...Defense Strategy Course Lesson 1, Writing Assessment Essay Topic: Sharing Power? Prospects for a U.S. Concert-Balance Strategy Date: 12 January 2015 Name: Angela Butts, LTC, USAR Dr. Patrick Porter is an Australian academic at the University of Reading in the United Kingdom. Dr. Porter published a monograph entailing a well reasoned argument on a power-sharing grand strategy based upon concert of power and balance of power systems. According Dr. Porter, these are the strategies that will cause the U.S. to no longer be hegemonic and maintain its powerful influence and status in the global system. I agree with Dr. Porter that the United States (U.S.) should employ these strategies in the future decades. However, I disagree that this is due to losing America’s global hegemony. The lost of hegemony would cause instability within the global system. In the future, I think the U.S. will move towards these strategies in order to produce stability while trying to maintain global leadership. Contrary, the focus could shift for the U.S. to build a “multi-partner” system for governments and nongovernment groups to work together on global issues. This is the goal of the Obama Administration in an effort to reduce competition and have closer ties to the major global powers. There are limited options for other countries to take over as a global hegemon. Unlike other countries, India may be the closest to becoming the next hegemon of the global system; however, it is not ready...
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...Defense Strategy Course Lesson 1, Writing Assessment Essay Topic: Understanding Sharing Power? Date: 20 JULY 2015 Name: Vasquez, Manny CW5 (Proponent: USA) Dr. Patrick Parker’s proposition is correct in that the United States can continue to be the world’s lone hegemon, but it must also recognize the rise of regional powers. In other words, the American government cannot totally isolate itself from world events nor can it continue being the world’s lone overbearing policeman or benefactor. He suggests that future American grand strategy must consist of a middle ground that gives it the ability to protect its national interests while wisely flexing its instruments of national power when dealing with competitors, adversaries, and up incoming regional powers. At the conclusion of World War II the Soviet Union became one of two dominate superpowers. The Soviets had the ability to influence its immediate neighbors and offered countries a communist ideology that discredited capitalism and blamed it for starting the Great Patriotic War. The Soviets used propaganda on devastated European populations by demanding acclaim for being the principal reason why Hitler’s Germany was defeated. They maintained an occupation army stationed in Eastern-European countries under the pretense of liberators, but in reality, the Soviet soldiers were enforcers over buffer satellite states. The Soviets were one-half of a bi-polar world and principal antagonist of the western world...
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...If using military forces to achieve a given political intent is what practitioners consider strategy, then Grand Strategy is how a state’s diplomats use their capable military force to secure their state’s interests by aligning resources with goals. Using this consideration, then it is plausible that politicians use the US military to maintain our interests both at home and abroad—especially if it means we maintained a global hegemony. Therefore, after reading Dr. Porter’s monograph “Sharing Power? Prospects For a U.S. Concert-Balance Strategy,” I agree with his point that the US will retract their commitments based on a response to a decline in relative power through retrenchment, but disagree that this is a new thought because American politicians have always spent resources, legislated, threatened or fought to defend what was deemed most important at the time. Retrenchment is the departure from strategic assurances to readdress resources on “core commitments” that reestablish our essential functions. This reduction of our foreign policy commitments forced us to accept that our post Cold War focus of uncontested primacy, or global hegemony as the preferred status in the world, can no longer be maintained. That is why the Department of Defense (DoD) revamped the National Defense Strategy in 2012 forcing the DoD to establish more agile, flexible, rapidly deployable, technologically advanced, and cost effective forces. Politicking this shift, former Secretary of Defense...
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...The Grand Strategy of the United States by R.D. Hooker, Jr. INSS Strategic Monograph Institute for National Strategic Studies National Defense University The Grand Strategy of the United States R.D. Hooker, Jr. INSS Strategic Monograph National Defense University Press Washington, D.C. October 2014 Opinions, conclusions, and recommendations expressed or implied within are solely those of the contributors and do not necessarily represent the views of the Defense Department or any other agency of the Federal Government. Cleared for public release; distribution unlimited. Portions of this work may be quoted or reprinted without permission, provided that a standard source credit line is included. NDU Press would appreciate a courtesy copy of reprints or reviews. Cover: President Barack Obama and Vice President Joe Biden meet with members of the National Security Council in the Situation Room of the White House hours before his national address, September 10, 2014 (The White House/Pete Souza) First printing, October 2014 Contents The Roots of American Grand Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 A Century Like No Other. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 The Ends of Grand Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 The Means of Grand Strategy. . . . . . . . . . . . . . . . . . . . . . . . . ...
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...innovating. (F) Humans make adaptations to changing environments through innovation. Individuals learn culture from social institutions through socialization (growing up) and acculturation (adjusting to a new culture). 4. We are less likely to evaluate a person’s behavior in terms of what is familiar to us because we use our self-reference criterion (SRC). (F) The self-reference criterion (SRC) is especially operative in business customs. If we do not understand our foreign counterpart’s customs, we are more likely to evaluate that person’s behavior in terms of what is familiar to us. 5. People from cultures with high Power Distance Index scores are more likely to have a general distrust of others. (T) People from cultures with high PDI (Power Distance Index) scores are more likely to have a general distrust of others (not those in their groups) because power is seen to rest with individuals and is coercive rather than legitimate. 6. Economically prosperous countries do not display strong nationalistic feelings. Although militant economic nationalism has subsided, nationalistic feelings can be found even in the most economically prosperous countries. (F) 7. Foreign investment can be perceived as a threat to sovereignty. (T) 第 1 页 共 33 页...
