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Mexican Supermarkets & Grocery Stores Industry Report
Mexican Supermarkets & Grocery Stores Industry Report July 2018 Food Retail Report Mexico 2018Washington, D.C. Mexico City Monterrey Overview of the Mexican Food Retail Industry • The Mexican food retail industry consists in the distribution and sale of products to third parties; it also generates income from developing and leasing the real estate where its stores are located • Stores are ranked according to size (e.g. megamarkets, hypermarkets, supermarkets, clubs, warehouses, and other) • According to ANTAD (National Association of Food Retail and Department Stores by its Spanish acronym), there are 34 supermarket chains with 5,567 stores and 15 million sq. mts. of sales floor in Mexico • Estimates industry size (as of 2017) of MXN$872 billion • Industry is expected to grow 8% during 2018 with an expected investment of US$3.1 billion • ANTAD members approximately invested US$2.6 billion and created 418,187 jobs in 2017 • 7 states account for 50% of supermarket stores: Estado de Mexico, Nuevo Leon, Mexico City, Jalisco, Baja California, Sonora and Sinaloa • Key players in the industry include, Wal-Mart de Mexico, Soriana, Chedraui and La Comer. Other regional competitors include, Casa Ley, Merza, Calimax, Alsuper, HEB and others • Wal-Mart de México has 5.8 million of m² of sales floor, Soriana 4.3 m², Chedraui 1.2 m² and La Cómer 0.2 m² • Wal-Mart de México has a sales CAGR (2013-2017) of 8.73%, Soriana 9.98% and Chedraui 9.26% • Wal-Mart de México has a stores growth CAGR (2013-2017) of 3.30%, Soriana 5.75% and Chedraui 5.82% Number -
The Consortium of Swiss Academic Libraries the Consortium of Swiss Academic Libraries
Research Collection Other Conference Item Times change and we change with them: the Consortium of Swiss Academic Libraries the Consortium of Swiss Academic Libraries Author(s): Boutsiouci, Pascalia Publication Date: 2015 Permanent Link: https://doi.org/10.3929/ethz-a-010439524 Rights / License: In Copyright - Non-Commercial Use Permitted This page was generated automatically upon download from the ETH Zurich Research Collection. For more information please consult the Terms of use. ETH Library TIMES CHANGE AND WE CHANGE WITH THEM The Consortium of Swiss Academic Libraries ICoASL – 4th International Conference of Asian Special Libraries 2015 Pascalia Boutsiouci, Seoul, April 23 of 2015 AGENDA 1 Overview Switzerland and Higher Education 2 Overview Consortium of Swiss Academic Libraries 3 Our business – range of activity 4 Cooperation with our partner libraries 5 projects © Consortium of Swiss Academic Libraries | 2015 2 Overview Switzerland 1 and Higher Education © Consortium of Swiss Academic Libraries | 2015 3 THE LANDSCAPE Switzerland lies in the heart of Europe 8.2 million people 26 cantons Four official languages Matterhorn, Zermatt (4,478 m/14,692 ft) / Image source: http://www.zermatt.ch/Media/Pressecorner/Fotodatenbank/Matterhorn/Sicht-aufs- . German (66%) Matterhorn-vom-Gornergrat . French (23%) . Italian (9%) . Rheto- Romanic (1%) Image source: http://en.wikipedia.org/wiki/Switzerland#/media/File:Europe-Switzerland.svg © Consortium of Swiss Academic Libraries | 2015 4 SWITZERLAND = CONFOEDERATIO HELVETICA = CH Federal parliamentary republic consisting of 26 cantons wth Bern as the seat of the federal authorities Germany France Liechtenstein Austria Italy Image source:http://de.wikipedia.org/wiki/Datei:Switzerland,_administrative_divisions_-_de_-_colored.svg © Consortium of Swiss Academic Libraries | 2015 5 HIGHER EDUCATION IN SWITZERLAND Official Higher Education Institutions 10 Cantonal Universities . -
Migros Presentation
