...NTERNATIONAL MARKETING ZARA: INDIVIDUAL ASSIGNMENT FACULTY OF ECONOMICS UNIVERSITY OF LJUBLJANA 1. What makes Zara different from other specialty apparel retailers? What are the main differences in the business models of Zara and H&M? One of the most important competitive advantages that Zara have is the rotation in the stores, Zara is constantly looking forward increase the rotation of products and the leadership in costs. Why is rotation so important and why this became a competitive advantage? The number of visits form customers to the shops if this industry used to be 3 visits per year but in the case of Zara are 15 visits per year. If your customers visit your shop more often there are more possibilities of increased the sales per customer. Zara is constantly stimulating the customers changing the stock 13 times per year. Not all the bands can change the stock so often because is really expensive. Zara is leadership in costos strategy, this company has a really efficient system of distribution. This brand also have some strategic shops around the world and from there they supply all the comercial stores. The business models of Zara and H & M are very different, one of the main differences between this models is the outsourcing of their activities. Zara produce more than the 40% of the production in Europe and H & M does not have own factories and this company produce more less than the 80% in Asia. This point is very importante if we are...
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...Cognizant How Will All These Daily Decisions Get Made? Harnessing the Power of Organizational Wisdom on a Global Scale E x c e r p t e d fr o m Judgment Calls: Twelve Stories of Big Decisions and the Teams That Got Them Right By Thomas H. Davenport and Brook Manville Buy the book: Amazon Barnes & Noble HBR.org Harvard Business Review Press Boston, Massachusetts Compliments of ISBN-13: 978-1-4221-8965-8 8961BC Copyright 2012 Harvard Business School Publishing Corporation All rights reserved Printed in the United States of America This chapter was originally published as chapter 5 of Judgment Calls: Twelve Stories of Big Decisions and the Teams That Got Them Right, copyright 2012 Harvard Business School Publishing Corporation. No part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording, or otherwise), without the prior permission of the publisher. Requests for permission should be directed to permissions@hbsp.harvard.edu, or mailed to Permissions, Harvard Business School Publishing, 60 Harvard Way, Boston, Massachusetts 02163. You can purchase Harvard Business Review Press books at booksellers worldwide. You can order Harvard Business Review Press books and book chapters online at www.hbr.org/books, or by calling 888-500-1016 or, outside the U.S. and Canada, 617-783-7410. 5 Cognizant How Will All These Daily Decisions Get Made...
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...Austin and Boxerman’s Information Systems for Healthcare Management Seventh Edition Gerald L. Glandon Detlev H. Smaltz Donna J. Slovensky 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 [First Page] [-1], (1) Lines: 0 to 27 * 516.0pt PgVar ——— ——— Normal Page * PgEnds: PageBreak [-1], (1) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 AUPHA/HAP Editorial Board Sandra Potthoff, Ph.D., Chair University of Minnesota Simone Cummings, Ph.D. Washington University Sherril B. Gelmon, Dr.P.H., FACHE Portland State University Thomas E. Getzen, Ph.D. Temple University Barry Greene, Ph.D. University of Iowa Richard S. Kurz, Ph.D. Saint Louis University Sarah B. Laditka, Ph.D. University of South Carolina Tim McBride, Ph.D. St. Louis University Stephen S. Mick, Ph.D. Virginia Commonwealth University Michael A. Morrisey, Ph.D. University of Alabama—Birmingham Dawn Oetjen, Ph.D. University of Central Florida Peter C. Olden, Ph.D. University of Scranton Lydia M. Reed AUPHA Sharon B. Schweikhart, Ph.D. The Ohio State University Nancy H. Shanks, Ph.D. Metropolitan State College of Denver * [-2], (2 Lines: 2 59.41 ——— ——— Normal * PgEnds [-2], (2 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 [-3], (3) Lines:...
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...CHAPTER 8 BOND MARKETS CHAPTER OVERVIEW AND LEARNING OBJECTIVES ( This is the second of six chapters related to the study of financial markets. They are: (1) Money Markets; (2) Bond Markets; (3) Mortgage Markets; (4) Equity Markets (5) Derivatives Markets; and (6) International Markets. ( In part four and five of this text we will study specific financial institutions and their involvement (investing and/or financing) in various markets. ( The bond capital market finances "real investment," including commercial and consumer real estate construction, business plant and equipment, Federal Government deficit spending, and bridges, turnpikes, etc. of state and local governments. ( Long-term securities are purchased by capital market investors who desire income over the long term – pension funds, mutual funds, life and casualty insurance companies, and individuals. READING THE WALL STREET JOURNAL The Credit Markets column, located in the Money & Investing section (C), provides a daily analysis of major happenings in the U.S. credit markets. Included are discussions about new bond issues, changing rates, issues facing bond investors, etc. Want to understand what drives funds into and out of bond markets? Read this column daily and learn! CAREER PLANNING NOTE: Bonds are investment banks’ savior during the times when stock markets do not do well. It’s not only companies that use bonds to raise money – governments and government institutions...
