...for your professional development. Specially designed for you, this guide provides detailed descriptions of all components of the CMA Strategic Leadership Program, at the end of which all conditions for obtaining the CPA designation should be fulfilled. This guide is an essential tool that you should read carefully since it outlines all of the rules governing the Program. These rules are intended to ensure, on the one hand, that all candidates master the skills necessary to practice the profession and, on the other hand, that everyone is treated equally. It is in this spirit that the moderators, correctors and staff of the Order make sure that they are respected. Note: Wherever there is a difference in interpretation, the French version of this Guide will prevail over the English version. o Happy reading! 2 2013-2014 Candidate’s Guide Table of contents Note to Readers Chapter 1 CMA Strategic Leadership Program (SLP) 1.1 1.2 SLP objectives and basics The SLP in steps 1.2.1 Phase 1 - Development 1.2.1.1 Learning activities 1.2.2 Case Examination 1.2.3 Phase 2 - Application 1.2.4 Report to the Board 1.2.5 Practical experience Evaluation methods for learning activities and national examinations 1.3.1 Evaluation of learning activities 1.3.2 Evaluation of the national examinations SLP management rules 1.4.1 Educational material and SLP Site 1.4.2 Attendance at interactive sessions 1.4.2.1 Lateness or absences of less than three hours 1.4.2.2 Absences of three hours...
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...THE IMPLEMENTATION OF NADLER-TUSHMAN CONGRUENCE MODEL TO ASSESS AN ORGANIZATIONS OUTPUT CASE: OUTPUTS DIAGNOSIS, SLP: TIME WARP 3 TRIDENT UNIVERSITY INTERNATIONAL AVIE MARIE JOHNSTONE MBA INTEGRATIVE PROJECT BUS 599 MODULE 4 SESSION LONG PROJECT PROFESSOR JEFFREY ROALD SNIDER MAY 20, 2013 Abstract Continuing the work and analysis begun in the first three SLPs, we again project ourselves back in time to the year 2012. I am in responsible for decisions on product development and pricing for the next four years for our line of tablets. I will show the score, financials and market data at the end of the four year period from my previous time discussions. Finally we can make a detailed discussion and analysis of the data using CVP analysis, and will explain why I recommend specific pricing and research and development (R&D) costs for the next four year period. The Clipboard Tablet Company is...
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...Trident University International Willie Bates Module 2 SLP ITM524: Foundations of Information Technology Management Dr. Mina Richards Introduction One of the most significant paradigm shifts of modern business management is that individual businesses no longer compete as solely autonomous entities, but rather as supply chains (Drucker, 1998). Business management has entered the era of competition. Instead of brand versus brand or store versus store, it is now suppliers—brand—store versus suppliers—brand—store, or supply chain versus supply chain (Bowersox, 1997). Besides responding to the needs of customers, organizations must decide how to manage relationships with supplies and distributors to obtain access to the resources they provide (Gattorna, 1998). Supply Chain management is the integration of key business process from end user to original supplier that provides product services and information that is priceless for customers and for every stakeholder. Supply chain management is not just acquisition and logistical support. Supply chain management encompasses the eight functions of business management. This paper will demonstrate how communication, inventory accuracy, and cloud networking are needed to sustain supply chain management in the future. Case Background 1. What did you do in the simulation? 2. What activities did you engage in? 3. What did you learn about what's going on...
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...MKT501 Strategic Marketing Module 2: SLP, Product Management & Situation Analysis Dr. Ronald Zallocco Trident University Constance E. St Julien-Mims August13, 2015 Iphone 7 by Apple Inc. U.S 2 Product Plan for iPhone 7 by Apple INTRODUC TION I have selected Apple’s needs to increase its market share for iPhone 7 for my SLP topic because it is a company that has designed top quality media products successfully. Apple has designed Mac, which is the best personal computer in the world along with OSX, iLife, iWork and professional software. Apple also leads the digital music revolution with its iPod and iTunes online store and has reinvented the mobile phone with its revolutionary iPhone and App store. It’s invention of the ipad is defining the future of mobile media and computing devices (Apple, 2012: n.d). Apple's Product Development Apple may release its next iPhone on September 25, according to the blog Mobile News, which claims to have obtained an internal staff email sent to employees of the British carrier Vodafone. The email reportedly outlined launch plans for the next iPhone, saying the phone would be released on September 25 with preorders starting September 18. Apple has always released the previous iphone in September in the past, but there's no telling exactly when the iphone 7 will be available. Even if Mobile News' email is legitimate, there's no evidence to prove that Vodafone has any knowledge of Apple's iPhone launch...
