...Entire Course Keller Purchase here https://sellfy.com/p/ceIb/ Product Description PM 598 Entire Course Contract and Procurement 100% Correct Keller PM 598 Entire Course Keller Purchase here https://sellfy.com/p/ceIb/ Product Description PM 598 Entire Course Contract and Procurement 100% Correct Keller PM 598 Entire Course Keller Purchase here https://sellfy.com/p/ceIb/ Product Description PM 598 Entire Course Contract and Procurement 100% Correct Keller PM 598 Entire Course Keller Purchase here https://sellfy.com/p/ceIb/ Product Description PM 598 Entire Course Contract and Procurement 100% Correct Keller PM 598 Entire Course Keller Purchase here https://sellfy.com/p/ceIb/ Product Description PM 598 Entire Course Contract and Procurement 100% Correct Keller PM 598 Entire Course Keller Purchase here https://sellfy.com/p/ceIb/ Product Description PM 598 Entire Course Contract and Procurement 100% Correct Keller PM 598 Entire Course Keller Purchase here https://sellfy.com/p/ceIb/ Product Description PM 598 Entire Course Contract and Procurement 100% Correct Keller PM 598 Entire Course Keller Purchase here https://sellfy.com/p/ceIb/ Product Description PM 598 Entire Course Contract and Procurement 100% Correct Keller PM 598 Entire Course Keller Purchase here https://sellfy.com/p/ceIb/ Product Description PM 598 Entire Course Contract...
Words: 432 - Pages: 2
...CC-307-017 Dynamic Strategic Alignment This reference note was prepared by Professor Steven White to introduce basic concepts and a framework for discussing strategic management. Copyright © 2009 by CEIBS (China Europe International Business School). No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means – electronic, mechanical, photocopying, recording or otherwise – without the permission of CEIBS The CEIBS Case Centre is sponsored by McKinsey & Company. Dynamic Strategic Alignment CC-307-017 Dynamic Strategic Alignment This note introduces the concepts and frameworks that are commonly used in strategic analysis, integrating them within an on-going process of creating and improving strategic alignment. 1. FUNDAMENTALS The objective of strategic management is to create alignments—within the firm and between the firm and its environment—that give the firm competitive advantage and enable it to achieve its goals. Strategic change, therefore, is fundamentally a decision about what changes to make in order to create or improve alignment that moves the firm closer to its goals. Managers may increase alignment and performance by a) changing elements of the firm, b) changing features of the environment in which operate, or c) shifting to another environment. There will usually be multiple options, and managers must decide which changes are necessary, possible and worth the effort required. When making...
Words: 4052 - Pages: 17
...| Global MBA Rankings: Review and Recommendations | | | Table of Contents Executive Summary 3 Review of Existing MBA Ranking Methodologies 3 A New MBA Ranking Methodology 5 KPI Categories 6 1. Internationalism 6 2. Career 6 3. Salary 6 4. Network and Student body 6 5. Faculty and Education 7 Data Collection and Standardization 7 Summary 7 Appendix 1: List of KPIs 9 Appendix 2: KPI Descriptions and Definitions 10 1. Internationalism KPIs 10 2. Career KPIs 10 3. Salary KPIs 11 4. Network & Student Body KPIs 12 5. Faculty and Education KPIs 12 Appendix 3: Salary Adjustment Process 14 Appendix 4: Data Standardization Processes 15 Appendix 5: School Questionnaire 16 Appendix 6: Alumni Questionnaire 17 Appendix 7: 2010 Survey Data 18 Internationalism 18 Career 19 Salary 20 Network and Student Body 21 Faculty and Education 23 References 24 Post Script: Lessons Learned 25 Executive Summary Over the last few weeks we have taken on the task of assessing the relevance of the two most recognized annual Global MBA ranking systems, published by the Financial Times and the Economist. We have concluded the need for a new ranking system that would address some of the key shortcomings of these systems. This new system would continue to build on the successes of the esteemed publications. We believe that a new system needs to take into account the needs of the emerging Y-generation, the millennials, a lower...
