...Country Name | Currency Name | Code | Symbol | Afghanistan | Afghani | AFN | Af, Afs | Albania | Lek | ALL | Lek | Algeria | Algerian Dinar | DZD | DA | American Samoa | United States Dollar | USD | $ , ¢ | Andorra | Euro | EUR | € | Angola | Kwanza | AOA | Kz | Anguilla | East Caribbean Dollar | XCD | $ | Antigua and Barbuda | East Caribbean Dollar | XCD | $ | Argentina | Peso | ARS | $ | Armenia | Dram | AMD | | Aruba | Guilder | AWG | Afl. | Ashmore and Cartier Islands | Australian Dollar | AUD | A$ | Australia | Australian Dollar | AUD | A$ | Austria | Euro | EUR | € | Azerbaijan | Manat | AZN | m , man. | Azores | Euro | EUR | € | Bahamas | Bahamian Dollar | BSD | B$ | Bahrain | Bahraini Dinar | BHD | BD | Bajan (Barbados) | Barbadian Dollar | BBD | Bds$ | Balearic Islands | Euro | EUR | € | Bangladesh | Taka | BDT | | Belarus | Belarusian Ruble | BYR | Br | Belgium | Euro | EUR | € | Belize | Belize Dollar | BZD | BZ$ | Benin | West African CFA, Franc | CFA, XOF | CFA , c | Bermuda | Bermudian Dollar | BMD | BD$ | Bhutan | Bhutanese Ngultrum | BTN | Nu. , Ch. | Bhutan | India Rupee | INR | Rs. , p | Bolivia | Boliviano | BOB | Bs. | Bonaire | Netherlands Antilles Guilder | ANG | NAƒ, NAf, ƒ, or f | Bosnia and Herzegovina | Convertible Marka | BAM | KM | Botswana | Pula | BWP | P | Brazil | Real | BRL | R$ | British Indian Ocean Territory | United Kingdom Pound | GBP | £ , p | British Indian Ocean Territory...
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...0 Mälardalen University MIMA-International Business and Entrepreneurship School of Sustainable Development of Society and Technology EFO705 Master Thesis The internationalization process of Red Bull from the perspectives of global expansion Group 2263: Karakawat Sarasalin 830117 Thitiporn Watthanachai 831031 Supervisor: Jean-Charles Languilaire 23rd November 2009 1 Abstract Date: 23rd November, 2009 Level: Master Thesis in International Business and Entrepreneurship (EFO705), 15 credits Authors: Karakawat Sarasalin (830117-T255) Thitiporn Watthanachai (831031-T124) ksn08001@student.mdh.se twi08001@student.mdh.se Title: The internationalization process of Red Bull from the perspectives of global expansion Supervisor: Jean-Charles Languilaire Problem Statement: How did RED BULL manage to be as an important central international market player? Purpose: The purpose of this research is to describe the internationalization process of Red Bull; how Red Bull created, sustained and developed? Method: We mainly use secondary data and the qualitative data. Qualitative data in the form of interview questions through e-mailing. But we also use quantitative method based on documental research from books and internet. Conclusion: Red Bull does not follow the standard pattern of establishment chain presented in the Uppsala model. Its establishment chain is composed of three stages: licensing ,wholly owned sales subsidiaries and jointed venture...
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...HKU774 CATHY ENZ ALI FARHOOMAND BANYAN TREE: SUSTAINABILITY OF A BRAND DURING RAPID GLOBAL EXPANSION Within the next five years, if we play our expansion card right and we manage our growth properly, we have a reasonable, credible opportunity to become one of the top two or three dominant players in a global space which is very niche but nevertheless very global. - K.P. Ho, CEO of Banyan Tree Holdings Limited1 On 14 August 2006, exactly two months after its initial public offering (“IPO”), Banyan Tree Holdings Limited announced second-quarter results for the period ending on 30 June. Revenue had more than doubled to S$71.42 million, largely due to recovery following the 2004 Indian Ocean tsunami. The company felt that this was only the beginning, however, and had earmarked part of the IPO proceeds to finance an ambitious expansion plan. At the core of its business development plan was a proposal to open 21 new resorts3 over four years that would span non-Asian territories from Greece to Mexico. Banyan Tree CEO Ho Kwon Ping’s vision was to “string a necklace [of Banyan Tree properties] around the world”. The Asian Financial Crisis of 1997, the SARS crisis of 2003 and the Indian Ocean tsunami of 2004 had taken their toll on the travel and tourism industry [see Exhibit 1]. Although recovery was on the horizon, Ho understood the need to diversify risks across geographical regions and the IPO provided the finances to venture out of familiar territory. Two...
