...Beyoncé’s risk investment | AbstractA case study which taps into the high risk investment the American singer Beyoncé took to produce her fifth album in a non-traditional way. Reine Kolle (瑞丽) Student ID: 1120150914 | Beyoncé’s risk investment | AbstractA case study which taps into the high risk investment the American singer Beyoncé took to produce her fifth album in a non-traditional way. Reine Kolle (瑞丽) Student ID: 1120150914 | Beyoncé’s Risky Investment Overview As part of our curriculum education we were asked to find a short case study that we thought to be of an interest in investments. Thus, this paper will discuss concisely the Harvard case study; written by Anita Elberse and Stacie Smith (2014), on the American singer Beyoncé and how much of a business gamble her project really was. The reason I find this case to be of interest is because of its depth into risky decision making and the uncertainty of expected results in investment. The approach of this case study is an analytical approach. This approach does not identify problems but it examines the case in order to understand what has happened and why. Key word: risk-return tradeoff Case study In December 2013, music superstar Beyoncé is about to surprise her fans with the release of her self-titled album. The team at her company Parkwood Entertainment, which general manager Lee Anne Callahan-Longo described as "a management, music, and production company that is owned and at the highest...
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...American Finance Association Who Gambles in the Stock Market? Author(s): Alok Kumar Source: The Journal of Finance, Vol. 64, No. 4 (Aug., 2009), pp. 1889-1933 Published by: Wiley for the American Finance Association Stable URL: http://www.jstor.org/stable/27735154 . Accessed: 27/06/2013 05:36 Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at . http://www.jstor.org/page/info/about/policies/terms.jsp . 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. . Wiley and American Finance Association are collaborating with JSTOR to digitize, preserve and extend access to The Journal of Finance. http://www.jstor.org This content downloaded from 220.225.108.170 on Thu, 27 Jun 2013 05:36:00 AM All use subject to JSTOR Terms and Conditions THE JOURNAL OF FINANCE . VOL LXIV NO 4 . AUGUST 2009 Who Gambles in the Stock Market? ALOR KUMAR* ABSTRACT This related study At shows the that aggregate are cor to gamble and investment decisions propensity individual investors stocks with fea lottery prefer increases for lottery-type the demand stocks demand, during socioeconomic In the cross-section, factors that induce greater the...
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...ACT OF TREASON The Argentine government’s determination to avoid a technical default on its foreign debt has become immoral, politically unsustainable and economically insane. After four years of recession and rigid adherence to a fixed exchange rate, or currency board, it is clear that Argentina simply cannot export enough to pay its debt. The country’s total public debt, internal and external, is about Dollars155bn, more than five times its annual exports. This is far higher than the ratio that the International Monetary Fund normally regards as sustainable – especially at the current interest rates. The 30 per cent spread between Argentine debt and US Treasury bonds reflects the markets’ belief that some form of default is now virtually certain. So far, default has been staved off by the transfer of wealth from taxpayers – Argentine and international – to bondholders. Last Friday, the government paid Dollars 900m in interest on its foreign debt, in part by using money confiscated from private pension funds and by pressuring domestic banks to roll over Treasury bills. By the end of the year, the Institute of International Finance calculates, Argentina will have paid Dollars 12bn to foreign creditors, at the same time as domestic capital has been fleeing the country. The money to finance this has come from the IMF, the World Bank and the Group of 10 industrial countries – in other words, taxpayers around the world. But avoiding a foreign debt default does not mean that...
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...resources globally and solving HR issues in a world of global competition. 2. HOW THE TEXTBOOK COVERS THIS TOPIC: In the past few decades, more and more companies are entering global markets by building facilities in various countries and exporting their goods. Since the companies set up their operations overseas, it would decrease their operating cost and attract more new customers. On the other hand, according to the textbook (p.458), the international business increase and change the demands on human resource management, and companies and employees have to understand the different cultures and laws in foreign countries. As the textbook (p.462) says, there are four factors affecting HRM in the global markets, and they are culture, education, economic systems and political-legal systems. Among these four factors, the culture would be the most significant consideration if the companies operating facilities overseas. According to the textbook (p.462), culture often determines the other three international influences and the effectiveness of various HRM practices. For example, people with different culture background would have different opinions about how decision should be handled and what motivates employees. Additionally, according to Geert Hofstede study of culture, there are five dimension of culture, and they are Individualism/collectivism, power distance concerns, uncertainty avoidance, masculinity/feminist and long-term/short-term orientation. As the textbooks demonstrates...
