...improves the workplace and benefits society in ways that go above and beyond what companies are legally required to do.’ In Singapore, in order to encourage organization to adopt the CSR concept, the National Tripartite Initiative (NTI) on CSR was launched in May 2004. The NTI on CSR committee review and formulate broad CSR strategies and has since founded a society known as Singapore Compact for CSR, in bringing the CSR movement forward. (CSR Singapore Compact 2005) Singtel a local telecommunication organization not only excels as the market leader in Singapore, it also helps the less fortunate through social programmes. It started the Touching Lives Fund in June 2002, encourage the community to be involved in the company’s fund raising event. Lee (2004, p4) states that ‘Singtel makes an effort to ensure that the fulfillment of this social responsibility comes from all...
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...Written case analysis Kanzen Berhad: A Proposed Joint Venture With Pacific Dunlop Limited Problem definition Statement of problem Kanzen Berhad (KB) is a Malaysian based company whose problem is that they want to increase their operating profits, but are not sure how to do it. They are thinking about doing this by reducing their costs and increasing their sales figures, and doing this quickly. They don’t believe they can reduce their costs on their own, and need a way to gain knowledge and technology in order manufacture products more efficiently, and break into additional markets. Expansion The first decision they have to make is whether or not to expand the company. We take it as given that KB has decided to expand but there are several barriers to consider before they can proceed with an expansion plan. The company can choose between expanding within any of the industries they are already in, or expanding by diversifying even more and entering new industries. KB is looking to expand in the bedding industry in this case, so this is what we will focus on. Barriers of expanding the bedding industry These barriers are: 1. A lack of manufacturing technology and efficiency knowledge. 2. A lack of marketing skills to break into new markets, especially with new products. 3. Possible internal conflicts of interests 4. Limitation in markets Having world-class efficiency would provide them with the means to expand into more markets and increase productivity. This...
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...FAIRFAX by by Anubhav Gaur SMBA12045 Section B Anubhav Gaur SMBA12045 Section B TABLE OF CONTENTS Acknoledgement Summary blackberry ltd. Section 1.1 : History Section 1.2 : Strategic Changes Section 1.3 : Success in Market place Section 1.4 : Changes in Financial Fortunes Section 1.5 : Financial Fortunes FAIRFAX LTD. Section 2.1 : Corporate Governance Section 2.2 : History Section 2.3 : Credit Ratings MERGERS & ACQUISATIONS Section 3.1 : Legal Structures Section 3.2 : Documentation Section 3.3 : Business Valuation TAKEOVERS Section 4.1 : Types Of Takeover Section 4.2 : Financing a Takeover Section 4.3 : Mechanics Section 4.4 : Strategies Section 4.5 : Agency Problems Section 4.6 : Pros & Cons Laws & Codes used during takeover Section 5.1 : City Code on Takeovers & Mergers Section 5.2 : Competetion Law Section 5.3 : Takeover Directives Section 5.4 : Companies ACT 1985 BLACKBERRY TAKEOVER REGULATORY APPROVAL COMPETETION COMMISION FOR TAKE OVER FCPA Section 8.1 : Provision & Scope Section 8.2 : History Section 8.3 : Requirements Section 8.4 : Application UK BRIBERY ACT TAKEOVER MECHANICS OF BLACKBERRY TAKEOVER CONCLUSION BIBLIOGRAPHY & REFERENCES ACKNOLEGDEMENT I take this opportunity to express my profound gratitude and deep regards to my guide Prof. Deepak Dayal for his exemplary guidance, monitoring and constant encouragement throughout the course of this thesis. The blessing,...
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................................................................................... 6 Sizeable...................................................................................................................... 6 Actionability .............................................................................................................. 6 Accessibility ............................................................................................................... 7 Sustainable Competitive Advantage......................................................................................................8 The Path to Protection. ....................................................................................................................8 Raising the Bar – Starbucks Advantage.........................................................................................8 Customer Loyalty....................................................................................................... 9 Location...
