BEHAVIOURAL ECONOMICS AND CUSTOMER COMPLAINTS IN COMMUNICATION MARKETS A report prepared for the Australian Communications and Media Authority (ACMA) in connection with the public inquiry “Reconnecting the Customer” by Dr Patrick Xavier* Adjunct Professor of Economics & Finance, Curtin University Business School. May 2011 * Dr Patrick Xavier BEc (Hons), M.A., M.Ec, PhD is Director of Info-Comm Strategies and Adjunct Professor of Economics, Curtin Business School, Curtin University
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INTRODUCTION Restiveness among youths globally and those in Nigeria has become a behaviour pattern which has degenerated into a topical global issue. Youth restiveness portrays man’s negative side of social development. This negative development is rather unfortunate and has become one of the many security challenges facing man in the contemporary society. In many occasions, lives and properties worth millions of naira have been lost or vandalized and some razed down by restive youths. As observed
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income tax and fair value adjustments to investment properties increased by 28.2% to $94.3 million from $73.5 million last year.” Joseph Grimberg Chairman Contents stnetnoC Chairman’s Statement Business Review Corporate Information Financial Statements Corporate Governance Report Particulars of Group Properties Statistics of Shareholdings 04 06 16 17 86 95 99 Substantial Shareholders 100 Notice of Annual General Meeting 101 Chairman’s statement 2008 FINANCIAL REVIEW Group revenue
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Knowledge Management Tools and Techniques Practitioners and Experts Evaluate KM Solutions This page intentionally left blank Knowledge Management Tools and Techniques Practitioners and Experts Evaluate KM Solutions Edited by Madanmohan Rao AMSTERDAM • BOSTON • HEIDELBERG • LONDON NEW YORK • OXFORD • PARIS • SAN DIEGO SAN FRANCISCO • SINGAPORE • SYDNEY • TOKYO Butterworth-Heinemann is an imprint of Elsevier Elsevier Butterworth–Heinemann 200 Wheeler Road, Burlington, MA 01803
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inspiration to Infosys, the Indian IT industry and an entire generation of technology entrepreneurs. He propelled the Company into accomplishing many firsts and in setting industry benchmarks on several fronts. He espoused the highest level of corporate governance standards that have defined Infosys over the years and made us a globally respected corporation. Between June 2013 and October 2014, he guided the Company through a period of stabilization and leadership transition. S. Gopalakrishnan stepped
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23INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT International Journal of Project Management 24 (2006) 587–594 www.elsevier.com/locate/ijproman Role of public private partnerships to manage risks in public sector projects in Hong Kong Li-Yin Shen a a,* , Andrew Platten b, X.P. Deng c Department of Building and Real Estate, The Hong Kong Polytechnic University, Hung Hom, Kowloon, Hong Kong b Elevate East Lancashire, Accrington, England, UK c School of Civil Engineering, South East
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2011 Annual Report at every occasion chaiRman’S letteR In an era of constant, rapid and unpredictable change, the concept of staying the course, especially in business, can seem like an impossible mission. It takes strong and confident leadership, a clear and focused strategy and a team of talented people who are willing to go the distance in order to achieve the goal. Since fiscal 2010, the goal at Constellation Brands has been a singular one: profitable organic growth. During this period
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record your experience in the logbook The skills guide Personal effectiveness skills Leadership skills Business skills Technical skills 3 4 6 7 8 10 11 12 13 14 15 MICHELLE ROACH CPA 2 Practical experience requirement Did you know? Our studies show that members consistently perform better in their segments when they are enrolled in the practical experience requirement The practical experience requirement of the CPA Program gives you the opportunity to use the knowledge and skills gained
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one? Lessons from the past, we have tried to identify the reasons driving value creation and value destruction in M&A deals by analysing 2500 M&A transactions that took place over the past 10 years in Europe. Four lessons jump out of this study and from our experience. First, there is no statistical correlation between the value creation and the size of the transaction. However, large scale transactions (more than $1bn) tend to destroy value whereas small scale transactions (less than $50m)
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MULTINATIONAL COST OF CAPITAL AND CAPITAL STRUCTURE LEARNING OBJECTIVES The specific objectives of this chapter are to: l explain how corporate and country characteristics influence an MNC’s cost of capital, explain why there are differences in the costs of capital among countries, and explain how corporate and country characteristics are considered by an MNC when it establishes its capital structure. l l An MNC finances its operations by using a mixture of fixed interest borrowing and equity
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