...include: the conch shell, the boys’ spears, Piggy’s spectacles and the fire. At the beginning of the novel, Ralph and Piggy discovered a conch shell lying on the beach. To Ralph it seemed like an ordinary shell, but its purpose in the novel was far more significant. Piggy on the other hand, saw it as a valuable object that could be used to communicate with the other boys.–“A conch he called it. He used to blow it and then his mom would come. It’s ever so valuable (pg.14).” After many futile attempts, Ralph was finally able to use the...
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...breakthroughs are pretty rare in the shower market” and that “innovations are primarily cosmetic.” After years of moderate growth and marketplace comfort, Aqualisa made the decision to revamp its R&D efforts to produce an innovative solution to the common consumer shower troubles of water pressure, consistent temperature, and reliability. When Aqualisa released Quartz, a new and innovative shower product line that would solve the consumer shower problems; it was hampered early by slow sales and a slow adoption rate in the early goings of the product launch. As managing director of Aqualisa, Harry Rawlinson was challenged with the question of how to generate sales momentum for the Quartz showers. In addition to increasing sales there was also a question that Rawlinson failed to thoroughly address in the article, which was, should he drop the price? Analysis One thing that Rawlinson would have to consider for driving sales would be the price of the product. Although the article does not include any bulk or discounted prices, Rawlinson often stated in the article that discounting the price of their products was not something they cared to do. What I find interesting about the Quartz products is that the cost to produce the product is very comparable (€175 - €230) to the other products that they were currently making. Granted there was an increase from the money spent on R&D, but his perception of innovation and quality seems like it is solely tied to money. For example...
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...Context: Strategy, Structure, and Culture To Accompany PROJECT MANAGEMENT: Achieving Competitive Advantage By Jeffrey K. Pinto CHAPTER TWO PROJECT PROFILE: Project Management Improves Lenovo’s Bottom Line INTRODUCTION 2.1 PROJECTS AND ORGANIZATIONAL STRATEGY 2.2 STAKEHOLDER MANAGEMENT Identifying Project Stakeholders Managing Stakeholders 2.3 ORGANIZATIONAL STRUCTURE 2.4 FORMS OF ORGANIZATION STRUCTURE Functional Organizations Project Organizations Matrix Organizations Moving to Heavyweight Project Organizations PROJECT MANAGEMENT RESEARCH IN BRIEF: The Impact of Organization Structure on Project Performance 2.5 PROJECT MANAGEMENT OFFICES 2.6 ORGANIZATIONAL CULTURE How Do Cultures Form? Organizational Culture and Project Management PROJECT PROFILE: Creating a Culture for Project Management: The Renault Racing Team Summary Key Terms Discussion Questions Case Study 2.1 – Rolls-Royce Corporation Case Study 2.2 – Paradise Lost: The Xerox Alto Case Study 2.3 – Project Task Estimation and the Culture of “Gotcha” Case Study 2.4 – Widgets ‘R Us Internet Exercises PMP Certification Sample Questions Integrated Project – Building Your Project Plan Bibliography TRANSPARENCIES 2.1 PROJECTS AND CORPORATE STRATEGY [pic] 2.2 PROJECT STAKEHOLDER RELATIONSHIPS [pic] 2.3 PROJECT STAKEHOLDER MANAGEMENT...
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...distribution, etc) - There was no clear cut vision ( analysts and CEO even admitted it (looked like they were taking advantages of long term and short term opportunities) - Why do you have a portfolio of businesses? Maximize shareholder value ( would be one of the main drawbacks - Would buy current companies that will help piggy bank on their current success (i.e. restaurants and distribution channels) - Portfolio management – do they sell things off at the right time Identify Strategic Objectives (Are these objectives SMART) • Financial o Growth sale by certain percentage o Stock price o Cash • Non-Financial o Efficiency o International market Identify Current Business Strategy • Does It Make Sense? Why? Evaluate 1. Industry • Five Forces – Look at the industry today (*implication to the industry) Rivalry - Big companies manage to find niche and expand it - Little guys usually get bought out from bigger companies - Need to take control/lead of market share - A lot of fresh moves from rivals - A lot of innovation – because rivalry is so competitive - Price cuts ( you don’t see a lot of prices being brought down (relatively stable) - A lot of advertising - Switching costs – none involved, no commitment to the product - A lot of imitation (not too hard...
