RESTORING TRUST AFTER FRAUD: DOES CORPORATE GOVERNANCE MATTER? David B. Farber The Eli Broad Graduate School of Management Michigan State University N232 Business College Complex East Lansing, MI 48824-1122 e-mail: farberd@msu.edu (517) 432-0615 First Draft: January 2003 Current Draft: January 7, 2004 This paper is adapted from my dissertation completed at Cornell University. I would like to thank my committee chairperson, Julia D’Souza, for her unwavering support and guidance in the development
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marketing strategies for OnStar. We used an integrated simulation model for analyzing the new telematics industry, consisting of six sectors: customer acquisition, customer choice, alliances, customer service, financial dynamics, and dealer behavior. The modeling effort had important financial, organizational, and societal results. The OnStar business now has two million subscribers, an 80 percent market share of the emerging telematics market, and has been valued at between $4 and $10 billion. The
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January 2003 • NREL/CP-550-33209 A Parabolic Trough Solar Power Plant Simulation Model Preprint H. Price To be presented at the ISES 2003: International Solar Energy Conference Hawaii Island, Hawaii March 16–18, 2003 National Renewable Energy Laboratory 1617 Cole Boulevard Golden, Colorado 80401-3393 NREL is a U.S. Department of Energy Laboratory Operated by Midwest Research Institute • Battelle • Bechtel Contract No. DE-AC36-99-GO10337 NOTICE The submitted manuscript
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Introduction Whether you own your home or rent, chances are that at some point you will find yourself looking for something that will lead you to one of these two retail giants. The home improvement industry has evolved from small regional and locally owned hardware stores to these superstores. The top two in the industry are Home Depot and Lowe’s. Each has their eye on moving into international markets, each has superstores in all 50 states and each has evolved along different paths to reach
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the company's performance during the previous two decades seemed justified judging by the many accolades GE was receiving. For the third consecutive year, it had not only been named Fortune's "Most Admired Company in the United States," but also Financial Times' "Most Admired Company in the World." And, on the eve of his retirement, Fortune had named Welch "Manager of the Century" in recognition of his personal contribution to GE's outstanding 20 year record. Yet while the mood at GE's 2001 annual
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Records Management Disaster Planning Guideline June 2007 Version 1.1 Table of Contents Acknowledgments 5 Foreword 5 Introduction 6 Background 6 Scope of this guideline 6 Related Documents 6 Reference to the Adequate Records Management Standard 7 Variation to this guideline 7 Records and Disasters 7 Disasters affecting records 8 Disasters affecting Australian organisations 8 Counter disaster management for records
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| Readings 5-1: “Activity-Based Costing and Predatory Pricing: The Case of the Petroleum Retail Industry” by Thomas L Burton and John B MacArthur, Management Accounting Quarterly, (Spring 2003). The assignment of indirect costs in a volume-based costing system can lead to product-cost subsidization—overcost high-volume products and undercost low-volume products. Undercosted products can lead to the
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Systems and Operations Management Mercedes Benz Analysis of the competitiveness of operations management Abhijeet Ghosh, A4060514, MBA Intake 14 (Group B) London School of Business and Finance Table of Content Executive Summary & Introduction 3 Product and Services 3 Task 1: Operations Management 4 Operations Strategy 4 Process Design 4 Body Shop 5 Paint Shop 6 Assembly 7 Just in Time 8 Quality Management 8 Innovation and Improvement 9 Supply Chain Management 10 Task 2: Integration
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2014-2015 Undergraduate Academic Calendar and Course Catalogue Published June 2014 The information contained within this document was accurate at the time of publication indicated above and is subject to change. Please consult your faculty or the Registrar’s office if you require clarification regarding the contents of this document. Note: Program map information located in the faculty sections of this document are relevant to students beginning their studies in 2014-2015, students commencing
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Fi FINANCIAL STATEMENT ANALYSIS (section 2) ch 19 -creditors and investors use financial statement analysis to predict expected return and assess risk (variability in the return) HORIZONTAL ANALYSIS: -the study of percentage changes in comparative statements -eg. identifying that sales increased by 20% since last year is more useful than knowing sales increased by $20,000 -can be used to calculate all figures (including COGS, expenses, etc) -don’t calculate a percentage change
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