SWEATSHOPS: UNLOCKING THE POWER OF POVERTY Introduction How should Global Corporations behave in a period of Globalisation filled with International competitors and cheap imitators? It has been argued that such competitive pressure is likely to create new lows in global labour standards. In an attempt to remain competitive‚ Corporations cut costs by paying lower wages‚ hiring child labour‚ and imposing unsanitary working conditions on their workers. From this perspective‚ globalization is
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Management Communication Quarterly http://mcq.sagepub.com/ Effective Crisis Management through Established Stakeholder Relationships : Malden Mills as a Case Study Robert R. Ulmer Management Communication Quarterly 2001 14: 590 DOI: 10.1177/0893318901144003 The online version of this article can be found at: http://mcq.sagepub.com/content/14/4/590 Published by: http://www.sagepublications.com Additional services and information for Management Communication Quarterly can be found
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difficult but not impossible; it just requires some hard thinking and some hard decisions. Where are the leaders with the vision to take up the challenge?"1_ The keywords in the above excerpt are "workers"‚ "solutions"‚ "leaders" and "challenge". Nike Inc.‚ the world _LEADER_ in the athletic footwear‚ apparel‚ equipment and accessories for sports and accessories for sports and fitness enthusiasts2‚ faces today the _CHALLENGE_ of finding appropriate _SOLUTIONS_ to the sweatshop conditions for the
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world? In 2005‚ Nike released reports of multiple audits it conducted in its supply chain. Said report brought to light serious unethical violations. In half of the shops visited‚ workers were being poorly treated. The victims have little or no access to water and restrooms during work hours; they work more than 60 hours a week for wages below the legal minimum. Moreover‚ workers are literally being forced to work overtime and those who still refuse are severely punished. Nike is trying to change
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DENMARK CORP 3364 Crisis and Business Continuity Management An Analytical Evaluation On Toyota’s Crisis of Unintended Acceleration Submitted By: Ram Prasad Kadariya P11016207 Nov. 28‚ 2011 Tutor: Sven-Eric Bruhn Bertelsen Toyota Crisis of Unintended Acceleration Definition Any company smaller or larger can have a crisis sooner or later and that can have serious negative impact on it. Pearson and Clair ( 1998 ) as cited in Crandal‚ Pamel and Spillen ( 2010 ) define crisis as an event with
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Nivea Case 1. What is the market’s perception of the Nivea family brand on each of the a ollowing dimensions? a. Performance Nivea decided to create a family of products that symbolically could be represented as the “Nivea universe”. The company had a “mono-product” philosophy which means there would be only one product promising consumers universal application in each product category. b. Imagery Early ads established the image of the Nivea woman as
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M1 – Cadburys and Topshop are both businesses that strive to produce effective marketing techniques in order to sell their products. Although both have a wide range of consumers‚ their marketing techniques are both slightly similar and very different. Differences Cadburys offer mass production of every individual product on offer in over 1‚000 stores. However Topshop offer limited amounts of each product in designated Topshop stores and online. Cadburys offer prizes with special chocolate
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Executive Summary Wanting to add Nike’s share to her portfolio‚ Kimi Ford asked her new assistant‚ Joanna Cohen‚ to estimate Nike’s cost of capital. Cohen‚ later‚ came up with the cost of capital of 8.4% that was contradicted to Ford’s cost of capital of 12%. This report points out flaws of Cohen’s assumption and recalculates the WACC to obtain the most accurate cost of capital. In the cost of equity calculation‚ we will use CAPM‚ the dividend discount model (DDM)‚ and the earnings capitalization
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Mini Case: Nike’s Decision Nike‚ a U.S.-based company with a globally recognized brand name‚ manufactures athletic shoes in such Asian developing countries as China‚ Indonesia‚ and Vietnam using subcontractors‚ and sells the products in the U.S. and foreign markets. The company has no production facilities in the United States. In each of those Asian countries where Nike has production facilities‚ the rates of unemployment and underemployment are quite high. The wage rate is very low in those
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Nike has been accused of using child labor in the production of its soccer balls and shoes for Nike in Pakistan. While Pakistan has laws against child labor‚ the government has taken very little action to terminate it. It is said that only a boycott by the United States and other nations will have any impact on child-based industries. In addition‚ the U.S constitution states that child labor is an illegal and inhumane practice and any U.S. company found guilty practicing and encouraging it will
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