Free Essay

Business Plan - Online Versity Education

In:

Submitted By fmshahriar
Words 4390
Pages 18
[pic] [pic]

-------------------------------------------------------
-------------------------------------------------------

BUSINESS PLAN

VISION INC.
Sylhet, Bangladesh.
3100
Tel. No: +884204201-9
Fax: 8829882948-51
E-Mail: Vision@yahoo.com; Vision@gmail.com;Vision@hotmail.com
Web: www.vision.com.

Contact

Surajit datta Nirupom chakrabarty
BBA, MBA, PHD in Marketing BBA, MBA; PHD in EEE
Cambridge University. Harbart University.
Founder and CEO of (VI) co-founder and CEO of VI
11-Lamabazar, Sylhet, Bangladesh 36-Medical, Sylhet
3100. Bangladesh 3100
Tel. No:01711012577 Tel. No:
E-Mail:Shuvradatta@hotmail.com E-Mail:
Fax: 8829882950 Fax: 8829882951

TABLE OF CONTENTS:

1. Executive Summary 03
2. Background & Purpose 05
2.1. History 05
2.2. Current Situation 06
2.3. The resource based concept 06
3. Objectives 07
4. Market analysis 07
4.1. Overall Market 07
4.2. Specific Market 07
4.3. Competitive factors 08
4.4. Micro environmental Influence 08
5. Development and Production 09
5.1. Production Processes 09
5.2. Resource requirements 10
5.3. Quality assurance 10
6. Marketing 10
6.1 Overall Concept and Orientation 10
6.2. Marketing Strategy 11
6.2.1 Key element of the strategy 11
6.3. Sales Forecast 12
7. Financial Plan 13
7.1. Financial statements 13
7.2. Financial resources 16
7.3. Financial Strategy 16
8. Organization and Management 17
8.1. Key Personnel resources 17
8.2. HRM strategy 18
9. Ownership 18
9.1. Form of business 18
9.2. Equity Positions 19
9.3. Deal Structure 19
10. Critical risks and contingencies 19
11. Concluding Sections 20
11.1. Summary and conclusion 20
11.2. Scheduling and milestone 20
12. Appendix 21

1. EXECUTIVE SUMMARY:

Vision inc. (VI) is the largest online educational provider. Its rich market niche, characterized by corporate clients with large budgets, significant training needs and receptiveness to new technology, Academic institutions, Multilevel Network
Industries.
VI delivers its unique BBA and LLB degree via Internet-based courses on CEGA University™, its full-service, centrally hosted, scalable remote proprietary virtual campus.
Founder’s themselves collectively have over 54 years experience in creating courses and books for the two courses.
Modern technology has made possible to gather and present this information economically and efficiently and VI is leading the effort to marry technology and information dissemination through three strategic technology alliances which allow to register, enroll, teach, test, grade and certify distance learners in a Seamless fashion.
VI is focusing its resources in the BBA and LLB e-learning business. E-learning is in fact the fastest growing and most promising market in the education industry. By continuously developing and expanding its courses database, VI is relentlessly streamlining the process of delivering content and widening the range and variety of its e-learning educational products, VI intends to maintain and strengthen its leadership position in this lucrative market niche while creating significant B2B and e-commerce opportunities.
Exploiting the latter to their fullest potential is a natural evolution for VI: “E-Train-the Trainer” revenues, portal development revenues, e-mail marketing fees, DVDs & video, magazines, newsletters, will provide a significant complementary revenue stream for the company that will increase market share, promote name recognition, and maximize efficiency.
The company is led by Surajit data , Najia sharmin, Nirupom Chakrabarty, Mahin ahmed Chowdhury, and Abu saleh Md. Maidul Islam where Surajit Datta has 10 years of experience of teaching in Cambridge University and has an MBA.The rest of the members have the experience in sales, marketing, finance and operations.

Vision inc. always tries to give the new thing to people which will be acceptable by everyone. For attracting the customers the site will be updated regularly which is a big challenge to stay in the competitive market place.
Start up and operating expenses including $1.5 million for sales and marketing and $1.5 million for the purchase of computers.
If complex combinations of investment instruments are being use to raise money the deal structure might be:

Bank loan $5000000 Subordinated debenture $2000000 Preferred stock $5500000 Common stock $3600000 Total $16100000

2. Background and purpose:

The company will provide the internet based education to all over the world with the courses of BBA and LLB.

2.1 History:

VI offers BBA and LLB online courses in its full-service, centrally hosted, scalable, remote proprietary virtual campus. It generates e-learning tuition revenues, content licensing, email marketing, e-commerce, valuation for investors and profits. It is the largest online educational provider on complementary BBA and LLB content.

VI offers BBA and LLB online courses in its full-service, centrally hosted, scalable, remote proprietary virtual campus. It is the largest online educational provider on BBA and LLB content.
VI has a total of 33 million shares outstanding. Its ownership structure is as follows:
- 70% Founder 15.4 million shares
- 30% 918 Current Shareholders 17.0 million shares

The company, currently traded as WA Online, Inc. on the Pink Sheets, has 918 shareholders owning publicly traded stock. Prior to completion of this venture round, the following events will take place:

- The Founder will retire all publicly traded stock and take the company private
- Bylaws will be amended to increase the number of shares to 40, and the shareholder Composition will be the following:
- Founder: 20 million shares
- Japanese VCs 4 million shares
- Total 24 million shares

Of the remaining shares, 6 million will be used for this offering; the 2° round offering and employees stock options, while 10 million will be reserved for a future IPO.

