...1.0 INTRODUCTION An American global courier delivery service, Federal Express (FedEx) Corporation was founded by Frederick W. Smith in 1971 (Ferrell & Hartline, 2011). Formerly known as FDX Corporation, its headquarter is in Memphis, Tennessee, U.S. There are four segments that the company is divided into which are FedEx Express Segment, FedEx Ground Segment, FedEx Freight Segment and FedEx Services Segment. The FedEx Express Segment includes two companies which are FedEx Express and FedEx Trade Networks. In the FedEx Ground Segment includes FedEx Ground and FedEx SmartPost, For FedEx Freight Segment consists of FedEx Freight, FedEx Custom Critical and Caribbean Transportation Services. As for FedEx Services Segment comprise of FedEx Services, FedEx Office, FedEx Customer Information Services as well as FedEx Global Supply Chain Services. FedEx has experience tremendous success domestically and internationally since it began operations, however FedEx is still does not has the main market share in both markets as UPS dominates the ground delivery and DHL dominates the international express delivery. So in this paper, we will be answering three questions regarding FedEx’s methods of expansion, reasons for its global operations problems, SWOT considerations, competitive landscape and recommendations to encroach upon the two competitors. 2.0 QUESTION 1 Evaluate the methods used by FedEx to grow domestically and internationally. Why do you think that the company initially...
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...1 The TOWS Matrix --A Tool for Situational Analysis Heinz Weihrich*, Professor of Management, University of San Francisco This article has two main purposes One is to review general considerations in strategic planning and the second to introduce the TOWS Matrix for matching the environmental threats and opportunities with the company's weaknesses and especially its strengths. These factors per se are not new; what is new is systematically identifying relationships between these factors and basing strategies on them. There is little doubt that strategic planning will gain greater prominence in the future. Any organization—whether military, product oriented, service-oriented or even governmental—to remain effective, must use a rational approach toward anticipating, responding to and even altering the future environment. Situational Analysis: A New Dimension in Strategic Planning Today most business enterprises engage in strategic planning, although the degrees of sophistication and formality vary considerably Conceptually strategic planning is deceptively simple: analyze the current and expected future situation, determine the direction of the firm and develop means for achieving the mission. In reality, this is an extremely complex process, which demands a systematic approach for identifying and analyzing factors external to the organization and matching them with the firm's capabilities. The purpose of this article is twofold: first, the concept of strategy and a model...
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...1 The TOWS Matrix --A Tool for Situational Analysis Heinz Weihrich*, Professor of Management, University of San Francisco This article has two main purposes One is to review general considerations in strategic planning and the second to introduce the TOWS Matrix for matching the environmental threats and opportunities with the company's weaknesses and especially its strengths. These factors per se are not new; what is new is systematically identifying relationships between these factors and basing strategies on them. There is little doubt that strategic planning will gain greater prominence in the future. Any organization—whether military, product oriented, service-oriented or even governmental—to remain effective, must use a rational approach toward anticipating, responding to and even altering the future environment. Situational Analysis: A New Dimension in Strategic Planning Today most business enterprises engage in strategic planning, although the degrees of sophistication and formality vary considerably Conceptually strategic planning is deceptively simple: analyze the current and expected future situation, determine the direction of the firm and develop means for achieving the mission. In reality, this is an extremely complex process, which demands a systematic approach for identifying and analyzing factors external to the organization and matching them with the firm's capabilities. The purpose of this article is twofold: first, the concept of strategy and a model...
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...Strategic Position is how well an organization matches its internal resources and capabilities to its external environment. A SWOT analysis is helpful to summarise the key issues arising from an analysis of the business environment and the capabilities of an organization to gain an overall picture of its strategic position. This can also be useful as a basis to generate strategic options and to assess future courses of action. A SWOT is company specific as opposed to the Porters five forces which is industry specific. The aim is to identify the extent to which strengths and weaknesses are relevant to, and are capable of dealing with changes that take place in the business environment. Internal Resources and Capabilities Financial Resources Ebay is a Public Listed Company with corporate responsibilities to its shareholders. In 2006, it earned a gross profit of $4.7 billion and its total assets were $13.5 billion. This financial strength gives it opportunities to invest in activities to increase its financial strength through growth into related and other industries, global markets and also to investing in technology to increase customer satisfaction. It also allows it to invest in marketing to attract further customers and to invest in fraud prevention to protect its valuable intangible asset, its brand name. The Value Chain If organizations are to achieve competitive advantage by delivering value to customers, managers need to understand which activities their...
