...j This paper will identify the trends in the global beer markets. A discussion on Modelo’s international expansion and its success with strategic partnerships will be performed. A review of the next foreign market that Modelo should enter and the accompanying strategy will be conducted. Additionally, given Modelo’s competitor, InBev, the strategic responses available to Modelo will be identified along with the opportunities and threats facing the firm. Finally, the paper will address whether or not Modelo should diversify its business and if so, what business should it consider and why. Industry trends, Domestic & Global The U.S. brewing industry has experienced considerable consolidation (Baker & Bresnahan, 1985; Elzinga & Swisher, 2005; Gisser, 1999) in response to the threats which the industry has experienced. In order to mitigate eroding market share: given the growth of beer imports, competition from specialty-craft brewers, a decline in sales of the leading domestic premium brands, and competition from new products and marketing methods, the leading breweries actively acquire successful micro-breweries and add its label to their portfolio of beverages (Aaker, 1996; Arens & Bovee, 1982; Belch & Belch, 2001; Elzinga, 2004). Similarly, the industry leaders utilize extensive advertising strategies to save market share and simultaneously attempt to alter their positioning and public perception (Assmus, Farley & Lehmann, 1984; Baker &...
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...CALL FOR PAPERS Special issue on “Corporate social responsibility (CSR) in controversial industry sectors” The deadline for submission is December 1, 2011. Guest editors: Adam Lindgreen (Cardiff Business School), Martin Hingley (Harper Adams University College), and Jon Reast (Hull Business School) Corporate social responsibility (CSR) has gained unprecedented prominence in academic and business spheres alike (Kotler and Lee, 2005; McWilliams, Siegel, and Wright, 2006); more than ever before, it is necessary for organizations to define their roles in society and apply social, environmental, ethical, and responsible standards to their businesses (Lichtenstein, Drumwright, and Braig, 2004; Lindgreen, Swaen, and Johnston, 2009). Beyond the moral arguments and value-based debates that characterize the complex landscapes of CSR-related concepts and ideas (Garriga and Melé, 2004), corporate commitment to socially responsible management practices is associated with a conviction that the failure to meet basic social rules or expectations pertaining to the way organizations should behave can result in perceptions of those organizations as illegitimate (Campbell, 2007; Sethi, 1975). Increased engagement in CSR-related policies and initiatives, and the associated communicative efforts, therefore provide a way for organizations to circumvent situations and practices that might be perceived as unethical or unsustainable and “alienate the organization from the rest of society, resulting...
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...UNIT 1 i Overview of strategic management Unit 1 BMG 303/05 Strategic Management Overview of Strategic Management ii WAWASAN OPEN UNIVERSITY BMG 303/05 Strategic Management COURSE TEAM Course Team Coordinator: Dr. Chuah Poh Lean Content Writer: Dr. Hasliza Abdul Halim Instructional Designer: Mr. Khoo Chiew Keen Academic Member: Ms Lum Li Sean COURSE COORDINATOR Ms. Loo Saw Khuan EXTERNAL COURSE ASSESSOR Associate Professor Dr. Haji Hamzah Dato Abdul Rahman, Universiti Utara Malaysia. PRODUCTION Editor: Pelangi Sdn. Bhd. In-house Editor: Mr. Khoo Chiew Keen Graphic Designer: Deam Enterprise Wawasan Open University is Malaysia’s first private not-for-profit tertiary institution dedicated to adult learners. It is funded by the Wawasan Education Foundation, a tax-exempt entity established by the Malaysian People’s Movement Party (Gerakan) and supported by the Yeap Chor Ee Charitable and Endowment Trusts, other charities, corporations, members of the public and occasional grants from the Government of Malaysia. The course material development of the university is funded by Yeap Chor Ee Charitable and Endowment Trusts. © 2013 Wawasan Open University 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 prior written permission from WOU. Wawasan Open University (KPT/JPT/DFT/US/P01) ...
