...Essays on Service Improvisation Competence: Empirical Evidence from The Hospitality Industry A Dissertation Presented to the Graduate School of Clemson University In Partial Fulfillment of the Requirements for the Degree Doctor of Philosophy Management by Enrico Secchi August 2012 Accepted by: Dr. Aleda V. Roth, Committee Chair Dr. Thomas A. Mroz Dr. Gulru Ozkan Dr. Rohit Verma Abstract This dissertation explores the service design antecedents and the performance outcomes of Service Improvisation Competence (Serv–IC)—the ability of service employees to deviate from established processes and routines in order to timely respond to unexpected events, using available resources. Service operations and strategy research have strongly highlighted the importance of possessing flexibility in order to face the uncertainty derived from the interaction with the external environment (Tansik and Chase 1988, Eisenhardt and Tabrizi 1995, Brown and Eisenhardt 1998, Frei et al. 1999, Menor et al. 2001, Frei 2006). An important component of the ability of service firms to adapt to customer requests, expectations, and needs rests in the systemic ability of frontline employees to creatively adapt to the challenges posed by the constant struggle to satisfy customers. This dissertation is composed of three essays. In Essay 1, we build the theoretical framework necessary to advance a theory of Service Improvisation Competence, and we propose a nomological network that links service delivery...
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...Strategic Marketing Plan Q2 2004 – Q4 2007 Page 1 of 89 DECLARATION We hereby certify that this assignment contains no material which has been accepted for the award of any other degree or diploma in any university or equivalent institution, and that to the best of our knowledge and belief, contains no material previously published or written by another person except where due reference is made in the text of this assignment. Viraj Perera Sara Russell Ingrid Szikla ID: 18877095 ID: 18481183 ID: 13034715 Page 2 of 89 EXECUTIVE SUMMARY This strategic marketing plan specifically addresses Uncle Tobys Ready to Eat (RTE) Breakfast Cereal products in Australia over the time period starting from the second quarter of 2004 and ending fiscal year 2007 (1/10/2004 – 30/6/2008). This plan takes into account and builds on new marketing strategies for Uncle Tobys resulting from the take-over by Burns Philp in the USA. Uncle Tobys is a leading brand of Goodman Fielder, which is a division of Burns Philp Company Ltd. Until 2002, Uncle Tobys had the second greatest share of the RTE market by value with 20.3% in 2001, but has since slipped to third place at 15.9% in 2003 and is now behind Sanitarium (17.2%) and Kellogg’s (55.4%). Contributing factors were issues such as high debt and lack of effective IMC strategy. However, it is anticipated that efficiency gains from the new organisational structure will come into fruition during 2004-05, and Burns Philp’s...
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...FREEZING OUT BEN & JERRY: CORPORATE LAW AND THE SALE OF A SOCIAL ENTERPRISE ICON Antony Page* & Robert A. Katz**† INTRODUCTION The perfect duo. Ice cream and chunks. Business and social change. Ben and Jerry.1 Nobody wants to end up like Ben and Jerry’s, where soon after a multinational acquired it, key facets of its social mission were cut from the company.2 Ben & Jerry’s Homemade, Inc. was once the darling of proponents of social enterprise and social entrepreneurship.3 It was a for-profit corporation that seemingly did not put profits first. Rather, it pursued, in the parlance, a “double bottom” line, seeking to advance progressive social goals, while still yielding an acceptable financial return for investors. It advanced its social mission in many ways, such as by committing 7.5% of its profits to a charitable foundation; conducting in-store voter registration; and buying ingredients from suppliers who employed disadvantaged populations.4 Ben & Jerry’s founders, Ben Cohen and Jerry Greenfield, held out their double bottom line approach (they called it the “double-dip”) as a model for others who wished to “Lead With [their] Values and Make Money, Too.”5 * Professor of Law at Indiana University School of Law—Indianapolis. ** Professor of Law at Indiana University School of Law—Indianapolis and Professor of Philanthropic Studies at the Indiana University Center on Philanthropy. † Thanks to the organizers of the symposium “Corporate Creativity: The Vermont L3C & Other...
