...country entered the global stage, a far change from its beginnings as a nation with expressed neutrality, it has continuously played a growing part. The United States is able to play a part in the global legal system through its large influence in foreign affairs. Considered the current hegemon, it has been able to for simplicity sake dictate through its many outlets its preference of a legal system. They have been successful in this agenda with the assistance of the powerful Department of Justice, their numerous government agencies, as well as with the influence of American economic and humanitarian programs, among others. This paper will try to explain the United States’ power and influence of the global legal system, through practices such as transgovernmentalism and positive comity as well as by such bodies as the United States Supreme Court, the Department of Justice, the State Department, and the U.S. Agency for International Development. Also investigated is the United States’ role with international bodies such as the International Criminal Court, an organization that America disagrees with and has refused to join. Some questions however remain; through its global programs and supremacy, has the United States been affected by foreign influence? Has the United States tried to stave off such attempts by nations and organizations abroad? Groups such as the International Criminal Court and non-governmental organizations, as well as foreign countries certainly...
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...The context contemporary global business environment s requires companies to keep up with the pace of rapid changes and to meet financial expectations of numerous stakeholders. However these expectations are not financial only. Growing environmental concerns, depleting natural resources, globalisation issues, political and social instability require companies to reconsider their change management practices to comply with stakeholders expectations Pharmaceutical industry is no exception. The pharmaceutical industry has strategized around market exclusivity for many years. Successful commercialization of pharmaceutical products depends on maximizing the time available for product sales before generic products entered the market. Market protection opportunities that have the greatest impact on the life cycle of the product include patents, data exclusivity, patent term litigation, and extensions associated with pediatric indications for the drug (Goodman, 2008). Drug companies, their competitors which include other pharmaceutical companies, as well as generic companies understand this, thus enabling the drug companies to maximize product sales and royalties for many years (Goodman, 2008). These factors along with a declining economy, new healthcare regulations, political influences, changes in patent law, a change of the mentality from profits first, science secondary has lead to the decline in profits for the pharmaceutical industry. Although late adaptors to the “change”, unlike...
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...Ch 9 Inventories: Additional Valuation Issues (BE1-9 &E1-6) BE9-1 Presented below is information related to Rembrant Inc's inventory. (per unit) Skis Boots parkas Historical cost $190 $106 $53 Selling price 212 145 73.75 Cost to distribute 19 8 2.50 Current replacement cost 203 105 51 Normal profit margin 32 29 21.25 Determine the following: a) the two limits to market value (i.e., the ceiling and the floor)that should be used in the lower-of-cost-market computation for risk, b) the cost amount that should be used to value the lower-of-cost-or-market comparison of boots, and c) the market amount that should be used to value parkas on the basis of the lower-of-cost-or-market. (a) Ceiling $193.00 ($212 – $19) Floor $161.00 ($212 – $19 – $32) (b) $106.00 (c) $51.00 BE 9-2 Floyd Corporation has the following four items in it ending inventory. Item Cost Replacement cost Net Realizable value(NRV) NRV- Normal PM Jokers $2,000 $2,050 $2,100 $1,600 Penguins 5,000 5,100 4,950 4,100 Riddlers 4,400 4,550 4,625 3,700 Scarecrows 3,200 2,990 3,830 3,070 Determine the final lower-cost-or-market inventory value for each item. Item | | Cost | | Designated Market | | LCM | Jokers | | $2,000 | | $2,050 | | $2,000 | Penguins | | 5,000 | | 4,950 | | 4,950 | Riddlers | | 4,400 | | 4,550 | | 4,400 | Scarecrows | | 3,200 | | 3,070 | | 3...
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...5DD Tel 020 7074 3200 Fax 020 7074 3201 Email enquiries@nhsconfed.org www.nhsconfed.org Disclaimer All views and opinions in this publication are those of the author and are not the authorised views or opinions of the NHS Confederation. The NHS Confederation shall not be liable for any indirect, special, consequential, or incidental damages or defamation arising from any views, opinions or information contained within this publication. Registered Charity no. 1090329 Published by the NHS Confederation © NHS Confederation 2006 ISBN 1 85947 127 7 Ref: BOK 56701 Acknowledgements This report was written by: Daniel Jones and Alan Mitchell, Lean Enterprise Academy UK with David Ben-Tovim, Flinders Medical Centre, Australia David Fillingham, Bolton Hospitals NHS Trust, UK Carol Makin, Wirral NHS Trust, UK Kate Silvester, National Osprey Coach, UK David Brunt, Lean Enterprise Academy, UK Ian Glenday, Lean Enterprise Academy, UK Versions of this report are available that provide greater accessibility for those with a visual impairment. For more information please contact our publications team on 0870 444 5841....