2.2 Current situation:

VI inc. will provide online education to those people who are unable to go to the university or college or not enough time to go there. To serve these people VI has come to give a new type of education with least costly. For the first three years the company will offer two courses. Later it may increase its course numbers.

2.3 The resource based concept:

VI develops, manages and hosts Internet-based training and education for corporations, government agencies and academic institutions. The Company offers its online courseware primarily through its proprietary virtual campus product, or CEGA University™, a full-service, centrally hosted, scalable distance education platform. It allows for the registration, enrollment, teaching, testing, grading and certification of distance learners.
CEGA University is accessible by virtually any Internet-ready PC. Enrolled students can access the courseware online, typically via a PC connected to the Internet or a corporate intranet. Once a student has completed a course, he or she receives credit or certification, as appropriate.

The CEGA courseware platform allows offering private label and customizable training courses for Multi-Level-Marketing (“MLM”) Trainers as well.
Through its high technology the Company also offers courseware through more traditional media, including on-site and classroom training, diskette, CD-ROM and printed formats.

3. Objectives:

E-learning courses tuition revenues: $36 million in 2005, $60 million in 2006, and $105million in 2007, corresponding, respectively, to an average of 6000, 10,000, 17,000 clients paying at least $ 500 dollars per month for 12 months.
Valuation, as measured in ability to bring in additional investment at economically feasible valuations. VI needs to attract $3 million immediately and an additional $3 million in a follow-up second round in 2005, with valuation performance that yields attractive internal rate of return (IRR) to investors. The financial section indicates IRR of more than 150%.
Acquisition or Initial public offering (IPO) in 2007, with a valuation of about $35million. This assumes of course the market valuations based on VI’s sales and earnings, which have been kept purposely conservative as this plan is written.

4. Market analysis:

4.1 Overall Market:

The company is getting its profits from the first year because of its system and the experienced people who have contributed a lot to make it easy. VI is providing educations to the students by using English, French and Arabic language. There are many competitors exists in the market. Some of them are Deny Inc, Titi Inc, Sata Inc etc.They have succeeded in their field because of their huge investment and strategies.

4.2 Specific market:

The customers of the company are those who have not enough money to take admission in a university but have sufficient education ability. The company is providing the courses which are the best of all in online education because of its experienced teachers.

4.3 Competitive factors:

The e-learning market is evolving quickly and is subject to rapid technological change, shifts in customer demands and evolving learning methodologies. To succeed, VI must retain its competitive and leadership edge in the BBA and LLB content market niche, continue to expand its course offerings, upgrade its technology and distinguish its solutions.
In both the business and law areas there are many suppliers of online information, including major players like Webbed, Droopy, Mindscape, GNC, rights.com, I Village, etc. Many can be considered as potential strategic allies for VI’s content. AOL, for instance, has VI exclusive space on Instant Messenger, new member welcome message and search position. AOL is also inquiring about having WA as a content provider. AltaVista and Web Help are also interested.

None of the current competitors are capable of combining VI’s content with technology to create compelling e-learning courseware in under two weeks.

The e-learning market will undergo significant price competition. In VI’s market niche, however, given also the leadership position that it enjoys, price competition is expected to be less aggressive.

The general e-learning market is highly fragmented with no single competitor accounting for a dominant market share, and competition is intense.

4.4 Micro environmental influences:

VI hosts the e-learning environments of its customers. By centralizing all infrastructure and hosting requirements, its customers derive significant benefits, such as the avoidance of hardware, software, content and technology installation and/or updates, and 24/7 access from anywhere there is a PC and an Internet connection.
VI must be able to acquire and retain corporate customers by providing e-learning solutions designed to address their strategic business training objectives, while significantly reducing their learning infrastructure costs.

The sales process must be easy to administer and flexible enough to accommodate the needs of VI to keep a very lean organization. The e-learning courses offered on its CEGA University‘s virtual campus should further establish VI presence as an e-learning technology leader in its market niche, not only retaining customers but actually bringing in new customers.

VI’s system has been designed to scale rapidly and to consistently deliver content to large numbers of participants. It uses extensive load testing to measure system capacity and identify potential bottlenecks. Constant improvements to the system architecture ensure increased system capacity well beyond current demand.

VI’s e-learning solutions can be fully integrated with customers' corporate information technology systems, including their Web sites and intranets. As a result, course participants do not necessarily realize that they are accessing content hosted from VI’s servers. Integration layer provides adapters for learning Management systems. Course content is designed to be compatible with customer's security concerns and bandwidth limitations.

5. Development and production:

5.1 Production processes:

VI hosts and makes available to customers proprietary and third-party collaboration tools, which currently include instant messaging software, e-mail solutions, chat rooms and discussion boards. These collaboration tools are designed to create a learning environment that fosters collaboration between peers and a high degree of interaction between participants and tutors.
The system offers comprehensive testing and assessment capabilities, which can be customized for specific learning solutions and customers. Assessment and testing capabilities include the full range of testing techniques (multiple choice, multiple answer quizzes with randomized question sets, tutor-scored and commented exercises, etc.).

5.2 Resource requirements:

The main resources of vision inc.s’ are its teacher whose give valuable lecture to the students in online. These teachers are hired from different renound university from all over the world and they have the potential to satisfy the students. The students can also ask questions to the teachers through e-mail or by using contact numbers.

