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Provide the full text for the following summary: The text discusses how Apple Company Innovative Improvements Report led to the company's global success, competition and growth of market segments.Apple Company Innovative Improvements Report led to the company's global success, competition and growth of market segments.

The text discusses how Apple Company Innovative Improvements Report led to the company's global success, competition and growth of market segments. Apple Company Innovative Improvements Report led to the company's global success, competition and growth of market segments.

Apple Company Innovative Improvements Report The post 2000 period for Apple Inc Apple’s phenomenal Success Apple’s phenomenal success can be attributed to the introduction of innovative products such as iPhone, iPod, and iPad. The introduction of these innovative products prompted customers to perceive the company as an exception, thus increasing its market power. In addition, the expansion of its market segment and operations into emerging economies contributed to the increment in the company’s revenues with customers in China being four times more as compared their US counterparts. With the innovative improvements, Apple countered competition and widened its market segment by maintaining approximately 80% tablet computer market. How company identified and capitalized on market trends According to Adeniyi (2007), Apple made significant investment in market research for comprehensive understanding of the potential to capitalize on profitable trends. Steve Jobs identified trends such as digital consumerism and the commoditization of the PC industry. Through such trends, Jobs visualized and produced products that were in line with the consumer need. Emerging trends forced Apple to venture into the production and sale of integrated products to counter the completion in the PC sector. Integrated products incorporate multiple proprietary components that work together in cohesion. With such products, the responsible company has the authority to control the product’s software and hardware, unlike in products whose ownership of hardware and software is different (Rust, Zeithaml & Lemon 2004). With the competition from Microsoft, Jobs shifted to vertical integration. Through vertical integration, Apple produced Macbook Air and Macbook Pro, thus compelling consumers to appreciating the company’s high value performance in computer. From this analysis, it is evident that Apple, capitalized on market research and strategic vision for the company to identity and capitalize on the emerging trends. Global success, competition and growth of market segments With the stiff competition in the global market, customers focus on products that suit their needs, irrespective of their prices (Bellin & Pham, 2007). Jobs focused on innovativeness to make quality products that provided best value to customers. Kazmi and Azhar (2008) posit that innovators predict the future of the market and capitalize on products that depict high success rate. The Apple’s management observed changing trends in the market, and acted to embrace the changes for profitability. Moreover, the Apple’s expansion into emerging economies such as China played a significant role through which the company achieved global success (Schermerhorn et al. 2011). With the innovations applied by Jobs, most competitors to the Apple lost their market share. For example, Motorola and Nokia lost their popularity and ended up being purchased by Google and Microsoft respectively. Google and Microsoft also failed to match with the competition posed by the Apple as the two companies lost track of their customers. The PC market segment grew due to Apple’s strategies. The company also produced high quality communication devices such as iPhone and iPad, thus revolutionizing the electronics industry. Steve Jobs’ management style, Apple’s culture and changes introduced by Tim Cook Management styles entail different ways through which leaders make decisions concerning the organization and relationship with the subordinate employees (Hitt, Ireland & Hoskisson 2012). Researchers highlight different management styles that include democratic autocratic and paternalistic (McLaurin 2006). The film, Jobs, highlights Steve Jobs as an unconventional leader whose management style was not based on the theoretical academic knowledge (McCollum 2013). Such sentiment is evident from the film’s portrayal of Jobs as a college dropout, who managed to establish a successful electronics company in partnership with Steve Wozniak starring as Josh Gad. The film begins with Kutcher introducing an iPod in one of the Apple’s meetings. Such a move reveals Jobs’ innovative nature as characterized by the introduction of high quality products. Jobs’ innovativeness accounts for the Apple’s inventions that led to the creation of high quality products, thus contributing to its competitiveness in this sector (Linstead, Fulop & Lilley 2009). Furthermore, through innovativeness, Jobs demanded excellence from employees, hence the ability to articulate his vision for the company. For example, from the film, Jobs cannot work with employees who fail to support him, and this aspect forced some other companies such as Macintosh to drop him from their team. Moreover, in his quest for control different business aspects in a bid to achieve perfection, Jobs was in a position to introduce positive changes at Apple. From the film, Jobs’ resilience is portrayed by his ability to solicit funds from other sources despite the many failed attempts (McCollum 2013). Moreover, Jobs was ready to learn from hard situations. For example, after being forced out of the Apple, Jobs depicted his ability to assume new challenges when he purchased Pixar and transformed the company to a leader in the animation industry (Conger & Rabindra, 2008). Apple’s culture was characterized by intense work ethics that motivated employees to be committed to deadlines. However, it was fun working for Apple as the environment was relaxed and casual, yet demanding. With the adoption of result-driven approach, Apple’s structures were neither formal nor hierarchical, thus paving way for creativity among employees (Ployhart 2012). Nevertheless, employees were required to adhere to secrecy, which was infused from the start. However, Apple had exemplary strategy to facilitate social responsibility and managerial ethics. Apart from adopting a positive policy that focused on employee development, the company was committed to producing safe products for the consumers through environmentally friendly processes (Bellin & Oham 2007). Apple’s culture was closed as it involved adherence to secrecy; however, under Tim Cook’s leadership, the company adopted a profound yet simple open culture. Cook ensured that he fostered teamwork within Apple and appreciated employees publicly. Through public recognition of the team performance and the employees’ commitment to the company, Cook promoted the aspect of open culture. In addition, he publicly criticized some of the Steve Jobs’ malpractices such as the documented cases of bullying (Pontefract 2014). Apple’s current market position According to the statistics released by Forbes in 2014, Apple maintained a lead in the smart phone market by scoping approximately 41.4% of the market share for the first quarter of the 2014 financial year (Jones 2014). However, this proportion depicted a decline from the previous financial year. At the end of the fourth quarter of the financial year, Apple had lost leadership to Samsung by 0.2% (Jones 2014). Furthermore, Apple’s decline in market share was caused by a decrement in demand for its products, hence causing decreased margins ( IDC 2014). From this analysis, it is evident that Apple is losing its competitiveness as it has failed to defend its market position. Apart from competition, other factors that can lead to such a decline include management challenges that contribute to the increment in the company’s expenses (Drucker 2012). In the course of producing sophisticated products, Apple has maintained the utilization of sophisticated technology that proves to be costly. The cost of production and profit margin are taken into consideration during pricing, hence accounting for the extremely higher prices of Apple’s products as compared to those of the competitors (Avery & Ryan 2002). Such a move characterizes the Apple’s discrimination against the low-income earners as it focuses on high-income earners’ market segment. With the rising competition in the electronics segment and increment in the rate of creativity, Android will not continue to expand its dominance in the smart phone operating systems. With the competition from rising companies such as Huawei, Apple is deemed to lose its leadership in the global market. Currently, Huawei focuses on midrange and high-end smart phones, as opposed to Apple, which specializes in the high-end products only ( IDC 2014). New product development at Apple Various reasons can account for the Apple’s move to launch its iPhone 6 and 6 Plus, as it anticipates to launch its smart watch. First, the apparels industry is undergoing significant evolution in the contemporary times. The majority people are shifting their focus to accessorizing their apparels with gadgets that match with a person’s taste and value as depicted through dressing. Additionally, Apple has taken this direction to counter competition in the market as the company tries to remain ahead of other companies in the market. However, imitating what other companies are doing in a bid to counter competition entails playing catch up and this competitive strategy can ruin an organization significantly (Samson & Daft 2009). If I were the Apple’s CEO, I would focus on market research and invest in research and development to come up with products that do not become obsolete within short periods (DuBrin 2009). It is possible for Apple to regain its reputation as the market innovative as opposed to being a follower. Such developments can be possible by subjecting employees to extensive research, training, and reintroducing performance-based approach (Rust, Zeithaml & Lemon 2004). Considering large technology companies, my first choice for employment would be Samsung. Samsung has grown to overtake Apple in the electronics market segment within very short periods. Furthermore, the company targets high, middle, and low-income earners, while providing quality products at the same time. Reference List Adeniyi, M. 2007, Effective Leadership Management: An Integration of Styles, Skills & Character for Today’s CEOS , AuthorHouse, Bloomington. Avery, G. & Ryan, J. 2002, ‘Applying situational leadership in Australia’, The Journal of Management Development, vol. 2, no. 3/4, pp. 244-262. Bellin, J. & Pham, C. 2007, ‘Global expansion: balancing a uniform performance culture with local conditions’, Strategy and Leadership, vol. 3, no. 6, pp. 44-50. Conger, J. & Rabindra N. 2008, Charismatic Leadership in Organizations , Sage, Thousand Oaks. Drucker, F. 2012, Management Challenges for the 21 st Century, Routledge, London. DuBrin, A. 2009, Essentials of Management , Thomson Business & Economics, Mason. Hitt, M, Ireland, D & Hoskisson, R 2012, Strategic Management, Concepts, Competitiveness and Globalization, Cengage Learning, Ontario. IDC: Smartphone Vendor Market Share , 2014. Web. Jones, C. 2014, Apple’s US iPhone market share holding steady . Web. Kazmi, A. & Azhar, K.2008, Strategic Management and Business Policy, Tata McGraw, New Delhi. Linstead, S., Fulop, L. & Lilley, S. 2009, Management and organization , Palgrave, Hampshire. McCollum, C. 2013, Ashton Kutcher, Steve Jobs and the making of ‘Jobs . Web. McLaurin, J. 2006, ‘The role of situation in the leadership process: A review and application’, Academy of Strategic Management Journal, vol. 5, no.2, pp.97-114. Ployhart, R. 2012, ‘Staffing in the 21 st Century: New Challenges and Strategic Opportunities’ Journal of Management, vol. 3, no.1 , pp. 868-897. Pontefract, D. 2014, Apple CEO Tim Cook and his moment of open culture . Web. Rust, T., Zeithaml, V. & Lemon, N. 2004, ‘Customer Centered Brand Management’, Harvard Business Review, vol.82, no.9, pp. 110-118. Samson, D. & Daft, R. 2009, Fundamentals of management, Cengage, Australia. Schermerhorn, J., Davidson, P., Poole, D., Simon, A., Woods, P. & Chau, S. 2011, Management: Foundations and applications, Wiley, Milton.

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Create the inputted essay that provided the following summary: The essay discusses Apple Corporation's international market entry strategy and how it has been affected by political factors in different countries.Apple Corporation is a multinational company operating in many countries especially in North America, Europe and Asia. As such, its products are sold in a wide spectrum of political environments. In addition, its smartphones consumers are spread across the political divide found in all parts of the world.

The essay discusses Apple Corporation's international market entry strategy and how it has been affected by political factors in different countries. Apple Corporation is a multinational company operating in many countries especially in North America, Europe and Asia. As such, its products are sold in a wide spectrum of political environments. In addition, its smartphones consumers are spread across the political divide found in all parts of the world.

Apple Corporation: International Market Entry Strategy Coursework Introduction Apple Corporation sells its products to various markets across the world. Through various accessible stores and merchandising outlets, the corporation trades its goods and intermediary stocks to the purchasers and corporate markets. In fact, Apple has invested in programs that promote reseller sales such as the ASCP, which focuses on certain reseller locations and APRP that provides expertise in products and customer service. Apple’s stores similarly trade its computer produces in the state, and creative markets found within its topographical divisions. The markets are particularly crucial to third party developers of computer applications and hardware that are compatible with Apple’s computers. The superior expansion and computing performance of Apple’s products are the major attractions of the consumers within this market. Despite its reputation across the globe where it offers its computer products to customers, Apple Corporation has been facing various risks in its global operations. The risks include global-specific risks, country-specific risks, and firm-specific risks. The research report has offered various risk mitigation strategies that Apple Corporation can use while going global to remain competitive. The report analyses Apple Corporation international market entry using frameworks such as Porters five forces, PESTEL, and SWOT. Company overview Apple Corporation is a publicly listed American multinational company specialising in the production of high-technological electronic products, computer hardware, and software (Apple Corporation 2010). However, in the electronic hardware category, the corporation goods include private PCs, broadcasting tools, portable communication gadgets, and handy but digitalised devises. In addition to the high-tech hardware devices, the firm produces a variety of software gadgets including intermediary digital appliances and set-up drives. Within the mobile communications category, the company has launched into the market a variety of smartphones including iPhone and other android smartphones that have hit the world market. The company is currently the market leader in the android smartphones and computer technology market. However, the company’s operations are based on geographical locations. In fact, the operations of the firm are segmented founded on the type and place of the clients. The research report analyses the external and internal environment where Apple Corporation operates using various frameworks particularly when the company enters a new market. Main Findings Political factors Apple Corporation is a multinational company operating in many countries especially in North America, Europe and Asia. As such, its products are sold in a wide spectrum of political environments. Moreover, its smartphones consumers are spread across the political divide found in all parts of the world. Therefore, political consideration is a very important factor especially when introducing a particular product in a foreign country market. For instance, most of the company’s smartphones are manufactured in China, but the products are sold within the Chinese market. Thus, the company’s marketing strategies are always in line with the policy of the state where its products are sold (Herzog, 2010). Economic factors The current economic situation around the world has some profound effects not only on the company’s products but also on the general production capacity. The recent economic downturn experienced in America, and Europe has a considerable consequence on the smartphones’ domestic market. The sales of smartphones reduced as the majority of consumers switched to other essential products as their income reduced. The reduction in sales was also experienced in many parts of Europe as well as in many countries around the world. However, the reduction presented an opportunity for the company to introduce cheaper smartphones in the international market. In such an economic environment, the company always increases its capital flow in order to avoid negative effects of economic shocks (Dziri, 2011). Social and cultural factors The company’s smartphones are sold in an open cultural environment. Moreover, its target market for the younger generation is to pursue vogue and like cultures. The lifestyles of the groups are similar in almost all parts of the world. The company smartphone’s process designs are simplified to meet the needs of all cultures across the globe. The smartphone’s designs combine simplicity and beauty, the logic that is praised highly in all parts of the world. All the smartphones that the company has launched into the market have been popular among the younger generation, which has revolutionised the generation cultures. With the current globalisation where there are no cultural boundaries, the company’s smartphones have been seen as the engine behind the current globalisation (Blomstermo, Sharma & Sallis, 2006). However, the company’s smartphones design focus on the needs and wants of the target market. The younger generation needs gadgets that are simple, but with wide applicability. Indeed, the Apple android smartphones have achieved that objective while the company enters into an international market. The apple android smartphone that has been currently released into any new international market has sophisticated and attractive style, which is available and have gone beyond the fashion (Dziri, 2011). Technological factors The company is operating in a technological and changing environment. The technology has found wide application in many global industries as it appears to be quickly improving. In fact, the technology has formed the core of electronic and fiber information industry (Dziri, 2011). Apple Corporation is one of the leading global companies in the electronic and information technology industry. The highly volatile and ever changing technology has made it difficult for the company to hold a leading position in the IT industry. However, with the advent of the android technology in smartphones, the company makes a great stride in capturing the larger global market share (Herzog, 2010). In addition, the speed at which technology is being pirated has made it difficult for the company to hold on the patented technology. Nevertheless, as Apple Corporation goes global, the company improvements on the current technology and innovative culture have enabled it to maintain its market share in the smartphones market (Gormley, 2010). Legal environment The company is operating in many countries around the world with various legal regulations. Moreover, these countries have their domestic companies that produce similar products. Given that, Apple Corporation is going global, the commercial regulations become varied ranging from preferential regulations to patent and rights laws (Henry, 2008). For instance, as Apple enters into the new global markets, the company is facing many challenges and legal tussles with competing companies relating to patent and copyright laws or regulations. The situation has increased the risks for the company in both the emerging and existing international markets. Besides, most of the products take a long time before being introduced in the market based on the legalities relating to patent and copyright. The situation has significantly contributed negatively to the growth of the company’s smartphones market-share in the international markets (Shen & Lin, 2011). Rivalry between competitors The industry is characterised by few but large manufacturers and very expensive products that hunts for a niche audience. However, the evolution of personal computers has caused an explosion in the industry, which currently includes dozens of companies pursuing millions of consumers across the globe. Due to the use of electronic equipment in day-to-day lives, the tools are becoming more of commodities (Ashcroft, 2011). To most consumers, economy is more important than the performance specifications. Such circumstances have forced many manufacturers to pursue the best-cost and low-cost provider strategies in the international markets. For instance, as Apple opens its operations in the new global markets, the companies in the middle range compete for the consumers by offering various options at varying prices. However, in order to hasten the situation, the industry leaders like Apple, Sony, Microsoft and Nintendo have always kept to this pace (Biswas, Fraser & Mahajan, 2007). Supplier power In its international market operations, the suppliers in the industry have significant influence over the manufacturers of electronic equipments. While many standards in the industry are open and made by collaborative or independent bodies like IEE, the manufacturers also depend on the standards owned privately. Such a technology must enter into the market so that it can be licensed to pay a defined membership fee. Additionally, the virtual concentration of the suppliers in the global markets puts some pressure on competitors. In the case of personal computers, Sony unlike Apple outsources the central processing units from Intel (Barrios, Görg & Strobl, 2005). Thus, the incompatibility in design does not allow the company to switch to other suppliers. However, microchip manufacturers are not present in the computer manufacturing business hence rely on the computer manufacturers for their business. Buyer power According to reports, customers have the last say and apply considerable leverage over manufacturers. Various buyers with differing desires affect the manufacturers of electronics directly given that they must react and adapt by offering extensive product-lines. The notable characteristic between the powerful user and the average user presents an obstacle to the manufacturers focusing on trapping many customers possible. In the international markets, manufacturers like Apple Corporation benefit from the wide use and acceptance of electronic products thus causing high demand for the products. In fact, Apple’s brand loyalty and proprietary systems are used to maintain customers in the global markets. Threat of potential entrants Many avenues through which new entrants can enter the electronic market exist. However, several hindrances may prevent the entrance of a company such as Apple Corporation in the international markets. The current market is characterised by well-entrenched players who have significant brand loyalty and recognition including Sony, Microsoft, Samsung and LG (Crespo & Fontoura, 2007). Thus, developing a successful brand in the presence of such players is difficult for Apple in its global markets operations. For instance, such large corporations operating in the global markets tend to keep the costs down and dominate the markets with economies of scale. The strategy cannot be achieved easily by a new entrant unless substantial capital is invested. Despite these obstacles, new entrants into the global markets like Apple Corporation may still come from the newly instituted lean organisations, which depend on third party OEM for production. The trend is increasing in popularity thus bringing companies such as Acer Corporation into competition with the industrial giants (Ruckman, 2004). Threat of substitutes The technology sector has substantially grown with the introduction of alternatives such as televisions, game consoles, Smartphone, virtual music stores and personal computers. There are now feature-rich smart phones and PDAs in an average living room. Such developments have resulted into the consumers focusing their “technology money” away from computers, televisions, radios and game consoles. However, despite the focus it is not likely that smartphones will diminish the importance of other products significantly. The only thing that the substitutes have influenced is the elimination of monopoly in the electronic market. Thus, Apple faces threats of substitute as the company enters into new and existing global markets. SWOT analysis Strengths The company is producing high quality and attractive smartphones. The nature of these products allows the company to penetrate and claim the largest market share in both android and other smartphones market. Besides, the company’s leadership in high technology and electronic industry has boosted the marketability of its smartphones in the international markets. The company strengths in technology and powerful but innovative capacity have boosted the confidence that the target market have on its smartphones (Dziri, 2011). The company’s smartphones operating system has exceeded any other competing smartphones, and this has become one of its greatest marketability strength in the global markets. The company’s smartphones design is fashionable and stylish, which enables the user interface. The feature has enabled the company’s smartphones to be used in diversified cultures. In addition to technological, quality and design strengths, the company’s smartphones are diversified with different prices that meet all classes of people (Linzmayer, 2006). Besides, the company’s good relationship with the customers tends to boost the smartphones sales in the international markets. Weaknesses The biggest drawback that the company’s smartphones has in the global markets is their limited compatibility with other gadgets. Apple’s android smartphones are not compatible with other applications. The situation has limited its use in most international markets. Consequently, its market has significantly reduced particularly where the spare parts are not within reach. Besides, the company’s smartphones have limited market and distribution channels as compared with most of its competitors (Dziri, 2011). Another problem is the supplier’s environmental concerns with pollution issues surrounding the production of the smartphones and other company products (Bernard & Jensen, 2007). Opportunities The growing smartphones market is an opportunity for the company particularly in countries like China, which are experiencing an economic boom. Moreover, the huge population and increasing application of smartphones by the younger generation offers a potential market. The innovative capabilities of the company are another opportunity to introduce new products into the international markets (Arregle, Hebert & Beamish, 2006). Besides, the growing use of the smartphones in the developing market such as Africa presents another opportunity to be exploited (Apple Inc, 2012). Threats The biggest threat the company and its smartphone products are facing in the international markets is stiff competition from other firms and similar products. Besides the external competitive threat the company is facing on particular products, the technology used is also hard to maintain. For instance, it is difficult to sustain technological leadership in the industry while Apple goes global. New technologies are highly pirated by other companies to produce competing products (Linzmayer, 2006). Micro-environmental analysis Apple Corporation is a leader in the electronic industry but markets its products in the same markets. The firm is probably influenced by the same micro-environmental factors. Apple and its competitors are expected to respond to the dynamics of both the individualistic cultures from the west and collective cultures of the east. The company has probably achieved that target by creating organisational cultures that support both teamwork and individual efforts in the respective global areas of operations. As the firms become increasingly global, Du Plessis and Beaver (2008) insist on the need to develop an effective International Human Resource Management (IHRM). The strategy helps the company to respond to the labor sourcing and expatriation issues. Consumers are also becoming more sensitive to prices and quality hence compelling Apple and its market competitors to be more responsive through effective quality control systems. The involvement in Corporate Social Responsibility (CSR) is also a strategy that Apple and other market participants are using to improve their relationship with consumers in the international markets. Recommendations Since the company operates in a highly competitive market, the innovative products, managerial competencies, and enhanced marketing are critical for Apple Corporation’s future success in global operations (Blonigen, 2001). The smartphones are categorised under various products that have promoted the company and have remained to be the source of the company’s strength. Smartphone technology is the core company competency. Therefore, developing the smartphones that satisfy the needs of the targeted market will increase Apple Corporation’s internationalisation strategy. Moreover, the company must invest in the development of its smartphones brand and establish them to be the leading fashion brand. The brand development strategy will ensure that the company offers quality brands that add value to the customers (Antràs & Helpman, 2004). In order to attain the strategy, Apple Corporation should become conscientious with the general management strategies besides constantly spreading out of the retail areas to ensure effectiveness in attaining the profit margin (Henry, 2008). From reports, it is apparent that fully owned subsidiary is the best entry mode for Apple Corporation in the international markets. As indicated, the fully owned subsidiaries in the international markets make the firm have control over the enshrined competencies and initiatives that form the core of the business strategies. The strategy increases Apple Corporation’s geographical diversity while reducing both the political and economic risks associated with this expansion (Chen & Mujtaba, 2007). Conclusion The changing consumer trends and market shifts require the companies to institute strategies that will respond to these dynamics and ensure that the firms achieve competitive advantages. Among the trickiest industry is the electronic industry, which is characterised by big firms that are swift in responding to the market changes. In this industry, Apple Corporation can only adopt the best-cost strategies and risk mitigation measures. The strategies can help it increase its competitive advantage in the global markets given that consumers are increasingly becoming price sensitive while many competitors are pursuing low-cost strategies. The strategy demands the integration of developmental and marketing plans, which focus on the best value while reducing the prices of products. Within the strategy, Apple Corporation should retool its products to attract a wider range of consumer segments while maintaining low prices for the majority of low-income earners. Conversely, from its humble backgrounds, Apple Corporation has grown to be a market leader in computer and electronic industry. With a wide market, the company has outdone the stiff competition in the industry, but must consider the governmental regulations, risks and issues that might affect its future operations. In fact, Apple Corporation should exploit the marketing opportunities created by the emerging economies to remain competitive, but devise proper strategies to mitigate the prevailing global market risks while seeking global ventures. References Antràs, P, & Helpman, E, 2004, “Global sourcing,” Journal of Political Economy , vol.112 no.2, pp.552-580. Apple Corporation 2010, The 2010 annual report , United States Securities and Exchange Commission, Washington, DC. Arregle, J, Hebert, L & Beamish, P 2006, “Mode of international entry: the advantages of multilevel methods,” Management International Review, vol.46 no.5, pp.597-611. Ashcroft, J 2011, Apple Corporation the case study 2000-2010 , < https://www.pro-manchester.co.uk/ >. Barrios, S, Görg, H & Strobl, E 2005, “Foreign direct investment, competition and industrial development in the host country,” European Economic Review , vol.49 no.1, pp.1761-1784. Bernard, A & Jensen, B 2007, “Firm structure, multinationals, and manufacturing plant deaths,” Review of Economic and Statistics , vol.89 no.1, pp.103-204. Biswas, R, Fraser, D & Mahajan, A 2007, “The international market for corporate control: evidence from acquisitions of financial firms,” Global Finance Journal , vol.8 no.1, pp.33-54. Blomstermo, A, Sharma, D & Sallis, J 2006, “Choice of foreign market entry mode in service firms,” International Marketing Review , vol.23 no.2, pp.211-213. Blonigen, B 2001, “In search of substitution between foreign production and exports,” Journal of International Economics , vol.53 no.2, pp.81-104. Chen, L & Mujtaba, B 2007, “The choice of entry mode strategies and decisions for international market expansion,” Journal of American Academy of Business , vol.10 no.2, pp.322-344. Crespo, N & Fontoura, M 2007, “Determinant factors of FDI spillovers – what do we really know?” World Development , vol.35 no.2, pp.410–425. Du Plessis, A J & Beaver, B 2008, “The changing role of human resource managers for international assignments.” International Review of Business Research Papers , vol.4 no.5, pp.ce-181. Dziri, R 2011, Avoiding strategic drifts in a hypercompetitive market: analysis of apple’s position in the mobile phone industry and suggestions, GRIN Verlag, Munich. Gormley, T 2010, “The impact of foreign bank entry in emerging markets: evidence from India,” Journal of Financial Intermediation , vol.19 no.1, pp.26-51. Henry, A 2008, Understanding strategic management, Oxford University Press, Oxford, UKt. Herzog, C 2010, Strategic tools in dynamic environments: a framework, GRIN Verlag, Munich. Linzmayer, O 2006, Legend of Apple, Qinghua University Press, Beijing, China. Ruckman, K 2004, “Mode of entry mode into a foreign market: the case of U.S. mutual funds in Canada,” Journal of International Economics , vol.62 no.2, pp.417-432. Shen, C & Lin, M 2011, “The determinants of cross-border consolidation in eight Asian countries: before and after the Asian financial crisis,” Journal of Multinational Financial Management , vol.21 no.2, pp.89-105. Apple Inc 2012, The new, faster MacBook air , < https://www.apple.com/ >.

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Provide a essay that could have been the input for the following summary: The essay compares and contrasts the success of Apple Inc. with the failure of Circuit City.Apple Inc. has been a success story while Circuit City has been a failure. Both companies sell similar products, but Apple Inc. has a more innovative business model that has allowed it to grow and succeed while Circuit City has crumbled under the pressure of competition.

The essay compares and contrasts the success of Apple Inc. with the failure of Circuit City. Apple Inc. has been a success story while Circuit City has been a failure. Both companies sell similar products, but Apple Inc. has a more innovative business model that has allowed it to grow and succeed while Circuit City has crumbled under the pressure of competition.

Apple Inc. and Circuit City Failure Analysis Compare & Contrast Essay Table of Contents 1. Introduction 2. The fall of Circuit City 3. Apple Inc.’s Success 4. Conclusion 5. Reference List Introduction Leadership, organizational structure, and culture play a central role in the success of any organization. Huge companies have crumbled while others have maintained a consistent and steady growth. Considering the case of Circuit City and Apple Inc., Circuit City dictated the big-box electronics sector for over six decades. Its shareholders enjoyed impressive returns from their innovative business strategy. Nonetheless, Circuit City became a victim of its own accomplishments that forced it to substitute its long-term goals with interim goals in response to the capriciously adjusting and competitive market. Its efforts failed. Conversely, Apple Inc. has been a success story. Formed by two college dropouts, it has grown to become one of the world wealthiest and most innovative technology companies in the current generation. The analysis in this paper focuses on the two companies, Apple Inc. and Circuit City. It addresses the success of one and the failure of the other comparatively. The fall of Circuit City Established in 1949 by Samuel Wurtzel, Circuit City became the first electronic retail in the US. It dominated the industry for many years up to 2004. Before its liquidation, the company stated that the mission of the employees was to work in unity in accordance with its values to achieve the goals of the firm. Contritely, one of the main reasons that caused its liquidation was poor management. In the first decade after the company was established, the store recorded annual sales of $ 1 million. It witnessed a quick expansion rate. The profit gained from its lucrative sales helped to open other chain stores across the US and hence the witnessed increased profits (Campbell, 2014). Furthermore, the high gains enabled it to offer lower price for quality products as a plan to outwit its competitors. Customers were the epicenter of all its goals and strategies. This situation attracted more and more clients. The company had made over $ 120 million sales by the end of 1979. It quickly rose to the extent of surpassing the $1 billion point by the end of 1987 (Perry, 2009). According to Campbell (2014), the growth was impressive until the company began feeling the heat of other competitors such as Best Buy Inc. Circuit City was compelled to introduce new business strategies in the effort to hold its market share. Although Circuit City sold products that were similar to other superstores such as Best Buy, its mode of operation was different. Circuit City had a high environment that was supervised by salespeople who would be paid on commission (Romero, 2013). On the hand, Best Buy Inc. had informed staff members who would only assist their clients where necessary because it operated like a self-service store. Despite the then ongoing competition, the company was stuck to its goal. It intended to obtain a principal market share in every area that it operated. This determination would help in increasing sales and gains. In essence, this move meant that Circuit City would establish a chain of stores in other regions. Similarly, Best Buy Inc. expanded its stores but with a contemporary technology and appearance that attracted customers. Wal-Mart stores were creating a new level of competition in the form of extended warranties. Imitating Circuit City business model meant that competitors were having a damaging effect on the gains that superstores were making (Perry, 2009). With the hefty competition, Circuit City was forced to invest in new technology and ideas, it intended to keep in pace with its rivals. It began retailing Divx as a new product in the market. Nonetheless, it suffered the burden of producing and advertising the product to potential consumers. The company strained its budget in an attempt to maintain this product in the market. The impact was exacerbated when a core investor, Rick Sharp, terminated his funding (Campbell, 2014). Circuit City was struggling in the market but the strategies that its leaders adopted even had more exacerbating results. For instance, after being appointed as the new CEO, Allan McCullough decided to terminate the supply of appliances to focus on electronics. This plan reduced the number of its clients and eventually the profit margin. The management made hasty decisions such as closing other several distribution stores and retrenchment of workers. Furthermore, the commissioning sales team was terminated with the intention of minimizing the cost operation and making clients the core of the business. Apple Inc.’s Success Considered as the world’s richest company, Apple Inc. began as a simple idea by two college dropouts, namely Steve Wozniak and Steve Jobs. These simple ideas quickly transformed the company to the world’s most innovative firm in the telecommunication sector. The company lacks a clear vision statement. However, its philosophy has helped it to gain a multitude of loyal customers. It seeks to encourage its employers to think differently. It strives to ensure that employees use their skills to develop unique application software, hardware, and operating systems (Mallin & Finkle, 2011). Apple Inc. encourages a spirit of liberal and ultramodern thinking. Hence, its staff members utilize the skills to provide products of high standards. Moreover, the management department does not only focus on the appearance and quality of the company’s products but also on employee appearance. It encourages simplicity. Steve Jobs, the former CEO, has been noted stating that employees should leave their neckties and bring their ideas to the organization. The company maintains a good rapport with its human resources. It motivates them to ensure that they feel as part of the organization as noted by Mallin and Finkle (2011). The company is committed to innovation that is evident in its products, business procedures, and techniques. Through product innovation, the company ensures that it improves the quality and performance of the existing products. Business techniques and procedures involve developing new markets to serve the demands of customers that have not been considered by other competitors. Innovation helps a company to have control of its market share and/or even outdo its competitors (Mallin & Finkle, 2011). While most companies often focus on retrenchment and/or raising their profit margins, Apple Inc. strives to adjust every sector in the organization so that it performs more proficiently. It also strives to conserve the business atmosphere by producing environment-friendly products. Indeed, by maintaining a good relationship with employees and considering the interest of its clients, the company will always flourish (Mallin & Finkle, 2011). The management department at Apple Inc. is a good representation of transformational leadership. Conclusion Good leadership is of great essence for any organization that seeks to prosper. Circuit City failed to notice the transformation that was happening in the industry. It made irrational decisions that encouraged its failure. The management of any organization should always maintain a good connection with its employees while at the same time paying good attention to the interest of its customers. Moreover, innovation helps a company helps a company to outdo its competitors. Apple Inc. is an epitome of companies that have embraced innovation. These two companies provide a good contrast that other companies should consider when preparing their business strategies. Reference List Campbell, A. (2014). What Could Have Been Done? Circuit City: A Case Study of Management and Employee Performance Failure. Performance Improvement, 53 (4), 16-23. Mallin, L., & Finkle, A. (2011). Apple Inc.: Product Portfolio Analysis. Journal of the International Academy for Case Studies, 17 (8), 49-56. Perry, D. (2009). Circuit City’s failure of service a lesson for mattress retailers. Furniture, 33 (43), 19. Romero, J. (2013). The Rise and Fall of Circuit City. Econ Focus, 17 (3), 31-33.

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Provide a essay that could have been the input for the following summary: Apple Inc and Microsoft Corporation are some of the leading brands in the electronic market that offer very high value to their customers. These two brands were chosen because of their massive online presence and the fact that they were able to withstand the millennium challenges in the electronic market in the early 2000s.Apple Inc targets the middle and upper class members of the society, some products of Microsoft Corporation such as the Operating System target the entire market.

Apple Inc and Microsoft Corporation are some of the leading brands in the electronic market that offer very high value to their customers. These two brands were chosen because of their massive online presence and the fact that they were able to withstand the millennium challenges in the electronic market in the early 2000s. Apple Inc targets the middle and upper class members of the society, some products of Microsoft Corporation such as the Operating System target the entire market.

Apple Inc and Microsoft Corporation Report Executive Summary Apple Inc and Microsoft Corporation are some of the leading brands in the electronic market that offer very high value to their customers. These two brands were chosen because of their massive online presence and the fact that they were able to withstand the millennium challenges in the electronic market in the early 2000s. Analysis of the information from their websites shows that the two firms have taken unique positioning approaches to reach out to their target audience. While Apple Inc targets the middle and upper class members of the society, some products of Microsoft Corporation such as the Operating System target the entire market. Some of the products from these companies, such as their Operating Systems, may act as substitutes. Others may be used as supplementary products, while others such as their Smart Watches may be direct competitors. These two firms are keen on offering high value to the clients, and this is evident in their positioning strategies. Selection of the Company Apple Inc and Microsoft are the two top brands that have strong online presence in the current market. These two companies offer supplementary products, though some of their products may be considered as substitute to one another. The decision to choose the two companies was made after a careful review of their performance in the online market and their trends. The Apple brand has been voted the best brand in the world in a number of occasions, especially in 2009 and 2010 (Fill 2013, p. 54). It has a massive online presence not only in the United States but also in the global market. It is a brand that is widely known for its high qualities. Although their products target the rich and the middle class, the brand is known even among the low class and their products admired by people across diverse demographical classes. The company has maintained creativity in the face of stiff market competition. Microsoft is another very prosperous company. This firm has experienced massive growth since 1990s because of the creativity and effective management. Microsoft is a household name. Anyone who has a personal computer user a number of Microsoft products, from Microsoft Word, Excel, PowerPoint, among other products. This brand has proven that it can withstand market competition. Many companies have come up with similar products such as Apple. However, the products of Microsoft have remained above the market competition. Its operating system remains one of the best and most commonly used in the market. Apple and Microsoft, two companies that were founded almost at the same time, have proven to be formidable companies capable of achieving great success in the market. It is worth analysing their brands and how they perform in the online market. Positioning of the Retailers as Presented in Their Websites Apple Brand It will be important to conduct a detailed analysis of Apple brand’s positioning as presented in the firm’s website. Apple Inc has emerged as one of the top brands in the electronic market. According to Chaffey and Chadwick (2012, p. 82), when the firm its operations, it did not have a specific target market. The firm had undefined positioning strategy because it had not clearly identifies which segment of the market was more appropriate. This was not until the return of Steve Jobs into the company that the company realised that there was a potential in the middle and upper class segments. Since then, this firm has been positioning its brand to target this market segment. According to Koekemoer and Bird (2004, p. 67), Apple brand is positioned as a high quality product that offers more to the customers. The company developed highly integrated devices that had several features to meet various needs of the customers. In order to appeal to the targeted group, Apple developed a unique brand symbol to help in differentiating its products in the market. The figure below shows the logo of Apple brand. Figure 1: Apple Brand Logo Source (Liudi 2009, p. 113) As shown in the figure above, this firm considered using a logo of an apple fruit. De Chernatony, McDonald and Wallace (2011, p. 22) says that the choice of the brand name and symbol was to be represented by the fruit. Apple fruit is known for its high nutritional value and its benefits to human health. The same quality of this fruit is what Apple Inc positions itself to offer to its clients. Apple Inc offers a wide variety of products under the brand name Apple. According to Ray (2001, p. 38), Smartphone is one of the categories of Apple Inc’s products that have become very popular in the market today. Apple Inc is considered one of the pioneers of Smartphone. The unique quality of this product enables it to offer clients more than what a normal phone would offer. It allows users to access the internet, make video calls, and have access to the social media, among other features. The figures below show some of their sleek Smartphone that has become very popular in the market today. Figure 2: Sleek Apple Smartphone These products, as presented in Apple Inc’s website, offer more than just a simple phone call. It allows its users to manage various activities remotely, including monitoring the position of one’s car, intrusion into one’s homestead of office among others. Another popular product under the brand name Apple is the laptop named MacBook. This is an ultra-slim laptop that has very unique features. The figure below shows one of the founders of this company, Steve Jobs, holding a MacBook during its launch. Figure 3: Apple’s MacBook Source (Smith & Chaffey 2013, p. 78) This product targeted the rich and the middle class. Its battery life, the screen, the pads, its size and the shape outsmarted the existing brands such as HP, Toshiba, and Compaq among others. The company priced the product at premium and it has remained so to date. Analysis of the company’s website shows that Apple Inc has not been keen on using personalities to support the marketing of its brand. According to Wernerfelt (2006, p. 240), in 1984, Apple used the Super Bowl XVIII to strengthen its brand in the market. This worked well for the firm. However, it has not been keen to use ambassadors to market its brand, though it has associated itself with some of the top athletes and celebrities once in a while when marketing specific products. The brand architecture of Apple was defined by its name. The initial owners of this company decided to base the brand architecture on the name (Yadin 2001, p. 88). Since then, the brand architecture has had minor variations in terms of the colour used and the background. However, the image of the apple fruit has been maintained all through. It is also important to analyse Apple’s brand-width and depth. According to Belk (2010, p. 54), some brands have sub-brands to help market various product categories. However, Apple uses brand name for all its products in various categories. The firm produces phones, personal computers, television sets, iPods, iPad, tablets, and watches, among other devices, all under the brand name Apple. The marketing strategy that this firm has been using to market its products is unique. The firm uses both social and mass media to market the new products. Although these new products have specific name that may pass as Apple’s sub-brand, the company still insists on using the brand name Apple. This has helped the firm in two ways. It helps to strengthen the brand name in the market by constantly using it irrespective of the type of product the firm is advertising. The strategy also helps to popularise the new product in the market within a very short time. By using a brand that is widely known and valued in the market, the new products get to penetrate the market at a faster rate than would be the case when the product uses its new name. Microsoft Brand Microsoft is one of the top brands in the market that have massive online presence. The brand positioning targets the general market without specifically focusing on a given segment. As mentioned previously, almost all the users of personal computers rely on the products of Microsoft, from its operating system to the windows. This means that it is not possible to target a specific segment of the market. However, the firm has been diversifying its product offering to include electronic such as smart watch and tablets. These products exclusively target the rich and a section of the middle class based on their positioning and strategies. Kapferer and Bastien (2012, p. 214) say that these electronics are yet to penetrate the market because of the fierce market competition posed by companies such as Apple, Samsung, and Sony among others. Microsoft has been consistent when it comes to its brand symbol. The firm has adjusted the brand logo a number of times but the name in the logo and the image has never changed over this period. The following figure shows the current brand logo for this firm. Figure 4: Microsoft Brand Logo Source (Okonkwo 2010, p. 87) Microsoft offers a wide range of software for personal computers. The Microsoft’s operating system is one of the widely used operating systems in personal computers. Its ease of application and efficiency has made it very popular in the market. The windows such as word, excel, publisher, and PowerPoint among others are also very popular. Other than the long series of software, this firm also offers smart watches that have other unique features such as the ability to make voice calls, access internet, send messages, and even detect presence of dangerous weapons such as guns or explosives. The figure below shows such a unique product from this company. Figure 5: Microsoft’s Smart Watch Source (Ricca & Robins 2012, p. 54) Such products exclusively targets high-end customers with the capacity to pay premium prices for the product. According to Samli (2013, p. 44), Microsoft is also making an entry into the internet services industry. However, the company is still cautious in this front, only preferring to make internet devices such as the wifi systems instead of offering the actual internet services. Just like Apple Inc, Microsoft has not been keen on using personalities and celebrities to market its brand or specific products. This firm has been investing heavily on advertisement, from the mass media to the new social media that has become very popular among the youth (Knox & Gruar 2007, p. 124). However, in these strategies, it is evident that the firm has given less focus in the use of public figures to gain competitive edge in the market. Diagram 4 above shows the brand architecture of Microsoft. The design closely resembles a window, as a true reflection of the name Microsoft Windows. The logo has four main colours. From the company’s website, it is apparent that Microsoft has a wide brand-width in terms of product offerings. The firm offers a wide range of products, from software to hardware, all under the brand name Microsoft. The firm has been using different strategies to market different products based on the target market (Lehmann & Winer 2008, p. 90). The products that majorly target the young consumers are advertised using the social media, especially Facebook and YouTube. On the other hand, products that target the elderly are advertised using the mass media. Comparison of the Positioning of the Two Companies A critical analysis of the positioning strategies used by Apple Inc and Microsoft as presented in their websites shows a number of similarities and differences. In this section, it will be necessary to evaluate the positioning strategies of the two companies in order to identify the strategies they share, and those that are unique to each firm. The Similarities According to Kwaku and Murray (2004, p. 45), although Microsoft and Apple Inc are not direct competitors, these two firms share a number of strategies. Some of their products are very close substitutes, a fact that has made the companies share a number of marketing strategies. According to Gabrielsson, Gabrielsson and Tomi (2012, p. 31), these two companies share a similar business model that is cantered on innovation. Cook (2005, p. 65) says that Apple Inc and Microsoft Corporation survived the challenges that many technology firms faced during the Bubble in early 2000s because of their innovativeness not only when it comes to manufacturing, but also in production. The figure below shows the business model that is used by these two companies. Figure 6: Business Model Source (Cavusgil & Shaoming 2004, p. 55) In this model, there are six areas that a firm must emphasise on in order to remain innovative. The first one is vale preposition. Both Apple Inc and Microsoft Corporation have been very keen when it comes to their value proposition. They know what to tell the customer about each product they have in the market, especially when the product targets the high-end customers. Defining the market segment is the second factor (Keller, Aperia & Georgson 2012, p. 34). The websites of the two companies clearly demonstrates the segments of the market that each of the two companies target. Apple targets the rich and the middle class. Microsoft also has specific products that target the rich such as its Smart Watch. The third factor is having a clear value chain structure. Both companies have close control over the value chain, especially from the production stage to the stage when the product is delivered to the clients. However, De Chernatony 2010, p. 62) says that these electronic firms are increasingly losing control over the sources of raw materials, a fact that may affect their value chain in future. Having a practical revenue model is the fourth factor in this model. Wiedmann (2013, p. 89) says that Apple Inc and Microsoft are some of the firms that have attractive revenue models. One of the major areas of strength of these two firms is their stable flow of income. This has enabled them to sponsor various innovative projects that have propelled their position in the market. The fifth factor is having a competitive strategy. Competition is stiff in the market where these two firms operate. In order to manage the market competition, these firms have come up with competitive models to help them gain competitive edge over their rivals. Microsoft Corporation has been ahead of market competition despite the emergence of numerous companies in the United States and Europe because of its effective competitive strategy. Similarly, Apple has been able to withstand the stiff competition posed by other electronic firms such as Samsung, Sony, HP, and Toshiba among others because of its competitive model (Kapferer 2008, p. 32). The last factor in this model is the growth strategies. Besides these shared strategies, these two companies also have a number of products that offer same value to the clients. Both companies offer Smart Watch to the market. The Smart Watch from these two companies share a lot in common. Apple Inc has also been producing its own operating system that has various common features to the Microsoft’s Operating system. The Dissimilarities According to Aaker (2009, p. 43), Microsoft Corporation and Apple Inc have never been direct competitors in the market. This is because the two firms specialise on two different areas. Although Microsoft has started producing a number of hardware, its main area of focus has been software. Most of its income comes from the sale of software such as the operating system and the windows. On the other hand, Apple specialises on the production of hardware. In most of the cases, the operating system from Apple Inc is only meant for Apple products. This means that they do not pose any direct threat to the products of Microsoft. The marketing approach taken by the two companies also differs a little. Apple Inc has made a massive shift from the use of mass media to the use of social media. According to the research by Ansio and Mattila (2009, 1099), Apple Inc is one of the top users of social media marketing today. On the other hand, Microsoft has taken cautious move towards the shift from the use of social media to the use of mass media. Even though the firm is using social media to market specific products, the approach taken by Apple Inc is bolder. Feedback from the Report The online market has become very important and many firms are repositioning their brands to create maximum value to various stakeholders in this new setting. According to Govers and Go (2009, p. 78), as the number of the middle class continue increasing across the world, the number of those with the capacity to visit the brick-and-moter stores continue decreasing. Apple Inc and Microsoft Corporation are some of the firms that have been keen to capitalise on the online market. Young adults form the major market segment for Apple Inc. In order to reach out to this market segment effectively, this firm has embarked on active online marketing strategies, especially through Facebook and YouTube. The social media platform has forced this firm to have e-shops in selected markets, majorly in the United States and Europe (O’Reilly & Kerrigan 2010, p. 53). Microsoft has taken even a more aggressive approach when it comes to e-marketplace. Most of the software from Microsoft is sold through online means in various markets across the world. The customer does not necessarily need to visit Microsoft shops to purchase their software. Once they make e-payments, they can get the product delivered to them directly through online means. Online marketing has been very beneficial to this firm as it spreads its operations to the global market. Having offices in these markets is not easy. The firm has, therefore, repositioned its products to fit into the online market. Customers can get detailed description of the product through online means (Cook 2008, p. 71). Both Apple Inc and Microsoft have developed a reputation when it comes to delivering value to their customers. This has helped them to make positive progress in the online market. Customers are assured of high value whenever they purchase products from their websites. Knight (2006, p. 18) says that convincing online customers is more challenging than customers visiting a brick-and-moter shops. The attractive design of the shelves in physical stores that may make a client to make an impulse purchase does not exist in online markets. In order to offer maximum value to the customer in terms of explaining characteristics of a product, and to the shareholders in terms of sale, these firms have come up with interactive websites where clients can chat with the sales representatives. List of References Aaker, D 2009, Strategic Market Planning, John Wiley & Sons, New York. Ansio, T & Mattila, E 2009, Marketing Strategy Formulation: Pure versus Mixed Strategies, European Journal of Marketing, vol. 30. no. 12, pp. 1097-1101. Belk, R 2010, Research in consumer behavior, Emerald, Bingley. Cavusgil, S & Shaoming, S 2004, Marketing Strategy-Performance Relationship: An Investigation of the Empirical Link in Export Market Ventures, Journal of Strategic Marketing, vol. 58. no. 1, pp. 1-21. Chaffey, D & Chadwick, F 2012, Digital Marketing: Strategy, Implementation & Practice , Pearson Education, Harlow. Cook, J 2005, Understanding Marketing Strategy and Differential Advantage, Journal of Business Strategy, vol. 49. no. 2, pp. 137-142. Cook, V 2008, Marketing Strategy and Differential Advantage, Journal of Marketing Management , vol. 47. no. 2, pp. 68-75. De Chernatony, L 2010, From brand vision to brand evaluation , Butterworth Heinemann, Oxford. De Chernatony, L, McDonald, M & Wallace, E 2011, Creating powerful brands , Routeledge, London. Fill, C 2013, Marketing Communications: brands, experiences and participation , Pearson Education, Harlow. Gabrielsson, P, Gabrielsson, M & Tomi, K 2012, Marketing Strategies for Foreign Expansion of Companies Originating in Small and Open Economies: The Consequences of Strategic Fit and Performance, Journal Harvard Business Review, vol. 20, no. 2, pp. 25-48. Govers, G & Go, F 2009, Place branding , Palgrave McMillan, Basingstoke. Kapferer, J & Bastien, V 2012, The luxury strategy: Break the rules of marketing to build luxury brands , Kogan Page, London. Kapferer, J 2008, Strategic Brand Management , Kogan Press, New Delhi. Keller, K, Aperia, T & Georgson, M 2012, Strategic Brand Management: A European Perspective , Prentice Hall, New York. Knight, G 2006, Entrepreneurship and Marketing Strategy, Journal of International Marketing, vol. 8. no. 2, 12- 32. Knox, S & Gruar, C 2007, The Application of Stakeholder Theory to Relationship Marketing Strategy Development in a Non-Profit Organisation, Business Strategy Review, vol. 75. no. 2, p. 115-135. Koekemoer, L & Bird, S 2004, Marketing communications , Juta Academic, Lansdowne. Kwaku, A, & Murray, J 2004, Antecedents and Outcomes of Marketing Strategy Comprehensiveness, Journal of Marketing, vol. 68. no. 4, p. 33-46. Lehmann, D & Winer, R 2008, Analysis for Marketing Planning , McGraw-Hill, New York. Liudi, D 2009, Marketing communications: Interactivity, communities and content , Financial Times, Harlow. O’Reilly, D & Kerrigan, F 2010, Marketing the Arts: A Fresh Perspective , Routledge, London. Okonkwo, U 2010, Luxury online: Styles, strategies, systems, Palgrave Macmillan, Basingstoke. Ray, M 2001, A Decision Sequence Analysis of Developments in Marketing Communication, Journal of Marketing , vol. 37. no. 1, pp. 29-38. Ricca, M & Robins, R 2012, Meta-luxury: Brands and the culture of excellence , Palgrave Macmillan, New York. Samli, A 2013, International consumer behavior in the 21st century: Impact on marketing strategy development , Springer, New York. Smith, P & Chaffey, D 2013, E-Marketing Excellence: Planning and Optimising your Digital Marketing , Butterworth-Heinemann, Elsevier. Wernerfelt, B 2006, Efficient Marketing Communication: Helping the Customer Learn, Journal of Marketing Research , vol. 33, no. 2, pp. 239-246. Wiedmann, K 2013, Luxury marketing: A challenge for theory and practice , Gabler, Wiesbaden. Yadin, D 2001, Creative marketing communications: A practical guide to planning, skills and techniques , Kogan Page, London.

