...all made the playoffs last season. However, so did several other teams, so why mention these three? If we look back at their road to the postseason, these three squads have a significant difference in their win-loss record when compared to all the other teams: when playing at home, their records were far better as compared to when playing on the road. Let’s take a look at the Indiana Pacers. Going into the playoffs, this team was the third seed in the Eastern Conference, a noteworthy achievement. However, when playing on the road, this team was mediocre throughout the season, ending up with a sub-500 record, 19-22 (ESPN). However, this squad seemed to sync and “click” when playing in Indianapolis, recording 30 home wins as opposed to only 11 losses, enabling them to clinch such a high seed in the playoffs. A similar pattern occurred in Golden State, seeded six due to their home record of 28-13, despite a road record of 19-22 (ESPN). The most astonishing team was the Denver Nuggets, who were also the three seed, but in the Western Conference. This squad managed to tally a whopping 38 wins at home to only three losses! With this near-perfect win-loss ratio, you must be questioning how they were not seeded number one. The answer lies in their struggle to achieve similar success while playing as the visiting team: the Nuggets had the same road record as the Pacers and Warriors, an average 19-22 (ESPN). Due to this peculiar and intriguing stat, every time these three...
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...Jeffrey Schmeltz Feature Story November 25, 2013 Rebuilding History When this season started and fans looked over to the Celtics sidelines there would be no Doc Rivers calling plays, there would be no Kevin Garnett getting his team fired up, and most historically for the first time in 15 years “The Truth”, Paul Pierce would not be leading the team. After the 2008 Championship, it was only a matter of time till this happened because of the Celtics aging stars. The team was left in shambles and the only piece that remained from the championship years was point guard Rajon Rondo, who suffered a serious knee injury the previous season. Despite Rondos setback, he was still going to have to be the star of the team. He is a proven franchise player with his improving scoring ability, 13.7 ppg in 2012-13 which was the highest of his career, and high assist totals over 11 per game the last three seasons, leading the league the last two. Ainge is already counting on Rondo to be the franchise player, and that he is a beloved player in Boston. Ainge said this to Boston Globe reporters, “Rondo is coming off and injury and I think people know how much we love Rondo. People know that Rondo is a big part of our future and that we’re not going to trade him.” Ainge called him “the centerpiece of our future.” The Celtics front office hired Butler University’s Brad Stevens as their head coach. Stevens had taken his college team to two national championships despite being only 37, which...
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...Nike Fortune 500 Company Analysis Park University MG495 Abstract This paper will discuss the successful, multi-national, athletic, and Fortune 500 company, Nike. Nike is one of the most recognized companies today and has created products and an image that companies all around the world dream to achieve. Through a straight forward mission statement that encompasses their vision, Nike is able to show how devoted they are to satisfying their customers' needs and going beyond that to ensure their customers only receive quality products and services. Nike’s extensive history, dating back to the 1950’s only adds to its impressive reputation in the athletics industry. It’s properly researched, developed and managed marketing strategy has given Nike the advantage over its competitors and has helped to ensure the company will lasts for years to come. The company was founded on the premise that it wanted to be the industry leader and develop products to help athletes perform at the highest standards. From the very begging Nike has done everything to achieve and maintain that balance and it still is the industry leader today. Nike History Bill Bowerman was a track coach for Oregon in the 1950’s. He was always seeking new ways to get a competitive advantage amongst his competitors. He tried everything from experimenting with running surface compounds, hydration, nutrition, and just about anything else you could think of to gain an advantage. He tried pitching it to all of the...
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...In the beginning… Early in 1984, Nike was a struggling shoe company. The running shoe phenomenon that has fueled their sales in previous years was slowly dying and they needed a way to revitalize and reinvent themselves in order to appeal to another segment of the market. At the same time, rookie player Michael Jordan was already endorsing several products, but Nike hoped that his appeal would generate sales. Jordan, though, had other ideas. He had always preferred Adidas or the Converse shoes endorsed by North Carolina Coach, Dean Smith, and hoped to sign on with either company. Converse, with Larry Bird and Magic Johnson on board as spokesmen, were not interested in offering a better deal than Nike, and Adidas wasn't interested at all at the time; perhaps due to Kathe Dassler's death the same year. While Jordan, himself, did not initially see the significance of Nike's offer, his agent, David Falk, saw a golden opportunity in Nike's offer to create a new line of shoes called "Air Jordans." and urged him to give Nike a chance. Really Not That Interested.. At that time, there was not a tremendous impact from a shoe endorsement, and few companies were willing to risk so much of their marketing budget to bet on one athlete to promote their products. An athlete as paid for wearing the products but little else resulted from an endorsement. It's possible that Jordan's reluctant attitude stemmed from this fact as much as his allegiance to Converse and Adidas products. Nike saw something...
