...Knowledge transfer at BMW: how much knowledge should business units of a firm share with one another B MW is renowned as a highly innovative and technologically advanced MNC. It relies heavily on its event and exhibition (E&E) units to introduce and represent its brand to various stakeholders and consumer markets throughout the globe. At BMW, E&E units are located as sub-divisions of marketing units, and play a significant role in implementing marketing strategies and communication concerning event sponsoring, tradeshows and firm-owned events, thus representing an important part in integrating successfully marketing strategy and mix. E&E units have to balance standardization versus adaptation of marketing strategies and often form the essential corporate link between customers and the organization, and between existing internal knowledge and newly generated external knowledge. The successes of numerous new product campaigns and launches over the last three decades confirm the competence of their relatively small E&E workforce and external agencies. Although BMW's products are standardized to a large degree in all markets, E&E units in different countries and regions seem to apply different approaches to marketing those products. This case study looks at six E&E units located in Australia, China, France, Germany, Singapore, and the United Kingdom. The main objective being to obtain a deeper understanding about the nature and depth of knowledge transfers between...
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...TRAINING & DEVELOPMENT BY DR HAZEL GACHUNGA TRAINING PROCESS Today companies are taking training seriously due to the deeply held value that successful companies are the ones that take the training of their people seriously. Continuous improvement in process has meant that new technologies are being used and so people need the skills to operate these. Again skills are getting outdated very quickly because requirements are getting stringent and changing by the day. Organizations are facing fierce competition, which is accelerating the pace of change. Flatter organization structures coupled with technology help people to take on more work and greater spans of control. This structure can only be effective if the workforce is highly motivated, trained and educated. Alignment Training must be aligned with a company’s business direction and values. Training philosophy Expresses the degree of importance the company attaches to training. Training philosophy should be based on: 1) Strategic approach to training Takes a long-term view of what skills, knowledge and level of competence employees need. 2) Relevant 3) Problem – based 4) Action – action oriented 5) Continuous development Missions The training philosophy should be guided by the mission of the organization The mission should be communicated to all Example of a Training Department’s...
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...To Teach Effective Writing, Model Effective Writing ORIGINALLY PUBLISHED: JUNE 10, 2014 | UPDATED: JULY 14, 2015 * ------------------------------------------------- 8.1KSHARES * ------------------------------------------------- * ------------------------------------------------- * ------------------------------------------------- * ------------------------------------------------- I strive to teach my high school students the value of criticism, especially when it comes to improving their writing. To do so, I model how criticism continues to help me become a better writer. Earlier this year, for example, I shared a draft of one of my education feature articles, which included detailed feedback from an editor at a prominent media company. I asked my classes for advice on how to address several edits, dealing with sources, transitions, terminology, and structure. A few days later, I directed my budding writers to the much-improved final draft. This easy but worthwhile activity helped more of my students feel comfortable receiving criticism, and not view it as an affront. As a result, they improved their writing by taking the time and care to consider and respond to reader insight. I want my students to feel secure in the knowledge that nobody is beyond criticism (even their teacher), and that the bigger challenge is developing the good sense to acknowledge and successfully respond to feedback. Along those lines, I also offer the suggestions below...
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...Prepared by: Lama R. Khreiss Advanced Quantitative Methods in Business – MGT 501 Neural Network Technique Outline * Overview ………………………………………………………….……… 4 * Definition …………………………………………………4 * The Basics of Neural Networks……………………………………………5 * Major Components of an Artificial Neuron………………………………..5 * Applications of Neural Networks ……………….9 * Advantages and Disadvantages of Neural Networks……………………...12 * Example……………………………………………………………………14 * Conclusion …………………………………………………………………14 Overview One of the most crucial and dominant subjects in management studies is finding more effective tools for complicated managerial problems, and due to the advancement of computer and communication technology, tools used in management decisions have undergone a massive change. Artificial Neural Networks (ANNs) is an example, knowing that it has become a critical component of business intelligence. The below article describes the basics of neural networks as well as some work done on the application of ANNs in management sciences. Definition of a Neural Network? The simplest definition of a neural network, particularly referred to as an 'artificial' neural network (ANN), is provided by the inventor of one of the first neurocomputers, Dr. Robert Hecht-Nielsen who defines a neural network as follows: "...a computing system made up of a number of simple, highly interconnected processing elements, which process information by...