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Write an essay about: The ongoing patent dispute between Samsung Group and Apple Incorporation has been analyzed in detail.The paper focused on the strategies used by the two companies in an attempt to deal with the issue. It is agreeable that the two companies have been using a Distributive Bargaining Strategy (DBS) in an attempt to deal with the issue.

The ongoing patent dispute between Samsung Group and Apple Incorporation has been analyzed in detail. The paper focused on the strategies used by the two companies in an attempt to deal with the issue. It is agreeable that the two companies have been using a Distributive Bargaining Strategy (DBS) in an attempt to deal with the issue.

Apple Inc. and Samsung Company Analytical Essay Table of Contents 1. Introduction 2. Companies Involved 3. Analysis of the Dispute and Negotiation Strategies 4. Concluding Remarks 5. Reference List Introduction The agreeable fact is that negotiations are critical towards making human life more comfortable. Different parties use negotiations in order to solve their conflicts. Negotiations can take different shapes depending on the targeting goals (Lewicki, 2010). This paper will focus on the ongoing patent dispute between Samsung Group and Apple Incorporation. Companies Involved Apple Inc. and Samsung Company are the leading producers of smartphones and handheld devices. Apple is an American company operating in different corners of the globe. Samsung is a leading South Korean multinational company that produces superior devices. Apple Incorporation “produces revolutionary devices such as the iPhone, the iPod, and the iPad” (Blumberg, 2014, par. 4). Samsung commands a lead in the global market by producing powerful electronic appliances and mobile devices. Some of the company’s leading products include smartphones and tablets. These two corporations have defined their missions in an attempt to emerge successful. Analysis of the Dispute and Negotiation Strategies Samsung Group and Apple have been trying to solve their patent dispute within the last 3 years. This dispute has resulted in a major legal war. The issue began after Apple Incorporation examined the features of the famous Galaxy S. According to Apple Inc., “the smartphone resembled its iPhone” (Blumberg, 2014, par. 3). The programmers and executives at Apple Incorporation believed strongly that Samsung had copied their smartphone (Blumberg, 2014). Apple decided to sue Samsung for stealing its revolutionary technology. On the other hand, Samsung accused Apple for stealing its cutting-edge ideas. This situation explains why the two companies have been clashing. The companies have used different approaches in an attempt to deal with this patent issue. Their “efforts have not succeeded thus forcing the companies to settle the dispute out-of-court” (Blumberg, 2014, par. 5). However, their recent efforts to address the dispute have been unsuccessful. It is agreeable that the two companies have been using a Distributive Bargaining Strategy (DBS) in an attempt to deal with the issue. According to Lewicki (2010, p. 68), “disruptive bargaining makes it easier for different parties to share fixed resources”. The dispute between Samsung Group and Apple Incorporation has become complicated. The current situation explains why new negotiation tactics cannot be effective towards dealing with this dispute. The stakes “have become extremely high for these two companies” (Blumberg, 2014, par. 8). The above fact explains why new efforts would be critical towards addressing this dispute (Lewicki, 2010). The final research paper will analyze the issues surrounding this conflict. The paper will also identify the most appropriate strategies and procedures towards dealing with this problem. Concluding Remarks Samsung and Apple have presented different tones thus making it impossible to deal with their conflict. According to economists and analysts, this case might affect the performance of these two companies. Apple Inc. believes that “Samsung should accept defeat because it has stolen its technologies” (Blumberg, 2014, par. 9). On the other hand, “Samsung Group believes strongly that Apple is only trying to defame it” (Blumberg, 2014, par. 12). These two smartphone designers have spent millions of dollars in an attempt to solve the issue amicably. The negotiators involved in this dispute should get the best information in order to make the process successful (Lewicki, 2010). The final paper will identify and propose new negotiation strategies that can help the companies deal with this patent dispute. Reference List Lewicki, B. (2010). Negotiation . New York, NY: Saunders. Blumberg, P. (2014, May). Apple, Samsung Blame Each Other for Lack of Settlement. Bloomberg. Retrieved from www.bloomberg.com

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Revert the following summary back into the original essay: Apple's lifecycle can be described as dynamic because it can change in period provided that the firm successfully launches a new product.Apple relatively low business cycle operates opposite to the economic trend. There is a high product differentiation in the industry. Differentiation allows firms to charge prices above the average cost of production. Firms are able to report economic profits.

Apple's lifecycle can be described as dynamic because it can change in period provided that the firm successfully launches a new product. Apple relatively low business cycle operates opposite to the economic trend. There is a high product differentiation in the industry. Differentiation allows firms to charge prices above the average cost of production. Firms are able to report economic profits.

Apple Inc. Equity Valuation Quantitative Research Introduction Apple’s lifecycle can be described as dynamic because it can change in period provided that the firm successfully launches a new product. Apple relatively low business cycle operates opposite to the economic trend. There is a high product differentiation in the industry. Differentiation allows firms to charge prices above the average cost of production. Firms are able to report economic profits. The firm’s stock intrinsic value is several times higher than the market price. The main strength of the DCF (firm valuation) model is that it uses expected future cash flows instead of historical data on cash flows. Its main weakness is relying on a single year to forecast cash flows. The ROCE, EVA, SVA and RI measure value added in terms of economic profits. Economic analysis Business cycle justification Apple relatively low business cycle operates against the economic trend. Apple performed well against the economic recession of 2008-2010 as portrayed in its financial statements. Apple is experiencing a relatively low business cycle (Apple, Inc., 2013). Its low business cycle is relative to the high business cycle it experienced a few years ago. The consumer electronics industry has the characteristic of a monopolistic competitive market. There are very many companies with differentiated products (Hunt, 2011). Apple operates in the smartphones, computers, tablets and associated accessories subsector. The relatively low business cycle can be attributed to the inability of the firm to launch new products successfully in recent years. Relevance of economies analyzed Most economies around the globe have recovered from the global financial crisis. Apple relies on a global market to drive its sales. When arranged by sales volume, its sales rely on the Americas, Europe, China, Japan, and the rest of the world (Apple, Inc., 2013). The U.S. and China are the countries with the highest consumption portion. Emerging markets are becoming major consumers as the households’ income levels increase (Gereffi, 2014). In recent years, the emerging economies have reported high economic growth rates. The rate of technology adoption has also increased in emerging economies (Parrilli et al., 2014). As a result, the emerging markets are also becoming exporters of manufactured goods (Gereffi, 2014). Production of manufactured goods is becoming increasingly outsourced. Parts are produced in different countries before they are assembled in another country (Ali-Yrkko et al., 2011). Industry analysis Lifecycle model justification Apple’s high growth rate cycle appears to be declining. The main reason can be its reliance on the success of its two product major differentiated products, which are iPads and iPhones. The major products can be described to be on a maturity stage in the product life cycle. Apple’s lifecycle can be described as dynamic because it can change at any time provided that the firm is successful with its R&D developments. Levie & Lichtenstein (2008) suggest that it is difficult to distinguish the stages of the lifecycle model in some firms. Apple may appear to be undergoing a low business cycle. In contrast, a slow growth lifecycle would mean that the firm will be unable to experience high growth rate without restructuring. Apple can still grow at a higher rate if launches a new product successfully. Analysis using Porter’s five competitive forces Intensity of rivalry depends on the number of firms and their sizes (Porter, 2008). Intensity of rivalry is very high because there are many firms with multiple differentiated products. The firm’s brand name offers competitive advantage. The threat of new entrants is high because firms in the electronics industry can easily switch between products. The bargaining power of suppliers is low because Apple and Samsung are the main competitors with a large market share on related products. The bargaining power of suppliers is reduced when the buyers are a few large companies (Porter, 2008). The bargaining power of buyers is high because of low switching costs (Porter, 2008). Customers can easily purchase from different brands. Customer service and warranty periods may have a strong influence in advanced economies. However, customer service can be easily imitated by competitors. The external threat of substitutes is low between phones, computers and tablets. However, the products are easily substitutable amongst themselves. The threat of substitutes can be considered to be high. Weaknesses and threats to the industry and the company Weakness The main weakness is that large firms have to spend large amounts continuously on R&D to maintain their market share. Advertising costs are high as a result of higher product differentiation. Threats The main threat is that the company’s brand can easily be diminished if it does not launch new products successfully for a long period. A good example is the Motorola brand that diminished from staying for a long period without new product development. It shows that brands’ value can be very high. They have to be written off against shareholders’ value when they value falls (Shoesmith, 2004). Company analysis Competitor analysis There is a high product differentiation in the industry. The main competitors are Samsung, Lenovo, and others. There are firms that have more than 10 differentiated products in the smartphone category. Apple has several iPad models. Hunt (2011) discusses that firms that use differentiation may generate economic profits if they lead the industry in differentiating products. The main reason for generating supernormal profits is that firms with differentiated products can charge a higher price than the economic equilibrium price (Hunt, 2011). Apple is a beneficiary of the trend of leading in differentiation. There is heterogeneity of demand and the firm that differentiates its product effectively may add new segments to its market share. However, the firm will need to increase its marketing costs. Holcombe (2009) demonstrates that the standardized product theory, which seeks to minimize costs, is sometimes different from the profit-maximizing structure of a differentiated product. Firms in the industry compete to develop superior products before they use a skimming price. Industry leaders earn supernormal profits. Risks and threats to the company Risks Weak intellectual property rights enforcement laws in China can reduce its sales in the region. Threats Rivalry may intensify from emerging markets. Samsung’s success in new product development may reduce Apple’s market in the smartphone and tablet segments. Lenovo’s low cost developments may intensify rivalry in computer sales. Determination of intrinsic value Using DDM, Apple’s stock intrinsic value is $411.44 (see Appendix A for tables). It is $321 under the discounted cash flow model. The current stock market price is $95.57 (as on August 8, 2014). It shows that the market price is undervalued by investors. The DCF (firm valuation) has been derived from the SVA because they share a common formula (Damodaran, 2012). It is obtained by dividing the firm’s NPV by the number of shares (see Appendix A). Justification of figures employed According to the Board of Governors of the Federal Reserve System (2014), the inflation rate is 0.68% for the period covered in 2014. It is rounded off to 2% after adding 1% to 0.68%. The retention ratio may represent some of the attributes of the growth rate. However, it is not a good measure of the expected growth rate. Moles et al. (2011) suggest that internal growth rate (IGR) derived from retained earnings is a better measure of the highest possible rate of growth. IGR is obtained by expressing the additions to retained earnings as a percentage of the initial assets. It shows the highest growth rate that a firm can achieve without borrowing. Apple’s IGR is about 1.68%. The retention rate has been calculated by deducting dividends from net income, and then dividing by net income. Dividends have been calculated by multiplying dividend per share by the number of shares. Retention rate = (net income – dividends) / net income Retention rate = $millions (37,037 – 20,520) / 37,037 = 44.59% Retention rate is used because a firm’s growth rate is affected by the size of net income that is injected back in the firm’s capital. Growth projections have been applied in the DDM calculations. The ROE is expected to follow a cyclical pattern of ups and downs that range between 20% and 30%. It follows Apple’s past and present trend. Apple has not launched a major product in 2014. The downward trend may continue in the first two years of the forecast. Beta used in the calculations is the one provided by Yahoo Finance (Apple Inc. (AAPL), 2014). The beta provided in the spreadsheets is 1.30 and the one provided by Yahoo Finance is 0.74. Using a beta of 1.30, results in a higher WACC that makes EVA and RI to have negative values. A beta of 0.74 is better because Apple’s performance has not been aligned with the market conditions in the past few years. Apple has outperformed the markets for several years. As a result, using a lower beta is justified. The weakness of beta provided by market analysts is that it may vary among analysts. They also change over time (Ray, 2012). Critical evaluation of the 2 methods discussed in (i) above (their relative strengths and weaknesses) The main strength of the DCF (firm valuation) is that it uses expected future cash flows instead of historical data on cash flows. Analysts hold the perception that historical data only provide information about the past when investors are concerned about the future performance of the firm (Panigrahi et al., 2014). It is better to use cash flows because they present a firm’s ability to generate returns. The DCF (firm valuation) model uses on a single year to make forecasts of cash flows. Cheng (2005) suggests that it is inadequate to base an analysis on a single year for stock valuation. The DCF uses an assumption that growth will be constant as projected. Apple’s performance and the business cycle are unpredictable because it does not follow economic cycles. Apple’s financial statements also indicate that the cash flows can vary widely between two years (Apple, Inc., 2012). The main strength of the DDM (equity valuation) is that it is based on cash flows to the shareholder. The investor can relate his expected earnings to real cash flows in the form of dividends. The DDM (equity valuation) fails to capture movements in the market prices. Lee (2005) discusses that the volatility of stock price variations is likely to be higher than explanations derived from the DDM. Jiang & Lee (2005) explains that the DDM cannot be applied in firms that are starting business and high growth firms, which do not pay dividends for a particular period. The DDM model can only be used accurately for a firm that regularly pays dividends. As it was noted during the financial crisis, even firms with weak financial positions were paying dividends to make their stock prices appear attractive. Agreement or disagreement with the theoretical I agree with the DCF (firm valuation) model more than the DDM (equity valuation) model. Brigham and Ehrhardt (2013) discuss that free cash flow matters the most in maximizing shareholder value. I do not agree with the DDM model mainly because it varies greatly for small changes in the retention rate. I tried to use distributed dividends to calculate the retention rate, which was about 70%. The result is that the intrinsic value rose above $1000. It became reasonable to use the dividends per share and the number of shares to arrive at a moderate retention rate value. It also shows that a firm that has not paid any dividends will appear to have an extremely high growth rate and intrinsic value because the retention rate will be 100%. Present an evaluation of the current performance of your chosen company using ROCE, RI, EVA, and SVA Calculations All values are in $ millions 25/9/2010 24/9/2011 29/9/2012 28/9/2013 Ret.on Cap.Emp (ROCE) (EBIT / T. Assets – C. Liab) 34.04% 38.69% 40.55% 30.71% Sources: Apple, Inc. (2013) and Apple, Inc. (2012). (See Appendix B for tables) Positive ROCE indicates that the firm has been able to exceed investor required rate of return and cost of capital. EVA calculation Positive EVA is an indication of economic profit and higher returns than alternative investments (Sharma & Kumar, 2010). Residual Income calculation Sources: Apple, Inc. (2013) and Apple, Inc. (2012) (See Appendix C for tables). RI also estimates economic profits. SVA calculations (See appendix D for tables) Assumptions you have made for the calculations in part (i) above. The factors used in calculating SVA are estimates of factors found in Appendix D. A greater challenge was met in calculating EVA because some of the items required for the calculations are not presented in the financial statements. Critical evaluation of the usefulness of ROCE, EVA and SVA Value drivers Minchington & Francis (2000) explains that it is common practice to enlist the value drivers and integrate them into a single formula for calculating value to shareholders. Sales growth has been incorporated by estimating the change between 2012 and 2013. The possibility of launching new products successfully is the major driver of growth in Apple’s performance. In the calculations, most of the models start with incorporating the operating profit. Comments on the three measures The common feature of the three measures is that they rely on accounting figures for calculations. Jones & Randolph (2005) claim that accounting figures can be manipulated such that they fail to provide investors with the actual financial position. The three measures are reliable provided that the financial statements give a true picture of the firm’s operations. Minchington & Francis (2000) suggest the use of accountants to make adjustments to capital employed and operating profit value to reflect economic values. SVA is a better because it uses expectations for future cash flow. Panigrahi et al. (2014) discuss that investors are more concerned about a firm’s ability to generate cash flows. A major strength of SVA is its use of expected future cash flow instead of historical cash flows. Analysts suggest that historical data will have less influence of a firm’s ability to generate cash in the future. However, there are enforceable contracts and goodwill that may affect a firm’s ability to generate cash. A major weakness of the SVA approach is that estimates are likely to be different from the actual cash flow values. Another weakness is that the business environment may change in the five-year period. Cheng (2005) states that evaluating only a single year prior to forecasting is insufficient for valuation purposes. Another common feature between ROCE and EVA is that they tend to estimate economic profits. Jones & Randolph (2005) describe EVA as providing an estimate of profits generated after all capital costs have been deducted. Shoesmith (2004) explains that ROCE is the value from which equity and borrowing cost have been deducted. Ray (2012) describes EVA as “an estimate of a firm’s economic profit” (p. 260). A company with a high ROCE, such as Apple, has a higher probability of remaining profitable in difficult economic conditions. Pattabiraman (2013) explains that firms that have a higher ROCE will have higher stock returns than low-ROCE firms despite high inflation rates and interest rates. Firms with lower ROCE are likely to generate negative economic profit in such conditions. Pattabiraman (2013) discusses that firms with a high ROCE have the required margin of safety before operations become unviable. ROCE may be influenced by the type of industry in which a firm operates. Pattabiraman (2013) explains that ROCE has attributes of the firm and the industry. There are industries that have higher ROCE than others. Porter (2008) enlists that software packages and related industries had the second highest return on invested capital among companies that operated in the U.S. between 1992 and 2006. Airlines had the lowest return on invested capital during the same period. Apple is within an industry that generates high ROCE. ROCE is because it examines whether a firm is generating higher returns that the cost of financing the investment with both equity and debt (Shoesmith, 2004). ROCE differs from ROE by incorporating the cost of debt into the calculations. In that case, a positive ROCE provides the returns above the shareholders’ required rate of return. Sharma & Kumar (2010) discuss that traditional performance measures, such as EPS and ROI, fail to consider the full cost of capital. Dash et al. (2013) suggest that the value of human capital should be incorporated in the calculation of EVA. Dash et al. (2013) describe human capital as an “organization’s combined ability to solve problems” (p. 100). Firms in the consumer electronics sector strongly rely on the performance of their R&D departments. In return, R&D depends on the accumulation of technical knowledge. Dash et al. (2013) suggest the use of productivity (measured by operating profit) and cost of labor in calculating WACC. Inclusion of human capital in the calculation of WACC increases the discount rate. The firm will need higher ROCE to cover accumulation of human capital. EVA encourages managers to use cash in activities that are likely to generate economic profits. Jones & Randolph (2005) discuss that managers will have to consider capital costs and operating costs when selecting activities and assets. Ray (2012) discusses that EVA encourages managers to utilize funds efficiently. It makes firms to seek optimal capital structure by minimizing cost of capital and maximizing returns (Lin & Zhilin, 2008). Ray (2012) explains that it motivates managers to align their interest along those of shareholders. Sharma & Kumar (2010) explain that it helps to reduce the agency conflict. EVA is used as a short-term assessment tool. Ray (2012) suggests that the components of EVA are difficult to incorporate into a firm’s implementation program. EVA may not be attractive to use for a firm that has invested heavily currently and anticipates generation of returns in the long-term. Conclusion Apple’s lifecycle can be described as dynamic because it can change at any time provided that the firm is successful with its R&D developments. The firm operates in a high ROCE industry. Firms are able to generate profit by using differentiated products and price skimming. Apple performance is cyclical in nature. Currently, it is on a downward trend. The ROCE, EVA and RI are measures that try to indicate economic profits generated by the firm. Apple has positive values in all the measures. It shows that the firm has the required margin of safety for an investor. Appendices Appendix A: DCF and DDM DCF (firm valuation method) Derived from SVA Appendix B: ROCE calculations Financial statements Operating Statement Year to : 29 Sept 25/9/2010 24/9/2011 29/9/2012 28/9/2013 ($m) ($m) ($m) ($m) SALES 65,225.00 108,249.00 156,508.00 170,910.00 COST OF SALES 39,541.00 64,431.00 87,846.00 106,606.00 GROSS PROFIT 25,684.00 43,818.00 68,662.00 64,304.00 LESS EXPENSES Total operating expenses 7,299.00 10,028.00 13,421.00 15,305.00 EBITDA 18,385.00 33,790.00 55,241.00 48,999.00 Annual Depreciation 0.00 0.00 0.00 0.00 OPERATING PROFIT 18,385.00 33,790.00 55,241.00 48,999.00 Other Income (net) 155.00 415.00 522.00 1,156.00 NET PROFIT (Earnings) BIT 18,540.00 34,205.00 55,763.00 50,155.00 Interest Payable 0.00 0.00 0.00 0.00 PROFIT BEFORE TAX 18,540.00 34,205.00 55,763.00 50,155.00 Corporation Tax 4,527.00 8,283.00 14,030.00 13,118.00 EARNINGS AFTER TAX 14,013.00 25,922.00 41,733.00 37,037.00 EARNINGS available for Dividends 14,013.00 25,922.00 41,733.00 37,037.00 Preference Dividends 0.00 0.00 0.00 0.00 EARNINGS available for Equity Shareholders 14,013.00 25,922.00 41,733.00 37,037.00 Ordinary Dividends 0.00 0.00 2.65 11.40 TRANSFER TO RESERVES 14,013.00 25,922.00 41,730.35 37,025.60 BALANCE SHEETS As at : 29 Sept 25/9/2010 24/9/2011 29/9/2012 28/9/2013 FIXED ASSETS ($m) ($m) ($m) ($m) Property, Plant & Equip (Net) 4,768.00 7,777.00 15,452.00 16,597.00 Other Assets 28,737.00 63,606.00 102,959.00 117117.00 Fixed Assets at Book Value 33,505.00 71,383.00 118,411.00 133,714.00 CURRENT ASSETS Stocks (Inventory) 1,051.00 776.00 791.00 1,764.00 Debtors (A/R) 5,510.00 5,369.00 10,930.00 13,102.00 Bank/Cash 11,261.00 9,815.00 10,746.00 14,259.00 Other Current Assets 23,856.00 29,028.00 35,186.00 44,161.00 Current Assets 41,678.00 44,988.00 57,653.00 73,286.00 TOTAL ASSETS 75,183.00 116,371.00 176,064.00 207,000.00 CREDITORS due within one year Trade Creditors 12,015.00 14,632.00 21,175.00 22,367.00 Other Creditors 5,723.00 9,247.00 11,414.00 13,856.00 Short-term Debt 2,984.00 4,091.00 5,953.00 7,435.00 Current Liabilities 20,722.00 27,970.00 38,542.00 43,658.00 NET WORKING CAPITAL 20,956.00 17,018.00 19,111.00 29,628.00 CAPITAL EMPLOYED 54,461.00 88,401.00 137,522.00 163,342.00 CREDITORS due after more than one year Other Non-Current Liabilities 6,670.00 11,786.00 19,312.00 22,833.00 Long-term Debt 0.00 0.00 0.00 16,960.00 LONG TERM LIABILITIES 6,670.00 11,786.00 19,312.00 39,793.00 NET ASSETS 47,791.00 76,615.00 118,210.00 123,549.00 CAPITAL AND RESERVES Shareholders Equity 10,622.00 13,774.00 16,921.00 19,293.00 Retained Profit / Reserves / P&L a/c 37,169.00 62,841.00 101,289.00 104,256.00 SHAREHOLDERS FUNDS 47,791.00 76,615.00 118,210.00 123,549.00 Beta (Can be obtained from the excel spreadsheet that I have provided) 0.74 Risk Free Rate 3.3% Expected Market Return 12.0% Growth rate in earnings (5 year) 44.91% Required Return, Ke 9.7% Profitability Ratio 25/9/2010 24/9/2011 29/9/2012 28/9/2013 Return on Equity (ROE) (NPAT/Equity) 29.32% 33.83% 35.30% 29.98% Return on Assets (ROA) (NP after Tax / T. Assets) 18.64% 22.28% 23.70% 17.89% Net Profit Margin (NP after Tax / Sales) 21.48% 23.95% 26.67% 21.67% Ret.on Cap.Emp (ROCE) (EBIT / T. Assets – C. Liab) 34.04% 38.69% 40.55% 30.71% Dupont Model: ROE = Net Profit Margin * Asset Turnover * Leverage Multiplier 29.32% 33.83% 35.30% 29.98% Appendix C: EVA Adjustment $ millions Element Net Profit + / – Capital + / – Interest on Debt 571.55 Value of (long-term) debt 16960.00 Minority shareholder interests – share of profit Minority shareholder interest – Capital value Lease / rent costs relating to non-capitalised Leases 0.00 Value of non-capitalised leases Goodwill amortised in Income statement 0.00 Full value of goodwill (Accumulated goodwill) 1577.00 Restructuring charges/profits Capital value of restructuring Provisions such as bad debts Cumulative reserve value of provisions Research and development charged in income statement 4475.00 Value of R & D to be written off over its full life Profit / income from marketable securities (non-core business) 1156.00 Value of marketable securities (non-core business) -26287.00 New buildings/developments in complete (New Assets) 8165.00 Deferred tax charges in income Statement 0.00 Cumulative value of deferred tax 3453.00 Unusual gains or losses 0.00 Tax provision for year 13118.00 Actual tax paid -9128.00 Total of the above: 10192.55 3868.00 Finding WACC Interest expense or financing costs 571.55 Total debt = long term borrowing + short term borrowing 39793.00 Ke = 9.73% Total Equity = 123549.00 Corporate Tax rate = 0.3500 Kd = 3.37% WACC 7.89% Appendix D: SVA References Ali-Yrkko, J., Rouvinen, P., & Seppala, T. (2011). Who captures value in global supply chains? Case Nokia N95 Smartphone . Journal of Industry Competition and Trade , 11(3), 263-278. Web. Apple, Inc. (2013). Annual report 2013 . Web. Apple, Inc. (2012). Annual report 2012 . Web. Apple Inc. ( AAPL ) . (2014). Web. Board of Governors of the Federal Reserve System (2014). Selected interest rates (daily) H.15 . Web. Brigham, E., & Ehrhardt, M. (2013). Financial management: theory and practice (14 th ed.). Mason, OH: South-Western Cengage Learning. Cheng, Q. (2005). What determines residual income? The Accounting Review , 80(1), 85-112. Web. Damodaran, A. (2012). Investment valuation: tools and techniques for determining the value of any asset (3 rd ed.). Hoboken, NJ: John Wiley & Sons. Dash, S., Agrawal, V., & Sinha, A. (2013). Impact of human capital incorporation on economic value added of large scale organizations: A conceptual managerial decision making approach . European Journal of Business and Management , 5(32), 98-105. Web. Gereffi, G. (2014). A global value chain perspective on industrial policy and development in emerging markets . The Duke Journal of Comparative and International Law , 24(11), 433-459. Web. Holcombe, R. (2009). Product differentiation and economic progress . The Quarterly Journal of Austrian Economics , 12(1), 17-35. Web. Hunt, S. (2011). The theory of monopolistic competition, marketing’s intellectual history, and the product differentiation versus market segmentation controversy. Journal of Macromarketing , 31(1), 73-84. Web. Jiang, X., & Lee, B. (2005). An empirical test of the accounting-based Residual Income Model and the traditional Dividend Discount Model . The Journal of Business , 78(4), 75-101. Web. Jones, W., & Randolph, G. (2005). An examination of the consistency of risk differentials between historical measures of risk and the risk implied by economic value added . Journal of Business and Economics Research , 3(12), 25-31. Web. Levie, J., & Lichtenstein, B. (2008). From “stages” of business growth to a dynamic states model of entrepreneurial growth and change. Hunter Center for Entrepreneurship University of Strathclyde Working Papers , WP08-02, 1-68. Web. Lin, C., & Zhilin, Q. (2008). What influences the company’s economic value added? Empirical evidence from China’s securities market. Management Science and Engineering , 29(1), 66-77. Web. Minchington, C., & Francis, G. (2000, January). Shareholder value. Management Quarterly . Web. Moles, P., Parrino, R., & Kidwell, D. (2011). Fundamentals of corporate finance . Hoboken, NJ: John Wiley and Sons. Panigrahi, S., Zainuddin, Y., & Azizan, N. (2014). Linkage of management decision to shareholder’s value: EVA concept. International Journal of Finance and Banking Studies , 3(1), 114-125. Web. Parrilli, M., Nadvi, K., & Yeung, H. (2014). Local and regional development in global value chains, productions networks and innovation networks: A comparative review and the challenges for future research . European Planning Studies , 21(7), 967-988. Web. Pattabiraman, S. (2013, March). Growth vs profitability: The importance of ROCE . CFO CONNECT . Web. Porter, M. (2008, January). The five competitive forces that shape strategy. Harvard Business Review . Web. Ray, S. (2012). Efficacy of economic value added concept in business performance measurement. Advances in Information Technology and Management , 2(2), 260- 267. Web. Sharma, A., & Kumar, S. (2010). Economic value added – literature review and relevant issues . International Journal of Economics and Finance , 2(2), 200-221. Web. Shoesmith, J. (2004, Autumn). Return on capital employed and return on equity. The Serious Investor . Web.

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Provide a essay that could have been the input for the following summary: In a global environment report, Apple Inc is assessed in terms of its macro and micro frameworks. The external environment is analyzed in terms of technology changes, economic forces, political forces, and social factors. Apple Inc has been able to sustain innovation in products to differentiate it from other products in the market.

In a global environment report, Apple Inc is assessed in terms of its macro and micro frameworks. The external environment is analyzed in terms of technology changes, economic forces, political forces, and social factors. Apple Inc has been able to sustain innovation in products to differentiate it from other products in the market.

Apple Inc in a Global Environment Report (Assessment) Macro and Micro Frameworks Analysis and Evaluation The External Environment Technology changes have greater influences on Apple Inc operations. Changes in technology are rapid and highly unpredictable. Every year, technology product manufacturers develop improved electronic components and provide them at relatively cheaper prices. Such new electronic components have allowed technology firms to compete on innovation and prices. Today, Apple faces major competition from Samsung, Microsoft, Intel, Dell and other companies. These companies have developed innovative products at relatively cheaper prices. As a result, Apple has reacted to competition by introducing advanced versions of its existing products. Apple Inc has been able to sustain innovation in products to differentiate it from other products in the market. Economic forces In the recent years, the technology industry has become highly competitive because of changing economic situations globally. There are major companies that have dominated certain markets. Companies such as Samsung have found greater market shares in emerging economies while Apple still appeals to high-end part of the market. Today, it is easier to join the technology industry because of low entry barriers and availability of venture capitals. New small firms have increased levels of competition while suppliers of processors have increased their bargaining power. As firms with relatively cheaper products gain wider market shares, Apple has been forced to readjust its prices to allow many consumers to purchase them. Labour costs in certain markets such as China, Vietnam, Turkey, Brazil, Mexico and Hungary have surged, a situation which has forced Apple to relocate product plants to the US. Politic forces Apple sells its products mainly in developed countries with stable political environments. At the same time, the company also seeks for greater market shares in emerging economies. Some of these economies, particularly the Middle East have experienced turbulent political situations, which have affected Apple product sales. At the same time, political tension between the US and China has made China to ban “government officials from buying Apple gadgets, amid fears that America could hijack the company’s iPads and iPhones to spy on Beijing” (Rushton, 2014). This move will reduce Apple’s product purchase in China. Negative political forces, therefore, have detrimental effects on Apple’s global market share. Social factors The technology industry also faces changes in social circumstances, particularly lifestyles of consumers. These changes have forced Apple to become highly innovative to support modern lifestyle. As needs of consumers change, Apple has been able to develop products and services to cater for entertainment, professional and regular needs of its customers. Still, Apple has focused on transforming lifestyles at home by introducing “functionality in its upcoming release of iOS 8, through the HomeKit software platform, to integrate control for door locking, light dimming, and other home automation gadgets and features to iOS devices” (Reardon & Tibken, 2014). Many industry observers have touted “smart home technologies as the next big thing and battlefront for technology companies” (Reardon & Tibken, 2014). It would make a significant use of the so-called Internet of Things that users can manage through a smartphone or tablet (Reardon & Tibken, 2014). Political, social, technological and social factors are major macroeconomic elements that interact to create greater forces, which affect Apple’s performances globally. Fast and unpredictable changes in social lifestyles, technologies, economic and political situations have created business environments, which have forced Apple to continue with its innovative trends in order to meet customers’ needs and differentiate itself from competitors. In addition, they ensure that the company can meet various needs in different markets. Quick changes of products and services in the technology industry have resulted in many outdated innovative products. Overall, Apple must understand macro elements and their impacts on its business globally. Appropriate theoretical frameworks, value addition throughout the organisation and how the organisation sustains its advantage in its market or sector Innovation is the central theme for any technology company. Senior management, however, must play critical roles in making crucial decisions that support innovation, value creation, R&D and enhancing the company’s differentiation strategies and value. Strategic decision-making processes have allowed Apple to develop and perfect its innovative products and services. These innovative products and services have been able to create value to customers. Apple has been able to determine how to create value through its management strategies. The company’s senior executives have been able to use human resources and effectively allocate resources to ensure successful development of products that create value to customers and provide sustainable growth. Apple has been able to use its intangible resources to derive core values and patent its innovative products. Innovative approaches at every stage of product developments have resulted in superior products. As a result, customers have been able to adopt and use Apple products and services. Apple has been able to leverage its innovative approaches to develop new products and services, which customers readily purchase despite their premium prices. However, value chain management at Apple is responsible for its innovative products and services. Apple does not have any challenge extending its value chain management beyond its generic innovative products. For instance, as at the end of 2009, Apple’s generic strategy involved the introduction of innovative, high quality consumer electronic products and services to various segments of consumers (Marino, Hattaway, & Jackson, 2010). From the company’s history, Apple was at the brink of extinction. Apple perhaps reflects a good example of how innovation can transform a company. The company embarked on value chain management by eliminating obsolete products and services and introducing new ones. The company simplified its products to provide what consumers needed. As a result, Apple was able to regain its PC market shares and introduce “innovative, revolutionary new product categories and services including the iPod, iTunes and the iPhone” (Marino et al., 2010). From a critical perspective, the company has been able to create a large fanatical base because of management ability to change decision-making processes and focus on introducing innovative products and services that offered ease of usability to customers. Apple has shown that developing innovative products alone is not adequate. Senior executives at Apple have been able to leverage on innovation to develop a reliable value chain. Apple has understood its innovative processes and the industry growth curve. At the same time, it has recognised radical transformations in the technology industry. The company aims to create a defensible, sustainable business model by ensuring that the required raw materials are available from suppliers at reasonable costs and time, product developers have new products on time and release them to counteract effects of competition. As a result, Apple has been able to derive long-term value from its innovative strategies throughout the value chain. In addition, the company has created a large fanatical base due to its design and innovative products. Apple has emphasised the need to integrate customers’ experiences in its product design and developmental stages. According to Jubak, Apple has hidden competitive advantage in its value chain. For instance, the company has been able to minimise its exposure to risks by investing “a big hunk of its $7.1 billion in capital spending to enhance its supply chain”. Jubak asserts that the company’s approach to enhance supply chain has remained vague. Apple, however, has a tendency of approaching its suppliers and ensuring that they purchase new components for its products. In fact, Apple can purchase such components to suppliers. In turn, the supply must guarantee that it would meet all demands from Apple on time. At the same time, Apple negotiates with suppliers to reduce prices of supplied components based on any cost savings from the new equipment. No suppliers that work with Apple can reject such offers. Apple funds new equipment and reduce risks for suppliers at the same time, suppliers get huge advance orders from the company to grow their market shares. When Apple invests in the suppliers’ equipment, the company reduces cases associated with delays. The current CEO of Apple, Tim Cook understands management of Apple’s supply chain and potential areas for cost saving. It is estimated that Apple saves between 15% and 20% every year on such arrangements with component suppliers. In addition, the company can negotiate with suppliers on components if prices of its products and services decline. Apple has been able to create a sustainable competitive advantage and sustain it. Specifically, Apple focuses on innovative, revolutionary products and services to allow it to lead the market. For a long time, consumers relied on PCs from HP, Dell and other suppliers, Apple challenged their business models, introduced new PCs and eliminated redundancy in computer usages and capabilities. In the same manner, Apple introduced iPod, which revolutionised the way people carried and listened to music. The product also created monopoly in the industry. In subsequent years, Apple has followed with a wide range of iTune, iPhones, iPads and iMac among others. Apple has been able to continuously and repeatedly develop innovative products and therefore create and sustain a competitive advantage in the technology industry. Apple also has created a differentiation advantage. The company has been able to create unique advantages and benefits to its fans through sleek products with distinct features from competitor’s products. A process of strategic change in the organisation and appropriate change management models, blockages and facilitators of change, and the role of organisation culture Apple Inc is one of the most innovative companies today. For the last few decades, the company has experienced strategic changes. Hence, it is imperative to understand Apple’s strategic change processes, resource allocation, approaches to future innovation and its culture. Apple approaches strategic change processes as structured transition into the future. As a result, one can notice the fanatic base, new products and technologies and adoption of change processes within a short time. Strategic change processes are evident in the ability of the company to innovate. Apple has the ability to innovate and execute its ideas and therefore, it does not suffer from failure to innovate (Govindarajan & Trimble, 2010). However, one must recognise that innovation is a strategic change process that could be difficult to manage across the entire organisation and therefore there would be constant conflicts. Apple has been able to thrive because of its effectiveness in managing conflicts and change blockages. Usually, innovative processes at Apple are experimental and small while the company runs massively well-established operations. As a result, operation managers would not want interference from other departments because they are under great pressure to deliver outstanding results throughout the year. On the other hand, innovative processes present risks and distractions with unknown outcomes. As a result, many leaders in charge of product and service innovation feel that operation leaders hinder their work. Apple has been able to adopt a change model that facilitates collaboration and inspiration, but there are several change models used by various organisations. This is a change leadership strategy as demonstrated by Steve Jobs and the current CEO, Tim Cook. The company focuses on collaboration and partnership between innovative leaders and operation leaders (Lashinsky & Burke, 2009). As a result, all change initiatives at Apple take place under a collaborative model. The company has recognised that changes in the technology industry are rapid and highly integrated with other business processes. As a result, a change leadership model can provide the best solution to overcome barriers to change. In any collaborative process, success depends on mutual respect. Apple leadership has recognised the need to promote change initiatives in the company (Gold, Thorpe, & Mumford, 2010). The company uses its human resources to facilitate change and build innovative products. While resistance to change could affect the company negatively, conflicts in change management processes have provided valuable insights to allow the company to improve on its strategic change processes. It is imperative to recognise that leaders in Apple have collaborated to improve innovation in the company. While there are several approaches of making collaboration work, Apple senior executives recognised the need to take personal initiatives to promote innovation at the company. As a result, employees have also recognised the need to collaborate and work as a team. Leadership that promotes innovation is usually scarce. A study by Wooten highlights leadership strategy of Steve Jobs that promoted innovation at Apple. Wooten refers to it as the approach that focuses on “creating positive deviant performance”. This strategy allowed the company to attain “extraordinary success beyond the expectations of both stakeholders and outside observers”. Steve Jobs’ leadership strategy and approaches to innovation thrived on core capabilities of identifying and seizing opportunities, supported by an organisational culture that allowed change to dominate. In this regard, Apple became a learning organisation. Apple has a performance team led by its CEOs (Steve Jobs understood every detail of product development until its launch). The company releases products when it is ready for the market and usually in a big way (Stavros & Hinrichs, 2009). In addition, the company does not have frequent updates and changes to products. This strategy has allowed Apple to create fans as it adds new features and sleek designs that enhance user experiences. Organisational cultures reflect shared values, principles, assumptions and beliefs among employees, which affect how they behave and relate with an organisation. Consequently, organisational culture reflects a community and collective identity of employees. It highlights organisational behaviours that have persisted with time and shows how organisations adapt to changes in both internal and external environments. Organisational culture, therefore, unites a firm and defines its strategies, which employees inculcate in their roles. Apple leadership is able to align its innovative culture with strategic goals, resources, values and prevailing industry conditions. Apple CEOs have understood how organisational culture could be used to create positive change. Senior executives at Apple have succeeded at aligning its culture of innovation to develop great products. Innovation has been the major driving culture at Apple. Apple has created a culture of “rewarding, taking risks, experimenting and creativity”. Apple’s senior executives have inculcated the culture of achieving excellence in the organisation. The company has established a culture that allows employees to contribute their ideas and aim for excellence in product development and service provisions (Walters, 2008). Senior executives at Apple have a critical role of recruiting and introducing employees to the company’s culture of innovation. While Apple look for employees who have the required experiences, talents and skills (Shevelenko & Berggren, n.d), such employees must also demonstrate that they are able to fit into the company’s culture of innovation and collaboration. Apple has been able to create a learning organisation in which new recruits are able to learn the company’s culture and strategic objectives. A culture of organizational development allows Apple to overcome challenges and achieve their strategic objectives with the aim of creating sustainable competitive advantage (MacKerron, Cowe, & Milliken, 2009). Appropriateness of the organisation’s business objectives and a critique of the implementation process Researchers have shown that there is a strong correlation between a firm’s financial performance and setting of strategic objectives. Improved financial performance indicates appropriateness of a company’s business objectives. For instance, on April 23, 2013, Apple announced that it “posted quarterly revenue of $43.6 billion and quarterly net profit of $9.5 billion, or $10.09 per diluted share against revenue of $39.2 billion and net profit of $11.6 billion, or $12.30 per diluted share, in the year-ago quarter”. In addition, the company recorded significant performances based on its flagship products like iPhone and iPad models. These results show that Apple has been able to enjoy financial success because it has aligned its strategic objectives with financial performances. On the other hand, if a company has failed to develop appropriate business objectives, then it will record poor financial outcomes. At the same time, it indicates that the company employees failed to understand any relationships among strategic business objectives, their individual roles and overall goals of the company. In addition, such employees also report cases of confusion with their individual roles and therefore poor performance for the whole organisation. Apple has been able to set and align employees with business goals closely and effectively to improve the company’s product development, service provision and financial performances. At the same time, the company compensates its employees well in order to motivate them to achieve its strategic business goals on short-term and long-term basis. To be effective, Apple’s strategic business objectives must meet the needs of the company and employees. In other words, Apple has been able to set business objectives that serve both quarterly projections and long-term business strategies. On the other hand, Apple’s employees have been able to achieve these goals because they are clear and easily comprehensible and therefore engaged (Haid & Sims, 2009). Implementation process at Apple is simply. The company clearly communicates its strategic business objectives to all employees. At the same time, different departments also set their goals to complement the company’s goals and enhance goal visibility. These approaches facilitate goal alignment in the company. The company ensures that all managers share their goals to reduce redundancies in the entire firm. At the same time, the implementation process allows employees to share responsibilities to achieve business objectives. Employees have the role and duty to dispense and share goals to enhance responsibility across all levels of the company (Shevelenko & Berggren, n.d). This process allows employees and managers to support each other and identify areas where there might be possible sources of departmental conflicts. Apple has global goals to reflect the company’s global business strategies. Once the company has set such goals, various regions, countries and departments can set their individual goals in order to support the overall business objective (Hitt, Ireland, & Hoskisson, 2008). Employees have various responsibilities, job functions and training. These attributes guide implementation of goals and target distribution among employees. Apple ensures that there is a clear communication of business objectives throughout the company. Hence, employees can understand what the company expects them to achieve. For instance, employees at Apple’s service centres are expected to enhance customer experience and promote good relations. Overall, Apple set realistic and achievable goals that reflect all objectives against a given time. References Apple Inc. (2014). Apple Reports Second Quarter Results . Web. Garvin, D. (2009). Learning in Action: A guide to putting the learning organization to work. Boston: Harvard Business School Press. Gold, J., Thorpe, R. & Mumford, A. (2010). Leadership and Management Development. New York: CIPD. Govindarajan, V., & Trimble, C. (2010). Why Apple Beats Microsoft At Change Management. Forbes . Web. Haid, M., & Sims, J. (2009). Employee Engagement: Maximizing Organizational Performance. Leaders Insight,6100 (5), 1-25. Harjani, A. (2014). Apple manufacturing partner looks to build factory in the US . Web. Harvey, A. (2001). A dramaturgical analysis of charismatic leader discourse. Journal of Organizational Change Management, 14 (3), 253-265. Hitt, M., Ireland, D., & Hoskisson, R. (2008). Strategic Management: Competitiveness and Globalization : Concepts & Cases. New York: Cengage Learning. Jubak, J. J. (2014). Apple’s hidden competitive advantage . Web. Lambert, A. (2004). Obtaining Value from Executive Coaching and Mentoring. London: CRF. Lashinsky, A., & Burke, D. (2009). The Decade of Steve. Fortune International, 160 (9), 7-10. MacKerron, G., Cowe, A., & Milliken, L. (2009). Creating Competitive Advantage. Business Administration, 1 , 1-21. Marino, L., Hattaway, J., & Jackson, K. (2010). A pple Inc. in 2009. In J. John, E. Gamble and A. Arthur (Eds.), Essentials of Strategic Management: The Quest for Competitive Advantage 2nd ed (pp. 353-368). New York: McGraw-Hill Irwin. Normandin, B. (2012). Three Types of Change Management Models . Web. Reardon, M., & Tibken, S. (2014). Apple introduces HomeKit for iOS 8 . Web. Rushton, K. (2014). China bans officials from buying Apple products . The Telegraph . Web. Shevelenko, A., & Berggren, Er. Winning Through Talent in Uncertain Times. San Mateo, CA: SuccessFactors. Stavros, J., & Hinrichs, G. (2009). The Thin Book of Soar: Building Strengths–based Strategy. Bend, Oregon: Thin Book Publishing Company. Walters, H. (2008). Apple’s design process. Bloomberg Business Week. Web. Wooten, L. P. Building a Company the Steve Jobs’ Way: A Positive Deviance Approach to Strategy . Web.

