...Business Economics GM545 Feb/2012 lynnettehamrick@yahoo.com The gas prices in my area have significantly increased within the past few weeks. I reside in Silver Spring Maryland and my Nissan Maxima requires premium fuel. The current price at Shell for premium gasoline is $3.999. I'm paying $4 a gallon for gas. Fox five dc news reported that last year around this time, the price for regular gasoline was $3.25 a gallon (http://www.Thepriceoffuel.com). The gas prices lately have not been stable and since the recession started in 2008 the gas has been fluctuating around $4 a gallon for regular oil. Gas prices fluctuate for many reasons which include the price for crude oil in the world market, supply and demand for gasoline, local competing gas stations, government regulations, and taxes. Crude oil prices are 55% of the price of gas and distribution and tax account for the remaining 45% (http://www.Thepriceoffuel.com). The demand for gas occurs around summer vacation and major holidays where motorist consume the most gas. When people drive less and use other means of transportation like, car pools, public transportation, and bicyclist, this brings the demand down. The average price in Maryland for regular gas is $3.626 compared to a month ago at $3.416. The highest gas stations in the area our in Montgomery county, where as locations like Baltimore county and Waldorf have cheaper priced gas. Another aspect of the lower prices is that these our locally...
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...Genetically Modified Organisms Technology, Society, and Culture Table of Contents Technical Aspect of GMO by Chad Dookie Page 3 Moral and Ethical Aspect of GMO by Ronald Claude Page 7 Cultural and Legal Aspect of GMO by Evangelina Ramirez Page 14 Environmental Issues of GMO by Donovan Collins Page 23 References Page 32 Technical Aspect of GMO by Chad Dookie Description of GMOs and the associated science Most of the populations that do shopping in the groceries to buy food for their family are not aware of the “naturalness” of the food. Groceries sell items such as; cotton seeds, rice, soy, sugar beets, yeast, cassava, papaya, bananas, food flavoring, potatoes, corn, tomatoes, squash, oils, beef, pork, chicken, salmon, peas, alfalfa, and honey. Notice that most of the items listed either came from a plant or an animal. Those are the top 20 grocery items that have been genetically modified. What are genetically modified organisms? A genetically modified organism is any living thing that has had their DNA tampered with. This can be mutating, removing, or adding genetic material into the organism. All of the items listed in paragraph one has had their DNA tampered with. Most times when people talk about genetically modified organisms, they mostly refer to plants that are genetically modified. You may be wondering how the animals listed are considered genetically modified. This is because scientists modify the plants that are being...
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...“Course Project- Part 2” Business Economics GM 545 Dunya Alaasemi Dalaasemi@yahoo.com Chapter 15, Question 14 According to Ott (2008), “National income is the total market value of production in a country’s economy during a year. It can be measured alternatively and equivalently in three ways: The value of expenditures, the value of inputs used in production and the sum of value added at each level of production” It is a system employed to account for and document economic changes. A national income account system is employed to account for and record economic changes. Investopedia (2012) stated that it provides economists and statisticians with detailed information that can be used to track the health of an economy and to forecast future growth and development. Although national income accounting is not an exact science, it provides useful insight into how well an economy is functioning, and where monies are being generated and spent. The following are some of the metrics calculated by using national income accounting include gross domestic product (GDP), gross national product (GNP) and gross national income (GNI). Ott (2008) found that using these “Statistics as an indicator of standard of living can be erroneous as the result of multiple inaccuracies or conclusions drawing from the data”. Therefore, as indicated in Econport (2006) handbook the following are the limitations of the national income accounts: * Errors in Measurement: Black Market and underground...
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...HEALTH CARE WASTE MANAGEMENT SCENARIO IN WEST BENGAL The wastes generated from health care units are generally classified as infectious and non-infectious. The infectious health care wastes are termed as ‘bio-medical wastes’ and are considered to be potentially hazardous in nature. The disposal of untreated bio-medical wastes mixed with non-infectious health care wastes or other general municipal wastes poses an environmental threat and public health risk.Indiscriminate disposal of untreated bio-medical waste is often the cause for the spread of several infectious diseases. It is also responsible for the nosocomial diseases i.e. the hospital acquired diseases to the health care personnel who handle these wastes at the point of generation. Moreover, this is equally harmful to persons involved in the bio-medical waste management i.e. segregation, storage, transport, treatment and disposal. Apart from the above, a good amount of bio-medical wastes such as disposable syringes, saline bottles, I.V. fluid bottles etc. are picked up by rag pickers and are recycled back into the market without any disinfection. It is imperative, therefore, to adopt an appropriate environmentally safe method for the disposal of the hospital wastes. Sources of generation of Bio-medical wastes: Hospitals, Nursing Homes, Veterinary Hospitals, Dental Clinics, Pathological & Diagnostic Laboratories, Blood Bank etc. Type of Health Care Waste: These are of two types (i) Infectious Wastes (ii) Non-infectious...
