论文代写-宜家提高其木材供应链可持续性的研究分析

本作业所指定的案例研究是宜家的案例研究,在论文代写-宜家提高其木材供应链可持续性的研究分析中,其重点在于宜家为提高其木材供应链的可持续性所做的努力。本作业的目的是在参考三个重要问题的基础上,对案例研究进行分析。本案例研究的重点在于更好地理解跨文化管理的差异、战略思维的本质、对立物的调和、战略悖论和战略张力,并根据不同的标准进行案例分析。通过对案例的简要概述,从案例中对公司的宏观环境和竞争环境进行简要的分析和讨论。此外,在实现可持续的木材供应链方面,宜家的管理人员面临着一个重要的问题,他们努力决定他们应该如何实现公司雄心勃勃的可持续发展计划的总体目标。

The aim of this assignment is to conduct an analysis of the case study assigned in reference with three important questions. With key focus on having a better understanding about cross- cultural management difference, nature of strategic thinking, reconciliation of opposites, strategy paradoxes and strategy tensions, this case study analysis will be conducted as per different criteria. Providing a brief overview about the case study, a brief analysis and discussion will be conducted for the macro and competitive environment of the company from the case study. The case study assigned for the purpose of this assignment is that of IKEA in which key focus is on the efforts put in by IKEA for enhancing the sustainability of its wood supply chain. The paper will focus on answering three different questions. First, what are the major strategy tensions/dichotomies that the case has attempted to reconcile over the years? Second, do managers view these tensions/dichotomies as puzzles, dilemmas, trade-offs or paradoxes? And finally, what type of organization and mind-set do you think are needed to reconcile strategy tensions/dichotomies in the way the company in the case has?
Considering the context of the case study, the supply chain of wood was among the several strategic dimensions to be addressed by the company in order to move ahead with its ambitious plan of growth for doubling sales reaching 50 billion Euros by the year 2020. In addition to this, the strategy of each and every department of IKEA was in alignment with the People and Planet Positive strategy of the company (So et al., 2012). Nevertheless, sourcing of wood consisted of main lever that could be used by the company for increasing the positive effect upon sustainability. With key focus on this case study, the above mentioned three questions will be answered based on which concluding point will be drafted.

Also, in the achievement of sustainable supply chain of wood, the managers of IKEA faced a significant issue as they put in efforts for deciding how they should be meeting the overall goals in the ambitious sustainability plan of the company. In America and Europe, the political environment has significantly developed with time providing a stable environment for businesses like IKEA。

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论文代写价格-跨国公司在全球化下的人力资源政策的转变

跨国公司在全球化的世界中扮演着多样化的角色,在论文代写价格-跨国公司在全球化下的人力资源政策的转变的研究中发现,由于欧洲和美国背景的本质差异,将本土业务从美国转移到英国等欧洲子公司并不是一个简单的过程。在多元化管理案例的实践中最引人注目的例子之一(Rose et al., 2011)。一个案例研究在英国跨国公司在美国的业务描述转移政策的多样性管理实现在他们最好的,不完整,基本适应本地即使相关实践全面高度以及为全球企业价值,具体包括项目全球结构多样性的组织设计支持计划,在全球范围内设定目标、监控和培训多样性(Richards, 2010)。以子公司形式进入英国市场的公司将面临制度因素、东道国与母国之间的主导国、雇佣制度等诸多后果。人力资源政策的转变是在这种情况下必须做出的决定,也是管理者必须经历的一项重要任务。关于选定的组织,考虑的转移是关于培训和就业。报告提出了若干建议,例如在考虑扩大时应执行的政策转移的适当计划。

It was found however that transferring of home practices from US to European subsidiaries such as in UK, is not a straightforward process because of essential differences between the European and US context. One of the most noticed examples in the practices of diversity management case (Rose et al., 2011). A case study over operations of UK of MNCs in US depicts that the transferred policies of diversity management implementation were at their best, not complete and subjected to essential adaptation locally even when related practices were comprehensive highly as well as concrete inclusive of programs for global corporate value, global structures in the organization designed for supporting initiatives of diversity, globally setting target as well as monitoring and globally training diversities (Richards, 2010). Managers from subsidiaries have found to claim that the essential transferred policies features were obtained from opportunities as well as pressures to the business systems of America and did not accept diversity policies aspects based upon the EU and UK legislations, for instance, which prohibit discrimination of positive nature such as setting target for increasing women managers percentage or the distinctive local labour markets composition. Another area of essential differences between contexts of UK and US lies in the employee voice and involvement practice (Ramamurti et al., 2009). While channels of collective communication such as working councils for statutory claims and practices for collective bargaining have been institutionalized widely across UK, practices to use channels of direct communication with employees are mostly existing within US because of the inadequate legislation related to involvement of employees in the processes to make decisions for the management (Pudelko et al., 2007). There is evidence, however of wider variations between US MNCs with UK based subsidiaries in their European practices adoption and implementation depends upon sector or organization particular factors.