Migros Ticaret A.Ş. Tesco Kipa Acquisition Roadmap June 2016 Disclaimer Statement Migros Ticaret A.Ş. (the “Company”) has prepared this presentation for the sole purpose of providing information about its business, operations and financial results. The information in this presentation is subject to updating, revision and amendment. The information in this presentation, which includes certain information drawn from external sources, does not purport to be comprehensive and has not been independently verified. No reliance may be placed for any purpose whatsoever on the information contained in this presentation or any assumptions made as to its completeness. No representation or warranty, express or implied, is given by the Company, any of its subsidiaries or any of its advisers, officers, employees or agents, as to the accuracy, reliability or completeness of the information or opinions contained in this presentation or in any revision of the presentation or of any other written or oral information made or to be made available to any interested party or its advisers. Save in the case of fraud, no responsibility or liability is accepted (and all such liability is hereby excluded for any such information or opinions). No liability is accepted by any of them for any such information or opinions (which should not be relied upon) and no responsibility is accepted for any errors, misstatements in or omissions from this presentation or for any loss howsoever arising, directly or indirectly, from any use of this presentation or its contents. The information and opinions contained in this document are provided as at the date of this presentation and are subject to change without notice. -
The Management
The Management The management is responsible for the operational leadership of the FMC. It consists of the CEO and the members of the Executive Board as well as the heads of the management divisions of the six departments. The Chief Executive Officer (CEO) is appointed by the Board of Directors and confirmed as a member of the Board of Directors by the Assembly of Delegates. The CEO has the right to give directions and has overall responsibility for the operational management of the FMC. The remaining members are responsible for the six Departments: HR, Cultural and Social Affairs, Leisure; Marketing; Logistics and IT; Industry and Wholesaling; Finance; Commerce. Members The seven-member Executive Board oversees the operational management of the Federation of Migros Cooperatives and is responsible for directing the management divisions. Herbert Bolliger (1953 CH) Chairman FMC Chief Executive Officer member since 2005 Lic. oec. University of Zurich Major Mandates Migros Bank AG (Chairman); Hotelplan Holding AG (Chairman); Magazine zum Globus AG; Migros Beteiligungen AG (Chairman); Interio AG; Park «Im Grünen» Gurten (Board of Directors), Foundation «Im Grüene» Rüschlikon (Board of Directors); Adele Duttweiler Prize Foundation (Board of Directors); Galaxus AG Professional experience/career path To 1987 Various functions at Bayer (Schweiz) AG, FMC and PCW Group 1987 – 1994 Head of Finance/IT Migros Berne, Member of the Board of Directors 1994 – 1997 Head of IT Migros Group 1997 – 2005 Managing Director Migros Aare 2005 – present Chief Executive -
Shopping Smarter with Comparis Using Scandit
www.scandit.com Shopping Smarter with Comparis using Scandit Integrating Scandit technology to our Smartshopper app interlinks the physical product and the Smartshopper app. Thanks to the barcode functionalities the app is convenient, user-friendly and cool to shop with. - Benedikt Unold, Chief Technology Officer, Comparis About Comparis Customer Case Study Series #2 / 2012 On www.comparis.ch consumers can compare almost anything, such as Starting point tariffs and health insurances, insurance Starting out as an Internet comparison service for health insurance, comparis.ch companies, financial institutions, mobile has developed its portfolio from year to year and now offers a wide range of operators, and classifieds for property, services not only on the web, but also in terms of mobile applications. To date cars and motorcycles as well as offers and promotions from the retail business. users can download several apps from the Comparis website in order to compare mortgage rates, read about the latest property or used car offerings. How does the business work? After evaluating various offers, customers Vision: Comparis Smartshopper app can pick the supplier with the best cost/ To simplify the lives of its daily users, Comparis wanted to build a dedicated benefit ratio. Users can also access various app for shoppers. With the help of an integrated barcode scanner and self- apps on their mobile devices in order to made templates, consumers are able to create intelligent shopping lists easily get real-time support for some selected and efficiently. The app not only enables shoppers to find special offers and services. deals within Switzerland, but is also able to arrange shopping lists by store location. -