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Write a essay that could've provided the following summary: Apple's marketing mix strategy has been a key success factor for the company. The strategy includes the product, price, place, and promotion strategies. The paper argues that price is the most important part of Apple's marketing mix strategy. Apple has developed an effective price skimming strategy that supports the strong brand loyalty it enjoys in North America and other global markets.

Apple's marketing mix strategy has been a key success factor for the company. The strategy includes the product, price, place, and promotion strategies. The paper argues that price is the most important part of Apple's marketing mix strategy. Apple has developed an effective price skimming strategy that supports the strong brand loyalty it enjoys in North America and other global markets.

Apple Inc. Marketing Mix Essay Table of Contents 1. Introduction 2. Product Strategy 3. Place Strategy 4. Promotion Strategy 5. Price Strategy 6. Conclusion 7. References Introduction Established in 1976, Apple Inc. has grown to become among the world’s most respected brands (Huimin & Hernandez 2013). The company designs, manufactures and sells consumer electronics. Some of its most successful products include the iPad, iPhone, and iPod. The company’s success has baffled many people because Apple has decreased the market dominance of many successful brands in the consumer electronics market (Huimin & Hernandez 2013). Consequently, the company has gained unrivaled market dominance in some electronic consumer market segments (Gould 2009, p. 96). For example, the company enjoys a strong brand loyalty for its iPad and iPod products in America and Europe. Based on such successes, in 2008, Fortune magazine said Apple was the most admirable company in the United States (US) (Canals 2010). Later (in 2008, 2009, and 2010), the same organisation named the company the most respected brands, globally (Canals 2010). This worldwide success has contributed to the company’s high profitability, since the launch of its flagship brand – iPhone (the company makes profits of about $8.24 billion, annually) (Huimin & Hernandez 2013). A key success factor for Apple Inc. has been its marketing mix strategy. According to Kotler & Armstrong (2009), a marketing mix strategy explains how a company articulates its product, price, place, and promotion strategies. After evaluating these four components of the marketing plan, this paper argues that price is the most important part of Apple’s marketing mix. Based on its usefulness, the California-based company has developed an effective price skimming strategy that supports the strong brand loyalty it enjoys in North America and other global markets. Besides extracting huge profits from each market layer, this paper shows that Apple’s marketing mix strategy affects customers’ buying decisions by creating the impression that purchasing an Apple product gives consumers access to an “Apple membership club.” This strategy makes the customers feel special and obligated to purchase many company products (brand loyalty). This paper explains this view by highlighting how different aspects of the marketing mix strategy integrate to influence customer-buying decisions this way. Product Strategy The product strategy is important for the success of a company’s marketing mix strategy. Kotler & Armstrong (2009) define it as, “Anything that can be offered to a market for the attention, acquisition or consumption that may satisfy a want or need” (p. 1). In line with Apple’s product strategy, Chazin (2007) says the company’s products are similar to other products in the market, but because of its “genius” marketing strategy, many consumers believe Apple is superior to other brands in the market. For example, Apple’s iPod does not make the music sound better. Similarly, these products do not have a longer battery life than ordinary mp3 players do. Therefore, they are similar to other products, but look superior to its rivals. Chazin (2007) believes Apple’s product strategy thrives on improving existing products, as opposed to inventing them. Although some observers say the company succeeded because of its innovation, the company has never invented anything. For example, it did not invent smart phones, computers, or music-playing devices. Based on this understanding, Huimin & Hernandez (2013) explain Apple’s success by saying, “The Mac, iPod, iTunes and iPhone are all successful because they were late to market and improved on existing designs and functionality” (p. 4). Therefore, the success of the company’s pioneer products stemmed from its ability to simplify complex things and make them more elegant than they are. For example, Apple’s iPod was successful because it simplified the process of buying music. In detail, Apple did not “invent the wheel;” instead, it used its experience and technology to make simple mp3 players look sophisticated and elegant (including improved functionalities). For example, simply plugging the iPod in its cradle transfers music and charges the device. Besides iPod’s success, Apple has cleverly integrated its products’ usability features. For example, the company uses the iPod ecosystem to support iPhone’s functionality by making it easier for consumers who have bought the phone to use iTunes and iPods. Therefore, the iPod supports iPhone’s success by enabling the latter to plug into the company’s virtual music market. This integration strategy has made the California-based company a market leader. Relative to Apple’s product success, Chazin (2007) says the company has never forgotten the cardinal rule of marketing – giving customers the solutions they need before another person does. These strategies have made many people believe Apple is a creative market leader. Place Strategy Although Apple is an American company, it has a wide global presence. For example, the company has more than 390 retail stores around the world, which stock the company’s products (Huimin & Hernandez 2013). These stores are in lucrative markets around the world, where people know the company’s products. Apple’s place strategy first explores lucrative markets before venturing into the less lucrative ones. For example, the company marketed its iPad product using this strategy (it used three market segments – North America, Europe, and Asia). North America was the most lucrative market, followed by Europe, in that order. The company used three criteria to come up with this segmentation plan. It used age and income as the main criteria for this strategy. For example, the iPad product mainly appealed to young and middle-aged people. Using the income criteria, the company understood that the product would appeal to middle-income and high-income groups. Apple’s place strategy involves availing the company’s products in markets that have a strong brand following. At the same locations, the company requires all its vendors to hire knowledgeable employees that give customers expert knowledge about the company’s products (Huimin & Hernandez 2013). The same strategy has seen the company partner with leading stores around the world, such as David Jones in Australia (Lamido 2011). Similarly, the US-based company has collaborated with some of its peers, such HP, to distribute its products (in line with this agreement, the latter has installed some of Apple’s products in its laptops). Such partnerships have increased the company’s market of online products. Apple’s managers have widely deployed technology to integrate its global businesses. For example, they require their retailers to sign a contract with the company to stock Apple products, for about two years (Lamido 2011). This strategy makes the company’s products widely available in the global market. For example, during the launch of the iPod, the company availed its products to more than 18 million customers (out of 60 million global customers who have the product today) this way (Lamido 2011). Moreover, the company did not spend many resources to do so. It also collaborated with established telecommunication companies to distribute its products. For example, in Europe, Apple collaborated with established telecommunication brands, such as O2, Vodafone, Orange, and T-mobile (UK telecommunications companies) to avail its products in the European market (Lamido 2011). Apple’s place strategy highlights the tenets of the internalisation process theory, which explains how firms grow internally by using knowledge about international operations and processes in foreign markets (Jones 2009, p. 73). The theory says “the main state aspects are resource commitment to the foreign markets, market knowledge about foreign markets and their operations. Therefore, the change aspects are decisions to commit resources and performance of current business activities” (Lamido 2011, p. 8). Jones (2009, p. 73) supports this assertion by saying increased knowledge about foreign market activities increase a company’s commitment to its foreign markets (similar to how Apple has increased its market presence in Europe, North America, and Asia based on its vast knowledge about these markets). Such innovative marketing strategies have provided Apple’s customers with an opportunity to experience the company’s products in a supportive environment. Overall, the company’s place strategy has helped it to reach a wider global market. Particularly, alliances with other prestigious and well-established technological brands make the customers believe that they could gain access to a premium network of technological brands by buying Apple products. Promotion Strategy Kotler & Armstrong (2009) say the promotion strategy “is concerned with telling the target market and other players in the channel of distribution about the right product” (p. 5). Apple has an aggressive promotion strategy that hinges on marketing its products across different marketing platforms. The company uses public relations, television adverts, and online marketing strategies to promote its products. For example, the tech giant used television adverts (4TV adverts) to market the iPhone. The former CEO (Steve Jobs) also used public relations to market other company products, such as the iPad. He also collaborated with many media firms to serve the same purpose (Lamido 2011). Although the company uses multiple strategies to promote its products, most of its promotional strategies are simple. To affirm this view, Lamido (2011) says, “The Company uses simple and positive ways of promoting its products by displaying all their products to the general customers to know and experience the products at the same time, which is the lower purchase price and rebates, this allowed the customers to be free and comfortable with the products” (p. 13). This promotion strategy has helped to create Apple’s brand loyalty and call on consumers to support the company, at the right time. Therefore, Apple’s customers feel more in-touch with the company. Price Strategy Apple’s price strategy is the most important part of its marketing mix strategy. Using an elaborate plan, the company uses a price-skimming plan to maximise its sales. Riley (2013, p. 104) defines price skimming as an attempt by marketers to set premium prices for their products, during the first product launch, and later reducing the prices as the product stays on the shelf, longer. Experts say companies that pursue this strategy often use it to minimise their “sunk” costs (quickly) before the competition produces rival products that could erode their profitability. Similarly, Gitman & McDaniel (2008) say exploiting the “consumer surplus” (what people are willing to pay above the normal prices) is the main goal of such companies. However, Riley (2013) says, it is difficult for companies to maximise this surplus. Huimin & Hernandez (2013) say the success of Apple’s pricing strategy depends on the demand inelasticity of its products in certain sections of the market. In other words, the company reaps a lot of profit from customers who are willing to pay a premium for Apple products when the company releases them (Huimin & Hernandez 2013). The diagram below shows how the company maximises its profits when its products have an inelastic demand. Figure One: Apple’s price strategy (Source: Huimin & Hernandez 2013) Since high profitability attracts more entrants to the market, the company’s profitability decreases through increased competition (Huimin & Hernandez 2013). The company has used this strategy to manipulate its customers to pay more for Apple products. For example, there was a huge market for the iPad when the company first launched the product. As mentioned in this paper, the product’s price was inelastic as customers were more concerned with brand empathy, loyalty and other non-monetary factors, as opposed to pricing. The company exploited this potential by charging a premium for its products. Apple’s price skimming strategy posed several advantages to the company, including the generation of high returns on set-up costs (Huimin & Hernandez 2013). Similarly, by adopting a premium branding strategy, many customers believed the product was of high quality. This way, the company easily built a “high-quality” brand image. As opposed to charging “fair” prices for Apple’s products during their launch, the premium pricing strategy allowed the company to decrease its products’ prices, progressively. If the company adopted the reverse strategy and set low prices for their products during their release, it would have been difficult to justify price increases without decreasing sales (Huimin & Hernandez 2013). The flexible price strategy also allowed Apple to segment the market and set different prices for every target group. This strategy allowed Apple to maximise its profits in every market segment. Overall, this pricing strategy created a brand perception that appeals to a prestige-conscious market, as opposed to a price-conscious market. This marketing mix strategy has largely contributed to the company’s global success. Conclusion This paper shows an overview of Apple’s marketing mix strategy by demonstrating how the company uses price, place, product, and promotion strategies to influence consumer buying decisions. Based on the company’s successes (from this marketing mix strategy), Apple has successfully influenced customers’ buying decisions by making them own the brand. Again, the price strategy plays an instrumental role in this regard because it makes the customers think that buying an Apple product allows them access to a premium member group. Using the same marketing mix component, the company has significantly increased its profits through the price skimming strategy. This strategy aligns with the company’s focus on selling “Apple membership,” as opposed to Apple products, because it creates a special group of customers who are more brand-conscious, as opposed to price-conscious. Apple has used this brand culture to influence its customers to buy the company’s products at a high price. This strategy has also waded off competition, at least during the first few months of product launches (because high prices do not attract a lot of competition). Still, using the price skimming strategy, the company has created an impression that the company’s products are high quality (premium brands). Therefore, people who purchase the company’s products believe they are buying a prestigious product. These insights show how Apple’s marketing mix strategy affects customers’ buying decisions. References Canals, J 2010, Building Respected Companies: Rethinking Business Leadership and the Purpose of the Firm , Cambridge University Press, Cambridge. Chazin, S 2007, Marketing Apple . Web. Gitman, L & McDaniel, C 2008, The Future of Business: The Essentials , Cengage Learning, London. Gould, M 2009, The Library PR Handbook , American Library Association, New York. Huimin, M & Hernandez, J 2013, Price Skimming on a Successful Marketing Strategy: Study of Ipad Launching as Apple’s Innovative Product . Web. Jones, M 2009, Internationalization, Entrepreneurship and the Smaller Firm: Evidence from Around the World , Edward Elgar Publishing, London. Kotler, P & Armstrong, G 2009, Principles of Marketing , Pearson Education Inc/Prentice Hall, New Jersey. Lamido, K 2011, The Analysis of Apple Inc. Marketing Mix . Web. Riley, G 2013, Edexcel A2 Economics Unit 4 – Industrial Economics Digital Textbook , Tutor2u Limited, New York.

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Create the inputted essay that provided the following summary: In 2010, Apple Incorporation used appropriate strategies to compete in the personal computer (PC) market. The discussion also examined how Apple's strategy has been evolving within the past few years.

In 2010, Apple Incorporation used appropriate strategies to compete in the personal computer (PC) market. The discussion also examined how Apple's strategy has been evolving within the past few years.

Apple Incorporation in 2010 Essay Abstract Apple is a leading manufacturer of personal computers (PCs) and mobile devices. This paper begins by analyzing how Apple competes in the PC market. The discussion also examines how Apple’s strategy has been evolving within the past few years. Apple has also remained competitive because of its superior smartphones and MP3 players. The paper also identifies the major challenges effecting Apple Incorporation. The paper concludes by explaining why Steve Jobs is an effective strategic leader. Apple Incorporation in 2010 Apple Incorporation uses appropriate strategies to compete in the personal computer (PC) market. Throughout the 1990s, Apple used the best distribution channels to deliver quality products to different consumers (Yoffie & Kim, 2010). In 2001, Steve Jobs presented a new vision in order to make the company successful. He also introduced the Macintosh. The new CEO decided to “control both software and hardware” (Yoffie & Kim, 2010, p. 5). This strength made it easier for the Mac to become a successful product in the global market. The company also introduced a new Mac computer. These “new devices ran on an Intel chip” (Yoffie & Kim, 2010, p. 6). Steve also introduced a new operating system for Apple PCs. The company upgraded the OS within 12-18 months. This strategy increased the number of PC sales. The distribution strategy adopted by Apple Incorporation in 2001 made it easier for every consumer to purchase the company’s new software. The company opened more stores in different countries. Apple Inc. also formed new partnerships with companies such as Best Buy. This strategy attracted more customers thus increasing the company’s sales. The strategy made it easier for customers to purchase the company’s user-friendly PCs. The company’s competitive strategy has changed significantly because of the new market dynamics encountered in the world today. Apple has adopted a digital hub strategy (DHS) in order to address the changing needs of its customers. This situation “explains why Apple Inc. introduced the iPhone, the iPad, and the iPod” (Yoffie & Kim, 2010, p. 7). According the case study, Apple Inc. has a strong competitive position. The iPod has become a successful competitor in its industry. The company’s MP3 players offer new features such as huge internal memories. The creation of the company’s iTunes Store has also made it easier for users of Apple’s smartphones and MP3 players to down songs and movies. These devices offer the best entertainment to every customer. Steve Jobs was ready to identify the best strategies and efforts that could make the company’s DHS successful. The introduction of the iPod and the iPhone opened new opportunities for the company (Yoffie & Kim, 2010). However, the company must work harder in order to deal with every existing threat. Companies such as Nokia, Samsung, and LG Electronics are producing similar smartphones. Such mobile devices have superior features that can make Apple less competitive. The internet is also discouraging individuals from purchasing MP3 players. Consumers can now download songs and videos from their mobile devices. This situation explains why Apple Inc. must identify new strategies in order to remain competitive. Several challenges will confront Apple Incorporation in the coming years. Apple appears “to have evolved from being a PC manufacturer to a mobile device company” (Yoffie & Kim, 2010, p. 13). The move has made Apple one of the most profitable and successful companies in the United States. Apple’s momentum also appears to be unstoppable. However, the future of the company is uncertain because many technology companies tend to fail after several years of success. According to the case study, the failing health of Steve Jobs is also a major challenge facing the company. The case explains why the company should consider new strategies and options in order to retain its momentum. New ideas and innovations will support the company’s goals and expectations. The case study also explains why many companies in the industry fail to realize their potentials. New companies are also emerging in the PC industry (Wheelen & Hunger, 2010). The existing firms are identifying new options and strategies in order to remain competitive and profitable. According to the authors, Apple Inc. needs to identify new strategies and business practices that will support its current momentum. Steve Jobs was one of the company’s pioneers. He left Apple to start his own software company. Apple was no longer making profits after Steve’s departure. His return to the company was something critical towards its success. He pioneered new ideas and devices such as the iPhone, the iPod, and the iMac. This scenario explains why Steve Jobs was an effective leader. He always embraced the best research and development (R&D) practices in order to realize his goals. He also appointed the right people at the company. He promoted teamwork and encouraged his employees to work as teams (Pearce & Robinson, 2013). He purchased new companies and attracted new business partners. The strategy made it easier for Apple Incorporation to become a leading competitor in the industry. He also diversified the company’s core products. He “encouraged every employee to embrace the power of innovation” (Yoffie & Kim, 2010, p. 9). Steve Jobs’ departure from Apple was something unexpected. The company is currently repositioning itself in order to support Steve’s ambitions and goals. The introduction of the iPhone 5 shows why Apple Inc. has not lost its track. The leaders and managers at Apple Incorporation must promote the best ideas for the company. They should also produce new products that can make the company profitable. The managers must also identify every industrial change in order to remain competitive. Reference List Pearce, J., & Robinson, R. (2013). Strategic Management: Planning for Domestic and Global Competition. Boston, MA: McGraw Hill. Wheelen, L., & Hunger, D. (2010). Concepts in Strategic Management and Business Policy. Upper Saddle River, NJ: Pearson Prentice Hall. Yoffie, D., & Kim, R. (2010). Apple Inc. in 2010. Harvard Business School, 1 (1), 1-25.

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Provide a essay that could have been the input for the following summary: The text discusses the importance of social and cultural capital in the development of a person's life. It highlights the fact that social and cultural capital is the key determinant of the development in all life situations such as the productivity of an employee in a business environment and the likelihood of a teenage dropping out of high school due to pregnancy among others. The text further argues that different neighborhoods produce different salespersons.

The text discusses the importance of social and cultural capital in the development of a person's life. It highlights the fact that social and cultural capital is the key determinant of the development in all life situations such as the productivity of an employee in a business environment and the likelihood of a teenage dropping out of high school due to pregnancy among others. The text further argues that different neighborhoods produce different salespersons.

Application of Social and Cultural Capital Essay Introduction Humans are social beings, and thus everything that contributes to the development and environment of humanity revolves around social relations. Psychologists argue that a human’s life is shortened considerably when one is alienated from society. Human development is eternal as it takes place in the brain, but the quality of that growth is largely determined by external factors that are made of social and cultural norms. Social and cultural capital of a human being is the key determinant of the development in all life situations such as the productivity of an employee in a business environment and the likelihood of a teenage dropping out of high school due to pregnancy among others. Different neighborhoods produce different salespersons Sociocultural capital is an essential element in determining the quality of a person’s life in adulthood. A person raised in a ghetto neighborhood can hardly associate well with people from economically flourished environs and vice versa. This scenario does not play out because the former can get rich and live in a good neighborhood, but can hardly associate effectively with people raised in such neighborhoods. However, the determinants of such inclinations hinge on the strong values instilled by social and cultural capital to a person. Unfortunately, such values are difficult to break in order to live like people from a different set up. Hence, the two people can make different salespersons. According to Burt (1995), salespersons are a form of social capital to a business organization. A salesperson has equal rights to the owner of the business as far as the profit-making process is concerned. The work of a business owner normally ends at the stage where raw materials are combined with other factors such as human capital and finance to produce a finished product. The social capital in the form of salespersons takes over the duty of finding clients who can buy the product for the business to realize its goals of making profits, and according to Kelly (1998), the effectiveness of a salesperson in delivering required results is determined by the social upbringing with accordance to the social network in a neighborhood. The question of how well a salesperson finds the client is an issue of concern to the business owner, but Kelly (1998) says that individuals’ social capital is the key determinant of the success of a salesperson. Social network is crucial for the success of a human being in life as it plays a major role in determining how well a salesperson can sell a product and who is the most preferable party to sell to for successful business. Hence, salespersons would feel comfortable selling products to the people that they socially identify with, and thus it will be hard to sell to persons that belong to other sociocultural backgrounds. Therefore, it is important to realize that salesperson does well in an environment that comprises people that match his/her social and cultural factors according to Kelly’s argument. Salespersons use their social networks as the main avenue of selling, and thus the first target customers will be relatives or people hailing from the same neighborhoods. Hence, it is important to note that a salesperson from a ghetto can comfortably sell products that are easily affordable to the poor people. The products must fit such economic and social situations. On the other hand, a salesperson hailing from an economically flourished environment can comfortably sell to people that match his/her social environments. Hence, the business owner must consider the social status of the salesperson to determine the types of products that can be sold to particular types of customers with regard to their social class. Both Burt and Kelly have valid arguments on how social and cultural capital affects the life of a human being. This aspect is one of the strengths of the articles. However, it is important to note that such arguments were valid in the last decade of the 20 th century when these articles were published. However, the situation has drastically changed and today, people are not strongly attached to social and cultural factors that defined their environment as they grew up. This assertion underscores one of the articles’ weaknesses, because the argument cannot be applied in the contemporary world. With regard to competence, Bart (1995) argues that a person with effective social network is likely to get a job that earns a higher pay than one who does not. On the other hand, social network matters for a person to succeed in life. A salesperson with a large social network is capable of selling more products as compared to the person having a small sized social network. People that grow up in humble backgrounds are highly social and in most cases, they interact with a large number of people who form high population density in such environments. Hence, a business owner can pay such a salesperson handsomely for selling a product effectively. On the other hand, a salesperson raised in an economically flourished neighborhood is not socially tuned because there are limited social relations in such environments; hence, s/he can only sell a couple of products because the target population is small. Hence, different social neighborhoods produce different competent salespersons. However, a salesperson from a successful background can sell products that target economically endowed customers more easily than his/her poor counterpart because of great confidence in both approaching the target customer as well presenting the product. In addition, in some cases, the quality of social and cultural capital also matters in determining the efficiency of salespersons. The salesperson raised in an economically flourished neighborhood has a higher advantage over his/her disadvantaged counterpart. According to Kelly (1998), social and cultural factors in such neighborhoods aim at producing competent adults. Parents advise their children to study hard in school in a bid to have a good life in the future and they are taken to competent schools right from tender age. Children start interacting and building good networks at a tender age, which they retain to their adulthood in most cases. As a person continues with education up to tertiary levels, s/he continues to make reliable social network. Hence, by the time of being employed, such a person has a wide and effective network, which is an advantage over his/her counterpart from economically disadvantaged background. Hence, according to Bart (1995), such a salesperson can sell many products of high value to a wide network, thus enabling the business to make high profits. Therefore, the salesperson raised in an economically flourished neighborhood can reach out to many people belonging to an effective network made in school and retained up to adulthood. In conclusion, social and cultural capitals are essential elements of human life, hence crucial determinants of success of a person. An adult person relates better with persons that s/he grew up with in the same social environment. However, with today’s improved technologies enable people of different social backgrounds to interact freely, the authors’ claims are invalid to most individuals and especially to educated adults, which is a point of weakness. Moreover, the claims are psychological, hence naturally instilled in humans, and thus they exist despite the dominant developments, which is their greatest strength in applicability in today’s life. References Burt, R. (1995). Structural holes: The social structure of competition. Cambridge, UK: Harvard University Press. Kelly, M. (1998). Social and cultural capital in the urban ghetto: implications for the economic sociology of immigration. In A. Portes (Ed.), The Economic Sociology of Immigration: Essays on Networks, Ethnicity, and Entrepreneurship (pp. 213-247). New York, NY: Russell Sage Foundation.

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Provide a essay that could have been the input for the following summary: The text discusses the issue of cultural appropriation, which is when whites appropriate black culture without the consent or knowledge of the black community. It specifically looks at how this has happened in the United States, and how it has been harmful to black people.

The text discusses the issue of cultural appropriation, which is when whites appropriate black culture without the consent or knowledge of the black community. It specifically looks at how this has happened in the United States, and how it has been harmful to black people.

Appropriation of Black Culture Life by Whites Analytical Essay Cultural appropriation is where by “Whites duplicate licensed property, social declarations, and customary learning from African culture without their authorization” (Hardy 73). The United States is one nation that cultural appropriation has significantly manifested itself. To this end, the US has for many years been christened a ‘melting pot.’ This is owed to the fact that the nation’s population is made up of people drawn from all over the world, coming with different cultures. As a consequence, Americans “who grow up in diverse communities may pick up the dialect, customs and religious traditions of the cultural groups that surround them” (Hardy 74). Cultural appropriation happens when a minority community is robbed off its culture by a more dominant group. This subject, in most cases, tends to make people who are socially conscious to frown. The unapproved utilization of an alternate culture includes dance, dress, music, dialect, old stories, food, customary medication, religious images, and so on. The cultural appropriation is destined to be hurtful when the source group is a minority group that has been persecuted or misused in different ways, or when the object of appropriation is especially delicate. Cultural appropriation is not alright. It is always accompanied by strains of bias, and on a bigger picture it amounts to racism. Also what makes cultural appropriation more incensing for non-White individuals is the way other individuals (Whites and non-Whites) can take off their costume and come back to regular life without the separation or disgrace normally connected with those cultural articulations. It is a fact that one may discover any components of an alternate culture or subculture to be sensational or even have an odd fixation or interest with it. Utilizing those representations is an affront that accompanies a long history and pattern of racial and ethnic segregation and preference. Elvis Presley was not the originator of rock and roll that featured Chuck Berry. Moreover, ‘Ice Baby,’ a hip-bounce melody produced by Vanilla was the first of the kind to top the charts of the great tracks of the time. Furthermore, Justin Timberlake successfully changed his genre of music from pop sensation to the heartfelt songs that are unlike his culture. Kreayshawn, the new White young lady rapper, is just the most recent result of culture appropriation. As such, one could easily argue that she is just trying to live with what contemporary hip-hop music has come to- “without substance, whack, sexualized and talentless” (Hardy 75). Would one say that she is appropriating Black culture or simply diluting it? One should not accept since she is realistic. Kreayshawn’s picture, how she conducts herself, her verses are all subordinate to her- an exceptionally restricted perspective of Black culture. She is a consequence of a kind that was perpetually changed once America acknowledged that there was a chance of cultural appropriation from a small persuasive culture. Kreayshawn, craftsmen like her, and the individuals who co-sign them are all guilty parties in the selling of cultures to other communities (Hardy 78). In 2013, Miley Cyrus turned into the pop star most connected with cultural appropriation. Amid recorded and live exhibitions, the previous kid star started to ‘twerk,’ a dance move with roots in African-American culture. Author Hadley Freeman of ‘The Guardian’ specifically took issues with Cyrus’ ‘twerking’ at the MTV Video Music Awards in August 2013. In front of an audience and additionally in her feature she utilized the repetitive figure of speech of having dark ladies as her sponsorship vocalists, there just to be stroked by her and to respect her squirming derriere, Freeman brought up (Dawkins 470). Cyrus was expressly copying ‘crunk’ music features as well as the hip-hop style of music. She felt she was Lil’ Kim as she cherishes ‘hood music.’ As a result of this, the impact was not of a respect, but of a minstrel show, with a youthful well-off lady from the South doing a pompous impersonation of ‘wouldark’ music, and diminishing ‘wouldark’ dance lovers, to foundation grain and dark ladies that overstated sex object. The Italian-American hotshot, Madonna, has been blamed from copying music outside other groups of cultures, including gay culture, dark culture, Indian culture and Latin American cultures. Madonna may be the greatest culture vulture yet. In “Madonna: A Critical Analysis,” writer JBNYC brings up how the pop star wore Indian saris, bindis, and dress amid a 1998 photograph shoot for ‘Rolling Stone’ magazine. Moreover, in the following year Madonna took part in a geisha-enlivened photograph spread for Harper’s ‘Bazaar’ magazine. Before this, Madonna copied from Latin-American culture for her 1986 feature “La Isla Bonita” and from gay ‘wouldark.’ Furthermore, she aped Latino culture for her 1990 feature “Vogue.” Iggy Azalea hails from Australia and exhibits an Australian accent. Nonetheless, she changes her accent more often from her ‘Mullumbimby’ (Australia’s) to grungy when rapping, an accent synonymous with the people from the South of America. This imparts her profound respect for great rap craftsmen, for example, Tupac, referring to him as the motivation for her to enter the business. Iggy’s case is a typical example of culture appropriation. Other artists from the ‘New Off the Boat’ exhibit how the is use of Black culture speaks sincerely about Asian culture. While aping the ‘New Off the Boat,’ Eddie Huang, an eleven-year-old Taiwanese boy finds himself culturally misplaced as he tries to ape Kool Moe and Run D. In details, he is shown “swathing in a loosely goose-like, brilliantly shaded garment synonymous with the hip-hop uniform of the time, with her hands folded high over his waist, and nodding his head” (Dawkins 460). This is exactly what Moe and Run do on stage. All these inclusive images of resistance were presented to imply a little kid’s (Eddie Huang) uneasiness with his late migration from Washington D.C.’s Chinatown to the splendid, insipid scene of rural Florida. Lastly, we look at Eminem as he appears to be a victim of race-nonpartisan. He gets access to the sensitivity of various rap crowds, as though rap itself is what is being indicted, and in this manner he endears the experience of all rappers- himself included- like being in rivalry with lawful power. With this, Eminem is simply informing the Blacks to be cautious of exploitative cultural appropriation especially by the Whites. Importantly, with this trend there will be dare consequences. If ‘whiteness’ gets to be imperceptible inside rap, the apprehension remains that the fine art will lose its association with the African-American experience, and with it, its authenticity and explanation behind human will be dealt a blow (Dawkins 461). “Sing For The Moment” song pushes it between racial ‘essentializing,’ estranging it to the rap group in which Eminem implies to be a part while referring to his enrolment as a manifestation of legitimate barrier (Dawkins 463). Though a percentage of ‘The Lonely Island’s’ music features depend upon an ‘essentialized’ White-face rap persona for mocking designs, Eminem’s “not kidding” tries to fit and mix it with dark rap’s imperviousness to white power, and thus could be seen as ‘racialized’ and exploitive (Howes 44). An authentic singer ought to feel free and original in his or her music, as opposed to appropriating or stealing. They should be genuine. The vast majority of people wish they should quit having discussions about prejudice and how it works in American culture, but they cannot. Rather, they decide to endure it all for the purpose of stopping culture appropriation. A genuine social exchange is not just for vocal motion, ensembles, religious conventions, musical styling or different things (Howes 46). This trend should be a continuous discussion so that one can really comprehend it in the social and political motion of a group. This will enable one to genuinely comprehend the regular loads and biases that are regularly seen to underestimate certain culture. In conclusion, one should not simply acquire or pay praise. One should stop copying especially from the minority group. One honest thing that people should do is to do a research about a particular culture, understand the struggles through which they underwent to come up with the features that you feel attracted to. What is more likely to “convince is taking one stride further by being politically dynamic and work in solidarity with said people groups” (Howes 54). Works Cited Dawkins, Alesan. “Close to the Edge: The representational tactics of Eminem.” The Journal of Popular Culture 43.3 (2010): 463-485. Hardy, Marieke. “She twerks hard for the money: Iggy Azalea .” Melbourne Post. 13 August 2013: LZ01. Print. Howes, David. Cross-cultural consumption: Global markets, local realities. New York: Penguin, 1987. Print.

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Write the original essay that provided the following summary when summarized: Aramark is an American-owned business, which has so far established its operations in 22 countries all over the world. In its website, Aramark indicates that it offers services in different sectors, which include business and industry, healthcare, sports, entertainment, higher education, and apparel.

Aramark is an American-owned business, which has so far established its operations in 22 countries all over the world. In its website, Aramark indicates that it offers services in different sectors, which include business and industry, healthcare, sports, entertainment, higher education, and apparel.

Aramark Corporation and Globalization Term Paper Aramark Global Analysis Aramark Corporation (hereunder Aramark) is an American-owned business, which has so far established its operations in 22 countries all over the world. In its website, Aramark indicates that it offers services in different sectors, which include business and industry, healthcare, sports, entertainment, higher education, and apparel (Aramark, 2014a). Aramark is an international business because it produces and distributes goods and services, not only in its home country, but in other 21 countries spread across Europe, Asia and the American continents. Azevedo and Bertland (2000) describe an international organization as “a decentralized federation with distributed resources and delegated responsibilities that allows the foreign operations to answer to the local differences” (p. 3). True to the foregoing definition, Aramark is a decentralized organization, which has assigned responsibilities to different offices across the 22 countries. Additionally, the company has provided the overseas offices the mandate and resources necessary to cater for local differences. Aramark Ireland has, for example, set cultural theme days as one of the ways of marketing itself in the country. Additionally, Aramark Ireland translates its staff training manuals into languages that the staff members can comprehend. Moreover, the company changes its restaurant menus to reflect diets that serve the medical, therapeutic and religious diets of the consumer market in Ireland (Aramark, 2009). Theories and Concepts of Globalization, Multinational Strategy and International Business Bartelson (2000) has conceptualized globalization as transference, transformation and transcendence. In reference to transference, Bartelson (2000) indicates that globalization has led to a situation where, national, regional, cultural and other forms of boundaries do not prevent the transfer of goods and services from a unit to diverse countries, regions or cultures. The foregoing is true in Aramark’s case because the company operates in diverse nations, regions and cultures. The transformation concept according to Bartelson (2000) indicates that globalization transforms the systems and units of doing business as they were traditionally understood. Consequently, traditional systems and units that were limited by geography and space can now be replaced by market-oriented structures where competition is crucial. When applied to Aramark, the foregoing concept could be interpreted to mean that rather than worry about competitors in its home country, Aramark should be concerned about competitors in the global front, because, such competitors symbolize a competitive risk. In relation to transcendence, Bartelson (2000) argues that globalization defies the limitations of “pre-constituted units or agents” (p. 189). Transcendence is arguably a hard concept to grasp, but as Bartelson (2000) explains, it means that the boundaries and limitations that existed in the past have now been wiped away. Instead, the globalised world has networks that are not temporal or spatial. Used in context, the foregoing may be reflected in the real time communication that occurs in between Aramark’s headquarters in the US and its other offices across the world. Multinational strategy Firms that have a multinational strategy have other markets in addition to their domestic market (Lynch, 2011). In Aramark’s case, the other markets are the 21 countries, which it offers its products and services to, in addition to its home country, the US. A multinational strategy has a distinct strategy for all the different markets targeted by the company (Lynch, 2011). The foregoing situation is informed by the fact that customer needs, preferences and demands differ between countries. In Aramark, the multinational strategy is reflected in how services are customized to each country’s consumer market and the prevailing market conditions. International Business Theory Porter’s diamond theory seems more applicable in Aramark’s case compared to other theories. The theory posits that the competitiveness of a nation (or in this case an international company), is affected by four things namely: 1. factor conditions (i.e. the factors that a company can exploit – e.g. labor – in order to gain competitive advantage of its rivals), demand condition (i.e. the demands by the consumer market, e.g. for excellence); 2. supporting industries (i.e. the cost effectiveness of suppliers); 3. and the structure, strategy and rivalry of a firm (Mahmud, n.d.). Arguably, and although this is a hard thing to determine from the publicly available information regarding Aramark, the company is favored by all the four demand factors in Porter’s diamond model. The foregoing assertion may not be true in all the 21 countries, but in countries like china, the company’s competitive advantages is attained from a combination of factors which include: its ability to utilize the cheap labor, the high demand for its services, the support industries in the country, and its structure, strategy and an almost absent market rivalry (United States Securities and Exchange Commission, 2012). When, How and Why Aramark Entered Into Foreign Countries Aramark first took the international path in 1968, when it served in the Olympic Games held in Mexico (Aramark, 2014b). By then, the company was known as Automatic Retailers of America (ARA) (Aramark, 2014b). Aramark’s partnership with the Olympic Games organizers propelled it to international operations (Aramark, 2014b). The ‘why’ of entering into foreign countries is best explained by the fact that the company saw an expanded market in those countries, and the fact that it had developed internal capacities to move into the foreign market. In 2001, for example, the company entered Ireland and Chile after expanding its service offers to include food services, healthcare, uniform services and conference center services. Arguably, the reasons why Aramark ventured into foreign markets came true; its wide market base is a confirmation that the opportunity that the company had seen in the foreign market, did indeed exist. The Potential, But Unrealized, Advantages of Internationalization to Aramark The world today has 196 countries. Aramark has only established its operations in 22 countries. The foregoing statistics means that there are still more countries that Aramark can find a ready market. Africa is, for example, one continent that Aramark needs to consider. With 55 countries in total and a population of approximately 1.033 billion people, the continent is no doubt a ready market for different consumer items and services. Global Integration and Local Embedding Aramark integrates its activities by ensuring that the same standards of quality are used everywhere (Aramark, 2009). Additionally, the company has benchmarks on issues such as diversity, which all its overseas operations have to abide with. To embed such activities locally, Aramark has given its foreign operations the mandate to change whatever needs to be changed in order to meet customer requirements and expectations. However, and as has been revealed by Aramark (2009) any market-appropriate change that is made in the company has to keep within identified performance and quality standards. Competitive Factors Driving Aramark’s Global Business Development Aramark targets institutional buyers, who incidentally have weak bargaining powers. The foregoing position can be explained by the reality that Aramark does not have many competitors who can provide similar services, at the same quality, and the same efficiency (Aramark, 2009). Additionally, institutional buyers buy frequently, in large quantities and would, therefore, face high switching costs. However, Aramark’s suppliers have stronger bargaining power because they deliver the supplies to Aramark in large quantities, and the company would not be in a position to find other suppliers at a short notice. Aramark is arguably faced with the threat of new market entrants. However, since the company has a diverse business portfolio, the threat of new market entrants is more pronounced in some business lines (e.g. in janitorial services) than it is in others (e.g. in energy management services). Another competitive factor which Aramark has to contend with is rivalry in the industry. Luckily for Aramark, its brand works to market its services hence ensuring that although competition is stiff in some of its business lines, its reliability usually attracts a significant market share over less-know service providers (Aramark, 2009). Brand Strategies to Enhance Internationalization Aramark went into foreign markets by exporting its own brand name. The company has performed impressively so far and as such, one would argue that its branding strategy was successful. In future, however, the company might consider strategic partnerships with established non-competing firms in new investment destinations. Such partnership would assure the company of a ‘soft landing’ in countries where business cultures are completely different from the US. New Areas for Global/International Expansion As indicated elsewhere in this paper, Africa’s population and its growth rate provides Aramark with a viable potential market. The company may also look into other developed countries in Asia (e.g. Singapore). References Aramark. (2009). Global diversity and inclusion: Our journey . Web. Aramark. (2014). Services and industries. Web. Aramark. (2014). History . Web. Azevedo, G., & Bertland, H. (2001). From multinational to global companies: Identifying the dimensions of change . Web. Bartelson, J. (2000). Three concepts of globalization. International Sociology, 15 (2), 180-195. Lynch, R. (2011). Strategic management (6 th ed.). Upper Saddle River, NJ: Prentice Hall. Mahmud, R. The theories of international business . Web. United States Securities and Exchange Commission. (2010). Form 10-K: Aramark Corporation . Web.

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Provide a essay that could have been the input for the following summary: Aramex grew from a small local firm to a global player in the logistics and transportation business. The company considered international market as a platform for further growth. It has used acquisition, joint ventures and franchises to grow its brand globally.

Aramex grew from a small local firm to a global player in the logistics and transportation business. The company considered international market as a platform for further growth. It has used acquisition, joint ventures and franchises to grow its brand globally.

