The Motorola Career Planning Information on CD-ROM - The Motorola Career Planning Information on CD-ROM - Corporate HR is designing a multimedia application that runs on desk top computer CD-ROM drives, intranets. The application will present Motorolans with career planning information and tools that will help them define, plan and achieve their career goals.

HR 2000 Programme HR 2000 Programme - With the emerging globalization trend, Motorola has designed a common program for all its diverse business locations. All the participants undergo rigorous training programs as follows:

1. An intensive three week orientation to Motorola culture, values, goals and initiatives.

2. An 18 month training program consisting of at least three rotations in at least three different sectors.

3. Functional training in at least three or more of HR areas.

4. Quarterly training and debriefing sessions.

5. Final placement in the specific business and position in the candidate’s country or region or region of origin.

The Hr 2000 training structure enables Motorola to position multi-skilled, capable human resources management candidates within growing markets, thus significantly expanding the company’s worldwide sphere of influence.

As a global corporation, it is critical for Motorola to learn a global approach tpo management. Through this innovative program, Motorola heads for the future armed with HR leaders trained to handle the myriad challenges of a global marketplace. 

www.goldmansachs.com

If some morning we could step back to Manhattan’s financial district circa 1869, we might see a man in a frock coat and high silk hat hurrying along the cobblestone streets. This could be Marcus Goldman, an immigrant from Europe and a budding entrepreneur.

Of course, Marcus Goldman had no idea that his modest enterprise - which came to be known as the commercial paper business - would grow into a worldwide financial organisation.

Profile

Goldman Sachs is a leading global investment banking and securities firm, providing a full range of investing, advisory, and financing services worldwide to a substantial and diversified client base, which includes corporations, financial institutions, governments, and high net worth individuals. Founded in 1869, it is one of the oldest and largest investment banking firms. After more than a century as a private partnership, the firm became a public company in 1999. The Goldman Sachs Group, Inc. is headquartered in New York and has 41 offices in 23 countries around the globe.

Goldman Sachs is a leader in virtually every field of invetment, finance and research as well as mergers and acquisitions. It is headquartered in New York, has regional headquarters in London, Tokyo and HongKong and has offices throughout the Americas, Europe and the Asia - Pacific region. The firm services its clients through teams of professionals who provide state-of-the-art services and products in local markets and have distinctive capabilities to help them capitalize on opportunities worldwide.

Goldman Sachs preeminent reputation is a reflection of the skills, creativity and dedication of its people, their teamwork and their appreciation for and adherence to our long-standing Business Principles. These principles emphasize serving clients interests with the highest professional standard and integrity. Their value for each and every client, are fully embedded in the principles which guide their every activity.

We strive to a achieve a culture that makes Goldman Sachs an organization in which our experts in diverse financial disciplines from around the world function as a single, cohesive unit. It is their experience that this global coordinated approach is the best way to achieve financial objectives in a fast changing and complex environment.

At Goldman Sachs the Co is dedicated to complying fully with the letter and spirit of the laws, rules and ethical principles that govern the places where they operate. Pride in quality of o work, an uncompromising determination to achieve excellence creativity and imagination and recognizing that the old way may still be the best way the company constantly strives forward.

The Co prides itself on having pioneered many of the practices and techniques that have become standard in the industry, stresses teamwork while also encouraging individual creativity.  

www.unilever.com

In 1929 amalgamation of Lever Brothers in the UK and Margarine Unie in the Netherlands created Unilever, one of the biggest companies in European Industrial History. Both were in the business of supplying goods for household needs but were competing for supplies of oils and fats. Margarine Unie's strengths were in mainland Europe, while Lever Brothers were market leaders in the United Kingdom Despite the severe downturn during the period, Unilever prospered by offering branded products offering added variety and quality were marketed skillfully.

A period of rapid growth and opportunity followed after the war. But the US was now developing synthetic detergents with superior cleaning powers, and the Company recognized that it too must develop new technologies.

Since then the Company has constantly broadened its interests, moving into frozen foods in the 1950’s ice creams packaging soup, tea etc and specialty chemicals in the 1960’s, and also adding toiletries, cosmetics, tea and household cleaners to its activities. The geographical emphasis was changing as well. The emphasis shifted from Europe to expansion programs in places like Africa, South America and Asia. In the 1980’s Unilever moved out of non-core businesses like transport, plastics and packaging and today its other activities are focussed on plantations and plant breeding also.

