...As one of the earliest settlement areas in North America, the Maritime region has been an emblem of heritage roots throughout the course of Canadian history. Often referred to as a symbol of regional sovereignty, historians have labelled the Maritimes as a pioneer of the earliest commerce and trade activities. It is for this very reason that many have alluded to the Golden Ages of the Maritimes, a period marked by regional economic growth. With a pre-existing maturity in the fishing, logging, farming, and shipping industries, the technological improvements brought by industrialization at the turn of the 19th century led to the boom of industrial bases for steel and coal markets. This enabled the three provinces to capitulate their geographical advantage since the area was abundant in coal deposits, and lead to one of the wealthiest expansions in Maritime history. As Acheson famously points out, the local attitude was that despite transportation problems, it would still become the industrial centre of Canada because only it had commercially viable iron and coal deposits, and only it could control Montreal fuel resources. Why then, did the end of an era dominated by manufacturing lead to an economic stagnation that left a permanent imprint over the course of the century? Over the years, historians and economists alike have deemed a variety of factors as accountable for the general economic backwardness that prevailed. While some of these academic research pose contradictions amongst...
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...the next economic concept in Will Bury Goes Global Scenario. According to McDonnel-Brue,” The capital includes all manufactured aids used in consumer services and producing consumer goods”(McDonnel-Brue, p. 23). For Gaining profits in digitalizing hardcopy books business Will Bury must develop facets and equipments for transforming the printed books into the digital soft copies. Will is capturing the difference between capital verse consumers when changing into digital sound from written copyrighted print. Entrepreneurial ability is the last economic concept in the Will Bury Goes Global Scenario. Entrepreneurial ability is factoring the risks into one and therefore entrepreneurial ability is the most important economic concept. According to McDonnel-Brue,” Entrepreneur is an innovator assuming risks for initiating projects and takes strategic decisions in business” (McDonnel-Brue, Pgs 23-24). Will Bury to reach out in an untouched market is taking all the initiatives and risks for digitalizing hardcopy books and Will Bury will make good use of the skills learned at his current employer. Will is entering an uncertain market and taking risks that have the probability to yield negative financial results for his business. Will is an innovator by recognizing the consumers need and...
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...which is a crowned lion holding a red maple leaf. On the right is a lion rampant flying the Union Flag. On the left is a unicorn flying a fleurs-de-lis flag. A red ribbon around the shield says "desiderantes meliorem patriam". Below is a blue scroll inscribed "A mari usque ad mare" on a wreath of flowers. Flag Coat of arms Motto: A Mari Usque Ad Mare (Latin) "From Sea to Sea" Anthem: "O Canada" Royal anthem: "God Save the Queen"[1][2] Projection of North America with Canada in green Capital Ottawa 45°24′N 75°40′W Largest city Toronto Official language(s) English and French Recognised regional languages Chipewyan, Cree, Gwich’in, Inuinnaqtun, Inuktitut, Inuvialuktun, Slavey (North and South) and Tłįchǫ[3] Demonym Canadian Government Federal parliamentary democracy and constitutional monarchy[4] - Monarch Elizabeth II - Governor General David Johnston - Prime Minister Stephen Harper - Chief Justice Beverley McLachlin Legislature Parliament - Upper house Senate - Lower house House of Commons Establishment - British North America Acts July 1, 1867 - Statute of Westminster December 11, 1931 - Canada Act April 17, 1982 Area - Total 9,984,670 km2 (2nd) 3,854,085 sq mi - Water (%) 8.92 (891,163 km2/344,080 mi2)...
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...end of World War II. Start Economic historians usually attribute the start of the Great Depression to the sudden devastating collapse of US stock market prices on October 29, 1929, known as Black Tuesday; some dispute this conclusion, and see the stock crash as a symptom, rather than a cause, of the Great Depression. Even after the Wall Street Crash of 1929, optimism persisted for some time; John D. Rockefeller said that "These are days when many are discouraged. In the 93 years of my life, depressions have come and gone. Prosperity has always returned and will again." The stock market turned upward in early 1930, returning to early 1929 levels by April. This was still almost 30% below the peak of September 1929. Together, government and business spent more in the first half of 1930 than in the corresponding period of the previous year. On the other hand, consumers, many of whom had suffered severe losses...
