...Executive Summary Unicord is a company located in Thailand that acquired Bumble Bee, which is in the United States, to effectively increase global market share and reduce costs to secure its future. Due to many factors Unicord is in extreme debt and revenue is low. They need a feasible way to resuscitate the company. Unicord was one of the largest exporters of tuna in Thailand before acquiring Bumble Bee. Unicord’s logic to acquiring Bumble Bee was sound. However there were factors that worked against Unicord. For example, a major problem with the acquisition is that Unicord, and the Thai government wanted the Bumble Bee acquisition rather than needing it. Bumble Bee was much larger than Unicord, and Unicord paid more for the company than its assets were worth. After the acquisition, the Unicord founder provided no autonomy to Bumble Bee managers causing an unstable relationship between them. External factors worked against them as well. Purse-seine fishing was popular at the time because it was fast and cheap, but due to the harm it caused to dolphins it came to NGOs attention immediately. This decreased tuna demand in the U.S market and increased the price of raw tuna for companies such as Unicord. Unicord founder, Dumri Konuntakiet, was under pressure to guide Unicord out of troubled waters. In 1995, he shot himself in his office and Unicord fell into receivership. Now, there are two alternatives. Sell off Bumble Bee, or choose to keep it with a strategic plan to become competitive...
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...Executive Summary Unicord, a Thailand-based, seafood-related conglomerate, which purchased the American subsidiary Bumble Bee in order to gain better access to the American and global market has recently encountered significant difficulties not only in terms of growth and expansion but also sales and profits. Main alternatives involve maintaining the status quo, divesting of the Bumble Bee operations or changing the approach of the organization. It is recommended that the company should pursue the third option. That is, it should decentralize decision-making, which would allow for Bumble Bee to be a more self-sufficient operation; it should not make use of purse-seine fishing techniques, which capture not only tuna but also dolphins; and it should market itself as a premiere, ecologically-friendly brand. This would cost the company more, however, it would also position Unicord in the market as an environmentally-conscious, efficient organization, which can and should increase profitability Problem Statement The main problem is that Unicord’s subsidiary Bumble Bee, and the company as a whole, is in significant difficulty concerning loss of sales as well as debt. This, of course, is rooted in a number of related problems, such as the political, environmental, technological, social/cultural and economic problems that the company faces. For example, in terms of Bumble Bee, the company must deal with the issue of Unicord as a foreign investor, which raises a number of concerns. Also...
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...Of Bears, Bumble-Bees, and Spiders: The Role of Expatriates in Controlling Foreign Subsidiaries Anne-Wil Harzing This article investigates the role of expatriate managers in multinational companies. We discuss three key organizational functions of expatriation: position filling, management development, and organization development. In the last function, organization development, international transfers are used as an informal coordination and control strategy through socialization and the building of informal communication networks. The article explores this role of international transfers in greater detail, but also discusses a more formal way in which expatriates can control subsidiaries. The following metaphors for these different control functions of expatriation are introduced: “bear” (formal direct control), “bumble-bee” (socialization), and “spider” (informal communication). A large-scale mail survey offers empirical evidence for the bear, bumble-bee and spider roles and shows under which circumstances they are most effective. Being aware of the different control functions of expatriation and the circumstances under which they are most effective can help managers to use expatriate assignments as a more strategic tool. n the field of International Human Resource Management, the management of expatriates, headquarters employees working abroad in one of the firm’s subsidiaries for a limited period of usually two to five years, often takes up a dominant role. This is not surprising...
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...Estée Lauder – 2008 Forest David: Francis Marion University A. Case Abstract Estée Lauder (www.elcompanies.com) is a comprehensive business policy and strategic management case that includes the company’s fiscal year-end June 2007 financial statements, competitor information and more. The case time setting is the year 2008. Sufficient internal and external data are provided to enable students to evaluate current strategies and recommend a three-year strategic plan for the company. Headquartered in New York City, Estée Lauder’s common stock is publicly traded on the New York Stock Exchange under the ticker symbol EL. Estée Lauder produces a diverse line of shampoo, perfumes, lip gloss and other skin care products. A small sampling of the brand names marketed by Estée Lauder include: Estée Lauder, Clinique, American Beauty, and Flirt. The products are sold through various distribution channels, including specialty stores, department stores, pharmacies, the and Web. Estée Lauder operates in the Americas, Europe, Middle East, Asia, and Africa. The company has over 28,000 employees and is led by CEO William Lauder whose base pay was over $3.5M in 2007. The firm’s two major competitors are conglomerate giant Procter & Gamble and L’Oreal. B. Vision Statement (proposed) Estée Lauder is committed to its name being synonymous with the best quality skin care products in the world. C. Mission Statement (actual) Bringing the...
