...Financial Research Report Introduction For investors and business owners, financial analysis poses significant importance as it evaluates the company’s performance in measureable aspects. In financial analyses financial ratios are considered important in analyzing the position of the company. It analyzes important areas of the business performance such as liquidity ratios, debt ratio, and profitability of the business. This report aims on financial performance of U.S. based company named Rockwell Collins Inc. This report analyzes the financial performance of the company. Discussion Rockwell Collins Inc. Base of the Rockwell Collins is with Collins radio since 1933. After 1933, Collins Radio Company expanded its business, and starts serving other areas by expanding it technology scope. New technological developments such as flight control devices, radio communication equipments and voice transmission satellite created market opportunity for Collins Radio Company. In 1973, Rockwell international acquired Collins Radio Company due to company financial difficulties. In June 2001, Rockwell Collins inc. was listed on the stock exchange under the symbol “COL”. Now, Rockwell Collins is in business of electronic communications, entertainment systems in flight and avionic for its various worldwide customers. Company is serving government, military and commercial customers (Rockwell Collins Inc, 2013a). Today approximately every aircraft in the world is Rockwell Collins aviation...
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...INTRODUCTION ABC Telecommunications is a publicly traded, global, manufacturing telecommunications company who primarily sells copper and fiber products to customers like Verizon and AT&T/Cingular. Like many other telecommunication companies, ABC went thru a significant down-turn around 2000. Not only did offices and manufacturing plants get shut-down throughout the world, the morale and culture of ABC changed. ABC lost a lot of their highly skilled, highly valuable employees. They have consciously tried to hire “the best of the best” but yet they are not willing to provide the salaries and benefits to get those individuals. In fact, ABC has really been focusing on cost-cutting measures the last couple of years. Employee recognition and rewards are very rare, bonuses were not given last year, locations in the US continue to get shut down, and layoffs are frequent in order to get headcount and employee expenses down. Purchases of new computers and other technology equipment are considered an unnecessary expense. Understandably, turnover is high and those who stay tend not to be satisfied. Many leave quickly; others just complain and talk about how much better the company used to be. ABC was the organization reviewed in my OCI paper. ABC’s highest style rating was conventional and their second highest style was approval. Most employees feel the need to conform, to not get involved in any disagreements, and to have superficial relationships with their co-workers so...
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...1 Figure 6.2 Figure 6.3 Figure 6.4 Figure 7.1 Figure 7.2 Figure 7.3 Figure 8.1 Figure 8.2 Figure 8.3 Figure 9.1 The Breakout Strategy Cycle Companies Getting on the Fast Track Companies Staying Out Front Types of Capital and the Capital Accumulation Process The Vision Wheel State Transition for Harley-Davidson: Organization State Transition for Harley-Davidson: Culture State Transition for Harley-Davidson: Relationships State Transition for Harley-Davidson: Markets The Six Pillars of a Value Proposition Leveraging up the Apple Value Proposition Reconciling Different Value Propositions Leveraging up Samsung Electronics’ Value Proposition Components of a Business Model Aligning the Business Model and Value Proposition Business Model Needs Analysis Delivering Strategy System Balance and Strategy Delivery at CEMEX Organizational Culture and Cultural Reproduction Breakout Leadership Capabilities Chapter 1 Breakout Strategy ______________________________________________ We all want to identify the essential ingredient that makes for outstanding business success, the decisive factor that differentiates exceptional companies from those that are just plain average. Sadly, like the elixir of...
