March on Washington for Jobs and Freedom

Ghandi's campaign for independence went on, with his encouragement of peaceful protest and criticism of British administration and taxes. In 1921, Ghandi called for all Indians to boycott paying taxes on farming tools to the British, a strategy to have a negative effect on the economy. His non-cooperation campaign, despite its nonviolent aims, periodically became violent, and Ghandi was imprisoned in 1922 for instigating the movement. He was released two years later. The movement, however, was…

When using information systems, it is essential to ask, “What is the ethical and socially responsible course of action?” A MODEL FOR THINKING ABOUT ETHICAL, SOCIAL, AND POLITICAL ISSUES Ethical, social, and political issues are closely linked. The ethical dilemma you may face as a manager of information systems typically is reflected in social and political debate. One way to think about these relationships is given in Figure 4-1. Imagine society as a more or less calm pond on a summer…

He says that Western companies think they can avoid political risk by spelling out every detail in a contract, but "in Asia, there is no shortcut for managing the relationship."88 In other words, the contract is in the relationship, not on the paper, and the way to ensure the reliability of the agreement is to nurture the relationship. Even a deal that has been implemented for some time may start to get watered down at a time when you cannot do anything about it. A Japanese-led consortium…

However, the large drop in PalmKid’s contribution margin per unit combined with a decrease in the actual number of PalmPro units sold as well as a drop in the actual contribution margin per unit below budget, led to the total contribution margin being much lower than budgeted. Other factors could be discussed here––for example, it seems that the PalmKid did not achieve much success with a three digit price point––selling price was budgeted at $149 but dropped to $102. At the same time,…

Unfortunately, some companies have mismanaged their greatest asset—their brands. This is what befell the popular Snapple brand almost as soon as Quaker Oats bought the beverage marketer for $1.7 billion in 1994. Snapple had become a hit through powerful grassroots marketing and distribution through small outlets and convenience stores. Analysts said that because Quaker did not understand the brand’s appeal, it made the mistake of changing the ads and the distribution. Snapple lost so much…

To create and sustain long-term profitability within this industry, heavy-truck maker Paccar chose to focus on one customer group where competitive forces are weakest: individual drivers who own their trucks and contract directly with suppliers. These operators have limited clout as buyers and are less price sensitive because of their emotional ties to and economic dependence on their own trucks. For these customers, Paccar has developed such features as luxurious sleeper cabins, plush…