...CASE ANALYSIS December 7, 2008 QUANTUM OF SOLACE* A Case of Golden Opportunity Commercial Bank President Celso Valmores in his speech before the board members said: “I would like to seek your opinion regarding a major initiative of our bank, which is part of the implementation of Golden Opportunity Commercial Bank’s (GOCB) renewed strategy to be the bank of choice in terms of consumer banking. To be able to finance this new strategy and to aggressively revive our bank, GOCB is contemplating a major move that will, in effect, recover from losses brought about by increasing mortgage default payments, valued at P5.0 billion. This move is designed to fully extinguish our debts, create a new and dynamic bank and hopefully leave us with excess liquidity for the start of endowment fund. This move I am referring to is heeding to the proposal of Ms. Marjorie Trinidad, Banko Sentral ng Pilipinas’ (BSP) Managing Director to downgrade the status from commercial to thrift bank. Such move will change our capitalization structure.” The meeting was called to discuss the GOCB problem and develop a plan to reinvigorate the ailing bank and at the same time address the BSP’s findings. GOCB is requesting for P10 billion in emergency loan with BSP. Historical Background In 1998, Mr. Melanio Apodaca, an aggressive realtor who owns Global Realty Corporation (GRC) together with family members and friends, purchased the Silver Commercial Bank, which holds the 20th...
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...Table Of Contents About our consultancy * Team * Vision * Mission NKF introduction * The company * The Client * Vision and Mission * Services provided Proposal’s Goal and Objectives Funding Mix * Direct Cash Support * In-kind Support * Social Enterprise * Volunteer Hours Donor Segmentation * Corporate Philanthropy * Online Micro-Philanthropist * Government Grant About Our Consultancy Team Marketing Eye. Vision Marketing Eye is THE community of professional consultants who define excellence and advance ethics for the marketing consulting profession. Mission Marketing Eye provides marketing manager, skilled in all facets of the marketing mix while our marketing consultants for small business will help you reach your sales and marketing goals which includes a process of developing a marketing strategy for your company and then implementing it over a 12-month period. NKF introduction The Company NKF is a charitable organization in Singapore that provides dialysis treatment and rehabilitative care to kidney failure patients at affordable, subsidised rates. Apart from that, health-screening and public education is also provided by NKF to raise community’s awareness on the importance of renal disease prevention. The organization was established by Dr.KhooOonTeik and a cohort of friends in 1969 at Singapore General Hospital (SGH). The idea of NKF was thought by Dr.Khoo when he witnessed the agonising plight...
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...Introduction: In 1955 Steve Jobs was born in San Francisco, California and shortly after, his unwed biological parents put him up for adoption. Paul and Clara Jobs, a middle class couple who raised him in Santa Clara County, better known as Silicon Valley, adopted him. As a result, Steve Jobs grew up in a neighborhood where he was surrounded by engineers, innovation, and exposure to the cutting edge of various electronic advancements. As a young child Jobs began to express interest in electronics and technology. After a brief stint in college and a few months in a hippy commune, he started his first job at a video game company called Atari. The chief engineer, Al Alcorn, hired him. Jobs became “one of the first fifty employees at Atari, working as a technician for $5 and hour. ‘In retrospect it was weird to hire a dropout from Reed [College],’ Alcorn recalled. ‘But I saw something in him. He was very intelligent, enthusiastic and excited about tech.’” (Isaacson Pg. 43) In 1976, the intelligent and motivated, Steve Jobs took the knowledge he had acquired at Atari and teamed up with his good friend Steve Wozniak and started Apple as a desktop computer company. For about 10 years the two Steve’s worked together, but in the mid 1980’s tension began to rise between the business partners and Jobs left the company. From 1985 to 1995 Steve Jobs worked on various projects and at various companies such as NeXt and Pixar, but in 1996 Jobs went back to Apple and in 1997 he became...
