The main aim of this study is to determine and learn the competitive strategies adopted by companies to survive the effects of recession. While the main objectives are to:
CHAPTER- I .1. Executive Summary A recession is a dreadful situation for any business and must be endured till the economy gets back into its normal state. All the projections of sales fall in short and survival mode takes its place. But there are many stories about companies that flourish well during poor economic conditions. Intel, Amazon, Southwest Airlines grew about thirty percent per year during the recession periods of 1980-1982, 1991, 2001and 2008 while their competitors disappeared. It is based on how each day with its on conditions is handled; shape our lives in the long and short run. Similarly the success of large and small enterprises depends upon their response and preparation to economic conditions and ever changing business. According to Allen (2000) Companies mastering business optimization during recession allows economic forecasts to guide the company. Companies have to -if they have not yet done- come to terms with the realities of new competitive situation. The recession nowadays will lead to the downfall of business models that are purely ineffective and accelerates the restructuring of the entire industry. When the global economy slides down into a recession many firms face new opportunities and challenges. As in the world today everything is interconnected it is really very difficult for companies to suspend their initiatives for innovation till the
CUSTOMER SATISFACTION IN AUTOMOBILE INDUSTRY Investigate the impacts of product quality, service quality and price on customer satisfaction.
BRUNEL BUSINESS SCHOOL COVERSHEET FOR ONLINE COURSEWORK SUBMISSIONS Module Code MG 3119 Module Title Issues and Controversies in Management Project Module leader Afshin Mansouri Student ID number Student name 0834177 I understand that the School does not tolerate plagiarism. Plagiarism is the knowing or reckless presentation of another person's thoughts, writings, inventions, as one's own. It includes the incorporation of another person's work from published or unpublished sources, without indicating that the material is derived from those sources. It includes the use of material obtained from the internet. (Senate Regulations 6.46) I confirm that I adhere to the School's Policy on plagiarism. Continue writing your coursework on the next page. Alternatively, if you have already written your coursework in another document, copy and paste the content of your coursework from your document within this file. Acknowledgements Contents Abstract....................................................................................................... 6 .0 Chapter 1: Introduction................................................................... 7 1.1 A brief description of the topic............................................7 1.2 Overview some previous studies.................................7 1.3 Research
This recommendation report summarises a risk analysis undertaken to evaluate upgrading the university CMS to MySource Matrix without performing a full evaluation of CMS products in the broader market.
UWA Website Project CMS Recommendation Report 25 May 2007 CMS Upgrade: Risk Analysis and Recommendation Prepared by: Sarah Delfante Library Web Coordinator CONTENTS Executive Summary ...................................................................... 3 Introduction ................................................................................ 5 Methodology ................................................................................ 5 Summary of results ........................................................................... 6 Recommendation ............................................................................ 7 Appendix 1: CMS Functional Requirements .......................................... 8 Appendix 2: Risk Register ................................................................. 29 Appendix 3: Risk Treatment Plan............. ............................................ 35 Appendix 4: Issue Register ................... ............................................ 38 Appendix 5: Expected Benefits............... .......................................... 42 Appendix 6: Case Study: Department of Justice....................................... 43 Appendix 7: Case Study: Monash University .......................................... 45 Appendix 8: Case Study: University of
Outsourcing Report. Objectives are: To conduct a literature review on various trends in outsourcing during the past ten years. To analyse and understand the winners and losers in outsourcing. To explore more into the
CHAPTER -1 .1. Executive Summary Outsourcing is now one of the most common practices that both private and public sectors organizations do and has now formed a successful business strategy everywhere. Now, most of the firms outsource at least a few of the functions which they used to perform by themselves. Firms can achieve different advantages by successfully outsourcing their work, even though there are many risk involved if outsourcing is not fruitful. However, the decision to outsource is one of the major strategic decisions making for most of the companies. It involves evaluating the reduction in costs and comparing the consequences of loss in control over the performance of some business processes. The opportunity to offshore and outsource should never be taken casually, as they are affected by many social economic, cultural and political factors. Taylor (2007) comments that the market for outsourcing has experienced the strongest growth over the last few years owing to the increased focus on core competencies, web development initiatives, heightened usage of ERP, collaboration across different industries and a constricted work force pool. While, the outsourcing of non-core and transaction based business processes has especially gained vital impetus during the last couple of years for both large and small scale enterprises. They have now become more comfortable with
Sustainability Report. Aims: To analyse and study the key strategies towards environment and sustainability and make recommendations.
