...Diamonds in the Data Mine What was Harrah’s market situation in 1998? What had been its strategy for growing its business? Harrah’s had become the first nationwide casino business in 1998 and expanded its business from 4 casinos in 2 states to 26 casinos across 13 states. Harrah’s used Geographic Diversification strategy to expand its business, sought opportunities outside Nevada and Atlantic City which were full of intense competition in casino industry. What was its growth strategy post-1998? Why did it adopt this strategy? After 1998, Harrah’s emphasized customer potential value & differentiation, segmented customers and developed employee incentives & customer-oriented service to expand its customer base and improve its customer loyalty. Harrah’s highly relied on database marketing and decision-science-based analytics. It aims to change the way consumers make decisions about the merchandise. Many big casino operators focused on creating their “fantasyland” at that time, the competition is intense. Moreover, investing heavily in amenities is not only costly in the short run but also risky in long-run especially when the buildings lose their attraction to the customers. Harrah’s had doubts on building lasting relationship with slot players, realized the importance of understanding the target customers and in order to best use of its business capital and improve its core competence, Harrah’s adopt this strategy. How did it implement its strategy? Why was it successful...
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...Conflict Diamonds and the Kimberly Process What this case is about was that ion the 2000’s, a common concern emerged among members of the diamond industry, the United Nations, several governments and Human Rights campaigners who all wished to end the trade in Conflict Diamonds which were gemstones that were being mined or stolen by rebels fighting internationally recognized governments. To end this, they embarked an unusual collaboration called the Kimberly Process. The Kimberly Process was a scheme for tracking diamonds all the way from the mine to the jewelry shop, so that consumers could be assured that the gems they were buying were conflict free. 1. Conflict Diamonds are diamonds that are illegally traded to fund conflicts. In recent times, conflicts in some of the poorest parts of Africa have often focused on rebels controlling their country’s natural resources and assets, for example, oil, wood, minerals and also diamonds. They are diamonds that had originated from areas controlled by forces or factions opposed to legitimate and internationally recognized governments, and are used to fund military action in opposition to those governments. Conflict diamonds came to the attention of the world media during the extremely brutal conflict in Sierra Leone in the 1990s. The groups that were benefited from the trade in conflict diamonds were the combatants, including the Revolutionary United Front. Diamonds played a key role in obtaining funds to provide these...
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...Environment Our commitment to good environmental stewardship is shaped firstly by the need to respond appropriately to global imperatives concerning climate change, biodiversity conservation, energy use and water security; and secondly by our belief that the sustainable management of the natural environment is key to the future prosperity of all the countries where we operate. Our approach to managing environmental issues is built on the effective integration of the environment discipline into our core business and the development of appropriate policies and tools to aid their implementation. This process is underpinned by our ISO 14001 compliant management systems. Within this framework we develop holistic management solutions individually tailored to the environmental, social and economic contexts of each of our operations. This in turn means that we are sensitive to local needs and place particular emphasis on forging strategic partnerships with governments, local communities and Non-Governmental Organisations to find creative solutions to environmental challenges wherever we operate. In addition to our focus on developing effective management systems, our ongoing investment in building the capability of the environment discipline across the Family of Companies has also enabled us to respond to environmental challenges beyond the traditional mining focus area of land rehabilitation. Biodiversity, energy and water management are now specific areas of...
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...| Are diamonds investor’s best friend? | Study on polished diamonds as an alternative investment. | | Presented by:Daria GoldobinaStudent number:080006193Supervised by:Anh L. TranIn partial fulfilment of the:BSc Business Studies, Cass Business SchoolDate:24th March 2011I certify that I have complied with the guidelines on plagiarism outlined in the Course Handbook in the production of this dissertation and that it is my own, unaided work.Signature:__________________________________________ | | This work is dedicated to the memory of my beloved grandfather Ivan Smolin. He was a sweet, kind and sensitive man who devoted his life to studying precious stones and metals. He enriched my life with passion to beauty. If God wanted us to bend over he'd put diamonds on the floor Joan Rivers Contents Acknowledgements 3 Executive summary 7 I Introduction 10 Ground for discussion 10 Objectives 10 Methodology 11 II Literature review and hypothesis development 12 Overview 12 Introduction 12 History of diamonds 12 Industry structure 13 DeBeers cartel 15 Diamond valuation 16 Diamond valuation process 16 Determinants of diamond prices 18 Diamond as an investment 19 Types of investment 19 Problems associated with investing in diamonds 20 Benefits associated with investing in diamonds 20 Alternatives to investing in diamonds 23 Hypothesis development 25 III Methodology 26 Data collection 26 Primary research 26 Secondary...
