...Group A: Great opening match between Mexico and SA which ended 1-1. Uruguay and France tied 1-1 the same day. France was defeated by South Africa and Mexico later in that world cup while Uruguay defeated Mexico and SA thus advancing Mexico and Uruguay as 1st to the 2nd round. Group B: Argentina started strong by defeating Nigeria 1-0 in the first match while Korea beat Greece 2-0. With ease Argentina later beat Greece and South Korea to advance with a perfect 3-0-0 While Korea tied Nigeria to advance as 2nd. Group C: USA vs England was the highlight of this group but was a borefest but who could forget the Robert Green mistake that made the match 1-1?. USA dramatically beat Algeria and tied Slovenia to finish 1st in group. England tied Algeria and beat Slovenia and finished 2nd due to goal difference. Group D: Germany opened great by bashing Australia 4-0 with controversial refereeing by Chiki Dracula. Ghana beat Serbia with a penalty. Germany Advanced along Ghana Group E: Boring group with a few exciting matches. Netherlands finished with a 3-0-0. Cameroon surprisingly summed 0 points in this world cup. Japan stunned the group when they finished 2nd after they defeated Cameroon and Denmark Group F: Italy was eliminated from the world cup in the knock off stages by Slovakia in their 3rd match after draws against weak New Zealand and surprising Paraguay. Parguay finished 1st and Slovakia 2nd Group G: This was considered the group of death along with group...
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...Case Study1: The World Cup Case Study1: The World Cup Let t=true odds Let b= Implied Fair odds Let p=proability of 'implied' fair bet odds Rank on 6/10/2010 1 2 3 4 5 6 7 8 9 10 11 12 13 13 13 16 16 16 19 19 21 21 23 23 25 26 27 27 29 30 31 31 Team Spain Brazil Argentina England Holland Germany Italy France Portugal Ivory Coast Serbia Chile Paraguay Mexico U.S.A. Ghana Cameroon Uruguay Denmark Nigeria South Africa Australia Greece Switzerland Slovakia South Korea Slovenia Japan Algeria Honduras New Zealand North Korea Odds (b) on 6/10/2010 => Wager/Bet P(win) P(Lose) fairbet=> => => 4 4.5 6.5 7.5 9 14 16 20 25 50 60 70 80 80 80 100 100 100 125 125 150 150 200 200 225 250 300 300 600 1000 2000 2000 => => => => => => => => => => => => => => => => => => => => => => => => => => => => => => => => 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 p p p p p p p p p p p p p p p p p p p p p p p p p p p p p p p p 1-p 1-p 1-p 1-p 1-p 1-p 1-p 1-p 1-p 1-p 1-p 1-p 1-p 1-p 1-p 1-p 1-p 1-p 1-p 1-p 1-p 1-p 1-p 1-p 1-p 1-p 1-p 1-p 1-p 1-p 1-p 1-p 4(p)=1(1-p) 4.5(p)=1(1-p) 6.5(p)=1(1-p) 7.5(p)=1(1-p) 9(p)=1(1-p) 14(p)=1(1-p) 16(p)=1(1-p) 20(p)=1(1-p) 25(p)=1(1-p) 50(p)=1(1-p) 60(p)=1(1-p) 70(p)=1(1-p) ...
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...HOFSTEDE: Cultures And Organizations - Software of the Mind Culture as mental programming In Western languages 'culture' commonly means 'civilization' or 'refinement of the mind' and in particular the results of such refinement, like education, art, and literature. This is 'culture in the narrow sense; 'culture one' Culture as mental software, however, corresponds to a much broader use of the word which is common among social anthropologists: this is ‘culture two’. In social anthropology, 'culture' is a catchword for all those patterns of thinking, feeling, and acting referred to in the previous paragraphs. Not only those activities supposed to refine the mind are included in 'culture two', but also the ordinary and menial things in life: greeting, eating, showing or not showing feelings, keeping a certain physical distance from others, making love, or maintaining body hygiene. CULTURE It is the collective programming of the mind which distinguishes the members of one group or category of people from another. It is a collective phenomenon, because it is at least partly shared with people who live or lived within the same social environment, which is where it was learned. Culture is learned, not inherited. It derives from one's social environment, not from one's genes. Culture should be distinguished from human nature on one side, and from an individual's personality on the other: 1 Cultural relativism there are no scientific standards for considering one group...
