New Business Model

employees job security for life. In Japan, for example, prospective employees know that their employers will provide them with job security for their entire working days and they are better able to plan for their future and family. However, many businesses are now realizing that their employees have less motivation to work and this leads to less profits for the company. I will describe the advantages and disadvantages of this system in this essay and I will show that ultimately "jobs for life"

customers on the phone? And how could Marconi bring new agents up to speed on all the company’s products? Marconi’s technical support agents?500 engineers scattered in 14 call centers around the globe?field approximately 10,000 questions every month about the company’s products. Before the acquisitions, agents had relied on Tactics Online, an extranet where they and customers could search for frequently asked questions and text documents. As new agents and products joined the company’s ranks, Marconi

Direction et Gestion n° 219 — Stratégie 27 le cas EDF par Alain Fayolle et Thomas Legrain A l a i n FA Y O L L E Professeur, Directeur du centre de recherche en entrepreneuriat, EM (Ecole de Management) Lyon Professeur visiteur Solvay Business School, Bruxelles (Belgique) Chercheur au CERAG (Centre d’Etudes et de Recherches Appliquées à la Gestion), Université Pierre Mendès France, Grenoble (France) es notions très voisines de « corporate entrepreneurship » et d’« intrapreneuriat »

fourth year in a row, with 145,000 new accounts opened — bringing the total number of new accounts since 2005 to 900,000. This rapid expansion is the result of BNP Paribas’ targeted new customer acquisition strategy, which is based on the following: — continuously adding new branches so as to cover high-potential regions effectively. In the past six years, FRB has opened 170 new branches, relocated 160, and upgraded around 1,000 to the new “Welcome & Services” model. The Bank also introduced a centralised

Manuscrit auteur, publié dans "La place de la dimension européenne dans la Comptabilité Contrôle Audit, France (2009)" Le Time Driven Activity Based Costing (TDABC): “New Wine, or Just New Bottles?” Time Driven Activity Based Costing: New Wine, or Just New Bottles? Michel GERVAIS, Professeur Université de Rennes 1, IGR-CREM CNRS 6211 adresse: Institut de gestion de Rennes 11 rue Jean Macé CS 70803 - 35 708 Rennes Cedex 7 E-Mail: michel.gervais@univ-rennes1.fr, Charles DUCROCQ, Maître de Conférences

time, while reassuring parents about its calcium content. Another trend is the desire for something new. With a cosmopolitan selection of food available to shoppers, today's consumers enjoy trying new things. Once again, Bel products are in sync with times. One of the defining characteristics of Bel’s main brands is to offer fertile ground for ideas, i.e., new tastes, new packaging, new textures, with each year bringing a host of innovations that consumers can taste, spread, crunch, or snack

is the parent company of the Daimler Group. The group develops, manufactures, distributes and sells automotive products, mainly passenger cars, trucks, vans and buses. The group also provides financial and other services related to its automotive businesses. The group primarily operates in Americas and Western Europe. The group has 100 manufacturing facilities all over the world, of which 19 are located in Germany and 35 are in the US. Most of the remaining facilities are in Brazil, Canada, France

durable, les définitions et conceptualisations proposées et en souligne les limites et controverses. La deuxième partie focalise sur la responsabilité sociétale de l'entreprise, dont elle trace l'évolution historique. Elle reprend pour cela les divers modèles et synthèses proposés, depuis un concept passif centré uniquement sur l'entreprise et ses responsabilités économique et juridique jusqu'à un concept proactif impliquant toutes les parties prenantes de l'entreprise, qui ont toutes un rôle à jouer pour

the national culture. Based on the assumption that the national cultural values determine individual behavior the individual’s behavior in different national cultures becomes predictable. This over simplistic model pretends to provide “easy” answers for a complex world. In this article a new approach to culture is developed where culture is seen as a permanent individual process. The focus is the individual in its complex correlation to the society. This approach leads to a holistic view of a human

l’affaire du seul entrepreneur et que celle-ci fait appel certes à l’entrepreneur mais aussi à des facteurs externes à celui-ci pour exposer ensuite les différents facteurs stimulant la reconnaissance d'opportunités que nous allons regrouper dans un modèle montrant la relation positive entre ces stimuli et la reconnaissance d'opportunités. 1. La reconnaissance d'opportunités : de l’acte de l’entrepreneur au processus La reconnaissance d'opportunités a été considérée pour longtemps par les tenants