Aramex International Business Strategy Essay Executive Summary The research presents international business strategy with the case of Aramex International. Aramex grew from a small local firm to a global player in the logistics and transportation business. The company considers international market as a platform for further growth. It has used acquisition, joint ventures and franchises to grow its brand globally. Aramex experienced few challenges related to time zone, language, cultural and legal differences and capital constraints. It is recommended that Aramex must continue with further growth in international markets through acquisition, joint ventures and franchises, as well as grow the business in the domestic market. Introduction Established in 1982 as “an express wholesaler to the US-based express delivery companies” (Aramex International 2014a), Aramex has grown from a local company to a global brand. The company has changed delivery services globally by providing “express, domestic, and freight forwarding services within its operation” (Aramex International 2014a). Aramex went public in 2005. As a result, the company’s major objective is to deliver increased shareholders’ returns by a growth strategy that focuses on enhancing the company’s competitive ability among the main global transportation and logistics companies. Aramex main approach strategy is based on a sustainable business model. This is obvious through its corporate culture and value creation. In 2006, the company released its Sustainability Report. Through this report, Aramex aimed at becoming the first carbon-neutral global logistics and transportation company in the world (Aramex International 2014a). According to Aramex, sustainability management refers to “integrated development and growth of economic, environmental, and social performance in a manner that optimises value for all stakeholders” (Aramex International 2014a). Aramex has been able to exploit free trade agreements and levelled economic conditions across the global to explore new markets. This has enabled it to compete in the global arena. Aramex depends on several factors to drive its business model of strategic growth. These market strategies entail joint ventures, acquisitions, franchises, and leveraging on resources. The company has been able to develop reliable logistics and transportation systems that deliver successful results within its complex operations. Consequently, Aramex has been able to rely on its massive resources and global presence to deliver values to all its stakeholders. Performance Assessment Aramex’s approach to internationalisation/globalisation Aramex developed from a local firm to a major global transportation and logistics solution company with many operations internationally. In the Arabian Gulf, Aramex has become the company of choice in the logistics and other related services. Aramex’s approach to internalisation involves geographical focus with certain products that enhance shareholders’ value based on the company’s growth strategy. The company aims to repeat its model used in the Gulf region in the other parts of the global. Aramex strategy has been “connecting high growth emerging markets, such as those in Africa and Asia, to its global network” ( Aramex emerging markets strategy “paying off” after another record year 2014). According to Aramex, this strategy of promoting trade links between high growth markets has worked well in the global market. Consequently, the company focuses on acquisitions in the major trade routes. In this regard, Aramex noted that “international express and supply chain services were the major drivers of solid revenues in its major geographies and high performing markets, particularly in the Middle East and sub-Saharan Africa” ( Aramex emerging markets strategy “paying off” after another record year 2014). Through geographical positioning, Aramex hopes to capture current and future opportunities in developing economies. Aramex has concluded that Arab countries near the Persian Gulf are its key markets in addition to its new markets in sub-Saharan Africa. Markets in different geographies are responsible for the bulk of its revenues. The company pointed that its approach to link emerging markets to its global operations and hubs is effective. Aramex’s globalisation strategies also involve franchising in emerging markets, mainly in “Africa, Southeast Asia and the Commonwealth of Independent States” (Aramex International 2014a). Aramex’s market entry strategies The company has depended on various market entry strategies globally. Today, Aramex claims its position among the leading logistics and transportation firms in the world. Strategic acquisitions and partnerships have remained the major entry strategies for Aramex in certain markets and regions (Porter 1998). For instance, the company used such strategies in Turkey, Malaysia, Bangladesh and Vietnam (Aramex in strategic acquisitions 2011). Through all these market entry strategies, Aramex aims to achieve sustainable growth that creates values to shareholders. Geographical expansion based on acquisitions in emerging markets, such as Asian countries and sub-Saharan Africa has been identified as the main pillars in the global trade (Parasie 2014). The geographical expansion strategy has ensured that Aramex gains significant presence in the US and China. Aramex also relies on franchises to globalise its brand in emerging economies. Such a strategy has been effective in Africa, the Commonwealth of Independent States and Southeast Asia (Aramex International 2014a). At the same time, Aramex leverages on its existing infrastructures with additional products when expanding into international markets. The company integrates supply chain management alongside document storage business into its existing portfolio in certain regions. Aramex uses organic growth strategy to gain access to international markets. In this regard, the company capitalises on its good reputation as the best logistics and transportation company with all solutions in one location. In addition, technology has driven Aramex business strategy by enhancing efficiency in operations, service quality, sales, business growth and profitability (Aramex International 2014b). Still, Aramex supports small businesses and uses e-commerce to facilitate growth in trading activities. The trade limitations/barriers that apply to Aramex and how it deals with them As Aramex evolves from its local operations into an international business with many products and services, it has faced several drawbacks. The company has used several unique strategies to counteract such barriers. First, Aramex experienced capital constraints. Usually, getting adequate capital for local, regional and international growth strategies could be challenging for any organisation. In some cases, firms may opt for financial markets to fund such expansion ambitions. The company used the funds to expand its regional operations. Aramex also received private funds for further expansion and exited the NASDAQ. The company launched its IPO in 2005 and raised the capital for global expansion. Today, it forms alliances and engages in acquisitions because of adequate capital. Another challenge to effective operations that affected Aramex was time zone differences. Global business operations are difficult because of differences in time zones. Different time zones require an organisation to establish a 24-hour operation and therefore, effective management team must run the company at all times. Schedules for real time collaboration and coordination of business activities in diverse geographical locations were difficult for the company. The farthest east and west with a large time differences were the most difficult to coordinate. Time zone differences have presented many challenges to many multinational firms even with the development in technologies. Aramex has attempted to overcome time zone differences by dividing operations into regions. Decision-makers, however, must be available at all times to execute important decisions required. Aramex also faced language and culture challenges. When Aramex decided to venture into global markets with several diverse languages and cultures, there were challenges associated with business laws, labour market practices, cultures and business languages. Understanding basic elements of these factors are critical for any company that seeks global expansion. Cultures and business practices also differ significantly. Aramex aimed to avoid language and cultural difficulties by seeking joint ventures and franchises with local companies. As a result, the company was able to establish reliable partnerships and a team of professional advisers in different target markets. The company has been able to exploit many untapped markets in emerging economies despite the barriers faced. There were also legal issues that Aramex faced in different markets (KPMG LLP 2011). Generally, states have different types of laws that control specific business operations. For instance, many countries have strict rules about individual privacy, and therefore, courier companies must observe parcels confidentiality at all times. On the other hand, some countries have less strict laws on privacy, intellectual property rights, labour laws, civil rights groups, and environmental issues. All of these differences presented increased costs to the company as it strived to comply with legal requirements and other issues, but Aramex aimed to operate within legal provisions in different countries. Performance Analysis Internationalisation/Globalisation Aramex considers internationalisation as an opportunity for the new growth phase and aggressive expansion (Aramex in strategic acquisitions 2011). The company’s senior executives claim that it has started to invest in key emerging economies. The globalisation strategy has served the company well and therefore, Aramex considers it as a strategy for gaining significant market shares in emerging markets (Grant 2005). It aims to explore further investment opportunities in Africa and Asia. Acquisitions, joint ventures and franchises have fulfilled Aramex’s efforts of creating a comprehensive network in Asia, Africa, the Middle East and other parts of the world. Through international ventures, the company focuses on providing comprehensive logistics and transportation services, enhancing the expansion of customer base and increasing market shares globally. As the company increases its presence in several regions, Aramex also strengthens and complements its existing networks and operations in such regions. Market entry The company’s “strong cash position is ideally placed to support its development and expansion plans globally” (Aramex International 2014a). As a result, Aramex’s performance in the global market has been impressive as it continues to increase sales and profits ( Aramex emerging markets strategy “paying off” after another record year 2014). The company has focused on new markets through acquisition, joint ventures and franchises that have generated positive results and profits. Aramex’s robust business model of agile is closely aligned with its “growth strategy, making it a stable investment choice for local and foreign investors” (Aramex International 2014a). Consequently, it can respond rapidly to unexpected events in the market. Moreover, its decentralised business model has empowered management teams to make critical decisions and respond to customers’ needs effectively. Trade In the year 2013, Aramex recorded an increase in sales by eight percent and net profits by 14 percent. The company’s trade and business activities in international express services supported by robust e-commerce services were responsible for the growing sales and profitability. Aramex has benefitted immensely from its “online platform and e-commerce strategy, particularly in the retail sector globally” ( Aramex emerging markets strategy “paying off” after another record year 2014). In fact, the company’s revenues increased by 23 percent in the year 2013 because of its global e-commerce trading activities ( Aramex emerging markets strategy “paying off” after another record year 2014). Specifically, this strategy has facilitated business in Africa and Asia by linking high growth emerging economies with its established businesses in other regions. Consequently, increased acquisition has become the main approach that Aramex uses in these regions to increase trade links. Aramex has noted strong performances notwithstanding increased difficulties in international markets. The company has attributed such increased revenues to the growing international business in its major geographical regions and high potential areas, particularly in the Gulf region and emerging markets in Africa. Aramex, therefore, aims to promote its strategy with the purpose of seizing current and future trade opportunities across several emerging economies. The company has noted that its core markets are found in the Persian Gulf. These markets contributed the most revenues relative to other regions. Sub-Saharan Africa also recorded strong growth. Aramex asserts that emerging markets and its entry strategies of connecting emerging economies have facilitated global operations and created reliable business hubs. Increased investment activities and acquisitions in emerging markets have contributed to strong performances noted in the company. The company executives note that they will continue to approach global markets bullishly with the aim of driving expansion plans aggressively and leveraging on existing assets, agile business model and global alliances to differentiate business activities. Suggestions Internationalisation/Globalisation Aramex noted that international express and supply chain services have contributed significantly to its sales and profitability globally. In the international front, therefore, the company has been successful. Nevertheless, Aramex also aims to embrace e-commerce in its international expansion efforts. The company must observe that e-commerce and technologies are growing fast in new economies, particularly in Africa, the Gulf region, Asia and Africa. It, therefore, must seek for talents that can implement effective e-commerce strategy and capitalise on high demands across such regions. Aramex must also focus on the emerging business-to-consumer market in order to grow and strengthen its e-commerce business. This would result in a highly efficient platform that will establish Aramex as e-retailer in the international field (see appendix). At the same time, the company must also continue to grow its domestic market because it experienced low growth in the year 2012 due to slow economic activities in Asia and Europe ( Aramex emerging markets strategy “paying off” after another record year 2014). Market Entry Aramex’s market entry strategies of acquisitions, franchises and joint ventures have worked exceptionally well. The company, therefore, should continue to focus on these modes of entry to grow its brand in the international market as competitions with local firms increase. At the same time, it must focus on experiential marketing to engage new customers. Customers will have opportunities to experience Aramex’s international express and logistics services firsthand. Hence, they will understand how Aramex’s products and services will improve their lives and businesses. The company can provide cost-free and risk-free services for new customers and other existing customers to grow its market share globally. Trade Aramex has performed well in the international market. However, the company must seek for further acquisitions, joint ventures and franchises to grow its trade activities. Emerging markets in sub-Saharan Africa and Asia have presented better business opportunities for Aramex. In addition, the company must develop its e-commerce business model to facilitate growth and establish strong links with new markets (Charnovich 2009). This should include a same day e-commerce delivery business ( Aramex buys same day e-commerce delivery firm in Australia 2014). Aramex, however, should not ignore its domestic markets since it recorded slow growths at home (Banalieva and Dhanaraj 2013). Conclusion This researched focused on international business strategy. It used Aramex as a local company that expanded rapidly into the international market. The research has covered performances in globalisation, market entry and trade activities of Aramex, as well as challenges associated with internationalisation. It shows that the company has utilised international business opportunities to grow its brand by focusing on emerging markets, particularly in sub-Saharan Africa and Asia, which it has considered as new emerging markets with strong potentials for growths. Recommendations It is recommended that Aramex should promote its e-commerce in emerging markets globally to grow its international brand and create strong links in emerging markets. It must focus on further acquisitions, joint ventures and franchises alongside experiential marketing strategies to grow its market share, revenues and profitability. Finally, Aramex must increase its trade activities in emerging markets through e-commerce platforms and facilitate trade in the domestic market too. Reference List Aramex buys same day e-commerce delivery firm in Australia , 2014. Web. Aramex emerging markets strategy “paying off” after another record year 2014. Web. ‘Aramex in strategic acquisitions’ 2011, Gulf Industry, vol. 20, no. 1, p. 1. Aramex International 2014a, Overview of Aramex . Web. Aramex International 2014b, Strategic Direction. Web. Banalieva, E. and Dhanaraj, C. 2013, ‘Home-region orientation in international expansion strategies’, Journal of International Business Studies, vol. 44, pp. 89–116. doi:10.1057/jibs.2012.33. Charnovich, J. 2009, ‘How to Maximize Technology ROI and Create and Lead Superior IT Performance’, TecExecs , pp. 1-2. Grant, R. M. 2005, Contemporary Strategy Analysis. Hoboken, Blackwell Publishers, New Jersey. KPMG LLP 2011, Succeeding in a Changing World: International Strategy . Web. Parasie, N. 2014, Dubai’s Aramex Earmarks Africa for Future Growth. Web. Porter, M. E. 1998, Competitive Advantage: Creating and Sustaining Superior Performance: New Introduction, Simon and Schuster, New York. Appendix Figure 1: Growth of e-commerce in the region, source (Aramex International 2014)

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Convert the following summary back into the original text: The text discusses the importance of online brand trust and how it can be improved. It highlights areas of potential improvement that would enable more trust drivers to be realized. These include improving security of search engines, privacy as well as level of trust.

The text discusses the importance of online brand trust and how it can be improved. It highlights areas of potential improvement that would enable more trust drivers to be realized. These include improving security of search engines, privacy as well as level of trust.

Areas of Potential Improvement that Would Enable More Trust Drivers to be Realized Report Introduction In the contemporary society majority of consumers usually turn to internet for various shopping needs. Such process is referred to as online shopping. This concept contributes towards opening of e-business opportunities within international market, enabling consumers to access and purchase wide range of goods and services from any location. The process is made possible since search engines and delivery services are efficiently available (Keegan and Green, 2002). However, such decisions are most of the time influenced by level of trust consumers have on particular online brands. Analysis of Online Trust Brand Several barriers are associated with online shopping some of which include security of search engines, privacy as well as level of trust. Online trend has brought complete changes within businesses based on various distribution channels utilized. According to Keegan and Green (2002), international marketing involves processes where companies define goals and objectives based on extensive investments on resources within various market segments. In such cases, companies focus on effective marketing strategies capable of utilizing current technological wave brought by internet. The process is of great benefit to consumers based on costs, since they no longer need to scramble for parking spaces at shopping malls (Ha, 2004). Research has been done on online brand trust based on consumer interests within textile products market. Online transactions can only be complete in the event that there is existing trust between customers and company’s brand. This makes online brand trust to be very important concept since it assists in creation of favourable attitude towards suppliers (Goodwin, 1996). At the same time, it helps in prolonging exchange relationships and increases competitiveness hence making trustworthy brands gain competitive advantage. The process is much related to online trust which presents important business models in business-to-business transactions. Moreover, many challenges are encountered in the process of establishing and maintaining online trust. This makes majority of companies to be cautious when dealing with online clients. In a similar case online consumers feel reluctant to trade online since they do not trust most web providers with their personal information. This presents online brands with responsibility of establishing some level of trust with customers for the purposes of transacting businesses (Xiling, 2005). Factors influencing online Brand Trust Factors influencing online brand trust are shown in the above diagram. Brand trust is used to refer to the kind of trust consumer attaches to specific brands. This assists in establishment of long-term relationship based on benefits and qualities obtained through delivery processes. Additionally, brand trust enables easier development of consumer’s commitment towards such online products as variety of shoes and clothing offered by Zappos Company. In the same line, Zappos.com brand extensions provide consumers with variety of options making it possible for customers to share information concerning their preferences, tastes and behaviours (Ha, 2004). One of the most important aspects of brand trust is based on its reliability. This is because brand trust involves technical capabilities vital for satisfaction of consumer desires. Moreover, there are certain attributes which usually attract consumer interests hence granting confidence to consumers amidst uncertainties with range of products. Additionally, presence of value should be felt by consumers on the range of products offered based on development process, line of sales used and even in nature of advertisement. Despite many advantages, online brand trust operates in relation to some crucial purchase related factors which determines ultimate outcome. These include; status of security, privacy on personal details, and nature of information conveyed as well as past experiences. Word-of-mouth is one of the most known purchase-related factors used in building consumer trust. At the same time, factors affecting online brand trust can be categorized as web-site and consumer factors which apparently are related to various components of trust such as credibility of website and quality based on emotional comfort (Ha, 2004). Drivers of online brand trust Free Shipping and Free returns offer Zappos.com grants customers free shipping on all domestic orders transacted through their website. This gives consumer’s confidence with the company since they are not charged extra fee irrespective of order sizes. All purchased products are delivered within recommendable time-line, 4 to 5 business days. At the same time customers are allowed to return goods to warehouse in case of dissatisfaction. Fig 2: Nature of delivery services Reliability based on PayPal, visa cards and master card PayPal provides one of the most reliable e-money services since it offers extra protection for users. Allowing use of PayPal by Zappos.com offers some level of security to customers especially on goods purchased. Refunds are processed for the goods and the original cost of postage. Use of Visa and MasterCard provides customers with opportunity to raise a ‘chargeback’ in-case purchases are interfered with. Fig 3: Payment reliability Customer services on Live chat Allowing consumers to contact Zappos.com customer care services via live chat encourages general expectancy on products. Such free interaction helps in reinforcing belief on brand qualities which makes the company appear competent and responsible for every provision within the website. Dispositional attributes determines consumers’ intentions and behaviour towards product quality making it mandatory for Zappos to identify various attributions forming brand trust. The idea of trust assists in bridging the gap between determinants and consumer reactions towards product attributes (Ha, 2004). Low level of online purchases can be attributed to lack of trust between consumers and companies. Dayal et al (1999), focuses on the security issues, merchant legitimacy as well as fulfilment on some of the most important factors influencing online trust. At the same time Shankar et al. (2002) made differentiations by applying unique characteristics on online brand trust which incorporates distinctive constructs such as page design characteristics and consumer characteristics. Additionally, there is inclusion of crucial characteristics such as application of appropriate online medium, level of consumer confidence towards the firm, various brand qualities based on firm’s size, performance within the market as well as communication mix. Fig 4: Customer Care promotions Consumer’s perceived risk The nature of consumer’s perceived risk may affect brand trust since it originates from economic and performance risks. Customers are capable of anticipating the kind of monetary loss they would incur in the process of transacting purchases online. At times they risk in terms of performances whereby the kind of products shown in the Zappos website do not meet their expectations as shown in the website pictures. Such perceived risk affects negatively the level of trust on particular brands (Salo and Karjaluoto, 2007). Website Quality Online brand trust of Zappos Company has got highly visible nature of advertising which plays major role in the development of company’s brand image. The kind of messages used, including consumer comments conveys strong messages towards clothes, shoes and handbags based on functional abilities while at the same time brands accompanied by aesthetic meaningful values portrays some level of relevance to online purchasers (Hofmeyr, 2001). Evidently, there are pop-up adverts within the website accompanying products. This helps in reinforcing brand image since communication through company websites influences strong brand memories which ultimately can be linked to consumers’ past experiences with specified products (Hofmeyr, 2001). Fig 5: Web design showing products Such memories passes through the mind in line with real structuring which enables real interactions between consumers and products based on expectation levels. Online brand trust is basically action oriented with more appealing decorations of which at times can deceive online buyers. Level of brand trust determines how fast brand images fade from minds of consumers since it is dependent on competitive nature and functions of other related products. Most consumers are normally inclined towards nature of information accompanying products inclusive of price tags (Hofmeyr, 2001). The nature of display incorporates all the four P’s of marketing which includes identification of various prices and discounts attached suitable buyers and target markets (Ha, 2004). The level of online brand trust reveals the level of achievement attained by the current branding technique used by the company. Conclusion Well-designed company websites usually provides potential capabilities in conveying timely information to online purchasers. This provides intended satisfaction levels hence reinforcing brand online trust. Quality information helps in increasing consumer knowledge and awareness concerning online products making it easier for them to make concrete decisions concerning brands. At the same time online brand trust is based on product reputation whereby consumer’s level of trust is based upon level of brand reputation within the market. However, understanding consumer perceptions based on online brand trust proves a little difficult task capable of creating challenging situations to retailers hence the need for effective e-marketing strategies. Recommendations Strategies implemented on the website seem important since the target market is defined based on the shoe and clothes sizes. This should basically be based upon identification of relevant market segments based on age, preferences and social classes. Planning done concerning various marketing strategies should basically be aimed at improving level of organizational performance which would ultimately yield higher returns. Process of organizing brands used in e-business involves great allocation of resources for the purposes of attracting grater traffic based on satisfied needs. In the case of Zappos brands, the nature of plan used on the site assists only in the identification and fulfilment of various consumer desires. Moreover, the process of posting customer comments alongside brands creates strong desire within other buyers willing to try same products. Such comments create referral opportunities since they are always convincing based on the rating, which at times reflects true level of consumer satisfaction based on quality and expectations. Additionally, Zappos.co should create a bar on the top to ensure that customer’s country base appear first during search process. Appendix Appendix I References Online Brand Trust Drivers Ha (2004) Purchase-related factors; brand image quality, good online experience, nature of security, word-of-mouth and quality of information used Salo and Karjaluoto (2007) Nature of consumers, nature of product quality, perception on risks involved and past experiences, and nature of different market segments Dayal et al. (1999) Security standards, legitimacy of players within the market and fulfilment Shankar et al. (2002) Web site factors: ease in navigation, trust seals, presentation of brand Consumer factors: self-confidence, website shopping experience and entertainment level Appendix II: Examples of products offered by Zappos.com Born Glendel Keen voyaguer UGC Classic tall $ 195 Reference List Dayal, S, Landesberg, H & Zeisser, M 1999, How to Build Trust Online, Marketing Management , Fall, London Goodwin, R 1996, Economic Meanings of Trust and Responsibility , The University of Michigan Press: Ann Arbor, MI, Ha, H 2004, “Factors influencing consumer perceptions of brand trust online,” Journal of Product & Brand Management , vol. 13, no. 5, pp. 329-342 Hofmeyr, J 1990, The Conversion Model – A new foundation for Strategic Planning in Marketing, EMAC/ESOMAR conference, Athens. Keegan, M & Green, K 2002, Global marketing management , NY: Prentice hall Salo, J & Karjaluoto, H 2007, “A conceptual model of trust in the online environment,” Online Information Review , Vol. 3, no. 5, pp. 604-609 Shankar, F, Sultan, G, Urban, L & Bart, I 2002, The Role of Trust in online Customer Support, Working Paper, Sloan School of Management , MIT, Cambridge, Xiling, Z & Xiangchun, L 2005, Effective user interface design for consumer trust: Two case studies, Unpublished, M.S. thesis , Lulea University of Technology, Lulea.

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Revert the following summary back into the original essay: This paper examines the extent to which the Army 2020 provides the UK Ministry of Defence (MOD) with opportunities for improving workforce efficiency through the use of information systems.The paper examines the different ways in which the workforce is most effective, how the army currently operates in the UK and how the changes envisaged through the Army 2020 Programme are going to impact the present members of the Ministry of Defence in the UK, particularly those that are working in the army.

This paper examines the extent to which the Army 2020 provides the UK Ministry of Defence (MOD) with opportunities for improving workforce efficiency through the use of information systems. The paper examines the different ways in which the workforce is most effective, how the army currently operates in the UK and how the changes envisaged through the Army 2020 Programme are going to impact the present members of the Ministry of Defence in the UK, particularly those that are working in the army.

