...Introduction of McFlurry product to McDonald’s restaurants on a new market – Marketing Plan Keller Graduate School of Management – Online MM522 Mihnea Grecu Final Draft Executive Summary McDonald’s story started with the two brothers Mac and Dick McDonald in their restaurant located in San Bernardino, California. They were pioneering the idea that by limiting the menu items, lowering prices and introducing procedures for preparing the food, they would be able to serve more customer in a shorter period of time. The company as we know it today was founded by Ray Kroc. In 1954 Ray Kroc met the McDonald brothers and was impressed with their success in serving lots of customers in a short time and efficient manner. His conclusion was: “The customers need quality. This means a good service, but most important, fast. People look for an alternative to the traditional eating habits.” Negotiating a deal with the McDonald brothers Ray Kroc was able to open his first restaurant in Des Plaines, Illinois that allowed him to use their system and the name of the company. The core principles of McDonald’s philosophy that apply to each individual restaurant all over the world are: QSC&V (Quality, Service, Cleanliness and Value). In other words McDonald’s mission statement is: High quality products, served with a smile, in a clean environment at the lowest possible price. Advertising billboards were used as a first advertising tool for the company starting with 1959. ...
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...Preface ii Executive Summary iii 1. Innovation policy trends 1 1.1 Trends and key challenges for innovation policy 1 1.2 Innovation governance 7 1.3 Recent changes in the innovation policy mix 12 1.4 Internationalisation of innovation policies 15 1.5 Evidence on effectiveness of innovation policy 16 2. Innovation policy budgets – an overview 19 2.1 Trends in funding of innovation measures 19 2.2 Departmental and implementing agency budgets for innovation policies 2 1 2.3 Future challenges for funding of innovation policy 22 3. Thematic report: Demand-side innovation policies 23 3.1 Trends in the use of demand-side innovation policies 24 3.2 Governance challenges 30 3.3 Recent demand-side innovation policy measures 3 1 3.3.1 Sectoral specificities 3 1 3.3.2 Good practice case 3 1 Appendix A : Plan to increase the efficiency and effectiveness of RDI expenditure (Summary of provisions) 32 Appendix B : Recommendations of World Bank’s Functional Review for the reform of the Romanian RDI system 34 Appendix C : Research and innovation policy measures for Romania 35 Appendix D : References 37 Mini Country Report/Romania i Preface The European TrendChart on innovation is the longest running policy benchmarking tool at European level. Since its launch in 1999 it has produced annual reports on national innovation policy and governance...
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...Acknowledgements 5 List of Abbreviations 6 Section A. Organisation evaluation 8 The Executive Summary 8 The Placement Overview 9 1. The Evaluation of the EP’s activities 10 1.1 The EP format 11 1.2 The History of the EP 11 1.3 Geographical Locations and Facilities 12 2. The People 16 2.1 Visions and Strategies 16 2.2 Institutional structure and management 16 2.2.1 External structure 16 2.2.2 Internal Structure 17 2.3 Management of the EP 21 2.3.1 EP’s Political management 21 2.3.2 EP’s Organisational management 22 2.3.3 EP’s Communication Management 23 2.4 Staffing, recruiting and training 24 2.4.1 Staffing 24 2.4.2 Recruiting 27 2.4.3 Training 27 3. The Numbers 27 3.1 Strict rules for efficient and transparent budget implementation 32 3.1.1 Separation of functions 32 3.1.2 Use of standard documents 32 3.2 Controls of the budgetary procedure 32 3.2.1 Internal controls 33 3.2.2 Internal audits 33 3.2.3 External controls 33 4. Evaluation and conclusion 34 4.1 SWOT analysis 34 4.2 Conclusions 35 Section B. Personal and professional development 36 1. Getting a Placement 36 2. Placement year objectives 37 3. Placement experiences 38 References 40 Appendices 43 List of tables and figures Figure 1. EP Locations Source: BBC.com (2014) 9 Figure 2. EU Coverage Source: EP Visits and seminar unit (2013) 13 Figure 3. Strasbourg centre Source: European Parliament (2014) 14 Figure 4. Brussels Centre Source: European...
