...????????? Knowledge Management ???????????? ???????????? ????????????? Many companies fail to understand how to align the Knowledge Management strategies with Knowledge Processes within an organization. An alignment between organization’s objectives and Knowledge Management should be established in order to fully utilize its knowledge resources and develop competitive strategy. As we know, Knowledge Management is the procedure, tools and techniques to gather, integrate and distribute knowledge. It includes processes involving management of knowledge creation, acquisition, storage, organization, distribution, sharing and application. To align Knowledge Management with business strategy means that it should influence each other and be aligned with each other. This includes data mining, artificial intelligence, data warehouse, and document management. Companies need to understand that there are major patterns of the Knowledge Lifecycle and that these cannot support a Business Strategy until they are aligned with each other. Knowledge strategy is aligning organizational knowledge to a defined business strategy. This approach considers Knowledge Management as processes that improves creation, sharing, and market control of knowledge assets and essential skills. Many Knowledge Management approaches focus on combined groupware tools for knowledge sharing and teamwork, and knowledge gateways to organize huge amounts of data and filter the correct information and access to...
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...INTERNATIONAL MONETARY FUND AND THE WORLD BANK Managing Public Debt: Formulating Strategies and Strengthening Institutional Capacity Prepared by the Staff of the IMF and World Bank Approved by Christopher Towe, Danny Leipziger, and Kenneth Lay March 3, 2009 Contents Page Acronyms...................................................................................................................................3 I. Introduction ............................................................................................................................5 II. The Financial Crisis: Implications for Debt Managers .........................................................6 III. Work Program Linkages ......................................................................................................7 IV. Medium-Term Debt Management Strategy.........................................................................8 A. Developing the Framework.......................................................................................8 B. The Guidance Note..................................................................................................10 C. The Cost-Risk Analytic Tool ..................................................................................11 D. Preliminary Results from Early Application of the Framework .............................13 V. Debt Management Performance Assessment (DeMPA).....................................................15 A. The DeMPA Framework........
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...Table of Contents CHAPTER 1 INTRODUCTION 4 Quality of life 4 1.1 Company Profile 9 1.1.2 Name of Company 9 1.1.3 Company History 9 1.1.4 Vision & Mission & Core value 11 1.1.5 Business Objectives 12 1.1.6 Corporate Social Responsibility (CSR) 13 1.2 Leadership Profile 14 1.3 Product Profile 16 CHAPTER 2 INDUSTRY ANALYSIS 17 2.0 Porter’s Five Forces 17 2.1 Intensity of rivalry among existing competitors 17 2.2 Threats of entry 18 2.3 Threat of substitutes 20 2.4 Bargaining power of supplier 20 2.5 Bargaining power of consumers 21 CHAPTER 3 EXTERNAL ANALYSIS 22 3.0 PEST Analysis 22 3.1 Political 22 3.2 Economic 22 3.3 Social 23 3.4 Technology 24 CHAPTER 4 COMPETITOR ANALYSIS 24 4.1 VIOR 25 4.2 GIORDANO 27 CHAPTER 5 INTERNAL ANALYSIS 28 5.1 Bases of competitive advantage 28 5.2 Organisational advantages 28 5.3 Functional/Departmental advantages 28 5.4 Inter-relationships with outside bodies 29 5.6 Financial Ratio Analysis 30 5.6.1 Profitability Ratio Analysis 30 5.6.2 Liquidity Ratio Analysis 31 5.6.3 Leverage Ratio Analysis 33 5.6.4 Activity Ratio Analysis 34 5.7 Value Chain Analysis 35 5.8 Target customer 36 5.9 SWOT 37 CHAPTER 6 STRATEGY ANALYSIS 40 Strategic Option A: S1S2S3O1 - Merger and acquisition strategy 40 RACES Evaluation: 41 Strategic Options B: S1S4T2 - Product development strategy (Defensive Strategy) 44 RACES Evaluation: 44 Strategic option C: W1W2T1 - Technology development...
