...Table of contents Contents Summary ................................................................................................................................................. 2 The benefits of the “big4” ....................................................................................................................... 3 Kraft..................................................................................................................................................... 3 Nestlé .................................................................................................................................................. 3 Mars .................................................................................................................................................... 4 The Hershey Company ........................................................................................................................ 5 Common project between Marc and Hershey ................................................................................... 6 “Big4”, consequentialism and utilitarianism....................................................................................... 6 Moral and human rights infractions ....................................................................................................... 7 Recommendations for cocoa and chocolate industry ............................................................................ 9 Challenges remaining for...
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...that Japanese management systems cannot function effectively in the West ‐ or that if they can, the workforce suffers ‐ because they are culture‐bound, exploitative, and would be resisted by trades unions. Japanese practice has been interpreted as classic “Theory X” management. On the other hand, Japanese management systems are said to offer Western production workers new opportunities for teamwork, self‐expression and workplace democracy which should be grasped eagerly ‐ here Japan is interpreted as classic “Theory Y” management. The characteristic Western “either/or” analytical approach may have set up a false dichotomy. Adler’s (1993) study of the Toyota/GM joint venture NUMMI, in California, revealed that rigid management structures were combined with opportunities for worker participation in the “learning bureaucracy”. Mair’s (1994a) study of Honda in Ohio showed how workers participated but in a way that was strictly channelled, and that the “single status” system both provided a degree of democracy and equality and permitted authority systems to function more effectively. Innovative management appeared to have reconciled the dichotomies that academic observers continued to debate. Progress in understanding the Japanese multinationals has been further complicated by two other considerations. First, Japanese firms appear to have adapted their management systems to their new local environments in a process of “hybridization”. The questions become which elements of the model...
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...Traffic Engineering Design This page intentionally left blank Traffic Engineering Design Principles and Practice Second edition Mike Slinn MVA Limited, MVA House, Victoria Way, Woking GU21 1DD, UK Paul Matthews MVA Limited, Third Floor, One Berners Street, London W1T 3LA, UK Peter Guest 8 The Grove, Farnborough, Hampshire GU14 6QR, UK AMSTERDAM • BOSTON • HEIDELBERG • LONDON • NEW YORK • OXFORD PARIS • SAN DIEGO • SAN FRANCISCO • SINGAPORE • SYDNEY • TOKYO Elsevier Butterworth-Heinemann Linacre House, Jordan Hill, Oxford OX2 8DP 30 Corporate Drive, Burlington, MA 01803 First published by Arnold, 1998 Reprinted 2003 Second edition 2005 Copyright © 2005, Elsevier Ltd. All rights reserved. No part of this publication may be reproduced in any material form (including photocopying or storing in any medium by electronic means and whether or not transiently or incidentally to some other use of this publication) without the written permission of the copyright holder except in accordance with the provisions of the Copyright, Designs and Patents Act 1988 or under the terms of a license issued by the Copyright Licensing Agency Ltd, 90 Tottenham Court Road, London, England W1T 4LP. Applications for the copyright holder’s written permission to reproduce any part of this publication should be addressed to the publisher. Permissions may be sought directly from Elsevier’s Science and Technology Rights Department in Oxford, UK: phone: (ϩ44) (0) 1865 843830; fax: (ϩ44) (0) 1865 853333;...
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...CHAPTER 1 THE PROBLEM AND ITS SCOPE INTRODUCTION Rationale of the study One of the great challenges of progressing cities in the Philippines is the need to preserve and conserve its heritage. Cebu is one of the known cities that posseses a rich culture and historical landmarks that serves as a potent symbol of National Identity has faced the same challenges. With the emergence of commercial buildings and growth of population in the City, the maintenance and conservation of Heritage is more likely needed. Altering existing buildings for a new function is not a new phenomenon. Working with the existing buildings, repairing and restoring them for continued use has become a creative and fascinating challenge within the architectural descipline. The process of wholeheartedly altering a building is often called “ Adaptive Re-use”. It is known that adaptive re-use helps extend the life of Historical buildings and prevents them from becoming foresaken and derilict. The Gotiaoco building which is situated at the M.C Briones Ave. Behind Cebu City hall is one of the significant architectural building that is currently proprosed to be reuse as a Chinese Heritage Museum under the supervision of Sugbu Chinese Heritage Museum Inc.. In contemporary conservation theory and practice, adaptive re-use is considered to be an important strategy towards conservation of cultural heritage. It preserves buildings by changing outdated functions into new uses to meet contemporary demand. However...
