...| Syllabus | | | |Year |2014/2015 | |Semester |VIII Spring | | | |Course ID |MGT405080 | |Course Name |Strategic Management | | | |Type |core | |ECTS Credits |5 | | | |Language |Georgian/English | |Classroom Number | | | ...
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...Crown Cork & Seal in 1989 Teaching Note I introduce the class by remarking that John Connelly ran Crown Cork & Seal for over 30 years and followed essentially the same strategy for the entire period. The total return to shareholders over the 32-year period was just under 20% compounded. Now that Connelly has stepped down as CEO and given control to William Avery, is it finally time for a change? I begin by asking what are the key strategic issues facing Avery in the summer of 1989. Question 1. What are the key strategic issues that Avery needs to consider? What strategic options are open to him? Here I just want to develop the list and save the analysis of the issues until the end of class. The list of issues should include some of the following: (1) The old Continental Can is apparently for sale either in whole or in part. Should Avery consider bidding on some or all of the business? (2) Metal containers are very slow-growth and plastics is forecast to make significant inroads. Should Avery consider entering plastics? If so, in what segments, and should they build their capability or acquire someone? Who? (3) Expand the product line to a full line of metal containers, not so focused on beverage and aerosol? (4) Diversify into other packaging materials and product categories? (5) Diversify into other less-related businesses? (6) Exit, or sell the business? How should we go about addressing these issues? Presumably we should analyze the appropriateness...
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...Advances in Piston Ring Technology Piston rings have one of the toughest jobs inside an engine. They’re slammed up and down between the ring lands thousands of times a minute, they’re subjected to searing temperatures and extreme pressures, and they’re constantly scraping back and forth against the cylinder walls. In spite of all of this, the rings are expected to seal combustion and vacuum, prevent blowby, control oil consumption, keep the cylinder walls lubricated, cool the pistons, and last but certainly not least, last almost forever (150,000 miles plus in a passenger car/light truck engine or up to 1 million miles in a heavy-duty over-the-road diesel)! It’s a demanding list, yet most rings are up to the task and hold up pretty well — assuming the “right” rings are used for the application, the cylinders are finished properly and the rings are installed on the pistons correctly. Obviously, the ring sealing requirements of a high-revving racing engine or a hard-working diesel engine are much more demanding than those of a mild stock engine. So with that in mind, let’s look at some of the latest thinking as it applies to piston ring designs, materials and coatings. Stock Rings With so many late-model engines running thinner, low-tension moly-faced ductile iron and steel rings, one might think cast iron rings are fading into history. They are at the OEM level, but it looks like cast iron rings will be around for a long, long time in the aftermarket. According to several...
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...Strategy Formulation and Implementation MBA 980 Spring, 2009 Professor Jay Dial Office 860 Fisher Hall Email dial.12@osu.edu Phone 292-5438 Reading packet There is a required reading packet available at Uniprint-Tuttle Park that includes course readings, cases and lecture notes for classroom discussion. This is copyrighted material and each student must purchase an individual copy of the reading packet. Additional highly recommended readings will be selected from Management Skills: A Jossey-Bass Reader (ISBN # 0-7879-7341-6). It is available from both BarnesandNoble.com and Amazon.com. Course Overview This course is about the creation and maintenance of long term value for the organization. It is concerned with both the determination of the strategic direction of the firm and the management of the strategic process. The course builds on prior studies of functional areas while recognizing that most real business problems are inherently multi-functional in nature. Thus, this course employs an explicitly integrative approach in which we adopt the role of the general manager who has the responsibility for the long-term health of the entire organization. The course would be taught primarily through the case method of instruction. Course Objectives 1. Understand the nature of strategic competitiveness and develop the ability to analyze the competitive environment facing a firm, assess the attractiveness of the industry and isolate potential...
