...Introduction… IMAX 3D Dhaka, House No. 22, Road No. 39 Gulshan Avenue, Gulshan 2, Dhaka. Co-owners : Ehtiaz Karim, Adel Wahid, Nahian Shahed, Rizvia Hossain Description of IMAX. IMAX is a motion picture film format and projection standard created by the Canadian IMAX Corporation. The Company’s activities include the design, leasing, marketing, maintenance and operation of IMAX film and digital theatre systems as well as the development, production, post production and distribution of IMAX motion pictures. IMAX has the capacity to record and display images of far greater size and resolution than most conventional film systems. A standard IMAX screen is 22 × 16.1 m (72 × 52.8 ft), but can be larger. IMAX theatres are described as either "Classic Design," (Purpose-built structures designed to house an IMAX theatre) or "Multiplex Design." (Existing multiplex auditoriums that have been retrofitted with IMAX technology). The world's largest cinema screen (and IMAX screen) is in the LG IMAX theatre in Sydney, New South Wales. It is approximately 8 stories high, with dimensions of 35.73 × 29.42 m (117.2 × 96.5 ft) and covers an area of more than 1,015 m2 (10,930 sq ft). IMAX is the most widely used system for special-venue film presentations. As of December 2009[update], there were more than 400 IMAX theatres in over 40 countries. IMAX Corporation has released four projector types that use its 15-perforation, 70mm film format: GT (Grand Theatre), GT 3D (dual rotor)...
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...The Walt Disney Co. FINA 4200.002 Nick Camp Nick Meyer Muddasir Sultan Theme: The Walt Disney Co. is an enigma in these rough economic times for the sole purpose that they show minimal signs of slowing down. Mickey Mouse has his hands dipped into everything and from an investor’s standpoint that’s a good thing because that equals diversification, and in turn, diversification lowers risk. The Disney Company operates in several areas of the media and entertainment industry. They have recently acquired Pixar, which consistently provides box office record sales with their animated films. Along media entertainment lines, Disney also operates dominant media channels ABC and ESPN. These are two channels that carry with them a strong loyal following. Sports have always been America’s past time and it’s unlikely to see them ever declining or the viewership that goes along with it. People have always poured capital into sports and will continue to for many centuries to come. Aside from Disney’s ventures, investors focus and confidence should be in the trademark of Disney. Characters such as Mickey Mouse and Buzz Light-year are icons that will never be lost in the pages of time. Kids and adults alike will always want to participate in the next big thing the company has to offer and these kinds of expectations will always lead to Disney having a stable stock price and even unstable in the positive manner because the growth potential is limitless for...
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...According to Government sources, the Slum Population of India have exceeds the population of Britain. It has doubled in last two decades. According to last census in 2001, the slum-dwelling population of India had risen from 27.9 million in 1981 to 61.8 million in 2001. Indian economy has achieved a significant growth of 8 percent annually in last four years, but there is still large number of people nearly 1.1 billion still survives on less than 1 $ (around 46 INR) in a day. Increase in Indian Population over a period of time has also resulted in slum population growth. Despite of Government efforts to build new houses and other basic infrastructure, most of the people living in slum areas do not have electricity, water supply and cooking gas. Slum Population in Mumbai - The financial capital of India known as Mumbai is home to estimated 6.5 million slum people. Nearly half of Mumbai's Population lives in small shacks surrounded by open sewers. Nearly 55% of Mumbai's population lives in Slum areas....
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...|Macy’s Inc. | Macy’s is considered a store; where there are actual brick and motors stores across the United Sates, online website, app, catalog, direct sales, and a kiosk. At first, Macy’s wasn’t my retailer. I originally wanted to do Michael Kors at The Grove, but I had no transportation to the location. I had changed it to Michael Kors in Macy’s Plaza, but there was a misunderstanding to what I was requesting to the teacher. Little did I know that I would learn so much from Macy’s? Everything happens for a reason and this was a sign from God. I’ve learned how Macy’s was founded to their philosophies. I was so shocked about the information I was reading. Even though Macy’s wasn’t my original choice, it taught me so much and I’m very grateful that it ended up like this! |Background | Federated Department Stores, Inc (renamed Macy’s Inc.) was born through the combination of Abraham & Straus of Brooklyn, Filene’s of Boston, F&R Lazarus & Co. of Columbus, OH, and Bloomingdale’s of New York. As Federated emerged in the years of the Great Depression and World War II, it became apparent that the corporation was equipped with both resilience and flexibility. It adapted to the times by implementing innovative retail firsts, such...
