The document discusses various topics related to business management and strategy including strategic planning, corporate governance, marketing, finance, operations, and regulatory compliance. It mentions frameworks like the balanced scorecard and concepts such as mergers and acquisitions, budgeting, accounting, and cost analysis. The document also lists certifications, committees, and areas of government and public sector involvement related to business management.
This document contains a list of terms related to business administration, management, strategy, and operations. Some of the key terms included are balanced scorecard, strategic planning, SWOT analysis, Porter's five forces, profit sharing programs, corporate governance, budgeting, operations, logistics, marketing, finance, accounting, and regulatory affairs. The document touches on concepts related to business strategy, management, operations, and compliance.
This document discusses control in postmodern organizations from a cultural and social perspective. It examines different aspects of control including shareholder vision, authority, supervision, values and beliefs, objectives and arrangements, expectations, patterns of behavior, consultation, communication, contract, and appraisal. Control of information, money, time, and process are also addressed as key aspects of how control is defined and implemented in organizations.
This document discusses insights from a transformational corporate partnership between an organization and a corporate partner. It outlines relevant goals of increasing accountability, developing a highly skilled workforce, and establishing extraordinary leadership. Challenges addressed include improving a legacy brand image, investing significant needs, and scaling community engagement. The partnership defines mutually beneficial goals, demonstrates measurable impact, experiences the work meaningfully, solves business problems, and builds the partnership sustainably.
This document presents models for describing the relationship between a principal producer and channel partners in a value chain. It shows spectrums for collaboration, cohesiveness, value orientation, and commitment, with transactional relationships on one end and partnering on the other. The goal is to align the principal's differentiation, marketing mix, selling, brand, service, and processes with the channel partners' segmentation, targeting, and positioning for maximum strategic planning and value.
Help a fictitious company to manage its projects portfolio and understand in practice the decision making models to select the appropriate projects for the strategic business objectives.
The document discusses the career path of a Company Secretary in India. It explains that Company Secretary is a professional course administered by the Institute of Company Secretaries of India. Candidates who have passed 10+2 or equivalent can apply for the foundation course, while those who have passed the foundation course can pursue the executive program. Company Secretaries have job prospects in private companies, financial institutions, and regulatory bodies, working in legal, finance, HR and administrative roles. The average annual salary of a Company Secretary in India is Rs. 502,965. Several institutes in Tamil Nadu offer the Company Secretary course.
FUSION b2b is a leading, Chicago (Naperville) based business-to-business
(B2B) advertising and integrated marketing communications agency. Recognized as a top agency by BtoB magazine, FUSION develops results-oriented marketing strategies, and creates award-winning visual communications for global corporations, brands and entrepreneurs.
This document discusses enhancing the agent experience through collaborative content and a transactional focus on agent portals. It notes that communication is evolving and important. Agent portals can help insurers improve governance, develop profitable markets, optimize business processes, leverage data, rethink legacy systems, manage risk and losses, link customer profitability and communication, and drive new distribution channels.
This document contains a list of terms related to business administration, management, strategy, and operations. Some of the key terms included are balanced scorecard, strategic planning, SWOT analysis, Porter's five forces, profit sharing programs, corporate governance, budgeting, operations, logistics, marketing, finance, accounting, and regulatory affairs. The document touches on concepts related to business strategy, management, operations, and compliance.
This document discusses control in postmodern organizations from a cultural and social perspective. It examines different aspects of control including shareholder vision, authority, supervision, values and beliefs, objectives and arrangements, expectations, patterns of behavior, consultation, communication, contract, and appraisal. Control of information, money, time, and process are also addressed as key aspects of how control is defined and implemented in organizations.
This document discusses insights from a transformational corporate partnership between an organization and a corporate partner. It outlines relevant goals of increasing accountability, developing a highly skilled workforce, and establishing extraordinary leadership. Challenges addressed include improving a legacy brand image, investing significant needs, and scaling community engagement. The partnership defines mutually beneficial goals, demonstrates measurable impact, experiences the work meaningfully, solves business problems, and builds the partnership sustainably.
This document presents models for describing the relationship between a principal producer and channel partners in a value chain. It shows spectrums for collaboration, cohesiveness, value orientation, and commitment, with transactional relationships on one end and partnering on the other. The goal is to align the principal's differentiation, marketing mix, selling, brand, service, and processes with the channel partners' segmentation, targeting, and positioning for maximum strategic planning and value.
Help a fictitious company to manage its projects portfolio and understand in practice the decision making models to select the appropriate projects for the strategic business objectives.
The document discusses the career path of a Company Secretary in India. It explains that Company Secretary is a professional course administered by the Institute of Company Secretaries of India. Candidates who have passed 10+2 or equivalent can apply for the foundation course, while those who have passed the foundation course can pursue the executive program. Company Secretaries have job prospects in private companies, financial institutions, and regulatory bodies, working in legal, finance, HR and administrative roles. The average annual salary of a Company Secretary in India is Rs. 502,965. Several institutes in Tamil Nadu offer the Company Secretary course.
FUSION b2b is a leading, Chicago (Naperville) based business-to-business
(B2B) advertising and integrated marketing communications agency. Recognized as a top agency by BtoB magazine, FUSION develops results-oriented marketing strategies, and creates award-winning visual communications for global corporations, brands and entrepreneurs.
This document discusses enhancing the agent experience through collaborative content and a transactional focus on agent portals. It notes that communication is evolving and important. Agent portals can help insurers improve governance, develop profitable markets, optimize business processes, leverage data, rethink legacy systems, manage risk and losses, link customer profitability and communication, and drive new distribution channels.
The document outlines an integrated talent management strategy with several components. It includes workforce planning, business alignment, capability and competency management, metrics and analytics, and talent delivery to achieve business results. Talent management is a shared responsibility between the organization, managers, and employees. An effective global talent mobility framework also incorporates strategic workforce planning, pre-assignment training, onboarding, assignment support, repatriation planning, and post-assignment tracking.