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...THIRD EDITI ----- --·-- --·-- - - -- - O N -- SU PP LY CH AI N MA NA GE ME NT Stra tegy , Plan ning , and Ope ratio n Sunil Chopra Kellogg Schoo l of Manag ement Northwestern University Peter Meindl Stanfo rd University --------Prentice I-I all Uppe r Saddl e River , New Jersey ·--· PEAR SON -- · - · - - - "ibrary of Congress Cataloging-in-Publication Data :::hopra, Sunil Supply chain management: strategy, planning, and operation I Sunil Chopra, >eter Meind!.-3rd ed. p. em. Includes bibliographical references and index. ISBN: 0-13-208608-5 1. Marketing channels-Managemen t. 2. Delivery of goods-Management. i. Physical distribution of goods-Management. 4. Customer servicesvfanagement. 5. Industrial procurement. 6. Materials management. I. vfeindl, Peter II. Title. HF5415.13.C533 2007 658.7-dc22 2006004948 \VP/Executive Editor: Mark Pfaltzgraff ii:ditorial Director: Jeff Shelstad ;enior Project Manager: Alana Bradley E:ditorial Assistant: Barbara Witmer Vledia Product Development Manager: Nancy Welcher \VP/Executive Marketing Manager: Debbie Clare Vlarketing Assistant: Joanna Sabella ;enior Managing Editor (Production): Cynthia Regan flroduction Editor: Melissa Feimer flermissions Supervisor: Charles Morris Vlanufacturing Buyer: Michelle Klein Vlanager, Print Production: Christy Mahon Composition/Full-Service Project Management: Karen Ettinger, TechBooks, Inc. flrinter/Binder: Hamilton Printing Company Inc. fypeface: 10/12 Times Ten Roman :::redits...
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...1/22/07 3:37 PM Page i RP OS T ElletFM.qxp THE DO N OT C OP YO CASE STUDY HANDBOOK 1/22/07 3:37 PM Page ii DO N OT C OP YO RP OS T ElletFM.qxp 1/22/07 3:37 PM Page iii RP OS T ElletFM.qxp YO THE OP CASE STUDY HANDBOOK How to Read, Discuss, and OT C Write Persuasively About Cases DO N William Ellet Harvard Business School Press Boston, Massachusetts 1/22/07 3:37 PM Page iv RP OS T ElletFM.qxp Copyright 2007 William Ellet YO All rights reserved Printed in the United States of America 11 10 09 08 07 5 4 3 2 1 OP No part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording, or otherwise), without the prior permission of the publisher. Requests for permission should be directed to permissions@hbsp.harvard.edu, or mailed to Permissions, Harvard Business School Publishing, 60 Harvard Way, Boston, Massachusetts 02163. The copyright on each case in this book unless otherwise noted is held by the President and Fellows of Harvard College and they are published herein by express permission. Permission requests to use individual Harvard copyrighted cases should be directed to permissions@hbsp.harvard.edu, or mailed to the Permissions Editor, Harvard Business School Publishing, 60 Harvard Way, Boston, MA 02163. OT C Case material of the Harvard Graduate School of Business Administration is made possible by the...
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...THE ON OT C OP YO CASE STUDY HANDBOOK RP OS T ON OP YO RP OT C OS T THE ON OT C Write Persuasively About Cases OP CASE STUDY HANDBOOK How to Read, Discuss, and William Ellet Harvard Business School Press Boston, Massachusetts YO RP OS T Copyright 2007 William Ellet All rights reserved Printed in the United States of America 11 10 09 08 07 5 4 3 2 1 No part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording, or otherwise), without the prior permission of the publisher. Requests for permission should be directed to permissions@hbsp.harvard.edu, or mailed to Permissions, Harvard Business School Publishing, 60 Harvard Way, Boston, Massachusetts 02163. The copyright on each case in this book unless otherwise noted is held by the President and Fellows of Harvard College and they are published herein by express permission. Permission requests to use individual Harvard copyrighted cases should be directed to permissions@hbsp.harvard.edu, or mailed to the Permissions Editor, Harvard Business School Publishing, 60 Harvard Way, Boston, MA 02163. ON OT C Case material of the Harvard Graduate School of Business Administration is made possible by the cooperation of business firms and other organizations which may wish to remain anonymous by having names, quantities, and other...
