...A Report from the TechCast Project While many people simply want to get from A to B, transportation options (and especially automobiles) have to meet a variety of consumer demands: They must be clean, affordable, safe, and increasingly intelligent. Here is an overview of the choices and challenges for carmakers and consumers over the next 10 to 15 years. Imagine being able to sit back during your morning commute while your car does the driving. Would you move closer to the country? Take up the oboe? Finally read 'War and. Peace? And just imagine the freedom it would bring to those who are disabled. Take, for instance, the legally blind man who earlier in 2012 took a spin in Google's self-driving car to go to Taco Bell and then pick up his dry cleaning. Following Nevada's recent legalization of driverless cars on the road, Florida has passed a bill allowing tests of self-driving cars. And legislation has also been introduced to make self-driving cars street legal in California. Self-driving cars may take some getting used to, but we are only at the dawn of a new age in automotive automation. Ever since the 1939 World's Fair, the idea of autonomous vehicles has captured the public's imagination. Today, intelligent, green vehicles are driving the future of transportation. The looming energy and environmental MegaCrisis has carmakers scrambling to raise fuel economy and develop commercially viable vehicles that limit pollutants. Enabling technologies such as advanced...
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...that if he were alive today, Nikola Tesla would look over our 100 percent electric car and nod his head with both understanding and approval” (Tesla Motors). Tesla Motors is an automotive manufacturing company that was founded in 2003. The company produces fully electric-powered cars, as well as modular battery packs. Currently, the company only has one car model on the market, the Roadster, of which only around 1500 has been sold. However, at a cost of around $100,000 for the Roadster, it is not priced affordably enough for the everyday person. This may soon change due to the fact that the company is going to be releasing a new electric sedan, the Model S. Recently, the company has purchased a new production plant in Fremont, California. This new plant “will make Tesla's second car model, a $50,000 sedan called the Model S, with production planned for mid-2012,” be much more...
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...40% of the freight transported per year, measured in ton-miles. The industry is in the maturity stage, experiencing slow consistent growth. For companies in this industry, it implies tightened operations and good human resource management are essential for success. The industry incumbents benefit from high barriers to entry due to the amount of capital requirements. Substitutes play a moderate role in the industry, while buyers and suppliers are on neutral ground with the railroads. Lastly, rivalry varies from area to area, but is average as a whole. This is shown in the analysis of captive versus noncaptive customers. Union Pacific mainly transports commodities in five primary industries; agriculture, automotive, chemical, energy, and industrial. These customers look for competitive pricing, on time delivery, and good customer service. In order to be successful in this industry, a railroad must have the resources to serve all the needs of these customers. Since Union Pacific operates west of The Mississippi, its main competitor is Burlington Northern Santa Fe which also operates in this region. At times they also compete with CSX and Norfolk Southern in intermodal transportation. At other times they are the only railroad servicing an area. The amount of power they have depends on the competitive atmosphere within each unique environment. Union Pacific...
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...Marketing 1. Baskin Robbins Organizational Overview Baskin Robbins is a franchise based business operating in 35 countries for the last 65 years. The ice cream shops have more than 1,000 flavors since 1945. Baskin Robbins has more than 150 million consumers worldwide with 2,800 locations nationally and 5,800 stores globally. What began as a small business opportunity has grown into a solid business model for existing and future franchise business owners. Despite, by these two ice cream enthusiasts, whose passion leads to the creation of more than 1,000 ice creams flavors, and with a variety of delicious treats, such as nutty berry banana (Baskin & Robbins, 2011). The Baskin and Robbins business home office is situated in the area of Canton, Massachusetts. a. Organization Baskin Robbins Ice Cream Industry b. Mission Statement The philosophy and mission statement is eloquently put by a quote from co-founder Irv Robbins, “we sell fun, not just ice cream” (Robbins, 2011, p. 1). It is this statement that allowed Burt Baskins and Irv Robbins the opportunity to grow the business from one store to many. c. Geographic Locations The company had become an ice cream mega-empire, consisting of 5,800 stores in different geographical locations throughout the international. Exhibit 1.1 below shows the international geographic locations of Baskin Robbins industry (Baskin & Robbins, 2011). The expansion of Baskin Robbins in the 1970s the chain further...