Unilever describes itself as ‘international’ not ‘global, because it does not attempt to enter all markets with the same product.

There are now 1,700 people of 50 different nationalities expatriated within the company. Any Unilever grouping will reflect this international spirit. Internal training courses are likely to have around 20 nationalities. Every manager is thus routinely exposed to different ideas about how problems can be successfully solved.

Success

So what were the secrets of Unilever's success? An ability to look ahead and a willingness to change were singled out as key factors by the chairmen at the time of Unilever's fiftieth anniversary in 1979 and Unilever's vision and flexibility were supported by a clear perception of the needs of customers, employees, shareholders, society and governments. This enabled the company to focus largely on its core businesses. The Company also embarked on an aggressive acquisition program. Between 1984 and 1988, around 80 companies were bought up. Valuable new prizes were secured: the Brooke Bond Group in 1984 and Chesebrough-Pond's in the US in 1987. As part of thus acquisition process it also strengthened its presence in the personal products segment. It now had a firm base in the prestige sectors where margins and growth rates were attractive.

At the same time a large number of smaller purchases were opening up new national markets. Here too Unilever strengthened existing businesses, filled gaps in product portfolios or found a platform for expansion into new product areas. The investments were spread across the mature markets of North America and Europe and major growth markets worldwide. The focus on emerging markets like China & India too increased.

 

MANAGEMENT

In Unilever Central strategies are co-ordinated for the 'Unilever brands' - brands that are sold across several regions. The companies are still free to innovate and develop brands to suit their particular market-place.

Acquisition plays a continuing role. Over 100 purchases were made between 1992 and 1997, including Helene Curtis (hair care) and Diversey (industrial cleaning) in 1996 and Kibon (ice cream) in 1997.

Unilever is expanding further throughout the world. In doing so, it faces tough competition. But with its understanding of the consumer, its technical expertise and its strong brands, it is well placed to meet the opportunities and challenges of the 21st century.

How the Business Groups operate

Business Group presidents are responsible for operating their businesses in the most effective way. They take full profit responsibility for their group, develop regional strategies feed their understanding of local market needs into Unilever decisions about future corporate strategy and the allocation of resources execute corporate strategy

Medium-term strategic plans are developed by each Business Group, based on the direction set at the top and the Group's portfolio of businesses. Plans are produced to a two-to three-year cycle.

Unilever monitors performance through the annual plan contract drawn up for each Business Group. The plan contains a small number of strategic targets and a limited number of operational/financial targets. It also sets out the resources Unilever will make available in terms of investment and staffing needs. Working within the framework of their annual plan and the corporate policies laid down by the Executive Committee, the Business Group presidents are free to run their businesses in the most appropriate way. They report formally on performance every quarter.

Management of product categories

Unilever has identified thirteen significant categories of consumer goods which are present in several Business Groups and would clearly benefit from central category leadership. These 'corporate categories' are listed below. All other consumer categories are the responsibility of individual Business Groups.

For each corporate category there is a category team, led by a category senior vice president. The team also includes managers from marketing and technology and liaisons with research. The category team reports to one of the two consumer category directors on Unilever's top management team, the Executive Committee. Category directors are responsible for strategy development, strategic brand equity management, innovation and the development of world class expertise in their category.

The consumer goods category teams work with the Business Groups through the International Category Networks — a mix of formal and informal interactions. The type of network varies by category, but the relationship between Business Groups and category teams is the keystone of Unilever's organization.

The professional cleaning category is managed by the Diversey Lever Business Group. The Diversey Lever Business Group itself develops strategy, manages the innovation process and links directly with central research on relevant programs.

 

Success depends on high quality teamwork across nationalities and disciplines within a defined framework. The Co. invests considerable effort in continuously improving this process — in consumer understanding, in project management, in advanced IT systems for sharing experience and knowledge and in continuous learning at all levels.

www.xerox.com

The Xerox Corporation was incorporated on April 18,1906. The corporation, a multinational, is divided into four major segments; Document processing, insurance, third - party financing and finally investment banking services. Xerox corporation operates in the Western hemisphere, while its subsidiaries, Rank Xerox Ltd. operates in Europe and Fxerox which is responsible for the corporations operations in Pacific nations.

