...Gaetano De Pasquale EDUCATION 2016 2006 SDA BOCCONI, Milan, Italy Master of Management in Food & Beverage BUSINESS AND ECONOMICS UNIVERSITY, Perugia, Italy BA in Tourism Business Management Specialization: Hotel and Restaurant Management Exchange program: Deusto Business School, Bilbao, Spain PROFESSIONAL EXPERIENCE 2011 - 2016 COSTA CRUISES S.P.A, Genoa, Italy Italian cruise company Bar Supervisor ▪ Managed multidisciplinary team of 110 bar staff of different cultures on board cruise ships with 4500 guest capacity ▪ Supervised operations of 20 Bars. Increased revenues by 15% through use of report analysis to promote higher margin products ▪ Directed 12 different mentor programs to provide training in sales procedures and public Health compliance to over 100 participants ▪ Minimized refund errors by 30% through enhancing staff competency in bills accounting and service recovery ▪ Reduced inventory cost by 20% of beverage department by evaluating trend of consumption and purchase behaviors ▪ Managed and forecast stock inventory for 99 days world tour itineraries. Ensured full availability of product range whilst minimizing excess stock Start-Up Costa Diadema, Fincantieri Shipyard Construction, October 2014: ▪ Supervised construction of 20 Bars and Lounges and introduced 4 new concepts to increase revenues by 20% 2008 - 2010 COSTA CRUISES S.P.A, Genoa, Italy Italian cruise company Onboard Tour Specialist & Port Lecturer ▪ Coordinated multi-channel...
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...CAMPUS ABROAD 2012 Management of international Organizations and NGOs Greta Nasi Bocconi University p. 1 The agenda of the i-cities block International cities Creating value and competitiveness for international cities NYC case ICT and connectivity Greta Nasi Bocconi University p. 2 An urban world Globalization and the knowledge economy have repositioned cities as drivers of national economies 2025: 75% of the world population will live in cities 2025: 17 of the world’s 25 largest cities will be in coastal regions in Asia 1925:25% of the world population will live in cities Greta Nasi Bocconi University p. 3 Global economy and international cities World is changing fast. Different trends are affecting cities and fostering a new age of urbanizations and metropolitanization To succeed cities must adjust (and need to be): open, integrated, diverse, connected, skilful, innovative, investable, attractive, sustainable, stable and safe This requires investments, strong coordination of programs and policies, effective tools for intervention: cities need partnerships with global corporations and small businesses to achieve this in order to create opportunities for business growth Greta Nasi Bocconi University p. 4 What are international cities? A close look An international city is a city deemed to be an important node point in the global economic system. They are also known as global cities, world cities or alpha cities...
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...di Milano Piazza Leonardo da Vinci 32, 20133 Milano, Italy Ph. + 39 02 2399 2752, Fax +39 02 2399 2710, e-mail: lucia.tajoli@polimi.it Academic positions: • Associate Professor of Economics at Politecnico di Milano (Italy) since November 2001. • Visiting professor at the Ford School of Public Policy, University of Michigan (USA) in 2003 and 2007. • Assistant Professor of Economics at Politecnico di Milano (Italy) from May 1996 to October 2001. • Lecturer at Università Bocconi from November 1993 to April 1996. Other current positions: Senior research fellow at the Istituto di Studi di Politica Internazionale (ISPI), Milano, Italy. Consultant to the Italian National Institute for Foreign Trade (ICE), Roma, Italy. Affiliate researcher at KiTES - Università Bocconi, Milano, Italy. Education: Ph.D. in Economics, Bocconi University (Milan, Italy), 1994. Certificate of Advanced Studies in International Economic Policy Research, Institute of World Economics (Kiel, Germany), 1991. Bachelor Degree in Economics at Bocconi University (Milan,Italy), 1988. Research interests and recent research projects’ topics: International trade networks; Patterns of international specialization; Economic integration between countries; European enlargement process; Economic growth and openness; Trade policy and the WTO. Selected Recent Publications: - The World Trade etwork, with L. De Benedictis, paper presented at the Inaugural Plenary session of the 10th ETSG Annual Conference, Warsaw University,...
