...are other Google technologies that are not commonly known, but by far are more interesting and have more of a positive future and social impact. Google offers the following technologies which will be discussed; which includes robotics, elevator to space, clean energy, smart thermostat, and smart contact lens are the unique possibilities to the future and mankind. In the past five years, Google has been known for acquisitioning robotic companies in order to develop their own robotics division; this Research and Development (R&D) laboratory is called Google X. Little is known about Google X and their doings, for security and privacy, just what is permitted and released by their Public Relations office. One of their most important acquisitions was Boston Dynamics who formally worked on robotics projects for the Pentagon (Smith, 2014). Google X is focusing on developing robots to perform the most ordinary of simple tasks around the home and workplace (Mack, 2011). But a more positive aspect is Google’s contribution to the War on Terrorism with their AlphaDog which is currently in training with the Marine Corps. This robot looking dog can be seen as a mule carrying large loads over unfriendly terrain, extremely helpful and import to the Marine mission (Love, 2014). With the much recent procurement of robotic companies there is an underlying tone that suggests that more attention will be pursued in robotics, giving the well-deserved attention needed to boost the...
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...2010 Chen and Miller 17 E X C H A N G E West Meets East: Toward an Ambicultural Approach to Management By Ming-Jer Chen and Danny Miller Executive Overview In the aftermath of the recent economic crisis, the world is looking for fresh ideas and new perspectives. Business reality has transformed from “West leads East” to “West meets East.” A thriving Chinese business culture represents not only a source of economic partnership but a potential fount of managerial wisdom that can help renew Western economies. Unfortunately, the cultural distance between East and West makes Chinese examples too different, and at times inappropriate, for Western firms to emulate. Outstanding entrepreneurs such as Stan Shih, who have taken the best managerial practices from the East and the West while avoiding the shortcomings, represent ideal “intermediate” role models. By employing such an “ambicultural” approach to management, Shih provides a model for both bridging cultures and instructing organizations in the East and West. In this essay, we discuss these linkages and some of the useful lessons for managers from both cultures. Indeed, “Chinese” as a way of thinking, with its emphasis on balance and self-other integration, offers the promise to bridge global divides and facilitate the formation of global-minded executives. T he global economic crisis has destroyed vast amounts of wealth— both public and private— and eliminated tens of millions of jobs...
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...| GRAND CENTAL OFFICE MARKET | | | Lisa Downing | 5/5/2009 | | Table of Contents Subject Headings Page Nos. Grand Central Office Market 1 Grand Central Scene 1 Who/What Dominates the District 2 Grand Central Office Climate 4 District Vis a Vis Office Setting 4 Historical Analysis of Market Statistics 6 Comparative Analysis: Grand Central, Midtown & Manhattan 7 History of Land Use and Development Trends 8 Grand Central Terminal Today 11 External Market Forces 12 Government Intervention 14 Employment 15 Subject Properties 18 Lincoln Building 18 JP Morgan Chase 20 Competitive Position 21 Summary & Trends 25 Projections 26 I. Grand Central Office Market Analysis The New York City Office Market is comprised of three submarkets, Downtown, Midtown and Midtown South. The Midtown submarket in the largest Central Business District in the United States; it is the submarket that the Grand Central office market is located and upon which this analysis is based. Other neighborhoods within the Midtown submarket include: Columbus Circle, Penn Plaza/Garment District, Plaza District and Times Square (Kindly refer to Appendix Nos.1 & 2). The Grand Central office market straddles in both Community Board #5...
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...Contents Contents 1 1. Key Challenge 2 2. Segmenation 2 3. targeting 3 4. Positioning 4 5. Interview with dlf 4 6. Product 5 7. Pricing 6 8. PROMOTION 7 9. PRODUCT MIX 9 10. CONCLUSION 11 11. references 11 1. Key Challenge As part of Part I of the project we did a situational analysis for Sobha covering the 3Cs (Company, Customer, Competition) and came up with a list of major challenges that Sobha faces. In this report, we kept our focus is in doing a STP (Segmentation, Targeting and Positioning) analysis for Sobha and come up with a list of recommendations that Sobha can consider to effectively handle those challenges. Though the real estate sector in general experiences several common challenges like spiraling input costs, shortage of labor, global liquidity crunch etc. Sobha's marketing-specific challenges are the following in our view – 1. Get recognized as a major pan India player in the real estate segment 2. Competing with established all-India players like DLF, Unitech etc In this paper we discuss on how Sobha can leverage its unique differentiating factors like full backward integration, reputation on quality etc and effective marketing mix to address the above challenges. 2. Segmenation The real-estate industry can be segmented broadly under the following heads – 1. Individual a. Affluent b. Upper middle-class c. Middle-class d. Low income group 2. Corporate ...