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...What are L’Oreal’s major barriers to pursuing a global strategy ? Overall L’Oréal’s decision to fight the European shampoo battle required considerable coordination between company headquarters and the subsidiaries Balancing the global strategy for Elséve with different market characteristics and particularities was going to be one of the most crucial issues for success. Competition had traditionally been based on price, which made margins relatively narrow. The result was a rather lucklustre market where brands were unable to differentiate themselves in the eyes of the consumer or position themselves to stand out from the rest. The global strategy had to be implemented in the different markets, bearing in mind that each of those markets had its own special characteristics and quirks. In L’Oréals case, the differences arose from the nature of hair itself –hair type, length, appearance and image, among other things- and from the way shampoos were used- washing frequency, amount used, use of one shampoo by one or more members of the same family, use of conditioners etc. The implementation of the global strategy could not overlook other aspects such as the presence of the Elséve brand and its competitive position in the different countries or the resource L’Oréal had in the different markets. France: In France the penetration rate of conditioners was the lowest in Europe. Greater demand was being generated for more sophisticated products with more...
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...Instructor: Rod Sachs Subject: ENGL 1301 Date: 11/30/2012 College Education: Worth the money? The value of higher education or college degree is now in jeopardy. This statement appears to be surprising as it gives an impression of breaking the norm Due to the global economic crisis accompanied by inflation, rising cost of living, soaring rates of unemployment, Professor Richard K. Vedder, of Ohio University, who is the founder of the Center for College Affordability and Productivity, has put forth an argument, “Is college really worth it?.” Professor Vedder argues that the purpose of college is to get a job and according to an article in Times magazine, (pg. 56, 7 June, 2011) goes on to comment, “why fifteen percent of mail carriers have a bachelor’s degrees,” that it was a waste not just monetarily but of time and energy too. He feels a better bargain would have been to invest in the acquisition of skills appropriate to the work place which would have secured a credible future. Although this may appear valid at first glance, those who have a stake in higher education argue that there is plenty of evidence that suggest a college degree is worth it. For example, in response to professor Vedder attempts to promote an alternative to college degree, Dean Julie Morgan of the University of California at Los Angeles college of liberal arts and Sciences asserts that “four year degree program is one of the best investment in your life time” I agree with Morgan that this endowment is...
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...Institute of Business and Information Technology PU, Lahore Project Report “Procter and Gamble” Organization Theory and Design F10BB (Morning) Submitted To: Ma’am Heena Saleem Submission Date 11th June, 2014 Group Members: Abeeha Mahmood F10BB038 Taliha Ghazi F10BB037 Saba Javed F10BB008 Komal Asim F10BB036 Fatima Mushtaq F10BB004 Zunaira Mumtaz F10BB018 Table of Contents Brief History and Background of the Organization: 3 Structure of the Organization: 6 Structural Dimensions of the Organization: 7 Goals, Strategies and Effectiveness: 10 P&G Goals and Objectives: 10 P&G Company Strategies: 13 Organizational Strategies: 14 The External Environment Analysis: 16 Technology: 17 Life Cycle Assessments: 20 Innovation and Change: 21 Conflict, Power and Politics: 25 Procter and Gamble Brief History and Background of the Organization: Procter & Gamble is the largest consumer goods company in the world and sells products under more than 80 brand names. The Procter and Gamble Company is today more familiarly known as P&G, and it has grown from its humble roots as a Cincinnati soap maker to one of the 20 largest multinational corporations in the world (based on sales). P&G took a long time to become the wonder brand they are today. The path to success took a lot of creativity and innovation. P&G invented branding in the 19th century; since then it has acquired products...
