FINA 6092 Advanced Financial Management Harvard Business School Case Study ! Shenzhen Development Bank Case Report Section A: Group 6 Name CATALOGUE PART 1: BACKGROUND INTRODUCTION ..................................................................... 1 PART 2: THE INVESTMENT VALUE OF SHENZHEN DEVELOPMENT BANK ..... 1 PART 3: RISK ANALYSIS .................................................................................................... 2 PART 4: RISK CONTROL .........
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Introduction to Case Study by Winston Tellis+ The Qualitative Report‚ Volume 3‚ Number 2‚ July‚ 1997 (http://www.nova.edu/ssss/QR/QR3-2/tellis1.html) -------------------------------------------------------------------------------- Abstract This paper is the first of a series of three articles relating to a case study conducted at Fairfield University to assess aspects of the rapid introduction of Information Technology at the institution. This article deals with the nature of the problem
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06-4702-Conklin.qxd 5/10/2005 6:00 PM Page 561 6 INTEGRATIVE CASES I n this chapter‚ the objective is to discuss cases that draw on the frameworks and perspectives developed throughout the casebook and that include important issues from each of the earlier chapters. GM IN CHINA For GM China‚ the year 2004 brought a wide variety of new challenges that added to an already complex business environment. The industry structure was changing quickly. Demand and supply projections
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CASE STUDY SOLUTION OF PROFESSOR’ LALU SCRIPTS INDIAN RAILWAY’S TURNAROUND FOR PRODUCTION AND OPERATION MANAGEMENT CASE-1 ‘PROFESSOR’ LALU SCRIPTS INDIAN RAILWAY’S TURNAROUND Summary In December 2006‚ as many as 137 undergraduate students from the universities of Harvard and Wharton gathered to listen Indian Railways minister‚ Lalu Prasad Yadav at Rail Bhavan. These foreign universities had expressed to know how Lalu converted the loss making Indian Railway into Rs. 20 billion profit making
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A Conceptual Model of Expatriate Turnover Author(s): Earl Naumann Reviewed work(s): Source: Journal of International Business Studies‚ Vol. 23‚ No. 3 (3rd Qtr.‚ 1992)‚ pp. 499-531 Published by: Palgrave Macmillan Journals Stable URL: http://www.jstor.org/stable/155094 . Accessed: 09/10/2012 02:27 Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use‚ available at . http://www.jstor.org/page/info/about/policies/terms.jsp . JSTOR is a not-for-profit service
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managers can learn by walking around and having daily contact with line employees that they might not be able to learn from looking at data and reports? Managers reserve time to walk through departments regularly‚ form networks of acquaintances in the organization‚ and get away from their desks to talk to individual employees. The management uses this style at to learn more about the challenges and opportunities their employees were encountering. Through walking manager knows about the employee’s
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Information systems for managers Case study: Outrigger Hotels and Resort The solution is here… Magic Data The solution is here… Fama NDIAYE Question 1-The current IS resources of Outriggers: 1. Technical Resources: * Hardware(Personal computers; Routing equipment). * Software (Stellex‚ in 1987; Stellex 2.0‚ in 1992; centralized IT systems; E.Piphany; JD Edwards). – Appendix 1 * Networking comportments of IT infrastructure (XML interface; Electronic interface; IBM AS
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International HRM Case Study Individual Assignment Background information on the Organization Brunt Hotels‚ PLC‚ owns more than 60 hotels throughout the United Kingdom. They recently acquired a small hotel chain headquartered in France. Brunt’s chief executive decided that half of the new hotels in France would be retained and re-branded as part of the Brunt Hotels Group; the other half will be sold. This will support Brunt’s strategic objective of growing the organization slowly to make
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CASE STUDY: THE GENERAL MANAGER I. TIME CONTEXT Acme Kemico‚ a small chemical outfit‚ was established in the early part of 1986. It was started as a single proprietorship selling paints and house sprays. The office set-up was composed of nine persons namely: a General Manager who was also the owner of the company; an Office Manager who served as the recruiting officer‚ accountant and overall supervisor; a lawyer who acted as the company’s legal counsel; five salaried salesmen who are directly under
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elements that are almost impossible to control by Starbucks management include: • • • • Sovereign risks - governments of foreign countries may change their fiscal and monetary policies affecting the operations of Starbucks. The Prices of coffee in world commodity markets - prices may be affected for example by natural disasters like droughts. Changes in customers’ disposable income - for example due to economic downturns. Fluctuations in world currency rates. 2. What are the major sources
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