...the entry of the foreign retailers to the country. However, with recent developments, 100% FDI is allowed in wholesale cash and carry business and many of the global retailers are finding an opportunity to enter a potential market. To reduce the risk of being in a new territory, most of the foreign companies are trying to tie up with an Indian company to start their business in India. World's largest retailer, Walmart was not left behind in the competition and decided to use the new found opportunity efficiently. It is the first foreign retail company to enter India after 100% FDI has been allowed in the wholesale sector. Partnering with India's Bharti Enterprises, a telecom giant who aims to be a business conglomerate, Walmart's entry to the subcontinent was in style. However, the biggest retailer Walmart's entry to the wholesale business, a completely different game from its favorite retail and Bharti's lack of experience is of course, a matter of concern. This case study would help in analyzing the attempts of foreign retailers to enter the land of opportunities through different strategies, even when regulations regarding FDI restrict their moves. Apart from that the case gives an overview of the two partners, Bharti Enterprises and Walmart. Analyzing the future prospects and challenges of the joint...
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...Business Proposal Objectives: You will apply economic principles presented in Weeks One through Three in this week's assignment. Your assignment will be reviewed by your peers and by your facilitator in week five and should be revised as necessary based on feedback as the first part of the final assignment in week six. Select a new, realistic good or service for an existing industry. Write the economic analysis section of a business proposal. This will include statements about the market structure and the elasticity of demand for the good or service, based on text book principles. You need to create hypothetical data, based on similar real world products to estimate fixed and variable costs. Required Elements: * Identify market structure * Identify elasticity of the product * Include rationale for the following questions: * How will pricing relate to elasticity of your product? * How will changes in the quantity supplied as a result of your pricing decisions affect marginal cost and marginal revenue? * Besides your pricing decisions, what are your suggested nonpricing strategies? What nonpricing strategies will you use to increase barriers to entry? * How could changes in your business operations alter the mix of fixed and variable costs in line with your strategy? * No more than 1400 words * Your proposal is consistent with APA guidelines Business Proposal - Thomas Money Service, Inc. Scenario The following pages...
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...DISC 321 Submitted to: Kamran Ali Chatha Submitted by: Group 6 17110271 17110321 17110129 17110326 This case study sheds light on the value of information as Integrating Siting Systems INC (ISSI) has to make a decision on whether to conduct a test or go with a regular decisionmaking process in deciding whether to produce a standard or robust system. Our aim is to decide whether we should install the standard system, the robust system or to carry out a test that would help us make a better decision. Assumptions: 1. Cost of reputation lost in case of Faulty system is $ 100,000. 2. We have assumed that there are only two possible outcomes if the test is imperfect i.e. whatever the system turns out to be (bad or good) due to error in the test than after rectifying the error the result must be opposite. What do you recommend Ms. Scott of what decision should be taken? MS Scott is faced with a dilemma as to decide whether to opt for a more robust system alternative than the standard package or to conduct the test to study the feasibility of making such a decision. Since our test is directly dependent on the possibilities of passing of the test, the working of the systems and the feasibility/viability of the system being good or bad, our decision tree takes into account all the three possibilities and hence comes out with a suitable solution.Consequently, our decision to produce standard system without conducting the test yield the highest expected monetary...
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...Consumer Attitudes About Renewable Energy: Trends and Regional Differences Natural Marketing Institute Harleysville, Pennsylvania NREL is a national laboratory of the U.S. Department of Energy, Office of Energy Efficiency & Renewable Energy, operated by the Alliance for Sustainable Energy, LLC. Subcontract Report NREL/SR-6A20-50988 April 2011 Contract No. DE-AC36-08GO28308 Consumer Attitudes About Renewable Energy: Trends and Regional Differences Natural Marketing Institute Harleysville, Pennsylvania NREL Technical Monitors: Lori Bird and Jenny Sumner Prepared under Subcontract No. AGG-1-11880-01 NREL is a national laboratory of the U.S. Department of Energy, Office of Energy Efficiency & Renewable Energy, operated by the Alliance for Sustainable Energy, LLC. National Renewable Energy Laboratory 1617 Cole Boulevard Golden, Colorado 80401 303-275-3000 • www.nrel.gov Subcontract Report NREL/SR-6A20-50988 April 2011 Contract No. DE-AC36-08GO28308 This publication received minimal editorial review at NREL. NOTICE This report was prepared as an account of work sponsored by an agency of the United States government. Neither the United States government nor any agency thereof, nor any of their employees, makes any warranty, express or implied, or assumes any legal liability or responsibility for the accuracy, completeness, or usefulness of any information, apparatus, product, or process disclosed, or represents that its use would not infringe privately...