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...EXPORT-IMPORT BANK OF INDIA OCCASIONAL PAPER NO. 138 INDIAN GEMS AND JEWELLERY: A SECTOR STUDY EXIM Bank’s Occasional Paper Series is an attempt to disseminate the findings of research studies carried out in the Bank. The results of research studies can interest exporters, policy makers, industrialists, export promotion agencies as well as researchers. However, views expressed do not necessarily reflect those of the Bank. While reasonable care has been taken to ensure authenticity of information and data, EXIM Bank accepts no responsibility for authenticity, accuracy or completeness of such items. © Export-Import Bank of India Published by Quest Publications February 2010 CONTENTS Page No. List of Tables List of Exhibits List of Boxes Executive Summary 1. 2. 3. 4. 5. 6. 7. 1. 2. 3. 4. 5. Introduction Raw Material Base: Global scenario International Trade in Precious Metals, Gems and Jewellery Profile of Select Countries Status of Precious Metals, Gems and Jewellery Industry in India Market Analysis Challenges and Strategies World Gold Demand Production of Diamond in the World and in India World Exports and Imports (2007) of Select Precious Metals, Gems and Jewellery India’s Major Export Destinations and Import Source Countries of Precious Metals, Gems and Jewellery (2008-09) Members of Kimberley Process 5 7 9 11 30 32 41 47 61 84 93 108 109 110 113 116 Annexure Project Team: Mr. S. Prahalathan, General Manager, Research & Planning Group Ms. Renuka Vijay...
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...HOFSTEDE: Cultures And Organizations - Software of the Mind Culture as mental programming In Western languages 'culture' commonly means 'civilization' or 'refinement of the mind' and in particular the results of such refinement, like education, art, and literature. This is 'culture in the narrow sense; 'culture one' Culture as mental software, however, corresponds to a much broader use of the word which is common among social anthropologists: this is ‘culture two’. In social anthropology, 'culture' is a catchword for all those patterns of thinking, feeling, and acting referred to in the previous paragraphs. Not only those activities supposed to refine the mind are included in 'culture two', but also the ordinary and menial things in life: greeting, eating, showing or not showing feelings, keeping a certain physical distance from others, making love, or maintaining body hygiene. CULTURE It is the collective programming of the mind which distinguishes the members of one group or category of people from another. It is a collective phenomenon, because it is at least partly shared with people who live or lived within the same social environment, which is where it was learned. Culture is learned, not inherited. It derives from one's social environment, not from one's genes. Culture should be distinguished from human nature on one side, and from an individual's personality on the other: 1 Cultural relativism there are no scientific standards for considering one group...
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...MBA LEARN MORE, DO MORE, BECOME MORE 90 exceptional people who will shape the future of business The IMD MBA Class of 2011 Developing your future global leaders The IMD difference Why recruit at IMD? Find truly global experienced leaders able to address your company’s challenges in today’s complex environment 90 talented pre-screened participants Besides strong academic ability, we assess the leadership potential with a focus on real management capacity in a multi-cultural and complex environment. In total we spend at least 10 manhours per candidate to make sure each one is right for the program. The admission process consists of: - an online application with 12 essays - letters of recommendations - a full day assessment center Once accepted, each candidate goes through a full background check conducted by an independent agency. International and experienced In a class of 90, you will find 40+ different nationalities and 90% of the participants will have spent at least 6 months outside their home country. With a minimum of 3 years of work experience, our participants have on average 7 years of experience prior to IMD. Trained to become truly global hand-on leaders Besides strong academic business fundamentals, our intensive one-year program is designed to constantly push our MBAs beyond their comfort zone. A diversity of hands-on projects takes them through various settings: - a 6-week startup project - a 9-week international consulting project with medium to...
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...Leading Culturally Diverse Groups Dave Park Leadership is important in managing and organizing the structure of the organization while trying to maintain a profitable company that takes into consideration employees, shareholders, customers and board of directors, etc. Another attribute of a great leader is managing diversity in the workplace. However, diversity includes many different issues and needs to be managed and if done properly can lead to competitive advantages for the company. Thomas A. Kochan, professor at MIT, stated “Diversity can enhance business performance only if the proper training is provided and the organizational culture supports diversity (Dubrin, 2010). Managing Cultural Diversity: Managing cultural diversity is not an easy task, however, when incorporated into the organizations core values, is makes it easier to incorporate (Dubrin, 2010). Below is a diagram that provides a breakdown of areas or issues that may need to be looked at to evaluate the possibility of creating and leading a culturally diverse organization. These areas may help to identify areas where a competitive advantage may be available in the organization. In such a culturally diverse world and as the organization makes decisions that will impact them globally, these discussions are vital for the success of the company. Whether not decisions are made to implement or not to implement decisions based on diversity within the organization, these ideas, may identify some of the...