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...ECONOMIC ANALYSIS I. Introduction The People's Republic of China (PRC) is the world's second largest economy by nominal GDP and by purchasing power parity after theUnited States. It is the world's fastest-growing major economy, with growth rates averaging 10% over the past 30 years. China is also the largest exporter and second largest importer of goods in the world. On a per capita income basis, China ranked 90th by nominal GDP and 91st by GDP (PPP) in 2011, according to the International Monetary Fund (IMF). The provinces in the coastal regions of China tend to be more industrialized, while regions in the hinterland are less developed. As China's economic importance has grown, so has attention to the structure and health of the economy. As the Chinese economy is internationalized, so does the standardized economic forecast officially launched in China by Purchasing Managers Index in 2005. Most economic growth of China is created from Special Economic Zones of the People's Republic of China. The construction of the road system of Beijing–Shanghai Expressway was completed and opened to public usage in early 2000 for access of transportation on logistics, travel and tourism around the most populous and densely economic active areas of Chinese Mainland II. Population A. Total The demographics of the People's Republic of China are identified by a large population with a relatively small youth division, which is partially a result of the China's one-child policy. ...
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...04 05 Year at a glance. Contents. Rupees in ‘000 Net sales Cost of sales Gross profit Distribution and marketing expenses Administrative expenses Other operating expenses Other operating income Operating profit before reorganization/restructuring cost Reorganization/restructuring cost Operating profit after reorganization/restructuring cost Finance costs Profit before taxation Taxation Profit for the year Earnings per share – basic and diluted in Rupees Number of permanent employees at year end 2012 3,739,405 (2,785,235) 954,170 (231,066) (193,676) (33,811) 68,635 564,252 (204,572) 359,680 (44,266) 315,414 (39,125) 276,289 11.03 162 2011 3,044,800 (2,275,591) 769,209 (211,490) (171,376) (40,554) 58,850 404,639 – 404,639 (1,916) 402,723 (139,848) 262,875 10.50 262 06 07 08 09 10 12 15 16 17 18 20 22 23 26 30 35 36 40 42 44 83 84 86 About Linde Pakistan Company information Our vision Our mission Code of Ethics Business divisions, products and services Business Business locations Key facilities around Pakistan Ten-year financial review Vertical & horizontal analysis Key financial data Statement of value added Profile of Directors Directors‘ report Country Leadership Team (CLT) Corporate governance Statement of compliance with the Code of Corporate Governance Review report to the members on Statement of Compliance Financial Statements of the Company Shareholders‘ information Pattern of shareholdings Notice of Annual General Meeting Form of proxy Turnover...
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...the use, which might be made of the following information. The report does not represent any official position of the European Commission, nor do its contents prejudge any future Commission proposals in any areas of Community policy. A great deal of additional information on the European Union is available on the Internet. It can be accessed through the Europa server http://europa.eu/ JRC 64900 EUR 24807 EN ISBN 978-92-79-20171-4 ISSN 1831-4155 doi 10.2788/87966 The report is online available at: http://re.jrc.ec.europa.eu/refsys/ Luxembourg: Office for Official Publications of the European Union © European Union, 2011 Reproduction is authorised provided the source is acknowledged Design: sailer design communication, Meersburg, Germany Printed in Belgium Printed on recycled paper. 4 | PV Status Report 2011 PV Status Report 2011 | 5 Preface...
