...run. In 2000 Black and Decker Corporation was still reeling from the financial and strategic problems stemming from the company's acquisition of Emhart Corporation in 1989. In late 1998 Black & Decker management celebrated the completion of an almost decade-long effort to divest nonstrategic business gained through its 1989 acquisition of Emhart Corporation and expected the company to enter a long-awaited period of growth as its entire management refocused its attention on its core power tools, plumbing, and security hardware business. Archibald believed that "This portfolio restructuring will allow us to focus on core operations that can deliver dependable and superior operating and financial results." However the portfolio restructuring did little to improve the market performance of the company's securities. Yet Archibald and the management continued to express confidence that the company's streamline portfolio would allow Black & Decker to achieve revenue and earnings growth that the market would find impressive. So far the 1998 divestitures have not produced steady increases in the company's stock price, but look promising for the future due to the efforts to refocus efforts on the successful power tools line. Strategic planning team evaluation Over the years, Black & Decker has branched off into many different directions in order to gain as much market share as possible. The diversification program in the 1980s produced mixed results for shareholders, and later...
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...work and needs to plan accordingly. One main question that is always a difficult one to answer is how long one needs to work before they can comfortably stop working and rely on their financial portfolio to take care of expenses after work. In order to analyze these questions, a deterministic model of an investment portfolio was created and stochastic modeling was used to determine the likelihood of being able to accumulate the necessary finances over the desired period of time. Quantitative Analysis: 1. Using the given deterministic model, the annual outflows were estimated from the retirement portfolio over the retirement years and the estimated return on the account was also calculated. It was determined that under these basic assumptions of salary and portfolio growth rate the portfolio could expect to grow to $452,900 within thirty years. However, this assumed a fixed salary growth rate of 5% as well as a 4% annual investment rate. Given the high rate of inflation and the projected expenses after retirement, it was calculated that if this money was to last for the retirement, then even pulling out $50,000 per year in expenses would cause the account to run out after just a few years. 2. Adjusting the annual rate to 8% from 4% had a major effect. Although the portfolio fell short of the one million dollar goal by only reaching $853,633, this was a major effect as it allows the individual the ability to pull $100,000 each year from this account and still sustain...
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...Kochman’s and Badarinathi’s mathematical case for upside deviation deals with portfolio upside deviations being divided by a market’s upside deviations to so show the resulting ratio and how it facilitates other tests for positive or negative skewness. The article discusses how CAPM is inappropriate for the evaluation of portfolios given that is not only assumed that the returns on distributions are symmetrical, but that the beta (performance and return-to-risk ratios) underestimates the risk of larger numbers of mutual funds. Kochman and Badarinathi needed to answer two questions; can upside deviation be the means for portfolio evaluations and can this be done by taking the upside deviation of portfolios and divide those figure by the upside deviation of the market? Kochman and Badarinathi believe that to make a case for upside deviation as a means for portfolio evaluations is to take the upside deviation of the portfolio(s) and dividing it by the market(s) upside deviation. This would result with a ratio that facilitates another test of positive or negative skewness. To test whether the ratio of portfolio-to-market upside deviations as a success, a test on fund returns would need to be conducted to ensure a meaningful difference between upside deviations, portfolios, and markets. The overall findings showed that the relationships between low betas and low upside volatility appeared to be weaker than the relationships between high betas and high upside volatility. In addition...
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...internal marketplace. Internal Market Place: where the ideas and functions of innovation can flourish in a supply-and-demand environment. Then, the true commercial value of every idea is reflected in the management attention and funding it receives. How: 1. Internal marketplaces weigh, select and prioritize innovations for their creative and inherent commercial value and worth. 2. Management funds only the projects that they perceive have great commercial value. Organisation Cycle: 1. Introduction (Start-up Companies): Creative Market. Bias toward creativity, creativity is usually bigger than value creation processes, which is a problem since value capture helps companies develop faster, better, and cheaper deliveries. They usually focus on radical innovation. 2. Growth and maturity: Balancing creative and value capture, they need adequate measurement systems to avoid bias. Mixed portfolio of incremental, semiradical, radical innovations. 3. Greater Maturity (decline): Commercial Market. Strong commercial yet weak creative functions, they just do incremental innovation. A lot of successful innovations fail because they never find a marketplace where innovative ideas can flourish and the company can recognize and support their value. Five steps to balancing creative and commercial markets: 1. Develop innovation platforms for different types of innovation you...
