Guru.

com
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Guru.com is a freelance marketplace.[1] It allows companies to find freelance workers for commissioned work. Founded in 1998 in Pittsburghas eMoonlighter.com and still headquartered there, it is one of the tech firms to survive the dot-com bubble of the late 1990s. eMoonlighter.com was actually a low budget company, running on only $400,000,[2] and yet becoming extremely profitable due to efficiency and customer satisfaction.
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1 San Francisco company 2 Second Guru.com 3 Notes

4 External links

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Francisco company

Guru Inc. was founded in 1999[3] in San Francisco as an online clearing house for high tech workers seeking short-term contracts. The company, led by brothers Jon and James Slavet, raised $3M in angel funding and a further $16M in a full venture round led by Greylock Partnersand August Capital[3]. In a May 2000 interview, Paul Saffo cited Guru.com as an example of a company using the Internet to provide new kinds of services where individuals negotiated directly with potential employers[4]. In 2002, Guru developed the SmartMatch technology which matchesrsums and other information about job applicants to jobs. It also developed a candidate profiling system using techniques from Industrial and organizational psychology to better understand a candidate's suitability for a particular job. The company was acquired [5] in December 2002 by Unicru, a human resources software company based in Portland, Oregon. Guru's technology and staff remained with Unicru, focused on software to help large employers assess and hire job applicants. [edit]Second

Guru.com

Unicru sold the Guru.com domain name and logo to eMoonlighter.com, and eMoonlighter was renamed Guru.com. Guru.com directly connects businesses and employees in 160 different fields. Some freelancers are dissatisfied with Guru.com's strong bias toward employer. "I make sure that my subscribers know that they are not my customer --- the employer is," said Inder Guglani,[2]. [edit]Notes

1.

^ Guru.com puts freelancers to work - PC World

2. 3. 4. 5.

^ a b Lessons for a guru: Small online tech outsourcing firm survives by watching

pennies, buys giant rival Guru.com - Pittsburgh Post-Gazette ^ a b "The New-Boy Network". Inc magazine. 1 January 2000. ^ The Washington Post. May 18, 2000. http://www.washingtonpost.com/wp-

srv/liveonline/00/business/walker0518.htm. ^ Earnshaw, Aliza (4 August 2003). "Unicru expands capabilities with two

acquisitions". Portland Business Journal.

[edit]External

links
Guru.com
[show]v d ePittsburgh [show]v d ePittsburgh-based corporations (within the Pittsburgh Metro Area)

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Abstract

Guru.com: Power for the Independent Professional

Ref: 9B01M001 Author(s): Mary M. Crossan Guru.com intended to transform the global labor market by creating the world's largest online marketplace for independent professionals (IPs) - freelancers, consultants, "knowledge workers" and "hired guns" - known as gurus. Their goal was to build a home on the Web for independent professionals, providing the essentials for running a guru business. One month into the launch of its preview site, and preparing for its first major release scheduled in three months, priorities had to be set for product development. The co-founders of Guru.com believed that catering to the needs of the gurus was the key to achieving market leadership and revolutionizing the traditional contingent staffing business. A recently hired team member was asked for her opinion on Guru.com's product strategy. Her extensive consulting experience prompted her to link product with business strategy. The video Guru.com: Power for the Independent Professional is available, product 7B01M001.

Keywords: Action Planning and Implementation; Stakeholder Analysis; E-Commerce; Uncertainty Level of difficulty: 4 - Undergraduate/MBA Industry and settings: Business Services - Action Planning and Implementation; Stakeholder Analysis; E-Commerce; Uncertainty - United States - Small 21 page(s) Teaching note available