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...Counter Offer to Summary/Offer to Purchase Real Property Due to acquisition of right of way and damages Silver Bullet, Inc. William “Bill” I. Young 1116 Shoal Creek Road | Burnsville | NC 28714 Property Location: 4075 Hwy 19E | Burnsville T:828.208.0006 1|P a g e COUNTER OFFER TO SUMMARY/OFFER TO PURCHASE REAL PROPERTY Submitted to the State of North Carolina Department of Transportation OVERVIEW Retail gasoline businesses, such this gas station and convenience store, are single-purpose economic enterprises. Because of their specialty of design, they cannot be readily converted to other types of businesses without a significant loss in value. Gas station convenience stores are special-built properties designed to make money in only one way, and they are not easily adapted to other uses. These businesses derive a significant part of their gross sales, about 50 percent, from the sale of motor fuels (National Association of Convenience Stores, 2006). The Silver Bullet recorded at one time 77% of gross sales from the sale of gasoline. This business also sold propane and kerosene (2000 UST). This site has (1) 8,000, (2) 6,000, and (1) 2000 gallon warranted (40 yrs) USTs for fuel (installed by Southern Tank & Pump, NC). stations, and canopies, which are situated on-site but separate from the building. Design features create and significantly influence the property value. For example, the fuel service is so specially-designed that if it becomes no longer profitable...
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...Market and Industry Dynamics in the Global Tuna Supply Chain Amanda Hamilton I Antony Lewis I Mike A. McCoy Elizabeth Havice I Liam Campling June 2011 2 ACKNOWLEDGEMENTS This study would not have been possible without the kind assistance of hundreds of people who made time available to meet with members of the consulting team during in-country visits and who provided valuable insights and data. Analytical and research support was also provided by several international fisheries experts, as well as logistical support from a number of industry representatives. The consultants and the FFA Secretariat gratefully acknowledge and extend their sincere thanks to all persons who assisted Pacarrying out this study. ce for in cif ic P eo ple A In particular, special thanks is extended to the following people who provided assistance over s r Sli aire F and above the norm: Phil Roberts, Hugh Walton, Masao Nakada, Len Rodwell, Peter Terawasi, Marco D’Agostini, Rick Heroux, Kwame Mfodwo, Isamu Murakami, Taro Kawamoto, Ken Banwell, David Webb, Jamie Birch, Alfonso Beitia, Alberto Quinteiro, Vicky Franco, Liu Xiaobing, Davy Chen, Zhao Gang, W.H. Lee, Chris Hsu and Jerry Tsai. 2011 - production of this report was provided by the Funding for the assignment undertaken for the2014 Government of Japan through the Overseas Fisheries Cooperation Foundation. OFCF Funding for the publication and distribution of this report has been provided by the European Union through the DevFish...
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...1 Introduction 1.1 Background This assignment has been assigned by Mr. Gilbert for me to do a research on any topics that is related to the chapters that are available in this subject. The title of my research will be “Does CSR have any impact on company performance?” . Plato once said that, Only people with the whole nations good in mind can be allowed to rule the just state (Plato through Larsson, 2003 p. 87). Hence from this statement we can see that even in the past people do take serious about the importance of ethical behaviour. The multinational companies' spot and impact is developing in the global economy furthermore, with it higher requests on obligation regarding the social and natural impacts that originates from the organizations' own particular operations. Accordingly, there is a developing enthusiasm for corporate social responsibility (CSR). Enquist, Johnson and Camén (2005) state that after waves of generation situated and later administration arranged viewpoints on organizations, a third wave of sustainability and triple bottom line concern deduction is developing. According to (Elkington, 1997) the triple bottom line is trying to surround the three type of sustainability. Which is the economic, the environment and the social. Enquist, Johnson and Camén (2005) confirms that by saying this: Companies are paying attention to their core values and the development of a sense of corporate social responsibility, which can be used in marketing strategies and in...
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...On Translation of English Names from Cultural Perspective Abstract Chinese transliteration of people's English names not only concerns the accuracy of sound between the source and target languages，but also has much to do with the cultural specificity and the characteristics of the respective languages .Name is the most common language Phenomenon which exists in our society. As the communication between the countries all around the word become more and more closely, this paper have being paid more and more attentions to the translation of the names. In this paper, there is a study on the Cultural connotation and characteristics of English names and Chinese name, and then there is also a brief introduction of the way to translate the names. In this paper, there are five translation methods to translate names which we use usually, they are: Transliteration, Annotated Transliteration, Paraphrase, Law of Convention and Their own Chinese name translation. It is hoped that the study in this paper will be helpful for the future study and the translation of names. Key word: English name; Translation methods; culture perspective On Translation of English Names from Cultural Perspective Outline Thesis Statement: This paper through introducing the culture connotation and characteristics of English name, explore the strategies of English name translation, aiming at giving some suggestions in translating English names. 1. Introduction Ⅱ. Cultural connotation and...
