Mr H Sheh Subject: Marketing Assignment No 1 Fun Spot –Case study Submitted by: Abdul Hameed Malik NUML 2009 Fun Spot Amusement Park Case study Requirement 1: Summary of the Case 1. Mr. Ron Hart and his wife Gail started a small business (Fun Spot Amusement Park) in 1985‚ for the weekenders coming to the lakes in the rural area with a very meagre resources and facilities. 2. The business later developed so well that‚ today large crowds of people (families‚ children
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References: * www.google.co.in * www.wekipedia.com * www.dell.com * Dell Annual Report‚ 2000&2001 * Frances. X. Frei.‚ Amy. C. Edmondson‚ “Dell Computers(A): Field Service for Corporate Clients”‚ Harvard Business School‚ Case No: 9-603-067.
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Bitstream Case Analysis | | | | | | | | Submitted by Group 4‚ Section D Members Anjel Joseph Chinmay Nahar Kishlai Kumar Rashmi Shukla Ravi Maheshwari Udit Bokaria Submitted by Group 4‚ Section D Members Anjel Joseph Chinmay Nahar Kishlai Kumar Rashmi Shukla Ravi Maheshwari Udit Bokaria CASE BACKGROUND \\ Bitstream // * Founded in 1981 * Initially created as a company that would digitized type fonts for display screens and printers. * By 1992
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growth continues be driven by its core Values. Wipro has implemented a 360 degree appraisal process within which Mr. Premji himself is appraised by the board of directors and Sr. Management. In this case we would study the 360 degree appraisal process and leadership program in Wipro. CASE BODY “Wipro is ranked 4th in the ‘Top Companies for Leaders’ in India‚ 5th in Asia Pacific region and 20th globally “ Fortune Magazine “Wipro Leads In Global IT Infrastructure Outsourcing” EFY News
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w rP os t S 910D05 OPERATIONS STRATEGY AT GALANZ op yo Dr. Stephen Ng and Barbara Li wrote this case under the supervision of Professors Xiande Zhao‚ Xuejun Xu and Yang Lei solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Richard Ivey School of Business Foundation
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a marketing project that I had launched with two partners. Scarcity of funds forced us to give up on our passion. While I was forced to revert back to my old profession of legal consultancy‚ I realized through a long period of alienation with my consulting job that I could never be “great” at what I do because of lacking enough passion for consultancy. Through a rigorous process of self reflection‚ I stumbled upon the precious truth that my heart was not in my consultancy job. I‚ however‚ decided
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Case 3 LEADERSHIP STYLES AND MOTIVATION TO WORK Brako is a small manufacturing company that produces parts for the automobile industry. The company has several patents on parts that fit in the brake assembly of nearly all domestic and foreign cars. Each year‚ the company produces 3 million parts that it ships to assembly plants throughout the world. To produce the parts‚ Brako runs three shifts with about 40 workers on each shift. The supervisors for the three shifts (Art‚ Bob‚ and Carol) are experienced
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Why has DFA’S small stock fund performed so well? 3. Why has DFA’s small stock fund performed so well? We conclude 6 reasons for the stellar performance of DFA’s small stock funds: 1) Distinct Investment Strategies. Dimensional founders believed passionately in principle of "passive" stock market investing. As passive investors believe in the so-called efficient market theory‚ which maintains that almost no one can be smarter than the market as a whole in the long run. Hence DFA buy and hold
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1. What are Simpson’s dilemmas? Michael Simpson obtained his MBA two years ago and was working in the consulting division of Avery McNeil. He was recently promoted to manager‚ but his salary was not increased. He heard that the firm paid the new MBA’s and one of his colleagues higher salaries than him‚ while they were not assigned nearly the same level of responsibility. He was considering whether to stay or to explore opportunities with other companies. In this situation‚ what dilemma did Michael
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Question 1: Management consulting firms did very well on a per-employee basis‚ partly because they are mostly comprised of managers (as opposed to blue-collar or entry-level workers). How big a factor do you think composition of the workforce is in the likelihood of producing a CEO? The management consulting firms mostly comprised of managers‚ this is very favourable for producing a CEO. Managers generally with corresponding authority and responsibility‚ have certain management ability is engaged
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