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The Relationship Between Institutional Common Ownership, Marketing, and Firm Performance
What if Your Owners Also Own Other Firms in Your Industry? The Relationship between Institutional Common Ownership, Marketing, and Firm Performance John Healey 1 Ofer Mintz 2 May 2021 Forthcoming in International Journal of Research in Marketing (IJRM) 1 John Healey ([email protected]) is Assistant Professor of Marketing, A.B. Freeman School of Business, Tulane University, New Orleans, LA. 2 Ofer Mintz ([email protected]) is Senior Lecturer and Associate Head (External Engagement) of the Marketing Department at the UTS Business School, and Research Associate at the UTS Australia-China Relations Institute, University of Technology Sydney, Sydney, Australia. Both authors contributed equally to the paper and are listed alphabetically. They are grateful for detailed feedback provided by Peter Danaher and Gerard Hoberg, and participants at the University of Adelaide, and at the 2017 UTS Marketing Discipline Group Research Camp, 2018 Winter American Marketing Association, 2018 Theory and Practice in Marketing, 2018 Marketing Science, and 2019 Marketing Meets Wall Street conferences. Further, they thank Yang Wang for her help with database programming. What if Your Owners Also Own Other Firms in Your Industry? The Relationship between Institutional Common Ownership, Marketing, and Firm Performance Abstract The growth in institutional holdings of public firms has led to increased interest in the concept of common ownership, in which the same investor owns stakes in multiple firms within the same industry. Economic theory suggests that common ownership could affect firm performance, but little empirical research has examined the nature of this effect or how a firm’s extant marketing potentially relates to this effect. -
List of Marginable OTC Stocks
List of Marginable OTC Stocks @ENTERTAINMENT, INC. ABACAN RESOURCE CORPORATION ACE CASH EXPRESS, INC. $.01 par common No par common $.01 par common 1ST BANCORP (Indiana) ABACUS DIRECT CORPORATION ACE*COMM CORPORATION $1.00 par common $.001 par common $.01 par common 1ST BERGEN BANCORP ABAXIS, INC. ACETO CORPORATION No par common No par common $.01 par common 1ST SOURCE CORPORATION ABC BANCORP (Georgia) ACMAT CORPORATION $1.00 par common $1.00 par common Class A, no par common Fixed rate cumulative trust preferred securities of 1st Source Capital ABC DISPENSING TECHNOLOGIES, INC. ACORN PRODUCTS, INC. Floating rate cumulative trust preferred $.01 par common $.001 par common securities of 1st Source ABC RAIL PRODUCTS CORPORATION ACRES GAMING INCORPORATED 3-D GEOPHYSICAL, INC. $.01 par common $.01 par common $.01 par common ABER RESOURCES LTD. ACRODYNE COMMUNICATIONS, INC. 3-D SYSTEMS CORPORATION No par common $.01 par common $.001 par common ABIGAIL ADAMS NATIONAL BANCORP, INC. †ACSYS, INC. 3COM CORPORATION $.01 par common No par common No par common ABINGTON BANCORP, INC. (Massachusetts) ACT MANUFACTURING, INC. 3D LABS INC. LIMITED $.10 par common $.01 par common $.01 par common ABIOMED, INC. ACT NETWORKS, INC. 3DFX INTERACTIVE, INC. $.01 par common $.01 par common No par common ABLE TELCOM HOLDING CORPORATION ACT TELECONFERENCING, INC. 3DO COMPANY, THE $.001 par common No par common $.01 par common ABR INFORMATION SERVICES INC. ACTEL CORPORATION 3DX TECHNOLOGIES, INC. $.01 par common $.001 par common $.01 par common ABRAMS INDUSTRIES, INC. ACTION PERFORMANCE COMPANIES, INC. 4 KIDS ENTERTAINMENT, INC. $1.00 par common $.01 par common $.01 par common 4FRONT TECHNOLOGIES, INC. -
Digital Transformation: Creating New Business Models Where Digital
IBM Global Business Services Strategy and Transformation Executive Report IBM Institute for Business Value Digital transformation Creating new business models where digital meets physical IBM Institute for Business Value IBM Global Business Services, through the IBM Institute for Business Value, develops fact-based strategic insights for senior executives around critical public and private sector issues. This executive report is based on an in-depth study by the Institute’s research team. It is part of an ongoing commitment by IBM Global Business Services to provide analysis and viewpoints that help companies realize business value. You may contact the authors or send an e-mail to [email protected] for more information. Additional studies from the IBM Institute for Business Value can be found at ibm.com/iibv Introduction By Saul J. Berman and Ragna Bell Individuals and businesses alike are embracing the digital revolution. Social networks and digital devices are being