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...EURIDIS Research Monograph SCHEMATIC EVALUATION OF INTERNAL ACCOUNTING CONTROL SYSTEMS Kuo-Tay Chen* and Ronald M. Lee# * Department of Management Purdue University at Calumet Hammond, IN 46323 U.S.A. chenk@pucal.bitnet # Erasmus University Research Institute for Decision and Information Systems (EURIDIS) Erasmus University Rotterdam The Netherlands rlee@fac.fbk.eur.nl ERASMUS UNIVERSITY RESEARCH INSTITUTE FOR DECISION AND INFORMATION SYSTEMS Schematic Evaluation of Internal Accounting Control Systems by Kuo-Tay Chen and Ronald M. Lee Monograph No. RM-1992-08-1 (August 11, 1992) EURIDIS Research Monograph Erasmus University Rotterdam, The Netherlands © Kuo-Tay Chen and Ronald M. Lee Permission to copy this monograph without fee is granted provided that (1) the copies are not distributed for the direct commercial purpose and (2) this copyright page including the copyright notice, the EURIDIS monograph number, and date appear. TABLE OF CONTENTS CHAPTER 1. INTRODUCTION ...................................... 1 1.1 BACKGROUND .......................................... 1 1.2 MOTIVATION ............................................. 3 1.3 OBJECTIVE OF THE STUDY .......................... 4 1.4 ISSUES OF INTEREST .................................. 6 1.5 SCOPE OF THE STUDY................................. 7 1.6 CONTRIBUTIONS OF THE STUDY .................. 8 CHAPTER 2. DECISION AIDS RESEARCH FOR INTERNAL CONTROL EVALUATION ............................................
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...Thank you for reading the E-book and making a contribution to the charity as identified on my web portal. The E-book can be read independently or in conjunction with the Kaelo v2.0 software tool. Some of the arguments are filtered from McNutt (2005): Law, Economics and Antitrust and from books referenced in the E-book. There are indeed numerous references and secondary readings recommended in the E-book. These should be read as well. They will be fully referenced as we continue together to write this E-book on the web. Interesting books on related themes to read are Roberts (2004): The Modern Firm: Games, Strategies and Managers and Nalebuff and Dixit (2008): The Art of Strategy. For my MBA students you will be reading either Baye (2008): Managerial Economics and Business Stratagy or Besanko (2007): Economics of Strategy. For clients using my services, a note of thanks and for management in general who may happen upon this E-book a set of business slides are available as one set called Framework T3 and GEMS which is available from the author. They will appear also on my web page. Please email your comments to me via my web portal at www.patrickmcnutt.com and participate in the Discussion Forums available on that web page. Some of my arguments are distilled from consultancy work and supervision of MBA and PHD students. To all my former MBA students, I am indebted to your knowledge and thankful for your patience as we struggled through the lecture materials. We are not there yet but...
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...“Η έννοια της επιχειρησιακής σκέψης και λειτουργίας (operations) στην νέα επιχειρησιακή εποχή” Όνομα φοιτητή: ΒΕΛΙΟΥΛΗΣ ΑΧΙΛΛΕΑΣ-ΘΕΟΔΩΡΟΣ Υπεύθυνος καθηγητής: ΠΕΣΜΑΤΖΟΓΛΟΥ ΜΙΚΟΣ “Η έννοια της επιχειρησιακής σκέψης και λειτουργίας (operations) στην νέα επιχειρησιακή εποχή” Όνομα φοιτητή: ΒΕΛΙΟΥΛΗΣ ΑΧΙΛΛΕΑΣ-ΘΕΟΔΩΡΟΣ Υπεύθυνος καθηγητής: ΠΕΣΜΑΤΖΟΓΛΟΥ ΜΙΚΟΣ Αθήνα, Μάιος 2015 Αθήνα, Μάιος 2015 University of Derby / Mediterranean College Σχολή Διοίκησης Επιχειρήσεων Master of Business Administration (M.B.A) Year 1 (Group B) Sustainable Business Operations University of Derby / Mediterranean College Σχολή Διοίκησης Επιχειρήσεων Master of Business Administration (M.B.A) Year 1 (Group B) Sustainable Business Operations Περίληψη Η Credit Agricole Assurances και η εκπρόσωπος της Credit Agricole Life A.A.E.Z είναι από τους βασικούς παρόχους τραπεζοασφαλιστικών υπηρεσιών στην Ελλάδα. Στο πλαίσιο της προσπάθειας διατήρησης του ηγετικού του ρόλου ο οργανισμός σχεδιάζει την είσοδο του στην αγορά των συνταξιοδοτικών προϊόντων. Η παρούσα μελέτη αναλύει το δύσκολο οικονομικό-πολιτικό περιβάλλον μέσα στο οποίο θα λάβει χώρα η προσπάθεια αυτή, παράλληλα όμως αναδεικνύει την μεγάλη ευκαιρία που προβάλλει καθώς η αγορά παρουσιάζει πολύ χαμηλά επίπεδα ανταγωνισμού και η Credit Agricole Life διαθέτει ήδη πολυετή εμπειρία στον κλάδο σε αντίστοιχες αγορές στον Ευρωπαϊκό χώρο και την επιχειρησιακή οργάνωση για να επιτύχει στο εγχείρημα αυτό. Ιδιαίτερη σημασία...
