999 resultados para seasonal business
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The evolution of mobile technologies that make its presence something ubiquitous and the idea of internet connectivity in every device, often called as the Internet of Things, are pushing a disruption in other industry: the in-vehicle infotainment (IVI). Many companies are trying to enter this new industry that comprises information (weather, news, location services) and entertainment solutions in just one. For that purpose, company X developed a new entertainment solution and intends to bring it to market. This Work Project focuses on creating a business model and an entry mode for the company.
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Field lab: Consulting lab
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Introduction Vector seasonality knowledge is important for monitoring and controlling of vector-borne diseases. Lutzomyia longipalpis (Lu. longipalpis) is the main vector of Leishmania (Leishmania) infantum Nicolle, 1908, which is the causative agent of visceral leishmaniasis in the Americas. Methods Lu. longipalpis was monitored for 3 consecutive nights each month using light traps from the Centers for Disease Control in the peridomiciles and intradomiciles of 18 residences from January 2005 to December 2012 in the urban area of Dracena, a medium-sized city located in the western region of São Paulo, Brazil. Results A total of 54,820 Lu. longipalpis specimens were collected, and the proportion of positive samples was significantly higher in the peridomiciles than in the intradomiciles (p<0.05) in all 8 years of the study, except for 2005. The vector was present in all study years in the 9 sub-regions of the city, and the male/female ratio ranged from 3.19 to 4.26. The greatest vector abundance occurred in the first semester and peaked in March, confirming its seasonality. Conclusions The maintenance of this high abundance over an 8-year surveillance period demonstrates the vector adaptation to the urban conditions of the city. These characteristics present a major challenge for preventing human and canine contact with the vector and, consequently, controlling the spread of disease.
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Infraventus – Internationalizing a Renewables Business to Kenya Infraventus is a renewable energy development company, with a consolidated experience, since 1988, in developing, constructing and operating projects mainly in Portugal, but also in other countries: Spain, Poland, France, Australia, Finland and Panama, and is now regarding Kenya as a possible destiny. Kenya is the biggest economy of East Africa, with a growing GDP around 5% and a low level of electric grid coverage thru its territory, 33% of national access to electricity. Kenya energy policy is intended to promote the investment in renewables; wind and sun are existing resources in good measures. Kenya is an interesting destiny to Infraventus, but has many risks. The objective of this dissertation is to evaluate the possible advantages of this investment and risks and propose recommendations about how to mitigate them considering alternative entry mode
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This research is titled “The Future of Airline Business Models: Which Will Win?” and it is part of the requirements for the award of a Masters in Management from NOVA BSE and another from Luiss Guido Carlo University. The purpose is to elaborate a complete market analysis of the European Air Transportation Industry in order to predict which Airlines, strategies and business models may be successful in the next years. First, an extensive literature review of the business model concept has been done. Then, a detailed overview of the main European Airlines and the strategies that they have been implementing so far has been developed. Finally, the research is illustrated with three case studies
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The Portuguese consumer foodservice industry is experiencing a boost in technology adoption, driven by significant changes in consumer behavior and business dynamics, due to mobile increasing penetration. Accordingly, the present work project consists on developing a business plan for meeting an identified opportunity in the technological foodservice landscape. Therefore, this report is divided into three sections, each of which addressing different objectives: (A) External Environment, providing key external insights that support the opportunity; (B) Strategy Formulation, establishing a strategic direction; and (C) Action Plan, determining an implementation plan for starting the business