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ASEAN and Regional Free Trade Agreements (Routledge-ERIA Studies in Development Economics)
by Christopher FindlayEfforts to use existing trade agreements to build a larger regional agreement face many challenges. This book considers this problem with reference to ASEAN’s current agreements with key partners and the interest to build the Regional Comprehensive Economic Partnership (RCEP). The analysis of the options is framed by a focus on the use of supply chains in international business. Issues considered include those related to reductions in tariffs, trade facilitation, the treatment of investment and of services and the definition of rules of origin. The work is informed by case studies of supply chains in automobile and electronics, and in a professional service sector. The book provides a set of priority actions for better progress in taking a bottom-up approach to building RCEP.
ASEAN, PRC, and India: The Great Transformation
by Adbi AdbAsia's remarkable economic performance and transformation since the 1960s has shifted the center of global economic activity toward Asia, in particular toward the Association of Southeast Asian Nations (ASEAN) economies, the People's Republic of China, and India (collectively known as ACI). While these dynamic developing economies do not form any specific institutional group, they constitute very large economies and markets. These emerging Asian giants share common boundaries, opportunities, and challenges. Their trade, investment, production, and infrastructure already are significantly integrated and will become more so in the coming decades. This book focuses on the prospects and challenges for growth and transformation of the region's major and rapidly growing emerging economies to 2030. It examines the drivers of growth and development in the ACI economies and the factors that will affect the quality of development. It also explores the links among the ACI economies and how their links may shape regional and global competition and cooperation.
ASEAN-India Development and Cooperation Report 2015
by Asean�India CentreIndia‘s engagement with the Association of Southeast Asian Nations (ASEAN) is at the heart of its Look East Policy. As a regional bloc, ASEAN has developed much faster than any of the other blocs in the Asia-Pacific. With ASEAN and India working towards establishing a Comprehensive Free Trade Area through Regional Comprehensive Economic Partnership Agreement (RCEP), their cooperation will be key to promoting economic stability, competitiveness, growth and integration in the region. This Report: provides a comparative analysis of the global and regional economies; examines the impact and implications of India ASEAN integration; assesses policy priorities, effectiveness, implementation imperatives and challenges; and discusses themes central to the economic sustainability of the region, including public and foreign policy, trade facilitation, financial and scientific cooperation, food security, energy cooperation, and productivity and opportunities in the manufacturing and service sectors. It will be invaluable to scholars and researchers of economics, international relations, development studies, area studies, as well as policy-makers, administrators, private sector professionals, and non-governmental organisations in the field.
ASICS: Chasing a 2020 Vision
by Nobuo Sato Elie Ofek Akiko KannoIn early 2016, Motoi Oyama, president and CEO of ASICS, a major sports apparel and footwear manufacturer based in Japan, lays out his company's growth plan for the upcoming 5 years. The new plan set ambitious goals in terms of revenue and profit increases. At the heart of the strategy to achieve these goals are a desire to embrace a more direct to consumer mindset, expand into new customer segments, and communicate a more consistent and emotional brand worldwide. With its primary core customer currently the "serious" runner and its innovation strategy geared towards high-end performance, pursuing these objectives in light of the fierce competitive landscape posed a multitude of challenges. Moreover, the company had recently launched several lifestyle brands (using brand names it had revived), which posed brand architecture issues. Lastly, the company had just acquired a digital fitness app, RunKeeper, and was wondering how best to leverage this asset and how it fit with the main pillars of the growth plan strategy. The Tokyo 2020 Olympic Games would coincide with the conclusion of the 5 year plan, and ASICS had paid over $100 million to be a Gold Sponsor of the games- Oyama wondered whether his company was on the right track to achieving the goals he intimated to shareholders.
ASOS PLC
by John R. Wells Gabriel EllsworthLaunched in 2000, ASOS was one of the world's largest online fashion specialists in 2016. Focusing on young consumers aged 16-25 years, the company offered over 80,000 items on its websites, many times more than the largest fashion stores, and added several thousand new lines every week. Based in the United Kingdom, ASOS shipped products to 240 countries and territories, and international sales represented more than 50% of total revenues. But when new CEO Nick Beighton took over from founder Nick Robertson in September 2015, he faced some significant challenges. While ASOS was large by online standards, traditional fashion retailers were building their own online sales capabilities, and Amazon was expanding its apparel offering. Meanwhile, new online competitors were emerging at a rapid rate. After ASOS issued several profit warnings in 2014, its growth had slowed to 18% in 2015. Beighton was convinced that ASOS's strategy was right and that the company needed to improve its execution to recapture its historical success. Some analysts were not so sure, and the stock price still had not recovered from its 2014 fall. ASOS' goal was to be "the world's no.1 fashion destination for 20-somethings." Did this lofty ambition make sense? And did ASOS have the right strategy to achieve it?