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...Final Draft Gender Discrimination DeVry University Gender Discrimination against Men The one question I will ask is: Why is discrimination against men left unseen or barely heard? Gender discrimination in the United States has not changed. Gender Discrimination has been a big issue for years, and it does not only affect women. This is an ongoing issue that affects the world. Gender discrimination is mostly paid attention to when a woman is being discriminated against. Though I am a woman, I care very deeply about Gender discrimination against men. The intended audience is people in the professional field of education. This includes but is not limited to professors and university administrators. My secondary audience will be intended for other men who feel they were discriminated against. The article I chose is about Gender discrimination against men. In the articles I read, I found a lot of interesting information: Christopher Niebauer was a psychology professor at Slippery Rock University in Pittsburgh, Pa in 2000. He filed a complaint against the Psychology department claiming that he had been discriminated against, because he was a male. The article also highlighted the problems that were going on in the campus offices. It also stated he was being bullied at work and basically was pushed to the side. He filed the proper complaints, and it was all ignored even down to him filing a lawsuit. (Lord, 2014) The psychology professor claimed that he filed the complaint with...
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...Sam’s Clubs GLOBAL INDUSTRY ANALYSIS - CASE STUDY Wal*Mart Stores, Inc. a presentation p 1 Sam Walton Founder of Wal*Mart Stores, , Inc. Performance of Wal*Mart 20-year average return on equity of 33% Compound average sales growth of 35% Market value = $57.5 billion $ Wal*Mart Sales per square foot $300 Industry average $210 WAL MART Background 2 Year 1988 CEO: David Glass COO: Don Soderquist How to sustain the company’s phenomenal performance? 1987 Net sales Net Income Number Of Stores Number Of Stores Discount Stores Sam’s Wholesale Clubs Supercenters 1,114 84 N.A. 1,953 419 68 15,959 628 1993 67,345 2,333 WAL MART Background 3 Number of Stores (1994) 0 500 1000 1500 2000 Hypermarkets Warehouse Clubs Warehouse Outlets Wal*Mart Stores WAL MART Background 4 Where Emerged in the U.S. g When Mid-1950s Top 10 discounters in 1962 Wal*Mart remained only The industry became more concentrated Discount store companies p operated 50 or more stores accounted for 82% CR5 (1986) 38% 62% CR5 (1993) 29% 71% WAL MART 5 Discount Retailing Discount Retailing Industry Sa ales Grow wth 30 20 10 0 25% 9% 11.2% 7% WAL MART 6 Discount Retailing Comparative Pricing Study, 1993 WAL MART 7 Discount Retailing Overall Performance of Discounters WAL MART 8 Discount Retailing Year 1945 Ben Franklin franchise store In 1950s 15 stores Year 1962 Wal*Mart Discount City store Year 1969 18...
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...of Consumer Protection Director, Bureau of Economics General Counsel Director, Office of Congressional Relations Director, Office of Public Affairs Director, Office of Policy Planning Secretary of the Commission Report Drafters and Contributors Louis Silvia, Assistant Director, Bureau of Economics David Meyer, Bureau of Economics Sarah M. Mathias, Office of General Counsel Policy Studies Michael S. Wroblewski, Assistant General Counsel Policy Studies Phillip L. Broyles, Assistant Director, Bureau of Competition J. Elizabeth Callison, Bureau of Economics Jeffrey Fischer , Bureau of Economics Nicolas J. Franczyk, Bureau of Competition Daniel E. Gaynor, Bureau of Economics Geary A. Gessler, Bureau of Economics James F. Mongoven, Bureau of Competition John H. Seesel, Associate General Counsel for Energy Christopher T. Taylor, Bureau of Economics Michael G. Vita, Assistant Director, Bureau of Economics Anthony G. Alcorn, Bureau of Economics Sarah Croake, Bureau of Competition Madeleine McChesney, Bureau of Economics Guru Raj, Bureau of Competition Natalie Shonka, Office of General Counsel Policy Studies Inquiries concerning this report should be directed to: John H. Seesel at (202) 326-2702 or jseesel@ftc.gov Sarah M. Mathias (202) 326-3254 or smathias@ftc.gov. Acknowledgments: The FTC appreciates the expertise and time contributed by Hearings participants. For all of their contributions, the FTC conveys its thanks. EXECUTIVE SUMMARY Many people...
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... Debra Maranger Menk Joshua Cregger Michael Schultz Report Prepared for: Alliance of Automobile Manufacturers 1401 Eye Street, N.W., Suite 900 Washington, DC 20005 January 2015 ©Center for Automotive Research 2015 i ACKNOWLEDGEMENTS The Center for Automotive Research (CAR) would like to thank the Alliance of Automobile Manufacturers for support of this work. This study is the result of a group effort. The authors would like to thank our colleagues at CAR for their assistance with this study, in particular, Bernard Swiecki for his assistance with organizing and conducting interviews and Yen Chen for his input and guidance on economic modeling. Additional assistance was provided by Diana Douglass, who contributed greatly to the coordination of the project and the production of this document. The authors would also like to thank the representatives from all of the companies that provided employment and compensation data to inform this study. In particular, the authors would like to thank...
