Names: ______________________________ ______________________________ ______________________________ ______________________________ Week 1 Lab Goals: 1. Choose your lab group. 2. Learn about lab safety. **IMPORTANT – All students are expected to wear a lab coat and goggles in lab at ALL times. As well‚ you are not permitted to wear shorts or open-toed shoes. If you are not dressed appropriately for lab‚ your TA will dismiss you. You are permitted to return to lab with proper attire
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leaving? Six commentators offer expert advice. Growing Pains by Robert D. Nicoson • Reprint 96408 Waterway’s CEO is rethinking his compensation policies. Maybe he should be rethinking his business strategy. H B R CAS E ST U D Y Growing Pains by Robert D. Nicoson COPYRIGHT © 1996 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. “I’m challenged and motivated where I am‚ and I like the company. You know that. But I’ve got to say I’m interested in the opportunity you’re describing
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Weiss I 122 Harvard Business Review | Studies show that the number of corporate alliances increases by some 25% a year and that those alliances account for nearly a third of many companies’ revenue and value – yet the failure rate for alliances hovers between 60% and 70%. And despite an abundance of advice on how to make alliances work‚ that dismal record hasn’t improved in the past decade. The conventional advice from the experts is quite consistent: Create a solid business plan backed up
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When You’ve Got to Cut Costs A practical guide to reducing overhead by 10%‚ 20%‚ or (wince) 30% by Kevin P. Coyne‚ Shawn T. Coyne‚ and Edward J. Coyne‚ Sr. 74 Harvard Business Review May 2010 HBR.ORG Kevin P. Coyne (kevin@ thecoynepartnership.com) is a professor at Emory University’s Goizueta Business School and a former senior partner at McKinsey & Company. Shawn T. Coyne (shawn@ thecoynepartnership.com) is a consultant specializing in innovation‚ marketing‚ and organizational leadership
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The Coher Premium 86 Harvard Business Review June 2010 1191 Jun10 Leinwand REV.indd 86 5/4/10 10:42:19 AM HBR.ORG Paul Leinwand (paul. leinwand@booz.com) is a partner at Booz & Company in Chicago. Cesare Mainardi (cesare. mainardi@booz.com) is managing director of Booz & Company’s North American business and is a member of the firm’s executive committee. ence Is your company disciplined enough to focus intensely on what it does best? by Paul Leinwand and Cesare Mainardi
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nikhilmahindroo@bharatpetroleum.in or call at 022-24117609 or 022-24176511. EXPERIENCE HBR.ORG Case Study Jill Avery is an assistant professor of marketing at the Simmons School of Management. Thomas Steenburgh is an associate professor of marketing at the University of Virginia’s Darden School of Business. A software company debates its strategic focus. by Jill Avery and Thomas Steenburgh Target the Right Market ILLUSTRATION: BRETT AFFRUNTI T he knock on Jane Tamsen’s
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Relevance Today The service-profit chain (SPC) is as relevant today as it was when we wrote about it in “Putting the Service-Profit Chain to Work‚” in the March 1994 issue of Harvard Business Review. In fact‚ three of the co-authors of that article have since left the academy to apply SPC principles in the business world. Company Examples Highly successful companies like Bouygues Telecom in France (now the third largest in its markets in the ten years since its founding) and ING DIRECT (now
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National Chengchi University IKEA Invades America International Business Management case no.2 1. What factors account for success of IKEA? * Positioning in the “Scandinavian” – style niche ‚ putting simplicity‚ design‚ space –efficiency and low-price in the core of IKEA’s business * “Experience shopping” – creating a unique experience to customers that makes it fun to spend time in one outlet the whole day and enjoy it; including childcare centre‚ restaurants they created an entertaining
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INTRODUCTION MEM Company‚ Inc.‚ started up in 1883 by Mark Edward Mayer‚ produces an extensive range of colognes and toiletries. Sales had decreased over the year and MEM is now looking into several options to improve growth. After much extensive analysis‚ our team had decided to drop the option of launching Cambridge due to the stiff competition from Shulton’s Blue Stratos which has a $12 million marketing budget with a fresh slogan‚ ’Unleash the Spirit’‚ which we believe will differentiate Blue
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Case Study: The Fashion Channel 1. Define the segmentation scenarios considered by Dana Wheeler and discuss the pros and cons of each scenario. In the HBS Fashion Channel case‚ Dana Wheeler considered 3 different market segmentation scenarios. Various market research firms had divided viewers into 4 distinct groups: “Fashionistas”‚ “Planners and Shoppers”‚ “Situationalists”‚ and “Basics”. These four groups were comprised of a mix of consumers with a plethora of demographics‚ all with specific
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