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...ABORTION An abortion is when the pregnancy is ended so that it does not result in the birth of a child. Sometimes this is called ‘termination of pregnancy’. The pregnancy is removed from the womb, either by taking pills (medical abortion) which involves taking medicines to cause a miscarriage or by surgery (surgical abortion) where the pregnancy is removed from the womb. Abortion is the termination of pregnancy by the removal or expulsion from the uterus of afetus or embryo prior to viability. An abortion can occur spontaneously, in which case it is usually called a miscarriage, or it can be purposely induced. The term abortionmost commonly refers to the induced abortion of a human pregnancy. Abortion, when induced in the developed world in accordance with local law, is among the safest procedures in medicine. However, unsafe abortions result in approximately 70,000maternal deaths and 5 million hospital admissions per year globally. An estimated 44 million abortions are performed globally each year, with slightly under half of those performed unsafely. The incidence of abortion has stabilized in recent years, having previously spent decades declining as access to family planning education and contraceptive services increased. Forty percent of the world's women have access to legal induced abortions (within gestational limits). Induced abortion has a long history and has been performed by various methods, including herbal abortifacients, the use of sharpened tools, physical...
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...RISK MANAGEMENT GUIDE FOR DOD ACQUISITION Sixth Edition (Version 1.0) [pic] AUGUST, 2006 Department of Defense Preface The Department of Defense (DoD) recognizes that risk management is critical to acquisition program success (see the Defense Acquisition Guidebook (DAG), Section 11.4). The purpose of addressing risk on programs is to help ensure program cost, schedule, and performance objectives are achieved at every stage in the life cycle and to communicate to all stakeholders the process for uncovering, determining the scope of, and managing program uncertainties. Since risk can be associated with all aspects of a program, it is important to recognize that risk identification is part of the job of everyone and not just the program manager or systems engineer. That includes the test manager, financial manager, contracting officer, logistician, and every other team member. The purpose of this guide is to assist DoD and contractor Program Managers (PMs), program offices and Integrated Product Teams (IPTs) in effectively managing program risks during the entire acquisition process, including sustainment. This guide contains baseline information and explanations for a well-structured risk management program. The management concepts and ideas presented here encourage the use of risk-based management practices and suggest a process to address program risks without prescribing specific methods or tools....
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...with four lines. A four-line stanza is called a quatrain. The poem was first published in 1890 in Poems, Series 1, a collection of Miss Dickinson's poems that was edited by two of her friends, Mabel Loomis Todd and Thomas Wentworth Higginson. The editors titled the poem "Chariot." Commentary and Theme “Because I Could Not Stop for Death” reveals Emily Dickinson’s calm acceptance of death. It is surprising that she presents the experience as being no more frightening than receiving a gentleman caller—in this case, her fiancé (Death personified). The journey to the grave begins in Stanza 1, when Death comes calling in a carriage in which Immortality is also a passenger. As the trip continues in Stanza 2, the carriage trundles along at an easy, unhurried pace, perhaps suggesting that death has arrived in the form of a disease or debility that takes its time to kill. Then, in Stanza 3, the author appears to review the stages of her life: childhood (the recess scene), maturity (the ripe, hence, “gazing” grain), and the descent into death (the setting sun)–as she passes to the other side. There, she experiences a chill because she is not warmly dressed. In fact, her garments are more appropriate for a wedding, representing a new beginning, than for a funeral, representing an end. Her description of the grave as her “house” indicates how comfortable she feels about death. There, after centuries pass, so pleasant is her new life that time seems to stand still, feeling “shorter than...
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...IMPLEMENTATION OF QUALITY MANAGEMENT: AN INTERNAL MARKETING PERSPECTIVE Principal Author Prof. Dr. Zahid Mahmood Department of Management Sciences BahriaUniversity, Naval Complex, Sector E-9, Islamabad, Pakistan Cell: +92-300-5301240 Office: +92-51-9260002 Ext. 260 zahid@bahria.edu.pk Biographical Note: Dr. Zahid Mahmood is a Professor of Total Quality Management at Bahria University Islamabad, Pakistan. He has published numerous articles and books. His papers have received world wide acclamation. He holds M.Com from the University of Punjab, Pakistan, MBA from the University of Wollongong NSW and PhD from University of Western Sydney Australia. Corresponding Author & Co-Author Sobia Mahmood PhD Scholar & Research Asistant Department of Management Sciences BahriaUniversity, Naval Complex, Sector E-9, Islamabad, Pakistan Cell: 0321-5342940 Office: +92-51-9260002 Ext. 260 sobia.mahmood1@gmail.com; sobia.mahmood@bahria .edu.pk Biographical Note: Sobia Mahmood is a Research Assistant & Visiting Faculty at Bahria University, Pakistan. At present, she is a PhD scholar at Bahria University, Pakistan. She has published numerous articles on Management. She holds MBA from University of Arid Agriculture, Pakistan, MEd & BEd from Allama Iqbal Open University, Pakistan and MS from SZABIST, Pakistan. Co-Author Muhammad Ayub Siddiqui PhD Scholar & Asistant Professor, Department of Management Sciences BahriaUniversity, Naval Complex...
