pfizer common stock in a taxable transaction. Pfizer will not issue more than 19.9% of its outstanding common stock at the acquisition date in connection with the merger. The exchange ratio of 0.985 of a share of Pfizer common stock will be adjusted if the exchange ratio would result in Pfizer issuing in excess of 19.9% of its outstanding common stock as a result of the merger Deal Terms Breakdown: Transaction Value Transaction Consideration Purchase price per WYE share $50.19 Existing Cash Used $22,213 32.7% Cash per WYE share $33.00 New Debt $22,500 33.1% PFE stock value per WYE share $17.19 Total Cash $44,713 65.8% PFE shares per WYE share 0.985 Stock Consideration $23,289 34.2% Premium to 1/23/09 WYE price 29.3% Total Consideration $67,303 100.0% Total WYE shares (MM,diluted) 1,341 Total Equity...
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...DECEMBER 21, 2012 CORPORATES RATING METHODOLOGY Global Pharmaceutical Industry Summary This rating methodology explains Moody’s approach to assessing credit risk for companies in the pharmaceutical industry globally. This document is intended to provide general guidance that helps companies, investors, and other interested market participants understand how key qualitative and quantitative risk characteristics are likely to affect rating outcomes for companies in the pharmaceutical industry. This document does not include an exhaustive treatment of all factors that are reflected in Moody’s ratings but should enable the reader to understand the qualitative considerations and financial information and ratios that are usually most important for ratings in this sector. This rating methodology replaces 1 the Global Pharmaceutical Industry Methodology published in October 2009. While reflecting many of the same core principles as the 2009 document, this update provides a more transparent presentation of the rating considerations that are usually most important for companies in this sector and incorporates refinements in our analysis that better reflect key credit fundamentals of the industry. No rating changes will result from publication of this rating methodology. This report includes a detailed rating grid and illustrative mapping examples that compare historical performance on factors in the grid to ratings of companies covered by this methodology. The purpose of the...
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...Journal of Marketing Communications Vol. 15, Nos. 2 – 3, April– July 2009, 139–155 Building strong brands in a modern marketing communications environment Kevin Lane Keller* E.B. Osborn Professor of Marketing, Tuck School of Business, Dartmouth College, 100 Tuck Hall, Hanover, NH 03755, USA To help marketers to build and manage their brands in a dramatically changing marketing communications environment, the customer-based brand equity model that emphasizes the importance of understanding consumer brand knowledge structures is put forth. Specifically, the brand resonance pyramid is reviewed as a means to track how marketing communications can create intense, active loyalty relationships and affect brand equity. According to this model, integrating marketing communications involves mixing and matching different communication options to establish the desired awareness and image in the minds of consumers. The versatility of on-line, interactive marketing communications to marketers in brand building is also addressed. Keywords: customer-based brand equity; brand resonance; brand building; integrated marketing communications; interactive marketing communications Introduction The marketing communications environment has changed enormously from what it was 50, 30 or perhaps even as few as 10 years ago. Technology and the Internet are fundamentally changing the way the world interacts and communicates. At the same time, branding has become a key marketing priority for most companies...
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...High-Technology Acquisitions Final Project -Acquisition Proposal: To Acquire: May 2012 Table of Content Executive Summary I A. Purpose I B. Background I C. The Rational for the Acquisition I D. Standalone, Synergy and Premium Valuations II E. Integration Plan II Part 1 - The Rational of the Acquisition 1 1. Pfizer's Strategy 1 1.1. Pfizer Growth Strategy 2 2. Pfizer's Road Map 4 2.1. Pfizer's Acquisitions Rational 4 3. The strategy behind the acquisition 5 3.1. Acquisition Motives 5 3.2. M&A vs. Alliance 5 4. Target Identification 7 4.1. Protalix - an R&D Acquisition 9 5. Synergy Analysis 10 6. Standalone, Synergy and Premium Valuations 12 6.1. Market Value 12 6.2. Trading and Transaction Multiples Valuations 12 6.3. Discounted Cash Flow (DCF) Valuation 14 6.3.1. DCF Methodology and Assumptions 14 6.3.2. Summary of the Standalone and the Synergy DCF Valuation 15 6.4. Premium 16 6.5. Walk-away Price, Net Value Creation and Financial Feasibility 17 Part 2 - The Integration Plan 18 Bibliography 21 APPENDIXES 22 Appendix 1 - Pfizer's Executive Leadership Team 23 Appendix 2 - Pfizer's Organizational Structure Scheme 24 Appendix 3 - Five Forces Analysis for the Pharmaceutical Industry 25 Appendix 4 - Pfizer's PEST Analysis 27 Appendix 5 - Level of Competition Between the Acquirers & the Uniqueness of the Acquired Company 31 Appendix 6 - Acquisition Motives 33 Appendix 7 - Protalix...