ASP.NET 4.0 in Practice
by Stefano Mostarda Marco De Sanctis Daniele BochicchioSummaryASP.NET 4.0 in Practice contains over 100 real world techniques distilled from the experience of a team of MVPs. Using a practical problem-solution-discussion format, the book will guide you through the most common scenarios you will face in a typical ASP.NET application, and provide solutions and suggestions to take your applications to another level.About the TechnologyASP.NET is an established technology to build web applications using Microsoft products. It drives a number of enterprise-level web sites around the world, but it can be scaled for projects of any size. The new version 4.0 is an evolutionary step: you will find a lot of new features that you will be able to leverage to build better web applications with minimal effort.About the BookASP.NET is a massive framework that requires a large amount of know-how from developers. Fortunately, this book distills over 100 practical ASP.NET techniques from the experience of a team of MVPs, and puts them right at your fingertips.The techniques are tested and selected for their usefulness, and they are all presented in a simple problem-solution-discussion format. You'll discover methods for key new subjects like data integration with Entity Framework and ASP.NET MVC. Along the way, you'll also find ways to make your applications fast and secure.This book is written for developers familiar with the basics of ASP.NET, looking to become more productive with it. Purchase of the print book comes with an offer of a free PDF, ePub, and Kindle eBook from Manning. Also available is all code from the book. What's InsideThe Identity Map pattern in EF 4Use Master Pages to define a common UIAdaptive RenderingSave user login data securely......and much more===============================================Table of ContentsPART 1 ASP.NET FUNDAMENTALSGetting acquainted with ASP.NET 4.0Data access reloaded: Entity FrameworkIntegrating Entity Framework and ASP.NETPART 2 ASP.NET WEB FORMSBuilding the user interface with ASP.NET Web FormsData binding in ASP.NET Web FormsCustom controlsTaking control of markupPART 3 ASP.NET MVCIntroducing ASP.NET MVCCustomizing and extending ASP.NET MVCPART 4 SECURITYASP.NET securityASP.NET authentication and authorizationPART 5 ADVANCED TOPICSAjax and RIAs with ASP.NET 4.0StateCaching in ASP.NETExtreme ASP.NET 4.0Performance and optimizations
ASUSTek Computer Inc. Eee PC (A)
by Willy Shih Howard H. Yu Chintay Shih Yi-Ching Hsieh Hung-Chang ChiuASUSTek Computer was the world's largest manufacture of PC motherboards, yet when it tried to launch its new sub-notebook Eee PC, the organization faced challenges in doing things outside of its established processes. Though many of the team members had worked together for years, they had to find new ways of working as they tried to launch the new mobile Internet device category without undermining its existing notebook PC business.
AT&T Co.--1983
by Bruce C. GreenwaldDescribes the financing problems facing AT&T in 1983 prior to divestiture of the local telephone operating companies on Jan. 1, 1984. Leads up to the decision to issue equity, which AT&T did in early 1983 and which reduced AT&T's market value by $2 billion. The case is intended to illustrate the signalling process involved.
AT&T Versus Verizon: A Financial Comparison
by V. G. Narayanan Joel L. HeilprinThis case asks students to prepare a report comparing the financial and operating performance of AT&T and Verizon. Taking the perspective of a communications industry analyst, they must also consider the differences between and implications of the companies' business strategies and the differences between the technology and growth rates of the wireless and wireline business segments. As part of this exercise, students reorganize the balance sheets in terms of operating and financial components, calculate changes in working capital, derive un-levered free cash flow (FCF), and apply DuPont style ratios and margin analysis on a consolidated-as well as a segment-basis. Students must also consider the effects of actuarial gains and losses on operating results; and how analysts might adjust for those effects. The case was designed for first-year MBA students in financial statement analysis (FSA) and accounting classes, but it could also be used in other courses to prepare for discounted cash flow (DCF) exercises.
AT&T's Talent Overhaul
by John Donovan Cathy BenkoThe Problem <p><p> AT&T, the original architect of the United States’ communication infrastructure, now faces a future in which its legacy businesses will become obsolete. It’s racing to reinvent itself for the digital marketplace, and to do that, it needs people skilled in new technologies. <p> The Solution <p> Rather than hiring new talent wholesale, AT&T has chosen to rapidly retrain its current workforce of 280,000 employees. <p> The Program <p> Workforce 2020 consolidates roles, simplifies performance metrics, de-emphasizes seniority, and gives workers tools for career development. A partnership with Udacity and Georgia Tech allows employees to fill skill gaps through education. Every employee is encouraged to seek out new capabilities, roles, and experiences.
