...Fabiola Burandt Wpływ dwujęzyczności na zdolności językowe i poznawcze. Wiele badań prowadzonych przez naukowców dotyczy często badań monolingualizmu, jednak są niejednokrotnie błędnie interpretowane, gdyż nie bierze się pod uwagę faktu, że jest dość powszechnym, aby ludzie nabywali umiejętności w swoim życiu dzięki posługiwaniu się drugim językiem. Przykładem w tej kwestii mogą być dzieci, które uczą się innych języków wraz z wejściem do szkoły oraz otrzymaniem statusu ucznia. Podobnie, możemy brać pod uwagę osoby, które są wystawione na długie działanie drugiego języka, zarówno dorosłych jak i dzieci, poprzez emigrację, adopcję lub życie w innym społeczeństwie przez krótki okres czasu, np. studia za granicą, podróżowanie lub interesy międzynarodowe. Wystawienie jednostek na działanie innego języka stało się wydarzeniem zglobalizowanym i raczej nieodwracalnym. Mimo tak wielkiego spektrum działania innych języków na poszczególne osoby, ciężko jest określić odsetek ludzi bilingualnych w skali światowej. Jak należy rozumieć pojęcie bilingualizmu? Typowo myśląc o osobie nazywanej bilingualną mamy na myśli osobę, która mówi oraz rozumie dwa języki. Często jednak są osoby, które nie mogą zostać przypisane do tej definicji posiadając tylko pewne umiejętności, np. czytania języka bez jego mówienia itp. Biorąc pod uwagę bilingualizm powinniśmy też rozważyć stopień zaawansowania osoby posługującej się dwoma językami. Procesy poznawcze są tu często warunkowane...
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...Cost and price pressures Regulatory environment 1 • • • Brief Overview The Procter & Gamble Company (P&G) is focused on providing branded consumer packaged goods. The Company’s products are sold in over 180 countries worldwide primarily through mass merchandisers, grocery stores, membership club stores, drug stores and in highfrequency stores, the neighborhood stores, which serve consumers in developing markets. As of June 30, 2009, the Company was organized into three Global Business Units: Beauty; Health and Well-Being, and Household Care. The Company had six business segments under United States Generally Accepted Accounting Principles (GAAP): Beauty; Grooming; Health Care; Snacks and Pet Care; Fabric Care and Home Care, and Baby Care and Family Care. In August 2009, AnimalScan, LLC announced that it has acquired Iams Pet Imaging, LLC from The Procter & Gamble Company and ProScan Imaging. In November 2008, the Company completed the divestiture...
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...Cost and price pressures Regulatory environment 1 • • • Brief Overview The Procter & Gamble Company (P&G) is focused on providing branded consumer packaged goods. The Company’s products are sold in over 180 countries worldwide primarily through mass merchandisers, grocery stores, membership club stores, drug stores and in highfrequency stores, the neighborhood stores, which serve consumers in developing markets. As of June 30, 2009, the Company was organized into three Global Business Units: Beauty; Health and Well-Being, and Household Care. The Company had six business segments under United States Generally Accepted Accounting Principles (GAAP): Beauty; Grooming; Health Care; Snacks and Pet Care; Fabric Care and Home Care, and Baby Care and Family Care. In August 2009, AnimalScan, LLC announced that it has acquired Iams Pet Imaging, LLC from The Procter & Gamble Company and ProScan Imaging. In November 2008, the Company completed the divestiture...
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...Business case Gruppo ItalAB Esame di ICT Management – Prof. Maine6 Alunni: Alfonso Annunziata-‐ Maria Bologna -‐ Francesco De Troia -‐ Stefano Guerrato Presentazione Azienda Il gruppo ItalAB è composto da due società di medie dimensioni: le due società A e B operano i se7ori diversi con modelli di business altre7anto diversi secondo il loro mercato di riferimento. La società A opera nel se7ore delle linee di produzione nel se7ore alimentare, la società B commercializza soluzioni per la clima?zzazione con forte focus nel residenziale. Confronto tra società A e B Pun$ descri,vi Fa0urato globale Fa0urato mercato Italia Fa0urato mercato Estero n. dipenden$ Poli$ca distribu$va Si$ produ,vi Mercato (trend) Cara0eris$ca della domanda SCM-‐OPS PLC Consociata A 70.000.000 21.000.000 49.000.000 200 Dire7a Si In crescita Costante ETO Lungo Consociata B 35.000.000 31.500.000 ...