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...On Translation of English Names from Cultural Perspective Abstract Chinese transliteration of people's English names not only concerns the accuracy of sound between the source and target languages，but also has much to do with the cultural specificity and the characteristics of the respective languages .Name is the most common language Phenomenon which exists in our society. As the communication between the countries all around the word become more and more closely, this paper have being paid more and more attentions to the translation of the names. In this paper, there is a study on the Cultural connotation and characteristics of English names and Chinese name, and then there is also a brief introduction of the way to translate the names. In this paper, there are five translation methods to translate names which we use usually, they are: Transliteration, Annotated Transliteration, Paraphrase, Law of Convention and Their own Chinese name translation. It is hoped that the study in this paper will be helpful for the future study and the translation of names. Key word: English name; Translation methods; culture perspective On Translation of English Names from Cultural Perspective Outline Thesis Statement: This paper through introducing the culture connotation and characteristics of English name, explore the strategies of English name translation, aiming at giving some suggestions in translating English names. 1. Introduction Ⅱ. Cultural connotation and characteristics...
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...bag the stock at discount prices LVMH is the strongest player in the luxury goods industry, a giant in an industry where fixed costs make scale paramount; the only "two-legged" balanced player, leading with mega-brands in both Leather Goods and Wines & Spirits; enjoying stable group EBIT margins as a consequence Champagne consumer demand weakness, de-stocking and oversupply in 2010 are well understood; W&S concerns have depressed the stock close to 20-year trough multiples and in the same range of smaller and more volatile hard luxury players and other peers; an opportunity in our view On top of LVMH's unrivaled industry position, markets seem to under-appreciate cost-saving opportunities, brand-portfolio rationalization, higher FCF from lower W&S inventory investment, above-average mega-brands' results or support from first-mover EM inroads In a medium-term growth environment, LVMH has the chance to be a key consolidator in the luxury goods industry: a mega-merger with CFR would be a strategic master stroke, placing it ahead of any M&A counter move by competitors SEE DISCLOSURE APPENDIX OF THIS REPORT FOR IMPORTANT DISCLOSURES AND ANALYST CERTIFICATIONS LVMH: KING OF THE LUXURY JUNGLE 1 Portfolio Manager's Summary We have few doubts about the opportunity of investing in LVMH for the medium to long term. We expect "winners will continue to win" in the luxury industry. LVMH with its material scale advantage, leading brand portfolio, balanced category...
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...Harvard Business School 9-898-171 Rev. December 11, 2000 Nantucket Nectars Well, we knew we were in an interesting position. We had five companies express interest in acquiring a portion of the company. Sometimes you have to laugh about how things occur. Tropicana (Seagram) and Ocean Spray became interested in us after reading an article in Brandweek magazine that erroneously reported that Triarc was in negotiations to buy us. (See Exhibit 1 for a copy of this article.) At the time, we hadn’t even met with Triarc, although we knew their senior people from industry conferences. We have no idea how this rumor began. Within weeks Triarc and Pepsi contacted us. We told no one about these on-going negotiations and held all the meetings away from our offices so that no Nectars employee would become concerned. It was quite a frenetic time. The most memorable day was just a few days ago actually. Firsty and I were in an extended meeting with Ocean Spray, making us late for our second round meeting with Pepsi. Ultimately, Tom and I split up: Firsty stayed with Ocean Spray and I met with Pepsi. Ocean Spray never knew about the Pepsi meeting. Tom and I have learned under fire throughout our Nectars experience, but this experience was a new one for us. —Tom Scott, co-founder of Nantucket Nectars Research Associate Jon M. Biotti prepared this case under the supervision of Professors Joseph B. Lassiter III and William A. Sahlman as the basis for class discussion rather...
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...Management and Measurement © Copyright 2005 by the PMA Educational Foundation, Inc. All rights reserved Copyright © 2005 The PMA Educational Foundation, Inc. All rights reserved. Published by The PMA Educational Foundation, Inc. 257 Park Avenue South New York, NY 10010 As the educational arm of the Promotion Marketing Association, Inc. (“PMA”), the PMA Educational Foundation, Inc. is dedicated to serving the public as its primary source of education, research and information on promotion and integrated marketing. The Promotion Marketing Association, Inc. is the premier trade association representing the $300 billion promotion marketing industry. Its members include many Fortune 500 corporations, top promotions agencies, suppliers of important promotional products and services, law firms and academics. The PMA is the voice of the promotion industry recognized and relied upon as the primary resource of promotion education, information and interaction for marketers. The PMA Educational Foundation acknowledges and thanks everyone who contributed to this project. Copyright © 2005 by the PMA Educational Foundation, Inc. All rights reserved. No portion of this work may be reproduced, transmitted or disseminated in any form including without limitation print or electronic, without the express prior written permission of the Promotion Marketing Association, Inc. 2 Copyright © 2005 The PMA Educational Foundation, Inc. All rights reserved. The PMA Educational Foundation, Inc. and...
