Case study #1
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Brian Scudamore founded 1-800-GOT-JUNK? while he was a university student needing money. The junk removal business grew successfully, allowing Scudamore to drop out of school to manage it full time. The company expanded to over 200 franchises across North America and other countries. Scudamore later started a house painting franchise based on the same model. He learned through experience that empowering employees in decision making creates a stronger organization with managers open to disagreements.
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Spain and tourism policy
The document discusses tourism policy and development in Spain. It provides background on international tourism trends reaching 1 billion arrivals in 2012. It then focuses on Spain, noting that tourism receipts were up significantly in 2012, led by emerging markets like China and traditional markets like Germany and the US. The document discusses how tourism has become an important part of Spain's economy and balance of payments, particularly through the "travel" portion of the current account. It also outlines Spain's national tourism organization and how regional policies have evolved to support the tourism sector as an economic development strategy.
Tourism and its economic benefits and costs.
Tourism provides both economic benefits and costs to local economies. It brings in foreign investment and exchange which can be used to improve local infrastructure and conserve natural environments. However, it can also cause inflation, opportunity costs as other industries are abandoned, and seasonality issues for tourism-dependent areas. While tourism provides employment and revenue, it also faces costs like leakage of money outside the local economy. On balance, the document discusses both the positive and negative economic impacts of tourism on local communities.
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Economic importance of tourism
Tourism has important social and economic impacts. Socially, it fosters interactions between tourists and local populations, allowing for an exchange of social and cultural experiences. Economically, tourism is a major export industry for many developing countries. It generates foreign exchange earnings without exporting goods, provides stable income, and increases employment opportunities both directly within the tourism industry and indirectly through its wider economic effects. Governments also benefit from substantial tax revenues generated by tourism-related economic activities.
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This document provides a brief outline of the historical development of management thoughts. It discusses two ways of defining "management thought" - as coherent theories or systems of management, or more broadly as thinking and ideas about the meaning, purpose, and tasks of management. The main problem is defining where to start, as management ideas have existed since ancient times but the most influential work was Frederick Taylor's "The Principles of Scientific Management" in 1911. To understand why Scientific Management emerged, one needs to look back further to the late 19th century and the first calls for improved management methods stemming from the Industrial Revolution. The document questions where exactly to start - with thinkers like Charles Babbage, Robert Owen, Adam Smith, or even further back
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This guest lecture was presented as part of the Subject The Economies of Cities and Regions of the Master of Urban Planning programme of the University of Melbourne. It introduces students to key concepts in tourism, tourism development and sustainability that allow the debate of the sustainability of tourism development in selected case studies from an economic perspective.
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Tourism and its economic benefits and costs.
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Corporate Social Responsibility Moody's Math Challenge
Moody's CEO Raymond McDaniel
In an interview with Leaders Online, Moody's CEO Raymond McDaniel explained the importance of Corporate Social Responsibility in Moody's Corporation.
"Our involvement in the community has been aligned very closely with the attributes people associate with Moody's, such as promoting education and making sure that students have the specialized skills that are necessary to function in an increasingly complex world."
Definition, Corporate Social Responsibility:
CSR, also called corporate conscience or corporate citizenship, is a form of corporate self-regulation integrated into a business model. CSR policy functions as a built-in, self-regulating mechanism whereby a business monitors and ensures its active compliance with the spirit of the law, ethical standards, and international norms. CSR is a process with the aim to embrace responsibility for the company's actions and encourage a positive impact through its activities on the environment, consumers, employees, communities, stakeholders and all other members of the public sphere who may also be considered as stakeholders.
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Moody's Mega Math Challenge
"Now in its seventh year, the M3 challenge is a unique contest designed to highlight the value of mathematics in daily life and in solving real-world issues. It is sponsored by The Moody's Foundation, which awards a total of $115,000 in prizes."
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Raymond McDaniel on the Moody's Math Challenge
"Our signature project, The Moody's Mega Math Challenge, is an opportunity for students working in teams to participate in a very short but intensive competition where they create modeling solutions to real-world issues."
-Moody's CEO Ray McDaniel
Besides for teaching math participants have a chance to receive scholarship money
The top six prize-winning teams receive scholarship awards ranging from $2,500 to $20,000, which are divided equally among team members and paid directly to the colleges or universities at which the winning students enroll. Semi-finalist and honorable mention winners receive team prizes of $1,500 and $1,000, respectively.
