This document provides an overview of Thebe Investment Corporation, a black-owned South African investment company. It discusses Thebe's history, vision, values, organizational structure, investments across multiple industries, and strategies. Thebe was founded in 1992 with a mission to promote economic empowerment. The document performs a PESTEL analysis and SWOT analysis. It also examines practices that enable superior performance, challenges, the mature industry environment, distinctive competencies, and potential investment in agriculture.
This document discusses pigments, binders, and paint composition. It provides examples of commonly used pigments like Egyptian blue, azurite, ultramarine, malachite, cinnabar, vermilion, burnt sienna, lead white, vine black, Prussian blue, and discusses their origins and uses. It describes binders like beeswax, linseed oil, walnut oil, plaster, gum arabic, egg yolk and how they suspend pigments and bind them to surfaces. It explains the functions of pigments in providing color, hiding substrates, improving strength and adhesion. It also discusses the functions of binders in film formation and properties like adhesion, resistance and application qualities.
[1] O poema Mar Português de Fernando Pessoa lamenta as perdas causadas pelas navegações marítimas de Portugal, enquanto A Fala do Velho do Restelo ao Astronauta de Saramago critica os problemas da sociedade moderna e a perda de valores humanos. [2] Enquanto Pessoa via o sofrimento como preço da glória, Saramago via o mar salgado como representando egoísmo e ambição pelo poder. [3] Os poemas apresentam visões opostas sobre as conquistas de Portugal e os desafios da humanidade.
This document provides an outline and overview of topics related to Hackenbush and Partizan games. It discusses Hackenbush games and positions, including integer, fractional, and dyadic positions. It introduces concepts like negation and presents Proposition 4.2. It describes the birthdays of dyadic numbers and presents the Simplicity Principle (Theorem 4.12), which provides a procedure to determine if a given position is equivalent to a dyadic position under certain assumptions. Examples are given of applying the Simplicity Principle to determine dyadic equivalents for Hackenbush, Domineering, and Cut-Cake positions.
The Titanic was a British passenger liner that sank in the North Atlantic Ocean on its maiden voyage from Southampton to New York City in April 1912. It was the largest ship afloat at the time and was considered virtually unsinkable due to its watertight compartments and advanced safety features. However, it struck an iceberg on its fourth night and sank within hours, resulting in the deaths of over 1,500 people due to insufficient lifeboats. The wreck of the Titanic remains on the ocean floor and has become one of the most famous ships in history.
Emily Dickinson's poem "Hope is the Thing with Feathers" uses an extended metaphor to liken hope to a small bird that resides in the human soul. It sings constantly, even more sweetly during hard times, to inspire and give strength. The bird remains perched in the soul and continues singing through all difficulties, never asking anything in return for the comfort and perseverance it provides. Dickinson portrays hope as a gentle yet resilient force that can be heard even in the midst of life's most turbulent storms.
Total landed cost (TLC) refers to all expenses involved in transporting a product from the manufacturer to the buyer, including initial product cost, shipping, insurance, taxes, and other fees. Calculating TLC accurately is important for setting competitive yet profitable sales prices without undercharging or overcharging customers. TLC considers fixed costs like product price, shipping, and documentation as well as variable costs such as terminal handling fees and customs clearance. Overlooking any cost elements could reduce profit margins.
The poem describes the chaos of being caught in violent sectarian riots in Belfast, Northern Ireland. The irregular line lengths and incomplete sentences convey a sense of panic and confusion. The language shifts from past to present tense, suggesting the trauma of the events is still affecting the narrator in the present. Despite knowing the streets of Belfast well, the narrator cannot escape and is stopped and interrogated by soldiers, unable to answer even simple questions.
This document discusses pigments, binders, and paint composition. It provides examples of commonly used pigments like Egyptian blue, azurite, ultramarine, malachite, cinnabar, vermilion, burnt sienna, lead white, vine black, Prussian blue, and discusses their origins and uses. It describes binders like beeswax, linseed oil, walnut oil, plaster, gum arabic, egg yolk and how they suspend pigments and bind them to surfaces. It explains the functions of pigments in providing color, hiding substrates, improving strength and adhesion. It also discusses the functions of binders in film formation and properties like adhesion, resistance and application qualities.
[1] O poema Mar Português de Fernando Pessoa lamenta as perdas causadas pelas navegações marítimas de Portugal, enquanto A Fala do Velho do Restelo ao Astronauta de Saramago critica os problemas da sociedade moderna e a perda de valores humanos. [2] Enquanto Pessoa via o sofrimento como preço da glória, Saramago via o mar salgado como representando egoísmo e ambição pelo poder. [3] Os poemas apresentam visões opostas sobre as conquistas de Portugal e os desafios da humanidade.
