...: Assessment Activity What assumptions are necessary when using customer driven analytics to make managerial decisions? Some assumptions that are necessary for making managerial decisions, would involve capturing customer feedback such as customer contact notes or email, customer insight for refining products and service delivery programs. Management can also simulate better business decisions for each action before its put into production. Obtaining a portfolio of risks by proactively identifying changing patterns in consumer behaviors would also be ideal. How does the IT strategy of 7/11 influence other aspects of the business (such as inventory, human resources, or vendor relationships management)? Company stores have been able to responded more effectively to demand fluctuations from variations in weather to local events, and longer-term changes brought on by shifts in tastes and demographics. IT strategy has increased sales revenue and reduced inventory costs. Avoiding t no availability was one of the most important strategies that IT used to retail profitability and success. Also the point of sale (POS) information helped avoid stocking shelves with unpopular goods and identify customers demand for the most wanted goods. Good IT systems can help achieve the best balance among low inventory, high turnover, and few lost sales (low opportunity losses). This information also can be used to identify the best time to order from producers or wholesalers. Just as manufacturing...
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...Abraham Ko Economics 332 October 22, 2014 ABENOMICS Japan, as a country, has been the prime example of what most economists refer to as the East Asian Miracle. A small island country centered on isolationist policies during the early 19th century, Japan first opened its doors to economic world trade with the arrival of Commodore Perry and his “Black Ships.”(US Navy Museum 2014) Although small in size, and low in resources, Japan saw the power and might of its Western contemporaries and aimed to follow in their footsteps. Near the end of the 20th Century, Japan was officially recognized as an economic superpower throughout the world. However, growth never lasts forever and by the 1990s, Japan’s economy had come to a grinding halt due to a massive collapse in both the real estate and stock markets of the Japanese economy and remains in a recession that has lasted till now. As Japan looked to face another year of stagnant growth of the economy, Japan’s Prime Minister, Shinzo Abe, decided enough was enough. With the assistance of the new governor of the Bank of Japan, Shinzo Abe embarked on a radical economic plan that focused on three arrows of design. The arrows depict the strategy of Shinzo Abe’s “Abenomics” program in which it focuses on fiscal stimulus, monetary easing, and structural reforms. (International Monetary Fund 2013) It is almost near the two year mark since the implementation of Shinzo Abe’s “Abenomics” program has begun. Although typically, economic effects...
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...Business Research Project: Butterfly effect of Japan´s disaster on global production Professor: Dr. Corrine Young Prepared by: Team 6 Alonzo, Marie Francoise Arango, Luisa Fernanda Darbinyan, Mkrtich Parparcén, Luis Felipe Salas, Ana Karina Solano, Pablo May 28th, 2011 INDEX Content Butterfly Effect of Japan´s Disaster on Global Production. 1- Japan Background a. The relevance of Japan in global production and supply chain b. Economical impact of the Japanese Disaster 2- Impact on global production in important industries a. Automobile Industry i. Toyota b. Electronics Industry 3- Collateral impacts of the disaster a. Increase in electricity costs b. Explanation of why the yen is so strong. i. Supply Chain ii. Cheap Investment iii. GDP Impact iv. Export Economy v. Currency vi. Monetary Policy 4- Innovation in supply Chain and the Disaster in Japan a. The Top 10 Supply Chain Innovations from 1880-1990 (1) b. Supply Chain Innovation c. Supply Chain Innovation - Environment d. Long-Term Disarray after Japan Disaster Conclusions Bibliography Butterfly Effect of Japan´s Disaster on Global Production. 1- Japan Background a. The relevance of Japan in global production and supply chain Japan is an island nation located at the East of...
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...International Business Research Project: Butterfly effect of Japan´s disaster on global production Professor: XXXXXXX Prepared by: Team X May 28th, 2011 INDEX Content Butterfly Effect of Japan´s Disaster on Global Production. 1- Japan Background a. The relevance of Japan in global production and supply chain b. Economical impact of the Japanese Disaster 2- Impact on global production in important industries a. Automobile Industry i. Toyota b. Electronics Industry 3- Collateral impacts of the disaster a. Increase in electricity costs b. Explanation of why the yen is so strong. i. Supply Chain ii. Cheap Investment iii. GDP Impact iv. Export Economy v. Currency vi. Monetary Policy 4- Innovation in supply Chain and the Disaster in Japan a. The Top 10 Supply Chain Innovations from 1880-1990 (1) b. Supply Chain Innovation c. Supply Chain Innovation - Environment d. Long-Term Disarray after Japan Disaster Conclusions Bibliography Butterfly Effect of Japan´s Disaster on Global Production. 1- Japan Background a. The relevance of Japan in global production and supply chain Japan is an island nation located at the East of Asia, in the Pacific Ocean. Its currency of legal course is the YEN (¥). Japan has the tenth largest populations in the world with...
