An exploration of alcohol related social media campaigns and their potential impact on alcohol consumption in New Zealand Rebecca Dolan Botao Gao Ridesharing in the Sharing Economy: A revolutionary marketing technique or deception? Bodo Lang Kirsty Jury How and why social influencers facilitate engagement behaviour through Instagram. Margo Buchanan-Oliver Young Chan Jack Kang How do the characteristics of dysfunctional interpersonal relationships relate to brand relationships?
Categorisation of customer blogging behaviour Sandy Smith. The Conceptual and Managerial Implications. Consumer Responses to Brand Discontinuation. An Exploration into the Effect of Relationship Bond. An Alternative Perspective of Your Consumers. An Application of Customer Engagement.
Implications for Marketing Infant-Care Products. Implications for the Cosmetics Industry. MCom theses Listed below are theses completed by past students, including title and the name of the supervisor involved. Strategies for recovery Laszlo Sajtos.
PhD theses Listed below are theses completed by past students, including title and the name of the supervisor involved. More specifically the topic will centre on understanding underlying motivations regarding food purchasing. Exploring the brand backstory Karen Fernandez. It's an incredibly powerful discipline to put in place a rule of thumb that deals have to be accretive within some [specific] period of time.
At Citigroup, my rule of thumb is it has to be accretive within the first twelve months, in terms of EPS, and it has to reach our capital rate of return, which is over 20 percent return within three to four years. And it has to make sense both financially and strategically, which means it has to have at least as fast a growth rate as we expect from our businesses in general, which is 10 to 15 percent a year.
Now, not all of our deals meet that hurdle. But if I set that up to begin with, then if [a deal is] not going to meet that hurdle, people know they better make a heck of a compelling argument about why it doesn't have to be accretive in year one, or why it may take year four or five or six to be able to hit that return level.
Unfortunately, dilution is a problem that has to be wrestled with on a regular basis. As Mike Bertasso, the head of H. Heinz's Asia-Pacific businesses, told us, "If a business is accretive, it is probably low-growth and cheap for a reason.
If it is dilutive, it's probably high-growth and attractive, and we can't afford it. Why would a company's leaders ever knowingly take steps that would decrease their EPS? The answer, of course, is to invest for the future.
As part of the research leading up to this book, Bain looked at a hundred deals that involved EPS accretion and dilution. All the deals were large enough and public enough to have had an effect on the buyer's stock price. The result was surprising: First-year accretion and dilution did not matter to shareholders. In other words, there was no statistical correlation between future stock performance and whether the company did an accretive or dilutive deal.
If anything, the dilutive deals slightly outperformed. Because dilutive deals are almost always involved in buying higher-growth assets, and therefore by their nature pass Thomson's test of a "heck of a compelling argument. As a rule, investors like to see their companies investing in growth. We believe that investors in the stock market do, in fact, look past reported EPS numbers in an effort to understand how the investment thesis will improve the business they already own.
If the investment thesis holds up to this kind of scrutiny, then some short-term dilution is probably acceptable. Reprinted with permission of Harvard Business School Press. Subsequent comments by Trustey are also from this interview. Viscio, and Amy T. Asin, "Making Acquisitions Work: Fritz 9 Fox, J. Ronald 1 Frei, Frances X. Warren 14 McGee, Henry W. Kasturi 19 Rayport, Jeffrey F.
Many companies are "terrifyingly unclear" to themselves and investors about why they are making an acquisition, according to the authors of a new book, Mastering the Merger. Support comes when you spell it out. Based on our conversations with Randall Mays, we summarize their investment thesis for buying into the billboard business as follows: Note that in Clear Channel's investment thesis at least as we've stated it , the benefits would be derived from three sources: Leveraging an existing sales force more extensively Using the balance sheet to roll up and fund an undercapitalized business Applying operating skills learned in the radio trade Note also the emphasis on tangible and quantifiable results, which can be easily communicated and tested.
Translating these findings into our own terminology: Expansionist deals are more likely to have a clear investment thesis, while "transformative" deals often have no credible rationale. The market is likely to reward the former and punish the latter. One of the ambitions is for students to create and have a company running by the end of the second year. The creation of new companies is done in partnership with Chalmers Ventures and an external idea partner.