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...CHAPTER ONE LIMITS, ALTERNATIVES, AND CHOICES CHAPTER OVERVIEW This chapter begins with a discussion of the meaning and importance of economics. In this first chapter, however, we will not plunge into problems and issues; instead we consider some important preliminaries. We first look at the economic perspective—how economists think about problems. Next, we examine the specific methods economists use to examine economic behavior and the economy, including distinguishing between macroeconomics and microeconomics. We then look at the economizing problem from both an individual and societal perspective. For the individual we develop the budget line, for society the production possibilities model. In our discussion of production possibilities, the concepts of opportunity costs and increasing opportunity costs, unemployment, growth, and present vs. future possibilities are all demonstrated. Finally, in the Last Word, some of the problems, limitations, and pitfalls that hinder sound economic reasoning are examined. The Appendix to Chapter 1 provides an important introduction to graphical analysis. While this will be review material for most students, for some this may be new. Instructors are strongly urged to confirm that their students understand this section before proceeding. The software supplement can provide effective remedial help for those students who are not familiar with graphical analysis, or just need a refresher. WHAT’S NEW There is a new learning objective...
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...Index ChapterNo. | Topic | Page No. | 1 | Organizations Profile | 2-22 | 2 | Literature Review 2.1 Objective s of the study 2.2 Scope of the study 2.3 Human Resource Management2.4 HRM Environment in India2.5 Recruitment | 23242425-293031-40 | 3 | 3.1 Research Methodology3.2 Data Analysis and Data Interpretation | 41-4344-59 | 4 | 4.1 Findings4.2 Limitations4.3 Suggestions4.4 Conclusion | 60606161 | 5 | Reference | 62 | 6 | Bibliography | 62 | 7 | Appendix Copy of Questionnaire | 63 | ORGANIZATIONS PROFILE "TALENT SOURCE - Recruitment Consultant” We have an excellent track record of providing appreciable service to reputed companies in India and Overseas. Our administration office is located at a strategic location in the heart of the commercial capital of India, Mumbai. We have an efficient organizational setup and satisfying service. Management Our organization is replete with highly qualified and experienced personnel with expertise of high caliber in recruitment of manpower. WE are located at actual locations all over India and keep track of all categories of skilled personnel. Why Talent Source Each time we've tried to find, along with our clients, the most suitable solutions for their personnel' needs and we're proud to say that we've never...
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...MarketLine Case Study McDonald’s Corporation Case Study Remaining relevant in a health conscious society Reference Code: ML00001-040 Publication Date: January 2012 WWW.MARKETLINEINFO.COM MARKETLINE. THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED MCDONALD’S CORPORATION CASE STUDY © MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED ML00001-040/Published 01/2012 Page | 1 OVERVIEW Catalyst McDonald's Corporation is one of the world's largest foodservice retailing chains. The company is primarily known for its burgers and fries, which it sells through more than 32,000 restaurants in 117 countries. In 2010, the company served an average of 64 million customers per day. It primarily operates in Europe, Asia Pacific, and the Americas. The company is headquartered in Oak Brook, Illinois and employs about 400,000 people. McDonald’s has been able to successfully increase revenues and profits in recent years in spite of much negative publicity and an increasingly health conscious public. This case study shows how the company has achieved these goals in a difficult trading environment. Summary McDonald’s has, to a great extent, defied recent difficult economic conditions and continued to experience strong sales and profit growth in recent years, as it has been able to attract diners with an improved and expanded product range while remaining competitive on price. McDonald’s has been the target of much criticism in recent...
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...Brand Strategy What can a brand do to stay profitable during a recession? Here are some realistic possibilities: • Add a lower-price item with fewer features to your product line. You might even launch it under a different brand name. Most companies should produce a line of products at different price points. • Add some additional value to the offer, such as free shipping or installation. • Maintain the current price but advertise heavily as to why customers should pay more for this brand. Procter & Gamble (P&G) uses this strategy with Tide, instead of cutting the price. • Change the brand’s image through a new campaign. Dove introduced its “Real Beauty” campaign in China in 2011 based on the notion that most women have real beauty—and Dove can help them realize it. • Innovate something new. Apple introduced its iPhone just before the Great Recession and caused Nokia’s market share to decline from 50 percent to 10 percent in five years. • Shift to win the low price position but maintain the brand value and promise. Insurance provider Geico sells auto insurance mainly online and, as a well-known brand, owns the low-cost position. Top Twelve Branding Keys For 2012 by Derrick Daye The 12th year of the 21st century is close upon us, bringing not just a new slate, but also a sense of significance: the very number 12 commands a lot of attention, in different ways. For product brands it’s a unit of trade – 12 units to a dozen, said to be cheaper than other...