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...EXECUTIVE SUMMARY Proctor and Gamble (P&G) over its journey of about 175 years has become one of the world’s largest consumer goods Company with sales of nearly $80 billion and a net profit of about $10 billion. P&G has a presence in more than 180 countries with brands that accumulate to in excess of $25 billion. The company has achieved success by creating high quality brand recognized products that are sold on multinational level. It enjoys one of the largest brand names in household products like Pampers, Gillette, Tide, Ariel, Downy, Pantene, Head & Shoulders, Olay, Oral-B, Crest, Dawn, Fairy and Always and segments like household care, beauty, grooming, and personal health care. Although, P&G has world renowned brands, P&G needs to adopt strategies that enable it to maintain its competitive advantage over its rival. Consumer Goods industry where P&G operates has matured reaching the consolidation stage and competition amongst rivals is intense. P&G has many strategic options create competitive advantage over its rivals such as further market penetrations by rebranding its current line of products and selling them at a lower price. Another option for P&G is to expand in the emerging markets by collaboration or alliances with local businesses in various geographical regions. Lastly, P&G can specialize in skin care/beauty segment of consumer industry. P&G can provide consumers with products that are made with natural ingredients...
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...banks to collapse. Iceland used to be a stable nation with low levels of criminality, a wise and strong educational system, and powerful in both stability and its financial systems. However, the global crisis of 2008 cost 10 million people to loose their jobs, savings and even their homes. Basically what was causing it wasn’t only its financial crisis but also overpopulation of over 320,000, a GDP of 13 billion and bank losses of 10 billion. In this way comes Alcoa into the picture being able to install their business by completely violating the honor that the system possessed. However, as already been mentioned, three of the largest banks in Iceland were privatized and within only five years they had agreed to borrow a quantity 10 times higher than Iceland’s standard of living. Perhaps, the unemployment rate in Iceland tripled and the government regulators whom...
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...CASE 41 Tambrands—Overcoming Cultural Resistance Tampax, Tambrands’s only product, is the best-selling tampon in the world, with 44 percent of the global market. North America and Europe account for 90 percent of those sales. Company earnings dropped 12 percent to $82.8 million on revenues of $662 million. Stakes are high for Tambrands because tampons are basically all it sells, and in the United States, which currently generates 45 percent of Tanbrands’s sales, the company is mired in competition with such rivals as Playtex Products and Kimberly-Clark. What’s more, new users are hard to get because 70 percent of women already use tampons. In the overseas market, Tambrands officials talk glowingly of a huge opportunity. Only 100 million of the 1.7 billion eligible women in the world currently use tampons. In planning for expansion into a global market, Tambrands divided the world into three clusters, based not on geography but on how resistant women are to using tampons. The goal is to market to each cluster in a similar way. Most women in Cluster 1, including the United States, the United Kingdom, and Australia, already use tampons and may feel they know all they need to know about the product. In Cluster 2, which includes countries such as France, Israel, and South Africa, about 50 percent of women use tampons. Some concerns about virginity remain, and tampons are often considered unnatural products that block the flow. Tambrands enlists gynecologists’ endorsements to stress...
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...CASE 41 Tambrands—Overcoming Cultural Resistance Tampax, Tambrands’s only product, is the best-selling tampon in the world, with 44 percent of the global market. North America and Europe account for 90 percent of those sales. Company earnings dropped 12 percent to $82.8 million on revenues of $662 million. Stakes are high for Tambrands because tampons are basically all it sells, and in the United States, which currently generates 45 percent of Tanbrands’s sales, the company is mired in competition with such rivals as Playtex Products and Kimberly-Clark. What’s more, new users are hard to get because 70 percent of women already use tampons. In the overseas market, Tambrands officials talk glowingly of a huge opportunity. Only 100 million of the 1.7 billion eligible women in the world currently use tampons. In planning for expansion into a global market, Tambrands divided the world into three clusters, based not on geography but on how resistant women are to using tampons. The goal is to market to each cluster in a similar way. Most women in Cluster 1, including the United States, the United Kingdom, and Australia, already use tampons and may feel they know all they need to know about the product. In Cluster 2, which includes countries such as France, Israel, and South Africa, about 50 percent of women use tampons. Some concerns about virginity remain, and tampons are often considered unnatural products that block the flow. Tambrands enlists gynecologists’ endorsements to stress...
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...A multinational corporation is also known as multinational enterprise . Businesses are always running after profits, therefore, they try to find out ways to decrease the cost as much as they can e.g. cheaper labor to bring about efficiency because it cuts cost of production. The concept of MNC’s originated from Western Europe particularly England and Holland. At that time, with the help of successful trades a lot of banks and money lending agencies emerged. Later in 17th and 18th century, companies like Hudson Bay Company, British East India Company, and French Levant Company emerged as the major multinationals at that time. The modern version of Multinationals emerged after the industrial revolution. During that time, huge foreign investment flowed from Western Europe in Asia, Africa etc. Companies started searching for countries where the labor as well as the resources was cheap and still today, when the no. of MNC’s have reached around 889450, the companies are still searching for countries where they can find much more cheap labor and other resources. A very important factor regarding the topic of MNC’s is globalization. Friedman defined globalization as: “Globalization is the inexorable integration of markets, transportation systems, and communication systems to a degree never witnessed before -- in a way that is enabling corporations, countries, and individuals to reach around the world farther, faster, deeper, and cheaper than ever before...” The relationship of...