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...Secur.ite Business Plan Josh Allen Quincy James Fiifi Woode Yuchen Sun Ahkeem Sealy William McKiggan Table of Contents 1.0 Executive Summary Company Profile Summary ……………………………………………………………………3 Market Research Summary ……………………………………………………………………3 Marketing Summary……….…………………………………………………………………….4 Finance Summary………………………………………………………………………………...4 2.0 Company Profile Goals and Objectives……………………………………………………………………………..5 Business Overview………………………………………………………………………………..5 Company History…………………………………………………………………………………5 Management………………………………………………………………………………………6 Location…………………………………………………………………………………………...6 Legal Structure…………………………………………………………………………………...6 Vision & Mission………………………………………………………………………………….6 3.0 Market Research Industry Profile & Outlook………………………………………………………………………7 Local Market……………………………………………………………………………………...8 Target Market…………………………………………………………………………………….8 Keys to Success……………………………………………………………………………………8 SWOT Analysis…………………………………………………………………………………...9 4.0 Sales & Marketing Pricing Strategy………………………………………………………………………………….10 Marketing Strategy……………………………………………………………………………...10 Positioning Statement …………………………………………………………………………..11 The Sales Process………………………………………………………………………………...11 Strategic Alliances……………………………………………………………………………….11 5.0 Operations Locations…………………………………………………………………………………………12 Legal Issues………………………………………………………………………………………12 Insurance Issues…………………………………………………………………………………13 ...
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...1. The changes in the Canadian market for oil pump motors are based around the new pricing of electricity, which now depends on motor size. This has a big impact on oil companies. Not only will they be more likely to purchase lower horse powered motors, but also they will be able to save a vast amount of money by doing this. If a company now decides to buy a 7.5-hp motor as oppose to a 10-hp motor, then they will be saving $38.75 per month and in just 19 months the company will recoup the cost of a new motor. Additionally if the company decides to buy a 5-hp motor as oppose to a 10-hp motor, then the oil company will be able to save $75 per month, and in just 8 months, they will be able to recoup the cost of a new motor. If an oil company were looking to purchase brand new motors then they would be looking at a price of $1,045 per 5-hp motor, $1,200 per 7.5-hp motor, or $1,580 for a 10-hp motor. I would say that this has a hammer affect on the industry for multiple reasons. First of all, this would encourage oil companies like Hamilton to purchase motors with lower horse powers rather than higher power motors (10-hp) not only because of how much savings they will have as listed previously above, but because of the penalization for having over-motoring motors. In addition this could affect the situation going on with Dominion and Hamilton because some of Dominion’s solution alternatives require boosting the starting torque, which could potentially increase the horsepower...
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...Global Social Policy http://gsp.sagepub.com/ 'Trade policy, not morals or health policy': The US Trade Representative, tobacco companies and market liberalization in Thailand Ross MacKenzie and Jeff Collin Global Social Policy 2012 12: 149 DOI: 10.1177/1468018112443686 The online version of this article can be found at: http://gsp.sagepub.com/content/12/2/149 Published by: http://www.sagepublications.com Additional services and information for Global Social Policy can be found at: Email Alerts: http://gsp.sagepub.com/cgi/alerts Subscriptions: http://gsp.sagepub.com/subscriptions Reprints: http://www.sagepub.com/journalsReprints.nav Permissions: http://www.sagepub.com/journalsPermissions.nav Citations: http://gsp.sagepub.com/content/12/2/149.refs.html >> Version of Record - Aug 16, 2012 What is This? Downloaded from gsp.sagepub.com at Taylor's University on November 5, 2012 Article gsp Global Social Policy 12(2) 149–172 © The Author(s) 2012 Reprints and permission: sagepub.co.uk/journalsPermissions.nav DOI: 10.1177/1468018112443686 gsp.sagepub.com ‘Trade policy, not morals or health policy’:The US Trade Representative, tobacco companies and market liberalization in Thailand Ross MacKenzie Jeff Collin Macquarie University, Australia University of Edinburgh, UK Abstract The enforced opening of Thailand’s cigarette market to imports in 1990 has become a cause celebre in debates about the social and health impacts of trade agreements. At the instigation...
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...p. 46 HRM and organizational performance p. 60 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. 3. Explain the two models of strategic HRM, the matching model and the resourcebased model. 4. Comment on the various strategic HRM themes of re-engineering, workplace learning, trade unions and leadership. 5. Explain the methodological difficulties of measuring the link between HRM practices and organizational performance. 38 The Nature of Human Resource Management Introduction In the first chapter we examined the theoretical debates on the nature and significance of the new HRM model, in this chapter we explore various strategic issues associated with HRM. Just as the new HRM model is contested, so too is the notion of strategy. So before we look at some of the issues associated with the strategy–HRM concept, this chapter first examines strategic management concepts and framework and explores the links between business strategy and HRM. The...