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...compliant with the 5 g per day salt target. More than 60% of our children’s ice cream portfolio in India contains 110 kilocalories or fewer per portion. More than 45 million people gained access to safe drinking water from Pureit globally by end of 2012. About 47 million people reached through Lifebuoy hand washing programmes by end of 2012. OUR BRANDS IN ACTION HINDUSTAN UNILEVER IS KNOWN FOR SOME OF THE MOST LOVED BRANDS. TO FIND OUT MORE, GO TO WWW.HUL.CO.IN/BRANDS-IN-ACTION/ CONTENTS OVERVIEW 02 04 05 06 07 08 09 10 12 14 16 18 20 Operational Highlights Financial Performance Performance Trends Chairman’s Letter Board of Directors Management Committee Our Business Model Unilever Sustainable Living Plan Winning with Brands and Innovation Winning in the Marketplace Winning through Continuous Improvement Winning with People Awards and Felicitations REPORTS 21 Notice of the Annual General Meeting 24 Profile of Directors and other Directorships 28 Directors’ Report and Management Discussion and Analysis 50 Corporate Governance Report 66 Secretarial Standards Report Secretarial Audit Report FINANCIAL STATEMENTS Standalone...
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...compliant with the 5 g per day salt target. More than 60% of our children’s ice cream portfolio in India contains 110 kilocalories or fewer per portion. More than 45 million people gained access to safe drinking water from Pureit globally by end of 2012. About 47 million people reached through Lifebuoy hand washing programmes by end of 2012. OUR BRANDS IN ACTION HINDUSTAN UNILEVER IS KNOWN FOR SOME OF THE MOST LOVED BRANDS. TO FIND OUT MORE, GO TO WWW.HUL.CO.IN/BRANDS-IN-ACTION/ CONTENTS OVERVIEW 02 04 05 06 07 08 09 10 12 14 16 18 20 Operational Highlights Financial Performance Performance Trends Chairman’s Letter Board of Directors Management Committee Our Business Model Unilever Sustainable Living Plan Winning with Brands and Innovation Winning in the Marketplace Winning through Continuous Improvement Winning with People Awards and Felicitations REPORTS 21 Notice of the Annual General Meeting 24 Profile of Directors and other Directorships 28 Directors’ Report and Management Discussion and Analysis 50 Corporate Governance Report 66 Secretarial Standards Report Secretarial Audit Report FINANCIAL STATEMENTS Standalone...
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...Annual Report 2010-2011 Contents Financial Highlights Notice Directors’ Report Management Discussion & Analysis Report on Corporate Governance Corporate Social Responsibility Initiatives 3 4-7 8 - 12 13 - 35 36 - 54 55 - 56 Standalone Financials Break-up of Total Expenses Auditors’ Report Balance Sheet Profit and Loss Account Cash Flow Statement Schedules to Accounts Notes to Balance Sheet and Profit and Loss Account Balance Sheet Abstract and Company’s General Profile Statement pursuant to Section 212 Summary of Financial Information of Subsidiary Companies Financial Statistics 57 58 - 61 62 63 64 65 - 81 82 - 106 107 108 - 109 110 111 Consolidated Financials Financial Statements Financial Statistics 112 - 155 156 1 The Indian Hotels Company Limited Board of Directors Management Ratan N. Tata R. K. Krishna Kumar K. B. Dadiseth Deepak Parekh Jagdish Capoor Shapoor Mistry Nadir Godrej A. R. Aga Raymond N. Bickson Anil P. Goel Abhijit Mukerji Managing Director Executive Director – Finance Executive Director – Hotel Operations Yannick Poupon Jyoti Narang P. K. Mohan Kumar Veer Vijay Singh Beejal Desai Solicitors Chairman Mulla & Mulla & Craigie Blunt & Caroe Chairman Vice Chairman Raymond N. Bickson Anil P. Goel Abhijit Mukerji Ajoy K. Misra H. N. Shrinivas Prakash Shukla Rajiv Gujral Managing Director Executive Director – Finance Executive Director - Hotel Operations Sr. Vice President – Sales & Marketing Sr. Vice President – Human Resources Sr. Vice President...