Profile

Xerox is a global company dedicated to providing solutions that simplify work and make organizations more productive. Whether a small business or a global enterprise, Xerox offers products and services that can help companies improve its business processes, lower costs, increase clock speed and share crucial knowledge. These products and services make it easy for organizations to turn paper information into digital information, and vice-versa; to view, organize and share information in the form of digital documents; to send documents on networks throughout the office or around the world; and to print, publish, and copy them onto paper.

As the Document Company, Xerox was one of the first to recognize the value of documents in the creation, capture and transfer of knowledge in the workplace, the first to understand that documents comprise the most pervasive vehicle that people use to share knowledge with each other. Their growing portfolio of global, industry-based document solutions combines services, software and hardware into partnerships that bring high value to our customers' mission-critical business processes.

Services
The ultimate in client servicing Xerox epitones the word customer care. As an organization they offer a complete range of cost-effective business solutions and services, from printing on demand to strategic consulting and Their expertise in these fields helps companies integrate the latest information technologies into business reliably and effortlessly.

The key success factor of Xerox successful strategy turnaround is for their "Total Satisfaction guarantee" program for Customer Service. The increased involvement of employees has directly increased customer satisfaction. Employees are now directly responsible for keeping customers happy and satisfied. In addition, the new customer supplier relationship which was created aided in the process of improving the quality standards of component products.

Xerox offers customers a wide range of solutions for their business today which include

• Consulting services

Strategic solutions that help improve the ways in which document-based information is managed. Xerox consulting staff analyze and improve intensive document processes across all working environments.

• Customer Education

Provides customers with training on Xerox products and solutions. Providing the world with quality cost-effective electronics manufacturing services.

• Electronic Delivery Services

Providing the world with quality cost-effective electronics manufacturing services.

• Imaging services

World-class imaging tools for world-class performance.

• Network services

Xerox Connect, the information technology (IT) services arm of Xerox Corporation, delivers network solutions that help design and manage integrated processes and information infrastructures.

• Outsourcing Services

The role of a long-term strategic document outsourcing partner working with clients to provide services and solutions that align with our clients' business goals and objectives. 

The story of the Imperial Tobacco Company of India Ltd. extraordinarily though it may sound, starts long before the company was established, or even thought of. It starts not in India, but in the US. It was started by James Buchaman Duke in 1881. W. Duke Sons & Company was doing a flourishing business around 1889 merged with other four players in the market and set up the American Tobacco Company ( ATC ). ATC looked at the British market along with Imperial Tobacco Company Ltd. floated a new company, the British American Tobacco Company Ltd.( BAT ) which was to handle trade outside USA and Britain. With India having centuries old tradition of tobacco, BAT looked into this market. The Imperial Tobacco Company of India Ltd. was formed on 24th August, 1910.

Today ITC stands out as on eof the most professional Indian corporations. With forays into Hotels, Travel and tourism , Agri products, paper, and Packaging.

Distribution

As a premier manufactures and seller of branded cigarettes ITC holds a large chunk of the Indian market. With an excellent distribution network which ensures that their brands are available at the remotest of places ITC has ensured that even the most inaccessible of places are touched by their presence.

http://www.ralphlauren.com.br/

"My goal in design is to achieve the ultimate dream - the best reality imaginable"
With these simple words, Ralph Lauren, Chairman & CEO of Polo Ralph Lauren, describes the creative quest that drives his international empire. His design philosophy is equally straightforward : " I believe in design that has integrity, design that lasts. Whatever it is, it must be part of the lifestyle and becomes more personal with time".

The Start Up

The epitome of classic, tweedy style, Ralph Lauren was born Ralph Lifschitz in the Bronx. His father, a Russian immigrant house painter and muralist, is said to have informally changed his family’s name to Lauren, and inspired his son to acquire the upper class image he envied. Presumably, Ralph made his father proud. He formally changed his name to Lauren after graduating high school, and soon landed a job as a sales representative for Rivetz, a Boston tie maker. Lauren’s big break came in 1967, when New York tie designer Beau Brummel recognized his smart fashion sense, and gave him his own style division. Lauren named the division Polo, for the sport’s refined image. And the rest is history.

