...analyzed further in this document. The following document will not only explore the history and present, but will outline in detail the future demographic trends that are essential to GE’s future success in the home appliance industry. General Electric and the Kitchen Range Introduction Kitchen ranges have gone through major transitions since wood burning and cast iron devices to induction, convection and dual fuel from gas to electric. The industrial revolution was a turning factor for many companies to expand in the marketplace by trying to make kitchen chores easier and faster for women through the development of appliances. This area was the beginning of progressive inventions in this market which many companies such as Whirlpool, Electrolux and General Electric (GE) all became major players and still are today in this very competitive industry of home appliances. Part 1: Competitor Selection In 1892, two companies combined Edison General Electric, developed by Thomas Alva Edison and the Thomas-Houston Company, owned by Charles A. Coffin to originate the organization of General Electric Company soon to be known as GE. Over the years GE has built a portfolio of diverse products from Aviation; engines and services and Appliances; for business and home ranging from small and large appliances of ovens/ranges, dishwasher, washer, dryers and water heaters to small devices such as; coffee machines and microwaves (GE). It has been rated as the number one largest appliance...
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...Wal-Mart Stores, Inc. | | Type | Public | Traded as | NYSE: WMT Dow Jones Industrial Average Component S&P 500 Component | Industry | Retail | Founded | 1962, Rogers, Arkansas, U.S. | Founder(s) | Sam Walton | Headquarters | Bentonville, Arkansas, U.S. | Number of locations | 11,088 (April 2014) | Area served | Worldwide | Key people | S. Robson Walton (Chairman) Doug McMillon (President & CEO) | Products | Apparel/footwear specialty, cash & carry/warehouse club, discount store,hypermarket/supercenter/superstore,supermarket, eCommerce | Revenue | * * US$ 476.294 billion (2014) * US$ 468.651 billion (2013) | Operating income | * US$ 26.872 billion (2014) * US$ 27.725 billion (2013) | Net income | * US$ 16.022 billion (2014) * US$ 16.999 billion (2013) | Total assets | * US$ 204.751 billion (2014) * US$ 203.105 billion (2013) | Total equity | * US$ 81.339 billion (2014) * US$ 81.738 billion (2013) | Owner(s) | Walton family | Employees | 2.2 million (2013) | Divisions | Walmart Canada | Subsidiaries | Asda, Sam's Club, Seiyu Group,Walmex, @WalmartLabs, Walmart eCommerce | Website | Corporate.Walmart.com Walmart.com | Executive Summary: Wal-Mart has shown continued success in their use of information technology with e-commerce, a system that allows managers to view point-of-sale information, and the possible use of RFID chips in the near future. After reviewing...
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...government has acted in our name as is its duty. It purged an industrial action and returned the nation to business as usual. The bus drivers from SMRT recklessly involved themselves in an illegal strike after refusing to bring their grievances to management or their trade union or seek the assistance of the Manpower Ministry. Twenty-nine have been deported, one hundred and fifty more issued a police warning and the five ringleaders will be tried. Industrial harmony has been restored, the tripartite relationship upheld, and public disorder averted. As fortunate citizens of this prosperous and stable nation, we can heave a sigh of relief. Those refractory foreigners got what they deserved. How dare they come to our land - which our government built from a fishing village - and demand such indulgences as suitable accommodation and an equal wage. Nobody promised them any of that: if they aren’t happy here they can fuck off back home. There are too many damn foreigners here as it is. The come here to steal our jobs, marry our women, clog the trains, explode housing prices, beat up taxi drivers, and drive Ferraris too fast. They dance outside Wisma Atria and jam the staircases at Lucky Plaza. Oh, and they smell. And talk too loudly. In strange accents. In short, they are audacious and unpleasant. Oh, and they smell. Did I mention that? They do. And they talk too loudly. Twenty-nine PRC workers deported means trains that are twenty-nine odoriferous bodies less crowded. ...
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...This page intentionally left blank Entrepreneurship Second Edition William Bygrave Babson College Andrew Zacharakis Babson College John Wiley & Sons, Inc. To Frederic C. Hamilton and John H. Muller, Jr., pioneers, entrepreneurs, and benefactors of Babson College. VICE PRESIDENT AND PUBLISHER EDITOR EDITORIAL ASSISTANT MARKETING MANAGER PHOTO EDITOR DESIGNER PRODUCTION MANAGER SENIOR PRODUCTION EDITOR GEORGE HOFFMAN LISE JOHNSON SARAH VERNON KAROLINA ZARYCHTA HILARY NEWMAN RDC PUBLISHING GROUP SDN BHD JANIS SOO JOYCE POH Cover image © panorios/iStockphoto This book was set in 10.5/12pt Adobe Garamond by Laserwords Private Limited and printed and bound by RR Donnelley. The cover was printed by RR Donnelley. 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....
