...you prepare for discussion of a case in class, prepare an essay on an exam, prepare a paper on a business question, or prepare to present a recommendation or make a decision in many (probably most) real-world business situations. The process described here parallels that described in Hill & Jones’ text, Strategic Management Theory, pp. C2-C9 (at the back of the text), and that may be reviewed for further guidance. Start by stating clearly (to yourself) what question you are trying to answer. Write it at the top of the page or computer file where you are taking notes. For analysis of a case in a business school class, it is appropriate to select one of the “study questions” from the syllabus that is most interesting to you. Step 1. Analyze the history and development of the company and the situation. You are likely to receive information on the situation from confusing sources. Many different facts and dates will be out of chronological order. Usually the best first step for understanding the situation is simply to list the key events in chronological order. For example, the following list of facts was created in an effort to make sense of a Sun Microsystems case. (available from the instructor). 1980 – Scott McNealy graduates from Stanford, takes job at FMC Corp. as manufacturing trainee working on Bradley fighting vehicle. 1982 – Vinod Khosla, Stanford classmate, asks McNealy to join w...
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...led to more lives being saved, than lives being lost in all the wars in history. If that statistic is out there including our soldiers, then think about for example, how many lives of soldiers we could save. Advances in medical technology don’t have to necessarily be held off to just citizens within our country’s boundaries, but also our citizens who are fighting and are wounded in combat across the globe. Doctors would not be needed to be flown across the world, instead, we could just send a machine that could do the work instead. Summed up, advances in technology will replace the need for actual doctors. Technology will replace 80% of what doctors do, being the majority of surgeries and advance operations. According to CNN Money and Vinod Khosla, “Much of what physicians do (checkups, testing, diagnosis, prescription, behavior-modification, etc.) can be done better by sensors, passive, and active data collection, and analytics.” Shortened up, machines will be able to do what doctors do, much more efficiently and quickly. They also said, “But, doctors aren’t supposed to just measure. They’re supposed to consume all that data, consider it in context of the latest medical findings and the patients history, and figure out if something is wrong.” Because of human error and the human limitations of memory, machines will be able to store a much larger database of prescriptions and medicines. Machines will then be able to prescribe a better solution than a doctor, who might only remember...
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...9-390-049 R E V. D E C E M B E R 14, 1989 A M A R BHI D E Vinod Khosla and Sun Microsystems (A) The president of Computervision was on the line. "We like your workstation," he said, "but the deal with Apollo really is done. I don't see how you could change our minds." It was July 1983. The future of Sun Microsystems, Vinod Khosla thought, lay in the balance. He had to stop Computervision from signing a contract with Apollo. But how could he? Sun was a 40-employee enterprise, started just over a year ago by a team of 26- and 27-year-olds, that had just posted its first million-dollar sales month. Apollo, on the other hand, owned the engineering workstation business. Founded by industry veterans in 1980, Apollo provided high-performance workstations to Computervision's key competitors. Could Computervision bet its future on Sun? The Workstation Market Workstations, like personal computers (PCs), were designed to provide users with dedicated computing power. Historically, many users had shared the computing power of a single minicomputer or mainframe computer through more or less "dumb" terminals. Workstations and PCs, on the other hand, gave individuals their own CPUs (Central Processing Units—the "brains of a computer,”) at their own desks. There were, however, two important differences between workstations and PCs. First, workstations were designed to provide more computing power (close to a minicomputer's) and a greater variety of functions than were PCs...
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...Does Vinod Khosla have a real chance at changing Computervision’s decision? Does Sun have a better product? Can Sun be regarded as a reliable long-term vendor? He does. Sun has the more advanced technology compared to Apollo’s, and that should be the focus in Khosla’s debate. As for reliability, it is a challenge to convince Computervision of Sun’s ability to service their order. How should Vinod Khosla respond to Computervision’s president? What should his long-term and short-term objectives be? Specifically, what should he offer to Computervision? Khosla has to convince Computervision of two important things: Sun’s superior technology and their ability to fulfil the order. On the short run, he should take instant steps, starting from attaining the necessary financing for increasing the manufacturing capacity, as well as creating a dedicated sales and marketing force to support it. He should also consider outsourcing opportunities in Silicon Valley, enabling Sun to complete the order quickly. On the long run, the target is to attack the OEM market aggressively. Koshla’s offer is the next generation open systems, coupled with the higher gross margins available to Computervision than if dealing with Apollo, since Sun is significantly cheaper. What are the consequences of not doing this deal? Market share is the most vital element in Sun’s elementary success. The deal with a giant like Computervision will not only increase their market share, but...
