...Strategy Analysis Tsuru Case study Group B12 Group member: HIRPARA SHREY LIM JIA XIN OGUNRINDE OLADIPO WANG QIU JING External analysis 1.1 PESTLE Analysis: The two most important factors to be considered is the economic and social factors. The recovery of the UK economy and the increasing employment rate has increased the average consumer spending on eating out. The eating out market in UK increased at approximately 2% in 2014 and quick-service restaurants experienced a growth rate of 3.7% (EY Report). The London property market has also increased by 29% in 2014 which may affect restaurants’ profitability. As for the social factor, increasing consumer awareness on healthy lifestyles has influenced restaurants to include healthier choices in their menu. This trend provides a good opportunity for both existing players and new entrants to attract new market segmentations. The political and legal, technology and environmental factors are explained in detail in Appendix 1. 1.2 Porter’s five forces: As shown in Appendix 2, there is intense competition among dominant market players such as Wasabi and Itsu which have numerous franchises and experience high brand values and customer loyalty. They benefit from economies of scale and have the resources to retaliate aggressively through pricing promotion. However, the barriers to entry is moderate since the initial capital outlay are relatively low. The market competitiveness increases buyers power. Customers are price...
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...TUTORIAL 8: CARLOS GHOSN: LEADING FOR GLOBAL SUCCESS AT RENAULT-NISSAN ● Summary [Identifying key issues] ■This case discusses Japan’s number-two automobile manufacturer,. (www.nissan-global.com), its CEO Carlos Ghosn, his leadership style, and the company's strategy. The questions focus on these issues and whether the strategy of Renault-Nissan is global or multinational. The case provides a good example of a firm that uses a global, integrated strategy for its worldwide operations. It is also a good example of a large company with ambitious goals to produce high quality products and sell them on every continent. BACKGROUND ■ Based in Tokyo ■ 2009- Sales were nearly $90 billion ■ Management planning to launch 48 new car models ■ A few years ago- on the verge of bankruptcy. ■ Renault- The French automaker took a 44 percent stake and installed Carlos Ghosn as Nissan’s CEO ■ Dramatic turnaround- Ghosn returned Nissan to profitability and became a celebrity in Japan ■ Ghosn- Born in Brazil, raised in Lebanon, and educated in France, he is a charismatic leader who speaks four languages and is idolized for saving one of the world’s premier car companies. ■ Ghosn closed inefficient factories, reduced Nissan’s workforce, curbed purchasing costs, shared operations with Renault, and introduced new products. NISSAN’S ORGANIZATIONAL CULTURE ■ Ghosn cut through antiquated thinking, defying Japan’s often bureaucratic and clubby business...
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...journal of MEMBRANE SCIENCE The journal provides a focal point for ‘‘membranologists’’ and a vehicle for the publication of significant contributions that advance the science and technology of membrane processes and phenomena.The primary emphasis is on the structure and function of non-biological membranes, but papers bridging the gap between non-biological and biological membranes are sought. A broad spectrum of papers is encouraged: • theory of membrane transport • experimental data on membrane permeation • membrane structure and its relation to transport • membrane processes with a focus on membrane science aspects The Journal of Membrane Science publishes Full Text Papers, State-of-the-Art Reviews and Letters to the Editors. Prospective Review authors are requested to contact one of the Editors prior to submission. Editor-in-Chief: A.L. Zydney Department of Chemical Engineering, 160 Fenske Laboratory, Pennsylvania State University, PA 16802-4400, USA; Tel: +1 814 863-7113; Fax: +1 814 865-7846; e-mail: zydney@engr.psu.edu Editors: P. Aimar, Laboratoire de Genie Chimique,118 Route de Narbonne, 31062 Toulouse Cedex, France, Fax: +33 5 6155 61 39 M.D. Guiver, National Research Council of Canada, Institute for Chemical Process & Environmental Technology, ICPET, Building M-12, 1200 Montreal Road, Ottawa, ON, K1A 0R6, Canada; Tel: +1(613) 993-9753; Fax: +1 (613) 991-2384; E-mail: michael.guiver@nrc-cnrc.gc.ca Y.M.Lee, School of Chemical Engineering, College of...
