03781nam 2200769 450 991081647980332120210907164103.01-5017-2036-89781501720369(electronic bk.)10.1515/9781501720369(CKB)4340000000263436(MiAaPQ)EBC5340155(OCoLC)1002693079(MdBmJHUP)muse65818(DLC) 2017041649(StDuBDS)EDZ0001974473(DE-B1597)496638(DE-B1597)9781501720369(Au-PeEL)EBL5340155(CaPaEBR)ebr11542907(EXLCZ)99434000000026343620180515d2018 uy 0engurcnu||||||||txtrdacontentcrdamediacrrdacarrierTroubled waters insecurity in the Persian Gulf /Mehran KamravaIthaca ;London :Cornell University Press,2018.1 online resource (xii, 197 pages)Persian Gulf studiesPreviously issued in print: 2018.1-5017-2035-X 1-5017-2037-6 Includes bibliographical references and index.The trouble with the Persian Gulf -- The Persian Gulf's security architecture -- The belligerents -- The intractable security dilemma -- Insecurity in the Persian Gulf.Troubled Waters looks at four dynamics in the Persian Gulf that have contributed to making the region one of the most volatile and tension-filled spots in the world. Mehran Kamrava identifies the four dynamics as: the neglect of human dimensions of security, the inherent instability involved in reliance on the United States and the exclusion of Iraq and Iran, the international and security policies pursued by inside and outside actors, and a suite of overlapping security dilemmas. These four factors combine and interact to generate long-term volatility and ongoing tensions within the Persian Gulf.Through insights from Kamrava's interviews with Gulf elites into policy decisions, the consequences of security dilemmas, the priorities of local players, and the neglect of identity and religion, Troubled Waters examines the root causes of conflicts and crises that are currently unfolding in the region. As Kamrava demonstrates, each state in the region, including Saudi Arabia, Iran, and Qatar, has embarked on vigorous security-producing efforts as part of foreign policy, flooding the area with more munitions-thereby increasing insecurity and causing more mistrust in a part of the world that needs no more tension.Persian Gulf studies.Cornell scholarship online.Security, InternationalPersian Gulf RegionHuman securityPersian Gulf Regionforeign policyengeurovocIranengeurovocIraqengeurovocGulf Statesengeurovocinternational securityengeurovocUnited StatesengeurovocPersian Gulf RegionForeign relationssecurity studies, foreign policy, Iran, Gulf Cooperation Council, Saudi Arabia.Security, InternationalHuman securityforeign policyIranIraqGulf Statesinternational securityUnited States355/.033053608.08EP-CLASSKamrava Mehran1964-251819MiAaPQMiAaPQMiAaPQBOOK9910816479803321Troubled waters3955666UNINA04042nam 2200649 a 450 991095776630332120240516143232.097838428214843842821484(CKB)2670000000171142(EBL)887631(OCoLC)784887741(SSID)ssj0000656201(PQKBManifestationID)12257098(PQKBTitleCode)TC0000656201(PQKBWorkID)10631682(PQKB)11040822(MiAaPQ)EBC887631(Au-PeEL)EBL887631(CaPaEBR)ebr10553211(Perlego)1798204(EXLCZ)99267000000017114220120424d2012 uy 0engurcn|||||||||txtccrThe global player how to become "the logistics company for the world" /Thomas Musiolik1st ed.Hamburg Diplomica Verlag20121 online resource (89 p.)Title from cover.9783842871489 3842871481 Includes bibliographical references.The Global Player: How to become ""the logistics company for the world""; Expression of thanks; Index; List of abbreviations; List of figures; List of tables; Executive Summary; 1. Introduction; 1.1 Problem; 1.1.1 Objective; 1.1.2 Roadmap; 1.2 History of DHL; 1.2.1 Facts and Figures (Position in the DPWN-Group); 1.2.2 Organizational Structure of DHL; 1.3 Overview of the Logistics Division and its Main Competitors; 1.3.1 DHL Global Forwarding; 1.3.2 DHL Freight; 1.3.3 Supply Chain; 2. Corporate strategy; 2.1 Core competencies: What are our roots?2.2 Merger & Acquisition: Has it been a good strategy?2.3 Ansoff: What is the best way to grow?; 2.3.1 Market penetration C-C; 2.3.2 Product development C-N; 2.3.3 Market development N-E; 2.3.4 Diversification N-N; 2.3.5 Application; 2.4 BCG/BCG II: What corporate strategy does make sense?; 2.5 Implication: What has proven to be successful? What is a good strategy for the future?; 3 Competitive Strategy for DHL's Logistics Division; 3.1 Porter's Five Forces; 3.1.1 The Degree of Rivalry; 3.1.2 Buyer Power; 3.1.3 Supplier Power; 3.1.4 Threat of Substitutes; 3.1.5 Threat of Entry3.1.6 Politic - The sixth Force 3.1.7 Strategies to the compensation of Porter's Five Forces; 3.2 Porter's generic strategy; 3.2.1 Global Competition; 3.2.2 Main Aspects of Porter's Generic Strategies; 3.3 Hybrid Strategies; 3.3.1 Sequential hybrid strategies; 3.3.2 Multi-local hybrid strategies; 3.3.3 Simultaneous hybrid strategies; 3.4 TOWS: Generating More Strategic Options; 3.4.1 Implications: Evaluating strategies options; 3.5 Value chain: Processes that match the strategy; 3.6 Future Outlook: What are Weak Signals and What Will the Industry Look like?Hauptbeschreibung According to Frank Appel, CEO of Deutsche Post DHL, within its Strategy 2015 framework, DHL will ""become the logistics company for the world"". In times of globalization and economic downturn, the effects of which can be felt in the entire logistics industry, this goal is an enormous challenge for DHL. In order to attain this goal, it is essential for DHL to create a closer linkage of its business areas, to slim down its processes and to put a stronger focus on the ever-changing needs of the customer.The objective of this book is to offer cost reduction solBusiness logisticsGermanySuccess in businessInternational business enterprisesBusiness logisticsSuccess in business.International business enterprises.388388.0973388/.0973Musiolik Thomas1812796MiAaPQMiAaPQMiAaPQBOOK9910957766303321The global player4365393UNINA