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...Introduction Great managers have some characters in common which can be learnt by upcoming and young managers through simulation, that is, the imitation of the leadership styles of great managers to achieve results. Some criteria is required which is predictable from the simple aggregation of individual characteristics of the agents (Gilbert, 1996). If novices can painstakingly learn from and imitate characters of experts, they will surely develop their skills. Managing a team with more than two people is not an easy task because of the fact that sub-teams will emerge from the bigger team and this existence of smaller teams in a team have its challenges and opportunities if well managed. Nobody is an island on his or her own and projects are easier to execute where there is more than one collaborators, especially with mutual understanding and team spirit. Synergy is the factor that helps teams to do what individual members will not do. The whole team performance is more than the sum of the perormances of individual members of the team. This is due to the geling of the team members and the dynamism therein. Great leaders have exhibited different kinds of leadership styles. All these leadership styles are beneficial depending on how they are used. Great leaders are visionary people who are able to achieve results using people. They exhibits authority in themselves and exhume confidence in their team members. Circustances make men, just as much as men make circumstances (Marx...
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...Crina O. Tarasi, Ruth N. Bolton, Michael D. Hutt, & Beth A. Walker Balancing Risk and Return in a Customer Portfolio Marketing managers can increase shareholder value by structuring a customer portfolio to reduce the vulnerability and volatility of cash flows. This article demonstrates how financial portfolio theory provides an organizing framework for (1) diagnosing the variability in a customer portfolio, (2) assessing the complementarity/similarity of market segments, (3) exploring market segment weights in an optimized portfolio, and (4) isolating the reward on variability that individual customers or segments provide. Using a seven-year series of customer data from a large business-to-business firm, the authors demonstrate how market segments can be characterized in terms of risk and return. Next, they identify the firm’s efficient portfolio and test it against (1) its current portfolio and (2) a hypothetical profit maximization portfolio. Then, using forward- and back-testing, the authors show that the efficient portfolio has consistently lower variability than the existing customer mix and the profit maximization portfolio. The authors provide guidelines for incorporating a risk overlay into established customer management frameworks. The approach is especially well suited for business-to-business firms that serve market segments drawn from diverse sectors of the economy. Keywords: customer portfolio management, market-based assets, financial portfolio theory, return...
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...The new restaurant in london city Marketing skill and Entrepreneurship Assignment Submitted by: Darpan Shrestha ID: C0420BSBS0213 Submitted to Dr. Rajendra Kumar & Dr Lawernce Akwetey Submitted on 19/04/2013 Table of Contents Task 1 4 1. Introduction 4 2. Effectuation 4 3.Causation 5 4. Theory of effectuation 5 5. Conclusion 6 Task 2 8 1 Introduction: 8 2. Business description 8 2.1 Overview 8 2.2 Opening hours 8 2.3 Atmosphere 8 2.4 Product and services 8 2.5 Mission statement: 10 2.6 Our Goal: 10 2.7 Purpose: 10 2.8 Objectives 10 3. Start up Summary 10 4. Market Analysis 10 4.2 Market Analysis Summary 11 4.2.1 Size Selection: 11 4.2.2 Variety: 11 4.2.3 Price 11 4.3 Market segmentation 11 4.3.1 The business people: 11 4.3.2 Local People: 11 4.3.3 Family: 11 4.3.4 Tourist: 11 5. Target Market 12 5.1 Target market segment strategy 13 5.2 Market Needs 13 6. Service Business analysis 13 7. Market Analysis Summary 13 7.0.1 Competitive Edge: 14 7.0.2 Main Competitors: 14 7.1 Marketing Strategy 14 7.2 Marketing Program 14 7.2.1 In store marketing program 14 7.3 Promotion and publicity 15 8. Sales Strategy: 15 8.1 Sales Forecast: 16 9. Management Summary 17 9.1 Personnel plan 18 9.2 Kitchen 18 9.3 Restaurant Operation 18 10. Financial Plan 18 10.1 Financial format 18 10.1.1 Assumption: 19 10.1.2 Business growth 19 10.1.3 Estimated Weekly Sales 19 10.1.4 Estimated Seasonal...
