Netflix Invented Hr

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Netflix finds its competition and strategic challenges against big names in the market –Google, Apple and Amazon to name a few (Roberts & Zahay, 2012). The challenge for Netflix lies in maintaining the innovative streak, which will add creativity and youth to its brand image and the brand itself. This innovative streak has to be continual and has to match the demands and preferences of the customers in their taste and liking. The brand and the company cannot afford to remain stagnant and rigid in the ever changing and demanding market place. The core competency that Netflix will have to focus on to meet this challenge is to develop and train its human resource. Effective and efficient human resource management will allow the company to tap into present and potential customers, as well as, allow the company to serve them appropriately.

(3a): What trade-offs has Starbucks made? What different activity choices has it made from its rivals?

John R. Thelin called the period from 1970 to 1980 “turbulent waters” for all institutions (Thelin, 2011, p. 317). After the golden age, the industry of Higher Education in the U.S. faced the not-so-bright future with a lot of colleges and universities being shut down. Thelin (2011, p. 337) points out that the institutions could have been prepared to handle the steadily declining enrollment, decreased revenues, decline in funding, stagflation, and rising campus maintenance costs if only they picked on the first signs of upcoming financial crisis when in 1970, the share price of the NSMC fell from $140 to $7 over the short period of time (Thelin, 2011, p. 317). However, the universities and colleges of that time were so confident and relied on “the public image of higher education as a “growth industry” (Thelin, 2011, p. 318) so much, that they were not monitoring the changing situation and thus, were not fast enough in adopting to new conditions. It does not mean that there were many college closings; vice a versa, some colleges grew, opened new programs and applied for research grants. These colleges adopted the enterprise thinking (Thelin, 2011, p. 337).

“Much like today’s universities whose appetites for appearances in corporate-sponsored “big money” football bowl events; Harvard may have used the non-student to please regatta sponsor Elkins Railroad”

"Special Reports." _The Chronicle of Higher Education_. TheChronicle.com, 28 Feb. 2011. Web. 10 Apr. 2014.

PHEI’s saw the potential market value of these unserved students, and were able to move swiftly to put new programs, and sometimes entire schools, in place to meet demand. From 2008-2010, the ten largest proprietary schools had an average increase in enrollment of over 30% (Harkin, 2012). In the decade between 2000-2010, the PHEI industry had an overall increase in enrollment of 235% (Figure 1.) This represents over 9% of the population of post-secondary students (Lynch, Engle, & Cruz, 2010). This growth was supported by the government, which believed the public sector could not meet the rising demand for education.

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Talcott Parsons was born December 13, 1902 in Colorado Springs, Colorado. As an undergraduate at Amherst College, Parsons studied sociology, philosophy and biology. He received his bachelor’s degree in 1924, then moved on to studying at the London School of Economics. Later, he received his Ph.D. in sociology and economics from the University of Heidelberg in Germany. After earning his Ph.D., Parsons taught at Amherst College for one year, and then went on to be an instructor at Harvard University. At the time, a sociology department had not yet been founded at Harvard, so Parsons started off as an instructor in economics until the sociology department was created a few years later. Parsons eventually became a full professor at Harvard,

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