...MEMORANDUM To: Chief Operating Officer From: Organization Consultant Date: 28 March 2011 Subject: BRIEFING ON THE HARLEY DAVIDSON TOUR INTRODUCTION Having attended the group tour on the Soft ail facility of Harley Davidson on March 3rd, a world class manufacturer of motor bikes, I would like to highlight my findings as follows FINDINGS The company is making changes in terms of standardization, employee empowerment, and use of state of the art technology and focusing on the safety of both the employees and customers. QUALITY MANAGEMENT * The company focuses on customization where different configurations are achieved using a single assembly line. * The employees are encouraged to think and make relevant decisions to improve efficiency. * The use of hand guards to protect the paint and for scratch free removal. * The ranks are wrapped up in foam to prevent dents. INVENTORY MANAGEMENT * Harley Davidson plans on acquiring SAP to effectively manage its inventory. * The SAP system helps in keeping track of inventory from A to C. * Inventory is classified as A, B and C depending on the value parts needed. * Inventory system contains information regarding every item. * The use of Just in Time as an inventory management system reduces material handling and enables quick processing of shipments. HUMAN RESOURCE STRATEGY * Focused on team training classes for good documentation of production work. PROCESS STRATEGY * There are...
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...1. Social justice and equity is more important than economic justice and equity. Social justice generally refers to the idea of creating a society or institution that is based on the principles of equality and solidarity, that understands and values human rights, and that recognizes the dignity of every human being Defining Social Justice Social justice encompasses economic justice. Social justice is the virtue which guides us in creating those organized human interactions we call institutions. In turn, social institutions, when justly organized, provide us with access to what is good for the person, both individually and in our associations with others. Social justice also imposes on each of us a personal responsibility to work with others to design and continually perfect our institutions as tools for personal and social development. Defining Economic Justice Economic justice, which touches the individual person as well as the social order, encompasses the moral principles which guide us in designing our economic institutions. These institutions determine how each person earns a living, enters into contracts, exchanges goods and services with others and otherwise produces an independent material foundation for his or her economic sustenance. The ultimate purpose of economic justice is to free each person to engage creatively in the unlimited work beyond economics, that of the mind and the spirit. Social justice based on the values of fairness, equality and respect...
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...Indians woke two days later to headlines that the rupee had nosedived and the Indian markets had been “food poisoned”. It was a smart phrase. It captured the horror industry and what investors feel about the Bill. But it also epitomised the damaging hysteria and misinformation around it. It captured one of India’s most harsh dividing lines. In the summer of 2012, I travelled with economists Jean Drèze and Reetika Khera through some of Uttar Pradesh ’s most impoverished districts. They were on a fact-finding mission, going door-to-door in the searing sun, asking people whether they had enough to eat and whether the government’s Public Distribution System (PDS ) reached them. It was a deeply humbling experience. In hut after hut, one was confronted by the sheer absurdity of the Indian situation. In some of the country’s most forsaken landscapes — dust and bare scrub for miles, not even the possibility of employment anywhere — destitute, bone-thin families produced their pink and white ration cards with utter bewilderment. The first, a BPL card — below poverty line — entitled them to rice, wheat, and some sugar. The second, an APL card — above poverty line — got them only some kerosene oil. (How can one satisfy one’s hunger with kerosene, a woman asked in desperation?) Often, they got neither. But what confused them the most was how one neighbour — living in exactly the same set of debilitating circumstances — had been picked for the pink card; and how others had been cursed with the...