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...Management, H-18023 declares that all the content in this project has been "The result of my own research and at places where the information has been" Copied from a particular site, book, journal or pamphlet. I Declare That I Have Committed No Such piracy "any step taken which is against the academic rules of IHM-A and The University of Huddersfeild. Anamika.C(H-18023) Page 3 Corporate Governance Table of Content Serial Number 1 2 3 4 5 6 7 Chapter One-TATA Company Profile Chapter Two-IHCL Company Profile Chapter Three-IHCL and Corporate Governance Chapter Four- Prologue to Corporate Governance Chapter Five-Case Study Analysis on Tyco International Limited Chapter Six-Conclusion Bibliography Particulars Page Number 5-8 8-9 9-11 11-15 15-17 18 19-20 Anamika.C(H-18023) Page 4 Corporate Governance Chapter One TATA Company Profile The Tata Group is an Indian multinational company founded in the year 1868 by Jamsetji Tata who was then inspired by the spirit of nationalism and wanted to establish a company operated by Indians and for Indians. This...
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...read about in this book, including the basic overarching notion that businesses would be well served to know absolutely everything about their best customers, are derived in some way from the ideas of Wunderman, who understood long before anyone else the value of keeping records (frighteningly detailed records, actually) about customer buying habits. What is new, however, is the competitive landscape and the incredibly demanding world in which you and your company are doing business. Today, more than ever before, many companies need customer centricity. They need it to compete in the short term and thrive in the long term. Discussion Companies that will enjoy the most success in the years and decades to come will be the companies that dedicate the resources necessary to not only understand their most loyal and committed customers, but also make the effort to then serve these valuable customers-and serve them in a way that will not only make them feel special but also maximize their value to the company....
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...Retailing in the 21st Century Manfred Krafft ´ Murali K. Mantrala (Editors) Retailing in the 21st Century Current and Future Trends With 79 Figures and 32 Tables 12 Professor Dr. Manfred Krafft University of Muenster Institute of Marketing Am Stadtgraben 13±15 48143 Muenster Germany mkrafft@uni-muenster.de Professor Murali K. Mantrala, PhD University of Missouri ± Columbia College of Business 438 Cornell Hall Columbia, MO 65211 USA mantralam@missouri.edu ISBN-10 3-540-28399-4 Springer Berlin Heidelberg New York ISBN-13 978-3-540-28399-7 Springer Berlin Heidelberg New York Cataloging-in-Publication Data Library of Congress Control Number: 2005932316 This work is subject to copyright. All rights are reserved, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilm or in any other way, and storage in data banks. Duplication of this publication or parts thereof is permitted only under the provisions of the German Copyright Law of September 9, 1965, in its current version, and permission for use must always be obtained from Springer-Verlag. Violations are liable for prosecution under the German Copyright Law. Springer is a part of Springer Science+Business Media springeronline.com ° Springer Berlin ´ Heidelberg 2006 Printed in Germany The use of general descriptive names, registered names, trademarks, etc. in this publication does not...
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...Chapter: 1 Introduction: The recent wave of business scandal and ethical lapses have heightened people, press, and investor security of companies, creating demand for a corporate culture of integrity driven performance and a new corporate transparency. Management and boards now feel compelled to ensure that proper governance processes are in place to protect corporate reputation, brand image and share holder value. According to Pricewaterhouse Cooper’s 8th Annual global CEO survey (Dec 2004), 50% of retail industry CEOs believe that there is a strong relationship among all elements of GRC (governance, risk and compliance) and that effective governance can be a value driver and a benefit versus a cost, to their companies. Effective corporate governance requires management and board involvement, accountability, embracing the processes, compliance, and structure required to direct and manage the affairs of a corporation. Its overall goal is to ensure the financial viability to the enterprise and enhance share holder value. For the retail and customer industry, globalization, which entails multinational operations, various financial reporting systems, and complex supply chain with wholesalers, distributors, and multiple types of retailers, not to mention multiple brand portfolios, and various types of outlets, provides significant rationales for management and boards to develop an effective GRC program. Successful corporate governance depends largely on trade-off among the various...