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...VIRTUAL PIGGY, INC. FORM 10-K ANNUAL REPORT Year Ended December 31, 2014 | | | | | Page | PART I | | | | | | Item 1. | Business | 1 | Item 1A. | Risk Factors | 8 | Item 1B. | Unresolved Staff Comments | 17 | Item 2. | Properties | 17 | Item 3. | Legal Proceedings | 17 | Item 4. | Mine Safety Disclosures | 17 | | | | PART II | | | | | | Item 5. | Market For Registrant’s Common Equity, Related Stockholder Matters and Issuer Purchases of Equity Securities | 18 | Item 6. | Selected Financial Data | 20 | Item 7 | Management’s Discussion and Analysis of Financial Condition and Results of Operations | 20 | Item 7A. | Quantitative and Qualitative Disclosures About Market Risk | 26 | Item 8. | Financial Statements and Supplementary Data | 26 | Item 9. | Changes in and Disagreements With Accountants on Accounting and Financial Disclosure | 26 | Item 9A | Controls and Procedures | 26 | Item 9B. | Other Information | 27 | | | | PART III | | | | | | Item 10. | Directors, Executive Officers and Corporate Governance | 28 | Item 11. | Executive Compensation | 28 | Item 12. | Security Ownership of Certain Beneficial Owners and Management and Related Stockholder Matters | 28 | Item 13. | Certain Relationships and Related Transactions, and Director Independence | 28 | Item 14. | Principal Accountant Fees and Services | 28 | | | | PART IV | | | | | | Item 15...
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...ambitious politician, driven by his sexual appetites and his lust for power, but he occasionally shows signs of guilt and human feeling—his love for Gertrude, for instance, seems sincere. Gertrude - The Queen of Denmark, Hamlet’s mother, recently married to Claudius. Gertrude loves Hamlet deeply, but she is a shallow, weak woman who seeks affection and status more urgently than moral rectitude or truth. Polonius - The Lord Chamberlain of Claudius’s court, a pompous, conniving old man. Polonius is the father of Laertes and Ophelia. Ophelia - Polonius’s daughter, a beautiful young woman with whom Hamlet has been in love. Ophelia is a sweet and innocent young girl, who obeys her father and her brother, Laertes. Dependent on men to tell her how to behave, she gives in to Polonius’s schemes to spy on Hamlet....
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... located in Guam. Partly narrated by Steve McKenzie, he described his experience with the Regal Carnation Hotel. In his description of the situation, the “me too” approach to hotel management led to poor service, false representation, and a pricing plan that does not match the value of the hotel. The hotel industry in Guam has important statistical information that will lead to an effective analysis. Over a period of years, Guam has experienced a boost to its tourism industry. The year 1967 was the beginning of that upward trend. that includes support from the United States. However, the decline of the Japanese economy in the 1900’s and onward severely damaged the economy of Guam. How many of us can attest to looking up a product or service online, seeing its respective pictures, only to find out that the actual product is dissimilar to the original picture? The excess room inventory in the hotel industry paired with the decline in the general tourism of Guam could only lead to failure. In other words, supply greatly outnumbered demand. Additionally, applying a “Me-too” approach to hotel operations in such conditions can have limited success. Research has shown that piggy backing on others in the industry can often lead to failure, because companies employing this tactic rarely see the need to differentiate with a product or service. It can be assumed that a “me too” company’s sole intention is to capitalize on the success of another company and the upward trend of a fad. McKenzie...
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...customization and build-to-order manufacturing. It basically operates assembly plants and purchases all the components from partner suppliers and tries to achieve a virtual integration of suppliers, manufacturing and customers. Dell products appeal to customer segments that are looking for affordable, high performance products and are typically large businesses. The manufacturing practices at Dell have helped in cutting costs and delivering latest technology products to the customers. The direct sales strategy has also provided Dell with a feedback mechanism which helps it forecast demand trends much better and reduce the risk. R&D at dell is geared towards process improvements and quality controls. Dell however, cannot bring architectural innovation, and it is limited to helping its suppliers with improving their component based technology. Apple makes high quality, user-friendly products with high aesthetical value. It targets customers who are willing to pay a premium for the innovative devices and are looking for user experience. Its retail stores also serve as a place for providing pre-purchase experience of using the products. Apple...
