traduccion: Tendré que bajar a la mar otra vez‚ por la convocatoria de la marea corriendo es una llamada salvaje y un claro llamamiento a que no se puede negar -John Masefield‚ The Seekers En los últimos años‚ la llamada del mar‚ o al menos la perspectiva de un poco de relajación deckboard-ha hecho el negocio de los cruceros de más rápido crecimiento del mundo industrial.54 viajes por mar‚ por supuesto‚ han tenido un aura de misterio durante siglos‚ pero sólo en las últimas décadas la experiencia
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Celebrity Cruises was founded in 1989 by the Chandris Group‚ a Greek company originally in the shipping business. In 1997‚ the company merged with Royal Caribbean International to become part of Royal Caribbean Cruises Ltd. The parent company was determined to keep the two brand’s marketing and operations separate in order for each to target their own market segments. Royal Caribbean Cruises Ltd. operates not only Royal Caribbean Cruises but also Celebrity Cruises‚ Azamara Club Cruises‚ Pullmantur
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November 28‚ 2012 November 28‚ 2012 Aisling Lynch C09687271 Aisling Lynch C09687271 Stratgic management the value chain concept: literature review and application analysis on IKEA Stratgic management the value chain concept: literature review and application analysis on IKEA Contents * Introduction * Origination * Porter’s Value Chain Concept * Linking of the Value Chain * Focus on External Sources * The Future - Conclusion * Ikea Example * References Declaration I‚
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Introduction In this assignment I will try to analyze the cruise industry through a PESTLE analysis‚ which analyses the political‚ economical‚ social‚ technological‚ legal and environmental external factors that influence this particular industry. Business is considered an economic system in which goods and services are exchanged for money‚ on the basis of their perceived worth. Every business requires some form of investment and a sufficient number of customers to whom its output can
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Introduction The cruise industry has been growing between 1990 to 2005‚ recording an expansion of passenger level from 4.4 million to 13.9 million.1 The growth has led to cruise industries to build larger and diversified ships‚ and to provide more local ports‚ destinations and new on-board or on-shore activities that match demands of consumers.2 In order to cope with the global trend and become a leading regional cruise hub‚ the Kai Tak Cruise Terminal was built in May 2010 and
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Strategic Business Value/Supply Chain Analysis: Table of Contents Section 1 – Executive Summary3 Section 2 – Introduction 4 Section 3 – Nestlé Background 5 3.1 Brief History 5 Section 4 – Literature Review – The Value Chain 6 4.1 The Value Chain 4.2 Nestle and Porter’s Value Chain6 Section 5 – Nestlé Strategies 7 5.1 Creating Shared Value7 5.2 Sustainability8 5.3 International Competitive
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Recoverability Test and Calculation of Impairment Loss Alternative Analysis Summary and Recommendations Appendix Operates one cruise ship that is financed with nonrecourse debt. Decline of 30% in cash flow due to presence of pirates. Financial position as of December 31‚ 2010 ($ in millions) • • • • • Cruise Ship Estimated Fair Value Net Book Value Net Carrying Value Nonrecourse Debt Net Working Capital (Directly Attributable) Remaining Useful Life of Asset $3.0 $4.6 $4.0 $0.1 5 years Management
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The elements of Navico’s value chain that conferred competitive advantage According to the information from Navico’s Case. Navico a Margate-based maker of marine communications and instrumentation equipment had growth from nothing to a respected position in the British market over six years. Mr. James Flynn OBE‚ the managing director of Navico realized that the business seems to have stopped growing since then. The following are the elements of Navico’s value chain that conferred a competitive
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(2003) 1–23 Value chain analysis in interfirm relationships: a field study Henri C. Dekker∗ Amsterdam Research Center in Accounting (ARCA)‚ Vrije Universiteit Amsterdam‚ De Boelelaan 1105‚ 1081 HV Amsterdam‚ The Netherlands Received 20 October 2001; accepted 4 December 2002 Abstract Interfirm relationships introduce new challenges for management accounting. One such challenge is the provision of information for the coordination and optimization of activities across firms in a value chain. According
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