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...vipul rohit Indian Telecommunication Industry Last Updated: July-September 2008 [pic] The Indian telecommunications has been zooming up the growth curve at a feverish pace, emerging as one of the key sectors responsible for India's resurgent economic growth. India is has surpassed US to become the second largest wireless network in the world with a subscriber base of over 300 million in April, according to the the Telecom Regulatory Authority of India (Trai). The year 2007 saw India achieving significant distinctions: |1 |having the world's lowest call rates |2-3 US cents | |2 |the fastest growth in the number of subscribers |15.31 million in 4 months | |3 |the fastest sale of million mobile phones |in a week | |4 |the world's cheapest mobile handset |US$ 17.2 | |5 |the world's most affordable color phone |US$ 27.42 | |6 |largest sale of mobile handsets |in the third quarter | Segment-wise growth Wireless segment has emerged as...
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...Johnson & Wales University ScholarsArchive@JWU MBA Student Scholarship The Alan Shawn Feinstein Graduate School 5-10-2011 Wynn Resorts, Ltd. Myung Ji Doh Johnson & Wales University - Providence, mjd141@jwu.edu Follow this and additional works at: http://scholarsarchive.jwu.edu/mba_student Part of the Food and Beverage Management Commons, and the Gaming and Casino Operations Management Commons Repository Citation Doh, Myung Ji, "Wynn Resorts, Ltd." (2011). MBA Student Scholarship. Paper 3. http://scholarsarchive.jwu.edu/mba_student/3 This Research Paper is brought to you for free and open access by the The Alan Shawn Feinstein Graduate School at ScholarsArchive@JWU. It has been accepted for inclusion in MBA Student Scholarship by an authorized administrator of ScholarsArchive@JWU. For more information, please contact egearing@jwu.edu. Johnson & Wales University Providence, Rhode Island Feinstein Graduate School WYNN RESORTS, LIMITED A Research Project Submitted in Partial Fulfillment of the Requirements for the MBA Degree Course: HOSP6800 Hospitality and Tourism Business Policy and Strategy May 10, 2011 Wynn Resorts, Ltd. 2 I. All financial data have come from the 20 I 0 or 2009 IO-K Report of Las Vegas Sands Corp., MGM Resorts International, and Wynn Resorts, Ltd. 2. All industry standards are from personal communications with Dr. Cooper, HOSP5600. 3. All industry medians are taken from Hoovers.com and the market price...
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...▼How to Get Rich ◄ 2 ► ▼How to Get Rich Contents Title Page Dedication Introduction Five Billion Reasons Why You Should Read This Book PART I The Donald J. Trump School of Business and Management PART II Your Personal Apprenticeship (Career Advice from The Donald) PART III Money, Money, Money, Money PART IV The Secrets of Negotiation PART V The Trump Lifestyle ◄ 3 ► ▼How to Get Rich PART VI Inside The Apprentice Acknowledgments Appendix Behind the Scenes at the Trump Organization About the Author Also by Donald J. Trump Copyright ◄ 4 ► ▼How to Get Rich To my parents, Mary and Fred Trump ◄ 5 ► ▼How to Get Rich The Mother of All Advice Trust in God and be true to yourself. —Mary Trump, my mother When I look back, that was great advice, concise and wise at once. I didn’t really get it at first, but because it sounded good, I stuck to it. Later I realized how comprehensive this is—how to keep your bases covered while thinking about the big picture. It’s good advice no matter what your business or lifestyle. —DJT ◄ 6 ► ▼How to Get Rich TRUMP How to Get Rich ◄ 7 ► ▼How to Get Rich Introduction Five Billion Reasons Why You Should Read This Book A lot has happened to us all since 1987. That’s the year The Art of the Deal was published and became the bestselling business book of the decade, with over three million copies in print. (Business Rule #1: If you don’t tell people about your success, they probably won’t know...
