How A Bill Becomes A Law

How A Bill Becomes A Law

As you have discovered through this course, nurses are influential members of the community and the political system. Therefore, for the purposes of this assignment you will identify a problem or concern in your community, organization, etc. that has the capacity to be legislated. You will conduct research and state a proposal. Through the legislative process, your proposal for the problem or concern may influence an idea for change into a law.

First, refer to the “How a Bill Becomes a Law” media.

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Operations Management paper

Operations Management paper

I need two pages and i will attach the instruction and the temple for the essay.

also use this link to watch the video that i will put a link for. make sure its a double spaced .

[youtube https://www.youtube.com/watch?v=L_KCC1M4mow?feature=oembed&w=1200&h=900]

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Ds iv Cl-Management homework task

Ds iv Cl-Management homework task

Discuss an instance where a government has taken some action the result of which is influence on commerce. Minimum 250 words.

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Building Research Expertise and the Management Team

Building Research Expertise and the Management Team

CASE 8

GREENWOOD RESOURCES: A GLOBAL SUSTAINABLE VENTURE IN THE MAKING*

“Money still grows on trees.”

—Larry Light, Deputy Editor for Personal Finance, Wall Street Journal1

“The answer to some of the world’s most pressing concerns (global warming, alternative energy, sustainable forestry) lies in one of the earth’s most renewable resources—trees.”

—GreenWood Resources, Inc.2

Jeff Nuss and other senior managers of GreenWood Resources, Inc., emerged after a long deliberation from the conference room in their headquarters in Portland, Oregon, in June 2010. On the one hand, they were inspired by their global vision to build “a resource that lasts forever” and their belief the company, with nearly 70 employees, was finally taking off after almost 10 years of persistent efforts in building the key elements (opportunity, people, resources, and business networks) for a successful tree plantation venture. On the other hand, they had just finished a grueling meeting during which they found it hard to reach a consensus on how to proceed with two strategic investment alternatives in rural China.

Since 2000, Jeff and several other senior managers had traveled to China on numerous occasions. The process of making a deal in the Chinese forest industry had proven to be more time-consuming than anticipated. Complex ownership structures, underdeveloped farming systems, and emerging, sometimes equivocal and unpredictable, government policies characterized the forest industry in China. Chinese farmers who embraced business models and management styles far different than those in the United States posed additional complications.

By March 2009, GreenWood had assessed some 20 potential investment projects in China. The Luxi and Dongji projects passed the initial phase of screening and became the company’s top priorities. The due diligence on these two projects had been extensive, lasting over a year, but both projects still faced considerable obstacles and even potential deadlock. In June 2010, Jeff and his senior management team were still weighing the pros and cons of the two projects, which had been the subject of their last management meeting. They felt that GreenWood needed to proceed carefully to ensure the company’s sustainable business criteria (rather than its financial return per se) were met in China but also realized the company needed to show some progress to its major investor in China, Oriental Timber Fund Limited. Jeff needed to bring a recommendation from his senior management team to the investment committee comprising himself and two representatives from Oriental. The decision deadline was approaching. Jeff anticipated that the next senior management meeting would result in a recommendation. Should GreenWood choose one of the two projects?

GreenWood Resources, Inc.

Founding of the Venture

In 1998, after 12 years of experience with CH2M Hill3 as a bioresources engineer, Jeff Nuss, a native Oregonian, decided to start his own venture, GreenWood Resources, Inc., specializing in the development and management of high-yield, fast-growing tree plantations. Having looked into other potential businesses such as a golf course and a winery, he was eventually convinced, based on his education and years of experience working with poplar tree farms, that investments in tree plantations held great promise for the future (see Appendix 1 for background industry information).

Jeff’s plan was to help institutional investors (pension funds, endowments, insurance companies, etc.) and wealthy individuals invest in professionally managed high-yield, short-rotation tree farms (Exhibit 1 illustrates tree rotation length and yield of several representative tree species). He wanted to operate farms in accordance with Forest Stewardship Council (FSC) certification. FSC’s objective was to conserve biological diversity and enhance the long-term social and economic well-being of forest workers and local communities (see Exhibit 2).