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...EXPORT PROCESS FLOW, PROCEDURE AND DOCUMENTATION Revised on November 10, 2005 Small and Medium Enterprise Development Authority Ministry of Industries, Production & Special Initiatives Government of Pakistan www.smeda.org.pk Prepared By: Policy & Planning HEAD OFFICE LAHORE 6th Floor, L.D.A Plaza, Egerton Road Lahore-54792 Tel: 111-111-456 Fax: (042) 6304926 helpdesk@smeda.org.pk REGIONAL OFFICE SINDH 5th Floor, Bahria Complex 2, M.T.Khan Road, Karachi Tel: (021) 111-111-456 Fax: (021) 5610572 helpdesk-khi@smeda.org.pk REGIONAL OFFICE NWFP Ground floor State Life Building The Mall, Peshawar Tel: (091) 9213046-47 Fax: (091) 286908 helpdesk-pew@smeda.org.pk REGIONAL OFFICE BALOCHISTAN Bungalow No. 15-A Chaman Housing Scheme Airport Road, Quetta. Tel: (081) 2831702/2831623 Fax: (081) 2831922 helpdesk-qta@smeda.org.pk Export Process Flow, Procedure & Documentation Policy & Planning INDEX 1. Introduction to SMEDA 2. Role of Policy and Planning 3. Flow Chart 4. Introduction 5. Selection of a Product 6. Opening of an Office 7. Registration for Export 8. Selection of Market 9. Quoting a Price 10.Signing of a Contract 11.Terms of Delivery 12.Financing for Exports 13.Packing 14.Transport 15.Insurance 16.Documentation 17.Post Shipment Documents 18.How to Claim Duty Drawbacks 19.Annexure A 02 02 03 05 05 05 05 05 06 06 06 07 07 07 07 07 08 08 09 1 Export Process Flow, Procedure & Documentation Policy & Planning INTRODUCTION OF SMEDA The Small...
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...Luxury Brand Strategy of Louis Vuitton Shin'ya NAGASAWA* * Graduate School of Commerce, Waseda University Tokyo, Japan, nagasawa@waseda.jp Abstract: By systematically breaking down th e strategy of the single Louis Vuitton luxury brand into the four Ps (Product, Price, Place, and Promotion), our aim in this paper is to extract the rules or principles of its brand marketing that differ from that of general consumer goods. In other words, the object is to distill the rules and principles of success strategies for l uxury brands as well as to derive a busi ness m odel for success. Showing that the current rise of Louis V uitton is not a coincidence but rath er so mething ach ieved th rough strat egy will su rely b e of in terest to firm s struggling with lack of brand power or those looking to boost brand power. Key words: luxury brand, brand management, Louis Vuitton. 1. Introduction Consumers like brand items, while researchers like brand theory. Although scholars also use the word “brand” to refer to the likes of Coca-Cola and McDonald’s, there is a vast gulf between these brands and the luxury brands we e xplored i n t he p revious b ook. I n researchers’ brand m anagement theories, one r arely fi nds m ention o f representative luxury brands like Louis Vuitton or Dior, or of LVMH. Based on this awareness, we carefully scrutinized the ecology of the unique LVMH firm, considering the nature of the brand as distinct from commodity markets, although...
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...EXPORT PROCESS FLOW, PROCEDURE AND DOCUMENTATION Revised on November 10, 2005 Prepared By: Policy & Planning Small and Medium Enterprise Development Authority Ministry of Industries, Production & Special Initiatives Government of Pakistan www.smeda.org.pk HEAD OFFICE LAHORE REGIONAL OFFICE SINDH REGIONAL OFFICE NWFP REGIONAL OFFICE BALOCHISTAN 6th Floor, L.D.A Plaza, Egerton Road Lahore-54792 Tel: 111-111-456 Fax: (042) 6304926 helpdesk@smeda.org.pk 5th Floor, Bahria Complex 2, M.T.Khan Road, Karachi Tel: (021) 111-111-456 Fax: (021) 5610572 helpdesk-khi@smeda.org.pk Ground floor State Life Building The Mall, Peshawar Tel: (091) 9213046-47 Fax: (091) 286908 helpdesk-pew@smeda.org.pk Bungalow No. 15-A Chaman Housing Scheme Airport Road, Quetta. Tel: (081) 2831702/2831623 Fax: (081) 2831922 helpdesk-qta@smeda.org.pk Export Process Flow, Procedure & Documentation Policy & Planning INDEX 1. Introduction to SMEDA 02 2. Role of Policy and Planning 02 3. Flow Chart 03 4. Introduction 05 5. Selection of a Product 05 6. Opening of an Office 05 7. Registration for Export 05 8. Selection of Market 05 9. Quoting a Price 06 10.Signing of a Contract 06 11.Terms of Delivery 06 12.Financing for Exports 07 13.Packing 07 14.Transport 07 15.Insurance 07 16.Documentation 07 17.Post Shipment Documents 08 18.How to Claim Duty...