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...Aiming of gaining market share in the OEM market as the major and long-term goal, Sun Microsystems made little progress, compared with its success in the university market, in the first year. Given that Computervision--the leader in its market segment--was going to purchase a workstation platform instead of building one by itself, it seemed to be a big chance for Sun to find an inroad into the OEM market. But Computervision seemingly has decided to choose Apollo and hence Sun would lose the deal. Considering that Sun nearly staked its future on the deal with Computervision, the failure would really be a heavy blow for the start-up. One obvious consequence due to the failure would be that Sun could not successfully enter the OEM market. Sun has been looking out for an opportunity of gaining more market share in the OEM market constantly. Apollo is its major competitor not only in this deal but also in the OEM market. If Computervision could buy a workstation platform from Sun, not Apollo, Sun would be able to further get more contracts and accordingly gain more market share in the OEM market, which is made possible by the reputation of Computervision and Apollo. Sun achieved the contract from the hand of Apollo and would cooperate with Computervision. It would be a milestone in the history of Sun. However, the real market is brutal. Sun did not make it. What Sun would lose was more than a deal, but an opportunity of capturing significant market share in the OEM market. In addition...
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...Negotiation Case Does Vinod Khosla have a real chance at changing Computervision’s decision? Does Sun have a better product? Can Sun be regarded as a reliable longterm vendor? If I understand well the case there is many obstacles for Sun to be chose by Computervision such as: * The fact that the company is quite new and Sun don’t have the reputation of Apolo * There is also the problem that Apalo has the industry standard and the good amount of employees when Sun has only “40 person” as said in the phone call from the president. * And the sun product is seen as incomplete. So if we stay on those elements, Vinod Khosla don’t really has chance to change the decision of Computervision. But if we look more in detail, there is also argument in favor of Sun: * The advantage of Sun is that they have an open product which can be modified by the user, this is the reason why in the case the software developers are attracted by their product. It also mean that the product will be a part of the improvement of computer technology and may grow with it while the product of Apolo for example is nonstandard so it is not flexible as the Sun machine. * The price of the Apolo product is also higher so for the long run benefit, the Sun computer may be more interesting because more competitive. * The Sun machine is already adopted by university which mean that the product is viable and well appreciate * Moreover, in the phone call of the president, it is mentioned...
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...Business Negotiation Case Study #1 Social Welfare Son Na Young 2012126024 Q1. Does Vinod Khosla have a real chance at changing Computervision’s decision? Does Sun have a better product? Can Sun be regarded as a reliable long- term vendor? The order that Computervision is requesting is too lareger for Sun to handle at the moment and the product is regarded as incomplete. Moreover, Sun has no striking reputation compared to Apollo. Since the contract between Computervision and Apollo, Sun's major competitor, has already been signed, Khosla has to persuade Computervision with their advantages as best as they could to get a chance to change their decision. Sun has the ability to widen their target customers and they need to appeal that to Computervision along with their capability of developing the future computing technology. Since Apollo has very standardized machines, in the near future, they would fall behind because the technology develops in a extremely fast pace today. Thus, Khosla has to persuade Computervision that they can do better. Their open accessability to customers is unique compared to Apollo. As mentioned in the case, their machines are tempting software developers since they can develop their software on Sun's machines and then port it to other hardware making it just perfect for their usage. Since people tend to use an object with various types of reasons, this flexible utility can draw large range of customers and Sun should appeal this advantage to Computervision...
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...Capital Valuation Paper En Agosto de 1998 “Andy Bechtolsheim”, el co-fundador de “Sun Microsystems”, dio los primeros fondos de Google, los cuales consistieron de $100,000.00. Para este entonces Google aún no estaba fundada. Para el año 1999, el Sr. Vinod Khosla, de la compañía “Excite” compra el buscador de información por la cantidad de $750,000. En Junio 7, de 1999, adquieren de varios inversionistas la suma total de 25 millones de dólares para financiar esta nueva herramienta de búsqueda. En Agosto 19, 2004 Google ofrece diez y nueve millones, seiscientos cinco mil, cincuenta y dos dólares en acciones al público , con un costo de ochenta y cinco dólares por acción. Las primeras acciones se venden por medio de un programa en línea por medio de subastas. La venta de uno punto sesenta y siete billones le provee a Google en ese entonces una capitalización de más de veinte y tres millones. La mayoría de las 271 millones de acciones fueron conservados por Google y sus empleados. Tanto Google como sus empleados y hasta la misma competencia Yahoo tuvieron ganancias. Yahoo por si solo genero 8.4 millones antes de la oferta inicial pública (IPO). En Octubre 31, 2007 luego que se lanza el (IPO), las ganancias de las acciones fueron de $700.00 por acción. Desde entonces la compañía se encuentra en NASDAQ, bajo el símbolo de GOOG, mostrando al mundo entero que es una corporación grande la cual negocea acciones en intercambios importantes (SEC). Al analizar o investigar sobre...
