CLUSTERING STRATEGY IN SME DEVELOPMENT : An Integral Development Supports By: Noer Soetrisno Presented at : 2004 APEC INFORMATIZATION POLICY FORUM FOR SMALL AND MEDIUM ENTERPRISES July, 15-16, 2004 SMEs in Economic Development 1. There is no Regional or Global Consensus on SME The Coverage of SME definition are Commonly Associated With : - SMI (Manufacturing Industry) - SMI + Services (Selected) - All Sectors Except Agriculture - All Sectors Include Agriculture 2. Variable to Measure
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INTELLECTUAL CAPITAL OVERVIEW The purpose of the article is to examine the result of intellectual capital towards financial aspects of organizational performance and what it constitutes of its performance indicator. Influence of intellectual capital on Hong Kong stock exchange, Australian financial sector, hotel industry, India pharmaceutical industry and its general impact on firms are discussed in this essay. The most famous methodology used was the value added intellectual coefficient policy
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Βdyn_Lev = βu_ind x [1+ (1-T) x D/Edyn] = 0.25 x [ 1 + (1+0.29) x 0.82] = 0.39 Chapter 13 question 15 (pg 442) β = 1.3 E (Rm) = 14% Rf = 5% E(r) = Rf + β x [E(Rm)-Rf] – EMRP formula = 5 + 1.3 (14 - 5) 5 + 1.3 x9 16/7% Session 3 Cost of capital Question 3 pg 472 E (R) = Rf + βE(EMRP) = 4% + 1.15 x 8 = 13.2% Slide 6 applies Re = E1/Po + g = D0(1+g)/P0 +g = 1.8(1+0.05)/34 + 0.05 = 10.56% Rc_ave = 13.2+10.56/2 = 11.88% Question 6 pg 472 WACC (cost of funds the company
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Rs/kVA/year). Chargeable quantity is the number of units or items. Charge is the price multiplied by the chargeable quantity. Aggregate Revenue Requirement is the Revenue requirement of the Licensee for recovery of allowable expenses and return on capital, through tariffs, pertaining to his Licensed Business. 3. Costing The goal of the MERC regulations is to to regulate tariffs of power generation, transmission and distribution and to protect the interests of the consumers and other stakeholders
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Financing Commitments This is not very capital intensive business. We need little capital to make website and operate online. Currently the management ownership is divided into four members, so we are not seeking for financing from any external third party which obviously leads to not such financial commitments. So every member contributes capital of 25% and profit will be shared among them on this basis. In the future we might face different financial commitments if we plan to expand our business
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The Review of Economic Studies Ltd. Alternative Theories of Distribution Author(s): Nicholas Kaldor Source: The Review of Economic Studies, Vol. 23, No. 2 (1955 - 1956), pp. 83-100 Published by: The Review of Economic Studies Ltd. Stable URL: http://www.jstor.org/stable/2296292 Accessed: 22/03/2010 10:03 Your use of the JSTOR archive indicates your acceptance of JSTOR's Terms and Conditions of Use, available at http://www.jstor.org/page/info/about/policies/terms.jsp. JSTOR's Terms and Conditions
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reforms counter Jackall’s ideas. These changes largely regard matters like workplace safety, harassment and whistleblowing, which twenty years on from when Jackall published his theories of patrimonial bureaucracy are built into the organisational structures and policies of middle-to-large organisations. Schwartz’s notion of organisational totalitarianism hold less practical relevance in business today, not in the least because his studies of General Motors were conducted through a secondary source
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three basic organizational structures. The simple structure is designed for small organizations. The functional structure is for medium-sized companies with several products. Finally, a divisional structure is for large companies with multiple product lines (Wheelen & Hunger, 2010). A corporation's structure can be a company's strength as well as weakness. If the correct structure is chosen and developed, then the firm can prosper and grow. If the wrong structure is selected a company may
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BEHAVIOUR Assignment 1 This essay will deeply look at the organisational structure and culture and It will compare and contrast different organisational structures and culture analysing the relationship between an organisations’ structure and the consequences on business performances. Finally it will analyse the factors which influence individual behaviour at work. Organisational Structure First of all, an organisational structure refers to how an organisation has Hierarchical subordinates of persons
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CH 13 What is Organizational Structure? -Organizational structure: how job tasks are formally divided, grouped, and coordinated. -The structure can represent a tall pyramid, or it can be relatively flat. The structure determines the reporting relationships of people. Flat organization 에서는, 내 위에 있는 사람에게 문제를 알리기 쉽다. 하지만, pyramid structure 에서는, 내 위에 사람에게 말하고, 그 사람이 또 그 위에 사람에게 말하고.. 계속 이렇게 되다 보면, 전해야 하는 내용이 바뀔 수 있는 단점이 있다. -There are six key elements that managers need to address (다루다) when they
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