...document Title: Disability Law Marketing Headlines Title: Internet Advertising: 6 Mistakes to Avoid Keyword: Internet Attorney Advertising Standing out in the realm of internet advertising can be tricky, but with the majority of households having access to the internet on either a computer or a cell phone, it’s the right choice. This article will walk you through the biggest mistakes advertisers make, and how to avoid them. Title: Strategy and the Disability Law Case Keyword: Social Security Disability Law Strategy Strategy is an important part of any case, even a seemingly cut and dried disability case. This article will help you develop strategies that work. Title: SSD Law Marketing Musts Keyword: SSD Marketing For Law Practice If you want your firm to be accessible...
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...MODULE 4, ASSIGNMENT 3 August 2014 ALL STAR Foods Canada Ltd. Overview ALL STAR Foods International (ALL STAR) is a large international manufacturer of snack foods, including potato chips, nacho chips, and pretzels, that are sold under the Tasty Crunch brand name. ALL STAR has operations throughout North America and Europe, and its international head office is located in Chicago. Consolidated net sales are in excess of US$1 billion, and ALL STAR’s shares are traded publicly on the New York Stock Exchange. In Canada, ALL STAR operates through its wholly owned subsidiary, ALL STAR Foods Canada Ltd. (ASFC or the Company). ASFC has facilities located across Canada and sales in excess of CDN$150 million. Its head office is located in Toronto, Ontario. Over the past several years, ASFC’s sales have grown slowly and its financial results have been relatively weak. Consequently, ALL STAR initiated a major restructuring of ASFC at the beginning of 2010. This resulted in the replacement of almost all the senior management staff. Bruce Tate, a senior manager in ALL STAR’s operations in the United States, was appointed President of ASFC. His mandate was to double the size of the Canadian operations and to generate a pre-tax profit margin in excess of 10% within a period of five years. Management Team and Responsibilities By December 2010, Bruce and all six vice-presidents of ASFC were relatively new to the Company. An organizational chart for ASFC is presented as Appendix A. Background...
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...POSSIBILITIES IN TIMES OF GLOBALISATION Keshab Das Abstract With an impressive history of small firm development policy, in post-Independence India SMEs dominate the industrial scenario through its contribution to generation of employment and income as also tackling the problem of regional disparities. Given the imperatives of globalization, although in certain sectors strong external orientation could be observed even by the early 1980s, it is since 1991 that the small firm policy (and since late 2006, for the MSMEs, including the ‘medium’ for the first time) in India has been keenly pursuing policies that emphasize the importance of internationalization, trade and inter-dependence in the spheres of innovation, learning, market and business strategies. An examination of the performance of the small enterprises has been attempted here, underscoring the. unimpressive performance and composition of exports and the widespread efforts at SME cluster promotion without a sound regional development perspective. Despite an elaborate and dynamic policy framework, the progress of Indian SMEs continues to be hindered by some of the basic constraints as poor credit availability, low levels of technology (hence, low product quality and limited exportability) and inadequate or no basic infrastructure, both physical and economic. It is too early to assess the impact and effectiveness of a plethora of new policy measures, announced very recently. Through a brief case of the garment sector some of the...
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...European Journal of Business and Management ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) Vol 4, No.8, 2012 www.iiste.org The Role of Entrepreneurship in Economic Development: The Nigerian Perspective Dr. Mrs Ann Ogbo AGU CHIDIEBERE NWACHUKWU Dept. Of management, University of Nigeria, Enugu Campus. PMB 011 *E mail of the correspondence author: annogbo@yahoo.com brightchidi@yahoo.com Abstract The aim of the paper is to develop and analyse the contributions of entrepreneurship in the economic development through SME development in Nigeria. A total of 100 SMEs were randomly selected from a cross section of a population of all SMEs spread around some states of Nigeria and covering virtually all forms of enterprise. Participants were selected through a simple random sampling. The responses to the questionnaires were complemented with personal interviews of some SMEs operators. The responses of the participants were analyzed using the statistical package for social sciences (SPSS), which generated the frequency distributions, means, standard deviations, chi-square statistics, analyses of variance, etc of the responses. The hypotheses of this research which were tested at 0.05 level of significance using chi-square statistics hinged on identifying the greatest problem which SMEs face in Nigeria, the identification and ranking of the top ten problems or challenges of SMEs in Nigeria and the relationship between the form and nature of the business enterprise and its sources of funding...