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...CSAC05 1/13/07 9:21 Page 123 5 Analyzing Resources and Capabilities Analysts have tended to define assets too narrowly, identifying only those that can be measured, such as plant and equipment. Yet the intangible assets, such as a particular technology, accumulated consumer information, brand name, reputation, and corporate culture, are invaluable to the firm’s competitive power. In fact, these invisible assets are often the only real source of competitive edge that can be sustained over time. —HIROYUKI ITAMI, MOBILIZING INVISIBLE ASSETS You’ve gotta do what you do well. —LUCINO NOTO, FORMER VICE CHAIRMAN, EXXON MOBIL OUTLINE l Introduction and Objectives l The Role of Resources and l Organizational Capabilities Classifying Capabilities The Architecture of Capability l Appraising Resources and Capabilities Establishing Competitive Advantage Sustaining Competitive Advantage Appropriating the Returns to Competitive Advantage l Putting Resource and Capability Capabilities in Strategy Formulation Basing Strategy on Resources and Capabilities Resources and Capabilities as Sources of Profit l The Resources of the Firm Tangible Resources Intangible Resources Human Resources Analysis to Work: A Practical Guide Step 1 Identify the Key Resources and Capabilities 123 CSAC05 1/13/07 9:21 Page 124 124 PART II THE TOOLS OF STRATEGY ANALYSIS Step 2 Appraising Resources and Capabilities Step 3 Developing Strategy Implications l Developing Resources and Capabilities...
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...Contesting the Margins of Modernity: Women, Migration, and Consumption in Thailand Author(s): Mary Beth Mills Source: American Ethnologist, Vol. 24, No. 1 (Feb., 1997), pp. 37-61 Published by: Blackwell Publishing on behalf of the American Anthropological Association Stable URL: http://www.jstor.org/stable/646565 . Accessed: 18/04/2011 07:38 Your use of the JSTOR archive indicates your acceptance of JSTOR's Terms and Conditions of Use, available at . http://www.jstor.org/page/info/about/policies/terms.jsp. JSTOR's Terms and Conditions of Use provides, in part, that unless you have obtained prior permission, you may not download an entire issue of a journal or multiple copies of articles, and you may use content in the JSTOR archive only for your personal, non-commercial use. Please contact the publisher regarding any further use of this work. Publisher contact information may be obtained at . http://www.jstor.org/action/showPublisher?publisherCode=black. . Each copy of any part of a JSTOR transmission must contain the same copyright notice that appears on the screen or printed page of such transmission. JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org. Blackwell Publishing and American Anthropological...
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...OF COMPETITIVE ADVANTAGE: KINETIC AND POSITIONAL By: Ma, Hao; Business Horizons, Jan/Feb2000, Vol. 43 Issue 1, p53, 12p, 1 diagram Competitive advantage is considered the basis for superior company performance. To perform at such a level consistently, a firm often has to nurture an evolving system of competitive advantages to carry it through competition and over time. What are the various possible types of such advantages? How can a firm systematically analyze the multiple advantages it could possess and use them to achieve and maintain superior performance? Building on research in strategic management, answers to these questions and others can contribute to managers' knowledge about the nature and content of competitive advantage. Such knowledge can help managers nurture and renew their firms' advantages more effectively through time. The Dichotomy of Positional and Kinetic Advantages The essence of competitive advantage can be interpreted as the asymmetry or differential among firms along any comparable dimension that allows one firm to compete better than its rivals. Simply put, a competitive advantage can be one of two types: ° positional--a status-defining position that leads to better company performance; or ° kinetic--an action-oriented ability that allows a firm to function more effectively and efficiently. Positional advantage often derives from ownership or access-based sources. Specifically, it comes from a company's unique endowment of resources, market...
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...Marketing Management, 14e (Kotler/Keller) Chapter 2 Developing Marketing Strategies and Plans 1) The task of any business is to ________. A) create customer needs B) differentiate in terms of cost of production C) deliver customer value at a profit D) reduce competition E) communicate similar value as provided by competitors Answer: C Page Ref: 33 Objective: 1 Difficulty: Easy 2) What is the traditional view of marketing? A) Firms should just focus on production because if the products are good then they will automatically sell. B) Firms should just focus on production and selling because marketing occurs as a part of the selling process. C) Firms should have a proper marketing team that can increase consumers' awareness of their products and rouse their interest in them. D) Firms should price their products as low as possible so that marketing them becomes easy. E) Firms should remember that promotion is the most important of the four Ps. Answer: B Page Ref: 33 Objective: 1 Difficulty: Easy 3) Value delivery process can be divided into three phases, out of which "choosing the value" implies _______, which is the essence of strategic marketing. A) segmentation, developing, and delivering B) targeting, positioning, and communicating C) targeting, positioning, and delivering D) segmentation, targeting, and positioning E) researching, developing, and delivering Answer: D Page Ref: 34 Objective: 1 AACSB: Reflective thinking Difficulty:...
