W/J model 2 sector: to the right of Ye : Savings > Planned Investments GDP= total market value of final g&p (not measured in monetary units bla bla bla..) At Ye‚ if X = M‚ S + T = I + G ‚ Price is exogenous and constant Investment Expenditure: Total exp on machinery etc and CHANGES in total invent/stock Lower output decreases leakages Monetary accomodation is used together with fiscal policy. It uses monetary policy to offset crowding out effect C I G NX shifts IS curve‚ determined by
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CASE STUDY PREPERATION CHART Case Title: Tim Hortons Short Cycle Process Who is The Decision Maker: Tim Hortons Inc. Executive branch What is the Issue: How to continue expansion of the Tim Hortons brand Why the Issue has arisen: Tim Hortons corporate objectives are for further expansion and sustained growth When the Decision must be made: Over the course of the next year How (Case Difficulty Cube): Analytical: 2 Conceptual: 2 Presentation: 1 LONG CYCLE PROCESS A) Issue(s) to solve:
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Creating‚ delivering‚ and communicating superior customer value Evolution: Production (none)‚ sales (one way‚ marketing (two way) What can be marketed: Goods‚ Services‚ Places‚ Persons‚ Ideas‚ Events‚ Organizations‚ Information‚ Experiences. Mkt Myopia: Focusing on short-term profits instead of long-term customer relationships. CLV: NPV of all profits over lifetime of customer. Needs: Basic human requirements. Become wants when directed to specific objects. Demands wants for specific products
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ASSIGNMENT COVER SHEET Name : S. A. K. S. B. Senanayake Strategy Registration No : MSC_11_04_87 Module : Strategic Brand Management Study Center : Strategy – Sri Lanka By submitting this assignment I confirm that I understand and abide by the Strategy’s plagiarism and collusion regulation. Strategic Brand Management MSC_11_04_87 - - 1 - - | Page RATIONALE FOR CHOSEN ORGANIZATION Strategic Brand Management MSC_11_04_87 - - 2 - - | Page RATIONALE
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Chapter: - 7. PRODUCT LIFE CYCLE: - Successful new products may not last forever‚ during its life. Sales /profits generated for by-product may vary. - Variance depends on the market demand for product changing needs level is described by demand cycle curve such as: - Demand may also decline due to a change in technology. - Based on demand for a product it may be possible to create a concept that provides insights of the product’s competitive dynamics. This is called PRODUCT LIFE
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Attalla ‘Press release’‚ Hong Kong Consumer Council. • • • Please note that in this course‚ unless otherwise indicated‚ ‘product’ and ‘product category’ should be interpreted as ‘product/service’ and ‘product/service category’. 2 MKT B366 Marketing Communications Objectives By the end of Unit 1‚ you should be able to: 1 Illustrate the communication process‚ using a diagram‚ and apply it in a given marketing situation. Define integrated marketing communications‚ and discuss how
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HELP University Faculty of Business‚ Economics and Accounting Department of Business Studies Diploma in Business Level 1 & Level 2 HELP Bachelor of Business (HONS) Year 1 HELP Bachelor of Econnomics (HONS) Year 1 HELP Bachelor of Management (HONS) Year 1 Semester 1‚ 2013 - Intake 67 21 January 2013 - 3 May 2013 TIME 8.00 DAY 9.00 10.00 8.30 9.30 11.00 10.30 ACC 103 - AL1 M O N D A Y ACC 103 - BL1 Mr Steven Toh KA-A1 Mr Steven Toh ECO101 - AL1
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Operations Management: Process Analysis and Applications Module • Changing Sources of Competitive Advantage • Operational Measures: Time T‚ Inventory I‚ Throughput rate R • • • • Link through Little’s Law Link to Financial Measures Levers for Improvement CRU Computer Rentals S. Chopra/Process Flows 1 How can operations help a company compete? The changing sources of competitive advantage • Low Cost & Scale Economies (< 1960s) – You can have any color you want as long as it is black Focused
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Ch 10 Outsourcing- ↑flexibility‚ focus on core competencies‚ deve comp advantage. Increasing rapidly. Can enable: leveraging of supplier’s expertise‚ ↑in innovation. Results in: lower staffing levels‚ ↓costs‚ ↑flexibility. Strategic- Not outsourced: an item that is critical to success of product. Item requiring specizd design‚ mfging skills or equip. item that fits well w/in firm’s core comp. Make or Buy Tactical- poor supplier perf‚ changing sales demand‚ restricted mfging capability‚ mod
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Part1 7. Why are the following “effects” considered efficient market anomalies? Are there rational explanations for any of these effects? a. P/E effect. P/E effect can be considered as efficient market anomalies that can’t be explained by CAPM. If two firms have the same expected earnings‚ the riskier stock will sell at a lower price and lower P/E ratio. Thus the low P/E stock will have higher expected returns. P/E acts as a useful additional descriptor of risk‚ and will be associated with
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