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...EXPORT PROCESS FLOW, PROCEDURE AND DOCUMENTATION Revised on November 10, 2005 Prepared By: Policy & Planning Small and Medium Enterprise Development Authority Ministry of Industries, Production & Special Initiatives Government of Pakistan www.smeda.org.pk HEAD OFFICE LAHORE REGIONAL OFFICE SINDH REGIONAL OFFICE NWFP REGIONAL OFFICE BALOCHISTAN 6th Floor, L.D.A Plaza, Egerton Road Lahore-54792 Tel: 111-111-456 Fax: (042) 6304926 helpdesk@smeda.org.pk 5th Floor, Bahria Complex 2, M.T.Khan Road, Karachi Tel: (021) 111-111-456 Fax: (021) 5610572 helpdesk-khi@smeda.org.pk Ground floor State Life Building The Mall, Peshawar Tel: (091) 9213046-47 Fax: (091) 286908 helpdesk-pew@smeda.org.pk Bungalow No. 15-A Chaman Housing Scheme Airport Road, Quetta. Tel: (081) 2831702/2831623 Fax: (081) 2831922 helpdesk-qta@smeda.org.pk Export Process Flow, Procedure & Documentation Policy & Planning INDEX 1. Introduction to SMEDA 02 2. Role of Policy and Planning 02 3. Flow Chart 03 4. Introduction 05 5. Selection of a Product 05 6. Opening of an Office 05 7. Registration for Export 05 8. Selection of Market 05 9. Quoting a Price 06 10.Signing of a Contract 06 11.Terms of Delivery 06 12.Financing for Exports 07 13.Packing 07 14.Transport 07 15.Insurance 07 16.Documentation 07 17.Post Shipment Documents 08 18.How to Claim Duty...
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...apple inc in 2010 Lou Marino The University of Alabama espite the effects of ongoing poor economic conditions in the United States, Apple Inc. celebrated record quarterly revenues and unit sales of computers during its third quarter of 2010. In addition, the company's newly released iPad tablet computer had sold 3.3 million units between its April 3, 2010, launch and the June 26, 2010, quarter end. The company also sold 8.4 million iPhones during the quarter. Most of the smartphone units sold during the third quarter of 2010 were iPhone 3GS models since the new iPhone 4 launched only four days prior to the close of the quarter. Although there had been some criticism of the antenna design of the iPhone 4, more than 3 million iPhone 4 units had been purchased by July 16, 2010, with only 1.7 percent being returned by dissatisfied customers. By comparison, the iPhone 3GS had a 6 percent return rate. Apple's chief operating officer, Tim Cook, commented to the Wall Street Journal that the company was selling iPads and iPhones "as fast as we can make them" and was "working around the clock to try to get supply and demand in balance.'" Some analysts were projecting that Apple would sell nearly 12 million iPad tablet computers by year-end 2010. However, others were concerned that once Apple aficionados had purchased an iPad to complement their iPhone, iPod, or Mac, further sales growth might be difficult to achieve. A former Apple executive commented, "The first five million will be...
