Cover Sheet For all handins Course Code: FEAD06 Course Name: Service Innovation Title of Work: Service Innovation in Different Industries The Last Date: 2011-09-16 Name of Student/Students Family Name Given Name T-Number Bhatty | Usman Tariq | 840415-9256 (R238) | | | | | | | | | | | | | Name of the Teacher: Lars Witell Name of the Administrator: Frania Johansson ------------------------------------------------- Filled out by the examiner First Return:
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your kind assistance and advice in this connection. Yours obediently, Kafil Uddin Muhammad Zahid Mahmud ID. 80802062 2nd Batch, Department of International Business University of Dhaka Contact No. 01715720770 Email: kafil_uddin@yahoo.com ii | P a g e ACKNOWLEDGMENT While the writing of this report had been difficult, the preparation for writing had been even harder. It certainly would not have been possible without the help of many people and I would like to acknowledge my appreciation to all
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patient but the trigger of his seizure was (most probably) related with the long working hours. That such a thing happened was a matter of time. The working hours of interns and young graduates that want to prove themselves in investment banking or even banking in general is astonishing. The work-life balance of those fresh employees is non-existing. They perform brutal hours in order to be able to demonstrate themselves to get a full-time job or to be able to climb the ladder as fast as possible
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“THE TOXIC TRUTH”: Toxic waste from the West WAS illegally dumped in IVORY COAST BY TRAFIGURA IN 2006 What are the implications of this Ivorian Toxic Waste Scandal? “THE TOXIC TRUTH”: Toxic waste from the West WAS illegally dumped in IVORY COAST BY TRAFIGURA IN 2006 What are the implications of this Ivorian Toxic Waste Scandal? EDHEC BUSINESS SCHOOL CORPORATE SOCIAL RESPONSIBILITY EDHEC BUSINESS SCHOOL CORPORATE SOCIAL RESPONSIBILITY -------------------------------------------------
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DEVELOPMENTS AND DRAWBACKS (Key Words: financial liberalisation, economic growth, Egypt) DR. Ayman M. Ebrahim Faculty of Commerce and Business Administration Helwan University Ein Helwan , Cairo E-mail: ahendy@ksu.edu.sa hendyayman@hotmail.com ABSTRACT The paper begins with a review of theory and recent empirical evidence relating to financial liberalisation and economic development. Among the countries that underwent
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Table of contents Table of contents 2 Executive Summary 3 I: Key financial trends 4 Global Financial Crisis 4 European Sovereign Debt Crisis 6 Tighter financial regulation 8 II: Impact on entrepreneurial start-ups 9 Investment and valuation decisions 9 References 15 Appendix A: Effects of recession on entrepreneurial start-ups 17 Appendix B: New trend – business incubators 23 Appendix C: Valuation methodology 25 Executive Summary The Global Financial Crisis (GFC) is widely
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| | | |II. Statutory background- Banking Regulation Act, 1949 | |
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World retail Banking report 2012 Contents 3 4 7 Preface Key Findings Chapter 1: 8 12 21 Unlocking Pathways to Greater Customer Loyalty Customers Express Conflicting Sentiments toward Banks The Need for a Customer Experience Index The Growth of Mobile Banking 25 Chapter 2: At a Crossroads, Retail Banks Must Identify and Prioritize Core Strengths The Ground Beneath Banks Is Shifting Traditional Tactics Are Less Effective in the Current Environment The Way Forward: Extreme Measures
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Mobile Value Added Services (MVAS) A vehicle to usher in inclusive growth and bridge the digital divide January 2011 www.deloitte.com/in 2 Contents Message from Chairman, TRAI Message from President, ASSOCHAM Message from Secretary General, ASSOCHAM Message from Deloitte Objective & Methodology Executive Summary Introduction What is MVAS? What is Utility MVAS? Key categories in Utility MVAS A Framework for Utility MVAS Drivers for Utility MVAS Categories in focus Category 1 : M-Commerce
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Section A: Prelim. Material - research ORGANISATIONAL STRUCTURES in businesses Knowledge: Larger businesses may choose to use: Traditional hierarchy Matrix Structues Informal Structures Choosing these depends on: - Level of skill of employees - Business environment (eg. amount of competition) - Desire to move away from risk taking culture; more quality than innovation; then they may become more highly structured - Leadership styles* of senior executives Impacts on competitiveness: -
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