Firms with FSC certificates were rare because the standards were stringent, often leading to higher operating costs. For example, FSC required the use of less toxic pesticides and herbicides, which were more expensive. It prohibited the use of genetically modified trees. It also demanded that 10 percent of tree farms be reserved for native habitats. At the same time, however, the economic benefits were uncertain because most end users of wood products were not necessarily willing to pay a premium price for FSC-certified products. Nevertheless, Jeff felt it was the right thing to do. “At the end of the day, we do what we believe (is right).”

page C33

EXHIBIT 1 Tree Rotation Length and Yield

The figure shows that eucalyptus and hybrid poplar ripen for harvest much faster than other species.

Source: GreenWood’s brochure.

EXHIBIT 2 Forest Stewardship Council (FSC) Principles and Criteria for Forest Management

1 Compliance with laws and FSC principles and criteria. Forest management shall respect all applicable laws of the country in which they occur, and international treaties and agreements to which the country is a signatory, and comply with all FSC principles and criteria.

2 Tenure and use rights and responsibilities. Long-term tenure and use rights to the land and forest resources shall be clearly defined, documented, and legally established.

3 Indigenous people’s rights. The legal and customary rights of indigenous people to own, use, and manage their lands, territories, and resources shall be recognized and respected.

4 Community relations and workers’ rights. Forest management operations shall maintain or enhance the long-term social and economic well-being of forest workers and local communities.

5 Benefits from the forest. Forest management operations shall encourage the efficient use of the forest’s multiple products and services to ensure economic viability and a wide range of environmental and social benefits.

6 Environmental impact. Forest management shall conserve biological diversity and its associated value, water resources, soil, and unique and fragile ecosystems and landscapes, and, by so doing, maintain the ecological functions and the integrity of the forest.

7 Management plan. A management plan—appropriate to the scale and intensity of the operations—shall be written, implemented, and kept up to date. The long-term objectives of management, and the means of achieving them, shall be clearly stated.

8 Monitoring and assessment. Monitoring shall be conducted—appropriate to the scale and intensity of forest management—to assess the condition of the forest, yields of forest products, chain of custody, management activities, and their social and environmental impact.

9 Maintenance of high-conservation-value forests. Management activities in high-conservation-value forests shall maintain or enhance the attributes which define such forests. Decisions regarding high-conservation-value forests shall always be considered in the context of a precautionary approach.

10 Plantations. Plantations shall be planned and managed in accordance with Principles and Criteria 1–9, and Principle 10 and its Criteria. While plantations can provide an array of social and economic benefits, and can contribute to satisfying the world’s needs for forest products, they should complement the management of, reduce pressures on, and promote the restoration and conservation of natural forests.

Source: Austin and Reficco 2006.4

page C34

Key Milestones: Building Research Expertise and the Management Team

Looking back, Jeff recalled several key milestones for GreenWood. Having founded GreenWood with his limited personal wealth, Jeff’s first milestone occurred when he convinced a large Oregon family office5 to acquire an existing poplar plantation. As a result of this acquisition, GreenWood not only earned a steady fee through managing the poplar plantation assets for the family office but also inherited a group of staff experienced in plantation management. The head of this group was Dr. Brian Stanton, a renowned expert in poplar hybridization and genetic improvement. Over the years, Dr. Stanton’s research team had developed dozens of poplar varieties characterized by high growth rate, strong pest resistance, high wood density, and broad site adaptability.

The second milestone came in 2002. On behalf of the family office, GreenWood helped sell the poplar plantation to GMO Renewable Resources, a large timber investment management organization (TIMO). Despite the ownership change, GreenWood remained the management company, taking care of the plantation assets. This enhanced the company’s credibility and stature and helped initiate a business model which integrated tree improvement, nurseries, tree farm operations, product (i.e., log, lumber, chips) sales, and trading and ecosystem services (i.e., monetizing carbon credits, biodiversity credits, water quality, and renewable energy credits and managing land for total ecosystem value).