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...Hotel, located in Guam. Partly narrated by Steve McKenzie, he described his experience with the Regal Carnation Hotel. In his description of the situation, the “me too” approach to hotel management led to poor service, false representation, and a pricing plan that does not match the value of the hotel. The hotel industry in Guam has important statistical information that will lead to an effective analysis. Over a period of years, Guam has experienced a boost to its tourism industry. The year 1967 was the beginning of that upward trend. that includes support from the United States. However, the decline of the Japanese economy in the 1900’s and onward severely damaged the economy of Guam. How many of us can attest to looking up a product or service online, seeing its respective pictures, only to find out that the actual product is dissimilar to the original picture? The excess room inventory in the hotel industry paired with the decline in the general tourism of Guam could only lead to failure. In other words, supply greatly outnumbered demand. Additionally, applying a “Me-too” approach to hotel operations in such conditions can have limited success. Research has shown that piggy backing on others in the industry can often lead to failure, because companies employing this tactic rarely see the need to differentiate with a product or service. It can be assumed that a “me too” company’s sole intention is to capitalize on the success of another company and the upward trend of a fad. McKenzie...
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...Paulo Nazario, Onur Saka and Juliette Clark International Business Policies and Strategies, Winter Quarter 2011 11/29/11 CASE 11: PepsiCo’s Diversification Strategy in 2008 Page 1 1. BACKGROUND INFORMATION Time Country(s) Involved Key Individuals & frame MileStones Titles 1965- Headquarters in Indra Krishnamurthy 2008 Purchase, New York, Nooyi, Chairman of USA. Operations the Board and CEO (2006-). global in scope. Steven Reinemund (CEO 2001-2006). Roger Enrico (CEO 1996-2001). Donald Kendall and Herman Lay, Founders. Company Type & Size PepsiCo is a publicly traded company, listed on the NYSE, NASDAQ, and as a component of the S&P 500. In 2010 it had 294,000 employees worldwide. As of November 2011, it had a market cap of $101.02 billion. 1965 Merger with Frito-Lay CEO of Pepsi Cola, and engineer of PEPSICO Merger, Donald Kendal Diversification outside snacks and beverages Acquisition of Pizza Hut, Taco Bell, KFC Acquisition of 7UP, Mug Root Beer, SunChips, Introduction of Aquafina - 1993 Portfolio Reconstruction Roger Enrico, CEO (1996-2001) Wayne Colloway, CEO (1986-1996) "Potato chips make you thirsty; Pepsi satisfies thirst." Donald Kendall on merger. 1970s 1980s ‘Balanced three leg stool’ describes Wayne Colloway, however, strategic fit problems occurs 1990s Bottled water business starts. 1997 Due to several strategic fit problems, restaurant businesses have been spun off to form Tricon, later Yum! Brands. FTC’s bans to jointly distribute Gatorade with Pepsi...
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...part of United Health Group’s objective since the organization open its doors in 1974. Working with health care professionals and other key partners to expand access to quality health care; supporting the physician/patient relationship and empowering people with the information, guidance and tools needed to make personal informed health choices and decisions are the key objectives to United Health Group. Although much of the organization has changed over the years, these objectives to enhance the health care system and physician/patient relations while enhancing the overall well-being of their members have remained the same. In addition to UHG’s overall objectives, the organization operates by a set of values designed to maintain the innovation, integrity, compassion, performance and the internal and external relationships of the company. UHG prides itself on their values and have implemented policies to ensure that these values are exercised daily. One of the most frequent ways for UHG to exercise these values to the community is through customer service. Providing customer service that exemplifies all five values is not only an expectation of the company but also an expectation of the people the organization serves. Employees for UHG are expected to build relationships with members and healthcare providers through ethical behaviors, innovative...