Realigning Malaysian SMEs to the New Economic Model & 10th Master Plan - Chai...chinesechamber
SME Corp Malaysia is the government agency responsible for developing small and medium enterprises (SMEs) in Malaysia. It was established in 1995 and was previously known as SMIDEC. SME Corp Malaysia formulates policies, strategies, and programs to support SME development and coordinates across government ministries and agencies. While SMEs make up over 99% of businesses in Malaysia and contribute significantly to the economy, they face challenges in accessing finance, markets, advisory services, technology, and human capital. To address these challenges, SME Corp Malaysia implements initiatives such as the Business Accelerator Programme to provide integrated guidance and assistance to help SMEs accelerate their growth.
This performance improvement road map outlines the framework for your firm to deliver more, in less time, while being more flexible. By following this approach, you are able to dramatically reduce costs and build a Management Operating System that aligns your facilities, capabilities and processes with senior management’s strategic objectives and drive sustainable bottom-line results.
IFS is a Swedish software company founded in 1983 that develops and sells IFS Applications, an enterprise resource planning software. IFS Applications is used by over 2,000 customers in 54 countries. It provides software solutions for asset management, project management, manufacturing, and other business functions. The software is optimized for industries like aerospace, automotive, manufacturing and utilities. IFS has over 2,700 employees worldwide and annual revenues of over $350 million.
IFS is a global software company founded in 1983 in Sweden that develops and sells IFS Applications, an enterprise resource planning software suite. IFS Applications is used by over 2,000 customers across various industries for functions like asset management, project management, manufacturing, and supply chain management. The software is component-based and can be customized to meet industry-specific and customer needs. IFS has over 2,700 employees worldwide and annual revenues of over $350 million.
The document provides an overview of IFS, a global software company that focuses on enterprise applications for specific industries. It summarizes IFS's history, values, products, customers and global presence. Key points include that IFS was founded in 1983, has over 2,000 customers worldwide, and focuses on industries where service, manufacturing, supply chain or project management are core processes.
This document proposes a solution to support UK technology SMEs seeking to expand into global markets. It notes that SMEs face challenges such as lack of resources, international contacts, and managerial knowledge for internationalization. There is an opportunity to better connect the estimated 100,000 UK technology SMEs with global buyers and reduce barriers to market entry. A new service is outlined that would provide SMEs with information, expertise, and services from local partners abroad to help them internationalize and access an estimated £1.7 billion global marketplace.
My perspective of the healthcare industryDennis Ooi
The document provides an overview and agenda for a presentation to ABC Berhad on the healthcare industry. It discusses the complex business environment in healthcare, major trends changing healthcare delivery, a PESTLE analysis, and changing demographics due to an aging population. It also outlines strategies for transforming Pantai hospitals, examples of business planning considerations, and ways to expand Pantai's healthcare network.
Social Media Metrics and ROI: mUmBRELLA and TCO Social Media TCO
What is the value of my brand’s social media presence? This presentation will demonstrate the steps required to measure the return on your investment- including setting objectives and what you should be aiming for with a social media presence. This session will also explore Measurement on Facebook and other social media sites. Bringing terms like ’virality,” “Reach”, “Talking about vs Engaged Users" into plain language; what they mean for your brand and benchmarks to aim for.
1) Healthcare organizations face challenges around complex application interdependencies and housing protected health information (PHI) in non-production systems.
2) The Informatica solution simplifies, automates, and validates the test data environment through an integrated platform for consistency and scalability.
3) A case study example showed how Informatica helped a leading healthcare payer comply with regulations by creating targeted test data subsets from production, improving quality and performance while protecting sensitive data.
This document advertises an upcoming conference called "Microfinance 2.0: Innovative Solutions to Thrive in the Downturn" taking place June 15-17, 2009 in San Francisco. The conference will bring together organizations working in microfinance and participants from industries like technology, banking, and investing. Attendees will learn about expanding outreach, identifying profitable investments, and innovative products beyond traditional microfinance like mobile banking. A diverse range of speakers and participants from private investors, social entrepreneurs, foundations, microfinance practitioners, and venture capitalists will attend.
Admonsters OPS Mobile Keynote PresentationPaul Gelb
The pipes of the mobile ad industry aren’t broken — they are in the process of being built. At this stage in the evolution of mobile, knowing what you don’t know is just as valuable as what you do know. While there are significant challenges in mobile ad:tech, none appear insurmountable. In fact, savvy agencies and brands are more excited by the potential for mobile measurement than concerned about current limitations. This session discussed how agencies and marketers are proactively addressing issues, what unique long-term measurement opportunities have been prioritized and why storytelling about mobile ad operations will be crucial to the mobile's industry's future growth.
This document provides a business cloud planning template to help organizations assess their current systems and needs, and identify suitable cloud-based applications. The template guides the user to describe their current situation, costs, urgency for change, and ideal goals. It then prompts the user to identify must-have and nice-to-have requirements to help determine which applications to assess, who will conduct the assessments, and deadlines. The aim is to help transition the business to more cost-effective and efficient cloud-based solutions.
ex of my work for client: Corporate Back Office suite On CloudPravin Gandhi
This document describes C.Boss, a cloud-based corporate back office software service for small and medium non-manufacturing companies. It offers various business systems like procurement, inventory management, asset management, financial accounting, and HR/payroll without any upfront investment, licensing fees, or maintenance contracts. Users pay only for the systems they need on a subscription basis and have unlimited users, locations, and usage across multiple group companies. The software aims to simplify IT for sectors like retail, hospitality, media, and healthcare.
This document provides a summary of Nic Labuschagne's geographic work experience, direct work experience, and key competencies. His geographic work experience includes locations in the USA, South Africa, the Middle East, Japan, Scandinavia, and the United Kingdom. His direct work experience spans multiple industries including asset management, retail, investment products, business process outsourcing, financial derivatives, energy projects, ICT, medical portals, internet banking, and chemical/food processing. His key competencies include facilitation, intercultural intelligence, strategic communications, change management, conflict resolution, reputation management, crisis communications, and strategic planning.
