create+customers

(and Enclave of Cabinda)

   From 1575 to 1975, Angola was a colony of Portugal. Located in west-central Africa, this colony has been one of the largest, most strategically located, and richest in mineral and agricultural resources in the continent. At first, Portugal's colonial impact was largely coastal, but after 1700 it became more active in the interior. By international treaties signed between 1885 and 1906, Angola's frontiers with what are now Zaire and Zambia were established. The colony's area was 1,246,700 square kilometers (481,000 square miles), Portugal's largest colonial territory after the independence of Brazil. In Portugal's third empire, Angola was the colony with the greatest potential.

   The Atlantic slave trade had a massive impact on the history, society, economy, and demography of Angola. For centuries, Angola's population played a subordinate role in the economy of Portugal's Brazil-centered empire. Angola's population losses to the slave trade were among the highest in Africa, and its economy became, to a large extent, hostage to the Brazilian plantation-based economic system. Even after Brazil's independence in 1822, Brazilian economic interests and capitalists were influential in Angola; it was only after Brazil banned the slave trade in 1850 that the heavy slave traffic to former Portuguese America began to wind down. Although slavery in Angola was abolished, in theory, in the 1870s, it continued in various forms, and it was not until the early 1960s that its offspring, forced labor, was finally ended.

   Portugal's economic exploitation of Angola went through different stages. During the era of the Atlantic slave trade (ca. 1575-1850), when many of Angola's slaves were shipped to Brazil, Angola's economy was subordinated to Brazil's and to Portugal's. Ambitious Lisbon-inspired projects followed when Portugal attempted to replace the illegal slave trade, long the principal income source for the government of Angola, with legitimate trade, mining, and agriculture. The main exports were dyes, copper, rubber, coffee, cotton, and sisal. In the 1940s and 1950s, petroleum emerged as an export with real potential. Due to the demand of the World War II belligerents for Angola's raw materials, the economy experienced an impetus, and soon other articles such as diamonds, iron ore, and manganese found new customers. Angola's economy, on an unprecedented scale, showed significant development, which was encouraged by Lisbon. Portugal's colonization schemes, sending white settlers to farm in Angola, began in earnest after 1945, although such plans had been nearly a century in the making. Angola's white population grew from about 40,000 in 1940 to nearly 330,000 settlers in 1974, when the military coup occurred in Portugal.

   In the early months of 1961, a war of African insurgency broke out in northern Angola. Portugal dispatched armed forces to suppress resistance, and the African insurgents were confined to areas on the borders of northern and eastern Angola at least until the 1966-67 period. The 13-year colonial war had a telling impact on both Angola and Portugal. When the Armed Forces Movement overthrew the Estado Novo on 25 April 1974, the war in Angola had reached a stalemate and the major African nationalist parties (MPLA, FNLA, and UNITA) had made only modest inroads in the northern fringes and in central and eastern Angola, while there was no armed activity in the main cities and towns.

   After a truce was called between Portugal and the three African parties, negotiations began to organize the decolonizat ion process. Despite difficult maneuvering among the parties, Portugal, the MPLA, FNLA, and UNITA signed the Alvor Agreement of January 1975, whereby Portugal would oversee a transition government, create an all-Angola army, and supervise national elections to be held in November 1975. With the outbreak of a bloody civil war among the three African parties and their armies, the Alvor Agreement could not be put into effect. Fighting raged between March and November 1975. Unable to prevent the civil war or to insist that free elections be held, Portugal's officials and armed forces withdrew on 11 November 1975. Rather than handing over power to one party, they transmitted sovereignty to the people of Angola. Angola's civil war continued into the 21st century.

    See also Empire, Portuguese overseas.

the coherent outward expression projected by an organization. A corporate brand is a product of an organization’s corporate strategy, mission, image, and activities. Corporate brands distinguish organizations from their competitors, orient the organization in the minds of customers and employees, and create a perception of what an organization stands for. There is much debate about the precise nature of corporate brands, and about their depth. Corporate branding has been seen as a superficial quick fix to restore a company’s tarnished image or revitalize an ailing company. It requires board level coordination, however, and rather than being arbitrarily imposed on an organization, it is actually a product of the sum of its activities. Changing a corporate brand, or rebranding a company, can only be accomplished by changing strategy and activity within the company.

an examination of processes in the value chain to determine which of them create differentiation of the product or service in the customer’s eyes, and thus enhance its value. Internal differentiation analysis enables an organization to focus on improving the identified processes to maximize competitive advantage. Steps involve identification of value-creating activities, evaluation of strategies that can enhance value for customers, and assessment of which differentiation strategies are the most sustainable.

the dominance of a market either by customers, who create a buyer’s market, or by a particular company, which creates a seller’s market. Individuals or companies retain control of the market by fixing the pricing and number of products available.

public relations: the presentation of an organization and its activities to target audiences with the goal of gaining awareness and understanding, influencing public opinion, generating support, and developing trust and cooperation. Public relations programs work to create and maintain a positive corporate image and enhance an organization’s reputation. The work of a public relations department includes research into current perceptions of the organization, the production of publicity material, the organization of events and sponsorship programs, and the evaluation of responses to these activities. Target audiences include the media, government bodies, customers and suppliers, investors, the wider community, or an organization’s own employees. Public relations practice originated in the United States in the mid-19th century. Public relations forms part of an organization’s overall external communication strategy.