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...Technology in Society 31 (2009) 342–349 Contents lists available at ScienceDirect Technology in Society journal homepage: www.elsevier.com/locate/techsoc The politics of airplane production: The emergence of two technological frames in the competition between Boeing and Airbus Alexander Z. Ibsen* University of Arizona, Department of Sociology, P.O. Box 210027, Tucson, AZ 85721-0027,United States a b s t r a c t Keywords: Airplanes Boeing Airbus Two-party democracy Frames Technological philosophy Economic models of technological innovation, as well as modern sociological approaches to the study of organizations, predict that two-actor markets will eventually evolve into one dominant technological logic. Why is it, then, that the only two global manufacturers of large commercial airplanes have developed diametrically opposed technological philosophies? Based on secondary historical sources, this article employs a theory of twoparty democracies from political science and the theory of sociotechnical frames to explain why Boeing pilots are allowed ultimate command of their aircraft whereas Airbus confers this authority to the flight computer. Ó 2009 Elsevier Ltd. All rights reserved. 1. Introduction For anyone who has ever flown on a large airplane owned by an airline based in an affluent country, the chances are almost exactly 50% that the plane will be made by Boeing Commercial Airplanes, and 50% that it will be made by Airbus S.A.S. At the same time, it is 100%...
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...An organization that learns does not automatically mean that it is a learning organization Introduction With the advance of economy, the competitions between enterprises are increasingly fierce. The research about organizational learning (OL) can be traced back to 1970s, Argyris and Schön gave a definition that diagnoses and corrects the mistake of organizations. Later, Huber (1991) published one of the most superior views about OL that during the processing of information, if the organizations’ potential behavior is changed, organizational learning has been generated in this process. Until Senge published his book named “THE FIFTH DISCIPLINE-The art & Practice of the learning organization” in 1990, the research of organizational learning enters to the climax. Basic meaning of the learning organization is that an organization is continuous expending to create its future and it has been aimed to growth the ‘knowledge intensity’ of enterprises (Senge, 1990). However, whether in theory or practice in enterprises, learning organization and organizational learning are extremely easy to confuse the two concepts. Generally, many people believe that organizational learning and learning organization are two interchangeable concepts; but from the academic point of view, the two thoughts closely related while having qualitative difference. Just like the title says, a learning organization is not an organization, which can learn. This article will start from...
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...ISO 9000 From Wikipedia, the free encyclopedia The ISO 9000 family of standards relate to quality management systems and are designed to help organizations ensure they meet the needs of customers and other stakeholders (Poksinska et al, 2002 [1] ). The standards are published by ISO, the International Organization for Standardization and available through National standards bodies. ISO 9000 deals with the fundamentals of quality management systems (Tsim et al, 2002 [2] ), including the eight management principles (Beattie and Sohal, 1999;[3] Tsim et al, 2002 [2]) on which the family of standards is based. ISO 9001 deals with the requirements that organizations wishing to meet the standard have to fulfill. Third party certification bodies provide independent confirmation that organizations meet the requirements of ISO 9001. Over a million organizations worldwide [4] are independently certified, making ISO 9001 one of the most widely used management tools in the world today. Contents [hide] 1 Reasons for use 2 Background 3 Global adoption 4 Contents of ISO 9001 4.1 Summary of ISO 9001:2008 in informal language 4.2 1987 version 4.3 1994 version 4.4 2000 version 4.5 Certification 5 Auditing 6 Industry-specific interpretations 7 Effectiveness 7.1 Advantages 7.2 Problems 8 See also 9 References 10 Further reading 11 See also 12 External links [edit]Reasons for use The global adoption of ISO 9001 may be attributable to a number of factors. A number of major...
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...INTRODUCTION ABC Telecommunications is a publicly traded, global, manufacturing telecommunications company who primarily sells copper and fiber products to customers like Verizon and AT&T/Cingular. Like many other telecommunication companies, ABC went thru a significant down-turn around 2000. Not only did offices and manufacturing plants get shut-down throughout the world, the morale and culture of ABC changed. ABC lost a lot of their highly skilled, highly valuable employees. They have consciously tried to hire “the best of the best” but yet they are not willing to provide the salaries and benefits to get those individuals. In fact, ABC has really been focusing on cost-cutting measures the last couple of years. Employee recognition and rewards are very rare, bonuses were not given last year, locations in the US continue to get shut down, and layoffs are frequent in order to get headcount and employee expenses down. Purchases of new computers and other technology equipment are considered an unnecessary expense. Understandably, turnover is high and those who stay tend not to be satisfied. Many leave quickly; others just complain and talk about how much better the company used to be. ABC was the organization reviewed in my OCI paper. ABC’s highest style rating was conventional and their second highest style was approval. Most employees feel the need to conform, to not get involved in any disagreements, and to have superficial relationships with their co-workers so...