AT&T, Retraining, and the Workforce of Tomorrow
by William R. Kerr Joseph B. Fuller Carl KreitzbergBy the late 2000s, rapid changes in the telecommunications industry forced AT&T's management team to take on a task that CEO Randall Stephenson called the "biggest logistical challenge" they had ever seen: retraining 100,000 workers by 2020. In 2012, internal company analyses found that AT&T's workforce would lack the skills it needed to fulfill emerging job requirements. AT&T responded by creating "Workforce 2020," a company-wide initiative that sought to address potential skill shortfalls. The initiative aimed to transform AT&T's workforce by implementing multiple changes, such as redesigning job roles, developing new educational curricula with Udacity, and incentivizing employees to retrain themselves for high-demand careers. Some gave high praise to the "Workforce 2020" model, going so far as to call it a new "social contract" between employers and employees. Others worried that the new program was systematically disadvantaging specific groups of workers. In 2018, AT&T rebranded Workforce 2020 to "Future Ready," signaling the company's commitment to retraining its workforce beyond 2020.
AT&T: Managing Technological Change and the Future of Telephone Operators in the 20th Century
by William R. Kerr Daniel P. GrossCase - By the 1930s, AT&T dominated the American phone industry, serving 10 million telephones and employing over 100,000 switchboard operators. But beginning in the mid-1910s, the company began changing from manually-operated switchboards to mechanical switching systems that were faster and more cost-effective and did not require human operators. By the 1930s, the changeover has been completed or is underway in most American cities with over 50,000 people. The rollout of the new technology is garnering a good deal of public attention, not just for the unfamiliar new "dialing" process that customers are required to learn, but also because of the mass layoffs of the women who served as operators. The job cuts have even resulted in reports from the Department of Labor and Congressional hearings. As the rollouts continue across the country, AT&T questions how to handle the layoffs and the reaction to the new system.
ATB Financial: Guiding Profitable Growth
by Robert S. Kaplan Steven R. AndersonThis chapter examines the application of TDABC to guide the profitability of a recently deregulated financial services company, ATB Financial.
ATH MicroTechnologies, Inc. (A): Making the Numbers
by Robert L. SimonsAn exercise that takes students through five stages of growth in an entrepreneurial start-up in the medical devices industry: 1.) founding, 2.) growth, 3.) push to profitability, 4.) refocusing process, and 5.) takeover by new management. At each stage, students must confront tensions in balancing profit, growth and control. Difficulties encountered in the business are due to management's attempts to design and use formal control systems to achieve profit and performance goals.
ATH MicroTechnologies, Inc. (C)
by Robert L. SimonsSupplements the (A) case. Designed as an in-class handout.
ATH MicroTechnologies, Inc. (D)
by Robert L. SimonsSupplements the (A) case. Designed as an on-class handout.
ATH MicroTechnologies, Inc. (E)
by Robert L. SimonsSupplements the (A) case. Designed as an in-class handout.
ATH MicroTechnologies: Making the Numbers
by Robert L. SimonsAn exercise that takes students through five stages of growth in an entrepreneurial start-up in the medical devices industry: 1) founding, 2) growth, 3) push to profitability, 4) relocation process, and 5) takeover by new management. At each stage, students must confront tensions in balancing profit, growth and control. Difficulties encountered in the business are due to management's attempts to design and use formal control systems to achieve profit and performance goals.
ATH Technologies (A): Making the Numbers
by Robert L. Simons Jennifer PackardAn exercise that takes students through five stages of growth in an entrepreneurial start-up in the medical devices industry: 1) founding, 2) growth, 3) push to profitability, 4) refocusing process, and 5) takeover by new management. At each stage, students must confront tensions in balancing profit, growth and control. Difficulties encountered in the business are due to management's attempts to design and use formal control systems to achieve profit and performance goals.
ATH Technologies (A): Making the Numbers
by Robert L. Simons Jennifer PackardAn exercise that takes students through five stages of growth in an entrepreneurial start-up in the medical devices industry: 1) founding, 2) growth, 3) push to profitability, 4) refocusing process, and 5) takeover by new management. At each stage, students must confront tensions in balancing profit, growth and control. Difficulties encountered in the business are due to management's attempts to design and use formal control systems to achieve profit and performance goals.
ATH Technologies (B)
by Robert L. Simons Jennifer PackardSupplements the (A) case. Designed as an in-class handout.
ATH Technologies (B)
by Robert L. Simons Jennifer PackardSupplements the (A) case. Designed as an in-class handout.
ATH Technologies (C)
by Robert L. Simons Jennifer PackardSupplements the (A) case. Designed as an in-class handout.
ATH Technologies (C)
by Robert L. Simons Jennifer PackardSupplements the (A) case. Designed as an in-class handout.
ATH Technologies (D)
by Robert L. Simons Jennifer PackardSupplements the (A) case. Designed as an in-class handout.