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...3122-prelims.qxd 10/29/03 2:20 PM Page i International Human Resource Management 3122-prelims.qxd 10/29/03 2:20 PM Page ii 3122-prelims.qxd 10/29/03 2:20 PM Page iii second edition International Human Resource Management edited by A n n e - Wi l H a r z i n g J o r i s Va n R u y s s e v e l d t SAGE Publications London l Thousand Oaks l New Delhi 3122-prelims.qxd 10/29/03 2:20 PM Page iv © Anne-Wil Harzing and Joris van Ruysseveldt, 2004 First published 2004 Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act, 1988, this publication may be reproduced, stored or transmitted in any form, or by any means, only with the prior permission in writing of the publishers, or in the case of reprographic reproduction, in accordance with the terms of licences issued by the Copyright Licensing Agency. Enquiries concerning reproduction outside those terms should be sent to the publishers. SAGE Publications Ltd 1 Olivers Yard London EC1Y 1SP SAGE Publications Inc 2455 Teller Road Thousand Oaks, California 91320 SAGE Publications India Pvt Ltd B-42, Panchsheel Enclave Post Box 4109 New Delhi 100 017 British Library Cataloguing in Publication data A catalogue record for this book is available from the British Library ISBN 0 7619 4039 1 ISBN 0 7619 4040 5 (pbk) Library of Congress Control Number...
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...Royal Holloway, University of London School of Management THE MANAGEMENT OF EXPATRIATES WITHIN EUROPEAN AND MIDDLE EASTERN AIRLINES By: September 2010 Supervisor: Dr. Yu Zheng This dissertation is submitted as part of the requirement for the award of the Master’s degree MSc in International Human Resource Management THE MANAGEMENT OF EXPATRIATES WITHIN EUROPEAN AND MIDDLE EASTERN AIRLINES Acknowledgements In the name of God, most gracious, most merciful. I would like to take this as an opportunity, to owe my deepest gratitude to all who have made this dissertation possible. Firstly, I am heartily thankful to my supervisor Dr.Yu Zheng for her unlimited advice, guidance and support throughout this journey. Secondly, a big Thank you to my lovely family, for their encouragement, and constant support. Thirdly, a great appreciation should not be forgotten, to my friends who have helped me during this challenging year. 2 THE MANAGEMENT OF EXPATRIATES WITHIN EUROPEAN AND MIDDLE EASTERN AIRLINES Executive Summary This research endeavours to investigate the management of international assignments in a European and a Middle Eastern airline. In-depth qualitative interviews are conducted to get a clearer picture of the motives behind sending out expatriates, the selection procedures and training programs of each airline. Also to find out the role HR department plays towards the preparation of expatriates and their adjustment...
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...9-311-061 REV: JANUARY 31, 2011 RICHARD G. HAMERMESH F. WARREN MCFARLAN MARK KEIL ANDREW KATZ MICHAEL MORGAN DAVID LABORDE Computer rized P Provide Order Entry at Emory er y ealthcar re He I think the CPOE implementation has gone exceptionally well so far. T These CPOE sy ystems are all pretty immat ture at this po oint in time. I the system we are implem In menting, the m medication reco onciliation mod dule is awful; there are some other things that are awful, but, overall, g ; , given those lim mitations, I thin the CPOE s nk system implem mentation has gone very well g l. — Dr Bill Bornste Chief Qua Officer, E r. ein, ality Emory Health hcare1 La on the drizzly afternoo of June 11, 2009, Dr. Bil Bornstein, Chief Quality Officer of E ate on , ll y Emory 2 in Atl Healthcare lanta, reflecte on the pro ed ogress of the computerize provider o ed order entry sy ystem ntation. (CPOE)3 implemen mory Healthcare’s CPOE p project, a vital cog in a $50 million elect 0 tronic medica record initi al iative, Em began in 2007. Tw years late CPOE we “live” at Emory Univ n wo er, ent versity Orthop paedics and Spine Hospi ital, Emory University Ho U ospital, and W Wesley Woods Hospital i a staged r in rollout.4 Whil Dr. le Borns stein felt good about how t implemen d the ntation had gone thus far, as he looked ahead next m month to July 13, 2009, th fast approa he aching go-live date for Em e mory University Hospital M Midtown (EU UHM) (Exhib 1), Dr. Bornstein thou bit B ught about...
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