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...Tohoku Aftermath on the WW Automotive Industry Market Researcher IHS iSuppli has come out with loss estimates from the earthquake and tsunami, correlating them to GDP. The Japanese GDP is estimated at $5.5 Trillion. It is the third largest, and around 8% of the WW economy. IHS iSuppli estimates suggest that if loss is around $250 Billion, the rebuild expense will be around $190 Billion. On the other hand, the World Bank estimates that the Japanese earthquake and resulting tsunami could cost the Asian economy up to $235 Billion. Key risk factors for the Japanese economy are the uncertainty over the nuclear plant at Fukushima (any meltdown/significant incident) and continued shortages of electricity, plus the time taken to repair the significant damage to infrastructure. Combined, these can affect the Japanese industry’s attempts to get back on track. iSuppli’s current GDP forecasts show a lowered outlook for 2011 versus its earlier estimates, followed by a stronger outlook in 2012. Japanese economy may see an output drop over the next few months, followed by a sharp rebound once reconstruction gets underway. Year | Pre-quake GDP Growth | Post-quake GDP Growth | 2011 | 1.3% | 0.8% | 2012 | 1.8% | 3.5% | 2013 | 1.9% | 1.4% | Source: IHS iSuppli, March 2011 iSuppli estimates that Japans’ debt to GDP ratio may rise by a percentage point, by end 2014, moving to 205% (from 204%). In other words, the ratio is unlikely to affect financing, unless it approaches a tipping point...
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...LOAD-SHEDDING GUIDE The Electricity Company of Ghana Limited wishes to inform its cherished customers that due to generation challenges it has become necessary to publish this load shedding guide. Customers may also access this load shedding guide on our website – www.ecggh.com TUESDAY 23rd Sept, 2014 WEDNESDAY 24th Sept, 2014 THURSDAY Y 25th Sept, 2014 FRIDAY 26th Sept, 2014 SATURDAY 27th Sept, 2014 SUNDAY 28th Sept, 2014 MONDAY 29th Sept, 2014 DAY 6AM TO 8PM NIGHT 6PM TO 6AM A, A1, A2, A3, A4, A5, A6 C, C1, C2, C3, C4, C5, C6 TUESDAY 30th Sept, 2014 B, B1, B2, B3, B4, B5, B6 A, A1, A2, A3, A4, A5, A6 WEDNESDAY 01st Oct, 2014 C, C1, C2, C3, C4, C5, C6 B, B1, B2, B3, B4, B5, B6 THURSDAY 02nd Oct, 2014 A, A1, A2, A3, A4, A5, A6 C, C1, C2, C3, C4, C5, C6 FRIDAY 03rd Oct, 2014 B, B1, B2, B3, B4, B5, B6 A, A1, A2, A3, A4, A5, A6 SATURDAY 04th Oct,2014 C, C1, C2, C3, C4, C5, C6 B, B1, B2, B3, B4, B5, B6 SUNDAY 05th Oct, 2014 A, A1, A2, A3, A4, A5, A6 C, C1, C2, C3, C4, C5, C6 MONDAY 06th Oct, 2014 DAY 6AM TO 8PM B, B1, B2, B3, B4, B5, B6 A, A1, A2, A3, A4, A5, A6 TUESDAY 07th Oct, 2014 NIGHT 6PM TO 6AM C, C1, C2, C3, C4, C5, C6 B, B1, B2, B3, B4, B5, B6 WEDNESDAY 08th Oct, 2014 A, A1, A2, A3, A4, A5, A6 C, C1, C2, C3, C4, C5, C6 THURSDAY 09th Oct, 2014 B, B1, B2, B3, B4, B5, B6 A, A1, A2, A3, A4, A5, A6 FRIDAY 10th Oct, 2014 C, C1, C2, C3 C4, C5, C6 B, B1, B2, B3, B4, B5, B6 SATURDAY 11th Oct, 2014 A, A1, A2...