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...Find our latest analyses and trade ideas on bsic.it Alstom saga ends with a “ménage à trois” General Electric; Market Cap: $299.6bn (as of 06/11/2015) Alstom; Market Cap: $9.06bn (as of 06/11/2015) Introduction General Electric finally concluded its €9.7bn (about $10.6bn) acquisition of Alstom’s power business after getting the final regulatory approvals. The deal represents GE’s biggest ever industrial acquisition. GE's offer was accepted by Alstom at €12.35bn in April 2014, but then the French government rightfully forced some changes in the deal structure. To win the approval from the French government, GE’s newest proposition involved setting up joint ventures in renewable energy, electricity grid equipment and nuclear power. In fact, the value of the stakes Alstom will own in the three joint ventures is estimated to be about €2.6bn which means that the net cash cost of the deal for GE is about €9.7bn. Moreover, the US and European regulators required the sell-off of part of the GE’s turbine business to the Italian Ansaldo Energia in order to keep the market competitive. Before GE got the “green light” from Paris, there was lot of competition between GE and the joint offer of Siemens and Mitsubishi Heavy Industries for the acquisition of Alstom, even though the board of Alstom favoured GE’s clear and simple offer. Moreover, GE promised to add about 1000 new jobs in France, where it has had large existing operations for decades. On the other hand, the government...
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...SDA BOCCONI -‐ GEMBA8 CLASS 2015 QUANTITATIVE METHODS PERSONAL ASSIGNMENT DATA ANALYSIS BY LORENZO CORONATI Prof. Maurizio Poli Via Bocconi 8 Office room: 517 (5th floor) E-‐Mail: maurizio.poli@sdabocconi.it 1 1. PRELIMINARY ANALYSIS The main scope of the work and the data analysis consist in developing a multiple linear regression model capable of demonstrate the function between ITC cost and the selected independent variables. All data in this work have been extrapolated from Dataset Eurostat Datawherehouse. The statistical units that have been studied are the 15 countries of the European Community as described in table 1. It has been utilized for the analysis...
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...Channel Management: Individual Assignment EMMS SDA BOCCONI -ESADE Nicolas Alain Bandle 16.02.2016 EMMS ICFI – CASE STUDY CHANNEL CONFLICT AT APPLE Researched and developed by Nicolas Bandle EMMS 2016. SDA BOCCONI – ESADE 1. Apple’s retail strategy resulted in a number of resellers filing lawsuits accusing the company of pursuing various unfair, illegal, and unethical business practices: A) Which were the main reasons for channel conflict arising? One of the main reasons for the channel conflict between Apple and its various retailers were the high success and the uniqueness of its products. With the launch of the iMac in mid-1998 the design of its product was not comparable to any PC sold during that time. Moreover, it was the only hardware working with Macintosh software. In contrary, other computer companies such as IBM and Compaq, which had all a similar design were running with Microsoft Windows software. Those PC companies were dependent on their distribution channel to bring their products on the market. With the increasing success of Apple and the release of its iPod in October 2001, a revolutionary music player, the situation for retailers drastically changed. On the one hand, in order to meet consumer demand, it was necessary for retailers to sell Apple products benefiting from a higher in-store customer frequency. In the other hand Apple investing large amount in marketing campaigns, design and innovation was not depend to sell...
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...straniere, che hanno sviluppato in me un forte spirito di adattamento, indipendenza e auto organizzazione, oltre ad un’importante capacità nel relazionarmi anche con persone di culture e tradizioni differenti. Infine l’eccellenza nello sport e il carattere forte mi hanno spesso portato a occupare posizioni di leader; le mie doti nel saper organizzare e motivare la mia squadra hanno confermato le mie qualità organizzative e motivazionali, consentendomi di raggiungere risultati sempre più importanti. Sono diventato così un ragazzo ambizioso, stimolato in primo luogo dalla famiglia al sacrificio per raggiungere obiettivi anche impossibili. Per questo amo sostenere che i sogni e le ambizioni sono la mia forza. Il corso di management della Bocconi...
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...9-207-096 REV: APRIL 10, 2008 The Case of the Unidentified Industries—2006 Educational material supplied by The Case Centre Copyright encoded A76HM-JUJ9K-PJMN9I Order reference F265469 If you were asked to visualize (in income statement and balance sheet form) the financial structure of a typical firm in one particular industry, do you think you could do it? How close to your “vision” do you think the “reality” would be? What if you were asked to do the same experiment covering 14 firms drawn from 14 different industries? How many of the 14 do you think you would get right? You may be surprised by how much you already know! Exhibit 1 presents the balance sheets (in percentage form) and other selected financial data for 14 firms drawn from 14 different industries. While there are clear differences in the financial structures of different firms within a single industry, the firms selected have figures that are broadly typical of those in their industry. Try to match the 14 firms operating in the 14 industries named below with the 14 sets of financial data presented in Exhibit 1. Use any approach you find helpful. Advertising agency (about half of total revenue derived from commissions that equal 15% of media purchases for clients) Airline Bookstore chain Commercial bank (fitted into the most nearly comparable balance sheet and ratio categories of the nonfinancial companies) Computer software developer Department store chain (with its “own brand” charge...