This document provides an outline and overview of topics related to Hackenbush and Partizan games. It discusses Hackenbush games and positions, including integer, fractional, and dyadic positions. It introduces concepts like negation and presents Proposition 4.2. It describes the birthdays of dyadic numbers and presents the Simplicity Principle (Theorem 4.12), which provides a procedure to determine if a given position is equivalent to a dyadic position under certain assumptions. Examples are given of applying the Simplicity Principle to determine dyadic equivalents for Hackenbush, Domineering, and Cut-Cake positions.
The Titanic was a British passenger liner that sank in the North Atlantic Ocean on its maiden voyage from Southampton to New York City in April 1912. It was the largest ship afloat at the time and was considered virtually unsinkable due to its watertight compartments and advanced safety features. However, it struck an iceberg on its fourth night and sank within hours, resulting in the deaths of over 1,500 people due to insufficient lifeboats. The wreck of the Titanic remains on the ocean floor and has become one of the most famous ships in history.
Emily Dickinson's poem "Hope is the Thing with Feathers" uses an extended metaphor to liken hope to a small bird that resides in the human soul. It sings constantly, even more sweetly during hard times, to inspire and give strength. The bird remains perched in the soul and continues singing through all difficulties, never asking anything in return for the comfort and perseverance it provides. Dickinson portrays hope as a gentle yet resilient force that can be heard even in the midst of life's most turbulent storms.
Total landed cost (TLC) refers to all expenses involved in transporting a product from the manufacturer to the buyer, including initial product cost, shipping, insurance, taxes, and other fees. Calculating TLC accurately is important for setting competitive yet profitable sales prices without undercharging or overcharging customers. TLC considers fixed costs like product price, shipping, and documentation as well as variable costs such as terminal handling fees and customs clearance. Overlooking any cost elements could reduce profit margins.
The poem describes the chaos of being caught in violent sectarian riots in Belfast, Northern Ireland. The irregular line lengths and incomplete sentences convey a sense of panic and confusion. The language shifts from past to present tense, suggesting the trauma of the events is still affecting the narrator in the present. Despite knowing the streets of Belfast well, the narrator cannot escape and is stopped and interrogated by soldiers, unable to answer even simple questions.
1) The document discusses trends in renewable energy investments, including wind, solar PV, and geothermal power. It analyzes investment amounts and distribution across different technologies and countries.
2) Venture capital plays a small role in renewable energy investments compared to asset finance and mergers and acquisitions. Most investment goes to wind power projects rather than solar PV.
3) Germany and Japan previously saw large investments in small-scale solar PV but investment has dropped due to changes in subsidy policies. Overall investment in renewable energies remains strong globally.
TPDDL has become a truly innovative company through several approaches. It integrates innovation into its business strategy and key performance indicators. Innovation programs like Tata Innovista and Idea Logy encourage employees to generate ideas. TPDDL also implements new technologies like GIS, SCADA, and smart grids to improve reliability. An Innovation Council identifies strategic opportunities and a Business Services Group provides new energy services. TPDDL also adopts innovative commercial practices such as direct consumer engagement and smart metering. It focuses on training employees to cultivate innovation throughout the organization.
This document provides an in-depth analysis of Samsung's approach to innovation and how they use it to gain competitive advantage. It discusses Samsung's use of a systematic innovation process called "3T", which includes technology roadmaps, technology trees, and the TRIZ methodology, to continuously achieve technology breakthroughs. This allows Samsung to consistently outperform competitors and drive strong financial and market performance through increased patents, stock performance, and market share. Their focus on quality underpins their innovation success.
The document discusses small and medium enterprises (SMEs) in India. It finds that the number of SME units and their production and employment potential has been increasing rapidly over time, significantly contributing to the Indian economy. However, SMEs face constraints like lack of access to finance, infrastructure issues, and marketing challenges. The document proposes adopting a cluster development approach and open incubator model to create an environment where SMEs can collaborate and innovate. It also discusses using knowledge management strategies to help SMEs identify, create, retain and disseminate knowledge for achieving organizational goals.
The document discusses supporting green innovation and sustainability for small businesses through entrepreneurship policies and financing mechanisms. It summarizes a presentation on green innovation for sustainability that covered topics like entrepreneurship policies, support for innovation-driven entrepreneurship, key financial support mechanisms, barriers to clean technology innovation, and recommendations. It discusses identifying and reducing risks for clean technology entrepreneurs through policies, access to funding, and an institutionalized green innovation program.
Strategy Summit: Rob Kirschbaum - DSM’s journey from mining to sciencesEngage // Innovate
Strategy summit is our annual strategy & innovation conference where we combine some of the world’s leading thinkers in the field, with break-out workshop sessions.
We’ve looked worldwide for the best cases, the best research and the most incredible examples of leading strategic transformations. It’s a leadership skill few boards and CEO’s master. It’s a leadership skill that will become increasingly important over the coming decades. It’s the theme and focus of the 2nd annual Strategy Summit: Learning to lead strategic transformation.