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...“WHAT IS THE RELATIONSHIP BETWEEN DIVERSIFICATION AND PERFORMANCE, PARTICULARLY IN EMERGING ECONOMIES? WHAT ARE THE FACTORS WHICH ARE RELEVANT FOR SETTING THE CONTENTS OF THAT RELATIONSHIP?” By João de Almeida Frazão Caro de Sousa Master Thesis Submitted to ESADE Business School in fulfilment of the requirements for the Degree of Master of Science in International Management ESADE Business School May 2012 Master of Science in International Management – ESADE Business School i Master of Science in International Management – ESADE Business School Table of Contents Introduction ..................................................................................................................................... 1 Theoretical Background 1. Diversification ......................................................................................................................... 5 1.1 General Observations ........................................................................................................ 6 1.2 Different types of diversification strategies....................................................................... 7 1.3 The costs and benefits of diversification ........................................................................... 8 1.4 Diversification Trends ....................................................................................................... 9 A. The Lack of Significant Relationship ................................
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...when we generalize to study the motion of objects in the real three-dimensional world we are well prepared for that undertaking. The case studies in this chapter include motion when the net force is constant (we study the local gravitational force near the Earth), one-dimensional motion of an object in a fluid (where we show that there are frictional forces that vary with time), and the oscillatory motion of an object attached to a spring. After learning something about springs, we next consider the deformation of an elastic solid and the phenomenon of viscoelasticity. This is a topic of special interest in the study of structural biomolecules such as bone and blood vessels. We conclude the chapter with a discussion of the structure and dynamics of macromolecules, specifically illustrating how to apply Newton’s second law to the difficult problem of determining the molecular motions (here in one dimension) of the constituent atoms of a protein. 1. THE CONSTANT FORCE Very frequently in dealing with mechanics problems, we know the forces acting on an...
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...BRAND MANAGEMENT Case No. 3 SNAPPLE: REVITALIZING A BRAND INTRODUCTION In the 1990s, Snapple Corporation was one of the leading “New Age” beverage brands when the category was just beginning to take off. With the combination of a unique product, package design, and quirky advertising, the company grew form a regional underground favorite toa nationally recognized brand. Snapple’s rise in the beverage industry was crowned in 1994, when the Quaker Oats Company purchased Snapple for $1.7 billion. Quaker expected to make Snapple a major player in the industry, as it had done with GAatorade. However, the company was unable to capitalize on the brand’s previous success. In 1997, Quaker sold Snapple to Triarc Beverage Group for $300 million. Triarc faced a number of challenges, including reversing the sales slide, revamping the distribution system, and creating new products that will enable growth. Most importantly, Triarc had to find a way to reconnect the brand with its consumers. Triarc successfully resurrected the Snapple brand, and in 2000 sold Snapple to Cadbury Schweppes for $1.45 billion. Cadbury Schweppes then faced the challenge of maintaining Snapple’s brand strength in an increasingly competitive beverage environment. THE EMERGENCE OF SNAPPLE The roots of Snapple Corporation date back to 1972 in Brooklyn, New York when brothers-in-law, Leonard Marsh and Hyman Golden, left their window-washing business and teamed up with Marsh’s childhoAod friend and health...
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...Troubleshooting ➜ 0 221–223 If a warning is displayed in the viewfinder or monitor, find the solution here. ➜ 0 216–220 Camera behaving unexpectedly? Find the solution here. A For Your Safety Before using the camera for the first time, read the safety instructions in “For Your Safety” (0 xii). Help Use the camera’s on-board help feature for help on menu items and other topics. See page 13 for details. Digitutor “Digitutor”, a series of “watch and learn” manuals in movie form, is available from the following website: http://www.nikondigitutor.com/index_eng.html Q&A Index Table of Contents 0 ii 0 vi 0 1 X Introduction s Basic Photography and Playback x Framing Pictures in the Monitor (Live View) y Recording and Viewing Movies z More on Photography (All Modes) t P, S, A, and M Modes I More on Playback Q Connections o The Playback Menu i The Shooting Menu L Custom Settings g The Setup Menu u The Retouch Menu w Recent Settings / v My Menu n Technical Notes 0 27 0 41 0 49 0 53 0 79 0 115 0 131 0 146 0 148 0 153 0 165 0 174 0 190 0 193 i Q&A Index Find what you’re looking for using this “question and answer” index. ❚❚ Camera Displays Question What do these icons mean? How many more shots can I take with this card? How much charge does the battery have left? How do I keep the displays from turning off? How do I display the menus in another language? How do I adjust monitor brightness? Can I display a framing grid in the viewfinder? How...