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...Autumn Internship Report, Sep – Nov 2010 Research related work Research report preparation on the Nutraceuticals Sector Objective – Nutraceuticals are substances that offer nutrition beyond standard diet and include both fortified foods and beverages marketed by FMCG companies as well as dietary supplements that are mainly sold by pharmaceutical companies. Nutraceuticals is an emerging sector in India, and o3 Capital is looking at active participation in this space going forward. o3 Capital has a strong focus on research and such sector reports are often used to showcase the company’s capabilities to both potential client as well as investors. The main objective of this assignment was to prepare a comprehensive report on the sector that can eventually be used as part of client pitches and investor documents. The project also involved preparing brief profiles of key players in the sector to facilitate future business development activities in this space, and compilation of major global transactions in order to analyse transaction metrics and potential Scope – Following was the broad scope of the report 1. Overview of the global nutraceuticals market covering 1.1. Market Size and Growth 1.2. Key Markets 2. Detailed section on the Indian Nutraceuticals market covering 2.1. Market Size and Growth 2.2. Key Segments 2.3. Drivers 2.4. Challenges 2.5. Emerging product categories 3. Comparables Analysis and Investment Activity 3.1. Global Comparables 3.2. Global M&A Transaction...
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...Corporate Law Course Overview * Introduction to and sources of Company Law (2) * Types of companies – General characteristics (7) * Formation of a company (13) * Capital (19) * Financing of company * Corporate Bodies * General meeting * Control * Annual Corporate Compliance * Director’s liabilities * Restructuring of companies * Liquidation of companies * Continuity * Draft questions exam Introduction to and sources of company law Sources When I start up a business in Belgium, whether I’m Belgian or my foreign company locates a subsidiary here, which legislative rules should I take into account? Which legislation can accurately tell me what to do and what not to do? There are four sources of legislation for Belgian companies: the Belgian Company Code, the Jurisprudence, the Doctrine and the European Directives. The Company Code The Company Code is a legislation code that was adopted by the Belgian Parliament on the 7th of May in 1999, which regroups and restructures the main provisions of Belgian Company Law. For decades, authors and practitioners had been complaining about the complexity of the Belgian Company Law. There were far too many sources to it. What they wanted was one and only one book with all the provisions concerning the Belgian Company Law. So by adopting the Company Code, the legislator...
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...taken into account. Oral Care US$39.7 bn Microwaves Refrigeration Home 60,669 Appliances Laundry Large Cooking Home Laundry Confectionary 144,010 121,107 Appliances Appliances 132,745 121,107 US$185,477 mn Disclaimer Much of the information in this briefing is of a statistical nature and, while every attempt has been made to ensure accuracy and reliability, Euromonitor International cannot be held responsible for omissions or errors. Figures in tables and analyses are calculated from unrounded data and may not sum. Analyses found in the briefings may not totally reflect the companies’ opinions, reader discretion is advised. Microwaves 60,669 Deodorants US$20.4 bn Beauty and Personal Care US$425.7 bn Bath and Shower US$37 bn Baby Care US$13.6 bn Hair Care US$73.7 bn Small Appliances Jewellery 1,724,022 Men’s Grooming US$32.7 bn Procter & Gamble is the global leader in beauty and personal care. Its key brands here include Olay, Gillette and Pantene. The company has however underperformed some of its rivals including Unilever and L’Oréal, which have made significant gains in the Chinese market to Procter & Gamble’s detriment. Procter & Gamble may suffer from being too mid range for premium-focused China, while too premium for lesser developed emerging markets such as India. © Euromonitor International BEAUTY AND PERSONAL CARE: PROCTER & GAMBLE PASSPORT 2 STRATEGIC EVALUATION COMPETITIVE POSITIONING MARKET ASSESSMENT...
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...Industry Insight Nutraceuticals February 2008 4th & 5th Floghts, Road No. 1, Banjara Hills, Hyderabad-500034, India Tel: +91-40-23430303-05, Fax: +91-40-23430201, E-mail: info@cygnusindia.com Website: www.cygnusindia.com Disclaimer: All information contained in this report has been obtained from sources believed to be accurate by Cygnus Business Consulting & Research (Cygnus). While reasonable care has been taken in its preparation, Cygnus makes no representation or warranty, express or implied, as to the accuracy, timeliness or completeness of any such information. The information contained herein may be changed without notice. All information should be considered solely as statements of opinion and Cygnus will not be liable for any loss incurred by users from any use of the publication or contents Industry Insight-Nutraceuticals SYNOPSIS Along with the growing healthcare industry in India there is an emerging trend in growing consumerism for ‘Fast Moving Healthcare Goods (FMHG)’; worldwide known as Nutraceuticals, which are by definition, ingredients with human health benefits beyond basic nutrition. In this report, Cygnus has considered nutraceuticals along with functional foods to estimate the total market of nutraceuticals, both for global and Indian market. According to Cygnus estimates, nutraceuticals market in 2007 was INR18.75 billion and expected to grow at 20% CAGR to achieve a market size of INR27 billion in 2009. Global nutraceuticals market is estimated...