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...Creativity, Innovation and Quality By Dr A. Blanton Godfrey (Former) Chairman and Chief Executive Officer, Juran Institute, Inc. I. THREE LINKED IDEAS: CREATIVITY, INNOVATION AND QUALITY Creativity, innovation and quality - what do these three possibly have in common? For any business to be successful, we need all three. Creativity drives the generation of ideas, and we need these constantly. We must continually reinvent our businesses. We must unleash the imagination of everyone in our organization. We must create the playfulness and fun to unleash this imagination. Albert Einstein knew that great thinkers don't have to take themselves too seriously and that: "Imagination is more important than knowledge." -Albert Einstein Innovation is the necessary step to turn these ideas into useful products and services, something we can provide to our customers, and something we can sell. Quality, the entire set of tools now known as total quality management or TQM, is the way we ensure that we know our customers, their needs and expectations, and how we are going to meet these needs and exceed their expectations. Quality also helps us continuously improve our products and services and to continuously reduce our costs of providing them. In this paper we'll try to pull together these three elements of successful entrepreneurship. All three elements - creativity, innovation and quality - have been studied extensively and independently. There are numerous books...
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...the total product concept. Your discussion may also include the following: * Price * Quality of product * Promotion * Place * Packaging * Delivery and warranty services 3. Discuss the factors that influencing buyer behavior towards the product that chosen. Please provide one internal and one external factor. Introduction This paperwork would like to describe about market segmentation, targeting and positioning of the product that chosen. Also need to determine a complete picture of the benefits consumer seeks based on different market segments in different countries and experiences in the terms of the total product concept. I’ve chosen MAC cosmetic product to analyze the factors that contain and how does the brand recognize, describe and discuss with the major behavioral concepts that lie at the foundation of consumer behavior. M·A·C Cosmetics, Makeup Artist Cosmetics, was founded in Toronto, Ontario, Canada by Frank Toskan and Frank Angelo in 1984. The first U.S M·A·C...
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...“INVENTION AND INNOVATION FOR SUSTAINABLE DEVELOPMENT” Report of a workshop sponsored by the Lemelson-MIT Program and LEAD International, London, November 2003 THE LEMELSON-MIT PROGRAM School of Engineering Massachusetts Institute of Technology 1 Workshop Participants ____________________________ Julia Marton-Lefèvre, Chair, LEAD International, UK Merton C. Flemings, Vice-Chair, Massachusetts Institute of Technology, USA Evan I. Schwartz, Rapporteur, Author and Independent Journalist, USA Shereen El Feki, The Economist, UK David Grimshaw, Intermediate Technology Development Group, UK Pamela Hartigan, Schwab Foundation for Social Entrepreneurship, Switzerland Ashok Khosla, Development Alternatives, India Ehsan Masood, LEAD International, UK Penelope Mawson, LEAD International, UK Nick Moon, ApproTEC, Kenya Adil Najam, Fletcher School, Tufts University, USA Julia Novy-Hildesley, Lemelson Foundation, USA Anna Richell, Design Council, UK Ammon Salter, Imperial College London, UK Eugenio de Motta Singer, ERM, Brazil Rory Stear, Freeplay Energy Corp., UK Zhang Lubiao, Institute of Agricultural Economics, China 2 Foreword This draft document comprises Recommendations and a Summary of the discussion from a workshop held at the secretariat of LEAD International in London in November 2003, as part of a larger study on invention and inventiveness. The study will culminate in an “Invention Assembly” in Washington D.C. in April 2004. The study is supported by the Lemelson-MIT...
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...power station to the consumer. There are currently 16 major distribution networks in Australia with each energy distributor maintaining a monopoly over its designated area. (AEC 2009) Energy distributors own, operate and maintain the network of infrastructure that transports electricity from the generator to the consumer. They do not work directly with the consumer and instead work with energy retailers who are responsible for managing the relationship with the consumer. Energy retailers will bulk purchase energy from an energy generator and will then work with the distributor to ensure the reliable, safe, and efficient transportation of that energy to the consumer. (United Energy & Multi Gas 2014) As a natural monopoly United Energy does not compete for market share, instead it competes in the energy market by improving the efficiency and effectiveness of its distribution network and operational costs. Under...
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