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...Leadership is important in managing and organizing the structure of the organization while trying to maintain a profitable company that takes into consideration employees, shareholders, customers and board of directors, etc. Another attribute of a great leader is managing diversity in the workplace. However, diversity includes many different issues and needs to be managed and if done properly can lead to competitive advantages for the company. Thomas A. Kochan, professor at MIT, stated “Diversity can enhance business performance only if the proper training is provided and the organizational culture supports diversity (Dubrin, 2010). Managing Cultural Diversity: Managing cultural diversity is not an easy task, however, when incorporated into the organizations core values, is makes it easier to incorporate (Dubrin, 2010). Below is a diagram that provides a breakdown of areas or issues that may need to be looked at to evaluate the possibility of creating and leading a culturally diverse organization. These areas may help to identify areas where a competitive advantage may be available in the organization. In such a culturally diverse world and as the organization makes decisions that will impact them globally, these discussions are vital for the success of the company. Whether not decisions are made to implement or not to implement decisions based on diversity within the organization, these ideas, may identify some of the organizations strengths and weaknesses. (Cox...
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...Brand Advertising • Do the ads break through the marketplace clutter? • Do they powerfully communicate the brand's promise and personality? • Do they include the "reason's why" (differentiating benefit proof points)? • Do they connect with the target consumer on an emotional level? • Do they tap into the consumer's beliefs, values, aspirations, hopes and fears? • Do they include components that are "ownable"? Nike’s strategy was to create dominant presence in media. Nike created media presence in several trend setting United State cities. TV ads linking Nike to a city were used, but real drivers were huge oversized billboards and murals on building that blanketed cities with messages featuring key Nike-sponsored athletes, not products/. The company focus its marketing on celebrity endorsement, i.e basketball, golf, soccer, and tennis. Lately Nike has also began to sponsor big sporting events so as to create huge awareness and brand following. In 2008, Nike spent significant amount on advertising in the Beijing 2008 Olympics and the Football Championship. After the recent Tiger Woods scandal Nike plans on revisiting it celebrity endorsement strategy. It can be noted that the “swoosh” logo is one of the most famous in the world due to these huge advertising efforts. Nike’s brand images, including the Nike name and the trademark Swoosh, are considered to represent one of the most recognizable brands in the world. This brand power translates into bottom-line revenues....
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...QUARTER 2, 2012 CONSUMER CONFIDENCE, CONCERNS AND SPENDING INTENTIONS AROUND THE WORLD 91 Global consumer confidence index declined three points to 91 • Discretionary spending and saving decreased globally across all sectors • More than two-thirds (67%) of respondents changed spending habits to save on expenses • Concern for the economy and job security remained Global consumer confidence declined three index points to 91 in Q2 2012 amid a worsening Euro zone crisis, lackluster U.S. job growth and China’s downward GDP revision for 2012, according to consumer confidence findings from Nielsen, a leading global provider of information and insights into what consumers watch and buy. “Consumers are clearly proceeding with caution in relation to their spending intentions,” said Dr. Venkatesh Bala, chief economist at The Cambridge Group, a part of Nielsen. “Consumer confidence lost momentum in the second quarter as global events, including a worsening Euro zone crisis coupled with slowing growth rates in China and India, impacted financial markets and consumer sentiment in many parts of the world. As renewed volatility entered global markets, consumers reacted by reining in spending and consumption intentions.” In the latest round of the survey, conducted between May 4 and May 21, 2012, consumer confidence declined three points to 100 in Asia Pacific, four points to 88 in North America, and two points to 96 in Latin America. An increase of one point each in Middle...
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...Trompenaars & Hampden-‐Turner – Cultural Dimensions Trompenaars and Charles Hampden-‐Turner have developed a model of culture with seven dimensions. There are five orientations covering the ways in which human beings deal with each other.: 1. Universalism vs. particularism (What is more important, rules or relationships?) Universalism vs. particularism describes how people judge other people’s behavior. The Universalist attaches great importance to the observance of rules. The behavior tends to be abstract. In universalism, rule-‐based, societies there are certain absolutes that apply across the board. They apply regardless of circumstances or particular situations. What is right is always right in every situation and for everybody. A Universalist tries to apply the same rules in all situations. To remain fair a universalist will not make differences between people from the narrow environment, such as family, friends...
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...industrial revolution urge for raw material became of crucial importance for the European states. This was followed by the aggressive colonization projects that eventually led to a harsh competition between different parties around Europe, who want to hold control over the economic resources. The United States was not a super-power, as it is now, at the time of the War. Being aware of this Wilson opted to remain as a neutral observer during the initial phase of the war. It was the third year of the war, when the British intelligence intercepted the coded telegram dispatched by the Foreign Secretary of the German Empire, Arthur Zimmermann, on 16 January 1917. While the two blocs, The Entente Powers (France, The British Empire and Russia) vs. The Central Powers, (Austria-Hungary, Germany and the Ottoman Empire), were fairly evenly balanced between 1914 and 1917, with the year 1917 the Central Powers started to be weakened due to several reasons. The Americans were convinced that the Central Powers were doomed to lose the war, when the Zimmermann telegram was revealed. Therefore, Wilson aspired to take advantage of these circumstances and use the telegram as a pretext for convincing the American public opinion to join to the War and side with the Entente Powers. Given that all the parties involved in the war was motivated with the aim to gain competitive advantage over others, Wilson’s decision can be understood as an attempt on the side of the U.S. to pursue its own interest....