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...metals such as cobalt, copper, gold and precious stones, including diamonds. DRC is believed to contain around 4% of the world‟s copper reserves and one-third of its cobalt reserves. The mining industry, like the rest of the economy in the central African nation, had suffered due to an unstable political environment, coupled with widespread strife caused by the six-year civil war that ended in 2003. However, there are indications that investors are now willing to discount the political risk premium of investing in the DRC, given the high prices of minerals on global markets, and therefore the potential of holding mineral rights within the country. The Democratic Republic of the Congo (DRC), Africa's largest nation, has abundant mineral resources including, cobalt, copper, gold and diamonds. A majority of the mineral resources are concentrated in the southern and eastern provinces of the nation. The DRC is the world's largest producer of cobalt. However, the production of cobalt is not expected to chart an exceptional growth path, with many small mining players switching from the metal to copper. Constrained supply and political instability are pushing up cobalt prices. All mineral deposits in the DRC are state-owned and the holder of mining rights also gains ownership of the mineral products for sale. Governed by the National Mining Code, the Ministry of Mines regulates the Mining Registry, Directorate of Mines, and the Geological Directorate in the DRC. A peculiar feature of the...
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...dwindle, companies are venturing into ever associated new risk and threat environment is crucial to the equipment and valuable minerals from mines, work place violence and and tested crisis management planning Terrorism across Africa is a growing concern, in 2013 the mining world was shocked by the deadly on the Areva mine in Niger, The Mining Security & Crisis Management Forum will address Managing and being highly alert to the insider opportunity to with industry a rise Security Survey 2013 found that 41% of the mining and metals 2 Mining Security & Crisis Management 2014 Forum SPEAKERS • • • • • • • • • • • • • • • • • • • Security • • • • MEDIA PARTNERS FireSpec Systems AFIMAC Global Control Risks Mwana Africa Vale (Mozambique) De Beers Namibia Debswana Diamond Co. Exxaro Resources Vale Brazil Antwerp World Diamond Centre (AWDC) De Beers Consolidated Mines Newmont Mining Mining Security & Crisis Management 2014 Forum 3 DAY 1 | WEDNESDAY 12TH NOVEMBER 2014 • • • • • • • • • mining industry • • • • • • • • P • • • • • • • • • 4 Mining Security & Crisis Management 2014 Forum DAY 2 | THURSDAY 13TH NOVEMBER 2014 • • • • • • • Zambian Mine case study • • • • • This panel provides delegates and security service companies the opportunity to debate the challenges mine Security Managers face • • • environment • • • • culture of safety and security • • • • • • • Mining...
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...dwindle, companies are venturing into ever associated new risk and threat environment is crucial to the equipment and valuable minerals from mines, work place violence and and tested crisis management planning Terrorism across Africa is a growing concern, in 2013 the mining world was shocked by the deadly on the Areva mine in Niger, The Mining Security & Crisis Management Forum will address Managing and being highly alert to the insider opportunity to with industry a rise Security Survey 2013 found that 41% of the mining and metals 2 Mining Security & Crisis Management 2014 Forum SPEAKERS • • • • • • • • • • • • • • • • • • • Security • • • • MEDIA PARTNERS FireSpec Systems AFIMAC Global Control Risks Mwana Africa Vale (Mozambique) De Beers Namibia Debswana Diamond Co. Exxaro Resources Vale Brazil Antwerp World Diamond Centre (AWDC) De Beers Consolidated Mines Newmont Mining Mining Security & Crisis Management 2014 Forum 3 DAY 1 | WEDNESDAY 12TH NOVEMBER 2014 • • • • • • • • • mining industry • • • • • • • • P • • • • • • • • • 4 Mining Security & Crisis Management 2014 Forum DAY 2 | THURSDAY 13TH NOVEMBER 2014 • • • • • • • Zambian Mine case study • • • • • This panel provides delegates and security service companies the opportunity to debate the challenges mine Security Managers face • • • environment • • • • culture of safety and security • • • • • • • Mining...
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...UNIVERSITY FOR DEVELOPMENT STUDIES,GHANA CENTER FOR CONTINUING EDUCATION AND INTERDISCIPLINARY RESEARCH (CCEIR), NAVRONGO A PROPOSAL BY MUMUNI ELIASU For A MASTER OF ART DEGREE IN ENVIRONMENTAL SECURITY AND LIVELIHOOD CHANGE INTRODUCTION 1.2 Background Since the beginning of civilization of mankind, man found the use of minerals as indispensable material in sustaining life with the “lion cave” being the oldest known mine from Swaziland which proved to be about 43,000 years old. Hungary and the Ancient Egypt also mined flint and malachite respectively for weaponry tools and ornaments. (http://en.wikipedia.org/wiki/Mining) Mining generally is the extraction of valuable mineral deposits or other geological materials from the ground or earth. These deposits could be gold, bauxite, manganese, precious metals, diamond, oil, coal, limestone and many others. Any material that cannot be grown through agricultural processes created artificially in a laboratory or factory is normally mined. Mining normally involves prospecting for the mineral and final exploration if found, in the form of surface (strip) or underground mining. Surface mining is when the soil and rocks overlying the mineral deposits are removed. It is used when deposits of commercially useful minerals or rocks are found near the surface; that is, where the overburden(surface material covering the valuable deposit) is relatively thin or the material of interest is structurally unsuitable...