Iso27k Iso27001 Overview From Howard Smithdcordova923
ISO 27001 is an international standard for information security management. It provides a framework for implementing and maintaining an information security management system (ISMS). The standard covers key aspects like risk management, security policies, asset classification/control, personnel security, physical/environmental security, communications/operations management, access control, and more. Organizations can get certified to show they have proper controls in place to protect sensitive information according to the standard's requirements.
The document outlines the process flow for an executive recruitment firm to achieve high quality deliverables with efficient costs. It discusses implementing technology to automate tasks like communication, assigning work, and tracking expenses and candidates. This would improve efficiency by empowering administrators while ensuring partners provide strategic input. A client portal is proposed to provide search status updates and maintain quality. The system would integrate task assignment, document sharing and pipeline management to coordinate the process.
The strategic alliance between the operational and C1 aims to better serve customers through a physical and information flow. This flow involves warehouse flow, quality inspection, lean, safety, procurement, innovation, availability, inventory levels, value stream mapping, on-time deliveries, CO2 reduction, customer relationships, ROI, WCM processes, turnover, batch size, make to stock/order, ABC analysis, inventory management, MRP II, S&OP, PDP, people development, on-time production deliveries, process KPIs, and models. The overall goals are to improve C2, C3, C4, and C5 to meet business objectives.
The document summarizes 10 tests that can be used to evaluate the strength and effectiveness of a company's strategy. It discusses each test individually and provides examples. The key tests are whether the strategy will beat the market, taps into a true competitive advantage, is granular about where to compete, and puts the company ahead of emerging trends. Passing fewer than 4 of the 10 tests indicates issues with a strategy according to a McKinsey survey. Regularly applying these tests can help improve strategic thinking and planning.
1) O documento analisa a nova política industrial brasileira consubstanciada no Plano Brasil Maior lançado em 2011, discutindo seus avanços e limites.
2) O plano visa estimular a inovação, a produção nacional e a competitividade da indústria por meio de medidas para investimento, comércio exterior e defesa da indústria nacional.
3) O texto destaca os principais pilares e metas do plano, mas também aponta desafios como a necessidade de efetiva implementação das ações propostas.
The document outlines an integrated talent management strategy with several components. It includes workforce planning, business alignment, capability and competency management, metrics and analytics, and talent delivery to achieve business results. Talent management is a shared responsibility between the organization, managers, and employees. An effective global talent mobility framework also incorporates strategic workforce planning, pre-assignment training, onboarding, assignment support, repatriation planning, and post-assignment tracking.
Realigning Malaysian SMEs to the New Economic Model & 10th Master Plan - Chai...chinesechamber
SME Corp Malaysia is the government agency responsible for developing small and medium enterprises (SMEs) in Malaysia. It was established in 1995 and was previously known as SMIDEC. SME Corp Malaysia formulates policies, strategies, and programs to support SME development and coordinates across government ministries and agencies. While SMEs make up over 99% of businesses in Malaysia and contribute significantly to the economy, they face challenges in accessing finance, markets, advisory services, technology, and human capital. To address these challenges, SME Corp Malaysia implements initiatives such as the Business Accelerator Programme to provide integrated guidance and assistance to help SMEs accelerate their growth.
This performance improvement road map outlines the framework for your firm to deliver more, in less time, while being more flexible. By following this approach, you are able to dramatically reduce costs and build a Management Operating System that aligns your facilities, capabilities and processes with senior management’s strategic objectives and drive sustainable bottom-line results.
IFS is a Swedish software company founded in 1983 that develops and sells IFS Applications, an enterprise resource planning software. IFS Applications is used by over 2,000 customers in 54 countries. It provides software solutions for asset management, project management, manufacturing, and other business functions. The software is optimized for industries like aerospace, automotive, manufacturing and utilities. IFS has over 2,700 employees worldwide and annual revenues of over $350 million.
IFS is a global software company founded in 1983 in Sweden that develops and sells IFS Applications, an enterprise resource planning software suite. IFS Applications is used by over 2,000 customers across various industries for functions like asset management, project management, manufacturing, and supply chain management. The software is component-based and can be customized to meet industry-specific and customer needs. IFS has over 2,700 employees worldwide and annual revenues of over $350 million.
The document provides an overview of IFS, a global software company that focuses on enterprise applications for specific industries. It summarizes IFS's history, values, products, customers and global presence. Key points include that IFS was founded in 1983, has over 2,000 customers worldwide, and focuses on industries where service, manufacturing, supply chain or project management are core processes.
This document proposes a solution to support UK technology SMEs seeking to expand into global markets. It notes that SMEs face challenges such as lack of resources, international contacts, and managerial knowledge for internationalization. There is an opportunity to better connect the estimated 100,000 UK technology SMEs with global buyers and reduce barriers to market entry. A new service is outlined that would provide SMEs with information, expertise, and services from local partners abroad to help them internationalize and access an estimated £1.7 billion global marketplace.
My perspective of the healthcare industryDennis Ooi
The document provides an overview and agenda for a presentation to ABC Berhad on the healthcare industry. It discusses the complex business environment in healthcare, major trends changing healthcare delivery, a PESTLE analysis, and changing demographics due to an aging population. It also outlines strategies for transforming Pantai hospitals, examples of business planning considerations, and ways to expand Pantai's healthcare network.
Social Media Metrics and ROI: mUmBRELLA and TCO Social Media TCO
What is the value of my brand’s social media presence? This presentation will demonstrate the steps required to measure the return on your investment- including setting objectives and what you should be aiming for with a social media presence. This session will also explore Measurement on Facebook and other social media sites. Bringing terms like ’virality,” “Reach”, “Talking about vs Engaged Users" into plain language; what they mean for your brand and benchmarks to aim for.