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...9-704-491 REV: SEPTEMBER 2, 2005 CYNTHIA A. MONTGOMERY Newell Rubbermaid: Strategy in Transition Joe Galli, 43, was recruited to be the CEO of Newell Rubbermaid in January 2001, two years after the two companies were combined. His mission was to forge a turnaround after a string of disappointing earnings. As he moved ahead, Galli took a personal, hands-on approach. Always in motion, whether walking the aisles of retail stores, meeting with customers, or training his new cadre of managers, Galli’s energy seemed boundless. He strove to embody the attitudes and behavior he felt were vital to achieving his far-reaching agenda for the company. It was an agenda Wall Street seemed to like. In December, 2000, the month before Galli took over, Newell’s stock price dipped to $19.50; it closed at $35.99 in August of the following year.1 While still below the company’s historic high of $54.44 four years earlier, the momentum was forward.2 By the spring of 2003 Merrill Lynch, Prudential Financial, Fahnestock & Co., Inc. and Banc of America Securities maintained ‘buy’ ratings on the stock while Raymond James & Associates reiterated a ‘strong buy’. What did the future hold for the 100 year-old company? Newell’s Former Strategy Newel defines its basic business as that of manufacturing and distributing volume merchandise lines to the volume merchandisers. — Newell Company Strategy, 1967 In 1966, Daniel Ferguson became CEO of Newell Company, a privately held curtain rod manufacturer...
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...HOW WILL A SEVERE TERRORIST ALERT EFFECT TOURISM IN SOUTH CAROLINA Brianne Buckner Dr. BRIAN MCCUE PAD 590 JUNE 21, 2010 STRAYER UNIVERSITY CHARLESTON, SC CAMPUS This Directed Research Project (DRP), was conducted and orally presented By ………………………………………………………………………………. Brianne Buckner, Student We hereby certify that this DRP submitted by Brianne Buckner conforms to acceptable standards, and as such is fully adequate in scope and quality. It is therefore approved as the fulfillment of the requirement of the degree of Hospitality and Tourism Management, MBA Approved:_________________________________________ Supervising Faculty__________________________________ Peer Review/Technical Advisor________________________ TABLE OF CONTENTS Page APROVAL PAGE………………………………………………………………………...i ABSTRACT………………………………………………………………………………ii TABLE OF CONTENTS...................................................................................................iii LIST OF TABLES AND FIGURES………………………………………………….….iv CHAPTER 1: INTRODUCTION TO THE STUDY………………………………….….6 Context of the Problem……………………………………………………………6 Statement of the Problem………………………………………………………….7 Main Research Question and Sub-questions………………………………………7 Significance of the Study…………………...…………………………….……….8 Research Design and Methodology………...
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...be able to: LO1 LO2 LO3 LO4 LO5 LO6 Describe the key differences between job order costing and process costing. Describe the source documents used to track direct materials and direct labor costs to the job cost sheet. Calculate a predetermined overhead rate and use it to apply manufacturing overhead cost to jobs. Describe how costs flow through the accounting system in job order costing. Calculate and dispose of overapplied or underapplied manufacturing overhead. Calculate the cost of goods manufactured and cost of goods sold. Lecture Presentation–LP2 www.mhhe.com/whitecotton1e 36 whi10777_ch02_036-087.indd 36 9/17/09 2:29:08 PM Confirming Pages FOCUS COMPANY: Toll Brothers Inc. “America’s Luxury Home Builder” www.tollbrothers.com H ave you ever found yourself in the following situation? You go out to a trendy new restaurant with a group of friends. You are on a limited budget, so you order the cheapest dish on the menu and a glass of ice water. Meanwhile, your friends indulge in a full-course meal with drinks, appetizers, entrees, and dessert. When it is time to pay the bill, would you prefer to split the check or get a separate tab for each person at the table? This common scenario illustrates the basic difference between the two costing systems discussed in the next two chapters. Process costing is similar to splitting the check, or spreading the total cost over the number of units produced (or in the case of a restaurant...
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...CHAPTER 2 Job Order Costing YOUR LEARNING OBJECTIVES After completing this chapter, you should be able to: LO1 LO2 LO3 LO4 LO5 LO6 Describe the key differences between job order costing and process costing. Describe the source documents used to track direct materials and direct labor costs to the job cost sheet. Calculate a predetermined overhead rate and use it to apply manufacturing overhead cost to jobs. Describe how costs flow through the accounting system in job order costing. Calculate and dispose of overapplied or underapplied manufacturing overhead. Calculate the cost of goods manufactured and cost of goods sold. Lecture Presentation–LP2 www.mhhe.com/whitecotton1e 36 FOCUS COMPANY: Toll Brothers Inc. “America’s Luxury Home Builder” www.tollbrothers.com H ave you ever found yourself in the following situation? You go out to a trendy new restaurant with a group of friends. You are on a limited budget, so you order the cheapest dish on the menu and a glass of ice water. Meanwhile, your friends indulge in a full-course meal with drinks, appetizers, entrees, and dessert. When it is time to pay the bill, would you prefer to split the check or get a separate tab for each person at the table? This common scenario illustrates the basic difference between the two costing systems discussed in the next two chapters. Process costing is similar to splitting the check, or spreading the total cost over the number of units produced (or in the case of a restaurant meal...