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...typesetting: IMF Graphics Section Please send orders to: International Monetary Fund, Publication Services 700 19th Street, N.W., Washington, D.C. 20431, USA Tel.: (202) 623-7430 Telefax: (202) 623-7201 E-mail: publications@imf.org Internet: http://www.imf.org Contents Preface ............................................................................................... List of Abbreviations ........................................................................ I. II. Introduction ........................................................................... Quotas and Voting Power in the IMF: A System That Calls for Greater Equity ................................................... Role of Quotas and the Debate on the Quota Formula............ Further Work Toward Correcting Distortions and Enhancing Equity in Voting Power ........................................................ III. Checks and Balances in the Governance of the IMF .......... The Executive Board................................................................ The Managing Director............................................................ The Staff................................................................................... IV. Consensus Decision Making in a...
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...Royal Dutch Shell PLC RDS.A [pic][pic][pic][pic][pic] [pic][pic] [pic] | | |[pic][pic] | |[pic] | |[pic] | |[pic] | | | | | | | |[pic] | |[pic] ...
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...NATIONAL UNIVERSITY OF SCIENCE AND TECHNOLOGY FACULTY OF COMMERCE GRADUATE SCHOOL OF BUSINESS EMBA MARKETING MANAGEMENT Prepared by Mrs O Gwate-Hall 2012 EMBA MARKETING MANAGEMENT MODULE 1. THE MARKETING CONCEPT Business philosophy has experienced three major shifts during the history of commerce in the United States. It has moved from a production orientation to a sales orientation to the current consumer orientation. Each of these philosophies has reflected the economic environment of its time. From the early years of the country into the late 1920s, businesses had limited production capacity and continuous demand for their products. Under those circumstances, it was inevitable that the prevailing philosophy would be "produce as much as you can and it will sell." Business goals based on that belief naturally focused on production. Marketing concerns were limited to order taking and product distribution. With the introduction of mass production in the late 1800s, the gap between production and the demand for goods and services began to narrow. By the 1930s, production capacity had caught up with and, in many areas, exceeded demand. In order to maintain or regain production and sales levels, businesses adopted a sales oriented philosophy. This philosophy held that "if...
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...Demographic and Social/Cultural Trends Purpose 7 2) Economic Environment 16 3) Technological Dimension 21 4) Political Environment 27 5) Legal Environment 31 6) Cooperative Environment 33 7) Product Market Analysis 36 8) Competitive Analysis 50 B. Internal Environment 71 1) Introduction 71 2) Resources 75 3) Marketing Mix Program 77 4) Conclusion 77 IV. Primary Research 79 A. Focus Groups 79 B. Sampling Plan 93 1) Population 93 2) Sample Size 94 3) Sampling Method 94 V. Primary Research Findings - Uni variate Data Analysis 99 VI. Strategic Marketing Plan 123 A. Segmentation Analysis 123 1) Identifying Segments 123 2) Segment Profiles 124 B. Targeting Strategy 128 C. Positioning Strategy 128 1) Followers 128 2) Casuals 129 3) Aficionados 129 D. Product Strategy 130 1) Current Product Mix 130 2) Product Objectives 130 3)...
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...CFR carries out its mission by maintaining a diverse membership, with special programs to promote interest and develop expertise in the next generation of foreign policy leaders; convening meetings at its headquarters in New York and in Washington, DC, and other cities where senior government officials, members of Congress, global leaders, and prominent thinkers come together with CFR members to discuss and debate major international issues; supporting a Studies Program that fosters independent research, enabling CFR scholars to produce articles, reports, and books and hold roundtables that analyze foreign policy issues and make concrete policy recommendations; publishing Foreign Affairs, the preeminent journal on international affairs and U.S. foreign policy; sponsoring Independent Task Forces that produce reports with both findings and policy prescriptions on the most important foreign policy topics; and providing up-to-date information and analysis about world events and American foreign policy on its website, CFR.org. The Council on Foreign Relations takes no institutional positions on policy...
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...The Crucial Roles of Professional Accountants in Business in Mid-Sized Enterprises Professional Accountants in Business Committee International Federation of Accountants 545 Fifth Avenue, 14th Floor New York, New York 10017 USA The mission of the International Federation of Accountants (IFAC) is to serve the public interest, strengthen the worldwide accountancy profession and contribute to the development of strong international economies by establishing and promoting adherence to high-quality professional standards, furthering the international convergence of such standards and speaking out on public interest issues where the profession’s expertise is most relevant. This publication was prepared by IFAC’s Professional Accountants in Business (PAIB) Committee. The PAIB Committee serves IFAC member bodies and the more than one million professional accountants worldwide who work in commerce, industry, the public sector, education, and the not-for-profit sector. Its aim is to enhance the role of professional accountants in business by encouraging and facilitating the global development and exchange of knowledge and best practices. This publication may be downloaded free-of-charge from the IFAC Web site at http://www.ifac.org. The approved text is published in the English language. Copyright © September 2008 by the International Federation of Accountants (IFAC). All rights reserved. Permission is granted to make copies of this work provided that such copies are for use in...