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...Managing Change Initiatives: Fantasy or Reality? The Case of Public Sector Organisations Ebrahim Soltani University of Kent Business School, Canterbury, UK Pei-chun Lai University of Strathclyde Business School, Glasgow, UK Abstract It is becoming a commonplace statement that change initiative programmes are key tools to organisational long-term success. To this end, the last two decades have witnessed a surge of interest in the take-up of various change initiative programmes. Organisational change initiatives, we are told by many commentators, can maximise shareholder value (i.e. economic value theory) and develop organisational capabilities (i.e. organisational capability theory). Specifically, in recent years, as companies have been confronted by the conditions of heightened competition, globalisation, advancements in communications and information technologies, economic recession and simultaneously search for excellence, so the desire to take up change initiatives has interested the majority of leading organisations. At the same time, however, the analysis of the prospects for the majority of change management tools reveals so many deep-seated barriers to change with the consequence of little success in practice. This paper explores this apparent contradiction, arguing that, despite a heightened interest in the take-up of change initiatives, very few change programmes produce an improvement in bottom-line, exceed the company’s cost of capital, or even improve service...
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...Legal Aspects of BLACKBERRY Takeover by FAIRFAX Legal Aspects of BLACKBERRY Takeover by FAIRFAX by by Anubhav Gaur SMBA12045 Section B Anubhav Gaur SMBA12045 Section B TABLE OF CONTENTS Acknoledgement Summary blackberry ltd. Section 1.1 : History Section 1.2 : Strategic Changes Section 1.3 : Success in Market place Section 1.4 : Changes in Financial Fortunes Section 1.5 : Financial Fortunes FAIRFAX LTD. Section 2.1 : Corporate Governance Section 2.2 : History Section 2.3 : Credit Ratings MERGERS & ACQUISATIONS Section 3.1 : Legal Structures Section 3.2 : Documentation Section 3.3 : Business Valuation TAKEOVERS Section 4.1 : Types Of Takeover Section 4.2 : Financing a Takeover Section 4.3 : Mechanics Section 4.4 : Strategies Section 4.5 : Agency Problems Section 4.6 : Pros & Cons Laws & Codes used during takeover Section 5.1 : City Code on Takeovers & Mergers Section 5.2 : Competetion Law Section 5.3 : Takeover Directives Section 5.4 : Companies ACT 1985 BLACKBERRY TAKEOVER REGULATORY APPROVAL COMPETETION COMMISION FOR TAKE OVER FCPA Section 8.1 : Provision & Scope Section 8.2 : History Section 8.3 : Requirements Section 8.4 : Application UK BRIBERY ACT TAKEOVER MECHANICS OF BLACKBERRY TAKEOVER CONCLUSION BIBLIOGRAPHY & REFERENCES ACKNOLEGDEMENT I take this opportunity to express my profound gratitude and deep regards to my guide Prof. Deepak Dayal for his exemplary guidance,...
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...(Petrobras) announced that it had discovered a “monstrous” reserve of light oil in the Tupi field of the Santos basin, off the coast of southern Brazil. A day later it removed 41 adjacent exploration blocks from a scheduled government concession auction to reanalyze how to best exploit the new resources.1 Since opening its petroleum industry in 2007, Brazil has attracted hordes of foreign corporations and created hundreds of thousands of jobs. In 2009 President Lula proposed sweeping changes to the industry in the form of four bills that would greatly increase the government’s involvement and relegate foreign oil companies to the role of “subservient partners.” In that same year, Petrobras successfully executed a public stock offering worth almost $79 billion (bn). Yet despite the largest public offering in history and tens of billions of barrels in proven and expected reserves, analysts at Credit Suisse and Deutsche Bank, among others, have downgraded Petrobras’ investment rated to “neutral” and “hold,” respectively. Despite incredible potential, uncertainty over the potential increase in government control, over-ambitious targets, infrastructural bottlenecks, technological capabilities, and corruption loom large for potential Petrobras investors and business partners worldwide. The huge pre-salt oil deposits will have considerable implications for Brazil’s international role, its domestic governance, regional balances of power, and the future of investment in the region. This...