Since he first introduced Polo men’s ties in 1967, Mr Lauren’s work has come to represent the best of American design. His name, synonymous with natural elegance and enduring style, has shaped the way people dress and live.

Lauren started Polo Fashions to make tailored menswear in 1968. Lauren introduced a line of clothes for women, and adopted the company’s famous logo in 1971. In that same year, the first licensed Polo store opened on Rodeo Drive. Licensing agreements in the 1970’s made the company’s name big, which changed to Polo Ralph Lauren in 1980.

The company, which entered the home furnishings market in the 1980s, introduced a line of paints and wall finishes in 1996. Also that year, Polo introduced Lauren, a moderately priced line of women’s clothing, proving a bright spot in the floundering women’s apparel industry.. Today, the company’s wholesale segment designs and markets much of the company’s clothing. The retail segment controls 30 retail stores and 60 outlet stores. In addition Polo products are sold in over 1,700 department stores worldwide.

www.un.org

The United Nations is an organization of sovereign nations, not a world govt. It provides the machinery to help find solutions to disputes or problems, and to deal with virtually any matter of concern to humanity.

It does not legislate like a national parliament. But in the meeting rooms and corridors of the UN, representatives of almost all countries of the world -- large & small, rich & poor, with varying political views and social systems - have a voice and vote in shaping the policies of the international community. The year 1995 marked the fiftieth anniversary of the organization.

The UN has six main organs, listed below. All are based at UN Headquarters in New York, except the International Court Of Justice, which is located at the Hague, Netherlands.

1. The General Assembly.

2. The Security Council.

3. The Economic and Social Council.

4. The Trusteeship Council.

5. The International Court of Justice.

6. The Secretariat.

What the UN does for Peace…

A central purpose of the UN has been to preserve world peace. The UN has helped resolve disputes between nations, reduce tensions, prevent conflicts and put an end to fighting. It has carried out complex operations involving peacemaking, peace-keeping and humanitarian assistance. It has thus played a major role in resolving some of the most protracted conflicts of recent years.

Since 1948, the UN has carried out more than 40 peace-keeping operations, 27 of them since 1988. More than 750000 military personnel have served with the UN forces since 1948, and more than 1400 peace-keepers have lost their lives. Many thousands of civilians have also served.

What the UN does for Justice…

The Charter goals of justice and equal rights, for individuals and for peoples, have been pursued by the UN from its early days. As one of its first tasks, the UN formulated the Universal Declaration of Human Rights, a historic proclamation of the basic rights and freedoms to which all men and women are entitled : the right to life, liberty and nationality, to freedom of thought, conscience and religion, to work, to be educated, to take part in government, and many other rights.

The UN has help conclude many other international conventions and also has put in place mechanisms to further human rights.

What the UN does for Development…

Lasting world peace requires social and economic development for all. This link is recognized by the Charter, which assigns to the UN, as one of its main functions, the promotion of higher standards of living, full employment and economic and social progress. Thus a major part of UN work, measured in terms of budget and personnel involved, goes into numerous programs aimed at achieving a better life for all people of the world.

www.levistrauss.com

The birth of denim

For your jeans, thank the Californian gold rush Who would have thought that good old American blue jeans would have its start in Buttenheim, Bavaria? At least, that’s where Levi Strauss got his start, way back in 1829. Levi Strauss, a 24 year old Bavarian immigrant and a trader in dry goods, got to San Francisco intending to sell to miners, rolls of brown canvas for tents and wagon covers. He found that the miners instead needed working pants that would last. He took the canvas to a tailor and created the world’s first jeans.

The pair’s patented process of riveting pants first produced "waist overalls" in 1873. The rivet reinforced the jeans so that miners could more easily stuff them with rocks, tools, or whatever heavy material they chose to carry (gold?). From cattle ranchers to gold-diggers, Westerners were soon clamoring for the one-pocketed denim wonders.

Walter and Peter Haas, fourth generation Strauss descendants, took over the company in 1948.

