...pop star Michael Jackson put Pepsi on the leading edge of popular culture. Since then Pepsi established its pop culture strategy and use it to differentiate from the competitors. Pepsi included the most influential celebrities such as music artists, sports heroes and fashion models in its advertising. The distinctive culture of Pepsi helped the company gained huge recognition from the general public especially the targeted market. Now the maverick pop spirit has already endowed the Pepsi brand incredible high value. As always Pepsi captured the right position to convey the customized marketing idea, the refresh project leveraged the external resources as well. In 2010 Pepsi utilized its sports marketing assets. A super bowl best player was awarded the grant to support a cancer patient related project. Furthermore, Pepsi kept repeating the process in other sponsorships. Since the super bowl is the largest arena for brand advertising and the audience of super bowl is a main group of Pepsi consumer, all these sports players related projects definitely improve the image of Pepsi brand and leading the customers perception of company’s social responsible image. Moreover, the all kinds of media programs Pepsi used tailor the communication channels to the segmented markets. For instant, the social media program is designed to catch the millennials and the traditional media programs are supposed to keep the baby boomer and the current consumers. All these media programs chose the...
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... In the beginning of Nayar's 2010 article "A Maverick CEO Explains How He Persuaded His Team to leap into the Future”, he describes his appointment as President of HLC technologies as a “leap to safety.” (Nayar, 2010) It became apparent that there was something he needed to do to change the interface of this company. He began to create a vision, but knew that it would not take place without some major adjustments. Vineet formulated the” employee first, customer second approach” and took HCL to be one of the most successful IT outsourcing businesses in the world. It worked magic at HCL and the company created 34% percent revenues even at the time of turbulence (sparks.wisdomjobs.com). Key insights from his approach were: 1.) Be transparent – share information, show you have listened, be consultative 2.) Be inclusive – talk with people, ask their opinion and listen and 3.) Look for positive change when things are good (don’t wait until the first signs of trouble). Nayar's need to create a more innovative organization. HCL’s new CEO, Vineet Nayar, knew that the...
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...TE AM FL Y Mastering Apache Velocity Joseph D. Gradecki Jim Cole Wiley Publishing, Inc. Mastering Apache Velocity Joseph D. Gradecki Jim Cole Wiley Publishing, Inc. Publisher: Joe Wikert Copyeditor: Elizabeth Welch Executive Editor: Robert Elliott Compositors: Gina Rexrode and Amy Hassos Editorial Manager: Kathryn Malm Managing Editor: Vincent Kunkemueller Book Producer: Ryan Publishing Group, Inc. Copyright © 2003 by Joseph D. Gradecki and Jim Cole. All rights reserved. Published by Wiley Publishing, Inc., Indianapolis, Indiana Published simultaneously in Canada No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8700. Requests to the Publisher for permission should be addressed to the Legal Department, Wiley Publishing, Inc., 10475 Crosspoint Blvd., Indianapolis, IN 46256, (317) 572-3447, fax (317) 572-4447, E-mail: permcoordinator@wiley.com. Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations...
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...Business Intelligence Journal The Evolution of Information Management By Don Hatcher, Bill Prentice Customers today are demanding better service, lower prices, and higher quality goods. With such a volatile economy in recent years and with so many businesses competing for the same customers, it is imperative for companies to continually improve their customer service or else risk falling victim to their competitors. This is one reason why many organizations are rethinking how they do business. For years, they have accumulated valuable information as a by-product of production while failing to put it to good use. When a company knows its customers’ buying patterns, interests, and demographics, it provides a distinct competitive advantage. This knowledge has become so critical in recent years that the process of managing information has become an industry of its own. How does a company manage its strategic information assets in today’s rapidly changing business environment? What challenges arise out of that task? Are there any preventive measures that can ease the “growing pains” associated with moving from one information paradigm to the next? No matter how simple or convoluted the current information architecture is, evolving companies’ effective use of information can help them achieve a level of sustainable competitive advantage that can be measured on the bottom line. [pic] Figure 1. The Information Evolution Model and its Five Levels The Information Evolution...
