IMD-1-0303 INTERNATIONAL 31.03.2011 ALLIANZ: FEELING THE HEAT OF UNCERTAINTY (A) IMD Research Associate Tania Braga prepared the revision of the case under the supervision of Aileen IonescuSomers, Director of the Forum for Corporate Sustainability Management at IMD and Professor Arturo Bris, as a basis for class discussion rather than to illustrate either effective or ineffective handling of a business situation. The original case “Feeling the Heat: Allianz and WWF pushing an industry towards
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14 5. Objectives 15 6. Strategy 15 6.1 Ansoff Growth Matrix 16 6.2 Position 17 6.3 Reposition 18 6.3.1 Sun Tzu Art of War Strategy 19 6.3.2 Attack Overview 23 Contents 7. Proposed Activities & Budget 24 8. References 28 Executive Summary Based on the case study ‘Export of American Fantasy World to the Chinese’, the authors critically analyzed the internal and external environment of Disneyland Hong Kong. Outlining
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Table of Contents 1. Introduction 3 1. Why negotiate 3 2. Pre-negotiation 4 2. Planning for negotiation 4 3. Negotiation styles 8 1. Belief-based styles 8 2. Professional styles 14 3. Contextual styles 24 4. Negotiation process 29 5. Obstacles to negotiation 31 6. Negotiation tactics 34 1. INTRODUCTION Negotiation is the process where
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ABDUL HANNAN CHOWDHURY, Ph.D. Professor and Dean, School of Business North South University, Dhaka, Bangladesh E-mail: hannan@northsouth.edu Phone: 8852000, Ext.1717 (O), Cell: 01713063097 Permanent Address: Mailing Address: House # 35, Road # 24, Suite # 504 House # 3, Road #78, Apt # 403, Gulshan 2, Dhaka, Bangladesh Gulshan 2, Dhaka-1212, Bangladesh EDUCATION: Post Doctoral Industrial Statistics, (Concentration: Quality Improvement) September 2002 University of Calgary, Alberta
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PART 5—LOOKING TO THE FUTURE Chapter 16—SUPPLY CHAIN PROCESS INTEGRATION AND A LOOK TOWARDS THE FUTURE For those for whom integration is not happening, the future is bleak and getting darker.[i] There is a lot of value that is “trapped” between the processes trading partners use to transact business, and when companies work together, they can unlock that value and share its benefits.[ii] LEARNING OBJECTIVES After completing this chapter, you should be able to: •
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PART 5—LOOKING TO THE FUTURE Chapter 16—SUPPLY CHAIN PROCESS INTEGRATION AND A LOOK TOWARDS THE FUTURE For those for whom integration is not happening, the future is bleak and getting darker.[i] There is a lot of value that is “trapped” between the processes trading partners use to transact business, and when companies work together, they can unlock that value and share its benefits.[ii] LEARNING OBJECTIVES After completing this chapter, you should be able to: •
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Part-1 (About Sundarban) The Sundarbans | | The Sundarbans ('Forest of Sundari trees') are one of the largest remaining areas of mangroves in the world. It also has exceptional biodiversity, notably about 400 Bengali tigers. Its ever changing landscape is shaped by tidal shifts, rivers and creeks. Brief Description The Sundarbans mangrove forest, one of the largest such forests in the world (140,000 ha), lies on the delta of the Ganges, Brahmaputra and Meghna rivers on the
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30 GOOD PRACTICE CASE STUDIES IN UNIVERSITY-BUSINESS COOPERATION PART OF THE DG EDUCATION AND CULTURE STUDY ON THE COOPERATION BETWEEN HIGHER EDUCATION INSTITUTIONS AND PUBLIC AND PRIVATE ORGANISATIONS IN EUROPE EUROPEAN COMMISSION Directorate-General for Education and Culture Directorate C: Lifelong learning: higher education and international affairs European Institute of Innovation and Technology; economic partnership Public open tender EAC/37/2009: CONTENTS CONTENTS INTRODUCTION
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relationship management (CRM) is a widely implemented model for managing a company’s interactions with customers, clients, and sales prospects. It involves using technology to organize, automate, and synchronize business processes—principally sales activities, but also those for marketing, customer service, and technical support.[1] The overall goals are to find, attract, and win new clients, nurture and retain those the company already has, entice former clients to return, and reduce the costs of marketing
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Title: Course Code: HRMT20019 Course Name: Leading and Managing Change Course Coordinator: Dr Ezaz Ahmed Assignment number: 2 Due date: 26/09/2014 Weighting: 60% Student Name: Nadine Fearnley-Gallagher Student Number S0247862 Title: Course Code: HRMT20019 Course Name: Leading and Managing Change Course Coordinator: Dr Ezaz Ahmed Assignment number: 2 Due date: 26/09/2014 Weighting: 60% Student Name: Nadine Fearnley-Gallagher Student Number
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