How a company of 25.000 employees have gone through five waves of transformation, from mining and petrochemicals to advanced Sciences. Rob Kirschbaum has led innovation work at DSM since 2000. He will share his insights into building the innovation engine for longterm transformation.
Rob Kirschbaum
Former VP Open Innovation at Royal DSM
Tennant Company presented its investor presentation for November 2016. The presentation discussed Tennant's vision to lead the global cleaning industry in sustainable innovation. It provided an overview of Tennant's financial performance in 2015, with $812 million in revenue. It also outlined Tennant's growth strategies, which include expanding into new markets and verticals, delivering a strong product pipeline, and improving margins. Tennant believes these strategies can help it achieve its goal of $1 billion in revenue while maintaining an operating profit margin above 12%.
This document is an investor presentation for DMC Global Inc. It provides an overview of DMC and its subsidiaries NobelClad and DynaEnergetics. DynaEnergetics is a leading provider of oilfield perforating systems and has experienced significant growth through acquisitions. It derives revenue from products used in perforating oil and gas wells. The presentation outlines DynaEnergetics' product portfolio and competitive advantages in manufacturing expertise, product selection, distribution network, and testing facilities.
The presentation outlines Tennant Company's strategy to achieve $1 billion in revenue by 2017 through organic growth. It plans to reach this goal by focusing on new customers and markets, continuing to deliver innovative products, and maintaining financial discipline. Tennant provides cleaning solutions globally and aims to lead the industry in sustainable cleaning innovation.
Columbus 2020 Investor Update | October 2016 | SME Presentation and PanelistsOne Columbus
Jon Aram, CEO of Next Street, presented on small- and mid-sized (SME) manufacturers.
A panel discussion followed and featured representatives from three industry leaders in manufacturing and innovation: Jon Aram, CEO, Next Street; Michael Ulbrich, President of NY Operations, EWI; Kevin Boes, President and CEO, LISC's New Markets Support Company
2011 study making-sustainability-profitable_kurt-salmonKurt Salmon
The document discusses the increasing pressures on companies to address sustainability issues. Key findings include:
- Competition is the main driver, as companies must strengthen their competitive position to meet growing consumer expectations around sustainability. Some gain advantage by exceeding environmental expectations.
- Regulation also applies significant pressure, as institutions like the EU implement more stringent policies around climate change.
- Attracting and retaining talent is another factor, as employees want to work for socially responsible employers they can be proud of.
Stakeholders like consumers, financial partners, investors and stock markets also apply pressures through demands, investment criteria, and rankings that consider sustainability performance.
IoD Woman in Leadership Digital Transformation March 2016Niall McKeown
This document discusses digital transformation and the characteristics of digital innovators. It provides three case studies of companies that successfully underwent digital transformation, doubling in size within 18 months or achieving €2 million in revenue within a year. It then outlines six key characteristics of digital innovators, such as having a strategy set by data-driven leaders and understanding the importance of innovation. The document advocates aligning business models to take advantage of technological changes and being able to articulate the current and desired future state of the organization.
This document discusses innovation in a digital world. It defines innovation as a novel creation that produces value and has a positive impact. Innovation is important because technology is advancing rapidly, disrupting businesses. To innovate successfully, companies must recognize challenges, explore trends, generate and test ideas, and commercialize solutions. Accelerating innovation requires overcoming barriers like scaling initiatives and building new products. The ARIS accelerator was launched to help startups overcome challenges through mentorship, networking, and connecting with investors over a 26-week program.
Mike Sigal presented on digital transformation in financial services and 500 Startups' FinTech fund and accelerator program. He discussed how digital technologies have disrupted industries like media and telecom and are now transforming financial services. Startups are exploiting new technologies to build more efficient and customer-centric financial products and services, while incumbent financial institutions are struggling to adapt. 500 Startups is the world's most active early-stage FinTech investor, having made over 140 investments across 24 countries. Their accelerator program and global network provide startups access to capital, mentors, and customers. Financial institutions can partner with 500 Startups to gain access to FinTech deal flow, build innovation capabilities, and run corporate accelerator programs to source solutions from startups
Tennant Company provides an investor presentation summarizing its business and growth strategy. The company aims to reach $1 billion in sales through organic growth initiatives like new product development and expanding into new markets. Tennant has a diverse portfolio of cleaning equipment and technologies and sees opportunities in areas like emerging markets, e-commerce, and acquisitions. It is focused on operational efficiency and talent retention to support its vision of leading the cleaning industry through sustainable innovation.
Entrepreneurial and innovation for SMEs in LibyaOECDglobal
Dr. Dia Eddin Sadek Abuhadra, Advisor to Libya Enterprise, 11 May 2016, Regional conference: Investment and inclusive growth in the midst of crisis, Beirut
How Will These Global Trends Affect Your Operations?Neo Group Inc
How to identify and define the types of events and risks that matter to your business.