Words: 7159 - Pages: 29
...CSR 2014 www.educationpost.com.hk/csr2014 MBAs and social responsibility The green trend in business Lowdown on courses and events Hong Kong Brazil Singapore Miami Manchester Shanghai Dubai 25 Nobel Prize Winners 22 4 Top in Hong Kong * | World 34 # | 6th in UK * | 14th in Europe * years in Hong Kong 3 Accreditations + Registration No. 250144. It is a matter of discretion for individual employers to recognise any qualification to which this course may lead. Source: * Financial Times ranking 2014 # Financial Times 3 year average rank (2012-14) + Part of 1% of business schools to be awarded tripe accreditation status (AMBA, EQUIS, AACSB) Original Thinking Applied CONTENTS CSR 2014 04 The Trend The rise of CSR in business education 07 Case Study 10 Teaching CSR 14 16 18 Event The green trend in business Advertorial Economy MBAs and social responsibility Industry 08 CSR 2014 Lowdown on courses and events Oil companies and MBAs: a pipeline for corporate social responsibility www.educationpost.com.hk/csr2014 MBS stresses importance of social responsibility Teaching China’s business leaders the importance of CSR PolyU means business when it comes to creating a better world 04 07 08 10 14 16 18 Corporate social responsibility will revitalise the world’s economy CUHK CSR case competition winner will be awarded a Swire...
Words: 5446 - Pages: 22
...hang Lan selected a prestigious office building for her first new restaurant, located in the proximity of her target customers ― white-collar office workers ― who were still an untapped, niche market in China at that time. Almost all of South Beauty restaurants that were opened subsequently remained close to its targeted customer base and were located in top-notch office buildings in key cities. Although the operational costs were higher in comparison with those of other restaurants, meals could be more expensively priced to cover the costs. This combination of high-end location and high pricing was also helpful in developing the upper-middle class brand image. Zhang Lan and her team insisted that people came to the restaurants not only for the food, but also for the ambience. South Beauty invested 8 million yuan (around $1 million) on furniture, interior decoration, and in setting up the kitchen of a new South Beauty restaurant. For example, Zhang Lan selected Jack Tam, a Chinese American designer who had graduated from Harvard University to design her first restaurant. She believed that only Tam could understand the styling practices of Western restaurants and the Chinese catering culture. The targeted customers took to the restaurant almost instantly. In this way, the Group became unique in the Chinese restaurant market. Zhang Lan also decided to provide Sichuan food in her new restaurant. She believed that among the eight main Chinese cuisines, Sichuan food...
Words: 619 - Pages: 3
...(SWITZERLAND) • Universität zu Köln (GERMANY) • Université Catholique de Louvain, Louvain-la-Neuve (BELGIUM) • University of Edinburgh (UNITED KINGDOM) • The University of Manchester, Manchester Business School (UNITED KINGDOM) • The University of Warwick, Warwick Business School (UNITED KINGDOM) • Warsaw school of economics (POLAND) • Wirtschaftsuniversität Wien (AUSTRIA) AUSTRALIA • University of Melbourne, Melbourne Business School (MELBOURNE) • University of New South Wales, Australian School of Business (SYDNEY) • University of Sydney (SYDNEY) • University of Otago, School of Business (NEW ZEALAND) ASIA • The Beijing Center for Chinese Studies (TBC), (PECHINO) • China Europe International Business School (CEIBS) (SHANGHAI) • Chinese University of Hong-Kong, Faculty of Business Administration, (HONG KONG) • Fudan University, Fudan School of Management, (SHANGHAI) • Guanghua School of Management, Peking University, (PECHINO) • Hong Kong University of...