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...Strategy Formulation and Implementation MBA 980 Spring, 2009 Professor Jay Dial Office 860 Fisher Hall Email dial.12@osu.edu Phone 292-5438 Reading packet There is a required reading packet available at Uniprint-Tuttle Park that includes course readings, cases and lecture notes for classroom discussion. This is copyrighted material and each student must purchase an individual copy of the reading packet. Additional highly recommended readings will be selected from Management Skills: A Jossey-Bass Reader (ISBN # 0-7879-7341-6). It is available from both BarnesandNoble.com and Amazon.com. Course Overview This course is about the creation and maintenance of long term value for the organization. It is concerned with both the determination of the strategic direction of the firm and the management of the strategic process. The course builds on prior studies of functional areas while recognizing that most real business problems are inherently multi-functional in nature. Thus, this course employs an explicitly integrative approach in which we adopt the role of the general manager who has the responsibility for the long-term health of the entire organization. The course would be taught primarily through the case method of instruction. Course Objectives 1. Understand the nature of strategic competitiveness and develop the ability to analyze the competitive environment facing a firm, assess the attractiveness of the industry and isolate potential...
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...Principles of Business Management Course Number: ACF 171 (4 units) Course Instructor: Inam ur Rahman Course Description: Principles of Business Management is an introduction to the process through which a business coordinates different activities, resources and people to reach its goals. It is designed to give students the basic intellectual tools and aptitudes they need to meet today's business challenges. This basic management course will provide understanding of different functional areas of management. The course explores the application of management theory to practical managerial challenges. These activities include planning, organizing, staffing, leading, and controlling, and involve the effective utilization of the economic resources of land, labor, capital, entrepreneurship, and technology. Special attention will be given to social responsibilities, managerial ethics and importance of leadership in organization. Course Objectives: There are three core objectives of this course: firstly to establish what constitutes a business – different types of businesses and their impact; secondly to develop an understanding about "management" and its functional areas, such as, planning, organizing, leading and controlling; thirdly, to develop certain competencies (managerial skills) such as analyzing, thinking, organizing, communicating, reporting and decisions making skills etc. After successfully completing the requirements of this course, the students will...
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...CHAPTER 6 FIXED-INCOME SECURITIES: CHARACTERISTICS AND VALUATION ANSWERS TO QUESTIONS: 1. a Indenture - the contract between the issuing firm and the lenders in a debt obligation, specifying the nature of the debt issue, the manner in which the principal must be paid, and the restrictions (covenants) placed on the firm by the lenders. b. Trustee - the bondholders representative in a public debt offering. The trustee is responsible for monitoring the borrower's compliance with the terms of the indenture. c. Call feature - a provision that permits the bond issuer to retire the obligation prior to its maturity. d. Sinking fund - a method of providing for the gradual retirement of a bond issue. The sinking fund requirement can be met by depositing a certain amount of money annually in a sinking fund account. Alternatively, the firm can either purchase a portion of the debt each year in the open market or, if the debt is callable, use a lottery technique to determine which actual bonds will be called and retired each year. e. Conversion feature - a provision that allows the holder to exchange the bond for shares of the company's common stock at the option of the holder. f. Coupon rate - the annual rate of interest paid to bondholders. It is expressed as a percentage of par value. 2. a. Mortgage bond - a debt issue that is secured by specific physical assets of the issuing company. b. Debenture - an unsecured debt issue. The quality of...
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...Statements on Management Accounting PRACTICE OF MANAGEMENT ACCOUNTING TITLE Value Chain Analysis for Assessing Competitive Advantage CREDITS This statement was approved for issuance as a Statement on Management Accounting by the Management Accounting Committee (MAC) of the Institute of Management Accountants (IMA). IMA appreciates the support of The Society of Management Accountants of Canada (SMAC) in helping create this SMA and extends appreciation to Joseph G. San Miguel, of the Naval Postgraduate School, who drafted the manuscript. Published by Institute of Management Accountants 10 Paragon Drive Montvale, NJ 07645-1760 www.imanet.org Special thanks are due to Randoif Holst, SMAC Manager, Management Accounting Guidelines, for his continuing project supervision and to the members of the focus group (including MAC members Dennis Daly and Thomas Huff) for contributing to the improvement of the final document. Copyright © 1996 Institute of Management Accountants All rights reserved Statements on Management Accounting PRACTICE OF MANAGEMENT ACCOUNTING Value Chain Analysis for Assessing Competitive Advantage TABLE OF CONTENTS I. II. III. IV. Rationale . . . . . . . . . . . . . . . . . . . . . . . 1 Scope . . . . . . . . . . . . . . . . . . . . . . . . . 1 The Value Chain Defined . . . . . . . . . . . . .1 Competitive Advantage and Customer Value . . . . . . . . . . . . . . . . . . .2 V. The Role of the Management Accountant...
