Operating Expenses (HK) 10 List of Tables Table 1: List of Assumptions made for NPV analysis 4 Table 2: List of Limitations on NPV Analysis. 4 Table 3: Estimation of Resale value of Carrier @15th year 7 1. Introduction 1.1 Executive Summary Ocean Carriers Inc. (OCI) is an International provider of Marine transportation services mainly focussing on Dry Bulk commodities mainly iron ore and coal. OCI has offices located in New York and Hongkong. One of OCI’s customer’s is keen in committing for
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blue ocean strategy ® Go where profits and growth are – and where the competition isn’t www.blueoceanstrategy.com © Kim & Mauborgne R esearching the history of blue ocean
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References: 1. American Society on Aging. "Continuity theory: How elders find wisdom in spite of it all". http://www.asaging.org/at/at-214/continuity.html. Retrieved 2007-12-16. 2. Atchley R. C. (1989). "A continuity theory of normal aging". The Gerontologist 29 (2): 183–190. PMID 2519525. 3. Richard Schulz‚ Linda S. Noelker‚ Kenneth Rockwood‚ Richard L. Sprott‚ ed (2006). "Continuity Theory". Encyclopedia of Aging. 1 (4th ed.). Springer Publishing Company. pp
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USE OF CASE This case is designed to expose students to a client acceptance decision that includes consideration of both significant positive and negative client acceptance issues. The case has been designed to present a non-trivial acceptance decision‚ making class discussion more rich and interesting. The case is intended to go beyond the standard textbook treatment of the client acceptance decision by illustrating the subjective nature of the process and stimulating discussion of the issues
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The impact of Blue Ocean Strategy In the earlier work (See Blue Ocean Strategy: how to create uncontested market ‚ 2005) it has been argued two types of strategies: blue ocean strategy and red ocean strategy. Red ocean strategists compete to win market share in traditional mature markets and pursue either a differentiation or cost leader strategy. On the other hand‚ Blue ocean strategists‚ create new environments‚ redefine products or services or the nature of competition‚ make competition irrelevant
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FIN 555 CASE 1 Q3 Ms.Linn should not purchase the capsize carrier because the NPV is negative. a. Incremental earning forecast 1. Operating Revenue From the following Exhibit‚ We can see that from year 2003 to year 2007‚ from year 2008 to year 2012‚ and from year 2013 to year 2017‚ 8 days‚ 12 days and 16days is separately used to repair. The annual operating revenue = expected daily hire rate * (365- numbers of days for repair) 2. Operating Cost The annual operating cost
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TLFeBOOK Blue Ocean Strategy ( ) ( ) ( ) ( ) ( Blue Ocean Strategy How to Create Uncontested Market Space and Make the Competition Irrelevant W. Chan Kim Renée Mauborgne H A R VA R D B U S I N E S S S C H O O L P R E S S BOSTON‚ MASSACHUSETTS Copyright 2005 Harvard Business School Publishing Corporation All rights reserved Printed in the United States of America 09 08 07 06 05 5 4 3 2 1 No part of this publication may be reproduced‚ stored in or introduced
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“Completely free trade would be fair. ‘Fair trade’ encourages people to stay in uncompetitive sectors in which they will always be poor.” Discuss. The concept of the ‘Fair Trade’ initiative can be summarised with reasonable simplicity; “Fair Trade works to alleviate poverty in the global South through a strategy of ‘trade‚ not aid‚’ improving farmer and worker livelihoods through direct sales‚ better prices and stable market links‚ as well as support for producer organizations and communities”
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revolted and made their own religions. With the ascending of these Reformation developments‚ the Church expected to make a few changes itself. These changes appeared as teaching the ministry‚ opening religious communities‚ the Inquisition‚ and the sorting out of committees. Actually‚ despite the fact that Protestant assaults brought these changes‚ a considerable lot of these changes were required at any rate. The
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2 What is Blue Ocean Strategy? ................................................................................................................... 3 The Paradox of Strategy ............................................................................................................................ 4 Laws of Strategy ........................................................................................................................................ 5 Basic Patterns of Blue Ocean Strategy ......
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