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...Tasks Complete the Learning Team Charter. Objectives/Competencies 2.1Identify the components of an effective marketing plan. 2.2Conduct a SWOT and competitive analysis. 2.3Apply the market research process in discovering and answering business questions. 2.4Apply a segmentation model to create a target market and develop a positioning statement. Learning Activities Required Reading Basic Marketing, Ch. 2 43 Reading Basic Marketing, Ch. 3 14 Reading Basic Marketing, Ch. 4 11 Reading Basic Marketing, Ch. 7 10 Reading Basic Marketing, Ch. 18 7 Discussion Favorite Brand Discussion 24 Discussion Product and Organization Selection and Approval 6 Discussion Research and Discussion 3 Video The Five Competitive Forces That Shape Strategy 1 Video Target: Inside the Bullseye 2 Video Positioning 11 Video Marketing Research and Segmentation 4 ERR Week 2 Electronic Reserve Readings Assignments ASSIGNMENT STATUS FRIENDLY NAME TITLE DUE DATE POINTS UNREAD COMMENTS Participation Week 2 Participation Due Jul 28, 11:59 PM /3 Presentation Marketing Mix Presentation Submitted /5 5 Paper Personal Branding Plan Paper Due Jul 28, 11:59 PM /5 Total Points /13 Course Progress 4.7 / 8 (58.75%) of points so far 100 points total All Assignments » Course Overview Jul 15 - Aug 18 This course develops an understanding of the complexities an organization faces in establishing and implementing marketing strategies within...
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...The fundamentals of standardizing global marketing strategy Nanda K. Viswanathan Delaware State University, Dover, Delaware, USA, and 46 Received February 2004 Revised February 2006 Accepted February 2006 Peter R. Dickson Florida International University, Miami, Florida, USA Abstract Purpose – To examine issues of standardization and adaptation in global marketing strategy and to explain the dynamics of standardization. Design/methodology/approach – This is a conceptual research paper that has been developed based on gaps in prior frameworks of standardization/adaptation. A three-factor model of standardization/adaptation of global marketing strategy was developed. The three factors include homogeneity of customer response to the marketing mix, transferability of competitive advantage, and similarities in the degree of economic freedom. Findings – The model through the use of feedback effects explains the dynamics of standardization. Research limitations/implications – Future research needs to empirically test the model. To enable empirical validation, reliable and valid measures of the three factors proposed in the model need to be developed. Additionally, the model may be used in future research to delineate the impact a variable may have on the ability of a firm to follow a standardized global marketing strategy. Practical implications – The three-factor model aids decisions relating to standardization in a global marketing context. Originality/value – The paper furthers...
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...Course Name: International Business and Marketing Instructor’s Name: Prof. Dr. Britta Bergemann E-mail: britta.bergemann@stw.de Class Time: 2.00PM – 8.00PM 1. Course Description This course looks at international business and marketing topics in theory and practice (case studies). It aims at building students’ awareness of business and marketing mix issues in the global context, and provides the tools to manage products and brands globally. 2. Overview This course offers a framework that allows students to see the big picture. After laying the foundations students will learn about the fundamentals and strategic impact of globalization on today’s business decisions, and how to position, communicate and price products globally. Along the way students will also see how companies are dealing with global marketing issues due to a wealth of case studies and examples. 3. Learning Outcomes Upon successful completion of this course, students will have acquired: An overview of international business strategies An overview of current marketing principles and practice An in-depth understanding of the concepts required for developing and managing global markets An evaluation of the changes that have occurred in the competition for global markets A deeper look at the causes of cultural differences The ability to effectively apply analytical criteria in order to evaluate opportunities of global The ability to take global marketing decisions and manage processes involved...