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...Airbus vs. Boeing in Superjumbos: Credibility and Preemption by Benjamin C. Esty and Pankaj Ghemawat Current Draft: August 3, 2001 Benjamin C. Esty Morgan 381 Harvard Business School Boston, MA 02163 Tel: (617) 495-6159 e-mail: besty@hbs.edu Pankaj Ghemawat Morgan 227 Harvard Business School Boston, MA 02163 Tel: (617) 495-6270 e-mail: pghemawat@hbs.edu Acknowledgements: We would like to thank Ed Greenslet and The Airline Monitor for providing data on and insights about the commercial jet aircraft industry, Mike Kane for assistance with the original teaching case, and the Division of Research at the Harvard Business School for supporting this research. Airbus vs. Boeing in Superjumbos: Credibility and Preemption Abstract In December 2000, Airbus formally committed to spend $12 billion to develop and launch a 555-seat superjumbo plane known as the A380. Prior to and after Airbus’ commitment, Boeing started and canceled several initiatives aimed at developing a “stretch jumbo” with capacity in between its existing jumbo (the 747) and Airbus’ planned superjumbo. This paper provides a strategic (game-theoretic) interpretation of why Airbus, rather than Boeing, committed to the superjumbo, and why Boeing’s efforts to introduce a stretch jumbo have, at least to date, been unsuccessful. Specifically, game theory suggests that the incumbent, Boeing, would earn higher operating profits if it could somehow deter the entrant, Airbus, from developing a superjumbo, but...
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...TABLE OF CONTENT CONTENT | PAGE NUMBER | INTRODUCTION | 2 | TASK A | 3 | TASK B | 4-7 | TASK C | 8-18 | TASK D | 19-25 | CONCLUSION | 26 | RECOMMENDATION | 27-29 | REFFERENCES | 30-31 | INTRODUCTION A REVOLUTIONARY NAME IN AIR TRAVEL REACHES GREATER HEIGHTS (airasia) AirASia is indeed on its way on becoming the dominant player in the airline industry, It is a low cost airline based in Kuala Lumpur, Malaysia who operates scheduled domestic and international flights. The company is Asia’s largest low fare, no frills airlines, a pioneered low cost travelling in Asia. Also the first airline in the region to implement fully ticketless travel and unassigned seats. Their main base is in the Low cost Carrier Terminal(LCCT) at Kuala Lumpur International Airport (KLIA). They also have associates with the airlines Thai Air Asia and Indonesia Air Asia fly from Suvarnabhumi Airport, Thailand and Soekarno-Hatta International Airport, Indonesia. The airlines established in 1993 and started operations on 18 November 1996. It was originally founded by a government-owned conglomerate DRB – Hicom. On December 2, 2001 the heavily – indebted airlines was purchased by the former Time Warner executive Tony Fernandes’s company Tune Air Sdn Bhd for the token sum of one ringgit. Fernandes proceeded to engineer a remarkable turnaround, turning a profit in 2002 and launching new routes from its hub in Kuala Lumpur International Airport at breakneck speed, undercutting former...