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...JC PENNEY STRATEGIC MARKETING PLAN 2012: PRODUCT STRATEGY A Paper Submitted to the Graduate Faculty of the North Dakota State University of Agriculture and Applied Science By Alisha Liane Ostlund In Partial Fulfillment for the Degree of MASTER OF SCIENCE Major Department: Apparel, Design, and Hospitality Management April 2012 Fargo, North Dakota North Dakota State University Graduate School Title JC Penney Strategic Marketing Plan 2012: Product Strategy By Alisha Liane Ostlund The Supervisory Committee certifies that this disquisition complies with North Dakota State University’s regulations and meets the accepted standards for the degree of MASTER OF SCIENCE SUPERVISORY COMMITTEE: Linda Manikowske Chair Holly Bastow-Shoop Jaeha Lee Gerry Macintosh Approved: 04-24-2012 Date Holly Bastow-Shoop Department Chair ABSTRACT The JCPenney Company has undergone a transition from a value retailer to a streamlined, customer-driven retailer in order to set itself apart from its biggest competitors, Macy’s and Kohl’s. Previously, JCP was focused on general, storewide promotions. Currently, JCP has retooled their image to reflect a standard set of prices and special savings. In this exploratory look at JCP’s merchandising strategy, both previous and new methods are examined and additional steps to improve the returns on merchandising investments are offered. During this study, a detailed examination of JCP’s internal and external environments...
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...JC PENNEY STRATEGIC MARKETING PLAN 2012: PRODUCT STRATEGY A Paper Submitted to the Graduate Faculty of the North Dakota State University of Agriculture and Applied Science By Alisha Liane Ostlund In Partial Fulfillment for the Degree of MASTER OF SCIENCE Major Department: Apparel, Design, and Hospitality Management April 2012 Fargo, North Dakota North Dakota State University Graduate School Title JC Penney Strategic Marketing Plan 2012: Product Strategy By Alisha Liane Ostlund The Supervisory Committee certifies that this disquisition complies with North Dakota State University’s regulations and meets the accepted standards for the degree of MASTER OF SCIENCE SUPERVISORY COMMITTEE: Linda Manikowske Chair Holly Bastow-Shoop Jaeha Lee Gerry Macintosh Approved: 04-24-2012 Date Holly Bastow-Shoop Department Chair ABSTRACT The JCPenney Company has undergone a transition from a value retailer to a streamlined, customer-driven retailer in order to set itself apart from its biggest competitors, Macy’s and Kohl’s. Previously, JCP was focused on general, storewide promotions. Currently, JCP has retooled their image to reflect a standard set of prices and special savings. In this exploratory look at JCP’s merchandising strategy, both previous and new methods are examined and additional steps to improve the returns on merchandising investments are offered. During this study, a detailed examination of JCP’s internal and external environments has been conducted, and an analysis...
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... FORM 10-K (Mark One) x|ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934| For the fiscal year ended January 29, 2011 or ¨|TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934| For the transition period from to Commission file number 001-15274 J. C. PENNEY COMPANY, INC. (Exact name of registrant as specified in its charter) | | | Delaware| |26-0037077| (State or other jurisdiction ofincorporation or organization)| |(I.R.S. EmployerIdentification No.)| 6501 Legacy Drive, Plano, Texas 75024-3698 (Address of principal executive offices) (Zip Code) (972) 431-1000 (Registrant’s telephone number, including area code) Securities registered pursuant to Section 12(b) of the Act: | | | Title of each class| |Name of each exchange on which registered| Common Stock of 50 cents par value| |New York Stock Exchange| Preferred Stock Purchase Rights| |New York Stock Exchange| Securities registered pursuant to section 12(g) of the Act: None (Title of class) Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes x No ¨ Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or 15(d) of the Act. Yes ¨ No x Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d)...