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...INNO NATOUR. Lesson learnt from Innovation in Nature Based Tourism Services Contact: Faculty of Economics and Public Administration „Stefan cel Mare” University of Suceava Universităţii str., no. 13, Building H 720229 SUCEAVA, ROMANIA Phone: (+40) 230 216147 ext. 294 Erasmus IP web site: www.innonatour.usv.ro Faculty web site: www.seap.usv.ro University web site: www.usv.ro 2012 Subject to the provisions of relevant collective licensing agreements, no reproduction of any part may take place without written permission of the copyright owners. CONTENTS INTRODUCTION............................................................................................................................................ 5 DESCRIPTION OF THE PROJECT.............................................................................................................. 8 STUDENTS OF THE 20112012 ERASMUS IP ...................................................................................... 9 LECTURERS, TUTORS AND EXPERTS OF THE 20112012 ERASMUS IP ................................. 10 RESULTS OF THE ERASMUS IP INNO NATOUR 20112012......................................................... 19 FINAL REPORTS OF THE WORKING GROUPS .................................................................................. 20 INDIVIDUAL POST CASE STUDIES OF THE STUDENTS ................................................................. 44 CONCLUSIONS AND IMPLICATIONS ......................................
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...ISSN 1725-2423 Official Journal of the European Union English edition C 306 Volume 50 17 December 2007 Information and Notices Contents Notice No 2007/C 306/01 Page Treaty of Lisbon amending the Treaty on European Union and the Treaty establishing the European Community, signed at Lisbon, 13 December 2007 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . AMENDMENTS TO THE TREATY ON EUROPEAN UNION AND TO THE TREATY ESTABLISHING THE EUROPEAN COMMUNITY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Article 1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Article 2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 10 10 42 FINAL PROVISIONS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 134 Article 3 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ...
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...CMS_LawTax_CMYK_28-100.eps Duties & Responsibilities of Directors September 2012 With increased consolidation of business across Europe, executives of multinational groups can find that they are required to become directors of companies in a variety of jurisdictions, often at short notice. The rules relating to directorships vary considerably from jurisdiction to jurisdiction. This guide is intended to provide an overview of the duties and responsibilities of directors across 23 countries in Europe, answering the most frequently asked questions for directors coming from another jurisdiction. In many jurisdictions, there are various forms of company available, and there are different rules for directors according to the type of company used. This guide focuses for each jurisdiction on the most common form of company, and on the rules which apply to executive / managing directors. CMS is the organisation of independent European law and tax firms of choice for organisations based in, or looking to move into, Europe. CMS provides a deep local understanding of legal, tax and business issues and delivers client-focused services through a joint strategy executed locally across 28 countries with 52 offices in Western and Central Europe and beyond. CMS was established in 1999 and today comprises ten CMS firms, employing over 2,800 fee earners and is headquartered in Frankfurt, Germany. This guide is intended only to provide a general overview of the matters covered. It is based...
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...Breathing Shoes and Complementarities: How Geox has rejuvenated the footwear industry Arnaldo Camuffo, Andrea Furlan, Pietro Romano, and Andrea Vinelli MIT-IPC-05-005 June 2005 Breathing Shoes and Complementarities: How Geox has Rejuvenated the Footwear Industry Arnaldo Camuffo, Andrea Furlan, Pietro Romano and Andrea Vinelli MIT IPC Working Paper IPC-05-005 June 2005 We apply the related notions of complementarities and performance landscapes to study strategic positioning in the footwear industry. We use this theoretical framework to analyze Geox, an Italian footwear manufacturer that, in less than a decade, has grown to be one of the world largest brown shoe manufacturers, outperforming the industry in terms of market and financial results. We describe Geox’s choices within four stages along its value chain: product design, marketing and communication, production and supply chain, distribution and retail. We show that, though grounded on product innovation (the Geox breathes® patented system which allows ventilation in waterproof rubber sole shoes), Geox’s competitive advantage has not grown out of operational excellence in single activities in the business, but, rather, derives from a unique and consistent configuration of complementary activities. Such configuration represents an innovative strategic position and corresponds to a high performance peak in the footwear industry performance landscape. The case study provides anecdotal evidence in support of complementarity-based...
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...THE ROLE OF THE MEDIA IN DEEPENING DEMOCRACY SHEILA S. CORONEL EXECUTIVE SUMMARY Since the 17th century, the role of the press as Fourth Estate and as a forum for public discussion and debate has been recognized. Today, despite the mass media’s propensity for sleaze, sensationalism and superficiality, the notion of the media as watchdog, as guardian of the public interest, and as a conduit between governors and the governed remains deeply ingrained. The reality, however, is that the media in new and restored democracy do not always live up to the ideal. They are hobbled by stringent laws, monopolistic ownership, and sometimes, the threat of brute force. State controls are not the only constraints. Serious reporting is difficult to sustain in competitive media markets that put a premium on the shallow and sensational. Moreover, the media are sometimes used as proxies in the battle between rival political groups, in the process sowing divisiveness rather than consensus, hate speech instead of sober debate, and suspicion rather than social trust. In these cases, the media contribute to public cynicism and democratic decay. Still, in many fledgling democracies, the media have been able to assert their role in buttressing and deepening democracy. Investigative reporting, which in some cases has led to the ouster of presidents and the fall of corrupt governments, has made the media an effective and credible watchdog and boosted its credibility among the public. Investigative reporting...