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...Pankaj Ghemawat (Harvard Business School This paper can be downloaded without charge from the Social Science Research Network electronic library at: http://ssrn.com/abstract_id=302452 Airbus vs. Boeing in Superjumbos: A Case of Failed Preemption* August 3, 2001 Rev. February 14, 2002 Benjamin C. Esty Morgan 381 Harvard Business School Boston, MA 02163 Tel: (617) 495-6159 e-mail: besty@hbs.edu Pankaj Ghemawat Morgan 227 Harvard Business School Boston, MA 02163 Tel: (617) 495-6270 e-mail: pghemawat@hbs.edu *Acknowledgements: Ramon Casadessus-Masanell, Bruno Cassiman, Richard Caves, Ken Corts, Tarun Khanna, Julio Rotemberg, Vicente Salas Fumas, Xavier Vives and seminar/workshop participants at Boston University, Copenhagen Business School, Harvard Business School, INSEAD, New York University and Universitat Autonoma de Barcelona provided helpful comments. So did senior executives at both Airbus (Adam Brown, John Leahy) and Boeing (Tim Meskill, Randy Baseler, and Jim Jessup), although their comments do not constitute an endorsement of the material in either the teaching case or this paper. We also gratefully acknowledge help from Ed Greenslet, Don Schenk, and The Airline Monitor in obtaining data and insights about the commercial jet aircraft industry, Mike Kane’s assistance in preparing the original teaching case, and financial support from the Division of Research at the Harvard Business School. Abstract This paper looks at competitive interactions between Airbus...
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...ASSESSING THE POWER OF PORTER'S DIAMOND MODEL IN THE AUTOMOBILE INDUSTRY IN MEXICO AFTER TEN YEARS OF NAFTA SALVADOR BARRAGAN Master in Business Administration, IPADE Business School, 1996 BSc in Industrial Engineering, Universidad Panamericana, 1994 A Research Project Submitted to the School of Graduate Studies of the University of Lethbridge in Partial Fulfilment of the Requirements for the Degree MASTER OF SCIENCE IN MANAGEMENT Faculty of Management University of Lethbridge LETHBRIDGE, ALBERTA, CANADA © Salvador Barragán, 2005 ii Abstract It has been ten years since the signature of the NAFTA agreement among Canada, U.S., and Mexico. For Mexico, this was a decisive step away from a protectionism model toward a free trade market. One of the main purposes for Mexico in joining NAFTA was to increase the competitiveness of its manufacturing sector, especially the automotive industry. In this paper, Porter’s Diamond Model of national competitiveness and some critiques that attempt to extend the usefulness of the model are analyzed. The Doubled Diamond and the role of MNEs in a host country are both examined through a case study research of the foreign-owned automobile industry in Mexico. The findings of this study show evidence of a broader role of MNEs than in the original framework, as well as the usefulness of the doubled diamond extension to explain alternative sources of competitiveness in early stages of development. iii Acknowledgments...
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...Southern Cross University ePublications@SCU Theses 2004 The contribution of business/management education, to small enterprise solvency Peter Ellis Southern Cross University, PeterEllis@YSP.com.au Suggested Citation Ellis, P 2004, 'The contribution of business/management education, to small enterprise solvency', DBA thesis, Southern Cross University, Lismore, NSW. Copyright P Ellis 2004 For further information about this thesis Peter Ellis can be contacted at peterellis@ysp.com.au ePublications@SCU is an electronic repository administered by Southern Cross University Library. Its goal is to capture and preserve the intellectual output of Southern Cross University authors and researchers, and to increase visibility and impact through open access to researchers around the world. For further information please contact epubs@scu.edu.au. Southern Cross University Doctor of Business Administration The contribution of business/management education, to small enterprise solvency Peter Ellis Submitted to Graduate College of Management Southern Cross University, in partial fulfilment of the Degree of Doctor of Business Administration. 2004 Copyright “The contribution of business/management education, to small enterprise solvency.” Copyright © 2004 by Dr Peter Ellis, who reserves all rights and asserts his right under the Copyright, Design and Patents Act 1988, to be identified as the author of this work. No part of this work may be used or reproduced...