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...TOURISM MANAGEMENT Historical Tourism: A study in Malacca, Malaysia’s Historical City Due Date: 12/12/2011 Executive summary Historical tourism is an important component of the Malaysian economy as well as a significant source of its foreign exchange revenues. Few years ago, historical tourism does not seem like an important asset toward the development of tourism industry but yet, we cannot deny that historical tourism is a contributing part to the industry and also toward the economy now. Historical sites can be used to attract tourist and to increase number of visitors. It is a potential asset to improve Malaysia’s tourism development. Strategies that can be implemented by Tourism Promotion Division of Malacca for future such as increase historic preservation awareness towards some key persons and also citizens. They can help to maintain and expand the state-wide inventory of historic properties and develop improved access and comprehension of historic property’s inventory information and also to encourage respectful utilization of historic and cultural resources as a mean to achieve compatibility with sustainable tourism and economic revitalization. In addition, governments determine to promote cooperation and understanding between participants in the historic preservation review process. It gives a view of past activities that carry out by our ancestors. It connects us with the country. Historical places of a country represent a nation’s identity where it...
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...Royal Holloway, University of London School of Management THE MANAGEMENT OF EXPATRIATES WITHIN EUROPEAN AND MIDDLE EASTERN AIRLINES By: September 2010 Supervisor: Dr. Yu Zheng This dissertation is submitted as part of the requirement for the award of the Master’s degree MSc in International Human Resource Management THE MANAGEMENT OF EXPATRIATES WITHIN EUROPEAN AND MIDDLE EASTERN AIRLINES Acknowledgements In the name of God, most gracious, most merciful. I would like to take this as an opportunity, to owe my deepest gratitude to all who have made this dissertation possible. Firstly, I am heartily thankful to my supervisor Dr.Yu Zheng for her unlimited advice, guidance and support throughout this journey. Secondly, a big Thank you to my lovely family, for their encouragement, and constant support. Thirdly, a great appreciation should not be forgotten, to my friends who have helped me during this challenging year. 2 THE MANAGEMENT OF EXPATRIATES WITHIN EUROPEAN AND MIDDLE EASTERN AIRLINES Executive Summary This research endeavours to investigate the management of international assignments in a European and a Middle Eastern airline. In-depth qualitative interviews are conducted to get a clearer picture of the motives behind sending out expatriates, the selection procedures and training programs of each airline. Also to find out the role HR department plays towards the preparation of expatriates and their adjustment...
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...Identification of Local SMEs’ Development Barriers in Food Service Industry in KSA, the Western Province (2012) Identification of Local SMEs’ Development Barriers in Food Service Industry in Kingdom of Saudi Arabia (KSA), The Western Province (2012) By/ Reham H. Al Zahrani Abstract This paper examines the actual situation of SMEs performing in local food service industry in Kingdom of Saudi Arabia (KSA). It focuses basically on critical issues that disturb the development of local SMEs. The adopted theoretical framework is SME’s vicious cycle in which all enterprise’s factors are to be investigated. The results were collected from 19 enterprises which are mainly located in the most vivid economic cities in the western province in KSA. The most crucial barriers identified in this research are labor-related issues, product quality issues, governmental issues, marketing issues, business regulation issues, financial issues, competition issues, and technological issues. Finally, the paper provides some recommendations to overcome or minimize the influence of these constraints in order to empower SMEs in Saudi restaurants industry to grow and reach their ultimate potentials. Key Words: SMEs, barriers, Saudi, KSA, Food Service Industry, Restaurants, development, growth. 1 Identification of Local SMEs’ Development Barriers in Food Service Industry in KSA, the Western Province (2012) Introduction Food service industry is one of the most active and productive industry...
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...LEARNING FROM OTHERS With the right foundationr practice makps p6~ "Googol" is a mathematical term standing for the number 1 followed by 100 zeros. That's a really big number. It's also symbolic of the reach and impact achieved by Google,a firm that is so successful its name has become a common verb. The firm's origins trace to the day when Larry Pageand SergeySrin met as students at Stanford University in California. Their conversationsled to collaboration on a searchengine they called SackRub. It became so popular on campus that they kept refining and expanding the service as they worked in Larry's dormitory room. Google Inc. began with a goal of bringing order and transparency to the information available on the Internet. Even though it hasn't stopped running, or growing, since, the goal endures. The firm's mission is: "To organize the world's information and make it universally accessible and useful." And if you want to talk about success, take a look at Google'scorporate information and follow its new initiatives in the news. What is the Google difference? How did it gain such runaway popularity? The answers start with a commitment to performance excellence Courtesy Google Inc. based on solid foundations of speed, accuracy, and ease of use. These have been the guiding performance criteria from the beginning, the basis for generating user appeal and competitive advantage for Google's products in the marketplace. Google'sbelief in people also sets it apart. Recently ranked...
