Business Model and Strategic Plan: Part I David McNally BUS/475 June 24, 2014 Mahesh Singh Business Model and Strategic Plan: Part I The new company division: Toruku Electric Motorcycles Kawasaki Motors Inc. plans on launching a new division focused on developing, manufacturing and selling electric motorcycles for both use on and off-road. The concept of designing electric motorcycles for multiple consumer markets is a fast growing idea. Several small companies are attempting to pioneer
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Asian Journal of Business Management 4(4): 359-366, 2012 ISSN: 2041-8752 © Maxwell Scientific Organization, 2012 Submitted: May 24, 2012 Accepted: June 21, 2012 Published: September 25, 2012 E-Marketing Development in Virtual Market-Space: A Strategic Perspective Hu Ya-Ping Department of Information Management, National Chung Cheng University, No.168, University Rd., Min-Hsiung Chia-Yi, Taiwan Abstract: The Internet gives a much wider choice of products, services and prices from different
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Rev. Integr. Bus. Econ. Res. Vol 4(1) 469 Scope Change, Flexibility and the Management of Projects Daniel Adler University of Technology Sydney, Australia Daniel.adler@student.uts.edu.au ABSTRACT Managing scope on projects is universally recognized as a challenge for business. This paper will argue that the activity theory concept of contradiction is a useful method with which to re-frame debates around the origins of scope change that moves away from an either or approach to based
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106 India Infrastructure Report 2006 6 URBAN TRANSPORT O. P. Agarwal Growth in number of vehicles The increased travel demand has resulted in rapid growth in the number of motor vehicles in the cities. In the six major metropolises of India, growth in motor vehicles has outpaced population growth. On an average, while the population in India’s six major metropolises increased 1.89 times during 1981 to 2001, the number of registered vehicles went up 7.75 times during the same period (Figure 6
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identified categories include of resource, market, strategic resources, efficiency and seeking motives. Network seeking motives has been identified as an additional motive. The research was conducted based on the qualitative approach. Existing information of related to the motives for internationalisation and the factors to consider before internationalisation were used. The secondary material includes peer-reviewed journals, international business books and research papers. A case study of Chrysodalia
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54, No. 1, January 2008, pp. 167–179 issn 0025-1909 eissn 1526-5501 08 5401 0167 MANAGEMENT SCIENCE informs ® doi 10.1287/mnsc.1070.0761 © 2008 INFORMS Is the Tendency to Engage in Entrepreneurship Genetic? Department of Public and Business Administration, University of Cyprus, 1678 Nicosia, Cyprus, nicos.nicolaou@ucy.ac.cy Weatherhead School of Management, Case Western Reserve University, Cleveland, Ohio 44106, sas46@cwru.edu Twin Research and Genetic Epidemiology Unit, King’s College
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Virtual Teams: A Review of Current Literature and Directions for Future Research1 The DATA BASE for Advances in Information Systems Anne Powell Southern Illinois University Edwardsville Gabriele Piccoli Cornell University Blake Ives University of Houston Winter 2004 (Vol. 35, No. 1) Introduction Global competition, reengineered product life cycles, mass customization, and the increased need to respond quickly to customers’ needs are just some of the more pronounced trends
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and services, and to improve their processes in order to maintain their goals such as profit, growth and continuous development. In addition, they are constantly required to increase their effectiveness and efficiency towards accomplishing their business goals. In fact, the trend in modern organizations nowadays is to include a continuous effort to enhance their innovativeness in their goals and strategies, because without being innovative organizations simply cannot survive in the competitive
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BRANDS AND BRANDING: RESEARCH FINDINGS AND FUTURE PRIORITIES Kevin Lane Keller Tuck School of Business Dartmouth College Hanover, NH 03755 (603) 646-0393 (o) (603) 646-1308 (f) kevin.keller@dartmouth.edu Donald R. Lehmann Graduate School of Business Columbia University 507 Uris Hall 3022 Broadway New York, NY 10027 (212) 854-3465 (o) (212) 854-8762 (f) drl2@columbia.edu August 2004 Revised February 2005 Second Revision May 2005 Thanks to Kathleen Chattin from Intel Corporation
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social responsibility (CSR) has increasinglyfocused on corporate governance as a vehicle for incorporating social and environmental concerns into the business decision-making process, benefiting not only financial investors but also employees, consumers, and communities. Currently, corporate governance is being linked more and more with business practices and public policies that are stakeholder-friendly. This Article examines these developments and their impact on the formulation of a transnationalbody
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