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...business strategy, corporate strategy development, divisional-level strategy development, managing strategic change, and the development of general managers. Our perspective in this course is that of the leader whose responsibility is the long-term health of the entire firm or a major division. The key tasks involved in general management include the detection of and adaptation to environmental change; the procurement and allocation of resources; the integration of activities across subparts of the organizations; and, at the most senior levels, the determination of purpose and the setting of corporate direction. General managers, from our perspective, are managers who are in the position to make strategic decisions for the firm. Note that such managers are not “generalists” in the sense that they need to know a little bit of everything, but not very much of anything. To be effective, general managers need to have in-depth understanding of the generic problems in all the relevant functional areas. Furthermore, they must be able to deal with problems and issues at the level of the total enterprise and its relationships with relevant...
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...BMW 3- & 5-Series Service and Repair Manual A K Legg Models covered 3-Series (E30) 316 (83 to 88), 316i (88 to 91), 318i (83 to 91), 320i (87 to 91), 325i (87 to 91). Also Touring and Convertible versions of these models 5-Series (E28) 518 (81 to 85), 518i (85 to 88), 525i (81 to 88), 528i (81 to 88), 535i (85 to 88), M535i (85 to 88) 5-Series (E34) 518i (90 to 91), 520i (88 to 91), 525i (88 to 91), 530i (88 to 91), 535i (88 to 91) Engines covered 1596 cc, 1766 cc, 1795 cc, 1990 cc, 2494 cc, 2788 cc, 2986 cc & 3430 cc Does not cover Diesel, dohc or V8 engines, or four-wheel-drive models LAE MIMI and Larry Warren (1948-256-11AA3) © Haynes Publishing 1997 A book in the Haynes Service and Repair Manual Series ABCDE FGHIJ KLMNO PQRST 123 Printed by J H Haynes & Co. Ltd, Sparkford, Nr Yeovil,Somerset BA22 7JJ, England Haynes Publishing Sparkford, Nr Yeovil, Somerset BA22 7JJ, England Haynes North America, Inc 861 Lawrence Drive, Newbury Park, California 91320, USA Editions Haynes S.A. 147/149, rue Saint Honoré, 75001 PARIS, France Haynes Publishing Nordiska AB Box 1504, 751 45 Uppsala, Sweden All rights reserved. No part of this book may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage or retrieval system, without permission in writing from the copyright holder. ISBN 1 85960 236 3 British Library Cataloguing in Publication Data A catalogue record for this book is...
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...2/5/2012 ECONOMIC NEXUS IN WASHINGTON STATE: DEFINING SUBSTANTIAL NEXUS Armikka R. Bryant* I. INTRODUCTION This Article explores the evolving framework of nexus and examines the constitutional constraints imposed on states’ tax jurisdiction and how states overcome those limitations. In 2010, the Washington State Legislature declared that out-of-state businesses with no physical presence in Washington were earning significant income from Washington residents by providing services or collecting royalties on the use of intangible property in the state.1 The Legislature also determined that, although these out-of-state businesses did not have a physical presence in the state and were not paying their fair share of Washington State taxes, they were nonetheless receiving the following significant benefits provided by the state: • Laws providing protection of business interests or regulating consumer credit; • Access to courts and judicial process to enforce business rights, including debt collection and intellectual property rights; • An orderly and regulated marketplace; and • Police and fire protection and a transportation system benefiting in-state agents and other representatives of out-of-state businesses.2 * Armikka R. Bryant, Tax Policy Counsel, Washington State Department of Revenue; J.D., 2001, The University of Iowa; LL.M. (Taxation), 2004, The University of Washington; B.A., 1997, The University of Michigan; member of Washington State Bar. I would...
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...Company Letterhead) Company: LUMBINI BEVERAGE PVT.LTD. Location: Hajipur Industrial Area Intern Name: Mr. RUPESH KUMAR(PGDM-09-43) Internship Commencement Date: 15/04/2010 Internship Completion Date: 15/06/2010 Evaluation Parameter Rating(out of 10 on each parameter) Knowledge & Content Knowledge of Industry Practical Application of Knowledge Learning on the Job Ability to grasp new Idea Communication Skills Interpersonal Skills Writing Skills Presentation Skills Attitude Ability to put in hard work Attendance/Reliability/ Dependability Team Spirit Receptibility Miscellaneous Supervisory Skills Target Achievement Employability Total Remarks/Suggestions Assessor’s Name : MANISH SAHAY Designation with Seal :MDM,...