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...ETIHAD AIRWAYS Assignment I Contents INTRODUCTION 2 BACKGROUND 3 ETIHAD’S CORE VALUES 4 COMMITMENT 4 VISION AND MISSION 5 HISTORY 6 LOYALTY PROGRAM 6 FINANCIAL PERFORMANCE 9 FINANCIAL POSITION 9 FINANCING ACTIVITIES 11 EXTERNAL ENVIRONMENT 11 GENERAL ENVIRONMENT 12 EXTERNAL ENVIRONMENT ANALYSIS 41 INDUSTRY ENVIRONMENT ANALYSIS 44 1. Porter's 5 forces model 44 COMPETITOR ANALYSIS 65 INTERNAL ENVIRONMENT 68 COMPETITIVE ADVANTAGE 90 VALUE CHAIN ANALYSIS 92 IMPORTANT ENVIRONMENTS THAT ETIHAD NEEDS TO BE AWARE OF: 108 ARE THE VISIONS AND MISSIONS CLEAR AND MEASURABLE? 110 REFERENCES 111 INTRODUCTION Strategic management is the comprehensive collection of ongoing activities and processes that organizations use to systematically coordinate and align resources and actions with mission, vision and strategy throughout an organization. Strategic management activities transform the static plan into a system that provides strategic performance feedback to decision making and enables the plan to evolve and grow as requirements and other circumstances change (Dess, Gregory G., G.T. Lumpkin and Marilyn L. Taylor, 2005). Our group decided to work upon Etihad Airways, the flag carrier airline for United Arab Emirates. The name ‘Etihad’ is derived from an Arabic word which means ‘union’. In addition to its main activity of passenger transportation, Etihad controls Etihad cargo and holidays. Aside from that, they have stakes in many other airlines...
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...Journal of International Money and Finance xxx (2014) 1e24 Contents lists available at ScienceDirect Journal of International Money and Finance journal homepage: www.elsevier.com/locate/jimf Living with the trilemma constraint: Relative trilemma policy divergence, crises, and output losses for developing countries Joshua Aizenman a, 1, Hiro Ito b, * a b University of Southern California and the NBER, University Park, Los Angeles, CA 90089-0043, USA Department of Economics, Portland State University, 1721 SW Broadway, Portland, OR 97201, USA a b s t r a c t JEL classification: F31 F36 F41 O24 Keywords: Impossible trinity International reserves Financial liberalization Financial crisis Exchange rate regime This paper investigates the potential impacts of the degree of divergence in open macroeconomic policies in the context of the trilemma hypothesis. Using an index that measures the relative policy divergence among the three trilemma policy choices, namely monetary independence, exchange rate stability, and financial openness, we find that emerging market countries have adopted trilemma policy combinations with the least degree of relative policy divergence in the last 15 years. We find that a developing or emerging market country with a higher degree of relative policy divergence is more likely to experience a currency or debt crisis. However, a developing or emerging market country with a higher degree of relative policy divergence...
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...CONTENTS CORPORATE OVERVIEW (1-31) Board of Directors Senior Management Corporate Information Chairman’s Statement Designed to Deliver Product Range Global Presence Milestones Winners From Tata Motors Customer Satisfaction Green Mobility Human Resources Corporate Social Responsibility FINANCIAL HIGHLIGHTS (32-45) Pace in Performance Summarised Balance Sheet and Statement of Profit and Loss (Standalone & Consolidated) Fund Flow Statement Subsidiary Companies: Financial Highlights Financial Statistics STATUTORY REPORTS (46-122) Notice Directors’ Report Management Discussion and Analysis Report on Corporate Governance Awards and Achievements FINANCIALS Standalone Financials (123-168) Auditors’ Report Balance Sheet Profit and Loss Statement Cash Flow Statement Notes to Accounts Consolidated Financials (169-206) Auditors’ Report Balance Sheet Profit and Loss Statement Cash Flow Statement Notes to Accounts Attendance Slip and Proxy Form ANNUAL GENERAL MEETING Date: Friday, August 10, 2012 Time: 3.00 p.m. Venue: Birla Matushri Sabhagar, 19, Sir Vithaldas Thackersey Marg, Mumbai 400 020. 2 6 7 8 12 14 16 18 20 22 24 26 28 Tata Motors began operations in 1945. Since that time, we have remained committed to our values and our stakeholders. We have maintained a consistent focus on strengthening our organisation, and expanding our presence. Today, through our subsidiaries and associate companies, we already operate in the UK, South Korea, Thailand, Spain and South Africa. Our forays...