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...Role of Emotional Intelligence in Effective Leadership OB PROJECT TERM I By: Anumeha Gupta (h11067) OB-II PROJECT (TERM II) Dwaipayan Gupta (h11075) Shesadri Biswas (h11110) Sreekanth S V (h11113) Vikrant Chaplot(h11118) GROUP B7 1 ACKNOWLEDGEMENTS We would like to express our gratitude towards Prof. Manish Singhal for giving us the opportunity to pursue this project in the course “Organizational Behaviour - II”. We want to thank him for his creative and thoughtful ideas that made our project work highly interesting and interactive. We would like to thank Mr Gaurav Marathe for taking out the time to answer our numerous queries and for his useful suggestions that went a long way in helping us improve our project. We would also like to thank Ms Dulcie Margaret Young for providing the necessary administrative support. We would like to thank the committee heads and secretaries at XLRI for their valuable inputs. We also want to thank the committee members (both senior and junior batches) for taking out the time to answer our questions regarding their respective committee heads. We would always be grateful to the esteemed pedagogy of XLRI and hope to apply the learnings from this project for effective management in our respective fields. 2 TABLE OF CONTENTS Abstract ............................................................................................................... 4 Introduction ...............................................................
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...Executive Summary This Marketing Plan Audit provides an analysis of the brand situation, current strategies and provides suggestions and implementation plan for Nokia Corporation. Nokia is a Finish manufacturer of mobile devices, which makes a full range of cellular phones for all major consumer segments worldwide, including Internet-enabled devices enable people to experience music, maps, media, messaging and games. Company has over 132,000 employees in 120 countries, sales in more than 150 countries and global annual revenue of over 60 billion dollars and operating profit of 2.86 billion dollars as of 2010. Nokia is the world's largest manufacturer of mobile phones: its global device market share was 31% in the fourth quarter 2010, but dropped below 30% in the first quarter 2011. In June 2011, Nokia was overtaken by Apple, as the world's biggest smartphone maker by volume. For many years Nokia enjoyed an overwhelming domination on the market of personal mobile devices. The company managed to build the strong brand, easily recognizable style of it’s devices and consumer favorite. Due to serious mistakes in product and distribution strategy, as well as growing competition from companies like Apple, Samsung ,Motorola and others, Nokia started to experience serious problems with its sales, market share and consumer loyalty. Presented Audit defines Nokia’ current issue with the Brand positioning, that caused the diminishing of the brand popularity and lowered competitive...
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...resulted to less commission income generated from broking services that caused both local and foreign brokers to leave the Philippine equities market and applied for temporary suspension, while others opted to cease operations totally. Political instability also discouraged investors in Philippine equities during the Estrada Administration. Illegal trading activities, such as frontrunning, insider trading and “kiting” resulted to the loss of investors’ confidence towards the regulatory bodies, the Securities and Exchange Commission and the Philippine Stock Exchange. This paper presents three frameworks to analyze the effectiveness of the company’s current strategy. Among the frameworks employed was PEST Analysis or Political, Economic, Social and Technological Analysis which was used to highlight the impact of economic, political, social and technological factors on the industry. In addition, the driving forces which affect the competitive landscape of the stock brokerage industry were also scrutinized, to wit, regulatory influences and government policy changes, as well as the subsequent departure of major players in the industry. Finally, the Key Success Factors (KSFs)...
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...CASE: SM-153 DATE: 08/08/06 SAP AG IN 2006: DRIVING CORPORATE TRANSFORMATION Success can be seductive. It can trick us into focusing too rigidly on long-established patterns of thought. That’s why it is often so tempting to recycle yesterday’s ideas to form the guidelines and dogmas of tomorrow. I hope that we can use the right vision and strategy to avoid this trap. ⎯Henning Kagermann, CEO, SAP AG INTRODUCTION On a windy April evening in Walldorf, Germany, Henning Kagermann took a sip of his tea and picked up the 60-page document lying on his desk. Several months earlier, Kagermann, CEO of SAP AG, had tasked his Corporate Strategy Group with preparing a strategic analysis, informally nicknamed the “Sun-Tzu document” in deference to the legendary Chinese general. It outlined the strategic opportunities and challenges that SAP should expect to face between 2006 and 2010, and examined the prevailing forces shaping the enterprise software industry in 2006: technological change, consolidation, and shifting customer needs. Kagermann believed that emerging Internet-based technologies and standards known collectively as “Web services” soon would transform the $79.8 billion enterprise software applications industry, in which SAP held the leading market position.1 Although sales of SAP’s existing products had begun to rebound in 2004 after a multi-year slowdown, Kagermann had committed SAP to deploy new Web services-based technology on a massive scale by the end of 2007. (See Exhibit...