Goals of the M3 Challenge:
Show how math is useful in the real world
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Provide scholarships for talented youth
Awards:
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Gotjunk 130412021730-phpapp01
Brian Scudamore started 1-800-GOT-JUNK? in 1989 with $700 and an old pickup truck. He has since grown the business to include 95 franchise partners across North America and annual revenue of over $107 million. Scudamore realized he needed a vision for the company's growth and worked with others to achieve this vision. While very successful, he faced few obstacles and viewed challenges as opportunities. Scudamore attributes his entrepreneurial success to being born with a competitive spirit and hunger to start his own business that led him to drop out of college and focus full-time on growing 1-800-GOT-JUNK?.
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116 PART 2 | Planning
6
chapter
Entrepreneurship
After studying Chapter 6, you will be
able to
LO1 Describe why people become
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LO2 Summarize how to assess
opportunities to start new
businesses.
LO3 Identify common causes of
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LO4 Discuss common management
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LO5 Explain how to increase your
chances of success, including
good business planning.
LO6 Describe how managers of
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bat62597_ch06_116-139.indd 116bat62597_ch06_116-139.indd 116 30/09/14 3:43 pm30/09/14 3:43 pm
Final PDF to printer
117
S ome extraordinary individuals have founded companies that have become famously
successful: 1
• Bill Gates and Paul Allen started Microsoft.
• Oprah Winfrey founded Harpo Productions.
• Steve Jobs and Steve Wozniak created Apple Computer.
• Mary Kay Ash established Mary Kay.
• N. R. Narayana Murthy founded Infosys.
• Martha Stewart started Martha Stewart Living Omnimedia.
• Larry Page and Sergey Brin founded Google.
• Estée Lauder created her namesake company.
• Elon Musk founded Tesla Motors and Space X.
• Mark Zuckerberg started Facebook.
• Vera Wang founded her namesake firm.
services, publishing, and retail-
ing. Today the Virgin empire
has nearly 50,000 employees in
50 countries, and Branson has a
mind-boggling net worth of more
than $5 billion. In 1999 he was
knighted by Queen Elizabeth.
5
Entrepreneurs differ from
managers generally. An entre-
preneur is a manager but engages
in additional activities that not
all managers do.
6
Traditionally,
managers operate in a formal
management hierarchy with
well-defined authority and responsibility. In contrast, entrepre-
neurs use networks of contacts more than formal authority. And
although managers usually prefer to own assets, entrepreneurs
often rent or use assets on a temporary basis. Some say that man-
agers often are slower to act and tend to avoid risk, whereas entre-
preneurs are quicker to act and actively manage risk.
An entrepreneur’s organization may be small, but it differs
from a typical small business:
7
• A small business has fewer than 100 employees, is independently
owned and operated, is not dominant in its field, and is not charac-
terized by many innovative practices. Small business owners tend
not to manage particularly aggressively, and they expect normal,
moderate sales, profits, and growth.
entrepreneurship
the process by which
enterprising individuals
initiate, manage, and
assume the risks and
rewards associated with
a business venture
small business
a business having fewer
than 100 employees,
independently owned and
operated, not dominant
in its field, and not
characterized by many
innovative ...
Gotjunk 130412021730-phpapp01-130416154310-phpapp01
Brian Scudamore started 1-800-GOT-JUNK? in 1989 with just $700 and an old pickup truck. He has since grown the business into a national franchise with 95 partners across North America. Scudamore realized he needed a vision for the company's growth and worked with his team to turn his $700 investment into a business with over $107 million in revenue. While facing challenges along the way, Scudamore remained positive and saw obstacles as opportunities for growth. He was inspired to be an entrepreneur from a young age and pursued his passion full-time after dropping out of college. Scudamore's story shows that with the right mindset and dedication, you can achieve your
Gotjunk 130412021730-phpapp01-130416154310-phpapp01
Brian Scudamore started 1-800-GOT-JUNK? in 1989 with just $700 and an old pickup truck. He has since grown the business to include 95 franchise partners across North America generating over $107 million in annual revenue. Scudamore realized he needed a clear vision to scale the business and worked with his team to achieve it. While the business was successful, Scudamore faced few obstacles and viewed challenges as opportunities. The document outlines key factors in Scudamore's success including his entrepreneurial spirit from a young age and passion that led him to quit college and focus full-time on growing the business.
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Business Organization and Management
This document outlines the curriculum for a Business Organization and Management course, providing general and specific learning outcomes, activities, assignments and assessments for four main topics: ethics, business environment, management and human resources, and international business. The aim is for the curriculum to be easy for new teachers to follow while reflecting current realities and including ideas for project-based and universally designed learning.