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...MBA Class of 2013 Concentration in Finance and Financial Institutions Corporate Development: Managing Acquisitions and Partnerships (A Management Perspective) Professor: Maurizio Zollo E-mail: maurizio.zollo@unibocconi.it Office: Via Roentgen, 1 - 4-A1-09 Phone: 02 5836 2525 Teaching assistant Emanuele Bettinazzi emanuele bettinazzi@phd.unibocconi.it Learning Objectives: Acquisitions and partnerships have become fundamental tools to manage corporate growth. No company today can afford to rely exclusively on organic development processes to fill its strategic gaps. However, realizing the expected value through external growth has proved to be far from obvious: value is being destroyed just as frequently (and copiously) as it is being created. In this course, we will discuss the factors leading to success and failure in corporate development processes, focusing on four different but interdependent set of questions: • When should acquisitions be preferred to partnerships (or vice versa) in the implementation of a given strategy? • How should the value potential and the risks connected to a given development opportunity be assessed? • How can the potential be translated into actual value creation through appropriate design and execution choices in the post-transaction phase? • What are the barriers to learning how to manage corporate development processes and how to remove them to ensure a rapid development of the required capabilities? The course is designed to cater...
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...Global MBA Rankings 2012 FT.com Business School Rankings - Custom PDF download Weighted salary (US$) 192,179 178,249 172,353 152,981 166,497 144,355 157,337 156,658 133,888 127,600 175,076 152,585 144,045 146,811 139,405 145,834 134,093 121,061 151,182 129,512 142,455 134,805 97,625 123,058 141,727 132,758 118,151 100,408 129,649 103,628 117,016 136,331 114,988 102,350 132,325 125,196 106,720 111,552 134,936 124,832 118,943 102,854 123,290 94,255 118,617 104,619 110,701 113,217 109,114 112,992 110,103 108,606 121,170 79,914 141,490 118,959 105,726 109,375 88,283 103,304 106,668 114,265 121,060 89,623 100,631 100,779 105,426 100,738 109,440 94,661 97,124 108,994 109,088 110,118 108,990 84,411 98,784 106,762 104,814 108,737 99,333 80,898 88,783 97,733 106,171 93,824 87,274 102,026 100,803 92,978 79,809 83,286 91,106 91,718 93,053 90,900 87,228 101,189 101,286 106,506 3 year average rank 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 20 20 23 24 24 26 27 28 29 30 31 32 33 34 35 36 37 38 38 40 41 42 43 44 45 46 46 46 49 49 51 51 51 54 54 56 57 58 59 59 61 61 61 61 65 66 66 68 69 70 71 72 73 74 74 76 77 77 79 80 81 82 83 83 85 86 86 86 89 90 91 91 93 94 95 95 95 98 98 100 3 3 2 2 6 5 8 7 10 8 11 14 22 18 20 15 18 17 15 17 21 21 30 24 42 27 30 33 32 24 31 37 32 37 37 37 37 36 40 45 44 38 54 59 50 50 51 68 55 52 47 54 62 56 61 71 73 68 54 63 71 45 79 68 69 79 69 81 87 79 76 87 75 73 74 81 84 91 91 94 94 Stanford Graduate School of Business Harvard Business School University...
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...Ranking the Best Universities Assignment Content Decision Making Skills 1. Introduction .................................................................................................................. 3 2. Methodology ................................................................................................................ 4 2.1. Classification .................................................................................................................... 4 2.2. Multi Attribute Decision Making (MADM)....................................................................... 5 3. Analysis ........................................................................................................................ 5 3.1. Alternatives ...................................................................................................................... 6 3.2 Criteria............................................................................................................................... 6 3.3. Decision Matrix ................................................................................................................ 7 3.4. Simple Additive Weighted Method (SAW) ...................................................................... 8 3.5. Weighted Product Method (WPM) .................................................................................. 9 3.6 Technique for Order Preference by Similarity to Ideal Solution (TOSIS) ........................ 10 3.7. Analytical...