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...Followed in Conversion 4. Facility Layout 5. Facility Location 6. Production Planning System Viz Capacity Planning Operation Management Sheduling Etc. 7. Inventory Management 8. Model of Supply Chain Management Being Following Brief History of the Company The Business That Became the Bata Shoe Organization Was Established On August 24, 1894 In Zlin, Czechoslovakia by Tomas Bata, And Included His Brother Antonin and Sister Anna. Although This Business Was New, The Bata Name Had Been Part of a Tradition of Shoemaking for Eight Generations, Spanning Three Hundred Years. It Was One of the First Modern Day Shoe ‘manufacturers’ , A Team of Snitchers and Shoemakers Creating Footwear Not Just for the Local Town , But Also for the Distant Retail Merchants. This Departure From the Centuries Old Tradition of the One Man Cobbler’s Workshop Was a Brand New Concept, Creating an Entirely New Industry. The Bata Enterprise Revolutionized the Treatment of Employees and Labor Conditions. Tomas Consistently Maintained a Human Focus, Creating Opportunities for Development and Advancement, And Added Compensation for Employees Based On Achievement. In Late 1985. Antonin Was Drafted Into the Army for Compulsory Military Service and Lift Family Shoe Business. Also That Year, Anna Left the Company to Marry, Leaving a Young Tomas to Build the Business On His Own. By 1905 Tomas Had Taken the New Enterprise to 2200 Pairs of Shoes Per Day , Produced by 250 Employees...
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...Public Relations Cases This collection of contemporary international public relations case studies is an invaluable resource for teachers, researchers and students working in public relations, corporate communications and public affairs, as well as offering practitioners an indepth understanding of the effective use of public relations in a range of organizational contexts. Including cases from the UK, Norway, Sweden, Spain, South Africa, Canada and the USA, with a focus on such global corporations as Shell, BBC America, Worldcom, PriceWaterhouseCoopers and Marks & Spencer, it offers important insights into the development of public relations and communications strategies. These include: • • • • • • • • Corporate identity change and management Global reputation management Crisis management in the oil, shipping and tourism industries Developing strategic alliances between voluntary and private sector organizations Public relations support for international branding and market entry The importance of internal communications during international mergers The integration of public relations and marketing communications Business-to-business communication The cases examined in this book demonstrate the breadth of contemporary public relations practice and the increasing importance of the public relations function in both public and private sector organizations worldwide. Danny Moss is Co-Director of the Centre for Corporate and Public Affairs at the Manchester Metropolitan University...
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...Stewart Park Rehabilitation Action Plan December 2009 Prepared by: Rick Manning, ASLA Cayuga Waterfront Trail Initiative Program Coordinator Prepared for: City of Ithaca, Strategic Tourism Planning Board, and Tompkins County Chamber of Commerce Foundation STEWART PARK REHABILITATION ACTION PLAN Cayuga Waterfront Trail Initiative Page 2 STEWART PARK REHABILITATION ACTION PLAN Acknowledgements The Stewart Park Rehabilitation Action Plan was funded with Tourism Capital Program funds provided by the Tompkins County Strategic Tourism and Planning Board. Following are the individuals and organizations that participated in the preparation of the plan; Steering Committee Scott Wiggins, Strategic Tourism Planning Board Mary Tomlan, City of Ithaca Common Council Jennifer Dotson, City of Ithaca Common Council Leslie Chatterton, City of Ithaca Department of Planning and Development JoAnn Cornish, City of Ithaca Department of Planning and Development Suzanne Vandemark, City of Ithaca Parks Commission Steve Hunt, Tompkins County Chamber of Commerce Herb Dwyer, Tompkins County Chamber of Commerce Doug Levine, Tompkins County Chamber of Commerce Rick Manning, Project Coordinator Stakeholder Committee Mayor Carolyn Peterson, City of Ithaca JoAnn Cornish, City of Ithaca Department of Planning and Development Leslie Chatterton, City of Ithaca Department of Planning and Development Mary Tomlan, City of Ithaca Common Council Dan Mitchell, Ithaca Beer Company Rob Licht, Artist/Designer Bruce...