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...Consolidated Reader-Friendly Edition of the Treaty on European Union (TEU) and the Treaty on the Functioning of the European Union (TFEU) as amended by the Treaty of Lisbon (2007) 2008 1 THE LISBON TREATY The Readable Version Editor: Jens-Peter Bonde © IND/DEM Group in the European Parliament email: jp@bonde.dk Cover: Henry Abela Publisher: Foundation for EU Democracy Printed at Notat Grafisk, Denmark - 2008 ISBN: 87-87692-72-4 EAN: 978-87-87692-72-4 2 Introduction The Treaty of Lisbon changed name from the "Reform Treaty" when it was amended and signed in Lisbon, Portugal, by the prime ministers and foreign ministers of the 27 EU Member States on 13 December 2007. The treaty retains most of the content of the proposed EU Constitution which was rejected in the French and Dutch referendums on 29 May and 1 June 2005, respectively. The Lisbon Treaty amends the Treaty on European Union (TEU) and the Treaty establishing the European Community (TEC), which is renamed "Treaty on the Functioning of the European Union" (TFEU). Following the parliamentary ratification of the Lisbon Treaty by all Member States by the end of 2008, it is aimed to have the Treaty come into force on 1 January 2009. Whereas the EU Constitution was to be subjected to a referendum in ten Member States, only Ireland is holding a referendum on the Lisbon Treaty. This is a consolidated version of the Treaty of Lisbon, including all articles in the TEU and the TFEU as amended by the Treaty...
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...GLOBAL TRANSFER PRICING SERVICES Global Transfer Pricing Review kpmg.com TAX © 2012 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. All rights reserved. Contents Introduction Country Snapshots Country Overviews Glossary of Terms Find out more 2 4 10 255 256 © 2012 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. All rights reserved. 2 | Global Transfer Pricing Review Introduction © 2012 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. All rights reserved. Introduction | 3 As multinational companies continue to globalize their supply chains, transfer pricing is increasingly at the forefront of business transformation initiatives. Organizations recognize that transfer pricing strategies can add significant value to business projects and help fund future growth as they look to maximize efficiencies and minimize their global tax liabilities. The transfer pricing environment is constantly changing, in terms of both risks and opportunities. Multinational companies...
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...9 -4 0 4 -0 6 8 OCTOBER 20, 2003 JEFFREY T. POLZER INGRID VARGAS HILLARY ANGER ELFENBEIN Henry Tam and the MGI Team Henry Tam felt tired and extremely frustrated. He was halfway through his final semester in the MBA program at Harvard Business School (HBS), and things were not going as expected. Spring break was about to start, but Henry, like many others in the class of 2002, was feeling the pain of the worst job market in over a decade. Henry recalled the troubled sentiment around campus: Going to business school during the aftermath of the Internet crash changed everything. Before the crash, the feeling was that if you graduated from HBS, you could take on the world. Now people were feeling a lot more insecurity. I was having some doubt about my own capabilities—about what I could accomplish on my own. Anxious to test his abilities and distinguish himself beyond the standard curriculum, Henry had decided to enter the School’s annual business plan contest. About six weeks earlier, in late January, Henry had teamed with HBS classmate Dana Soiman and the founders of start-up company Music Games International (MGI). The MGI founders—an HBS alumnus (MBA ’87) and two professional musicians—later brought two additional students from other institutions onto the team, creating a group composed of diverse views and talents. (See Exhibit 1 for team member bios.) The team was dynamic but very conflicted, and progress on the business plan had been slow. They had a promising product:...
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...9 -4 0 4 -0 6 8 OCTOBER 20, 2003 JEFFREY T. POLZER INGRID VARGAS HILLARY ANGER ELFENBEIN Henry Tam and the MGI Team Henry Tam felt tired and extremely frustrated. He was halfway through his final semester in the MBA program at Harvard Business School (HBS), and things were not going as expected. Spring break was about to start, but Henry, like many others in the class of 2002, was feeling the pain of the worst job market in over a decade. Henry recalled the troubled sentiment around campus: Going to business school during the aftermath of the Internet crash changed everything. Before the crash, the feeling was that if you graduated from HBS, you could take on the world. Now people were feeling a lot more insecurity. I was having some doubt about my own capabilities—about what I could accomplish on my own. Anxious to test his abilities and distinguish himself beyond the standard curriculum, Henry had decided to enter the School’s annual business plan contest. About six weeks earlier, in late January, Henry had teamed with HBS classmate Dana Soiman and the founders of start-up company Music Games International (MGI). The MGI founders—an HBS alumnus (MBA ’87) and two professional musicians—later brought two additional students from other institutions onto the team, creating a group composed of diverse views and talents. (See Exhibit 1 for team member bios.) The team was dynamic but very conflicted, and progress on the business plan had been slow. They had...