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1 800-got-junk
Brian Scudamore started 1-800-GOT-JUNK? in 1989 with $700 and a pickup truck. He had a vision of creating the "FedEx" of junk removal. The company now has 95 franchise partners across North America in 47 of the top 50 cities. Scudamore hired his first employee immediately instead of outsourcing, believing in investing in employees over contractors. He grew the business through franchising without needing outside funding. By centralizing phone booking and using a proprietary intranet system, the company distinguished itself and allowed rapid growth to $32 million in revenue by 2004 while retaining 100% ownership.
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Got junk
Brian Scudamore started 1-800-GOT-JUNK? in 1989 with $700 and an old pickup truck. He developed a vision for the company and through innovative thinking helped grow it into a national franchise with over $107 million in revenue. Scudamore faced few obstacles and viewed challenges as opportunities. He incorporated the company in 1993 and began franchising in 1999. Scudamore attributes his entrepreneurial success to being born with a competitive spirit and hunger to be his own boss that drove him to drop out of college and focus fully on growing his business.
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"Our involvement in the community has been aligned very closely with the attributes people associate with Moody's, such as promoting education and making sure that students have the specialized skills that are necessary to function in an increasingly complex world."
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"Now in its seventh year, the M3 challenge is a unique contest designed to highlight the value of mathematics in daily life and in solving real-world issues. It is sponsored by The Moody's Foundation, which awards a total of $115,000 in prizes."
The Moody's Mega Math Challenge is a joint venture between the Society for Industrial and Applied Mathematics (SIAM) and the Moody's Foundation. An annual contest for high school students, the M3 Challenge spotlights applied mathematics as a powerful problem-solving tool, as a viable and exciting profession, and as a vital contributor to advances in an increasingly technical society.
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"Our signature project, The Moody's Mega Math Challenge, is an opportunity for students working in teams to participate in a very short but intensive competition where they create modeling solutions to real-world issues."
-Moody's CEO Ray McDaniel
Besides for teaching math participants have a chance to receive scholarship money
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Provide scholarships for talented youth
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SIAM received an
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The document provides details about a marketing project report submitted by Mr. Wayil Abdul Majeed Hajwane on the marketing strategies of McDonald's. It includes an introduction outlining the history and global growth of McDonald's since it was founded in 1937. The report further analyzes McDonald's entry and strategies in the Indian market, its supply chain management, marketing mix, employee policies, operations as a service industry and competitive analysis. It concludes by recognizing the individuals and institutions that supported the project.
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This document contains a student's final presentation for a public speaking course. It introduces the student presenting (Muhammad Asif Khan) and provides details of the course and presentation date. The presentation then discusses prominent 20th century business leaders including Sam Walton (co-founder of Walmart), Jack Welch (former CEO of GE), Warren Buffet (CEO of Berkshire Hathaway), Lee Iacocca (former CEO of Chrysler), and John Reed (former CEO of Citigroup). It provides biographical details of these leaders and their contributions to business. The presentation explores traits necessary for 21st century business leadership including adaptability, self-awareness, accurate foresight, inspiring trust, aligning
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Focuses to mention the characteristics that has been required to become an effective leader in the ongoing 21st century, in order to lead the business organizations in this global village. TQM concept use by McDonald
McDonald's history began in 1937 when Patrick McDonald opened a hot dog stand in California called the Airdrome restaurant. In 1940, his sons Mac and Dick McDonald renamed it McDonald's Famous Barbeque. Today, McDonald's has over 36,000 outlets worldwide serving 69 million customers daily in over 100 countries. McDonald's vision is to provide the best quick service restaurant experience, and their mission is to be customers' first choice for quality products, outstanding service, cleanliness, and great value. McDonald's implements total quality management principles like benchmarking, continuous improvement, and employee involvement to achieve this.
Thesis
This document provides an abstract for a bachelor thesis on effective brand building using McDonald's Corporation as a case study. The thesis will examine branding concepts and theories and analyze McDonald's brand building process to understand how it created such an extraordinary brand. It will explore what a brand is, approaches to brand building, brand equity and drivers, and models for assessing brands. It will then analyze McDonald's brand equity drivers, marketing activities, struggles and successes over time. The thesis aims to show how important it is for companies to have a well-thought-out branding strategy and understand the brand building process in order to control how their brand is perceived by consumers.