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...STRATEGY II Individual Write-Up 1 Nova School of Business and Economics is considered one of the most important and well known universities in Portugal. As such it is a reference point for research, teaching and executive education in Portugal. It is ranked in the 31st place among the top Masters in Management by the Financial Times. Following I depicted a table explaining the competencies, specialized assets and architecture of relations that comprise the overall resource platform of Nova SBE. In my analysis I have considered “Bocconi” University of Milan and ESADE Business School of Barcelona in order to asses the relative strength of Nova in comparison with two of its major competitors. The first one currently is the most important school of continuing education in Italy and 9th in the Financial Times rankings. ESADE is one of the most important school in Spain and it is ranked 12th in the same ranking. In the past years, Nova has spent great amounts of funds and efforts trying to build up good business programs to rank as one of the best business schools in Europe. This change is highlighted by the fast climb in the rankings positioning. In order to sustain this fast growth, Nova must now think of a long-term investment to retain the progress achieved in the past years. In order to do so, my proposal is to attract more international faculty members to the...
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...Website: http://didattica.unibocconi.eu/ts/tsn_anteprima2006.php?cod_ins=30 017&anno=2015&IdPag=5861 Course Objectives The course provides an introduction to the most important aspects of corporate finance. The objective is to acquire the essential skills necessary to actively deal with the corporate finance activities of an internationally operating firm. The course explores both investing and financing decisions, focusing on their role in the creation of shareholder value. The course covers five main parts: the value of a firm - financial instruments, valuation concepts and decision rules. Risk and return - theory, empirical evidence and applications to capital budgeting. Financing decisions and market efficiency. Payout policy, capital structure and valuation. Course Content Summary Finance and the financial manager. Valuing bonds and common stocks. NPV and investment decisions. Risk, return and the opportunity cost of capital. Capital budgeting and risk. Efficient markets and behavioural finance. Payout policy, debt policy and capital structure. Financing and valuation. Textbooks R. BREALEY, S. MYERS, F. ALLEN, Principles of Corporate Finance, McGraw Hill, 2014,11th edition. Exam textbooks & Online Articles (check availability at the Library) Detailed Description of Assessment Methods Course assessment consists of two written exams (partial and final exam, 70%) and homework assignments (group...
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...European Management Journal (2008) 26, 289– 297 journal homepage: www.elsevier.com/locate/emj Service co-production and value co-creation: The case for a service-oriented architecture (SOA) q Andrea Ordanini a,*, Paolo Pasini b a b Bocconi University, Viale Filippetti, 9, 20122 – Milan, Italy SDA Bocconi, School of Management, Via Bocconi, 8, 20136 – Milan, Italy Available online KEYWORDS Service dominant logic; Co-production; Service management Summary An emerging marketing management logic proposes a new perspective on service activities, which previously have been subject to a biased goods-dominant logic. According to this new logic, customers always are co-producers of services and co-creators of value, not simple marketing targets, because they mobilize knowledge and other resources in the service process that affect the success of a value proposition. This article explores this key proposition, analyzing service co-production and value co-creation phenomena in the business-to-business segment and focusing on the case of service-oriented architecture (SOA) with an in-depth, qualitative analysis of two firms pioneering the implementation of SOA solutions. Ó 2008 Elsevier Ltd. All rights reserved. Introduction Marketing literature and practice converge around the idea that, especially when it comes to services, customers play different foundational roles in value-creation mechanisms. Marketing theory recently introduced the concept of the ...
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...Is production important? For many years it has been common sense in mngmt to consider production as sth that is not strategic, can be easily outsourced, not relevant if it does not give competitive advantage compared to your competitors --> but we have now China, which is the "plant of the entire world" --> recent interview of new CEO of Apple: he was asked why he was producing in China (main supplier is Foxcon) and don't come back to US! But it is impossible: even if we decided to go for it, it would be impossible, since the supply chain for electronic products is in China --> no suppliers, no technology! Now also India is getting a larger and larger part of the manufacturing activity . It seems to be a good solution that we do not deal anymore with production and we are a more virtual company, which controls custumer relationship, marketing, innovation and product design - enough to be competitive, but all the rest can be outsourced --> same model of IBM, which at the beginning was a manufacturing company (40 years ago), but now they are manufactured in China --> Lenovo, Thinkpad brand. Now they are more a consulting and service company - "virtual company". Video: Interview with a consultant --> mutual outsourcing: analyze the idea of outsourcing and if it is true that a company can forget about production. Idea of Foxcom outsourcing the innovation process to Apple to build the Ipad --> reversal of our usual view. It is not Apple the owner of the...
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