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...bus-sides and billboards of major American cities. Set against a lush black background, the ads displayed a perfect set of diamond earrings, or a single sparkling solitaire. The lettering, in white, was sparse and to the point: “What better time to celebrate the timelessness of love?” they asked. Or, “What are you waiting for, the year 3000?” Some were even more direct: “This wouldn't exactly be the year,” they noted, “to give her a toaster oven.” Coyly, the ads captured a joint fascination with the new millennium and the enduring allure of diamonds. How better to capture time than with a diamond, they urged. How better to herald eternal love? Indeed. According to analysts, U.S. diamond sales (30% of which occurred during the Christmas season) were expected to surge by more than 10%, hitting a high of over $20 billion for 1999.2 A significant portion of this windfall would flow to De Beers, one of the world’s most successful corporations and the controlling force of the international diamond market. There were many ironies behind De Beers’s millennial campaign, not least of which was that diamonds — those eternal gifts — had only been sold on the mass market for a hundred years. And that their allure was largely a creation of advertising. There also, though, were many stories buried behind the campaign — stories which ran to the core of the global diamond market and De Beers’s position within it. The millennial campaign, for example, was part of the company’s first attempt...
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...以前的情况和遇到的问题： In early 1990s, DeBeers ruled the diamond industry (while at one time, it produced 45% of the world’s rough diamond and sold 80% of total supply). Its market dominance enabled its Central Selling Orgainzation to choose whom to sell to, how much to sell, and at what price.(掌控钻石产业，掌握供应链，决定买家，销售量已经价格。) First hit: Collapse of the Soviet Union（苏联解体，重要合同终止）. Second hit: Australian mine terminated contract with DeBeers（合同终止）. Finally: Emergence of Canada as a producer(加拿大大量的矿区都不受DEBEERS控制). Additionally: Antitrust Act prohibited DeBeers’ sales in United States（因为触犯反托拉斯法被禁止在美国进行商业活动）. Publically: A public relations nightmare(公关危机，DEBEERS为了掌控供应链，曾经支持反政府武装) Strategy focus: Supply-side. Controlling large portion of the diamond supply chain.（以往的战略更注重供应端） PEST ANALYSIS Political: () Before the Kimberley treaty, DeBeers was used by some factions to have an indirect control of some countries in conflict area. With time past, DeBeers bit by bit lose his absolutely control position. More and more diamond mining were founded in the world. The output of rough diamonds got a significant decline from 90% to 10%. On one hand, de beers don’t have enough money to buy all of the mining, on the other hand, most of other country’s government prevents de beers to buy their diamond mining, in order to protect local economic. Economic: DeBeers makes alliance with Russia, exploring diamonds with Tanzania, Namibia and so on. De beers put their manufacture factory in some country which...
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...A selection of rough diamonds from Voorspoed Mine ACTION ETHICS Protecting THE INTEGRITY OF DIAMONDS 33 ETHICS OUR COMMITMENT TO MEETING THE highest ethical standards IS FOUNDED ON OUR aspiration TO LIVE UP TO THE unique qualities OF DIAMONDS. THE BEHAVIOUR OF OUR EMPLOYEES, THE ROBUSTNESS OF OUR COMPLIANCE SYSTEMS and our commitment to transparency maintain stakeholder confidence in our business and play a key role in upholding ‘diamond equity’. De Beers aims to meet or exceed all applicable statutory requirements, as well as international standards on ethical issues ranging from conflict diamonds to anti-corruption. We also work with our business partners to embed ethical standards throughout the diamond value chain. 34 Report to Society 2010 Ethics The ethical provenance of diamonds is an important element of both their financial and emotional value – what we call ‘diamond equity’. To ensure that the journey from mine to finger meets the highest ethical standards, we have a mandatory, third party assured, code of ethical business conduct – the Best Practice Principles Assurance Programme (BPPs) – that applies not only to our own operations, but also to our Sightholders, contractors and suppliers. HIGHLIGHTS • All diamonds sold by De Beers are 100% conflict free. Compliance with the Kimberley Process and System of Warranties for 2010 was verified by Société Générale de Surveillance (p38) To support ethical standards more broadly we work with sectoral initiatives...