Ministry of Defence in the UK: The Army 2020 Programme Dissertation Introduction This paper makes an analysis of the extent to which the Army 2020 provides the UK Ministry of Defence (MOD) with opportunities for improving workforce efficiency through the use of information systems. The paper examines the different ways in which the workforce is most effective, how the army currently operates in the UK and how the changes envisaged through the Army 2020 Programme are going to impact the present members of the Ministry of Defence in the UK, particularly those that are working in the army. The researcher has made the analysis by making a discreet examination of the issues relative to people, processes and technology. People issues pertain to aspects such as mental attitudes about working from ten to five and about discrimination at the workplace between office and field workers. Another aspect in this regard is to examine the pressures of family life, particularly in view of the fact that in current times, both parents tend to work in order to add to the family income and to enjoy better standards of living. It is essential to examine the impact of extra working hours and the further impact of this pattern on children and family life. Process issues relate to the policies followed by the army and the manner in which the Army 2020 is going to impact the lives of people working in the MOD, mainly because of the increase in the workforce with the inclusion of additional 30,000 reservists. The MOD’s strategy will be examined in the context of how it plans to deal with the Reserves and how the Reserves will be integrated into the new Army Information Systems. It is essential to determine whether the MOD’s ICT strategy aligns well with the introduction of additional Reserves and whether units will communicate effectively with Reserves after they start working. The expected impact of the Information Systems on these reserves will be examined in the light of the new strategies emanating from Army 2020. It is imperative in this regard to ascertain if there are plans to attain higher efficiency in remote access and mobile working in the UK MOD, particularly in the army. It is also essential to determine whether the associated risks relative to information security and information assurance can be effectively dealt with and whether such risks are outweighed by the benefits accruing from the Army 2020 Programme. Technical issues will emerge after introduction and implementation of the new Information Systems, which is why there is a need to examine the extent to which they will add value to the ongoing functions of the MOD. It is essential to ascertain if there are any issues in regard to remote access and mobile working and whether there are any technical solutions to address the concerns emerging from information security and information assurance. Overall, the objective of the paper is to assess how the UK MOD can make the Army 2020 an excellent opportunity in addressing some of the emerging issues. This is best done through the implementation of the MOD’s Information Systems that will adequately support Army 2020 and create a much more efficient workforce for the future. Literature Review The origin of the Army 2020 Programme can be traced to the outcomes of the Strategic Defence and Security Review (SDSR) of 2010 and the Three Month Exercise in 2011, after which the then Secretary of State for Defence (Dr. Liam Fox) made announcement in Parliament on 18 Jul 11 about making major structural, technological and manpower changes in the army by the year 2020. The envisaged changes included reducing the total strength of the army to 120,000 by 2020, which was planned to be done by establishing a regular to reserve ratio of 70/30. However, there have been some changes in the established objectives and the new envisaged strength of the army is now set at about 82,000 and that of reserves has been fixed at 30,000, thus bringing the total strength of the armed forces at 112,000 by 2020 (Army 2020 – Context 2013). Given that the UK army was at a crucial stage after having completed combat missions in Afghanistan and withdrawn entirely from Germany in becoming entirely UK based after so many decades, the Army 2020 Study Team was set up under the leadership of Lieutenant General Nick Carter with the assignment to study and make suggestions about how best military capabilities can be delivered in keeping with the current limitations relative to manpower and the army’s capabilities. The main objective of the Army 2020 study was to redefine the objectives and capabilities of the army so that it has the added ability of defence and deterrence. Another pertinent goal was to have the required expertise to engage in overseas capacity building. In addition, it was planned to make the army more involved within the country in order to contribute more towards internal resilience. The Army 2020 team was also assigned the job of meeting the objectives set by the Future Reserves 2020 Study by way of constructing an integrated design for the army so that Reserves could be gainfully used in emergency as well as routine work. The Army 2020 Study Team was able to complete its assignment on 12 June 2013, after which Secretary of State for Defence, Philip Hammond made an announcement in Parliament on 5 July through which he outlined the different processes that would lead to the restructuring of the army. The Reaction Force (RF) would be given the status of a contingency group that would provide the natural deterrence strength to the military. Personnel in the RF would be appropriately trained to perform all kinds of intervention tasks. The RF would comprise of three armoured infantry brigades and an air assault brigade and will become the very basis for future operations in terms of establishing durability and stability. Because the RF will always be on standby, it will be manned mostly by personnel sourced from the main army, while a few will be deputed from the Reserves. The Adaptable Force (AF) will comprise of people sourced from the Regulars and Reserves and will be controlled by a divisional commander. It will comprise of seven infantry brigades. The AF will be assigned tasks relative to assignments at the base, engagement in defence, maintaining stabilisation, complying with commitments in other nations and involvement in institutional resilience. The Force Troops (FT) will be a specialist group that will provide support to Reaction and Adaptable Forces from different brigade headquarters. Regional Points of Command (RPoC) primarily pertain to involvement with UK societies and resilience activities related to the UK homeland. It was assessed by the Army 2020 Team that the given functions will be best performed if a regional footprint is maintained while considering the control and command functions of regular and reserve forces. Capability will be maximised and fully integrated by deploying regular and reserve soldiers as also contractors and civilians. The success of this strategy will be dependent on the manner in which the Future 2020 programme works in being excellently equipped and manned by the required people. The objective is to make extra efforts in providing specialised military capabilities by way of training programmes that will focus on supporting strong relationships amongst people and employers. In addition, the required legislation will be passed in allowing for the training programmes to be framed and implemented effectively. Stronger initiatives to implement the Army 2020 programme will be taken after June 2014, whereby new hiring will be made from 1 st to 15 th January 2015. The number of soldiers will be reduced as a consequence of the Redundancy scheme and the Reserves will be hired by the end of 2018. In addition, a large number of troops will return from Germany (Ministry of Defence 2014b). It is apparent that the strategic justification for the Army 2020 programme rests on the National Security Strategy and the Strategic Defence and Security Review (SDSR), which laid out what the army is expected to provide by way of frequency of delivery of the given tasks. The required funding would be arranged by the Ministry of Defence (MOD). The final decision is that the army would comprise of about 82,000 regular soldiers and 30,000 reserves, thus forming a total strength of about 112,000 personnel. Concrete plans have now been put in place in defining the role and structure of the army in the coming future. It is now assumed that the army will continue to be involved in stabilising situations in nations such as Afghanistan, but efforts will have to be made in altering the army’s working system so that better ways are found in meeting the impending threats. The army has to be made appropriately stable in teaming up with partner countries to achieve the military capability and to remove the prevailing instabilities in different parts of the world. The deployment of reserves has to be evolved in such ways that they can be used as part of an integrated army. The programme also envisages creating an entirely UK focused army that engages civil societies constructively, while ensuring cost efficiencies that motivate the creation of further designs directed at improving capabilities towards optimisation (House of Commons 2014). The Ministry of Defence conducted an internal review survey (Continuous Attitude Survey (AFCAS) 2014) through which it sought the views of army personnel about their perceptions in regard to the prevailing working conditions. It was also desired to know what attitudes they had about the current circumstances in which they have to work. After having assessed the information emerging from the responses of defence personnel, the MOD released the compiled statistics that provide a glimpse into the overall perceptions of military personnel in the context of their working conditions in defence. The AFCAS (2014) made comparisons with different years’ data for officers as well as other ranks in each of the services in reflecting that there are considerable differences in perceived roles and experiences by way of working conditions, family life and terms and conditions of service. The objective of the AFCAS 2014 was to analyze and monitor the attitudes of military personnel deployed in important management assignments. The survey assessed different parameters such as welfare, health, leaves, personal life, housing, career growth, leadership opportunities, employment, morale and remuneration. The army personnel also gave their opinions about how they felt working with reserves. The information that emerged from the survey will be very useful in developing and keeping track of policies in the military while also being informative about the outcomes of policies followed by Armed Forces Pay Review Body, Defence Board and other Defence programmes such as the Armed Forces Covenant and the New Employment Model (Army Reserves Continuous Attitude Survey 2014). It is apparent from a comparison of the present survey outcomes with those of AFCAS 2013 that there is not much change in the overall satisfaction levels in most aspects of service life. About 48 percent of the total service personnel were found to be satisfied with their personal and official lives, while 27 percent remained dissatisfied. It becomes apparent that there is not much change in the morale of military personnel as compared to 2013. About 40 percent of the respondents felt they continued to have high morale, while 29 percent responded in saying they did not perceive themselves as having high morale in their working environment. It also becomes apparent that after demonstrating low morale in the previous three years, army personnel now feel little better because 34 percent of the staff from the Other ranks category rated their morale as high. The biggest reason why service personnel wishes to leave the defence is the adverse impact on their personal and family lives (Samale 2013). Many service personnel were motivated to continue with the service because of availability of facilities such as a pension, job security, health care and dental care. About 81 percent of the defence personnel felt proud of being in the service and 29 percent felt they were given value while working. An increasing percentage of staff responded in saying they were overloaded in terms of quantum of work. A significant proportion of defence personnel is accustomed to availing most of their leaves during the year. About 51 percent of the people having working contracts with the Reserves in the previous two years felt that reservists were better integrated in comparison to the previous year (Ministry of Defence 2014c). It was for the first time in 2014 that the Joint Forces Command issued instructions in refining ICT services in the armed forces. It was envisaged to introduce the Defence Core Network Services Programme (DCNS) in improving the MOD ICT service deliveries in order to be supportive of digital agendas and to allow greater efficiency in mobile working as well as fixed users. The new package is expected to be installed within six months through interventions such as Integrated Programme Plans, strategic sourcing involving master category strategies and tools and processes of service integration and management. However, success of procurement processes in regard to the new ICT structures depends to a great deal on the SIAM capabilities and ISS Transformation Programme. The DCNS is a part of the ISS programme that focuses on delivering information and communication technology (ICT) services in order to allow the MOD to work efficiently in conducting military operations. DCNS will eventually provide the required services by integrating better performance that will entail lesser complexities for users. It will be characterised with greater agility in order to enable greater adaptability that will help in meeting up with the quickly changing nature of military operations. The system will prove to be highly cost-effective. DCNS proposes to use permanent services instead of buying equipment and systems and will make use of the ICT Service Portfolio Management to achieve this objective. In order to elucidate on how the given services will help users, the agency has introduced Architecture Reference Model (ARM) that depicts the ways in which the different services will assist in various business and operational situations. The Target Supply Chain Model (TSCM) has been introduced in defining the ways in which such services will be sourced from different industries. The objective is to introduce a Service Tower concept that incorporates the various strategies of Service Integration and Management (SIAM). This method allows for making the best use of cross-governmental ICT services through small contracts that hold the promise of achieving greater output. In addition, a category management strategy will be used in situations where the defined range of services is divided into distinct groups in relation to their similarities and differences. This will allow making future procurements of service integrators for managing supply contracts and integrating end-to-end services. However, procurement of services instead of equipment and effective integration of service portfolio management processes will necessitate changes in organizational skills, particularly in relation to ISS from the wider MOD perspective. The given functions are well substantiated through the workstream associated with the Target Operating Model (TOM). Implementing such changes will require the organisation to use the ISS Transformation Programme. A significant component of the envisaged operating approach is that it is an efficient function of SIAM through which it is emphasised that specific processes allow ISS to adopt industry-focused best practices in delivering the required ICT services. Delivery is the eventual objective of the DCNS Programme that comprises of projects used in procuring services in keeping with the procedures provided for in the model (Ministry of Defence 2014a). The defence ICT strategy of 2013 is so framed that it supersedes the plan framed in 2010 and is applicable to all departments and functions controlled by the MOD. The objective is to permit flow of information between different MOD departments as well as other partnerships in the area of national security. The Defence ICT Strategy 2013 articulates the actions that are to be initiated in ensuring procurement of ICT in ways that it can be easily supported through coherent ways in aligning and complying with government strategies. It is essential to have a broader perspective in order to cover all defence functions instead of just considering those that are being used by the MOD. This implies that the MOD will have to make use of shared solutions and strategies with other governmental agencies and departments within the country as well as internationally. Obviously, the strategy will have to address the needs of information technology, its flows and new plans as relevant to aspects such as Digital in Defence, Cyber Strategy, MOD Information Strategy and Government Digital Strategy. The defence ICT strategy must consider the entire scope of information policies laid down by the MOD. The vision of the MOD information strategy of 2011 pertained to adopting systems of “Agile exploitation of our information capabilities to improve effectiveness and efficiency on operations and in support areas through access to, and sharing of timely, accurate and trusted information” (Ministry of Defence p.2). Going digital in defence is an integral part of the vision of the MOD in adopting modern and innovative systems of operation. The Defence ICT strategy of 2013 has altered the manner in which ICT is sought and used across its entire functions. In fact, the plan has now proved to be a motivating force in creating more coherence into the functioning of different defence departments. The strategy gives immense significance to NATO and aims at establishing a single intelligence environment directed towards dealing with the three core areas of enabling enterprise reach, configuring for 2020 and preparing for any contingency (Ministry of Defence 2013a). In order to achieve its defence vision, the MOD has to change the ways in which it exploits the value systems relative to power perceptions in its information systems. It has been recognized by the defence reform review that information is a significant asset that is critical in issues of both battle and business. There is a strong need to make cost-effective deliveries in the context of military competence as also the effective delivery of MOD’s objectives in primary and support functions. In effect, the information strategy of the MOD is supported by the Defence ICT strategies and seeks to create a corporate environment in which there is constant change in the management of information. The objective is to achieve success in introducing defence reforms in effective and cost-efficient ways. Considerable investment has been made in the Defence Information Infrastructure (DII) in attaining the means to achieve the required transformation and to exploit and use the required information at the right time and place. This allows for making the right decisions and for creating the required impact and to achieve the required outcomes within the given time frame. The MOD believes that the required changes can be delivered through the establishment of information themes relative to information superiority, collaborative information culture, value attached to information as being a strategic asset and guaranteed defence process, identity-based accessibility to information systems, efficiency in records management and innovation and agility. The MOD has created a strategy to meet its information objectives by establishing information themes that will contribute to the achievement of required outcomes. Providing information at the right time will allow the departments to make decisions at the right time. Information superiority will be primarily achieved through collaboration across national and international boundaries, which will help in creating shared awareness that will further facilitate the achievement of quick results. Collaboration in this context pertains to sharing of secure and protected information with partners, which is possible only if the MOD’s data is secured in terms of cyber capabilities and systems. It is essential for defence functionaries to change their outlook and to give value to information in treating it as an asset. Information proves to be of value only if it is made available to the right people that have the required competence in being able to manage and use it effectively. If the defence is to improve and hold on to its information advantages, it is critical to innovate in terms of usage and development of information systems and procedures. Information superiority is crucial for making the right decisions in all situations and environments. The decision to take specific actions invariably involves assessing risks as well as advantages relative to such actions, which is why it is often said that there is not much difference between decision making in business and battle. It is most important to have the ability to take timely and well-informed decisions and considerable support is provided in this regard through information systems. For example, if the UK and its allies are to succeed in Afghanistan, they will have to be crucially dependent on intelligence as well as situational information. Consequently, a great deal of effort is being made in the development of IX, IM and the necessary infrastructure to be used by the Command Control and Information Infrastructure (CCII). To achieve efficiency, the MOD is making use of the Operational Information Superiority Programme Board to swerve and improve the equipment programme by using wide-ranging interventions such as the Equipment Programme Plan and Urgent Operational Requirement (UOR) in order to sustain information supremacy. In addition, the MOD’s policy of maintaining information supremacy has matured a great deal through improvement of Network Enabled Capability (NEC), NEC governance systems and Life Capability Management (TLCM). Collaboration is an essential means to connect information and data processes as well as people across national and international functions. Eventually, the goal is to enhance end to end efficacy of operations. In the MOD, collaboration involves including industry functionaries and foxhole so that data, processes and information can flow freely across all functions and departments. However, the MOD faces daunting challenges in establishing common standards and procedures that are consistent and efficient. Effective collaboration practices will result in operational effectiveness, better military reforms, agility of supply chains and conformity with prevailing regulations and government procedures. Supply chain integration will lead to considerable benefits for the MOD. Adopting supportive styles of operation will lead to consistency amongst fixed and deployed functions. Collaborative working environments allow the MOD to continue working with industries in defining shared standards, instruments and processes. A lot of progress has been made by the defence in developing and rolling out the MOSS (DII ALAMEIN Microsoft Office SharePoint Server) capabilities. Use of adoption tool kits will enable the defence to have a platform through which it can effectively collaborate with different agencies for a prolonged period of time. With the evolvement of collaboration opportunities, the need has developed for enhancing consistency in standards and procedures across different programmes, which has resulted in providing speedy collaboration with social media and social networks. Given that information is crucial and needs to be safeguarded and shared through secure means, the objective of the MOD is to ensure the information without comprising on any issue. The MOD needs to protect its data from varied risks such as cyber threats, intentional leakage of data and unintended loss of data. In addition, it is required to take preventive measures against the challenges imposed by cyber threats directed at stealing and destroying the current information. Cyber threats emerge from the usual operational opponents and state entities such as intelligence agencies of other nations and non-state entities such as computer hackers. To safeguard the current information, all functionaries have to be in the know of involved risks and to recognize their duties while accessing and dealing with information. This is possible only by adopting varied processes of investing in and developing capabilities while remaining consistent in partnerships with the academia and industries. It is thus essential to establish a trusted atmosphere so that the information systems can be handled by reliable sources in collaboration with the MOD’s allies in the government and across the entire supply chain. If this trustworthy atmosphere is supported by an efficient compliance system, the risks faced by the department will be considerably reduced. This will further lead to enhanced effectiveness and agility in the MOD’s working systems, while individual productivity will improve by using interventions such as Access Management (IdAM) that will allow decisions to be taken in a credulous atmosphere. Use of Access Management (IdAM) will help in promoting the adoption of information labelling and digital identity in establishing connections between people and the required information as and when required. High standards of collaboration are being established by the Transglobal Secure Collaboration Program (TSCP) in attempts to collaborate and protect information sharing with different entities. By making use of such standards, the MOD is collaborating with industrial partners in allowing small and medium enterprises to get accessibility to RLI-hosted CWE. Given that the defence is always in need of valuable information and reliable data, it is vital to view information as an extremely valuable asset (The National Archives 2010). Agile utilization of information capability depends on availability of reliable data and if such data is exploited by the defence personnel in improving their knowledge, they can always generate accurate and relevant information that can be of immense help in decision-making processes (Philips 2012a). People working in the defence have to be equipped with the required behaviours and skills relative to acquiring information so that defence outputs are delivered efficiently. All people working in the defence are expected to generate and use data in different ways while being involved in their daily work routines. The basic idea is that it is significant for all people working in the Defence to help in establishing an information culture that acknowledges the significance of information and recognises its critical contribution in assisting during the decision making process. If the MOD is to succeed consistently, it is essential to establish such a culture. However, with the envisaged reduction in the size of the workforce under the Army 2020 Programme, this is not going to be easy to achieve because of the challenges associated with keeping up with the required knowledge, systems and skills. Moreover, with the proposed merger and reduction in size of organizations, there is the added risk of losing essential knowledge. The cultural change that will occur once the new procedures are in place and the consequences of downsizing of the workforce will lead to added difficulties for the MOD in complying with its tasks relative to Freedom of Information (FOI), the Public Records Act (PRA) and Data Protection Act (DPA). Thus, there will be need for bringing in cultural change directed at meeting up with the MOD’s aspirations of establishing better relations with allies and industrial partners. The Government’s Civil Service Learning Programme is envisaged to create a strong impact on training in the main functions relative to information technology. The programme also aims at using the Defence IM Passport in adapting and applying shared approaches towards the improvement of behaviours and skills. This will allow the adoption of strategies of better integration of government functioning across all departments and will lead to economies of scale, thus implying better functionality and greater efficacy. The MOD has proposed to introduce operational information training through programmes of enhancing foundation skills of the personnel deployed in operations. As per the Army 2020 programme, The Head of Profession for Knowledge and Information Management (HOP KIM) has been assigned the responsibility of representing the MOD in meetings of the Government Knowledge Council with the objective of aligning governmental interests in introducing and updating functional competencies in regard to information. This will allow the future workforce to get the required professional guidance. Through such functions, the Head of Profession for Knowledge and Information Management (HOP KIM) will arrange for the acquirement of cyber competencies through education and training at different levels. In addition, he will analyze the impact of changes taking place in the general acquirement of skill sets in defence establishments. He will also pursue and carry forward the agenda for developing cyber skills in different departments. It is planned to imbibe the necessary skills amongst the workforce through induction programmes. This has been established as a priority for the future so that adequate significance is attached to intelligence and protection of information. Accessibility to and management of information in the departments will be made possible through a range of information systems that will assist people and organizations associated with defence. Such a portfolio of information systems will keep changing over time with the evolvement of new information and the prospects that are created with innovations and new technologies. The services will be provided through the Defence Business Services Organisation (DBSO). The defence intranet has now become a significant means of communication that is made possible for people accessing the home page. The intranet systems will enable greater functionality in ensuring that messages about changes in defence are communicated through processes such as web and library services, records archiving and review services, historical analysis and Controlled Values Repository (CVR). The objective is to make reliable data available to defence personnel through web-based services that will be provided by the DBSO. Consistency, inter-operability and rationality of future systems will allow information exchange standards to be recognized at all levels of the MOD’s working. All these information services will add to efforts in achieving the defence information vision because a broad audience will be reached in most departments of the MOD. In addition, they will also contribute in improving MOD’s quality of services because of availability of better information. All these factors will work in enhancing the MOD’s ability in explaining to the courts, Parliament and the public at large about its actions and initiatives. Costs will eventually be reduced in the long term because the department will face lesser extent of legal cases and claims in regard to information. Innovations will go a long way in allowing the MOD to make gainful use of the new opportunities emerging from the adoption of leading-edge technologies. The present planned outlays for information systems will result in considerable improvement, while there are added prospects of achieving much more because of the innovative usage of new information. It cannot be denied that defence departments have always delivered some levels of innovations, but there is need to integrate them in exploiting other opportunities in industry and other departments. Innovations will assist the MOD to optimise its investments, which in turn will be supportive for ICT through understandings relative to the best ways in which investments can be made to achieve the best possible results. They will also help in collaboration efforts by categorizing new ways of exploiting and sharing information across the entire MOD. Efforts towards innovation will facilitate the MOD in establishing its leadership in the usage of information and data. The MOD is already having room-based video conferencing and will soon have capabilities of desktop conferencing. However, video services in the MOD are currently inconsistent and innovations will help in sustaining MOD’s efforts by way of more exceptional ability amongst the workforce in terms of collaboration and sharing of knowledge. Therefore, in order to benefit from opportunities of innovation, the MOD will have to make use of the best external practices, make use of research, identify current shortcomings and identify the dormant capabilities in regard to information systems. Given that we live in a constantly changing world, it is essential for the MOD to identify the best opportunities as and when they are available in order to make the best use of information. The constant improvements being made in ICT should primarily relate to a higher flow of information, which will provide the MOD with opportunities as well as challenges. It is now recognized that in the present technological environment, operations should not be dependent on actions to be taken on land, water, or in the air. Rather, there is now only one battle-space, which is cyberspace on which defence forces have to rely on to a great extent. This is because defence forces are now much dependent on information obtained through new forms of intelligence and surveillance technologies and associated support systems. In order to remain consistently successful, the MOD has to become more responsive and efficient in the management and exploitation of information. Such capability will allow the MOD to carry out its commitments and to effectively face the emerging challenges while remaining within its budgetary limitations. The strategy will help the MOD in improving the use of information across all departments (Ministry of Defence 2011). It is envisaged that the Defence Core Network Services Programme (DCNS) will drastically improve the Information Communications Technology (ICT) of the MOD by way of better user experiences and by way of enterprise-wide end to end ICT services that will be provided in keeping with the agility and costs of best practices in the industry. In this regard, the digital agenda will be supported by DCNS through enabling of efficient mobile services and better quality for fixed users. Achieving the required programme benefits and the successful procurement of new ICT services will greatly depend on the ISS Transformation Programme and the applicability of SIAM capabilities. The DCNS programme relates to making future ISS deliveries relative to ICT services in defence establishments so that the Ministry of Defence can carry out military operations and work effectively as a department of state. In effect, this programme is a branch of the Defence Major Projects Portfolio (DMPP). DCNS has the capability of delivering the required ICT service to end-users who perceive the same as being integrated with better and less complex results that are characterized with agility in making the services to be easily and quickly adaptable to meet up with the fast-changing circumstances. In addition, it proves to be cost-effective in several ways. To provide better services, DCNS aims at acquiring services instead of buying systems and equipment for the implementation of ICT management services. The workstreams are defined by the Services Portfolio working systems with the objective of creating coherence amongst the services in making them compliant with the Defence Information Reference Model (DIRM). The manner in which the services will comply with user requirements is best explained by the Architecture Reference Model (ARM) that reveals the ways in which varied services can be deployed in different business and operational circumstances. The Target Supply Chain Model (TSCM) was set up with the objective of defining the ways in which services can be sourced from industries and used gainfully for a given period of time. The objective is to use a service tower model that will be coordinated with Service Integration and Management (SIAM) to maximise the usage of commoditised ICT services in adopting a category management strategy in situations when the services can be bifurcated into distinct groupings of comparable goods. It is proposed to source a service Integrator in the management and integration of supply contracts. An essential component of the envisaged operating strategy is the adoption of SIAM functions that specify the procedures having the potential to allow ISS to benefit from industry-specific best practices so that well-integrated ICT services are delivered. The main objective of the DCNS strategy is to deliver successfully. The process entails that future services will have to be procured in complying with the DCNS strategy. Thereafter, the projects will lead to change in services from the present status to new engagements while ensuring consistency in continuity of service. The MOD approach is to move away from seeking significant contracts and to focus more on smaller versions such as the Managed Service Providers (MSP). They will be sourced through ICT services pertaining to frameworks such as the Public Services Network (PSN), which will be managed by reducing transition risks in assisting integration processes relative to new Service Towers. The DCNS objective for the coming two years pertains to creating opportunities for planning and commencing with implementing of supply chain models that are compliant with the core principles of DCNS. The DCNS believes in using transparency in the management of supply chains, which allows for understanding the opportunities and associated costs of providing better services. It aims at establishing higher levels of segregation in supply chains characterised with smaller contracts and using new government structures as far as possible. Another objective is to utilise integrated functions in regard to managing end to end supply chains. Portfolio-based strategies help in the replacement of current contracts with more efficient commercial engagements. By balancing the risks of transition from present contracts it is essential to ensure that the objectives of DCNS are met effectively. In this regard, the DCNS has established the Target Supply Chain Model (TSCM), which has the nature of evolving on a continuous basis in reflecting new Tower supply chain approaches on the basis of discrete strategies that allow effectively meeting up with the new challenges in the market atmosphere. Significant changes brought forth with the implementation of the Tower Approach pertain to commercial strategies introduced through ISSS and TOM. The extent of integration that was allocated in the past in respect of the Service Integration Layer is a consequence of the MSP models of the past that were required to be reduced in scale, though not in terms of capacity, The SIAM strategy focuses on ensuring that the varied components of different services in the supply chains are delivered to users in the MOD so that their requirements can be met with efficiently. SIAM functionaries have already outlined their strategy on how they plan to deal with the six main aspects, which are(Governance, Organisation, Process, Service Management Architecture, ISS Service-Based Model for SIAM and ISS E2E. All these have a strong bearing on the working of the ISS. In effect, SIAM is a strategic approach that allows delivery of IT services in a highly complex and differently sourced atmosphere. SIAM can be said to be an improvement over conventional methods of sourcing because it encompasses varied characteristics that permit integrating and managing module services obtained from varied providers in creating E2E services capable of being used effectively by end uses. The ISS implements a strategy of sourcing from different suppliers, which has to be cautiously balanced in terms of being flexible so that the required services are provided to businesses in being efficiently integrated. The objective is to have services that can deliver high levels of continuity in services. Once the ISS is able to allow larger numbers of contracts, the supply chains would become highly complicated. Such a situation will create situations in which there will be need to constantly define controls so that they are implemented on a constant basis and enforced effectively. In the process, the ISS benefits by imbibing abilities to deal with these suppliers in areas such as operation of activities, designing of services and allowing component services to be conveniently moved amongst different MSPs. However, the strategy can succeed only if ISS establishes several contracts for SIAM. The main characteristics of SIAM are customer management, supplier management, service lifecycle management and organization. The main objective is to organize all these capabilities in ways that the required quality is achieved and delivery of projects and programmes are made timely. Given that the ISS has started adopting the tower-focused contract strategy, it is implied that the organization will have to make appropriate adjustments so that the SIAM processes strengthen the need for required changes. The DCNS programmes are required to be technically supported through the GRAPEVINE projects in terms of procuring, evaluating and transitioning IUS services and Connectivity relative to the OSM. Strategically, the teams support the overall transformation process of the ISS. The main objective of the DCNS OpIS is to make agile deliveries of operational information services, which can be effectively used during wartime to make missions successful. These objectives can be achieved by establishing comprehensive architectural requirements, clear and targeted policies, effective use of DCNS services and effective strategies of sourcing. In order to achieve the given objectives, the DCNS OplS strategy will have to make efforts in moving towards a futuristic state in which capabilities are delivered by providing the required services. As far as possible, the DCNS OplS should make use of its usual services and adopt other approaches only if there are different operational circumstances. By adopting such approaches, the DCNS will succeed in maximising consistency while effectively achieving commercial efficacy to improve quality of information that can be used in operations and strategic functions in land, sea and air. The scope of the project relates to four major areas, which are Defence Technical Training Change Programme (DTTCP), Army Recruitment Training Division, Classrooms Information Infrastructure Project (ACIIP), Navy Training Information Infrastructure Project (NTIIP) and Air Training Information Infrastructure Project (ATIIP). EMBRACE is a project of the MOD and falls within its ICT (Information and Communication Technology) strategy that focuses on transformation initiatives established for responding to the new challenges. EMBRACE is a project that will help in developing greater consistency in the compliance of policy initiatives relative to the MOD’s ICT strategies, ultimate objective being to achieve efficiency and better management practices. High-Grade Messaging (HGM) is a technology development proposed to be used by the MOD in securing the availability of assured mechanisms for disseminating crisis information and operational command and control in the entire ministry. In addition, HGM is supportive of strategic deterrence and strategic intelligence functions (Ministry of Defence 2014a). Reserve forces in the UK are known to have made significant contributions that are constantly increasing in the same proportion as the extent to which the entire armed forces are being restructured (Blitz 2012). In meeting the security challenges that have been created for the future, it has become essential to revitalise the Reserve Forces in order to reverse past patterns relative to decline in their total strength and reduction in investments (Philips 2012b). It is proposed to make additional investments amounting to 1.8 billion pounds in the coming ten years with the objective of enhancing the strength of the Reserve Forces and to provide them training and better infrastructure. However, the changes will result in positive impact only if shifts are made in the thinking patterns relative to how Reserve Forces are to be dealt with and how they will be used in combat and civil functions. The Reserve Forces are considered to command immense value for the armed forces and are crucial for delivering internal and external security. The 2010 Strategic Defence and Security Review had outlined the manner in which the armed forces will be structured and proposed the roles that will be played by the reserve forces in the future. It is envisaged to provide additional roles for the reserves as they will be used in larger numbers not only in the force but also in enhancing capabilities of defence in some specialized functions that do not require full-time work (Ministry of Defence 2013c). In the Army 2020 Programme, the Armed Forces have been restructured in making the best possible use of available resources. The objective is to employ national talent in providing the government with varied choices towards addressing the wide-ranging challenges that will emerge in regard to national security. It is planned to complement the Regulars with the Reserves so that they work together by working as a strong force in enhancing military capabilities in diverse ways, particularly in regard to delivering the required range of skills and military abilities. It was conveyed by the Independent Commission on the Reserve Forces in 2010 that the numbers of Reserves in the armed forces were on a constant decline and that they should be invigorated in meeting the increasing demands of a changing security atmosphere. The enhanced dependence of the Reserves implies there is greater need to be assured that more Reserves will be trained and that their training standards are such that they can be effectively utilised as and when required (R. P. Defence 2014). There is thus a need to develop relationships in the context of utilising Reserves. Given that societies rely heavily on national security, it is apparent that the economy and the business world cannot survive without the active participation of Reserves (Ashcroft 2014). It is now acknowledged by researchers and the government that enhanced dependence on reserves proves to be more cost-effective for the country as a whole. It is thus essential for societies to play a greater role in encouraging and supporting the deployment of Reserves in national security. This objective can be achieved only if more people join the Reserves and more industries employ reserves. It is known that Reserves and their families contribute much more to the nation than other sections of society. In addition, the defence is also dependent on them and must reward them appropriately. Once an individual joins as a Reservist, he becomes committed to receive training to be developed as a leader and to make use of the available opportunities in return for appropriate incentives and rewards. Therefore, it is the duty of the government to provide reservists with high-class training, inspiring challenges, leadership opportunities and career growth (Ministry of Defence 2013b). It is known that those employing reservists contribute more to the security of the nation, which is why the Defence recognises and attaches immense value the commitments made by businesses in this regard. The MOD has already declared that it will make the employment process of reservists simpler and attractive, while also providing for recognition to businesses contributing in this regard. However, if these strategies have to succeed, there will have to be a significant shift in cultural and societal perceptions amongst businesses and amongst senior functionaries in the armed forces. Obviously, the envisaged changes and targets will take some time to achieve. Substantial changes are planned to be made in the army in this regard. The Future Reserves 2020 Programme has been framed by the government in providing for additional funding of £1.8 billion, in the next decade. Policies will be created in attracting more significant numbers of people to enlist reservists by making rewarding and challenging offers. It is expected that reservists will be required for practically all functions in the future. However, they will have to be trained appropriately in the required functions, which is why the government has already started investing in providing for high standards of training within and outside the nation. In addition, the MOD has simplified the application and selection procedures for reservists. The MOD has taken initiatives to invest in reservists and their family members and also introduced policy measures that will create better alignment of their salary with that of regular soldiers. After introduction of the new armed forces pension scheme, reservists will also be eligible to draw pension in relation to the time they spend in performing the given functions. The MOD has assured that appropriate welfare support will be provided to reservists, which will be at par with the regulars. Reservists will be provided with occupational health services as also with rehabilitation assistance if they suffer injuries during employment or training. Reservists’ skills will be enhanced to the extent that they can be gainfully employed as civilians in keeping with the qualifications required for civil functions. Moreover, the government has announced a bonus of £5,000 for regulars that leave the army to join as reservists. The government recognises the contributions made by employers in recruiting reservists and plans to set up a National Relationship Management with the objective of strengthening its relationships with such employers. Appropriate financial incentives will be given to employers owning small and medium enterprises and the MOD will establish employer recognition systems with the objective of developing corporate conventions in ensuring that those employing reservists are given their due recognition. The new legislation will be introduced in allowing the armed forces to hire reservists so that the entire range of envisaged tasks can be performed by them. The Territorial Army will be renamed the Army Reserve in reflecting the essential changes that will characterise the new roles of reservists. It will take time to implement all the proposed changes, but there is no doubt that the MOD is committed in working to achieve all its goals. (Ministry of Defence 2013b). Methodology The methodology for this research is based upon the research philosophy that is about making analysis of the extent to which the Army 2020 provides the UK Ministry of Defence with opportunities of increasing workforce efficiency through the use of information systems. The methodology will focus on how the Army 2020 will prove to be an asset in providing the MOD with additional opportunities of increasing workforce efficiency through the use of information systems. The methodology aims at examining the different ways in which the workforce is most effective, how the army currently operates in the UK and how the changes envisaged through the Army 2020 Programme are going to impact the present members of the Ministry of Defence in the UK, particularly those that are working in the army. The methodology relates to making a discreet enquiry into the core issues of people, processes and technology. All these aspects will be thoroughly clarified through the methodology that will be followed in arriving at the outcomes in regard to the expected applicability and effectiveness of the Army 2020 Programme. Given that people issues pertain to aspects such as mental attitudes relative to working hours and preferential treatments are given to some sections of employees, it is essential to have the perceptions of employees about such aspects in the working environment, which is best obtained through the present methodology, which seeks to have information about the attitudes of employees on different parameters that have a direct bearing on their satisfaction levels. Another factor is the examination of the pressures of family life, particularly in view of the fact that in current times, both parents tend to work in attempts to add to the family income and to enjoy better standards of living. It is essential to examine the impacts of extra working hours and the effect of this pattern on children and family life. All these research objectives are best achieved by examining the prevailing circumstances in the MOD and how they impact the needs and expectations of defence personnel. A critical evaluation is then possible of the different circumstances that prevail in the MOD, which can then be used in framing research outcomes that will be very helpful for MOD authorities in determining the perceptions of different sections of employees in regard to the success of the Army 2020 Programme. Research Design This study employed a qualitative research design for purposes of structuring the research process. According to Hopkins (2000), this type of research design will help the researcher to examine the issues at hand since the research is largely interested in evaluating the relationship between different variables. Qualitative studies are either descriptive or experimental, but this particular study will employ a descriptive approach since the subjects, in this case, are people working in different positions in the UK Ministry of defence and it is pertinent to have their views about what they feel about the current working environment and what changes they wish to have in achieving greater satisfaction from their jobs. Primary data was gathered by means of undertaking an online survey specifically designed to measure the respondents’ perceptions, values, satisfaction, and opinion in regard to their working environment in the defence forces in the UK. According to Sekaran (2013), a survey is useful when the researcher is particularly interested in descriptive assessment of a particular phenomenon as it is the case in this study. Secondary data was collected by means of undertaking a detailed review of related literature. This research aimed at achieving the objectives of making adjustments about the current activities of regulars and reserves employed in the UK MOD, particularly in the context of their expectations from the Army 2020 programme and what shortcomings they wish to get rid of in the implementation of the new procedures, particularly in regard to the efficacy of the new information systems that will have a strong bearing on their work and the satisfaction they will derive from such portfolios. On the basis of the literature review and the answers to questions that were forwarded to individual respondents via e-mail, it was proposed to ascertain the following: 1. Whether the Army 2020 provides adequate opportunities of increasing workforce efficiency through the use of information systems. 2. How the changes envisaged through the Army 2020 Programme are going to impact the present members of the Ministry of Defence. 3. What employees in the MOD feel about working from ten to five and about discrimination at the workplace between office and field workers? 4. What are the pressures of family life, particularly in view of the fact that in current times, both parents tend to work in order to add to the family income and to enjoy better standards of living. 5. What are the impacts of extra working hours and the impact of this pattern on children and family life? 6. What impact will the policies followed by the army have on the lives of people working in the MOD? 7. Does the MOD’s ICT strategy aligns well with the introduction of additional Reserves and whether units will communicate effectively with Reserves after they start working. 8. What is the expected impact of the Information Systems on regulars and reserves in view of the new strategies emanating from Army 2020? 9. Will higher efficiency be achieved in the areas of remote access and mobile working in the UK MOD? 10. What are the associated risks relative to information security and information assurance and whether they can be effectively dealt with? 11. Will such risks are outweighed by the benefits of the new policies envisaged in Army 2020? 12. How can the UK MOD make the Army 2020 an excellent opportunity in addressing some of the emerging issues through the implementation of its Information Systems? This research used different characteristics that were present in every chosen department for the purpose of this survey. Individuals were also chosen from diverse backgrounds in order to have a broad cross-section of respondents in enabling the study to have a broad perspective while concluding the findings. 15 employees were chosen from different departments of the MOD, while there were 10 respondents selected from amongst the currently employed reservists who have been involved in the MOD’s activities in the recent past. Five respondents were also chosen from different departments in the MOD in order to have their perceptions about the imminent changes being introduced through the Army 2020 Programme. The respondents were provided with a questionnaire containing 20 questions about different aspects of the working environment in the MOD. The questions focused on extracting information pertaining to the performance of the MOD and what impact the Army 2020 will have on their official and personal lives. The questionnaire was designed after conducting a mock pre-test by way of in-depth interviews amongst decision-makers in different departments of the MOD. Attempts were made to represent the widest possible cross-section of individuals and businesses in relation to the working of the MOD. The criteria used for selecting respondents rested on the willingness of a given employee in coming forth with free and unprejudiced opinion of the MOD’s working. Respondents were selected from a broad base in attempts to include people that were aware of and directly involved with the MOD’s field and office functions. The average age of the respondents was 34 years and 61 percent of respondents were from the field forces, while the remaining were those that were involved in office work. Target Population and Sample The target population for this study comprised of people that were directly engaged with field and office working in the UK MOD. In order to get responses from individual respondents the email option was considered most meaningful because it allows having specific information from the perspective of respondent’s confidentiality. Purposive and convenience sampling approaches were utilized for purposes of coming up with the desired sample. Purposive sampling was used to assist in the process of selecting a sample that has prior knowledge and understanding of the MOD’s working (Cohen et al., 2007). Afterwards, the subjects were requested to respond to the questionnaire by virtue of being in the right location at the right time, otherwise known as convenience sampling (Sekaran, 2013). Data Gathering Instruments Primary data for the study in the case of individual respondents was collected by means of an online semi-structured questionnaire schedule. A questionnaire is desirable in a descriptive study basically because it is easy to administer the tool in an online setting (Cohen et al., 2007). The tool has been designed to measure the respondents’ perceptions, attitudes, and values regarding the MOD’s working by using a five-point Likert-type scale, which allows determining how these variables combine to enhance or lessen their opinion in the context of the MOD’s working. Apart from the ability to attain a high response rate, it is also easy to undertake a comparative analysis when using a questionnaire due to the fact that most items consist of closed-ended questions (Sekaran, 2013). The questionnaire used in this particular study was also subjected to thorough testing to ensure that issues of data validity and reliability are appropriately dealt with. Secondary data for this study was collected through a comprehensive review of literature, sourced from reliable sources, including textbooks and journals. Data Analysis The study employed both quantitative and qualitative data assessment techniques for gathering primary and secondary data. Quantitative assessment involved coding the data contained in the questionnaires and entering them into a statistical package. Afterwards, cleaning and analysis of the data were performed using the same package to generate frequency distributions and descriptive statistics that were used to answer the study’s main objectives. Data was presented in different forms and the qualitative data generated by the open-ended questions was analyzed by using a process known as qualitative content approach. This method involves cleaning, coding, and evaluating responses that were given in either verbal or written communication so as to permit them to be considered quantitatively (Sekaran, 2013). All the people surveyed, are based in the UK have been working with the MOD for over three years. The responses from 1 to 5 pertained to responding to one of the following for each question: 1. Strongly Agree 2. Tend to Agree 3. Neither Agree nor Disagree 4. Tend to Disagree 5. Strongly Disagree Results The outcomes of the survey revealed several aspects about the perceptions of army personnel in the context of their current working conditions. In addition, it also threw light on their attitudes about the current circumstances in which they have to work. Upon making comparison of the responses of different respondents it became apparent that officers, as well as other ranks in each of the services, indicated that there are considerable differences in perceived roles and experiences by way of working conditions, family life and terms and conditions of service. The compiled data gave ample opportunities of analyzing and monitoring the attitudes of military personnel deployed in important management assignments. The survey assessed different parameters such as welfare, health, leaves, personal life, housing, career growth, leadership opportunities, employment, morale and remuneration. The army personnel also gave their opinions about how they felt working with reserves. The information that emerged from the survey will be very useful in developing and keeping track of policies in the military while also being informative about the outcomes of policies followed by different departments in the MOD. It becomes evident from a comparison of the present survey outcomes with those of AFCAS 2013 that there is not much change in the overall satisfaction levels in most aspects of service life. Majority of the service personnel were found to be satisfied with their personal and official lives, while some remained dissatisfied. It thus becomes apparent that there is not much change in the morale of military personnel as compared to 2013. It is also evident that after demonstrating low morale in the previous three years, army personnel now feel little better because 35 percent of the staff from the Other ranks category rated their morale as quite high. The biggest reason why service personnel wish to leave the defence is because of the adverse impact on their personal and family lives. Many service personnel were motivated to continue with the service because of availability of facilities such as pension, job security, health care and dental care. Majority of the defence personnel feel proud of being in the service, although only about 30 percent feel they are given value while working. An increasing percentage of staff responded in saying they were overloaded in terms of quantum of work. Overall, life in the army continues to be quite high; to the extent of 72 percent. In terms of organizational engagement, the respondents clearly revealed they had a high sense of pride in being a part of the army and felt proud about contributing to the nation’s security. Over half of the respondents declared their workload was quite high, but despite this situation, over 45 percent were willing to continue working in the army because of the benefits accruing in terms of other factors such as job security and other facilities not available in other employments. Almost 60 percent of the respondents were found to be satisfied with the current salary levels, while 55 percent asserted they felt privileged to be given the authority to use the latest technologically advanced gadgets and new information systems. In terms of training and career growth, 58 percent of the respondents felt satisfied with the current provisions and practices. It is apparent from the outcomes of the sample survey that the army personnel are mostly contented about their current status and the facilities they get by way of being employees of the MOD. It is apparent that in view of the strenuous circumstances military personnel have to work, they do deserve more than what employees working in other sectors get. Nevertheless, just as growth is imperative in every field of human activity it is logical that army personnel should be offered ample opportunities of growth and career advancement so that they are able to progress and afford higher standards of living in keeping with the fast pace of development that is taking place in the present economic environment because of globalisation. At the same time, the MOD has to approach each issue very cautiously because of its constraints relative to funding and organization in view of its answerability before the UK Parliament. It is apparent that the MOD faces an uphill task because it has to make the best use of its meagre resources that will primarily be made available from the savings in costs emanating from the downsizing of the armed forces as provided for in the Army 2020. Discussion There are some major elements of the Army 2020 Programme through which the MOD envisages to bring major structural and procedural changes in the working of the ministry and its departments, which will have a strong bearing on the working conditions and satisfaction levels of regular soldiers and reservists while also creating ground for vastly improving the effectiveness and efficacy of the Ministry’s performance in a highly evolving national and international security environment. The establishment of a Reaction Force is in keeping with the objective of attaining higher readiness so that contingency tasks can be performed at short notice. The Reaction Force will be equipped and trained so that it can carry out all the operations and interventions in any enduring requirement in the future. In addition, provisions have been made for the establishment of an Adaptable Force comprising of regular and reserve soldiers that will be assigned logistics and infantry functions respectively in meeting the obligations of the MOD. This manpower will be used for wide-ranging tasks such as defence engagements, enduring actions and overseas assignments. A third category of staff in the MOD will pertain to a brigade of Command Support, Combat Service Support and Combat Support, which will be primarily involved in maximising sustainability and efficacy in the MOD’s functions. However, there are apprehensions amongst a section of analysts in regard to moving away from the strategy announced by the SDSR in regard to the Five Brigade Model. Some controversies were created by the announcements made in regard to the Army 2020 Programme, not only in the context of decision making about particular regiments and units but also in regard to a number of strategic issues. It has not been substantiated as to what factors were responsible in driving the given plans and how such projects were envisaged and assessed. There is no clarification on the ways through which the proposed changes in regard to the army’s strength and configuration would guarantee that the envisaged functions could be undertaken effectively (Brooke-Holland & Rutherford 2012). There are no concrete proposals about how the reservists’ roles will change. It is aptly asserted by some analysts that the Army 2020 plans will be the most revolutionary in the MOD’s history. It cannot be denied that the MOD has made use of various tests in determining the viability of the given amendments, but such tests appear to be more relevant on paper. In the case of the Future Reserves 2020 Programme, there are elements that are not corroborated with concrete test results. In the absence of such results, there is no confirmation about the possibility of the plans being implemented successfully. The MOD has not provided specific examples or situations in which the Army 2020 plans have been contested or tested. The National Security Strategy (NSS) and the Report on the Strategic Defence and Security Review (SDSR) of 2011 had clearly observed that the government should prioritise reduction of the budget deficit because otherwise there would be significant implications in the maintenance of national security. Given that all plans have to be financially focused it is important to stir up the army in reducing financial liabilities. However, such criticism is not tenable because in the Army 2020 Programme the MOD has clearly outlined that the regular forces will be reduced to 82,000 personnel and that the Reserve Force of 30,000 will be built over an extended period of five years. The immediate savings occurring from downsizing the regulars’ numbers to 82,000 will provide the MOD with resources to fund the gradual increase of Reserves over the coming five year period. It is thus apparent that the MOD is capable of meeting its financial liabilities accruing from the implementation of the Army 2020 Programme because it is designed in keeping within the limits imposed by its financial envelope. In regard to the MOD’s fighting power emerging from the Army 2020 Programme, it has been argued by analysts that there is still need to analyze the operational efficacy of the military in the rapidly evolving security environment. It is in this context that the House of Commons (2014) has categorically asked the MOD to provide them “with an assessment of how the Army 2020 plans will affect the “Fighting Power” of the Army providing comparable assessments of both current fighting power and projected fighting power following the completion of the Army 2020 plans” (House of Commons, 2014, p.5). The House of Commons (2014) have clearly recommended that the Ministry of Defence should delve into determining the minimum threshold that would allow it to achieve operational efficacy. It is also essential to establish clear-cut goals about the development of such ‘critical mass’ that proves to be of much value for the MOD. The public at large and critics would like to know how the MOD plans to achieve better efficiency in the defence by reducing the size of the work-force. However, this aspect can be clarified well by the MOD if it substantiates on the combined impact of changes being made in terms of improvement in military capability emerging from innovative measures such as better coordination amongst regulars and reservists and adoption of better information systems. Nevertheless, the MOD will have to be cautious because it is not yet known what risks will be faced and what stand the government will take in this regard. It is not possible to reduce the apparent threats through other kinds of investments, particularly building of up-stream capacities in the military arena. The apparent threats assume greater significance in the light of the UK government’s massive financial and military involvement in Libya and the Middle East. Such situations have the potential of posing significant threats to the national security of the country. It is thus apparent that despite the ambitious plans, the military is faced with a critical mass situation because there is no guarantee that the government will succeed in balancing between its national and global commitments (Brewer & Smith 2014). The security risks faced by the UK in the future are indefinite, which is why the MOD is yet to provide a concrete basis for its proposals because as yet there is no provision of contingency initiatives in the event of the occurrence of unforeseen circumstances. The MOD has not yet provided appropriate justification on how it has concluded that the provision of the given numbers of regular soldiers and Reserves will work well in meeting the imminent risks of security. In effect, there is a strong need to create plans for achieving critical mass because of the uncertainty associated with the Fighting Power principle of the MOD. There is need to substantiate on the surety that the Army 2020 provides for a strong basis for the MOD to comply with its emerging obligations. Although the main objective of the Army 2020 study was to redefine the objectives and capabilities of the army so that it has the added ability of defence and deterrence, there needs to be added action taken in the area of gaining expertise to engage in overseas capacity building. Given the MOD’s plans to make the army more involved within the country in order to contribute more towards internal resilience, actions will have to be taken by the Army 2020 team in assigning the job of meeting the objectives set by the Future Reserves 2020 Study. This can be done only if concerted efforts are made by way of constructing an integrated design for the army so that Reserves could be gainfully used in emergency as well as routine work. Regional Points of Command (RPoC) primarily pertain to involvement with UK societies and resilience activities pertaining to the UK homeland. Although it has been assessed by the Army 2020 Team that the given functions will be best performed if a regional footprint is maintained while considering the control and command functions of regular and reserve forces, it is essential to maximise capability that should be fully integrated by deploying regular and reserve soldiers as also contractors and civilians. But the success of this strategy will be dependent on the manner in which the Future 2020 programme works in being effectively equipped and manned. Extra efforts will have to be made in providing specialised military capabilities by way of training programmes that will focus on supporting strong relationships amongst people and employers. In addition, the required legislation will have to be passed in allowing for the training programmes to be framed and implemented effectively. Stronger initiatives to implement the Army 2020 programme will have to be taken in hiring new reserves after June 2014. This will have to be a very cautious exercise because the number of soldiers will be reduced as a consequence of the Redundancy scheme and the Reserves. Given that the reserves will have to be hired by the end of 2018 and a large number of troops will return from Germany, the MOD will have to strike a cautious balance in the deployment of these people. Under such circumstances it is apparent that the strategic justification for the Army 2020 programme rests on the National Security Strategy and the Strategic Defence and Security Review (SDSR), which lays out what the army is expected to provide by way of frequency of delivery of the given tasks. The given functions are well substantiated through the workstream associated with the Target Operating Model (TOM). Implementing such changes will require the organisation to use the ISS Transformation Programme. A major component of the envisaged operating approach is that it is an efficient function of SIAM through which it is emphasised that specific processes allow ISS to adopt industry-focused best practices in delivering the required ICT services. Delivery is the eventual objective of the DCNS Programme that comprises of projects used in procuring services in keeping with the procedures provided for in the model. Doubts have been raised about the ability of the Army 2020 to meet up with the present defence planning assumptions because of the UK’s current commitments in Afghanistan and the Middle East. The impending closure of manoeuvres in Afghanistan provides the UK government with opportunities to make strategic plans in influencing the Defence and Security Review of 2015 and the National Security Strategy for 2015. In view of the massive changes envisaged through Army 2020, there is concern amongst many about the possible impacts of changes being made in the defence planning assumptions made in the SDSR of 2015. Revising such assumptions would not allow the Army 2020 to comply with the given assumptions and there would be added need to increase capabilities and provisions. It goes without saying that the ongoing operations in Afghanistan and the constant changes taking place in the global security environment will create some adversities on the MOD’s ability in responding to sudden happenings. It is known that a significant factor that drives the Army 2020 Programme is the belief that the defence forces are not capable of matching the need to establish five multi-disciplinary brigades because of paucity of required resources. In a constantly evolving global environment and uncertainty about the constantly changing security risks, there is a great deal of apprehension about the Defence Planning Assumptions being appropriate in ensuring the nation’s security. In this regard, the MOD needs to clarify what precautions it has taken or to elucidate on the plans it has made in regard to ensuring adequate flexibility in the availability of resources in contingent situations. An essential aspect of the United Kingdom’s military policy has been its capability of taking armed and other actions involving the military in warfare as well as peaceful maintenance of law and order in regions such as Afghanistan, Iraq and the Middle East. Because of the heavy financial commitments involved in such operations, the UK has already suffered a great deal and the government has not been able to offer convincing explanations to its citizens. Nevertheless, the Army 2020 Programme plans to continue with such expeditionary capabilities by establishing competency levels in the army whereby a broad range of military initiatives can be undertaken. There is no doubt that such operations are of a different nature and require a different approach and state of mind. Because of the uncertain contingencies, the MOD will have to provide for additional resources on training and skills development in preparing a wholly integrated force that is competent to function in severe and challenging circumstances. In keeping with its foreign policy commitments, the UK has no alternative but to develop a robust expeditionary force that is equipped with the skills to act lawfully under complex circumstances while being at ease in taking the apparent risks in exploiting the opportunities they get. The Army 2020 envisages a much smaller army, but before implementing all the plans, it is important for the MOD to determine and declare how the military will work in conjunction with other services. There is need for the MOD to place on record how it will do the required testing in substantiating the chances of success of its new strategies as framed in the Army 2020 (House of Commons, 2014). It becomes apparent from the outcomes of the sample survey that the workforce is currently in a positive state of mind about the current facilities and working conditions in the MOD. However, there are some apprehensions amongst the field force about not being given equal status as those of employees working in the MOD’s offices. This is perhaps because of the close proximity these employees enjoy with the decision-makers. In view of such circumstances, there is need on the part of the MOD to examine the issues and take remedial action in removing these negative perceptions so that the field force remains in a high state of motivation. It is apparent that in view of the difficult circumstances under which military personnel have to work, they do deserve more than what employees working in other sectors get. Nevertheless, just as growth is imperative in every field of human activity it is logical that army personnel should be offered ample opportunities of growth and career advancement so that they are able to progress and afford higher standards of living in keeping with the fast pace of development that is taking place in the present economic environment because of globalisation. At the same time, the MOD has to approach each issue very cautiously because of its constraints relative to funding and organization in view of its answerability before the UK Parliament. It is apparent that the MOD faces an uphill task because it has to make the best use of its meagre resources that will primarily be made available from the savings in costs emanating from the downsizing of the armed forces as provided for in the Army 2020. Conclusion It is apparent from the research that the radical change that will emerge from the Army 2020 programme in changing the very structure of the army warrants several other actions on the part of the MOD to create a more conducive environment through appropriate actions in the areas of employee satisfaction and technology deployment. In addition, the MOD has to introduce significant structural and procedural changes in the working of the ministry and its departments, which will have a strong bearing on the working conditions and satisfaction levels of regular soldiers and reservists while also creating ground for vastly improving the effectiveness and efficacy of the Ministry’s performance in a highly evolving national and international security environment. Controversies have been created by the announcements made in regard to the Army 2020 Programme in the context of decision making about deployment of particular regiments and units. The MOD is responsible for clarifying substantiating on the varied apprehensions that have been raised about the factors that are responsible in driving the given plans and how such scenarios were envisaged and assessed. The MOD needs to clarify on the ways through which the proposed changes in regard to the army’s strength and configuration would guarantee that the envisaged functions could be undertaken effectively. Concrete proposals have to be made about how the reservists’ roles will change. However, there is no doubt that the Army 2020 plans will be the most revolutionary in the MOD’s history and it cannot be denied that the MOD has made use of various tests in determining the viability of the given amendments, but such tests appear to be more relevant on paper. In the case of the Future Reserves 2020 Programme, there are elements that are not corroborated with concrete test results. The MOD has not appropriately substantiated in explaining how Army 2020 plans have been found to be viable in the current settings. Given that all plans have to be financially focused, it is essential to make the MOD aware of the need to reduce its financial liabilities. At the same time, the criticisms in this regard are not entirely tenable because in the Army 2020 Programme the MOD has clearly outlined that the regular forces will be reduced to 82,000 personnel and that the Reserve Force of 30,000 will be built over an extended period of five years. This will result in considerable savings in providing the Mod with additional resources to fund its technological initiatives that have been planned with the objective of bringing greater efficiency in meeting the challenges imposed by a changing global security environment. The UK MOD is adopting the latest technology in its information systems, which is apparent from the initiatives taken under the Army 2020 in regard to the ICT (Information and Communication Technology). It was envisaged to introduce the Defence Core Network Services Programme (DCNS) in improving the MOD ICT service deliveries in order to be supportive of digital agendas and to allow greater efficiency in mobile working as well as fixed users. The Defence ICT Strategy 2013 articulates the actions that are to be initiated in ensuring procurement of ICT in ways that it can be easily supported through coherent methods in aligning and complying with government strategies. The MOD has done well in introducing Regional Points of Command (RPoC) that pertain to involvement with UK societies and resilience activities pertaining to the UK homeland. The given functions will be best performed if a regional footprint is maintained while considering the control and command functions of regular and reserve forces. Capability will be maximised and fully integrated by deploying regular and reserve soldiers as also contractors and civilians. The overall success of the MOD’s strategy will depend on the manner in which the Future 2020 programme works in being effectively equipped and manned by the required personnel. But such programmes will succeed only if extra efforts are made in providing specialised military capabilities by way of training programmes that will focus on supporting strong relationships amongst people and employers. The strategic justification for the Army 2020 programme rests on the National Security Strategy and the Strategic Defence and Security Review (SDSR), which laid out what the army is expected to provide by way of frequency of delivery of the given tasks. However, success of procurement processes in regard to the new ICT structures depends to a great deal on the SIAM capabilities and ISS Transformation Programme. The DCNS is a part of the ISS programme that focuses on delivering information and communication technology (ICT) services in order to allow the MOD to work efficiently in conducting military operations. In order to achieve its defence vision, the MOD has to change the ways in which it exploits the value systems relative to power perceptions in its information systems. It has been recognized by the defence reform review that information is a significant asset that is critical in issues of both battle and business. There is a strong need to make cost-effective deliveries in the context of military competence as also the effective delivery of MOD’s objectives in primary and support functions. However, there appears to be no doubt about the MOD’s ability to mobilise resources in meeting its short and long term objectives established under the Army 2020 Programme. References Army 2020 – Context. 2013. Army Reserves Continuous Attitude Survey 2014, Ashcroft, L 2014, The Veterans’ Transition Review . Web. Blitz, J. 2012, Army Restructuring Faces Big Challenges, Financial Times. Brewer, V. & Smith, B 2014, Army Experimentation Developing the Army of the Future—Army 2020 . Web. Brooke-Holland, L. & Rutherford, T. 2012, Army 2020. Web. Hopkins, W. 2000, Quantitative Research Design, Sportscience, vol.4, no.1, pp. 15-17. House of Commons 2014, The Army 2020 Plan . Web. Ministry of Defence 2014a, DCNS Fact Pact. The ICT Services Delivery Programme. Ministry of Defence 2013a, Defence Information and Communications Technology Strategy. Ministry of Defence 2013b, Reserves in the Future Force 2020: Valuable and Valued. Ministry of Defence 2013c, Transforming the British Army. Ministry of Defence 2014b, Statistical Series 6 – Other Bulletin 6.03 – Armed Forces Continuous Attitude Survey 2014 , Presented to Parliament. Ministry of Defence 2011, Information Strategy: Better Informed, Better Defence. Philips, M. 2012a, Army 2020: Roles, Capabilities and People, Rusi, London. Philips, M. 2012b, The Future of the UK’s Reserve Forces , Rusi, London. R. P. Defence 2014, National Audit Office report on Army 2020 . Web. Samale, C. 2013, The mental health of serving and ex-Service personnel . Web. Sekaran, U. 2013, Research Methods for Businesses , Wiley, New York. The National Archives 2010, Securing Britain in an Age of Uncertainty: The Strategic Defence and Security Review , Controller of Her Majesty’s Stationery Office.

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Provide the inputted essay that when summarized resulted in the following summary : In his article, Michael Fried explores the form of the photograph and how it has evolved over time. He also looks at the views of some art critics on still-life art pieces.

In his article, Michael Fried explores the form of the photograph and how it has evolved over time. He also looks at the views of some art critics on still-life art pieces.

Art in Modern Times Critical Essay The first article is authored by Michael Fried and it explores the form of the photograph. The article begins by discussing the nature of still-life paintings. The paper also looks into the views of some art critics concerning still-life art pieces. According to the author, visual art gives several but particular impressions to the viewer. Consequently, painters are more aware of the ‘expected’ end results than they were in the past. The article proposes that for artists to avoid looking like they are trying too much to produce an ‘effect’, they have to try to ‘do nothing’. The author concludes by exploring the issue of absorption and invisibility in the interpretation of photographs. The other article is authored by Nicholas Brown and it forwards the argument that artwork is just like any other commodity. The article begins by exploring an excerpt by Karl Marx and then continues to outline the roles of art buyers and sellers. The element of satisfaction and its relation to commodity exchange in the art market is explored by the author. Art as a commodity that can be sold and purchased applies to culture and its capital value. According to the author of this article, the commodity market leads to self-representation. Consequently, it has been argued that most of modern art is produced under restrictive environments. The lack of ‘real subsumption’ is a factor that has affected art in modern times. This paper is a discussion of the arguments that are presented by both articles concerning art in modern times. The place of art in modern times is adequately investigated by Michaels in his article. One of the most prominent arguments in the first article is the connection between still-life art and photographs. According to the author, the photograph is a representation of the Diderotian still life (Michaels 1). In this regard, photographers are nowadays regarded as artists. However, the claim that photographers are a part of the fine art community has been challenged by several stakeholders. The main opposition against photography being an art form is based on the argument that photographs do not carry with them the adequate ‘intentional meaning’. The argument against legitimacy of photographs as a form of fine art is still debatable. Most art scholars are of the opinion that photographs are not art because they ‘capture’ rather than ‘convey’ meanings. This argument is quite solid especially in an age where photographs and videos have bombarded everyday art life. Consequently, admitting photographs into the category of fine arts would saturate the market with a ‘shaky’ art form. For instance, the intention of modern photography is to present audiences with products that are pleasing to the eyes. The argument of most art scholars is that art should carry ‘intentional meaning’ (Michaels 4). Michaels also explores the idea of ‘art and objecthood’ in a modern context. According to the author, in the past art has responded to ‘theatricality, minimalism, postmodernism, and literalism’ (Michaels 5). Consequently, art and objecthood makes the silent nature of photographs to be ‘artistic’ in translation. Nevertheless, the author notes that the objecthood of various forms of art varies. On the other hand, the author of the second article uses Marxist arguments about commodities and the market place to explore the place of art in modern times. According to Marx, whenever the element of money is featured in a transaction, the most important relationship is between the artist and the market (Brown 1). This argument is quite interesting because it covers a large part of modern culture. For instance, some paintings can fetch millions of dollars in the market while others only sell for a few hundred. After a close investigation, one might find that the quality of the materials that is used to make both paintings is similar. However, one painting becomes very appealing to the buyers while the other one is hard to sell. Naturally, the artist will seek to find out what appeals to the buyers during art auctions. In the process, the artist will abandon his/her self-expression in favor of the tastes of the buyers. This argument appears simple to most people. However, given the capitalistic nature of the modern art industry, this argument is quite significant. The author solidifies this argument by explaining that modern artists only strive to produce products that are of value to others and not to themselves. Both authors reckon that art has changed over the course of time. For Fried, the proof is in the fact that the consideration of photographs as a form of art is commonly debated in modern art circles. On the other hand, Brown investigates the place of art in the modern capitalistic environment (Brown 2). In both articles, the authors do not offer blanket judgments on the place of art in modern times. However, the authors explore the arguments of other art experts such as Ranciere, Diderot, Robinson Crusoe, and Hegel among others. Both articles discuss modern complexities that characterize modern art. On nature and theatricality, Fried explores Ranciere’s argument that paintings are legitimately artistic because they only imitate non-art without themselves being ’non-art’ items. On the other hand, photographs can be non-art (Michaels 4). This argument was broken down by Fried when he explained that a photograph acts like one of the many items in the world but it does not act like a representation of any of these various objects. This argument is quite similar to Brown’s argument that modern art only exists in a market place. Consequently, art has always been produced in accordance with the needs of the users and not the artists. This argument also translates to the fact that not all art has managed to retain its autonomy in the prevailing market conditions. For Fried, the legitimacy of art depends on its form while for Brown authenticity relies on the intended market (Brown 7). These two arguments focus on the factors that give art a place in modern society. In both articles, there are several arguments that appeal to art enthusiasts. The argument about photographs being termed as people, places, and objects can resonate with any art scholar. For instance, when most people see the photograph of the president they say that ‘is the president’ instead of using the latter explanation. Therefore, photographs are more like reflections than they are expressions. All these circumstances solidify the argument that photographs do not fit the description of art. Fried’s article is a deep analysis of the form of photographs in relation to art. Previously, art was rarely taken to the market place and in most occasions, the market itself found the art. This interesting argument is contained in Brown’s article. Furthermore, the author notes that today’s market place is quite competitive as a result of globalization. The article maintains that art has the potential to achieve autonomy in modern times. However, factors such as globalization, capitalism, and mass marketing prevent art from gaining autonomy. Brown’s arguments appeal to art scholars because like Fried’s claims, they provide important points of discussion. Works Cited Brown, Nicholas. The Work of Art in the Age of its Real Subsumption under Capital . Nonsite, 13 Mar. 2012. Web. Michaels, Walter. Neoliberal Aesthetics: Fried, Rancière and the Form of the Photograph . Nonsite, 25 Jan. 2011. Web.

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Write an essay about: The author finds it ironical that Google safeguards privacy and freedom of its users in its home market and then readily accepts to alter its policy in other markets like China.Google should not censor searches in China because that does not amount to giving information; instead, it is taking information away.

The author finds it ironical that Google safeguards privacy and freedom of its users in its home market and then readily accepts to alter its policy in other markets like China. Google should not censor searches in China because that does not amount to giving information; instead, it is taking information away.

“Google: Don’t Be Evil Unless…” Case Study Table of Contents 1. Summary of the author’s viewpoint 2. Discussion of the ethical issues 3. Responses to the questions 4. Reference Summary of the author’s viewpoint The author finds it ironical that Google safeguards privacy and freedom of its users in its home market and then readily accepts to alter its policy in other markets like China. Moreover, the use and existence of copyrighted material on Google websites services such as Google Books and YouTube expose the firm to copyright-related court battles. Although ninety-nine per cent of Google’s revenue comes from advertising, the company continues to face complaints from advertisers about click fraud. Google has also been violating users’ trust and privacy by using personal details to recommend friends with its Buzz service. The service exposes a loophole in privacy security that governments can use to monitor private conversations. On its Android service, Google collects mobile users’ location details even when they are not using location services on their smartphones. While Google in 2012 explicitly stated how it would collect user information from various services to help enhance user experience, it failed to disclose the fact that it would also use other forms of identification to track users against their will. The problem becomes worrisome when Google bypasses users’ intentions and actions to block its monitoring activities (Stanwick & Stanwick, 2014). Discussion of the ethical issues Confidentiality and privacy of a customer’s information are critical elements of ethical conduct that service businesses should follow (Stanwick & Stanwick, 2014). In addition, a company like Google ought to be forthcoming with information about its activities concerning users’ private information. Many users may not be aware of what Google does, even when the company claims that the unethical data collection eventually leads to better experiences for them and secure storage of their information from third-party access. Users have a right to demand Google to stop monitoring them. They can do this by signing out of Google services. When this happens, Google should not have to use other background means to access information from such a user because the intention not to use Google’s services was explicitly demonstrated by the user’s actions. Part of compliance with business ethics for Google comes through state regulations on privacy of users’ information. However, as a company claiming not to be evil, there should be no need to for investigation into wrongdoings in the first place. The matter should be clear enough such that the company does not involve itself in any unethical practice. The best way forward is to give people a chance to make their own choices, rather than coerce them into making choices that are favorable to Google. Responses to the questions Google should not censor searches in China because that does not amount to giving information to the world. Google was adamant about not wanting to provide information because it wanted to protect its trade secrets. Revelation of the search results findings and subsequent scrutiny by authorities would provide room for rival companies to understand technologies used by Google, which could allow them to launch rival products. Google’s rationale for the Google Books Library project was to put information that was already available for public access for free on the Internet to extend the reach of public libraries beyond their physical addresses (Stanwick & Stanwick, 2014). The issue of tracking users even when they are logged into Google services is the most disconcerting because it just shows the way the company puts its interest before those of users that it claims to serve. It is a complete violation of trust. Reference Stanwick, P. A., & Stanwick, S. D. (2014). Understanding business ethics. Thousand Oaks, CA: Sage.

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Write an essay about: In the text the author discusses Jeff Koons' art work New Hoover Convertibles and Triple Elivs. He points out that the work was created in 1981 and consists of three vacuum cleaners placed in a transparent box with fluorescent lights in the bottom. The author also mentions that the work was meant to provoke, shock, astonish, but at the same time, to inform, point out and communicate.

In the text the author discusses Jeff Koons' art work New Hoover Convertibles and Triple Elivs. He points out that the work was created in 1981 and consists of three vacuum cleaners placed in a transparent box with fluorescent lights in the bottom. The author also mentions that the work was meant to provoke, shock, astonish, but at the same time, to inform, point out and communicate.