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...9-805-130 REV: JULY 8, 2009 LYNDA M. APPLEGATE ROBERT AUSTIN ELIZABETH COLLINS IBM's Decade of Transformation: Turnaround to Growth This is my last annual letter to you. By the time you read this, Sam Palmisano will be our new chief executive officer, the eighth in IBM’s history. He will be responsible for shaping our strategic direction as well as leading our operations. . . . I want to use this occasion to offer my perspective on what lies ahead for our industry. To many observers today, its future is unclear, following perhaps the worst year in its history. A lot of people chalk that up to the recession and the “dot-com bubble.” They seem to believe that when the economies of the world recover, life in the information technology industry will get back to normal. In my view, nothing could be further from the truth. Lou Gerstner, IBM Annual Report, 2001 In 1990, IBM was the second-most-profitable company in the world, with net income of $6 billion on revenues of $69 billion, and it was completing a transformation designed to position it for success in the next decade. For the world leader in an industry that expected to keep growing spectacularly, the future looked promising. But all was not well within IBM, and its senior executives realized it. “In 1990, we were feeling pretty good because things seemed to be getting better,” one executive remarked. “But we weren’t feeling great because we knew there were deep structural problems.” Those structural problems revealed...
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...9-805-130 REV: JULY 8, 2009 LYNDA M. APPLEGATE ROBERT AUSTIN ELIZABETH COLLINS IBM's Decade of Transformation: Turnaround to Growth This is my last annual letter to you. By the time you read this, Sam Palmisano will be our new chief executive officer, the eighth in IBM’s history. He will be responsible for shaping our strategic direction as well as leading our operations. . . . I want to use this occasion to offer my perspective on what lies ahead for our industry. To many observers today, its future is unclear, following perhaps the worst year in its history. A lot of people chalk that up to the recession and the “dot-com bubble.” They seem to believe that when the economies of the world recover, life in the information technology industry will get back to normal. In my view, nothing could be further from the truth. Lou Gerstner, IBM Annual Report, 2001 In 1990, IBM was the second-most-profitable company in the world, with net income of $6 billion on revenues of $69 billion, and it was completing a transformation designed to position it for success in the next decade. For the world leader in an industry that expected to keep growing spectacularly, the future looked promising. But all was not well within IBM, and its senior executives realized it. “In 1990, we were feeling pretty good because things seemed to be getting better,” one executive remarked. “But we weren’t feeling great because we knew there were deep structural problems.” Those structural problems revealed...
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...For the exclusive use of S. AL OBAIDLI 9-405-009 REV: SEPTEMBER 22, 2005 DAVID THOMAS BORIS GROYSBERG CATE REAVIS Sonoco Products Company (A): Building a WorldClass HR Organization Your business is only going to be as good as the people you’ve got. You can have the best strategy in the world, but if you don’t have effective execution by people, it’s going to fail. — Harris DeLoach, Sonoco CEO In order to make progress, we had to somehow decide what things were going to be the same across the company and what things could be or needed to be different to support the businesses. There was a balance that we needed to figure out. — Cindy Hartley, Senior VP, Human Resources It was late August 2000. Cindy Hartley, senior vice president of human resources (HR) at Sonoco, a 100-year-old global provider of industrial and consumer packaging and related services, was meeting with five members of her reorganization task force comprising the heads of employee relations and organizational development, the company’s chief labor attorney, and two key divisional HR directors. Looking to cut costs across the company, the company’s newly appointed CEO had asked Hartley to come up with at least two potential new HR structures that would reduce the function’s costs by 20%, or $2.8 million. But there were other equally pressing reasons for the reorganization. Number one was to ensure top-level accountability for talent management and upgrading. The second reason was to provide...
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...Industrial and Corporate Change, Volume 19, Number 1, pp. 81–116 doi:10.1093/icc/dtp032 Advance Access published June 22, 2009 Who profits from innovation in global value chains?: a study of the iPod and notebook PCs Jason Dedrick, Kenneth L. Kraemer and Greg Linden This article analyzes the distribution of financial value from innovation in the global supply chains of iPods and notebook computers. We find that Apple has captured a great deal of value from the innovation embodied in the iPod, while notebook makers capture a more modest share of the value from PC innovation. In order to understand these differences, we employ concepts from theories of innovation and industrial organization, finding significant roles for industry evolution, complementary assets, appropriability, system integration, and bargaining power. Downloaded from icc.oxfordjournals.org at University of Dhaka on June 19, 2011 1. Introduction The power of innovation to reward pioneers with exceptional profits is well known. Yet, as recognized in various strains of the business strategy literature, the value generated from the innovation is generally shared by the innovator with some combination of component suppliers, intellectual property owners, providers of complementary products and services, competitors, and consumers. This is all the more true as firms focus on a set of core activities and rely on a network of allies and suppliers to help them create and produce innovative products. In such...