used to engage government, businesses and civil society, as well as friends and family. People are using mobile, interactive tools to determine who to trust, where to go and what to buy. At the same time, businesses are undertaking their own digital transformations, rethinking what customers value most and creating operating models that take advantage of what’s newly possible for competitive differentiation. The challenge for business is how fast and how far to go on the path to digital transformation. The new digital age Business leaders have long used information technology to In every industry, business leaders realize customer expecta- improve productivity and efficiency, reach new markets and tions have created tremendous pressure to change the way they optimize supply chains. -
Emerging Technologies Multi/Parallel Processing
Emerging Technologies Multi/Parallel Processing Mary C. Kulas New Computing Structures Strategic Relations Group December 1987 For Internal Use Only Copyright @ 1987 by Digital Equipment Corporation. Printed in U.S.A. The information contained herein is confidential and proprietary. It is the property of Digital Equipment Corporation and shall not be reproduced or' copied in whole or in part without written permission. This is an unpublished work protected under the Federal copyright laws. The following are trademarks of Digital Equipment Corporation, Maynard, MA 01754. DECpage LN03 This report was produced by Educational Services with DECpage and the LN03 laser printer. Contents Acknowledgments. 1 Abstract. .. 3 Executive Summary. .. 5 I. Analysis . .. 7 A. The Players . .. 9 1. Number and Status . .. 9 2. Funding. .. 10 3. Strategic Alliances. .. 11 4. Sales. .. 13 a. Revenue/Units Installed . .. 13 h. European Sales. .. 14 B. The Product. .. 15 1. CPUs. .. 15 2. Chip . .. 15 3. Bus. .. 15 4. Vector Processing . .. 16 5. Operating System . .. 16 6. Languages. .. 17 7. Third-Party Applications . .. 18 8. Pricing. .. 18 C. ~BM and Other Major Computer Companies. .. 19 D. Why Success? Why Failure? . .. 21 E. Future Directions. .. 25 II. Company/Product Profiles. .. 27 A. Multi/Parallel Processors . .. 29 1. Alliant . .. 31 2. Astronautics. .. 35 3. Concurrent . .. 37 4. Cydrome. .. 41 5. Eastman Kodak. .. 45 6. Elxsi . .. 47 Contents iii 7. Encore ............... 51 8. Flexible . ... 55 9. Floating Point Systems - M64line ................... 59 10. International Parallel ........................... 61 11. Loral .................................... 63 12. Masscomp ................................. 65 13. Meiko .................................... 67 14. Multiflow. ~ ................................ 69 15. Sequent................................... 71 B. Massively Parallel . 75 1. Ametek.................................... 77 2. Bolt Beranek & Newman Advanced Computers ........... -
Managed Information Technology Services
Managed Information Technology Services Request For Proposal Information Technology Management Services Costa Mesa Sanitary District Presented on Thursday, May 27th, 2021 Acorn Technology Services 1960 Chicago Ave, Ste E9 Riverside, CA 92507 951.784.3500 (office) 951.320.7066 (fax) www.acorntechservices.com May 27, 2021 Costa Mesa Sanitary District 290 Paularino Avenue Costa Mesa, CA 92626 RE: RFP for Information Technology Management Services for Costa Mesa Sanitary District Dear District Staff, Acorn Technology Services is pleased to submit the following proposal in response to the Request for Proposal for Information Technology Management Services for Costa Mesa Sanitary District, due May 27th, 2021. It is the hope and intent of the Acorn team that the reader of this proposal gains a more informed understanding of who we are and what we do. Additionally, it is our desire that Acorn’s commitment to the customer and our aspiration to be a true IT partner is exemplified throughout our proposal and our references. In this regard, several City leaders of existing customers previously wrote letters of recommendation illustrating this point and are included in our proposal as attachments. As we have done many times in the past and on current projects, we seek balanced solutions for our clients, bringing significant experience and flexibility to our projects. Acorn is confident that we have the experience, resources, and infrastructure necessary to deliver outstanding service that will meet or exceed the District's short-term requirements and long-term IT objectives. Acorn’s proposal is valid for 60-days from this submittal and Acorn is prepared and staffed to begin work immediately on the Scope of Services. -
What Is the Value of a Company?
