...largest natural gas and oil exploration and Production Company. The industry was formed in 1959 as a pipeline company and continued to flourish in business until it became an oil production company in 1986. It continuously followed the trend of success up to date. It operates in southern United States, Rocky Mountains region, and Appalachian basin. Further, it is a premier deepwater producer in Mexico, and production in Algeria, Ghana, Alaska, West Africa and some parts of east Africa. According to the 2012 financial report, Anadarko delivered sales of 268 million BOE, which was an increase of 8% from 2011. By the end of 2012, the company had a reserve of 2.56 billion barrels of oil. The company is committed to safe production energy in a way that protects the environment, public health and the communities (Anadarko Petroleum Corporation, 2013). Anadarko was created in 1959 as a wholly owned subsidiary of Panhandle Eastern Pipe Line Company after the discovery of large amounts of natural gas in the Anadarko Basin, thus the company's name. Anadarko spun off from Panhandle Eastern as an independent corporation in 1986 and now has activities in more than a dozen countries. Anadarko’s NAICS code is 211111 and SIC code is 131101. Their stock symbol is APC and their stock price as of October 28th, 2013 is $96.58 per share. B) Current organizational challenges and strategies Anadarko operates in a dynamic and highly competitive market. Unlike in the...
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...Buhari vs Jonathan: Beyond the Election, by Charles Soludo on January 25, 2015 / in Elections 2015, Viewpoint 9:41 am / Comments I need to preface this article with a few clarifications. I have taken a long sabbatical leave from partisan politics, and it is real fun watching the drama from the balcony. Having had my own share of public service (I do not need a job from government), I now devote my time and energy in pursuit of other passions, especially abroad. A few days ago, I read an article in Thisday entitled “Where is Charles Soludo?”, and my answer is that I am still there, only that I have been too busy with extensive international travels to participate in or comment on our national politics and economy. But I occasionally follow events at home. Since the survival and prosperity of Nigeria are at stake, the least some of us (albeit, non-partisan) must do is to engage in public debate. As the elections approach, I owe a duty to share some of my concerns. In September 2010, I wrote a piece entitled “2011 Elections: Let the Real Debate Begin” and published by Thisday. I understand the Federal Executive Council discussed it, and the Minister of Information rained personal attacks on me during the press briefing. I noted more than six newspaper editorials in support of the issues we raised. Beside other issues we raised, our main thesis was that the macro economy was dangerously adrift, with little self-insurance mechanisms (and a prediction that if oil prices fell...
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...of the use of animals. We believe that our considerations and conclusions offer an important clarification of the debate and fulfil the request made by your predecessor, Mike O’Brien, to provide advice on this issue. Secondly, while we conclude that some uses of animals may yield scientific knowledge, we argue that this does not settle the question of justification. We go on to elucidate the full range of factors which must be considered for there to be a rigorous application of the cost-benefit assessment. Thirdly, we also consider how the practice and process of cost-benefit assessment can be enhanced so that it can be, and be seen to be, critical and comprehensive. This includes a discussion of the future use of the severity limit and band labels, as you requested of the APC in your letter of 10 February 2003. It is important that I should stress that our report does not issue in a series of neat recommendations, but in a...
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...increasing rise in electoral violence. The April 2011 elections, which benefitted from the electoral reform efforts of President Yar ‗Adua, and was considered the most credible since the return to democracy also turned out to be the most violent as the country witnessed an orgy of bloodshed after the elections. The 2015 elections were to be held against the background of a prediction about the disintegration of Nigeria against the background of several socio-economic, political and security challenges, including insurgency in the nation‘s North East. The emergence of the All Progressives Congress (APC) as a formidable opposition to the ruling People Democratic Party (PDP) fifteen year rule also added more tension to the charged atmosphere of the elections. The Peace Initiatives which started immediately after the 2011 elections attracted the attention of stakeholders including development partners, non-governmental organisations and eventually the government with the establishment of a National Peace Committee and the signing of the Abuja Peace Accord. This paper will attempt to evaluate the various peace efforts and campaigns for violence free elections by stakeholders and the impact of...