Why real-time monitoring of both suppliers and locations is critical to an effective risk management program.
Ways to proactively respond to risks and opportunities as they occur.
Supporting SMEs and the inclusive agribusiness innovation system in Southeast...Food_Systems_Innovation
This document discusses failures in Southeast Asian agribusiness systems and opportunities to catalyze sustainable change. It notes key findings from research on inclusive agribusiness and impact investing in the region. The document examines innovation in small and medium enterprises (SMEs), the role of impact investment, and potential solutions to system failures. It explores what solutions could look like, such as an innovation facility that provides investment, analysis, communication/networking, learning, and other support functions. Any facility would need to address both individual market failures and larger system failures through short and long-term strategies.
The document summarizes an upcoming mission by LSP Africa to China from August 31st to September 15th, 2018 to celebrate the 20th anniversary of diplomatic relations between South Africa and China, and the 18th anniversary of cooperation between China and Africa. It introduces Henan Guoji Industry Group, a Chinese company interested in investing in South Africa through partnerships. Henan Guoji invites a South African delegation to visit their headquarters in Zhengzhou, China to enhance relations and promote future cooperation.
This document contains 262 statistics related to business transformation and innovation. It is compiled by Wikibrands Transformation Collective to provide insights on 15 facets of business transformation including leadership, technology, innovation, business models, and futureproofing. The statistics are from reputable sources and cover topics such as the challenges of innovation, how companies fund and prioritize innovation, and the types of innovation that will have the greatest impact in the coming years.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
1) The document discusses trends in renewable energy investments, including wind, solar PV, and geothermal power. It analyzes investment amounts and distribution across different technologies and countries.
2) Venture capital plays a small role in renewable energy investments compared to asset finance and mergers and acquisitions. Most investment goes to wind power projects rather than solar PV.
3) Germany and Japan previously saw large investments in small-scale solar PV but investment has dropped due to changes in subsidy policies. Overall investment in renewable energies remains strong globally.
TPDDL has become a truly innovative company through several approaches. It integrates innovation into its business strategy and key performance indicators. Innovation programs like Tata Innovista and Idea Logy encourage employees to generate ideas. TPDDL also implements new technologies like GIS, SCADA, and smart grids to improve reliability. An Innovation Council identifies strategic opportunities and a Business Services Group provides new energy services. TPDDL also adopts innovative commercial practices such as direct consumer engagement and smart metering. It focuses on training employees to cultivate innovation throughout the organization.
This document provides an in-depth analysis of Samsung's approach to innovation and how they use it to gain competitive advantage. It discusses Samsung's use of a systematic innovation process called "3T", which includes technology roadmaps, technology trees, and the TRIZ methodology, to continuously achieve technology breakthroughs. This allows Samsung to consistently outperform competitors and drive strong financial and market performance through increased patents, stock performance, and market share. Their focus on quality underpins their innovation success.
The document discusses small and medium enterprises (SMEs) in India. It finds that the number of SME units and their production and employment potential has been increasing rapidly over time, significantly contributing to the Indian economy. However, SMEs face constraints like lack of access to finance, infrastructure issues, and marketing challenges. The document proposes adopting a cluster development approach and open incubator model to create an environment where SMEs can collaborate and innovate. It also discusses using knowledge management strategies to help SMEs identify, create, retain and disseminate knowledge for achieving organizational goals.
The document discusses supporting green innovation and sustainability for small businesses through entrepreneurship policies and financing mechanisms. It summarizes a presentation on green innovation for sustainability that covered topics like entrepreneurship policies, support for innovation-driven entrepreneurship, key financial support mechanisms, barriers to clean technology innovation, and recommendations. It discusses identifying and reducing risks for clean technology entrepreneurs through policies, access to funding, and an institutionalized green innovation program.
Strategy Summit: Rob Kirschbaum - DSM’s journey from mining to sciencesEngage // Innovate
Strategy summit is our annual strategy & innovation conference where we combine some of the world’s leading thinkers in the field, with break-out workshop sessions.
We’ve looked worldwide for the best cases, the best research and the most incredible examples of leading strategic transformations. It’s a leadership skill few boards and CEO’s master. It’s a leadership skill that will become increasingly important over the coming decades. It’s the theme and focus of the 2nd annual Strategy Summit: Learning to lead strategic transformation.
How a company of 25.000 employees have gone through five waves of transformation, from mining and petrochemicals to advanced Sciences. Rob Kirschbaum has led innovation work at DSM since 2000. He will share his insights into building the innovation engine for longterm transformation.