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...“COMPARATIVE STUDIES BETWEEN LAKME AND REVLON WITH THE REFRENCE OF THEIR PRODUCTS” under the guidance of Mrs. Aparna Porwal. After completion it successfully in the fulfillment of requirement for the award of degree of bachelor of business administration of “Aryan institute of management of computer studies”. I WOULD LIKE TO THANK MY PROJECT GUIDES, ALL THE FACULTY MEMBERS. FOR THIS APPROVAL & ALSO FOR HER VALUABLE GUIDANCE & SUPPORT IN COMPLETING MY PROJECT OF COMPARATIVE STUDIES BETWEEN LAKME AND REVLON. LAST BUT NOT THE LEAST I WOULD LIKE TO EXPRESS MY SINCERE THANKS TO THOSE WHO DIRECTLY & INDIRECTLY HELPED IN THIS PROJECT. CONTENTS ➢ Introduction ❖ Brief overview of marketing strategies. ❖ Company Profile of Lakme ❖ Company Profile of Revlon ➢ Various Marketing strategies adopted by the two Company along with product profile ➢ Objectives of the Study ➢ Research Methodology ➢ Data Analysis & Interpretation ➢ Suggestions and Recommendations ➢ Summary & Conclusion ➢ Appendix ❖ Questionnaire ❖ Bibliography INTRODUCTION Within a short span of the last five-six years, the use of cosmetics by Indian consumers has increased significantly with more and more women and men taking greater interest in personal grooming, increasing disposable incomes...
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...CHAPTER 2 Job Order Costing YOUR LEARNING OBJECTIVES After completing this chapter, you should be able to: LO1 LO2 LO3 LO4 LO5 LO6 Describe the key differences between job order costing and process costing. Describe the source documents used to track direct materials and direct labor costs to the job cost sheet. Calculate a predetermined overhead rate and use it to apply manufacturing overhead cost to jobs. Describe how costs flow through the accounting system in job order costing. Calculate and dispose of overapplied or underapplied manufacturing overhead. Calculate the cost of goods manufactured and cost of goods sold. Lecture Presentation–LP2 www.mhhe.com/whitecotton1e 36 FOCUS COMPANY: Toll Brothers Inc. “America’s Luxury Home Builder” www.tollbrothers.com H ave you ever found yourself in the following situation? You go out to a trendy new restaurant with a group of friends. You are on a limited budget, so you order the cheapest dish on the menu and a glass of ice water. Meanwhile, your friends indulge in a full-course meal with drinks, appetizers, entrees, and dessert. When it is time to pay the bill, would you prefer to split the check or get a separate tab for each person at the table? This common scenario illustrates the basic difference between the two costing systems discussed in the next two chapters. Process costing is similar to splitting the check, or spreading the total cost over the number of units produced (or in the case of a restaurant meal...
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...PROJECT REPORT On “ANALYSIS OF VARIOUS BRANDS OF SOYABEAN REFINED OIL IN THE MARKET” SUBMITTED TO CHITKARA BUSINESS SCHOOL, IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF MASTERS IN BUSINESS ADMINISTRATION IN MARKETING (2006-2008) Submitted by: Ashwani Pahuja MBA - 4th Sem. Roll No. E066009 CERTIFICATE This is to certify that research project titled “Analysis of various brands of soybeans refined oil in the market” carried out by Mr. ASHWANI PAHUJA under my guidance and supervision is an original research work. It is based upon both the primary data as well as secondary data and references are from published sources hence it proves authenticity of the research project. This research work is original and is an unpublished report. HARPAL SAINI ...