Gottlieb Duttweiler Und Dessen Lebenswerk Erlangt
gesamtversion_9.qxd:Layout 1 19.1.2012 11:45 Uhr Seite 67 Marketing-Genie und Pionier Jules Kyburz und Hans Tanner haben über Jahrzehnte ein tiefes Verständnis für Gottlieb Duttweiler und dessen Lebenswerk erlangt. Zusammen mit Prof. Dr. Thomas Rudolph und Tim Böttger diskutieren sie die Motivation, die Werte und die Persönlichkeit, die hinter der Schaf- fung des grössten Schweizer Detailhandelsunternehmens und dem sozialen Engagements Gottlieb Duttweilers stehen und zeigen auf, was heutige Manager aus der Denkweise Gottlieb Duttweilers lernen können. • Geboren am am 15. August 1888 in Zürich. • 1907: Kaufmännischer Lehrabschluss. • 1913: Heirat mit Adele Duttweiler. • 1917: Teilhaber an Pfister & Duttweiler. • 1923: Kaffee-Farmer in Brasilien. • 1924: Rückkehr in die Schweiz. • 1925: Gründung der Migros AG mit fünf Verkaufswagen. Gottlieb Duttweiler • 1933: Inkrafttreten des «Filialverbots». • 1935: Einstieg in die Politik als Nationalrat. • 1941: Umwandlung der Migros AG in eine Genossenschaft. • 1944: Gründung der Migros Klubschulen. • 1946: Schenkung des «Park im Grüene» an die Öffentlich- keit. • 1948: Eröffnung des ersten Selbstbedienungsladens in Zürich. • Gestorben am 8. Juni 1962 in Zürich. 67 gesamtversion_9.qxd:Layout 1 19.1.2012 11:45 Uhr Seite 68 Von Prof. Dr. Thomas Rudolph und Tim Böttger, Forschungs- zentrum für Handelsmanagement, Gottlieb Duttweiler Lehrstuhl, Universität St.Gallen Herr Kyburz (ehemaliger Präsident der geschäftsführenden Verwaltung des Migros Genossenschaftsbundes (MGB) und Präsident der MGB-Verwaltung (Aufsichtsgremium), 1952 begann Ihre Karriere bei der Migros. Sie waren ins- gesamt mehr als 48 Jahre in der Migros aktiv und sind mit dem Unternehmen auch heute noch eng verbunden. Herr Tanner (ehemaliger Sekretär von Gottlieb Duttweiler sowie Generalsekretär und Präsident der Delegiertenversamm- lung des MGB), Sie sind Ende 1950 in die Migros eingetre- ten. -
Facts & Figures 2018
Facts & figures 2018 2 Migros Group Contents Overview 4 Migros Group Organisation 6 History 8 Sales 9 Earnings 10 Retail sales / Market share 11 Investments / Equity 12 Strategic business units Cooperative retailing 14 Commerce 17 Industry & wholesaling 19 Financial services 20 Travel 20 Shared services 21 Employees Migros as employer 23 Salary growth 25 Our responsibility Sustainability 27 Culture Percentage & Engagement Migros 28 Health 29 At a glance Migros - the place where people get together 30 Migros Group 5 Overview With sales of CHF 28.5 billion (2018), the Migros Group is Switzerland’s largest retailer, and with over 106 000 employees, it is also Switzerland’s largest private employer. Migros is owned by its more than 2 million cooperative members, organised into ten regional cooperatives. These cooperatives operate the core business of Migros, retailing. Migros also owns 32 industrial companies, various commercial, travel and logistics enterprises, as well as Migros Bank. Migros is committed, willingly and with conviction, to social and cultural issues. Its primary goal is to improve the quality of life of all of its customers. Migros Group Where Migros comes from, how it is structured, and the results it achieved in 2018. 6 Migros Group Migros Group 7 Organisation of the Migros Group Subsidiaries and Cooperative members Cooperatives Federation of Migros Cooperatives (FMC) foundations 2.22 million 10 regional Migros cooperatives, 6 departments approx.50 enterprises cooperative members each with its own Cooperative Council and are responsible, with the staff units, for the whole Migros Group. and foundations from various are the owners of Migros. Board of Directors, are the bedrock of Migros. -
ETH Library WELCOME to the ETH LIBRARY