Other milestones included the formation of a seasoned management team and the development of a series of strategic relationships. In the course of formulating a viable global business plan and raising capital, Jeff was able to successfully put together what he believed was a highly competent management team (see Exhibit 3 for management team biographies and Exhibit 4 for the organizational structure). For example, Hunter Brown, a veteran operational manager with experience in Asia, joined GreenWood as the chief operating officer. Brian Liu, a Chinese American with years of experience working for the Oregon State Department of Agriculture (responsible for the forest industry), was recruited to lead the company’s China operations. Brian had supported GreenWood’s endeavors while visiting China as a state government official, and he had been convinced to leave his stable government position to join GreenWood in 2005. In reflecting on his success in recruiting people, Jeff said:

EXHIBIT 3 Executive Management Team Biographies, 2010

Jeff Nuss is the founder, chairman, and CEO of GreenWood Resources, Inc., and its subsidiaries and is directly responsible for the leadership and strategic direction of the company. He is a leading industry spokesman and advocate for novel methods of sustainable timber production and serves on the boards of the World Forestry Center, Agribusiness Council, and Western Hardwood Council. He received a BS in bioresource engineering and an MS in resource management and policy within the Civil Engineering Department of Oregon State University.

Hunter Brown is chief operating officer of GreenWood Resources, Inc. Prior to joining GreenWood, he was executive vice president for PACCESS, a global supply chain services management firm. He has extensive business experience in Asia. Hunter received a BS in forestry from the University of the South and an MS in forestry from Duke University, and he completed the Executive Program at the Darden School of Business at the University of Virginia.

Lincoln Bach is corporate controller of GreenWood Resources, Inc. Prior to joining GreenWood, he was corporate controller for an international family-wealth-management firm. He had previously served as an audit manager at Deloitte & Touche. He received a BS in accounting from Linfield College and is a CPA and CFP professional.

Brian Stanton is managing director of Tree Improvement Group & Nurseries at GreenWood Resources, Inc. For 20 years, he has overseen the technological developments for poplar on commercial tree farms in the U.S. where he has produced over 40,000 varieties of hybrid poplar that have been tested throughout Chile, China, Europe, and the United States. Brian is the chair of the Poplar and Willow Working Party for the International Union of Forest Research Organizations. He received a BS in biology from West Chester State College, an MS in forestry from the University of Maine, and a PhD in forest resources from Pennsylvania State University.

Don Rice is managing director of Resource Management Group at GreenWood Resources, Inc. Previously, Don was the Oregon poplar resource and manufacturing manager for Potlatch Corporation. Don has a degree in agricultural engineering from Washington State University.

Jake Eaton is managing director of resource planning and acquisitions at GreenWood Resources. He worked for 21 years with Potlatch Corporation. Jake has extensive global experience in short-rotation tree farm silviculture. He holds a BS in forest management from Oregon State University and an MS in silviculture and genetics from University of Montana.

Brian Liu is vice president and general manager of GreenWood Resources, Inc.’s China Operations. Previously, as an international trade representative for the State of Oregon Department of Agriculture, he successfully led the U.S. negotiation teams in opening the Chinese market for Oregon agricultural products. Brian was born and raised in Guangdong, China, and moved to the U.S. at the age of 14. He holds a BS in finance and an MBA in international management from Portland State University. He is fluent in English, Mandarin, and Cantonese.

Source: GreenWood Resources, Inc.

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Developing Value in Global Markets

Developing Value in Global Markets

Chapter

7

International Strategy

developing Value in Global Markets

After reading this chapter, you should have a good understanding of the following learning objectives:

LO7-1

The importance of international expansion as a viable diversification strategy.

LO7-2

The sources of national advantage; that is, why an industry in a given country is more (or less) successful than the same industry in another country.

LO7-3

The motivations (or benefits) and the risks associated with international expansion, including the emerging trend for greater offshoring and outsourcing activity.

LO7-4

The two opposing forces—cost reduction and adaptation to local markets—that firms face when entering international markets.