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...MINI COOPER: MARKETING STRATEGY, DIGITAL MARKETING, BRAND & ETHICS 10.2478/cris-2013-0005 MINI COOPER: MARKETING STRATEGY, DIGITAL MARKETING, BRAND & ETHICS MARIIA MOISEIEVA The report is designed to examine, analyse, and evaluate where appropriately the current Mini Cooper’s marketing strategy, its digital marketing initiative, branding, and the importance of ethical values in Mini Cooper as well as other organisations. That is important for understanding of the practical applications of marketing is achieved by applying theory to them. It is determined that Mini’s marketing strategy has shifted in terms of targeting and brand positioning. As previously it was an affordable iconic British car, now it has become a cool luxury car dominantly for a young segment. Its international marketing strategy is differentiated in a way that a brand is built up on the historical iconic image of Mini for the UK and associated market, but it is not associated with any values in the past for the US customers. Overall, Mini’s marketing strategy is considered to be innovative, creative, and sometimes ‘silly’, which is of great value for its young energetic target audience. Digital marketing initiative also corresponds to the latest IT and social trends worldwide by ‘digitalising’ marketing initiatives and active social networking with the consumers. Brand is a core competence and ‘everything’ for Mini. Marketing is centered on its brand, not vice versa. An analysis of the Mini’s strategy...
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...CHAPTER 1 GENERAL INTRODUCTION INTRODUCTION OF THE STUDY Retailing in India is receiving global recognition and attention and this emerging market is witnessing a significant change in its growth and investment pattern. It is not just the global players like Wal-Mart, Tesco and Metro group are eying to capture a pie of this market but also the domestic corporate behemoths like Reliance, K K Modi , Aditya Birla group, and Bharti group too are at some stage of retail development. Reliance, announced that it will invest $3.4 billion to become the country's largest modern retailer by establishing a chain of 1,575 stores by March 2007. The last couple of years have been rosy for real estate developers and the retailers are finding suitable retail space in prominent locations. The industry is buoyant about growth and the early starters are in expansion mood. There is increased sophistication in the shopping pattern of consumers, which has resulted in big retail chains coming up in most metros; mini metros and towns being the next target. Consumer taste and preferences are changing leading to radical alteration in lifestyles and spending patterns which in turn is giving rise to new business opportunities. Companies need to be dynamic and proactive while responding to the ever-changing trends in consumer lifestyle and behavior. Retailing consists of the sale of goods or merchandise from a fixed location, such as a department store, or by post, in small or individual lots for...