5.3 Quality assurance:

Earning money is not the only target of vision Inc. It is also working to give the people something which will be valuable for them in the future life. For this reason VI always try to ensure the quality of the education, it means the ability of its teachers, the teaching method, the Availability of books etc. and this is why the company’s main theme is “broaden your vision”.

6. Marketing:

6.1 Overall concept and orientation:

VI develops, manages and hosts Internet-based training and education for corporations, government agencies and academic institutions. The Company offers its online courseware primarily through its proprietary virtual campus product, or CEGA University™, a full-service, centrally hosted, scalable distance education platform. It allows for the registration, enrollment, teaching, testing, grading and certification of distance learners.

VI’s technology allows increasing the efficiency and scalability of tutoring resources. The ability of tutors worldwide to interact with participants through standard Internet communication methodologies significantly increases the pool of tutor candidates that can be recruited. In addition multiple tutors will be allowed to support the same course as grading and exercise submissions can be accessed and responded to by any tutor.

Duplication of tutor work is prevented by message queuing technology. VI’s strategy for future development is to remain positioned with enough flexibility to quickly adapt to new technologies and courseware needs. BBA and LLB content courseware will be constantly adapted to changing environments within what is believed to be a positive market trend for VI’s products.

6.2 Marketing strategy:

Our objective is to be the leading provider of BBA and LLB content e-learning and e-training solutions to corporations, government agencies and academic institutions.
First class web site design and product quality are critical to VI’s positioning as a leading e-learning company. VI will distinguish itself from its generic competitors as a full learning & training center, rather than a traditional informational web site. Further development needs to match the overall business strategy as explained in the rest of the plan. Because VI's target customers are all corporate, it will have the luxury of using the latest technologies to impress them with excellent design and animation. The back-end of the site will be built on latest server technology backed with bandwidth and organized around IS’ technology. IS specializes in Web-to-Enterprise integration, industry-specific solutions, and strategic outsourcing. The courseware platform will be provided by C.net, an industry leader in web-based distance learning offering a world-class, fully-integrated web platform. The replicating site and hosting partnerships will be provided by J.com, a company offering a robust content management system, complete E-commerce store front with instant order processing, events calendar, customer support and much more.

6.2.1. Key elements of the strategy include:

- Streamline delivery and facilitate data mining VI, in partnership with its strategic partners intends to continually streamline content delivery and integration of the technology platform with those of its customers to

facilitate their ability to gather metrics on e-learning performance (sales per employee, customer satisfaction and manager evaluations).
- Boost & adapt courses menu
Continuously update the courses offerings to satisfy clients changing needs
- Develop long-term strategic relationships with customers.
E-learning will become increasingly critical to a business' ability to compete successfully. Thus as a provider, VI is a strategic resource for customers and will capitalize on this to develop products aligned with customers’ needs.
- Exploit strategic relationships to create new distribution channels.
The great flexibility of VI’s content and technology will allow it to quickly generate new products as new market opportunities surface as result of strategic relationships with customers, who are much more attuned to market needs.

6.3 Sales forecast:

The sales forecast in the following table is based on conservative estimates on the number of courses that can be sold. Sales are projected to rise from $36 million in 2002 to $60million in 2003 and $105 million in 2004. The forecast obviously depends on healthy monthly growth rates in the average number of courses sold.

| Sales Summary ( $ x000) |Year 1 |Year 2 |Year 3 |
|Average No. of Courses Sold |6,000 |10,000 |17,000 |
|Growth rate: | |181% |181% |
|E-learning courses tuition revenues |29,845 |52,642 |95,317 |
|Additional revenues | | | |
|E-Train-the Trainer Revenues |2,089 |2,632 |3,813 |
|Portal Development Revenues |1,791 |2,106 |2,859 |
|Email marketing fees |1,194 |1,579 |1,906 |
|Product sales revenues |895 |1,053 |953 |
|Total Sales |35,814 |60,012 |104,848 |
| | | | |
|Cost of Sales |21,488 |30,006 |41,939 |
| |60% |50% |40% |
|Gross Profit |14,325 |30,006 |62,909 |

7. Financial plans:

7.1 Financial statements:
VI believes that it can turn a profit by Year 1 as it is shown in the financial pro-forma summary. The complete pro-formas can be found in the tables appended in Volume 2 of this plan

|Table A: Summary Pro-forma Financial |Year1 |Year2 |Year3 |
|Statements | | | |
| ($ x000) | | | |
|Budget | | | |
|Human Resources Count (Year-End) |6 |7 |9 |
|Capital Expenditures |1,110 |1,492 |2,424 |
|Human Resources |925 |1,045 |1,152 |
|Research & Development |300 |600 |960 |
|Sales & marketing |1,600 |1,080 |1,860 |
|General & Adm |512 |631 |765 |
|Total Budget |6,547 |12,848 |19,161 |
| | | | |
|Profit & Loss | | | |
|Total Sales |35,814 |60,012 |104,848 |
|Cost of Sales |21,488 |30,006 |41,939 |
|Total Operating Expenses |3,754 |3,774 |5,155 |
|Net Income After Taxes |6,452 |16,097 |35,597 |
| | | | |
|Cash-Flow | | | |
|Cash-In Details | | | |
|Sale of Stock |3,000 |- |- |
|Gross Profit from Sales |14,325 |30,006 |62,909 |
|Interest Income |182 |595 |1,574 |
|Total Cash In |17,507 |30,601 |64,483 |
| | | | |
|Cash-Out Details | | | |
|Capital Expenditures |1,110 |1,492 |2,424 |
|Participations |2,100 |8,000 |12,000 |
|Human Resources |925 |1,045 |1,152 |
|Research & Development |300 |600 |960 |
|Sales & marketing |1,600 |1,080 |1,860 |
|General & Adm |512 |631 |765 |
|Taxes on Income |4,301 |10,731 |23,731 |
|Payables(-) |- |- |- |
| |212 |328 |493 |
|Net VAT Payments |- |- |- |
| |2,013 |4,572 |4,557 |
|Balance at Year end |8,623 |18,679 |37,842 |
| | | | |
|Balance Sheet | | | |
|Assets | | | |
|Current |6,881 |20,695 |49,471 |
|Assets |692 |1,766 |3,773 |
|Total Assets |7,573 |15,876 |39,706 |
| | | | |
|Liabilities & Shareholder Equity | | | |
|Current |221 |428 |640 |
|Stockholders Equity |3,000 |3,000 |3,000 |
|Retained Earnings |4,352 |12,448 |36,066 |
|Liabilities Plus Equity |7,573 |15,876 |39,706 |