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...Distinguished Alumni of IITD Indian Institute of Technology Delhi is one of the premier engineering institutes of India. IITD is one of the seven IITs created as centres of excellence for higher training, research and development in science, engineering and technology in India. For many years, excellently trained batches of students are being given by IITD to the world. These alumni go ahead in life and make significant contributions to our society, bringing glory for themselves and for the institute. It is always an honour to be a part of such a great institute and, to be a distinguished alumnus amongst such a lot is something whose greatness could not be expressed only in words. Professor Arogyaswamy Paulraj is such a distinguished alumnus who has achieved remarkable success in his field. He received his Doctoral degree in Electrical Engineering from the Indian Institute of Technology Delhi in 1973 while on deputation from the Indian Navy. During his deputation, he led the development of an improved version of antisubmarine sonar for the Indian Navy. Later, he headed a team at the Naval Oceanographic Laboratory, Cochin to develop very large sonar systems giving India the most advanced sonar technology. He also supervised the development of a large systems software suite for parallel computers at the Centre for Development of Advanced Computing, Bangalore and the development of radar and communications systems at Bharat Electronics. He was the founding Director of the Centre...
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...listed the value of the company at $1.5 billion), and the share price rose 13% on its first day of trading and rose 29% within four weeks of the IPO. In the process, SKS raised $348 million in fresh capital that, in theory, was supposed to help further grow the business and allow SKS to serve more people with financial services and microcredit than it reached before the IPO. Shares of SKS Microfinance rose by over eight per cent in early trade, after the company reported a net profit of Rs 1.2 crore for the third quarter ended December, 2012. The company has earned profit after seven consecutive quarters of losses on account of rise in advances. The Company incurred a loss of Rs. 262 crore in Q2-FY13 and a loss of Rs 428 crore in Q3FY12. The paper describes the fund raising strategy, its present position in the stock market and consequences of internal conflict and impact of Andhra Pradesh crisis on...
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...Amitabh Harivansh Bachchan (IPA: [əmɪˈtaːbʱ ˈbəttʃən]; born 11 October 1942) is an Indian film actor. He first gained popularity in the early 1970s for movies like Deewar and Zanjeer, and was dubbed India's first "angry young man" for his on-screen roles inBollywood, and has since appeared in over 180 Indian films in a career spanning more than four decades.[2][3] Bachchan is widely regarded as one of the greatest and most influential actors in the history of Indian cinema.[4][5][6] So total was his dominance of the movie scene in the 1970s and 1980s that the French director François Truffaut called him a "one-man industry".[7][8] Bachchan has won many major awards in his career, including three National Film Awards as Best Actor (a record he shares withKamal Hassan and Mammootty), a number of awards at international film festivals and award ceremonies and fourteen Filmfare Awards. He is the most-nominated performer in any major acting category at Filmfare, with 39 nominations overall. In addition to acting, Bachchan has worked as a playback singer, film producer and television presenter. He also had a stint in politics in the 1980s. The Government of India honoured him with the Padma Shri in 1984 and the Padma Bhushan in 2001 for his contributions towards the arts. Bachchan made his Hollywood debut in 2013 with The Great Gatsby, in which he played a non-Indian Jewish character, Meyer Wolfsheim Bachchan was born in Allahabad, Uttar Pradesh, in north central India.[9] His...
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...This article is about the corporation. For the search engine, see Google Search. For other uses, see Google (disambiguation). Google Inc. | | Type | Public (NASDAQ: GOOG, FWB: GGQ1) | Industry | Internet, Computer software | Founded | Menlo Park, California (September 4, 1998 (1998-09-04))[1][2] | Founder(s) | Sergey M. Brin Lawrence E. Page | Headquarters | 1600 Amphitheatre Parkway, Mountain View, California, United States | Area served | Worldwide | Key people | Eric Schmidt (Chairman and CEO) Lawrence E. Page (Co-Founder and President, Products) Sergey M. Brin (Co-Founder and President, Technology) | Products | See list of Google products. | Revenue | US$23.651 billion (2009)[3][4] | Operating income | US$8.312 billion (2009)[3][4] | Profit | US$6.520 billion (2009)[3][4] | Total assets | US$40.497 billion (2009)[3][4] | Total equity | US$36.004 billion (2009)[4] | Employees | 24,400 (2010)[5] | Subsidiaries | YouTube, DoubleClick, On2 Technologies, GrandCentral, Picnik, Aardvark, AdMob | Website | Google.com | Google Inc. is an American multinational public corporation invested in Internet search, cloud computing, and advertising technologies. Google hosts and develops a number of Internet-based services and products,[6] and generates profit primarily from advertising through its AdWords program.[3][7] The company was founded by Larry Page and Sergey Brin, often dubbed the "Google Guys",[8][9][10] while the two were attending...
