Business Communication Section B: Caselets (40 marks) This section consists of Caselets. Answer all the questions. Each caselet carries 20 marks. Detailed information should form the part of your answer (Word limit 200 to 250 words). Caselet 1 In mid-1984, Kartik, the general manager of Western Exports Ltd, Karachi, Pakistan was striving to implement a management information system. He was facing resistance from; his most senior supervisor Kartik wondered what he could do to overcome
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IT Doesn’t Matter by Nicholas G. Carr Reprint r0305b May 2003 HBR Case Study Leadership Development: Perk or Priority? r0305a Idalene F Kesner . HBR at Large IT Doesn’t Matter r0305b Nicholas G. Carr Is Silence Killing Your Company? r0305c Leslie Perlow and Stephanie Williams Global Gamesmanship r0305d Ian C. MacMillan, Alexander B. van Putten, and Rita Gunther McGrath The High Cost of Accurate Knowledge r0305e Kathleen M. Sutcliffe and Klaus
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development.................................................................. 20 Practices of Relationship Marketing................................................................. 21 * Relationship marketing from boc’s point of view....................... 21 * Activities undertaken to develop relationships with customers... 23 * Different Levels of relationship Marketing.................................. 29 INTRODUCTION The Bank of Ceylon is the premier state owned commercial
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Presentations.. :) www.studentsgoonline.blogspot.com PHASE 1 Executive summary: Nestle has been serving this world for over one hundred and thirty years. It has differentiated itself through its high quality product mix and positioned itself as health and Nutrition Company while targeting the health conscious people throughout the world. Nestle started its operations in Pakistan back in1988, by acquiring a diary company MILKPAK LTD, when people of Pakistan actually
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ensuring that the company’s information systems could handle the surge in orders for pajamas, custom teddy bears, flowers and other gifts, placed via telephone, mail-order, and the Web. There were a few tense moments when the system - comprising a mix of homegrown and packaged applications from a variety of vendors, and knit together with middleware - occasionally ‘paused’ when its capacity was strained. Fortunately, his team - veterans of past Valentine’s Day ‘peak experiences’ - helped patch things
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Vice president and editor-in-chief: Brent Gordon Editorial director: Stewart Mattson Publisher: Tim Vertovec Director of development: Ann Torbert Development editor: Emily A. Hatteberg Vice president and director of marketing: Robin J. Zwettler Marketing director: Sankha Basu Marketing manager: Kathleen Klehr Vice president of editing, design and production: Sesha Bolisetty Senior project manager: Susanne Riedell Senior production supervisor: Debra R. Sylvester Interior designer: JoAnne Schopler Senior
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Where in the World Is Timbuk2? Outsourcing, Offshoring, and Mass Customization1 Brennan Mulligan paused to admire the San Francisco skyline before entering the leased building that housed all of Timbuk2’s activities, from management to manufacturing (Figure 1). Who would imagine that anyone could profitably manufacture a textile product in San Francisco in 2002? With competition not only from lower-cost centers in the United States but also from China and other places in the Far East, a converted
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cultural landscape of open source branding, and identify marketing strategies directed at the hunt for consumer engagement on the People’s Web. These strategies present a paradox, for to gain coveted resonance, the brand must relinquish control. We discuss how Webbased power struggles between marketers and consumer brand authors challenge accepted branding truths and paradigms: where short-term brands can trump longterm icons; where marketing looks more like public relations; where brand building gives
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9-798-062 REV: FEBRUARY 25, 2006 PANKAJ GHEMAWAT JAN W. RIVKIN Creating Competitive Advantage Some companies generate far greater profits than others. The pharmaceutical maker ScheringPlough produced an economic profit of more than $10 billion during the period 1984-2002. That is, the accounting profit it generated exceeded its cost of equity capital by that amount. Over the same period, U.S. Steel produced an economic loss of nearly $500 million; its cost of capital exceeded its accounting
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Strategies to Fight Low-Cost Rivals * Nirmalya Kumar From the December 2006 Issue * Strategies to Fight Low-Cost Rivals Strategy & Execution HBR Article Executive Summary Reprint: R0612F Companies find it challenging and yet strangely reassuring to take on opponents whose strategies, strengths, and weaknesses resemble their own. Their obsession with familiar rivals, however, has blinded them to threats from disruptive, low-cost competitors. Successful price warriors, such as
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