Sustaining Superior Performance: Commitments and Capabilities Background Competitive advantage necessary‚ but not sufficient Ghemavat study on PIMS data shows convergence of high ROI and low ROI business units‚ over time‚ to mediocre ROI. Some drop in high ROI anticipated due to limited availability of high ROI opportunities. But pace and degree of convergence unexpected – article delves further into assessing reasons behind the rapid loss of competitive advantage
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fighting in the National Hockey League (NHL) and since a ban on fighting in the NHL could jeopardize the popularity of the sport‚ eliminating fighting from games may not be necessary. Over recent years‚ the amount of fighting in NHL games has been on the decline and the role of the one time "enforcer" has changed dramatically. Also‚ hockey fights bring in much needed revenue for professional teams in way of television‚ attendance‚ and concessions. The NHL deeply needs to look at what effect removing
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Patrick Kane was the 1st overall pick in the NHL Entry Draft. The Chicago Blackhawks‚ the team that he still plays for‚ drafted him. He was drafted number 1 due to his tremendous skills‚ which he showed off when playing minor and junior hockey. He is currently one of the top ten players in the NHL according to expert analysis. His NHL career‚ international play‚ and personal life have been very exciting to keep a track of to many fans. Patrick Kane’s NHL career began on July 25‚ 2007 when Blackhawks
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No. 5 - Standards of Legitimacy: In order to have a negotiated agreement that seems fair to all parties‚ the parties should utilize “standards of legitimacy.” These standards should “preferably be objective and outside of the ability of any one party to control.”6 The current procedures in place for determining fault in an officer’s behavior and assigning punishment are technically part of an official standard‚ but they are within the police department’s ability to control and thus cannot count as
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August 1995 Gary Bettman‚ Commissioner of the NHL‚ Stephen Solomon‚ COO of the NHL‚ and Rick Dudley‚ COO of NHL Enterprises‚1 met in their New York office to chart a strategy for marketing the NHL in 1995 and beyond. After a spectacular 1993-94 season‚ the NHL’s 1994-95 season had been somewhat mixed; the league had suffered a labor dispute and played an abbreviated season. But there had been important achievements. For the first time in over 20 years the NHL had a network television contract in the United
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days 3. Convince Pat Olafson not to recall the $200‚000 loan 4. Convince Pat Olafson to decrease the monthly building rent to $4‚000 5. Convince Pat Olafson to increase the $7‚000/unit payment he’s going to make to $9‚500 What is my BATNA? Reservation Price? Target? BATNA: $375‚000 owed) Reservation Price: $910‚000 to be paid by Pat Olafson ($700‚000 to be paid in 15 days‚ remaining $250‚000 to be paid in 30 days) and get guarantee from him that the $200‚000 loan will not be called back. Target: $950
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perceived by many but more of a game theory because both the bidder and the negotiator are faced by various constraints‚ which both have to develop a model with both constraints and targets and later iterate to obtain an optimum solution Here‚ again‚ BATNA (best alternative to a negotiated agreement) comes into play; both parties must go for a sacrifice. None gets exactly what he wants but goes for a better alternative. The opportunity cost of leaving the job must be lower than the cost of taking it
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Head Injuries in Today ’s NHL The National Hockey League is one of the most intense and aggressive leagues in the world. The NHL is home to the best professional hockey players in the world; professionals who perform every night for their teammates‚ coaches‚ and especially their fans. This is a league where every night players risk their bodies being knocked to the ice and punched in the face by their opponents. Because of this risk‚ the NHL needs to find a way to protect the star players they
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Reflection Journal: TEXOIL CASE Summer 2015 For the Texoil negotiation‚ I was assigned the role of the Service Station Owner. As such‚ my main objective was to sell the station and get the best possible agreement. My BATNA was $518‚000‚ which accounted the present and the next two years expenses ($478‚000) plus half of the year salary upon return from the trip ($35‚000). My asking price was 650‚000 explaining to Texoil that the market price was around $800‚000. The benchmark was the cost of constructing
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opponent. My expectation about the union’s resistant point was quite simple and as follows: Since I got strict orders to achieve at least $10 Million profit increase or to go for my BATNA (accepting strike)‚ I simply expected the union party’s resistant point to be $10 Million in profit or to go for their BATNA (go on strike). By further assuming that each increase/decrease in
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