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...European Journal of Business and Management ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) Vol 4, No.8, 2012 www.iiste.org The Role of Entrepreneurship in Economic Development: The Nigerian Perspective Dr. Mrs Ann Ogbo AGU CHIDIEBERE NWACHUKWU Dept. Of management, University of Nigeria, Enugu Campus. PMB 011 *E mail of the correspondence author: annogbo@yahoo.com brightchidi@yahoo.com Abstract The aim of the paper is to develop and analyse the contributions of entrepreneurship in the economic development through SME development in Nigeria. A total of 100 SMEs were randomly selected from a cross section of a population of all SMEs spread around some states of Nigeria and covering virtually all forms of enterprise. Participants were selected through a simple random sampling. The responses to the questionnaires were complemented with personal interviews of some SMEs operators. The responses of the participants were analyzed using the statistical package for social sciences (SPSS), which generated the frequency distributions, means, standard deviations, chi-square statistics, analyses of variance, etc of the responses. The hypotheses of this research which were tested at 0.05 level of significance using chi-square statistics hinged on identifying the greatest problem which SMEs face in Nigeria, the identification and ranking of the top ten problems or challenges of SMEs in Nigeria and the relationship between the form and nature of the business enterprise and its sources of...
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...Submitted to Md. Shakhawat Hossain Lecturer, Department of Management Studies, Faculty of Business Administration and Management Submission date: 15/12/2011 Course code: MST326 Course title: Entrepreneurship development and Business Environment Submitted by GROUP: INNOVATION Level-3, Semester-II Session: 2008-2009 Faculty of Business Administration and Management Patuakhali Science and Technology University Dumki, Patuakhali-8602 Small Scale Industries of Bangladesh: A Case study of some small scale industries A report On ATTENDANCE SHEET Level: 3, Semester: II Course code: MST326 Course title: Entrepreneurship development and Business Environment Report title: Small Scale Industries of Bangladesh: A Case study of some small scale industries Roll. No. | Reg. No. | Name | Signature | 0803019 | 01881 | Dibakar Chandra Das(GL) | | 0803001 | 01862 | Farjana Khanom | | 0803003 | 01864 | Kazi Riasat Muntahi | | 0803011 | 01873 | Kamrun Nnahar Sila | | 0803018 | 01880 | Md.Nazmul Haque | | 0803021 | 01883 | Hasnain Ahamed Asif | | 0803023 | 01885 | Md. Ali Marjan | | 0803026 | 01893 | Md. Saidur Rahman Sajib | | 0803027 | 01894 | Atia Jahan Siddiqa | | 0803037 | 01906 | Tania akter | | 0803042 | 01912 | MD.Mahbub Alam | | | | | | Accepted by: …………………..………… EVALUATION SHEET Level: 3, Semester: II Course code: MST326 Course title: Entrepreneurship development...
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...Threat of new entrants Bargaining power of suppliers Competitive rivalry Bargaining power of Buyers Threat of substitutes (1)Market Structure No. of players. Demand / Supply Market Share (2)Market Conduct (actions) Strategies Reactive/ Proactive (3)Market Performance (financial) Intra industry competition All the components of five force model have impact on these three levels of intra-industry competition Entrants 1. Economies of scale e.g, benefits associated to the bulk purchasing. 2. The high or low cost of entry, cost of latest technology 3. Ease of access to distribution channel (Ex: Sony faced in India from BPL, Videocon; Case of Castrol and Toyota ) 4. Cost advantages not always related to the size of company e.g. personal contacts or knowledge that larger companies do not know (Learning curve effects) 5. Will competitors retaliate? 6. Govt. action. 7. How important is differentiation? Entry barriers Govt. policy related (Coke, FDI in Retail ) Technology related (Steel, Thermal, Aluminium) Marketing related ( Distribution, Contacts, Differentiation ) Ex: Control, Sony could overcome the entry barrier The product categories and the entry barriers ( Cigarette as a Product category and its marketing and technology related entry barriers) Threat of Substitutes This is High where: • There is Product to Product Substitution The Power of Buyers •This is low where these are few, large players in markets. • If these are...
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...Indian Leather Industry The leather industry occupies a place of prominence in the Indian economy in view of its massive potential for employment, growth and exports. There has been an increasing emphasis on its planned development, aimed at optimum utilisation of available raw materials for maximising the returns, particularly from exports. The exports of leather and leather products gained momentum during the past two decades. There has been a phenomenal growth in exports from Rs.320 million in the year 1965-66 to Rs.69558 million in 1996-97. Indian leather industry today has attained well merited recognition in international markets besides occupying a prominent place among the top seven foreign exchange earners of the country. The leather industry has undergone a dramatic transformation from a mere exporter of raw materials in the sixties to that of value added finished products in the nineties. Policy initiatives taken by the Government of India since 1973 have been instrumental to such a transformation. In the wake of globalisation of Indian economy supported with liberalised economic and trade policies since 1991, the industry is poised for further growth to achieve greater share in the global trade. Apart from a significant foreign exchange earner, leather industry has tremendous potential for employment generation. Direct and indirect employment of the industry is around 2 million. The skilled and semi-skilled workers constitute nearly 50% of the total work...