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...Syllabus-MBA (Hospital Administration) PAPER – I: BASIC CONCEPT OF HEALTH -Code MHA 101 Concept of Health and Disease • Concept of health & disease and well being. • Natural history of disease and role of hospitals to offer various levels of care • Prevention aspect of diseases • Dynamics of disease transmission • Changing pattern of diseases • Concept of health indicators Preliminary Human anatomy and Physiology • Basic concepts of human anatomy • Basic concepts of human physiology Suggested Reading: Human Anatomy- Prof. Samar Mitra Human Anatomy- Prof. A. K. Dutta Text Book of Human Physiology- Dr. C. C. Chatterjee Common Pathological Conditions • Basic concepts of pathogenesis of common diseases • Basic concepts of interpretation of investigations reports Suggested Reading: Robbin’s Textbook of Pathology – Robbin, Cotran, Kumar Textbook of Microbiology – Ananantanarayan & Paniker Basic concepts of Pharmacology: Commonly used Medicine in a hospital, Narcotic drugs, use and abuse of drugs. Dispensing of medicine, Drugs store, drug stock / purchase of medicine, oxygen, I/V Fluid, Chemicals etc. Suggested Reading: Textbook of Pharmacology: Dr. K. D. Tripathi PAPER – 2: Hospital Based Healthcare & Its changing scenario-Code MHA 102 Overview of Hospital • Concept of Modern Hospital & Privatization in Health Sector • Public Sector Hospitals and Level of care / offered facilities ...
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...COLLEGE OF EDUCATION Seattle University 900 Broadway Seattle, Washington 98122-4340 Department of Educational Leadership SCHOOL OF EDUCATION ORGANIZING THEME: Preparing Ethical and Reflective Professionals for Quality Service in Diverse Communities DEPARTMENT OF EDUCATIONAL LEADERSHIP MISSION STATEMENT: Preparing Effective Leaders for an Interdependent World COURSE INFORMATION Course Prefix and Number(s): EDLR 631, 632, 633 - 9 Credit Hours Meeting Place: Loyola Hall, Room 202/203 Meeting Date(s) and Time(s): Saturday, September 27, 2008. 8:30 - 4:30 (Loyola 301/302) Saturday, October 18, 2008. 8:30 - 4:30 Saturday, November 15, 2008. 8:30 - 4:30 Saturday, December 6, 2008. 8:30 - 4:30 (Loyola 301/302) Sunday, December 7, 2008. 8:30 – 4:30 Saturday, January 10, 2009. 8:30 - 4:30 Sunday, January 11, 2009. 8:30 - 4:30 Saturday, February 7, 2009. 8:30 - 4:30 Saturday, March 21, 2009. 8:30 - 4:30 Saturday, April 18, 2009. 8:30 - 4:30 Sunday, April 29, 2009. 8:30 - 4:30 Saturday, May 16, 2009. 8:30 - 4:30 Retreat Sunday, May 17, 2009. Retreat. Location to be determined. Leadership Conference: Location and date to be determined. Attendance required Course Instructor: Roberto A. Peña, Ph.D. Associate Professor Office: Loyola Hall, Room 407 Contact Information: Office Telephone: Home Telephone: Fax Machine: E-mail Address: (206) 296-6496 (206) 780-6970 (206) 296-2053 penar@seattleu.edu Program Administrative Assistant: Ms. Eunice MacGill Seattle University School of Education...
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...[Note: This text was originally printed as a chapter in A Primer for new Institutional Researchers and is reprinted here with permission from the Association for Institutional Research. The bibliographical citation is: Morrison, J. L. (1992). Environmental scanning. In M. A. Whitely, J. D. Porter, and R. H. Fenske (Eds.), A primer for new institutional researchers (pp. 86-99). Tallahassee, Florida: The Association for Institutional Research.] Editor's Note: The Readers' Guide to Periodical Literature, published by the H.W.Wilson Company, is an index to English language periodicals of general interest available in most libraries. We consider a periodical to be readily accessible if it is indexed in the Readers' Guide. For those periodicals not included in the Readers' Guide, we provide the address and, in most cases, the phone number to guide you in your scanning. The Encyclopedia of Associations, published by Gale Research, Inc., is a guide to over 22,000 national and international organizations. Information about how to contact the organizations mentioned in this chapter is from the 1992 edition of The Encyclopedia of Associations and is available in most libraries. Publications of U.S. government agencies are indexed in the Monthly Catalog of United States Government Publications. Most publications included in the Monthly Catalog are available from The Superintendent of Documents, U.S. Government Printing Office, 732 N. Capitol St., NW, Washington, DC 20401. Information:...