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...Chapter 13 Breaking Up is Hard to Do: Nations, States, and Nation-States A. Logistics Students’ Time Requirements Activity 1: The Rise of Nationalism and the Fall of Yugoslavia Readings 60-90 minutes Fill in the blanks 75-90 minutes Activity 2: Iraqaphobia Readings 60-90 minutes Fill in the blanks 75-90 minutes The fill-in-the-blanks activity works very well as an in-class group project. It helps for students to be able to discuss the questions and readings with other students. If so, it is absolutely essential that students read the assigned articles in advance of the discussion. They will need to consult the readings to find pertinent passages, but if they are reading it for the first time during group work, they will either not finish or not contribute. I remind my students of this fact several times in the days leading up to the project. If students don’t finish during class, they can finish at home. If done in groups in class, you may wish to suggest that a different student act as recorder for each block of questions. Also, assign a different student to be the discussion leader/gatekeeper to keep the discussion on track and prevent any single individual from dominating the discussion. A third student could function as timekeeper. See Chapter 11 and 14 role-playing activities for further discussion of these tasks. Remind students that Balkan and Middle East politics are always changing and can get...
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...Haiti From Wikipedia, the free encyclopedia Jump to: navigation, search Republic of Haiti République d'Haïti Repiblik Ayiti Flag Coat of arms Motto: "L'Union Fait La Force" (French) "Linyon Fe Lafòs" (Haitian Creole) "Strength through Unity" Anthem: La Dessalinienne Capital (and largest city) Port-au-Prince 18°32′N 72°20′W / 18.533°N 72.333°W / 18.533; -72.333 Official languages French, Haitian Creole Ethnic groups Black 95%; Mulatto and White 5%[1] Demonym Haitian Government Presidential republic - President René Préval - Prime Minister Michèle Pierre-Louis Formation - as Saint-Domingue 1697 - Independence from France 1 January 1804 Area - Total 27,751 km2 (147th) 10,714 sq mi - Water (%) 0.7 Population - 2007 estimate 8,706,497[2] (85th) - 2003 census 8,527,817 - Density 335/km2 (38th) 758.1/sq mi GDP (PPP) 2007 estimate - Total $11.150 billion[3] (133th) - Per capita $1,291[3] (154th) GDP (nominal) 2007 estimate - Total $6.031 billion[3] - Per capita $698[3] Gini (2001) 59.2 (high) HDI (2007) ▲ 0.529 (medium) (146th) Currency Gourde (HTG) Time zone (UTC-5) Drives on the right Internet TLD .ht Calling code 509 Haiti (pronounced /ˈheɪtiː/; French Haïti pronounced [aiti]; Haitian Creole: Ayiti), officially the Republic of Haiti (République d'Haïti ; Repiblik Ayiti), is a Creole- and French-speaking Caribbean country. Along with the Dominican Republic...
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...lay_man Says @Cricaddict- By this point you mean that average age of population is less than 22 years or there is some typo mistake? Sorry to barge in but i could not understand this line Yes avg age of population, for yemen - 17.9, syria - 21.5, egypt - 22 or 23 yrs.. in general a very young population and umemployed, so frustration and anger.. thats why the uproar.. @layman updated.. S.P. Jain Institute of Management & Research PGDM Finance Class of 2014 | CAT'11 - 99.04%le QuoteReply. Like . Share 3 cricaddict Reply #22 03:44 PM, 10 Mar '12 Limits of Foreign Direct Investment in various sectors in India :: Non-Banking Financial Com-panies (NBFC) : 100% Petroleum Refining (Private Sector) : 100% Petroleum Product Marketing : 100% Oil Exploration : 100% Petroleum Product Pipelines : 100% Housing and Real Estate : 100% Power : 100% Drugs & Pharmaceuticals : 100% Road, Highways, Ports and harbours : 100% Hotel & Tourism : 100% Electricity : 100% Pharmaceuticals : 100% Transportation infrastructure : 100% Tourism : 100% Mass transit : 100% Pollution control : 100% Mining (Mining of gold and silver and minerals other than diamonds and precious stones) : 100% Advertising : 100% Films : 100% Mass Rapid Transport Systems : 100% Pollution Control & Management : 100% Special Economic Zones : 100% Air Transport Services (Domestic Airlines) : 100% for NRIs 49% for Others Single Brand...
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