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...How to use this book… C ongratulations! You now hold the best tool for planning the wedding of your dreams. The BridesClub Wedding Planner was prepared specifically for you, the very busy and well-informed bride-to-be. The articles and worksheets were created by experienced wedding professionals, and were designed to help you plan a memorable wedding— one step at a time. We invite you to make the most of your planner by visiting our website www.bridesclub.com. The website offers more in-depth articles, and builds community ties. Feel free to print any information you find useful and insert it into your convenient 3-ring binder. We hope that you and your planner become inseparable over the coming weeks and months. Carry your planner with you as you meet with vendors and inspect locations. Feel free to photocopy worksheets as necessary for estimating and comparing your many options. There are handy pockets in the back for pamphlets, business cards, menus, etc. We trust that you will find the BridesClub.com Wedding Planner to be indispensable in planning your wedding! Use this in conjunction with Wedding Expo, the Magazine! or Hawaii Bridal Expo, the Magazine! to find the right vendors for you. Our vendors want to provide you with high quality products and services to help make your wedding day memorable. Best of Luck! The Buckles Group 2 Find more information at www.BridesClub.com Photo by Sri Maiava-Rusden Photography Table of Contents What you need… Bridal...
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...Policy Research Institute, Ministry of Finance, Japan, Public Policy Review, Vol.8, No.1, June 2012 45 Public Sector Accounting - An Interdisciplinary Field Involving Accounting, Economics, and Jurisprudence 1 Ryosuke Tao Research Fellow, Institute of Administrative Management Abstract Public sector accounting has recently been improved. Currently, there are requirements to disclose stock information in addition to the flow information presented in budget statements or accounts statements. Public sectors have prepared and disclosed their financial statements (including balance sheets and income statements) based on business accounting approaches. Moreover, as a matter of policy, the government tends to prepare and disclose cost information along with the financial statements for the individual ministries and governmental agencies. The objectives of clarifying the fiscal conditions in a state through the preparation and disclosure of financial statements are to fulfill the state’s accountability to its citizenry and market participants and to optimize and enhance the efficiency of its fiscal activities. Most importantly, the improved information should contribute to democratic decisions on public finance. A perspective different from the business accounting is that public sector accounting places more emphasis on inter-generational fairness. With respect to the inter-generational benefits and burdens, however, various factors must be considered, and the differences between...
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...Academy of Management Review 2003, Vol. 28, No. 3, 447–465. THE CROSS-NATIONAL DIVERSITY OF CORPORATE GOVERNANCE: DIMENSIONS AND DETERMINANTS RUTH V. AGUILERA University of Illinois at Urbana-Champaign GREGORY JACKSON Research Institute of Economy, Trade and Industry We develop a theoretical model to describe and explain variation in corporate governance among advanced capitalist economies, identifying the social relations and institutional arrangements that shape who controls corporations, what interests corporations serve, and the allocation of rights and responsibilities among corporate stakeholders. Our “actor-centered” institutional approach explains firm-level corporate governance practices in terms of institutional factors that shape how actors’ interests are defined (“socially constructed”) and represented. Our model has strong implications for studying issues of international convergence. Corporate governance concerns “the structure of rights and responsibilities among the parties with a stake in the firm” (Aoki, 2000: 11). Yet the diversity of practices around the world nearly defies a common definition. Internationalization has sparked policy debates over the transportability of best practices and has fueled academic studies on the prospects of international convergence (Guillen, 2000; Rubach & Sebora, ´ 1998; Thomas & Waring, 1999). What the salient national differences in corporate governance are and how they should best be conceptualized remain hotly debated...
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...CHAPTER 2 Strategic human resource management Nicky Golding OBJECTIVES To indicate the significance of the business context in developing an understanding of the meaning and application of SHRM. To analyse the relationship between strategic management and SHRM. To examine the different approaches to SHRM, including: – The best-fit approach to SHRM – The configurational approach to SHRM – The resource-based view of SHRM – The best-practice approach to SHRM. To evaluate the relationship between SHRM and organisational performance. To present a number of activities and case studies that will facilitate readers’ understanding of the nature and complexity of the SHRM debate, and enable them to apply their knowledge and understanding. Introduction to strategic human resouce management This chapter charts the development of strategic human resource management. It assumes a certain familiarity with the evolution of HRM, early HRM models and frameworks and their theoretical underpinning as discussed in Chapter 1. The aim of this chapter is to provide a challenging and critical analysis of the strategic human resource management literature, so that you will be able to understand the synthesis both within and between strategic human resource management and strategic management in its various forms. Since the early 1980s when human resource management arrived on the managerial agenda, there has been considerable debate concerning its nature and its value to organisations. From...
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