www.hbr.org The ROI data will surprise you‚ and the softer evidence may inspire you. What’s the Hard Return on Employee Wellness Programs? by Leonard L. Berry‚ Ann M. Mirabito‚ and William B. Baun Included with this full-text Harvard Business Review article: 1 Article Summary Idea in Brief—the core idea 2 What’s the Hard Return on Employee Wellness Programs? Reprint R1012J What’s the Hard Return on Employee Wellness Programs? Idea in Brief Employee wellness programs have often
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Libya is considered the eighteenth largest oil exporter holding around 46.4 billion barrels of oil reserves. Even though Libya exports mostly in Europe‚ there is a certain percentage that comes to the United States and certainly its political and economic situation affect the prices of oil and the U.S stock market as well. The latest situation in Egypt and other Middle East countries where anti-government protestors demanded that longtime dictators resign their positions have encouraged Libya to
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On January 25‚ 1964‚ Bill Bowerman and Phil Knight founded “Blue Ribbon Sports.” Mr. Bowerman and Mr. Knight officially changed the name of their company “Blue Ribbon Sports”‚ to Nike‚ Inc. on May 30‚ 1971. It started out as the two of them selling running shoes from a Japanese manufacturer out of the back of their van. They would park their van outside of track meets and try to sell their running shoes to the athletes. Nike is now headquartered in Beaverton‚ Oregon. To think that Nike came
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To reiterate‚ the three main segments of Valero’s business are refinery‚ ethanol‚ and retail. The refining segment takes part in refining‚ marketing‚ supply and distribution‚ and transportation logistics. The refined products that it produces are gasoline‚ jet fuel‚ petrochemicals‚ distillates‚ asphalt‚ and lubricants. The ethanol segment produces ethanol and distillers grains‚ and finally the retail segment sells everyday gasoline at gas stations. Valero markets its refined products through
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The walls are painted beige. Against the wall is a grey sectional couch. It has turquoise accent pillows. The couch is facing the wall where the flat screen TV is. Under the TV is a gas fireplace. In the middle of the room is a turquoise and white chevron rug on the floor. On top of the rug is a round black coffee table with vogue magazines and the strawberry sorbet candle burning. On the right side of the wall is an espresso bookshelf with more vogue magazines. Next to the bookshelf is a boardwalk
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Asia-Pacific‚ and Rest of the World (ROW). This report also includes Porters five forces model and value chain analysis of the market. Some of the key players that deal in Group IV & V lubricants include British Petroleum‚ Royal Dutch Shell‚ Exxon Mobil‚ Chevron‚ ConocoPhillips‚ Fuchs and Total. The report provides an overview of the above mentioned companies followed by their financial revenue‚ business strategies and recent developments. The research provides detailed analysis of companies that are dealing
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the power to retaliate. This results in a high concentration of the industry in only 2 to 10 firms with large market shares. The gasoline industry is an oligopoly in the United States: it is dominated by a few giant firms such as Exxon‚ Mobil‚ Chevron and Texaco. Note‚ however‚ that many small firms exist in the market: small independent gas stations which sell in just one city or just a limited region. OLIGOPOLY CONCENTRATION CAUSES The most notable causes for the high concentration in oligopoly
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Overview of OPEC Is a permanent‚ intergovernmental Organization‚ created at the Baghdad Conference on September‚ 1960. Founder Members: Later joined Members •Iran •Iraq •Kuwait •Saudi Arabia •Venezuela •Qatar (1961) •Indonesia (1962) – suspended membership 01/2009 •Libya (1962) •United Arab Emirates (1967) •Algeria (1969) •Nigeria (1971) •Ecuador (1973) – suspended membership 1992-2007 •Angola (2007) •Gabon (1975–1994) Objectives of Opec • OPEC’s objective is to co-ordinate and unify petroleum
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Thesis Poor stakeholder management led to preventable mishaps such as the disasters in Alaska and Texas. Specifically‚ BP ’s defensive approach towards stakeholder management led to lavish compensation for upper level management while creating hazardous working conditions for employees and a burden on all of society in the form of rising oil prices and environmental damage. Background British Petroleum was founded in 1908 and since then has rapidly grown to become the eighth largest company
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Oyindamola Oyekunle Insy. 4900 Chapter 2 Review Answers 1. a. Strategic Planning- lays out the long-term direction to be taken by the organization. It also guides organizational efforts and focuses resources toward specific‚ clearly defined goals in the midst of an ever-changing environment. b. Tactical Planning- is more of a short-term focus with usually one to three years. It breaks down each applicable strategic goal into a series of incremental objectives. Operational Planning-
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