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...Luxury Brand Strategy of Louis Vuitton Shin'ya NAGASAWA* * Graduate School of Commerce, Waseda University Tokyo, Japan, nagasawa@waseda.jp Abstract: By systematically breaking down the strategy of the single Louis Vuitton luxury brand into the four Ps (Product, Price, Place, and Promotion), our aim in this paper is to extract the rules or principles of its brand marketing that differ from that of general consumer goods. In other words, the object is to distill the rules and principles of success strategies for luxury brands as well as to derive a busi ness m odel for success. Showing that the current rise of Louis V uitton is not a coincidence but rath er so mething ach ieved th rough strat egy will su rely b e of in terest to firm s struggling with lack of brand power or those looking to boost brand power. Key words: luxury brand, brand management, Louis Vuitton. 1. Introduction Consumers like brand items, while researchers like brand theory. Although scholars also use the word “brand” to refer to the likes of Coca-Cola and McDonald’s, there is a vast gulf between these brands and the luxury brands we e xplored i n t he p revious b ook. I n researchers’ brand m anagement theories, one r arely fi nds m ention o f representative luxury brands like Louis Vuitton or Dior, or of LVMH. Based on this awareness, we carefully scrutinized the ecology of the unique LVMH firm, considering the nature of the brand as distinct from commodity markets, although small in scale [1]. This...
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...Problems: 1. Was not prepared for competition it started getting after the liberilastion of the economy in 1990. 2. Bloated workforce. Air india has 28000 permanent work staff , doubles jets head count. It operates 127 aircraft , compared with jets 115. 3. Highest employees per aircraft in the world. 200:1 whereas desirable is 130-170 :1 4. Bad management and faulty policies has brought air india to this crisis level. 5. A culture of complete sloth in administration. 6. Complete lack of ownership. 7. Lack of responsibility for results and failures. 8. Deeply ingrained corruption in all levels. 9. Instead of renting out unused iconic portions of Nariman point building , for the huge sum the debt ridden airline is paying Rs. 22 lakh each month for its upkeep , 15 of its 23 florrs are lying vacant. 10. Old gas guzzling aircrafts still running 11. Poor marketing and campaign management competitiors like spice jet and kingfisher do effective marketing. 12. Employees not paid salaries. 13. Employee strikes further taking it out of business and competitors taking advantage. 14. The airline has not posted a profit since merging with duopoly partner Indian Airlines in 2007 and relies on hand outs from new delhi to survive. Flight to survival: It needs to 1. Secure a massive debt and operational overhaul if it is to survive in a market growing at 20% a year. 2. $ 4 billion of working capital debt 3. Privatisation...
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...The Development Intelligence Gazette The Development Intelligence Gazette is a news journal that summarizes the most significant political and economic stories related to sustainable economic and democratic development in the world. Comments and questions can be addressed to Joseph Merton at merton.stratintsol@gmail.com. Inside This Week’s Issue United States and the European Union Mild eurozone recession likely in 2012: economists………......................................................................................4 Euro declines in its longest losing streak since 2010..............................................................................................5 Head of Russian Church Urges Action on Vote Fraud Allegation….…………….……………………………..……………….…..…6 Tribute to Václav Havel attracts thousands…………………………………………………………….……………………………….……….7 Middle East Islamists' chance to lead change ............................................................................................................................ 8 Why Islamism Is Winning ....................................................................................................................................... 9 Kenyan troops join AU Somalia mission .............................................................................................................. 10 Asia WH calls for stable transition in North Korea . ..............................................................................................
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...‘fair’ are wage practices along the supply chain? Global assessment in 2010-111 Daniel Vaughan-Whitehead 2 SUMMARY Worrying global wage trends around the world as well as poor wage practices along the supply chain – both exacerbated by the economic crisis – have led to increasing concerns over wage issues. This paper is aimed at identifying how ‘fair’ would be wage practices along the supply chain. For this we first propose to define ‘Fair wages’ through a new approach, the ‘Fair wage approach’, aimed at providing CSR actors with a coherent set of fair wage dimensions and indicators. This new approach is then applied in a large-scale exercise carried out on wages in more than 100 suppliers in Asia and complemented by three case studies in China. This exercise carried out in 2010-11 provides first hand and most recent information on wage practices among suppliers. The results identify a number of wage problems along the supply chain, and also confirm the need to address wage issues using a broad spectrum of different ‘fair wage’ dimensions, including living wages, minimum wages, prevailing wages, social dialogue, the payment of working hours and the evolution of wages in accordance with prices, enterprise performance and changes in technology and human capital. Paper prepared for the Better Work conference, 26-28 October 2011, Washington DC. Data have been collected through the 2010 auditing process of the Fair Labor Association (FLA). I would like to thank Kenan Ercel, Patrick...