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...analysis……………………………………………………………… page 10 Jewelry supply chain…………………………………………………………. page 16 Industry value chain, Jewelry Retail………………………………………….. page 19 Company analysis……………………………………………………………… page 24 SWOT…………………………………………………………………………… page 46 Financial ratios…………………………………………………………………… page 50 Strategies………………………………………………………………………… page 53 Preferred strategy……………………………………………………………….. page 60 EVA……………………………………………………………………………… page 62 Blue Nile balance sheet…………………………………………………………… page 63 References…………………………………………………………………………. Page 64 Executive Summary Blue Nile is a publicly traded company. The company was established in 1999 and is headquartered in Seattle, WA and is one of leading online retailers of diamonds and fine jewelry. In addition to serving the U.S. market, Blue Nile offers products to selected countries through its Canadian and UK websites. 70% of their sales are from engagement rings and wedding bands and they are known for being a high-end jewelry retailer. The company offers its products on its websites without actually holding the products. Because of its unique business model, it is able to sell its products at much lower prices than the competitors. After a thorough analysis of the trends impacting the market, and Blue Nile in particular, we have come up with a strategy that will maintain and improve the company’s position in the industry. By increasing its focus on marketing, Blue Nile should be able to gain more of...
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...HBR Article: Diamonds in the Data Mine March 31, 2010 By Gary Loveman This is a pretty nice and short yet highly effective article that outlines the importance of providing an exceptional customer service in today’s service industry, especially in the gaming industry as it is the case of Harrah’s Entertainment casino. Actually, from its inception, Harrah’s former CEO Phil Satre had instituted this policy of “changing Harrah’s from an operations-driven company that viewed each casino as a stand-alone business into a marketing-driven company that built customer loyalty to all Harrah’s properties”. In doing so, Satre asked Gary Loveman to head a strategy to affect this change in all Harrah’s organizations, and so Loveman did follow through on this task. He effectively focused on delivering customer service and on understanding and marketing effectively to the customer. This is the secret to Harrah’s success, which allows him and Harrah’s to maintain loyalty from its customers based on the database they had collected over the years, as they were able to identify their customers’ needs and wants as well as to have good reward and incentive programs in place to recognize their clientele according to the time and money they spend gambling over their facilities. Yet, for their workforce, Harrah’s instituted a bonus system tied to job satisfaction. “Rewards hinge on everyone’s performance at a casino- and on customer satisfaction, not a property’s financial performance”. Also...
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...------------------------------------------------- Child labour From Wikipedia, the free encyclopedia A succession of laws on child labour, the so-calledFactory Acts, were passed in Britain in the 19th century. Children younger than nine were not allowed to work, those aged 9-16 could work 16 hours per day per Cotton Mills Act. In 1856, the law permitted child labour past age 9, for 60 hours per week, night or day. In 1901, the permissible child labour age was raised to 12.[1][2] Child labour refers to the employment of children in any work that deprives children of their childhood, interferes with their ability to attend regular school, and that is mentally, physically, socially or morally dangerous and harmful.[3] This practice is considered exploitative by manyinternational organisations. Legislations across the world prohibit child labour.[4][5] These laws do not consider all work by children as child labour; exceptions include work by child artists, supervised training, certain categories of work such as those by Amish children, and others.[6][7] Child labour was employed to varying extents through most of history. Before 1940, numerous children aged 5–14 worked in Europe, the United States and various colonies of European powers. These children worked in agriculture, home-based assembly operations, factories, mining and in services such as newsies. Some worked night shifts lasting 12 hours. With the rise of household income, availability of schools and passage of...
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...Executive Summary According to a report by Research and Markets, the Jewellery Market in India is expected to grow at a CAGR of 15.95 per cent over the period 2014-2019.The Gems and jewellery sector in India plays a significant role in the Indian economy, contributing around 6-7 per cent of the country’s GDP. One of the fastest growing sectors, it is extremely export oriented and labour intensive. India is deemed to be the hub of the global jewellery market because of its low costs and availability of high-skilled labour. The gold jewelry exports from India were US$ 554.45 million in December 2014, while silver jewellery exports were US$ 148.49 million, according to the latest data released by the Gems and Jewellry Export Promotion Council (GJEPC). The cumulative foreign direct investment (FDI) inflows in diamond and gold ornaments in the period April 2000-December 2014 were US$ 476 million, according to Department of Industrial Policy and Promotion (DIPP). The sector is witnessing changes in consumer preferences, as the westernisation of lifestyle is responsible for changes in the buying habits of the consumer. Consumers are demanding new designs and varieties in jewellery, and branded jewellers are able to fulfill their changing demands better than the local unorganised players. Increase in per capita income has led to an increase in sales of jewellery, as jewellery is a status symbol in India. The sector is...
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