7.2 financial resources:

Here the company’s first year’s budget summary has been given.

First Year Budget Summary

- Capital Expenditures 1,110
- Participations 2,100
- Human Resources 925
- Research & Development 300
- Sales & marketing 1,600
- General & Adm 512
- Total Budget 6,547
Our first year’s budget comes to $6.5 million because of our commitment to dominate our market niche.
Of the $6.5 million, $2.1 million are earmarked for an acquisition. This is an extraordinary item that may or may not occur, and hence can be delayed or cancelled.

7.3 financial strategy:

This is an Internet and e-learning venture that, of course, depends on the developing financial prospects of the growing Internet & e-learning world. To make it work financially, VI need to increase valuation on schedule to bring in substantial additional capital. The tables that follow define the investment offering for investors. Specifically the plan envisions

- A pre-money valuation of $35 million, with IRR of about 180% for all investors of this round
- The exit strategy is an IPO at the of 2004, valuing the company at $356 million or $524 million, if valuation is based a very conservative earnings or sales multiples of, respectively 10 and 2.

8. Organization and management

8.1 Key personnel resources:

Surajit Datta is Developer Founder and CEO of VI, and also the main VC fundraiser for the $4 Million Seed Capital that was used to develop the original WA website. Mr. S.Chakrabarty is a passionate activist, a scholar, and a visionary entrepreneur. He has been labeled a walking encyclopedia. He has worked for the company a lot and also continuing it. The company had been able to get the profit from the very first year because of his activity and intelligence.
Mr. Nirupom chakrabarty is co-founder of Learning Systems, Inc. He brings 14 years of experience as CEO of I systems, and holds MBA and a Ph.D. in Electrical Engineering. Nirupom chakrabarty brings the new idea and educational expertise needed to successfully manage vision.com’s growth, blending the old economy model of “net-earnings” vs. “eyeballs” and the new economy of e-commerce based expansion into global markets.
Mr. Surajit Datta and Mr Nirupom chakrabarty have been business partners or affiliates since2004, and both bring complementary strengths to the organization. Mr. Surajit Datta provides the entrepreneurial spirit and Nirupom chakrabarty executes the vision on a day to day basis.
VI will strive to secure seasoned professional management with experience, the "gray haired factor. “The company will be looking to add more experience to the team as it builds its administrative and financial capabilities.

8.2 Human resource management strategy:

Vision inc. will be run by the current employees. Each of them as having developed skills in specific areas that will help the company reaches a cruise speed. As a result, no tremendous financial resources should be involved in the human resources field because the company intends to remain closely supervised for the first couple of tears. The following personnel plan details VI’s plans for the ramp-up
Human Resources Yr 1 Yr 2 Yr 3
CEO- 1 1 1
President- Xxxxxx 1 1 1
Executive VP/COO - 1 1 1
COO - Dr Yyyyyy 1 1 1
CAO- 1 1 1
Office Staff 1 2 4
Total Headcount 6 7 9
Total HR costs 790 897 989
Scientific Advisory Board 75 83 45
Non-Executive Directors 60 66 36
Total HR costs 925 1,045 1,071

9. Ownership:

9.1 Form of business:

The business is a limited liability partnership. As such, each partner is liable only for the amount of his/her personal investment in Vision Inc. No other legal liability exists. The actual partnership agreements contain no special conditions or clauses.

9.2 Equity positions:

Owner’s equity positions

|Partner Investment |

S.Chakrabarty $100000
A.Chowdhury $700000
Bank Asia $100000
Total owner’s equity $900000

9.3 Deal structure:

Vision inc. start its business with the amount of $3000000 and grow at the rapid rate necessary for the organization to achieve its potential .the deal structure has been negotiated with the investor.

10. Critical risks and contingencies:

We feel that our company will be a success. As a venture, certain risks exist. • No product/service currently exists; so we are updating our courses and features. • VI must be able to acquire and retain corporate customers by providing e-learning solutions designed to address their strategic business training objectives, while significantly reducing their learning infrastructure costs.

• The online e-learning tools must be easy to use and fully interactive. User satisfaction and measurable results are ultimate priorities.

• VI will succeed if it can capitalize on its leadership position in BBA and LLB content know-how, turning it into e-learning courses and dollars through CEGA University virtual campus.