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...Tieguanyin Tea simplified Chinese: 铁观音 (tiěguānyīn) traditional Chinese: 鐵觀音 Jyutping: tit3 gwun1 yam1 Pe̍h-ōe-jī: Thih-koan-im; literally "Iron Guanyin or Iron Avalokiteśvara" or 'Tikuanyin' / 'Tit Koon Yum' Tieguanyin, Guanyin, Guanshiyin, are the names of the Chinese Goddess for over 20 centuries. Since then, Japan name Guanyin as Kannon, in Korea as Guam-eum. For about 200 years to 300 years, Chinese Buddhism Guanyin also influenced the south Asia nations and the south Asia people re-named Guanyin to bodhisattva Avalokiteśvara, Mahāyāna Buddhism. The name of the Chinese tea is translated in English as "Iron Guanyin", and sometimes as "Iron Goddess of Mercy." These two names are accurate. The deity has long been given a female identity in Chinese folk culture, although the original Chinese name carries no suggestion of the male-or-female-nature. A more accurate translation of the reference to the deity should be (the One) Observing the Voice of the People.Other spellings and names include "Ti Kuan Yin," "Tit Kwun Yum," "Ti Kwan Yin," "Iron Buddha," "Iron Goddess Oolong," and "Tea of the Iron Bodhisattva." It is also known in the abbreviated form as "TGY." Tieguanyin is a premium variety of Chinese oolong tea originated in the 19th century in Anxi in Fujian province. Tieguanyin produced in different areas of Anxi have different gastronomic characteristics. Production has since extended to many regions even outside of China, including Mucha in Nantou, Taiwan. Weight...
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...Cont@polytechnique.fr and jose.da fonseca@devinci.fr Received 20 September 2001 Published 4 February 2002 Online at stacks.iop.org/Quant/2/45 1 Abstract The prices of index options at a given date are usually represented via the corresponding implied volatility surface, presenting skew/smile features and term structure which several models have attempted to reproduce. However, the implied volatility surface also changes dynamically over time in a way that is not taken into account by current modelling approaches, giving rise to ‘Vega’ risk in option portfolios. Using time series of option prices on the SP500 and FTSE indices, we study the deformation of this surface and show that it may be represented as a randomly fluctuating surface driven by a small number of orthogonal random factors. We identify and interpret the shape of each of these factors, study their dynamics and their correlation with the underlying index. Our approach is based on a Karhunen–Lo` ve e decomposition of the daily variations of implied volatilities obtained from market data. A simple factor model compatible with the empirical observations is proposed. We illustrate how this approach models and improves the well known ‘sticky moneyness’ rule used by option traders for updating implied volatilities. Our approach gives a justification for use of ‘Vega’s for measuring volatility risk and provides a decomposition of volatility risk as a sum of contributions from empirically identifiable...
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...mF OXFORD INSTITUTE O R I ENERGY STUDIES The Effects of Vertical Integration on Oil Company Performance Fernando Barrera-Rey Oxford Institute for Energy Studies WPM 21 October 1995 The contents of this paper are the author's sole responsibility. They do not necessarily represent the views of the Oxford Institute for Energy Studies or any of its Members. Copyright 0 1995 Oxford Institute for Energy Studies All rights reserved. No palt of this publication may be reproduced, stored in a retrieval system, or transmitted in any fomi or by any means, electronic, mechanical, photocopying, recording, or otherwise, without prior pemiission of the Oxford Institute for Energy Studies. This publication is sold subject to the condition that it shall not, by way of trade or otherwise. be lent, resold, hired out, or otherwise circulated without the publisher's prior consent in any fonii of binding or cover other than that in which it is published and without D similar condition including this condition being imposed on the subsequent purchaser. ISBN 0 948061 90 1 ABSTRACT When asked to rank industries by their degree of vertical integration, most people would agree that the oil industry should come top of the list. Underlying this belief is the fact that integration and size tend to be closely associated. As the oil industry is so large and oil companies so visible and perceived as so profitable, the common belief is a correlation between vertical...