KALEIDOSCOPE 2019 Sharing knowledge and ideas. Linking information. Advancing the world. KALEI DOSCOPE 2019 ETH Library WELCOME TO THE ETH LIBRARY. WHAT YOU MAY EXPECT FROM US: Information and Literature Publishing Whether you require printed or digital formats or physical ob- We run the Research Collection as a repository for your publica- jects, we provide you with whatever you need for your research, tions and their dissemination, management and documentation, teaching or degree. At the Swiss Federal Institute of Technology and advise you on data management planning, open access (ETH Zurich), we offer specialist literature, collections, data and and long-term archiving. We provide financial support for specimens in a clearly structured manner and free of charge. publishing in open access journals by covering the expenses We also have quiet reading, study and work spaces. and offering expert advice. ETH Library Cooperation Knowledge We digitise collections in cooperative projects and provide you with Our exhibitions, online platforms, guided tours and hands-on our expertise on digitisation and information organisation. As an campaigns take the know-how of ETH Zurich to the public. Our active partner in integrated knowledge production, we develop courses, workshops and webinars teach you skills in conduct- infrastructures and tools that cover the entire scientific value ing searches, reference management, open access and data creation chain in cooperation with internal and external partners management. We also offer individual advice on all these topics. and by participating in expert committees and associations. 4 ETH LIBRARY KALEIDOSCOPE 2019 As an integral part of the academic value creation, libraries can actively support research today The digitally-based value creation cycle of academia offers new opportunities to integrate information sources, labour, knowledge and skills of the library directly into academic work and research processes. -
General Instructions
General Instructions Applies to for handling Federation of Migros international shipments, Cooperatives customs clearance and Magazine zum Globus AG operations associated Interio AG with these activities Office World AG Version 2014/03 Valid from 01.03.2014 Replaces Version 2012/2 Introduction Dear Ms. ..........., Dear Mr. ..........., These instructions provide information about the processing of our transport orders. Orders shall either be placed upon transfer of the order details by MTWEB or with the dispatch of Forwarding, Shipment and Customs Clearance orders. Please pass these instructions on to all your colleagues handling and/or organizing shipments and/or customs clearance on our behalf. We shall charge you for any additional costs arising from non-compliance with these instructions. These instructions shall apply to shipments / customs clearances by the following firms: . Federation of Migros Cooperatives, Zurich . Magazine zum Globus AG, Spreitenbach . Interio AG, Dietikon . Office World AG, Zurich The names Food and NonFood refer to Migros. Where Globus is mentioned, the instructions also apply to Interio and Office World. In case of queries or uncertainty please contact us prior to accepting shipments or executing an order. Deviating agreements can be made and shall supersede the general instructions. Federation of Migros Cooperatives Logistics Transport Unit International Transports Markus Helg 2 Contents 1 Import from Overseas ............................................................................. 4 (Sea freight, -
Facts & Figures 2020
Facts & fi gures 2020 2 Migros Group Contents Overview 4 Migros Group Organisation 6 History 8 Sales 9 Earnings 10 Retail sales / Market share 11 Investment / Equity 12 Strategic business units Cooperative retailing 14 Commerce 17 Migros-Industry 19 Financial services 20 Travel 20 Shared services 21 Employees Migros as an employer 23 Salary growth 25 Our responsibility Sustainability 27 Health 28 A unique commitment 30 Migros Group 5 Overview With sales of CHF 29.9 billion (2020), the Migros Group is the largest retailer in Switzerland, and around 99 000 employees, it is the country’s largest private-sector employer. Migros is owned by its more than 2 million cooperative members and organised into ten regional cooperatives. These cooperatives operate the core business of the Migros Group: retailing. Migros also owns numerous industrial companies, various commercial, travel and logistics enterprises, as well as Migros Bank. Migros is committed, voluntarily and with conviction, to social and cultural issues. Its primary goal is to improve the quality of life of all of its customers. Migros Group Where Migros comes from, how it is structured and the results it achieved in 2020. 