LO7-5

The advantages and disadvantages associated with each of the four basic strategies: international, global, multidomestic, and transnational.

LO7-6

The difference between regional companies and truly global companies.

LO7-7

The four basic types of entry strategies and the relative benefits and risks associated with each of them.

image1.png

©Anatoli Styf/Shutterstock

page 203

LEARNING FROM MISTAKES

What was supposed to be one of India’s hottest new shopping centers didn’t turn out that way. Dreams Mall, located in a Mumbai suburb, was built by Housing Development & Infrastructure Ltd. (an Indian real estate development company) to cater to the growing middle class of the world’s second-most populous nation. But four years after its grand opening, the “dream” has become, in essence, a retail nightmare. Now, the mall consists of a smattering of struggling stores on the ground floor along with a maze of dark hallways with mostly empty shops. Space that was intended for retailers is used by call centers. And abandoned corridors are rented out for wedding receptions.

Across India, many of the country’s more than 300 malls have suffered weak sales and high vacancy rates. This was not anticipated. Developers over the past decade have built more than 250 shopping centers to tap into India’s rapidly expanding consumer culture. Some analysts had estimated that India’s middle class would grow to more than 400 million people. However, only a sliver of them (less than 10 million by McKinsey & Company’s estimates) have sufficient disposable income to make them steady mall customers.

India did not get its first mall until the late 1990s. Developers started building many others after Spencer Plaza in Chennai and a few others were so successful. Some construction companies began building three or more malls right next to each other in some neighborhoods in New Delhi and Mumbai. As noted by Benu Sehgal, vice president at DLF Ltd., a big developer, “Everyone jumped into the mall business with little understanding of who they were actually targeting.” Govind Shrikhande, chief executive of one of India’s largest retailers, said, “Everyone was opening malls left, right, and center. The consumer was never at the center of the planning process.”

Even with high vacancy rates, some Indian malls are doing very well. For example, Select CITYWALK Mall in South Delhi is considered “India’s No. 1 mall.” Others that are highly successful in India’s highly competitive market include DLF Promenade, Ambience Palladium, Phoenix, Inorbit, and Marketcity. What makes these malls successful? They win in the marketplace because they have a sound knowledge of the market and make informed decisions at the right time. For example, Select CITYWALK focused on what is considered “premium” in its positioning in the market: a level lower than affordable luxury. Today the mall is moving toward the affordable luxury category. Also, Select CITYWALK has a nice collection of retailers, such as Zara, Nike, and H&M, a multiplex theater, and great food. As noted by Yogeshwar Sharma, chief executive of Select CITYWALK, “Mall operation is one of the easiest things, given you know the job. Every game has its own rules. If you follow the rules, you are successful, if you don’t you fail.”

Discussion Questions

1 What lessons can other multinational companies learn from the boom and bust of shopping centers in India?

2 How can foreign retailers be successful in a country in which shopping centers are not attracting enough customers?

Sources: Kulshrestha, A. 2016. India may attract $80 million PE investment in retail real estate, say JLL. artices.economictimes.indiatimes.com . April 14: np.; Rana, P. 2015. Empty dream at India’s malls. the Wall Street Journal. June 17: C1, C8; and, Batra, A. 2015. What makes Select CITYWALK India’s successful mall, reveals Yogeshwar Sharma. retail.economictimes.indiatimes.com . March 20: np.

page 204

In this chapter we discuss how firms create value and achieve competitive advantage in the global marketplace. Multinational firms are constantly faced with many important decisions. These include entry strategies; the dilemma of choosing between local adaptation (in product offerings, locations, advertising, and pricing) and global integration; and others. We will address how firms can avoid pitfalls by developing a better understanding of the business environments of different countries as illustrated by the lukewarm response of Indian consumers to the new malls discussed previously. In addition, we address factors that can influence a nation’s success in a particular industry. In our view, this is an important context in determining how well firms eventually do when they compete beyond their nation’s boundaries.

LO 7-1

The importance of international expansion as a viable diversification strategy.