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...Financial Focus Review CONTENTS Chapter 1 Revenue Recognition............................................................................................. 1 Chapter 2 Expense Recognition........................................................................................... 15 Chapter 3 Accounting Adjustment...................................................................................... 25 Chapter 4 Financial Statements........................................................................................... 35 Chapter 5 Fair Value Measurement.....................................................................................51 Chapter 6 Inventory................................................................................................................. 57 Chapter 7 Fixed Asset.............................................................................................................. 75 Chapter 8 Current Asset &Aurrent Liabilitie.................................................................... 89 Chapter 9 Bonds, Notes and Loans.................................................................................. 109 Chapter 10 Debt Restructures.............................................................................................. 125 Chapter 11 Pension................................................................................................................... 133 Chapter 12 Lease...........................................
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...M02_TURB3315_05_SE_C02.QXD 9/4/07 7:54 PM Page 42 2 E-MARKETPLACES: STRUCTURES, MECHANISMS, ECONOMICS, AND IMPACTS Learning Objectives Upon completion of this chapter, you will be able to: 1. Define e-marketplaces and list their components. 2. List the major types of e-marketplaces and describe their features. 3. Describe the various types of EC intermediaries and their roles. 4. Describe electronic catalogs, shopping carts, and search engines. 5. Describe the major types of auctions and list their characteristics. 6. Discuss the benefits, limitations, and impacts of auctions. 7. Describe bartering and negotiating online. 8. Define m-commerce and explain its role as a market mechanism. 9. Discuss competition in the digital economy. 10. Describe the impact of e-marketplaces on organizations and industries. CHAPTER Content How Blue Nile Inc. Is Changing the Jewelry Industry 2.1 E-Marketplaces 2.2 Types of E-Marketplaces: From Storefronts to Portals 2.3 Transactions, Intermediation, and Processes in E-Commerce 2.4 Electronic Catalogs and Other Market Mechanisms 2.5 Auctions as EC Market Mechanisms 2.6 Bartering and Negotiating Online 2.7 E-Commerce in the Wireless Environment: M-Commerce and L-Commerce 2.8 Competition in the Digital Economy and Its Impact on Industries 2.9 Impacts of EC on Business Processes and Organizations Managerial Issues Real-World Case: Wal-Mart Leads RFID Adoption Appendix 2A: Build-to-Order Production ISBN: 0-558-13856-X 42 ...
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...and Motif are registered trademarks of The Open Group. HTML, DHTML, XML, XHTML are trademarks or registered trademarks of W3C , World Wide Web Consortium, Laboratory for Computer Science NE43-358, Massachusetts Institute of Technology, 545 Technology Square, Cambridge, MA 02139. JAVA is a registered trademark of Sun Microsystems, Inc. , 901 San Antonio Road, Palo Alto, CA 94303 USA. JAVASCRIPT is a registered trademark of Sun Microsystems, Inc., used under license for technology invented and implemented by Netscape. SAP, SAP Logo, mySAP.com, mySAP.com Marketplace, mySAP.com Workplace, mySAP.com Business Scenarios, mySAP.com Application Hosting, WebFlow, R/2, R/3, RIVA, ABAP, SAP Business Workflow, SAP EarlyWatch, SAP ArchiveLink, BAPI, SAPPHIRE, Management Cockpit, SEM, are trademarks or registered trademarks of SAP AG in Germany and in...
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...Methodology 11 II Literature review and hypothesis development 12 Overview 12 Introduction 12 History of diamonds 12 Industry structure 13 DeBeers cartel 15 Diamond valuation 16 Diamond valuation process 16 Determinants of diamond prices 18 Diamond as an investment 19 Types of investment 19 Problems associated with investing in diamonds 20 Benefits associated with investing in diamonds 20 Alternatives to investing in diamonds 23 Hypothesis development 25 III Methodology 26 Data collection 26 Primary research 26 Secondary research 27 Methodology 28 Descriptive statistics 28 Regression analysis 28 Variables 29 Limitations and assumptions 30 IV Analysis and results 32 Interview results 32 Summary statistics 36 Explanation of variables 36 Descriptive statistics 38 Correlation 44 Regression analysis 46 V Conclusions and recommendations 49 References 52 Appendix 56...