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...tly A sk ed Fr equen in s Question orporate C FinanCe io, a llocch ur izio D uiry, M a lv i Pa sc a l Q tonio Sa Le Fur , A n Ya nn From the team behind Pierre Vernimmen’s % = Corporate FinanCe + 3 Frequently Asked Questions in Corporate Finance Frequently Asked Questions in Corporate Finance Pierre Vernimmen, Pascal Quiry, Antonio Salvi, Maurizio Dallocchio and Yann LeFur A John Wiley & Sons, Ltd., Publication This edition first published in 2011 Copyright 2011 Pierre Vernimmen Registered office John Wiley & Sons Ltd, The Atrium, Southern Gate, Chichester, West Sussex, PO19 8SQ, United Kingdom For details of our global editorial offices, for customer services and for information about how to apply for permission to reuse the copyright material in this book please see our website at www.wiley.com The rights of Pierre Vernimmen, Pascal Quiry, Antonio Salvi, Maurizio Dallocchio and Yann LeFur to be identified as the authors of this work have been asserted in accordance with the Copyright, Designs and Patents Act 1988. 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, except as permitted by the UK Copyright, Designs and Patents Act 1988, without the prior permission of the publisher. Wiley publishes in a variety of print and electronic formats and by print-on-demand. Some material included with...
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...69TH ANNUAL REPORT 2013-14 04 WHAT’S INSIDE CORPORATE OVERVIEW STATUTORY REPORTS 02 Corporate Information 44 Notice 03 Mission, Vision and Values 53 Directors’ Report 04 Chairman’s Message 69 Management Discussion & Analysis 08 Board of Directors 104 Corporate Governance 12 Tata Motors at a Glance 14 Major Launches during the Year 125 Secretarial Audit Report Chairman’s Message 16 Presence across Markets To ensure long-term competitiveness of Tata Motors, the company also took several steps under the Horizonext strategy. FINANCIAL STATEMENTS 18 The NEXT Level in Design 20 The NEXT Level in Driving Experiences 22 The NEXT Level in Fuel Economy 14 24 The NEXT Level in Connectivity 26 Corporate Social Responsibility at Tata Motors Standalone Financial Statements 126 Independent Auditors’ Report 130 Balance Sheet 131 Statement of Profit and Loss 132 Cash Flow Statement 134 Notes to Accounts 30 Awards and Accolades 32 Financial Performance Our products represent the Horizonext philosophy with best-in-class offerings. 170 Independent Auditors’ Report 36 Summarised Balance Sheet and Statement of Profit and Loss (Consolidated) Major Launches during the Year Consolidated Financial Statements 172 Balance Sheet 38 Summarised Balance Sheet and Statement of Profit and Loss (Standalone) 40 Funds Flow - Last Five Years 41 Financial Statistics 173 Statement of Profit...
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...69TH ANNUAL REPORT 2013-14 04 WHAT’S INSIDE CORPORATE OVERVIEW 02 Corporate Information 03 Mission, Vision and Values 04 Chairman’s Message 08 Board of Directors 12 Tata Motors at a Glance 14 Major Launches during the Year 16 Presence across Markets 18 The NEXT Level in Design 20 The NEXT Level in Driving Experiences 22 The NEXT Level in Fuel Economy 24 The NEXT Level in Connectivity 26 Corporate Social Responsibility at Tata Motors 30 Awards and Accolades 32 Financial Performance 36 Summarised Balance Sheet and Statement of Profit and Loss (Consolidated) STATUTORY REPORTS 44 Notice 53 Directors’ Report 69 Management Discussion & Analysis 104 Corporate Governance 125 Secretarial Audit Report Chairman’s Message To ensure long-term competitiveness of Tata Motors, the company also took several steps under the Horizonext strategy. FINANCIAL STATEMENTS Standalone Financial Statements 126 Independent Auditors’ Report 130 Balance Sheet 131 Statement of Profit and Loss 132 Cash Flow Statement 134 Notes to Accounts Consolidated Financial Statements 170 Independent Auditors’ Report 172 Balance Sheet 173 Statement of Profit and Loss 174 Cash Flow Statement 176 Notes to Accounts Subsidiary Companies 207 Financial Highlights 210 Listed Securities issued by Subsidiary Companies during FY 2013-14 14 Major Launches during the Year Our products represent the Horizonext philosophy with best-in-class offerings. 38 Summarised Balance Sheet and Statement of Profit and...
