Cor porate Social Responsibility in Supply Chain Management: A Case Study on NTUC FairPrice Cooperative Ltd Singapore Written by Chua Ker Sin Senior Executive Singapore Compact for CSR With contributions from Ms Evelyn Sue Wong Advisor‚ Research and Publications Singapore Compact for CSR Case Study: Singapore The case was developed with the cooperation of Singapore Compact for CSR solely for educational purposes as a contribution to the Project entitled “New Corporate Procurement
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(section 007) Office Hours: Tuesday 3:30 pm to 4:00 pm or anytime by appointment Instructional Material: Strategic Management Concepts By Frank Rothaermel - McGraw-Hill Companies‚ Inc. - 2012 – First Edition‚ Paperback - ISBN 978 0 07 732445-2 Cases for the class: available at: HBSP 1. Wii Encore? By Andrei Hagiu‚ Hanna Halaburda; Product#: 709448-PDF-ENG‚ Revision Date: Aug 25‚ 2011 2. TiVo 2007: DVRs and Beyond. By David B. Yoffie ‚ Michael Slind; Product#: 708401-PDF-ENG‚ Pub.
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Module 7 Case Study 2: Transforming customer service for BRANZ Ltd. Abstract Porter’s value chain describes a comprehensive format of creating value within any business venture. It explains how to alter business inputs into outputs that are of greater value than the initial cost of creating the same outputs. According to Michael Porter‚ analysing the chain of activities in any organization will be of more value to the output and services compared to the summation of the cost of these activities
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Jude Excell L. Morales BSCS IV-A CASE STUDY 1 You Are Your Own Worst Enemy Q1. Think of yourself as a business manager. You have employees you supervise and you are responsible for ensuring that they meet daily work quotas. But you find they are spending a couple hours per day shopping online‚ chatting with their friends through instant messaging‚ and so on. How do you motivate your employee to perform their work? How do you restrict them from non-work-elated activities without creating
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What Is Opportunity Recognition? Opportunity recognition is a process used by entrepreneurs. * Opportunity recognition‚ a theory based on entrepreneurship‚ suggests that people use a specific cognitive process to recognize the potential in a new business opportunity. The idea is based on considering past experiences‚ risks and market trends to recognize the potential in and make a decision about a business venture. There are many different theoretical models of opportunity recognition process
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organization. The course offers a broad array of cases covering several industries‚ and organizations. PEDAGOGY The pedagogy emphasizes the case study method and strategic audit as means to synthesize and organize relevant information in a logical fashion. Active discussion in class is used to exchange knowledge and debate current issues in management. COURSE REQUIREMENTS 1. 2. 3. 4. 5. 6. Assigned readings Case preparation Participation Term project Team case study presentations and written
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Module 2 Case ITM524: Foundations of Information Technology Management Dr. Mina Richards Introduction We live in an environment which changes often. In the business world‚ what is in demand today for an organization may not be a requirement for tomorrow. Smart managers know that organizations that succeed do so because they adjust to keep up with the changes that are taking place (Harmon‚ 2007). Change in business comes in many forms and affects companies in every industry. Business today
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REVIEW OF LITERATURE This chapter attempts to review different literatures on customer satisfaction with reference to hotel industry and presents various studies made regarding the issues related with hotel industry and customer satisfaction. Customer – Definitions Paul S. Goldner (2006) 1 defines‚ “…a customer is any organization or individual with which you have done business over the past twelve months”. Grigoroudis‚ E and Siskos‚ Y (2009) 2 provide definition for ‘customer’ upon two approaches:
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Bridgeton Case Bridgeton Industries is faced with a difficult decision. Manifolds have been their most profitable product but based off of their recently developed classifications for products it has fallen to the lowest class. The lowest class is then designated to be outsourced. There are many implications for the decision to stop making manifolds. If they eliminate them they are losing almost half of their sales totals ($226‚542-$93‚120= $133‚422). This would then in turn drastically reduce
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software‚ methods and tools proven by more than 5‚000 IBM BPM engagements worldwide in every industry to optimize business processes‚ drive profitable growth and increase agility needed to respond rapidly to changing customer expectations and business demands. To learn more about BPM solutions from IBM‚ please visit ibm.com/bpm.. Continued success‚ Nancy Pearson Vice President‚ BPM‚ SOA‚ WebSphere and Industry Marketing IBM Software Group Interested in becoming an IBM client reference? Please
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