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...Introduction All companies have some formal or informal means of appraising their employees’ performance. If employees’ performance is good, organizations will want to reinforce it; and if it is bad, they will try to take corrective actions. Performance appraisal is the ongoing process of evaluating and managing both the behavior and outcomes in the organization (Carrell, Elbert & Hatfield, 2008). It is not a process that happens once a year or every six months, but one that happens every day. Stripped to its essentials, performance appraisal always involves setting work standards, assessing the employees’ actual performance relative to those standards, and providing feedback to the employees with the aim of motivating him or her to eliminate performance deficiencies or to continue to perform above par (Dessler, 2011). Indeed, performance appraisals are widely used for administrating wages and salaries, giving performance feedback, and identifying individual employee strengths and weaknesses (Mathis & Jackson, 2011). Definition of Performance Appraisal P erformance appraisal is the process of evaluating the behavior of the employees in the work place (Maxwell, 1992). This process assumes that the employees are aware of their performance standards, and that the supervisor also provides the employees with the feedback, development, and incentives required to help the person eliminate performance deficiencies. Basically, performance appraisal is...
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...-Journal of Arts, Science & Commerce ■ E-ISSN 2229-4686 ■ ISSN 2231-4172 International Refereed Research Journal ■ www..researchersworlld..com ■ Vol.– III, Issue –1,Jan. 2012 [122] A CASE STUDY APPROACH TO HUMAN RESOURCE PLANNING - HRP- IN WEAVING INDUSTRY OF MARUTHAMUNAI Ismail, M. B. M., Senior Lecturer in Management, Department of Management, Faculty of Management and Commerce, South Eastern University of Sri Lanka, Oluvil. Velnampy.T, Professor and Dean/Management Studies & Commerce, University of Jaffna, Sri Lanka, ABSTRACT There are two case studies. First case is Royal Hand Loom (RHL) which has a single weaving factory. The second case is AAA Hand Loom (AAAHL) which has eight weaving factories. Research objective is to apply the Human Resource Planning Model -HRPM- for RHL and AAAHL introduced by Walker and Dyer (1980). 9 weaving factories falling in two cases have also been selected as sample size by systematic sampling method. Data were obtained using secondary data collection method via historical sales force data. A shortage of human resources of RHL would be 8 and 12 and that of AAAHL would be 103 and 182 on both individual territory base and total territory base. RHL and AAAHL can plan its action to bridge the gap identified by short term solutions like an increased overtime -OT-, hiring of temporary sale people and long term solutions like recalling, retraining and hiring of permanent sales people. Keywords: Human Resource Planning, Weaving...
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...SCHEME OF EXAMINATION FOR MASTER OF COMPUTER APPLICATIONS (MCA) (SIX-SEMESTER Programme) |Semester – I | |Paper |Title of the Paper |Duration |Maximum Marks |Total | |No. | |Of Exam | | | | | | |Theory |Sessional* | | |MCA-101 |Computer Fundamentals and Problem Solving Using C |3 Hours |80 |20 |100 | |MCA-102 |Computer Organisation |3 Hours |80 |20 |100 | |MCA-103 |Discrete Mathematical Structures |3 Hours |80 |20 |100 | |MCA-104 |Software Engineering |3 Hours |80 |20 |100 | |MCA-105 |Computer Oriented Numerical and Statistical Methods |3 Hours |80 |20 |100 | |MCA-106 |Software Laboratory - I |3 Hours | | |100 | | |C (Based on MCA-101) |...
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...|Qatar University | |College of Business and Economics | |Course Syllabus - Undergraduate | |Course Name: Entrepreneurship & Small Business Management-14478 | |( Course No: MAGT 303 – L52) | |(FALL, 2012) | |(Web Site: qu.edu.qa ) | | | | |Department Information: |Instructor Information: | | |Instructor: Dr. Marios...
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...“The Dark Ages” Justin Higman HUM 303 12/15/13 Throughout the course of history there have been different eras and time frames that have had significant impacts on the modern world. Some were times when countries were at war, fighting for their beliefs, religions, families, countries, etc. Others when warship and religion were setting ground work for today’s beliefs. Whatever the case may be, many of the actions that our forefathers of the world have taken and fought for throughout time are still in place today and have become the basis for life as we know it. Religion, education and literature are examples of parts of life that have been impacting the world and people’s lives for centuries and it is because of ongoing practice that they have been passed down for hundreds of years with each new generation adding information and bettering the subject for the greater good. One period of time in the early middle ages is known as the “dark ages”. From approximately 410 to 1095 is known as the “dark ages” mainly because of the ciaos, ignorance, superstition and repression that occurred during that time. The “dark ages” is a derogatory name given to the early middle ages. The fall of Rome gives good understanding to the severity of the “dark ages” because for years Rome was a power house and known for bringing stability to Europe. Roman Civilization began to deteriorate from about 200 CE onward. In the late 400s the weakness of the Empire, caused by corruption and various...