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...Sustainability 2014, 6, 6236-6249; doi:10.3390/su6096236 OPEN ACCESS sustainability ISSN 2071-1050 www.mdpi.com/journal/sustainability Article Sustainable Fashion Supply Chain: Lessons from H&M Bin Shen Glorious Sun School of Business and Management, Donghua University, Shanghai 200051, China; E-Mail: binshen@dhu.edu.cn; Tel./Fax: +86-216-237-3621 Received: 15 July 2014; in revised form: 15 August 2014 / Accepted: 19 August 2014 / Published: 11 September 2014 Abstract: Sustainability is significantly important for fashion business due to consumers’ increasing awareness of environment. When a fashion company aims to promote sustainability, the main linkage is to develop a sustainable supply chain. This paper contributes to current knowledge of sustainable supply chain in the textile and clothing industry. We first depict the structure of sustainable fashion supply chain including eco-material preparation, sustainable manufacturing, green distribution, green retailing, and ethical consumers based on the extant literature. We study the case of the Swedish fast fashion company, H&M, which has constructed its sustainable supply chain in developing eco-materials, providing safety training, monitoring sustainable manufacturing, reducing carbon emission in distribution, and promoting eco-fashion. Moreover, based on the secondary data and analysis, we learn the lessons of H&M’s sustainable fashion supply chain from the country perspective: (1) the H&M’s sourcing...
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...changes in business strategy? Lego Company had a disappointing year in 2003 with its net sales fallen by 26 percent from DKK 11.4 billion in 2002 to DKK 8.4 million. Play material sales declined by 29 percent to DKK 7.2 billion. The underperformance of the organizations was due to misaligned supply chain, the problem was hard to find because these they grew out of the company’s core strengths, its capacity for innovation and its commitment to quality. There intricacy and attention in their product lines has resulted in various new products, disregarding the cost of innovation and misalignment of supply chain. Designers in Lego dealt with an astonishing array of suppliers approximately 11,000 suppliers more than the Boeing uses to build its aeroplane. The company has the largest injection moulding operations in the world with nearly 800 machines. But the teams operated in haphazard and changed them frequently, preventing operations from piecing together a reliable picture of demand needs, supply capabilities, and inventory levels. Knudstrop gathered a diverse group of senior executives and managers to make striking changes to the organizations downfall. The executive made many strategies to rebound and the sales, marketing, development, engineering and designers coordinated to make operational level changes. The executives paid attention to details, priorities to set clear, scope of the project and there progress. Major changes to align with the business strategies were: a) To...
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...S w 9B11M115 Abstract for promotional use only. Full version available at www.iesep.com FERRO INDUSTRIES — EXPORTING CHALLENGE IN A SMALL FIRM Dr. Justin Paul, Dr. Parul Gupta and Dr. Shruti Gupta wrote this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Richard Ivey School of Business Foundation prohibits any form of reproduction, storage or transmission without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Richard Ivey School of Business Foundation, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. Copyright © 2011, Richard Ivey School of Business Foundation Version: 2013-06-12 It was a sultry July afternoon in 2010 in New Delhi, India, as Garima Sharma was sitting in her office. As head of exports at Ferro Industries (Ferro), Sharma was trying to foresee and analyze all the possible outcomes of an important decision she had made that day. Sharma’s mind had been occupied ever since she had sent a message to Ferro client Sheikh Mohammad Al Yusuf in Saudi Arabia, conveying Ferro’s decision to release...