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...• Brief history about the company that you select (to be approved by the Instructor) • Planning and budgeting concerns of the company • The company’s financial ratios and an industry comparison of the ratios • Main products of the company • Financial strategy and/or overall strategy of the company (SWOT analysis) • Future prospects of the company based on your own opinion or relevant research such as Value line or other financial periodicals • Current Stock price or a plotting of the stock price • Do you recommend this company as a buy, sell, or hold type of stock • Concluding thoughts, add additional research about the company • What you learned from the project • References (Cite all references in your paper using APA format) • Appendix (Include things you feel are relevant to your analysis) Introduction: Hertz, the largest car rental company in the US, has had its share of financial problems. This has resulted in massive layoffs. Some investors became concerned when Hertz was placed on the Audit Integrity list of American Companies without any doubt to go bankrupt. Hertz filed a suit against the research company but subsequently dropped it. Like many of the largest airlines and other travel firms, Hertz suffers from being in a business in which it has to satisfy millions of customers during an economic downturn. Hertz makes the Glassdoor list of “worst companies to work for.” Hertz was also on the primary list...
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...Guarascio Dorothy Sinclair Valerie A. Vargas Karolina Zarychta Harry Nolan Madelyn Lesure 4 Design Group Wendy Lai Elm Street Publishing Services Anna Melhorn Hilary Newman Teri Stratford Emily McGee Allison Morris Elena Santa Maria This book was set in Janson TextLTStd-Roman 10/13 by MPS Limited, a Macmillan Company, Chennai, India and printed and bound by R. R. Donnelley & Sons. The cover was printed by R. R. Donnelley & Sons. This book is printed on acid free paper. ∞ Founded in 1807, John Wiley & Sons, Inc. has been a valued source of knowledge and understanding for more than 200 years, helping people around the world meet their needs and fulfill their aspirations. Our company is built on a foundation of principles that include responsibility to the communities we serve and where we live and work. In 2008, we launched a Corporate Citizenship Initiative, a global effort to address the environmental, social, economic, and ethical challenges we face in our business. Among the issues we are addressing are carbon impact, paper specifications and procurement, ethical conduct within our business and among our vendors, and community and charitable support. For more information,...
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...customers & hard work by a super dedicated team”1 he had tweeted a few minutes earlier. And indeed, on May 8, Tesla announced a net income of more than $10mln on $560 mln in sales.2 Tesla had outsold both Nissan and GM in electric cars in the U.S.3 Its Model S had sold more than the BMW 7 and Audi A8 combined.4 Tesla raised its Model S sales target for its first full year from 20,000 to 21,000 cars.5 Over the next three months, its stock price almost tripled.6 In its 10 years since founding, Tesla had launched both a high-end limited edition “Tesla Roadster” and its “Model S” production car, and was now taking reservations on its upcoming “Model X” electric crossover SUV. Despite a public controversy about its range, the Model S had received the coveted Car of the Year award and earned the highest rating that Consumer Reports ever gave to a car, an astonishing feat for a company that was only at its second car. While some of its most visible EV competitors went bankrupt or halted production,7 Tesla became profitable. Elon Musk wanted Tesla to be a mass manufacturer of electric cars.8 Becoming profitable meant that that goal was within reach. Or was it not? The Car Business America was sometimes said to have a love affair with cars.9 In 2011, American households owned 1.17 vehicles per licensed driver, with almost 20% of households owning three or more cars.10 The average trip was less than 10 miles, with less than 1% of trips exceeding 100 miles.11 Households spent...
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...Moringa oleifera: A Review of the Medical Evidence for Its Nutritional, Therapeutic, and Prophylactic Properties. Part 1. Jed W. Fahey, S c.D. PEER REVIEWED Johns Hopkins School of Medicine, Department of Pharmacology and Molecular Sciences, Lewis B. and Dorothy C ullman C ancer C hemoprotection C enter, 725 N. Wolfe Street, 406 WBSB, Baltimore, Maryland, USA 21205-2185 Email: jfahey@jhmi.edu Trees for Life Journal 2005, 1:5 The electronic version of this article is the complete one and can be found online at: http://www.tfljournal.org/article.php/20051201124931586 Receiv ed: September 15, 2005; Accepted: November 20, 2005; Published: December 1, 2005 Copyright: ©2005 Jed W. Fahey This is an Open Access article distributed under the terms of the C reative C ommons Attribution License which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. Moringa appears to be a nutritional and medicinal cornucopia. The author, a Western-trained nutritional biochemist who has studied some of Moringa’s phytochemicals for almost a decade, gives a brief commentary and extensive references, and presents a table introducing some of the tree’s most intriguing features. This is the first article in a series, and will be followed by more detailed analysis of some of the strongest claims made regarding this edible plant. Vie Art Abstract Moringa oleifera, or the horseradish tree, is a pan-tropical species...