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...IKEA Christopher A. Bartlett and Ashish Nanda With a 1988 turnover of 14.5 billion Swedish kronor (U.S. $1 SKr6 in 1988) and 75 outlets in 19 countries; IKEA had become the world's largest home furnishings retailer. As the company approached the 1990s, however, its managers faced a number of major challenges. Changes in demographics were causing some to question IKEA's historical product line policy. Others wondered if the company had not bitten off too much by attempting major new market entries simultaneously in two European countries (United Kingdom and Italy), the United States, and several Eastern bloc countries. Finally, there was widespread concern about the future of the company without its founder, strategic architect, and cultural guru, Ingvar Kamprad. IKEA BACKGROUND AND HISTORY In 1989, furniture retailing worldwide was a fragmented industry in which small manufacturers and distributors catered to the demands of their local markets. Consumer preferences varied by region, and there were few retailers whose operations extended beyond a single country. IKEA, however, had repeatedly bucked market trends and industry norms. Over three and a half decades, it had built a highly profitable worldwide network of furniture stores (see Exhibit 1). COMPANY ORIGINS IKEA is an acronym for the initials of the founder, Ingvar Kamprad, his farm Elmtaryd, and his county, Agunnaryd, in Smäland, South Sweden. In 1943, at the age of 17, Kamprad began his...
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...What’s wrong with Supermarkets www.corporatewatch.org.uk Strip lights, endless queues of strangers and shelves of packets, fake smiles from bored checkout assistants isn't there a better way to get our food? Supermarkets wield immense power over the way we grow, buy and eat our food. They are shaping our environment, our health and the way we interact socially. These changes have gone unchallenged because consumers have been sucked into superstore lifestyles, persuaded that the opportunity to select from six different brands of cut-price oven chips at three in the morning represents choice and value. What’s Wrong With SUPERMARKETS But the tide may be turning. Unease at the true cost of supermarket food is spreading among consumers, who are beginning to join forces with the farmers and workers who have always known that supermarket 'choice' is a bad deal. This booklet aims to help campaigners get to grips with the reality of supermarket domination and argues why we must start looking for alternatives. Researched and written by Lucy Michaels and the Agriculture Project at Corporate Watch What’s wrong with Supermarkets www.corporatewatch.org.uk What's Wrong with Supermarkets? Overview: Supermarkets sweep up 2 3 10 11 The supermarkets we know today started in Britain with the Cooperative Movement in the 19th century. This was a group of independent local retailers controlled by its consumer members...
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...Contents Preface Prologue: We have it Made Part I: The Mission Chapter 1: A Consumer Goes Global Chapter 2: Tattoo’s Tropical Paradise Chapter 3: Fake Blood, Sweat, and Tears Part II: My Underwear: Made in Bangladesh Chapter 4: Jingle these Chapter 5: Undercover in the Underwear Biz Chapter 6: Bangladesh Amusement Park Chapter 7: Inside My First Sweatshop Chapter 8: Child Labor in Action Chapter 9: Arifa, the Garment Worker Chapter 10: Hope Chapter 11: No Black and White, Only Green Update for Revised Edition: Hungry for Choices Part III: My Pants: Made in Cambodia Chapter 12: Labor Day Chapter 13: Year Zero Chapter 14: Those Who Wear Levi’s Chapter 15: Those Who Make Levi’s Chapter 16: Blue Jean Machine Chapter 17: Progress Chapter 18: Treasure and Trash Update for Revised Edition: The Faces of Crisis Part IV: My Flip-Flops: Made in China Chapter 19: PO’ed VP Chapter 20: Life at the Bottom Chapter 21: Growing Pains Chapter 22: The Real China Chapter 23: On a Budget Chapter 24: An All-American Chinese Walmart Chapter 25: The Chinese Fantasy Update for Revised Edition: Migration Part V: Made in America Chapter 26: For Richer, for Poorer Update for Revised Edition: Restarting, Again Chapter 27: Return to Fantasy Island Chapter 28: Amilcar’s Journey Chapter 29: An American Dream Chapter 30: Touron Goes Glocal Appendix A: Discussion Questions Appendix B: Note to Freshman Me Appendix C: Where Are You Teaching? Acknowledgments Copyright © 2012 by Kelsey Timmerman...
