Jim Black: Sales Representative by Steven L. McShane University of Western Australia Perth‚ Australia This case may be used by current adopters of: S. L. McShane & M. A. von Glinow‚ Organizational Behavior‚ 3rd ed. (Boston: McGraw-Hill‚ 2005); S. L. McShane Canadian Organizational Behaviour‚ 5th ed. (Toronto: McGraw-Hill Ryerson‚ 2004); S. L. McShane & T. Travaglione‚ Organisational Behaviour on the Pacific Rim‚ 1st ed. (Sydney: McGraw-Hill Australia‚ 2003) Copyright © 1995. Steven L. McShane
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Executive Summary This report analyzed and exposed the issues facing Go Sushi‚ a small franchised retail enterprise in the take away food industry. The information received is based on interviews with owner and innovator Luigi Bertolacci‚ and research in to the external and internal environment related to Go Sushi and the take away food industry. Go Sushi first opened as a sushi train in 1999 and a further 4 trains were opened in the next 6 years. In 2006 the company’s business model was re-written
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A Place at the Table “Why can’t I go to the meetings?” Kathrine asked the engineers. “Girls don’t go to the meetings‚” her colleague said. “I can not do my work effectively if I do not have all of the data and all of the information as soon as it’s available. I need to be in that room hearing what you hear now is that against the law?” she asked. Of course‚ it wasn’t a law but it also wasn’t personal it was just protocol‚ it was just the way things had always been done. The no-woman rule was
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Case study: Go Global or No Abstract Greg McNally‚ the CEO of the DataClear had owned the data analysis market for two years to itself. But British VisiDat had starting to compete by producing beta testing of data analysis package. DataClear had the potential to expand their business in other industries such as the chemical‚ petrochemical and pharmaceutical or expand overseas to prevent their business from going down and beaten by the competitor. Issues As the British VisiDat starting to sell
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Bradley Miller 2/12/15 Seminar of Finance Case Study Ethics in Finance 1. Have I defined the problem correctly and accurately? Answer: The problem was that the WorldCom Company was falling farther and farther into debt and they needed a way out of this hard time. The CEO came to us with a plan to turn the company or in reality to make it look as if the company was headed into the right direction‚ when in fact it was not. The plan was to use other accounts that have holding money in them for other
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JIM HENSON Jim Henson was born on September 24‚ 1936‚ in Greenville‚ Mississippi. He moved to Maryland in fifth grade and throughout his childhood had a strong interest in both art and television. His grandmother was very supportive of his interests and constantly encouraged him to use his imagination. In 1954 Jim started in television performing puppets on a local channel ’s Saturday morning program. The next year‚ while studying at the University of Maryland‚ he was given a five-minute show called
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MARK101: MARKETING PRINCIPLES WRITTEN REPORT Brand: Jim Beam Product: Jim Beam White Part A: Tarah Scott – 4675769 Part B: Peter Vainauskas – 4278124 Part C: Jade Loughnan - 4266638 Part D: Natalie al-Burqan – 4672094 Part E: Completed by all members of the team Executive Summary In order to know which factors affect the performance and decision-making of Jim Beam‚ the macro environment factors/elements in the organisation’s immediate area were examined. The macro environment
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SNACKS TO GO (CASE 11) 1. Sathers’ company objective was to be one of the first companies to produce a healthy zip lock package filled with nuts and natural snacks. The objective was to tap into the market of people who led busy lives and wanted to eat a snack in a package that was resealable to enjoy at a later time. Since the Sathers’ nuts and snacks weren’t as well-known as their candy‚ they were able to build stronger brand awareness that was introduced through their Snacks to Go line. 2. In
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Blinds to Go: -Income -Fixed Costs -Variable costs per unit -Cost of Goods Sold -How to improve sales -How to increase manufacturing speed and production -Constraints: sales‚ painting‚ packaging A. Individual Participation The most valuable information provided by this course may well come from participation in class; regular participation‚ therefore is expected. Although attendance is highly encouraged‚ we recognize that not all students are able to attend each class session
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How it can go wrong - key lessons to learn from IS/IT Strategy implementation Table of Contents Introduction..................................................................................................................... 3 The implementation process ............................................................................................ 4 1. 2. 3. Begin with a feasible IS /IT strategy which aligned with the business strategy ......... 4 Organisational fit ............................
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