Management Research Energy Efficiency Group Name:- “ The Efficiencers” Suraj S. Nair Junaid Sayed Anuradha Jadhav Rupesh Bhosale Ekta Thorat Avinash Palve Agenda • • • • • • • • • Our Opinion on Energy Efficiency Efficient Energy Conversion Why to be energy efficient? Technical Change is the Key Overall Capacity of India 5 best ways to save energy at home Bachat Lamp Yojna Efficiency of some common devices Advantages & Disadvantages Our Opinion Energy efficiency is actually “getting the same
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Aims and Objectives Every business has aims that they wish to achieve‚ they might be overall goals and purposes that the business was set up to fulfil. Aims can therefore be seen as not only long term‚ but in some cases‚ almost impossible to reach‚ Heinz aims for its tomato sauce to be the world’s favourite ketchup‚ on every table’ (every table; total Customer satisfaction). But this doesn’t the organisation from trying to reach the aim‚ and from always working towards it. Typical aims
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(a) Explain how allocative efficiency is related to the concepts of consumer surplus and producer surplus. Consumer surplus is defined as the highest price consumers are willing to pay for a good minus the price actually paid. As shown in the diagram‚ P1 is the highest price consumers are willing to pay for a good. Pe is the equilibrium price determined by the market. Any consumers are willing to pay price higher than Pe will end up paying Pe. This means they pay less than they expect‚ therefore
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www.hbrreprints.org BEST OF HBR Using the Balanced Scorecard as a Strategic Management System by Robert S. Kaplan and David P Norton . • Included with this full-text Harvard Business Review article: 1 Article Summary The Idea in Brief—the core idea The Idea in Practice—putting the idea to work 2 Using the Balanced Scorecard as a Strategic Management System 14 Further Reading A list of related materials‚ with annotations to guide further exploration of the article’s ideas and
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Basics Fixed costs Activ. Based Costing Target Cost. Life-Cycle Costing Cost Benchmarking Prof. Dr. P. Weber-Dreßler Stategic Costing.ppt (p. 1) Strategic Costing Strategic Costing Basics Contents Fixed costs Part 1: Basics to strategic costing 1. Traditional costing vs. strategic costing 2. Specifics of strategic costing 3. Tools of strategic costing Activ. Based Costing Target Cost. Life-Cycle Costing Cost Benchmarking Prof. Dr. P. Weber-Dreßler Stategic
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Organizational Effectiveness ORG/581 Organizational Effectiveness The survival of an organization must have the ability to change with the environment. New generations and advanced technology continue to challenge organizations. To completely gain an understanding on the effectiveness of an organization‚ it is important to identify the three key metrics and provide an example for each. Next‚ a company will be selected for ineffectiveness and a description of practices that have
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Strategic Alliance between Nokia and Microsoft Business Administration knowledge assists the implementation of the strategic alliance between Nokia and Microsoft from several aspects. To begin with‚ decisions about leadership are one of the most disturbing problems in the strategic alliance; interim leaders are appropriate solutions to the issue (Werther‚ 1998). Interim leaders are those haired from a third party‚ not belonging to the alliance partners. Compared to selecting a leader from one
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Psychological Association 0021-9010/10/$12.00 DOI: 10.1037/a0019985 Get Smarty Pants: Cognitive Ability‚ Personality‚ and Victimization Eugene Kim and Theresa M. Glomb University of Minnesota Drawing on the victim precipitation model‚ this study provides an empirical investigation of the relationship between cognitive ability and victimization at work. We propose that people high in cognitive ability are more prone to victimization. In this study‚ we also examine the direct and moderating effects
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The Balanced Scorecard at Philips Electronics By Andra Gumbus and Bridget Lyons Strategic Finance It’s used to align company vision‚ focus employees on how they fit into the big picture‚ and educate them on what drives the business. When a management tool becomes popular‚ it’s only logical to question whether it’s a fad or the future. One performance measurement tool—the balanced scorecard (BSC)—has broad appeal. Approximately 50% of Fortune 1‚000 companies in North America and about 40%
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Programmes Case: TARGET CORPORATION 1. Executive Summary Target corporation has a growth strategy of opening 100 new stores per year. Doug Scovanner‚ the CFO of Target Corporation is preparing for the November meeting of the Capital Expenditure Committee (CEC). He is one of the executive officers who are members of the CEC. With the fiscal year’s end approaching in January‚ there was a need to determine which projects best fit Target’s future store growth and
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