MNM2044/201/3/2010 DEPARTMENT OF MARKETING AND RETAIL MANAGEMENT Industrial Marketing Management MNM2044 Tutorial Letter 201/2010 Guidelines for answering Assignment 01 and previous examination question 2 MNM2044/201 Contents 1. 2. 3. 4. 1 Introduction Guidelines for answering assignment 01 Previous examination question Concluding remark INTRODUCTION You are now well on your way with your studies in the 2010 academic year. I trust that you will attempt to do assignment 03 on your own and
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The Saraf Foods Investment (A) Cornell University Johnson Graduate School of Management NBA 593 International Entrepreneurship Auke Cnosssen‚ MBA ‘04 prepared this case study under the guidance of and with Professor Melvin Goldman as the basis for class discussion rather than to illustrate either effective or ineffective handling of a business situation.1 The Saraf Foods Investment (A) In August 1999‚ Vishnu Varshney‚ head of Gujarat Venture Finance Ltd. (GVFL)‚ a venture capital firm in
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Project Report on ANALYSIS OF FUNCTION AND MANAGEMENT OF IOCL OWNED OPERATED RETAIL OUTLET INDIAN OIL CORPORATION LIMITED ACKNOWLEDGEMENT Industrial training is an integral part of any management program. I feel lucky that i got the opportunity to do the training in one of the largest and most popular oil sector company‚ Indian Oil Corporation Limited. I take the opportunity to express our gratitude to all of them‚ who helped us to accomplish this challenging project in Indian Oil
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FACTORS THAT AFFECT INDUSTRIAL RELATIONS It is common knowledge that industrial relations cannot exist in isolation as it takes place within a system comprising of factors‚ each of which affects all the other factors. A change in one factor will bring about a change in each of the other factors. It goes without saying therefore that certain external forces influence the industrial relations system and in turn‚ it also impacts on the outside environment. When faced with such changes‚ it becomes important
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imposed under the National Solar Mission (NSM). Under this mission‚ solar developers were required to purchase or use solar cells or solar modules of domestic origin in order to enter into and maintain certain power purchase agreements. The domestic content requirement (DCR) measures were maintained through various instruments under Phase I or Phase II of the NSM. The US claimed that these measures accord less favorable treatment to imported products than to like products of national origin‚ therefore
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systems in the support of business functions and‚ particularly‚ cross-functional business processes • Understand the success rates‚ challenges of ERP implementation and ways to handle them • Get an overview of the SAP software for implementing the key functions of the Business Scope: 1. Understand and bring in the business value of the ERP to the organization in the context of Business strategy 2. Understand the Business Process Reengineering concepts 3. Understand the
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For Industrial Relations” (Source: http://www.ilo.org) Continuing Relevance of Industrial Relations In a globalised environment with businesses‚ money and people moving with relative ease across borders‚ the relentless pursuit of competitive advantage at the expense of all else‚ the disruption of social relationships and stability‚ the rapid outdating of knowledge‚ skills and technology‚ with learning being a life-long pursuit‚ and increasing job insecurity‚ the only certain factor is change and
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program known as Pantawid Pamilyang Pilipino Program (4P’s) that had started in 2008 inspired by the success. The Pantawid Pamilya‚ is also widely known as the Philippine Conditional Cash Transfer program‚ it is a human development program of the National Government and a social protection strategy that invests in the health and education of poor children ages 0-14 years old. As of July 2012 the program has 3‚041‚152 household beneficiaries in 1‚400 cities and municipalities in 79 provinces in all
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CASE STUDY- KEDA’S SAP IMPLEMENTATION SUMMARY: KEDA Industrial Company Ltd. (KEDA) founded in the year of 1992 is a Chinese ceramic machinery manufacturer company. Due to the nature of the primary products‚ all the departments of the company functioned independently and the problems were solved in ad-hoc manner. This helped the company to achieve efficiency in its operations. But things were not all rosy for KEDA as the disconnected business units often duplicated resulting in redundancy and
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3 Industrial engineering priorities for improved demand chain performance D.R. Towill Logistics Systems Dynamics Group‚ Cardiff University‚ Cardiff‚ UK‚ and 202 Received October 2009 Revised May 2010 Revised July 2010 Accepted August 2010 P. Childerhouse Department of Management Systems‚ Waikato University‚ Hamilton‚ New Zealand Abstract Purpose – The purpose of this paper is to exploit site-based research evidence from a range of value streams so as to prioritise the industrial engineering
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