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...THIRD EDITI ----- --·-- --·-- - - -- - O N -- SU PP LY CH AI N MA NA GE ME NT Stra tegy , Plan ning , and Ope ratio n Sunil Chopra Kellogg Schoo l of Manag ement Northwestern University Peter Meindl Stanfo rd University PEAR SON --------Prentice I-I all Uppe r Saddl e River , New Jersey ·--· -- · - · - - - "ibrary of Congress Cataloging-in-Publication Data :::hopra, Sunil Supply chain management: strategy, planning, and operation I Sunil Chopra, >eter Meind!.-3rd ed. p. em. Includes bibliographical references and index. ISBN: 0-13-208608-5 1. Marketing channels-Managemen t. 2. Delivery of goods-Management. i. Physical distribution of goods-Management. 4. Customer servicesvfanagement. 5. Industrial procurement. 6. Materials management. I. vfeindl, Peter II. Title. HF5415.13.C533 2007 658.7-dc22 2006004948 \VP/Executive Editor: Mark Pfaltzgraff ii:ditorial Director: Jeff Shelstad ;enior Project Manager: Alana Bradley E:ditorial Assistant: Barbara Witmer Vledia Product Development Manager: Nancy Welcher \VP/Executive Marketing Manager: Debbie Clare Vlarketing Assistant: Joanna Sabella ;enior Managing Editor (Production): Cynthia Regan flroduction Editor: Melissa Feimer flermissions Supervisor: Charles Morris Vlanufacturing Buyer: Michelle Klein Vlanager, Print Production: Christy Mahon Composition/Full-Service Project Management: Karen Ettinger, TechBooks, Inc. flrinter/Binder: Hamilton Printing Company Inc. fypeface:...
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...Institute of Philosophy and Religious studies. Affiliated to The Catholic University of Malawi PHILOSOPHY OF KNOWLEDGE (Epistemology) Student: OTIENO STEPHEN MBAKA Class Notes INTRODUCTION Fundamental Notions THE "PHILOSOPHY OF KNOWLEDGE" is that branch of philosophy which tries to determine in a general way what the nature and scope of man's capacity to know are. Precisely what this determi-nation will turn out to be cannot be foreseen at the beginning of our investigation since the very reason for undertaking such a project is to find that out in a methodical and systematic way. Nonetheless, even at this point, we do have a vague sense of what we are after, and, presumably, we have had enough experi-ence of our ignorance and capacity for error to motivate us to take up this arduous task. Our common-sense notion of nature tells us that an investigation into the "nature" of anything means at least that we are ask-ing "what sort of thing is it?" To be sure, this question is none too precise, but it will do for a beginning. Again, our common-sense notion of "scope" tells us that an inquiry into the "scope" of any-thing means at least that we are asking "how far does it extend?" Again, this imprecise query will do for the moment. Notice that we are not asking whether we know anything at all. The reason is, as we shall see in detail later that this question cannot be asked at all, because to have asked it is to have answered...
