Long Range Planning 43 (2010) 195e215 http://www.elsevier.com/locate/lrp From Strategy to Business Models and onto Tactics Ramon Casadesus-Masanell and Joan Enric Ricart Strategy scholars have used the notion of the Business Model to refer to the ‘logic of the firm’ e how it operates and creates value for its stakeholders. On the surface‚ this notion appears to be similar to that of strategy. We present a conceptual framework to separate and relate the concepts of strategy and business
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ljxqtk fo’ofo|ky;] vfEcdkiqj ¼N-x-½ Øekad R- 139@xksiuh;@iquewZY;kadu ifj.kke@2012 vfEcdkiqj] fnukad %& 30@09@2012 o"kZ 2012 esa lEiUu gqbZ ch-‚llh- Hkkx&rhu ijh{kk esa iqueZwY;kWdu@iquxZ.kuk gsrq vkosnu djus B.Sc. Part-III 102 102 102 102 102 102 102 102 102 102 102 102 102 102 102 103 103 103 103 103 103 402 402 104 109 109 403 403 403 403 403 403 403 4814 4820 4832 4838 4842 8843 8851 8852 8855 8858 8859 8862 8867 8871 8877 8881 8893 8895 4887 4892 4870 5288 5313 5194 5199 8995 5366 5373 5376
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Evaluación Estratégica de Proyectos "Caso Nucor" _Evaluación Tradicional y Estratégica de Proyectos._ INDICE 21. OBJETIVOS DEL INFORME 2. ANTECEDENTES DE NUCOR 2 3. EVALUACIÓN TRADICIONAL 2 3.1. ANÁLISIS DE SENSIBILIDAD EVALUACIÓN TRADICIONAL. 4 4. EVALUACIÓN ESTRATÉGICA. 5 4.1. ÁRBOL DE DECISIONES 6 4.2. ANÁLISIS DE SENSIBILIDAD EVALUACIÓN ESTRATÉGICA. 6 5. ANÁLISIS DE RESULTADOS 7 6. CONCLUSIONES/RECOMENDACIONES. 9 7. REFERENCIAS 10 8. ANEXOS: 11 8.1. FLUJO DE CAJA PLANTA 1 11 8
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early sales”‚ Operations Research‚ Vol. 44 No. 1‚ pp. 87-99. Forrester‚ J.W. (1961)‚ Industrial Dynamics‚ MIT Press‚ Cambridge‚ MA. Frazelle‚ E.H. (2002)‚ Supply Chain Strategy: The Logistics of Supply Chain Management‚ MacGraw-Hill‚ New York‚ NY. Ghemawat‚ P. and Nueno‚ J.L. (2006)‚ Zara: Fast Fashion‚ HBS 703-497‚ Harvard Business School‚ Boston‚ MA‚ available at: http://harvardbusinessonline.hbsp.harvard.edu (accessed 5 March‚ 2009). Greasley‚ A. (2005)‚ “Using system dynamics in a discrete-event
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References: AmosWEB. (2001). AmosWEB is Economics: Encyclonomic WEB*pedia. Retrieved March 2011‚ from AmosWEB: http://www.amosweb.com/cgi-bin/awb_nav.pl?s=wpd&c=dsp&k=monopolistic+competition Ghemawat‚ P.‚ & Nueno‚ J. L. (2003). ZARA: Fast Fashion. Harvard Business School .
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Marketing Plan [Yizhi Gao] [Donald Willis] 2013/2/28 i. Executive Summary This paper takes into account the marketing endeavors of one of the most renowned clothing brands in the world‚ and taking into account these accounting specifications‚ a marketing plan shall be devised to seek the viability of this brand in the region of Dallas‚ Texas‚ based on different forums and researchers. With the complications‚ with respect to the clutters‚ gaining toll in the marketing domain of the world
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" in The Interfaces of Marketing and Strategy. George S. Day‚ Barton Weitz‚ and Robin Wensley. eds. Greenwich‚ CT: JAI Press. Inc. Gensch. Dennis H. (1984). "Targeting the Switchable Industrial Customer‚" Marketing Science. 3 (Winter)‚ 41-54. Ghemawat‚ Pankaj (1986)‚ "Sustainable Advantage‚" Harvard Business Review. 64 (September-October)‚ 55-8‚ Glueck‚ William F. and Lawrence R. Jauch (1984)‚ Strategic Management and Business Policy. 2nd ed New York: McGraw-Hill Book Company. Green‚ Paul E. and V
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INTRODUCTION Corporate Scandals also known as Accounting Scandals are business scandals that originate from the misstatement of financial reporting by the executives of public companies who are trusted to run these organizations. These misrepresentations happen through overstating revenues‚ understating expenses‚ Overstating assets or understating liabilities‚ use of fictitious and fraudulent transactions and direct falsification of financial statements to give a misleading impression of the companies’
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A Case study on: Disinvestment of Public Sector Undertakings in India - An Impact Study By Pankaj Kumar Enrolment No: 10810041 MBA Batch 2010 – 12 DoMS IIT Roorkee Referenced from: Indian Journal of Finance August 2010 Authors: Dr. M.K. Ramakrishnan and Sandhya R. Introduction: In a mixed economy like India‚ historically the public sector had been assigned an important role. However‚ in the year 1991 the national economic policy underwent a radical transformation. The new policy
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5. Describe the competitive environment of the industry and how it relates to LEGO’s strategic choices. LEGO is one of the major players in its industry as it is the world’s largest manufacturer of toys in terms of sales. The environment is highly competitive and recently was largely affected by the financial crises. Since 1958‚ LEGO’s core and original product‚ composed of bricks with interlocking tubes‚ has represented a competitive advantage for the company. However‚ as the company operates
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