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...9-808-019 JUNE 6, 2008 NANCY F. KOEHN MARYA BESHAROV KATHERINE MILLER Starbucks Coffee Company in the 21st Century On the morning of March 19, 2008, 6,000 Starbucks shareholders gathered at McCaw Hall in Seattle for the coffee company’s annual meeting. The first in line appeared outside the building’s glass-fronted façade while it was still dark, and before long, the performance hall was packed.1 As the crowd streamed inside, one team of Starbucks employees handed out cups of hot coffee, while another wrote down shareholders’ comments about the company on stacks of white cards.2 From the early morning Seattle skyline to the crew of green-aproned workers, the annual ritual was steeped in Starbucks tradition. But for the iconic coffee company, this had been no ordinary year. Starbucks got its start as a Seattle-based coffee roaster in 1971. At this time, the larger coffee market was dominated by supermarket brands such as Folgers and Maxwell House, and per-capita coffee consumption in the U.S. was on the decline.3 During the next two decades, however, sellers of specialty, high-quality coffee beans began to attract a niche following.4 In 1987, entrepreneur Howard Schultz bought Starbucks with an eye toward introducing European-style coffee culture to the American market. Under Schultz’s aegis, Starbucks spread the gospel of high-quality, customized coffee drinks to urban areas around the country. The enthusiasm of Starbucks customers helped the company grow its revenues...
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...The Transformation of China from an Emerging Economy to a Global Powerhouse James R. Barth, Gerard Caprio Jr., and Triphon Phumiwasana Abstract Throughout the past three decades of fast growth, China has undergone tremendous structural changes in its economy and financial system. This chapter examines China’s evolving financial landscape so as to assess whether it can catch up with or even drive economic growth. China has achieved remarkable growth over the past quarter of a century despite a relatively inefficient financial system. Just as the public sector around the world has not proved to be an efficient manager of enterprises, it also has not been an efficient manager of banks. A solution that would seem to work in theory would be to grow the private sector’s role in the banking system, using banks that operate on market principles as a way to continually starve inefficient enterprises of credit, while supplying credit to the productive enterprises. Finding a way to make this work in practice will require both finesse and good fortune on a scale commensurate with China’s growing importance in the world economy. Keywords Bank Á Banking sector Á Financial market Á Big Four Á GDP Á Economic growth Á Financial system Á Trade Á Renminbi Á Exchange rate Á India Á Foreign exchange reserve Á Non-performing loan 1 Introduction China has captured the attention of the world with its unprecedented growth for such a big country during the past 30 years. At an average rate of 9...
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...the years has become a symbol of evil. Legends tell that while the Kumiho is capable transforming its appearance, there is still something persistently fox-like about it. In Transformation of the Kimono, a Kumiho transforms into an identical likeness of a bride at a wedding. Not even the bride’s mother can tell the difference. The Kumiho is only discovered when her clothes are removed. As the mythology of the Kumiho evolved it was later believed that a Kumiho had to consume human hearts in order to survive. Another version of the mythology, however, holds that with enough will a Kumiho could further ascend from its Yokwe state and become fully, permanently human and lose its evil character. The Foolish Old Man Removes the Mountains – China Once upon a time, there were two high mountains between a place called Jizhou in the south and the Huang River in the north. One was called Taihang Mountain and the other was Wangwu Mountain. They...
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