and use of this document restricted under EDGAR Online, Inc. Terms of Use. UNITED STATES SECURITIES AND EXCHANGE COMMISSION WASHINGTON, D.C. 20549 FORM 10-K (MARK ONE) /X/ ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 FOR THE FISCAL YEAR ENDED SEPTEMBER 26, 1997 OR / / TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 FOR THE TRANSITION PERIOD FROM TO COMMISSION FILE NUMBER 0-10030 APPLE COMPUTER, INC. (EXACT
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document restricted under EDGAR Online, Inc. Terms of Use. Table of Contents UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 Form 10-K (Mark One) ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the fiscal year ended December 31, 2010 OR TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For transition period from to Commission File Number 001-33622 VMWARE, INC. (Exact name
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1. The most commonly accepted goal of the MNC is: a. to maximize revenues b. to maximize shareholder wealth c. to maximize profitability of the firm d. both a and b 2. Agency costs are normally larger for MNCs than for purely domestic firms. Which of the following is not a reason for this larger agency cost? a. Monitoring managers of distant subsidiaries in foreign countries is more difficult. b. Managers from different cultures may not follow uniform goals. c. U.S. managers
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STRICTLY PRIVATE AND CONFIDENTIAL Serial No. NNNNNNNNNN UNITED GROWTH BERHAD (Company No. 739648-W) Islamic Medium Term Notes pursuant to an Islamic Medium Term Notes Programme of RM2.2 billion under the Shariah principle of Musharakah Joint Lead Arrangers and Joint Lead Managers CIMB Investment Bank Berhad HSBC Amanah Malaysia Berhad (Company No: 18417-M) (Company No: 807705-X) 13 June 2012 IMPORTANT NOTICE Responsibility Statements This Information Memorandum
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ltdDabur India - Working Capital and Cost Management Dr. Narender L. Ahuja, Institute for Integrated Learning in Management, New Delhi, India Ms. Sweta Agarwal, Institute for Integrated Learning in Management, New Delhi, India ABSTRACT After running as a family business for over 100 years, when in late 1990s the management of the Dabur was handed over to a team of professional managers, the new management faced a gigantic task of improving performance in several critical areas. In particular
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principles for delivering a BTEC This specification contains the rules and regulations along with the units and associated guidance to enable centres to deliver a programme of learning for the Edexcel Level 2 BTEC First Certificate and Edexcel Level 2 BTEC First Diplomas in Sport. The qualification structures set out the permitted combination of units learners need to complete the qualification. Each unit sets out the intended outcomes along with the content and
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the course. So take a moment to use your journal and write down your thoughts to the questions below. | | | | Journal Entry #1 : Preparation for Your Final Learning Statement | | | | So far in this module we have covered the definitions of nutrition and energy, label reading, the USDA Pyramid Food Guidance System, USDA Dietary Guidelines and the Exchange System for menu planning. In preparation for your final learning statement that is submitted at the end of the course. I would like
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D. SCOTT DAVIS Chairman and Chief Executive Officer In October 2007, the UPS Board of Directors named the company’s Chief Financial Officer, Scott Davis, as the successor to retiring Chairman and Chief Executive Officer Mike Eskew, effective January 1, 2008. Davis, who joined UPS in 1986, was formerly CEO of II Morrow, a technology company acquired by
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Multinational companies and China: What future? Multinational companies and China: What future? Contents Preface Executive summary Introduction Chapter 1: The big picture Hope, hype and reality Justified optimism? Chapter 2: The consumption story Chapter 3: The perils of success Is it enough One strategy, or two? Is it too much? Lacoste: Who’s your benchmark? Chapter 4: Whose hubris? Suddenly uncertain Chapter 5: The invisible hand Aiming high The real issue A non-standard
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worsen. So while 2008 was a challenging year, the results for our shareholders show that continuing with our core strategy, while flexing our execution in the changing circumstances, was the right thing to do. Bart Becht Chief Executive Contents 1 Chief Executive’s Statement 4 Portfolio strategy 6 Finish: innovation drives the Powerbrands 7 Vanish: when less is more 8 Mucinex: it’s our latest Powerbrand 9 French’s: no mess, no waste 10 Our people 11 Sustainability 12 Board of Directors
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