6367 past agendas

"I hear and I forget. I see and I remember. I do and I understand." -- Confucius 551-479 BC

Assignment 12 11/12 teams 1,3,4 present CareGroup 15 minutes each beginning at 8:00. Present in reverse team number order (4,3,1). (Team 2 presents the comparison and critique of the previous week's Royal DSM presentations beginning at 7:45.)

Remember, teams 1,3,4 email CareGroup powerpoint files to the members of team 3 so that they may prepare for the following week a team presentation of a comparison and critique of the 3 CareGroup presentations, including their own. Team 3will present the comparison and critique of the 3 CareGroup presentations first at 7:45 on the following week 11/19. This comparison and critique should result in a rank order of the 3 presentations by quality along with a grade (A,B,C) for each presentation. Team 3 will explain its grading scale as part of the presentation. After class on 11/19, team 3 will email its powerpoint CareGroup comparison and critique presentation file to all members of the class.

Please do not neglect the items in the case presentation requirements: 2. Diagnosis a. Identify most important issues and problems i. Purpose of case study (why is it included in the course and in the text) AND 3. Propose Solutions c. Relate to and support with models and theory (pick most relevant from textbook or from elsewhere)

Assignment 13 11/19 teams 1,2,4 present Bharti Airtel 15 minutes each beginning at 8:00. Present in reverse team number order (4,2,1). (Team 3 presents the comparison and critique of the previous week's CareGroup presentations beginning at 7:45.)

Remember, on 11/19 teams 1,2,4 email Bharti Airtel powerpoint files to the members of team 4 so that team 4 may prepare for the following week a team presentation of a comparison and critique of the 3 Bharti Airtel presentations, including their own. Team 4 will present the comparison and critique of the 3 Bharti Airtel presentations first at 7:45 on the following week 12/3. This comparison and critique should result in a rank order of the 3 presentations by quality along with a grade (A,B,C) for each presentation. Team 4 will explain its grading scale as part of the presentation. After class on 12/3, team 4 will email its powerpoint Bharti Airtel comparison and critique presentation file to all members of the class.

Team 1 presents the comparison and critique of last week's Canyon Ranch presentations beginning at 7:45.

Assignment 11 11/5 teams 2,3,4 present ROYAL DSM N.V.15 minutes each beginning at 8:00. Present in team number order (2,3,...).

Remember, teams 2,3,4 email ROYAL DSM powerpoint files to the members of team 2 so that they may prepare for the following week a team presentation of a comparison and critique of the 3 ROYAL DSM presentations, including their own. Team 2 will present the comparison and critique of the 3 ROYAL DSM presentations first at 7:45 on the following week 11/12. This comparison and critique should result in a rank order of the 3 presentations by quality along with a grade (A,B,C) for each presentation. Team 2 will explain its grading scale as part of the presentation. After class on 11/12, team 2 will email its powerpoint ROYAL DSM comparison and critique presentation file to all members of the class.

Assignment 10 Teams 1,2,3,4 present Canyon Ranch 15 minutes each beginning at 7:45. Present in team number order (1,2,...).

Remember, on 10/29 teams 1,2,3,4 email Canyon Ranch powerpoint files to the members of team 1 so that they may prepare for next week a team presentation of a comparison and critique of the 4 Canyon Ranch presentations, including their own. Team 1 will present the comparison and critique of the 4 Canyon Ranch presentations first at 7:45 next week 11/5. This comparison and critique should result in a rank order of the 4 presentations by quality along with a grade (A,B,C) for each presentation. Team 1 will explain its grading scale as part of the presentation. After class next week 11/5, team 1 will email its powerpoint Canyon Ranch comparison and critique presentation file to all members of the class.

Assignment 11 Next week 11/5 teams 2,3,4 present ROYAL DSM N.V.15 minutes each beginning at 8:00. Present in team number order (2,3,...). (Team 1 presents the comparison and critique of last week's Canyon Ranch presentations beginning at 7:45.)

Remember, on 11/5 teams 2,3,4 email ROYAL DSM powerpoint files to the members of team 2 so that they may prepare for the following week a team presentation of a comparison and critique of the 3 ROYAL DSM presentations, including their own. Team 2 will present the comparison and critique of the 3 ROYAL DSM presentations first at 7:45 on the following week 11/12. This comparison and critique should result in a rank order of the 3 presentations by quality along with a grade (A,B,C) for each presentation. Team 2 will explain its grading scale as part of the presentation. After class on 11/12, team 2 will email its powerpoint ROYAL DSM comparison and critique presentation file to all members of the class.

Assignment 09 Present BOEING tonight at 7:45. Present in order by team number (1,2,3,...). Use individual teams, no team consolidation.

