2087 JUNE 15, 2007 CHEKITAN S. DEV LAURE MOUGEOT STROOCK Rosewood Hotels & Resorts: Branding to Increase Customer Profitability and Lifetime Value Introduction For nearly 25 years, Rosewood Hotels & Resorts (Rosewood), a private hotel management company, sought to build a global reputation with iconic luxury hotels such as The Mansion on Turtle Creek in Dallas and The Carlyle in New York—trophy properties so distinctive, each could thrive on its own name, without any “corporate” identification
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The Revenue System of The Seafood Seasonings of Smith Island Company COMPANY BACKGROUND The Seafood Seasonings of Smith Island Company (SSoSI) of Norfolk, Virginia provides a variety of seafood spices and sauces for steaming shellfish, seasoning fish and shellfish after cooking, creating seafood dips, and mixing fish and shellfish “cakes.” SSoSI was founded in 1995 by Antonia Lipton, the Owner and Chief Operating Officer (OCOO). Ms. Lipton started the Company from her kitchen in Virginia
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Mr. C.G. Arnesen established Iron Pump A/S. Six years later in 1912, Iron Pump presented their first pump, which was installed in the world’s first ocean going diesel motor vessel, M/S Selandia (Iron Pump, Company). With more than 100 years of experience, Iron Pump is today a leading manufacturer of pumps in the marine and offshore industry. Today, the pumps are supplied worldwide where almost 90 percent of the output is through Iron Pumps network of agents in more than 70 countries (Iron Pump, Company)
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Marvel to emerge out of bankruptcy into a largely profitable company in less than a decade. The type of change that Marvel experienced is not the norm for companies that were in their position, making their story intriguing and valuable to anyone who learns from the success of others. In this paper I will analyze the strategic rationale for change that took place at Marvel, propose a suitable change process for their situation and examine possible obstacles they will face when restructuring their organization
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The current issue and full text archive of this journal is available at www.emeraldinsight.com/1086-7376.htm A reformulated asset pricing model based on contrarian strategies Zhongzhi (Lawrence) He Faculty of Business, Brock University, St Catharines, Canada, and Reformulated asset pricing model 185 Lawrence Kryzanowski John Molson School of Business, Concordia University, Montreal, Canada Abstract Purpose – Researchers have proposed characteristics-based pricing models as an alternative
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University-Detroit February 15-2013 Categories of Studies 1. Conceptualization of Adolescent Gambling Types A. Research on Adolescent Population 13-22 years old B. Cross-Cultural Studies 2. Level specific Gambling/Adolescent Prevention Strategies A. Gambling regulation enforcement B. Gambling Adolescence behavior 3. Spectrum gambling impact on the Adolescent Life Span Category 1: Edinete R. M., & Fudge. J., Urie Bronfenbrenner’s
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income stream (Jensen and Meckling 1976). Despite general support for this logic, researchers have been puzzled by a substantive dilemma: Incentives often do not work. Benabou and Tirole (2003); Bouillon et al. (2006), and others have found that agents do not always respond positively as incentives increase. Other findings indicate that monetary incentives are sometimes demotivational (Ryan and Deci 2000), lead to dysfunctional activities by rewarding the wrong behavior (Baker 2002; Oyer 1998)
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created more resentment among customers. The tragic accident not only resulted in loss of four lives but also caused decline in Toyota’s sales, investors, and market share and customer loyalty. The company delayed communication regarding casual agents of incident and did not make any disclosure or clarification for such huge loss. The consequences plunged quality of company from 30 % to 19 % according to customer opinion and feedback. The central office of Toyota did not initiate any enquiry in
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arrives at the conclusion that the former should go ahead in pressuring the latter to offer a level of accountability that reflects their expectations. In a nutshell, the report proposes that an institutional investor should be actively involved in the strategy process of the company that they invest in (Drucker 2011, p. 107). Table of Contents Executive Summary 1 Summary of recommendations 3 Introduction and brief history 4 Strategic audit 5 Consultants report: Equipment 7 Management and
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Blichfeldt & Eskerod (2008): Project portfolio management – There´s more to it than what management enacts. International Journal of Project Management, Vol 26, Issue 4, May 2008, pp. 357-365 2. Pellegrinelli S. (2011): What’s in a name: Project or programme? International Journal of Project Management, Vol 29, pp. 232–240 3. Pellegrinelli S. & Garagna L. (2009): Towards a conceptualisation of PMOs as agents and subjects of change and renewal. International journal of project management. Volym 27
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