Rob Kirschbaum
Former VP Open Innovation at Royal DSM
Tennant Company presented its investor presentation for November 2016. The presentation discussed Tennant's vision to lead the global cleaning industry in sustainable innovation. It provided an overview of Tennant's financial performance in 2015, with $812 million in revenue. It also outlined Tennant's growth strategies, which include expanding into new markets and verticals, delivering a strong product pipeline, and improving margins. Tennant believes these strategies can help it achieve its goal of $1 billion in revenue while maintaining an operating profit margin above 12%.
This document is an investor presentation for DMC Global Inc. It provides an overview of DMC and its subsidiaries NobelClad and DynaEnergetics. DynaEnergetics is a leading provider of oilfield perforating systems and has experienced significant growth through acquisitions. It derives revenue from products used in perforating oil and gas wells. The presentation outlines DynaEnergetics' product portfolio and competitive advantages in manufacturing expertise, product selection, distribution network, and testing facilities.
The presentation outlines Tennant Company's strategy to achieve $1 billion in revenue by 2017 through organic growth. It plans to reach this goal by focusing on new customers and markets, continuing to deliver innovative products, and maintaining financial discipline. Tennant provides cleaning solutions globally and aims to lead the industry in sustainable cleaning innovation.
Columbus 2020 Investor Update | October 2016 | SME Presentation and PanelistsOne Columbus
Jon Aram, CEO of Next Street, presented on small- and mid-sized (SME) manufacturers.
A panel discussion followed and featured representatives from three industry leaders in manufacturing and innovation: Jon Aram, CEO, Next Street; Michael Ulbrich, President of NY Operations, EWI; Kevin Boes, President and CEO, LISC's New Markets Support Company
2011 study making-sustainability-profitable_kurt-salmonKurt Salmon
The document discusses the increasing pressures on companies to address sustainability issues. Key findings include:
- Competition is the main driver, as companies must strengthen their competitive position to meet growing consumer expectations around sustainability. Some gain advantage by exceeding environmental expectations.
- Regulation also applies significant pressure, as institutions like the EU implement more stringent policies around climate change.
- Attracting and retaining talent is another factor, as employees want to work for socially responsible employers they can be proud of.
Stakeholders like consumers, financial partners, investors and stock markets also apply pressures through demands, investment criteria, and rankings that consider sustainability performance.
IoD Woman in Leadership Digital Transformation March 2016Niall McKeown
This document discusses digital transformation and the characteristics of digital innovators. It provides three case studies of companies that successfully underwent digital transformation, doubling in size within 18 months or achieving €2 million in revenue within a year. It then outlines six key characteristics of digital innovators, such as having a strategy set by data-driven leaders and understanding the importance of innovation. The document advocates aligning business models to take advantage of technological changes and being able to articulate the current and desired future state of the organization.
This document discusses innovation in a digital world. It defines innovation as a novel creation that produces value and has a positive impact. Innovation is important because technology is advancing rapidly, disrupting businesses. To innovate successfully, companies must recognize challenges, explore trends, generate and test ideas, and commercialize solutions. Accelerating innovation requires overcoming barriers like scaling initiatives and building new products. The ARIS accelerator was launched to help startups overcome challenges through mentorship, networking, and connecting with investors over a 26-week program.
Mike Sigal presented on digital transformation in financial services and 500 Startups' FinTech fund and accelerator program. He discussed how digital technologies have disrupted industries like media and telecom and are now transforming financial services. Startups are exploiting new technologies to build more efficient and customer-centric financial products and services, while incumbent financial institutions are struggling to adapt. 500 Startups is the world's most active early-stage FinTech investor, having made over 140 investments across 24 countries. Their accelerator program and global network provide startups access to capital, mentors, and customers. Financial institutions can partner with 500 Startups to gain access to FinTech deal flow, build innovation capabilities, and run corporate accelerator programs to source solutions from startups
Tennant Company provides an investor presentation summarizing its business and growth strategy. The company aims to reach $1 billion in sales through organic growth initiatives like new product development and expanding into new markets. Tennant has a diverse portfolio of cleaning equipment and technologies and sees opportunities in areas like emerging markets, e-commerce, and acquisitions. It is focused on operational efficiency and talent retention to support its vision of leading the cleaning industry through sustainable innovation.
Entrepreneurial and innovation for SMEs in LibyaOECDglobal
Dr. Dia Eddin Sadek Abuhadra, Advisor to Libya Enterprise, 11 May 2016, Regional conference: Investment and inclusive growth in the midst of crisis, Beirut
How Will These Global Trends Affect Your Operations?Neo Group Inc
How to identify and define the types of events and risks that matter to your business.
Why real-time monitoring of both suppliers and locations is critical to an effective risk management program.
Ways to proactively respond to risks and opportunities as they occur.
