2-wire Coriolis‚ with mA output signal and multi-variable capability over HART® for accurate‚ repeatable measurement performance with low installation and maintenance costs • Smart Meter Verification checks the complete meter integrity and performance (sensor through electronics) in minutes while maintaining process measurement and without having to the shut the process down • Most accurate‚ reliable magnetic flowmeter with advanced diagnostics‚ improves process control while delivering ongoing maintenance
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Chapter 2 Automated Highway Systems A major long-term element of Intelligent Transportation Systems research and development is Automated highway Systems (AHS). The AHS program is a broad international effort “to provide the basis for‚ and transition to‚ the next major performance upgrade of the vehicle/highway system through the use of automated vehicle control technology” [NAHSC96]. The detailed definition of the Automated Highway System is as follows [Plan93]: The term “fully automated
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Message from Kazuo Hirai‚ President and CEO Corporate Strategy 36 43 61 68 69 Sony Products‚ Services and Content CSR Highlights Special Feature I Sony Expands the World of 4K Financial Section Special Feature II A Stacked CMOS Image Sensor That Accelerates the Evolution of Digital Imaging Business Highlights Stock Information Investor Information Effective from 2012‚ Sony has integrated its printed annual and corporate social responsibility (CSR) reports into one report that
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University of Maryland University College Turnitin Originality Similarity Index: MGMT 670 April 22‚ 2013 Introduction Long or short term projects or activities in most cases adjourn with a lessons learned or “hot wash” activity so as to provide information on what went right‚ what went wrong‚ and to provide a performance rating of the team members. Lessons learned provide value to project/team members‚ as it allows for the way ahead for identifying potential risks‚ challenges‚ or
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competitive forces i.e. entry‚ threat of substitution‚ bargaining power of buyers‚ bargaining power of suppliers‚ and rivalry among current competitors. (Porter‚ 1980) Daimler Chrysler’s strategy rests on four pillars: global presence‚ strong brands‚ broad product range‚ and technology leadership. The objective of this analysis is to investigate how the organization needs to form its strategy in order to develop opportunities and protect itself against competition and other threats. Company Introduction
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should we compete?" True False 3. The goal of a strategic position is to create the largest gap possible between the value that a firm creates through its offerings and the cost required to create these offerings. True False 4. When pursing a differentiation strategy‚ the focus of competition is to add unique features in order to create a level of value creation that competitors cannot easily imitate. True False 5. Value drivers are considered to contribute to competitive advantage even if the increase
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significant for each of the four strategies. The results of the study are important as they support much of the literature and discussions about aligning strategic practices with the chosen strategy. Index Terms—cost leadership strategy‚ differentiation strategy‚ focus strategy‚ hospitality industry‚ Romania. I. INTRODUCTION The hospitality industry – which includes the restaurant‚ accommodation‚ entertainment and transportation businesses [1]‚ [2] is facing fiercely competition. Accordingly
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rivals in the marketplace.” (Peteraf-Gamble-Thompson‚ 2013). In addition‚ a competitive strategy helps the company provide its position and advantage in the marketplace by determining two important factors: a) a broad or narrow market focus and b) low cost or product differentiation. Case study number two is focused on Panera Bread. It was established in 1981 by entrepreneur Ronald Shaich. The company’s mission is “a load of bread in every arm. Panera has been successful with its competitive
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that Porsche has developed for more than 100 years built a strong industry barrier for new comers‚ including the aspect of capital‚ technology‚ reputation and experiences. Recently‚ Porsche modified its business strategy from focused differentiation to broad differentiation. From only sports car like 911 to more models‚ such as Cayenne SUV‚ Panamera sports sedan‚ Macan (Rothaermel‚ 2015) Here are several risks of Porsche’s repositioning. First‚
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sustainable competitive advantage. In broad terms‚ two distinct approaches have emerged from the debate about this central issue within strategy content: the positioning approach and the resource-based approach (or more accurately‚ approaches). Much of the debate has concentrated upon two key questions: Is competitive advantage achieved by concentrating on either low cost or differentiation or should a strategy seek to exploit both low cost and differentiation? Does an organisation develop strategy
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