BUSINESS ORGANIZATION MANAGEMENT NOKIA NAME: SHALINI DEVI A/P MANOHARAN ID NUM: DCA 07-04101148 LEC NAME: MR SELVAMATHAN SUBMISSION DATE: 28 MAY 2012 TABLE OF CONTENT INTODUCTION Nokia is a multinational corporation engaged in the manufacturing of mobile phones devices, in converging internet and communication industries, having about 132,000 employees working worldwide. The organization is the World’s largest mobile manufacturing company and is operational is 150 different countries
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National Aeronautics and Space Administration Academy of Program / Project & Engineering Leadership Space-to-Space Communications System (SSCS) www.nasa.gov casestudy SPACE TO SPACE COMMUNICATIONS: IN-HOUSE HARDWARE DEVELOPMENT When Johnson Space Center’s Matt Lemke showed up for work as the project manager of the Space-to-Space Communications System at the tail end of 1994, he discovered that the project he had inherited was not the one he expected. On his second day on the job
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process with China from a socio-cultural perspective. A Swedish multinational, Ericsson, is followed for several years and its negotiation process for different Chinese projects in the telecommunication industry is studied in depth. Based on these cases and literature a model is developed and some conclusions are drawn. Finally, managerial implications presented as four Ps: Priority, Patience, Price and People sum up the essence of Chinese business negotiation process. The People's Republic of China
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Case study notes This case has been updated to include the Apple iPad. Principally this is case explores the issue of licensing and how successful firms can become unsuccessful. It is not a case about Apple and why it has become successful. This case study explores the rise of the Apple Corporation. The Apple iPod is one of the most successful new product launches in recent years, transforming the way the public listens to music, with huge ramifications for major record labels. More than 50 million
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Int. J. Six Sigma and Competitive Advantage, Vol. x, No. x, xxxx 1 Six Sigma and Total Quality Management: different day, same soup? Bengt Klefsjö* and Bjarne Bergquist Division of Quality and Environmental Management, Luleå University of Technology, SE-971 87 Luleå, Sweden E-mail: Bengt.Klefsjo@ltu.se E-mail: Bjarne.Bergquist@ltu.se *Corresponding author Rick L. Edgeman Department of Statistics, University of Idaho, Moscow, Idaho 83844-1104, USA E-mail: redgeman@uidaho.edu Abstract:
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company also sold 8.4 million iPhones during the quarter. Most of the smartphone units sold during the third quarter of 2010 were iPhone 3GS models since the new iPhone 4 launched only four days prior to the close of the quarter. Although there had been some criticism of the antenna design of the iPhone 4, more than 3 million iPhone 4 units had been purchased by July 16, 2010, with only 1.7 percent being returned by dissatisfied customers. By comparison, the iPhone 3GS had a 6 percent return rate. Apple's
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CASE ANALYSIS: Apple Inc. in 2010 MNGT 589 Strategic Management Teacher: Dr Henry Foster Group Members: 201280009 Clara Liaw Tsui Ling 201280026 Huo Yuanyuan 201280014 May Su Thwe Mang Table of Contents Executive Summary 3 Company background/history 4 Mission, Vision and Values 4 Context: External Environmental Factors 6 Internal Environmental Factors 8 SWOT Analysis Strategic Statement Strategic Issues The Conceptual Framework Strategic Alternatives Most
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Supply Chain Management Task 1 A. Fourth quarter cumulative balanced scorecard: Cumulative industry results for last four quarters ending in quarter: 4| |Minimum|Maximum|Average|Mobile Office Computers| Total Overall|0.00|444.77|7.74|0.50| Financial Performance|-53.84|186.46|7.41|5.62| Market Performance|0.00|0.67|0.09|0.26| Marketing Effectiveness|0.00|0.82|0.17|0.67| Investment in Future|0.00|267.79|0.70|1.14| Wealth|-0.90|4.57|0.35|1.02| Human Resource Management|0.00|0.81|0.17|0
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In te r n a ti o n a l J o u r n a l o f M a n a g e me n t C a s es BOOTSTRAP FINANCING: FOUR CASE STUDIES OF TECHNOLOGY COMPANIES EVA M.TOMORY UNIVERSITY OF TORONTO, CANADA Abstract Innovative businesses, especially in the early stages of their life cycles, often encounter difficulty in obtaining long-term external financing. Their founders tend to seek financing through nontraditional bootstrapping methods to launch their ventures. Bootstrap financing refers to a range of creative ways to
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Management Case plus Case Answer – Apple’s Profitable but Risky Strategy Case study Apple’s profitable but risky strategy When Apple’s Chief Executive – Steven Jobs – launched the Apple iPod in 2001 and the iPhone in 2007, he made a significant shift in the company’s strategy from the relatively safe market of innovative, premium-priced computers into the highly competitive markets of consumer electronics. This case explores this profitable but risky strategy. Note that this case explores
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