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...original edition)(Revised and reissued 1992)[Version 2.0 by Bbat – august 4 2003][Easy read, easy print][Completely new scan]The Hunter was born to hunt,as his prey was born to bebrought down at his desire . . .Sara Laramie moved through the iron castings in the foundry yard, keeping low so that she was at all times concealed from view. The Hunter Relemar was in pursuit of her. She did not know that he was a Hunter; it was obvious, however, that he was differ-ent from other naoli.Deep scream, lovely scream, wanting out . . . She reached the thousand gallon storage tank in which she now made her home. She pulled open the entry plate (it squeaked; Relemar listened for squeaks) and went inside. Behind her, there was a scraping noise . . . Rats, she thought, lighting the glow lamp. The tank brightened to a warm yellow.“Hello,” said Relemar the Hunter. He was trying to smile.This time, she did not suppress the scream . . . BEASTCHILD IS FORLISA TUTTLEAND DANNY JENNINGSAND JACK CORDESAND FOR THE USPOWHICH INTRODUCED USscience fiction by Dean R. Koontzavailable in Lancer editionsTHE DARK SYMPHONY, 74-621HELL'S GATE, 74-656 BeastchildDean R. KoontzLANCER BOOKS NEW YORK A LANCER BOOKBEASTCHILDThe characters in this book are entirely imaginary and have no relation to any living person.Copyright © 1970 by Dean R. KoontzA substantially shorter version of this novel appeared in Venture Science Fiction Copyright © 1970 by Mercury Press, Inc.LANCER BOOKS, INC. • 1560 BROADWAYNEW...
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...US GAAP vs. IFRS The basics March 2010 Table of contents 2 5 7 8 11 13 14 16 18 20 26 28 31 33 35 38 40 42 43 44 46 47 Introduction Financial statement presentation Interim financial reporting Consolidations, joint venture accounting and equity method investees Business combinations Inventory Long-lived assets Intangible assets Impairment of long-lived assets, goodwill and intangible assets Financial instruments Foreign currency matters Leases Income taxes Provisions and contingencies Revenue recognition Share-based payments Employee benefits other than share-based payments Earnings per share Segment reporting Subsequent events Related parties Appendix — The evolution of IFRS Introduction It is not surprising that many people who follow the development of worldwide accounting standards today might be confused. Convergence is a high priority on the agendas of both the US Financial Accounting Standards Board (FASB) and the International Accounting Standards Board (IASB) — and “convergence” is a term that suggests an elimination or coming together of differences. Yet much is still made of the many differences that exist between US GAAP as promulgated by the FASB and International Financial Reporting Standards (IFRS) as promulgated by the IASB, suggesting that the two GAAPs continue to speak languages that are worlds apart. This apparent contradiction has prompted many to ask just how different are the two sets of standards? And where differences exist, why do they exist...
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...2. Executive summary • Two countries researched for potential market entry of Silkwood Wines, using macro-environmental (PEST) analysis, are Argentina and New Zealand. • Argentina is an attractive market for winemakers from ‘target-market’ point of view, but it is not a good time to commence exporting to this country. Unfavourable political and economic situation are the strongest factors that influence this decision. High physical, psychic, cultural and linguistic distances from Australia represent additional potential complications. • New Zealand on the other hand offers less opportunity for profits, but being physically, psychically, culturally and linguistically close to Australia, with a favourable applicable tariff rates and historically good relationship, it is a safe option. • American slightly positive GDP growth in the last quarter and some other latest statistics indicate that the worst times relating to world financial crisis is in the past. Nevertheless, world’s economists are prognosticating that long time is needed for full recovery. Some countries are still in recession and Argentina is battling hard to come out as a winner. Higher risks are associated with these hard times, thus a safer option is recommended. • Taking all this into consideration and the facts that Silkwood Wines are inexperienced in exporting and have limited human and financial resources, I recommend New Zealand as the best country for initial entry. With characteristics above described...
