...Readiness to Internationalize at Maynooth Natural Granite Shingirayi A. Mutandiro – 6565816 Date: 14/11/14 ADM 3318C Professor Lynn MacDonald Executive Summary Primary problem Mr. Hyland is trying to find suitable markets for expanding his granite rock business profitably by relinquishing some control of his business. Mr. Hyland is also concerned with achieving a balance between his local business interests and family life in Canada. Alternatives 1. Keep ongoing operations as is (status quo) 2. Service Boston, Hamburg and London only 3. Expand to Tokyo and Amsterdam (in addition to Boston, Hamburg and London) Facts considered 1. There is a significant household gardening market, especially in USA 2. The local Canadian gardening market is saturated 3. The need to localize MNG’s granite products in international markets 4. The trading advantages for MNG brought about by NAFTA 5. The rising cost of auto-propane fuel 6. Mr. Hyland is fluent in English and French 7. Mr. Hyland plans to balance his local business and family life Recommendation After much careful analysis of Mr. Hyland’s primary problem, the recommended plan of action for Maynooth Natural Granite is to expand to Boston, Hamburg and London only. Assumptions * Declining profit margins for MNG, since the local Canadian market is saturated * High possibility of stronger brand recognition in North America largely due to the benefits of NAFTA * Little...
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...in this situation. In the first time Kelly meet her subordinate, Kelly exchanged the usual handshake greetings with the westerners, and then bowed to the Japanese; an awkward silence and exchange took place, with the Japanese looking embarrassed. Japanese men are unusual with the Western greeting style. Japanese did not like to do individual presentation, but rather wanted gain consensus among themselves and their contact and present a group presentation. And that is the reason why the first time they failed to do presentation without meet their groups and other contact. Japanese felt confused and offended when their college when the Americans chatted on about their children’s achievement and the Germans talked about their family position since Japanese do not talk about their family affairs to the outsiders. In a business appointment, Kelly planned to get straight down to business, so when the client company’s CEO handed her business card, she put in her pocket without a glance, and did not give him her card. Afterward only she found out that a Japanese businessman use the business card to convey all accomplishment and position without having to say it himself. 3) Turn back to the clock to when Kelly was offered the position in Tokyo. What, if anything, should have been done differently, and by whom? As for the company, they should have well plan in human resource function such as selection, training, acculturation and evaluation of expatriates. Many company select...
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... by Raymond H. Lopez, Ph.D. Professor of Economics and Finance Lubin School of Business Pace University DISNEY IN ASIA, AGAIN? by Raymond H. Lopez, Ph.D. Raymond H. Lopez is Professor of Finance at the Lubin School of Business of Pace University. Introduction INTRODUCTION “We could be getting close to the time for a major Disney attraction in the world’s most populous nation.” 1 “I am completely confident that Chinese people love Mickey no less than they love a Big Mac.” 2 Early in 1999, Michael Eisner, CEO of The Walt Disney Company, voiced his opinions concerning potential markets for his firm’s entertainment products and services. A major thrust for the new millenium would be development in Asia. The firm had now achieved a certain level of experience with owning and/or managing assets and operations outside the United States. They had two competing models that would be utilized to analyze and ascertain the financial and operating structure of their next foray into the global business arena. Their first experience was Tokyo Disneyland. Modeled after Disneyland in California and located six miles from downtown Tokyo, the park opened in 1983 and was literally a cultural and financial success from its start....
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...Disney in Asia, Again? “We could be getting close to the time for a major Disney attraction in the world’s most populous nation.” [i] “I am completely confident that Chinese people love Mickey no less than they love a Big Mac.” [ii] Early in 1999, Michael Eisner, CEO of The Walt Disney Company, voiced his opinions concerning potential markets for his firm’s entertainment products and services. A major thrust for the new millenium would be development in Asia. The firm had now achieved a certain level of experience with owning and/or managing assets and operations outside the United States. They had two competing models that would be utilized to analyze and ascertain the financial and operating structure of their next foray into the global business arena. Their first experience was Tokyo Disneyland. Modeled after Disneyland in California and located six miles from downtown Tokyo, the park opened in 1983 and was literally a cultural and financial success from day one. However, not all of the potential financial benefits accrued to Disney shareholders, since the facility was entirely owned by The Oriental Land Company. Disney generated a large and growing stream of fee income, but did not participate as an owner. The architect of Disney’s strategy was Ron Miller, CEO, son-in-law of Walt Disney, and leader of a very conservative management team. By the time a development decision for Western Europe rolled around in 1987, Michael Eisner...