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...CASE QUESTIONS: 1) Use the Force Field Analysis or the Differentiation & Integration diagnostic model from Chapter 5 in the text to explain what is happening in this case. Include the appropriate chart/table. Seen how Johnson Engine Company headquarters are in Indianapolis, Indiana and the factories are located in rural areas known for their highly educated work forces, strong work ethics, and low tax rates the Differentiation and Integration model seems to be the appropriate diagnostic for this company. Differentiation and Integration model focuses on departments or division since many departments or organizations work independently. The diagnostic model begins with a study of how much differentiation exist between the work units, high differentiated aspects exist be because of self developed organizations based on geographic dispersion, background of members and many more. Many of the managers have been employed for various years which allows me to make the assumption that they have created a culture based on their background and seen how the managers have no management education. Based on the managers practical experience of 10-25 years the culture and work ethics are very traditional. This culture was affecting the organization since new employees were quitting after 6 months of dull, monotonous work, and coercive supervisors. Part of the analysis is the integration requirements between work units. Cooperation and collaboration are required between departments...
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...KAZIAN GLOBAL SCHOOL OF BUSINESS MANAGEMENT MARKS: 80 COURSE: DBM SUBJECT: Managerial Economics N.B: 1} Attempt all the questions Name: Collan Shasmin Cotty Reference Number: KP00110-20830 ____________________________________________________________________________ Case 1: Where is the Fair Play? (Marks-16) In most countries in Europe, and primarily America, they don’t prefer the leg meat – it is waste matter for them so they look for nations where they can dump this meat. They did in the Philippines, Sri Lanka and Russia. They might deny it in the US but everybody knows that they are sitting on stocks for at least 2-3 years. They have succeeded in doing that because of their good freezing techniques. Now it’s becoming a major problem for them. They’re not used to eating leg meat and are in a fix. In the US they actually load the price of the entire chicken on the breast meat, and the rest of the bird is like a carcass to them. Due to environmental reasons they can’t dump it in the sea so they have to dump it somewhere. It can be any underdeveloped country, may be India! It’s wrong notion that supply of this meat to underdeveloped countries will be good for the consumers there. It is not. Can the Americans guarantee anything – how long will they be able to supply the chicken? How long will they supply subsidized eggs to such a large country? We could end up destroying our industry base and that will be very sad. As far as chicken is concerned, they can only supply the legs...
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...WEBSITES: DRT Cases • DRTC is the only Journal available, devoted exclusively to DRT cases. • DRTC published in monthly parts provides in full text, the most systemic access to cases by the Supreme Court, High Courts, DRAT & DRT’s. • DRTC is a current record of the latest substantive cases on the DRT Auction Sale, Bank & Customer, Banking Frauds, Cheating, Banking relating to Companies, Partner-ship, Proprietorship, Central & Financial Corporation Act, Dishonour of Cheques, Debt Laws, Embezzle-ment, Hypo-thecation. Interest Act, Selected cases under Banking Regulation Act, Negotiable Instruments Act, BIFR, AAIFR, MRTP Commissions, SEBI, SICA, State Recoveries of Dues Act and several Allied Act making this an essential reading for Practitioners, Financial Institutions, Banks, Corporate Sector wth an invaluable reference source of developments in matters related to the above topics. • Fast access to information. • Each issue contains up to 20 decisions with full text every Judgment. • Almost all reportable / non-reportable judgements, decisions delivered by Debt Recovery Appellate Tribunals and DRT’s. • Cases are clearly presented ith catch words and concise head notes summarizing the judgments clearly and accurately. • Cross – references are given to other major legal decisions delivered by the Supreme Court & various High Courts. Accurate Case Reporting of land mark case, with topical Index, Subject Index & Important Law Point and the background of the case, the judgement...