The Levis trademark, registered in over 150 countries, is by far the worlds most well known trademark. With 37,000 employees and a presence in over 60 countries, Levi Strauss & Co. is nothing short of the world’s largest brand-name apparel manufacturer. The company casts its Dockers brand as America’s best selling pants with more than 150 million pairs sold since 1986.

Brand Building

CMO Shank told The Daily News Record: "If we go back in time, what made Levi’s successful is that we resonated with consumers…We need to re-create that passion around the consumer, that focus on the end user." The company has stepped up marketing efforts, notably by sending out 100,000 catalogs of Levi products.

Levi’s attained ubiquitous status on the butts of baby-boomers across the country. Cashing in on what seemed like limitless growth, the Levi’s were all the rage in the classic 1950s and dress-down 60s.

Hunting down generation Y

While Levi Strauss has admirably covered the yuppie set with Dockers, the industry consensus is that the company dropped the ball with today’s 16 to 24 year-old crowd The company has worked on new products, such as the trend-chasing Massive Jean, featuring 23 inch-wide legs. Its series of "hard" jeans has enjoyed success, and Levi’s hopes for similar results from a new brand, known as "Red Line," offering products evoking the tough miner jeans of the wild frontier. Additionally, the company is trying to infiltrate young people through their ear-holes.

www.rhone-poulenc.com

Rhône-Poulenc is one of the world's leading life sciences and specialty chemicals companies. Its objectives mainly stem from its main businesses : pharmaceuticals, plant & animal health and specialty chemicals through a subsidiary, Rhodia

History

Rhone poulenc’s roots go back to 1895, during an era rich in innovation. Contributing to a dynamic moment in industrial and scientific history were three enterprising Frenchmen, who found Societe Chimique des Usines du Rhone (SCUR). Rhone Poulenc continued to innovate and expand throughout the first half of the nineteenth century. As sales of its chemical and pharmaceutical products rose, its textile subsidiary Rhodiaceta enjoyed extraordinary growth. First came a myriad of artificial fabrics, such as cellulose acetate, which Usines Chimiques du Rhone invented in 1911. Since then Rhone Poulenc entered the burgeoning market for synthetic textiles, developed nylon in 1939 and polyester, widely known as Tergal, after 1953. These and other innovative products and technologies made Rhone Poulenc a leading textiles manufacturer through the 1960’s

In 1957, Rhone Poulenc’s recently acquired subsidiary, Theraplix, became the first drug company to introduce acetaminophen treatment in France. Today the group is the World’s leading manufacturer of analgesic active ingredients.

While Rhone Poulenc maintains a strong presence on its original continent, Europe, it can claim an American identity as well. Today, Europe accounts for half of all revenues and North America for more than a quarter.

Today

In over 100 years of its existence Rhone Poulenc has given a new meaning to the science of innovation and product development. Rhône-Poulenc is backed by 65,000 employees, including 9,000 researchers. They believe that people are the key to their success, and we have developed a management model to empower employees and foster creativity. Rhône-Poulenc also has an internal strategy based on a set of clear values and management rules that are expressed to both employees and shareholders . By fostering a sense of co-destiny, thee values and rules guarantee that employees buy into the Group's objectives.

According to Rhone Poulenc :

Our Objective is Innovation - we are dedicating our resources, our talents and our energies to improve human health and the quality of life throughout the world … a world without borders.

Growth is on our Agenda - we are a company where each employee in every area is aware of the importance of his or her work and knows that doing his or her best contributes to the success of all.

Ours is a Global Culture - our products are found all over the world, as we are established in more than 140 countries… we hire talented people regardless of nationality, sex, age, religion or race and promote equal opportunities for all

We support the development of our people - we are investing in our people by encouraging training and providing opportunities for all employees to develop professionally, culturally and personally… we develop career paths to attract and keep the best.

www.pg.com

Dame Irish Luck

Irish immigrants William Procter and James Gamble met when they married sisters. Procter, a candle maker, and Gamble, a soap maker, formed their company with about $3500 a piece in 1837. After growing steadily and reaching $1 million in sales in 1859, the company hit it big with Ivory soap in 1879. Today Procter & Gamble remains the world’s largest manufacturer and marketer of household products. The company currently reaches across a spectrum of more than 300 products that it markets in 140 countries worldwide.