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...Student Economic Review, Vol. 17, 2003, pp. 153-165 JAPAN IN THE DOLDRUMS: A STUDY OF DEFLATION AND RECESSION DANIEL J.C. BAKER Senior Freshman Japan's dream deflates Interest rates and Keiretsu Dan Baker blames you Introduction This essay examines the performance of the Japanese economy over the period 1985 to 2002 with reference to key economic variables, such as GDP growth, price stability performance, employment, and the public debt to GDP ratio, etc. We focus on the path the economy has taken since the bursting of the “bubble economy” early in 1990, and in particular on the phenomenon of deflation, which appeared as a persistent problem towards the end of the 1990s. This paper will investigate the underlying causes of recession and deflation in Japan, and examine the main problems associated with the latter. Finally, a number of policy solutions will be suggested to combat the deflationary pressures in Japan, and more generally, to help stimulate economic growth. What’s wrong with Japan? Before the bubble burst - Japan as Number One During the 1980s it was a popularly held belief that Japan was rapidly and inexorably catching up on America as the world’s number one economy. From a state of near-complete devastation at the end of World War II, Japan had transformed itself into a global economic powerhouse second only to America in terms of productive output, and unequalled in terms of growth1. Not surprisingly, Japan was considered by many to be the model economy...
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...across the globe, which appear to be the turning point of the world history. The recovery plan was set to two year, however the world economy five years after crisis is still in the sluggishness. The Traid – United States, Europe, and Japan remain caught in a slow growth condition, financial instability, and high unemployment rate. As a consequence, the effects spread globally. Despite the slowdown of the global economy, China is the only country found out to be a bright spot as its economy is still expanding. Different views on the Stagnation In the United States, the focus of financial crisis shifted to the idea of economic stagnation. The idea of stagnation was introduced by authorities and published books as follow. Firstly, Ben Bernanke, chairman of Federal Reserve Board said on his speech in 2011 that the stagnation was not affects only the United States, but the global economy as a whole. He moreover stressed that he do not expect the long-run potential growth of the U.S. to be affected by the recession and crisis if the U.S. takes necessary steps to secure the outcome. Nonetheless his thought might sound useful, yet the necessary steps he mention left the public in doubt with no explanation. Secondly, the president of the America Economic Association, Robert E. Hall provided the speech on “The Long Slump” in the same year. Hall defined a...
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...Japan’s Economic Malaise Three simple models for why Japan’s economy will never grow again Michael Smitka Professor of Economics Washington and Lee University Lexington, VA 24450-0303 MSmitka@wlu.edu Version 2 May 23, 2003 ---------------The first version was entitled Three Simple Models for Undergraduate Economists and was prepared for the ASIANetwork Conference, Furman University, April 11-13, 2003. This paper differs primarily in the introduction and summary, and in the addition of more figures. The core analysis and most of the calculatioins remain the same. Smitka / The End of Growth v2 May 23, 2003 Page 1 I. Introduction I argue below that Japan’s economy will not grow again, and that (with hindsight) this should not be surprising. First, Japan has matured, to the point where its labor force is in decline. Such an economy is unlikely to grow in absolute terms. Second, that maturation occurred in a short span of time, resulting in large structural shifts in the economy. These strained the Japanese financial system past the breaking point, and have stymied efforts at macroeconomic stimulus. I believe, however, that the magnitude of these shifts would have overwhelmed any financial structure. I do not deny that Japan’s financial system exhibited large vulnerabilities, and its macroeconomic policy systematic failures. Again, I believe that these are beside the point. Third, the current structure of Japan’s economy is not sustainable; financial liabilities (bank...
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...Enumerate and discuss the different Pinoy Management theories/styles. Management by Kayod (Realistic) Managers that are rational thinkers. They solve problems right away or they would at least cut down the problem into a manageable size if the problem cannot be solved right away. When it comes to decision making, they wouldn’t wait for the information to come in, they decide based on experiences, common sense, and instinct. These managers also know very well on how to make use of the resources that they have to reach the goal set by the employer. Management by Libro (Idealistic) Managers in this area are very planning and process oriented. They solve problems by reflecting on them first before taking any action, then brings in the analysis of the problem that they believe in fact. Since they are process-oriented and want to make sure that everything in their plan would work smoothly. In most cases, they have a system of their own, believes in the rules they set and won’t change them easily. Management by Lusot (Opportunist) Managers who are opportunists have no principles, or they change their principles according to the situation. They have strong faith in money and power but not in people, and they lack the sense of loyalty. Once their padrino is no longer in power, they would terminate the relationship with him and look for another one. When it comes to decision making, they tend to avoid headaches by passing the pressure to other people. Management by Ugnayan (Reconciler) ...
