CHEMICAL BANK - Allocation of Profits EXECUTIVE SUMMARY The overall profitability of Chemical Bank has been negatively affected by a decrease in profit contribution from Due Bills. There is an external threat of reduced interest rates and internal threats in the form of misalignment between involved divisions. The following suggestions aim to counteract this development 1. Increasing sales volumes of Due Bills a. Allocate 100% of profits from customer fees to Metro b. Aligning Metro’s
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Husky Injection Molding System Wang young Do ‚ Dai sun Kong Contents • The market of Injection A. Overall B. Injection molding a. production b. sales and service & competitors c. Technology • Husky A. Introduction a. Product b. Production c. Technology & Sales and service d. ownership & values B. Competition C. Crisis and Decisions • Study questions A. Overall market A. Overall market a. Injection molding _ production Processor needs 1 machine + 2~4 molds 1. Machine A. Smaller machines -
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CASE STUDY : Multinational Outsourcing and CSR. Inditex: The worldwide outsourcing garment industry and social community development in Morocco “Intermón claims that pressures on foreign clothing suppliers are smothering employees. […] In Morocco‚ where Cortefiel‚ Inditex (Zara)‚ Mango and Induyco (El Corte Inglés) manufacture their products‚ a Tangier based textile factory sold a pair of slacks to large Spanish retailers for 3.3 euros three years ago; today‚ the same item sells for 2 euros
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Royal Caribbean Cruises‚ LTD: A Case Study 1. Using the Information Systems Triangle as a framework‚ evaluate the alignment of RCCL’s business strategy‚ organizational strategy‚ and information systems strategy before Tom Murphy became CIO and then after Tom Murphy took over as CIO (up to 9/11/2001). Prior to Tom Murphy’s tenure as CIO‚ Royal Caribbean Cruises Line’s (RCCL’s) business strategies were not fully aligned with the organizational and IT strategies. Tom Murphy was instrumental in bringing
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Meeting the Challenge of Disruptive Change by Clayton M. Christensen and Michael Overdorf HARVARD BUSINESS REVIEW March-April 2000 T HESE ARE SCARY TIMES FOR MANAGERS in big companies. Even before the Internet and globalization‚ their track record for dealing with major‚ disruptive change was not good. Out of hundreds of department stores‚ for example‚ only oneDayton Hudson-became a leader in discount retailing. Not one of the minicomputer companies succeeded in the personal computer business
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Yang Jianguo was recently promoted from country manager for China to global head of product development at a staid French perfume maker. He was chosen for his technical smarts and his knowledge of emerging markets - a critical avenue for growth‚ given that sales in the company’s core markets have stalled. Eager to succeed in his new role in Paris‚ Jianguo has lots of fresh ideas‚ but they seem to be falling on deaf ears. Members of the executive team‚ for their part‚ find Jianguo to be largely indifferent
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www.hbr.org The Threat of Global Gridlock by George Stalk‚ Jr. Reprint R0907T This article is made available to you with compliments of BCG. Further posting‚ copying or distributing is copyright infringement. The Threat of Global Gridlock COPYRIGHT © 2009 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. by George Stalk‚ Jr. As our worldwide transportation network becomes less and less able to support the demands of a global economy‚ we’re heading straight into a crisis
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WORK-LIFE BALANCE Your Late-Night Emails Are Hurting Your Team by Maura Thomas MARCH 16‚ 2015 Around 11 p.m. one night‚ you realize there’s a key step your team needs to take on a current project. So‚ you dash off an email to the team members while you’re thinking about it. No time like the present‚ right? Wrong. As a productivity trainer specializing in attention management‚ I’ve seen over the past decade how after-hours emails speed up corporate cultures — and that‚ in turn‚ chips away at creativity
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Introduction Bed Bath & Beyond (BBBY) was founded in 1971 by Warren Eisenberg and Leonard Feinstein. BBBY held its initial public offering in June 1992‚ on the NASDAQ exchange. The company utilizes the “big box” retail concept and focuses its product offerings around domestics merchandise and home furnishings. Since its IPO BBBY has been favored by equity investors and long considered one of the best performing retail companies. They have never missed an earnings estimate and have experienced
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evidence of Charlie’s failure as a leader is when he calls the group together to communicate the news about losing their major customer. The mood is somber as Charlie calls the group together to “mourn” (Sloane‚ The Chattanooga Ice Cream Division‚ HBR‚ p.1) and to figure out what needs to be done about it. As a leader he must exude a sense of “positive energy” (Jack Welch‚ Winning‚ p.84) to prepare his people to act and energize their best thinking to deal with this challenge. His style of (S) may
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