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...Chapter 4 Workplace Emotions, Attitudes, and Stress Y Learning Objectives After reading this chapter, you should be able to: LO1 Explain how emotions and cognition (conscious reasoning) influence attitudes and behaviour. LO2 Identify the conditions that require, and the problems associated with, emotional labour. LO3 Describe the four dimensions of emotional intelligence. LO4 Summarize the consequences of job dissatisfaction in terms of the exit-voice-loyaltyneglect model. LO5 Discuss the effects of job satisfaction on job performance and customer service. LO6 Distinguish affective and continuance commitment, and discuss their influences on employee behaviour. LO7 Describe five strategies to increase organizational (affective) commitment. LO8 Define stress and describe the stress experience. LO9 Explain why a stressor might produce different stress levels in two people. LO10 Identify five ways to manage workplace stress. ou know the fun is about to begin at Suntech Optics when employees spot the pineapple wearing sunglasses. The bespectacled fruit is mascot for the North Vancouver-based eyewear supplier’s Have Fun Team, which is responsible for creating various forms of workplace levity. Employees might discover a puzzle on their desk, with a prize awarded to the person who first solves it. Dozens of stuffed bears are brought to work on Bring Your Teddy Bear to Work Day. Halloween is a special treat as staff dress up...
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...www.it-ebooks.info www.it-ebooks.info E L E V E N T H E D I T I O N MARKETING MISTAKES AND SUCCESSES 3 0 T H A N N I V E R S A RY Robert F. Hartley Cleveland State University JOHN WILEY & SONS, INC. www.it-ebooks.info VICE PRESIDENT & PUBLISHER EXECUTIVE EDITOR ASSISTANT EDITOR PRODUCTION MANAGER PRODUCTION ASSISTANT EXECUTIVE MARKETING MANAGER ASSISTANT MARKETING MANAGER MARKETING ASSISTANT DESIGN DIRECTOR SENIOR DESIGNER SENIOR MEDIA EDITOR George Hoffman Lise Johnson Carissa Doshi Dorothy Sinclair Matt Winslow Amy Scholz Carly DeCandia Alana Filipovich Jeof Vita Arthur Medina Allison Morris This book was set in 10/12 New Caledonia by Aptara®, Inc. and printed and bound by Courier/Westford. The cover was printed by Courier/Westford. This book is printed on acid-free paper. Copyright © 2009, 2006, 2004, 2001, 1998, 1995, 1992, 1989, 1986, 1981, 1976 John Wiley & Sons, Inc. 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, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc. 222 Rosewood Drive, Danvers, MA 01923, website www.copyright.com. Requests to the Publisher for permission should...
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...The media’s watching Vault! Here’s a sampling of our coverage. “Vault has become the go-to source for career preparation.” - Crain’s New York Business “The best place on the web to prepare for a job search.” - Fortune “Vault is indispensable for locating insider information.” - Metropolitan Corporate Counsel “[Vault guides] are an INVALUABLE CliffsNotes to prepare for interviews.” - Women Lawyers Journal “For those hoping to climb the ladder of success, [Vault’s] insights are priceless.” - Money magazine “To get the unvarnished scoop, check out Vault.” - Smart Money Magazine “[Vault guides] make for excellent starting points for job hunters and should be purchased by academic libraries for their career sections [and] university career centers.” - Library Journal Customized for: fugui Family (ffugui@gmail.com) University of California, Irvine Online Career Library Customized for: fugui Family (ffugui@gmail.com) University of California, Irvine Online Career Library s f b t= c o l j= qe b= ql mW= ^ a s f ` b= c o l j cfk^k`b Customized for: fugui Family (ffugui@gmail.com) University of California, Irvine Online Career Library molcbppflk^ip cáå~åÅÉ= mêçÑÉëëáçå~äë © 2008 Vault.com Inc. Customized for: fugui Family (ffugui@gmail.com) University of California, Irvine Online Career Library s f b t= c o l j= qe b= ql mW= ^ a s f ` b= c o l j cfk^k`b Customized for: fugui Family (ffugui@gmail.com) University of California, Irvine Online Career Library ...
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...Stock Investing FOR DUMmIES 2ND by Paul Mladjenovic ‰ EDITION Stock Investing FOR DUMmIES 2ND ‰ EDITION Stock Investing FOR DUMmIES 2ND by Paul Mladjenovic ‰ EDITION Stock Investing For Dummies® 2nd Edition , Published by Wiley Publishing, Inc. 111 River St. Hoboken, NJ 07030-5774 www.wiley.com Copyright © 2006 by Wiley Publishing, Inc., Indianapolis, Indiana Published simultaneously in Canada 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, scanning, or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400, fax 978-646-8600. Requests to the Publisher for permission should be addressed to the Legal Department, Wiley Publishing, Inc., 10475 Crosspoint Blvd., Indianapolis, IN 46256, 317-572-3447, fax 317-572-4355, or online at http://www.wiley.com/go/permissions. Trademarks: Wiley, the Wiley Publishing logo, For Dummies, the Dummies Man logo, A Reference for the Rest of Us!, The Dummies Way, Dummies Daily, The Fun and Easy Way, Dummies.com and related trade dress are trademarks or registered trademarks of John Wiley & Sons, Inc. and/or its affiliates in the...
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