• The sales process must be easy to administer and flexible enough to accommodate the needs of VI to keep a very lean organization. The e-learning courses offered on its CEGA University‘s virtual campus should further establish. VI presence as an e-learning technology leader in its market niche, not only retaining customers but actually bringing in new customers.

11. Concluding sections:

11.1 summary and conclusions:

The plan of the firm indicates that how to improve the firms total revenue and to indicate that the strategy which will influence the firms total profit. Our main objective is not only to making the profit but also giving people something very special.

11.2 Scheduling and milestones:

For improving the condition of the business and also adjust with the current market situation which will take some necessary steps in the future .They includes:

• Give the service of new online education courses. • Research will be undertaken to know the customers needs. • Improving the technological conditions. • Hiring new teachers from different parts of the world. • The courses will be designed in a new way.

12. Appendixes:

| |
|PLAN PERIOD: 3 YEARS |
|KEY ASSUMPTIONS & SPECIFICATIONS |
|Budget Assumptions |
| |
|All areas of budget VAT & Retained taxation : 10% |
|Material Assets |
|Leasehold Improvements The improvements to be done i to adapt it to company's |
|requirement |
|Immaterial |
|Web Site & Corp. Image, Media |
|Package Costs relate to the creation of a website, |
|logo, brochure, presentation materials. |
|Own Intellectual Property |
|Includes costs of preparing, national & |
|international filing |
|Corporate Software Accounting, management and |
|Software, purchases/leases. |
| |
|Human Resources |
|Board of Directors non-executive Assumes that only non- |
|executive officers will receive Board |
|Compensation |
|Scientific Advisory Board Assumes that Board of Directors and |
|SAB Membership compensation |
|can't be cumulated. |
|Salaries Assume that salaries cost will equal |
|67% of all HR costs, with |
|balance distributed among social, leaving indemnities and other costs. |
| |
|Profit & Loss |
| |
|Sales The plan assumes a 5% monthly growth in number of courses sold |
|Throughout the period. |
|No. Of Starting Courses sold |
|per month |
|3,750 |
|Monthly growth rate: 105% |
| |
|Ave/Person |
| |
|E-learning courses tuition |
|revenues |
|$500.00 |
|Additional revenues In aggregate 20% of E-learning tuition revenues in Yr 1, 15% in Yr 2 |
|And 10% in Yr 3. |
|E-Train-the Trainer Revenues Assumed to be 7% of E-learning tuition revenues in Yr 1, 5% in Yr 2 |
|And 4% in Yr 3. |
|Portal Development Revenues Assumed to be 6% of E-learning tuition revenues in Yr 1, 4% in Yr 2 |
|and 3% in Yr 3. |
|Email marketing fees Assumed to be 4% of E-learning tuition revenues in Yr 1, 3% in Yr 2 |
|and 2% in Yr 3. |
|Product sales revenues Assumed to be 3% of E-learning tuition revenues in Yr 1, 2% in Yr 2. |
| |
| |
| |
| |
| |
| |
| |
| |
| |

Similar Documents

Free Essay

Step-by-Step Install Guide Liferay Portal Enterprise on Linux V1.0

...Global Open Versity Labs Step-by-Step Install Guide Enterprise Liferay Portal v1.0 Global Open Versity IT Systems Integration Hands-on Labs Training Manual Step by Step Install Guide Liferay Portal Enterprise on Linux Kefa Rabah Global Open Versity, Vancouver Canada krabah@globalopenversity.org www.globalopenversity.org Table of Contents Page No. STEP-BY-STEP INSTALL GUIDE LIFERAY PORTAL ENTERPRISE ON LINUX Part 1: Install JDK6 Part 2: Quick Liferay Portal Installation with Default HSQL Database Part 3: Install MySQL Database for Liferay Enterprise Step 1: Install and configure MySQL Database Server Part 4: Install Liferay for an Enterprise Step 1: Remove Default Bundled Sample Data Step 2: Create Portal.Ext.Properties File Part 5: Need More Training 2 3 4 6 6 7 8 8 11 © A GOV Open Knowledge Access Technical Academic Publications License Enhancing education & empowering people worldwide through eLearning in the 21st Century © April 2007, Kefa Rabah, Global Open Versity, Vancouver Canada 1 www.globalopenversity.org ICT202 - Linux Enterprise Infrastructure Engineering Diploma Global Open Versity Labs Step-by-Step Install Guide Enterprise Liferay Portal v1.0 Global Open Versity IT Systems Integration Hands-on Labs Training Manual Step-by-Step Install Guide Liferay Portal Enterprise on Linux By Kefa Rabah, krabah@globalopenversity.org Feb 09, 2010 SerengetiSys Labs Project: your company – an enterprise business concern recently is deploying a new network infrastructure...

Words: 3512 - Pages: 15

Premium Essay

Hello

...Join Search Browse Saved Papers Home Page » Business and Management Business Plan of a Boutique Shop in Bangladesh In: Business and Management Business Plan of a Boutique Shop in Bangladesh Term Paper On Business Plan of a Boutique House Submitted To Maruf Reza Byron Senior Lecturer Submitted By Gazi Tasnuva Ibtesam ID # 111072045 Sumaya Sultana ID # 111081120 A. S. M. Shamiul Imrose ID #111081039 Khaled Saifullah ID # 111081142 Md. Asif Muztoba Khan ID # 111081095 Sec D, Group A Submission Date: April 12, 2009 Table of Content Topic | Page | Letter of Transmittal | i. | Letter of Caution | ii. | Student Declaration | iii. | Acknowledgement | iv. | Abstract | v. | Summary | vi. | Partnership Agreement | vii – ix | The Industry, the Company and the Service | x – xiii | Marketing Plan | xiii – xiv | Financial Data | xiv | Picture of our Products | xiv | Letter of Transmittal April 12, 2009 Maruf Reza Byron School of Business United International University Dear Sir: Subject: Submission of...

