...Economist readings 1. It pays to give Allowing consumers to set their own prices can be good for business; even better if the firms give some of it to charity http://www.economist.com/whichmba/it-pays-to-give?fsrc=nlw|mgt|01-12-2011|management_thinking [pic]IN OCTOBER 2007 Radiohead, a British rock group, released its first album in four years, “In Rainbows”, as a direct digital download. The move drew a fair bit of attention (including from this newspaper) not only because it represented a technological thumb in the eye to the traditional music industry, but also because the band allowed listeners to pay whatever they wished for it. Some 60% of those who seized the opportunity paid nothing at all, but the band seemed pleased with the result; one estimate had it earning nearly $3m from the experiment. One group outside the music industry taking an interest was a trio of professors then at the Rady School of Management at the University of California, San Diego: Ayelet Gneezy, Uri Gneezy and Leif Nelson (who is now at the Haas School of Business at the University of California, Berkeley). Inspired, they designed a series of experiments to gauge whether pay-what-you-want pricing would work for other businesses. Their most recent experiment, co-authored with Amber Brown of Disney Research and published in Science, also stirred in a new element: would it make any difference if firms donated some of the pay-what-you-want fee to charity? The authors set up their pricing experiment...
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...national transport service of Pakistan. It’s head-quartered is in Lahore and is working under the Ministry of Railways. Pakistan Railway provides an important mode of transportation throughout Pakistan. It is commonly referred to as the "life line of the country", by aiding in large scale movement of people and freight throughout Pakistan. A railway all over the world is considered, cheapest, safest and efficient mode of passenger and freight carrier. Pakistan is no exception to this. Till 1970’s Pakistan railways used to be a profit earning entity. Due to successive governments tilt towards road network affected the railway operations. By introducing NLC (National Logistic Cell) during Zia’s regime railways started sliding downwards and till date has not been able to stand upon its legs. Railways need huge investments which was not forth coming by the governments who remain power one after the other. This not only affected the railway operation both in passenger as well as freight. The much needed investment in shape of infrastructure, equipment and material was not forth coming. The railway assets due to lack of repair and maintenance started becoming inoperative and obsolete. The lack of Government attention and apathy Pakistan railways has reached at its lowest ebb. The rolling stock and locomotives have outlived their utility. The only way through which Pakistan Railways can be broad back to its past glory if the Government injects heavy amount of money in shape of provision...
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... Basketball Shoe Gym Beg Vietnam is our home country, the main I choosing Vietnam is because of the material to produce our product is more cheaper than other country, second is the money exchange rate of Vietnam is more lower than other country, example Malaysia, US, UK, Singapore and so on. Today, we wanted to introduce a new product. The first country of we aim to sale this product is Malaysia. Because we getting know about have so many Malaysian like sport but their home economy is no allow of them to buy a shoe for sport. So that we create an ideal on produce a beautiful, performance and lower price to design a sporting running shoe. Even are rice family or poor family, they also can enjoy about the delight of sport in mood relax and happy. So that our design team group try hand for research the suit material for doing this ideal. New Product Introduction of EKIN The new product is name SPS I. Our new product is design with two colours and addition our brands logo at beside in one of the shoe. The base of the shoe is with black colour and the body of the shoe is with white, black, and blue threes colour. SPS I have the size with 6, 7, 8, 8.5 and 9. In special case, we will produce another size without in our lists. This design ideal is for the people who like to...
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...multinational corporation under the sea change brought about by the Information Age and the new paradigm spearheaded by Google and Amazon, Haier Group’s strategic response to what time has called upon them has been quite elusive and subtle. We will demonstrate how Haier Group, with so many success stories from its past, along with the cultural baggage it could evolve beyond, should adapt to the present and fulfill its future promise. PART I. Environmental scanning and industry analysis The STEEP analysis in this section will focus on the most relevant aspects with Haier Group in China: Chinese consumer’s recent socioeconomic development and technological development; the two aspects obviously have huge cultural and political ramification which we also include in the scanning. Toward the end of this section, we will demonstrate these aspects have presented both challenges as well as solutions. 1. Socio-economic facet While we focus our analysis on one single country, China, we have to point out that China is too complex, too multifaceted, and too layered for ONE country, or ONE market. Quantitatively speaking, China is instead a cluster of sizable markets – there are more than 150 cities with populations over one million people, (http://www.chinasignpost.com/2011/06/the-10-biggest-cities-in-china-that-you’ve-probably-never-heard-of/ ) and each million may have a completely different opinion...