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...Growing In A Fast-Changing World Colgate-Palmolive Company Growing In A Fast-Changing World Colgate’s sharp focus on its proven global strategies is fueling growth in today’s fastchanging global marketplace. This focus, supported by Colgate’s global values of Caring, Continuous Improvement and Global Teamwork, has enabled the Company to improve and adapt with speed and insight. In 2012, Colgate delivered another year of strong results despite volatile currencies and challenging macroeconomic conditions worldwide. Colgate people remain sharply focused on the Company’s four strategic initiatives: Engaging to Build Our Brands, Innovation for Growth, Effectiveness and Efficiency, and Leading to Win. Colgate-Palmolive Company is a $17.1 billion global company serving people in more than 200 countries and territories with consumer products that make lives healthier and more enjoyable. The Company focuses on strong global brands in its core businesses – Oral Care, Personal Care, Home Care and Pet Nutrition. Colgate follows a tightly defined strategy to grow market shares for key products, such as toothpaste, toothbrushes, bar and liquid soaps, deodorants/antiperspirants, dishwashing detergents, household cleaners, fabric conditioners and specialty pet food. Cover: Photo taken in rural Uttar Pradesh, India. Brazil United Kingdom Brands Innovation Engaging To Build Our For Growth Italy Efficiency Effectiveness And IFC 2 8 10 12 14 16 20 Contents: Growing...
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...Recanati Business School Tel Aviv University Master in Business Administration Autumn Semester – Module 1 High-Technology Acquisitions Lecturer: Students: Dr. Nir Brueller Hans-Peter Huber Daniel Ammar Ziv Livne Guillaume Lesouhaitier Date: 11 December 2013 Group Assignment December 2013 High-Technology Acquisitions DAIMLER | TESLA MOTORS -i- Contents Page 1 2 3 4 4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 5 5.1 5.2 6 6.1 6.2 6.3 7 8 8.1 8.2 INTRODUCTION ............................................................................................................. 1 ACQUIRER OVERVIEW | DAIMLER ............................................................................. 1 TARGET OVERVIEW | TESLA MOTORS ..................................................................... 3 STRATEGIC APPROACH AND SYNERGIES EVALUATION ...................................... 5 THE ELECTRIC VEHICLE MARKET ................................................................................... 5 DAIMLER'S MOTIVATION TO ENTER THE MARKET............................................................. 6 DAIMLER'S MOTIVATION TO ACQUIRE TESLA ................................................................... 6 DAIMLER ADVANTAGE TO ACQUIRE TESLA OVER COMPETITORS ........................................ 7 MOVE FROM PARTNERSHIP WITH TESLA TO ACQUISITION ................................................ 7 TESLA'S MOTIVATION .........................................................................
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...Colgate: Global Strategies, Local Strength 2010 Annual Report Colgate: Global Strategies, Local Strength Succeeding With Consumers, The Profession And Our Customers u Innovating Everywhere u Effectiveness And Efficiency In Everything u Strengthening Leadership Worldwide u Colgate-Palmolive Company is a $15.6 billion global company serving people in more than 200 countries and territories with consumer products that make lives healthier and more enjoyable. The Company focuses on strong global brands in its core businesses – Oral Care, Personal Care, Home Care and Pet Nutrition. Colgate follows a tightly defined strategy to grow market shares for key products, such as toothpaste, toothbrushes, bar and liquid soaps, deodorants/antiperspirants, dishwashing detergents, household cleaners, fabric conditioners and specialty pet food. Cover: Photo taken in Chengdu City, Sichuan Province, China Contents: Financial Highlights Dear Colgate Shareholder Succeeding With Consumers Succeeding With The Profession Succeeding With Our Customers Innovating Everywhere Effectiveness And Efficiency In Everything 18 Strengthening Leadership Worldwide 2 4 8 10 12 14 16 20 Colgate’s Corporate Governance Commitment 21 Your Board Of Directors 22 Your Management Team 23 Non-GAAP Reconciliation Of Financial Measures 24 Global Financial Review/Form 10-K IBC Shareholder Information t Mexico Financial Highlights 2006 2007 2008 2009 2010 Net Sales ($ millions) 2006 2007 2008 2009 2010 $12...
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