http://www.ccmp.fr/ccmp-publishing/en_ivey/abstracts.asp?ref=9B01M001

Independent Contractors Versus Employees

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Scenario 1 - Scott Kiley hires Liz Baker to work as his website designer. Liz will design and program the company's website by December 1, and be paid upon completion of the project. Should the project not meet Scott's satisfaction, Liz will not be paid for the work completed. Scenario 2 - Don Ivanhoe hires Sam Heller as his bookkeeper. Sam works 20 hours a week in Don's office and 20 hours a week from home. Sam is reimbursed for all materials used to complete work at home and is paid on a monthly basis. Sam is also entitled to receive health benefits after 30 successful days with Don's company. Which one of these professionals is the employee and which one is the independent contractor? How can you tell? Every time you hire someone to work for you, you need to ask yourself if the person is an employee or an independent contractor. There is a difference and it's not just in the name. Taxes and IRS penalties can be a prominent issue if you misclassify a professional and proceed as such. What's the main difference between independent contractors and employees? While employees pay income tax, Social Security, and Medicare, their employers are responsible for paying a portion of Social Security and Medicare, as well as all of the unemployment and worker's compensation insurance premiums. Independent contractors, on the other hand, are responsible for paying 100 percent of their own taxes. How can you tell if the person working for you is an independent contractor or an employee? The determination of whether a person working for you is an independent contractor or an employee deals centrally around the degree of control and independence given to the worker.

The IRS breaks down the issue of degree of control and independence into three categories behavioral control, financial control, and the type of relationship between the parties. Behavioral control relates to the employer's right to control how the professional completes his or her work, including the instructions and training given to the professional. Typically, employees are told when, where, how, and with what to do the work. On the other hand, independent contractors have autonomy in deciding when, where, and how to complete the work. Whereas employees may be asked to complete their work in a certain order from 9:00 a.m. to 5:00 p.m., an independent contractor may complete his/her work at any time during the day, so long as he/she completes the assignment in accordance with the terms agreed upon. Also, employees typically receive job-specific training related to their tasks, whereas independent contractors are expected to begin the assignment with knowledge in tow. The issue of financial control deals with the business operation of the professional, including investment and expenses. While employees typically see the bulk of their expenses reimbursed, independent contractors are responsible for paying all business-related expenses. An independent contractor often invests a great deal into his/her business for equipment, marketing, and facilities, whereas an employee is not required to make similar purchases, as they are either not necessary or provided by the employer. Financial control also deals with the ability of the professional to make his/her services available to the general public, how payment is made, and profit and loss. Independent contractors are free to solicit additional work; employees are typically restricted to working solely for their employer. While employees receive payment for their work in regular intervals, independent contractors are typically paid by the project. Lastly, the issue of profit and loss asks if the person working can realize a profit or loss as a result of his/her work. A person working as an employee does not typically feel the fluctuations associated with changing market demand or have those fluctuations affect his/her overall success. However, an independent contractors entire livelihood is dependent on market demand and can vary greatly depending on project work. Type of relationship deals with the defined and applied relationship between the employer and the professional. On the defined side, this deals with whether the professional was labeled an employee or independent contractor in contract documentation. In agreements or contracts, employees should be clearly defined as employees, while independent contractors should be defined as independent contractors. Type of relationship also includes the issue of relationship permanence and the reliance on the professional by the employer. The employee's job is critical to the operation of the business as the employer and his/her business are dependent on the skills provided on a continual basis. Typical independent contractor/employer relationships are not permanent in nature but project-based. Independent contractors general provide a few services to the company on a defined basis. Their job, while required, is not critical to the operation of the business on a continuing basis.