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...!"#$%&'#(")*)"(+$"+$,"-..*$/-(+-0$$ Political Risk Analysis !!! May 2012 ! ! ! ! ! ! ! ! ! !!!!! !!!!! !!!!"#$%&'($!")*+,'&$! !!!!-.($/!0*!-.1! !!!!-.#23#&!4*''#)5! !!!!6&2(2!7185&! !!!!9)&5.&'!:(55&2! TABLE OF CONTENTS I. II. EXECUTIVE SUMMARY (Dommert)......….……………………………………....4 INTRODUCTION...…………………………………………………………………7 A. PROJECT BACKGROUND (Brockman)…………………………..…………………..7 B. SIERRA LEONE (Chu)…………………….………………….…………………......8 C. IHS POLITICAL RISK RATINGS AND RANKING INDEX (Mittal) ……….......……....10 !" III. IV. Choice of IHS Model …………………..………………………...……......12 !!" Model Improvements …………………………………………...………....13 RISK MAP (Mittal, Gupta)………………………….……………………………...14 RISK ASSESSMENT, EVALUATION, & MANAGEMENT.………..…………17 A. POLITICAL RISK (Brockman) ……………………………………………...……..17 i. Introduction ……………………………………………………...….……17 ii. War and External Threats …………………………………...……………..20 !!!" Civil and Labor Unrest ……………………………………………...…......23 !#" Internal Violence ………………………………………………..……...…27 #" Regime Instability ………………………………………………..…...…..29 B. SOCIO-ECONOMIC RISKS ………………….………………………………...…...33 i. Economic Instability (Gupta) ………………………………………….…..33 ii. Energy Vulnerability (Gupta) …………………………………………..….37 iii. Environmental Activism (Mittal)………………………………………...…42 iv. Ethno-Linguistic Factionalism (Mittal)…………………………….……….45 C. COMMERCIAL PETROLEUM RISKS …………...…………………………...………53 i. Constraints on Foreign Oil Company Investment (Chu)……...…………...…53 ii. External Transfer...
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...their treatment of fixed factory overhead. ANS: T PTS: 1 DIF: Difficulty: Easy OBJ: LO: 8-1 NAT: BUSPROG: Analytic STA: AICPA: FN-Measurement | IMA: Performance Measurement | ACBSP: APC-27-Managerial Accounting Features/Costs KEY: Bloom's: Knowledge NOT: 1 min. 2. Inventory costs under variable costing include only direct materials, direct labor, and variable factory overhead. ANS: T PTS: 1 DIF: Difficulty: Easy OBJ: LO: 8-1 NAT: BUSPROG: Analytic STA: AICPA: FN-Measurement | IMA: Cost Management | ACBSP: APC-27-Managerial Accounting Features/Costs KEY: Bloom's: Knowledge NOT: 1 min. 3. Inventory under absorption costing includes only direct materials and direct labor. ANS: F Inventory under absorption costing includes direct materials, direct labor, variable factory overhead, and fixed factory overhead. PTS: 1 DIF: Difficulty: Easy OBJ: LO: 8-1 NAT: BUSPROG: Analytic STA: AICPA: FN-Measurement | IMA: Cost Management | ACBSP: APC-27-Managerial Accounting Features/Costs KEY: Bloom's: Knowledge NOT: 1 min. 4. If the number of units produced in a period is larger than the number of units sold in a period, absorption costing income will be higher than variable costing income. ANS: T PTS: 1 DIF: Difficulty: Easy OBJ: LO: 8-1 NAT: BUSPROG: Analytic STA: AICPA: FN-Measurement | IMA: Cost Management | ACBSP: APC-27-Managerial Accounting Features/Costs KEY: Bloom's: Knowledge NOT: 1 min. 5. If the number of units produced in a period is smaller than the number of units sold in period, absorption...
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...without industrial development – is a well established truth for all the economies – developing or developed. Economic development and industrialization have became so closely integrated with each other that progress of an economy is now accessed from the success it has achieved in transformation from agricultural set up into a industrial set up. Through industrialization a situation is created whereby many industries are set up rapidly and ultimately backward areas are converted into economically developed areas and backward economies into developed economies. Industrialization, infact is a composite term which involves a number of structural changes such as changes in the production techniques, factor intensities, industrial employment and output. Industrialization is not only a way to increase output or national income but is a means of introducing modern technology and changing ways of life and finally the structure of the economy because of its self-reinforcing quality. But the all above cannot be executed without a well planned industrial policy. The industrial polity provides direction to the pace of industrialization and industrial development. Hence, to industrialize the country, India too, framed industrial policy which was amended, modified and reoriented several times. The First Industrial Policy was framed in 1948, followed by the Industrial Policy Resolution of 1956. The Industrial Policy Resolution of 1956 gave direction to the development of industry till 1973...