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...Applied Mathematics and Computation 214 (2009) 108–132 Contents lists available at ScienceDirect Applied Mathematics and Computation journal homepage: www.elsevier.com/locate/amc A comparative study of Artificial Bee Colony algorithm Dervis Karaboga *, Bahriye Akay Erciyes University, The Department of Computer Engineering, Melikgazi, 38039 Kayseri, Turkey a r t i c l e i n f o a b s t r a c t Artificial Bee Colony (ABC) algorithm is one of the most recently introduced swarm-based algorithms. ABC simulates the intelligent foraging behaviour of a honeybee swarm. In this work, ABC is used for optimizing a large set of numerical test functions and the results produced by ABC algorithm are compared with the results obtained by genetic algorithm, particle swarm optimization algorithm, differential evolution algorithm and evolution strategies. Results show that the performance of the ABC is better than or similar to those of other population-based algorithms with the advantage of employing fewer control parameters. Ó 2009 Elsevier Inc. All rights reserved. Keywords: Swarm intelligence Evolution strategies Genetic algorithms Differential evolution Particle swarm optimization Artificial Bee Colony algorithm Unconstrained optimization 1. Introduction Population-based optimization algorithms find near-optimal solutions to the difficult optimization problems by motivation from nature. A common feature of all population-based algorithms is that the population consisting...
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...MANAGING F OREIGN E XCHANGE R ISK WITH DERIVATIVES by Gregory W. Brown* The University of North Carolina at Chapel Hill May, 2000 Version 3.4 Abstract This study investigates the foreign exchange risk management program of HDG Inc. (pseudonym), an industry leading manufacturer of durable equipment with sales in more than 50 countries. The analysis relies primarily on a three month field study in the treasury of HDG. Precise examination of factors affecting why and how the firm manages its foreign exchange exposure are explored through the use of internal firm documents, discussions with managers, and data on 3110 foreign-exchange derivative transactions over a three and a half year period. Results indicate that several commonly cited reasons for corporate hedging are probably not the primary motivation for why HDG undertakes a risk management program. Instead, informational asymmetries, facilitation of internal contracting, and competitive pricing concerns seem to motivate hedging. How HDG hedges depends on accounting treatment, derivative market liquidity, foreign exchange volatility, exposure volatility, technical factors, and recent hedging outcomes. * Department of Finance, Kenan-Flagler Business School, The University of North Carolina at Chapel Hill, CB 3490 – McColl Building, Chapel Hill, NC 27599-3490. Voice: (919) 962-9250, Fax: (919) 962-2068, Email: gregwbrown@unc.edu. A more recent version of this document may be available from my web page: http://itr.bschool...
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...69TH ANNUAL REPORT 2013-14 04 WHAT’S INSIDE CORPORATE OVERVIEW STATUTORY REPORTS 02 Corporate Information 44 Notice 03 Mission, Vision and Values 53 Directors’ Report 04 Chairman’s Message 69 Management Discussion & Analysis 08 Board of Directors 104 Corporate Governance 12 Tata Motors at a Glance 14 Major Launches during the Year 125 Secretarial Audit Report Chairman’s Message 16 Presence across Markets To ensure long-term competitiveness of Tata Motors, the company also took several steps under the Horizonext strategy. FINANCIAL STATEMENTS 18 The NEXT Level in Design 20 The NEXT Level in Driving Experiences 22 The NEXT Level in Fuel Economy 14 24 The NEXT Level in Connectivity 26 Corporate Social Responsibility at Tata Motors Standalone Financial Statements 126 Independent Auditors’ Report 130 Balance Sheet 131 Statement of Profit and Loss 132 Cash Flow Statement 134 Notes to Accounts 30 Awards and Accolades 32 Financial Performance Our products represent the Horizonext philosophy with best-in-class offerings. 170 Independent Auditors’ Report 36 Summarised Balance Sheet and Statement of Profit and Loss (Consolidated) Major Launches during the Year Consolidated Financial Statements 172 Balance Sheet 38 Summarised Balance Sheet and Statement of Profit and Loss (Standalone) 40 Funds Flow - Last Five Years 41 Financial Statistics 173 Statement of Profit...