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...Rock, Paper, Scissors, and Other Investment Techniques (UOP) FIS 240 Week 5 DQs (UOP) FIS 240 Week 6 CheckPoint: So Many Businesses, So Little Money PART 1 OF 2 (UOP) FIS 240 Week 6 CheckPoint: So Many Businesses, So Little Money PART 2 OF 2 (UOP) FIS 240 Week 6 Assignment: Analyze This (UOP) FIS 240 Week 7 DQs (UOP) FIS 240 Week 7 CheckPoint: Income that Sticks PART 1 OF 2 (UOP) FIS 240 Week 7 CheckPoint: Income that Sticks PART 2 OF 2 (UOP) FIS 240 Week 8 CheckPoint: Lifetime Investment Matrix PART 1 OF 2 (UOP) FIS 240 Week 8 CheckPoint: Lifetime Investment Matrix PART 2 OF 2 (UOP) FIS 240 Week 8 Assignment: Living the Easy Life (UOP) FIS 240 Capstone Discussion Question (UOP) FIS 240 Final Project: Investment Policy and Portfolio Evaluation (UOP) ____________________________________________________ FIS 240 Week 1 CheckPoint: Is Time on My Side (UOP) For more course tutorials visit www.tutorialrank.com Resources: Appendix D and the Time Value of Money multimedia (enter into the Axia College student webpage first then copy and paste the link into the open browser) TUhttps://ecampus.phoenix.edu/secure/aapd/UBAM/Libraries/Flash/TVM.swfUT. Due Date: Day 5 [post to the Individual forum] Complete your responses to this week’s CheckPoint in Appendix D. Post the completed...
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... To disect whether the inclusion of detailed construction plans in its film-franchised LEGO sets was the right strategy or not, it’s important to start with what the company itself stands for. The name LEGO means “play well”—the focus of the toy manufacturer being “play.” The perennial toy maker has a brand that stands for “self-expression,” and “sponteneity,” and “innovation.” That is, the core of LEGO is not jus that it’s a toy, but that it encourages children to be imaginative and creative with it’s simple interlocking bricks—a child can build anything that he or she can dream up with LEGO products. In fact, LEGO itself recognizes that two of its sources of competitive advantage are creativity and innovation. These are the decisive points for LEGO. They are what make LEGO, LEGO. Creativity and innovation are the product’s differentiators. They are the source of the company’s competitive advantage and, therefore, a key element in the company’s strategy. These differentiators are what propelled LEGO to a peak 85% market share of the construction-toy market. While licensing film francises into its merchandise wasn’t the wrong strategy, including detailed construction plans with those LEGO sets was the wrong strategy. By including detailed construction plans with its products, the company is sending cues to its customers that its products are not designed for creative, innovative play. Instead, construction plans are prescriptive step-by-step instructions—a dichotomous concept...
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...Naturocare: Our Mission: Establish Naturocare as a natural, technology based, problem solving brand of hair care, devised from nature’s goodness and characterised by our consumers as reliable and a healthier alternative. Quality and consumer safety is the responsibility of every Naturocare employee and we demonstrate visible and consistent leadership to meet this policy. The thousands of men and women who have built up the group across the country have made this their personal mission statement. They use their intelligence and creativity, their innovative ability and all their expertise to further the cause of hair care. None of this would be possible without Naturocare’s deep respect for human beings, and without its genuine commitment to a sustainable environment. Strengthened by these values, and convinced that the quest for beautiful hair has always been a major challenge for women and men Naturocare’s teams continue daily to push forward the frontiers of their profession. Our SMART goal: Naturocare aims to have a market share of 17.5 % which is to be attained by 2015. Company profile: Naturocare was founded in 1971 by Dr Jagath PK with a clear vision to bring natural hair care products in a contemporary form in order to spread the knowledge and wealth that nature has to offer. This included referring to ayurvedic texts, selecting indigenous herbs and subjecting them to modern toxicological and safety procedures to create new hair care products. Naturocare is...