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...▼How to Get Rich ◄ 2 ► ▼How to Get Rich Contents Title Page Dedication Introduction Five Billion Reasons Why You Should Read This Book PART I The Donald J. Trump School of Business and Management PART II Your Personal Apprenticeship (Career Advice from The Donald) PART III Money, Money, Money, Money PART IV The Secrets of Negotiation PART V The Trump Lifestyle ◄ 3 ► ▼How to Get Rich PART VI Inside The Apprentice Acknowledgments Appendix Behind the Scenes at the Trump Organization About the Author Also by Donald J. Trump Copyright ◄ 4 ► ▼How to Get Rich To my parents, Mary and Fred Trump ◄ 5 ► ▼How to Get Rich The Mother of All Advice Trust in God and be true to yourself. —Mary Trump, my mother When I look back, that was great advice, concise and wise at once. I didn’t really get it at first, but because it sounded good, I stuck to it. Later I realized how comprehensive this is—how to keep your bases covered while thinking about the big picture. It’s good advice no matter what your business or lifestyle. —DJT ◄ 6 ► ▼How to Get Rich TRUMP How to Get Rich ◄ 7 ► ▼How to Get Rich Introduction Five Billion Reasons Why You Should Read This Book A lot has happened to us all since 1987. That’s the year The Art of the Deal was published and became the bestselling business book of the decade, with over three million copies in print. (Business Rule #1: If you don’t tell people about your success...
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...GENERAL GROWTH PROPERTIES: TO THE BRINK AND BACK December 6, 2011 Students: Yu (Cherry) Chen, Kevin Connolly, Bill Davis, Stephen Duncan, James Faello, Michael Hazinski, Noah Johnson Faculty Supervisor: Joseph L. Pagliari, Jr. Copyright © 2011 The Real Estate Group at The University of Chicago Booth School of Business All Rights Reserved This case study has been prepared solely for academic purposes. It should not be construed as a judgment about or an endorsement of any particular business matter. Moreover, the information contained herein has been obtained from sources we believe to be reliable; however, we make no representation or warranty as to its accuracy. TABLE OF CONTENTS EXECUTIVE SUMMARY ...................................................................................................... - 1 GENERAL GROWTH BACKGROUND ............................................................................ - 7 2004: A Historic Year for General Growth........................................................................ - 9 2005-2006: Secured Mortgages and Increasing Debt ..................................................... - 16 Simon vs. GGP - Capital Markets Strategy ..................................................................... - 24 IMPACT OF THE CREDIT CRISIS .................................................................................. - 31 GGP Faces Liquidity Challenge .................................................................................
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... | |Founder Chairman | |Reliance Group of Companies | | | | | | Reliance |[pic] |[pic] | |Water tower 1920-21 | Reliance Main Street looking south 1916 | [pic]...
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...YTL CORPORATION BERHAD 92647-H the journey continues... annual report 2013 C o n t en ts Corporate Review Financial Highlights Chairman’s Statement Managing Director’s Review Operations Review Corporate Events Notice of Annual General Meeting Statement Accompanying Notice of Annual General Meeting Corporate Information Profile of the Board of Directors Statement of Directors’ Responsibilities Audit Committee Report Statement on Corporate Governance Statement on Risk Management & Internal Control Analysis of Shareholdings Statement of Directors’ Interests Schedule of Share Buy-Back List of Properties Directors’ Report Statement by Directors Statutory Declaration Independent Auditors’ Report Income Statements Statements of Comprehensive Income Statements of Financial Position Statements of Changes in Equity Statements of Cash Flows Notes to the Financial Statements Supplementary Information – Breakdown of Retained Earnings into Realised and Unrealised Form of Proxy 2 4 8 10 24 38 42 43 44 49 50 54 58 62 64 68 69 72 84 84 85 87 88 89 91 94 97 234 Financial Statements YTL CORPORATION BERHAD 92647-H FINANCIAL HIGHLIGHTS 2013 Revenue (RM‘000) Profit Before Taxation (RM‘000) Profit After Taxation (RM‘000) Profit for the Year Attributable to Owners of the Parent (RM‘000) Total Equity Attributable to Owners of the Parent (RM’000) Earnings per Share (Sen) Dividend per Share (Sen) Total Assets (RM‘000) Net Assets per Share (RM) 19,972,948 2,313,389 1,845...