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...501 Word Analogy Questions 501 Word Analogy Questions ® N E W YO R K Copyright © 2002 LearningExpress, LLC. All rights reserved under International and Pan-American Copyright Conventions. Published in the United States by LearningExpress, LLC, New York. Library of Congress Cataloging-in-Publication Data: 501 word analogy questions / LearningExpress.—1st ed. p. cm. ISBN 1-57685-422-1 1. English language—Synonyms and antonyms—Problems, exercises, etc. 2. Vocabulary—Problems, exercises, etc. I. LearningExpress (Organization) PE1591 .A24 2002 428.1'076—dc21 2002006843 Printed in the United States of America 9 8 7 6 5 4 3 2 First Edition ISBN 1-57685-422-1 For more information or to place an order, contact LearningExpress at: 55 Broadway 8th Floor New York, NY 10006 Or visit us at: www.learnatest.com The LearningExpress Skill Builder in Focus Writing Team is comprised of experts in test preparation, as well as educators and teachers who specialize in language arts and math. LearningExpress Skill Builder in Focus Writing Team Brigit Dermott Freelance Writer English Tutor, New York Cares New York, New York Sandy Gade Project Editor LearningExpress New York, New York Kerry McLean Project Editor Math Tutor Shirley, New York William Recco Middle School Math Teacher, Grade 8 Shoreham/Wading River School District Math Tutor St. James, New York Colleen Schultz Middle School Math Teacher, Grade 8 Vestal Central School District ...
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...HINDALCO - NOVELIS ACQUISITION: CREATING AN ALUMINIUM GLOBAL GIANT AUTHORS INFORMATION: NAME : 1. AMAN SRIVASTAVA, Assistant Professor, Jaipuria Institute of Management, Noida, asrivastava@jimnoida.ac.in 2. RAKESH GUPTA, Associate Professor, IILM, Greater Noida, guptark123@rediffmail.com ABSTRACT HINDALCO - NOVELIS ACQUISITION: CREATING AN ALUMINIUM GLOBAL GIANT Last decade witnessed growing appetite for takeovers by Indian corporate across the globe as a part of their inorganic growth strategy. In this chain Indian aluminium giant Hindalco acquired Atlanta based company Novelis Inc, a world leader in aluminium rolling and flat-rolled aluminium products. Hindalco Industries Ltd., acquired Novelis Inc. to gain sheet mills that supply can makers and car companies. Strategically, the acquisition of Novelis takes Hindalco onto the global stage as the leader in downstream aluminium rolled products. The transaction makes Hindalco the world's largest aluminium rolling company and one of the biggest producers of primary aluminium in Asia, as well as being India's leading copper producer. The case study attempts to analyze the financial and strategic implications of this acquisition for the shareholders of HINDALCO. The case explains the acquisition deal in detail and highlights the benefits of the deal for both the companies. Followings are the main issues to be discussed for critical review of this case: What is the strategic rational for this acquisition...
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...Unit One :Introduction of International Trade Law Outline Definition of ITL The Scope of ITL （调整范围） History of ITL Comparison of ITL and In. Business Law Sources of ITL( 渊源） Question How to understand the word “international law” here? What is International Law? “A rule… that has been accepted as such by the international community.” Includes :Customary international law. International treaties and agreements. General principles common to major legal systems. Public vs. Private International Law Public International Law. – Involves relationships between countries and applies “norms regarded as binding on all members of the international community” Private International Law. – Is described as conflict of laws or “domain of rights, duties, and disputes between and among persons from different places. Part I Definition 国际贸易法：调整跨越国界的货物贸易、技术贸易和服务贸易关系以及这些贸易关系有关的其他关系的法律规范和规则的总和。 (a) The body of norms and rules – Private law: governs transnational Relationships of Private Persons ( International transaction Law) e.g. the law of international sales, trade finance, licensing agreement etc. – Public law: laws that make up the legal framework within which international business takes place. e.g. the treaties of EU, GATT agreement, NAFTA (b) the scope of ITL（调整范围） Trade in goods, Trade in service，Trade in technology,other international business field Part III History of International Trade Law • Customs and usages ...
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