Famous cases of worker misclassification The Microsoft Corporation carried out the most famous case of employee misclassification in the late 1980s. Microsoft hired a subset of professionals to function as writers, software testers, and formatters. Upon hiring, Microsoft classified each professional as an independent contractor and had them sign an agreement stating they independent contractors and, as such, not entitled to the benefits offered to its employees. Unfortunately, Microsoft's mistake was that, despite its attempt to brand these professionals as independent contractors, they neglected to treat them as independent contractors. Rather, these professionals were subjected to many of the same requirements as regular employees. One of the mistakes Microsoft made regarding these professionals was in dictating the manner and means by which they worked. Whereas employees are typically bound to perform a job in the manner indicated by his/her supervisor, at the location requested, and within a strict set of parameters, independent contractors are not bound by such rules. Though they may be hired to complete a certain task, the independent contractor has the right to determine where, when, and how the task will be completed. In addition to following rules set down by Microsoft supervisors, working onsite, and performing their job in the same manner as the regular employees, the professionals designated as independent contractors were also misclassified when they were given access to company equipment and supplies. While employees are generally given the materials needed to get the job done, independent contractors are responsible for providing their own equipment. When the IRS conducted an audit of Microsoft's payroll accounts, it discovered Microsoft's error and stated that Microsoft was responsible for paying back taxes on all misclassified employees. In addition, the Ninth Circuit Court of Appeals found that Microsoft was responsible for paying the back benefits of eight employees who filed suit, including health benefits, 401(k), and stock option plan coverage. This blunder by one of the largest and most widely respected organizations in the country details the importance of correctly classifying the people you hire. Though Microsoft defined the type of relationship with the professionals, it failed to treat them as independent contractors in terms of behavior and financial control. Employers who misclassify personnel could be responsible for back taxes and penalties on employees mislabeled as independent contractors, including unemployment compensation and corporate benefits, such as health care coverage and vacation time. Conclusion The most important thing that you can do when hiring someone, is to understand what relationship this person will have with your organization. Will they be an employee or an independent contractor? The chart below can help sort out the questions you have about a professional's status.

EMPLOYEE IC Are you withholding income tax, Social Security, and Medicare? Are you paying Social Security, Medicare, Unemployment, and Worker's Comp? Is this person entitled to benefits? Do you control the person's work habits, i.e. time, place, method, and tools? Have you provided training for the assignment? Are you reimbursing expenses incurred as a result of work? Do you provide the equipment and materials needed to complete the job? Do you allow the person to market his/her services to other firms? Does this person realize a profit or loss as a result of his/her work? Is the relationship with this person defined as permanent or continuing? Is his/her role critical to the continuing operation of the business? Yes Yes Yes Yes Yes Yes Yes No No Yes Yes No No No No No No No Yes Yes No No

Remember Liz and Sam from the beginning of the article? Using the information given, can you tell who is the employee and who is the independent contractor? Because of Liz's relationship with Scott for only the duration of the web design project, her project-based payment, and the potential for Liz to lose money for unsatisfactory completion, Liz would be classified as an independent contractor. Because of the continual nature of Sam's work as a bookkeeper, his monthly payment, the fact that he is reimbursed for business expenses, and his ability to receive health benefits, Sam would be classified as an employee.
http://answers.guru.com/emp/Library/All-Resources/Independent-ContractorsVersus-Employees.aspx

Case Author(s): Mary M. Crossan Ivey ID: 9B01M001 Publication Date: 2/2/2001 Product Type: Case Teaching Note: 8B01M01 Related Material: 7B01M001 Geographic Setting: United States Industry Setting: Business Services Size: Small Year of Event: 2000 Level of Difficulty: 4 Undergraduate/MBA Subjects: E-Commerce; Action Planning and Implementation; Uncertainty; Stakeholder Analysis Major Disciplines: Entrepreneurship; General Management; International Product Description: Guru.com intended to transform the global labor market by creating the worlds largest online marketplace for independent professionals (IPs) - freelancers, consultants, "knowledge workers" and "hired guns" - known

as gurus. Their goal was to build a home on the Web for independent professionals, providing the essentials for running a guru business. One month into the launch of its preview site, and preparing for its first major release scheduled in three months, priorities had to be set for product development. The co-founders of Guru.com believed that catering to the needs of the gurus was the key to achieving market leadership and revolutionizing the traditional contingent staffing business. A recently hired team member was asked for her opinion on Guru.coms product strategy. Her extensive consulting experience prompted her to link product with business strategy. The video Guru.com: Power for the Independent Professional is available, product 7B01M001.