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...CASE TEACHING NOTE 8 Panera Bread Company OVERVIEW AS PANERA BREAD COMPANY HEADED INTO 2007, IT WAS CONTINUING TO SWIFTLY EXPAND ITS MARKET PRESENCE. THE COMPANY’S STRATEGIC INTENT WAS TO MAKE GREAT BREAD BROADLY AVAILABLE TO CONSUMERS ACROSS THE UNITED STATES. IT HAD OPENED 155 NEW COMPANY-OWNED AND FRANCHISED BAKERY-CAFES IN 2006, BRINGING ITS TOTAL TO 1,027 UNITS IN 36 STATES. PLANS WERE IN PLACE TO OPEN ANOTHER 170 TO180 CAFÉ LOCATIONS IN 2007 AND TO HAVE NEARLY 2,000 PANERA BREAD BAKERY-CAFÉS OPEN BY THE END OF 2010. MANAGEMENT WAS CONFIDENT THAT PANERA BREAD’S ATTRACTIVE MENU AND THE DINING AMBIANCE OF ITS BAKERY-CAFÉS PROVIDED SIGNIFICANT GROWTH OPPORTUNITY, DESPITE THE FIERCELY COMPETITIVE NATURE OF THE RESTAURANT INDUSTRY. Panera Bread competed with specialty food, casual dining and quick service restaurant retailers including national, regional and locally owned restaurants. Its closest competitors were restaurants in the so-called “fast casual” restaurant category. Fast casual restaurants filled the gap betweeen fast-food and casual, full table service dining. A fast casual restaurant provided quick-service dining (much like fast-food enterprises) but were distinguished by enticing menus, higher food quality, and more inviting dining environments; typical meal costs per guest were in the $7-$12 range. Some fast casual restaurants had limited table service and some were self-service (like fast-food establishments). Between January 1999 and December 2006...
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...July 2002 • NREL/TP-550-30769 A Literature Review of the Effects of Natural Light on Building Occupants L. Edwards and P. Torcellini National Renewable Energy Laboratory 1617 Cole Boulevard Golden, Colorado 80401-3393 NREL is a U.S. Department of Energy Laboratory Operated by Midwest Research Institute • Battelle • Bechtel Contract No. DE-AC36-99-GO10337 July 2002 • NREL/TP-550-30769 A Literature Review of the Effects of Natural Light on Building Occupants L. Edwards and P. Torcellini Prepared under Task No. BEC2.4002 National Renewable Energy Laboratory 1617 Cole Boulevard Golden, Colorado 80401-3393 NREL is a U.S. Department of Energy Laboratory Operated by Midwest Research Institute • Battelle • Bechtel Contract No. DE-AC36-99-GO10337 NOTICE This report was prepared as an account of work sponsored by an agency of the United States government. Neither the United States government nor any agency thereof, nor any of their employees, makes any warranty, express or implied, or assumes any legal liability or responsibility for the accuracy, completeness, or usefulness of any information, apparatus, product, or process disclosed, or represents that its use would not infringe privately owned rights. Reference herein to any specific commercial product, process, or service by trade name, trademark, manufacturer, or otherwise does not necessarily constitute or imply its endorsement, recommendation, or favoring by the United States...
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...hoCase study Bleu riBBon CHoColates: How Can small Businesses aDaPt to a CHanGinG environment? Dawn r. Deeter-schmelz, rosemary P. ramsey, and Jule B. Gassenheimer Bleu Ribbon Chocolates is a small regional manufacturer of high-quality chocolate that sells its products via trade accounts, corporate-owned stores, and online/mail. Historically, the company has not engaged in strategic planning, as demand was greater than manufacturing capabilities. The trend toward healthier foods and the poor economy, however, has hurt sales. The owners must determine their new strategic direction. Should they change the product line, in-source manufacturing, reduce the number of companyowned stores, increase sales to retail outlets, lay off workers, or hope the health craze ends soon and the economy turns around? Bleu Ribbon Chocolates, a small manufacturer well-known in the Midwest for producing and retailing high-quality chocolates, was at a crossroads. Historically, Bleu Ribbon Chocolates has not engaged in strategic planning. Management saw no need; everything had been going fine. In the past, demand always had been greater than what the company could produce, and geographic expansion was not a goal. Unfortunately, by 2010, the external environment had changed significantly, and the current owners of Bleu Ribbon Chocolates found they needed to determine a new strategic direction. Today, more consumers prefer healthy food products. In fact, organic products comprise 8 percent of the confectionary...
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...Chapter 4 Concentrating Solar Power Clean energy for the electric Grid Gary Gereffi and Kristen Dubay Jess Robinson and Yuber Romero Contributing CGGC researchers: by Summary Concentrating solar power (CSP), also referred to as concentrating solar thermal power, represents a powerful, clean, endless, and reliable source of energy with the capacity to entirely satisfy the present and future electricity needs of the United States. Concentrating solar power plants produce no carbon dioxide (CO2), thus reducing carbon emissions from electricity generation by approximately 600 pounds per megawatt-hour (BrightSource Energy, 2008).4 The evolution of CO2 emissions regulations, the pressure of international fossil fuel prices, and the experience, knowledge, and technological readiness amassed during several decades of CSP research have launched the technology into a new era of commercial reality. The United States and Spain have integrated CSP into their national electricity supply grids through large-scale commercial plants. Eight of the 13 biggest planned CSP projects in the world will be located in California and Arizona. The Sun Belt region of the United States, particularly the Southwest, is one of the largest areas in the world for CSP exploitation because of its abundant sunshine. In addition to generating a new clean source of energy, expansion of the industry promises to create economic opportunity for many different businesses along multiple stages of the value...
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