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...achieve quality. It also gives the totally integrated effort for gaining competitive advantage by continuously improving every facet of an organization’s activities. Pedagogy : Lectures, Assignments, case studies, seminar, MODULE 1 Introduction to TQM: Various definitions of quality and TQM, Core concepts of quality, The masters of quality(W Edwards Deming, Joseph M Juran, Philiph B Crosby, Kaoru Ishikawa, Ginichi Taguchi, Shigeo shingo) Evolution of quality, The Total Quality Management Excellence Model, Strategic Quality Management, Lecture, Numerical Exercises on cost of quality, TPM 1. Basterfield H Dale and others, Total Quality Management, Pearson Education/PHI, Inc. 2006. 2. K.Shridhar Bhat Total Quality Management (Himalaya publishing house 2005). 3. Poornima M Charantimath, Total Quality Management, Pearson Education, 2003. MODULE 2 Continuous process improvement: Concepts of Kaizen, Kaizen vs. Innovation, Kaizen Strategy, House of Quality, Quality Function deployment, Quality Circles. Brain storming, Value analysis, Poka Yoke, Bench marking. Lecture, Case study on Kaizen 1. Imai Masaki, Kaizen, The key to Japan’s Competitive Success, McGraw-Hill, Inc., International Edition, 1991. 2. 3. Heizer and Nathan, Cases in Total Quality Management Manufacturing and services, Thomson South-western, 2004....
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...O C C A S I O N A L PA P E R S E R I E S N O 1 2 3 / F E B R UA RY 2 011 THE INTERNATIONAL MONETARY SYSTEM AFTER THE FINANCIAL CRISIS by Ettore Dorrucci and Julie McKay OCCASIONAL PAPER SERIES NO 123 / FEBRUARY 2011 THE INTERNATIONAL MONETARY SYSTEM AFTER THE FINANCIAL CRISIS by Ettore Dorrucci and Julie McKay1 NOTE: This Occasional Paper should not be reported as representing the views of the European Central Bank (ECB). The views expressed are those of the authors and do not necessarily reflect those of the ECB. In 2011 all ECB publications feature a motif taken from the €100 banknote. This paper can be downloaded without charge from http://www.ecb.europa.eu or from the Social Science Research Network electronic library at http://ssrn.com/abstract_id=1646277 1 European Central Bank, Ettore.Dorrucci@ecb.europa.eu, Julie.McKay@ecb.europa.eu. The views expressed in this paper do not necessarily reflect those of the European Central Bank. The authors would like to thank, outside their institution, A. Afota, C. Borio, M. Committeri, B. Eichengreen, A. Erce, A. Gastaud, P. L'Hotelleire-Fallois Armas, P. Moreno, P. Sedlacek, Z. Szalai, I. Visco and J-P. Yanitch, and, within their institution, R. Beck, T. Bracke, A. Chudik, A. Mehl, E. Mileva, F. Moss, G. Pineau, F. Ramon-Ballester, L. Stracca, R. Straub, and C. Thimann for their very helpful comments and/or inputs. © European Central Bank, 2011 Address Kaiserstrasse 29 60311 Frankfurt am Main, Germany...
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...based on empirical research on a taxonomy of technological environmental innovations. It draws on a databank with over 500 examples of new technologies (materials, products, processes and practices) which come with benign environmental effects. The approaches applied to interpreting the datasets are innovation life cycle analysis, and product chain analysis. Main results include the following: 1. Innovations merely aimed at eco-efficiency do in most cases not represent significant contributions to improving the properties of the industrial metabolism. This can better be achieved by technologies that fulfill the criteria of eco-consistency (metabolic consistency), also called eco-effectiveness. 2. Ecological pressure of a technology is basically determined by its conceptual make-up and design. Most promising thus are technologies in earlier rather than later stages of their life cycle (i.e. during R&D and customisation in growing numbers), because it is during the stages before reaching the inflection point and maturity in a learning curve where technological environmental innovations can best contribute to improving ecological consistency of the industrial metabolism while...
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...delivery effectiveness from an offshore location and with the advent of sophisticated tools and technologies that enabled remote IT management the proposition was further solidified. International research firm IDC also declared that “more than 85% of infrastructure components can be managed from a central remote location. These components encompass servers/systems, databases, networks, storage, security, applications and e-business infrastructure. Through managing these components from a remote location, companies can cut down their cost of infrastructure operations and management by 40-60 %, also gaining access to expert ‘skill-on-tap’ on a 24x7 basis” For decades the global giants who had been ruling the Infrastructure Management Services (IMS) market boasted of a very rigid model of service delivery to companies; which is often termed as the ‘Traditional IT Outsourcing Model’. In the traditional outsourcing model, a third party service provider would take over the entire IT assets of an...
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