Words: 393 - Pages: 2

Premium Essay

Thesis Accountabiliy

...SPOTLIGHT ON HOW TO MANAGE DISRUPTION Spotlight ARTWORK Henrique Oliveira, Tapumes Rice Gallery, Houston, 2009, plywood 4.7 x 13.4 x 2m It’s not enough to know that a threat is coming. You need to know whether it’s coming right for you. by Maxwell Wessel and Clayton M. Christensen 56 Harvard Business Review December 2012 PHOTOGRAPHY: NASH BAKER Surviving Disruption HBR.ORG Maxwell Wessel is a fellow at the Forum for Growth and Innovation and a senior researcher at Harvard Business School. Clayton M. Christensen is the Kim B. Clark Professor of Business Administration at HBS. D SPOTLIGHT ON HOW TO MANAGE DISRUPTION Disruptive innovations are like missiles launched at your business. For 20 years we’ve described missile after missile that took aim and annihilated its target: Napster, Amazon, and the Apple Store devastated Tower Records and Musicland; tiny, underpowered personal computers grew to replace minicomputers and mainframes; digital photography made lm practically obsolete. And all along we’ve prescribed a single response to ensure that when the dust settles, you’ll still have a viable business: Develop a disruption of your own before it’s too late to reap the rewards of participation in new, high-growth markets—as Procter & Gamble did with Swiffer, Dow Corning with Xiameter, and Apple with the iPod, iTunes, the iPad, and (most spectacularly) the iPhone. That prescription is, if anything, even more imperative in an increasingly volatile world...

Words: 5438 - Pages: 22

Premium Essay

Gudie

...PRICES & MARKETS Tutorial Exercises and Supplementary Materials RMIT University This document has been prepared for use in the Prices & Markets course at RMIT UniA versity. The file was compiled using L TEX, an open source typesetting system, and is viewable in all standards compliant PDF viewers. The PDF has been formatted for two-sided printing. Please address any queries to: pricesandmarkets@rmit.edu.au Copyright Martin C. Byford (2012). This version compiled on Thursday 6th December, 2012. Contents Using This Volume 1 Introduction to Demand and Supply 1.1 Quiz . . . . . . . . . . . . . . . . . . 1.2 Group Exercise . . . . . . . . . . . . 1.3 Homework Questions . . . . . . . . . 1.4 Homework Solutions . . . . . . . . . 2 Elasticity 2.1 Quiz . . . . . . . . . 2.2 Group Exercise . . . 2.3 Homework Questions 2.4 Homework Solutions iii 1 1 3 4 5 9 9 11 12 13 15 15 17 18 19 25 25 27 28 29 33 33 35 36 37 39 39 41 42 43 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ...

Words: 15136 - Pages: 61

Premium Essay

Augmented Reality

...Chapter 3 Augmented Reality – Where it Started from and Where It’s Going Veronika Szucs, Silvia Paxian and Cecília Sik Lanyi Additional information is available at the end of the chapter http://dx.doi.org/10.5772/59796 1. Introduction This study provides an overview of augmented reality (Augmented Reality, AR) and some of its important and popular areas of application. Augmented reality technology integrates 3D virtual objects into a real 3D environment, in real time. This book chapter presents the areas of everyday life where AR can be used (including, but not limited to): medical informatics, production repair, visualization, route planning, entertainment and military applications, marketing tasks and education. The basic characteristics of AR systems, the need for compro‐ mise in their applicability, and optical and video mixing approaches are presented in the chapter. The chapter introduces the two main areas of sensor errors, which are considered as a basic problem during the design of efficient augmented reality systems. We summarize how the current devices are able to solve these problems. The expected future direction of AR technology developments and the areas where further research is needed are simultaneously introduced. 1.1. Aims In the course of preparing the study, the actualities of augmented reality technologies have been reviewed. Questions associated with differing scope of application, design and imple‐ mentation problems of augmented...

Words: 8102 - Pages: 33

Premium Essay

Hawthorn Arms

...Veer.1 —Royal Dut Shell’s for Peter V Voser, CFO an soon-to-be CEO of the oil and gas c nd e company Roy Dutch She (hereafter Shell) yal ell realized th the “optic surrounding the comp hat cs” position of his just-announ s nced Executiv Committee (EC) ve e were not g good. It was May 27, 2009 and Voser w addressin 200 of She 9, was ng ell’s top mana agers in Berlin His n. all-white, male, Swiss, American, an British eig nd ght-person team was a sig gnificant depa arture from th of hat his predecessor, Jeroen van der V n Veer. Absent were the two female members: Linda Cook, a 25 year o a 5 veteran w who had lost the battle to become CE and whos track recor in growin the firm’s LNG o EO se rd ng business h had brought her wide rec cognition, an Roxanne D nd Decyk, forme erly Corporat Affairs dir te rector, who took on a new po osition as hea of governm ad ment relations in the Unite States. The were no D s ed ere Dutch members, strange for a firm headqu uartered in Th Hague and founded in 1907 through the alliance of the he d h oil compa any Royal Du utch Petroleum Company and the Brit tish Shell Tra ansport and T Trading Com mpany. Nor were there any Asian membe e A ers—despite i being a ma it ajor thrust of Shell’s strategic growth (See f h. Exhibit 1 for the 2008 and 2009 EC Voser wo Cs.) orried that the new EC wo e ould be seen as a signal th he hat was moving away fr...