Artworks by Jeff Koons Essay Table of Contents 1. New Hoover Convertibles 2. Triple Elvis 3. Bibliography 4. Footnotes New Hoover Convertibles Jeff Koon was one of the most controversial artists of the post war time, his works were designed to provoke, shock, astonish, but at the same time, to inform, point out and communicate. 1 His work called “New Hoover Convertibles” was created in 1981. The visually distinctive factors of this work are the three vacuum cleaners that were advanced for their time. The artist put them into a transparent container make of acryl and added fluorescent lights in the bottom so that the exhibits were properly lit. By inserting the vacuum cleaners into the transparent box and adding fluorescent dramatic lighting the artist made the appliances look like very valuable trophies. This was done in order to communicate the public passion for consumption and the change of values in the society. Koons pointed out that in the beginning of eighties household appliances were something people had to work hard to buy, they represented everyone’s big goal, they were the evidence of an important achievement. The historic factors that influence Koon and inspired him to create this work of art was the rapid development of technologies and the social passion for consumption and the love for pristine newness. 2 Besides, the way the three vacuum cleaners are arranged – in a straight line, makes it clear that the work of art symbolizes not only consumerism but capitalism dwelling in the supermarkets and putting the goods in geometrically correct rows, lines and forms. His work represents the mass culture of the beginning of the eighties and the use of readymade goods presents the nature of consumption in a controversial way by comparing usual objects to valuables and paying capacity to an achievement. Triple Elvis Triple Elvis is a work of art that contains three levels. They are arranged hierarchically. The closes object seen by the viewers of the work is a blow up pool toy shaped as a red lobster. The second dimension of the work includes three photographs of a half naked Playboy model in seductive poses. The last layer is the print made of Westermann’s art works arranged one over another in an abstract manner. This layer is located the farthest from the audience. Each of the dimensions overlaps with the ones near to it. Lobster pool toy is put on top of the whole work. By creating such hierarchy in his art work, Koons demonstrated the reversed values where art is at the very bottom of the pyramid, and pornographic images are more important than it. 3 They also are bigger in size. Finally, the very top is occupied by a very simple entertainment item that is not artistic at all. Adding it to his pyramid of art Koons shows the new attitude towards aesthetics and beauty. Making the lobster a part of the art work and actually placing it on top of everything else Koons demonstrated the ranks of values. This way Koons’ pyramid of art turns to the pyramid of consumption. The most popular kind of goods and entertainments are represented by the pool toy. The next is a series of images of sexual character – the second most popular consumption product. Finally, art is at the very bottom and is mixed up. In this work Koons makes art a part of consumption culture of the eighties. This is why all art works of Koons were based on the elements of Triple Elvis. Bibliography Farago, Jason. “ Jeff Koons: A Retrospective review – great, good, bad and terrible art ”. The guardian. Web. Fineberg, Jonathan. Art Since 1940 . Upper Saddle River: Peason, 2010. Jeff Koons: A Retrospective ”. Whitney.org . Web. Footnotes 1 “Jeff Koons: A Retrospective”, Whitney.org . 2 Jason Farago, “Jeff Koons: A Retrospective review – great, good, bad and terrible art”, The guardian . 3 Jonathan Fineberg, Art Since 1940 (Upper Saddle River: Peason, 2010), 460.

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Write the full essay for the following summary: The assassination of Osama bin Laden was a major step towards the fight against terrorism.The death of Osama Bin Laden on mid-2011 by the US forces in Pakistan was received with minimal global opposition. The killing of the Al-Qaeda leader was a major step towards the fight against terrorism.

The assassination of Osama bin Laden was a major step towards the fight against terrorism. The death of Osama Bin Laden on mid-2011 by the US forces in Pakistan was received with minimal global opposition. The killing of the Al-Qaeda leader was a major step towards the fight against terrorism.

Assassination of Osama Bin Laden Influence Synthesis Essay Introduction The death of Osama Bin Laden on mid-2011 by the US forces in Pakistan was received with minimal global opposition. The killing of the Al-Qaeda leader was a major step towards the fight against terrorism. The following is a literature review on how the assassination of Osama Bin Laden was an example of how intelligence can make a real contribution to the international justice and the ‘rule of law’. This paper presents the rule of law as the permissible code of rulings that administrate a country and not the subjective pronouncements by key government representatives. On the other hand, international law will be presented as the set of policies that are universally acknowledged as obligatory when it comes to addressing affairs within and among countries. Literature Review Issues raised after Bin Laden’s Assassination In his speech to the US House of Representative Judiciary Committee, the US Attorney General, Eric Holder stated that the action of the US Navy Seal of assassinating Osama Bin Laden was within the tenets of law. Confirming the same claims, Hasian (2012) and Krech (2011) say that the move was a national self-defence on a military target. Holder presents Bin Laden’s butchery as a kill-or-capture mission and that since he (Bin Laden) had defied orders to be apprehended, the Navy Seals were justified to kill him. From another perspective, Dahl (2014) reveals how the acumen that led to the death of Osama bin Laden shed a light on the importance of intelligence with respect to global justice and the rule of law. Osama Bin Laden and his Al-Qaeda group were held accountable for several terrorist attacks across the world, particularly the 9/11 attack in the US. In their view, King, Glascock, and Levitt (2014) assert that counterterrorism measures have been more intelligence-oriented. Inkster (2011) presents a clearer picture of the situation when he reveals the US Central Intelligence Agency (CIA) as among various intelligence agencies, which have created networks across the globe. Although the agreement is not mutual, most commentators have agreed that the intelligence agencies have helped to attain global harmony and the rule of law as required by the United Nations Global Counter-Terrorism Strategy (UNGCTS). According to Wachtel (2005), the UNGCTS has called members to enhance and enforce human rights and the rule of law when creating and executing counter-terrorism policies. The Rule of Law and Osama’s Assassination One of the basic principles of the rule of law is that all citizens or governments should be treated equally. Even criminals and terrorists should be treated under the same law. In Oden’s (2007) view, terrorism hinders the enjoyment of human rights, demeans civil society, causes insecurity, and tampers with the socioeconomic development of victimised countries. Thus, under the rule of law, countries should adopt counterterrorism measures to avert terrorism, apprehend, and prosecute suspects through a fair trial process. Presenting a similar opinion, Rollins (2011) says that countries should ensure that counterterrorism efforts are consistent with international laws. Legal commentators such as Osborn (2011) and Rolins (2011) have held a contrary opinion that the targeted killing of Osama Bin Laden was unlawful and that it defied the tenets of human rights and international justice because the Navy SEAL had option to apprehend him when he was unarmed. Such legal experts consider it as an act extrajudicial killing. In their move to counter Osborn (2011) and Rolins’ (2011) position, law experts such as Dahl (2014), Chiesa and Greenwalt (2012), and Ellmann (2007) clarify how the international law permits a country under the principle of Jus ad Bellum to apply force as a means of self-defence against military invasion if the United Nations Security Council authorises it. The Al-Qaeda group had declared a holy war against America. It attacked its embassies in Africa and the World Trade Centre. Thus, the US forces were justified to go to Afghanistan and Pakistan in an effort to protect themselves from the armed attacks of the terrorist movement (Ellmann 2007). Based on the reasoning of the supporters of Bin Laden’s killing, since the UN members are sovereign, they are required to respect the boundaries of other countries. However, in an attempt to protect its citizens from armed attacks, the US was authorised to attack Bin Laden, even in a foreign country (Rogers & McGoldrick 2011). In Dumounchel’s (2012) view, whether a state should invade another country in pursuit of its enemy is determined by how the host country is cooperating. CIA had reported that Bin Laden resided close to the city, yet the Pakistan administration was not making efforts to arrest him. The failure of Pakistan to collaborate with the international community to fight terrorism gave a room for the intercontinental neighbourhood to intervene (Lee 2014). Osborn (2011) and other legal commentators who oppose the assassination assert that the Navy SEAL should have apprehended Bin Laden was both unrealistic and needless. However, Dumounchel (2012) contends that the Al-Qaeda leader had become an enemy combatant and that based on the provisions of the international law, the US had a room to assault and assassinate him because one is allowed to confront his or her foe in a battlefield. Arresting him would have been difficult. The US could not tell whether he had explosives or not since he was a terrorist. Moreover, detaining him would have been countered with brutal actions across the globe to instigate his release (Cerone 2011). The Contribution of the Intelligence to Global Justice through Osama’s Targeted Killing The intelligence work of the CIA that eventually led to the elimination of Bin Laden had various advantages, not only to the US but also to the global community. His assassination reinstated world peace. The materials that were retrieved from the site revealed various plots that he and his counterparts had planned against America and its allies (Wong 2012). Moreover, considering that the attack and assassination were legal according to the international law, the Operation Neptune Spear that eliminated Bin Laden brought justice. His death was justified for the many atrocities he had caused across the world (Lee 2014). The crimes he committed were indeed against humanity. Hence, as Alkana (2011) confirms, his demise was a stop to his heinous actions. The UN is committed to fighting terrorism and retaining international peace. It has permitted members to ensure their national and global peace by creating and implementing counterterrorism policies (Paust 2011). However, the UNGCTS calls for the creation of policies, which observe the rule of law whilst achieving international justice (Price 2011). As one of the means of countering terrorism, intelligence faces criticism with respect to how it contradicts with the principles of the rule of law. Most intelligence strategies are seen to be torturous and contrary to the international human rights. It is important for intelligence agencies to stick to the rule of law when dealing with terrorists to ensure justice for the victims and suspects (Price 2011). Conclusion The discussion in this paper has considered a literature review on the death of Osama bin Laden with a focus on how it has contributed to the rule of law and global justice. It has shown that the killing of Bin Laden was legal according the international law. Moreover, considering that he was responsible for several deaths and global uproar, his assassination brought global justice. References Alkana, K 2011, ‘What Happened on 9/11? Nine Years of Polling College Undergraduates: “It was always just a fact that it happened’, The History Teacher, vol. 44 no. 4, pp. 601-612. Cerone, J 2011, ‘The Legality of the Killing of Osama bin Laden: Proceedings of the Annual Meeting’, American Society of International Law, vol. 107 no. 1, pp. 47-51. Chiesa, E & Greenawalt, A 2012, ‘Beyond War: Bin Laden Escobar, and the Justification of Targeted Killing’, Washington & Lee Law Review, vol. 69 no. 3, pp. 1371-1470. Dahl, J 2014, ‘Finding Bin Laden: Lessons for a New American Way of Intelligence’, Political Science Quarterly, vol. 129 no. 2, pp. 179-210. Dumouchel, P 2012, ‘Revenge or Justice? Obama Gets Osama’, Journal of Violence, Mimesis & Culture, vol. 19 no. 1, pp. 9-17. Ellmann, S 2007, ‘The “Rule of Law” and the Military Commission’, New York Law School Law Review , vol. 51 no. 4, pp. 761-799. Hasian, M 2012, ‘Link to external content American Exceptionalism and the bin Laden Raid: American Exceptionalism and the bin Laden Raid’, Third World Quarterly, vol. 33 no. 10, pp. 1803-1820. Inkster, N 2011, ‘The Death of Osama bin Laden’, Surviva l, vol. 53 no. 3, pp. 5-10. King, J, Glascock, J & Levitt, L 2014, ‘The Death of Osama bin Laden: News Diffusion and the Role of New Media’, Southwestern Mass Communication Journal , vol. 29 no. 1, pp. 1-20. Krech, H 2011, ‘The Growing Influence of Al-Qaeda on the African Continent’, Africa Spectrum , vol. 46 no. 2, pp. 125-137. Lee, S 2014, ‘Killing Osama Bin Laden: Legal and Necessary’, Widener Law Review , vol. 20 no. 1, pp. 1-26 Oden, A 2007, ‘Comparison of the Political Thought of Huey P. Newton and Osama Bin Laden’, The Black Scholar, vol. 37 no. 2, pp. 53-60. Osborn, R 2011, ‘A Death to Celebrate?’, Commonwealth, vol. 138 no. 11, pp. 7-8. Paust, J 2011, ‘Permissible Self-Defence Targeting and the Death Of Bin Laden. Denver’, Journal of International Law & Policy, vol. 39 no. 4, pp. 569-583. Price, G 2011, ‘After Osama’, The World Today, vol. 67 no. 6, pp. 4-6. Rogers, V & McGoldrick, D 2011, ‘Assassination and Targeted Killing—The Killing Of Osama Bin Laden’, International & Comparative Law Quarterly , vol. 60 no. 3, pp. 778-788. Rollins, J 2011, ‘Osama bin Laden’s Death: Implications and Considerations’, International Journal of Terrorism & Political Hot Spots , vol. 6 no. 4, pp. 627-652. Wachtel, A 2005, ‘Targeting Osama Bin Laden: Examining the Legality of Assassination as a Tool of U.S. Foreign Policy’, Duke Law Journal, vol. 55 no. 3, pp. 677-710. Wong, S 2012, ‘Targeted Killings and the International Legal Framework: With Particular Reference to the US Operation against Osama Bin Laden’, Chinese Journal of International Law , vol. 11 no. 1, pp. 127-163.

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Write the original essay that generated the following summary: This paper discusses the importance of assessing innovation in organizations and offers several models for doing so. These models include the diamond model, innovation chain model, innovation funnel model, and corporate ethics. The paper also highlights some of the challenges associated with assessing innovation, such as the potential for bias and the need for validation.

This paper discusses the importance of assessing innovation in organizations and offers several models for doing so. These models include the diamond model, innovation chain model, innovation funnel model, and corporate ethics. The paper also highlights some of the challenges associated with assessing innovation, such as the potential for bias and the need for validation.

Assessment of Innovation in Organisations Report Executive Summary Innovation constitutes an important tool for enhancing competitive advantage for an organisation. Thus, when organisations assess innovation, they acquire the opportunity to make corrective measures to any growth strategies that hinder them from flourishing. This paper proposes diamond model, innovation chain model, innovation funnel model, and corporate ethics as potential plans for analysing novelty at Google China. The analyses and discussions of these models are based on information that is derived from secondary resources. It is assumed that there are no new versions for these models. Therefore, the secondary information introduces challenges of invalidity and unreliability. The paper has the limitation of generalising its recommendations in different nations where Google has established operation. The focus is on Google China. Introduction Over the last 50 years, novelty has been considered an important driving force for economic and organisational growth. Technology and innovation are two hybrid components, which while embraced by manufacturing firms can help drive their productivity. In a business environment that is characterised by intense competition, originality is increasingly being considered a core competency that organisations must develop. Companies that consistently innovate do not rely on chance. They address innovation in a systematic way. Fundamentally, novelty means the introduction of something that is new in a particular environment. In the business setting, modernism takes place when “new products or services are introduced and successfully commercialised” (Tidd & Bessant 2009, p.7). However, even in the service sector, empirical research shows that originality has the ability to make organisations develop better quality and low-priced services (Dorner, Gassmann & Gebauer, 2011). Considering the merits of pioneering, its assessment becomes important to help an organisation determine its degree of innovativeness in relation to other organisations. Purpose The purpose of this paper is to assess novelty at Goggle China. The assessment is based on conceptual frameworks for assessing modernism in organisations that are drawn from a wide range of literature on novelty. Recommendations are offered on how Goggle China can assess its modernisation better to yield higher competitive advantage. Background Assessing modernisation enables organisations understand their status in innovation practices and clarify various needs on which it should focus to ensure better success. It also facilitates customisation of innovation programmes to address weaknesses in novelty practices. The goal of modernisation is to increase competitive advantage for any organisation. Kanter (2006, p.75) contends with this assertion by adding that high profit margin expectations lure managers and leaders within an organisation to adopt blockbuster modernism thereby expending huge resources. However, success of newly innovated services and products is unpredictable, and in some situations rare, in the marketplace. This situation suggests that the most appropriate novelty assessment model for Google China should address the underlying weaknesses in originality of products that suit the Chinese marketplace. Scope In the manufacturing context, modernisation involves the introduction of new manufacturing processes and practices, new technologies, and new materials among other things, which help lower the costs of production or increase the pace of production and quality of the manufactured products. However, since novelty is evident in many companies, the scope of this paper is limited to Google China with reference to the aforementioned models. Methodology Research can be designed to deploy primary or secondary resources. The current research draws from a wide range of secondary data to propose a model for assessing Google China’s modernism. The search is conducted through online credible libraries to identify articles that discuss models for novelty assessment within organisations. Using these models, assessment of the company’s modernism is conducted based on specific requirements for operation in the Chinese market. This situation makes it possible to draw points of consistency and inconsistency of the company approaches in novelty with the models. Assumptions In the analysis, it is assumed that the approaches followed by Google China in the development of its modernisation reflect the policies of Google Company, since it is one of its constituent companies. It is also assumed that some other recent models (not yet published so that their access is possible) do not outdate the discussed models. Limitations Researching on practices that are deployed by organisations to enhance competitive advantage such as novelty presents some limitations. In the case of global organisations, operations in different nations subject them to different policies and regulations. Thus, the modernisation approaches deployed by Google in China may differ from innovation practices that are deployed elsewhere. This case makes the research possess limitation in the generalisation of the recommendations offered across all nations where Google has established its presence. Frameworks Existing research on modernism documents different models for assessing innovation in ICT-based organisations such as Google China, for instance IVC (innovation value chain), diamond model, and innovation funnel. In addition, Martin (2010) proposes that assessment of innovation in an organisation can also be done in the context of compliance with various standard components of any groundbreaking activity that has high probabilities of success. This case presents a corporate ethical model for assessing novelty in an organisation. Innovation Value Chain Model Source: (Hansen & Birkinshaw, 2007) Proposed by Hansen and Birkinshaw (2007), the model presents modernism as comprising four sequential stages, namely generation of thought, selection, translation, and the diffusion. The framework avails an end-to-end means of evaluating commercial gains for the firm by accessing and developing knowledge, creating originality, and commercialising the developed ideas to enhance its success. It ensures an in-depth analysis of an organisation’s effectiveness through KPI parameters for assessing novelty as shown in appendix 1. The model may find applicability at Google China since it can be adapted to different levels within the organisation. Application to the Organisation The applicability of the value chain model to different sectors within an organisation makes it possible to assess the distribution of various innovative practices across many organs while at the same time comparing modernism at different organs that make an organisation. This goal may be achieved more effectively by incorporating changes to the model proposed by Roper (2008) so that it provides room for practical interpretation and modelling of three major activities that are incorporated in the modernisation process, namely accessing knowledge, building originality, and commercialising modernism. Collaboration in the process for knowledge generation and development of novelty may involve an organisation’s internal research and design, substitution, and/or complementation with external knowledge sources (Roper, 2008). The efforts made by Google China to gain access o knowledge can reveal its engagement in innovation activities. Building originality entails transforming knowledge to ensure codification of modernism in the process and the development of new products or organisational forms. Modernisation is usually generated through collective action of work teams (Von Stamm, 2009, p.14). Thus, assessing the extent of incorporation of multi-skilled workforce in areas of strategic focus may help reveal the levels of organisational commitment to modernisation. In the context of Google China, building originality may reflect intensities and rates of adoption of deferent types of innovation, both open and hidden forms of modernisation such as marketing activities. Assessing novelty also requires evaluation of the extent of exploitation of modernism in enhancing sales gains and/or productivity. The model can help in assessing innovation at Google China by revealing its spending in IP protection and in building reputation to improve sales. Diamond Model As shown below, the diamond model has five main aspects of novelty assessment, namely product modernisation and technology strategy, idea-to-launch process management, portfolio management, climate, culture, and leadership, and new product performance. Source: (Rugman & D’Cruz, 1993) Application in the Organisation Under this assessment criterion for novelty, Google China can consider three main issues, namely the existence of a strategic plan to foster originality, alignment of the plan with corporate strategy, and the presence of established mechanisms for ensuring effective implementation of corporate strategies (Tidd & Bessant, 2009). Innovative services and products must serve the needs of customers. Thus, while assessing modernism in an organisation, it is important to consider the degree of flexibility and robustness in the processes that Google applies in developing new products and services. This degree may be assessed from the context of the ability of products and services to meet the needs of the customers (Tidd & Bessant, 2009). Thus, the degree of Google China to manage internal processes may reveal its originality. Modernism thrives in an environment that fosters a free flow of ideas (Von Stamm, 2009). Evaluating whether management of Google China permits employees to communicate their ideas can help in assessing its innovativeness. In this extent, evaluation of the capacity of the organisational structure of the company to encourage or discourage modernism becomes crucial. Innovative ideas emanate not only from an organisation’s internal stakeholder, but also from external ones (Von Stamm, 2009). Thus, the capacity of Google China to establish healthy and long-lasting relationships with suppliers, firms, academic partners, specialists, competitors, and even customers present higher or lower opportunities for nurturing innovative culture. Learning determines the ability of organisations to instil strong and effective training and development programmes to ensure growth in knowledge and expertise of its employees as a strategy of creating an environment for modernisation. Through evaluating Google China’s learning programmes, its capacity to generate and garner information through linkages measures the degree of its novelty. Learning provides the pillar on which assessment of novelty in an organisation is conducted based on its capacity to share information on past failures and success stories (Tidd & Bessant, 2009). Innovation Funnel Model Funnel model has nine aspects or steps that can be used in assessing modernisation in an organisation. These are “strategic thinking, portfolio and metrics, research, ideation, insight, targeting, originality development, market development, and selling” (Tidd & Bessant, 2009, p.16). In applying this model in assessing innovation at Google China, these steps can be divided into three separate major stages in the next sub-section on application of the model at Google China. Application in the Organisation The first step in weighing up novelty using innovation funnel model encompasses portfolio, metrics, and the strategy. This step defines modernisation inputs such as scope, structures, and the context of the change that is necessary for its creation (Tidd & Bessant, 2009). Step 2 involves the novelty processes such as research, insights, development of ideas, targeting, originality development, and the process of developing markets. Step 3 considers outputs. This step implies that any innovative activity must generate economic gain for Google China. These process interactions among various players within the organisation are important. Corporate Ethics Model Corporate ethics model considers the capacity of an organisation to follow various novelty rules. Martin (2010) defines these rules as interventions made by an organisation to ensure a positive reception of modernisation, impacts of novelty on people, and impacts of people on transformation, the disruption of status quo, the shared responsibility of reconstruction, the capacity to enhance continued modification, and features of the innovated products and services. Apart from revealing the innovativeness of an organisation, this model also provides a means of analysing the effectiveness of innovation of Google China. Application at the Organisation At Google China, novelty brings about change. Thus, corporate ethics model constitutes one of the important mechanisms of assessing it. The model highlights the necessity for integrating various environmental dynamics within organisations to yield success for an organisation in the long term. Critical Analysis Gaps Identified Models for assessing novelty within an organisation seek to establish the necessary areas of improvement or gaps upon the development of better processes, restructuring an organisation’s development strategic plans, incorporation of training and development, and establishing relationships among other concerns. Through gap identification, it becomes possible to recognise mistakes that may hinder novelty such as “impulse to struggle innovation with tight controls such as the same planning, budgeting, and reviews applied to the existing business” (Kanter, 2006, p.76). Google China has gaps in modernisation in terms of development of products that have the capacity of penetrating into the burgeoning cell phones market in an effort to foster higher growth in sales, as an essential output for novelty as suggested by diamond model. Google China also experiences competition in the advertising industry from other organisations such as Facebook and other social networks. Strengths Irrespective of the model that is deployed to assess innovation within an organisation, the focus should be on utilising opportunities and strengths to overcome weakness and threats. Google China has established a central position on the search industry. It holds the highest share in the market of more than 60%. China is also experiencing an immense growth in android applications. Through Smartphone, android applications make it possible to access many of the Google products. The company has low acquisition costs in comparison with revenues. The advancement of Google chrome encompasses one of the major achievements of the company with the capacity to enhance its dominance in the Chinese market in comparison with its competitors such as Yahoo. Although Google China has the pressure to develop more innovation to participate competitively in the changing technological world, based on corporate ethical model and funnel model, it evidences the presence of innovation. From the context of funnel model, an organisation must utilise its resources to enhance the development of new products and services (Tidd & Bessant, 2009). Google China values its people as an important source of competitive advantage through improvement of new products and services that meet the needs of the Chinese market. This claim implies that the process of modernisation incorporates the needs of the target market to ensure a positive reception of the products. In this context, Martin (2010) insists that unlike Yahoo, Google Company took much time to evaluate strategies for designing its search technology to ensure it complies with governmental regulations. Weaknesses Assessing novelty in an organisation from the context of innovation value chain model requires the investigation of an organisation’s capacity to access knowledge, build originality, and commercialise it (Hansen & Birkinshaw, 2007). Accessing knowledge requires interaction with internal and external stakeholders to identify possible areas of transformation, which can help build the success of an organisation. This concern reflects the need to develop products such that they influence communities in a positive way (Martin, 2010, p.24). In this extent, Google China’s innovativeness becomes evident if it has derived strategies to minimise the impacts of weaknesses of its products to receive a negative reception by the communities that consume them. The major weakness of Google China is the lack of incredible appearance on social media, especially upon considering that the trend on search advertising is on relying on social media to communicate to communities that consume such products and services. Yahoo Company released a blogger’s name in an effort to comply with Chinese authority requirements on censorship. This provided evidence that was required in sending the accused person to prison. Consequently, its penetration in the Chinese market became problematic. Using the innovation strategy for putting in place a mechanism of enhancing positive reception by the community, Google China decided to maintain personalised information, especially with relation to e-mails and weblogs within a database situated outside China. Hence, amid its weakness in the Chinese market, this innovative idea has translated into the immense dominance of Google China in the Chinese market. Recommendations Innovation is the only tool for ensuring that an organisation acquires a competitive advantage. For the Google Company, modernisation is recommended as a critical element in the endeavour to increase the ability to address the various needs of more diverse Google customer base. One of the principal mechanisms of nurturing novelty should involve integration of people in the innovative design processes. For example, Google can gain from the various viewpoints of its diverse workforce in the effect that such a workforce provides increased problem-solving capacities, which lead to advancement of new products and services. This recommendation is critical for the success and performance of the organisation in the future unknown dynamic business environment. The fact that the company embraces principles of corporate ethics, apart from their application with success in the Chinese market, it should also consider applying them in the development and customisation of products to suit other markets. Such strategies can ensure that the organisation is always a preferred choice among its target markets. In this context, a hybrid of the corporate ethics and diamond model for assessing modernism is recommended. Conclusion Innovation and creativity are crucial in gaining a competitive advantage in the modern dynamic market that is characterised by influx of many products and services. Google China accepts that improvement cannot be negated while producing products, which always hit in the marketplace. Hence, assessing this novelty is of paramount importance. An organisation can only measure its extent of modernism through the deployment of various models of gauging innovation. Four of these models were discussed in the paper together with their applicability at Google China. Reference List Dorner, N., Gassmann, O., & Gebauer, H. (2011). Service innovation: why is it so difficult to accomplish? Journal of Business Strategy, 32 (3), 37-46. Hansen, M., & Birkinshaw, J. (2007). The Innovation, Value Chain. Harvard Business Review, 85 (6), 87-98. Kanter, R. (2006). Innovation: The Classic Traps. Harvard Business Review, 84 (11), 72-83. Martin, K. (2010). Innovation, Ethics and Business. Sidney: Institute for Corporate Ethics. Roper, N. (2008). Modelling Innovation Value Chain. Research Policy, 3 (1), 45-53. Rugman, M., & D’Cruz, R. (1993). The double diamond model of international competitiveness: Canada’s experience. Management International Review, 33 (2), 17–39. Tidd, J., & Bessant, J. (2009). ‘Managing Innovation: Integrating Technological, Market and Organisational Change. The International Journal of Educational Management, 21 (1), 6-25. Von Stamm, B. (2009). Leadership for Innovation: what can you do to create a culture conducive to innovation? Strategic Direction, 25 (6), 13-15. Appendix

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Write the original essay that generated the following summary: Supporting Students with Speech Impairment CourseworkSupporting Students with Speech Impairment CourseworkThis text discusses the importance of providing best support for students with speech impairment. The text also highlights some effective strategies that can be used to empower these students. OneSupporting Students with Speech Impairment CourseworkThis text discusses the importance of providing best support for students with speech impairment. The text also highlights some effective strategies that can be used to empower these students.

Supporting Students with Speech Impairment Coursework Supporting Students with Speech Impairment Coursework This text discusses the importance of providing best support for students with speech impairment. The text also highlights some effective strategies that can be used to empower these students. One Supporting Students with Speech Impairment Coursework This text discusses the importance of providing best support for students with speech impairment. The text also highlights some effective strategies that can be used to empower these students.

Supporting Students with Speech Impairment Coursework Introduction Students with various learning disabilities should get best support in order to achieve their educational goals. Teachers and parents should use different strategies in order to empower every disabled learner. One of the common learning disabilities is speech impairment. This kind of disability affects the learner’s ability to read, communicate, interact, talk, and associate with others. Speech impairment is usually subdivided into three types. These disorders include “articulation, voice, and fluency” (Sileo & Prater, 2011, p. 38). Articulation disorders are usually associated with omissions, distortions, and substitutions. Such aspects make it impossible for many disabled learners to acquire their educational goals. Supporting the Learning Needs of a Student with Speech Impairment According to Godwin-Jones (2009, p. 5), “collaboration of a powerful team is critical when educating different children with learning disabilities”. The “multi-disciplinary team should include teachers, pathologists, parents, and special trainers” (Godwin-Jones, 2009, p. 7). This discussion encourages parents and guardians to be part of such teams. This approach will ensure every targeted learner acquires the best goals. The power of assistive technologies can never be underestimated. A wide range of assistive technologies can make it easier for many learners to achieve their potentials. Such assistive technologies should be used depending on the educational needs of every learner. Different software packages will make it easier for learners with speech impairments to improve their language skills. A good example of these computer software programs is called First Words . This program presents the required graphic representations. The software also synthesizes speech in order to teach different nouns. The software amplifies the sounds of different words. The software package makes it easier for every learner to achieve his or her educational goals. The student will be able to pronounce various words correctly. Teachers should equip their learners with the best hearing devices. The approach will “ensure the targeted student hears every sound much better” (Gorman, 2004, p. 36). The application will “ensure the targeted learner does not omit, distort, or substitute various words” (Godwin-Jones, 2009, p. 8). The above software can also be used to predict new words. Teachers can use effective software packages to ensure the targeted learners acquire new vocabularies. Some accessibility features will support the learning objectives of many disabled students. The use of non-electronic materials can also support the needs of learners with various speech impairments (Sileo & Prater, 2011). This technology is known as Augmentative or Alternative Communication (ACC). This assistive technology uses appropriate symbols and techniques to support the needs of different learners. Teachers can “use both electronic and manual boards to improve the communication skills of students with impaired motor skills” (Godwin-Jones, 2009, p. 8). These technologies will support the needs of many learners. The disabled learners will eventually find it easier to express their ideas. Teachers can use spelling boards because they present different phrases and words. Speech impaired learners can use such boards to communicate with their parents. These technologies will ensure every learning process is successful. Conclusion Assistive technologies make it easier for educators to teach different learners with disabilities. Parents should also use such assistive technologies to empower their children. It is notable that such assistive technologies can support the needs of many students (Sileo & Prater, 2011). Different “accessibility features of computers will support every learner with speech impairment” (Godwin-Jones, 2009, p. 9). Reference List Godwin-Jones, R. (2009). Emerging Technologies Speech Tools and Technologies. Language Learning & Technology, 13 (3), 4-11. Gorman, J. (2004). Working With Challenging Parents of Students with Special Needs. New York, NY: Corwin. Sileo, N., & Prater, M. (2011). Working with Families of Children with Special Needs. Upper Saddle River, NJ: Pearson Education.

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Write an essay about: The essay discusses the measures that can be taken to mitigate environmental causes of asthma. These measures include ensuring that public institutions, social amenities, and residential properties are properly constructed and maintained, and that smoking in public is prohibited.

The essay discusses the measures that can be taken to mitigate environmental causes of asthma. These measures include ensuring that public institutions, social amenities, and residential properties are properly constructed and maintained, and that smoking in public is prohibited.

Asthma Environmental Causes Essay Table of Contents 1. Introduction 2. Ecological Causes of Asthma 3. Control of Environmental Asthma in the US 4. Recommendations to Reduce Asthma Globally 5. Conclusion 6. References Introduction Asthma is one of the endemic diseases in the US and developing countries. Although asthma affects individuals of all ages, infants and teenagers are more susceptible to it than adults. Asthma is a respiratory disorder that causes inflammation of the respiratory system. Some of its common symptoms include breathing difficulties, chronic coughs, and chest pains. Asthma is one of the major factors that hinder children from attending school regularly. It also causes sleeping difficulties in children. This essay discusses the measures that can be taken to mitigate environmental causes of asthma. Ecological Causes of Asthma There are many factors that cause asthmatic conditions. However, environmental degradation is the primary cause of asthma in children. Generally, children inhale more air, consume more food, and imbibe more fluid than adults. They also have a weak respiratory system and immunity compared to adults. Children can be exposed to several ecological hazards at home and school. Thus, they are more vulnerable to environmental causes of asthma than adults are. Children exposed to the following environmental hazards can develop asthmatic conditions. There is a considerable proof that environmental hazards such as viruses and allergens can cause asthma. “Indoor airborne allergens are often produced by house dust mines, cockroaches, and animal fur”. Smoking of cigarettes in poorly ventilated houses can cause asthma. Furthermore, outdoor air toxins such as ozone, allergens, and smouldering firewood can cause asthmatic conditions. Control of Environmental Asthma in the US In the US, the government has developed a comprehensive strategy to mitigate environmental causes of asthmatic conditions in children. This strategy encompasses various interventions aimed at ensuring that children are safe from environmental hazards that cause asthma. The government has been funding research activities aimed at finding out the major causes of asthma. Through research activities, the government has developed comprehensive measures to mitigate environmental hazards. For instance, public institutions, social amenities, and residential properties must be properly constructed and maintained to reduce environmental hazards such as air pollution and allergens. Smoking in public is prohibited by the government to prevent unnecessary air pollution. Moreover, public health officials in the US have introduced community health based programmes aimed at creating awareness on the ecological causes of asthma. This project involves educating local communities on the importance of sanitation in residential areas. For instance, parents have been advised to ensure that their children play in environmentally safe places. In addition, parents have been advised not to smoke indoors. Recommendations to Reduce Asthma Globally Current research findings in the US indicate that prevalence of asthma has reduced significantly due to proper implementation of community based asthma eradication programs. Consequently, other countries should develop clear-cut strategies to mitigate prevalence of asthma. Environmental degradation can be mitigated through enactment and implementation of stringent laws. For instance, smoking should not be allowed in public because it leads to air pollution. Moreover, community based programs should be introduced to create awareness on causes of asthma. Such campaigns can mitigate the prevalence of asthma in the world. Nonetheless, asthma eradication projects may require many resources. This challenge can be overcome through fund raising initiatives. Conclusion This essay has revealed that asthma is a serious health challenge in many countries due to environmental degradation. Nonetheless, prevalence of asthma can be mitigated through reduction of environmental pollution. References American Lung Association. (2003). Trends in asthma morbidity and mortality. New York: Sage. Institute of Medicine. (2000). Clearing the air: Asthma and indoor air exposures. New York: National Academy Press. Oatman, L. (2007). Reducing environmental triggers of asthma in homes of minnesota children. Minnesota: Minnesota Department of Health.

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Write an essay about: Athenahealth controls health system management software market through its products that target physicians. The company has enjoyed considerable success due to its strong marketing strategies. For six consecutive quarters, the company has posted positive earnings. This demonstrates the strengths and viability of the marketing approaches adopted by Athenahealth.

Athenahealth controls health system management software market through its products that target physicians. The company has enjoyed considerable success due to its strong marketing strategies. For six consecutive quarters, the company has posted positive earnings. This demonstrates the strengths and viability of the marketing approaches adopted by Athenahealth.

Athenahealth Company Environment Analytical Essay Athenahealth controls health system management software market through its products that target physicians. The company has enjoyed considerable success due to its strong marketing strategies. For six consecutive quarters, the company has posted positive earnings. This demonstrates the strengths and viability of the marketing approaches adopted by Athenahealth. The company’s hold on the market and its influence is attributed to a number of strategies. The continued investment in client infrastructure has increased the scales of operations within the company. This has enabled Athenahealth to develop products with strong infrastructural backing in the market. The company has also continuously leveraged its payer rules, a strategy that has contributed to increasing in annual profits. The strength and reputation of the database have enabled the company to automate its software after sales. This improves product compatibility and customer satisfaction. Through this, the company has developed a strong after-sale incentive aimed at improving the loyalty of the customers. Athenahealth has also developed a commission-based revenue model which is aimed at reducing start-up cost for businesses. This approach has reduced the overall cost of Athenahealth products as compared to market competition. The low infrastructure cost of Athenahealth products has also enhanced its market performance. Athenahealth products have been consistently ranked as the best by the KLAS enterprises. This has improved its reputation in the market and increased its competitiveness. Research and development The development of cutting-edge technology for healthcare sector remains the key mission of Athenahealth. To achieve this goal, the company has invested heavily in its research and development. To fulfill the dynamic needs of the clients, the company has initiated research to test its ICD-10 product. This product will enable the company to acquire critical information on client’s billing processes. Surveys can also be conducted using the ICD-10 to determine the performance of the EMR product. Athenahealth has also initiated a number of R&D processes to improve the efficiency of its previous products. As a result, the company has engaged their clients to document some of the challenges associated with the pioneer software. Thorough research and development led to the introduction of AthenaClinicals. This product has enhanced the experience of the end users due to its simplicity. The product is considered to be more physician-centric due to its enhanced features. Physicians using AthenaClinicals can access drug information with ease. Operations Athenahealth is engaged in healthcare software designing, production and marketing. Through the AthenaNet propriety, the company develops products aimed at streamlining the operations of the healthcare sector. Service operation is also a major operational division within Athenahealth. Through this division, the company builds and maintains software and software databases for various health facilities in the country. Under this role, the company has coordinated with healthcare facilities and insurance companies to introduce new products. Such products are specified for a given market. The company’s revenue arises from three main activities and products. Revenue cycle management is the first product that was developed by the company. It is marketed under AthenaCollector trade name and is currently used by different healthcare facilities. AthenaClinicals and AthenaCommunicator are the latest software developed by the company. These are engaged in clinical and patient cycle management respectively (Hermanson, 47). Human resources Athenahealth has developed a strong working culture that enables the employees to grow and discover their potential. The company is an equal opportunity employer and does not discriminate based on gender or race. Internal promotions and transfers are done based on merit and experience of the employees. To meet the needs of the market, employees at Athenahealth are constantly trained and exposed to new ways of product development. To address the emerging issues in the organization, the company engages in periodical employee engagement surveys (Lois and Aneil, 198). Culture/ethics Culture is the most valuable asset at Athenahealth according to the chief executive officer. By developing a culture that rewards high achievers and supports underperformers, the company has enhanced employee cooperation. All ‘Athenistas’, as they are famously called, are entitled to appraisal and stock awards. This enhances the professional development of the employees. Weaknesses Marketing According to Cosinuke Rob, the Vice President of Athenahealth, the well-intended regulations introduced by the government affect the marketing strategies of the company. The government has introduced subsidies for technology such as the products developed by Athenahealth. Due to such constraint, healthcare innovation and software development has remained slow (Duncan, 53). Research and development The financial and human cost of research and development is high at Athenahealth. To meet the cost of developing a new product, the company must increase the cost of its products. The regulatory subsidies introduced by the government to make the products accessible to healthcare facilities affects the R&D gains made by the company (Hamilton, 281). Operations The healthcare software market presents a number of challenges to companies such as Athenahealth. While other software companies serve a wide market with varied tastes and preferences, the healthcare market has a unique specification. The design of products for this market is also influenced by various government policies such as subsidies which affect innovation and product development (Duncan, 53). Finance Despite posting impressive sales, the market capitalization of Athenahealth has remained below one billion. Recent financial reports of the company placed the market capitalization at $800 million. The share value of the company at the stock exchange has also remained low. In 2009, the company reached its high price value of 23.96 (Kuratko, 42). Core competencies Athenahealth has a number of core competencies which has led to its impressive performance. First, the organization is aligned to the needs of the customers and the changes in the market. A portion of Athenahealth revenue comes from the fees charged by its customers. This is a commission-based model that was adopted to reduce the installation cost incurred by customers (Marbury, 34). Apart from developing a commissioned based sale approach, Athenahealth is renowned for its high-quality products. The company designs its products based on the challenges facing the market. As a result, the company has consistently received positive reviews from the market. The company has been recognized for supporting the healthcare sector by the KLAS enterprises. This is a healthcare reform research firm aimed at improving the quality of healthcare services (Adler-Milstein, 347). The human resource model in the company has also improved its market performance and competitiveness. Employees at Athenahealth are constantly trained and subjected to seminars as a way of enhancing their skills. Motivation of employees is at the center of the company’s culture. As a result, employees in the company are dedicated and committed to developing high-quality products (Duncan, 53). The healthcare system is reliant on the policies of other industries such as insurance and education. Athenahealth has remained cognizant to this by maintaining a close relationship with the different industries. For example, most of the products of the company are developed in collaboration with health insurance companies. Through this collaborative approach, the products developed by Athenahealth have been accepted in the market (Udell, 30). Competitive advantage Athenahealth is a pioneer in healthcare management software. This has granted the company significant control of the market as compared to competitors. Though the market lack barriers to new entrants, the performance of Athenahealth has not been affected. Athenahealth has strong competitive advantage due to its great innovativeness and uniqueness. AthenaClinical and AthenaCollector provide market unique products. Most of these products are developed in consultation with stakeholders in the healthcare industry. This has improved the market response towards the products developed by Athenahealth (Jones and Frank, 312). Key weaknesses Despite the impressive performance of the company in the market, Athenahealth faces a number of challenges. First, the company’s business model exposes it to market risk. Contractual involvement model forces the company to form long-term relationships with the companies that acquire its products. This model subjects the company to policy and regulatory restrictions. The company is also engaged in long distance service provision (Gold, 357). By leasing and operating the data hosting facilities from northern parts of the country, the company is exposed to interruptions. The long distance delays caused by internet disconnection affect the company’s clients. Backup cost for the services provided by the company also push the price of the products up. To remain on top of the market, Athenahealth must develop new strategic measures (Udell, 30). Strategic analysis Functional strategies To remain on top of the market, Athenahealth must increase its production efficiency. This can be achieved through increasing research and development activities. The development of new products must not affect the profitability of the company. Currently, the company focuses on three main products. Increasing the number of brands marketed will not affect the efficiency of the manufacturing process. Corporate level strategy Athenahealth has failed to adopt a viable corporate level strategy, instead focusing on the domestic market. Despite the potential of its products, Athenahealth has failed to enter new markets and diversify its products. It has only three software products targeting markets within the range of its servers. The company should shift its corporate level strategy and enter new global markets (Udell, 30). Central problem identification According to Jonathan Bush, the chairman of Athenahealth, quality remains the focus and culture of the company. The products developed by the company have so far met the expectation of the clients. However, challenges associated with internet connectivity and server instability affect the quality of the services offered. Athenahealth should concentrate in decentralizing its offices to other parts of the country. Central problems A number of central problems exist that affect the success of the company. First, the share value of the company has remained static despite changes in the market. Despite control of the market, Athenahealth has failed to cover all healthcare facilities in the country. Strategic recommendations Healthcare information technologies are an emerging market that presents massive opportunities to Athenahealth. However, the company must adopt a number of new strategies which can enhance its market performance. The company should diversify its offices and develop new servers to increase its coverage. This will enhance its presence in the country. The company should also change its client engagement model to reduce the risks associated with post sales services. Works cited Adler-Milstein, Julia and Robert Huckman. “The Impact Of Electronic Health Record Use On Physician Productivity.” American Journal of Managed Care 19.1 (2013): 345-352. Print. Duncan, Loretta. “Managing Your Practice. AMS Partners With Athenahealth, Inc.” The Journal of the Arkansas Medical Society 103.3 (2006): 52-53. Print. Gold, Marsha. “Evolving Vendor Market for HITECH-Certified Ambulatory EHR Products.” American Journal of Managed Care 19.1 (2013): 353-361. Print. Hamilton, Byron. Electronic Health Records . Boston: McGraw-Hill Higher Education, 2009. Print. Hermanson, Dana. “How Effective Are Organizations’ Internal Controls? Insights into Specific Internal Control Elements.” Current Issues In Auditing 6.1 (2012): 31-50. Print. Jones, Stephan and Frank Groom. Information and Communication Technologies in Healthcare . Boca Raton, FL: CRC, 2012. Print. Kuratko, Donald. “Diagnosing a Firm’s Internal Environment for Corporate Entrepreneurship.” Business Horizons 57.1 (2014): 37-47. Print. Lois Boynton and Aneil, Mishra. “Driving Employee Engagement: The Expanded Role Of Internal Communications. “Journal of Business Communication 51.2 (2014): 183-202. Print. Marbury, Donna. “Post-Implementation: Making the EHR System Work for You.” Medical Economics 5:2 (2014): 34.Print. Udell, Melody. “Ten Minutes with Rob Cosinuke.” Marketing Health Services 34.3 (2014): 28-31. Print.

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Convert the following summary back into the original text: Athenahealth Inc. overview essay discusses the economic, technological, political-legal environments in which the company operates. The essay also highlights some of the key works cited in the text.

Athenahealth Inc. overview essay discusses the economic, technological, political-legal environments in which the company operates. The essay also highlights some of the key works cited in the text.