Supporting SMEs and the inclusive agribusiness innovation system in Southeast...Food_Systems_Innovation
This document discusses failures in Southeast Asian agribusiness systems and opportunities to catalyze sustainable change. It notes key findings from research on inclusive agribusiness and impact investing in the region. The document examines innovation in small and medium enterprises (SMEs), the role of impact investment, and potential solutions to system failures. It explores what solutions could look like, such as an innovation facility that provides investment, analysis, communication/networking, learning, and other support functions. Any facility would need to address both individual market failures and larger system failures through short and long-term strategies.
The document summarizes an upcoming mission by LSP Africa to China from August 31st to September 15th, 2018 to celebrate the 20th anniversary of diplomatic relations between South Africa and China, and the 18th anniversary of cooperation between China and Africa. It introduces Henan Guoji Industry Group, a Chinese company interested in investing in South Africa through partnerships. Henan Guoji invites a South African delegation to visit their headquarters in Zhengzhou, China to enhance relations and promote future cooperation.
This document contains 262 statistics related to business transformation and innovation. It is compiled by Wikibrands Transformation Collective to provide insights on 15 facets of business transformation including leadership, technology, innovation, business models, and futureproofing. The statistics are from reputable sources and cover topics such as the challenges of innovation, how companies fund and prioritize innovation, and the types of innovation that will have the greatest impact in the coming years.
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Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
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2. OVERVIEW1.1 THEBE INTRODUCTION
1.3 CHANGES IN THE MACRO-ENVIRONMENT
1.6 SWOT ANALYSIS
2.4 DISTINCTIVE COMPETENCIES
3.1 PRACTICES UTILISED YEILDING SUPERIOR EFFICIENCY, QUALITY,
INNOVATION AND CUSTOMER RESPONSIVENESS
3.2 PRACTICES THAT RETARD SUPERIOR EFFICIENCY, QUALITY,
INNOVATION AND CUSTOMER RESPONSIVENESS
4.1 INDUSTRY ENVIRONMENT
5.6 TWO DISTINCTIVE COMPETENCIES AND POTENTIAL INDUSTRY
12 May 2015 THEBE INVESTMENT CORPORATION 2
4. INTRODUCTION
12 May 2015 THEBE INVESTMENT CORPORATION 4
SOLE SHAREHOLDER
BATHO BATHO TRUST
ORIGINAL TRUSTEES
NELSON MANDELA
(CHAIRMAN)
WALTER SISULU
REV. BEYERS NAUDE
SIDDIK AHMED
NON-EXECUTIVE CHAIRMAN
ENOS MABUZA
CEO
VUSI KHANYILE
THOMAS NKOSI
WALTER SISULUSUPPORTED BY
SHARED VISION
MAKE ECONOMIC SELF-SUFFICIENCY A REALITY FOR MAJORITY OF
SOUTH AFRICANS
JULY 1992
R100 000 00
5. BOARD OF DIRECTORS
EXECUTIVE DIRECTORS
12 May 2015 THEBE INVESTMENT CORPORATION 5
Mr Vusi Khanyile Ms Refiloe Nkadimeng
6. NON-EXECUTIVE DIRECTORS
Mr Godfrey Gomwe Ms Gllian Nonhlanhla Jiyane Dr May Mkhize Ms Peta Mashinini Ms Rene Schutte
Rev Dr Molefe Tsele Dr Nomonde Mabuya Mr Dirk Ackerman Mr Alton Solomons Mr James Alderslade
Dr Yvonne Muthien Anthony Umson Andiswa Jekwa
12 May 2015 6
GROUP COMPANY
SECRETARY
THEBE INVESTMENT CORPORATION
7. MANAGEMENT COMMITTEE
Mr Vusi Khanyile Ms Refiloe Nkadimeng Mr Jacques de Wet Ms Nonhlanhla Mabusela
Dr Pieter Kriel Mr Rapulane Mogototoane Mr Jerry Mabena Ms Zukie Siyotula
12 May 2015 THEBE INVESTMENT CORPORATION 7
8. 12 May 2015 THEBE INVESTMENT CORPORATION 8
FOUNDEDIN1992
PIONEERING
BLACK-OWNED
COMPANY
DEVELOPMENTAND
INVESTING
PROMOTES
MUTUALLY
BENEFICIAL
PARTNERSHIPS
CREATINGVALUEFOR
STAKEHOLDERS
ORIGINATION
EXECUTION
ACTIVE
PARTNERSHIPS
INVESTMENT
MANAGEMENT
Over 20 years Thebe has become South Africa’s most
reputable, diversified investment management companies
through sustainable development, market transformation and
empowerment.