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...EDU 695 Week 3 DQ 2 Creativity and Innovation NEW To Buy This material Click below link http://www.uoptutors.com/edu-695-ash/edu-695-week-3-dq-2-creativity-and-innovation-new Creativity and Innovation Educators strive to create a classroom that instills creativity and innovation. In this discussion, you will think about the creative and innovative instructional approach known as the the flipped classroom while making direct connections to the Common Core State Standards and teacher decision making based on student assessments. Reflecting on your previous discussion on CCSS in Week Two as well as your previous discussions from EDU671: Fundamentals of Educational Research about the flipped classroom, you will complete the three parts of this discussion’s initial post. There are three parts to this discussion, which are described below. Part 1 • Discuss how the flipped classroom idea can be used in conjunction with CCSS (Math or English Language Arts) • Describe ways you could incorporate technology used in the flipped classroom idea to support the Framework for 21st century learning in the classroom as it relates to decision making based on student assessments. Part 2 Now, think about assessments you have created or used in the past to address the following: • Discuss if a school or teacher should use a multimedia resource that is absolutely amazing in delivering both content and assessment, but is not accessible. • Evaluate whether the resource must be excluded...
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...insignificant in comparison to others. Ken Robinson, an expert in creativity and an advocate for education revolution, is convinced of the gravity of cultivating creativity, which he defines as “having original ideas that have value”. In order to become competitive...
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...Partners Research Programme Harnessing creativity and innovation Kelly Drewery H A R N E S S I N G C R E AT I V I T Y A N D I N N O VAT I O N Contents 1. Harnessing ‘creativity and innovation’: why the interest? 2. Harnessing creativity: sharing and generating ideas 2.1 Creativity in the organisation 2.2 Looking outside the organisation for creative ideas 2.3 Supportive and obstructive features for harnessing creativity 2.4 Work processes 2.5 Assessing creativity ‘wealth’ 3. Harnessing innovation: options for implementation 3.1 Innovation in the organisation 3.2 Strategic partnerships or outsourcing 3.3 Takeover of another company for their product/service 4. What can organisations do now? Bibliography 2 3 3 4 5 11 11 15 15 18 20 21 23 © The Work Foundation Registered as a charity no: 290003 First printed July 2003 All rights reserved. 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 and/or otherwise without the prior written permission of the publishers. This publication may not be lent, resold, hired out or otherwise disposed of by way of trade in any form, binding or cover other than that in which is is published, without the prior consent of the publishers. H A R N E S S I N G C R E AT I V I T Y A N D I N N O VAT I O N 1. Harnessing ‘creativity and innovation’: why the interest? The...
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...CASE STUDY ANALYIS: PREMIUMSOFT BY: SWATI SHARMA MBI 620 Date: March 15, 2015 SUMMARY This Case Study analysis is aimed at understanding, analyzing and evaluating the challenges that PremiumSoft is facing: there are two major challenges: Recruiting and retaining talented Individuals and maintaining the current work culture environment with growing staff PremiumSoft is a company that provides Software solutions. Lin and Roy Choi primarily founded it as a Web design company in year 1999. However this web design company provided the seed money to grow it into a software development company. PremiumSoft’s main software solutions are “Navicat” and “ Navicoder”. Navicat was launched in 2001 as a database tool that manages and administers multiple databases across different operating systems like Linux, Windows, Mac OSX using a graphical user interface. (GUI). Whereas Navicoder was launched in 2009 as source code editor, compatible for windows. PremiumSoft is small scale organization comprising of 24 staff members. Its organizational structure is provided in appendix {1}. PremiumSoft work culture is based on trust and sense of belonging among employees, imparting a mix of “ Authoritative”, “Affiliative “ and teaching style of management and employee interaction, which results in high innovation and productivity in the organization. However with the expansion in staff this work culture may impose restrictions on company’s overall growth and productivity hence a stricter...