1) Healthcare organizations face challenges around complex application interdependencies and housing protected health information (PHI) in non-production systems.
2) The Informatica solution simplifies, automates, and validates the test data environment through an integrated platform for consistency and scalability.
3) A case study example showed how Informatica helped a leading healthcare payer comply with regulations by creating targeted test data subsets from production, improving quality and performance while protecting sensitive data.
This document advertises an upcoming conference called "Microfinance 2.0: Innovative Solutions to Thrive in the Downturn" taking place June 15-17, 2009 in San Francisco. The conference will bring together organizations working in microfinance and participants from industries like technology, banking, and investing. Attendees will learn about expanding outreach, identifying profitable investments, and innovative products beyond traditional microfinance like mobile banking. A diverse range of speakers and participants from private investors, social entrepreneurs, foundations, microfinance practitioners, and venture capitalists will attend.
Admonsters OPS Mobile Keynote PresentationPaul Gelb
The pipes of the mobile ad industry aren’t broken — they are in the process of being built. At this stage in the evolution of mobile, knowing what you don’t know is just as valuable as what you do know. While there are significant challenges in mobile ad:tech, none appear insurmountable. In fact, savvy agencies and brands are more excited by the potential for mobile measurement than concerned about current limitations. This session discussed how agencies and marketers are proactively addressing issues, what unique long-term measurement opportunities have been prioritized and why storytelling about mobile ad operations will be crucial to the mobile's industry's future growth.
This document provides a business cloud planning template to help organizations assess their current systems and needs, and identify suitable cloud-based applications. The template guides the user to describe their current situation, costs, urgency for change, and ideal goals. It then prompts the user to identify must-have and nice-to-have requirements to help determine which applications to assess, who will conduct the assessments, and deadlines. The aim is to help transition the business to more cost-effective and efficient cloud-based solutions.
ex of my work for client: Corporate Back Office suite On CloudPravin Gandhi
This document describes C.Boss, a cloud-based corporate back office software service for small and medium non-manufacturing companies. It offers various business systems like procurement, inventory management, asset management, financial accounting, and HR/payroll without any upfront investment, licensing fees, or maintenance contracts. Users pay only for the systems they need on a subscription basis and have unlimited users, locations, and usage across multiple group companies. The software aims to simplify IT for sectors like retail, hospitality, media, and healthcare.
This document provides a summary of Nic Labuschagne's geographic work experience, direct work experience, and key competencies. His geographic work experience includes locations in the USA, South Africa, the Middle East, Japan, Scandinavia, and the United Kingdom. His direct work experience spans multiple industries including asset management, retail, investment products, business process outsourcing, financial derivatives, energy projects, ICT, medical portals, internet banking, and chemical/food processing. His key competencies include facilitation, intercultural intelligence, strategic communications, change management, conflict resolution, reputation management, crisis communications, and strategic planning.
Iso27k Iso27001 Overview From Howard Smithdcordova923
ISO 27001 is an international standard for information security management. It provides a framework for implementing and maintaining an information security management system (ISMS). The standard covers key aspects like risk management, security policies, asset classification/control, personnel security, physical/environmental security, communications/operations management, access control, and more. Organizations can get certified to show they have proper controls in place to protect sensitive information according to the standard's requirements.
The document outlines the process flow for an executive recruitment firm to achieve high quality deliverables with efficient costs. It discusses implementing technology to automate tasks like communication, assigning work, and tracking expenses and candidates. This would improve efficiency by empowering administrators while ensuring partners provide strategic input. A client portal is proposed to provide search status updates and maintain quality. The system would integrate task assignment, document sharing and pipeline management to coordinate the process.
The strategic alliance between the operational and C1 aims to better serve customers through a physical and information flow. This flow involves warehouse flow, quality inspection, lean, safety, procurement, innovation, availability, inventory levels, value stream mapping, on-time deliveries, CO2 reduction, customer relationships, ROI, WCM processes, turnover, batch size, make to stock/order, ABC analysis, inventory management, MRP II, S&OP, PDP, people development, on-time production deliveries, process KPIs, and models. The overall goals are to improve C2, C3, C4, and C5 to meet business objectives.
Similar to L Marangoni Eng+Prof Skills Col Inv (20)
The document summarizes 10 tests that can be used to evaluate the strength and effectiveness of a company's strategy. It discusses each test individually and provides examples. The key tests are whether the strategy will beat the market, taps into a true competitive advantage, is granular about where to compete, and puts the company ahead of emerging trends. Passing fewer than 4 of the 10 tests indicates issues with a strategy according to a McKinsey survey. Regularly applying these tests can help improve strategic thinking and planning.
1) O documento analisa a nova política industrial brasileira consubstanciada no Plano Brasil Maior lançado em 2011, discutindo seus avanços e limites.
2) O plano visa estimular a inovação, a produção nacional e a competitividade da indústria por meio de medidas para investimento, comércio exterior e defesa da indústria nacional.
3) O texto destaca os principais pilares e metas do plano, mas também aponta desafios como a necessidade de efetiva implementação das ações propostas.
Este documento resume diversas correntes de pensamento estratégico ao longo do tempo. A estratégia é vista ora como um processo formal e programado, ora como um processo emergente e adaptativo. Discute-se também os níveis de análise estratégica e as perspectivas de estratégia das organizações.
This document provides an overview and summary of strategies for leveraging LinkedIn effectively. It discusses completing your profile, building your network, marketing your business and yourself, and measuring results. Experts provide tips for optimizing your profile to be found by contacts, getting plugged in with LinkedIn applications, and checking your LinkedIn efforts. The overall document aims to help professionals make the most of LinkedIn's professional social network.