Words: 15443 - Pages: 62

Premium Essay

Sistem Informasi

...PRENTICE HALL MA NAGEMENT INFORMATION SYSTEMS TITLES MIS: Brown/DeHayes/Hoffer /Martin/Perkins, Managing Information Technology 6/e © 2009 JessuplValacich, Information Systems Today 31e © 2008 Kr oenke, Using MIS 21e © 2009 Kr oenke, Experiencing MIS © 2008 Laudon/Laudon, Management Information Systems 10le © 2007 Laudon/Laudon, Essentials of Management Information Systems 81e © 2009 Luftman et aI., Managing the IT Resource © 2004 Malaga, Information Systems Technology © 2005 McKeen/Smith, IT Strategy in Action © 2009 McLeod/Schell, Management Information Systems 10le © 2007 McNurlin/Spr ague, Information Systems Management In Practice 7Ie © 2006 Miller, MIS Cases: Decision Making with Application Software 41e © 2009 Senn, Information Technology 31e © 2004 Database Management: BordoloilBock, Oracle SOL © 2004 Bordoloi/Bock, SOL for SOL Server © 2004 Fr ost/DaylVanSlyke, Database Design and Development: A Visual Approach © 2006 Hoffer/Prescott/Topi, Modern Database Management 91e © 2009 Kroenke/Auer, Database Concepts 31e © 2007 Kroenke, Database Processing 10Ie © 2006 Perry/Post, Introduction to Oracle10g, © 2007 Per ry/Post, Introduction to SOL Server 2005 © 2007 Systems Analysis and Design: Hoffer /GeorgelValacich, Modern Systems Analysis qnd Design 5'/e © 2008 Kendall/Kendall, Systems Analysis and Design 7Ie © 2008 Valacich/George/Hoffer, Essentials of Systems Analysis and Design 31e © 2006 Object-Oriented Systems Analysis and Design: ...

Words: 39287 - Pages: 158

Premium Essay

Qantas Sustainability Review 2013

...This page has been intentionally left blank   TABLE OF CONTENTS     Page Introduction Governance − − − − Corporate Governance Business Resilience Group Security Group Risk and Audit 2 4 4 9 10 11 13 15 19 22 31 38 45 49 56 57 Stakeholder Engagement Financial Safety and Health Customer People Environment Procurement Community Measures Glossary The Group Strategy, supported by environment, procurement and community strategies, underpins the identification and reporting on material items. To support the Group’s core goal of delivering sustainable returns to shareholders, areas of focus are used to measure, monitor and report on the Group’s performance. Areas of focus and measures are reviewed and updated to ensure that they remain relevant. The Group Strategy drives sustainable outcomes Governance Corporate governance is core to ensuring the creation, protection and enhancement of shareholder value. Stakeholders We are committed to communicating effectively with our stakeholders. Financial Safety and Health To be recognised as the world’s leading airline group in air, ground and people safety and health. Customers Our Customers are the core of everything we do. The Group is continually striving towards providing exceptional customer experiences. Vision We strive to build a strong viable business capable of delivering sustainable returns to shareholders. Focus Qantas Sustainability Review 2013 » Long-term Profitability » Prudent...

Words: 27168 - Pages: 109

Premium Essay

Business Management

...RESERVED. No part of this work covered by the copyright herein LL RIGHT th repro reprodu ted, s may be reproduced, transmitted, stored or used in any form or by any means electro graphic, electronic, or mechanical, including but not limited to photocopying, scann di recording, scanning, digitizing, taping, Web distribution, information networks, a or information storage and retrieval systems, except as permitted under o t Section 107 or 108 of the 1976 United States Copyright Act, without the prior writ written permission of the publisher. pro For product information and technology assistance, contact us at Cen Cengage Learning Customer & Sales Support, 1-800-354-9706 For permission to use material from this text or product, submit all requests online at cengage.com/permissions Further permissions questions can be emailed to permissionrequest@cengage.com This book contains select works from existing Cengage Learning resources and was produced by Cengage Learning Custom Solutions for collegiate use. As such, those adopting and/or contributing to this work are responsible for editorial content accuracy, continuity and...

Words: 44673 - Pages: 179

Premium Essay

Reverse Discrimination

...affirmative action and reverse discrimination. The Supreme Court has made it clear that race classifications, whether benign or invidious, will trigger rigid strict scrutiny analysis, which requires that the government prove its program is narrowly tailored to serve a compelling interest. In 2003, the Court, in Gratz v. Bollinger,1 ruled that while student diversity in educational institutions may be a compelling interest, an affirmative action program that assigned points to applicants of minority races was unconstitutional.2 In 2007, in Parents Involved in Community Schools v. Seattle School District No. 1,3 it held that two public school district plans that used race-based enrollment targets for student assignments failed strict scrutiny because the districts neither proved a compelling interest, nor demonstrated that the plans were...