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...University of Phoenix Material Creativity and Innovation Table Complete the following table by describing creativity, innovation, and the rules of innovation in your own words. Include the following in your response: a. One real-life management example of using creative intelligence b. One real-life management example of innovation c. List all of the rules of innovation and include at least one sentence describing each rule in your own words Format any references used in APA format. This assignment is due in Week One. |Creativity and Innovation | |Creative Intelligence |Describes an individual perspective or belief on how they see and understand the world also the | | |aspect of personality | |Innovation |New way or method of doing the same thing but different and better | |Rules of Innovation |“ 1. Exert strong leadership on the innovation strategy and | | |portfolio decisions. | | |Integrate innovation into the company’s basic business | | ...
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...mentoring, managing people and teams, and application of technology are 5 core elements of work in business and other organizations that interest me; although, creative production and quantitative analysis are significantly stronger interests for me. I enjoy bringing something entirely original into existence, this might be inform of a product, marketing plan, unique service delivery and especially entrepreneurial work. An opportunity to be creative in any aspect of my work as a manger, executive or an individual contributor in a team is very important part of my work satisfaction. Although highly creative work can be found is almost any industry, and a major part of entrepreneurial work. Still, I prefer to work in an industry in which creativity is an integral part of the definition of the core product or service e.g. advertising and entertainment although entrepreneurship is the best match for me to express this interest. I also enjoy using mathematical analysis to solve problems. Although, this might seem divergent to the above stated interest, a self-assessment revealed that as a manager, executive, consultant, or in any other role, I am drawn to the “numbers side” of the business. I enjoy performing cash-flow analyses, analyzing the future performance of an investment instrument, building a computer model to determine optimal inventory planning, deciding whether the assumptions behind a business plan or sales forecast make...
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...Reflective portfolio Module: Creative thinking Task: Final assignment Campus: ESE Rome Tutor: John Wyse, MBA, MA Student: Nadezhda Novikova Deadline: 12-12-2012 Amount of words: 4 470 Table of contents Introduction……………………………………………………………………………………..3 1. The important role of creativity and innovation in the entrepreneurial process………...4 2. Creativity and marketing strategy……………………………………………………….6 3. Development of creative skills…………………………………………………………..8 4. Creative thinking and solving problem…………………………………………………11 5. Companies which foster creative processes……………………………………………..12 Conclusion……………………………………………………………………………………….13 References…………………………………………………………………………………….....14 Introduction Creative thinking is the significant part of humans’ characters. Creative people are more balanced and tolerant of others, because they know that everyone sees the world differently. Using of creative skills means not only to develop new and interesting ideas (for a better life or some of its aspects), but also for the improvement and development of the whole person. Any creative activity helps us to find personal meaning and to comprehend the own values. And this is the most important spiritual need of man, which distinguishes it from other living creatures. By studying the biographies and stories of successful people, David Galenson (economist, researcher) concluded that the peak of creative abilities can be achieved at any age. Galenson identified...
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...and the company has not done a stellar job of promoting innovation. To ensure the company’s success, Best Snacks must deal with its current challenges of a failing product line in addition to finding a way to bring the internal atmosphere with employees back to a productive state. Describe the Situation Best Snacks has a number of issues to address. They need to address complacency, declining sales, and lack of motivation from employees because of the absence of managerial support. Best Snacks will need to take a closer look at its competitors and benchmark itself with like companies. Best Snacks will benefit from new changes in leadership along with restructuring the organization to promote an environment of innovation and creativity. Best Snacks sales of dropped and market shares have declined. The opportunity for the company is for the leadership team to evaluate the organization’s current processes and determine how they will bypass the competition. According to Davila, Epstein, and Shelton (2006), “Radical innovations usually bring fundamental changes to the competitive environment in an industry” (p. 51). Adding to Best Snacks declining sales that no service or product...
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