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...69TH ANNUAL REPORT 2013-14 04 WHAT’S INSIDE CORPORATE OVERVIEW 02 Corporate Information 03 Mission, Vision and Values 04 Chairman’s Message 08 Board of Directors 12 Tata Motors at a Glance 14 Major Launches during the Year 16 Presence across Markets 18 The NEXT Level in Design 20 The NEXT Level in Driving Experiences 22 The NEXT Level in Fuel Economy 24 The NEXT Level in Connectivity 26 Corporate Social Responsibility at Tata Motors 30 Awards and Accolades 32 Financial Performance 36 Summarised Balance Sheet and Statement of Profit and Loss (Consolidated) STATUTORY REPORTS 44 Notice 53 Directors’ Report 69 Management Discussion & Analysis 104 Corporate Governance 125 Secretarial Audit Report Chairman’s Message To ensure long-term competitiveness of Tata Motors, the company also took several steps under the Horizonext strategy. FINANCIAL STATEMENTS Standalone Financial Statements 126 Independent Auditors’ Report 130 Balance Sheet 131 Statement of Profit and Loss 132 Cash Flow Statement 134 Notes to Accounts Consolidated Financial Statements 170 Independent Auditors’ Report 172 Balance Sheet 173 Statement of Profit and Loss 174 Cash Flow Statement 176 Notes to Accounts Subsidiary Companies 207 Financial Highlights 210 Listed Securities issued by Subsidiary Companies during FY 2013-14 14 Major Launches during the Year Our products represent the Horizonext philosophy with best-in-class offerings. 38 Summarised Balance Sheet and Statement of Profit and...
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...INSIDE Wipro in Brief Customer Focus Financial Highlights Chairman's Letter to the Stakeholders CEO's Letter to the Stakeholders CFO's Letter to the Stakeholders Board of Directors Sustainability Highlights 2012-13 Management Discussion & Analysis Directors Report Corporate Governance Report Business Responsibility Report Standalone Financial Statements Consolidated Financial Statements Consolidated Financial Statements under IFRS Glossary 2 4 8 10 12 14 16 22 24 41 55 85 106 147 183 231 This Annual Report is printed on 100% recycled paper as certified by the UK-based National Association of Paper Merchants (NAPM) and France - based Association des Producteurs et des Utilisateurs des papiers et cartons Recycles (APUR). Certain statements in this annual report concerning our future growth prospects are forward-looking statements, which involve a number of risks, and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding fluctuations in our earnings, revenue and profits, our ability to generate and manage growth, intense competition in IT services, our ability to maintain our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration...
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...Dictionary of Travel, Tourism and Hospitality By the same author Britain – Workshop or Service Centre to the World? The British Hotel and Catering Industry The Business of Hotels (with H. Ingram) Europeans on Holiday Higher Education and Research in Tourism in Western Europe Historical Development of Tourism (with A.J. Burkart) Holiday Surveys Examined The Management of Tourism (with A.J. Burkart eds) Managing Tourism (ed.) A Manual of Hotel Reception (with J.R.S. Beavis) Paying Guests Profile of the Hotel and Catering Industry (with D.W. Airey) Tourism and Hospitality in the 21st Century (with A. Lockwood eds) Tourism and Productivity Tourism Council of the South Pacific Corporate Plan Tourism Employment in Wales Tourism: Past, Present and Future (with A.J. Burkart) Trends in Tourism: World Experience and England’s Prospects Trends in World Tourism Understanding Tourism Your Manpower (with J. Denton) Dictionary of Travel, Tourism and Hospitality S. Medlik Third edition OXFORD AMSTERDAM BOSTON LONDON NEW YORK PARIS SAN DIEGO SAN FRANCISCO SINGAPORE SYDNEY TOKYO Butterworth-Heinemann An imprint of Elsevier Science Linacre House, Jordan Hill, Oxford OX2 8DP 200 Wheeler Road, Burlington MA 01803 First published 1993 Reprinted (with amendments) 1994 Second edition 1996 Third edition 2003 Copyright © 1993, 1996, 2003, S. Medlik. All rights reserved The right of S. Medlik to be identified as the author of this work has been asserted...
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