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...COMPUTER BASED INFORMATION SYSTEMS (CBIS) IN THE MANUFACTURING SECTOR: A STUDY OF PROCUREMENT, IMPLEMENTATION, USE AND EVALUATION A THESIS SUBMITTED IN FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF THE DEGREE OF DOCTOR OF PHILOSOPHY BY KHUSHDEEP KUMAR DHARNI (Regn No. 9040751) SCHOOL OF MANAGEMENT AND SOCIAL SCIENCES THAPAR UNIVERSITY (DEEMED UNIVERSITY) PATIALA – 147002 PUNJAB – INDIA February 2010 1 2 ACKNOWLEDGEMENTS First of all, I am grateful to Almighty for enabling me to come through this task and bow to my Gurudev Shri Swami Vidyanand Ji for being the source of enlightenment in my life. I am indebted to my revered supervisors, Dr. R.K. Sharma, Dean of Academic Affairs and Professor, School of Mathematics and Computer Applications, Thapar University, Patiala, and Dr. Ravi Kiran, Associate Professor School of Management and Social Sciences, Thapar University, Patiala for their pertinent guidance, prudent advice and encouragement in the accomplishment of this research work. Both supervisors have made the writing of this thesis the most rewarding experience of my life. I am thankful to Dr. D.S. Bawa for guiding me at the start of this research work. I express my regards to Dr. Santha Kumari, Associate Professor and Head, School of Management and Social Sciences, Thapar University, Patiala for providing inspiration and ingenuous suggestions. It‟s a pleasure to express my regards to Dr. Abhijit Mukherjee, Director, Thapar University, Patiala and Dr. Susheel Mittal...
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...centered mostly on its recently acquired properties. Apache’s managers knew that hedging could create its own risks, and so it seemed prudent to re-evaluate the success of the new program. The decision facing Apache’s managers was whether the firm should continue hedging, and if so, should its current program be extended beyond hedging the revenues from acquisitions? T CO Apache Corporation PY Apache Corporation was founded in 1954 by Raymond Plank, its current Chairman and Chief Executive Officer. Mr. Plank’s son, Roger, was the company’s current CFO, but the company was not controlled by the Plank family, and in fact, officers and directors as a group held less than 1.25% of the company’s common stock (see Exhibit 1-3 for Apache’s Income Statement, Balance Sheet, and Cash Flow Statement). By 2001, Apache had evolved into a large independent oil company that explored, developed, and produced oil and natural gas in North America, with offshore exploration and production interests in Egypt and Australia the most...
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...cover next page > title author publisher isbn10 | asin print isbn13 ebook isbn13 language subject publication date lcc ddc subject : : : : : : : : : : : cover next page > < previous page page_i next page > Page i Dictionary of Accounting Terms Third Edition Joel G. Siegel, PhD, CPA Professor of Accounting Queens College of the City University of New York Jae K. Shim, PhD Professor of Accounting College of Business Administration California State University, Long Beach < previous page page_i next page > < previous page ACKNOWLEDGMENTS page_ii next page > Page ii The authors would like to acknowledge the contributions made by reviewers John Downes, formerly of the New York City Office of Economic Development, and Dr. G. Thomas Friedlob, Professor of Accounting at Clemson University. Their in-depth evaluations have been of great importance to the technical accuracy of the manuscript. Gerald J. Barry suggested many meaningful insertions and deletions that greatly enhanced the authors' prose. Thanks also go to Roberta Siegel and Cher Ragge for their assistance with the computer terms, graphics, and word processing. Anna Damaskos, Don Reis, Sally Strauss, and Eileen Prigge of Barron's have been invaluable during the many stages of editing the manuscript into its bound book form. © Copyright 2000 by Barron's Educational Series, Inc. Prior editions © 1995, 1987 by Barron's Educational Series, Inc. All rights reserved. No part of this...
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...Table of content Table of content 1 Executive summary 2 1. Introduction 3 2. Objectives 3 3. Companies overview 3 3.1. Description of Vietnam Dairy Joint Stock Company 3 3.2. Description of Hoang Anh Gia Lai Group 4 4. Literature review on entrepreneurial skills 5 5. Vinamilk and HAGL Group business comparision 7 5.1. Vision and mission evaluation 7 5.1.1. Vision 7 5.1.2. Mission 8 5.1.3. Evaluation of mission and vision statement: 11 5.2. SWOT analysis 12 6. Business plan 14 6.1. Operation 16 6.2. The Human Resources Department in businesses. 17 6.3. The Administration department in businesses 20 6.4. The Finance Department in businesses 21 6.5. The Marketing & Sales Department in businesses. 25 6.6. Market Research 26 7. Similar/disimilar challenges 27 7.1. External challenges 27 7.2. Internal challenges 28 8. Conclusion 29 Apendix 30 Reference 31 Executive summary Since the Vietnam economy shifted to market mechanisms regulated by government as well as the rapid spread out of globalization, there have been major changes in the socio-economic background. Accordingly, it opens up opportunities, which can favour business activities as well as challenges created by intensive competitions in new business environment. One of the issues that are the most concern is how the entrepreneur pursues the appropriate strategies to lead the organizations to overcome these challenges and create great competitive advantages. Particularly, Vietnam Dairy Joint...
