Case Study Facebook: Balancing Growth and Preserving Corporate Culture Debapratim Purkayastha* and Syeda Maseeha Qumer** This case study is about the corporate culture at Facebook Inc. (Facebook), which is considered to be one of the fastest growing companies in the world. The culture at Facebook was open and transparent with no hierarchies. The company was well-known for its ‘hip geek culture’ fostered by its founder, Mark Zuckerberg. He tried to attract the best talent in the industry by creating
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Communications has established a pan-India, next generation, integrated (wireless and wireline), convergent (voice, data and video) digital network that is capable of supporting best-of-class services spanning the entire communications value chain, covering over 24,000 towns and 600,000 villages. Reliance Communications owns and operates the world’s largest next generation IP enabled connectivity infrastructure, comprising over 2,77,000 kilometers of fibre optic cable systems in India, USA, Europe, Middle East
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$4,500 | $7,500 | $6,500 | Security system (Optional) | $2,000 | $6,000 | $3,500 | Freight charges | $3,300 | $5,500 | $4,000 | Outside signage | $2,000 | $8,000 | $4,000 | Opening inventory | $4,400 | $6,050 | $5,225 | Insurance | $800 | $5,000 | $1,500 | Office Supplies | $500 | $1,300 | $900 | Training expenses (including travel & lodging) | $2,500 | $4,500 | $3,500 | Legal | $1,000 | $3,500 | $2,000 | Advertising | $2,500 | $4,000 | $3,250 |
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STRATEGIC MANAGEMENT Page No. 01. Syllabus 03 02. The Nature of Strategic Management 04 03. Management Accounting Business Strategy 21 04. Q & ANS : Business Environment 39 05. Q & ANS : Business Policy & Strategic Management 48 06. Q & ANS : Strategic Analysis 57 07. Q & ANS : Strategic Planning 65 08. Q & ANS : Formulation of Functional Strategy 71 09. Q & ANS : Strategy Implementation & Control 79 10. Q & ANS : Reaching Strategic Edge 85 11. Case
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century, with the onset of modern industry in the country, the need for government regulated banking system was felt. The British government began to pay attention towards the need for an organised banking sector in the country and Reserve Bank of India was set up to regulate the formal banking sector in the country. But the growth of modern banking remained slow mainly due to lack of surplus capital in the Indian economic system at that point of time. Modern banking institutions came up only in big
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Mobile Value Added Services: A Business Growth Opportunity for Women Entrepreneurs 3 Acknowledgements The Cherie Blair Foundation for Women is extremely grateful to the following people and organisations for generously contributing their time and expertise to assist in the research and preparation of this report: Adia Sowho, Etisalat Nigeria Akinwale Goodluck, MTN Alan David Johnson, IFC Jerome Fromager, Mobinil John Irungu Ngahu, IFC Joshua Haynes, USAID Andriantsoa Ramanantsialonina
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President (Human Resources) N H Hingorani Vice President (commercial) S Ravikumar Vice President (Business Development) Auditors Dalal & Shah chartered Accountants cost Auditor A P Raman cost Accountant Bankers Central Bank of India State Bank of India Citibank N A Standard Chartered Bank Bank of America ICICI Bank HDFC Bank Registered under the Indian Companies Act, 1956 Registered office Mumbai-Pune Road Akurdi, Pune 4 035 Works • • • • Mumbai-Pune Road Akurdi, Pune 4 035
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CHAPTER 1 1.0 INTRODUCTION The concept of micro finance is not new in the world, sub-Sahara Africa and in Kenya. Savings and credit groups have operated for centuries all over the world. They include the Chit Funds of India, Tandas in Mexico, and Arisan in Indonesia. In Africa such groups consist the “Susu” of Ghana, BOSCA of Botswana, ADESSI of Burkina Faso, ACCORD of Uganda, Zusa of Zambia among others. In Kenya on the other hand Micro Finance Institutions (MFIs) include Faulu Kenya
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Section B: Strategic Management (50 Marks) Objectives: (a) To develop an understanding of the general and competitive business environment, (b) To develop an understanding of strategic management concepts and techniques, (c) To be able to solve simple cases. Contents 1. Business Environment General Environment–Demographic, Socio-cultural, Macro-economic, Legal/political, Technological, and Global; Competitive Environment. 2. Business Policies and Strategic Management Meaning and nature;
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