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...Journal of Economic Literature 2010, 48:4, 935–963 http:www.aeaweb.org/articles.php?doi=10.1257/jel.48.4.935 Quality Disclosure and Certification: Theory and Practice David Dranove and Ginger Zhe Jin* This essay reviews the theoretical and empirical literature on quality disclosure and certification. After comparing quality disclosure with other quality assurance mechanisms and describing a brief history of quality disclosure, we address two sets of theoretical issues. First, why don’t sellers voluntarily disclose through a process of “unraveling” and, given the lack of unraveling, is it desirable to mandate seller disclosure? Second, when we rely on certifiers to act as the intermediary of quality disclosure, do certifiers necessarily report unbiased and accurate information? We further review empirical evidence on these issues, with a particular focus on healthcare, education, and finance. The empirical review covers quality measurement, the effect of third-party disclosure on consumer choice and seller behavior, as well as the economics of certifiers. ( JEL D18, K32, L15, M31) 1. Introduction A young couple expecting their first child might consult healthgrades.com hospital rankings to help choose where to deliver their baby. A year later, the couple decides they need an SUV and consults performance specifications provided by manufacturers and reads Consumer Reports to learn about reliability. Soon thereafter, the couple ...
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...Legal Ethical Operational Legal Ethical Operational Legal Ethical Operational Legal Ethical Operational Legal Ethical Operational Legal Ethical Operational Legal Ethical Operational Legal Ethical Operational Legal Ethical Operational Legal Ethical Operational Legal Ethical Operational Legal Ethical Operational Legal Ethical Operational Legal Ethical Operational Legal Ethical Operational Legal Ethical Operational Legal Ethical Operational Legal Ethical Operational Legal Ethical Operational Legal Ethical Operational Legal Ethical Operational Legal Ethical Operational Legal Ethical Operational Legal Ethical Operational Legal Ethical Operational Legal Ethical Operational Legal Ethical Operational Legal Ethical Operational Legal, Ethical and Operational Issues P3 Ben Bush | Contents: * ------------------------------------------------- INTRODUCTION 2 ------------------------------------------------- LEGAL ISSUES 3 * Data Protection Act 1998 3 * Freedom of Information 2000 ...
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...Chapter 2 Corporate Social Responsibility, Corporate Governance and Corporate Regulation 2.1 Introduction CSR is increasingly an essential issue for companies.1 It is a complex and multidimensional organisational phenomenon that is understood as the scope for which, and the ways in which, an organisation is consciously responsible for its actions and non-actions and their impact on its stakeholders. It represents not just a change to the commercial setting in which individual companies operates, but also a pragmatic response of a company to its consumers and society.2 It is increasingly being understood as a means by which companies may endeavour to achieve a balance between their efforts to generate profits and the societies that they impact in these efforts.3 This chapter discusses these issues. First, it describes CSR and its core principles. Second, it describes CG and narrates CG’s convergence with CSR. Third, it highlights how different economies are incorporating CSR notions in their corporate regulation. 1 Jeremy Moon and David Vogel, ‘Corporate Social Responsibility, Government, and Civil Society’ in Andrew Crane et al. (eds), Oxford Handbook of Corporate Social Responsibility (2008) 303; David Vogel, The Market for Virtue: The Potential and Limits of Corporate Social Responsibility (2005); Nada K Kakabadse, Cecile Rozuel and Linda Lee-Davies, ‘Corporate Social Responsibility and Stakeholder Approach: A Conceptual Review’ (2005) 1(4) International ...
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...John Van Reenen. All rights reserved. Short sections of text, not to exceed two paragraphs, may be quoted without explicit permission provided that full credit, including © notice, is given to the source. Human Resource Management and Productivity Nicholas Bloom and John Van Reenen NBER Working Paper No. 16019 May 2010 JEL No. L2,M2,O32,O33 ABSTRACT In this handbook of labor economics chapter we examine the relationship between Human Resource Management (HRM) and productivity. HRM includes incentive pay (individual and group) as well as many non-pay aspects of the employment relationship such as matching (hiring and firing) and work organization (e.g. teams, autonomy). We place HRM more generally within the literature on management practices and productivity. We start with some...
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