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...Waste Management, Inc. Strategic Case Analysis Submitted for Approval to: Dr. Jifu Wang LEADING EDGE CONSULTING Houston, TX The Leaders in Waste Management Group 1 Consultants Jason Cummings Correen Harrell Deanna Lewis Jim Upchurch David Woods Page 3 of 163 Table of Contents 1.0 2.0 2.1. 2.2. Executive Summary..........................................................................8 Background Information on Waste Management ..........................9 Brief History of Company............................................................................... 9 Historical Timeline of Important Events...................................................... 11 3.0 External Analysis ............................................................................13 3.1. General Environmental Analysis ................................................................. 13 3.1.1. Political/Legal Factors.............................................................................. 13 3.1.2. Economic Factors .................................................................................... 16 3.1.3. Sociocultural Factors ............................................................................... 20 3.1.4. Demographic Factors............................................................................... 21 3.1.5. Technological Factors.............................................................................. 25 3.1.6. Global Factors ...............................................
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...A Report on Strategic Management Case Of COCA COLA (Year 2007) Subject: Managerial Policy Section: “B” [MBA – Evening Program] Faculty: Brig. (ret.) Shakeel Ahmed Prepared & Presented by: |Group 2 | |Faraz Ahmed |Zohaib Genda |Mehboob Hassan |Zakia Rasheed | |Arshad Khan |Muhammad Tabish Taha |Sehrish Anwar |Obaid Ullah Aleem | |Mohammad Waqas |Ashok Kumar |Tariq Khan | |Zeeshan Ul Haque |Tariq Hamidi |Babar Raza | Table of Contents 1- EXECUTIVE SUMMARY 3 2- HISTORY OF COCA COLA 4 3- BRANDS OF COCA COLA 7 3.1- Energy Drinks 7 3.2- Juices/Juice Drinks 7 3.3- Soft Drinks 8 3.5- Tea and Coffee 8 3.6 Water 8 3.7- Other Drinks 9 4- CONSUMER CHOICE AT A GLANCE 10 5- DIFFERENT PLAYERS IN THE SOFT DRINKS MARKET 11 5- DIFFERENT PLAYERS IN THE SOFT DRINKS MARKET 12 6- OUR MISSION 12 6- OUR MISSION 13 7- OUR VISION ...
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...Journal of Financial Economics 3 (1976) 305-360. Q North-Holland Publishing Company THEORY OF THE FIRM: MANAGERIAL BEHAVIOR, AGENCY COSTS AND OWNERSHIP STRUCTURE Michael C. JENSEN and William H. MECKLING* University of Rochester, Rochester, NY 14627, U.S.A. Received January 1976, revised version received July 1976 This paper integrates elements from the theory of agency. the theory of property rights and the theory of finance to develop a theory of the ownership structure of the firm. We define the concept of agency costs, show its relationship to the ‘separation and control’ issue, investigate the nature of the agency costs generated by the existence of debt and outside equity, demonstrate who bears these costs and why, and investigate the Pareto optirnality of their existence. We also provide a new definition of the firm, and show how our analysis of the factors influencing tht- creation and issuance of debt and equity claims is a special case of the supply side of the completeness of markets problem. The directors of such [joint-stock] companies, however, being the managers rather of other people’s money than of their own, it cannot well be expected, that they should watch over it with the same anxious vigilance with which the partners in a private copartnery frcqucntly watch over their own. Like the stewards of a rich man, they are apt to consider attention to small matters as not for their master’s honour, and very easily give thcmsclvcs a dispensation from...
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...Morgan Motor Company An analysis on Internal and external environment i|Page Table of Contents Executive Summary .................................................................................................................. iii 1.0 Current Situation.................................................................................................................. 1 1.1 Current condition ............................................................................................................. 2 1.2 Strategic Posture .............................................................................................................. 2 2.0 Corporate Governance......................................................................................................... 6 2.1 Board of Directors............................................................................................................ 7 2.2 Top Management ............................................................................................................. 9 3.0 External Environment: Opportunities and Threats ............................................................ 11 3.1 Physical Environment: Raw Material ............................................................................ 12 3.2 Societal Environment ..................................................................................................... 14 3.3 Task Environment .............................................................
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