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...22000 ESSENTIAL WORDS FOR IELTS AND TOEFL Cũng có 1 chút kinh nghiệm về kỳ thi IELTS, nên hôm nay chia sẻ cùng mọi người. Muốn đạt điểm cao ở kỳ thi IELTS, có 1 điểm rất quan trọng mà Bear nghĩ ai cũng biết: LUYỆN TẬP THƯỜNG XUYÊN. Tuy nhiên, cũng có 1 điểm cực kỳ quan trọng mà đa số thường không chú trọng lắm. Đó là phần từ vựng dạng ACADEMIC (học thuật). Nên để đạt điểm cao trong kỳ thi IELTS, ôn luyện từ trong quyển 22.000 từ THI TOEFL/IELTS của Harold Levine là cực kỳ cần thiết. Mỗi ngày chỉ cần học 3 từ, thì lượng từ vựng của bạn sẽ tăng đáng kể. Số từ vựng này giúp bạn trong cả 4 phần thi LISTENING / SPEAKING / READING / WRITING. Ví dụ: Nếu bạn dùng từ: SIMULTANEOUSLY thay cho từ AT THE SAME TIME, hay PORTABLE thay cho từ EASY TO CARRY hay MITIGATE thay cho từ LESSEN … trong phần WRITING và SPEAKING thì điểm của bạn sẽ cao chót vót không ngờ luôn đấy. Chưa kể, nhất là trong phần READING, những từ trong quyển sách này xuất hiện nhiều lắm, và cả LISTENING nữa chứ. Sự lợi hại của quyển sách này, chắc chắn chỉ khi nào học rồi, bạn mới thấy rõ. Quyển này (nhà xuất bản TPHCM) đã hết bán rồi. Nên nếu bạn nào cần phôtô thì liên lạc Uyên Uyên: UyenUyen@englishtime.us Tuy nhiên mỗi tuần Bear vẫn sẽ post lên đây 20 từ trong quyển sách đó, để nếu bạn nào ở xa, vẫn có thể học được. Đương nhiên mỗi người có 1 cách học riêng và trí nhớ khác nhau. Có người nhìn qua là nhớ liền, có người nhìn hoài vẫn không nhớ, nên Bear suggest...
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...BUSI604: International Business Global Cultural Analysis: Japan Liberty University June 24, 2013 Abstract This paper provided an opportunity to take a deeper look into the country of Japan by conducting a Global Cultural Analysis. Throughout this paper the following four research areas were explored: 1.What is the major elements and dimensions of culture in Japan? 2. How are these elements and dimensions integrated by locals conducting business in Japan? 3. How does U.S. culture and business compare with the elements and dimensions of culture integrated by the locals conducting business in Japan? 4. What are the implications for U.S. businesses that wish to conduct business with Japan? Japan has the third largest economy in the world. Having one of the largest economies comes with many rewards as well as challenges. Japan’s main reason for success is their culture. “Japan’s culture stems first from bushido, an ancient code that exalts loyalty to one’s superiors” (Emery, 2001, para.1). Japan has also been successful in part because of their superlative electronic and Information Technology industries as well as a very strong automotive industry. Imports and exports have been in instrumental in Japan’s success. “Japan is the 5th largest importer and exporter in the world,” (Japan Export, & Trade, 2013, para.1). Despite Japan’s prominent position, they have been experiencing major financial issues just like the rest of the world. Japan’s...
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...solution SOLUTIONS TO EXERCISES AND CASES For FINANCIAL STATEMENT ANALYSIS AND SECURITY VALUATION Stephen H. Penman Fifth Edition CHAPTER ONE Introduction to Investing and Valuation Concept Questions C1.1. Fundamental risk arises from the inherent risk in the business – from sales revenue falling or expenses rising unexpectedly, for example. Price risk is the risk of prices deviating from fundamental value. Prices are subject to fundamental risk, but can move away from fundamental value, irrespective of outcomes in the fundamentals. When an investor buys a stock, she takes on fundamental risk – the stock price could drop because the firm’s operations don’t meet expectations – but she also runs the (price) risk of buying a stock that is overpriced or selling a stock that is underpriced. Chapter 19 elaborates and Figure 19.5 (in Chapter 19) gives a display. C1.2. A beta technology measures the risk of an investment and the required return that the risk requires. The capital asset pricing model (CAPM) is a beta technology; is measures risk (beta) and the required return for the beta. An alpha technology involves techniques that identify mispriced stocks than can earn a return in excess of the required return (an alpha return). See Box 1.1. The appendix to Chapter 3 elaborates on beta technologies. C1.3. This statement is based on a statistical average from the historical data: The return on stocks...
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