EXAMINING THE CRACKS IN THE CEILING: A Survey of Corporate Diversity Practices of the S&P 100 March 2013 Table of Contents FOREWORD ....................................................................................................... 1 EXECUTIVE SUMMARY ................................................................................. 2 EXAMINING THE 10 KEY INDICATORS .................................................... 7 1. Equal Employment Opportunity (EEO) Policy ...................
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RAND Journal of Economics Vol. 31, No. 3, Autumn 2000 pp. 395–421 Mergers with differentiated products: the case of the ready-to-eat cereal industry Aviv Nevo* Traditional merger analysis is difficult to implement when evaluating mergers in industries with differentiated products. I discuss an alternative, which consists of demand estimation and the use of a model of postmerger conduct to simulate the competitive effects of a merger. I estimate a brand-level demand system for ready-to-eat cereal
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happened to hit Arcor at a critical time in the unfolding of its long-term strategic plans. Pagani had worked hard to make Arcor a dominant player in the Latin American confectionery market and had recently laid out plans to increase its presence in other regions. By 1999, he was ready to implement his strategy and was eager to work toward competing on the level of other multinational manufacturers, such as Mars, Nestlé, Kraft, Hershey, and Cadbury Schweppes. However, Arcor’s response to the domestic
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MBA LEARN MORE, DO MORE, BECOME MORE 90 exceptional people who will shape the future of business The IMD MBA Class of 2011 Developing your future global leaders The IMD difference Why recruit at IMD? Find truly global experienced leaders able to address your company’s challenges in today’s complex environment 90 talented pre-screened participants Besides strong academic ability, we assess the leadership potential with a focus on real management capacity in a multi-cultural and complex
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Fiscal 2009 Corporate Responsibility Report Special Note Regarding Forward-Looking Statements: This corporate responsibility report contains forward-looking statements that concern our expectations, beliefs, projections, strategies, initiatives and anticipated events. These forward-looking statements include: statements regarding the timing and method of providing updates to this corporate responsibility report and new corporate responsibility reports, our expectations regarding the future globalization
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[pic] By Table of Contents Strategic Evaluation……………………………………………….3 SWOT……………………………………………………………..8 5 Forces……………………………………………………………11 Substitutes…………………………………………………...11 Industry Rivalry……………………………………………...13 Buyers……………………………………………………….14 Suppliers…………………………………………………….15 New Entrants………………………………………………..16 Environment………………………………………………………..17 Remote environment…………………………………………17 Industry environment…………………………………………21 Operating environment……………………………………….23 Profile………………………………………………………………
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High Performance Work System An attempt to create an environment that comprises of self managed teams, greater involvement and responsibility of employees, quality circles, new flexible technologies, innovative compensation and appraisal schemes, flatter organizational structures, increased employee training and development and continuous improvement is normally termed as a high performance work system (HPWS). However to be considered as an HPWS an organization must consider certain HR policies
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Note to the user: This Word document provides a structured template for preparing your responses to the questions in the annual report project. If you did not purchase the workbook you are not permitted to use this template. Selected Company: PepsiCo | | 2. Print your completed electronic template. 3. Attach the following: * This page completed with all required information. * Completed Word template. Template boxes expand as you input responses. Adjust page
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Igor Ansoff Igor Ansoff The father of Strategic management Igor Ansoff (1918-July 14, 2002) was an applied mathematician and business manager. He is known as the father of Strategic management. He was a distinguished professor at United States International University (now Alliant International University) for 17 years, where several institutes continue his work in strategic management research. Igor was recognized worldwide as the Pioneer and Father of Strategic Management. He was the first management
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TABLE OF CONTENTS Executive Summary ............................................................................................................................................... 1 The problem .............................................................................................................................................................. 2 Background .....................................................................................................................................
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