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...I-Introduction: The term "realism" was first used to formulate the philosophical doctrine that "universals exist outside of the mind" (Freyberg-Inan, 1). Yet, in political theory, "realism" represents a school of thought that analyzes the political process as it is or as it is disclosed by historical forces " ... that the able political practitioner takes into account ... and incorporates ... into his political conceptions and his political acts "(Ibid, 1-2). In the field of international relations, realism became the dominant analytical paradigm mostly after the start of the Second World War, when it displaced idealist doctrines, promising "to provide more accurate information, more powerful, and more relevant answers" to the roots or causes of peace and war (Brecher& Harvey, 54). At the same time, many features of the current realist paradigm can be traced back to the time of Thucydides, Niccolo Machiavelli and Thomas Hobbes. Among contemporary thinkers recognized as major writers and contributors to the realist tradition are Hans Morgenthau, Edward Carr and Kenneth Waltz (Freyberg-Inan, 8). What are then the basic tenets or common features of a realist thinker? Machiavelli would acknowledge that to be a realist one has to look at history as "a sequence of cause and effect whose course can be analysed and understood by intellectual effort, but not directed by imagination" (Carr, 64). Hobbes would persist in the same train of thought and insist that to be a realist thinker...
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...Marketing Channel Strategy This page intentionally left blank Eighth Edition Marketing Channel Strategy Robert W. Palmatier University of Washington’s Foster School of Business Louis W. Stern Northwestern University’s Kellogg School of Management Adel I. El-Ansary University of North Florida’s Coggin College of Business Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montréal Toronto Delhi Mexico City São Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Editor in Chief: Stephanie Wall Acquisitions Editor: Mark Gaffney Program Manager Team Lead: Ashley Santora Program Manager: Jennifer M. Collins Director of Marketing: Maggie Moylen Executive Marketing Manager: Anne Fahlgren Project Manager Team Lead: Judy Leale Project Manager: Thomas Benfatti Operations Specialist: Nancy Maneri Cover Designer: Suzanne Behnke Creative Director: Jayne Conte Digital Production Project Manager: Lisa Rinaldi Full Service Vendor: Integra Software Services Pvt. Ltd. Full Service Project Manager: Anandakrishnan Natarajan/Integra Software Services Printer/Binder: Courier/Westford Cover Printer: Lehigh-Phoenix Text Font: 10/12, ITC Garamond Credits and acknowledgments borrowed from other sources and reproduced, with permission, in this textbook appear on appropriate page within text (or on page xix). Copyright © 2015 Pearson Education, Inc., publishing as Prentice...
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...Marketing DeMystified A Self-Teaching Guide Donna Anselmo New York Chicago San Francisco Lisbon London Madrid Mexico City Milan New Delhi San Juan Seoul Singapore Sydney Toronto Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written permission of the publisher. ISBN: 978-0-07-173718-0 MHID: 0-07-173718-9 The material in this eBook also appears in the print version of this title: ISBN: 978-0-07-171391-7, MHID: 0-07-171391-3. All trademarks are trademarks of their respective owners. Rather than put a trademark symbol after every occurrence of a trademarked name, we use names in an editorial fashion only, and to the benefit of the trademark owner, with no intention of infringement of the trademark. Where such designations appear in this book, they have been printed with initial caps. McGraw-Hill eBooks are available at special quantity discounts to use as premiums and sales promotions, or for use in corporate training programs. To contact a representative please e-mail us at bulksales@mcgraw-hill.com. This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding that neither the author nor the publisher is not engaged in rendering legal,...
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...CONNECT FEATURES Interactive Applications Interactive Applications offer a variety of automatically graded exercises that require students to apply key concepts. Whether the assignment includes a click and drag, video case, or decision generator, these applications provide instant feedback and progress tracking for students and detailed results for the instructor. Case Exercises The Connect platform also includes author-developed case exercises for all 12 cases in this edition that require students to work through answers to assignment questions for each case. These exercises have multiple components and can include: calculating assorted financial ratios to assess a company’s financial performance and balance sheet strength, identifying a company’s strategy, doing five-forces and driving-forces analysis, doing a SWOT analysis, and recommending actions to improve company performance. The content of these case exercises is tailored to match the circumstances presented in each case, calling upon students to do whatever strategic thinking and strategic analysis is called for to arrive at a pragmatic, analysis-based action recommendation for improving company performance. eBook Connect Plus includes a media-rich eBook that allows you to share your notes with your students. Your students can insert and review their own notes, highlight the text, search for specific information, and interact with media resources. Using an eBook with Connect Plus gives your students...
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