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...Restaurant Industry in India - Trends and Opportunities Restaurant Industry in India - Trends and Opportunities HVS International (India), Mr. Navjit Ahluwalia, Associate Director and Mr. Dushyant Singh, Consulting & Valuation Analyst Research, Report Writing Mr. Shyam Suri, Secretary General, FHRAI Editing, Report Fianlisation Mr. Pooran Chandra Pandey, Assistant Secretary General (Research), FHRAI Hotel Questionnaire & Co-ordination Mr. Raj Rajeshwar Sharma, Computer Data Assistant Design, Graphics, Pre-press & DTP Printed by : Published in April 2004 by: Secretary General, Federation of Hotel & Restaurant Associations of India B-82, 8th Floor, Himalaya House, 23 Kasturba Gandhi Marg, New Delhi - 110 001 Phones : (011) 23318781, 23318782, 23322634, 23322647, 23323770 Fax : (011) 23322645 E-Mail : fhrai@vsnl.com Website : www.fhrai.com © Federation of Hotel & Restaurant Associations of India (FHRAI), 2004 Price: One copy free to concerned FHRAI members. (Additional copies at Rs. 400.00 for FHRAI members and Rs.600.00 for Non-Members.) US$50.00 for foreign dispatches 2 Contents Table of Contents 1. 2. 3. Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7 Background Scenario and Numbers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11 Analysis of Questionnaire Responses 3.1 General . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ....
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...Restaurant Industry in India - Trends and Opportunities Restaurant Industry in India - Trends and Opportunities HVS International (India), Mr. Navjit Ahluwalia, Associate Director and Mr. Dushyant Singh, Consulting & Valuation Analyst Research, Report Writing Mr. Shyam Suri, Secretary General, FHRAI Editing, Report Fianlisation Mr. Pooran Chandra Pandey, Assistant Secretary General (Research), FHRAI Hotel Questionnaire & Co-ordination Mr. Raj Rajeshwar Sharma, Computer Data Assistant Design, Graphics, Pre-press & DTP Printed by : Published in April 2004 by: Secretary General, Federation of Hotel & Restaurant Associations of India B-82, 8th Floor, Himalaya House, 23 Kasturba Gandhi Marg, New Delhi - 110 001 Phones : (011) 23318781, 23318782, 23322634, 23322647, 23323770 Fax : (011) 23322645 E-Mail : fhrai@vsnl.com Website : www.fhrai.com © Federation of Hotel & Restaurant Associations of India (FHRAI), 2004 Price: One copy free to concerned FHRAI members. (Additional copies at Rs. 400.00 for FHRAI members and Rs.600.00 for Non-Members.) US$50.00 for foreign dispatches 2 Contents Table of Contents 1. 2. 3. Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7 Background Scenario and Numbers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11 Analysis of Questionnaire Responses 3.1 General . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ....
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...Restaurant Industry in India - Trends and Opportunities Restaurant Industry in India - Trends and Opportunities HVS International (India), Mr. Navjit Ahluwalia, Associate Director and Mr. Dushyant Singh, Consulting & Valuation Analyst Research, Report Writing Mr. Shyam Suri, Secretary General, FHRAI Editing, Report Fianlisation Mr. Pooran Chandra Pandey, Assistant Secretary General (Research), FHRAI Hotel Questionnaire & Co-ordination Mr. Raj Rajeshwar Sharma, Computer Data Assistant Design, Graphics, Pre-press & DTP Printed by : Published in April 2004 by: Secretary General, Federation of Hotel & Restaurant Associations of India B-82, 8th Floor, Himalaya House, 23 Kasturba Gandhi Marg, New Delhi - 110 001 Phones : (011) 23318781, 23318782, 23322634, 23322647, 23323770 Fax : (011) 23322645 E-Mail : fhrai@vsnl.com Website : www.fhrai.com © Federation of Hotel & Restaurant Associations of India (FHRAI), 2004 Price: One copy free to concerned FHRAI members. (Additional copies at Rs. 400.00 for FHRAI members and Rs.600.00 for Non-Members.) US$50.00 for foreign dispatches 2 Contents Table of Contents 1. 2. 3. Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7 Background Scenario and Numbers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11 Analysis of Questionnaire Responses 3.1 General . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ....
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