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...COMPETITIVE ADVANTAGE: AUTOMOBILE INDUSTRY 1 2 3 4 5 Introduction: Objectives of this Benchmarking Study……………………….…….3 Approach: Methodology and Questions…………………………………………....9 Introduction to Case…………………………………………………………….…10 The Industry Context: The Japanese and Global Automobile Industries………….10 Toyota’s Multi-faceted Global Strategy………………………………….………..21 Smart Production (scheduling, buffer stocks, interactive controls) Smart Design IT and Management of Supplier Networks Smart Marketing Responding to Demand Changes Through Smart Production & Design 6 Smart Car…………………………………………………………………….……...42 Environmentally Smart Cars Intelligent Transportation System (ITS) 7 8 Information Technology Infrastructure and Project Selection………………………60 Summary - Controlling the Future…………………………………………………..68 Exhibit 1 - Promotion Plan for Intelligent Transportation System………………………78 Exhibit 2 - Toyota’s ITS Businesses and R&D………………………………………….79 Exhibit 3 - ITS Evolutionary Development……………………………………………..80 Appendix I Summary Answers to Questions for Toyota - Auto Strategy & Operations..81 Appendix II - Some Industry and Firm Data…………………………………………….88 Bibliography and References……………………………………………………………96 2 Introduction: Objectives of this Benchmarking Study This automobile study for Toyota Motor Corporation (TMC) was completed under a three-year research grant from the Sloan Foundation. The project’s overall purpose has been to examine in...
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...SYSTEMS ENGINEERING HANDBOOK A GUIDE FOR SYSTEM LIFE CYCLE PROCESSES AND ACTIVITIES INCOSE-TP-2003-002-03 June 2006 INCOSE Systems Engineering Handbook v. 3 SYSTEMS ENGINEERING HANDBOOK A GUIDE FOR SYSTEM LIFE CYCLE PROCESSES AND ACTIVITIES INCOSE-TP-2003-002-03 INCOSE SYSTEMS ENGINEERING HANDBOOK, version 3 June 2006 Edited by: Cecilia Haskins Copyright © 2006 International Council on Systems Engineering, subject to restrictions listed on the inside cover. INCOSE-TP-2003-002-03 June 2006 INCOSE Systems Engineering Handbook v. 3 This INCOSE Technical Product was prepared by the Systems Engineering Handbook Development Team of the International Council on Systems Engineering (INCOSE). It is approved by INCOSE for release as an INCOSE Technical Product. Copyright © 2006 by INCOSE, subject to the following restrictions: Author use: Authors have full rights to use their contributions in a totally unfettered way with credit to this INCOSE Technical Product. Abstraction is permitted with credit to the source. INCOSE use: Permission to reproduce this document and use this document or parts thereof by members of INCOSE and to prepare derivative works from this document for INCOSE use is granted, with attribution to INCOSE and the original author(s) where practical, provided this copyright notice is included with all reproductions and derivative works. Content from ISO/IEC 15288:2002(E) are used by permission, and are not to be reproduced other than...
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...about marketing strategies. For years, even after the opening and reforms, many Chinese still consider marketing western concept of a dubious practice, something that may be not valid or applicable in China. Marketing proves to be one of the most challenging parts of China operations, perhaps more so than other areas such as accounting, finance, or research & development. For several reasons, First, infrastructure in marketing is underdeveloped, including transportation systems, media development, labyrinth of multi-tier distribution channels, and the severe shortage of qualified marketing personnel. Firms attracted to the longterm potential of this vast country must remember to pay sufficient attention to the basics of producing, distribution and marketing a successful product (Country Commercial Guide 1998), Marketing Strategies In the early 1980s when MNCs first came to China, many thought of China as a huge market with a homogeneous culture and felt standardized global marketing would be effective in capturing the opportunities and improving efficiency. These feelings were confirmed by the desire of Chinese to acquire western technologies and their fascination with products from the West. After living in an economy of scarcity and shoddy products, the "foreign image" was synonymous with better quality, and very appealing to the Chinese. In many cases, the foreign brand advertising was sufficient to command the attention and to win the admiration of potential customers. Since in...
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...about marketing strategies. For years, even after the opening and reforms, many Chinese still consider marketing western concept of a dubious practice, something that may be not valid or applicable in China. Marketing proves to be one of the most challenging parts of China operations, perhaps more so than other areas such as accounting, finance, or research & development. For several reasons, First, infrastructure in marketing is underdeveloped, including transportation systems, media development, labyrinth of multi-tier distribution channels, and the severe shortage of qualified marketing personnel. Firms attracted to the longterm potential of this vast country must remember to pay sufficient attention to the basics of producing, distribution and marketing a successful product (Country Commercial Guide 1998), Marketing Strategies In the early 1980s when MNCs first came to China, many thought of China as a huge market with a homogeneous culture and felt standardized global marketing would be effective in capturing the opportunities and improving efficiency. These feelings were confirmed by the desire of Chinese to acquire western technologies and their fascination with products from the West. After living in an economy of scarcity and shoddy products, the "foreign image" was synonymous with better quality, and very appealing to the Chinese. In many cases, the foreign brand advertising was sufficient to command the attention and to win the admiration of potential customers. Since in...