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...Shanghai & Tokyo | Operation in Asia II Region | | | Joanne JohnsonEnes TastanLucia ValadezStanley WoodardKeller Graduate School of ManagementHR584 Managing International Human Resources Instructor: Jack HuddlestonJune 17, 2012 | Contents EXECUTIVE SUMMARY 2 LAWS AND REGULATIONS 3 DEMOGRAPHICS 5 CULTURE AND LANGUAGE 8 ECONOMIC, POLITICAL, AND CURRENCY FACTORS 13 LABOR RELATIONS 15 HRM POLICIES, PRACTICES, AND TRENDS 17 CONCLUSION 24 REFERENCES 26 EXECUTIVE SUMMARY Walt Disney Company has had a strong presence in the Far East since the 1930’s when Snow White and the Seven Dwarfs was shown in Shanghai theaters and with the founding of a local subsidiary in Tokyo in 1959. Today, Disney is a market leader in home based and theme park entertainment in the Asian market. The firm is currently exploring a production facility in either two of the hub cities of Tokyo and Shanghai. In this paper will review the demographics, culture, political, economic, and applied HR practices in China and Japan. China and Japan are both economic powerhouses with homogenous cultures, with distinct political and economic structures. The Chinese culture has more Confucian ideals that are more collectivist in nature, while the Japanese culture emphasis harmony and saving face communication. The Chinese manipulation of its currency and increasing dissent among workers puts the nation in higher political risk; moreover the Chinese economy is inevitably going to...
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...SEPTEMBER-OCTOBER 1 9 9 4 ness o by Peter F. Drucker ot in a very long time-not, perhaps, since the late 1940s or early 1950s-have there been as many new major management techniques as there are today: downsizing, outsourcing, total quality management, economic value analysis, benchmarking, reengineering. Each is a powerful tool. But, with the exceptions of outsourcing and reengineering, these tools are designed primarily to do differently what is already being done. They are "how to do" tools. Yet "what to do" is increasingly becoming the central challenge facing managements, especially those of big companies that have enjoyed long-term success. The story is a familiar one: a company that was a superstar only yesterday finds itself stagnating and frustrated, in trouble and, often, in a seemingly unmanageable crisis. This phenomenon is by no means confined to the United States. It has become common in Japan and Germany, the Netherlands and France, Italy and Sweden. And it occurs just as often outside business-in labor unions, government agencies, hospitals, museums, and churches. In fact, it seems even less tractable in those areas. The root cause of nearly every one of these crises is not that things are being done poorly. It is not even that the wrong things are being done. Indeed, in most cases, the tight things are being done - but fruitlessly. What accounts for this apparent paradox? The assumptions on which the organization has been built and is being run no longer fit...
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...SEPTEMBER-OCTOBER 1 9 9 4 ness o by Peter F. Drucker ot in a very long time-not, perhaps, since the late 1940s or early 1950s-have there been as many new major management techniques as there are today: downsizing, outsourcing, total quality management, economic value analysis, benchmarking, reengineering. Each is a powerful tool. But, with the exceptions of outsourcing and reengineering, these tools are designed primarily to do differently what is already being done. They are "how to do" tools. Yet "what to do" is increasingly becoming the central challenge facing managements, especially those of big companies that have enjoyed long-term success. The story is a familiar one: a company that was a superstar only yesterday finds itself stagnating and frustrated, in trouble and, often, in a seemingly unmanageable crisis. This phenomenon is by no means confined to the United States. It has become common in Japan and Germany, the Netherlands and France, Italy and Sweden. And it occurs just as often outside business-in labor unions, government agencies, hospitals, museums, and churches. In fact, it seems even less tractable in those areas. The root cause of nearly every one of these crises is not that things are being done poorly. It is not even that the wrong things are being done. Indeed, in most cases, the tight things are being done - but fruitlessly. What accounts for this apparent paradox? The assumptions on which the organization has been built and is being run no longer fit...
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...Alfaisal University College of Business Master of Business Administration Professional Program MBA 513 Managerial Economics Course Syllabus Instructor: Dr Declan McCrohan © The College of Business, Alfaisal University, 2013. The materials contained in this document may only be used during the Alfaisal University MBA Program. Except as stipulated under national and international copyright laws, no part of this document may be copied, reproduced, stored or transmitted in any form or by any means, or used for any commercial purpose without the written permission of the copyright owner. Contact Information and Class Times Instructor: | Dr Declan McCrohan | Address: | College of Business, Alfaisal University,PO Box 50927,Takhassusi StreetRiyadh 11533,Kingdom of Saudi Arabia | | Email: | dmccrohan@alfaisal.edu | | Office: | +96612157717 | Consultation hours: | To be confirmed | Office: | College of Business, male section. | Class Times: | Cohort 1: Mon 9-12 Cohort 2: Sun 6-9pm Cohort 3: Mon 6-9pm | Venue: | Alfaisal University. Please check your personal academic timetables for the classroom location. | Course Instructor Dr Declan McCrohan graduated with a PhD in Applied Economics and a Masters degree in International Trade from Victoria University in Australia. His PhD research examined the impact of overseas students’ social networks on international trade flows. Dr McCrohan has extensive...