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...Multinational companies and China: What future? Multinational companies and China: What future? Contents Preface Executive summary Introduction Chapter 1: The big picture Hope, hype and reality Justified optimism? Chapter 2: The consumption story Chapter 3: The perils of success Is it enough One strategy, or two? Is it too much? Lacoste: Who’s your benchmark? Chapter 4: Whose hubris? Suddenly uncertain Chapter 5: The invisible hand Aiming high The real issue A non-standard approach At what price? High-speed trains: A series of unfortunate events Getting on with it Chapter 6: Honour thy master The renminbi By other means Nissan: According to plan Investing in R&D Chapter 7: Gearing up to play the game Overcoming the fear factor Appendix: Survey results 2 3 6 9 10 12 13 16 16 19 20 22 23 25 28 29 30 32 32 33 34 36 38 41 42 43 44 46 48 1 Multinational companies and China: What future? Preface Multinational companies and China: What future? is an Economist Intelligence Unit report, sponsored by CICC. The EIU conducted the survey and interviews independently and wrote the report. Gaddi Tam was responsible for layout. The cover design is by Harry Harrison. The findings and views expressed here are those of the EIU alone and do not necessarily reflect the views of the sponsor. Many interviewees for this report have asked to remain anonymous and we have respected their wishes. We would like to thank all interviewees for their time and insights...
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...23INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT International Journal of Project Management 24 (2006) 587–594 www.elsevier.com/locate/ijproman Role of public private partnerships to manage risks in public sector projects in Hong Kong Li-Yin Shen a a,* , Andrew Platten b, X.P. Deng c Department of Building and Real Estate, The Hong Kong Polytechnic University, Hung Hom, Kowloon, Hong Kong b Elevate East Lancashire, Accrington, England, UK c School of Civil Engineering, South East University, PR China Abstract The clients of public sector works have an obligation to ensure that the large scale investment in public works is effective and can achieve improvement in social and economic performance. However, construction activity is usually subject to more risk than other business activities because of its complexity particularly in coordinating a wide range of disparate and interrelated skills and activities. This complexity is further compounded in implementing public sector projects where multiple project objectives are expected by a wide range of stakeholders who have different interests associated with the projects. With reference to current practice in Hong Kong, this paper examines the major risks in implementing public sector works, and the ways that the application of public private partnership (PPP) can help to manage risks in project delivery. The example of Hong Kong Disneyland (KDLD) demonstrates how various major risks in committing to a PPP project...
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...International Journal of Social and Management Sciences Volume 2 Number 2 April 2009 ISSN 1504-8446 International Journal of Social and Management Sciences is a multidisciplinary peer-reviewed journal devoted to publishing research papers in all related fields of social and management sciences. Contents THE EFFECTS OF INQUIRY-BASED AND COMPETITIVE LEARNING STRATEGIES ON ACADEMIC PERFOMANCE OF SENIOR SECONDARY SCHOOL STUDENTS IN PHYSICS ................................................................................................ 4 PATIENTS’ PERCEPTIONS OF DEPRESSION ETIOLOGY AND TREATMENT EXPECTATIONS IN A NIGERIAN TERTIARY HOSPITAL .............. 12 PARENTAL CHILD-REARING STYLES, HOME STABILITY AND ACADEMIC PERFORMANCE OF STUDENTS IN SENIOR SECONDARY SCHOOL PHYSICS IN CROSS RIVER STATE OF NIGERIA ........................................................................35 MODEL JOB ANALYSIS AND DESCRIPTION FOR PUBLIC RELATIONS PRACTITIONERS IN KENYA..............................46 NOLLYWOOD, NEW COMMUNICATION TECHNOLOGIES AND INDIGENOUS CULTURES IN A GLOBALIZED WORLD: THE NIGERIAN DILEMMA ......................................................................................................................................... 62 2 This Page is deliberately left blank 3 THE EFFECTS OF INQUIRY-BASED AND COMPETITIVE LEARNING STRATEGIES ON ACADEMIC PERFOMANCE OF SENIOR SECONDARY SCHOOL STUDENTS IN PHYSICS AFOLABI, FOLASHADE DEPARTMENT OF TEACHER EDUCATION FACULTY OF EDUCATION...
