dignity, probity and professionalism. We shall constantly endeavor to be more responsive to dynamic market conditions, flexible in coping with customer needs, innovative in leading the competition, and united in pursuing common objectives. Our financial capability shall likewise be continually invigorated to maintain dynamism, growth and stability. Recognizing our responsibility to our shareholders, we shall exercise judicious management to consistently provide them with fair returns and enhance
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S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II www.ibscdc.org 1 Transformation Corporate Transformation Korean Air: Chairman/CEO Yang-Ho Cho’s Radical Transformation A series of fatal accidents, coupled with operational inefficiencies snowballed Korean Air into troubled times. Then, at the beginning of the 21st century, its CEO/ Chairman, Yang-Ho Cho undertook various transformation initiatives - for instance, improving service
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Harvard Business School / Harvard Kennedy School Microeconomics of Competitiveness Japanese Skin Care Cluster Jinfeng Huang | Victor Stone | Tatsuhiko Sunouchi | Victoria Tan | Takeshi Tashiro May 10, 2013 Table of Contents 1. Japan Competitiveness………………………………………………………………………………………………………………………..1
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BUSINESS STANDARD India has been ranked at the third place in global foreign direct investments in 2009 and will continue to remain among the top five attractive destinations for international investors during 2010-11, according to United Nations Conference on Trade and Development (UNCTAD) in a report on world investment prospects titled, 'World Investment Prospects Survey 2009-2011' released in July 2009. A report released in February 2010 by Leeds University Business School, commissioned by UK Trade
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assessment of the current state and future prospects of the worldwide automotive industry. In this year’s survey, 200 senior executives from the world’s leading automotive companies were interviewed, including automakers, suppliers, dealers, financial service providers, and for the first time mobility service providers. The responses make for compelling reading and we would like to thank all those who participated for giving us their valuable time. We would also like to acknowledge and thank
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President and Chief Executive Officer IBM Corporation Letter from the Chairman 3 A note to fellow CEOs In the first chapter of this report on dealing with complexity, the CEO of an industrial products company calls the economic environment of 2009 “a wake-up call.” I agree. I’d only add that it was just the latest in a series of alerts that sounded during the first decade of this new century. In a very short time, we’ve become aware of global climate change; of the geopolitical issues surrounding
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HBR Spotlight Making a Real Difference by Michael E. Porter and Mark R. Kramer Strategy G & Society The Link Between Competitive Advantage and Corporate Social Responsibility overnments, activists, and the media have become adept at holding companies to account for the social consequences of their activities. Myriad organizations rank companies on the performance of their corporate social responsibility (CSR), and, despite sometimes questionable methodologies, these rankings attract
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Globalization is the process of international integration arising from the interchange of world views, products, ideas, and other aspects of culture.[1][2] Put in simple terms, globalization refers to processes that promote world-wide exchanges of national and cultural resources. In particular, advances in transportation and telecommunications infrastructure, including the rise of the Internet, are major factors in globalization and precipitate further interdependence of economic and cultural activities
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The Globe Samsung’s unlikely success in mixing Western best practices with an essentially Japanese business system holds powerful lessons for today’s emerging giants. by Tarun Khanna, Jaeyong Song, and Kyungmook Lee A s today’s emerging giants face the challenge of moving beyond their home markets, they have much to learn from the pathbreaking experience of South Korea’s Samsung Group, arguably the most successful globalizer of the previous generation. Twenty years ago, few
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The current issue and full text archive of this journal is available at www.emeraldinsight.com/0262-1711.htm JMD 30,1 Successful leadership practices during turbulent times Joseph P. Cangemi Western Kentucky University, Bowling Green, Kentucky, USA 30 Harold Lazarus Frank G. Zarb School of Business, Hofstra University, Hempstead, New York, USA Ted McQuade PSC Metals, Cleveland, Ohio, USA Jaime Fitzgerald Fitzgerald Analytics, Inc., New York, New York, USA James Conner Bridgestone/America’s
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