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...Eye on Asia Can soaring population give India an edge over China? Posted by: Bruce Einhorn on September 19, 2006 India’s population is exploding and is likely to surpass China as the world’s biggest within a few decades. In a country where more than 25% of the people live in poverty, is that a good thing? One of the top executives at India’s premier pharma company seems to think so. Last week Brian Tempest, the former CEO and current “chief mentor” at Ranbaxy Laboratories, told an industry gathering that the growth of India’s below-25 population “is going to act as a secret weapon in the future,” according to this report in the Hindu. Tempest went on to take a jab at China, saying that slower Chinese population growth would put the Middle Kingdom at a disadvantage. Says Tempest, “the one-child policy in China will play a spoilsport.” The logic is simple. Fast population growth equals more young people, and more young people equals a more dynamic work force. According to the Indian Express, citing India’s Ministry of Labour and Employment, India already has an advantage over more advanced economies. The median age in India in 2000 was 24, compared to 30 in China, 38 in Europe and 41 in creaky old Japan. However, most of those Indians live in the countryside, and it’s no secret that India’s rural population is not sharing in the boom enjoyed by people in other parts of the country. In the past, Asiatech blog readers have written in to debate the merits of India’s development...
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...Study & Analyzing Customer Buying Behavior in the changing DTH Environment Dish TV India Pvt. Ltd. Submitted by Tamal Kundu Academic year 2012-14 2012163 NIILM CMS Mentored by Prof. Ritu Srivastava NIILM CMS Greater Noida Certificate of Completion from Faculty Guide This is to certify that Summer Project Report on “Study and Analyze the consumer buying behavior in the fast changing DTH environment” prepared by Tamal Kundu Roll No. 2012163 of PGDM 2012-14 Batch is his genuine effort under my guidance and supervision. Signatures of mentor Signature of Student Mentor: Prof. Ritu Srivastava Name of Student: Tamal Kundu 2 DECLARATION I Tamal Kundu, a student of NIILM-CMS hereby declare that I completed my Summer Project titled, “Studying & analyzing the customer buying behavior in the fastest changing DTH environment” in the duration of six weeks i.e., from 20th April 2013 to 31st May 2013 under the able guidance of Mr. Mukesh Chaudhury & Mr.Gautam Sinha. The information presented here is correct and true to the best of my knowledge. Name: TAMAL KUNDU 3 ACKNOWLEDGEMENT I would like to express my heartiest thanks and appreciation to all those who were associated with my summer project which enhanced my knowledge and understanding of the corporate world greatly. First of all I would like to thank our president Dr. S. Neelamegham (NIILM-CMS) for giving us an opportunity of having this corporate exposure for 6 weeks. I would also like to...
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...Biofuels and the underlying causes of high food prices Alessandro Flammini October 2008 The development of this report was coordinated by Maria Michela Morese and Jonathan Reeves (Global Bioenergy Partnership Secretariat). The views expressed in this report reflect those of the author and do not necessarily reflect the views of the Global Bioenergy Partnership or those of the Food and Agriculture Organization of the United Nations. For info: alessandro.flammini@fao.org ACRONYMS ADB Asian Development Bank DDG Dried distillers grains DEFRA Department for Environment Food and Rural Affairs EU European Union FAO Food and Agriculture Organization of the United Nations GHG Greenhouse Gas OECD Organization for Economic Co-operation and Development PRC People’s Republic of China UAE United Arab Emirates US United States of America USDA Department of Agriculture of the United States WFP World Food Programme of the United Nations WTO World Trade Organization Table of contents EXECUTIVE SUMMARY ..................................................................................i BACKGROUND.....................................................................................1 THE CAUSES.......................................................................................4 THE CLIMATE ISSUE ......................................................................... 4 INTERNATIONAL STOCK LEVELS......................................................... 5 INCREASED GLOBAL FOOD...
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