THIRD DIVISION |RODOLFO J. SERRANO‚ |G.R. No. 187698 | | Petitioner‚ | | | |Present: | |
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clear understanding about these tools. The subject is proposed to be covered in four phases viz. developing conceptual knowledge‚ using the tools to simple problems with hand calculations‚ using computer to solve complex problems‚ and discussing few cases. MS Excel is used as computer package to develop simple templates to solve problems. Within available time only few OR techniques are included in the course. However‚ students are advised to familiarize themselves with other techniques on their own
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November 5‚ 2012 Marketing Case 3 Introduction Laercio Cardoso has been given the task of exploring growth opportunities for Unilever through the marketing of its products to low-income consumers in Northeastern Brazil. He has to decide how he will target and position given this market segment‚ and whether he needs to completely change the current Unilever marketing brand strategy. Recommendations I recommend that Unilever develop a new hybrid product called Juno that combines the
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Introduction Cruickshank‚ Garth & Romano (CGR) is a new real estate appraisal and consulting firm formed by Chris Cruickshank‚ Wayne Garth‚ and Richard Romano. The firm provides not only residential‚ industrial and commercial evaluations‚ but also consulting services and feasibility analyses in the National Capital Region (NCR). Richard and his two partners have worked for one of the four major NCR firms and are well known in the local real estate community. And recently‚ Richard has just completed
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Case Study 8 1. What are SMPR’s data communication needs? Much greater integration of their technology and improved communication between branch offices 2. Based on the information provided‚ do you foresee any significant problems in integrating and coordination the needed networks? If so‚ what are they? Yes‚ the problem is that not all the information will be together at the beginning of this operation and all the managers would be jealous and mad if they did
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Ferguson v Wilson (1866) LR 2 Ch App 77 ‘The company itself cannot act in its own person… it can only act through directors’‚ Cairns LJ‚ pp 89-90. Ernest v Nicholls (1857) 6 HL Cas 401 ‘[The shareholders] can only act through the directors‚ and the acts of the individual shareholders have no effect whatever on the company at large’‚ Lrd Wensleydale‚ p 419. Bushell v Faith 1969 1 All ER 1002 Where directors were empowered by the articles to increased voting rights on any resolution to remove
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Journal of Case Research in Business and Economics Coffee Wars - The Big Three: Starbucks‚ McDonald’s and Dunkin’ Donuts Michael G. Brizek South Carolina State University ABSTRACT Coffee – for some‚ a morning cannot begin without it. Many daily rituals include it. It can be seductive‚ enticing‚ and addictive. Hard-core coffee drinkers pride themselves on their coffee palettes‚ their refined ability to distinguish “good” coffee from “bad.” And once a diehard coffee drinker finds his favorite
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strategic solution for XYZ‚ while also achieving a much better long-term solution. We would require at least another two months for this process‚ while keeping the current units on a monthly contract‚ to ensure ongoing operations for the interim. Some consulting and additional training will also be needed to guarantee full success in this project. The added costs will be easily covered by the greater benefits expected from the concluding result. Details are in the attached report. I look forward to receiving
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Case 1 – Virtual Supermarkets in South Korea Situation: HomePlus‚ the South Korean affiliate of the British supermarket chain TESCO‚ intends to expand its existing network of physical supermarkets with a number of virtual supermarkets at underground stations in Seoul. The concept is simple. Consumers need to download the HomePlus app to their smartphone and as they walk along the platform (waiting for their next train to arrive) they can scan the QR-codes of the products that are projected on
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CASE PRACTICE #1 We noted in the chapter that some researchers have provided evidence that diversity training programs may not be delivering the expected outcomes. The authors interpret this evidence as a sign that corporate efforts to improve diversity are more effective when the focus is on concrete measurable goals with accountability. It may be that entrenched attitudes related to race‚ ethnicity‚ and gender are just too hard to change in short-term classroom settings. Others argue that diversity
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