Ifrs Insatisfeitos Podem Reclamar De Regra Contabil Sobre Receita17 6 11IBGC Chapter Parana
O Iasb e o Fasb decidiram dar mais uma chance para empresas e investidores comentarem sua proposta sobre reconhecimento de receita antes de publicar a nova norma em 2012. As incorporadoras e empresas de telecom esperam convencê-los a permitir o reconhecimento de receita ao longo das obras e da venda de aparelhos, respectivamente, enquanto os órgãos parecem dispostos a ouvir mas não a mudar os princípios básicos da proposta.
O documento discute vários aspectos relacionados à estratégia nas seguintes áreas: o papel do Conselho Fiscal em não interferir na estratégia da empresa; a responsabilidade do Conselho de Administração em traçar as diretrizes estratégicas da organização e assegurar que questões sociais e ambientais sejam consideradas nas escolhas estratégicas; e a importância de sistematizar as reuniões do Conselho para permitir uma análise aprofundada de temas estratégicos.
O documento discute a adoção do novo padrão contábil internacional IFRS pelas empresas brasileiras. Apesar das mudanças exigidas, os impactos nos resultados financeiros de 2010 parecem ter sido modestos. Novas normas sobre receitas e leasing podem gerar mudanças mais significativas nas demonstrações financeiras a partir de 2013.
A CVM cruza informações de formulários de referência com balanços auditados para verificar inconsistências. Se necessário, solicita esclarecimentos adicionais das empresas. As empresas devem apresentar as informações conforme requerido, mas podem divulgar dados adicionais para retratar com precisão sua situação.
O levantamento da CVM identificou "desvios" em 87% das propostas enviadas por empresas para as assembleias de acionistas. As informações sobre remuneração e os comentários dos diretores sobre o desempenho passado e futuro costumam apresentar mais erros. No entanto, as empresas precisam melhorar a qualidade das informações divulgadas para atrair mais investidores e valorizar seus papéis no mercado.
1) Um estudo analisou a composição e dinâmica de 215 conselhos de administração de empresas listadas no Brasil, criando índices de diversidade e
alinhamento às boas práticas.
2) As empresas mais bem posicionadas nos índices foram EDP, Cemig, BM&FBovespa, Celesc e CCR, enquanto as piores foram Hércules, Grazziotin,
Brasmotor e Schulz.
3) Conselhos homogêneos tendem a ter menos pontos de vista diversos, enquanto a dedic
1) Assessorias de acionistas estão ganhando mais destaque em assembleias de acionistas devido a novas regras nos EUA e na Europa que exigem mais transparência e responsabilização dessas empresas.
2) Existe preocupação de que essas assessorias possam ter conflitos de interesse ou falta de transparência em suas recomendações de voto.
3) Novas regras propostas incluem registro obrigatório dessas empresas e mais divulgação sobre como são tomadas decisões de voto.
O Conselho de Normas de Contabilidade Financeira dos EUA (FASB) recuou de sua proposta inicial de usar amplamente o valor justo para instrumentos financeiros. Agora, o FASB propõe um modelo híbrido, no qual empréstimos e recebíveis continuariam registrados pelo custo amortizado, enquanto ativos de negociação e disponíveis para venda usariam o valor justo. Essa mudança aproxima o padrão contábil americano do internacional IFRS e facilita a convergência global das normas contábeis
A empresa anunciou um novo produto que combina hardware e software para fornecer uma solução completa para clientes. O produto oferece recursos avançados de inteligência artificial e aprendizado de máquina para ajudar os usuários a automatizar tarefas complexas. Analistas acreditam que o produto pode ser um sucesso comercial se for fácil de usar e tiver um preço acessível.
Este documento discute como integrar o SlideShare com o LinkedIn para compartilhar apresentações e links com sua rede de contatos. Ele explica como adicionar o SlideShare ao LinkedIn para que suas apresentações apareçam nos perfis dos conectados e dá instruções sobre como fazer upload de apresentações diretamente no SlideShare ou compartilhar links para apresentações em comentários.
O advogado-geral da União disse que só poderá assinar um acordo com a Nestlé sobre a aquisição da Garoto se a empresa obtiver antes o aval do Conselho Administrativo de Defesa Econômica (Cade), que vetou a compra em 2004 e ainda analisa o caso na Justiça. A Nestlé procurou a AGU em 2010 para negociar um novo acordo, mas qualquer solução depende de discussão com os órgãos antitruste. O Cade aguarda um novo julgamento sobre o recurso da Nestlé contra sua decisão de vetar a compra da
A gestora Porto Forte deu crédito a uma fazenda pertencente aos pais do principal sócio, que está inadimplente em valores entre R$ 6-9 milhões. A Porto Forte atraiu cerca de 450 investidores oferecendo dividendos fixos obrigatórios, esquema semelhante a pirâmide. A CVM investigará se houve oferta pública irregular de valores mobiliários.
A CVM identificou "desvios recorrentes" nos balanços de 80% das empresas analisadas, principalmente na omissão de informações relevantes sobre transações com partes relacionadas e remuneração de executivos. A autarquia enviará um comunicado público às empresas e auditores e pode exigir a republicação dos balanços ou abrir processos caso encontre reincidência ou problemas relevantes.
O documento discute como alguns planos de saúde no Brasil estão investindo em programas de prevenção para pacientes crônicos, que representam a maior parte dos custos. A Intermédica acompanha 46 mil pacientes crônicos e economiza R$4 milhões por mês com esses programas. Embora esses programas possam ajudar a reduzir custos, poucos planos no Brasil têm ações efetivas de prevenção.
1) O governo de São Paulo prepara um projeto-piloto para cobrar diretamente dos planos de saúde o atendimento de seus segurados em hospitais públicos paulistas.
2) A cobrança será testada inicialmente em hospitais administrados por organizações sociais e o pagamento será feito via contrato entre o hospital e os planos.
3) O objetivo é que o modelo seja implementado em todo o estado para que os hospitais públicos possam ser ressarcidos pelos atendimentos de segurados de planos.