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...TUI University Paul A. Krasulski Module 1 SLP: Segmentation, Targeting and Positioning SLP Branded Product: Apple iPhone 4S MKT 501: Strategic Marketing Dr. Francisca Nkadi July 23, 2012 Abstract Purpose: the purpose of this paper is to identify a branded product or service to be examined through the session; examining elements of consumer behavior as they relate to market segmentation, targeting, and positioning for it. This paper, and subsequent papers, will lead to a SWOT marketing analysis of the chosen branded product. Methodology/approach: the branded product for this paper will be Apple’s iPhone4S. Data to be covered in this first paper will include the following: Product/Brand Analyzed Corporate Background Market/Industry Analysis and Competition Market Segmentation and Target Marketing Relevant External Factors Module 1 SWOT Analysis Findings: Apple is a leader in sales and production in US Markets; with products that appeal across target markets. iPhone 4S sales have eclipsed internal Apple brands, as well as other smartphone companies in the U.S. market. Recent sales dominance, however, has not established an industry lead. Samsung, in partnership with Google’s Android Operating system, owns the global marketplace with something like 21% of total market share. Apple faces both technological and political challenges in the largest smartphone market, China, as it is unable to establish a partnership with the largest carriers there due to non-4G/LTE...
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...TUI University MKT501 - Strategic Marketing Module 5 SLP Dr. Darlene Jaffke INTRODUCTION Wal-Mart Stores, Inc. The company I choose to write about is Wal-Mart Stores Inc. Wal-Mart Stores, Inc. is an American public corporation that runs a chain of large, discount department stores. It is the world’s largest public corporation by revenue. Wal-Mart is a household word in the U.S., but it is quickly becoming a well-noted name in the international realm. Wal-Mart is one of the leading multinational and multibillion dollar companies in the US for most sale and most employees. They focus on low prices and making sure everyone is treated like family. The Wal-Mart story began in 1962, when Sam Walton opened the company’s first discount store in Rogers, Ark. Five years later, there were 24 Wal-Mart stores in Arkansas ringing up $12.6 million in sales. Wal-Mart employed 1,500 Associates working in 38 stores, with sales of $44.2 million. In 1970, Wal-Mart also began selling shares over the counter as a publicly held company. In 1991, Wal-Mart became an international company when they opened a Sam’s Club near Mexico and Wal-Mart international was created. By the year, 2006 Wal-Mart weekly customers had grown to more that 176 million around the world with 6,779 locations. Wal-Mart has had records sales of over $345 billion. Wal-Mart increased its ownership stake in Seiyu in Japan to 53 percent and its ownership of Carhco to 51 percent renaming the company Wal-Mart Central America. While...
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...PRODUCTION MANAGEMENT 1. Define production: According to Elwood Butta “production is a process by which goods or services are created”. Production involves the step by step convertion of one form of material into another through chemical or mechanical process with a view to enhance the utility of the product or services. 2. Characteristics features of production system? 1. Production is an organized activity. 2. The system transforms the various inputs into useful outputs. 3. Production system does not operate in isolation from the other organizational systems. 4. There exists a feed back about the activities which is essential to control and improve system proformation. 3. Define production management: “Production management deals with the decision making related to production process of that the resulting goods and service is produced according to specifications in the amounts and at the scheduled demanded and at minimum cost” – Elwood Butta. 4. What are the difference between production management and operation management? 1. 2. 3. 4. 5. Production mgmt It is concerned with manufacturing Out put is tangible In this, job useless labour and more equipment There is no customer participation 1. 2. 3. 4. Operation mgmt It is concerned with services Output is intangible In this, job use more labour and less equipment Frequent customer participation What are the functions of production mgmt? 1. Production planning 2. Production control 1 3. Factory building 4. Provision...