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...Ma. Maxine Estrelle Soliven Film EMC1 141599 Jiro Dreams of Sushi I. Discourse Jiro Dreams of Sushi is a film that centers on the life of Jiro and his passion for the art of Sushi. Jiro has been on his own ever since he was ten years old and dedicated his whole life mastering the craft of sushi making. At the age of eighty-five with two sons who also work in the same industry he isn’t stopping and still works on improving his skills which is the mark of a true Shokunin, a skilled craftsman who does the exact same thing everyday to the highest possible level in the never ending pursuit of perfection. We can see Jiro in his quest for perfection as he does everything with utmost dedication and always strives to be better than he was yesterday. This film is a beautifully shot documentary by David Gelb that captures everything you would want to know about Jiro’s three Michelin star restaurant Sukiyabashi Jiro. It shows the journey that Jiro had to go through to get to where he is now and that is making perfectly delicious sushi with his apprentices and eldest son Yoshikazu that will soon take over his father’s business in the future. It will be challenging succeeding his father’s position because as Yamamoto said in the documentary no matter how talented Yoshikazu is, he will need to be even more talented than his father in order to achieve the same levels of success. II. Highlights David Gelb uses a variety of angles and framing...
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...of a Nuclear Power Plant (Taking Fukushima Daiichi Nuclear Power Plant in Japan as an example to make a risk management) Student Name : Cong Danh Bui Student ID :11381581 Lecturer : David Eager Abstract This report will give out a risk management plan for the development and operation of Fukushima Daiichi Nuclear Power Plant in Japan, based on the AS/NZS ISO 31000:2009 standard. The report will begin with the definition of communication and consultation task before coming to the establishing the context, which is to define risks in term of finding the internal and external factors or some risk criteria that influencing in risks management. After that, risk assessment is implemented, including identification, analysis and evaluation. Then, some treatments will be applied to adjust those risk event. Finally, recording the process as well as monitoring and review, the crucial task in every risk management, is done to make sure that the management can bring efficiency in improving the control. Figure 1. Risk Management Process (Source NS/NZS ISO 31000:2009) Word count: 2600 words – excluding abstract, reference and appendix Appendix I. Introduction…………………………………………………………………………………......3 1.1. Power Plant Information……………………………………………………………………...4 1.2. Construction Details…………………………………………………………………………..5 II. Communication and Consultant………………………………………………………………..6 III. Establishing the Context…………………………………………………………...………….6 3.1. Organizational Objectives……………………………………………………………………...
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...Logical Concepts an overview What is logic? • Logic is the science of reasoning, • which is to say: the academic discipline that investigates reasoning. What is reasoning? • reasoning is inferring (deducing) • to infer is to draw conclusions (output) from a premise or set of premises (input). An Example of Reasoning You see smoke And you infer That there is fire (input) (deduce) (output) Another example of Reasoning You count 19 people in a group; which originally had 20 people in it; and you infer that someone is missing (input) (input) (deduce) (output) The Basic Idea Logic evaluates reasoning in terms of arguments. What is an argument? • The word “argument” can mean many different things depending on the context. • But for the purposes of logic, the term “argument” means something very specific: What is an argument? • an argument is a collection of statements, one of which is designated as the conclusion, and the remainder of which are designated as the premises. • Important note: premises are always intended to provide support or evidence for the conclusion, but they don't always succeed. (It’s still an argument either way.) What is a statement? • A statement is a declarative sentence, • i.e., a sentence that is capable of being true or false. • For example: The door is closed. • Other kinds of sentence are not capable of being true or false: • Interrogative sentences are inquiries for information: Is the door...
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...Task 2: Marketplace Simulation Evaluation Section A: Simulation Results A1: Explain how you determined your product design decisions in the simulation. During the simulation, I used two pieces of information to design my products by. The first was the initial information provided in quarter one in the section “Market Research – Customer Needs.” I decided to focus on two groups and create two products. I choose the features of each product based on the market research ratings for each of the features and attempted to create names for each of the products that would appeal to the product’s target group. For example, the Workhorse group needed an easy to use computer, loaded with office applications. For them, I created a machine based on their needs called the “Workforce-LS,” a name which I thought would speak to its intended use. In the following quarters, I looked to sales data, customer needs, and added design options to create new products. I used the sales data to determine what features my competitors were offering which might have enticed customers to purchase their products over mine. I also looked at upgraded design options, such as a larger screen size or faster processors, to redesign products based on the provided customer needs. Overall, this strategy worked as my sales increased with each adjustment made. A2: Discuss whether you would change the target markets you selected if given the opportunity to repeat the simulation. My initial response to this question...
