UNIVERSITY OF GHANA BUSINESS SCHOOL EMBA 612: HUMAN RESOURCE MANAGEMENT A CASE STUDY ON THE CAMBRIDGE CONSULTING GROUP GROUP 6 MAY 2012 MEMBERS OF GROUP 6 1. Nishchal Mahajan 2. Abdul Majeed Rufai 3. Joyce Poku 4. Isaac William Mensah 5. Amy Asare 6. Robert Azu 7. Ivan Afram Attafuah 8. Ursula Neequaye 9. Michael Lawal 10. Rockson Afetsrom 11. Stella
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Interview Preparation Guide for the Deloitte and Touche Management Consulting Case SKS Meeting Details Name: Roger Kramer Position: CFO of SKS Meeting time: Monday October 15‚ at 4:00 p.m.‚ at his office Length of meeting: 45 minutes Appointment confirmed? Yes Who else is coming? Another consultant‚ waiting for confirmation Meeting Objectives: 1.Introduce myself and the purpose of the engagement 2.Allay any fears and concerns that he might have regarding the engagement 3.Create a rapport
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Management consulting - To the brainy‚ the spoils As the world grows more confusing‚ demand for clever consultants is booming May 11th 2013 | NEW YORK |From the print edition ELITE management consultancies shun the spotlight. They hardly advertise: everyone who might hire them already knows their names. The Manhattan office that houses McKinsey & Company does not trumpet the fact in its lobby. At Bain & Company’s recent partner meeting at a Maryland hotel‚ signs and name-tags carried a discreet
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Table of contents 1.0 Introduction 2 2.0 New Product Development of SK-II 3 2.1 Strategy 3 2.2 Idea Generation 4 2.3 Screening 5 2.4 Concept development and testing 6 2.5 Business analysis 7 2.6 Product Development and Testing 8 2.7 Test Marketing 8 2.8 Commercial and launch 9 3.0 Critical Issue of SK-II 11 4.0 Conclusion 12 References: 13 1.0 Introduction The Procter & Gamble Company (P&G) boasts boatloads of brands. The world ’s top maker of household products
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The Great SK Debate: Do we really need the Sangguniang Kabataan? Allegations of corruption by inefficient‚ ineffective‚ and non-performing Sangguniang Kabataan (SK) officials have caused mounting calls for its abolition from various sectors and officials‚ including no less than President Benigno Aquino‚ Jr. himself‚ and Department of Interior and Local Government (DILG) Secretary Jesse Robredo. Ironically‚ the very author of Republic Act No. 7160 or the Local Government Code (LGC) which created
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bills in the House of Representatives on reforming or abolishing the Sangguniang Kabataan (SK). The SK is a barangay-based youth government‚ which comprises of one SK chairperson and a set of SK councilors per barangay‚ all of whom are elected along with the barangay officials. Furthermore‚ this youth government is fairly represented in the legislative body of the cities/municipalities as the president of the SK Federation has a seat in the policy-making bodies such as the Sangguniang Panlungsod or
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BOSTON CONSULTING GROUP MATRIX ( BCG ) This technique is particularly useful for multi-divisional or multiproduct companies. The divisions or products compromise the organisations “business portfolio”. The composition of the portfolio can be critical to the growth and success of the company. The BCG matrix considers two variables‚ namely.. N MARKET GROWTH RATE N RELATIVE MARKET SHARE The market growth rate is shown on the vertical (y) axis and is expressed as a %. The range is set somewhat
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specified The buyer is expected to satisfy all obligations The contractor is expected to perform to the buyer’s expectations (ASC-605-35-25-57). LabCo’s primary business concerns involve designing and manufacturing of industrial-sized machinery that is used by its customers in a variety of manufacturing ways‚ which satisfy the contact clause of the codification (ASC 605-35-15-2‚3). The codification goes on to state that the percentage-of-completion method depends on the ability to make reasonable dependable
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ASSIGNMENTS: Materials: Cambridge Consulting Group: Bob Anderson (496023) Assignment: 1. Does Bob Anderson have a problem‚ or are these the musings of an overly successful partner? Bob has a problem: lack of vision and long range thinking for the business. Bob also has some unresolved issues with his colleague John Burgess‚ which is affecting his sense of direction. 2. If he has a problem‚ how would you describe it? He is ignoring important warning signs in his business and personal life
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usage becomes simpler39 “Mobile” advertising is dead. Long live tablet and smartphone advertising43 All‑you‑can‑app46 The looming spectrum shortage: worse before it gets better49 Endnotes52 Recent Deloitte thought leadership63 Contacts at Deloitte Touche Tohmatsu Limited (DTTL) and its member firms64 Technology‚ Media & Telecommunications Predictions 2013 1 “ ur aim with Predictions is to O catalyze discussions around significant developments that may require
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