Re-thinking

If it’s talk about innovations and new products then it must be Proctor & Gamble. The company’s research centers have churned out a remarkable string of successful innovations:

Crisco, the first all-vegetable shortening (1911); Tide, the "washing miracle" that was the nation’s first synthetic laundry detergent (1946); Crest, the first toothpaste with fluoride clinically proven to fight cavities (1955); and Pampers, the first mass-produced disposable diaper (1961). More recently, the company has introduced Pantene Pro-V (1992), the world’s leading shampoo, and in 1996, received U.S. FDA approval for the use of Olestra, a calorie-free fat replacement. P&G became the leading marketer of feminine sanitary products when it acquired Tambrands, maker of Tampax tampons, the following year. In 1998, the company, hoping to create a "fabric refresher" product category, introduced spray cleaner "Fabreze," and "Dryel," a home dry cleaning kit. Each of these represent a small iota of the effort made P&G to offer better products to their consumers.

Perfecting their pitch

As much a pioneer in marketing and advertising as in product innovation, Procter & Gamble has also produced some of the most famous campaigns in advertising history. The famous "99.44% pure" Ivory soap campaign was one of the first to directly target the P&G consumer. In 1923, Crisco sponsored cooking shows on the radio; and in 1932, P&G began sponsoring daytime radio dramas. The company aired its first TV commercial during the first televised major league baseball game in 1939. And long before Peoria became popular among politicians gauging the pulse of America, P&G played there – Pampers were test-marketed in the small Illinois city in the early 1960s. With a $3 billion marketing budget, Procter and Gamble is the world’s biggest advertiser.

Today

The Procter and Gamble Co. markets a broad range of consumer products worldwide in five business segments: Laundry and Cleaning, Paper, Beauty Care, Food and Beverage, and Health Care. For the fiscal year ended 1999 revenues were $38.13 billion. Revenues of this Company reflect price increases and favorable product mix.

The company revealed a plan dubbed "Organization 2005," through which will be a massive re-structuring program. The restructuring is designed to cut costs, boost sales, and keep P&G on track to meet its goal of doubling sales within the next 10 years.

www.polaroid.com

Polaroid is a name known around the world and is a leader in instant imaging, a field that our founder, Edwin H. Land, pioneered in the early 1940’s. Polaroid has annual sales of approximately $2 billion with about 8,000 employees worldwide.

The early days

Barely 23, Edwin Land decided that he had enough of Harvard and decided to drop out to strike out on his own. For someone of hi age such a move might well have proved rash.; but Land possessed something extraordinary: the first synthetic light-polarizing material. Having developed it himself in the late 1920s, he decided not to waste time establishing a business. As it turned out, he made the right decision.

His company, Polaroid, developed the material through the 1930s. during the second world war Polaroid prospered when the material found to be useful for a number of military applications. Company sales jumped to enormous figures in the early 1940s to over $15 million by the end of 1945.

Innovation

Polaroid is still best known for instant photography. After a bout of sluggish sales, Polaroid seemed destined to fade into obscurity. Yet the company has consistently bounced back during times of turmoil. This was largely due to the ability of the Company to constantly come out with new applications for their products. The Swinger camera sold by the millions in the 1960s; meanwhile, the Pronto camera set annual sales records during the 1970s. In 1991 Polaroid won a long-fought $873 million legal battle against Eastman Kodak for patent infringement. Polaroid had first accused Kodak of stealing its concepts in 1976.

As things stand now

The company sells approximately 5 million instant picture cameras each year, supplying nearly 100% of that market which means a large chunk of the revenues come from the higher end The company is also aggressively pursuing medical diagnostic technology, holography, and other high-tech imaging concepts. Recently, the company introduced a camera for high-definition television and announced that it would be developing a device that can print color images straight off the set.

Polaroid continues to innovate. The company is believes in the leadership potential of its people The "employee-centered culture" offers employees the chance to work on those projects in which they are most interested; it also offers them a "slew of impressive benefits." Polaroid’s emphasis on "teamwork," which allows "people with different backgrounds to approach a problem together."

We're working on an exciting array of new products for the future. Imaging is our core business, and there are a terrific, wide-range of useful and beneficial applications."
Work & Innovation itself is rewarding at Polaroid.