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...Leadership Development Seminars and ECQ-based Readings The success or failure of any endeavor depends on leadership. Now, more than ever before, we need leaders in our organizations and in our world. Great leaders create and communicate a vision and move people into action to achieve it. They ignite our passion and inspire us to do our best. Government leaders in the 21st century are experiencing change at a more rapid pace than previous generations. Rapid advances in technology have expanded the quantity of work we are capable of accomplishing, and also where it’s accomplished. We have a more highly educated workforce, yet face diminishing resources with an increased demand for productivity, and the essential services we provide to the American public. To be successful at navigating these challenges leaders must develop the essential skills to motivate their employees, effectively communicate with others, fine-tune critical thinking skills, and build and leverage partnerships. Future leaders must also be visionary; i.e., possess the ability to identify trends and the courage to be innovative. Being technically adept in your field will no longer be enough. In response to these demands on senior executives, the U.S. Office of Personnel Management identified five Executive Core Qualifications (ECQs) that all aspiring government leaders and executives must possess. These ECQs and Fundamental Competencies were developed by OPM after extensive research on the attributes...
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...Leadership Development Seminars and ECQ-based Readings The success or failure of any endeavor depends on leadership. Now, more than ever before, we need leaders in our organizations and in our world. Great leaders create and communicate a vision and move people into action to achieve it. They ignite our passion and inspire us to do our best. Government leaders in the 21st century are experiencing change at a more rapid pace than previous generations. Rapid advances in technology have expanded the quantity of work we are capable of accomplishing, and also where it’s accomplished. We have a more highly educated workforce, yet face diminishing resources with an increased demand for productivity, and the essential services we provide to the American public. To be successful at navigating these challenges leaders must develop the essential skills to motivate their employees, effectively communicate with others, fine-tune critical thinking skills, and build and leverage partnerships. Future leaders must also be visionary; i.e., possess the ability to identify trends and the courage to be innovative. Being technically adept in your field will no longer be enough. In response to these demands on senior executives, the U.S. Office of Personnel Management identified five Executive Core Qualifications (ECQs) that all aspiring government leaders and executives must possess. These ECQs and Fundamental Competencies were developed by OPM after extensive research on the attributes...
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...MAY 2013 © 2014 The Society of Management Accountants of Canada. All rights reserved. ®/™ Registered Trade-Marks/Trade-Marks are owned by The Society of Management Accountants of Canada. No part of this document may be reproduced in any form without the permission of the copyright holder. May 2013 Case Examination TABLE OF CONTENTS May 2013 Case Examination Page Case Question: Backgrounder ................................................................................... 1 Additional Information ..................................................................... 15 General Comments on Performance ....................................................... 30 Steps for Approaching Business and Corporate Strategy ........................ 41 Marker Assessment Guide ....................................................................... 48 Solution Notes for Markers....................................................................... 58 Sample Response – Successful Attempt #1 ............................................ 79 Sample Response – Successful Attempt #2 .......................................... 111 Sample Response – Unsuccessful Attempt ........................................... 152 May 2013 Case Examination May 2013 Case Examination Backgrounder The background information relating to the Case Examination (Backgrounder) is provided to candidates in advance of the examination date. The Backgrounder contains information about both the fictitious...
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...| ------------------------------------------------- Top of Form | | | | Language | | | | ------------------------------------------------- Top of Form | Bottom of Form | | | | | | * Tenders * Downloads * Income Tax Returns * Wealth Tax Return * Forms * Challans * International Taxation * Non Residents * Foreign Companies * Advance Rulings * Transfer Pricing * DTAA * Comprehensive agreements * Limited agreements * Other Agreements * Tax Information Exchange Agreement (TIEA) * Witholding Tax * Tax Law and Rules * Acts * Income Tax Act * Wealth Tax Act * Gift Tax Act * Expenditure Tax Act * Interest Tax Act * Finance Acts * Rules * Income Tax Rules * Wealth Tax Rules * Gift Tax Rules * Expenditure Tax Rules * Interest Tax Rules * Advance Ruling * ITAT Rules * Settlement Commission Rules * Circulars * Notifications * About Us * History of Direct Taxation * Vision, Mission, Values * Organisation and Functions * CBDT * Directorate Generals * Administration * Legal & Research * Systems * Vigilance * NADT * Exemptions * HRD * International Taxation ...