ibm corporate responsibility report ibm corporate What is the value of a company? ibm corporate responsibility report 2002 www.ibm.com/ibm/responsibility/ This report is also available at This report about this report This report combines and expands upon IBM’s previous reporting on corporate philanthropy, diversity, employee well-being and environ- mental programs. The document describes these and other programs and provides data for 2002. Where appropriate, five years of data have been included to demonstrate trends and provide year-to-year comparisons. Environmental and selected financial data include that for IBM and its controlled subsidiary companies, which in general are majority owned. Other data is that of IBM. We have included information on the areas of corporate responsibility we believe are the most relevant and meaningful with regard to IBM’s global activities. Among the references used in preparing this report are the Global Reporting Initiative (GRI) Sustainability Reporting Guidelines, the corporate social responsibility surveys of a number of external organizations, and questions we are often asked by customers and other stakeholders. We view this report as a valuable tool for maintaining dialogue with a variety of interested parties, including our employees, customers, investors, neighbors and regulators. We also realize we cannot address all the interests of all groups in a single document. For additional information, questions or comments on the report, call (800) IBM-4YOU or, outside the United States, (404) 238-1234. Additional information about IBM and its business performance may be found in the company’s annual report, available on the Internet at www.ibm.com/annualreport/2002/index_home.htm. -
Why Companies Outsource "Buying" Services Is an Increasingly Viable Option
Outsourcing: The U.S. Business Revolution Spring 1997 Copyright © Michael F. Corbett & Associates, Ltd., 1997 Customer Confidential. Reproduction in whole or in part is strictly prohibited. Outsourcing: The U.S. Business Revolution Published by: Michael F. Corbett & Associates, Ltd. Lexington Park, East Bldg. Suite A 255 Route 55 LaGrangeville, NY 12540 (845) 452-0600 (845) 452-6988 (fax) Email: [email protected] Copyright Ó Michael F. Corbett & Associates, Ltd. 1997 All rights reserved. Michael F. Corbett & Associates reports are limited publications containing valuable management information provided to a select group of customers in response to orders and our customers acknowledge when ordering that the reports are for our customer’s own internal use only and not for general publication or disclosure to third parties. This report may not be copied or given, lent or resold to third parties without written permission nor may its contents be disclosed to non-customers without written permission. Information is believed to be reliable but cannot be guaranteed to be correct or complete. Copyright © Michael F. Corbett & Associates, Ltd., 1997 2 Customer Confidential. Reproduction in whole or in part is strictly prohibited. Table of Contents SECTION 1: OUTSOURCING: BACKGROUND, DEFINITIONS & DECISION FACTORS 5 OUTSOURCING DEFINED 5 TRADITIONAL ORGANIZATIONAL STRUCTURES 6 OUTSOURCING’S EMERGENCE AS A POWERFUL MANAGEMENT TOOL 7 DRIVING FACTORS 12 OUTSOURCING AS A “MAKE VERSUS BUY” DECISION 12 TOP TEN REASONS COMPANIES OUTSOURCE 17 TYPES OF SERVICES OUTSOURCED AND SELECTED CASE STUDIES 21 THE OUTSOURCING CONTINUUM 21 CLEANING 21 FOOD SERVICES 23 COPY CENTERS 23 MAILROOM OPERATIONS 24 PAYROLL 25 FACILITY MANAGEMENT 25 HUMAN RESOURCES 27 TRANSPORTATION & LOGISTICS 28 INFORMATION TECHNOLOGY 30 MARKETING & SALES 36 FINANCE 37 THE OUTSOURCING PROCESS 39 STRATEGIC ANALYSIS 39 IDENTIFYING BEST CANDIDATES 39 DEFINING REQUIREMENTS 40 SELECTING PROVIDER(S) 41 TRANSITIONING THE OPERATION 41 MANAGING THE RELATIONSHIP 42 Copyright © Michael F. -
Introduction to Computer Concepts