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...Industrial Promotion and Technology Branch TECHNOLOGY PAPER SERIES 6/05 Technology Transfer and Trade: The Toy Industry in India UNITED NATIONS INDUSTRIAL DEVELOPMENT ORGANIZATION I N D U S T R I A L P R O M OT I O N A N D T EC H N O LO GY B R A N C H Technology Transfer and Trade: The Toy Industry in India TECHNOLOGY PAPER SERIES TPS 6/05 December 2005 UNITED NATIONS INDUSTRIAL DEVELOPMENT ORGANIZATION Vienna, 2005 UNIDO Industrial Promotion and Technology Branch Technology Paper Series TPS No. 6/2005 December 2005 Technology Transfer & Trade in Toy Industry of India Copyright © 2004 by United Nations Industrial Development Organization (UNIDO) The designati ons employed and the presentation of the material in this document do not imply the expression of any opinion whatsoever on the part of the Secretariat of the United Nations Industrial Development Organization (UNIDO) concerning the legal status of any country, territory, city or area or of its authorities, or concerning the delimitation of its frontiers or boundaries. The responsibility for options expressed rests solely with the authors, and publication does not constitute an endorsement by UNIDO of the opinions expressed. This document has been produced without formal editing. The views expressed in this report do not necessarily reflect the views of the Secretariat of the United Nations Industrial Development Organization. Any indication of, or reference to, a country, institution...
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...engineering 9. centralize purchase 10. management audit 11. company analysis with ratio/fund flow 12. study of stock exchange 13. role of SEBI 14. joint venture 15. takeover 16. merger 17. marginal cost as management tool 18. product life cycle 19. media plan 20. test marketing 21. export pricing 22. role of small scale industries in developing nation 23. role of SIDBI 24. role of EXLM bank 25. study of financial institute 26. mutual fund 27. Privatization insurance, road, ports etc. 28. waste management 29. trade union movement in India 30. labour welfare scheme 31. working capital management 32. cash management / fund management 33. importance of budget 34. invisible exports 35. tourism industries 36. brand equity 37. bench marking 38. co-operative movement in Agro-product 39. marketing Agro-product 40. DOT COM company in future 41. IT Parks 42. South East Asian origin 43. FDI 44. Regional Grouping / Trade Block 45. SEZ 46. packing need 47. social forestory 48. comparative study of industries (either financial angle or marketing angle or techno angle) 49. marketing of SSI produt 50. warehousing 51. transport 52. IATA – role function 53. communication and custom service 54. universal bank 55. credit cards 56. health economics 57. Body language 58. role of financial institutions in industrial development 59. NBFC's 60. GDR's / ADR's ...
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...purchase 7. management audit 8. company analysis with ratio/fund flow 9. study of stock exchange 10. role of SEBI 11. joint venture 12. takeover 13. merger 14. marginal cost as management tool 15. product life cycle 16. media plan 17. test marketing 18. export pricing 19. role of small scale industries in developing nation 20. role of SIDBI 21. role of EXLM bank 22. study of financial institute 23. mutual fund 24. Privatization insurance, road, ports etc. 25. waste management 26. trade union movement in India 27. labour welfare scheme 28. working capital management 29. cash management / fund management 30. importance of budget 31. invisible exports 32. tourism industries 33. brand equity 34. bench marking 35. co-operative movement in Agro-product 36. marketing Agro-product 37. DOT COM company in future 38. IT Parks 39. South East Asian origin 40. FDI 41. Regional Grouping / Trade Block 42. SEZ 43. packing need 44. social forestory 45. comparative study of industries (either financial angle or marketing angle or techno angle) 46. marketing of SSI produt 47. warehousing 48. transport 49. communication and custom service 50. universal bank 51. credit cards 52. health economics 53. Body language 54. role of financial institutions in industrial development 55. NBFC's 56. GDR's / ADR's ...
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...CHAPTER ONE INTRODUCTION 1.1 THE PROBLEM AND ITS SETTING Every industry operates within two sets of constraints. Internal constraints are those problems within the organization and over which the enterprise has reasonable amount of control. Personnel problem, capacity utilization and the techniques or process of production are some of such factors. External factors could pose formidable problems to an enterprise. The problems are made more severe by the fact that these problems are caused by factors outside the competence of a given enterprise to control. Examples of such factors are government regulation, traditional or cultural values etc. The bakery industry in Nigeria has been a victim of externally imposed constraint. Hitherto, bakers depended on local millers who produced their vital raw materials, flour from imported wheat. Government banned the importation of wheat and wheat product in 1986, thereby, sending shock waves to this very well established and expanding industry. Wheat products has started to consume an unacceptable amount of the nation’s foreign exchange as the table 1.1.1 below clearly demonstrates, as well as figure 1.1.1 in page 3. Table 1.1.1 Foreign Exchange Spent on Wheat and Food Import 1981 – 1985 Import 1981 1982 1983 1984 1985 N,000 N,000 N,000 N,000 N,000 Total food 1,820,215 1,642,245 1,296,714 843,246 946,567 Wheat 159,422 79,629 255,717 243,067 327,870 C/o of total 9% 5% 20% 29% 35%` Source: Federal Office of Statistics...
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