* CASE STUDY * PLANT LOCATION PROBLEMS * During 1970 government of india decided to expand the steel production under public sector units (psu). Three locations were selected to set up the plant. 1. Vijayanagar steel plant in bellary Karnataka. 2. Salam steel plant in TN. 3. Vizag steel plant in AP. * A panel of eminent personalities was formed to analyze the locations. * The important raw materials for steel are : 1. Iron ore : should contain atleast 60% of
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Burg‚ Shayna ********************************************************************************************************** 1. If you were the president of a company‚ what values would you promote? What values would guide you in dealing with people‚ products‚ prices‚ and profits? Student Answer: If I were the president of a company‚ there are several different values that I would promote. When dealing with employees and consumers or clients‚ I would promote respect and service. Respect
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Case 9 Eastern Waves‚ Inc. Summary Mr. Patton‚ vice-president of purchasing for Code C‚ Inc.‚ is concerned about a price increase from a Malaysian supplier. Last summer Code C was celebrating a 60 percent cost reduction based on replacing their major specialty steel supplier with Eastern Waves‚ in Kuantan‚ Malaysia. Eastern Waves is a small steel manufacturing company in Malaysia. It has several plants in Malaysia and China and produces various downstream steel products such as angle steel
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Evidence Title and Description Units: LD OP 303: Promote Active Support 1.1 Compare the characteristics associated with active support and the hotel model in relation to an individual’s support Active support enables this‚ and encourages the service user to do as much as they can according to their abilities‚ whereas the hotel model is based around institutional experiences‚ where everything is done for the service user‚ like you would expect when you use a hotel. The hotel model is a model that
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Introduction This paper analyzes the case article entitled “IKEA: Design and Pricing”. It aims to analyze IKEA’s business strategy of introducing its “good quality at low price” products in North America and identify the factors and strategies that IKEA must consider and apply to ensure its success. IKEA’s Challenge: Products Success in North America IKEA is known for its product strategy of providing low cost household items. This is made possible through IKEA’s constant process of driving
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THE EYE. The normal sighted human eye perceives an object which is ‘described’ by light rays and how they are bent by it . Usually‚ the image of the object is picked up on the retina‚ on the area of the Central Forea as an upside down picture which is then ‘righted’ by the brain in order that the object may be seen. Different distanced objects are perceived by the eye and the lens is the part that makes this possible. Objects which are close to the eye are seen by the eyes’s lens becoming thicker
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We go to school to learn and study. What’s strange is why we still have to study things that can’t be applied to our everyday lives. Like in math‚ why do we have to study X and Y when it wouldn’t be applied in real life. It’s not like we’re going to buy in the department store and the cashier would say this cabbage price is x5 – y9. That would be ridiculous. We can’t apply that to our daily lives. So why do we have to study such things. When guys flirt with a million of girls some would say
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Intel’s key stakeholders: its customers. To achieve this Intel uses the following key drivers (which are discussed in detail in Question 2): *Market leadership and Innovation *Research and Development *Strategic Alliances *Good Human Resource Management *Benchmarking *Branding KEY INNOVATIONS Innovation has always been a key feature in Intel’s history. In this section we summarise the major innovations brought out by Intel: 1969SRAM (bipolar static random access memory); 1971EPROM 1702 (erasable
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Exotic disease management has changed over the past 100 years in the US in many ways. In 1904 an exotic blight was transported from Asia. The disease‚ known as the American Chestnut Blight‚ moved an average of fifty miles per year. Most of the spread was due to the lack of knowledge about tree disease and the spread. Loggers contributed to the spread by tracking mud on their shoes and tools through the woods. There were not any forms of disease prevention or management practices that helped reduce
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the company goal. The control activities is to implement management for the risk situation. They also to checking the report so that the can analyse that weather they achieve the goal and the objective. To improve the organisation process Committee of Sponsoring Organizations (COSO) provide second control framework it called Enterprise Risk Management – Integrated Framework (ERM). ERM is the procedure of the board of the managers and management that can use the set of the plan‚ find event that can
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