10. THEBE DIVISIONS
12 May 2015 THEBE INVESTMENT CORPORATION 10
THEBE SERVICES
THEBE POWER AND
INFRASTRUCTURE
ASSOCIATES
• SAFRIPOL
• COMBINED MOTOR
HOLDINGS
• ALTECH NETSTAR
GROUP
• SHELL MARKETING
AND SHELL
REFINING
• VODACOM SA
ASSOCIATES
• THEBE REED EXHIBITIONS
• COMPASS GROUP SA
• CAPE POINT
• SPARKS AND ELLIS
• TOUR d’AFRIQUE
• FIRST CAR ENTAL
• JARDINO LLOYD
THOMPSON
• EFFICIENT FINANCIAL
HOLDINGS
• NASOU VIA AFRICA
• KAYA FM
SUBSIDIARIES
THEBE UNICO, THEBE CONNECT, THEBE
TOURISM GROUP, THEBE STOCKBROKING,
THEBE YA BOPHELO HEALTHCARE, THEBE
PROPERTY ASSET ANAGEMENT, THEBE
ENERGY AND CLUB TRAVEL
SUBSIDIARIES
• REATILE TIMRITE
ASSOCIATES
• SENTULA
CONSTRUCTION
MINING
SUBSIDIARIES
• THEBE RENEWABLE ENERGY HOLDINGS
ASSOCIATES
• MAINSTREAM
RENEWABLE POWER
• PHINDADA HOUSING
• ACCENTUATE LIMITED
• HEADSTREAM WATER
SA
11. THEBE CORE BUSINESS
› Unique entrepreneurial company
› Profits + broader interests of the community
› Thebe investment portfolio spans tourism, mining
resources, infrastructure, renewable energy,
petrochemicals, telecommunications, financial
services and healthcare
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12. VISION
Thebe is an African investment management company that
makes sustainable investments for the benefit of the
community and other stakeholders.
12 May 2015 THEBE INVESTMENT CORPORATION 12
13. MISSION STATEMENT
“We strive to be a community-rooted company that actively
manages and governs our investments to optimize stakeholder
value”.
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14. 12 May 2015 THEBE INVESTMENT CORPORATION 14
THEBE
VALUES
EQUALITY
INNOVATION
INTERGRITY
QUALITY
COMMUNITY
16. Adheres to the TRIPLE BOTTOM LINE
Adopted the King III Report on Corporate Governance
Collaborative Partnerships with investee companies
Active Engagement of all Managers
Effectively Communicated
Substantial growth - direction and focus
Defines the business
Identified the product
Purpose
Addressed the needs of stakeholders
Philosophy of the organisation12 May 2015 THEBE INVESTMENT CORPORATION 16
20. POSITIVE IMPACTS
DISCOVERIES
INCREASED PRODUCTIVITY
E-COMMERCE
CRM – CONSUMER RELATIONSHIP MANAGEMENT
EFFECIENCY IN DISTRIBUTION
SCOPE FOR INTERGRATED MARKETING COMMUNICATION
OPPORTUNITY TO CHANGE BUSINESS MODELS
INNOVATION
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23. 12 May 2015 THEBE INVESTMENT CORPORATION 23
TECHNOLOGY AND PORTERS FIVE FORCES
BARRIERS TO ENTRY May reduce economies of scale – encouraging
new entrants
Barriers may also rise – products becoming more
complex and processes difficult to copy
SUBSTITUTES New products displacing the old
Technology in other Markets may steal
customers from other markets
POWER OF BUYERS
AND SUPPLIERS
Technology may free businesses from a single source
of supply
INDUSTRY RIVALRY Rivalry is diminished if successfully patented and
licenced
31. HIGH SKILLED EMPLOYEES
PRODUCTS AND SERVICE DESIGN
COMMITMENT TO CORPORATE GOVERNANCE
MUTUAL VALUE
DIVERSIFIED INVESTMENT BASE
EXCELLENT RISK MANAGEMENT SYSTEM
12 May 2015 THEBE INVESTMENT CORPORATION 31
32. COMMITMENT TO EMPLOYMENT EQUALITY
FLAT MANAGEMENT STRUCTURE
PROMOTION OF SOCIAL CHANGE
THEBE FOUNDATION
ABILITY TO SOURCE FUNDING BOTH LOCALLY AND
INTERNATIONALLY
SUPPORTING MAJORITY COMMUNITY BASED
SHAREHOLDER
12 May 2015 THEBE INVESTMENT CORPORATION 32
34. ACHIEVING SUPERIOR
EFFICIENCY
FLEXIBILITY AND CUSTOMIZED SUBSIDIARIES
MARKETING ACTIVITIES
HUMAN RESOURCE STRATEGY
INFORMATION SYSTEMS
CLEAR GOALS
LONG-TERM RELATIONSHIPS WITH SUPPLIERS
12 May 2015 THEBE INVESTMENT CORPORATION 34
35. ACHIEVING SUPERIOR
QUALITY
SUPERIOR PERFORMANCE AND SERVICE IN ALL ASPECTS OF
BUSINESS