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...Global Human Capital Trends 2014 Engaging the 21st-century workforce A report by Deloitte Consulting LLP and Bersin by Deloitte Contents Introduction | 2 | 7 Global Human Capital Trends 2014 survey: Top 10 findings Lead and develop Leaders at all levels | 25 | 35 | | 45 55 Corporate learning redefined Performance management is broken The quest for workforce capability Attract and engage Talent acquisition revisited Beyond retention | 75 | | 87 97 | 65 From diversity to inclusion The overwhelmed employee Transform and reinvent The reskilled HR team | 107 | 117 Talent analytics in practice Race to the cloud | 127 The global and local HR function Editors | 145 | 146 | | 137 Acknowledgements Global Human Capital leaders Human Capital country leaders 147 | 148 Global Human Capital Trends 2014: Engaging the 21st-century workforce Introduction Engaging the 21st-century workforce S we begin 2014, global organizations have left the recession in the rear-view mirror and are positioning themselves aggressively for growth. Sluggishness has given way to expansion. Retrenchment has been replaced by investment. The need for caution has been superseded by the need to take action. Yet as the economic recovery takes hold, businesses realize that the workforce today has changed. Skills are scarce, workers have high expectations, and Millennials are now in charge. Enter the 21st-century workforce. The 21st-century workforce is global, highly...
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...among strategic options Logically viable options/ Chosen Strategy Strategic|Aligned but|| |Infeasible Options|| Intent||| ||| Choice Criteria/ No options identified |Strategic|Available|| |Assessment||| Feasible but||Options|| |||| Unaligned Options|||| Macmillan & Tamcoe 2001 Strategic Choice Ideally a company will have a number of options for growth. Each can then be assessed using for example a 5 Forces analysis to rank them for attractiveness. But there are also other issues to consider particularly ‘risk’. Risk vs Uncertainty Risk implies that the probability of outcomes can be usefully quantified...there is a 10% chance of rain today Uncertainty implies that whether the outcome is possible is unknown and thus the risk cannot be quantified.....the policies of the next government are uncertain Country|Price(s) ||||| Mexico|0.89|0.7|1.07|1.08|1.11| Indonesia|0.63|0.58|0.73||| Germany|1.53|1.46|||| Switzerland|2.88||||| Russia|0.6||||| Lebanon|0.88||||| UK|1.4|1.85|1.79|1.5|1.3| China|0.64||||| Singapore|1.4||||| India|0.91|0.92|||| Spain|1.5||||| Thailand|0.81|0.8|||| Ghana|2.5||||| Romania|1.19||||| Philippines|0.91||||| Average|1.24||||| Magnum Price Survey 2015 Bayesian (Statistics) Thinking A 10% chance of a profit of 1m is worth 100,000. Which would you go for: (1) a 45% chance of winning 1000 with (2) a 75% chance of winning 600. The investment needed for(1) is 250 and for (2) 150. (1) 1000x0.45-250=200 (2) 600x.75-150=300...
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...When Manufacturing Moves Back: Concepts and Questions Luciano Fratocchi1, Carmela Di Mauro2, Paolo Barbieri3, Guido Nassimbeni4, Andrea Zanoni5 1 Department of Industrial & Information Engineering & Economics, University of L’Aquila Via G. Gronchi 18, Nucleo Industriale Pile, L’AQUILA AQ ITALY luciano.fratocchi@univaq.it +39-0862-434356 CORRESPONDING AUTHOR 2 Department of Civil and Environmental Engineering, University of Catania Via A. Doria 5, 95131 CATANIA CT ITALY cdimauro@unict.it 3 Department of Management, University of Bologna Via U. Terracini 28, 40131 BOLOGNA BO ITALY p.barbieri@unibo.it 4 Department of Electric, Managerial and Mechanical Engineering, Via Delle Scienze, 206, 33100 UDINE UD ITALY nassimbeni@uniud.it 5 Department of Management, University of Bologna Via U. Terracini 28, 40131 BOLOGNA BO ITALY andrea.zanoni@unibo.it ABSTRACT Interest in back-reshoring strategies – intended as companies’ decisions to reverse previous off-shoring by bringing manufacturing back home – has gained momentum recently. However, little is known so far about the magnitude of this phenomenon, about its geographical boundaries, and about the underlying motivations. In this paper a characterization of back-shoring as part of the dynamics of firms’ internationalization strategies is offered. Next, building on emerging empirical evidence, open questions are identified and an agenda for research is proposed. KEYWORDS Reshoring Back-reshoring Near-reshoring Off-shoring Internationalization...
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