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...Handbook of Management Accounting Research Volume 3 Edited by CHRISTOPHER S. CHAPMAN Imperial College London, UK ANTHONY G. HOPWOOD University of Oxford, UK MICHAEL D. SHIELDS Michigan State University, USA AMSTERDAM – BOSTON – HEIDELBERG – LONDON – NEW YORK – OXFORD PARIS – SAN DIEGO – SAN FRANCISCO – SINGAPORE – SYDNEY – TOKYO Elsevier The Boulevard, Langford Lane, Kidlington, Oxford OX5 1GB, UK First edition 2009 Copyright © 2009 Elsevier Ltd. 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 or otherwise without the prior written permission of the publisher Permissions may be sought directly from Elsevier’s Science & Technology Rights Department in Oxford, UK: phone ( 44) (0) 1865 843830; fax ( 44) (0) 1865 853333; email: permissions@elsevier.com. Alternatively visit the Science and Technology Books website at www.elsevierdirect.com/rights for further information Notice No responsibility is assumed by the publisher for any injury and/or damage to persons or property as a matter of products liability, negligence or otherwise, or from any use or operation of any methods, products, instructions or ideas contained in the material herein. British Library Cataloguing in Publication Data A catalogue record for this book is available from the British Library Library of Congress Cataloging-in-Publication Data A catalog record for...
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... ➜ 0 322–325 Error Messages Troubleshooting ➜ 0 305–308 If the camera displays a warning, find the solution here. ➜ 0 299–304 Camera behaving unexpectedly? Find the solution here. A For Your Safety Before using the camera for the first time, read the safety instructions in “For Your Safety” (0 xii–xvii). Help Use the camera’s on-board help feature for help on menu items and other topics. See page 18 for details. Digitutor “Digitutor”, a series of “watch and learn” manuals in movie form, is available from the following website: http://www.nikondigitutor.com/index_eng.html Q&A Index Table of Contents 0 ii 0 iv 0 1 X Introduction s Basic Photography and Playback x Live View y Recording and Viewing Movies # P, S, A, and M Modes $ User Settings: U1 and U2 Modes k Release Mode d Image Recording Options N Focus S ISO Sensitivity Z Exposure/Bracketing r White Balance J Image Enhancement l Flash Photography t Other Shooting Options I More on Playback Q Connections U Menu Guide n Technical Notes 0 35 0 49 0 57 0 67 0 75 0 77 0 85 0 91 0 101 0 105 0 117 0 131 0 143 0 151 0 163 0 179 0 195 0 269 i Q&A Index Find what you’re looking for using this “question and answer” index. Taking Photographs i Shooting Modes and Framing Options Is there a quick and easy way to take snapshots (i mode)? How do I quickly adjust settings for different scenes? Can I choose a shutter speed (mode S)? Can I choose an aperture (mode A)? How do I make long...
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...Business Quiz DHL Baseline/Tagline/AdLineof Company/Brands WE make importing Smooth Doordarshan Satyam Sivam Sundaram Electrolux India Makes life a little easier Energizer Keep going ESSAR Steel 24 carat steel Fed-Ex The World On Time Ford Mondeo Redefined Aggression Ford Motors Built for the road ahead Godrej locks PEACE OF MIND.GUARANTEED Graviera Suitings THE MAN OF SUBSTANCE Gucci Quality is remembered long after the price is forgotten Haier Inspired living Harley-Davidson If you don't have to answer to anyone, what would you do Harrod's retailer, ENTER A DIFFERENT London WORLD Hero Honda CBZ Motorcycling Unplugged Hero Honda Born in a studio, not in a Passion factory Hindustan Times Let there be light Hitachi Inspire the Next Honda The power of dreams Honda DIO FROM INDIA TO THE WORLD.AND TO YOU HSBC World's local bank Hughes Software Think skywards HYUNDAI Play a bigger game ELANTRA Hyundai's new ad Drive your way Jobsahead.com FILL IN YOUR AMBITION Johnnie Walker Keep Walking whiskey Kingfisher airlines Fly the good times Kodak You press the button and we do the rest Lacoste Because what you are LG EXPAND YOUR LIFE LG AC BREATHE HEALTHY Lufthansa There is no better way to 1 Created By: S.Sriram MBA-HR, TAMILNADU srirams@gmx.com Company Accenture Air Deccan Air India Air Sahara Airtel AKAI Allen Solly Allianz Insurance Apple Computers Bajaj Auto Bajaj Pulsar Bajaj spirit Blue Star BluestarAC Bournvita Brooke Bond BSNL BUSINESS STANDARD BUSINESSWORL Magazine of the...
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