Words: 504 - Pages: 3
...GLOBALIZATION OF MANAGEMENT EDUCATION: Changing International Structures, Adaptive Strategies, and the Impact on Institutions This page intentionally left blank GLOBALIZATION OF MANAGEMENT EDUCATION: Changing International Structures, Adaptive Strategies, and the Impact on Institutions Report of the AACSB International Globalization of Management Education Task Force AACSB International – The Association to Advance Collegiate Schools of Business 777 South Harbour Island Boulevard Suite 750 Tampa, Florida 33602-5730 USA Tel: + 1-813-769-6500 Fax: + 1-813-769-6559 www.aacsb.edu United Kingdom North America Japan India Malaysia China Emerald Group Publishing Limited Howard House, Wagon Lane, Bingley BD16 1WA, UK First edition 2011 Copyright r 2011 AACSB International. Reprints and permission service Contact: booksandseries@emeraldinsight.com No part of this book may be reproduced, stored in a retrieval system, transmitted in any form or by any means electronic, mechanical, photocopying, recording or otherwise without either the prior written permission of the copyright holder or a license permitting restricted copying issued in the UK by The Copyright Licensing Agency and in the USA by The Copyright Clearance Center. No responsibility is accepted for the accuracy of information contained in the text, illustrations or advertisements. The opinions expressed in these chapters are not necessarily those of the Editor or the publisher. British Library Cataloguing in Publication...
Words: 133204 - Pages: 533
...Andrew Czupta Final Project Brand Profile: Naked Juice Brand Name: Naked Juice Naked Juice Company engages in the manufacture and distribution of juices and fruit smoothies in the United States. It offers juices, juice smoothies, and protein smoothies. Naked Juice sells its nutritional product line through supermarkets, club stores, health food stores, and neighborhood markets. It also operates stores in Los Angeles, California. The company, formerly known as Ultimate Juice Company, was founded in 1983 and is headquartered in Azusa, California. As of January 5, 2007, Naked Juice Company is a subsidiary of PepsiCo, Inc. The overall beverage industry’s growth rate is at 2.6 percent per year. The super- premium juice category grew 42 percent in 2005 and is currently a $640 million market that is expected to reach $1.4 billion by 2008. The Beginning: A young man in Santa Monica, California started naked Juice in 1983. Thirsty beachgoers were delighted by this home-squeezed blend of fruits. The juice quickly caught on and was adopted by a small discount grocery store near the beach. It soon spread to neighboring stores and eventually across most of Los Angeles. Two decades later, Naked has become a national brand dedicated to “creating the best all- natural, 100% juices and juice smoothies, made from the best bare-naked fruits, with no added sugar and no preservatives.” Brand Image: Everyday juice smoothie with no added sugar and no preservatives. Brand Quality:...
Words: 1695 - Pages: 7
...Global MBA Rankings 2012 FT.com Business School Rankings - Custom PDF download Weighted salary (US$) 192,179 178,249 172,353 152,981 166,497 144,355 157,337 156,658 133,888 127,600 175,076 152,585 144,045 146,811 139,405 145,834 134,093 121,061 151,182 129,512 142,455 134,805 97,625 123,058 141,727 132,758 118,151 100,408 129,649 103,628 117,016 136,331 114,988 102,350 132,325 125,196 106,720 111,552 134,936 124,832 118,943 102,854 123,290 94,255 118,617 104,619 110,701 113,217 109,114 112,992 110,103 108,606 121,170 79,914 141,490 118,959 105,726 109,375 88,283 103,304 106,668 114,265 121,060 89,623 100,631 100,779 105,426 100,738 109,440 94,661 97,124 108,994 109,088 110,118 108,990 84,411 98,784 106,762 104,814 108,737 99,333 80,898 88,783 97,733 106,171 93,824 87,274 102,026 100,803 92,978 79,809 83,286 91,106 91,718 93,053 90,900 87,228 101,189 101,286 106,506 3 year average rank 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 20 20 23 24 24 26 27 28 29 30 31 32 33 34 35 36 37 38 38 40 41 42 43 44 45 46 46 46 49 49 51 51 51 54 54 56 57 58 59 59 61 61 61 61 65 66 66 68 69 70 71 72 73 74 74 76 77 77 79 80 81 82 83 83 85 86 86 86 89 90 91 91 93 94 95 95 95 98 98 100 3 3 2 2 6 5 8 7 10 8 11 14 22 18 20 15 18 17 15 17 21 21 30 24 42 27 30 33 32 24 31 37 32 37 37 37 37 36 40 45 44 38 54 59 50 50 51 68 55 52 47 54 62 56 61 71 73 68 54 63 71 45 79 68 69 79 69 81 87 79 76 87 75 73 74 81 84 91 91 94 94 Stanford Graduate School of Business Harvard Business School University...