THE GLOBAL ECONOMY: A BRIEF OVERVIEW

Managers face many opportunities and risks when they diversify abroad.1 The trade among nations has increased dramatically in recent years, and it is estimated that recently the trade across nations exceeded the trade within nations. In a variety of industries such as semiconductors, automobiles, commercial aircraft, telecommunications, computers, and consumer electronics, it is almost impossible to survive unless firms scan the world for competitors, customers, human resources, suppliers, and technology.2

GE’s wind energy business benefits by tapping into talent around the world. The firm has built research centers in China, Germany, India, and the United States “We did it,” says CEO Jeffrey Immelt, “to access the best brains everywhere in the world.” All four centers have played a key role in GE’s development of huge 92-ton turbines:3

· Chinese researchers in Shanghai designed the microprocessors that control the pitch of the blade.

· Mechanical engineers from India (Bangalore) devised mathematical models to maximize the efficiency of materials in the turbine.

· Power-systems experts in the United States (Niskayuna, New York), which has researchers from 55 countries, do the design work.

· Technicians in Munich, Germany, have created a “smart” turbine that can calculate wind speeds and signal sensors in other turbines to produce maximum electricity.

The rise of globalization—meaning the rise of market capitalism around the world—has undeniably created tremendous business opportunities for multinational corporations. For example, while smartphone sales declined in Western Europe in the third quarter of 2014, they grew at a 50 percent rate in Eastern Europe, the Middle East, and Africa.4

globalization

a term that has two meanings: (1) the increase in international exchange, including trade in goods and services as well as exchange of money, ideas, and information; (2) the growing similarity of laws, rules, norms, values, and ideas across countries.

This rapid rise in global capitalism has had dramatic effects on the growth in different economic zones. For example, Fortune magazine’s annual list of the world’s 500 biggest companies included 156 firms from emerging markets in 2015, compared to only 18 in 1995.5 McKinsey & Company predicts that by 2025 about 45 percent of the Fortune Global 500 will be based in emerging economies, which are now producing world-class companies with huge domestic markets and a commitment to invest in innovation.

Over half the world’s output now comes from emerging markets. This is leading to a convergence of living standards across the globe and is changing the face of business. One example of this is the shift in the global automobile market. China supplanted the United States as the largest market for automobiles in 2009.

One of the challenges with globalization is determining how to meet the needs of customers at very different income levels. In many developing economies, distributions of income remain much wider than they do in the developed world, leaving many impoverished even as the economies grow. The challenge for multinational firms is to tailor their products and services to meet the needs of the “bottom of the pyramid.” Global corporations are increasingly changing their product offerings to meet the needs of the nearly 5 billion poor people in the world who inhabit developing countries. Collectively, this represents a very large market with $14 trillion in purchasing power.

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Management homework task-powerpoint case study

Management homework task-powerpoint case study

Chapter

7

International Strategy

Creating Value in Global Markets

After reading this chapter, you should have a good understanding of the following learning objectives:

LO7-1

The importance of international expansion as a viable diversification strategy.

LO7-2

The sources of national advantage; that is, why an industry in a given country is more (or less) successful than the same industry in another country.

LO7-3

The motivations (or benefits) and the risks associated with international expansion, including the emerging trend for greater offshoring and outsourcing activity.

LO7-4

The two opposing forces—cost reduction and adaptation to local markets—that firms face when entering international markets.

LO7-5

The advantages and disadvantages associated with each of the four basic strategies: international, global, multidomestic, and transnational.

LO7-6

The difference between regional companies and truly global companies.

LO7-7

The four basic types of entry strategies and the relative benefits and risks associated with each of them.

image1.png

©Anatoli Styf/Shutterstock

page 203

LEARNING FROM MISTAKES

What was supposed to be one of India’s hottest new shopping centers didn’t turn out that way. Dreams Mall, located in a Mumbai suburb, was built by Housing Development & Infrastructure Ltd. (an Indian real estate development company) to cater to the growing middle class of the world’s second-most populous nation. But four years after its grand opening, the “dream” has become, in essence, a retail nightmare. Now, the mall consists of a smattering of struggling stores on the ground floor along with a maze of dark hallways with mostly empty shops. Space that was intended for retailers is used by call centers. And abandoned corridors are rented out for wedding receptions.