Words: 19597 - Pages: 79

Premium Essay

No File

...Global Product Quality and Corporate Social Responsibility Perceptions: A Cross-National Study of Halo Effects Thomas J. Madden, Martin S. Roth, and William R. Dillon ABSTRACT Attribute ratings often contain a holistic or global impression of the brand, commonly referred to as “halo.” A halo response can occur when perceptions of a brand’s performance on an attribute are influenced by performance percep- tions on another attribute or by a global impression of the brand. Using cross-national survey data from consumers in Argentina, China, Spain, and the United States, the authors examine the extent to which a halo response introduces bias to product quality and corporate social responsibility perceptions of competing brands. The findings show that halo is more pervasive for product quality than for corporate social responsibility associations, varies across brands and markets, and is strongly related to brand recommendations. Examining cross-national brand performance and halo perceptions can help international marketing managers understand key perceptual similarities and differences between and across markets, which can inform strategic considerations such as whether to pursue global, panregional, or national branding, positioning, and advertising strategies. Keywords: constrained components analysis, associative network models, automatic activation theory, branding and brand management, marketing standardization/adaptation, corporate social responsibility The strategic...

Words: 11209 - Pages: 45

Free Essay

Lindt Annual Report

...Lindt & SprüngLi AnnUAL REPORT 2011 For the past 165 years, premium chocolate manufacturer Lindt & Sprüngli has been committed to render top quality. With six production sites in Europe and two in the USA, 18 subsidiaries as well as numerous independent distribution partners, LINDT products are in the meantime available nearly all around the globe. To ensure an impressive presentation of the LINDT product variety and to grant our loyal chocolate lovers an extraordinary shopping experience, increased investments have been made in the past years for the expansion of the LINDT retail department. For this reason, we will take you in this annual report on a journey, starting in New York, with stopovers in Zurich, Tokyo, Sydney and San Francisco where we will show you some impressions of selected worldwide LINDT Boutiques, Shops and Chocolate Cafés. We look forward to welcoming you during your next trip in one of our stores.                 K e y F i n a n c i a l data A n n uA L r e p o rt 2011 InCOME STATEMEnT 2011 2010 Change in % Sales EBITDA in % of sales EBIT in % of sales net income in % of sales Operating cash flow in % of sales CHF million CHF million % CHF million % CHF million % CHF million % 2,488.6 421.9 17.0 328.7 13.2 246.5 9.9 345.4 13.9 2,579.3 423.3 16.4 325.3 12.6 241.9 9.4 363.7 14.1 – 3.5 – 0.3 1.0 1.9 – 5.0 BALAnCE SHEET 2011 2010 Change in % Total assets Current assets in % of total assets non-current assets in % of total...

Words: 42264 - Pages: 170

Premium Essay

“What Is the Relationship Between Diversification and Performance, Particularly in Emerging Economies? What Are the Factors Which Are Relevant for Setting the Contents of That Relationship?”

...“WHAT  IS  THE  RELATIONSHIP  BETWEEN  DIVERSIFICATION   AND PERFORMANCE, PARTICULARLY IN EMERGING ECONOMIES? WHAT ARE THE FACTORS WHICH ARE RELEVANT FOR SETTING THE CONTENTS OF THAT RELATIONSHIP?” By João de Almeida Frazão Caro de Sousa Master Thesis Submitted to ESADE Business School in fulfilment of the requirements for the Degree of Master of Science in International Management ESADE Business School May 2012 Master of Science in International Management – ESADE Business School i Master of Science in International Management – ESADE Business School Table of Contents Introduction ..................................................................................................................................... 1 Theoretical Background 1. Diversification ......................................................................................................................... 5 1.1 General Observations ........................................................................................................ 6 1.2 Different types of diversification strategies....................................................................... 7 1.3 The costs and benefits of diversification ........................................................................... 8 1.4 Diversification Trends ....................................................................................................... 9 A. The Lack of Significant Relationship ................................

Words: 67131 - Pages: 269

Premium Essay

Mass Media

...Media History Contents 1 Introduction 1.1 Mass media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1.1.1 1.1.2 1.1.3 1.1.4 1.1.5 1.1.6 1.1.7 1.1.8 1.1.9 Issues with definition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Forms of mass media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Purposes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Professions involving mass media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . History . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Influence and sociology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Ethical issues and criticism . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Future . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . See also . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 1 1 2 6 6 7 8 10 10 10 10 11 11 12 12 12 12 16 16 17 17 17 17 17 17 18 19 20 21 21 21 1.1.10 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1.1.11 References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1.1.12 Further reading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1.1.13 External links . . . . . . . . ....

Words: 146891 - Pages: 588

Premium Essay

Kkswmddkmdkemwekdemkedmkdemkmdkmdkew

...448 Field-Level Functions 449 More Complex Transformations 451 Tools to Support Data Reconciliation 451 Data Quality Tools 451 Data Conversion Tools 452 Data Cleansing Tools 452 Selecting Tools 452 The Derived Data Layer 452 Characteristics of Derived Data 452 The Star Schema 453 Fact Tables and Dimension Tables 453 Example Star Schema 454 Surrogate Key 455 Grain of Fact Table 456 Duration of the Database 456 Size of the Fact Table 457 Modeling Date and Time 458 Variations of the Star Schema 458 Multiple Fact Tables 458 Factless Fact Tables 459 Normalizing Dimension Tables 460 Multivalued Dimensions 461 Hierarchies 461 Slowly Changing Dimensions 464 The User Interface 465 Role of Metadata 466 Querying Tools 466 Online Analytical Processing (OLAP) Tools Slicing a Cube 468 Drill-Down 468 Data Mining Tools 469 Data Mining Techniques 469 Data Mining Applications 469 Data Visualization 470 467 437 xvii 430...

Words: 80097 - Pages: 321