Athenahealth Inc. Overview Essay Table of Contents 1. Economic 2. Technological 3. Political-legal environments 4. Works Cited Economic Athenahealth Inc. was formed in the year 1997 (Hill 90). Its headquarters is situated in Watertown, Massachusetts. The United States’ GDP trends have improved steadily over the past few years (Evans 24). As of Q2 2014, its GDP was at estimated at $17.3 trillion. Based on this, it is apparent that the company has an opportunity to increase its business to meet the needs of the expanding economy. A healthy GDP growth that has been experienced over the last one year presents an opportunity for the company to increase its stock prices. In the US, the interest rates are estimated at 0.250 % (Evans 29). The rates illustrated above are lower compared to the rates offered in other countries. Therefore, for the last few years the US citizens’ purchasing power has increased with improved accessibility of loans. With increased spending power, Athenahealth Inc. has an opportunity to increase its clients. The US witnessed an increase in its money supply in the past one year (Evans 54). As of August 2014, the country’s M0 had reached $3989063 Million. From the year 1959 to the year 2014, America’s M0 is estimated at 518924.83 USD Million. An increase in a country’s money supply can have disastrous effects to an economy. Therefore, the above situation poses a threat to Athenahealth Inc. As such, an increase in money supply lowers the value of the US dollar. With a decreased dollar value, the company’s returns will decrease. For the last five years, the US inflation rates have dropped from 2.7% to 1.7% (Evans 67). The statistics indicate that over the last few years the price of goods and services in America has been reduced. Owing to this, the purchasing power of the US citizens has increased. Therefore, the company should exploit the increasing purchasing power of Americans to increase their services and expand their branches. Given that the US citizens have an increased disposable and discretionary income compared to other countries, Athenahealth should exploit the opportunity. America’s energy availability and cost is another opportunity that the company should exploit as it acts as an economic development incentive. The current US unemployment rate stands at 6.1% (Evans 123). During the year 2013, the country’s unemployment rate was estimated at 7.3%. The statistics indicate that the number of unemployed Americans has decreased steadily. Athenahealth Inc. should exploit the situation to increase its returns. With more employed citizens, access to improved health care services will be possible because more individuals will afford access quality services. Wage price control is a financial strategy that governments use to curb inflation. When imposed, the government places a ceiling on wages. If imposed, Athenahealth Inc. will be required to pay wages to its employees in accordance with the policy. Such circumstances will act as a threat to the company because most of the money that could have been used in development projects would be used in cushioning employees. Under a static conversation rate structure, devaluation and revaluation are authorized alterations in the price of a country’s currency in relation to other exchanges. With respect to Athenahealth, currency devaluation and revaluation present a threat to the company. For instance, devaluation may intensify inflation. In such situations, the government will be forced to increase the interest rates leading to a slower economic growth. The above incidences will affect the returns of the company. Technological Ever since the year 2008, total government spending for R&D and total industry spending for R&D has increased (Costigliola 23). For instance, in the year 2013 up to $428 billion were utilized in R&D projects. Increased funding on R&D presents an opportunity for Athenahealth Inc. The company can use the research findings to improve their operations. Equally, the researchers can help the company come up with more services that are competitive. However, it should be noted that the projects could cause a threat to Athenahealth Inc. For instance, the company’s competitors can utilize the findings from the research to gain competitive advantage in the market. Through this, stiff competition will be witnessed in the country threatening Athenahealth’s market share. Athenahealth Inc. puts more emphasis on technological efforts. Through this, the company has been able to offer American citizens with unparalleled health care services. Focus of technological efforts has offered the company with an opportunity to increase its market share. For instance, through telemedicine the company can offer its services to remote clients. The key role of patent protection is to safeguard products and services from illegal copying. Currently, the company relies on other companies’ patents to maintain their operations and enhance their expansion. If the company comes up with its own patents or acquire the patents’ firms, they will be able to increase their operations without any restrictions (Payson 19). As an opportunity, this will enable the company enhance its skills and competence. In the future, the increasing influence and impact of information technology in the health care sector will present an opportunity for Athenahealth Inc. At the present, the company has embraced cloud computing to enhance their market share. Through this, the company will gain a competitive advantage over its rivals. New services and application such as PayerView will increase the company’s sale and enhance their ecosystem. The company should embrace other innovative information technology services and products to better their service delivery. By doing so, it will be able to meet the ever increasing and demanding customers’ needs. Another major opportunity presented to the company is increased productivity improvements through automation. With automation, the company has managed to enhance its revenue cycle processes. Automation will enhance flexibility, as government demands for medical performance will continue to transform in the future (Relman 67). Similarly, automation has improved data accessibility and point of service collections. Based on the above illustrations, it is apparent that the company can benefit more if it adopts automation in its major operation. Through the service, the company will be able to offer cheap and reliable services to a number of clients. Equally, automation will enhance the ease of accessing quality health care services by the consumers. New products, new developments in technology transfer from lab to marketplace, and rate of technological change are the major threats experienced by Athenahealth Inc. The threats put pressure on the company’s future success. Every year, the company must come up with new innovative products to be ahead of its rivals. If they fail to do so, its rivals will fill the gap and gain an advantage over the company. Of late, the company has not introduced any new feature in their products. Therefore, the company may not introduce an innovative feature allowing competitors’ products to enter the market. Political-legal environments In the US, the antitrust law is a group of national and state administration decrees that control the behaviour and organization of companies (Gibbons 56). The laws are aimed at encouraging fair competition with the intention of enhancing consumers’ interest. The availability of efficient antitrust law in America presents an opportunity to Athenahealth Inc. The company is certain that the alliances that practice restraint of trade in the healthcare sector would be prohibited from entering into the American market. With respect to environmental protection, Athenahealth Inc should ensure that its policies and acts are friendly to the environment. Through this, the company will lessen legal battles with environmental protectionists. Similarly, the company can receive some incentive from the government and other donors for safeguarding the environment. In such a situation, the company’s reputation will be enhanced. Therefore, initiatives aim at environmental protection should be perceived as an opportunity for Athenahealth Inc. Just like environmental protection, special incentives and protectionist policies present an opportunity for Athenahealth Inc. The incentives can be used in enhancing productivity and expansion of healthcare services. Considered that Americans are more loyal to their companies compared to foreigners’ companies, the company should exploit the opportunity (Spagnoletti 60). Similarly, the laws of hiring and promotion in the US are efficient. In this regard, the company should exploit this opportunity to hire and retain efficient task force that will ensure that the goals of the company are met. Athenahealth Inc. should view foreign trade regulations and attitudes towards foreign companies as a threat. If the company expands into the international market, it will experience a diverse business culture and legal environments. The diversity and foreign trade regulations increase the threat of confusion when companies engage in global trade. Therefore, the company should factor in the above effects if they want to expand internationally. Another aspect that Athenahealth Inc derives its opportunity is the political stability. America has a stable government. Therefore, both citizens and tourists visiting the country enjoy peace. A stable government offers a favourable environment for business expansion. Similarly, a stable government attracts foreign investment into the country. Thus, the company should exploit this opportunity to increase its share in the American market. Through this, the company can gain competitive advantage. Privacy issues and policies should be considered a threat to Athenahealth Inc. As such, Athenahealth Inc handles huge of data through their healthcare management systems. Therefore, it is vital for them to safeguard their clients’ data. If the data falls in the wrong hands, the company will be marred with several legal controversies. Given that such legal issues consume a lot of resources and time, the company should consider them a threat to their future’s existence. Terrorism issues and policies present a threat to Athenahealth Inc. As a superpower, the US is inherently at risk of attack from the terrorist and extremists. The 9/11 attacks on the United States demonstrated the extent to which terrorism can cause damage to the economy of a country and mass murder of innocent individuals (Wright 53). It is approximated that the terrorists used up to $500, 000 in planning for the attack and wreaked a damage costing trillions of dollars. Given that terrorism attacks cause disastrous effects on a country’s economy, the company will be negatively impacted by such attacks in the future. Works Cited Costigliola, Vincenzo. Healthcare overview new perspectives . Dordrecht: Springer, 2012. Print. Evans, Kimberly. The American economy . Detroit: Gale Cengage Learning, 2014. Print. Gibbons, Michael Christopher. Impact of consumer health informatics applications . Rockville, Md.: U.S. Dept. of Health and Human Services, Public Health Service, Agency for Healthcare Research and Quality, 2009. Print. Hill, Karen. International directory of company histories . Detroit, Mich.: St. James Press, 2012. Print. Payson, Norman. Inside the minds the new health care industry : industry leaders share their knowledge on the future of the technology charged health care industry . Boston: Aspatore Books, Inc., 2001. Print. Relman, Arnold. A second opinion: rescuing America’s healthcare : a plan for universal coverage serving patients over profit . New York: PublicAffairs, 2007. Print. Spagnoletti, Paolo. Organizational change and information systems working and living together in new ways . Berlin: Springer, 2013. Print. Wright, Lawrence. The looming tower: Al-Qaeda and the road to 9/11 . New York: Knopf, 2006. Print.

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Create the inputted essay that provided the following summary: AT&T is a American multinational company that offers telecommunications solutions to retail and enterprise consumers. The company is one of the largest employers in the United States and provides competitive salaries and benefits among the top Fortune 500 companies. This paper reviews the human resource management (HRM) issues as they relate to best practices of the professional and particular strategies of the company.

AT&T is a American multinational company that offers telecommunications solutions to retail and enterprise consumers. The company is one of the largest employers in the United States and provides competitive salaries and benefits among the top Fortune 500 companies. This paper reviews the human resource management (HRM) issues as they relate to best practices of the professional and particular strategies of the company.

AT&T Diversity in the Workplace Research Paper Executive Summary AT&T is an American multinational company that offers telecommunications solutions to retail and enterprise consumers. The company is one of the largest employers in the United States and provides competitive salaries and benefits among the top Fortune 500 companies. This paper reviews the human resource management (HRM) issues as they relate to best practices of the professional and particular strategies of the company. Most notably, AT&T manages its workforce through a HRM team that consists of the corporate executive of the company, the human resource department staffs, the strategic business units heads, and members from delivery and business support, and production. The organizational inclusive team arises out of the company’s strategy to blend its human resources (HR) goals with its other business goals. As a result, its various departments and divisions all work together to implement employee growth and development programs. The company has an explicit diversity and inclusiveness program for its people. It recognizes employee cultural differences, occupational differences, and other sources of uniqueness that can help it better deal with its customers. Consequently, it actively promotes the inclusiveness of people with diverse backgrounds to its workforce so that it benefits from their unique perspectives. This includes people with disabilities. Sexual harassment is one of the localized HR issues that AT&T has to deal with. Beyond that, there are universal cultural differences that will always be at play in the company. In addition, there are different categories of people making up the organization, such as it leadership, retirees, active workers, and their dependents who all act as stakeholders to its HR policies. The paper highlights the strategies used in staffing, employee benefits, and wages used by AT&T and offers recommendations on areas of HR policy improvement. Brief history of AT&T AT&T is a multinational telecommunications company that started in America and has its headquarters in Texas, USA. Alexander Graham Bell founded it and the initials in the name stand for American Telephone and Telegraph. The company’s mission is to connect people, irrespective of where they are. To achieve its goals, AT&T continuously innovates as it operates in the communication and entertainment industry. AT&T today has more than 28,000 workers located throughout the world. Senior leaders at AT&T lead the diversity initiatives for employees that aim to grow the company by servicing its consumers well. Main products or services AT&T continues to evolve and specializes in consumer and enterprise technological solutions. It provides data, video, and mobile services solutions, which include business within cloud, security, and mobile business features. The company has 250 million mobile customers. The company operates a cellular service in the United States and Latin America. It also offers video subscription services and TV through fiber optic lines and satellites. Human resource (HR) concerns and features at AT&T As a multinational organization, AT&T has staffs from diverse cultural backgrounds. The company faces a challenge of regulation compliance, given that employees are social in nature. They may show biases towards race, religion, sex, nationality, and other sources of prejudice in the workplace. While the company has relevant policies, it has to work constantly on specific cases of ethical violations that depend on different cultural interpretations. The staff diversity program at AT&T is part of the leadership priorities and business goals that include workforce inclusion, among other features. The company adopted a program known as the ‘Chief Diversity Officer Forum’ in 2009 to help it integrate and gain from enterprise-wide activities that would help it remain competitive as a company that embraces diversity. AT&T ensures that all employees are able to connect with their world through the forum that meets quarterly and with other initiatives of inclusion. Diversity in this case is not only cultural, but it also includes communication challenges and medical disabilities that make employees different. In fact, AT&T actively recruits students with disabilities in one of its student career programs. Within the organization, various training programs are available for employees at any level to use in advance their skills, which include tolerance and understanding of cultural differences. Employee harassment Sexual harassment is one of the localized issues that the company deals with constantly as reflected in its codes of conduct for all employees (Stephenson, 2014). The issue arises because of gender difference among its employees. AT&T was the subject of several lawsuits on sexual harassment, where employees were complaining of the company’s failure to intervene and prevent the harassment. On its part, the HR management has always insisted on valuing employees and not tolerating any sort of harassment that could arise in the organizational setting. In 2010, there was a sexual harassment issue reported by two former employees who worked at the retail division of the company. The complainants mentioned the use of derogatory language and behavior, together with inappropriate description of female features of employees and customers. There was also the question of being sexually suggestive in remarks to employees who were breast-feeding. In its defense, the company management argued that the employees received adequate information about potential remarks that colleagues would make and it was the duty of the victims to let their colleagues and supervisors know their personal boundaries. Unfortunately, the particular incident also had features of employee victimization after raising the complaints. The victim employees did not receive any consideration for promotions and the company did not take any action against the harassment, which forced them to resign as a way of avoiding the humiliation (Beaven, 2010). While much of the harassment account comes from the victims and there is a chance of exaggeration, it still brings out a localized issue that AT&T has to deal with due to diversity in the workplace (McDonald, Charlesworth, & Cerise, 2011). Union relations AT&T is one of the largest employers in the United States and it protects middle class careers with its competitive wage and benefits programs. The company works harmoniously with its various employee unions, which bargain for fair contracts that safeguard the middle-class careers of employees. On its part, the company ensures that any terms of agreement allow it to maintain necessary flexibility, which is paramount in the fast-paced technology centered telecommunications industry. Salary and benefits issues Even as the company works towards the provision of competitive wages and benefits, it grapples with high costs of providing medical benefits to its employees in the United States. The company acknowledges that since 2004, medical costs per employee increased by 54 percent. On the other hand, nationwide inflation rates increased to 15 percent in the same period, despite the sharp increase during the recession in 2010. The rapid cost of employee medical benefits is responsible for the decline in the amount that firms are providing to their employees as medical benefit. Nevertheless, AT&T is still among the companies that continue to subsidize high quality health care. The medical benefits go to active employees, dependents, and retirees. As of 2012, AT&T provided work contracts for its technician staffs with a total compensation of $90,000 in wages and $43,000 in benefits. A consequence of being one of the best paying companies in America is that the company receives thousands of jobs applications annually (AT&T, 2012). In 2011, the figure stood at 190,000 applications. In future, AT&T does not plan to reduce wages, even as the cost of benefits goes up. Currently, its benefits program covers medical, dental, vision, flexible spending account, health reimbursement accounts, pension, savings, life insurance, leaves of absence, long-term care, disability, adoption reimbursement, employee assistance programs, commuter benefits, and voluntary benefits (AT&T, 2012). The different categories of benefits help in bridging the socio-economic gap among employees to put them at a relatively equal position, despite their various job capacities and salaries. For many of the jobs at AT&T, total wages and benefits exceed the national median household income. The company recognizes the similarity of its employees’ demands for better compensation, irrespective of their background or disability situations. It, therefore, places health benefits as a key feature of its employee compensation program. The objective here is to offer high quality cost effective coverage in health care that its employees and their families would enjoy without discrimination. A challenge for AT&T is the growing retirement bill for the company. By 2011, it had about 335,000 retirees who were eligible for receiving benefits from the company. The company was able to meet its obligation through its ongoing pension plans, which makes it one of the 34 percent of the Fortune 500 companies that are still carrying the program. At the same time, AT&T is among the 26 percent of large employers in the United States that still offer health benefits. The figure significantly reduces annually as many companies face challenges of increased business costs. The company gives its call center workforce about 25 days off annually, exclusive of holidays and vacations. At the same time, it provides 34 paid days off for its employees. On average, employees will enjoy 60 days off and still receive their wages for the days off. As a result, the company generates a high attachment effect on its employees and compels them to identify more with their similarities as colleagues, rather than their differences in education, job, and cultural backgrounds. Global HR issues In the global context, diversity issues of HR are culture and gender related. Cultural diversity is not just the Western context of other people being different in their perception; instead, it encompasses everything that makes people similar and different from one another. Diversity, therefore, concerns race, gender, age, disabilities, and sexual orientation. AT&T seeks to find the best and brightest employees and, in many cases, they will happen to have differences among them. They could be African, Asian, and Hispanic European, male, female, and gay. Therefore, depending on the category used to analyze diversity, any employee could be a minority. The biggest challenge is the expectation of other cultures to understand the cultural orientation of AT&T, given that it is an American multinational (Ivancevich & Konopaske, 2013). There are underlying cultural considerations rooted in American context that the company embodies, which are under constant revision. AT&T has to respect its workers diversity; it does this by valuing its people wherever they are in any of its global operations. The message that the company is putting out is that it is ready to work with people from all backgrounds by providing an environment and culture that help them work productively together. Some of the notable ways that inclusion strategies happen at the company is through combined individual and team exercises, role playing, engagement with education material, and work through diversity issue to grow the employee appreciation of their differences and how the contribute to the group’s goals. The systems and culture at AT&T work together such that the respect message translates to all actions and company decisions concerning workers. The company’s HR leadership acknowledges that realizing its diversity and inclusion goals does not happen in a fortnight. In that regard, it keeps on seeking ways to improve. Rather than export its approach whenever it encounters new diversity challenges, the company chooses to understand first the necessary training needed to appreciate the underlying differences (Koster, de Grip, & Fouarge, 2011). AT&T devises a blend of its culture and the foreign one to foster inclusion after finding out as much as possible about the differences, which could be cultural. Consequently, the company changes as much as it influences its workforce to change into embracing more heterogeneity. Recruitment at AT&T As AT&T seeks to hire the best, it ensures that it remains near the top in students list of potential employers. The organization does that by building strong collaborative relationships with faculty and staffs of higher learning institutions. It capitalizes on opportunities to be part of the students’ classroom experiences where it is able to highlight its orientation towards innovation and technology. The company relies on a dedicated college recruitment staff to bring in fresh graduates for its full time employment opportunities, as well as internships (AT&T, 2012). Getting fresh graduates into the employee development programs lets the company shape their cultural orientation to fit the company’s ideal culture that is inclusive of peoples differences due to their diversified backgrounds (Daspro, 2009). Apart from specific job skills for filling particular vacant positions in the company, the human resource department considers the following attributes for every job or internship candidate. It looks at enthusiasm about technology and innovation, interest in communications, entertainment and information technology, a commitment to honesty and integrity, and the ability to respect and thrive in a fast-paced diversified work environment. As the company develops and reacts to changing consumer demands, it is in constant need of professionals to fill its emerging areas of business. For example, in recent years, AT&T has been hiring individuals with Internet Protocol (IP) expertise, and Radio Frequency (RF) protocol engineers and micro controller. Many of these professionals do not necessarily come from dominant American backgrounds of education, culture, and work. They must, therefore, pass through various induction programs to fit within the AT&T human resource. AT&T’s human resource management team The HRM team at AT&T makes up the HR leadership council, which works are the key driver of all other HRM practices. The team includes corporate executives of the company, the human resource department staffs, the strategic business units heads, and members from delivery and business support, and production because they make up most of the AT&T workforce. The HRM team is interdisciplinary and it links corporate and business-unit HR activity (HR transformation at AT&T Consumer Services, 2002). Human resource strategy of AT&T After the split of the organizational business interest into AT&T, Lucent technologies and NCR cooperation, each company conducted its HR transformation using similar steps. At AT&T, the transformation began with the determination of business needs such as customers, growth, and cost reduction. It then reviewed the organizational structure, dynamics, and systems before defining the strategic implications of HR. The implications were continuous learning, team working, and empowerment. After that, AT&T worked on identifying HR systems that would support organizational, cultural, and structural changes (HR transformation at AT&T Consumer Services, 2002). Part of managing HR as a business process involved the leveraging of HR capability using leading edge practices like leadership, staffing, education, and performance management. Lastly, the HRM strategy lately has been to devise high-level HR initiatives that cater for the organization’s special needs, such as downsizing and workforce planning (HR transformation at AT&T Consumer Services, 2002). The AT&T HRM strategy constantly shifts to reflect changing demands of the business, such as rapid technological convergence in broadband telephony. Consequently, the organization seeks to match the workforce capacities, skills, and capabilities with the emergent customer services. A key feature that affects the success of the HR strategy is the deployment of relevant staffs to positions that help the organization to meet its customer’s expectations. AT&T has a devolved employee education framework that places line managers in charge of business-wide reviews of skill gaps. With HR as part of every business process at divisional and regional levels, the HRM team is able to deal with everyday workplace issues. The aim of the education program in the company is to design ideal features that focus on cooperation in work practices with job sharing and remote working. It supports pilot schemes that the leadership council introduces to ensure that the workforce has adequate work-life balance. At the same time, it seeks to invest in employees such that they are well educated and receive personal support whenever it is necessary. Lastly, the HRM team aims to influence decisions on production, work content, job content, and technology. Recommend actions the human resource team should take at AT&T AT&T needs to create a complaints resolution division that would cater for employee misgivings that relate to any part of its HR policies (Banfield & Kay, 2008). For example, the company was accused of neglecting employee concerns about harassment, even though it has explicit policies against the same violation. The incident and its resolution suggest that the company has good intentions, but it lacks the necessary mechanisms of ensuring that employees adhere to the regulations. As much as AT&T strives to promote inclusion and tolerance, it cannot effectively affect employee conduct without appropriate disciplinary measures. The company must recognize the power that supervisors and line manager hold against their subordinates. Any abuse of the power constitutes discrimination on job scale differences and can lead to the manifestation of other prejudices among employees. Within its HR department, the company needs a policing unit that has enough influence and executive leadership mandate to recommend or implement disciplinary measures that would include reprimand and termination (Bratton & Gold, 2012). The positioning of employees within the organization in leadership and management capacities should reflect their maturity in the inclusion values of the company and personal respect towards people’s differences. At the same time, those in charge of shaping the company’s internal culture must be represent its ideals well beyond the business centered qualities of being innovative and willing to go the extra mile in delivering customer solutions (Ananthram, 2013). The critical points for AT&T are its service centers and retail centers where employees directly interact with customers and experience diversity in their interpersonal relationships. Understanding the emotional context of their labor and its implications in their behavior is important. Already, the company demonstrates its concern by providing adequate off days and paid leaves for workers such that they have better work and life balance. Beyond that, AT&T must continue its training programs, especially on sociological aspects of the work environment and its challenges to equip its employees with necessary coping abilities for high stress situations. This would prevent future incidences where they let emotions affect their behaviors, their colleagues and customers (Gianfranco, 2013). Related case law precedence At AT&T, cultural diversity is one of the business goals that emphasizes on the understanding of not only its customers, but also the cultures of its employees and customers. AT&T has to comply with a number of legal requirements that govern human resources in the United States. Among the notable legal regulations governing the conduct of AT&T human resource management are the Equal Pay Act of 1963, Age Discrimination in Employment Act of 1967 (ADEA), Title VII of the Civil Rights Act, Titles I and V of the Americans with Disabilities Act of 1990, and the Civil Rights Act of 1991 (Engstrom, 2011). The AT&T HRM team runs a compliance program that ensures the company’s business strategies do not violate any legal statute. The HRM staffs have relevant experience and they review the existing HR policies and implement new policies. Implementation includes the supply of updated work manuals to employees on important issues. Beyond that, it must also include listening to managers and employees and understanding compliance risks and opportunities (Ananthram, 2013). Concluding thoughts AT&T does a commendable job of fostering employee cohesiveness and contributing to personal development and career advancement for its diversified workforce. The company goes out of its way through various HRM initiatives such as employee benefits programs to ensure that it not only remains innovative, but also protects the middle class careers of its employees. The attachment of HR goals with overall organizational objectives allows the company to sustain its HR programs in the long term. Consequently, it emerges as one of the favorable places to work in among the Fortune 500 companies in the United States. The accuracy of the paper and its analysis is limited to the company and scholarly sources consulted. The biasness exhibited in any of the consulted secondary materials may, unfortunately, extend to the findings presented in this paper. Personal reflection From this assignment, I learned that despite a company’s best efforts to influence ethical and cultural inclusive behaviors for its employees, there could still be situations that challenge that position. I also noted that the alignment of HR goals with other business goals is beneficial to the overall growth of the company, given that people are the main contributors to the attainment of business goals. Putting people first and respecting their differences is a good strategy for excellence. However, the strategy cannot work without adequate mechanisms for implementing it. In fact, every goal of HR management needs space and other resources to implement; otherwise, the organization will still grapple with problems of managing its people. References Ananthram, S. (2013). Challenges and strategies for global human resource executives: Perspectives from Canada and the United States. European Management Journal, 31 (3), 223–233. AT&T. (2012). AT&T compensation in a competitive marketplace . Web. Banfield, P., & Kay, R. K. (2008). Introduction to human resource management. New York, NY: Oxford University Press. Beaven, S. (2010, September 24). Two former employees sue AT&T claiming harassment and retaliation . The Oregonian. Web. Bratton, J., & Gold, J. (2012). Human resource management: Theory and practice (5th ed.). London, UK: Palgrave Macmillan. Daspro, E. (2009). A cross-cultural comparison of multinational firms’ recruitment practices in Mexico and the United States. Latin American Business Review, 10 (1), 1-19. Engstrom, D. F. (2011). The lost origin of American fair employment law: Regulatory choice and the making of modern civil rights 1943-1972. Stanford Law Review, 63 (5), 1071-1143. Gianfranco, W. (2013). Employee emotional labour and quitting intentions: moderating effects of gender and age. European Journal of Marketing, 47 (8), 1213-1237. HR transformation at AT&T Consumer Services. (2002). Human Resource Management International Digest, 10 (5), 6-11. Ivancevich, J. M., & Konopaske, R. (2013). Human resource management (12th ed.). New York, NY: McGraw-Hill Irwin. Koster, F., de Grip, A., & Fouarge, D. (2011). Does perceived support in employee development affect personal turnover? The International Journal of Human Resource Management, 22 (11), 2403-2418. McDonald, P., Charlesworth, S., & Cerise, S. (2011). Below the “tip of the iceberg”: Extra-legal responses to workplace sexual harassment. Women’s Studies International Forum, 34 (4), 278-289. Stephenson, R. (2014). AT&T’s code of business conduct . Web.

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Write a essay that could've provided the following summary: The essay discusses the attack on Pearl Harbor and how it was a result of the U.S. foreign policy proposal at the time. The proposal was flawed and didn't prevent the attack, but it did lead to the U.S. declaring war on Japan and eventually becoming involved in the Second World War.

The essay discusses the attack on Pearl Harbor and how it was a result of the U.S. foreign policy proposal at the time. The proposal was flawed and didn't prevent the attack, but it did lead to the U.S. declaring war on Japan and eventually becoming involved in the Second World War.

Attack on Pearl Harbor: Effects of Foreign Policy Proposal Introduction Research background On the seventh day of December, 1941, the Pearl Harbor was attacked by the Japanese in what appeared as a surprised assault. The Japanese managed to attack the U.S. Naval Base through airstrike and created unimaginable destruction. Within two hours after the first bombing, the U.S. had lost more than 2,000 solders, 188 fighter jets, and more than 20 ships. The following day, there was a unanimous vote by the congress to declare war on Japan 1 . Two years after the attack, the U.S. was deeply involved in the Second World War. Before the attack on Pearl Harbor, the then Asian giant and the U.S. had reached a deadlock on who to cede ground in their expansionism international policy. In fact, both sides knew that combat confrontation was just a matter of when and not how. However, the U.S. neither prepared nor predicted that Japan would be the first to attack. Thus, this research proposal attempts to explicitly review the information processing errors in the U.S. foreign policy that led to the flawed decision making which led to the infamous Pearl Harbor attack. Research problem statement This research will review the inconsistencies in the U.S. foreign policy that made it vulnerable to the Attack on Pearl Harbor. The research will review information processing flaws that put the U.S. on the receiving end of the attack and eventual participation in the Second World War. Research question What were the information processing errors in the U.S. foreign policy that led to the flawed decision making that could have prevented the infamous Pearl Harbor attack? Significance of the research It is important to understand the impact of conflict on the state of relationship between countries. The type and nature of relationship may determine the scope of trade, military alliances, and other social benefits. The world has become a global village, and no country can survive on its own. Basically, countries depend on the local and international community friends to push for their interests in trade, politics, and security. Thus, establishing the reasons behind the information processing errors in the U.S. foreign policy that led to the flawed decision making and the infamous Pearl Harbor surprise attack may provide a clear picture of the significance of a responsive and comprehensive foreign policy approach in handling situations with conflict of interest 2 . Specifically, the surprise attack on the Pearl Harbor will be related to the actions of the U.S. before, after the attack, and eventual participation in the Second World War. Hypotheses * Null hypothesis: Inconsistency in decision making resulted in the surprise attack on Pearl Harbor. * Alternative hypothesis: Inconsistency in decision making did not result in the surprise attack on Pearl Harbor. Literature Review In order to comprehend the scope of this research paper, literature review will dwell on past reports, journals, and books discussing biases and their relationship to policy making process. Specifically, the literature review will review the intelligence processes, the U.S. government’s political structure, and foreign policy execution. The review will focus on the Pearl Harbor attack in 1941. Theoretical framework Several past reports and journals discuss biases beside their effects on the process of decision making. These reports review the policymakers’ psychology, conduct, and intelligence analysis. To begin with, Boin and Hart are critical in reviewing the position of cognition in global relations. The authors note that interests and power are often cognitive. Therefore, “individuals may be influenced by personal beliefs, cognition, and experiences which are significant in directing the interstate relations flow” 3 . Reflectively, it is probable to review any illogicality in the deeds of a global leader through applying models such as cognitive mapping, “consistency theory, operational code scrutiny, and automatic content examination” 4 . The authors present a well-researched article that provides an insight into the influence that an individual’s cognition has on state affairs. According to George and Stern, under the groupthink theory, international affairs are equally influenced by organizational processes and bureaucratic politics of independent administrations. Through a critical analysis of Alison’s model 2 (organizational process), Model 1 (rational actor), and Model 3 (government politics model), the authors note that there exists a “strong prima facie grounds to belief that some paradigm concentrating the analyst’s attention on organizational characteristics or processes, other than those on which Models II and III focus, might yield significant analytical gains” 5 . Therefore, it is in order to state that organizational processes, governmental politics, and rational actor concepts have an impact on the process of making decisions at governmental policy level 6 . Summary of theory to be used The above sources are necessary in understanding the overall perception and public opinion on the Pearl Harbor attack. The findings of many authors provide the necessary information that identifies, validates, and corroborates the cognitive errors that policymakers make 7 . Besides, the intelligence reports before this attack confirm that the U.S. government was aware of a possible attack. The policy makers should have used this information to avert the Pearl Harbor attack before it occurred. This research paper will be based on the organizational processes, rational actor, and governmental politics models. Research gap The above literature does not cover the element of intelligence usage as a policy in international relations. Therefore, it is important to establish the link between policy inconsistencies in international relations in order to ensure that decisions made are consistent. This research paper will attempt to fill the above research gap by studying the significant of intelligence as a policy framework in making decisions covering international relations. Methodology Research design The research will be carried out through quantitative research using secondary data. The research will concentrate on the current reports, journal articles, and other secondary sources that are relevant to the research topic 8 . The researcher will examine the previous relationship between the U.S. and Japan, and how the Pearl Harbor attack affected their economic, political, and military relationships. Research identification and operationalization Dependability will be assured by providing clear, detailed, and sequential descriptions of data collection and analysis procedures. It is a quality that is reliant on the study design being congruent with clear research question, having an explicit explanation of the status and roles of the researcher. Besides, quality involves providing findings with meaningful parallelism across data sources, specification of basic theoretical constructs and analytical frameworks, and data collection across a range of settings. This study seeks to fulfill these criteria as much as possible. Data collection A full effort will be made to accurately and faithfully transcribe data from the secondary sources. The findings will be supported by credible secondary information sources. The collected quantitative data will be coded and passed through Statistical Package for Social Sciences (SPSS) version seventeen. In the process, cross tabulation will be used to review the information processing errors in the U.S. foreign policy that led to the flawed decision making which led to the infamous Pearl Harbor attack. In order to quantify the relationship between the independent and dependent variable, ANOVA will be essential. During the data collection phase of this study, the researcher will strive to uphold ethics appertaining to scientific research. The data collected will not be used for any other purpose rather than for which it was primarily intended for. Dependability will be assured by providing clear, detailed and sequential descriptions of data collection and analysis procedures. Research justification and summary of analysis procedure The quantitative approach was informed by the fact that the secondary research requires a dynamic and subjective approach to establish the facts of the research. Quantitative approach is significant in gaining the accurate insight in to the facts of the case study results. Besides, this method of data analysis is flexible and consists of tools for reviewing the degree of confidence from the primary assumptions 9 . Therefore, making use of the method of data analysis will ensure that the results are evidence based and scientific within the scope of the case study framework. Limitations of the research design and bias discussion One major weakness of this quantitative analysis, especially for secondary data, is that it tends to transform the data into semi-quantitative data by giving it labels and tags. In this case, the qualitative data from secondary sources will be tagged and labeled according to the research question and research objective they address, thus limiting scope of analysis. However, a major strength of the methodology is that it helps in analyzing all themes, which have implications on the research questions; hence the bias will be minimal. In spite of its inability to highlight themes that are external to the research questions conclusively, the methodology is appropriate for this study. In other words, the researcher will study the texts from the data collected trying to identify the concepts that relate to the research questions and objectives to minimize any bias. Besides, content analysis and thematic analysis are closely related, especially in the context of the current study. Fortunately, both of them are hinged on the research question for this research case study. Reference List Baron, Robert. “So Right it’s wrong: Groupthink and the Ubiquitous Nature of Polarized Group.” Advances in Experimental Social Psychology 37, no. 1 (July 2005): 219- 252. Boin, Arjen, and Paul Hart. “Public Leadership in Times of Crisis: Mission Impossible?” Public Administration Review 63, no. 5, (May 2003): 544-554. Brandstrom, Annika, Fredrik Bynander, and Paul Hart. “Governing by Looking Back: Historical Analogies and Crisis Management,” Public Administration 82, no. 1, (Jan 2004): 191-210. George, Alexander, and Andrew Bennet. Case Studies and Theory Development in the Social Sciences: How to Do Case Studies . Massachusetts, Ma: MIT Press, 2005. George, Alexander, and Erick Stern. “Harnessing Conflict in Foreign Policy Making: From Devil’s to Multiple Advocacy,” Presidential Studies Quarterly 32, no. 3 (May 2002): 484-508. Jordan, Jennifer, Niro Sivanathan, and Adam Galinsky. “Something to Lose and Nothing to Gain: The Role of Stress in Interactive Effect of Power and Stability on Risk Taking.” Administrative Science Quarterly 56, no. 4, (June 2003): 530-558. Maitlis, Sally, and Hakan Ozcelik. “Toxic Decision Processes: A Study of Emotion and Organizational Decision Making.” Organization Science 15, no. 4, (Dec 2004): 275-393. Taylor, Andrew, and John Rourke. “Historical Analogies in the Congressional Foreign Policy Process.” The Journal of Politics 57, no. 2, (May 1995): 460-468. Footnotes 1 Robert Baron, “So Right it’s Wrong: Groupthink and the Ubiquitous Nature of Polarized Group,” Advances in Experimental Social Psychology 37, no. 1 (July 2005): 236. 2 Annika Brandstrom, Fredrik Bynander and Paul Hart, “Governing by Looking Back: Historical Analogies and Crisis Management,” Public Administration 82, no. 1, (Jan 2004): 203. 3 Arjen Boin and Paul Hart, “Public Leadership in Times of Crisis: Mission Impossible?” Public Administration Review 63, no. 5, (May 2003): 549. 4 Jennifer Jordan, Niro Sivanathan, and Adam Galinsky, “Something to Lose and Nothing to Gain: The Role of Stress in Interactive Effect of Power and Stability on Risk Taking,” Administrative Science Quarterly 56, no. 4, (June 2003): 540. 5 Alexander George and Erick Stern, “Harnessing Conflict in Foreign Policy Making: From Devil’s to Multiple Advocacy,” Presidential Studies Quarterly 32, no. 3 (May 2002): 491. 6 Sally Maitlis and Hakan Ozcelik, “Toxic Decision Processes: A Study of Emotion and Organizational Decision Making,” Organization Science 15, no. 4, (Dec 2004): 281. 7 Andrew Taylor and John Rourke, “Historical Analogies in the Congressional Foreign Policy Process,” The Journal of Politics 57, no. 2, (May 1995): 466. 8 Alexander George and Andrew Bennet, Case Studies and Theory Development in the Social Sciences: How to Do Case Studies (Massachusetts, Ma: MIT Press, 2005), 79. 9 Alexander George and Andrew Bennet, Case Studies and Theory Development in the Social Sciences: How to Do Case Studies (Massachusetts, Ma: MIT Press, 2005), 79.

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Write the original essay for the following summary: Attribute-based encryption is a type of encryption that uses attributes as the basis for encrypting data. This type of encryption is beneficial because it has a collusion resistance property, meaning that an adversary would need to have the user key in order to access secured files.

Attribute-based encryption is a type of encryption that uses attributes as the basis for encrypting data. This type of encryption is beneficial because it has a collusion resistance property, meaning that an adversary would need to have the user key in order to access secured files.

Attribute-Based Encryption Overview and Benefits Evaluation Essay Attribute-based encryption and other encryption techniques Attribute-based approach is an encryption technique that secures data security in the cloud environment. The features of attribute-based encryption include user key, cipher-text encryption, and user credentials. However, attribute-based encryption is derived for the traditional public-key encryption. Unlike other traditional encryption techniques, attribute-based encryption has a collusion resistance property. As a result, an adversary must have the user key to access secured files. Attribute-based encryption enables login security to mitigate multiple collusion attacks (Xavier & Chandrasekar, 2013). As a result, the ABE provides creates structural attributes for encrypted messages and file sharing. Thus, the authorized user with identical attributes can access or decrypt the encrypted files. The ABE approach facilitated the creation of various hybrids, which include cipher-text policy ABE, key-policy ABE, attribute-based broadcast encryption, multi-authority attribute-based encryption, and distributed attribute-based encryption. Data analysts classify these encryption techniques based on its importance to data security. Consequently, the limitations of each encryption techniques make it less acceptable. Public-key encryption is a primitive encryption technique used in cloud computing. The encryption technique lacks various scalable options. As a result, the user attribute is inefficient and difficult to manage. Attribute-based encryption identifies and encrypts the user key with attribute sets. Consequently, the client can manage, monitor, and share the PHR using identity sets. However, user revocation attributes are not supported in the ABE (Xavier & Chandrasekar, 2013). The features of the public-key encryption include cryptography, public, and private key. As a result, the user can decrypt messages with the corresponding private or public-key. Public-key encryption enables two user access keys to the secured file. As a result, the user must have a public-key and a private key. The public-key can encrypt confidential data in a cloud server while the private-key decrypts the encoded message. However, the cipher-text relays the message to the output server. Thus, the key encryption tool is the most significant feature of the public-key technique. As a result, the user can secure and authenticate data integrity using the private key. However, the public-key algorithm limits the encryption process. As a result, the user must conduct multiple algorithms to relay and receive encrypted messages. The digital signature is another component of public-key encryption (Xavier & Chandrasekar, 2013). In digital signature, the authentication mechanism relays the encrypted message. The features of digital signature include direct and arbitrated digital signature. The applications of public-key cryptosystems include decision support system, RSA algorithm, elliptic curve, and Diffie-Hellman key change. The limitations of the public-key technique include computation cost, collusion attacks, and vulnerable to brute force attack. The ID-based encryption is primitive techniques used to secure and share files in the cloud environment. The features of the ID-based encryption include Email or IP address, user identify, and text-value. Consequently, the protocol framework for the IBE includes setup, extract, encrypt, and decrypt. The drawbacks of the IBE include data compromise, unauthorized access, system incompatibility, and code attacks. Consequently, the sender must install the recipient’s signature to relay secure messages. The IBE technique creates multiple task management schemes. As a result, the security paradox exposes encrypted files. Unlike the ABE technique, the IBE does not have an on-demand revocation. The cipher-text policy ABE enables data encryption using access policy. As a result, authorized user must provide an identical decryption key. The secret key attribute is the main feature of the cipher-text policy. Encrypted data can be relayed by third-party servers without compromise. As a result, authorized users must have the matched policy key to access encrypted folders in the cloud environment. However, user revocation is impossible during collusion attacks and data compromise. The multi-authority ABE creates multiple user access to data security. As a result, each user has a restricted domain for operation. The multi-authority encryption techniques can be used by health organization, insurance institutions, banks, and financial houses. The server operator provides level access based on the user authority (Xavier & Chandrasekar, 2013). Benefits of attribute-based encryption Variations of the ABE have been used by various researchers to evaluate the significance of cloud computing. However, the challenges of data security support the application of different ABE variations. The ABE variations have been used in public domains to reduce cost. As a result, the ABE have been used to test different data security services in the cloud environment. Surveys revealed that the ABE supports scalable and secure sharing in cloud computing. Li, Yu, Zheng, and Ren (2013) discussed the advantages of attribute-based encryption for the secure exchange of scalable records. The research findings revealed that patient privacy and confidentiality can be secure at low cost in the cloud environment. Bethencourt, Sahai, and Waters (2012) used the cipher-text policy to test the ABE variations. The research findings revealed that the CP-ABE eliminated collusion attacks in cloud servers. Lekshmi and Revathi (2014) tested the CP-ABE technique using a multi-authority approach. The multi-authority technique enables different user access to secure files. Attribute-based encryption method and its variations improve data security the cloud environment. References Bethencourt, J., Sahai, A., & Waters, B. (2012). Cipher-text-policy attribute-based encryption . Retrieved from https://www.cs.utexas.edu/~bwaters/publications/papers/cp-abe.pdf Lekshmi, V., & Revathi, P. (2014). Implementing secure data access control for multi-authority cloud storage system using cipher-text policy-attribute based encryption. Information Communication and Embedded Systems, 2 (1), 1-6. Li, M., Yu, S., Zheng, Y., & Ren, K. (2013). Scalable and secure sharing of personal health records in cloud computing using attribute-based encryption. Parallel and Distributed Systems, 24 (1), 131-143. Xavier, N, & Chandrasekar, V. (2013). Security of PHR in cloud computing by using several attribute based encryption techniques. International Journal of Communication and Computer Technologies, 1 (7), 2278-9723.

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Provide the inputted essay that when summarized resulted in the following summary : The text provides a brief audience analysis of the written profile on US / Stafford research paper.The text discusses the view of the audience on the written profile, community stakeholders analysis, recommendations to improve the profile, rationale, and reference list.

The text provides a brief audience analysis of the written profile on US / Stafford research paper. The text discusses the view of the audience on the written profile, community stakeholders analysis, recommendations to improve the profile, rationale, and reference list.

Audience Analysis: US / Stafford Research Paper Table of Contents 1. View of the Audience on the Written Profile 2. Community Stakeholders Analysis 3. Recommendations to Improve the Profile 4. Rationale 5. Reference List View of the Audience on the Written Profile Stafford is an appropriate county for living and doing business. According to Chamber of Commerce, Stafford is a community with diverse business environment ( Virginia , 2013). It is necessary to note that the profile provides extensive information on major spheres of people’s life. It is mentioned that the community has a developed infrastructure and all groups of people can be happy there. Thus, business people can find lots of business opportunities in such spheres as industry, farming, real estate, health care, entertainment and so on. It is stressed that the community is famous for its highly professional workforce. The profile also sheds light on numerous educational opportunities for young people and children. Apart from this, there is information on a variety of recreational facilities available in the community as well as certain non-profit organisations which focus on numerous issues. There is little information on cultural diversity in the region, though. It is possible to assume that the community stakeholders are people of all ages and pertaining to middle-class. Community Stakeholders Analysis To understand whether the profile provided corresponds to the real data, it is necessary to implement a brief analysis of the community stakeholders involving demographics, geographics, psychographics, sociographics, usergraphics, and webographics. The county’s population is not large, almost 137,000 ( Stafford County , 2014). It is necessary to note that almost 65% of the population are between 18 and 65 years old, almost 75% are white and more than 90% have high school or higher education ( Stafford County , 2014). Therefore, it is possible to conclude that the population is not culturally diverse. It is clear that the vast majority of population are employed adults with high income. The community has a favourable location for business as it is situated near one of main transportation arteries and is near such cities as Washington and Richmond ( Virginia , 2013). The number of recreational facilities (including parks, sport centres, art centres, and theatres and so on) shows that people in the county have active lifestyles and invest their time in their physical as well as cultural development. They also value education as the county is famous for its educational establishments and a huge number of people having high school or higher education. There are loads of non-profit organizations in Stafford and this fact suggests that another important value of people living in the county is being responsible and helping the community to develop ( Stafford, VA volunteering opportunities , 2014). This value can also be traced with the help of webographics as there are a variety of blogs on social issues ( Fredericksburg blogs , 2014). Notably, users reveal their concern about others and try to come up with solutions to a wide range of issues which are apparent in the county as well as more distance areas. It is also possible to note that a brief analysis of Facebook pages of people living in the county will draw a picture of an active educated person who participates in the community’s life. People often have numerous friends in their Facebook accounts (or other social networks). This fact may also suggest that there are quite close ties within the community. Recommendations to Improve the Profile It is possible to consider two recommendations which could improve the existing profile. First of all, it is possible to pay more attention to volunteering and activities aimed at development of communities. The profile includes this information but it does not reflect the real situation in the county. The second improvement should address the way to promote educational establishments. One of community’s values is education and this can be transferred to other areas. The profile should have more detailed information on educational establishments and a variety of training opportunities for different groups of people. Rationale The new profile will provide more precise information about the community and, hence, will be more helpful for its readers. People reading the profile will be able to make up their minds whether they will benefit from living, doing business or training in the county. More so, the profile is a way to attract new people and the two improvements suggested can fit this purpose. Admittedly, the US society is now paying more attention to education and the government as well as each American invest time and money into this sphere. More and more young people decide to continue their studies, which is a favourable trend for the development of the US society. The community can be regarded as an illustration of this success. Finally, close ties in community can help people feel at home right after their moving in. Close ties are always good for business as they contribute to promotion of services and products. Besides, being responsible and active is a nationwide trend and young people are ready to become a part of a larger movement. Clearly, people should know about these two facets of life in the county in order to make the right decision and start their life or business in Stafford, Virginia. Reference List Fredericksburg blogs . (2014). Web. Stafford county, Virginia . (2014). Web. Stafford, VA volunteering opportunities . (2014). Web. Virginia . (2013). Web.