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...Researching and Overcoming Cultural Barriers in a Global Market Patrick Moran SSCI210-1102A-07: Sociology American Inter-Continental University May 29, 2011 Abstract This paper is in fact a research project commissioned by the CEO of a major manufacturer of polymers in the United States. The company plans to sell to Asian and European markets as well as open up plants in Asia. The president and CEO of the company has asked that research be conducted as to how to best prepare personnel to the exposure of different cultures and how to conduct business with people of different culture. The CEO, Maverick, is concerned because many companies in the past have failed to successfully expand their businesses into foreign markets because of lack of understanding of foreign cultures. Group 4 researched the subject, and engaged in a group discussion that generated several points of view and ideas. There were many common beliefs, which will be defined, and solutions and policy recommendations will be offered in this paper. Researching and Overcoming Cultural Barriers in a Global Market Many companies are looking to foreign markets to expand their business and enlarge their market-share. Respecting laws and regulations imposed by a foreign government is the least of a company’s worries if it wishes to succeed. Standing in the way of success are cultural barriers that must be overcome, otherwise a company can expect to fail in its endeavors. Many companies have tried to establish...
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...Ricardo Semler The Brazilian CEO and best-selling author transformed his pump plant into a model of participative management, and launched his company on 14 straight years of double-digit growth. by Lawrence M. Fisher strategy + business issue 41 Won’t Take features the creative mind Photographs by Rogério Reis / Blackstar Control Semco Group Chief Executive Ricardo Semler at his impromptu office — a coffee shop near his company’s headquarters 2 features the creative mind Lawrence M. Fisher (fisher_larry@strategybusiness.com), a contributing editor to strategy+business, covered technology for the New York Times for 15 years and has written for dozens of other business publications. Mr. Fisher is based in San Francisco. 3 Like many chief executives, Ricardo Semler used to wonder what would happen to his company if he were hit by a truck. One night in February 2005, he found out — while driving 85 miles per hour on a highway in Brazil. Miraculously, he was still alive within the 20-inch pancake of crushed steel and shattered glass that remained of his car. Also miraculously, his company, Semco Group, of São Paulo, Brazil, carried on seamlessly during the months he spent lying in intensive care and recuperating from the multiple surgeries he needed to repair his broken neck and battered face. Numbers were met, deals were closed, and business continued pretty much as usual. Mr. Semler, 46, is the leading proponent and most tireless evangelist of what...
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...Ricardo Semler The Brazilian CEO and best-selling author transformed his pump plant into a model of participative management, and launched his company on 14 straight years of double-digit growth. by Lawrence M. Fisher strategy + business issue 41 Won’t Take features the creative mind Photographs by Rogério Reis / Blackstar Control Semco Group Chief Executive Ricardo Semler at his impromptu office — a coffee shop near his company’s headquarters 2 features the creative mind Lawrence M. Fisher (fisher_larry@strategybusiness.com), a contributing editor to strategy+business, covered technology for the New York Times for 15 years and has written for dozens of other business publications. Mr. Fisher is based in San Francisco. 3 Like many chief executives, Ricardo Semler used to wonder what would happen to his company if he were hit by a truck. One night in February 2005, he found out — while driving 85 miles per hour on a highway in Brazil. Miraculously, he was still alive within the 20-inch pancake of crushed steel and shattered glass that remained of his car. Also miraculously, his company, Semco Group, of São Paulo, Brazil, carried on seamlessly during the months he spent lying in intensive care and recuperating from the multiple surgeries he needed to repair his broken neck and battered face. Numbers were met, deals were closed, and business continued pretty much as usual. Mr. Semler, 46, is the leading proponent and most tireless evangelist of what...
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...Analysis of Leaders in Innovation Capella University Introduction Innovation is a term used to describe new ideas and new beginnings. One who introduced this concept to a failing organization, was an innovative leader named Vineet Nayar. In 2007, Nayar was named CEO of IT Services and Outsourcing Firm HLC Technologies. With his strategic vision and global outlook, he catapulted the then dismal firm into the leader of the organizational pack in a short amount of time. In the beginning of Nayar's 2010 article "A Maverick CEO Explains How He Persuaded His Team to leap into the Future”, he describes his appointment as President of HLC technologies as a “leap to safety.” (Nayar, 2010) It became apparent that there was something he needed to do to change the interface of this company. He began to create a vision, but knew that it would not take place without some major adjustments. When one thinks of innovation, it is a term used to described new ideas and new beginnings. One who introduced this concept to a failing organization, was an innovative leader named Vineet Nayar. In 2007, Nayar was named CEO of IT Services and Outsourcing Firm HLC Technologies. With his strategic vision and global outlook, he catapulted the then dismal firm into the leader of the organizational pack in a short amount of time. Vineet formulated the” employee first, customer second approach” and took HCL to be one of the most successful IT outsourcing businesses in the world. It worked magic at HCL and...