Gotjunk 130412021730-phpapp01
Brian Scudamore started 1-800-GOT-JUNK? in 1989 with $700 and an old pickup truck. He has since grown the business to include 95 franchise partners across North America and annual revenue of over $107 million. Scudamore realized he needed a vision for the company's growth and worked with others to achieve this vision. While very successful, he faced few obstacles and viewed challenges as opportunities. Scudamore attributes his entrepreneurial success to being born with a competitive spirit and hunger to start his own business that led him to drop out of college and focus full-time on growing 1-800-GOT-JUNK?.
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This article discusses how the collision of three major trends - rapid technological disruption, growth in emerging markets, and widespread population aging - is upending traditional management assumptions and intuition. These trends include the rise of artificial intelligence, the shift of economic activity to emerging markets and cities within those markets, and the demographic changes resulting from population aging. The article argues that the acceleration and interaction of these large shifts will profoundly impact business and require new approaches to strategy, decision-making, and management. Leaders must overhaul how they set strategy, engage with technology, manage workforces, and combat organizational inertia to succeed in the new environment.
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2) Alibaba encourages innovation and risk-taking in recruiting and developing employees, regularly moving people to new roles and splitting business units to allow new leaders to emerge.
3) Hardy says Alibaba's commitment to internal promotion and leadership development is demonstrated through the experience of many senior leaders, and that the company culture emphasizes accountability, autonomy, and teamwork over individual advancement.
116 PART 2 Planning6 chapter Entrepreneurship .docx
116 PART 2 | Planning
6
chapter
Entrepreneurship
After studying Chapter 6, you will be
able to
LO1 Describe why people become
entrepreneurs and what it takes,
personally.
LO2 Summarize how to assess
opportunities to start new
businesses.
LO3 Identify common causes of
success and failure.
LO4 Discuss common management
challenges.
LO5 Explain how to increase your
chances of success, including
good business planning.
LO6 Describe how managers of
large companies can foster
entrepreneurship.
Learning Objectives
bat62597_ch06_116-139.indd 116bat62597_ch06_116-139.indd 116 30/09/14 3:43 pm30/09/14 3:43 pm
Final PDF to printer
117
S ome extraordinary individuals have founded companies that have become famously
successful: 1
• Bill Gates and Paul Allen started Microsoft.
• Oprah Winfrey founded Harpo Productions.
• Steve Jobs and Steve Wozniak created Apple Computer.
• Mary Kay Ash established Mary Kay.
• N. R. Narayana Murthy founded Infosys.
• Martha Stewart started Martha Stewart Living Omnimedia.
• Larry Page and Sergey Brin founded Google.
• Estée Lauder created her namesake company.
• Elon Musk founded Tesla Motors and Space X.
• Mark Zuckerberg started Facebook.
• Vera Wang founded her namesake firm.
services, publishing, and retail-
ing. Today the Virgin empire
has nearly 50,000 employees in
50 countries, and Branson has a
mind-boggling net worth of more
than $5 billion. In 1999 he was
knighted by Queen Elizabeth.
5
Entrepreneurs differ from
managers generally. An entre-
preneur is a manager but engages
in additional activities that not
all managers do.
6
Traditionally,
managers operate in a formal
management hierarchy with
well-defined authority and responsibility. In contrast, entrepre-
neurs use networks of contacts more than formal authority. And
although managers usually prefer to own assets, entrepreneurs
often rent or use assets on a temporary basis. Some say that man-
agers often are slower to act and tend to avoid risk, whereas entre-
preneurs are quicker to act and actively manage risk.
An entrepreneur’s organization may be small, but it differs
from a typical small business:
7
• A small business has fewer than 100 employees, is independently
owned and operated, is not dominant in its field, and is not charac-
terized by many innovative practices. Small business owners tend
not to manage particularly aggressively, and they expect normal,
moderate sales, profits, and growth.
entrepreneurship
the process by which
enterprising individuals
initiate, manage, and
assume the risks and
rewards associated with
a business venture
small business
a business having fewer
than 100 employees,
independently owned and
operated, not dominant
in its field, and not
characterized by many
innovative ...
Gotjunk 130412021730-phpapp01-130416154310-phpapp01
Brian Scudamore started 1-800-GOT-JUNK? in 1989 with just $700 and an old pickup truck. He has since grown the business into a national franchise with 95 partners across North America. Scudamore realized he needed a vision for the company's growth and worked with his team to turn his $700 investment into a business with over $107 million in revenue. While facing challenges along the way, Scudamore remained positive and saw obstacles as opportunities for growth. He was inspired to be an entrepreneur from a young age and pursued his passion full-time after dropping out of college. Scudamore's story shows that with the right mindset and dedication, you can achieve your
Gotjunk 130412021730-phpapp01-130416154310-phpapp01
Brian Scudamore started 1-800-GOT-JUNK? in 1989 with just $700 and an old pickup truck. He has since grown the business to include 95 franchise partners across North America generating over $107 million in annual revenue. Scudamore realized he needed a clear vision to scale the business and worked with his team to achieve it. While the business was successful, Scudamore faced few obstacles and viewed challenges as opportunities. The document outlines key factors in Scudamore's success including his entrepreneurial spirit from a young age and passion that led him to quit college and focus full-time on growing the business.