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...Invest. Innovate. Inspire. For a new India. ANNUAL REPORT 2014-15 India is at the threshold of a new era of growth and opportunity. This is driven by increasing economic activity, ongoing ‘Make in India’ initiatives and a demographically well-placed, aspirational society. Reliance Industries Limited (RIL) continues to be a partner in India’s ongoing journey towards economic and social well-being, and remains committed to investing in and innovating for India. RIL is striving to meet and exceed global benchmarks in product quality and customer service with inspiring ideas and strategic investments. From the manufacturing landscape to high-growth consumer service sectors, RIL is achieving superior outcomes that facilitate India’s drive for global leadership. RIL is delivering industry-leading performance through consistent efficiency in operations and prudent configuration of assets. RIL is making sizable capital investments, focusing on technology and expanding its level of services from the hydrocarbons sector to consumer businesses. RIL innovates for existing businesses and also focuses on developing new business models to deliver g g g y significant value for its growing stakeholder fraternity. In this effort, it collaborates with o s with leading global institutions to help usher in a n era of possibilities. global new is growing o RIL’s focus is to continue growing as a respons responsible organisation, thereby e inspiring progress in...
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...Pakistan Telecommunication Company Limited 2 Annual Report 2012 Contents Company Review 4-5 Corporate Vision, Mission & Core Values 6-7 Board of Directors 8 Corporate Information 9 Awards and Achievements 10-11 The Management 12-15 Operating Highlights - Graphs 16-17 Group CEO's Message 18-35 Directors' Report 36 Composition of Board's Sub-Committees 36 Attendance of PTCL Board Members 38 Statement of Compliance with CCG 39 Auditors' Review Report to the Members Financial Statements 43 Auditors' Report to the Members 44-45 Statement of Financial Position 46 Statement of Comprehensive Income 47 Statement of Cash Flows 48 Statement of Changes in Equity 49-90 Notes to and Forming Part of the Financial Statements Consolidated Financial Statements 93 Auditors' Report to the Members 94-95 Consolidated Statement of Financial Position 96 Consolidated Statement of Comprehensive Income 97 Consolidated Statement of Cash Flows 98 Consolidated Statement of Changes in Equity 99-153 Notes to and Forming Part of the Consolidated Financial Statements Annexes 156-164 Pattern of Shareholding 165 Notice of 17th Annual General Meeting 167 Form of Proxy 3 Pakistan Telecommunication Company Limited Vision & Mission Corporate Vision To be the leading ICT service provider in the region by achieving customers’ satisfaction and maximizing shareholders’ value. Mission To achieve our vision by having: • An organizational environment that fosters professionalism, motivation...
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...Acknowledgments ix Acknowledgments This book owes a great deal to the mental energy of several generations of scholars. As an undergraduate at the University of Cape Town, Francis Wilson made me aware of the importance of migrant labour and Robin Hallett inspired me, and a generation of students, to study the African past. At the School of Oriental and African Studies in London I was fortunate enough to have David Birmingham as a thesis supervisor. I hope that some of his knowledge and understanding of Lusophone Africa has found its way into this book. I owe an equal debt to Shula Marks who, over the years, has provided me with criticism and inspiration. In the United States I learnt a great deal from ]eanne Penvenne, Marcia Wright and, especially, Leroy Vail. In Switzerland I benefitted from the friendship and assistance of Laurent Monier of the IUED in Geneva, Francois Iecquier of the University of Lausanne and Mariette Ouwerhand of the dépurtement évangélrlyue (the former Swiss Mission). In South Africa, Patricia Davison of the South African Museum introduced me to material culture and made me aware of the richness of difference; the late Monica Wilson taught me the fundamentals of anthropology and Andrew Spiegel and Robert Thornton struggled to keep me abreast of changes in the discipline; Sue Newton-King and Nigel Penn brought shafts of light from the eighteenthcentury to bear on early industrialism. Charles van Onselen laid a major part of the intellectual foundations on...
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