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...California HighSpeedRail Series High Speed Rail in Japan: A Review and Evaluation of Magnetic Levitation Trains MamomTaniguchi Working Paper UCTCNo. I02 The University of California Transportation Center Umversity California of Berkeley, CA 94720 The University Transportation of California Center The University of California Transportation Center (UCTC) is one of ten regional units mandated by Congress and established in Fall 1988 to support research, education, and training in surface transportation. The UCCenter serves federal Region IX and is supported by matching grants from the U.$. Departmerit of Transportation, the California Department of Transportation (Caltrans), and the University. Based on the Berkeley Campus, UCTCdraws upon existing capabilities and resources of the Institutes of Transportation Studies at Berkeley, Davis, Irvine, and Los Angeles; the Institute of Urban and Regional Development at Berkeley; and several academic departments at the Berkeley, Davis, Irvhae, and Los Angeles campuses. Faculty and students on other University of California campuses may participate in Center activities. Researchers at other universities within the region also have opportunities to collaborate with UCfaculty on selected studies. UCTC’seducational and research programs are focused on strategic planning for improving metropolitan accessibility, with emphasis on the special conditions in Region IX. Particular attention is directed to strategies for using transportation...
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...comparing with the last three years of almost bankruptcy. Its operating profits and net profit raised 68% and 12,4% and operating margin raised from 4.75% to 7.9% from the previous year. From the case we can follow the development of the company. It was founded in 1933 and it was one of the first Japanese company to manufacture automobiles. It began to increase in 1950s and in 1970s it was the second company after Toyota but after that the company began to lose their market position, staying far behind its rivals Honda and Toyota. In 1987 Nissan tried to double their sales by investing almost $4,5 billion into development of their domestic network and $1,8 billion into manufacturing facilities. By1992 they increased their dept in three times to $32,7 billion. This was decade of losses and declines. Yutaka Kume on the last year of being president began to restructure the company and Nissan had a loss in recurring profit. The next president of the company was Yoshifumi Tsuji and he had another plan of expanses reducing to $2 billion, in three years. After him was Yoshikazu Hanawa with his restructuring plan. In that period Honda took the second market place in Japan. Nissan company kept on suffering from underinvestment and faced problems with bank loans, while its rivals had success in U.S. market. In 1999 Nissan started partnership with Renault in order to rescue the company situation. Renault made the largest investment to a Japanese company but they intended to get North America...
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...1. Excusive Summary On March 11, 2011 the unpredicted earthquake and tsunami caused serious nuclear accident in Japan. However, it was triggered by unexpected natural disaster, the accident can be avoided if there exist a sound risk management cycle to identify the risks within this project and put a risk management plan in place. What’s more, the influence of the Fukushima Daiichi nuclear disaster would be reduced through proper crisis management procedures. There are three major key risk issues findings about the Fukushima Daiichi nuclear disaster. The first one is risk identification problems in risk management cycle. The second risk issue is failure in avoiding crisis. The last point discusses communication problems in containing crisis. The damages can be reduced and the Fukushima Daiichi nuclear disaster can be avoided if TEPCO management make further research in risk identification process, spend more effort in avoiding crisis rather than only focus on profit generating activities. When the crisis happened properly communicate with government and ensure information transparency help protect the public images of the firm, After in depth research about the case of Fukushima Daiichi nuclear disaster and compare with Three Mile Island nuclear power plant accidents. This report draws lessons from the cases and provides several recommendations for the Fukushima Daiichi and the Japanese government. , 2. Introduction and Aims There are numerous business risks and the...
