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1.

The Value of Brand Names [electronic resource]

In the consumer goods industry, branding is crucial to market penetration. Using Alessi's superlative line of home furnishings and Nestle's well-known Nescafe coffee as examples, modules one and two of this program seek to understand the cachet that surrounds brand names, which gives the products associated with them an added appeal. Module three goes inside the U.K. offices of advertising giant Young & Rubicam to investigate how brands are developed and maintained.
Online
2005; 1999
2.

Production Planning and Cost Management [electronic resource]

Global competition has made business optimization more important than ever. In module one of this program, Ernst & Young describes the concept of process-oriented cost accounting. Module two focuses on lean production, as demonstrated by "smart factory" technology and tight manufacturer/supplier cooperation, while module three concentrates on how Electrolux Hungary makes decisions concerning outsourcing and the optimal investment of scarce funds.
Online
2005; 1999
3.

Responsibility to Stakeholders [electronic resource]

Success in business is not measured solely by the bottom line. Module one of this program considers the subject of fair trade and the efforts of the Max Havelaar foundation to ensure it. Environmental accountability is explored in module two by Norsk Hydro, the Norwegian petrochemical firm. Module three discusses how the impact of tourism must be balanced against economic opportunism, as in the case of the Oasis of Tozeur, in Tunisia.
Online
2005; 1999
4.

Technological Change [electronic resource]

High-tech innovation has triggered an avalanche of new business opportunities. Module one of this program examines how information technology is changing the airline business in Hong Kong. In module two, the impact of the evolving Internet infrastructure on markets and business organization is discussed. In module three, tomato-growing in Iceland is a case in point for the way technological advances are allowing traditional industries to alter their production methods.
Online
2005; 2000
5.

Discontinuous Market Change and Strategic Repositioning [electronic resource]

Globalization is driving companies to develop new markets and marketing strategies-fast. Module one of this program targets information technology as a major force that is reshaping business. Module two uses Spain's olive oil industry to illustrate the reorientation of business practices to accommodate changing market demand, while module three addresses strategic repositioning with a case study of Nokia, a Finnish forestry firm that has diversified to become a world leader in mobile telephony.
Online
2005; 1999
6.

Optimizing the Value Chain [electronic resource]

The three modules of this program use the operations of the Italian clothing corporation Gruppo Finanziario Tessile to illustrate the value chain. This crucial concept is investigated by considering the benefits of adding value at every stage of production; of leveraging core competencies, such as creative fashion design and a talent for forecasting future trends; and of carefully selecting the best distribution channels for particular types of apparel.
Online
2005; 1999
7.

Customer Focus [electronic resource]

A customer orientation is essential to successful product and market development. Module one of this program demonstrates the concept of key account management by way of the Dutch oil company NAM, which proactively develops solutions to potential client problems, while module two extends that concept to include the operations of R.S. Components in the U.K. Module three analyzes how seemingly homogeneous goods, such as paper, are differentiated in Finland to better satisfy consumer needs.
Online
2005; 1999
8.

Knowledge Management [electronic resource]

How do companies tap the information locked up in the minds of their employees? The three modules of this program compare various corporate learning systems designed to increase knowledge and promote the sharing and archiving of data. Case studies feature the 70,000-employee consulting firm Arthur Andersen; the European Automobile Manufacturers Association, Daimler Benz, and Volvo; and Switzerland's ABB, the world's largest power company.
Online
2005; 1999
9.

Financial Management [electronic resource]

How do businesses monitor their financial health and the profitability of their projects? Module one of this program presents balance sheet analysis as it is used by the world-class soccer team Ajax Amsterdam; module two introduces the concept of cash flow analysis with PricewaterhouseCoopers and their client Swisscom; and module three explains financial analysis of investments through the strategic partnership of the Tunisian Tourist Office and the Hotel Dar Cheralet.
Online
2005; 1999
10.

Formulating a Business Plan [electronic resource]

A good business plan is a roadmap to success. The three modules of this program look at the process of creating a business plan from three different perspectives: the transformation of an idea into a marketable product, the determination of financial feasibility, and negotiation with potential investors. German airship manufacturer Cargolifter, the Swiss musical production Space Dream, and data broadcasting innovator The Fantastic Corporation serve as case studies.
Online
2005; 1999
11.

Business Culture [electronic resource]: Australia

Business Culture: Australia uses a Q&A format to teach the basics of doing business in Australia. Understanding cultural differences is key to participating in the global economy. Topics include language, attire, and etiquette.
Online
2014; 2012
12.

Business Culture [electronic resource]: China

Business Culture: China uses a Q&A format to teach the basics of doing business in China. Understanding cultural differences is key to participating in the global economy. Topics include language, attire, and etiquette.
Online
2014; 2012
13.

Business Culture [electronic resource]: Germany

Business Culture: Germany uses a Q&A format to teach the basics of doing business in Germany. Understanding cultural differences is key to participating in the global economy. Topics include language, attire, and etiquette.
Online
2014; 2012
14.

Business Culture [electronic resource]: India

Business Culture: India uses a Q&A format to teach the basics of doing business in India. Understanding cultural differences is key to participating in the global economy. Topics include language, attire, and etiquette.
Online
2014; 2012
15.

Business Culture [electronic resource]: Mexico

Business Culture: Chin uses a Q&A format to teach the basics of doing business in Mexico. Understanding cultural differences is key to participating in the global economy. Topics include language, attire, and etiquette.
Online
2014; 2012
16.

Business Culture [electronic resource]: Japan

Business Culture: Japanese business executives use a Q&A format to teach the basics of doing business in Japan. Understanding cultural differences is key to participating in the global economy. Topics include language, attire, etiquette.
Online
2014; 2012
17.

Business Ethics [electronic resource]: Global Business

Business Ethics: Global Business uses a Q&A format to teach the basics of business ethics in a globaleconomy. Topics include ethics of varying standards, providing leadership, and corporate responsibility to communities.
Online
2014; 2012
18.

Environment & Corporate Responsibility [electronic resource]

Environment & Corporate Responsibility: Global Business uses a Q&A format to teach the basics of corporate responsibility in a global world . Topics include consumer responsibility, the role of governments, and green technology.
Online
2014; 2012
19.

Marketing to Global Consumer [electronic resource]

Marketing to Global Consumer: Global Business uses a Q&A format to teach the basics of marketing in a global economy. Topics include market entry, building relationships, and language matters.
Online
2014; 2012