Over the past 20 years we have seen companies being created within renewable energy, medical devices, medical treatments, mineral analysis, and new materials, just to name a few. Students also engage in social entrepreneurship projects, work entrepreneurially within established organizations and help identify and package intellectual assets.
The programme is built around an interactive, action-based pedagogy, through which you learn to manage the complexity of knowledge-based business in both simulated business scenarios and from development of real innovation projects.
The action based pedagogy, in combination with the large amount of team based simulations and the high pace ensures that you will be ready to hit the ground running after graduation, regardless of which career you pursue. First term — Business Creation Lab The introduction term, also known as the Business Creation Lab, contains the same mandatory courses for all tracks. Together, the three courses build a common ground for all students to build upon when they eventually will focus on their respective profile tracks.
The subject areas presented in the courses are building blocks that are relevant for building and developing a knowledge-based business. Aspects that are covered are e. Intellectual Property Strategies, Innovation Strategies, and general concepts and frameworks around entrepreneurship. In order to tie the three courses together the students work with the same business case throughout the term.
The case should simulate the start of a new venture, and course assignments are intended to be applied on the case. As the courses progress there is also progress in the simulated venture.
The simulation of creating a venture offers experiences that are relevant for all profile tracks. It trains students in working in multidisciplinary teams, it trains students in navigating through uncertainty, it trains students in the importance of working iteratively, and it serves as a good way to illustrate how management, economics, law and technology are intertwined when it comes to building knowledge-based business.
Teaching takes place as traditional lectures where subjects and tools are introduced, and then combined with exercises and practical elements where you get to demonstrate your understanding of the subject. Examinations are in the form of more traditional written exams and case deliverables, but also as more reflective home exams.
Within the programme we also offer a course in organizing for innovation that is strongly recommended for the CORP students.
However, the students are also free to choose other courses in engineering and management in order to create their own profile of the education. A lot of time is spent at the partner companies where the students work in teams of two, but there are also peer learning sessions scheduled at Chalmers. Together with the management at the partner company the students will work hands-on in real and innovative projects in established organizations. The challenges and partner companies vary from year to year.
But the projects are of the kind that the companies find hard to drive themselves, and they are always of strategically important character. In terms of elective courses there are two courses in open innovation and knowledge-based business that are strongly recommended. The term can be seen as a package where there are links and connections between the courses, similar to the Business Creation Lab. However, the courses are also open to the other tracks, and in some cases also to other programmes, which means that they can be studied separately.
The purpose of the spring term is to go more in-depth into certain IP such as patents and brands, but also to introduce new and relevant aspects. Venture Creation in Bioscience and Technology Tracks For students following the Venture Creation tracks the spring term starts with the mandatory course in Idea Evaluation.
The course introduces an approach to appreciate and evaluate technology based and early stage ideas. The elective courses offer students opportunities to either choose from courses within the programme, or choose courses more based on their engineering background in order to have a combined edge within technology and entrepreneurship.
As an elective course we also offer a highly interactive course focusing on organizational behaviour that serves as a good preparation for managing the team during the project year. Already before the summer break the students are divided into teams and assigned an idea partner. Ideas are sourced from university and industry research, as well as from private individuals.
The common trait is that the ideas should have technology or bioscience components and have a commercial potential.
Programme content in detail, incl. Many of our alumni continue their path by working in new ventures, in most cases as start-up managers for their own firms, often started as part of the education. Others join already existing start-ups and growth companies. We also see a large amount of students joining large and established companies, where their ability to understand complexity and willingness to create change is a highly appreciated competence. The creative and independent problem solving ability of our alumni also make them attractive employees for consultancy firms.
In order to develop innovations towards commercialization, the programme has a strong connection to most research that is conducted at Chalmers and to its extensive industrial network and expertise. Chalmers has eight areas of advance where much of Chalmers innovative research industry collaboration is coordinated. The Venture Creation tracks has a special role in being a venture creation hub for these areas, taking care of those innovations that are not naturally developed further by collaboration partners of Chalmers.
Because of the strong relationship between the education and industry, many students qualify into internships with associated companies across the globe.
The Value of Co-Creation J.L. van de Mortel 0 Master Thesis The Value of Co-Creation Maastricht University School of Business and Economics Maastricht, August 31,
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