Caso La Polar

Alva Noe builds an argument against the idea of cell-by-cell brain mapping in the passage “Making A Brain Map That We Can Use.” He uses rhetorical questions, imagery, and refutes the counter argument to build an argument against the idea of cell-by-cell brain mapping.

Tanya Barrientos explained her struggle with her identity growing up in her writing “Se Habla Español”. Barrientos describes herself as being “Guatemalan by birth but pure gringa by circumstance” (83). These circumstances began when her family relocated to the United States when she was three years old. Once the family moved to the states, her parents only spoke Spanish between themselves. The children learned to how read, write and speak the English language to fit into society at that time in 1963. (83) Barrientos explained how society shifted and “the nation changed its views on ethnic identity” (85) after she graduated college and it came as a backlash to her because she had isolated herself from the stereotype she constructed in her head. She was insulted to be called Mexican and to her speaking the Spanish language translated into being poor. She had felt superior to Latino waitresses and their maid when she told them that she didn’t speak Spanish. After the shift in society Barrientos wondered where she fit it since the Spanish language was the glue that held the new Latino American community together. Barrientos then set out on a difficult awkward journey to learn the language that others would assume she would already know. She wanted to nurture the seed of pride to be called Mexican that her father planted when her father sent her on a summer trip to Mexico City. Once Barrientos had learned more Spanish and could handle the present, past and future tenses she still

Pecom, compañía petrolera de Argentina, desde sus inicios fue ganando terreno en la industria del petróleo avanzando a buen ritmo a través del paso de los años. Desde la obtención de su primera concesión, hasta el inicio de operaciones en diversos países sudamericanos, Pecom se fue consolidando como una empresa fuertemente integrada verticalmente.

“Joyas Voladoras” is a short excerpt from The Wet Engine: Exploring Mad Wild Miracle of Heart, a book by Brian Doyle. The story is written showing the different ways that certain things live their lives. Doyle compares different lifestyles of a hummingbird, a whale, and a human to portray his message. He indicates that the way that a person chooses to live can show how much they value the details in life.

Cost and productivity leadership. By resolving the issue of high foremen turnover, the Lima plant can consolidate its position as the top's Treadway plant in productivity, quality, and lowest cost producer.

CompuCo is attempting to move from a domestic producer to that of an international producer. In order to achieve this feat, the company must have an international focus in regards to its overall business operations. It is quite apparent from the case, that CompuCo does not have the will or desire to be proactive with its international subsidiaries. In order to achieve greater international success, Dr. Durand must first alter the company culture. First, all international subsidiaries should be treated as a primary business irrespective of their individual performance. It seems, through reading the case, that much more emphasis is placed on French product development and applications that is given to its international counterparts. This is a detriment to business as many of CompuCo's international customers have differing tastes and sentiments in regards to product offerings. The case cites numerous examples of this between both French and American consumers. French consumers, for example, like to read product manuals and prefer complexity over simplicity. Their American counterparts however prefer ease of use, and a simple design. The company was slow to discern these changes in consumer demands and elected instead to emphasize its French product design. This created consumer ill-will and

General Motors, the “mother company” has faced many troubles in the past, and surfaced. A research by the National Research Council in the United States has revealed in 1992 that there had many impacts and future impacts in the automotive industry, indeed; it would affect the jobs and the internal economy. However, General Motors understood the threat potential that this and established strategic plans to revert the trend. Furthermore, whether General Motor Company was able to change the trend, and it saw the internal and external factors, prepared a strategic plan, Holden being the first brand in Australia, with at least just the 10 % of the population compared with the USA, the way to get a plan looks easier. In addition, it is easier to see a trend in countries with low population and good policymakers. In 2008 General Motors faced again the limit to bankruptcy. A fierce plan to develop and a new business association with FIAT made that GM avoid the dissolution. Even do all Europe have had a similar crisis( Boudette & Choudhury,

In Europe, Polaroid was organized into 12 subsidiaries, each operating a separate warehouse to serve its national market, and the largest subsidiaries reside in France, Germany, Italy, and the United Kingdom. The International Distribution Service Center (IDSC) shipped products to the major national subsidiaries several times a week and the non-major subsidiaries received shipments once a week.

Polaroid Corporation, headquartered in Cambridge, Massachusetts, was a company marketed a wide variety of instant photographic products for consumers and industries. After the deregulation of US motor industry consolidation of the warehouses in US took place, which resulted in an improved service level and reduced costs. Overwhelmed by the consolidation results, the management wanted to consolidate the subsidiaries’ warehouses in the Europe to a direct distribution.

Husky Energy Inc. is a recognizable company to many Canadians. Most people just know it as “The Husky” and see it as just merely an oil company that is operated through North America. Although Husky Energy Inc. is based in Alberta and Saskatchewan, it is a worldwide enterprise. “China, Greenland, and Libya” all have Husky Energy within their countries (Husky Energy Inc.). The now privately owned business is valued at “28 billion as of October 2009” (Warnock, 1) and is growing exponentially. They are continuing expansion, becoming much more than a gas and oil supplier. They understand the changes are essential in being a successful corporation.

The research paper reviews the situation of the two Brazilian companies Gaucho, S.A (“Gaucho”) and Vaqueiro, S.A. (“Vaqueiro”.) The paper addresses three questions:

João Nogueira Batista, Chief Financial Officer of the Brazilian firm Petrobras, reflected on Gros’s words as he prepared for a Board of Directors meeting in July 2002. The main item on the Board’s agenda was the proposed acquisition of an Argentinean firm, the Perez Companc Group, or Pecom.2 The acquisition would significantly increase Petrobras’s oil and gas production and add to its oil reserves. It would also provide the mainly Brazilian-based

The purpose of this paper is to discuss the reasons why I, as a hired management consultant, would suggest a fictitious company either shut down operations or continue them based on its operational health. In order to do this I must first describe, in brief, the basic details of the company I have created to provide some tangibility to this assignment. Then I will assess the current environmental scan factors relevant to the decision making process, focusing on those which have the greatest impact on both the overall plant operations and the managerial decision of whether or not to discontinue operations. After which I will evaluate the company’s financial performance

During the 1950’s the current president of Brazil, Juscelino Kubitschek, established a plan to develop an automobile industry. The plan included attracting foreign automaker investors into the Brazilian automobile industry with financial incentives and the use of market restrictions. Volkswagen, Ford, and General Motors embraced the plan and competed to be market leaders in the Brazilian automobile industry. In this case study we will look more closely into why the Brazilians wanted to build an automobile industry. We will examine the strategy that the Brazilian government used to establish their automobile industry. Lastly, we will further examine the power struggle between the Brazilian government and the global automakers and why Volkswagen won in the Brazilian automobile industry.

Founded in Rüsselsheim in 1862, Opel is one of the most technologically advanced vehicle brand in Europe which has a long and rich history. However, after 11 months of effort proved unprofitable, Opel declared to exit Australian market with lower than 10% of the sales target reached(Spinks 2013). This essay aims to give a objective evaluation of Opel’s business activities. To achieve the target, this essay will use the relevant elements in PESTLE framework to critical analyze the external environment, followed by critical evaluation of the business response using evaluation criteria provided.