Words: 1135 - Pages: 5
...The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Richard Ivey School of Business Foundation prohibits any form of reproduction, storage or transmission without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Richard Ivey School of Business Foundation, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. Copyright © 2012, CEIBS Version: 2012-06-19 tC It was April 10, 2011, when Gianluca Castelletti, head of Whirlpool’s Asia International Procurement Office in Shanghai, was informed by his colleagues that the company was about to launch a new refrigerator model in just six months. With the current worldwide focus on energy saving, and as one of the biggest home appliances producers, Whirlpool China planned to introduce a new energy-efficient refrigerator. No Castelletti immediately spotted a challenge in Whirlpool China’s plan to launch a new energy-efficient model within such a short period of time. Under the current global trend of energy-saving, consumers were demanding new energy-efficient products, which obviously would involve new kinds...
Words: 3175 - Pages: 13
...Value Chains Versus Supply Chains by Andrew Feller, Dr. Dan Shunk, and Dr. Tom Callarman Abstract The concept of a Value Chain has existed for twenty years but we find it still is an unclear concept. It has been suggested that the third generation supply chain is based on customer intimacy and is fully synchronized. In this paper, the authors discuss the need to relate the concepts of the value chain and the supply chain in a more comprehensive and integrative manner. We begin with a discussion of value and the development of the concept of value chain. We then discuss similarities and differences of the value chain and the supply chain, and conclude with suggestions regarding the need for synchronizing value and supply chains to optimize business performance. What is Value? The Value Chain concept was developed and popularized in 1985 by Michael Porter, in “Competitive Advantage,” (1) a seminal work on the implementation of competitive strategy to achieve superior business performance. Porter defined value as the amount buyers are willing to pay for what a firm provides, and he conceived the “value chain” as the combination of nine generic value added activities operating within a firm – activities that work together to provide value to customers. Porter linked up the value chains between firms to form what he called a Value System; however, in the present era of greater outsourcing and collaboration the linkage between multiple firms’ value creating processes has more commonly...
Words: 4081 - Pages: 17
...Global MBA Ranking 2013 Rank in 2013 Rank in 2012 Rank in 2011 3 year average rank School name Country Audit year [1] Salary today (US$) Weighted salary (US$) Salary percentage increase Value for money rank Career progress rank Aims achieved rank Placement success rank Employed at three months (%) Alumni recommend rank Women faculty (%) Women students (%) Women board (%) International faculty (%) International students (%) International board (%) International mobility rank International course experience rank Languages Faculty with doctorates (%) FT doctoral rank FT research rank FT.com Business School Rankings 1 2 3 2 Harvard Business School US 2013 187,432 187,223 121 77 5 17 22 89 (100) 1 24 40 49 40 43 24 43 58 0 92 2 1 2 1 4 2 Stanford Graduate School of Business US 2010 195,553 194,645 115 94 2 5 17 88 (99) 2 18 35 17 42 42 23 56 19 0 97 4 6 3 3 1 2 University of Pennsylvania: Wharton US 2013 186,210 180,772 121 95 42 35 30 92 (95) 3 22 42 11 37 38 51 40 34 0 100 3 2 4 4 1 3 London Business School UK 2010 162,570 160,988 124 65 10 1 25 92 (96) 4 24 33 26 86 94 74 2 ...