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...What is a liability? The answer might seem rather obvious: an amount owed from one entity to another. If the liability bears interest, how is interest expense measured? The simple answer is that interest expense is equal to interest paid. However, life can get a lot more complicated: Does a liability exist if there is no legal liability, but the company has announced a particular commitment or plan of action? How is a liability measured if the obligation is for services, not a set amount of money? How can a liability be measured if the amount of cash to be paid is uncertain? How should a liability be valued if the stated interest rate does not reflect the market interest rate? How is interest expense measured if the stated interest rate does not reflect the market interest rate? When is interest part of the cost of an asset instead of an expense? Liability financing is an integral part, perhaps even a dominant part, of the capital structure of many companies. For example, Shaw Communications Inc. reported total assets of $8.9 billion in 2009. Of this amount, only $2.5 billion is financed through shareholders' equity, with the balance, $6.4 billion, provided by debt in various forms. A sizeable portion of the debt is unearned revenue and deposits ($0.8 billion, or 9% of total assets) and long-term debt is 35% of total assets. Interest expense is reported at $237 million, eating up a significant portion of the reported $956 million in operating earnings. Appropriate...
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...S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II www.ibscdc.org 1 Transformation Corporate Transformation Korean Air: Chairman/CEO Yang-Ho Cho’s Radical Transformation A series of fatal accidents, coupled with operational inefficiencies snowballed Korean Air into troubled times. Then, at the beginning of the 21st century, its CEO/ Chairman, Yang-Ho Cho undertook various transformation initiatives - for instance, improving service quality and safety standards, technology integration, upgrading pilot training, better business focus; putting in place a professional management team, improving corporate image through sponsorship marketing, etc. He gave a new corporate direction in the form of '10,10,10' goal. However, Korean Air is held up by a slew of challenges. Among which are inefficiencies of - Chaebol system of management, possible clash of its cargo business with its own shipping company, limited focus on the domestic market and growing competition from LCCs. How would Korean Air manage growth as a family-owned conglomerate? The case offers enriching scope for analysing a family business’s turnaround strategies, with all the legacy costs involved. Pedagogical Objectives • To discuss the (operational) dynamics of Korean Chaebols - their influence/ effects on the country’s industrial sector and the economy as a whole • To analyse how family-owned businesses manage the transition phase - from a supplier-driven...
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...Best Global Brands 2013 Table of Contents JEZ Leadership is evolving. It must now be shared. CEOs, CMOs, and consumers all have the power to drive brand value. Brands are where business strategy meets reality. GINNI The New Rules of Brand Leadership 2 From Information to Intelligence 82 Best Global Brands 2013 Sector Leadership 86 BISH 10 Creative Leadership 70 Methodology 120 China’s New Brand Leaders 74 Contributors 126 Corporate Citizenship 2.0 78 MARK CHIEKO The New Rules of Brand Leadership By Jez Frampton In our globalized, hyperconnected age, one question persists in boardrooms, corner offices, business schools, and conferences all over the world: What is leadership and how has it changed in the 21st century? Driven by rapid technological advancement, the digitization of nearly everything, and the ever more intricate interdependencies of the global market, the business landscape has transformed over the past two decades. Operating in a bewildering new environment in which little is certain, the pace is quicker and the dynamics more complex. Those who lead today’s brands can no longer rely on once immutable truths or principles of leadership honored in times past. It is a new world. And as purchasing increasingly shifts from a physical experience to a virtual one and transaction-based interactions between brands and consumers shift to relationship-based interactions, new skills and sensibilities are needed. Leadership...
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...Best Global Brands 2013 Table of Contents JEZ Leadership is evolving. It must now be shared. CEOs, CMOs, and consumers all have the power to drive brand value. Brands are where business strategy meets reality. GINNI The New Rules of Brand Leadership 2 From Information to Intelligence 82 Sector Leadership Best Global Brands 2013 10 86 BISH Methodology Creative Leadership 70 120 Contributors China’s New Brand Leaders 74 126 Corporate Citizenship 2.0 78 MARK CHIEKO The New Rules of Brand Leadership By Jez Frampton In our globalized, hyperconnected age, one question persists in boardrooms, corner offices, business schools, and conferences all over the world: What is leadership and how has it changed in the 21st century? Driven by rapid technological advancement, the digitization of nearly everything, and the ever more intricate interdependencies of the global market, the business landscape has transformed over the past two decades. Operating in a bewildering new environment in which little is certain, the pace is quicker and the dynamics more complex. Those who lead today’s brands can no longer rely on once immutable truths or principles of leadership honored in times past. It is a new world. And as purchasing increasingly shifts from a physical experience to a virtual one and transaction-based interactions between brands and consumers shift to relationship-based interactions, new skills and sensibilities are needed. Leadership roles...
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