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...R e se a rc h a n d Stat i s t i c s B r a n c h working paper 16/2009 Impact of the Global Economic and Financial Crisis over the Automotive Industry in Developing Countries UNITED NATIONS INDUSTRIAL DEVELOPMENT ORGANIZATION RESEARCH AND STATISTICS BRANCH WORKING PAPER 16/2009 Impact of the Global Economic and Financial Crisis over the Automotive Industry in Developing Countries Peter Wad Copenhagen Business School UNITED NATIONS INDUSTRIAL DEVELOPMENT ORGANIZATION Vienna, 2010 This paper was prepared by Peter Wad, UNIDO consultant and backstopped by Nobuya Haraguchi, UNIDO staff member, Research and Statistics Branch, Programme Coordination and Field Operations Division. Iguaraya Saavedra provided administrative support. The designations employed, descriptions and classifications of countries, and the presentation of the material in this report do not imply the expression of any opinion whatsoever on the part of the Secretariat of the United Nations Industrial Development Organization (UNIDO) concerning the legal status of any country, territory, city or area or of its authorities, or concerning the delimitation of its frontiers or boundaries, or its economic system or degree of development. The views expressed in this paper do not necessarily reflect the views of the Secretariat of the UNIDO. The responsibility for opinions expressed rests solely with the authors, and publication does not constitute an endorsement by UNIDO. Although great care has...
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...B2B B2C B2G BB BGMEA BTRC BTTB CS DDN DFID DI DSL e-commerce EDF EFT e-mail e-market FDI GOB GSP IDA IOC IPO IPR IRIS ISO ISP IT ITU JOBS L/C LCA LMDS MMDS MOPT NIP OECD OSP Asian Sources Media Group Business-to-Business Business-to-Consumers Business-to-Government Bangladesh Bank Bangladesh Garment Manufacturers and Exporters Association Bangladesh Telecommunications Regulatory Commission Bangladesh Telegraph and Telephone Board Contract System Digital Data Network Department For International Development Data International Digital Subscribers Line Electronic Commerce Export Development Fund Electronic Fund Transfer Electronic mail Electronic Market Foreign Direct Investment Government of Bangladesh Generalized System of Preferences International Development Association International Oil Companies Import Policy Order Intellectual Property Rights Center for Institutional Reform and the Informal Sector at the University of Maryland International Standards Organization Internet Service Provider Information Technology International Telecommunications Union Job Opportunities and Business Support Letter of Credit Letter of Credit Authorization Local Multi-channel Distribution System Multi-channel, Multi-point Distribution System Ministry of Posts and Telecommunications New Industrial Policy...
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...1.1 – Description of Strategy Strategy: declaration of intent (considered as both plan and purpose) Strategic Intent: tangible corporate goal; point of view about the competitive positions a company hopes to build over a decade Strategy Formulation: entire process of conceptualizing the mission of an organization, identifying the strategy, and developing long-range performance goals Strategy Implementation: activities that ees and managers of an organization undertake to enact the strategic plan and achieve the performance goals Objectives: the end, the goals Plans: product of strategy, the means to the end Strategic Plan: written statement that outlines the future goals of an organization, including long-term performance goals Policies: broad guidelines to action, which establish the parameters or rules Strategic Planning: systematic determination of goals and the plans to achieve them (requires thinking about future) - must be viewed as a dynamic process that can respond to changes in the environment (Logical Incrementalism) Figure 1.1 – The Reality of the Strategic...
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...Chapter 1: The World of Human Resources Management • Human Resources Management (HRM) – The process of managing human resources or talent (human capital and intellectual assets) to achieve an organization’s objectives. • “Why Study HRM?” – Staffing the organization, designing jobs and teams, developing skillful employees, identifying approaches for improving their performance, and rewarding employee successes—all typically labeled HRM issues—are as relevant to line managers as they are to managers in the HR department. • An organization's success increasingly depends on the knowledge, skills, and abilities of employees, particularly as they help establish a set of core competencies that distinguish an organization from its competitors. To work with people effectively, we have to o Understand human behaviour o Be knowledgeable about various systems and practices available o Be aware of economic, technological social and legal issues • Core Competencies – Integrated knowledge sets within an organization that distinguishes it from its competitors and delivers value to customers. • Sustained competitive advantage through people is achieved if these human resources: o Have value. o Are rare and unavailable to competitors. o Are difficult to imitate. o Are organized for synergy. • The impact of HR practices o Cost savings – reduce turnover, absenteeism, cost of losing value...
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