PROVIDING SUPPORT TO SUBSIDIARIES
FULFILLING RESPONSIBILITIES TO STAKEHOLDERS
FLAT ORGANISATIONAL STRUCTURE
12 May 2015 THEBE INVESTMENT CORPORATION 35
37. CUSTOMER
RESPONSIVENESS
› ACCEPTING OUR CORPORATE RESPONSIBILITIES TO
THE NATION
› EMPHASIZING ENVIRONMENTAL FACTORS, SAFETY
AND PROTECTION
› DEVELOPING A NEW VOICE FOR CORPORATE SOUTH
AFRICA
› SHAPING EMPLOYEE ATTITUDES
› LEADERSHIP
12 May 2015 THEBE INVESTMENT CORPORATION 37
39. ACHIEVING SUPERIOR EFFECIENCY
Inadequate training programs for employees
ACHIEVING SUPERIOR QUALITY
Total Quality Management (TQM) insufficient
ACHIEVING SUPERIOR INNOVATION
Uncertainty
Poor positioning strategy
ACHIEVING SUPERIOR CUSTOMER
RESPONSIVENESS
Highly politicized – Black Capitalists
12 May 2015 THEBE INVESTMENT CORPORATION 39
42. MATURE INDUSTRY
LOW RISKS
POWER OF SUPPLIERS DECLINES
POWER OF BUYERS INCREASES – CAPACITY MATCHES /
EXCEEDS DEMAND
THREATS OF SUBSTITUTES IS GROWING
RISE OF INTERNATIONAL COMPETITION
GREATER TECHNOLOGICAL MATURITY
12 May 2015 THEBE INVESTMENT CORPORATION 42
46. STRATEGIES FOR
DETERRING
ENTRY OF RIVALS
PRODUCT
PROLIFERATION
PRICE CUTTING
MAINTAINING
ACCESS
CAPACITY
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Filling the Niches:
making it difficult for new
competitors to break into a
new industry
Sending a Signal:
to potential new entrants
contemplating entry that new
entry will be met with price
cuts
Warning of Retaliation:
by increasing output and
forcing down prices until
market entry would be
unprofitable to entrants
47. STRATEGIES FOR
MANAGING INDUSTRY
RIVALRY
PRICE
SIGNALLING
PRICE
LEADERSHIP
CAPACITY
CONTROL
NONPRICE
COMPETITION
12 May 2015 THEBE INVESTMENT CORPORATION 47
Convey intentions:
Intent is to
improve industry
profitability.
Informal pricing:
Formal price
setting jointly by
companies is
illegal.
Differentiation:
• Market development
• Market penetration
• Product development
• Product proliferation
Market Signaling:
Collusion on
timing of new
investments is
illegal.
48. THE GAME THEORY
COMPANIES ARE VIEWED AS PLAYERS IN
THE GAME THAT ARE SIMULTANEOUSLY
MAKING CHOICES ABOUT WHICH
BUSINESS MODELS AND STRATEGIES TO
PURSUE IN ORDER TO MAXIMIZE THEIR
PROFITABILITY
12 May 2015 THEBE INVESTMENT CORPORATION 48
49. PRINCIPLES THAT UNDERLIE
THE GAME THEORY
1. LOOK FORWARD AND REASON BACK
2. KNOW THY RIVAL
3. FIND THE DOMINANT STRATEGY
4. STRATEGY SHAPES THE PAY-OFF STRUCTURE
OF THE GAME
12 May 2015 THEBE INVESTMENT CORPORATION 49
53. › SOURCE OF LIVELIHOOD
› CONTRIBUTION TO NATIONAL REVENUE
› SUPPLY OF FOOD
› SIGNIFICANCE TO THE INTERNATIONAL TRADE
› SOURCE OF RAW MATERIALS
› SIGNIFICANCE IN TRANSPORT
› GREAT EMPLOYMENT OPPORTUNITIES
› ECONOMIC DEVELOPMENT
12 May 2015 THEBE INVESTMENT CORPORATION 53
54. REFERENCIES
Itan, N. O’Connell, F. and Mason, K. 2014. A macro-environment approach to civil aviation
strategic planning, Transport policy (Online), 33: 125 – 135. Available:
http://www.Elsevier.com/ (Accessed 23 March 2015).
Sabol, A. Sander, M. and Fuckan, D. 2013. The concept of industry life cycle and
development of business strategies, Active citizenship by knowledge innovation (Online),
635 – 642. Available: http://www.Elsevier.com/ (Accessed 23 March 2015).
Southall, R. 2010. The ANC & Black Capitalism in South Africa, Review of African political
economy (Online), 31(100) : 313 – 328. Available:
http://http://dx.doi.org/10.1080/0305624042000262310/ (Accessed 10 April 2015).
Strategy planning process (Online) . 2015. Available: http://www.tandfold.com/
(Accessed 23 March 2015).
Thebe investment corporation (Online). 2015. Available: http://www.thebe.co.za/
(Accessed 15 March 2015).
12 May 2015 THEBE INVESTMENT CORPORATION 54