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...NE 2012 DANO LITY ABI TAIN SUS RT EPO R ance Perform and Strategy IC RATEG TS ST LIGH HIGH For All, Health, Nature People, E RmAnC fo GRI pERoRS T IndICA SUSTAINABILITY REPORT 2012 STRATEgY 4 EDITORIAL FRANCK RIBOUD 6 KEY SOCIAL TOPICS NUTRITION AND HEALTH ISSUES SOCIAL ISSUES ENVIRONMENTAL ISSUES 7 10 12 14 STRATEgY 2012 HIgHLIgHTS HEALTH FOR ALL PEOPLE NATURE 15 22 28 34 40 MEASURINg PROgRESS AND PERFORMANCE THROUgHOUT THE VALUE CHAIN DANONE WAY RESPECT DANONE’S EVALUATION BY NON-FINANCIAL RATING AGENCIES 41 46 56 HISTORICAL APPROACH AND HIgHLIgHTS REFERENCE DOCUMENTS HIGHLIGHTS AND KEY DATES 1972-2012 57 58 50 2 Danone Sustainability Report 2012 PERFORMANCE 62 gRI INDEx Self-evaluation of the application of GRI according to version 3.0 guidelines for the GRI with approval by KPMG Audit. 72 IMPACTS AND RESPONSIBILITIES IN BUSINESS, FROM END TO END 74 COMPANY PROFILE AND REPORT PARAMETERS COMPANY PROFILE REPORT PARAMETERS VALIDATION OF THE REPORT BY AN EXTERNAL THIRD PARTY 75 76 83 86 PERFORMANCE INDICATORS GOVERNANCE, COMMITMENTS AND DIALOGUE ECONOMIC ENVIRONMENTAL SOCIAL HUMAN RIGHTS SOCIETY PRODUCT RESPONSIBILITY 86 94 102 134 152 158 166 176 CONTACTS Danone Sustainability Report 2012 3 SUSTAINABILITY REPORT 2012 EDITORIAL FRANCK RIBOUD he year 2012 confirmed in spectacular manner the profound shift in the global economy that is gathering pace. On the one hand, new economic powers...
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...UNIVERSITA’ DEGLI STUDI DI CATANIA FACOLTA’ DI INGEGNERIA Corso di Gestione aziendale Prof. A. Ancarani Analisi strategica Caso studio: “ Johnson & Johnson” Allievi Asero Alfredo Basile Nicolò Di Mauro Daniele ANNO ACCADEMICO 2009 – 2010 1 Indice 1 L’AZIENDA…………………………………………………………….......………….…3 1.1 Informazioni generali....................................................................................................3 1.2 Alcuni numeri .............................................................................................................8 2 ANALISI DEL MODELLO STRATEGICO: STRATEGY PROCESS………………13 2.1 Generalità....................................................................................................................13 2.2 Strategic thinking........................................................................................................14 2.3 Strategic formation......................................................................................................17 2.4 Strategic change...........................................................................................................21 3 STRATEGIC CONTENT…………………………………..............….......………….…24 3.1 Business level strategy............................................................................................... .24 3.2 Corporate level strategy.................................................................................................
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...A Sample Feasibility Study1 PET ÉLAN I. DESCRIPTION OF YOUR BUSINESS In recent years, there has been an increase in the number of households that have pets, especially dogs and cats. Further, there is emerging a steadily growing group of pet owners that is willing to purchase upscale, unique products for these important members of their family. Pet Élan is an upscale boutique for these discriminating pet owners. Pet Élan will offer highquality pet products to discerning individuals who wish their pets to enjoy a healthy, fun, and elegant lifestyle while being pampered. By carefully selecting luxurious accessories made with superior materials, Pet Élan will provide an elite product line that celebrates the uniqueness of each animal’s personality. Accessories Pet Élan will make walking or traveling with a dog or cat an extension of the owner’s unique style with leashes, collars, and travel bags that make a statement. We will also offer pet home accessories including food and water bowls, pet furniture and pillows, and pet clothing made from fine fabrics such as silk, suede, and faux fur. Unlike other pet stores, Pet Élan will target clientele who demand top quality in pet couture. To fulfill this demand, Pet Élan will order pet clothing and accessories from the trendiest brands such as Woof: The Small Dog Company,12 Dogz Togz,13 and Ruff Ruff and Meow.14 Unique Features: Limitations One of the largest threats to the luxury pet accessory industry is the presence of online stores...