Assignment 10 Next week 10/29 teams 1,2,3,4 present Canyon Ranch 15 minutes each beginning at 7:45. Present in team number order (1,2,...).

Assignment 11 In two weeks 11/5 teams 2,3,4 present ROYAL DSM N.V.15 minutes each beginning at 8:00. Present in team number order (2,3,...). (Team 1 presents the comparison and critique of last week's Canyon Ranch presentations beginning at 7:45.)

Assignment 08 Present tonight at 7:45. Present in order by team number (1,2,3,...). Use individual teams, no consolidation.

Assignment 09 Present next week 10/22 at 7:45. Present in order by team number (1,2,3,...) Use individual teams, no consolidation.

For assignments 10 and after, the format will be 4 teams and 15 minute presentations.

Assignment 07 Present tonight at 7:45. Present in reverse order by team number (6,5,4,...)

Assignment 08 Present next week 10/15 at 7:45. Present in order by team number (1,2,3,...). Use individual teams, no consolidation.

Assignment 09 Present in 2 weeks 10/22 at 7:45. Present in order by team number (1,2,3,...) Use individual teams, no consolidation.

For assignments 10 and after, the format will be 4 teams and 15 minute presentations.

Assignment 06 Present tonight at 7:45. Present in forward order by team number (1,2,3,...)

Assignment 07 Present next week at 7:45. Present in reverse order by team number (6,5,4,...)

Assignment 05 Present tonight at 7:45. Present in reverse order by team number (6,5,4,...)

Next week the team membership list and team assignment will be available at the beginning of class.

Consider for next week: "Describe and explain the strategy and success of G.F. Swift and Company in the second half of the nineteenth century in the terms and concepts of Coase and in the terms and concepts of the product and technology life cycles. Do not forget to also look at what happened from the point of view of the customers of Swift."

The Nature of the Firm was a brief but highly influential essay in which Coase tries to explain why the economy is populated by a number of business firms, instead of consisting exclusively of a multitude of independent, self-employed people who contract with one another. Given that "production could be carried on without any organization [that is, firms] at all", Coase asks, why and under what conditions should we expect firms to emerge?

Since modern firms can only emerge when an entrepreneur of some sort begins to hire people, Coase's analysis proceeds by considering the conditions under which it makes sense for an entrepreneur to seek hired help instead of contracting out for some particular task.

The traditional economic theory of the time suggested that, because the market is "efficient" (that is, those who are best at providing each good or service most cheaply are already doing so), it should always be cheaper to contract out than to hire.

Coase noted, however, that there are a number of transaction costs to using the market; the cost of obtaining a good or service via the market is actually more than just the price of the good. Other costs, including search and information costs, bargaining costs, keeping trade secrets, and policing and enforcement costs, can all potentially add to the cost of procuring something with a firm. This suggests that firms will arise when they can arrange to produce what they need internally and somehow avoid these costs.

There is a natural limit to what can be produced internally, however. Coase notices a "decreasing returns to the entrepreneur function", including increasing overhead costs and increasing propensity for an overwhelmed manager to make mistakes in resource allocation. This is a countervailing cost to the use of the firm.

Coase argues that the size of a firm (as measured by how many contractual relations are "internal" to the firm and how many "external") is a result of finding an optimal balance between the competing tendencies of the costs outlined above. In general, making the firm larger will initially be advantageous, but the decreasing returns indicated above will eventually kick in, preventing the firm from growing indefinitely.

The first two costs will increase with the spatial distribution of the transactions organized and the dissimilarity of the transactions. This explains why firms tend to either be in different geographic locations or to perform different functions. Additionally, technology changes that mitigate the cost of organizing transactions across space will cause firms to be larger—the advent of the telephone and cheap air travel, for example, would be expected to increase the size of firms.

Believe nothing just because a so-called wise person said it. Believe nothing just because a belief is generally held. Believe nothing just because it is said in ancient books. Believe nothing just because it is said to be of divine origin. Believe nothing just because someone else believes it. Believe only what you yourself test and judge to be true.: Buddha - Hindu Prince Gautama Siddharta

We will spend this week and next week on the ideas in the last part of THE COMPANY and the first part of TERRITORIES OF PROFIT. Then we will spend one week on SWIFT, one week on DELL, and one week comparing SWIFT and DELL. And finally we will work through the casebook cover to cover.

Assignment 04 Present tonight at 7:45. Present in reverse order by team number (6,5,4,...)

Assignment 05 Use the same teams as for Assignments 03 and 04. Present next week at 7:45.