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...511-060 Nike Football: World Cup 2010 South Africa Nike Football revenue had grown from $40 million in 1994 to more than $1 billion in 2008. In just under 15 years, it had reached a sales level that took some of its competitors over 50 years to achieve. Although not the end goal, the 2010 World Cup was another unique moment in time for Nike to create separation between the company and its competitors. Edwards knew he had to seize this opportunity and pull his team together to deliver a campaign focused on delivering innovative products and compelling consumer experiences. Creating deep consumer connections during the World Cup would be vital for fueling continued growth for Nike football in the years ahead. Football and the FIFA World Cup Some people believe football is a matter of life and death . . . I assure you, it is much more serious than that. — Bill Shankly, Scottish footballer and legendary Liverpool Manager1 Football was a game played between two teams of 11 players each, 10 field players and a goalkeeper per team. The game lasted 90 minutes, consisting of two 45-minute halves of running time. It was played with a round ball, on a rectangular grass field (often referred to as the “pitch”) with a goal on either end. Excluding the goalkeeper, the ball was controlled only with the feet, legs, torso and head (the use of hands or arms was prohibited) and the team scoring the most goals by the end of the game was the winner. Football was the most popular...
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...Best Global Brands 2013 Table of Contents JEZ Leadership is evolving. It must now be shared. CEOs, CMOs, and consumers all have the power to drive brand value. Brands are where business strategy meets reality. GINNI The New Rules of Brand Leadership 2 From Information to Intelligence 82 Best Global Brands 2013 Sector Leadership 86 BISH 10 Creative Leadership 70 Methodology 120 China’s New Brand Leaders 74 Contributors 126 Corporate Citizenship 2.0 78 MARK CHIEKO The New Rules of Brand Leadership By Jez Frampton In our globalized, hyperconnected age, one question persists in boardrooms, corner offices, business schools, and conferences all over the world: What is leadership and how has it changed in the 21st century? Driven by rapid technological advancement, the digitization of nearly everything, and the ever more intricate interdependencies of the global market, the business landscape has transformed over the past two decades. Operating in a bewildering new environment in which little is certain, the pace is quicker and the dynamics more complex. Those who lead today’s brands can no longer rely on once immutable truths or principles of leadership honored in times past. It is a new world. And as purchasing increasingly shifts from a physical experience to a virtual one and transaction-based interactions between brands and consumers shift to relationship-based interactions, new skills and sensibilities are needed. Leadership...
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...Best Global Brands 2013 Table of Contents JEZ Leadership is evolving. It must now be shared. CEOs, CMOs, and consumers all have the power to drive brand value. Brands are where business strategy meets reality. GINNI The New Rules of Brand Leadership 2 From Information to Intelligence 82 Sector Leadership Best Global Brands 2013 10 86 BISH Methodology Creative Leadership 70 120 Contributors China’s New Brand Leaders 74 126 Corporate Citizenship 2.0 78 MARK CHIEKO The New Rules of Brand Leadership By Jez Frampton In our globalized, hyperconnected age, one question persists in boardrooms, corner offices, business schools, and conferences all over the world: What is leadership and how has it changed in the 21st century? Driven by rapid technological advancement, the digitization of nearly everything, and the ever more intricate interdependencies of the global market, the business landscape has transformed over the past two decades. Operating in a bewildering new environment in which little is certain, the pace is quicker and the dynamics more complex. Those who lead today’s brands can no longer rely on once immutable truths or principles of leadership honored in times past. It is a new world. And as purchasing increasingly shifts from a physical experience to a virtual one and transaction-based interactions between brands and consumers shift to relationship-based interactions, new skills and sensibilities are needed. Leadership roles...
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...Think Strategically This page intentionally left blank T H I N K STRATEGICALLY Xavier Gimbert Associate Professor, Business Policy Department, ESADE Business School © Xavier Gimbert 2011 All rights reserved. No reproduction, copy or transmission of this publication may be made without written permission. No portion of this publication may be reproduced, copied or transmitted save with written permission or in accordance with the provisions of the Copyright, Designs and Patents Act 1988, or under the terms of any licence permitting limited copying issued by the Copyright Licensing Agency, Saffron House, 6-10 Kirby Street, London EC1N 8TS. Any person who does any unauthorized act in relation to this publication may be liable to criminal prosecution and civil claims for damages. The author has asserted his right to be identified as the author of this work in accordance with the Copyright, Designs and Patents Act 1988. First published 2011 by PALGRAVE MACMILLAN Palgrave Macmillan in the UK is an imprint of Macmillan Publishers Limited, registered in England, company number 785998, of Houndmills, Basingstoke, Hampshire RG21 6XS. Palgrave Macmillan in the US is a division of St Martin’s Press LLC, 175 Fifth Avenue, New York, NY 10010. Palgrave Macmillan is the global academic imprint of the above companies and has companies and representatives throughout the world. Palgrave® and Macmillan® are registered trademarks in the United States, the United Kingdom, Europe and...