Sp Prepara Regra Para Cobrar Planos De Saude Binder
L Marangoni Eng+Prof Skills Col Inv
1. knowledge structure
BOARD EDUCATION ENTREPRENEUR CONSULTANT
GOVERNMENT
PUBLIC RETAIL RETAIL
STRATEGIC SECRETARY BID ENERGY MALLS STRATEGIC
IT
CORPORATE PLANING PUBLIC RETAIL BRANDING PLANNING
GOVERNANCE MEETING ACCOUNTING MARKETING FRANCHISING BUSINESS
SERVICES
PREPARATION NEGOTIATION UNIVERSITY FEASIBILITY
STATEMENT INFRASTRUCTURE
CONCEPT BSC MEETING REPORT UNESCO (ANS / HEALTH
SWOT / PORTER / ITIL
IBGC - COMIITTEES DATA ANVISA) SALES CHANNELS
BCG PMO
CERTIFICATION MERGER AND PDCA RELATIONSHIP
ADMINISTRAT. ACQUISITON PROFIT SHARING
RESPONSIBIL. TECHNIQUES PROGRAMS CO. MANAGEMENT
VALUATION
DUE-DILIGENCY Balanced Scorecard
Operations
FINANCE (BSC)
LEGAL CASH FLOW Logistics Assumptions
Business
Assumptions ACCOUNTING Breakdown Contracts
(BRENCO) TRANSFER-COST Inbound&Outbound
CORPORATE LAW Area Coverage equipment
P&L
-LEI DAS S.A. Worldwide supplier Distribution Low Cost ENVIRONMENT warranties
LEGAL ISSUES Low cost producer BUDGETING Routing raw materials inputs
SG&A R&D
BUSINESS Safety LICENSES and SLA
CREATION UNIT-COST
Predictive OPERATIONS SHE PLANT IT
EBTIDA Materials for % of SALES
maintenance CORPORATE production NATIONALIZATION training
Priority Planing
Sox ZBB Costing Modeling
REGULATORY
Sustainability PEP (SP opex Maintenance
AFFAIRS People
Budget control) Process - flow
COSTING inventory structure SAP module
LICENSES
forecast contingency spare parts
UNESCO - Task force team
ABC SAP Activity based inventory Safety
GOVERNMENT MARKETING
maintainability PERFORMANCE & Knowledge
costing
Manual Control versus reliability MOTIVATION management
Pricing target hazop
Maintenance costs CAPEX & work permits
WHOLESALERS Inventory OPEX
Pre Op. Control SHE management
SUPPLIERS SALES FORCE CAMPAIGNS / Moodle (internet
LAUNCHING Training system training)
SOP PEP (SP opex epi
OUTSOURCING TRAINING COMPETITORS / control) Fermentation High HR Processes
BENCHMARK Contracts Budgeting Performance
PRIVATE LABEL EARNINGS PCM analist
job descriptions Logistics
comittees by benefits
SERVICES SAP-erp Agri-Industrial management Industrial theater for training
timetable
Integration Group training organization chart meals
B2B hiring
DECISION CELLS MARKETING MIX Critical BPP follow-up hotel
CRM Plant Op. Center AGRICULTURE CAPEX and OPEX by economic sectors Brenco university
TECHNICAL transportation
SOP Concepts Training LOGISTICS cost centers and research
SERVICE
ADVERTISING Cost structure SUPPLY-CHAIN accounting bills job description
PROFESSIONAL
SERVICE headcount P.O.C simulator
POS / MARKET knowledge sourcing
overall expenses
PROCESS PMO sotware
SUPPLIERS PRICE
Grid / schedule development
Plant Layout (omegatech)
MARKET-SHARE Pedagogy
DAP
Resources ITC FCAV
MARK-UP EPCM AUTOMATION
PRODUCT BENCHMARK MEC
CAPEX & OPEX Laboratorio
LIFE-CYCLE Allocation
Training
OUTSOURCING RETAIL Optimization Phase II External course
MIX suppliers
Production &
IMPORTATION M.E.S Process Quality Teaching
NEW CHANNELS Management by Fermentation and
STORES
Objectives Laboratory 3 level modules
Phase I
ARCHITECT / SOP Automation & SAP
SALES FORCE from BSC Industrial Laboratory
CONSTRUCTOR QA electris
TRAINING Lab GATEC P.O.C. Articulate
breakdown Maintanance
SOFTWARE MALLS (teachers´classes
bonus policy SAP DataSheet iso9000 equipment suppliers standtization)
VISUAL P.O.C Automation SOFTWARE
TENANT PCP - SAP / MRP SAP module Plant Operator &
MERCHANDISING / Projects
OUTSOURCING reports maintenance
BRANDING / POS CONTRACTS
RELATONSHIP Webformat operator
Commissioning and
Projects MRP I / II
Testing
COST BPCS
FRANCHISING PRODUCTION Maintenance
Methodology CQ Knowledge editing
AT Plant and producing
CMS
OWNER MV Plant JIT / KANBAN SOP
BONUS Opening / Closing ethanol for export
MODELING Laboratories EMPOWERMENT manuals pedagocical profile
Training raw material
START-UP MANUFACT. CELL laboratory routing - SAP of the employees
Control OPTMIZIED sap modules writing/ editing
MOBILE Stat Proc Cont
(AGRIBUSINESS) OPERATIONS corporate team printing and video
production and
streaming
By Marangoni at 10:25 am, 4/15/11
2. LADERLEI LUIZ MARANGONI
R. Paiquerê 766 cj 38 CEP 13271-600 Valinhos / SP
Phones.: (019) 38710314 / (019) 88400483
laderlei@mpc.com.br
HEAD OF OPERATIONS
SUMMARY
Professional with great experience, heading operations in large multinational companies, in the energy, chemical,
retail, agribusiness and government sectors, accumulating a Systemic view, creative, with capacity to work on
Projects, Strategic Planning, Finance, Sales and Retail/Consumer. Graduated in Mechanical Engineering by
UNICAMP (Energy and Production), with additional specialization courses at FGV (Finance and Marketing), USP
(Retail), IBGC (Corporate Governance& Adm.Counselor) and IICS (M&A and Corporate Law).