Bom120
This document outlines the curriculum for a Business Organization and Management course, providing general and specific learning outcomes, activities, assignments, and assessments for four main topics: ethics, business environment, management and human resources, and international business. The curriculum aims to be easy for new teachers to follow while reflecting current realities and utilizing project-based and universal design learning strategies.
Business Organization and Management
This document outlines the curriculum for a Business Organization and Management course, providing general and specific learning outcomes, activities, assignments and assessments for four main topics: ethics, business environment, management and human resources, and international business. The aim is for the curriculum to be easy for new teachers to follow while reflecting current realities and including ideas for project-based and universally designed learning.
The MC KINSEY way
This document provides an overview and introduction to the book "The McKinsey Way" which details methods used by McKinsey & Company, a prestigious global management consulting firm, to approach and solve business problems. The introduction describes McKinsey's history, culture, and jargon. It explains that the book is divided into sections covering how McKinsey thinks about and works to solve problems, lessons for surviving at the firm, and reflections on life after McKinsey. The goal is to communicate useful skills and proven methods for structuring business problem-solving in a fact-based manner.
1 800-got-junk
Brian Scudamore started 1-800-GOT-JUNK? in 1989 with $700 and a pickup truck. He had a vision of creating the "FedEx" of junk removal. The company now has 95 franchise partners across North America in 47 of the top 50 cities. Scudamore hired his first employee immediately instead of outsourcing, believing in investing in employees over contractors. He grew the business through franchising without needing outside funding. By centralizing phone booking and using a proprietary intranet system, the company distinguished itself and allowed rapid growth to $32 million in revenue by 2004 while retaining 100% ownership.
MMaffucci Bio
Michael Maffucci is a senior executive coach and leadership consultant who works with executives to improve their leadership effectiveness and management skills. He has over 10 years of experience working with Fortune 500 companies and international organizations. Maffucci believes that leadership success depends on building trust within relationships and providing purpose, vision, and effective resource utilization. His coaching approach involves structured dialogues to improve self-awareness and the development of behavioral experiments to enhance new leadership skills. Feedback from clients shows increased leadership effectiveness and more productive relationships as a result of Maffucci's coaching engagements. He also designs and delivers custom leadership development programs globally.
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一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
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如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
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3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
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一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
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如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
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- 1. CASE STUDY Brian Scudamore was an 18-year-old university student in need of money when he founded Vancouver-based 1-800-GOT-JUNK?, North America’s largest junk-removal service. 1 “An inspiration came to me when I was in a McDonald’s drive-through in Vancouver. I saw a beaten-up pickup truck with plywood panels advertising junk pickup and hauling.” At first, hauling junk was meant to get him through university. However,by the third year of his studies, the business had grown enough that he dropped out of school to manage it full time. Scudamore started his business in 1989 with a $700 pickup truck, but now has more than 200 franchises throughout Canada, the United States, Australia, and the United Kingdom. He says he based his business model on Federal Express, which offers on-time service and up-front rates. Drivers wear clean uniforms and drive shiny, clean trucks. In 2011, Scudamore entered the fragmented market of house painting with 1-888-WOW-1DAY! Painting. The new company is able to build on the strengths of Got-Junk’s brand name, call centre, training, and franchising system. Scudamore learned about business by doing business. He also learned that it is important for managers to involve employees in decision making: “As soon as I stopped trying to be the CEO who’s got everything under control, there was an instant shift,” he says. “My managers started seeing me as someone they could disagree with— and that makes all of us stronger.” Brian Scudamore is a good example of what today’s successful managers are like and what skills they must have to deal with the problems and challenges of managing in the twenty-first century. This textbook is about the important managerial work that Brian Scudamore and the millions of other managers like him do. It recognizes the reality today’s managers face: new technologies and new ways of organizing work are altering old approaches. Today’s successful managers must be able to blend tried-and-true management styles with new ideas. QUESTIONS: 1. What do you understand by the above case study ? 2. How will you analyse the case of Scudamore with whatever you have studied about the management by now ? ---xxx---