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...sustained growth through foresight ANNUAL REPORT 2009-2010 Vision Global recognition for size, culture and quality, while nurturing nature and society. Mission Supporting the nation’s growth in power and steel with speed and innovation. Core Values l Crystal clear l Passion for excellence l Drive with leadership l Young thinking l Challenging status quo Contents Vice Chairman’s Statement.....................................02 Highlights 2009-10.....................................................04 Board of Directors........................................................05 Notice...............................................................................06 Directors’ Report..........................................................11 Management Discussion and Analysis......................22 Report on Corporate Governance...............................38 Auditors’ Report.................................................................48 Standalone Accounts.......................................................50 Consolidated Accounts...................................................79 Shri O. P. Jindal August 7, 1930 – March 31, 2005 O. P. Jindal Group – Founder and Visionary Only a life lived for others is a life lived worth while An industrialist par excellence under whose aegis the O P Jindal Group grew from strength to strength. But for the world at large Late Shri O P Jindal was much more than that. He was also a leader of masses, some one who...
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...Value Creation of Spin-offs and Carve-outs Dissertation zur Erlangung der Würde eines Doktors der Staatswissenschaften vorgelegt der Wirtschaftswissenschaftlichen Fakultät der Universität Basel von Roger Rüdisüli von Amden SG Difo-Druck GmbH Bamberg 2005 Genehmigt von der Wirtschaftswissenschaftlichen Fakultät der Universität Basel auf Antrag von Prof. Dr. Heinz Zimmermann und Ass.-Prof. Dr. Wolfgang Drobetz. Basel, den 10. Mai 2005 Der Dekan Prof. Dr. Heinz Zimmermann Acknowledgements V Acknowledgements My dissertation would not have been possible without the support of various people to whom I would like to express my sincere gratitude. Firstly, I would like to thank my academic supervisors Heinz Zimmermann and Wolfgang Drobetz of the University of Basel (Switzerland) for their academic guidance, encouraging support and the very pleasant cooperation. Special thanks goes to Jürg Wicki for his advice in selecting the subject, structuring the dissertation, and choosing its fundamental building blocks. I am also heavily indebted to Neelesh Singhal and his team at McKC in Madras (India) who helped me to find the vast amount of data used in my research. Without their assistance it would have been impossible to obtain the data. I am also grateful to Sabine Keller-Busse and the partners of McKinsey & Company in the Zurich office for making my educational leave possible and for the financial assistance provided. My acknowledgement also goes to Thomas Bollinger...
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...Delivery and growth Royal Dutch Shell plc Annual Report and Form 20-F for the year ended December 31, 2007 Royal Dutch Shell Our Business With 104,000 employees in more than 110 countries and territories, Shell plays a key role in helping to meet the world’s growing demand for energy in economically, environmentally and socially responsible ways. Our Exploration & Production business searches for and recovers oil and natural gas around the world. Many of these activities are carried out as joint venture partnerships, often with national oil companies. Our Gas & Power business liquefies natural gas and transports it to customers across the world. Its gas to liquids (GTL) process turns natural gas into cleaner-burning synthetic fuel and other products. It develops wind power to generate electricity and invests in solar power technology. It also licenses our coal gasification technology, a cleaner way of turning coal into chemical feedstocks and energy. Our Oil Sands business, the Athabasca Oil Sands Project, extracts bitumen from oil sands in Alberta, western Canada and converts it to synthetic crude oils. Our Oil Products business makes, moves and sells a range of petroleum-based products around the world for domestic, industrial and transport use. Its Future Fuels and CO2 business unit develops fuels such as biofuels and hydrogen and synthetic fuels made from natural gas (GTL Fuel) and potentially from biomass; and leads company-wide activities on CO2 management. With...
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