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...INDUSTRY PROFILE Global Fast Food Reference Code: 0199-2230 Publication Date: September 2010 www.datamonitor.com Datamonitor USA 245 Fifth Avenue 4th Floor New York, NY 10016 USA t: +1 212 686 7400 f: +1 212 686 2626 e: usinfo@datamonitor.com Datamonitor Europe 119 Farringdon Road London EC1R 3DA United Kingdom t: +44 20 7551 9000 f: +44 20 7675 7500 e: eurinfo@datamonitor.com Datamonitor Middle East and North America Datamonitor PO Box 24893 Dubai, UAE t: +49 69 9754 4517 f: +49 69 9754 4900 e: datamonitormena@ datamonitor.com Datamonitor Asia Pacific Level 46, 2 Park Street Sydney, NSW 2000 Australia t: +61 2 8705 6900 f: +61 2 8705 6901 e: apinfo@datamonitor.com Global - Fast Food © Datamonitor. This profile is a licensed product and is not to be photocopied 0199 - 2230 - 2009 Page 1 EXECUTIVE SUMMARY EXECUTIVE SUMMARY Market value The global fast food market grew by 3.1% in 2009 to reach a value of $201.1 billion. Market value forecast In 2014, the global fast food market is forecast to have a value of $239.7 billion, an increase of 19.2% since 2009. Market volume The global fast food market grew by 3.9% in 2009 to reach a volume of 208.1 billion transactions. Market volume forecast In 2014, the global fast food market is forecast to have a volume of 248.7 billion transactions, an increase of 19.5% since 2009. Market segmentation I QSR is the largest segment of the global fast food market, accounting for 70.9% of the market's total...
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...Macquarie University Master of Applied Finance ------------------------------------------------- Emissions Trading ------------------------------------------------- Assignment 2 ------------------------------------------------- Onesteel Prepared by: Wayne Andrews Student number: 41712986 September 2011 Subject Number : ECFS905 Lecturer : Julian Turecek Class : Sydney P. T. Company Selection Select an ASX200 company that is expected to have a carbon exposure equal to or greater than 2% of EBITDA at a $23/t carbon price. Question 1 Determine the company’s carbon exposure, including direct (Scope 1) and indirect (Scope 2) emissions and establish that its exposure is greater than 2%. The following table summarises Onesteel’s actual and estimated for FY10, FY11 and FY12 emissions and imputed carbon cost under the currently proposed Carbon Tax, relative to reported EBITDA. Table 1 – Implied impact of carbon pricing imputed to 2010 results | Company Guidance | Fixed Price imputed for comparison | Fiscal year commencing | FY10 | FY10 | FY11 | FY12 | Carbon Price (FY10/11 theoretical) | 23.0 | 23.0 | 23.0 | 23.0 | EITE Assistance Rate | 94.5% | 94.5% | 94.5% | 94.5% | EBIT DA $Mil | 619.0 | 619.0 | 638.0 | 717.6 | Type 1 Emissions | 2.55 | 2.55 | 2.66 | 3.05 | Type 2 Emissions | 1.34 | 1.34 | 1...
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...1. Political a)Uniform of hostess: UMNO members wanted it to be more "Islamic" b)Some decisions are made by the govt (landing rights,services to certain routes,equity ownership); take the case of Subang for example, Airasia applied to use Subang as their hub, was turned down by the govt. Now the govt has allowed Firefly (a subsdiary of MAS) to operate from Subang. c)Political influence could also affect the HR policies of Airasia - recruitment and selection of staff do not necessarily be based on merits but also on the racial composition.. etc etc 2. Economics a)The rising cost of oil - impacts on operating costs b)Competition - more new low-cost airlines now c)Availability of funds - are financial institutions willing to provide financing for Airasia's investments. etc etc 3. Social a)The standards of living of people in destinations served by Airasia - they have the ability to pay for air travel b)Tastes and lifestyles of people - are they willing to fly on low-cost airlines? c)The nature of its workforce - will they be able to cope with the changes implemented in Airasia? Some of the staff are former employees of other full-service airlines; some of the old habits/norms are still with them.. etc etc 4. Technology a) Most of the bookings for Airasia is made through the internet.. The technology depends on the effectiveness of overall IT...
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