MANAGING PUBLIC SECTOR RECORDS A Training Programme Understanding Computers: An Overview for Records and Archives Staff INTERNATIONAL INTERNATIONAL RECORDS COUNCIL ON ARCHIVES MANAGEMENT TRUST MANAGING PUBLIC SECTOR RECORDS: A STUDY PROGRAMME UNDERSTANDING COMPUTERS: AN OVERVIEW FOR RECORDS AND ARCHIVES STAFF MANAGING PUBLIC SECTOR RECORDS A STUDY PROGRAMME General Editor, Michael Roper; Managing Editor, Laura Millar UNDERSTANDING COMPUTERS: AN OVERVIEW FOR RECORDS AND ARCHIVES STAFF INTERNATIONAL RECORDS INTERNATIONAL MANAGEMENT TRUST COUNCIL ON ARCHIVES MANAGING PUBLIC SECTOR RECORDS: A STUDY PROGRAMME Understanding Computers: An Overview for Records and Archives Staff © International Records Management Trust, 1999. Reproduction in whole or in part, without the express written permission of the International Records Management Trust, is strictly prohibited. Produced by the International Records Management Trust 12 John Street London WC1N 2EB UK Printed in the United Kingdom. Inquiries concerning reproduction or rights and requests for additional training materials should be addressed to International Records Management Trust 12 John Street London WC1N 2EB UK Tel: +44 (0) 20 7831 4101 Fax: +44 (0) 20 7831 7404 E-mail: [email protected] Website: http://www.irmt.org Version 1/1999 MPSR Project Personnel Project Director Anne Thurston has been working to define international solutions for the management of public sector records for nearly three decades. Between 1970 and 1980 she lived in Kenya, initially conducting research and then as an employee of the Kenya National Archives. She joined the staff of the School of Library, Archive and Information Studies at University College London in 1980, where she developed the MA course in Records and Archives Management (International) and a post-graduate research programme. -
Infosys Is #1 Provider in IT Services Leaderboard in Head-To-Head Rankings Infosys Comes out on Top
Best of the Software LeaderBoard: Profile on Infosys RIS IT SERVICES Leaderboard 2010 Infosys Is #1 Provider In IT Services LeaderBoard IN HEAD-TO-HEAD RANKINGS INFOSYS COMES OUT ON TOP By Joe Skorupa The retail IT services landscape has shifted over the past decade Of the three lists where Infosys appears in the top spot it should as providers have elevated their role in the IT hierarchy. Instead come as no surprise that one is the Top-10 master list, which is the of being counted on for simple cost-reduction capabilities and only comprehensive head-to-head ranking in the report. augmentation of skills, today’s IT services providers offer such IT services providers that make it onto the Top-10 master list major strategic functions as change management, business are not specialists with finely targeted skills. Instead they excel transformation and IT consulting. across multiple disciplines, including all seven Criteria in the IT This is not to imply that competency in cost reduction and Services LeaderBoard. These Criteria are: Domain Experience, skills augmentation are not important. They are. But many lead- ing IT services providers are so large and diverse that they pos- 2010 TOP 10 IT SERVICES LEADERS sess a deep pool of talent found nowhere else, both off-shore and on-shore, that retailers tap for both strategic planning and 1 Infosys 31.80 project execution. 2 JDA 31.68 One company that has successfully made this transition is Infosys, which beat out 32 providers that have strong practices 3 Accenture 31.34 in the retail industry to earn the number one ranking in the 2010 4 Microsoft 28.92 RIS IT Services LeaderBoard. -
IBM Global Services: a Brief History
IBM Global Services: A Brief History IBM Corporate Archives May 2002 2405SH01 2 OVERVIEW Background In 1991 IBM was a $64.8 billion company, of which less than $6 billion was derived from non-maintenance services. Ten short years later, the business of information technology (IT) services alone generated more than 40 percent of IBM’s $86 billion in sales and had become the single largest source of revenue in IBM’s portfolio. How did that happen? It was partly the result of old-fashioned hard work and serious commitment: growing customer by customer; building disciplined management and financial systems; and investing to hire and train experts in everything from IT consulting to systems architecture and Web services. IBM used its financial strength to fund the expensive push into outsourcing, and the company placed informed bets on the future in areas such as IT utility services (“e-business on demand”) and hosted storage. But most important, the success of IBM Global Services came from something very simple: a clear understanding of customers’ needs. IBM saw that technology and business were converging to create