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...McKinsey Global Institute May 2013 Disruptive technologies: Advances that will transform life, business, and the global economy The McKinsey Global Institute The McKinsey Global Institute (MGI), the business and economics research arm of McKinsey & Company, was established in 1990 to develop a deeper understanding of the evolving global economy. Our goal is to provide leaders in the commercial, public, and social sectors with the facts and insights on which to base management and policy decisions. MGI research combines the disciplines of economics and management, employing the analytical tools of economics with the insights of business leaders. Our “micro-to-macro” methodology examines microeconomic industry trends to better understand the broad macroeconomic forces affecting business strategy and public policy. MGI’s in-depth reports have covered more than 20 countries and 30 industries. Current research focuses on four themes: productivity and growth, the evolution of global financial markets, the economic impact of technology and innovation, and urbanization. Recent reports have assessed job creation, resource productivity, cities of the future, and the impact of the Internet. MGI is led by McKinsey & Company directors Richard Dobbs and James Manyika. Yougang Chen, Michael Chui, Susan Lund, and Jaana Remes serve as MGI principals. Project teams are led by a group of senior fellows and include consultants from McKinsey’s offices around the world. These teams draw...
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...CALIFORNIA CALIFORNIA An Interpretive History TENTH EDITION James J. Rawls Instructor of History Diablo Valley College Walton Bean Late Professor of History University of California, Berkeley TM TM CALIFORNIA: AN INTERPRETIVE HISTORY, TENTH EDITION Published by McGraw-Hill, a business unit of The McGraw-Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY 10020. Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved. Previous editions © 2008, 2003, and 1998. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of The McGraw-Hill Companies, Inc., including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. Some ancillaries, including electronic and print components, may not be available to customers outside the United States. This book is printed on acid-free paper. 1234567890 QFR/QFR 10987654321 ISBN: 978-0-07-340696-1 MHID: 0-07-340696-1 Vice President & Editor-in-Chief: Michael Ryan Vice President EDP/Central Publishing Services: Kimberly Meriwether David Publisher: Christopher Freitag Sponsoring Editor: Matthew Busbridge Executive Marketing Manager: Pamela S. Cooper Editorial Coordinator: Nikki Weissman Project Manager: Erin Melloy Design Coordinator: Margarite Reynolds Cover Designer: Carole Lawson Cover Image: Albert Bierstadt, American (born...
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...Organizational Agility • Human Resources Management • Managing the Diverse Workforce Leading: Mobilizing People • • • • Leadership Motivating for Performance Teamwork Communicating Controlling: Learning and Changing • Managerial Control • Managing Technology and Innovation • Creating and Managing Change PART ONE Foundations of Management The three chapters in Part One describe the foundations of management. Chapter 1 discusses the imperatives of managing in today’s business landscape and introduces the key functions, skills, and competitive goals of effective managers. In other words, it discusses what you need to do and accomplish to become a high-performing manager. Chapter 2 describes the external environment in which managers and their organizations operate— the context that both constrains and provides opportunities for managers. It also discusses what can be described as the organization’s internal environment: its culture. Chapter 3 discusses the most fundamental managerial activity: decision making. Because managers make decisions constantly, sound decision-making skills are essential for good performance. 3 CHAPTER 1 Managing Management means, in the last analysis, the substitution of thought for brawn and muscle, of knowledge for folklore and tradition, and of cooperation for force. —Peter Drucker LEARNING OBJECTIVES After studying Chapter 1, you will be able to: 1 Summarize major challenges...