Words: 3632 - Pages: 15
...Global MBA Ranking 2014 FT.com Business School Rankings Faculty with doctorates (%) Salary percentage increase Employed at three months (%) International mobility rank International students (%) Alumni recommend rank International faculty (%) Placement success rank International board (%) Weighted salary (US$) Value for money rank Career progress rank Female students (%) 3 year average rank International course experience rank Aims achieved rank Female faculty (%) Salary today (US$) Female board (%) 1 2 3 4 5 5 7 8 9 10 11 12 13 14 15 16 17 17 17 20 21 22 23 23 25 26 27 27 29 30 31 32 33 34 35 36 36 38 39 39 41 41 43 44 45 46 47 48 49 50 51 52 52 54 55 56 57 58 59 59 61 62 62 64 65 66 66 68 68 70 71 72 73 74 75 75 77 77 79 80 81 82 83 84 84 84 87 88 1 2 4 3 5 6 7 9 10 14 12 19 11 8 13 16 18 19 15 16 21 22 24 30 28 23 24 35 31 26 39 36 45 43 37 34 40 32 33 46 40 49 29 44 51 38 54 54 42 50 46 61 62 59 68 66 78 53 74 57 48 77 54 82 69 52 62 72 59 57 87 64 69 95 71 66 91 93 89 72 95 76 87 82 2 1 4 3 5 6 9 7 12 20 14 13 8 10 16 26 15 17 24 19 18 33 20 29 27 32 24 38 37 11 42 23 56 35 45 20 43 34 30 51 38 40 31 57 66 36 46 81 46 58 44 77 72 49 59 54 73 61 54 65 41 49 61 61 59 46 66 74 82 51 77 71 51 83 74 69 61 93 1 2 4 3 5 6 8 8 10 15 12 15 11 11 15 19 17 18 19 18 20 26 22 27 27 27 25 33 32 22 37 30 45 37 39 30 40 35 34 45 40 43 34 48 54 40 49 61 46 53 47 64 54 61 59 70 58 62 61 50 63 60 69 59 59 69 68 70 65 82 73 65 82 81...
Words: 3644 - Pages: 15
...China’s Global Business Plan Team Memners MGT/448 January 22, 2012 Professor China’s Global Business Plan In week five Team C has to prepare a final global business plan paper for the venture in China. The team first had to summarize the findings from the previous team assignments. After summarizing the team had to integrate the week five assignment with the work that had been turned in previously. The team paper for week five included the rationale the team used for choosing the target country. The team also had to determine the marketing mix that was specific to the selected global product and give an explanation why this mix was chosen. A marketing plan was prepared that addressed product modification, pricing, promotional programs, distribution channels, and e-business in the chosen country. The paper will include market indicators and trends for the product. A financial overview for the global venture will be given, which includes a chart for the general budget and an explanation of how the company will deal with the foreign exchange risk. The company will have to identify potential domestic and international sources for funding the venture, and the team will identify two possible financial institutions within the chosen region. In the paper a description of the degree at which the organization will operate as a centralized versus decentralized organization, and a chain of command chart will illustrate how information is passed from the field to senior management...
Words: 8218 - Pages: 33
...Ukraine resistance proves problem for Russia The mood is changing in Crimea. On Friday the Russians took over, largely unopposed by their Ukrainian counterparts. Perhaps in the confused aftermath of events in Kiev, the Ukrainians were still wondering whose orders they were supposed to follow. But today there are large groups of Ukrainian soldiers who resist the new authority in Crimea, who refuse to surrender their bases and their ships, and who are slowly starting to create problems for the Russians. Perhaps a decision has been taken to fight back? So far it has been done peacefully, but each time the troops are pushing the boundaries, hoping to show the world that Ukrainians are being bullied by their Russian masters. The international community may have given up on Crimea. It is clear the new government in Kiev has not. Which brings us to the events of today. 'Insults and obscenities' Russian troops fired into air as Ukrainians marched on a Crimean air base The Russian guard at the airfield in Sevastopol must have considered the prospect of a confrontation like this. Marching towards them was a column of 300 unarmed Ukrainian soldiers, with their flag proudly displayed. The Russians fired over their heads but on went the Ukrainians, marching in line, singing their anthem, in defiance. One volley after the other went over their head and, as they neared the barriers, the rifles of the Russian soldiers were lowered. This airfield at Sevastopol is home to the MiG fighters...
Words: 9150 - Pages: 37