CHAPTER- 1 .1. Executive Summary It has been three decades in making the environmental revolution and it has greatly changed the way how firms do the business. In the early 1960s and 1970s majority of the firms were denying their impacts on the environment. But, then a series of high ecological problems created the foundation to support for highly stringent government rules and regulations. In Japan people were dying of mercury poisoning, in Europe the Rhine was on fire and in the US Lake Eric was dying. Nowadays, most of the firms have taken the responsibility so as to do no harm to the environment. The production process and products are becoming cleaner. In most of the well industrialized countries, more and more, new and new firms are going green as they found that they can lower the levels of pollution and increase their profits at the same time. There exist a great challenge behind greening and a vast amount of opportunity as well. The major challenge is to develop a sustainable global economy: An economy that supports the planet indefinitely. According to Crews (2009) even though most of the developed nations are approaching an ecological recovery, the planet as a whole remains unsustainable. But sustainability does not involve controlling pollution only. Even if all the nations around the world achieve zero emission by 2020, the planet would remain still stressed.
RBS Pakistan
CHAPTER 1 - INTRODUCTION Background According to (The Royal Bnak of Scotland, 2008) Royal Bank of Scotland (RBS) is one of the world's leading financial services providers and one of the oldest banks in the United Kingdom (UK). Following the takeover of National Westminster Bank in 2000, the Group has continued to grow its business around the globe and, in addition to its strong UK presence, it has offices in Europe, the United States of America and Asia. By the end of 2002, it was the second largest bank in Europe and the fifth largest in the world by market capitalisation. In (The Royal Bank of Scotland, 2008) RBS itself was founded in Edinburgh, by royal charter, in 1727. It opened its first branch in Glasgow in 1783 and developed a large network of offices throughout Scotland during the nineteenth century. In 1874 it opened a branch office in London and from the 1920s developed, by acquisition, a major presence in England. By 1970, following the Royal Bank's merger with the Edinburgh-based National Commercial Bank of Scotland, comprising the former National Bank of Scotland (established 1825) and Commercial Bank of Scotland (established 1810), it enjoyed over forty per cent of Scotland's banking business. Under the Williams & Glyn's Bank banner, it also boasted a large and growing presence in England and Wales. In 1985 Williams & Glyn's merged fully with the Group's
THE IMPACT OF RELIGIOUS CULTURE ON INTERNATIONAL TRADE
Running Head: THE IMPACT OF RELIGIOUS CULTURE ON INTERNATIONAL TRADE The Impact Of Religious Culture On International Trade [Name of the writer] [Name of the institution] Chapter 2 Literature review ?ntr?duct??n Th? ?mp?ct ?f r?l?g??n ?n th? d?v?l?pm?nt ?f hum?n?ty h?s l?ng b??n ?f ?nt?r?st t? s?c??l sc??nt?sts. But wh?l? r?s??rch?rs h?v? ?ggr?ss?v?ly ?x?m?n?d th? c?rr?l?t??ns b?tw??n r?l?g??us ?r??nt?t??n ?nd ?lm?st ?v?ry ?sp?ct ?f m?nt?l h??lth, hum?n psych?l?gy, d?v??nt b?h?v??rs, ?nd s?c??l?g?c?l ?p?n??ns, d?sc?rn?ng th? fund?m?nt?l r?l?t??nsh?p ?m?ng r?l?g??us ?r??nt?t??n, ?ntr?pr?n?ur??l b?h?v??r, ?nd ?c?n?m?c d?v?l?pm?nt h?s pr?v?n much m?r? ?lus?v?. Th?s ?s p?rtly du? t? th? l?ck ?f surv?y-b?s?d ?mp?r?c?l r?s??rch ?n th? f??ld ?nd p?rtly du? t? th? c?mpl?x?ty ?f th? ?qu?t??n th?t t??s r?l?g??n ?r??nt?t??n t? ?ntr?pr?n?ur??l ?ct?v?ty ?nd ?c?n?m?c ?ch??v?m?nt. ?n? l?n? ?f th?ught sugg?sts th?t s?c??-?c?n?m?c ?nd r?l?g??n-r?l?t?d r?s??rch sh?uld m?r? cl?s?ly ?x?m?n? th? p?rc?pt??ns, ?tt?tud?s, ?nd b?l??fs ?b?ut h?w m?rk?ts ?nd ?c?n?m?c ?nst?tut??ns funct??n w?th?n ?n ?ntr?pr?n?ur??l c?nt?xt, ?nd wh?th?r th?s? p?rc?pt??ns, ?tt?tud?s, ?nd b?l??fs th?n ?nflu?nc? v?r??us typ?s ?f ?c?n?m?c b?h?v??r. Th?s study f?lls squ?r?ly w?th?n th?s p?rsp?ct?v?, ?nd ?ff?rs ? pr?l?m?n?ry ?nv?st?g?t??n ?f b?th th? th??r?t?c?l ?nd ?mp?r?c?l r?l?t??nsh?ps b?tw??n p?rc?pt??ns ?f m?rk?t
ITC - diversification strategy