6 Migros Group Migros Group 7 Organisation of the Migros Group Subsidiaries and Cooperative members Cooperatives Federation of Migros Cooperatives (FMC) foundations 2.27 million 10 regional Migros cooperatives, 6 departments Approx.50 enterprises cooperative members each with its own cooperative board and are responsible, with the staff units, for the whole Migros Group. and foundations from various are the owners of Migros. administration, are the bedrock of Migros. The central Migros executive bodies are also located in the FMC. -
Investigation of New Aerosol Particle Formation and Growth at the CERN CLOUD Chamber and at the High Alpine Research Station Jungfraujoch
Research Collection Doctoral Thesis Investigation of new aerosol particle formation and growth at the CERN CLOUD chamber and at the high Alpine Research Station Jungfraujoch Author(s): Tröstl, Jasmin Publication Date: 2015 Permanent Link: https://doi.org/10.3929/ethz-a-010651976 Rights / License: In Copyright - Non-Commercial Use Permitted This page was generated automatically upon download from the ETH Zurich Research Collection. For more information please consult the Terms of use. ETH Library Diss.-No. ETH 22983 INVESTIGATION OF NEW AEROSOL PARTICLE FORMATION AND GROWTH AT THE CERN CLOUD CHAMBER AND AT THE HIGH ALPINE RESEARCH STATION JUNGFRAUJOCH JASMIN TRÖSTL DISS. ETH NO. 22983 INVESTIGATION OF NEW AEROSOL PARTICLE FORMATION AND GROWTH AT THE CERN CLOUD CHAMBER AND AT THE HIGH ALPINE RESEARCH STATION JUNGFRAUJOCH A thesis submitted to attain the degree of DOCTOR OF SCIENCES of ETH ZURICH (Dr. sc. ETH Zurich) presented by JASMIN TROSTL¨ MSc, Faculty of Physics, Vienna University of Technology born on 12.06.1988 citizen of Austria accepted on the recommendation of Prof. Dr. Urs Baltensperger (examiner) Prof. Dr. Thomas Peter (co-examiner) Dr. George Biskos (co-examiner) Dr. Martin Gysel (co-examiner) 2015 Summary Aerosols, liquid or solid particles suspended in a gas, are ubiquitous in the Earth's atmosphere. They have an impact on the Earth's climate by changing the radiation balance of incident sun light. They scatter and absorb light, directly influencing this balance. Aerosols can also form clouds and in this way influence the radiation balance indirectly by modifying cloud properties. Aerosols are counteracting the positive radiative forcing mainly coming from emitted greenhouse gases, as they are one of the most important contributors to negative radiative forcing. -
Online Learning and Peace Mediation at ETH Zurich
Research Collection Other Publication Online Learning and Peace Mediation at ETH Zurich Author(s): Ben-Ezer, Inbal; Frazer, Owen Publication Date: 2020-06 Permanent Link: https://doi.org/10.3929/ethz-b-000423835 Rights / License: In Copyright - Non-Commercial Use Permitted This page was generated automatically upon download from the ETH Zurich Research Collection. For more information please consult the Terms of use. ETH Library Reflection paper Online learning and peace mediation at ETH Zurich By Inbal Ben-Ezer and Owen Frazer June 2020 Key messages The Covid-19 pandemic has accelerated the development of online mediation training courses. Interest in the topic has been gathering pace in recent years, driven by new opportunities offered by technological development, cost considerations, and concerns about the ecological impact of aviation. This paper is written as part of a discussion taking place within the Swiss Federal Institute of Technology, Zurich (ETH Zurich). It aims to help the peace mediation teams at ETH Zurich to make an informed choice about whether to develop online learning resources for their further education and professional training programs. The paper has four central messages: 1. The purpose of comparing in-person and online training courses is not to arrive at a definitive judgement about which one is better. Rather, the purpose is to make a decision on which mix of courses will best meet our specific objectives based on the resources at our disposal. Making such a decision requires a structured reflection on the pros and cons of each format. These are summarized in section 2 of this paper.