386 IJCSNS International Journal of Computer Science and Network Security, VOL.8 No.11, November 2008 MOBILE LEARNING: AN APPLICATION OF MOBILE AND WIRELESS TECHNOLOGIES IN NIGERIAN LEARNING SYSTEM. Boyinbode O. K. and Akinyede R. O. Department of Computer Science, Federal University of Technology Akure, Nigeria Abstract Mobile learning (M-Learning) is the point where mobile computing and e-learning intersect to produce an anytime, anywhere learning experiences. Advances in mobile technologies
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complex business where two involved companies are so much different, it is of high interest to make a case study of this in the business research area. The thesis begins the study by looking at the basic facts of these two companies: the products, market, finance situation, brand and technology, etc. It was found that these two companies have very little in similarity, but a huge difference in product segment, technology and brand, inter-culture, language, etc. Therefore, there is no immediate cost
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|3 | |iii. Product |3 | |3．Micro analysis |4 | |i. Customer |4 | |ii. Competitor
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3.1 AirAsia 4 1.3.2 Vision and Mission 4 2. Strategy and the Industry 4 2.1 Analysis and Evaluation of industry Strategy 4 2.2 Global Forces that Impact the Industry 5 2.3 Importance of an Effective Strategy 5 3. Environmental Analysis and the Strategy 6 3.1 Corporate Strategy 6 3.1.1 Evaluation of Current Strategies 7 3.2 Analysis of the Internal Environment 8 3.3 Analysis of the Resources and Capabilities 9 3.4 Analysis of the External Environment 10 3.5 Proposed Change Strategy 11 4. The Relevance
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risk-loadings, and (iii) benchmark returns. Predictability in manager skills is found to be the dominant source of investment profitability – long-only strategies that incorporate such predictability considerably outperform prior-documented “hot-hands” and “smart-money” strategies, and generate positive and significant performance with respect to the Fama-French and momentum benchmarks. Specifically, these strategies outperform their benchmarks by 2-4% per year through their ability to time industries over the
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I. SWOT ANALYSIS STRENGTHS | WEAKNESSES | * Strong broad band image provides edge over competitors * Robust financial performance strengthens investors’ confidence and provides capital for future growth avenues * Wide portfolio of offerings * Net Sales/Employee: 2010 * Liquidity Ratios – leader in Current and Quick Ratios | * Patent infringement lawsuits may affect financial condition and operating results * Profitability Ratios 2010 trailing Baidu and Microsoft in: *
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Opportunities for Action in Consumer Markets Trading Up: The New Luxury and Why We Need It Trading Up: The New Luxury and Why We Need It In the history of man, there have always been goods reserved for the upper classes. In ancient Rome, the elite built lavish marble baths for entertaining friends and allies, while the masses waited in line at public baths. In late-eighteenth-century France, the aristocracy turned to saddle maker Hermès for the perfect seat, while commoners had to walk through
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built in charging system for any smart phone or tablet. The solar insulation will keep the body temperature up while the weather cools down. The sun rays in the day will charge the Eco-Jacket so it will stay warm and cozy all through the night. The solar panels are lightweight so the customer won’t even know they are wearing it. The inner lining is equipped with charging ports that are connected to the solar panels so the traveler will always have a fully charged smart phone or tablet. * The North
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focus on lower costs to an industry benchmark through efficiency and producing a good or service that is different to and competitive against rivals in the market. There are 3 types of strategies that are commonly used by businesses to gain and maintain a competitive advantage. These are: * cost leadership * product differentiation * market segmentationcost leadershipA cost leadership strategy is where a business aims to be the lowest cost manufacturer within its industry. The products are the
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Situation 5 3.1. Past Performance Assessment 6 4. External Environment Analysis - PESTEL 6 4.1. Political 6 4.2. Economic 6 4.3. Socio-Cultural 7 4.4. Technology 7 4.5. Environment 8 4.6. Legal 8 5. Industry Analysis 9 5.1. Porter's Five Forces 9 5.2. Competitor Analysis 9 6. Internal Environment Analysis 10 6.1. Financial Performance 10 6.2. Value Chain 11 6.3. Key Success Factors 12 6.4. Core Competencies 14 6.5. SWOT Analysis 15 6.6. Objectives 16 6.7. Key Issues Identified 17 7. Development Strategies
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