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...JAPANESE MANAGEMENT Key practices commonly associated with Japanese management techniques include: * in-house training of managers * consensual and decentralized decision-making * extensive use of quality control methods * carefully codified work standards * emphasis on creating harmonious relations among workers * lifetime employment and seniority-based compensation Japanese management philosophy and techniques Nihonteki Keiei, or Japanese-style management, has become a popular phrase in the west. It refers to what people see as substantially different between Japanese management techniques and those widely practiced in the other countries. The differences often cited are: lifetime employment, job rotation, based seniority wage and promotion system, Ringi and consensus decision-making, just in time, quality circles, kaizen, and the suggestion system. Most of these techniques have become well known across the world. However, a successful implementation by western firms requires a critical understanding of their basic principles and operations, while some of the elements need to be critically assessed in the light of the structural problems of the Japanese economy since 1989. Lifetime employment (shushinkoyo) the main objective of offering lifetime employment or a job for life is to provide workers with a sense of security and identity. Once recruited, lifetime employees become members of the corporate family, which will have to take care of them for...
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...Dividends per Common Share $79,029 16,123 13,436 14.3% $ 3.58 4.26 1.64 $81,748 16,637 12,075 14.4% $ 3.56 3.64 1.45 $74,832 15,003 10,340 13.4% $ 2.96 3.04 1.28 $66,724 12,916 8,684 12.7% $ 2.58 2.64 1.15 $55,292 10,026 6,923 12.0% $ 2.43 2.53 1.03 NET SALES (in billions of dollars) DILUTED NET EARNINGS (per common share) 05 06 07 08 09 $55.3 $66.7 $74.8 $81.7 $79.0 05 06 07 08 09 $2.53 $2.64 $3.04 $3.64 $4.26 OPERATING CASH FLOW (in billions of dollars) 05 06 07 08 09 $8.6 $11.4 $13.4 $15.0 $14.9 Note: Previous period results have been amended to exclude the results of the Folgers coffee business from continuing operations. For more information refer to Note 12 on page 71. The Procter & Gamble Company 1 A.G. Lafley Chairman of the Board When I became CEO in 2000, P&G faced some of the most demanding challenges in the Company’s long history. We made the strategic choices necessary to get P&G back on track to sustainable growth. Overcoming the challenges in 2000 made us a better and more focused company, and in the years since, we have designed P&G to grow consistently and reliably....
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...| Procter & Gamble | GEB 4890 | | Hessum Zangenehpour | Fall 2013 | | Table of Contents Executive Summary ……………………………………………………………………………………………………………… Page 2 The Company………………………………………………………………………………………………………………………… Page 2 History and Evolution……………………………………………………………………………………………….. Page 2 Mission and Major Goals…………………………………………………………………………………………. Page 2 Current Strategies……………………………………………………………………………………………………. Page 7 Competitive Environment…………………………………………………………………………………………………….. Page 14 Industry…………………………………………………………………………………………………………………… Page 15 Forces and Trends…………………………………………………………………………………………………… Page 18 Consolidating Retail Sector…………………………………………………………………………. Page 19 Private Labels…………………………………………………………………………………………….. Page 20 Competition……………………………………………………………………………………………… Page 20 Porter’s Five Forces………………………………………………………………………………………………. Page 21 Ethical Responsibilities and Challenges ……………………………………………………………….. Page 25 Environmental pollution…………………………………………………………………………… Page 26 Energy Consumption………………………………………………………………………………… Page 26 Possible challenges facing Procter and Gamble…………………………………………………….. Page 27 Internal Strengths and Weaknesses…………………………………………………………………………………. Page 28 Recommendations ………………………………………………………………………………………………………….. Page 37,45 Implementation……………………………………………………………………………………………………………….. Page 40,45 Evaluation…………………………………………………………………………………………………………………………...
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