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...Ricardo Semler: Creating Organizational Change Through Employee Empowered Leadership Peter A. Maresco, Ph.D., Clinical Assistant Professor of Management, Sacred Heart University, Fairfield, CT Christopher C. York, J.D., Assistant Professor of Management, Sacred Heart University, Fairfield, CT 1 Through his unique leadership style, Ricardo Semler, President & CEO of Semco S.A., a Brazilian manufacturing company, has literally redefined the concept of employee empowered leadership. At 20, the youngest graduate of the Harvard Business School, Semler is known around the world for championing his employee-friendly management style. Researched from primary sources including his best selling books, Maverick: The Success Story Behind The World’s Most Unusual Workplace (1993 ) first published in 1988 as Turning the Tables, and THE SEVEN-DAY WEEKEND: Changing the Way Work Works (2004), as well as two articles he authored in the Harvard Business Review, Managing Without Managers, (1989) and Why My Employees Still Work For Me (1994), this paper provides readers with insights on how to get beyond those who say that organizations are too large and/or too bureaucratic to change. In addition, it provides concrete examples of how his company routinely ignores the rules while at the same time creating a new paradigm for creative leadership and organizational effectiveness. Overview Semco S.A., founded by Antonio Semler in 1912, was a traditionally managed industrial equipment company...
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...Ricardo Semler: Creating Organizational Change Through Employee Empowered Leadership Peter A. Maresco, Ph.D., Clinical Assistant Professor of Management, Sacred Heart University, Fairfield, CT Christopher C. York, J.D., Assistant Professor of Management, Sacred Heart University, Fairfield, CT 1 Through his unique leadership style, Ricardo Semler, President & CEO of Semco S.A., a Brazilian manufacturing company, has literally redefined the concept of employee empowered leadership. At 20, the youngest graduate of the Harvard Business School, Semler is known around the world for championing his employee-friendly management style. Researched from primary sources including his best selling books, Maverick: The Success Story Behind The World’s Most Unusual Workplace (1993 ) first published in 1988 as Turning the Tables, and THE SEVEN-DAY WEEKEND: Changing the Way Work Works (2004), as well as two articles he authored in the Harvard Business Review, Managing Without Managers, (1989) and Why My Employees Still Work For Me (1994), this paper provides readers with insights on how to get beyond those who say that organizations are too large and/or too bureaucratic to change. In addition, it provides concrete examples of how his company routinely ignores the rules while at the same time creating a new paradigm for creative leadership and organizational effectiveness. Overview Semco S.A., founded by Antonio Semler in 1912, was a traditionally managed industrial equipment company...
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...The motorist contributes to the revenue of South African (SA) by paying the following fees and taxes, annual motor licence fees, CO2 emission tax, the fuel levy (fuel tax) and toll fees when using various roads in the country. Revenue from fines are also payable when motorists are guilty of contravening the National Traffic Regulations e.g. exceeding the legal speed limit on public or national roads and carrying loads exceeding the legal carrying capacity of a vehicle. Revenue from motor vehicle licence fees A Motor vehicle licence fee is payable annually. The cost is determined by the category of the vehicle. This ranges from motorcycles to heavy passenger and goods vehicles. The category of a vehicle is based on the number of axles, and their load carry capacity. The National Road Traffic Act (NRTA) defines the category of vehicle, (Ministry of Transport, 1996). Funds generated from licence fees form a direct revenue stream to the National Treasury. This contributes to the gross annual income of the country. According to the Road Traffic Monitoring Corporation (RTMC), as of December 2010, there are 9 829 400 registered vehicles on the South Africa roads. This increase by 2,52 per cent from December 2009, with significant contributions of increase in the motorcar and bus categories and a notably decrease in the number of motorcycles. The highest per cent of motor vehicles are in Gauteng and Western Cape Province respectively. Attached are the data table and graph illustrating...