CONTENTS EXECUTIVE SUMMARY 4 . INTRODUCTION 6 2. MISSION, VISION & VALUES 7 3. TRIPLE BOTTOM LINE STRATEGY 8 4. ORGANIZATIONAL STRUCTURE 9 5. LEADERSHIP 11 6. SWOT ANALYSIS 12 7. CIGARETTES - CORE BUSINESS? 12 7.1 Challenges in Cigarettes Business 13 . High incidence of taxes 13 2. Discriminatory taxation 13 3. Reduced Export Attractiveness 13 4. Contraband Cigarettes 13 5. Regulations 13 8. DIVERSIFICATION STRATEGY 14 8.1 Paperboards, Paper and Packaging 14 8.1.1 Introduction 14 8.1.2 Rationale for Diversification 16 8.1.3 Form of Diversification 16 8.1.4 Emphasis on value-added papers 16 8.1.5 Analysis of BIPCO acquisition 17 8.1.6 Analysis of Success - Triple Bottom-line performance 18 . Financial performance 18 2. Ecological performance 19 3. Social performance 19 8.1.7 Forward Integration into Education & Stationery products 19 8.2 Hotels Business 20 8.2.1 Introduction 20 8.2.2 Rationale for diversification 20 8.2.3 Form of diversification 20 8.2.4 Growth of business 20 8.2.5 Amalgamation of ITC Hotels Ltd. and Ansal Hotels Ltd. with ITC Ltd. 21 8.2.6 Analysis of Success 22 . Financial Performance 22 2. Ecological & Social Performance 22 8.3 Agro Business division of ITC 22 8.3.1 Introduction 22 8.3.2 Divisions under Agri-Business 23 8.3.3 Rationale for diversification 25 8.3.4 Form of diversification 25 8.3.5 Analysis of success -
The business venture that we have chosen is that of a nightclub, which falls in line with the entertainment industry. In this day and age, entertainment and enjoyment is necessary.
Name: Stereo LTD Address: 34, Moorgate London EC2R 6PL Tel No: 020 71743968 Fax: 020 71743969 Website: www.stereo-nightclub.ent E-mail: [email protected] Executive Summary Stereo is a new nightclub cultured with all flavours that will command the attention of those that live the social high life to the extreme and even more each week. The night club will be located in the plush, elegant and expensive area of Moorgate, known for housing several of the United Kingdom's major investment and commercial banks as well as contemporary office buildings such as the Guildhall and the Moorhouse. We are looking to make history and become the first multi-cultural nightclub to locate in this area. The area only has one nightclub. The location of Stereo will be easily accessible, as it will be located on the main street of Moorgate. Stereo will take the title of 'biggest club in the area', as it will be 100 square feet. When Stereo is launched, it will have the right management structure in place by its shareholders and be the envy of all competitors far and wide. Stereo will also have high-level experience ploughed into the running of the club, with its three owners, Michael Osodi, Stephanie Mensah, and Mikhail Francis, investing in managers with countless years of nightclub management behind between them. Business Nightclub Start Date 31st
Amul Indian Milk Cooperative Company. History and Organisation.
Chapter 1 Evolution of AMUL Before the cooperative movement began, middlemen who supplied milk to the consumers were exploiting the dairy industry in the Kaira District. It began as a response to this exploitation and put an end to it. It grew because it responded to the farmers financially as well as with services. It has thrived because farmers who have a stake in its success, own it. And because it has been managed by capable professionals and strengthened by dedicated scientists, technologists and workers, it has forged ahead. Today in India, there are 75,000 dairy cooperative societies, spread all over the country with a membership of 10 million. The farmer in the village is now assured of a better future thanks to these cooperatives. Recently one of the European Embassies in Delhi requested Amul for information on the five biggest "companies" in the dairy business. The first three are in the cooperative sector - The Gujarat Cooperative Milk Marketing Federation (GCMMF), The Kaira District Cooperative Milk Producers' Union Limited and The Mehsana District Cooperative Milk Producers' Union. The Kaira District Cooperative is the second best in the country. It helped to create GCMMF, the apex body of all cooperatives in Gujarat. The Root Cause In the forties one firm - Polsons, dominated the dairy industry. Established by a rather enterprising gentleman who discovered