PROFESSIONAL QUALIFICATIONS
Operations & Manufacturing
Industrial Operations General Manager---------------------------------------------------------------------------
• Reported directly to the Industrial Vice President, performing a director role;
• Broke down business premises into industrial targets, with individual projects / objectives for collaborators and
managers, supporting the bonus program which was achieved 2 years consecutively;
• Structured the Green Field start-up industrial operation with investments of R$ 300 million per unit and initial
forecasted invoicing of R$162 million/year (Electrical Energy and Anhydrous Alcohol), with a staff 30% smaller
than the market average ( plants of 3,6 million tons of sugar cane/year) and alcohol litre costs 8% less than the
market average;
• Designed, developed and implemented industrial training (480 technical hours/pupil) for 225 collaborators per
plant in the interior of the Brazilian Midwest region ( 4 units initially);
• Managed PCP (SAP BPP & Go-Live), Quality (Technical Data Sheets, Lab Certification), Costs (Activity Based
Costing), Budget (R$250 million in the second year - Industrial Opex&Capex), Safety and SOP;
• Set up the Maintenance Program based on Reliability and Maintainability in the PCM-SAP module;
• Led the PMO performance with a PMI certified engineer, controlling all resources (400 collaborators) available,
in the corporation as well as in sites, disseminating both project and sites benchmarking culture;
• Designed, with the HR, and later on with the plant management, all positions, remuneration, career plan, as
well as retention and benefit plans for the new staff and operating collaborators;
Manufacturing Manager ------------------------------------------------------------------------------------
• Managed P&D, Processes, PCP, Production, Quality (Assurance&Control), in the production of health care
specialties, consumer, stationery, imaging products for an American multinational company;
• Supervised 250 collaborators, implementing Performance Evaluation programs, Career Plan (Dual Ladder),
social inclusion programs (APAE’s children working directly in the assembly line), recognition (Best),
empowerment;
• With a strong systemic view of all manufacturing stages and based on the best practices in the market, I
reduced costs (processes revision, outsourcing, Raw Material replacement), I innovated in production lines
(empowerment; lean-manufacturing, KanBan/JIT; manufacturing cells), being awarded with international prizes
on Quality and Environmental actions; Supply chain (inbound & outbound);
• Created impact on margins, leading to Marketing actions, increasing market-share, strengthening the
distribution network and subsidizing new launchings;
• Responsible for the Unit Costs of a business with annual sales of US$ 50 million.
Processes Specialist ------------------------------------------------------------------------------------------
• Worked with a wide portfolio of products (consumer products, health care, imaging, printing, stationery
products), in different production systems with requirements such as GMP, Sustainability etc...
• Received strong training focused on continuous improvement and Optmized Operations, developing a systemic
view, with creative solutions for processes and promoting Visual Management, preferably. This created the
foundation for an intense experience in Quality Circle, Quality College (Demming). I was always aiming at
optimizing Processes and Production (lay-out, new equipment, technology, process), O&M routines; lean
manufacturing, raw material replacement program; unit costs reduction; training and development of
collaborators; empowerment; For Profit and MTM programs development;
• Brought in results with positive impact on the business margin(s);
• Participated in projects that brought positive results (20% or more) regardless the product/process, besides
developing a knowledge portfolio, including techniques and management tools as well as the how-to of
different markets and segments;
Planning, Processes, Projects & Start-Up, Finance
Strategic Plan Consultant ------------------------------------------------------------------------------------
• Provided direct consulting to the VP/MD and their teams at PURINA, MINASGÁS, HIDROGESP, CANOVA;
• Adopted Porter Analysis, SWOT, Disruptive Technology, BCG, etc. as working tools, drawing the strategic
map, in some cases with BSC, until reaching the Management by Targets at the tactical/operational level;
3. • Brought, in the different projects, results for the exploration of a new sales/distribution channel and for breaking
into a new market, increasing sales and/or final net profit.
Budget and Industrial Costs Manager -------------------------------------------------------------------
• Designed the industrial process for 4 plants, based on an engineering project (turnover of R$162 million/year),
subdividing it into the necessary structure for the Activity Based Costs as well as for the OBZ budget and for
meeting commercial targets (GPD); budget and costs running in the ERP system;
• Implemented in the industry the SAP - MES – Automation layers, pari passu to the process documentation and
the training of Local Budget Managers with alignments and establishment of Flows and Processes;
• Initialized the PCP/PCM, resulting in ramp-up performance targets, considering that we already had previously
established costs by process, quality parameters and control and pricing integration with the company’s
Finance/Accounts areas;
• Projected, shared responsibilities and implemented the participative budget linked with Targets and Results,
developing a self managed team and meeting targets, for 2 consecutive years;
• Assistant/Consultant to the Board of Directors, in the Finance Area in the TIC industry;
• Participated in public notices, bids, and resources negotiations with Public Secretariats;
• Issuing and presentation of the monthly book for Balance Council approval (Administrative and Financial) and
Accounts;
• Assisted the Board of Directors, the County Management Secretariat and Vice-Secretariat, coordinating
Administrative Routines and Cash Flow, Budget and Investments control in both TIC and Education Sector;
• Participated in the remodeling of the Administrative/Functional Staff, with 50 employees, with recycling
programs and HR training in TIC industry;
• Design, from the TIC business production chain, (Development, PMO and ITIL), a Products and Services
Table, establishing new Sales prices and margins;
• Participated in a business of R$ 140 million/year and, at the end of the second year, showing in the Balance a
positive net result after 4 years of consecutive losses;
• In the State Education system, purchased a distributed 5 million school supply student kits for 5400 schools, as
part of a R$ 96 million project strongly based on logistics;
• Managed an annual budget of R$ 12 billion, as a Finance Assessor of the State Education Secretary, reducing
it by 30% in the first year and by 50% the non-invested payable dues, generating more works/actions for a
body of 5 million students;
Education, Training and Knowledge Management
Industrial Education Manager -----------------------------------------------------------------------------
• Projected , implemented, established and maintained (future agribusiness unit) the Brenco Corporate
University, with a course in Sugar and Alcohol sector education, in the Distance Learning format and with 6
employees and a budget of R$ 2 million; in compliance with pedagogical routines;
• In a start up energy company, trained 450 employees in 2 bio-energetic units and created the basis for other 8
units; I create an educational DataBase in the Moodle environment;
• Developed, as the final product for a graduate course, pedagogical parameters according to MEC ( in
partnership with FCAV), with 3 content levels and 100% on the intranet; each hour teached costing 1/3 of the
regular market cost;
• Awarded a grade 9,2 overall grade (on a scale from 0 to 10) on the satisfaction survey carried out with the
participants in the course.
