Profile Top Glove is a public limited liability company that produces rubber glove incorporated in Malaysia in 1991. Top Glove was starting with only one factory with 3 production lines in 1991. In this day and age‚ Top Glove had becomes the largest rubber glove manufacturer in the world with its number of factories has been increases to 19 and the number of production lines has been increase to 355. In addition‚ the total pieces of gloves produced also increase to 31.5 billion per year and Top Glove
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Introduction Top glove is the largest rubber glove manufacturer in Malaysia. Its inception in Malaysia was at 1991 and it has the history of 19 years. Top glove produce many types gloves‚ apron‚ and some rubber product (Top Glove‚ 2010) (Appendix A). In January 2010‚ production of natural rubber rose 12.3 % compared to December 2009. It increased of 48.4 % in yearly basis which about 35‚524 tons of natural rubbers. In imports‚ natural rubber was 73‚216 tons and decrease 10.8 %. The main import
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better strategy in pursuit of its mission. Strength Top Glove Corporation has a largest market share in glove industry. This company produces a high quality gloves. Besides that‚ Top Glove Corporation is a global presence company which they export their product to more than 180 countries worldwide. Top Glove Corporation has established the Top Glove Foundation to empower‚ employees based on merit‚ the needy and the less fortunate. Top Glove Foundation provides their funding for charitable purposes
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Tan Sri Dr. Lim Wee-Chai (Appointed Chairman in 2000‚ aged 49) Chairman Founded Top Glove in 1991‚ totalling 26 years of experience in the latex industry. Former president of the Malaysian Rubber Glove Manufacturers’ Association (MARGMA)‚ board member of the Malaysian Rubber Board‚ and Director of the Association of Malaysia Medical Industries. Tan Sri Datuk (Dr.) Arshad Bin Ayub (Appointed in 2000‚ aged 79) Independent Non- Executive Director Former Deputy Governor of Bank Negara Malaysia
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Core Competencies Core competencies are the essential capabilities that create a firm’s sustainable competitive advantage. Based on experience‚ knowledge‚ and know-how‚ they are built up over time and cannot be easily imitated. For this reason‚ products and technologies are seldom core competencies. The advantage they provide is short-lived‚ and other companies can readily purchase‚ emulate‚ or improve upon them. Core competencies are more likely to be processes. Processes cut across functional
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develop strategies to gain a competitive advantage. One way an organization establishes competitive advantage is through the use and development of core competencies. Core competencies are the value created activities that allows a company to achieve efficiency‚ quality‚ innovation‚ or customer responsiveness (Jones‚ 2010). Two specific core competencies that give an organization a competitive advantage are functional and organizational resources. Functional resources are simply the skills possessed
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The Impact of Core Competencies on Competitive Advantage: Strategic Challenge Jehad S. Bani-Hani Department of Business Administration‚ Jadara University‚ Irbid‚ Jordan E-mail: dr_jbanihani@yahoo.com Tel: +962-777404102; Fax: +962-2-7201210 Faleh‚ Abdelgader AlHawary Department of Business Administration Applied Science Private University‚ Amman‚ Jordan E-mail: Alhawary2002@yahoo.com Tel: +962-795777198; Fax: +962- 6- 5232899 Abstract This study examines the impact of core competencies on competitive
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Three Core Competencies Jean M Brennan Excelsior College Abstract There are many core competencies needed by a graduating student into the field of nursing. Many are defined‚ but many also remain unnamed. This paper will address only three of those defined core competencies. The difference between a new nursing student and a senior one can be seen in
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According to this article‚ core competencies involve many different people on many different levels. Core competencies are concepts that are enhanced as they are used; unlike physical assets of the company that become outdated with time and deteriorate‚ core competencies develop as they are shared and applied throughout. The concept has three key requirements for a company to view it has a central means to its way the company or employees work. One requirement for a core competency is that it is not easy
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Core Competencies South University Online NSG5000 Week 4 Assignment 2 Vicki Rostis September 12‚ 2014 Core Competencies Hamric‚ Hanson‚ O’Grady & Tracy (2014) define competencies as “a broad area of skillful performance.” Competencies include activities implemented by advanced practice nurses while providing direct patient care and the processes‚ knowledge and skills used in all aspects of advanced practice. There are seven core competencies associated with the advanced practice registered
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