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...Group Case Group #8 The Information Technology Industry MAN4720-011 GLOBAL STRATEGY AND POLICY Fall 2014 CRITICAL CASE ISSUES: (CI #1) INTERNAL ENVIRONMENT: Leadership The change in leadership led to changes in the internal environment and marketing strategies. (CI #2) ECONOMIC: Domestic Market Apple (iOS capable) phones are losing market share to Android capable phones. (CI #3) EXTERNAL ENVIRONMENT: Foreign Markets The Apple Corporation is criticized for manufacture issues and the lack of ability to acquire market share from foreign competitors overseas. (CI #4) SOCIAL ENVIRONMENT: Technological The Apple Corporation constantly faces criticism for various technological and security issues. I. CURRENT SITUATION A. CURRENT PERFORMANCE 2013 was a rough year for the Apple Corporation, closing the fiscal year down 29.1%. Despite the record breaking release of the iPhone 5S and 5C and a total revenue of $170 Billion, up 9.55%, net income was only $37 Billion, down 11.25% from the previous year. The Apple Corporation’s market share in smartphones was only 12.9% and 18% in application downloads. The Apple Corporation controls only a relatively small section of the computer market, but its market share has grown with the decrease in sale of windows machines. B. STRATEGIC POSTURE 1. Mission a. As of 2013: “Apple designs Macs, the best personal computers in the world, along with OS X, iLife, iWork and professional software...
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...The Continuing Evolution of the Pharmaceutical Industry: Career Challenges and Opportunities December 2007 Michael Steiner, CFP®, CPA David H. Bugen, CFP®, MBA Brian Kazanchy, CFP®, CFA, MBA William T. Knox IV, CFP®, CFA, JD Margaret V. Prentice, MBA Lauren Goldfarb Mark P. Hurley Steven E. Cortez Christine L. Boudreaux Benjamin J. Robins Yvonne N. Kanner Shehzad Sippy Adam L. Bartkoski Ana M. Avila RegentAtlantic Capital, LLC Michael Steiner is a Wealth Manager and Principal with RegentAtlantic Capital, LLC, and head of the firm’s Pharmaceutical Executive Services Group (PESG). David H. Bugen is a Wealth Manager and Principal, and Brian Kazanchy is a Wealth Manager. William T. Knox IV is a Wealth Manager and Principal. Margaret V. Prentice is the Chief Marketing Officer and Principal, and Lauren Goldfarb is the Business Development Coordinator. Fiduciary Network, LLC Mark P. Hurley is President and CEO of Fiduciary Network, LLC. Steven E. Cortez is Executive Vice President. Christine L. Boudreaux is Director of Adviser Communications, and Benjamin J. Robins is General Counsel. Yvonne N. Kanner is Executive Vice President and COO, and Shehzad Sippy is a Research Analyst. Adam L. Bartkoski is Director of Adviser Operations and Development, and Ana M. Avila is an Intern. © Copyright Fiduciary Network, LLC, 2007 This material is for your private information, and we are not soliciting any action based upon it. Opinions expressed are our current views only, at the...
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...The Little Book of Valuation Aswath Damodaran Stern School of Business 44 West Fourth Street, 9-‐96 New York, NY 10012 Email: adamodar@stern.nyu.edu Phone: 212-‐998-‐0340 First draft: October 14, 2010 Preface Knowing the value of an asset may not be a prerequisite for investing or a guarantee for success, but it does help us make more informed judgments. For most investors, though, valuing an asset seems to be a task that is far too complex and complicated for their skill sets. Consequently, they either depend upon those that they regard as professionals (equity research analysts, appraisers) for their valuations or ignore value entirely when investing. In this book, I hope to show that valuation, at its core, is simple and that anyone who is willing to spend some time collecting information and analyzing it, can ...
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...COMPANY PROFILE Apple Inc. REFERENCE CODE: 5B0A0C20-9BB6-4284-A575-AC0F2261F45C PUBLICATION DATE: 29 May 2013 www.marketline.com COPYRIGHT MARKETLINE. THIS CONTENT IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED OR DISTRIBUTED. Apple Inc. TABLE OF CONTENTS TABLE OF CONTENTS Company Overview..............................................................................................3 Key Facts...............................................................................................................3 Business Description...........................................................................................4 History...................................................................................................................7 Key Employees...................................................................................................11 Key Employee Biographies................................................................................12 Major Products and Services............................................................................17 Revenue Analysis...............................................................................................18 SWOT Analysis...................................................................................................20 Top Competitors.................................................................................................27 Company View......................................................
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...Technology Ventures From Idea to Enterprise is p r bite ohi d. se The pre na limi ry p s age are p are rep d fo r s ent tud s of D ho r. T ma Any s. yer sB oth e e r us se The pre na limi ry p s age are p are rep d fo r s ent tud s of D ho r. T ma Any s. yer sB oth e e r us is p r bite ohi d. Technology Ventures From Idea to Enterprise d. Thomas H. Byers Stanford University se The pre na limi ry p s age are p a Richard C. Dorf . Thom f Dr University of California, Davis so t den stu r d fo Andrew J. Nelson are rep University of Oregon Any s. yer sB oth e e r us is p r bite ohi TECHNOLOGY VENTURES: FROM IDEA TO ENTERPRISE, THIRD EDITION Published by McGraw-Hill, a business unit of The McGraw-Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY 10020. Copyright @ 2001 by The McGraw-Hill Companies, Inc. All rights reserved. Previous editions © 2008 and 2005. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of The McGraw-Hill Companies, Inc., including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. Some ancillaries, including electronic and print components, may not be available to customers outside the...
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