SUBJECT AREA: Recording

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He graduated from the Dover Academy (Delaware) in 1882 and was apprenticed in a machine-repair firm in Philadelphia and studied in evening classes at the Spring Garden Institute. In 1888 he took employment in a small Philadelphia machine shop owned by Andrew Scull, specializing in repair and bookbinding machinery. After travels in the western part of the US, in 1891 he became a partner in Scull \& Johnson, Manufacturing Machinists, and established a further company, the New Jersey Wire Stitching Machine Company. He bought out Andrew Scull's interest in October 1894 (the last instalment being paid in 1897) and became an independent general machinist. In 1896 he had perfected a spring motor for the Berliner flat-disc gramophone, and he started experimenting with a more direct method of recording in a spiral groove: that of cutting in wax. Co-operation with Berliner eventually led to the incorporation of the Victor Talking Machine Company in 1901. The innumerable court cases stemming from the fact that so many patents for various elements in sound recording and reproduction were in very many hands were brought to an end in 1903 when Johnson was material in establishing cross-licencing agreements between Victor, Columbia Graphophone and Edison to create what is known as a patent pool. Early on, Johnson had a thorough experience in all matters concerning the development and manufacture of both gramophones and records. He made and patented many major contributions in all these fields, and his approach was very business-like in that the contribution to cost of each part or process was always a decisive factor in his designs. This attitude was material in his consulting work for the sister company, the Gramophone Company, in London before it set up its own factories in 1910. He had quickly learned the advantages of advertising and of providing customers with durable equipment and records. This motivation was so strong that Johnson set up a research programme for determining the cause of wear in records. It turned out to depend on groove profile, and from 1911 one particular profile was adhered to and processes for transforming the grooves of valuable earlier records were developed. Without precise measuring instruments, he used the durability as the determining factor. Johnson withdrew more and more to the role of manager, and the Victor Talking Machine Company gained such a position in the market that the US anti-trust legislation was used against it. However, a generation change in the Board of Directors and certain erroneous decisions as to product line started a decline, and in February 1926 Johnson withdrew on extended sick leave: these changes led to the eventual sale of Victor. However, Victor survived due to the advent of radio and the electrification of replay equipment and became a part of Radio Corporation of America. In retirement Johnson took up various activities in the arts and sciences and financially supported several projects; his private yacht was used in 1933 in work with the Smithsonian Institution on a deep-sea hydrographie and fauna-collecting expedition near Puerto Rico.

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бизнес-подразделение
(ITIL Service Strategy)
Сегмент бизнеса, который имеет свои собственные планы, метрики, доходы и расходы. Каждое бизнес-подразделение владеет активами и использует их для создания ценности для заказчиков в форме товаров и услуг.
[Словарь терминов ITIL версия 1.0, 29 июля 2011 г.]

EN

business unit
(ITIL Service Strategy)
A segment of the business that has its own plans, metrics, income and costs. Each business unit owns assets and uses these to create value for customers in the form of goods and services.
[Словарь терминов ITIL версия 1.0, 29 июля 2011 г.]

Тематики

• информационные технологии в целом

EN

• business unit

 

бизнес-подразделение
(ITIL Service Strategy)
Сегмент бизнеса, который имеет свои собственные планы, метрики, доходы и расходы. Каждое бизнес-подразделение владеет активами и использует их для создания ценности для заказчиков в форме товаров и услуг.
[Словарь терминов ITIL версия 1.0, 29 июля 2011 г.]

EN

business unit
(ITIL Service Strategy)
A segment of the business that has its own plans, metrics, income and costs. Each business unit owns assets and uses these to create value for customers in the form of goods and services.
[Словарь терминов ITIL версия 1.0, 29 июля 2011 г.]

Тематики

• информационные технологии в целом

EN

• business unit

 

организационная единица
Любой сегмент организации либо все предприятие, если оно не сегментируется.
[ http://www.lexikon.ru/dict/uprav/index.html]

Тематики

• бухгалтерский учет

EN

• business unit