...Part 1 Business Writing Steps……………………………………………………………..3 Part 2 Portfolio: Store Manager Letter……………………………………………………………...4 Store Employee E-Mail……………………………………………………………6 Retail Customer and Public Memo………………………………………………..8 Part 3 Reflection ………………………………………………………………………….9 References………………………………………………………………………………..11 Part 1: Business Writing Steps Store Manager: 1. Address the reasons for the changes 2. Address store hours and changes to daily operations 3. Address no employee layoffs 4. Address no store closures Store Employees 1. Address the reasons for the changes 2. Address no employee layoffs 3. Address no store closures 4. Address store hours and changes to daily operations Retail Customers and the Public 1. Address the reasons for the changes 2. Address store hours and changes to daily operations 3. Address the product line, prices, and purchase/return polices Part 2: Portfolio Store Manager Business Letter June 7, 2010 Dear Store Managers, Because of the mounting cost of business expenses and the increasing price on gasoline, store management has decided to reduce the daily operations of all retail stores. There will be no stores will be closed and no employees will be laid off. After several meetings and lengthy budget conference’s management has decided to take the following steps. By following threw with these strategies management is confident that profits will continue to be advantageous, employment rates will...
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...Table of Contents Introduction 4 The Value Chain 4 Operations 5 Outbound logistics 5 Technology 6 Core Competencies 6 Conclusion 7 References 9 Introduction Chevron Corporation is multinational energy organization engaged in every facet of the oil, natural gas and thermal energy industries. Its downstream operations include selling products such as fuels, lubricants and petrochemicals to the global market. Chevron’s success is greatly driven by their vision ‘to be the global energy company most admired for its people, partnership and performance’ (Chevron Corporation, 2015), reflecting their initiative towards being socially responsible as well as their ambition towards exceeding expectations. Despite growing concerns towards using more renewable forms of energy, Chevron has been able to maintain its competitive position of #3 on the Fortune 500 by establishing new joint ventures internationally and undergoing mass long-term projects to ramp up their production growth. The Value Chain Operations One of the key elements to Chevron’s growing success is their planning towards making long-term decisions such as multiple billion-dollar takeovers and projects, as well as Chevron maintaining their core operations around refining crude oil into petroleum products. Doing this helps the company to remain results oriented, rather than confirming to the demands of lobby groups (Corddry, 2015). Chevron’s long-term exploration and production strategies...
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...Chartered Secretaries Malaysia ICSA International Qualifying Scheme (ICSA IQS) STUDY MANUAL STRATEGIC AND OPERATIONS MANAGEMENT ICSA IQS – Strategic and Operations Management Version 2 Updated June 2006 i Contents Contents Syllabus Part I Chapter 1 The nature of strategy. Strategic choice, analysis and evaluation: the balanced scorecard And the strategic balance sheet. Strategic alliance analytical techniques: Portfolio analysis, competitor analysis, value chain analysis, market migration analysis. The boardroom strategic role Mission, ethics and values. Social responsibility The Corporate Environment and System Theory the market, and other PEST factors. Internal Factors The distinction between strategy and policy. Planning: short, medium and long term. Targets, resource planning techniques, including scenario planning. Strategy: effective corporate performance: Strategic options for direction, change and growth. Policy making and implementation. Supply chain management and logistics. The virtual organization Creative and rational modes in strategic management: applications and limitations. The rational cycle: corporate needs, decision making, implementation, monitoring, review and feedback. Measurement of corporate performance, concepts of output and outcome. Contingency management and agile strategies. The management of change: growth, stability and contractions Business Process Re-engineering 1 Page v Chapter 2 22 Chapter 3 Chapter 4 Chapter 5 Chapter...
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...Discussion Topic 1.1 & 1.2 In reply to Stephanie Soenarto, I get that question a lot from my family and friends, “What is your plan after you graduate” and I can proudly say that I will go back to Indonesia and become someone who can change people’s opinion about designer. Indonesia is a developing country; I still remember 8 years ago before I came to the US people there still think designer (or even programmer) is a low income job. In order for me to land a very good job in Indonesia or to open my own firm, I have to have a lot of experience in the US. Right now I’m doing as much freelance work as possible. Sometimes my teacher offered me internship for the summer. I want to be excellent in both designing and developing. I don’t have a computer science degree but I’m studying developing as much as I can. Having a great resume and an awesome portfolio are definitely important to land a good job. Those are two things that company see when you apply for a job. But I believed that the way you present yourself when the company interviewed you will make a lot of difference too. I have to say that interview is not really my strength. I’m not exactly a people person and I hope that I can change that. Since I don’t have a family in the US, Commuting is not a problem for me, I don’t mind driving 1-2 hours to work. Everyone wants a good salary but I think for now salary is not a huge factor for now. I don’t mind being an unpaid intern. What I want to get right is as much...
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...复旦大学管理学院院 投资学期末考试试卷 样品 课程名称：__投资学 _________ 课程代码： MANA130029.01____________ 开课院系：__管理学院财务金融系____ 考试形式：闭卷 姓 名： 学 号： 专 业： |题 号 |1 |2 |3 |4 |5 |总 分 | |得 分 | | | | | | | (以下为试卷正文) 一、选择题 （60分）Multiple choices （60 point, one point each） 1. 资本配置线可以描述为 A) 投资机会集由一个无风险资产和一个风险资产构成 B) 投资机会集由两个风险资产构成 C) 上面每个点对某个投资者来说效用都一样 D) 每个点期望收益一样但风险不一样 E) 上面一个都不对 1. The Capital Allocation Line can be described as the A) investment opportunity set formed with a risky asset and a risk-free asset. B) investment opportunity set formed with two risky assets. C) line on which lie all portfolios that offer the same utility to a particular investor. D) line on which lie all portfolios with the same expected rate of return and different standard deviations. E) none of the above. 3．无风险利率为5%，风险资产如下 Security A: E(r) = 0.15; Variance = 0.04 Security B: E(r) = 0.10; Variance = 0.0225 Security C: E(r) = 0.12; Variance = 0.01 Security D: E(r) = 0.13; Variance = 0.0625 投资者将选择哪一个资产来组成风险资产和无风险资产的组合 A) A. B) B. C) C. D) D. E) 不能决定. 3. Consider a T-bill with a rate of return of 5 percent and the following risky securities: Security A: E(r) = 0.15; Variance = 0.04 Security B: E(r) = 0.10; Variance = 0.0225 Security C: E(r) = 0.12; Variance = 0.01 Security D: E(r) = 0.13; Variance...
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...TABLE OF CONTENTS Introduction............................................................................... . .....2 BMW's Strategic Leadership .........................................................................4 Conclusion.....................................................................................................12 References ..................................................................... .................13 Bibliography .....................................................................................14 Management is doing things right; Leadership is doing the right thing. -Peter F. Drucker Leaders are the ones who keep faith with the past, keep step with the present, and keep the promise to posterity - Harold J. Seymour Introduction BMW The Ultimate Driving Machine "How does one become the ultimate driving machine? Through years of investment in building and managing brand value. BMW's values are relevant and differentiated to consumers in all parts of the worlds. Interbrand has been helping BMW establish and solidify its leadership brand position for 25 years". (Anon, 2004) Bayerische Motoren Werke (BMW), owner of the prestigious BMW brand, was one of the Europe's top automakers. BMW automobiles employed 82,000 workers in plants in Munich and Regensburg in Germany. Spartanburg in the US, Rosslyn and South Africa (Lencioni, 2001, cited in Johnson & Scholes, 2002). BMW was established during the First World War to manufacture...
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