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...[pic] Information Technology Enabled Services (ITES) – Bangladesh ELEMENTS OF A NATIONAL STRATEGY FOR DEVELOPMENT OF AN INFORMATION TECHNOLOGY ENABLED SERVICES SECTOR IN BANGLADESH USAID Bangladesh IT Enabled Services Project SETA Task Order Number: 4002-345-001 Subcontract Number: 011227001/4000 Contract Number: GSOOK97AFD2185 Table of Contents Executive Summary 3 1. Introduction 10 2. The Market for IT Enabled Services 13 Market Characteristics 13 Factor Requirements to be Competitive 15 3. Bangladesh Market Advantages and Disadvantages 19 Costs and Efficiency 19 Productive capacity 21 General business environment 25 4. A Bangladesh ITES strategy 28 Potential ITES Market Segments 29 Building Productive Capacity 32 Lowering Costs 37 Building a Competitive Environment 38 Marketing of Bangladesh ITES sector 40 5. Recommended Actions 42 Improving Productive Capacity 42 Lowering Cost, Improving Efficiency 44 Marketing and Business Environment 45 Focus on Growth 47 Annex A: Analysis of Market Segments 49 Annex B: ITES Workshop Report 63 Annex C: The opinion surveys of this study 68 Annex D: Summary of the Philippines Case Study 81 Executive Summary Information Technology Enabled Services (ITES) is a large, fast-growing worldwide industry fueled by customers seeking efficiency...
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...Education in the People's Republic of China is a state-run system of public education run by the Ministry of Education. All citizens must attend school for at least nine years. The government provides primary education for six years, starting at age six or seven, followed by six years of secondary education for ages 12 to 18. Some provinces may have five years of primary school but four years for middle school. There are three years of middle school and three years of high school. The Ministry of Education reported a 99 percent attendance rate for primary school and an 80 percent rate for both primary and middle schools. In 1985, the government abolished tax-funded higher education, requiring university applicants to compete for scholarships based on academic ability. In the early 1980s the government allowed the establishment of the first private schools. The population has had on average only 6.2 years of schooling, but in 1986 the government set the goal of nine years of compulsory education for students by the year 2000. The United Nations Development Program reported that in 2003 China had 116,390 kindergarten classes with 613,000 teachers and 20 million students. At that time, there were 425,846 primary schools with 5.7 million teachers and 116.8 million students. General secondary education had 79,490 institutions, 4.5 million teachers, and 85.8 million students. There also were 3,065 specialized secondary schools with 199,000 teachers and 5 million students. Among these...
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... Controlling: Learning and Changing • Managerial Control • Managing Technology and Innovation • Creating and Managing Change Bateman−Snell: Management: Leading and Collaborating in a Competitive World, Eighth Edition I. Foundations of Management Introduction © The McGraw−Hill Companies, 2009 PART ONE Foundations of Management The three chapters in Part One describe the foundations of management. Chapter 1 discusses the imperatives of managing in today’s business landscape and introduces the key functions, skills, and competitive goals of effective managers. In other words, it discusses what you need to do and accomplish to become a high-performing manager. Chapter 2 describes the external environment in which managers and their organizations operate— the context that both constrains and provides opportunities for managers. It also discusses what can be described as the organization’s internal environment: its culture. Chapter 3 discusses the most fundamental managerial activity: decision making. Because managers make decisions constantly, sound decision-making skills are essential for good performance. 3...
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...Chapter-1 – INTRODUCTION 1.1 Indian Scenario in Shipping Maritime transport, which plays a vital role in the development of the country, comprises ports, shipping, shipbuilding and ship repair, and inland water transport systems. According to the Ministry of Shipping, Government of India, approximately 95% of the India’s trade by volume, and 70% by value, is moved through maritime transport. India is among the top 20 leading countries having large number of merchant fleets in the world. The Gross Tonnage (GT) under the Indian flag was 10.1 million GT as of 1.09.2010, with as much as 1029 ships in operation. Ports act as an interface between ocean transport and land transport. India has 12 major ports viz. Kolkata (including Dock complex at Haldia), Paradip, Vishakapatnam, Chennai, Ennore, Tuticorin, Cochin, New Mangalore, Mormugao, Jawaharlal Nehru at Nhava, Mumbai, and Kandla, and 187 minor ports. Despite recessionary conditions, traffic handled at major ports has grown on an average by 5.7% in the year 2009-10, over the year 2008-09. However, ports like Haldia (-20.4%), Ennore (-6.9%) and New Mangalore (-3.2%) are few of the main ports that witnessed negative growth in 2009-10. Nevertheless, most of the ports have not achieved their target for the year 2009-10. Mormugao (8.5%), Tuticorin (8.1%) Mumbai (2%), Kandla (2%), and Paradip (1.8%) were the only ports which achieved their growth target for 2009-10. Haldia (-22.1%)...
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