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...9-706-411 REV: NOVEMBER 21, 2006 PANKAJ GHEMAWAT CARIN-ISABEL KNOOP DAVID KIRON AmorePacific: From Local to Global Beauty In 2005, Suh Kyung-Bae, President and CEO of South Korean cosmetics company AmorePacific, surveyed a map in his office in downtown Seoul: We have held off major multinational players, the L’Oréals and Estée Lauders, in Korea and are competing successfully with them around the world. We went to France, the Mecca of beauty products, and developed the #4 fragrance in that country, Lolita Lempicka. In China, our cosmetics line is sold in more than 100 department stores in 70 cities and business is finally growing. And we have opened a flagship spa in New York that is doing very well. For 2004, AmorePacific reported 3,300 employees and sales of 1,272 billion Korean Won (KRW), equivalent to US$1,111 million. Cosmetics and toiletries generated four-fifths of sales (and green tea and health care the rest), placing the company among the top 30 worldwide. AmorePacific held a share of more than 30% of the Korean market for cosmetics, versus 8% for its leading local competitor, LG Household and Health Care, and 4% for L’Oréal, the world’s largest beauty products company and the leading multinational competitor in Korea.1 But although AmorePacific’s share of the Korean market had reached record levels and its overall operating margins of 15%+ ranked among the highest in the sector, its sales fell by 5% from 2003 to 2004—and its operating income...
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...15,188 11,312 10,756 11,797 12,736 13,436 13.5% 11.1% 14.4% 14.0% 14.1% $ 3.86 $ 3.12 $ 3.85 $ 3.47 $ 3.35 3.86 3.66 3.93 4.11 4.26 2.29 2.14 1.97 1.80 1.64 (1) Diluted net earnings per share are calculated based on net earnings attributable to Procter & Gamble. NET SALES OPERATING CASH FLOW DILUTED NET EARNINGS ($ billions) ($ billions) (per common share) 13 12 11 10 09 $84.2 $83.7 $81.1 $77.6 $75.3 13 12 11 10 09 $14.9 $13.3 $13.3 $16.1 $14.9 13 12 11 10 09 $3.86 $3.66 $3.93 $4.11 $4.26 2013 NET SALES BY GEOGRAPHIC REGION BY BUSINESS SEGMENT (2) 20% 24% 9% 32% 15% Beauty Grooming Health Care Fabric Care and Home Care Baby Care and Family Care (2) These results exclude net sales in Corporate. 15% 10% 39% 18% 18% BY MARKET MATURITY North America Western Europe Asia Latin America Central & Eastern Europe, Middle East & Africa Developed Developing 39% 61% A.G. Lafley Chairman of the Board, President and Chief Executive Officer Dear Shareholders, P&G is...
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...LVMH: King of the Luxury Jungle SEPTEMBER 2009 Profit from temporary W&S woes to bag the stock at discount prices LVMH is the strongest player in the luxury goods industry, a giant in an industry where fixed costs make scale paramount; the only "two-legged" balanced player, leading with mega-brands in both Leather Goods and Wines & Spirits; enjoying stable group EBIT margins as a consequence Champagne consumer demand weakness, de-stocking and oversupply in 2010 are well understood; W&S concerns have depressed the stock close to 20-year trough multiples and in the same range of smaller and more volatile hard luxury players and other peers; an opportunity in our view On top of LVMH's unrivaled industry position, markets seem to under-appreciate cost-saving opportunities, brand-portfolio rationalization, higher FCF from lower W&S inventory investment, above-average mega-brands' results or support from first-mover EM inroads In a medium-term growth environment, LVMH has the chance to be a key consolidator in the luxury goods industry: a mega-merger with CFR would be a strategic master stroke, placing it ahead of any M&A counter move by competitors SEE DISCLOSURE APPENDIX OF THIS REPORT FOR IMPORTANT DISCLOSURES AND ANALYST CERTIFICATIONS LVMH: KING OF THE LUXURY JUNGLE 1 Portfolio Manager's Summary We have few doubts about the opportunity of investing in LVMH for the medium to long term. We expect "winners will continue to win" in the luxury industry...
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...G.L.BAJAJ INSTITUTE OF MANAGEMENT AND RESEARCH Approved by AICTE & Affiliated to Uttar Pradesh Technical University, Lucknow Plat no. 2, Knowledge park-III, Greater Noida, Uttar Pradesh A SUMMER TRAINING PROJECT REPORT ON ANALYSIS OF PACKAGING STRATEGIES OF ITC Submitted for partial fulfillment of award of Master of Business Administration (MBA) From Uttar Pradesh Technical University, Lucknow UNDER THE GUIDANCE OF SUBMITTED BY ABHISHEK KUMAR SAXENA ROLL NO.1380170008 Session: 2013-15 ...
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