Strategy Implementation - Meaning and Steps in Implementing a Strategy

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Strategy implementation is the translation of chosen strategy into organizational action so as to achieve strategic goals and objectives. Strategy implementation is also defined as the manner in which an organization should develop, utilize, and amalgamate organizational structure, control systems, and culture to follow strategies that lead to competitive advantage and a better performance. Organizational structure allocates special value developing tasks and roles to the employees and states how these tasks and roles can be correlated so as maximize efficiency, quality, and customer satisfaction-the pillars of competitive advantage. But, organizational structure is not sufficient in itself to motivate the employees. An organizational control system is also required. This control system equips managers with motivational incentives for employees as well as feedback on employees and organizational performance. Organizational culture refers to the specialized collection of values, attitudes, norms and beliefs shared by organizational members and groups.
Follwoing are the main steps in implementing a strategy:

Developing an organization having potential of carrying out strategy successfully.

Disbursement of abundant resources to strategy-essential activities.

Creating strategy-encouraging policies.

Employing best policies and programs for constant improvement.

Linking reward structure to accomplishment of results.

Making use of strategic leadership.

Excellently formulated strategies will fail if they are not properly implemented. Also, it is essential to note that strategy implementation is not possible unless there is stability between strategy and each organizational dimension such as organizational structure, reward structure, resource-allocation process, etc. Strategy implementation poses a threat to many managers and employees in an organization. New power relationships are predicted and achieved. New groups (formal as well as informal) are formed whose values, attitudes, beliefs and concerns may not be known. With the change in power and status roles, the managers and employees may employ confrontation behaviour.

ase Details:

Price:

Case Code Case Length Period Organization Pub Date Teaching Note Countries Industry
Abstract:

: : : : : : : :

BSTR188 17 Pages 1995-2005 Ranbaxy 2005 Not Available US, India Pharma and Biotech

For delivery in electronic format: Rs. 400; For delivery through courier (within India): Rs. 400 + Rs. 25 for Shipping & Handling Charges
Themes

International Business | Growth and Challenges

The case discusses the globalization efforts of Ranbaxy Laboratories (Ranbaxy), a leading pharma company in India. Ranbaxy started off distributing drugs in foreign countries and went on to play a major role in the global generics market. By 2004, the company had manufacturing plants in 10 locations, ground operations in 45 countries and its products were sold in 70 countries across the world. The case describes Ranbaxy's foray in the US markets where it made a slow entry and adopted the route of Para IV filings to challenge the supremacy of big pharma companies. By the first quarter of 2005, Ranbaxy's sales in the US decreased by US$ 25 million, which was attributed to severe price erosion in these markets due to increasing competition among the US generics. The case describes the challenges facing the company in the US and examines Ranbaxy's growth strategy for the US markets.
Issues:
Entry and expansion strategies of Ranbaxy in foreign markets Growth initiatives of Ranbaxy in the US Challenges faced by Ranbaxy in the US

Contents:

Challenging American Pharma Companies Background Note The Globalization Efforts

Page No. 1 2 4

The Globalization Strategy Ranbaxy in the US The Road Ahead Exhibits

Keywords:

7 9 10 13

Ranbaxy Labs, Globalization, Global Acquisitions, Patents Claim, Lipitor, Generic Drugs, Patent Protection, Research and Development, Active Pharmaceutical Ingredient, Ranbaxy-Pfizer Dispute Acquisition strategy, from a Project Management perspective, is the procurement strategy for the components/services used in a project. There are some golden rules which can be treated as the Strategies for Successful Merger or Acquisition Deal. Before entering in to any merger or acquisition deal, the target company's market performance and market position is required to be examined thoroughly so that the optimal target company can be chosen and the deal can be finalized at a right price.

Read more: http://wiki.answers.com/Q/What_is_an_acquisition_strategy#ixzz1c9G7UTDg