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...ON THE COOPERATION BETWEEN HIGHER EDUCATION INSTITUTIONS AND PUBLIC AND PRIVATE ORGANISATIONS IN EUROPE EUROPEAN COMMISSION Directorate-General for Education and Culture Directorate C: Lifelong learning: higher education and international affairs European Institute of Innovation and Technology; economic partnership Public open tender EAC/37/2009: CONTENTS CONTENTS INTRODUCTION Scope of report Introduction to UBC Elements in the UBC Ecosystem 5 5 5 5 AIMS & METHODOLOGY Introduction Objective Process for selection Basis for selection Countries considered in the selection of the cases Case study partners 7 7 7 7 8 8 9 CASE STUDIES Case study key insights Classification of countries Nature of case study Case study quick-find 10 10 12 12 13 NORTHERN Europe Case 1: SEA, Denmark Case 2: ETM, Estonia Case 3: Demola, Finland Case 4: REAP, Ireland Case 5: Mobility at UL, Latvia Case 6: CSE, Sweden Case 7: SMIL, Sweden Case 8: SPEED, UK Case 9: IDI/Digital City, UK Case 10: Acua Limited, UK 18 19 25 30 35 41 46 52 57 63 70 76 80 84 90 96 EASTERN EUROPE Case 11: GIS, Bulgaria Case 12: TTO Pécs, Hungary Case 13: The Science and Economy Project, Poland Case 14: WCTT, Poland Case 15: Q-PlanNet, Romania 75 1 © Science-to-Business Marketing Research Centre CONTENTS SOUTHERN EUROPE Case 16: MUHC, Malta Case 17: PNICube, Italy Case 18: TTO Milano, Italy Case 19: InnoCash, Spain Case 20: INNOVA, Spain Case 21: INNPACTO, Spain 102 ...
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...world-class and multi-campus college, promoting excellence in teaching and learning, serving diverse communities, and producing lifelong learners who can compete globally. • MISSION To be the premier educational institution in: providing high quality, affordable and accessible education programmes serving the needs of business, industry and the diverse campus communities and facilitating the personal and professional development of its students, faculty and staff. DEPARTMENT NAME OF COURSE COURSE CODE CREDITS PREREQUISITE REQUIRED TEXT : : : : : : Management & Entrepreneurship Principles of Marketing MKTG 205 Three (3) NONE Principles of Marketing, Thirteenth Edition by Philip Kotler; Gary Armstrong REFERENCE TEXTS : Basic Marketing by William Perreault Jr.; E. Jerome Mc Carthy; Joseph Cannon APPROVED BY : ___________________________ ________________ CHAIR DATE 1 COURSE DESCRIPTION: This is an introductory marketing course. A realistic examination of how marketing is practiced in business today will be stressed throughout. The basic approach is to view marketing as a total system of business action and not simply as understanding an assortment of fragmented functions. This course will place emphasis on the importance of understanding the customer and meeting his/her needs. A major project will be prepared by the students working in teams, which will examine the marketing function an inter-related function in a real business environment as it relates...
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...Far Asia as an emerging market still in its infant stage. Its number of retail outlets in Malaysia, Singapore, Taiwan, Beijing, Shanghai and Hong Kong are very small and comprises a mere 3% of the company's total sales. These stores were expected to be more successful in the near future. IKEA's imminent strategic expansion into this region exemplified its ambitions to dominate this emerging market. This Case Study illustrates how IKEA's ventures into China and Japan are laden with unique marketing challenges which it had not encountered before in other international markets. Read the attached case (Case Study: "IKEA: A Long March to the Far East" - Source: Oxford University Press) and answer the following questions; 1. Based on your analysis, what are the opportunities and challenges for IKEA in their market operations in (a) China; and (b) Japan? 2. Describe the market entry strategies that IKEA adopt in China and Japan respectively. 3. What are IKEA product, pricing, marketing communication and distribution decisions in the two Asian markets? To what extent these...
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...support and primary activities. Primary Activities – Design, creation and delivery of the product. They are: 1. R&D 2. Production 3. Marketing 4. Sales Support Activities – Inputs that allow the primary activities to occur 1. Information Systems 2. Logistics 3. Human Resources Global Expansion Practices 1. Expand the market for your domestic products by selling internationally (Export) • Requires a company to tap into their core competencies 2. Move production to the most efficient countries to realize location economies • Some countries have a comparative advantage of production • Transportation costs and trade barriers must not be an issue • Location Economies is the value created by finding the most competitive place to produce product, therefore adding value i. Competitive can mean cheapest or best • Creates a global value web as opposed to a value chain 3. Serve expanded markets from a single location, while recovering experience effects • Experience curve: Systematic reductions in production costs that occur over the life of a product i. A products production costs decline each time the cumulative output doubles • Learning Effects – Costs savings through learning by doing • Economies of Scale – Reduce costs by creating...