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...(c) Bedford/St. Martin's bedfordstmartins.com 1-457-62096-0 / 978-1-457-62096-6 SOUNDS AND IMAGES Movies and the Impact of Images 187 Early Technology and the Evolution of Movies 192 The Rise of the Hollywood Studio System 195 The Studio System’s Golden Age 205 The Transformation of the Studio System 209 The Economics of the Movie Business 215 Popular Movies and Democracy In every generation, a film is made that changes the movie industry. In 1941, that film was Orson Welles’s Citizen Kane. Welles produced, directed, wrote, and starred in the movie at age twenty-five, playing a newspaper magnate from a young man to old age. While the movie was not a commercial success initially (powerful newspaper publisher William Randolph Hearst, whose life was the inspiration for the movie, tried to suppress it), it was critically praised for its acting, story, and directing. Citizen Kane’s dramatic camera angles, striking film noir–style lighting, nonlinear storytelling, montages, and long deep-focus shots were considered technically innovative for the era. Over time, Citizen Kane became revered as a masterpiece, and in 1997 the American Film Institute named it the Greatest American Movie of All Time. “Citizen Kane is more than a great movie; it is a gathering of all the lessons of the emerging era of sound,” film critic Roger Ebert wrote.1 CHAPTER 6 ○ MOVIES 185 (c) Bedford/St. Martin's bedfordstmartins.com 1-457-62096-0 / 978-1-457-62096-6 MOVIES A generation later...
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...should be addressed to the Legal Department, Wiley Publishing, Inc., 10475 Crosspoint Blvd., Indianapolis, IN 46256, (317) 572-3447, fax (317) 572-4447, e-mail: permcoordinator@ wiley.com. Trademarks: Wiley, the Wiley Publishing logo, For Dummies, the Dummies Man logo, A Reference for the Rest of Us!, The Dummies Way, Dummies Daily, The Fun and Easy Way, Dummies.com, and related trade dress are trademarks or registered trademarks of John Wiley & Sons, Inc. and/or its affiliates in the United States and other countries, and may not be used without written permission. SAP® NetWeaver. All other trademarks are the property of their respective owners. Wiley Publishing, Inc., is not associated with any product or vendor mentioned in this book. GENERAL DISCLAIMER: THE PUBLISHER AND THE AUTHOR MAKE NO REPRESENTATIONS OR WARRANTIES WITH RESPECT TO THE ACCURACY OR COMPLETENESS OF THE...
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...conc About Pfeiffer Pfeiffer serves the professional development and hands-on resource needs of training and human resource practitioners and gives them products to do their jobs better. We deliver proven ideas and solutions from experts in HR development and HR management, and we offer effective and customizable tools to improve workplace performance. From novice to seasoned professional, Pfeiffer is the source you can trust to make yourself and your organization more successful. Essential Knowledge Pfeiffer produces insightful, practical, and comprehensive materials on topics that matter the most to training and HR professionals. Our Essential Knowledge resources translate the expertise of seasoned professionals into practical, how-to guidance on critical workplace issues and problems. These resources are supported by case studies, worksheets, and job aids and are frequently supplemented with CD-ROMs, websites, and other means of making the content easier to read, understand, and use. Essential Tools Pfeiffer’s Essential Tools resources save time and expense by offering proven, ready-to-use materials—including exercises, activities, games, instruments, and assessments—for use during a training or team-learning event. These resources are frequently offered in loose-leaf or CD-ROM format to facilitate copying and customization of the material. Pfeiffer also recognizes the remarkable power of new technologies in expanding the reach and effectiveness of training...
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...Physical Chemistry Understanding our Chemical World Physical Chemistry Understanding our Chemical World Paul Monk Manchester Metropolitan University, UK Copyright 2004 John Wiley & Sons Ltd, The Atrium, Southern Gate, Chichester, West Sussex PO19 8SQ, England Telephone (+44) 1243 779777 Email (for orders and customer service enquiries): cs-books@wiley.co.uk Visit our Home Page on www.wileyeurope.com or www.wiley.com All Rights Reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except under the terms of the Copyright, Designs and Patents Act 1988 or under the terms of a licence issued by the Copyright Licensing Agency Ltd, 90 Tottenham Court Road, London W1T 4LP, UK, without the permission in writing of the Publisher. Requests to the Publisher should be addressed to the Permissions Department, John Wiley & Sons Ltd, The Atrium, Southern Gate, Chichester, West Sussex PO19 8SQ, England, or emailed to permreq@wiley.co.uk, or faxed to (+44) 1243 770620. This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold on the understanding that the Publisher is not engaged in rendering professional services. If professional advice or other expert assistance is required, the services of a competent professional should be sought. Other Wiley...
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