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...Chapter 1 Case Study: Harmonix Embrace Your Inner Rock Star Little more than three years ago, you had probably never heard of Harmonix. In 2005, the video game design studio released Guitar Hero, which subsequently became the fastest video game in history to top $1 billion in North American sales. The game concept focuses around a plastic guitar-shaped controller. Players press colored buttons along the guitar neck to match a series of dots that scroll down the TV in time with music from a famous rock tune, such as the Ramones’ “I Wanna Be Sedated” and Deep Purple’s “Smoke on the Water.” Players score points based on their accuracy. In November 2007, Harmonix released Rock Band, adding drums, vocals, and bass guitar options to the game. Rock Band has sold over 3.5 million units with a $169 price tag (most video games retail at $50 to $60). In 2006, Harmonix’s founders sold the company to Viacom for $175 million, maintaining their operational autonomy while providing them greater budgets for product development and licensing music for their games. Harmonix’s success, however, did not come overnight. The company was originally founded by Alex Rigopulos and Eran Egozy in 1995, focused around some demo software they had created in grad school and a company vision of providing a way for people without much musical training or talent to experience the joy of playing and creating music. The founders believed that if people had the opportunity to create their own music, they would jump...
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...Chapter 1 Case Study: Harmonix Embrace Your Inner Rock Star Little more than three years ago, you had probably never heard of Harmonix. In 2005, the video game design studio released Guitar Hero, which subsequently became the fastest video game in history to top $1 billion in North American sales. The game concept focuses around a plastic guitar-shaped controller. Players press colored buttons along the guitar neck to match a series of dots that scroll down the TV in time with music from a famous rock tune, such as the Ramones’ “I Wanna Be Sedated” and Deep Purple’s “Smoke on the Water.” Players score points based on their accuracy. In November 2007, Harmonix released Rock Band, adding drums, vocals, and bass guitar options to the game. Rock Band has sold over 3.5 million units with a $169 price tag (most video games retail at $50 to $60). In 2006, Harmonix’s founders sold the company to Viacom for $175 million, maintaining their operational autonomy while providing them greater budgets for product development and licensing music for their games. Harmonix’s success, however, did not come overnight. The company was originally founded by Alex Rigopulos and Eran Egozy in 1995, focused around some demo software they had created in grad school and a company vision of providing a way for people without much musical training or talent to experience the joy of playing and creating music. The founders believed that if people had the opportunity to create their own music, they would jump...
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...and Internet search solutions, as well as hosted applications (Google profile, 2010). Mission, Goals & Objectives Google, the name of the company, reflects the immense volume of information that exists, and the scope of Google's mission: to organize the world's information and make it universally accessible and useful (Google’s corporation information, 2010). Google’s goals and objectives include the following: The company • Wants to have an improved infrastructure to make their engineers more productive. • Wants to be the best in search in the world. • Wants to push their ad system. • Wants to push their communities and content. • Tries to make sure their tools are running everywhere. • Google is always focusing on innovation (Google’s Internal Company Goals, 2010). Overall, Google wants to make the internet searching experience best for its customers and search results more accurate. Overview of the External Environment The number of people world-wide accessing the internet had grown at an astronomic rate since 1994. The number of internet users worldwide increased from about 360 million in 2000 to nearly 1.5 billion in 2008. The growth in the number of internet users worldwide had caused the increased demand for fast and accurate internet searches. This consumer demand had allowed...
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...began in 1978” Martin Jacques, The Guardian, 25 May 2006 China’s political and economic rise and what it means for the world is now a central preoccupation of analysts and policy-makers. Public awareness of China is likely to increase as the 2008 Olympics in Beijing draw near. This Research Paper is intended to act as a resource that Members of Parliament and their staff can draw upon when engaging with China’s remarkable transformation. Part I provides key facts and figures about China. Parts II and III review recent developments and future prospects by addressing four key questions. Is political authoritarianism sustainable? Can China’s development be peaceful? What are the main domestic economic challenges facing China? What is China’s impact on the world economy? Part IV summarises key aspects of UK and EU relations with China. The Paper ends with a select bibliography of key sources. The Research Paper is intended to act as a platform for a series of Library Standard Notes that will address in more depth specific issues about China that there is space here only to discuss briefly. Jon Lunn, Maria Lalic, Ben Smith and Claire Taylor INTERNATIONAL AFFAIRS AND DEFENCE SECTION Ed Beale, Ed Potton, Ian Townsend and Dominic Webb ECONOMIC POLICY AND STATISTICS SECTION HOUSE OF COMMONS LIBRARY Recent Library Research Papers include: List of 15 most recent RPs 06/21 06/22 06/23 06/24 Unemployment by Constituency, March 2006 Direct taxes: rates and allowances 2006-07 The Northern...