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...[pic] Marshall School of Business University of Southern California A207-03 Global Investors, Inc. I have a basic “gut” discomfort with the proposition that investment management as a profit-making function exists only in New York. -- Alistair Hoskins, chairman/CEO, Global Investors, London Bob Mascola, CFO of Global Investors, Inc. (GI), took a last look at his notes as he walked into the conference room where he and the other members of the transfer pricing task force would meet with Gary Spencer, GI’s CEO. The transfer pricing task force supervised by Mascola was meeting with Spencer to discuss the latest transfer pricing models that the task force members had identified. Mascola hoped the meeting would result in a final decision about the transfer pricing method that should be used to recognize profits in GI’s subsidiaries. Mascola knew that the meeting would be difficult. On repeated occasions, two of the members of the transfer pricing task force, Alistair Hoskins and Jack Davis, had engaged in heated debates about which transfer pricing model should be selected. Hoskins, chairman/CEO of GI’s London office, believed that regional offices—or at least the regional office he led—should be treated as largely autonomous profit centers so that the value created by these offices would be reflected in their financial statements. However, Davis, GI’s corporate vice president of operations, argued that virtually all of the investment...
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...going through Alice's mind. Poetry behind machines, technology and modernity in general. I decided to begin with it because this simple mix of words was what made me continue to read the book and it sums it up pretty well. The first few chapters focus on Alice's childhood, her family and her love story with Stephen. Obviously, this was useful to give some insight about the main character's personality and background. In the middle of the text there are some parts where the story stops momentarily and some remarks are made by Mr. Sakamoto, Alice or the author herself. This happens throughout the book and it can help or difficult the task of reading it depending on the perspective. I found it interesting and annoying at the same time. Further ahead, she meets Mr. Sakamoto. An elderly man from Nagasaki. Now this is when the book really begins for me. He was writing a biography about Alexander Graham Bell, the inventor of the phone. They got along really fast. Too fast, in my opinion. Even taking into consideration Alice's loneliness after Stephen's departure. We are presented, later, with the story of Hiroshi Sakamoto's past. A man deeply afected by the chaos of war and the sorrow of death, which welcomed many of his loved ones to their graves. I liked the way Gail wrote this particular part. She was able to explain the unfortunate events...
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...networks and demand-side equipments such as heat pump and cogeneration. In recent years, many evaluation methods and factors have been proposed and discussions of energy policy about innovative technology are becoming more multifaceted. In addition, as a result of specialization and segmentation of engineering science, too much discussion has been centered on particular details of efficiency, rather than on the overall needs of the energy supply and demand system. Integration of these evaluations and discussions is necessary for criteria for judgment. Critical review is always necessary to ensure that prospective technologies are really energy saving and contribute to greenhouse abatement over the whole spectrum from producing energy to end-use. Objectives To introduce a new concept of “Energy Chain” from producing energy through transmission, utilization and end-use, and to propose engineering methodology and evaluation method with examples. Principal Results 1.Proposing a New Concept of Energy Chain and Evaluation Method What the energy end-user needs is “energy benefit”. This include all kinds of benefit 1 that end-users enjoy. The energy chain (EC) concept is defined as energy paths from source 2 to energy consumption to final end-use energy benefit (Fig.1 (a)). As shown in the figure, there are a lot of paths in an EC to meet an energy benefit. Two indices based on time-depending demand are proposed to measure the effectiveness of the process (Fig.1 (b)) 3. Energy...
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...Supplier Development at Honda, Nissan and Toyota: Comparative Case Studies of Organizational Capability Enhancement* Mari Sako Professor of Management Studies Said Business School University of Oxford Park End Street Oxford OX1 1HP, UK Email mari.sako@sbs.ox.ac.uk October 2002 * This study was funded by the International Motor Vehicle Program (IMVP), the UK Economic and Social Research Council, and the Japan Foundation. I am grateful to the interviewees at the three automakers and suppliers who gave generously of their time. I also appreciate the comments of many colleagues, and in particular those of Bill Lazonick. Abstract What factors facilitate and constrain the development and replication of organizational capabilities at suppliers? This question is addressed in a comparison of historical case studies at Toyota, Nissan and Honda in Japan. First, as expected, replication difficulty is overcome by enabling companies to share the process of accumulating tacit knowledge. Second, the interdependence in the hierarchy of routines, that constitute organizational capabilities, has led companies to broaden the scope of supplier development. Third, this broadening challenges suppliers to accept buyer companies’ intervention in internal investment decisions, requiring a certain type of corporate governance. It is argued that the boundary of a capability-based organization may go beyond legally distinct units of financial control when firms are subjected to a cumulative process...
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