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...The Emerald Research Register for this journal is available at http://www.emeraldinsight.com/researchregister The current issue and full text archive of this journal is available at http://www.emeraldinsight.com/0953-4814.htm Subcultures and employment modes: translating HR strategy into practice Jennifer Palthe Western Michigan University, Kalamazoo, Michigan, USA Subcultures and employment modes 287 Received 15 March 2002 Revised 15 September 2002 Accepted 9 December 2002 Ellen Ernst Kossek Michigan State University, East Lansing, Michigan, USA Keywords Human resource development, Employment, Human resource management, Culture Abstract Past research suggests that most culture change efforts proceed with limited attention to the pluralistic nature of contemporary organizations. We argue that the relationship between organization subcultures and the implementation of new HR strategies into HR practice has not been adequately explored because of the lack of a comprehensive framework for de®ning and integrating culture change and the strategic HR literature. We review the organization culture and strategic HR literature and present a heuristic that serves as a step toward exemplifying the role of changing employment modes and organizational subcultures in enabling or constraining the implementation of HR strategy. Adjusting to changing environmental demands has been an ongoing pursuit of organizations for centuries, but the task has become even more perplexing...
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...International Journal of Business and Management December, 2008 An Analysis of Business Challenges Faced by Foreign Multinationals Operating the Chinese Market Jianlian Wu International Management, University of Nottingham Ningbo 315100, China E-Mail: zlixcwj1@nottingham.edu.cn, qqnamei@163.com Abstract China’s rapid economic growth has presented numerous opportunities and challenges for foreign firms there. Many large corporations have established a China centre to coordinate and control their operations in the country. As firms have increased their presence in China, their concerns are increasingly focused on implementing successful management practices and strategies. This article describes the challenges and difficulties that multinational companies faced in Chinese market. It analyses roles played by the human resource function in these China, culture differences, social environment and other factors. Keywords: Challenge, Multinationals, Chinese market 1. Introduction Over the last few decades, the process of globalization has created unprecedented opportunities for global business investment and trade. Many multinational companies are attempting to expand their business international by many entry strategies such as joint venture and subsidiary. While China, with over 1.3 billion population and 9.6 million square kilometers (China Popin, 2008) has become a valuable land for foreign multinational companies. They try to enter the Chinese market by using many...
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...International Journal of Business and Management December, 2008 An Analysis of Business Challenges Faced by Foreign Multinationals Operating the Chinese Market Jianlian Wu International Management, University of Nottingham Ningbo 315100, China E-Mail: zlixcwj1@nottingham.edu.cn, qqnamei@163.com Abstract China’s rapid economic growth has presented numerous opportunities and challenges for foreign firms there. Many large corporations have established a China centre to coordinate and control their operations in the country. As firms have increased their presence in China, their concerns are increasingly focused on implementing successful management practices and strategies. This article describes the challenges and difficulties that multinational companies faced in Chinese market. It analyses roles played by the human resource function in these China, culture differences, social environment and other factors. Keywords: Challenge, Multinationals, Chinese market 1. Introduction Over the last few decades, the process of globalization has created unprecedented opportunities for global business investment and trade. Many multinational companies are attempting to expand their business international by many entry strategies such as joint venture and subsidiary. While China, with over 1.3 billion population and 9.6 million square kilometers (China Popin, 2008) has become a valuable land for foreign multinational companies. They try to enter the Chinese market by using many...
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...2011-ag-1444 Abstract The goal of this research is to build up a computerized management system for shaheen chemist satyana Road Faisalabad. Shaheen chemist is presently using manual inventory system for which to handle a large amount of data manually is a tricky task. In the existing system, it is very difficult and time intense process to manage stocks and stores information. The planned system will keep the information of stock and daily sail purchase. This system will also keep the record of employ salaries and other expenses of store. It will reduce the chances of errors and repetition of records and make it trouble-free to get the information of any medicine in the stock. The planned system will facilitate the users for swift and rapid access to the required data. It will provide facility to create eliminate and update the sales and purchase records of the medicines. This computerized system will be implemented for automation of management system by using SQL 2008r as back-end for database and .Net as front end. UNIVERSITY OF AGRICULTURE, FAISALABAD Department of Computer Science (Synopsis for M.Sc. Degree in Computer Sciences) Title: COMPUTERISED MANAGEMENT SYSTEM FOR SHAHEEN CHEMIST SATYANA ROAD, FAISALABAD II. Date of admission : 19thNovember, 2009 Data of initiation (Research) : After approval Probable duration (Research) : 4 Months III...
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