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...American Business Law Journal Volume 45, Issue 2, 283–330, Summer 2008 The Impact of Compulsory Licensing on Foreign Direct Investment: A Collective Bargaining Approach Robert Birdn and Daniel R. Cahoynn I. INTRODUCTION The need to facilitate access to essential medicines for those with lifethreatening or fatal diseases like HIV, tuberculosis, and malaria has generated significant interest. Yet, an inevitable tension exists between the need for pharmaceutical companies to profit from their patented inventions and the desire to provide access for impoverished persons. Developing nations have attempted to resolve this tension through the issuance of patent compulsory licensesFauthorizations for government-approved generic copies1Fso that those in need of the n Assistant Professor of Business Law, School of Business, University of Connecticut. This article received the Holmes-Cardozo Award for Outstanding Submitted Conference Paper as well as the Ralph J. Bunche Best Paper Award at the Academy of Legal Studies in Business Annual Meeting, Indianapolis, IN, August 2007. Our thanks for comments and support go to Jayashree Watal, Peter Yu, Douglas Lippoldt, and the other participants at the University of Connecticut’s Center for International Business Education and Research Conference, ‘‘The Impact of Intellectual Property Rights on Innovation, Knowledge Diffusion, and Foreign Direct Investment in the Global Economy,’’ Storrs, CT, May 2007. Additional thanks to Anthony Kwasnica and...
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...GAME CHANGE OBAMA AND THE CLINTONS, MCCAIN AND PALIN, AND THE RACE OF A LIFETIME JOHN HEILEMANN AND MARK HALPERIN FOR DIANA AND KAREN Contents Cover Title Page Prologue Part I Chapter One – Her Time Chapter Two – The Alternative Chapter Three – The Ground Beneath Her Feet Chapter Four – Getting to Yes Chapter Five – The Inevitables Chapter Six – Barack in a Box Chapter Seven – “They Looooove Me!” Chapter Eight – The Turning Point Chapter Nine – The Fun Part Chapter Ten – Two For the Price of One Chapter Eleven – Fear and Loathing in the Lizard’s Thicket Chapter Twelve – Pulling Away and Falling Apart Chapter Thirteen – Obama Agonistes Chapter Fourteen – The Bitter End Game Part II Chapter Fifteen – The Maverick and His Meltdown Chapter Sixteen – Running Unopposed Chapter Seventeen – Slipping Nooses, Slaying Demons Part III Chapter Eighteen – Paris and Berlin Chapter Nineteen – The Mile-High Club Chapter Twenty – Sarahcuda Chapter Twenty-One – September Surprise Chapter Twenty-Two – Seconds in Command Chapter Twenty-Three – The Finish Line Epilogue – Together at Last Index Author’s Notes About the Authors Copyright About the Publisher Prologue BARACK OBAMA JERKED BOLT upright in bed at three o’clock in the morning. Darkness enveloped his low-rent room at the Des Moines Hampton Inn; the airport across the street was quiet in the hours before dawn. It was very late December 2007, a few days ahead of the Iowa caucuses. Obama had been sprinting flat out...
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...Advertising, Promotion, and other aspects of Integrated Marketing Communications Terence A. Shimp University of South Carolina Australia • Brazil • Japan • Korea • Mexico • Singapore • Spain • United Kingdom • United States Advertising, Promotion, & Other Aspects of Integrated Marketing Communications, 8e Terence A. Shimp Vice President of Editorial, Business: Jack W. Calhoun Vice President/Editor-in-Chief: Melissa S. Acuna Acquisitions Editor: Mike Roche Sr. Developmental Editor: Susanna C. Smart Marketing Manager: Mike Aliscad Content Project Manager: Corey Geissler Media Editor: John Rich Production Technology Analyst: Emily Gross Frontlist Buyer, Manufacturing: Diane Gibbons Production Service: PrePressPMG Sr. Art Director: Stacy Shirley Internal Designer: Chris Miller/cmiller design Cover Designer: Chris Miller/cmiller design Cover Image: Getty Images/The Image Bank Permission Aquistion Manager/Photo: Deanna Ettinger Permission Aquistion Manager/Text: Mardell Glinski Schultz © 2010, 2007 South-Western, Cengage Learning ALL RIGHTS RESERVED. No part of this work covered by the copyright hereon may be reproduced or used in any form or by any means—graphic, electronic, or mechanical, including photocopying, recording, taping, Web distribution, information storage and retrieval systems, or in any other manner—except as may be permitted by the license terms herein. For product information and technology assistance, contact us at Cengage Learning Customer &...
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