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...Immunotherapy is a form of medical treatment intended to stimulate or restore the ability of the immune system to fight infection and disease. This can be by inducing, enhancing, or suppressing an immune response. Immunotherapies designed to elicit or amplify an immune response are classified as activation immunotherapies, while those that reduce or suppress immune response are suppression immunotherapies. Active immunotherapy has been effective against agents that normally cause acute self-limiting infectious disease. However, a more effective immunotherapy for chronic infectious diseases or cancer requires the use of appropriate target antigens; the optimization of the interaction between the antigenic peptide, the antigen-presenting cells (APC) and the T cell; and the simultaneous blockage of the negative regulatory mechanisms that impede immunotherapeutic effect. Furthermore, passive immunotherapy using monoclonal antibodies and receptor FC-fusion proteins has come of age and has shown great clinical success. Several monoclonal antibodies, including unmodified antibodies and antibodies armed with toxins or radionuclides, have been approved to prevent allograft rejection or to treat autoimmune diseases and cancer. Several others are in clinical trials. Preventive vaccines have been successful against infectious agents such as viruses, which cause self-limiting diseases that are normally followed by long-lasting immunity. However, it has taken recent insights into the nature of...
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...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 and sustainability in the UK automotive sector 4 Investing in people – ensuring the right skills Developing a pipeline of skilled people A framework for automotive sector skills Encouraging young people to work in automotive...
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...* Running Header: EAGLE MAIL IMPLEMENTATION PLAN IS 535 - Managerial Applications of Information Technology 4/10/2012 Contents Section I: Purpose of Plan Section II: Strategic Business Plan Rationale Disruptive Forces in USPS Market: Opportunity for Future Relevance: Raison d'être/ Justification for plan: Porter’s Model and EagleMail I. Rivalry among Competing Firms II. Potential Development of Substitutes III. Buyer Power IV. Bargaining Power of suppliers V. Threat Of New Entrants Rationale Summarized Section III: Current Systems Major Systems Supporting Business Functions and Processes List of Current USPS MIS Specific Examples of Innovation by Foreign Postal Services Section IV: New Developments System Projects Identity and access management Account Creation Figure 1: Overview of Account Creation Process Email infrastructure Figure 2: Illustration of Email Process in Company Environment Web portal Business Information Systems Business continuity and disaster recovery Section V: Management Strategy Senior Management: Middle Management: Security Validation: Sales and Marketing: Human Resources: Operational Management: Section VI: Budget Requirements Budgeting the New Implementations Table 1: Illustration of Costs for Implementation of Proof of Concept EagleMail Plan Cost benefits and models to evaluate the cost and assets. Is the project at risk? What are the benefits? References...
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...Statistical Methods in Credit Risk Modeling by Aijun Zhang A dissertation submitted in partial fulfillment of the requirements for the degree of Doctor of Philosophy (Statistics) in The University of Michigan 2009 Doctoral Committee: Professor Vijayan N. Nair, Co-Chair Agus Sudjianto, Co-Chair, Bank of America Professor Tailen Hsing Associate Professor Jionghua Jin Associate Professor Ji Zhu c Aijun Zhang 2009 All Rights Reserved To my elementary school, high school and university teachers ii ACKNOWLEDGEMENTS First of all, I would express my gratitude to my advisor Prof. Vijay Nair for guiding me during the entire PhD research. I appreciate his inspiration, encouragement and protection through these valuable years at the University of Michigan. I am thankful to Julian Faraway for his encouragement during the first years of my PhD journey. I would also like to thank Ji Zhu, Judy Jin and Tailen Hsing for serving on my doctoral committee and helpful discussions on this thesis and other research works. I am grateful to Dr. Agus Sudjianto, my co-advisor from Bank of America, for giving me the opportunity to work with him during the summers of 2006 and 2007 and for offering me a full-time position. I appreciate his guidance, active support and his many illuminating ideas. I would also like to thank Tony Nobili, Mike Bonn, Ruilong He, Shelly Ennis, Xuejun Zhou, Arun Pinto, and others I first met in 2006 at the Bank. They all persuaded me to jump into the...
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...Principles of Healthcare Reimbursement Anne B. Casto, RHIA, CCS Elizabeth Layman, PhD, RHIA, CCS, FAHIMA Copyright ©2006 by the American Health Information Management Association. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, photocopying, recording, or otherwise, without the prior written permission of the publisher. ISBN 1-58426-070-X AHIMA Product No. AB202006 Ken Zielske, Director of Publications Susan Hull, MPH, RHIA, CCS, CCS-P, Technical Reviewer Marcia Loellbach, MS, Project Editor Elizabeth Lund, Assistant Editor Melissa Ulbricht, Editorial/Production Coordinator All information contained within this book, including Web sites and regulatory information, was current and valid as of the date of publication. However, Web page addresses and the information on them may change or disappear at any time and for any number of reasons. The user is encouraged to perform his or her own general Web searches to locate any site addresses listed here that are no longer valid. AHIMA strives to recognize the value of people from every racial and ethnic background as well as all genders, age groups, and sexual orientations by building its membership and leadership resources to reflect the rich diversity of the American population. AHIMA encourages the celebration and promotion of human diversity through education, mentoring, recognition, leadership, and other programs. American...