Entrepreneurship, Franchising, Government and Multinational Management
Government Relationship and Jobs-----------------------------------------------------------------------
• Responsible for the state budget of R$ 12 billions with direct report to the State Secretary of Education;
• Responsible for the Education Foundation (FDE) Finance reporting to the President;
• Asessoring the São Paulo City IT Company´s (PRODAM) Finance and Adm division´s Director;
• Member o the ANS Health Pricing commitee;
• Manager of the Generic Medicine launching program at São Paulo City in a partnership with PROCON
reporting directly to ANVISA-DF;
Business Unit Manager ---------------------------------------------------------------------------------------
• Managed a Business Unit with Sales (Retail, Wholesale and Professional) , Marketing, Planning, Importation
and Production of Magnetic Products;
• Met targets with profitable results, increasing sales from US$ 2 million to US$ 7MM/year, with 20 employees
moving from a deficit to a surplus;
• Responsible for the P&L of the Brazil/Argentina Magnetic Business Unit.
Health Plan Operator Consultant --------------------------------------------------------------------------
• Re-structured Processes, Cash Flow Management, IT and CRM, internal information flow remodeling, in this
company with 2 hospitals, 3 clinics, affiliated network and 60.000 lives;
• Generated variable costs gains up to 20% over an annual turnover of R$ 15 million with the greatest control in
Cash Flow.
Franchising Consultant ---------------------------------------------------------------------------------------
4. • Developed solution for a new channel based on Technical Assistance mobile franchise with sales assistance
(in partnership with SURGE Inc. –US), including the pilot project, economic viability study and franchisibility
(needed to increase coverage without equity investment);
• Participated in the dairy agribusiness with the WESTFALIA LANDTECHNIK do BRASIL Ltd, during its re-
structuring and sales increase challenge (breaking into the Retail business).
Director/Professor at the UNICAMP Extension School --------------------------------------
• Prepared the program, formatted, launched, sold, coordinated and taught an extension course in Retail at RMC
via UNICAMP; Marketing teacher;
• The course had a surplus for 4 years, bringing exposure and visibility to Retail at UNICAMP
Retail Entrepreneur --------------------------------------------------------------------------------------------
• Followed all the steps to open a firm in Brazil, control taxes, comply with the Consumer Code etc;
• Due to the master franchise bankruptcy, I reinvented my business in Malls, creating my own brand, a new mix ,
margins and suppliers under the Franchising format;
• Created my own Retail Sales Training for the sales team, developed the counter/backup management
software, renegotiated contract with Malls, etc;
• After some years, with profitability and brand recognition, it was possible to sell the business to recover
investment and increase equity.
PROFESSIONAL BACKGROUND
BRENCO Industrial Operations Manager Mar/2008 to Jun/2010
Industrial Education Manager Nov/2007 to Mar/2008
SP Education Secretariat Sector Planning Manager Jul/2007 to Oct/2007
FDE Direct Assistant to the Finance Board / President Nov/2006 to Jul/2007
PRODAM Direct Assistant to the Finance Board / President Feb/2005 to Nov/2006
UNICAMP Extension School (Director)/ Retail Course (Teacher) Mar/2002 to Jul/2005
DBCONTEUDO Retail and Strategic Plan Consultant May/2000 to Dec/2004
• Assoc. Lojistas Campinas – Retail; ALSHOP – Shopping Centers – Malls; CANOVA – Real State; Hidrogesp
– Water, BOT and Re-use; Master Saúde – Health Plans; MINASGÁS – Seeds; Pão de Açúcar – CDC –
Supermarket; PURINA – Pet Food; WESTFALIA LANDTECHNIK – Dairy Cattle Raising
UNESCO Consultant in the Government Area – Health Jun/1999 to Dec/2004
• ANVISA – launching of Generic Drugs and ANS – Health Plans Prices
ARTBROS - Entreperneur – Retail Jan/1995 to Sept/2002
3M DO BRASIL Business Unit Manager – Magnetic Products Aug/1993 to Dec/1994
Manufacturing Manager Jan/1991 to Jul/1993
Process Specilist ; Production Supervisor and Manager May/1983 to Dec/1991
EDUCATIONAL BACKGROUND
• IICS – Mergers & Acquisitions 2011
• IBGC – Corporate Governance 2010
• UNICAMP – Intelligent Systems – Auditing Student in a Masters Program – 2002
• FRANCHISING UNIVERSITY – Franchising 2000
• USP – MBA - Retail - Post Graduation at the FIA/FEA-SP MBA Center - 1999
• FGV-CEAG – Specialization in Administration for Graduates - Finance and Marketing - 1988-89
• UNICAMP – Bachelor’s Degree in Mechanical Engineering – Manufacturing and Energy - 1978-82
LANGUAGES
• Fluent English Good knowledge of French Basic German and Spanish