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  • Driving Transformation at the Majid Al Futtaim Group Suraj Srinivasan Esel Cekin 2020

    Driving Transformation at the Majid Al Futtaim Group Suraj Srinivasan Esel Cekin 2020

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    The company started in Dubai in 1992 as a real estate venture, and as a result, its early years were focused on acquiring and developing properties, while the marketing and distribution functions have only been introduced more recently. However, over the years, the company has become a true player in the retail sector with a network of outlets, brands, and partnerships stretching over 45 countries. The company’s transformation story, which began in 2009, has been a slow and strategic growth process that

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    “In 1993, at the age of 26, I started my career in the marketing and communication sector as a journalist for India’s largest television network, Star TV. My first job was to produce an advertisement for the launch of the popular Indian game show ‘Nimbus’ on the channel. I remember being delighted at the thought of a life as a marketing professional, and in hindsight, it proved to be a great step into this exciting field.” In first-person tense (I, me, my

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    In the past, we’ve always known that one of the most exciting parts of managing a company is transformation. It is challenging. But not in a way that challenges us, because it involves a complete reinvention of your company, and not just a change in name or logo. It means making your business operate better, faster, smarter, and more efficiently, all the time. The challenges we’ve faced in driving transformation at Majid Al Futtaim have always been massive. We were one of the largest and most diverse companies in the world

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    [Section headline] Majid Al Futtaim, the largest privately held shopping mall developer in the Middle East, and one of the leading operators in the region, embarked on a transformation journey to drive digital transformation, enhance its core shopping experience, and improve the customer experience. The company’s transformation is focused on building a digital platform, integrating various customer touchpoints, enhancing its customer service capabilities, enabling a data-driven decision-making culture, and leveraging the company’s strong heritage of exceptional

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    Driving Transformation at the Majid Al Futtaim Group Majid Al Futtaim is a global retail giant that specializes in shopping malls and leisure destinations. It has an unprecedented presence in the UAE, Bahrain, Qatar, Saudi Arabia, and Kuwait with a portfolio of over 200 malls, 119 hotels, and 15 entertainment destinations. Majid Al Futtaim is the largest privately held corporation in the Middle East.

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  • California Pizza Kitchen Michael J Schill Elizabeth Shumadine 2008

    California Pizza Kitchen Michael J Schill Elizabeth Shumadine 2008

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    1. Define the restaurant chain The restaurant chain is a casual, modern-looking, mid-range fine-dining establishment that features a distinctive Italian-style pizza, fresh pasta, and a variety of exotic vegetable and meat pies. The food is expensive, as you might expect from a casual, mid-range restaurant. But the prices are reasonable, making it worth considering for those who are looking for a high-quality pizza-making experience. The quality of ingredients is a major draw, with high-quality tomato

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    “For many years, the Pizza Kitchen industry was dominated by the most famous pizza restaurant in the world – the Pizza Hut chain, which, for many, has become a symbol of convenience, a symbol of simplicity, a symbol of the good old days when you simply went to get pizza. Now that Pizza Hut has gone under, it seems that the days of cheap, fast pizza are over.” But at that time, California Pizza Kitchen (CPK), a restaurant that I love dearly, came to rescue.

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    On February 17, 2008, California Pizza Kitchen (CPK) announced its first-quarter financial results for the fiscal year ending June 2008. The results showed a 23.1 percent increase in net sales to $238 million from $183.2 million last year, with same-store sales up 14.4 percent. The company’s operating profit margin was 13.7 percent, its gross profit margin was 31.3 percent and its total operating expense was

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  • The New Giants of the Road How Chinese Automakers Are Redefining Global Leadership Juan Moreno Adrian Caldart

    The New Giants of the Road How Chinese Automakers Are Redefining Global Leadership Juan Moreno Adrian Caldart

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    Chinese automakers are playing a major role in reshaping the automotive industry, breaking down traditional barriers to entry in the market, and dominating the international car industry. These changes are being driven by the rapid expansion of China’s auto manufacturing industry and its ambition to become one of the world’s top carmakers. The Chinese automakers are leading the way by offering cutting-edge products and technology, driving innovation and investment, and breaking down traditional barriers to entry. They are leveraging the government’s economic development policies and providing the

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    For years, the Chinese car industry had been dominated by domestic brands such as BYD (Beijing Auto), Li Auto and XPeng. But in recent years, Chinese automakers have been catching up with their global competitors by unveiling impressive new cars that incorporate groundbreaking technology and aesthetics, and which are built to last. These newcomers, including Geely, Guangzhou Automobile Group, GAC Motor, Great Wall Motor and Li Auto, are challenging established brands from Volks

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  • Endeavor Creating a Global Movement William A Sahlman 2009

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  • Poles apart on PZU C Francesca Gino Vincent Dessain Karol Misztal Michael Khayyat

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  • Piggymind Accelerating Digital Transformation in a Regulated Financial Services Industry

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  • Data Science at Target Srikant M Datar Caitlin N Bowler 2017

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  • UIT Business Ethics and Compliance Pratibha Wasan 2017

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