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...Marketing in China Before the reforms, under the command economy, Chinese companies took order from the state in production and push the products through state-controlled distribution systems. They never had to advertise, to do consumer research, and to think about marketing strategies. For years, even after the opening and reforms, many Chinese still consider marketing western concept of a dubious practice, something that may be not valid or applicable in China. Marketing proves to be one of the most challenging parts of China operations, perhaps more so than other areas such as accounting, finance, or research & development. For several reasons, First, infrastructure in marketing is underdeveloped, including transportation systems, media development, labyrinth of multi-tier distribution channels, and the severe shortage of qualified marketing personnel. Firms attracted to the longterm potential of this vast country must remember to pay sufficient attention to the basics of producing, distribution and marketing a successful product (Country Commercial Guide 1998), Marketing Strategies In the early 1980s when MNCs first came to China, many thought of China as a huge market with a homogeneous culture and felt standardized global marketing would be effective in capturing the opportunities and improving efficiency. These feelings were confirmed by the desire of Chinese to acquire western technologies and their fascination with products from the West. After living in an economy of...
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...Marketing in China Before the reforms, under the command economy, Chinese companies took order from the state in production and push the products through state-controlled distribution systems. They never had to advertise, to do consumer research, and to think about marketing strategies. For years, even after the opening and reforms, many Chinese still consider marketing western concept of a dubious practice, something that may be not valid or applicable in China. Marketing proves to be one of the most challenging parts of China operations, perhaps more so than other areas such as accounting, finance, or research & development. For several reasons, First, infrastructure in marketing is underdeveloped, including transportation systems, media development, labyrinth of multi-tier distribution channels, and the severe shortage of qualified marketing personnel. Firms attracted to the longterm potential of this vast country must remember to pay sufficient attention to the basics of producing, distribution and marketing a successful product (Country Commercial Guide 1998), Marketing Strategies In the early 1980s when MNCs first came to China, many thought of China as a huge market with a homogeneous culture and felt standardized global marketing would be effective in capturing the opportunities and improving efficiency. These feelings were confirmed by the desire of Chinese to acquire western technologies and their fascination with products from the West. After living in an economy...
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...http://www.uscc.gov dkrause on GSDDPC29 with K1 VerDate Nov 24 2008 08:23 Nov 10, 2009 Jkt 052771 PO 00000 Frm 00003 Fmt 6012 Sfmt 6602 M:\USCC\2009\52771.XXX APPS06 PsN: 52771 M:\USCC\USChina.eps Report Documentation Page Form Approved OMB No. 0704-0188 Public reporting burden for the collection of information is estimated to average 1 hour per response, including the time for reviewing instructions, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden, to Washington Headquarters Services, Directorate for Information Operations and Reports, 1215 Jefferson Davis Highway, Suite 1204, Arlington VA 22202-4302. Respondents should be aware that notwithstanding any other provision of law, no person shall be subject to a penalty for failing to comply with a collection of information if it does not display a currently valid OMB control number. 1. REPORT DATE 3. DATES COVERED 2. REPORT TYPE 01 NOV 2009 4. TITLE AND SUBTITLE 00-00-2009 to 00-00-2009 5a. CONTRACT NUMBER 5b. GRANT NUMBER 5c. PROGRAM ELEMENT NUMBER 2009 Report to Congress of the U.S-China Economic and Security Review Commission 6. AUTHOR(S) 5d. PROJECT NUMBER 5e. TASK NUMBER 5f. WORK UNIT NUMBER 7. PERFORMING ORGANIZATION NAME(S) AND...
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...Guide 2010 Online Reputation and Buzz Monitoring Buyer's Guide 2010 Published April 2010 All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopy, recording or any information storage and retrieval system, without prior permission in writing from the publisher. Copyright © Econsultancy.com Ltd 2010 Econsultancy 4th Floor, The Corner 91-93 Farringdon Road London EC1M 3LN United Kingdom Econsultancy New York 41 East 11th St., 11th Floor New York, NY 10003 United States Telephone: +1 212 699 3626 http://econsultancy.com help@econsultancy.com Telephone: +44 (0) 20 7269 1450 Contents 1. Introduction ..................................................................... 1 1.1. About Econsultancy ..................................................................... 1 2. Executive Summary ......................................................... 2 3. Market trends .................................................................. 4 3.1. 3.2. 3.3. 3.4. 3.5. 3.6. 3.7. Market set for strong growth as rise of social media increases importance of online reputation ................................. 4 Buzz monitoring becomes a hygiene factor for businesses seeking to manage risk ................................................................ 6 Companies strive for structured approach and workflow, to make insights actionable .......................................
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