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... The Clint’s/Solly’s group has 115 stores and six distribution centres. However, the stores are much smaller than New Zealand Warehouse stores, averaging 1,100 square metres compared with The Warehouse average of 3,677 square metres. The group is hoping to gradually increase this average sales area over time. The acquisition makes good sense - both chains are similiar to The Warehouse and the group is hoping to benefit from economies of scale, whilst improving the profitability of the Australian operations by introducing the latest IT and inventory systems. It will also provide The Warehouse with a valuable opportunity for further growth and expansion. Following the acquisition, The Warehouse Group has been listed on the Australian Stock Exchange. 2001 August - The Warehouse Financial Services launched. 2002 The Warehouse celebrates its 20th birthday. 2003 June - CEO Greg Muir resigns over differences with the board on the company’s future direction. "Mr Muir's resignation came as a result of ongoing discussions in which the board and the CEO had differing philosophies regarding the direction of the company." According to Mr Muir, the split is unrelated to operational difficulties that have prompted two profit warnings this year or the retailer’s problematic Australian expansion. July - Founder, Stephen Tindall, agrees to assume the role of acting CEO while the company undertakes a search for a new Group Chief Executive. November - The...
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...Management Managing Change and Innovation Geronimo L. Jamisola II MBE-TEP PLM Learning Objectives At the end of this presentation, you should be able to answer the following questions: • What factors create the need for change? • Is change a continual or occasional process ? • How do organizations manage change and resistance to change? • What are some current issues in managing change? • How to make change successful? • What is innovation and how does it occur in organizations? • How do organizations stimulate innovation? What is Organizational Change? • Organizational Change – Any alterations in the people, structure, or technology of an organization • Characteristics of Change – Is constant yet varies in degree and direction – Produces uncertainty yet is not completely unpredictable – Creates both threats and opportunities • Managing change is an integral part of every manager’s job Forces For Change • External forces – Changing consumer needs and wants – New Governmental laws and regulations – Changing Technology – Labour markets shifts – Economic and social changes • Internal Forces – New organizational strategy – Change in composition of Workforce – New equipment – Changing Employee attitudes – Compensation and benefits Two Views of the Change Process • The Calm Waters Metaphor – Kurt Lewin: Change is a break in the organization’s equilibrium state. 3 Step Change Process (see exhibit 1): • Unfreezing the status quo • Changing to a new state • Refreezing to make...
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...Qualification | Unit number and title | Pearson BTEC Level 5 HND Diploma in Business(QCF) | UNIT 16:Managing Communications, Knowledge, and Information | Student name and ID number | Assessors name | Kamiesha Lewis H1409030 | Abraham Pius | Date issued | Completion date | Submitted on | 25thJanuary 2016 | 08th May 2016 by 5.00pm | 03 May 2016 | Internal Verifier | Dr George Panagiotou | Assignment title | Google Inc | Instructions | * An electronic copy of your assessment must be fully uploaded by the deadline date and time. * You must submit one single PDF or MS Office Word document. Any relevant images or screenshots must be included within the same MS Office Word or PDF document. * The last version you upload will be the one that is marked. Your paper will be marked if you have indicated this as your final submission. * Review the mitigating circumstances policy for information relating to extensions. * The file size must not exceed 20MB. * Answer the criteria in order, clearly indicating the pass criteria number. * Ensure that all work has been proof-read and checked prior to submission. * Ensure that the layout of your documents are in a professional format with font style Arial, font size 12 for the text, font 14 for sub heading and font 16 for main heading, line spacing 1.5 and justified. * Use the Harvard referencing system; otherwise it will be considered as plagiarised work. * Ensure that you back-up your...
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...Tarplain, B PSYCH 6401-8 Industrial/Organizational Psychology | Save a copy of your assignments: You may need to re-submit an assignment at your instructor’s request. Make sure you save your files in accessible location. | | PSYCH 6401-8 | Audrey Rabas, PhD | | | Assignment #7 | Analyze A Charismatic Leader | | | | | Academic integrity: All work submitted in each course must be your own original work. This includes all assignments, exams, term papers, and other projects required by your instructor. Knowingly submitting another person’s work as your own, without properly citing the source of the work, is considered plagiarism. This will result in an unsatisfactory grade for the work submitted or for the entire course. It may also result in academic dismissal from the University Faculty Use Only Sir Richard Charles Nicholas Branson, born July 18, 1950, is an English entrepreneur and financier (Finkle, 2011). Sir Richard Branson is the founder of Virgin Group, which is composed of more than four hundred companies (Finkle, 2011). He started his first business at the age of sixteen—which was a magazine called Student (Finkle, 2011). He set up a mail-order record company in 1970 and...
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