Across India, many of the country’s more than 300 malls have suffered weak sales and high vacancy rates. This was not anticipated. Developers over the past decade have built more than 250 shopping centers to tap into India’s rapidly expanding consumer culture. Some analysts had estimated that India’s middle class would grow to more than 400 million people. However, only a sliver of them (less than 10 million by McKinsey & Company’s estimates) have sufficient disposable income to make them steady mall customers.

India did not get its first mall until the late 1990s. Developers started building many others after Spencer Plaza in Chennai and a few others were so successful. Some construction companies began building three or more malls right next to each other in some neighborhoods in New Delhi and Mumbai. As noted by Benu Sehgal, vice president at DLF Ltd., a big developer, “Everyone jumped into the mall business with little understanding of who they were actually targeting.” Govind Shrikhande, chief executive of one of India’s largest retailers, said, “Everyone was opening malls left, right, and center. The consumer was never at the center of the planning process.”

Even with high vacancy rates, some Indian malls are doing very well. For example, Select CITYWALK Mall in South Delhi is considered “India’s No. 1 mall.” Others that are highly successful in India’s highly competitive market include DLF Promenade, Ambience Palladium, Phoenix, Inorbit, and Marketcity. What makes these malls successful? They win in the marketplace because they have a sound knowledge of the market and make informed decisions at the right time. For example, Select CITYWALK focused on what is considered “premium” in its positioning in the market: a level lower than affordable luxury. Today the mall is moving toward the affordable luxury category. Also, Select CITYWALK has a nice collection of retailers, such as Zara, Nike, and H&M, a multiplex theater, and great food. As noted by Yogeshwar Sharma, chief executive of Select CITYWALK, “Mall operation is one of the easiest things, given you know the job. Every game has its own rules. If you follow the rules, you are successful, if you don’t you fail.”

Discussion Questions

1 What lessons can other multinational companies learn from the boom and bust of shopping centers in India?

2 How can foreign retailers be successful in a country in which shopping centers are not attracting enough customers?

Sources: Kulshrestha, A. 2016. India may attract $80 million PE investment in retail real estate, say JLL. artices.economictimes.indiatimes.com . April 14: np.; Rana, P. 2015. Empty dream at India’s malls. the Wall Street Journal. June 17: C1, C8; and, Batra, A. 2015. What makes Select CITYWALK India’s successful mall, reveals Yogeshwar Sharma. retail.economictimes.indiatimes.com . March 20: np.

page 204

In this chapter we discuss how firms create value and achieve competitive advantage in the global marketplace. Multinational firms are constantly faced with many important decisions. These include entry strategies; the dilemma of choosing between local adaptation (in product offerings, locations, advertising, and pricing) and global integration; and others. We will address how firms can avoid pitfalls by developing a better understanding of the business environments of different countries as illustrated by the lukewarm response of Indian consumers to the new malls discussed previously. In addition, we address factors that can influence a nation’s success in a particular industry. In our view, this is an important context in determining how well firms eventually do when they compete beyond their nation’s boundaries.

LO 7-1

The importance of international expansion as a viable diversification strategy.

THE GLOBAL ECONOMY: A BRIEF OVERVIEW

Managers face many opportunities and risks when they diversify abroad.1 The trade among nations has increased dramatically in recent years, and it is estimated that recently the trade across nations exceeded the trade within nations. In a variety of industries such as semiconductors, automobiles, commercial aircraft, telecommunications, computers, and consumer electronics, it is almost impossible to survive unless firms scan the world for competitors, customers, human resources, suppliers, and technology.2

GE’s wind energy business benefits by tapping into talent around the world. The firm has built research centers in China, Germany, India, and the United States “We did it,” says CEO Jeffrey Immelt, “to access the best brains everywhere in the world.” All four centers have played a key role in GE’s development of huge 92-ton turbines:3

· Chinese researchers in Shanghai designed the microprocessors that control the pitch of the blade.