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...Talk about enterprise competence marketing way and its influencing factors Abstract: the study found that ability including the ability to transfer of marketing and sales, the ability of communication and promotion, sharing and union of three typical way;And the choice of a variety of ways is the ability to attribute and the marketing characteristics, cultural distance, relationship quality and customer value and enterprise value variables such as the result of the interaction.This recognition in theory and reveals the ways of marketing ability and choice mechanism, the ability to expand and enrich the existing marketing theory, and provides the academic development ability next marketing scale structure shape and support;At the same time the ability to formulate marketing strategy for the enterprise marketing method to provide corresponding guidance and effective selection ability. Key words: ability of marketing;Marketing way;Selection mechanism One, the introduction Existing enterprise competence theory, especially the theory of marketing ability is difficult to explain the marketing communication activities between industry enterprises in the market.Because in industrial marketing, communication between the enterprises more and more focused on the supplier's resources and capabilities, rather than the current sales of the products.For example, in the capital products trade fair, exhibitors tend to introduce to the customer from the r&d department of technical personnel...
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...Memo To: Earl Thomson and Lisa Thompson From: Shinichi Tasai Date: December 1, 2013 RE: How Thomson Greenhouse can successfully transfer the ownership to Ryan, and increase the sales by expanding market, and increase the work efficiency by restructuring the organization structure. Short-Term (Immediately to September 2010, before winter season) 1. Develop a business plan for successful business transition and expansion. 2. Start training and a succession planning for successful business transition. 3. Start building a new greenhouse. Cash payment is recommended. Med-Term (November 2010 to Three Years) 1. Hire sales personnel with an incentive plan for sales increase. Advertising is recommended. 2. Expand the market. 3. Training and recruitment should be done in winter season. Long-Term (After Three Years) 1. Complete the transition of the business ownership and continue expanding the market. Control/Feedback 1. Incentive plans should be given to non-family employees in order to avoid the lack of motivation. Commission incentives are recommended. 2. Advertising on newspaper, school board, or websites (classified, kijiji) will be the advertising channels for recruitment. Contingency 1. Bank loans for investing building are the second recommended option. 2. The structure of the business can be changed based on the demand. 3. If the demand after the expansion requires more capacity and productivity, the company should stop...
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...Developing Objectives……………………………………………………………………9 Devising Transfer of Learning…………………………………………………………...10 Designing Instruction…………………………………………………………………….11 Formulating Evaluations…………………………………………………………………13 Making Recommendations………………………………………………………………15 Format of Internship Program …………………………………………………………....16 Identifying Programming Staff…………………………………………………………..17 Budgets and Marketing…………………………………………………………………..18 Facilities………………………………………………………………………………….20 Appendices: Appendix A: Caffarella’s Interactive Model of Program Planning……………...22 Appendix B: Needs Assessment…………………………………………………23 Appendix C: Faculty Survey……………………………………………………..29 Appendix D: Student Survey…………………………………………………….30 Appendix E: List of Graduate Programs with Internship Components………….31 Appendix F: Internship Learning Agreement ……………………………………32 Appendix G: Possible Internship Sites for HALE Master’s Program…………...35 Appendix H: Sample Brochure…………………………………………………..36 Introduction The HALE master's program prepares individuals for entry-level leadership positions in postsecondary education, public agencies, and business settings. The program provides a broad understanding of educational systems from social, historical, cross-national, normative perspectives and an understanding of central issues in postsecondary teaching and learning, and a theoretical understanding of administration and leadership...
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...Introduction Activity-based costing (ABC) is a methodology of costing that recognizes activities in an organization as a whole and then allocates the cost of each activity or transaction with resources to all services and products in accordance to the actual consumption by each of the cost. This model assigns more indirect costs into the direct costs when it is being compared to conventional or traditional costing. According to CIMA (Chartered Institute of Management Accountants), ABC is a medium to approach the costing and hence monitor the activities which involves two components: • Tracing resource consumption • Costing final outputs Resources are assigned and allocated to various activities, and further these activities are allocated to cost objects based on consumption estimates that are made through analysis and trend. The latter utilize cost drivers which are assigned to attach activity costs. Aims of Model With ABC, an organization can effectively and efficiently evaluate the cost elements of all the products, activities and services. This helps a company to make decisions which can be either: • Recognize and eliminate those activities that are non profit making and lower down the prices of the ones that are priced high • Or recognize and eliminate processes that are not effective and allocate processing concepts that lead to similar product at a better output Methodology Methodology of ABC mainly focuses on the allocation of cost in management. ABC...
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