E-Library - Requirements Specification Author: Jíri Walek Status: Draft Contents 1. Introduction 2 1.1. Overview of the E-Library System 2 1.2. Keywords 2 1.3. Abbreviations and Terms 2 2. Administration Requirements 3 1.4. Types of User Accounts and Permissions 3 1.5. Administration Interfaces 3 3. User Requirements 4 1.6. Online User Registration 4 1.7. User Login/out 4 1.8. Catalog Search 4 1.9. Catalog Quick Search 4 1.10. Catalog Browsing 5 1.11. Advanced Catalog Browsing 5 1.12. Create Select
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Corporate Finance and Strategy 2 The five types of successful acquisitions 10 McKinsey conversations with global leaders: David Rubenstein of The Carlyle Group 21 Why Asia’s banks underperform at M&A 25 Five ways CFOs can make cost cuts stick 8 A singular moment for merger value? 32 The right way to hedge 2 The five types of successful acquisitions Companies advance myriad strategies for creating value with acquisitions—but only a handful are likely to do so. Marc Goedhart‚ Tim Koller
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Maintainability 3.6.5 Portability 3.7 Organizing the Specific Requirements 3.7.1 System Mode 3.7.2 User Class 3.7.3 Objects 3.7.4 Feature 3.7.5 Stimulus 3.7.6 Response 3.7.7 Functional Hierarchy 3.8 Additional Comments 4. Change Management Process 5. Document Approvals 6. Supporting Information 1. Introduction The following subsections of the
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Acquisitions versus Greenfield investments: International strategy and management of entry modes Anne-Wil Harzing Two possibilities when expending to foreign markets: 1) Non-equity or equity entry mode 2) When chosen‚ decide between acquisition and Greenfield This paper investigates how a firms’ strategy will influence the entry mode decision of the firm (MNC) and investigates whether acquisitions and Greenfield subsidiaries are being managed in the same or in a different way. Two types
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Tata Motors Acquisition of Daewoo Commercial Vehicles Table of Contents Introduction 3 Tata Motors 3 Daewoo Motors 4 Strategic and Economic Aspects behind the Acquisition 5 Strengths of Daewoo Motors 7 The Challenges 9 The major potential synergies from the deal: Realisation of the same 11 Conclusion 13 Reference 14 Bibliography 16 Introduction This report will look into the case of Tata motors and Daewoo Commercial Vehicle
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STRATEGIC MANAGEMENT INTERIM REPORT TATA MOTORS-JAGUAR LAND ROVER ACQUSITION Table of Contents Executive Summary 3 Introduction 4 SWOT Analysis of Ford Motor Co 5 Business Strategy of Ford 6 SWOT Analysis of Tata Motors 7 Why Acquisition 9 Future study 9 References 10 Executive Summary: This project aims at analysing the acquisition of Jaguar Land Rover by Tata Motors. Jaguar and Land Rover brands were
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Quebec BT = one of 3 major operating groups of Bombardier Inc. (BBD)‚ headquartered in Montreal‚ Canada. BBD = one of the world’s largest manufacturers of passenger rail cars BBD recently completed acquisition of Adtranz from DaimlerChrysler‚ headquartered in Berlin‚ Germany Acquisition would expand BT’s revenues & geographic scope; increase BT’s competencies in propulsion systems & train controls; complete its product portfolio Before deal is solidified BT requires regulatory approval
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Process of Lenovo and IBM Cross-Border Mergers and Acquisitions Cross-border mergers and acquisitions are very complex investment activities. The process of mergers and acquisitions involve all aspects of professional knowledge‚ only depend on both sides of enterprise is difficult to complete. In the process of Lenovo mergers IBM PC business‚ the functions of intermediary organizations are very important. Such as in 2003‚ Lenovo hired Mckinsey as their strategic consultant to comprehensive understanding
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purpose of this study about Library System is to show how the system helps the librarians‚ the students and faculty . The study focuses on borrowing and returning process of the books. The role of the integrated library system is‚ and always has been‚ to help manage the effective delivery of library services. This has traditionally been anchored on the management of the catalogue and physical
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There had been some calls‚ over the prior couple of years‚ for ABN AMRO to break up‚ to merge‚ or to be acquired. On February 21‚ 2007‚ the call came from the The Children’s Investment Fund Management hedge fund which asked the Chairman of the Supervisory Board to actively investigate a merger‚ acquisition or breakup of ABN AMRO‚ stating that the current stock price didn’t reflect the true value of the underlying assets. TCI asked the chairman to put their request on the agenda of the annual shareholders’
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