· Mechanical engineers from India (Bangalore) devised mathematical models to maximize the efficiency of materials in the turbine.

· Power-systems experts in the United States (Niskayuna, New York), which has researchers from 55 countries, do the design work.

· Technicians in Munich, Germany, have created a “smart” turbine that can calculate wind speeds and signal sensors in other turbines to produce maximum electricity.

The rise of globalization—meaning the rise of market capitalism around the world—has undeniably created tremendous business opportunities for multinational corporations. For example, while smartphone sales declined in Western Europe in the third quarter of 2014, they grew at a 50 percent rate in Eastern Europe, the Middle East, and Africa.4

globalization

a term that has two meanings: (1) the increase in international exchange, including trade in goods and services as well as exchange of money, ideas, and information; (2) the growing similarity of laws, rules, norms, values, and ideas across countries.

This rapid rise in global capitalism has had dramatic effects on the growth in different economic zones. For example, Fortune magazine’s annual list of the world’s 500 biggest companies included 156 firms from emerging markets in 2015, compared to only 18 in 1995.5 McKinsey & Company predicts that by 2025 about 45 percent of the Fortune Global 500 will be based in emerging economies, which are now producing world-class companies with huge domestic markets and a commitment to invest in innovation.

Over half the world’s output now comes from emerging markets. This is leading to a convergence of living standards across the globe and is changing the face of business. One example of this is the shift in the global automobile market. China supplanted the United States as the largest market for automobiles in 2009.

One of the challenges with globalization is determining how to meet the needs of customers at very different income levels. In many developing economies, distributions of income remain much wider than they do in the developed world, leaving many impoverished even as the economies grow. The challenge for multinational firms is to tailor their products and services to meet the needs of the “bottom of the pyramid.” Global corporations are increasingly changing their product offerings to meet the needs of the nearly 5 billion poor people in the world who inhabit developing countries. Collectively, this represents a very large market with $14 trillion in purchasing power.

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Strengths And Opportunities

Strengths And Opportunities

Operations Management homework task
In consideration of your time in class and on site for your internship, has your list evolved? If so, explain how. If not, what steps can you take to develop those areas you identified as opportunities?

There is neither a mandated word count for these posts

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Pricing Goals

Pricing Goals

Pricing Objectives – Apply the 4 Ps of marketing to the sport product or service selected for the Marketing Plan.

Sport Product= TRAINING MASK FOR ATHLETES

Address the following items in this section of the assignment:

1.Product: Explain the sport product or service to be marketed.

2.Price: Identify the cost of the sport product or service as compared to its competition.

3.Place: Describe how the product or service will be distributed to consumers.

4.Promotion: Recommend how you will make consumers aware of the product or service.

APA Format

1-2 Pages

Deadline Saturday February 9, 2019

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Policy transformation Deadline is 9/11

Policy transformation Deadline is 9/11

4–5 pages in length

The paper should contain a cover page and a list of references in APA format.

All internal citation of outside sources plus the listing of all references should also adhere to APA format.

Instructions: Review the literature and locate an article or study addressing changes within a Criminal Justice Organization that deals with changes to their operations as a result of the terrorist attacks of 9/11

Provide a short synopsis of the article or study highlighting the main point(s).

Your article should include enough information for you to address the following items.

  1. In what ways did the department change?
  2. In what ways was this change resisted by employees?
  3. When resistance was recognized, how did the department address the issue?
  4. How did the leadership overcome any lack of motivation?

After answering the questions above, use information learned to evaluate the organization leader’s actions. The main areas of consideration are Motivation, Change, and Power. Using information from the text and three outside resources provide your personal insight on why the change was or was not successful. Things to consider include, but are not limited to:

  1. What type of change occurred and why?
  2. What type of leader brought about the change?
  3. What motivated employees to change?
  4. Where does power come from, and how was it used in this article/study?
    Use at least three credible peer-reviewed sources beyond the text material

Text must be used + 3 other sources

Title: Organizational Behavior

Edition: 18th (2018)

Author: Robbins, Stephen and Judge, Timothy

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