something new and challenging for every kind of enterprise. And IBM had the deep experience in both areas to help its customers bring them together most effectively. The following pages offer a brief look at the history and growth of the organization that is today IBM’s top revenue generator. Definitions What are “services?” In the IT world, that broad term has encompassed dozens of offerings and meanings, including consulting, custom programming, systems integration (designing, building and installing complex information systems), systems operations (in which a vendor runs part or all of a company’s information systems), business innovation services (such as supply chain management), strategic outsourcing, application management services, integrated technology services (such as business recovery), networking services, learning services, security services, storage services and wireless services. -
[email protected]]
FUN FUN FUN ’TIL DADDY TOOK THE KEYBOARD AWAY!!! • VILLAGE LIFE IN INDIA • ASSEMBLER THE ACORN CODE AND MORE!!! Summer 1997 Issue 14 £0 123> Index: Page 2 . Index. Page 3 . Editors Page. Page 4 . Village Life In India. Page 6 . Assembler programming. Page 12 . Econet - a deeper look. Page 13 . Diary of a demented hacker. Page 14 . DIGIWIDGET. Page 15 . Argonet (#2). Page 16 . Update to Acorn machine list. Page 19 . The Acorn Code Credits: Editor . Richard Murray [[email protected]] Contributors . Richard Murray. Village Life article by Ben Hartshorn. Machine List by Philip R. Banks. Acorn Code by Quintin Parker. Graphics . Richard Murray. Village Life graphics by Ben Hartshorn. You may print and/or distribute this document provided it is unaltered. The contents of this magazine are © Richard Murray for legal reasons. All copyrights and/or trademarks used are acknowledged. Opinions stated are those of the article author and do not necessarily represent the opinions of Frobnicate, BudgieSoft or Richard Murray. All reasonable care is taken in the production of this magazine, but we will not be legally liable for errors, or any loss arising from those errors. As this magazine is of a technical nature, don’t do anything you are unsure of. Reliance is placed in the contents of this magazine at the readers’ own risk. Frobnicate is managed by “Hissing Spinach”, the publishing division of BudgieSoft UK. Comments? Submissions? Questions? [email protected] Or visit our web site (as seen in Acorn User)... http://www.argonet.co.uk/users/rmurray/frobnicate/ FROBNICATE ISSUE 14 - Summer 1997 Page 3 EDITORS PAGE This issue has seen a few changes. -
Scalable Shared-Memory Multiprocessor Architectures
NEW DIRECTIONS I Scalable Shared-Memory Multiprocessor Architectures New coherence schemes scale beyond single-bus-based, shared-memory architectures. This report describes three research efforts: one multiple-bus-based and two directory-based schemes. Introduction Shreekant Thakkar, Sequent Computer Systems Michel Dubois, University of Southern California Anthony T. Laundrie and Gurindar S. Sohi, University of Wisconsin-Madison There are two forms of shared-memory the bus as a broadcast medium to maintain interconnection. The following “coher- multiprocessor architectures: bus-based coherency; all the processors “snoop” on ence properties” form the basis for most of systems such as Sequent’s Symmetry, the bus to maintain coherent information in these schemes: Encore’s Multimax, SGI’s Iris, and Star- the caches. The protocols require the data Sharing readers. Identical copies of a dent’s Titan; and switching network-based in other caches to be invalidated or updated block of data may be present in several systems such as BBN’s Butterfly, IBM’s on a write by a processor if multiple copies caches. These caches are called readers. RP3, and New York University’s Ultra. of the modified data exist. The bus pro- Exclusive owners. Only one cache at a Because of the efficiency and ease of the vides free broadcast capability, but this - time may have permission to write to a shared-memory programming model, feature also limits its bandwidth. block of data. This cache is called the these machines are more popular for paral- New coherence schemes that scale be- owner. lel programming than distributed multi- yond single-bus-based, shared-memory processors such as NCube or Intel’s iPSC.