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...BELHAVEN UNIVERSITY Jackson, Mississippi A CHRISTIAN UNIVERSITY OF LIBERAL ARTS AND SCIENCES FOUNDED IN 1883 CATALOGUE 2014-2015 EFFECTIVE JUNE 1, 2014 Directory of Communication Mailing Address: Belhaven University 1500 Peachtree St. Jackson, MS 39202 Belhaven University 535 Chestnut St. Suite 100 Chattanooga, TN 37402 Belhaven University 7111 South Crest Parkway Southaven, MS 38671 Belhaven University – LeFleur 4780 I-55 North Suite 125 Jackson, MS 39211 Belhaven University 15115 Park Row Suite 175 Houston, TX 77084 Belhaven University Online 1500 Peachtree St. Box 279 Jackson, MS 39202 Belhaven University 1790 Kirby Parkway Suite 100 Memphis, TN 38138 Belhaven University 4151 Ashford Dunwoody Rd. Suite 130 Atlanta, GA 30319 Belhaven University 5200 Vineland Rd. Suite 100 Orlando, FL 32811 Traditional Admission Adult and Graduate Studies Admission – Jackson Atlanta Chattanooga Desoto Houston Memphis Orlando Alumni Relations/Development Belhaven Fax Business Office Campus Operations Integrated Marketing Registrar Student Life Security Student Financial Planning Student Development Online Admission Online Student Services (601) 968-5940 or (800) 960-5940 (601) 968-5988 or Fax (601) 352-7640 (404) 425-5590 or Fax (404) 425-5869 (423) 265-7784 or Fax (423) 265-2703 (622) 469-5387 (281) 579-9977 or Fax (281) 579-0275 (901) 896-0184 or Fax (901) 888-0771 (407) 804-1424 or Fax (407) 367-3333 (601) 968-5980 (601) 968-9998 (601) 968-5901 (601) 968-5904 (601) 968-5930 (601) 968-5922...
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...MORGAN NORTH STANLEY RESEARCH AMERICA Morgan Stanley & Co. LLC Adam S. Parker, Ph.D Adam.Parker@morganstanley.com +1 212 761 1755 Brian T. Hayes, Ph.D Brian.T.Hayes@morganstanley.com Antonio Ortega Antonio.Ortega@morganstanley.com November 26, 2012 Adam J. Gould, CFA Adam.Gould@morganstanley.com US Equity Strategy The 2013 Playbook We are launching our 2013 US equity outlook today. We have been cautious on US equities for much of the last two years. Our concerns around US deficit / debt and the obvious borrowing from the future that occurs from unconventional policy, the European sovereign crisis, and slower growth in emerging markets generally remain, but the acuteness of these issues appears for now to be less sharp. Our 2013 year-end target calls for low-to-mid single digit upside (Exhibit 1) predicated on our view that 2014 corporate earnings are likely to modestly recover from our 2013 forecasted level, perhaps with profits troughing during the April 2013 earnings season. Our year-end 2013 S&P500 price target is 1434, and our bull and bear targets are 1733 and 1135 (Exhibit 1). Our EPS outlook for 2014 is $110.21, up from our 2013 forecast of $98.71, both well below consensus. Improving Michigan Confidence and tightening corporate spreads drive the relative improvement in our earnings outlook. Please see our Interactive Model: S&P500: 2013 Year-End Forecast, also published today, to play with key assumptions and change assumptions for EPS...
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...THE PDMA HANDBOOK OF NEW PRODUCT DEVELOPMENT T HIRD E DITION Kenneth B. Kahn, Editor Associate Editors: Sally Evans Kay Rebecca J. Slotegraaf Steve Uban JOHN WILEY & SONS, INC. Cover image: © Les Cunliffe/iStockphoto Cover design: Elizabeth Brooks This book is printed on acid-free paper. Copyright © 2013 by John Wiley & Sons, Inc. All rights reserved Published by John Wiley & Sons, Inc., Hoboken, New Jersey Published simultaneously in Canada 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 as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600, or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 7486008, or online at www.wiley.com/go/permissions. Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with the respect to the accuracy or completeness of the contents of...
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