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...Contents Letter from the Chairman 02 Operating Highlights 04 Financial Highlights 05 Corporate Information 06 Notice of the 22nd Annual General Meeting 07 Directors’ Report 16 Management Discussion and Analysis 24 Corporate Governance Report 29 Auditors’ Report 47 Balance Sheet 52 Statement of Profit and Loss 53 Cash Flow Statement 54 Notes to the Balance Sheet and Statement of Profit and Loss 56 Statement relating to Subsidiary Company 93 Consolidtated Statement of Accounts 94 Attendance Slip and Proxy 135 Letter from the Chairman Dear Shareholders, Financial Year 2013-14 was an exceptionally challenging one for the Indian aviation sector. The Indian economy recorded a lower GDP growth rate of 4.7%. Currency volatility and devaluation of the Indian Rupee further exacerbated the situation, leading to a drop in discretionary travel. Consequently, passenger load factors across our industry were under pressure and domestic passenger growth slowed to 4.8%. In this challenging environment, your Company managed to maintain revenues, though costs were hit due to depreciation of the Indian Rupee (of over 11%), higher aviation turbine fuel (“ATF”) rates and increased airport levies. Your Company has been consolidating its domestic network with a focus on strengthening its presence in key markets. Your Company has also been regularly adding international routes, besides embarking...
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...Contents Letter from the Chairman Operating Highlights Financial Highlights Corporate Information Notice of the 22nd Annual General Meeting Directors’ Report Management Discussion and Analysis Corporate Governance Report Auditors’ Report Balance Sheet Statement of Profit and Loss Cash Flow Statement Notes to the Balance Sheet and Statement of Profit and Loss Statement relating to Subsidiary Company Consolidtated Statement of Accounts Attendance Slip and Proxy 02 04 05 06 07 16 24 29 47 52 53 54 56 93 94 135 Letter from the Chairman Dear Shareholders, Financial Year 2013-14 was an exceptionally challenging one for the Indian aviation sector. The Indian economy recorded a lower GDP growth rate of 4.7%. Currency volatility and devaluation of the Indian Rupee further exacerbated the situation, leading to a drop in discretionary travel. Consequently, passenger load factors across our industry were under pressure and domestic passenger growth slowed to 4.8%. In this challenging environment, your Company managed to maintain revenues, though costs were hit due to depreciation of the Indian Rupee (of over 11%), higher aviation turbine fuel (“ATF”) rates and increased airport levies. Your Company has been consolidating its domestic network with a focus on strengthening its presence in key markets. Your Company has also been regularly adding international routes, besides embarking upon systematic improvement of its products across all classes of travel. Further, your Company has been strongly...
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...International Management – ESADE Business School Table of Contents Introduction ..................................................................................................................................... 1 Theoretical Background 1. Diversification ......................................................................................................................... 5 1.1 General Observations ........................................................................................................ 6 1.2 Different types of diversification strategies....................................................................... 7 1.3 The costs and benefits of diversification ........................................................................... 8 1.4 Diversification Trends ....................................................................................................... 9 A. The Lack of Significant Relationship ........................................................................... 11 B. The Linear Model .......................................................................................................... 12 C. Curvilinear Models ........................................................................................................ 13 C.1. The Inverted U Model...
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...Top-Down Network Design Third Edition Priscilla Oppenheimer Priscilla Oppenheimer Cisco Press 800 East 96th Street Indianapolis, IN 46240 ii Top-Down Network Design Top-Down Network Design, Third Edition Priscilla Oppenheimer Copyright© 2011 Cisco Systems, Inc. Published by: Cisco Press 800 East 96th Street Indianapolis, IN 46240 USA All rights reserved. No part of this book may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, without written permission from the publisher, except for the inclusion of brief quotations in a review. Printed in the United States of America First Printing August 2010 Library of Congress Cataloging-in-Publication data is on file. ISBN-13: 978-1-58720-283-4 ISBN-10: 1-58720-283-2 Warning and Disclaimer This book is designed to provide information about top-down network design. Every effort has been made to make this book as complete and as accurate as possible, but no warranty or fitness is implied. The information is provided on an “as is” basis. The author, Cisco Press, and Cisco Systems, Inc. shall have neither liability nor responsibility to any person or entity with respect to any loss or damages arising from the information contained in this book or from the use of the discs or programs that may accompany it. The opinions expressed in this book belong to the author and are not necessarily those of Cisco Systems...
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