INTERNATIONAL BUSINESS LAW | Final Assignment | | Contents Introduction 3 I. The “DIRAC” analysis 3 Issue 4 Rule 5 Analysis 5 Decision 5 Conclusion 5 II. Impact of this lawsuit on Nike business 6 Conclusion 7 References 8 Introduction The law is applied in many fields, but this assignment will focus on the international business field. The practice of law in the global business community is called International Business Law, which includes a focal point on economics and the law. That means that it studies transactions, licensing, international negotiations, taxes, ect.
Sample Format for the LIT1 Sample Format for the LIT1-Task One Task Instructions: Write a report (suggested length of 5–7 pages) about the forms of business organizations listed below. Your report should have a subheading for each business form with a brief description of the business form and a brief discussion of the key characteristics, advantages, and disadvantages of that form of organization. Differentiate among the following forms of business by explaining how at least six of the seven key characteristics listed in the introduction to this task apply to each of the following organizational forms: 1. Sole Proprietorship 2. General Partnership 3.
Unit 1: The Business Environment - P1 During this report I will be investigating the range, business purposes and ownership of two contrasting businesses. The two businesses that I have chosen to write about are Tesco and Oxfam. Range of different businesses A business can be defined by the geographic range in which it operates weather it is local, national, international or global. Examples of local businesses include newsagents, local garage, local charity and town councils. National businesses would be businesses such as the national lottery, British heart foundation and the central government.
Except for the international Country general managers and the Puerto Rico and The Hague manufacturing managers, all executives are based in Bartow. Exhibit 1 Ameripill Company and Pharmaceutical Division Organization Important and explicit responsibilities of Stein are to develop financial policies, make measurement decisions, and monitor results to optimize Ameripill's pharmaceutical profit levels. On an international level this becomes an extraordinarily complex task. Included are direct and indirect responsibilities to: • Design a financial performance evaluation system to encourage general managers in specific countries to maximize their contribution to corporate earnings. • Help maximize company wide gross margin from pharmaceutical sales through effective marketing, product strategies, and increased market shares.
Major Assumptions 20 V. Possible Solutions 21 VI. Choice and Rationale 24 VII. Metrics 25 VIII. Project Plan 26 IX. Conclusion 27 Works Cited: 28 APPENDIX 1 Birou Corporate Strategy Model 29 APPENDIX 2 30 APPENDIX 3 – Financial Information Zurich Insurance Group 31 APPENDIX 4 32 APPENDIX 5 – Porter’s 5-Forces Model 33 APPENDIX 6 – Kraljic Portfolio Analysis Model 34 APPENDIX 7 – Fishbone Diagram 35 APPENDIX 8 – Cost of Problem 36 I.
Thus for this part each sbu will be treated differently. - Summarize data with TOWS matrix and VIRO analysis for the corporation (6 points) - Competitive analysis via Competitive Perceptual Map or competitive matrix Mullins chapter 8 (five points) you are analyzing the company compared to each of the competitor's strengths. - porter's five force model and Porter's diamond model (not Carpenter's diamond strategy diamond model). 6 points - Segmentation strategy and buying behaviors for each segment (5 points) - Create an SBU analysis for your assigned SBUs (see annual report for sbus within the family, home, and health and beauty sbus(3) - Corporate and marketing strategies to reach target market (one of the segments above) - Product portfolio analysis, including product life cycle and SBU Analysis investment strategy and a business level strategy for each SBU (Porter's or Miles and Snow
Maruti Suzuki – External & Internal Analysis, Value Chain Analysis, and Business Model Competiting Through Business Models -‐ Group Assignment Submitted by: Abhishek Sharma 001, Deep Mathur Page 1 of 31 Table of Contents 1. Industry Overview ............................................................................................... 4 2. Maruti Suzuki - Company Profile ....................................................................... 5 2.1. Maruti Suzuki’s Key Success Factors (KSF’s) .................................................. 6 2.1.1. 2.1.2.
Together, my findings suggest that there are different approaches to successfully managing a company and different approaches to solving business challenges. What The Best CEO’s Know – A Comparative Analysis of Chapters 2 and 5 Identification Of Each Business Professional And Description of Their Main Contributions To The Field. I was requested to compare and contrast two chapters of “What the Best CEOs Know.” The book was written in 2003 but is still relevant in showing different management styles of business leaders, in particular, how they deal with the inevitable business crisis. In chapter 2 entitled: “Place the Customer at the Epicenter of the Business Model.” The business professional was Michael Dell, the founder & CEO of Dell Corporation (www.dell.com). Chapter 5 is entitled: “Prepare the Organization for Drastic Change.” The business professional was Andy Grove, the cofounder and former CEO of Intel (www.Intel.com).
CASE 6: Blue Nile Inc. in 2010 1. BACKGROUND INFORMATION Timeframe Country(s) Involved Key Individuals & Titles Company Type & Size 2. BRIEF SUMMARY OF CASE SITUATION Business or Industry Description Blue Nile’s Current Situation 3. INDUSTRY AND COMPETITIVE ANALYSIS Industry Macro-Environmental Characteristics Strategic Group MAP Industry Driving Forces Competitor Strategies Industry’s Key Success Factors Summary of Industry Attractiveness 4. BLUE NILE’S ORGANIZATIONAL ANALYSIS Blue Nile’s Strengths Blue Nile’s Weaknesses Blue Nile’s Current Strategy Blue Nile’s Business Model Overall Organizational Assessment of Blue Nile 5.