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Brazilian bank joins Africa finance, investment forum

Brazilian bank joins Africa finance, investment forum
Present on the African continent since 2013, the Bank plans to broaden its relations with regional and local institutions, as well as furthering its know-how concerning Africa's business environment. The Bank's presence in Africa is expected to help …
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LETTER: Spotlight on housing targets
It appears from the Minister's response to Cllr Arthur that he accepts that local housing plans should be more flexible and realistic than is implied by using rather meaningless ONS population projections as a basis for determining future needs. If he …
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How economics contributes to managerial functions

The contribution of economics towards the performance of managerial duties and responsibilities is of prime importance. The contribution and importance of economics to the managerial profession is akin to the contribution of biology to the medical profession and physics to engineering. Managers are responsible for achieving the objective of the firm to the maximum possible extent with the limited resources placed at their disposal. It is important to note that maximisation of objective has to be achieved by utilising limited resources.

Though economics is variously defined, it is essentially the study of logic, tools and techniques, to make optimum use of the available resources to achieve the given ends. Economics affords analytical tools and techniques that managers require to accomplish the goals of the organisation they manage. Therefore, a working knowledge of economics, not necessarily a formal degree, is indispensable for managers. Managers are fundamentally practicing economists. While executing his duties, a manager has to take several decisions, which conform to the objectives of the firm. Many business decisions fall prey to conditions of uncertainty and risk. Uncertainty and risk arise chiefly due to volatile market forces, changing business environment, emerging competitors with highly competitive products, government policy, external influences on the domestic market and social and political changes in the country. The intricacy of the modern business world weaves complexity in to the decision making process of a business. However, the degree of uncertainty and risk can be greatly condensed if market conditions are calculated with a high degree of reliability.

Envisaging a business environment in the future does not suffice.

Appropriate business decisions and formulation of a business strategy in conformity with the goals of the firm hold similar importance. Pertinent business decisions require an unambiguous understanding of the technical and environmental conditions under which business decisions are taken. Application of economic theories to explain and analyse technical conditions and business environment, contributes greatly to the rational decision-making process. Economic theories have many pronged applications in the analysis of practical problems of business. Keeping in view the escalating complexity of business environment, the efficacy of economic theory as a tool of analysis and its contribution to the process of decision-making has been widely recognised. Contributions of economic theory to business economics:

1. The practice of building analytical models, which assist in recognising the structure of managerial problems and eliminating minor details, which might obstruct decision making has been derived from economic theory. Analytical models help in eradicating peripheral problems and help the management in retaining focus on core issues.

2. Economic theory comprises a founding pillar of business analysis- ‘a set of analytical methods’, which may not be applied directly to specific business problems, but they do enhance the analytical capabilities of the business analyst.

3. Economic theories offer an unequivocal perspective on the various concepts used in business analysis, which enables the manager to swerve from conceptual pitfalls.

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Latest Business Ideas For 2012 News

Deloitte Tohmatsu Financial Advisory to Join Forces with Syndefense in New
In today's business environment, the ability to effectively reorganize business portfolios, beneficially transact intellectual property rights, and successfully defend against intellectual property attacks is critical to the success of a growing number …
Read more on SYS-CON Media (press release)

Got a younger boss? Let the relationship mature.
One-third of us work for a younger boss, according to a 2012 survey from CareerBuilder. The age gap doesn't necessarily … Their advice has persuaded her to drop a few of her ideas. Other times, “we still make change, but we make it slower so that …
Read more on The Virginian-Pilot

ASML And Smaller Computer Chips: Will Moore's Law Break?
This mix of technology and business feed each other with ideas, capital and people. … In 2012 ASML did a reverse stock split to facilitate the Customer Co-Investment Program which returned 77 shares on 100 shares in possession. An extra dividend …
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Strategy from the Outside In

Even in the worst business environment in memory, some companies have gained market share, grown revenues and profits, and created more value for customers. Indeed, some have managed consistent market share, profit, and customer value growth through the boom-and-bust business cycles of the last twenty years. These are not flash-in-the-pan companies. They are the likes of Johnson & Johnson, Procter & Gamble, Fidelity, Cisco, Walmart, Amazon, Apple, IKEA, Philips, Texas Instruments, Becton Dickinson, and Tesco. We’ve spent years looking at these companies (and many less successful ones) searching for patterns and commonalities that explain their stellar results, and we’ve concluded that they offer these important lessons: * These companies approach strategy from the outside in. They begin with the market, not their own capabilities. While that may sound easy, it is incredibly difficult. In the vast majority of companies inside-out thinking dominates practice and inevitably leads to eroding customer value and company profits. * These companies invest in generating and deploying unique market insights to inform and guide their outside-in view. They don’t guess or fly blind. * These companies focus every part of the organization on achieving, sustaining and profiting from customer value. These actions are the major focus of our book because we find it’s what really distinguishes market leaders from other companies that are just muddling through over the long-run. Market