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代寫essay-1967年香港騷亂的背景分析

在本篇代寫essay-1967年香港騷亂的背景分析中可以了解到,在文化大革命”之前,毛澤東主席和周恩來總理都認為“單位王國”統治香港比“中國統治”更好。1966年1月,毛澤東認為只有通過階級鬥爭才能鞏固自己的地位。因此,他創造了“文化大革命”。幾乎在同一時間,“12-3事件”發生在澳門,受到文化大革命的影響,左翼組織全力支持。結果,親北京的工會幾乎控制了澳門,而葡萄牙政府從1966年開始只是名義上控制了澳門。這讓親北京的組織感到興奮,認為香港的政治形勢和澳門一樣。極左勢力主導的香港新濠通訊社;親北京勢力也迫使新華社社長廖成智支持這一事件。所有左翼陣營,如《大公報》和《文告》的宣傳都試圖煽動香港華人反對英國殖民政府,接下來有關代寫essay-1967年香港騷亂的背景分析供大家閱讀下。

Before we started to talk about this event, we have to discuss the background surrounding events. Before the Cultural Revolution happened, Chairman Mao Zedong and Premier Zhou Enlai both believed that Hong Kong governed by Unit Kingdom better than under the China rule. January 1966, Mao Zedong thought that only through the class struggle could consolidate him in a high position. Therefore, he created “The Cultural Revolution”. Almost the same time, “12-3 incident” happened in Macau and it inspired by the Cultural Revolution, leftist organizations fully support on this event. Aftermath, pro-Beijing unions almost control Macau and Portuguese government was only nominally in control of Macau start from 1966. It made pro-Beijing organizations felt excited and thought that Hong Kong’s political situation as same as Macau. Ultra-leftist dominated Hong Kong Xinhau News Agency; the pro-Beijing power also forced Xinhau News Agency President Liao Chengzhi to support this event. The propaganda of all leftist camps such as Ta Kung Pao and Wen Wei Po tried to incite Hong Kong Chinese against colonial British government.

Elsie Elliot joined the Political Party “The Reform club” of Hong Kong. The Reform club of Hong Kong was one of the earliest political party in Hong Kong. It was in existence till the 1990. Elsie Elliot was elected to become an Urban Council member in 1963. This body which dealt with the local district matters. It handled issues such as the health of the public, recreation and culture. The membership was a mixture of the publicly elected people and some people were partially appointed. Elsie Elliot ran the Bernacchi Reform Club. It was the club that was founded to bring constitutional reform of the colony. One of the main issues Elliot had with this club was that the English was the major requisite to join the club. Elsie felt it was very biased and left the club in 1967. She lobbied extensively and made Chinese to be the main language that should be considered to be the member. This shows the value that Elsie Elliot had for the preserving the local culture of Hong Kong and that she wanted preservation and conservation of the culture.

In this event, not only the Beijing government lost hundreds of millions, but also destroyed the underground network in Hong Kong, the name list of leftist people whom showed in newspapers. Many Hong Kong Chinese were injured or dead in this incident, a serious declination on the stock market and the property market. Finally, the event made Hong Kong a great change, for the evaluation of the official report on this event, it had showed that the colonial British government had no choice to deal with those serious social problems. Otherwise, many problems will happen in the future.

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代写价格-沃达丰和BT plc的供应链管理系统

本商业报告拟对代写价格-沃达丰和BT plc的供应链管理系统进行探讨,沃达丰系统的供应链管理系统介绍了企业资源规划。相反,BT plc在供应链管理系统中引入了OEM硬件,实现了对库存的高效管理。从2012年到2014年,BT plc的运营效率超过了沃达丰。但从股利折现模型来看,沃达丰的流动性状况要好于英国电信。发现英国电信公司的市盈率、市净率和市销率都高于沃达丰。接下来有关代写价格-沃达丰和BT plc的供应链管理系统的具体探讨分析如下:

The investment in BT plc for the short term period is attractive compared to other firms in the UK. BT plc has the financially more attractive for short term investment because of its higher price to earnings ratio, price to books value ratio and price to sales ratio. The higher valuation ratio of BT plc implies that the investors are attractive to the stock for investment in future. The increasing demand for the equity stock of BT plc may increase the share price for the short term period. However, the efficiency in terms of converting the sales into cash takes longer period for BT plc. Hence, the long time of investment to BT plc may not be effective for getting rate of return from the stock.
Medium term

The medium term investment is to be done in Vodafone. It is because Vodafone’s liquidity position is quite satisfactory and it is operationally efficient in terms of inventory turnover, debtors turnover and creditors turnover period. Although the stock has overvalued according to the dividend discount model of equity valuation, it is recommended to take sell position for short term period but for medium term period Vodafone stock may provide higher return to the investors.

Vodafone Company is attractive to the investors for long term perspective because of its operational efficiency. The stock is overvalued according to the dividend discount model. However, the operational efficiency of the company will help to generate increased sales in future. Although the price to earnings ratio and the price to book value ratio are lower compared to BT plc, the valuation ratio of Vodafone has maintained increasing trend. The increasing trend of the valuation ratio implies that the company will be profitable for long term perspective.

The business report is prepared to explore the supply chain management system of Vodafone and BT plc. The supply chain management system of Vodafone system introduced enterprise resource planning. On the contrary, BT plc introduced OEM hardware in the supply chain management system for efficient management of inventory. The operational efficiency of BT plc is found to be more than Vodafone from the year 2012 to 2014. However, the liquidity position of Vodafone is better than BT plc According to the dividend discount model Vodafone is overvalued. The price to earnings, price to book and price to sales ratio of BT plc is found to be more for BT plc compared to Vodafone.

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