What is happening today in industries such as steel, automobiles, and electronics is a double process. First, west European and Japanese firms are undercutting US-based firms, even in the US home market. Second, production processes are being broken up. Large parts of production chains are being moved to semiperipheral countries, including socialist countries, and the chains themselves are more likely to end in western Europe and Japan rather than in the United States.

The structural causes of this massive shift in production centers outside the United States -- a shift that is likely to accelerate sharply in the 1980s -- are twofold. On the one hand, given large and older US industrial hardware, there are the higher costs of amortization of the overall plant. On the other, there is the higher US wage bill. The real difference between US costs of production and those of western Europe and Japan does not lie in the wages paid a skilled mechanic. The political bargaining strength of workers is basically the same in all parts of the West. The real difference in costs -- paid in part directly by companies, in part indirectly through government expenditures -- lies in the salaries of the well-to-do middle stratum (i.e., professionals and executives).

It is not that the individual incomes of US executives or professionals exceed those of their allied counterparts. In many cases, the opposite is true. rather, it is that in the United States the well-to-do middle stratum is a significantly larger percentage of the total population. Hence, the social bill of the US middle class is dramatically higher, and it is impossible for either the government or the large corporations to do anything about it.

An attack on these expenditures of a magnitude sufficient enough to make US-based industry cost-competitive again would entail higher political costs than anyone dares pay, especially because American political structures are heavily dominated by precisely those people whose incomes would have to be cut. It is therefore far easier for a multinational corporation to consider shifting its sites of production and research and eventually even its headquarters than to try to reduce costs directly. This has already begun to occur.

The process of disinvestment in the old industries will affect the research and development expenditures on the new ones by reducing both the US tax and profit bases of US-based companies. The markets for the new industries will be located primarily in the core countries themselves, but the markets for the older industries will be more worldwide. It will be important for producers to find fresh markets -- zones whose expansion depends upon the products of these older industries. Such zones encompass the semiperipheral countries that industrializing and that, even if they have their own plants and production sites, will need advanced machines and hardware. The European Economic Community countries are up front in this effort in terms of their economic partnership with developing countries covered by the Lome Convention. The largest likely market of the 1980s and, to an even greater extent, of the 1990s will comprise the socialist countries. Behind the Sino-Soviet controversy lies a struggle to be this market in the most advantageous way possible. This is called catching up or modernizing.

Please read pages 63 to 135 of TERRITORIES of PROFIT for meeting 04 September 17.

Please read pages 139 to 232 of TERRITORIES of PROFIT for meeting 05 September 24.

Mr. Mantovich is not in class tonight, but will be here next week (probably). He has the team emails.

Assignment 04 present next week at 7:45. Use the same teams as for Assignment 03.

Please read page 101 to the end of THE COMPANY and the first 60 pages of TERRITORIES of PROFIT for meeting 03 September 10.

Please read pages 63 to 135 of TERRITORIES of PROFIT for meeting 04 September 17.

Please read the first 100 pages of THE COMPANY for meeting 02 September 03; the rest of THE COMPANY and the first 60 pages of TERRITORIES of PROFIT for meeting 03 September 10.


Coulombe, Tim	coulombe04@hotmail.com	1
Rogoff, Craig	crogoff@knights.ucf.edu	1
Mellor, Paulette	paulette_Mellor@yahoo.com	1
Jumani, Shahzad	shahzad_jumani@hotmail.com	1
Kemmerling, Tara	tkemmerl@mail.ucf.edu	1
Mommer, Casey	caseymommer@hotmail.com	1
Stewart, James	THETRUMP@gmail.com	1
Ivy, Rebecca	rgivy@southernco.com	2
Lau, windy	windy2052002@yahoo.com	2
Sabotin, Jeff	jeff@sabotin.com	2
Morgan, Cherif	cherifmorgan@gmail.com	2
Newell, Christine	c.logan.newell@gmail.com	2
Cattanach, Curtis	ccattanach@redlobster.com	2
Mumbert, Erik	emumbert@gmail.com	2
Laera, Allison	ajane@cfl.rr.com	3
Matovich, Daniel	dan.matovich@cbre.com	3
McAra, Eric	eam67cf@hotmail.com	3
Neili, Bechir	neilivbs@earthlink.net	3
Talley, Patrick	patrick.talley@hotmail.com	3
Durning, John	compe1980@yahoo.com	3
Alhila, Fanin	fatin@knights.ucf.edu	4
Saez, karen	karsa08@gmail.com	4
Robinson, Melissa	melissa.m.robinson@gmail.com	4
Tripp, Kathy	ktripp1999@aol.com	4
Bergiste, jose	bergiste@gmail.com	4
Grguric, Marko	mgrguric@paof.com	4