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...SAINS Value Chain 8 2.3: 5 M’s of Marketing 11 2.4. Porters 5 Forces of SAINS 12 2.5. Internal analysis and External analysis 13 2.6. Applying Direct Policy Matrix 16 2.7. Potential Strategic Challenge/Issues 17 2.8. SAINS Marketing Objectives 19 3. CHAPTER THREE 22 3.1. ANSOFF MATRIX 22 Market Penetration 22 Market Development 23 3.2. SAINS Marketing Mix 24 Product / service 24 Promotion 24 Price 25 Place 26 People 26 BUDGET AND FINANCIAL FORECAST FOR NEXT 3 YEARS 28 CHAPTER FOUR 33 4. RECOMMENDATION 33 Value 33 Rarity 33 Imitable 33 Organizational Knowledge 33 5. CONCLUSION 34 CHAPTER ONE 1. INTRODUCTION Sarawak Information Systems SDN BHD (SAINS) is a leading ICT System Integrator and Solution Provider in the state of Sarawak, Malaysia. It has effectively enlarged and intensified the utilization of ICT resulting in IT growth among state government agencies in Sarawak since the mid 1980’s. In the mid 1980’s, the use of IT among state government agencies in Sarawak started to grow. Shortly thereafter, in 1991 SAINS was formed and was given the task of leading the development and implementation of IT within Sarawak. Today, SAINS reliability, innovatively and cost effectiveness has made it become one of the most highly regarded integrated information and communication technology service providers in Malaysia. SAINS Integrated Court Solution (ICS) won the United Nations’ World Summit Award in 2009 as one of the...
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...Restaurant Industry in India - Trends and Opportunities Restaurant Industry in India - Trends and Opportunities HVS International (India), Mr. Navjit Ahluwalia, Associate Director and Mr. Dushyant Singh, Consulting & Valuation Analyst Research, Report Writing Mr. Shyam Suri, Secretary General, FHRAI Editing, Report Fianlisation Mr. Pooran Chandra Pandey, Assistant Secretary General (Research), FHRAI Hotel Questionnaire & Co-ordination Mr. Raj Rajeshwar Sharma, Computer Data Assistant Design, Graphics, Pre-press & DTP Printed by : Published in April 2004 by: Secretary General, Federation of Hotel & Restaurant Associations of India B-82, 8th Floor, Himalaya House, 23 Kasturba Gandhi Marg, New Delhi - 110 001 Phones : (011) 23318781, 23318782, 23322634, 23322647, 23323770 Fax : (011) 23322645 E-Mail : fhrai@vsnl.com Website : www.fhrai.com © Federation of Hotel & Restaurant Associations of India (FHRAI), 2004 Price: One copy free to concerned FHRAI members. (Additional copies at Rs. 400.00 for FHRAI members and Rs.600.00 for Non-Members.) US$50.00 for foreign dispatches 2 Contents Table of Contents 1. 2. 3. Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7 Background Scenario and Numbers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11 Analysis of Questionnaire Responses 3.1 General . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ....
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...Restaurant Industry in India - Trends and Opportunities Restaurant Industry in India - Trends and Opportunities HVS International (India), Mr. Navjit Ahluwalia, Associate Director and Mr. Dushyant Singh, Consulting & Valuation Analyst Research, Report Writing Mr. Shyam Suri, Secretary General, FHRAI Editing, Report Fianlisation Mr. Pooran Chandra Pandey, Assistant Secretary General (Research), FHRAI Hotel Questionnaire & Co-ordination Mr. Raj Rajeshwar Sharma, Computer Data Assistant Design, Graphics, Pre-press & DTP Printed by : Published in April 2004 by: Secretary General, Federation of Hotel & Restaurant Associations of India B-82, 8th Floor, Himalaya House, 23 Kasturba Gandhi Marg, New Delhi - 110 001 Phones : (011) 23318781, 23318782, 23322634, 23322647, 23323770 Fax : (011) 23322645 E-Mail : fhrai@vsnl.com Website : www.fhrai.com © Federation of Hotel & Restaurant Associations of India (FHRAI), 2004 Price: One copy free to concerned FHRAI members. (Additional copies at Rs. 400.00 for FHRAI members and Rs.600.00 for Non-Members.) US$50.00 for foreign dispatches 2 Contents Table of Contents 1. 2. 3. Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7 Background Scenario and Numbers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11 Analysis of Questionnaire Responses 3.1 General . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ....
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