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Convert the following summary back into the original text: The impact of obesity on individuals and communities will be explored. Then, the risk factors of obesity will be identified. Finally, some primary prevention programs and strategies will be analysed.

The impact of obesity on individuals and communities will be explored. Then, the risk factors of obesity will be identified. Finally, some primary prevention programs and strategies will be analysed.

Australian Public Health Practitioners Essay Introduction Obesity has been a central concern for Australian public health practitioners due to the rapid increase in overweight and obesity in Australian population over the last 30 years (Preventive Health Taskforce 2009). The level of obesity for both males and females in Australia is around 60 percent (Hawley & Dustan 2008). The primary prevention strategy for obesity prevention is to address multi factors that lead to gaining excessive weight in people, because this problem originates from multi-interrelated complex factors (National Heart, Lung and Blood Institute, 2012). In this essay, three issues with regard to obesity will be discussed. The impact of obesity on individuals and communities will be explored. Then, the risk factors of obesity will be identified. Finally, some primary prevention programs and strategies will be analysed. The Impact of Obesity on Population Obesity may lead to many health problems in all age groups of the society. Obese children have great chance of developping chronic diseases (Veugelers & Fitzgerald 2005). High childhood BMI may increase the risk of developing type 2 diabetes, hypertension, let alone coronary heart disease (Falconer, Viner & Kinra 2012; Stevens, Trusdale, Wang, Cai & Erber 2011). As a result, this supports the claim that obesity in children can be considered as a risk factor for developing chronic diseases in the adulthood (Park, Falconer, Viner & Kinra 2012). In addition, adolescents’ obesity may lead to high risk of developing cardiovascular diseases at young adults. Obese young adults and middle-aged adults are more likely to develop chronic diseases compared to non-obese counterparts (Stevens et al 2011). Further, obesity leads to very serious health problems among older people. It has been found that obesity among older people (aged above 70 years) may have only little effect on the potential years of life lost (PYLL). However, obesity may affect their disability adjusted life years (DALY) (Reynolds, Saito & Crimmins 2005). Obesity may have some negative effects on the mental well-being. Being obese or overweight may increase the prevalence of psychiatric conditions such as depression, anxiety and stress. Research has also shown that disabled people are more likely to be obese than normal personal due to lack of physical activities. At the social level, the cost of obesity and obesity-associated problems may increase the country’s economical burden. In 2008, Australia estimated total annual cost of the direct and indirect expenditure on obesity and excessive weight to be 56 billion Australian dollars (Australian Bureau of Statistics 2010). Thus, it is clear that weight gain is a problem in obesity. Risk factors of Obesity Obesity is a demonstration of energy imbalance in the body. Imbalance of energy occurs due to taking more calories than required (World Health Organisation 2013). In fact, there are many factors associated with living patterns in individuals and communities that may lead to obesity. Those factors can have imbalanced and insufficient diet, screen time and advertisements, lack of access to nutritious food, socio-economic status, work, physical environment and emotional factors. Excessive fat intake results in higher morbidity rates in adults due to high rates of cardiovascular diseases and diabetes. Imbalanced diet and smoking during pregnancy may culminate in obese children (Moll 2014; Kries, Toschke, Koletzko & Slikker 2002). A study in Yale School of Medicine and the University of Cologne found that mothers who have high fat diet might have obese children (Moll 2014). Shorter duration of breastfeeding also contributes to having insufficient child diet, which may lead to overweight children (Tawia 2013; The Department of Health 2013). Family structure may have some effects on weight gain. A study shows that children brought up by single mother or by women with no male partners for longer than two years have higher chances of developing obesity compared to children who are raised by two partners (Schmmer 2010). Spending long hours in front of the television or other devices may lead to weight gain. Researchers have found that prolonged viewing time increases food consumption either by having more snakes between meals or by consuming advertised food (Dennison & Edmunds 2008). Lack of access to nutritious food and the socioeconomic status can be contributing risk factors for being obese and overweight. Australian Aboriginals face the issues of lack of access to affordable and quality nutritious food in their rural and remote Australian areas (Burns & Thomson 2006). Thus, obesity rates in Aboriginals are higher than those in non-Aboriginals in Australia (Burns &Thomson, 2006). Many people consider work as a contributing factor to weight gain (National Heart, Lung and Blood Institute 2012). Physical environment plays an important role in contributing to gaining weight. A study in California indicates that there is association between obesity and the urban design that does not support physical activity and makes people rely on transportation instead of walking (Lopez-zeting, Lee & Friis 2006). Programs, resources and collaborations Several efforts have been taken to reduce obesity in Australians due to its negative impact on people’s health. Smoking in Australia has been reduced successfully through the use of national tobacco strategy, bans on tobacco advertisements (partially), health warnings on tobacco products sold in Australia, high taxation, education to change behaviours, regulations on tobacco products, and disclosure (The Department of Health 2013). Baby Friendly Health Initiative Aim: To increase breastfeeding among women and aim to reduce the associated risk of obesity in children. Initiative: This is an existing strategy of breastfeeding that has been done through raising mothers’ awareness of the benefits of increased duration of breastfeeding to avoid the associated risk of having obese children (UNICEF 2013). To make this happen, multi sectoral collaborations were involved, such as Australian Feeding Association, Baby Friendly Health Initiatives and Health Care Staff (UNICEF 2013). O’Dea (2005) shows that breastfeeding approaches could be effectively used to reduce obesity in children. Active After-School Communities Program Aim: To engage active children in safe physical environments to promote their physical activity through playing after school between 3 pm and 5:30 pm. Program: This is an existing program that provides children with recreational safe places to promote children’s physical activity. This is done through the involvement of regional coordinators and local communities in more than 1500 sites around Australia. It is thought that this program has to involve more stakeholders and should be run for more than two days a week to be more effective (Australian Sports Communities 2008). Moodie, Carter, Swinburn, and Haby (2010) argue that the program is cost effective and can be utilised to reduce obesity cases among school-aged children. Outback Stores Aim: To provide aboriginal communities, especially remote ones, with accessible and affordable healthy food by 2015. Such food would make them healthier and reduce the chances of developing obesity. This plan can be achieved through employment of couple of strategies. These strategies will ensure that healthy food will always be available to those communities. It has been noted that this strategy needs to involve more governmental and non-governmental bodies to support its continued success (Outback Stores 2014). Research has shown that the use of the program has significantly improved the health status of aboriginals in Australia (Lee, Leonard, Moloney & Minniecon 2009) The NSW Healthy Worker Initiative Aim: Healthy workers initiative aims to promote healthy lifestyles among workers in order to avoid obesity and the associated risks. Program: This is a proposed program. It is collaboration between NSW Health and New Coverwork. In addition, it involves other stakeholders such as business industries, get active behavioural change program and health professionals. This initiative held a forum in 2013 between business and health stakeholders to outline the planned initiative and to get suggestions from the stakeholders. It will commence in July, 2014 (NSW Health Government 2013). Colagiuri (2004) asserts that the NSW Healthy Worker program has the potential to increase the level of healthy living among workers. The Front of Pack Nutrition Labelling Aim: This is a proposed initiative that aim to inform and increase the consumer awareness of the nutritious content of the food bought from retailers. Program: This program aims to label food and beverages. The number of stars indicates the level of health associated with various products. About nine stakeholders will collaborate on this initiative (The Department of Health 2014). Research has shown that the initiative is based on public health principles, which seek to reduce cases of obesity in the society (Nestle & Jacobson 2000). Television initiatives Aim: The proposed initiative aims to reduce the television viewing time. It proposes to use viewing time for educational purposes. Program: The program will help families to schedule their time with less television viewing to go to local recreational areas to do some physical activities (Andreyeva, Kelly & Harris 2011; Baker, IDennison, Boyer, Sellers, Russo & Sherwood 2007). Another program can target families to educate them on how to develop healthy habits and stay active. For example, television programmes can target women and educate them on the benefits of breastfeeding their children in order to avoid child obesity. There has been a positive correlation between the chances of developing obesity in children and the amount of time spent watching the television (Dennison & Edmunds 2008). In conclusion, the negative impact associated with obesity was identified in this essay. Then, the risk factors were explored. By exploring the risk factors of obesity, numerous programs were identified in order to be used as primary health prevention programs to reduce the prevalence and incidence of the multifaceted risk factors of obesity at the population level. As noticed, this may need to include many health and non-health sectors to resolve the obesity epidemic. References Andreyeva, T., Kelly, I. R., & Harris, J. L., 2011, ‘Exposure to food advertising on television: associations with children’s fast food and soft drink consumption and obesity’, Economics & Human Biology , vol. 9, no. 3, pp. 221-233. Australian Bureau of Statistics, 2010, Health, Obesity , cat. no. 80893.3, ABS, Canberra, via AusStats database. Baker, I. R., Dennison, B. A., Boyer, P. S., Sellers, K. F., Russo, T. J., & Sherwood, N. A., 2007, ‘An asset-based community initiative to reduce television viewing in New York state’, Preventive medicine , vol. 44, no. 5, pp. 437-441. Australian Sports Communities, 2008, Helping Kids and Communities Get Active . Web. Burns J., Thomson N., 2006, Summary of overweight and obesity among Indigenous peoples. Web. Colagiuri, R., 2004, ‘Diabetes as a health promotion focus: a disease for all reasons.-editorial’, Health Promotion Journal of Australia: Official Journal of Australian Association of Health Promotion Professionals , vol. 15, no. 2, p. 95. Dennison, B. A., & Edmunds, L. S., 2008, ‘The role of television in childhood obesity’, Progress in Pediatric cardiology , vol. 25, no. 2, pp. 191-197. Hawley, J. & Dunstan, D., 2008, ‘ Overweight and Obesity in Australia’, MJA , vol. 188, no. 3, p. 11. Kries, R., Toschke, A., Koletzko, B. & Slikker, W. 2002,’Meternal Smoking during pregnancy and Childhood Obesity’, American Journal of Epidemiology , vol. 156, no. 10, pp. 954-961. Lee, A. J., Leonard, D., Moloney, A. A., & Minniecon, D. L., 2009, ‘Improving Aboriginal and Torres strait islander nutrition and health,’ Med J Aust , vol. 190, no. 10, pp. 547-548. Lopez-Zeting, J., Lee, H. & Friis, R., 2006, ‘The link between Obesity and the built environment , Evidence from an ecological analysis of Obesity and Vechile miles of travel in California’, Elsevier , vol. 12, no. 2006, pp. 656-664. Moll, M. 2014, Pregnant mother’s diet determines baby’s obesity risk . Web. Moodie, M. L., Carter, R. C., Swinburn, B. A., & Haby, M. M., 2010, ‘The Cost‐effectiveness of Australia’s Active After‐school Communities Program’, Obesity , vol. 18, no. 8, pp. 1585-1592. National Heart, Lung and Blood Institute, 2012, Explore Overweight and Obesity. Web. Nestle, M., & Jacobson, M. F., 2000, ‘Halting the obesity epidemic: a public health policy approach’, Public health reports , vol. 115, no. 1, p. 12. NSW Health Government, 2013, The NSW Healthy Workers Initiative . Web. O’Dea, J. A., 2005, ‘Prevention of child obesity: ‘First, do no harm’. Health education research , vol. 20, no. 2, pp. 259-265. Outback Stores, 2014, Working with Communities . Web. Park, M., Falconer, R., Viner, M. & Kinra, S., 2012, ‘The impact of Childhood obesity on morbidity and mortality in adulthood’, A Systematic review , vol. 13, no. 1, pp. 985-1000. Preventive Health Taskforce 2009, Australia: The Healthiest Country by 2020. Web. Reynolds, S., Saito, Y. & Crimmins, E. 2005, ‘The Impact of Obesity on Active Life Expectancy in Older Americam Men and Women’, The Geronologist , vol. 45, no. 4, pp. 438-444. Schmmer, K., 2010, ‘Family Structure and Obesity in Early Childhood’, Social Science Research , vol 41, no 12, pp. 820- 832. Stevens, J., Trusdale, K., Wang, C., Cai, J. & Erber, E., 2011, ‘Body Mass Index at Age 25 and All-Cause Mortality in White and African American : the Atherosclerosis Risk in Communities Study’, Journal of Adolescent health , vol. 50, no. 1, pp. 221-227. Tawia, S., 2013,’Sustained breastfeeding’, Breastfeeding review , vol. 21, no 1, pp. 22-34. The Department of Health, 2013, Australian National Breastfeeding strategy 2010-2015 .Web. The Department of health, 2014, Front of Pack Labeling Update. Web. UNICEF, 2013, Baby friendly Health Initiative . Web. Veugelers, P. J., & Fitzgerald, A. L., 2005, ‘Prevalence of and risk factors for childhood overweight and obesity’, Canadian Medical Association Journal , vol. 173, no, 6, pp. 607-613. World Health Organization, 2013, Obesity and Overweight . Web.

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Revert the following summary back into the original essay: The Second World War took place primarily to prevent the German invasion of Europe and the rest of the world. Britain, being one of the major frontier forces against the Germans drew most of its colonies in the war.Like most of the British colonies around the globe that participated in the Second World War, Australia did not take part in repelling the Germans from invading the Middle East and Europe to serve her interest but that of Britain and the allied forces.

The Second World War took place primarily to prevent the German invasion of Europe and the rest of the world. Britain, being one of the major frontier forces against the Germans drew most of its colonies in the war. Like most of the British colonies around the globe that participated in the Second World War, Australia did not take part in repelling the Germans from invading the Middle East and Europe to serve her interest but that of Britain and the allied forces.

Australia’s Soldiers and Wars in Middle East and Europe Essay Most countries that participated in the Second World War served either the interest of the allied forces or that of the Germans. The Second World War took place primarily to prevent the German invasion of Europe and the rest of the world. Britain, being one of the major frontier forces against the Germans drew most of its colonies in the war. Like most of the British colonies around the globe that participated in the Second World War, Australia did not take part in repelling the Germans from invading the Middle East and Europe to serve her interest but that of Britain and the allied forces. The United Kingdom and the Australian governments used the war propaganda to make Australians believe that they are facing the real threat either from the Far East or from the German naval forces 1 . As a result, Australian ground soldiers and aircrew were recruited through various programs to participate in the war particularly in Europe and around the Mediterranean. Various reasons indicate the reason why the Australian interests were not served during the war. First, the war was not between Australia and the Germans. In fact, the allied forces were protecting Europe and not Australia from the German invasion and occupation. While it could be argued that the allied forces were protecting even their colonies, Australia in particular was not facing the real threat from the Germans and its allies. In fact, the absence of the German naval forces in the Indian and the Pacific Oceans was a clear indication that the threat was not immediate 2 . Second, the British Royal Air Force (RAF) controlled the activities of the Royal Australian Air Force (RAAF) and the ground solders that participated in the war. In fact, the United Kingdom ensured that its colonies or the commonwealth countries participated in the war through various programs. Essentially, Britain and its dominions adopted the programs such as the Empire Air Training Schemes (EATS) to ensure constant supply of trained aircrew to fight alongside the RAF 3 . Through the program, the RAAF recruits received basic training around the Australian airbases. From the airbases, the recruits were sent overseas for further training and redeployment to participate in the air squadrons in Europe. In fact, thousands of the Australian aircrew and ground solders headed to Europe in aid of the British during the Second World War. Third, the British did not prioritize the Australian interests in the Far East. When Singapore and Malaya were under the threat of the Japanese invasion, the allied forces failed to protect these Australian interests rather, diverted the Australian air force to fight in the Balkans. With thousands RAAF aircrew deployed in various parts of Europe, the available Australian naval force could hardly resist the Japanese invasion and intent without the backing of the allied forces. Therefore, it could well be argued that the participation of Australia in the Second World War was not to serve the Australian interest but that of the United Kingdom. Essentially, the deployment of the RAAF and ground soldiers in the Middle East and Europe only served the interest of the British and the allied forces. During the Second World War, the Australians served in various capacities ranging from aircrew to maintenance and administrative responsibilities. References Horner, DM, “The Greek campaign February–April 1941: the political decision”, High command: Australia and allied strategy, 1939–1945 , Australian War Memorial, Canberra, 1982, pp. 76-85. McCarthy, JM, “The defence of Australia-and the empire air training scheme: 1939-1942”, The Australian Journal of Politics and History, vol. 20 no. 3, 1978, pp. 326-334. Robertson, J, “The Mediterranean campaign, 1940–1945”, in J Robertson (ed.), Australia at war: 1939–1945 , William Heinemann Publishers, Melbourne, 1981, pp. 37-51. Footnotes 1 JM McCarthy, “The defence of Australia-and the empire air training scheme: 1939-1942”, The Australian Journal of Politics and History , vol. 20 no. 3, 1978, pp.326. 2 DM Horner, High command: Australia and allied strategy, 1939–1945 , Australian War Memorial, Canberra, 1982, pp. 77 3 J Robertson, Australia at war: 1939–1945 , William Heinemann Publishers, Melbourne, 1981, pp. 37.

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Write the full essay for the following summary: The article examines the social problems and difficulties encountered by individuals with Autism Spectrum Disorder (ASD). The level of social impairment for individuals with ASD varies significantly from one person to another.The article examines the social problems and difficulties encountered by individuals with Autism Spectrum Disorder (ASD). The level of social impairment for individuals with ASD varies significantly from one person to another.

The article examines the social problems and difficulties encountered by individuals with Autism Spectrum Disorder (ASD). The level of social impairment for individuals with ASD varies significantly from one person to another. The article examines the social problems and difficulties encountered by individuals with Autism Spectrum Disorder (ASD). The level of social impairment for individuals with ASD varies significantly from one person to another.

Autism and its Effects on Social Interaction Evaluation Essay Table of Contents 1. Summary of the Article 2. Background of the Authors and Targeted Audience 3. Comparison With Another Article 4. How the Work Illuminates My Biography 5. Reference List Summary of the Article The article “Social Impairment in Children with Autism Spectrum Disorder” identifies the major challenges facing many people with autism. The authors wanted to examine the social problems and difficulties encountered by individuals with Autism Spectrum Disorder (ASD). The level of “social impairment for individuals with ASD varies significantly from one person to another” (Poliakova & Palkhivala, 2008, p. 50). This fact explains why educators should address the challenges affecting different learners with ASD. The “major social impairments associated with ASD include limited imitation of people’s behaviors, delayed movements, problems interpreting verbal communication skills, and difficulty whenever associating with others” (Heward, 2012, p. 64). Individuals with ASD find it hard to make new friends. They do not care about the feelings and reactions of others. They also take long before reacting to other people’s actions. Children with ASD do not interact with others effectively. Such children will also encounter numerous problems whenever associating with others (Poliakova & Palkhivala, 2008). Scholars should examine the problems affecting many individuals with autism. Teachers should also use the best practices to support every child with autism. This knowledge encourages the authors to identify appropriate methods that can foster socialization. For instance, parents should “embrace the concept of peer interaction” (Heward, 2012, p. 36). This practice should be promoted at the age of three. Teachers and parents should use personalized toys and equipment to improve the level of interaction. Educators should also guide their learners in order to achieve the best outcomes. This strategy is relevant because “social interactions can support the cognitive needs of many children” (Heward, 2012, p. 37). Background of the Authors and Targeted Audience The authors of this article understand most of the issues associated with autism. The researchers have been working with the Early Childhood Learning Knowledge Centre of Canada. Natalia Poliakova and Alison Palkhivala have used their knowledge to analyze the social problems encountered by children with autism. This background explains why the researchers have produced a professional article. The article targets parents and teachers who support children with ASD. Many scholars and researchers can also acquire useful ideas from this article. This approach will present new ideas that can support the needs of children with autism (Heward, 2012). Every educator should read the above article in order to understand how autism affects a person’s social skills. Comparison With Another Article According to Scheeren, Koot, and Begeer (2012), children with autism encounter numerous social problems. The researchers identified some of the major challenges associated with autism such as “poor communication and interaction skills” (Scheeren et al., 2012, p. 5). According to Poliakova and Palkhivala (2008, p. 50), “many students with ASD will depict various stereotypic behaviors”. Such individuals will encounter various difficulties with both nonverbal and verbal communication (Heward, 2012). Such children fail to have normal interactions with their peers. How the Work Illuminates My Biography The biography below indicates clearly that autism is a major disorder affecting many people. According to the references below, individuals with Autism Spectrum Disorder (ASD) take long before establishing meaningful relationships with their peers. Such children will also portray specific behaviors that can hinder their social interaction skills. Parents should therefore understand the actions depicted by children with ASD (Heward, 2012). This knowledge will make it easier for them to support their children using the best strategies. Reference List Heward, W. (2012). Exceptional Children: An Introduction to Special Education. New York, NY: Pearson. Poliakova, N., & Palkhivala, A. (2008). Social Impairment in Children with Autism Spectrum Disorder. Canadian Council of Learning, 1 (1), 50-51. Scheeren, A., Koot, H., & Begeer, S. (2012). Social Interaction Style of Children and Adolescents with High-Functioning Autism Spectrum Disorder. Journal of Autism and Developmental Disorders, 1 (1), 1-10.

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Create the inputted essay that provided the following summary: The paper examines how autism affects children and their social interactions from an academic point of view. It also looks at the behaviors of children with autism in the school set up and how these behaviors affect the other students.

The paper examines how autism affects children and their social interactions from an academic point of view. It also looks at the behaviors of children with autism in the school set up and how these behaviors affect the other students.

Autism Effect on Children Research Paper Table of Contents 1. Introduction 2. Behaviors of Children with Autism 3. Teachers’ Interventions 4. Conclusion 5. References Introduction Autism is a neurodevelopment condition that lowers several mental capabilities of individuals. Children suffering from autism have reduced social interaction skills and become slow learners. Numerous cases of autism are reported all over the world, but people living with autism have become integrated well into the society due to the scientific advancements in medicine. Children suffering from autism not only get drugs that help to ease their condition, but they also learn how to interact with other people. It suffices to mention that children who have autism get opportunities for education, despite being slow learners (Mastropieri & Scruggs, 2010). In some countries, they have special schools that have teachers who are skilled in teaching them. In other countries, the children are not separated from the other children in class. In the past, teaching other children together with children suffering from autism was a problem because the children with autism were perceived to be aloof (Scruggs, 2008). However, teachers have taken the initiative to understand autism and draft new and better ways of teaching children with autism. This paper will analyze how autism affects children and their social interactions from an academic point of view. Behaviors of Children with Autism It is crucial to understand the behavior of children with autism in the school set up in order to understand how autism affects children and their social interactions. Scruggs (2008) reveals that children with autism are usually perceived aloof because they do not interact with other children in the classroom. In many instances, they are alone sitting in a corner and doing their own things. An interruption or any attempt by other children to indulge in play with the affected child usually ends up in a disaster. Mastropieri and Scruggs (2010) argue that children with autism have a hard time associating with other children due to two main reasons. First, the children know that they are different from the rest. The difference is more pronounced in the older children compared to the younger ones. The second reason children with autism do not interact with other children freely is the fact that their condition gives them limited social interaction skills. Consequently, they do not feel comfortable being around other people. As Scruggs (2008) observes, many of the children with autism do not like to be touched and can get hysterical if it happens. It is also necessary to point out that children with autism do not care about the feelings and reactions of the other students. They rarely imitate the actions and reactions of the other students in the class. Resultantly, they are perceived to be mean and rude to the other students. Imitation of behavior is important in school because it gives children a predictable idea of what to do next (Scruggs, 2008). For example, if a child smiles at another child, it is very normal and expected that the other child will smile back. However, this is rarely the case with a child who has autism because of their limited social skills. In the same vein, such children shy away from such friendly gestures from the other kids. In turn, they lack the form of social interaction that is enjoyed by other children. Poliakova and Palkhivala (2008) also add that children with autism mostly portray some characteristics that push the other children away, making it difficult for them to interact with the other kids. One such behavior is screaming. Scruggs (2008) observes that children suffering from autism have a tendency to scream whenever they feel scared, mainly because most of them do not like to be touched. Other things that can trigger screaming include impatience and wanting their parents. The screaming is not only ear deafening, but it also scares the other children in the class away. In other words, the other pupils become scared of interacting with the child out of the fear that the child may start screaming. Another behavior exhibited by children with autism is the unwillingness to communicate, which limits their social interaction further. Meadan and Monda-Amaya (2008) argue that there are times when the child will refuse to talk. For instance, the child may refuse to respond to the teacher or fellow students. In the past, many teachers would relish such acts because the child would appear quiet and calm. However, recent studies show that the child feels vulnerable if he exhibits such behavior, which is portrayed in the form of tendency to refuse to talk. Many draw on their books, instead of interacting with the rest because the communication process is too complicated. It further hampers their academic and social development. The lack of proper social interaction makes it difficult for the child with autism to advance in their studies. As they grow up, they refuse to be paired with other children for assignments. They also fail to make friends who can help them with school work or just talk regarding everyday issues that may linger in their minds. Teachers act as the meeting point between the child who has autism and the other children in the classroom. It is up to the teacher to ensure that the child is comfortable enough to interact with the other kids. Improving the social skills of children with autism is not easy. However, it can be achieved through a series of behavior change models created by the teacher. Teachers’ Interventions As mentioned, teachers are the pivot of the relationship between the children who suffer from autism and the other children in the classroom. All the children, including those who have autism, know and trust the teacher. The child with autism will be more comfortable with a teacher they have known for a long time compared to the students in the class because they are many and may be newer to the child. The first thing a teacher can do to help a child with autism is to encourage the development of social skills. Scruggs (2008) argues that there are teachers who force children with autism to partner with the other kids on school assignments in order to get them to open up. Improving social skills can be achieved using a series of well-defined lessons on the same. For instance, the teacher can take time to help the child learn non-verbal cues. Nonverbal cues are the most important form of communication for a person suffering from autism (Mastropieri & Scruggs, 2010). Understanding how space, time, and gestures affect other people can help the individual interact freely with other people. Understanding nonverbal cues can also assist the child when they do not want to talk. The second thing a teacher can do is to create an inclusive educational environment for the child (Santoli et al., 2008). It is true that children with autism have a hard time interacting with other children. It is also true that they cannot be forced to interact with the other children. However, shaping the classes to suit the child will help in keeping them calm enough to interact with the other kids. If the child likes painting and drawing, then the teacher can first give every child drawing materials and leave them draw. The teacher can then pair the students to analyze and talk about their drawings. At this point, the teacher should pair with the child because they will prove calmer when with the teacher than another child. The child can then slowly start pairing up with the other children. It is crucial for the teacher to use an activity that the child enjoys the process of fitting into the school setting. In the same manner, the teacher can instill patience in the other students. It is easier for children to understand that a person is not feeling well and respect that. The teacher should encourage the other children not to make fun of the child who has autism and not to feel offended whenever the child becomes aloof. The positive reaction that the other kids give may encourage the child to open up. Teachers should also monitor the child and learn their responses (Scruggs, 2008). It is not enough for the teacher to just make sure that the child is feeling okay and calm. Instead, the teacher has to ensure that they monitor the behavior of the child. Monitoring will help the teacher find out some of the things that make the child irritated and aloof. Similarly, monitoring the child’s reaction will show the teacher what the child likes, which can then be incorporated into the class work to make learning easier for the child. Santoli et al. (2008) argue that not all children who have autism are slow learners. However, monitoring can help the teacher be in a position to decide the pace that is required for the child to understand the concepts that are taught in class. Particular attention in the sense of a special teacher should be provided for the students who are extremely slow. However, the teacher has to come up with a teaching model that will suit the pace of the child who has autism if the child is not very slow. Using the example of a child who likes to draw, the teacher can use drawings to teach. The other children will not have a problem using such customized learning activities, given that they have average learning speeds. Conclusion In conclusion, teaching children with autism does not have to be as difficult as it was a decade ago. Many teachers have the skills and tools that allow equip them to help these children fit in a typical class. One of the major things that make it difficult for the child who has autism to form relationships with the classmates is abnormal behavior. For instance, the child may scream and make the other children scared of interacting with the child. Teachers are encouraged to create an inclusive learning environment for the child to solve such problems. The teacher has to monitor the development and reactions of the child who has autism in order to establish a suitable environment. Additionally, the teacher has to draft suitable learning and teaching methods that target the development of social skills of the child who has autism, thereby improving the cognitive development of the child. References Mastropieri, M., & Scruggs, T. (2010). The inclusive classroom: Strategies for effective differentiated instruction . Upper Saddle River, NJ: Pearson Meadan, H., & Monda-Amaya, L. (2008). Collaboration to promote social competence for students with mild disabilities in the general classroom: a structure for providing social support. Intervention in School & Clinic, 43 (3), 158-167 Poliakova, N., & Palkhivala, A. (2008). Social impairment in children with autism spectrum disorder. Canadian Council of Learning, 1 (1), 50-51. Santoli, S., Sachs, J., Romey, E., & McClurg, S. (2008). A successful formula for middle school inclusion: Collaboration, time, and administrative support. Research in Middle Level Education Online, 32 (2), 1-13. Scruggs, A. (2008). Effective reading instruction strategies for students with significant cognitive disabilities. Electronic Journal for Inclusive Education, 2 (3), 1-11

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Convert the following summary back into the original text: The main purpose of operating any business entity is to generate profit. As a matter of fact, expanding the revenue base and maximizing profits are key concerns of any business enterprise located in a competitive business environment.Porter's Five Forces framework offers an attractive framework for business organizations to create competitive advantages and sustain profitability in highly competitive markets.The essay relates the Porter's Five Forces framework with the growth prospects of the auto industry in the United States.

The main purpose of operating any business entity is to generate profit. As a matter of fact, expanding the revenue base and maximizing profits are key concerns of any business enterprise located in a competitive business environment. Porter's Five Forces framework offers an attractive framework for business organizations to create competitive advantages and sustain profitability in highly competitive markets. The essay relates the Porter's Five Forces framework with the growth prospects of the auto industry in the United States.

Automotive Industry in the United States Essay Abstract The main purpose of operating any business entity is to generate profit. As a matter of fact, expanding the revenue base and maximizing profits are key concerns of any business enterprise located in a competitive business environment. This implies that business organizations should create competitive advantages by developing viable marketplace strategies. The latter is necessary in order to outwit the stiff market competition. Hence, there is need to formulate a management process which is well structured in tandem with the market demands of an organization’s products. An attractive framework has been offered by Michael Porter in this analysis. From the Porter’s Five Forces framework, it is possible for business enterprises to survive and remain profitable even in highly competitive markets. For example, management teams in business organizations should not ignore to identify and manage the impacts of substitute products in the market. Any form of a substitute good or service is a real threat to the operations and sustained profitability of a firm. This analysis relates the Porter’s Five Forces framework with the growth prospects of the automotive industry in the United States. Introduction to the Auto Industry A number of factors have generally influenced the transformation of the automotive industry. For instance, manufacturing and assembling vehicle components, changes in the marketing of automotive products, development of supply chain, assembling practices, market fluctuation of fuel prices, development of infrastructures and the overall business structure of the industry have immensely evolved operations in the sector (Samuelson & Marks, 2012). Historical records attest to the fact that the invention and innovation of engines marked the humble beginning of the development of automotive industry. This early development was particularly agitated by the emergence of new forms of transporting energy. For instance, gasoline was used during the 19 th century as an important source of energy. Hence, it experienced high demand in different locations. Therefore, new methods of transporting the product were necessary. Steam was also a crucial medium for fueling engines during the century. After the full development phase of various sources of energy, initial automobile firms began to take shape. It can be recalled that the earliest motor vehicle companies were established after full discovery of oil and gas resources. The development of other vital motor vehicle components such as the steering wheel and floor-mounted accelerators followed later towards the late 19 th century and early 20 th century (Siemiatycki, 2012). As a result, the automotive industry experienced rapid development in terms of both manufacturing technology and the speed of assembling parts. Contemporary vehicles have been made lighter, more fuel efficient, and simpler to use. Nonetheless, it is crucial to mention that the automotive industry is an equal opportunity employer in the United States and other manufacturing countries. In spite of the recent 2007/2008 global economic recession, the future outlook of the industry is still impressive. A considerable share of the market may not be guaranteed when substitute products enter the market. On the same note, it is inevitable for other competing firms to enter the same market. Managements in organizations should factor such risks when running their firms. Rivalry experienced from other competitors can only be curtailed if thorough strategic planning is put in place. In regards to the buyers’ bargaining power, it is crucial to provide customers with a competitive pricing model that is more favorable than that of the immediate market rivals. Besides, the bargaining power of suppliers is fundamental because they are part and parcel of the profit optimization plan of a business enterprise. Industry Definition The automotive industry in America is specifically concerned with both manufacturing and marketing of various types of vehicles. In the course of this core function, the industry also designs the automobile products according to the tastes and preferences of the targeted market. Hence, this calls for continuous Research and Development (R&D) in the sector (Siemiatycki, 2012). Both the local and overseas markets are supplied with motor vehicles manufactured from the US automotive industry. Statistical financial records indicate that over 70 million pieces of motor vehicles were manufactured during the 2008 fiscal year. These entailed both light and heavy commercial vehicles. Over the same period, the sales volume for brand new motor vehicles was about 80 million. However, the onset of the global credit crunch in 2007/2008 affected the buying power of customers and equally led to high cost of raw materials. Consequently, the industry was compelled to undergo pricing pressure for its products. As it stands now, intense external competition is a major threat to the industry. In other words, private vehicle usage has declined considerably as part of cost cutting measures by consumers. Industry Profile Consolidations of the American automotive industry as well as the size and growth rate define the industry profile of the automotive sector in the United States. In addition, three leading manufacturers of light commercial vehicles (trucks) have punctuated the international investment portfolio of the automotive industry in the United States (Uzwyshyn, 2012). Individual companies within the industry are also experiencing significant employment shifts especially when some workers are compelled by situations to change their states of residence. The industry is also a key contributor to labor relations organizations and health insurance schemes (Siemiatycki, 2012). Industry Structure The equipment, parts and motor vehicle departments employ more than one million American citizens besides expatriates. Ever since Chrysler, Ford and General Motors diversified their production segments in the market, significant shifts in the industry structure have been recorded. For example, importation and local production of cars by other overseas firms were a common experience since the early beginning of the New Millennium. It is evident that the three main manufacturers diverted their attention in manufacturing light trucks instead of saloon cars (Uzwyshyn, 2012). The foreign manufacturers are a real sourceof competition for Ford, GM and Chrysler motor companies. Due to the desire to restructure the local automotive industry in the US, these firms have already shed off 700, 000 employees. On the other hand, foreign firms have hired close to 400,000 workers in order to meet their production demand. Future Outlook Data obtained from the CAR group indicate that the growth in the sale of motor vehicles will still stagnate in the near future until negative economic effects are phased out completely (McAlinden & Chen, 2012). Hence, the future depicts a slow recovery rate of the automotive industry in the US. Even if the US economy begins to perform strongly, the record pent-up demand will be the main driving force in the growth of sales. However, this scenario will only be possible with new vehicles and not used machines. The industry is also expected to recover to the level it was immediately before credit crunch began in 2007. Nonetheless, the same level of recovery might not be attained in automotive employment (Gao, Hensley & Zielke, 2014). After scrutinizing the US automotive industry, economic experts argue that this sector of the economy might not experience robust growth in the next few years. Nonetheless, the growth initiatives that have been put in place by the federal government are highly likely to accelerate growth in this industry. If the current innovations are effective enough, then the industry may begin to recover gradually from the year 2016. The double-digit growth in terms of sales may take quite a long time before it is realized. However, there is some hope that the industry will begin to gain momentum by increasing revenue base from 2016 onwards as shown in the graph below. Source: CAR Porter’s Five Forces Strategy Analysis as it applies to the Auto Industry Bargaining Power of Buyers It is critical for the automotive industry to establish a cordial relationship with consumers of its products. The decline of the buying power of consumers may spell doom to the industry (Mucheru, Mwangi, Mandere, Bichanga & Gongera, 2014). In other words, the sector players should make sure that buyers receive the best bargain in the market. The latter should have a sensible and favorable power to bargain products manufactured by the industry. Since the automotive products are relatively standardized, consumers tend to control more power when it comes to making buying decisions. In addition, the competing brands within the same industry creates an impressive playground for consumers to bargain which products to buy and at what price. Nevertheless, the low production ratio compared to the high number of buyers will obviously make the industry relatively powerful (Porter, 2008). Bargaining Power of Suppliers The industry wields more power than suppliers in this case study. There are strong-willed buyers in the industry who are in a position to champion for their tastes and preferences when dealing with suppliers. This favors the industry players (Porter, 2008). Since major proliferation of automobile firms is absent, buyers will remain powerful at the detriment of suppliers. About 90 percent of value shipment in the US is held by the main automotive firms. Besides, backward integration occurrence will be the main source of power for the industry. Eventually, suppliers will experience a weak bargaining power (Uzwyshyn, 2012). Competitive Rivalry in the Industry Both the US and global automotive markets experience stiff rivalry. Chrysler, Ford and General Motors have apparently sought other external opportunities to sell their products instead of relying on local consumers. These firms have opted to globalize their competition arena as other foreign players take charge of the US market. Poor engagement of these firms in the US markets has led into slow growth of the automotive industry in the wider North American region (Uzwyshyn, 2012). It is apparent that the three rivals have decided to adopt a non-aggressive method of competing at the local market. Threat of New Entrants There are significant entry barriers into this manufacturing sector. The minimum amount of capital required to initiate an automotive firm is quite large. Hence, the latter is a major prohibitive factor. As a new entrant into the industry, specialized automotive manufacturing facilities are required. Nevertheless, old players in the industry are keenly expanding their operations through strategic partnerships (Uzwyshyn, 2012). The significant setbacks to venture into this sector have enhanced the profitability of existing firms in the industry owing to lack of perfect competition. The global markets have provided a lot of success to most automotive firms. Threat of Substitutes Although there are substitutes to automobiles in the United States, the impacts have not been felt. As much as the American population may opt to travel using airplanes, trains or ships, none of these modes of transport is universally convenient like motor vehicles. The latter offers the best independence and utility for most travelers within the US borders (Uzwyshyn, 2012). Additional time may be required when travelling using trains and ships. Nonetheless, trains and ships are relatively cost effective and may provide a better substitute for travelers who are not in a hurry. A high elasticity of demand is common with substitute automobiles such as airplanes and trains especially in regards to price factor. Conclusion In spite of profitability, the automotive industry in the United States still faces numerous operational challenges. The aforementioned challenges in this industry can be effectively addressed using the Porter’s Five Forces framework. As already discussed in the paper, the threat of new entrants is apparently the main advantage of the existing automotive firms in the US. Several barriers hinder new entrants into this industry and continue to guarantee high profitability for old firms. In addition, substitutes in this industry do not pose any substantial effects as discussed in the paper. However, the bargaining power of customers and competitive rivalry are major issues that still impede the operations of firms in this industry. References Gao, P., Hensley, R., & Zielke, A. (2014). A road map to the future for the auto industry. Mckinsey Quarterly, 1 (4), 42-53. McAlinden, S.P. & Chen, Y. (2012). After the Bailout: Future Prospects for the U.S. Auto Industry . Retrieved from https://www.cargroup.org/ Mucheru, C.M., Mwangi, S., Mandere, E.N., Bichanga, J.M. & Gongera, E. G. (2014). The Application of Porter’s Five Forces Model on Organization Performance. European Journal of Business and Management, 6 (16), 75-86. Porter, M. E. (2008). The Five Competitive Forces that Shape Strategy. Harvard Business Review, 86 (1), 78-93. Samuelson, W. & Marks, S. (2012). Managerial economics . New Jersey, US: John Wiley & Sons, Inc. Siemiatycki, E. (2012). Forced to Concede: Permanent Restructuring and Labour’s Place in the North American Auto Industry. Antipode, 44 (2), 453-473. Uzwyshyn, R. (2012). The US Auto Industry in 2013: Five Forces to Consider. Automotive Industries, 192 (11), 221-223.

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Write the original essay for the following summary: The development of autonomous robots will change human lives positively by simplifying duties, improving social life, and offering social support.

The development of autonomous robots will change human lives positively by simplifying duties, improving social life, and offering social support.

Autonomous Robots Expository Essay Introduction The future of technology in the changing world is uncertain. Scientists and researchers are coming up with new ideas and new inventions that might affect people in different ways. The development of robots has enabled people to do various things concurrently without necessarily having to be present. In fact, robots and human beings have interacted to the extent that human beings cannot do without robots. Robots make work easy and they enhance the quality of life (Nomura et al. 2009). However, there is a need to worry about the future, as people might have to rethink about their mode of working, resting, and playing. The autonomous robots that seem to be very helpful might have negative changes on the lives of human beings. This paper will discuss the various ways in which the development of autonomous robots will change human lives positively and negatively. Positive changes Simplification of duties In the modern society, autonomous robots have made it easy for human beings to accomplish tasks that require a lot of time to time and energy. Since they are self sufficient, the autonomous robots have the capacity to work in the absence of human beings. Robots have played a significant role in enabling people to live better and simple lives. There is a very high probability that future autonomous robots will be more mobile than the current ones. They might have the capability to perform many tasks and human beings might have to relax most of the times. There is a possibility that human beings will stop doing dangerous, boring, and strenuous chores (Danaher 2011). Currently, dishwashers have replaced the task of washing dishes using hands, while washing machines have saved human beings from the laborious chore of washing clothes manually. There are numerous robots in the current world, and with the enhancement of technology, human beings might have to do less work than they are doing right now. In the future, robots will help in doing menial tasks as human beings employ their intelligence elsewhere. In fact, human beings are likely to make new inventions, as they will have sufficient time at their disposal. Improved social life People have always believed that work is a necessity for life. Although it might be true that people need to work to earn a living, there is no need to engage in traditional full-time employment. Automated robots will play a great role in handling blue-collar jobs as human beings spend most of their time finding new models of earning. People will have the inspiration to redefine their notions about work and employment, and review their social lives. The development of autonomous robots will enable human beings to work smart instead of working hard. Therefore, people will have time to care for their families, friends, and relatives. People will have more time to spend on leisure and self-improvement as robots do the work for them. They will offer social support that is necessary in healing the ailing societies as well as the people in it. Economic growth Scientists invented robots to reduce human error at the workplace and increase the efficiency of production. Big industrial companies are still enjoying the efficient production attributed to the use of robots. The future of the industrial companies is bright as enhanced robots are coming into the market. Increased productivity plays a critical role in developing the economy of a particular region and improving the standards of living. Wherever companies rise economically, they have the potentiality of opening new branches and creating new job opportunities. It is evident that robots will play a significant role in enhancing economic growth and in enhancing the living standards in the future. Reduced cost of production Big companies find the cost of maintaining employees to be very high. While performing difficult and dangerous tasks, employers have to part with huge sums of monies to compensate the workers. Moreover, employers have to ensure that their employees have health insurance covers and employee benefits that are quite costly. However, with the invention of robots, the production cost might reduce significantly (Wallé 2008). In the future, industrial robots will have the capacity to perform difficult and dangerous tasks repeatedly without complaining. It is worth noting that robots do not need expensive health care insurances, and neither do they need benefits like human beings. The productivity of most companies will increase as the cost of production reduces significantly. Increased precision Precision is inevitable in the medical and military fields that deal with people’s lives. The introduction of humanoid robots to perform surgical procedures enhanced surgical procedures. Surgeries went on smoothly while patients recovered very fast, as there were no human errors. In the future, scientists might develop enhanced robots to work in the medical field. The number of deaths might decrease significantly, and the time patients spend in hospitals will decrease. It is noteworthy that robots have the capacity to manage the distribution of medications to hospitals and pharmacies. In future, the precise administrative roles offered by robots are likely to be more effective than they are currently. Various institutions are likely to adopt the robot management systems, and the number of errors will reduce significantly. In the military field, the robots will play a great role in enhancing military operations and in protecting the lives of people. Enhanced educational systems Robots have played a great role in enhancing the educational system in various learning institutions. The medical field, for example, has found robots to be very beneficial for administration and instructional purposes. Medical students use robots as test subjects, and the experience that students gain surpasses the normal experience with instructors. Other educational institutions are also experiencing the benefits of instructional robots, and the future of education is bright with enhancement of technology. Negative changes Safety risks Autonomous robots might prove to be very risky whenever they malfunction. The autonomous military robots, for example, have the ability to attack independently. In case of a malfunction, they might attack solders instead of attacking the targeted people (Bruce 2013). Such cases would endanger the lives of innocent citizens who need protection from the military officers. It is evident that people living in developed nations use robots to perform household chores like cleaning, babysitting, and mowing. However, cases of autonomous humanoid robots malfunctioning and killing children while babysitting might increase in the future. Children might have to change the way they play around with the robots. Moreover, people have a tendency of letting humanoid robots to take care of the elderly. The physical and ecological damage that robots might cause is immeasurable, and these incidences might change the lives of human beings negatively. Possibility of increased unemployment Autonomous robots perform roles that human beings performed previously. In the future, employers might find it unnecessary to hire new employees, as autonomous robots will do much of the work. Apparently, one robot can perform the role of about ten employees. Moreover, humans are prone to making errors as compared to robots; thus, employees might resolve to work with autonomous robots instead of the human beings. The number of autonomous robots entering the market is increasing on a daily basis (Guizzo 2010). This is a clear indication that upon retirement of the current employees, developed nations might replace the current workforce with robots that will have efficient productivity. The number of unemployed people might rise in the future and people might have to think of developing new ways of working. The machines that seem to be beneficial might lead human beings to a darkened age of miserly due to unemployment. Change of culture Humanoid robots have appearances similar to those of human beings. They act like human beings and they can entertain and offer efficient companion to human beings. In the future, humanoid robots might have the intelligence and emotions similar to those of human beings. Human beings might resolve to interact and live with autonomous robots instead of living with other human beings (Robertson 2010). There is a fear that robots and human beings might develop social relationships that might be harmful to the society. Cases of human beings intermarrying with humanoid robots might increase, and the culture might change negatively. Dominance of the robots Humanoid robots have artificial intelligence that resembles the intelligence quotient of human beings. With the enhancement of technology, the robots’ intelligence levels might surpass that of human beings (Eisenberg 2002). In case the robots reach a point of matching the human capabilities, they might outperform humans and dominate them. It is also noteworthy that robots are faster and more accurate than human beings are. They can process data and knowledge, and their potentiality might increase in the future. The worst reality is that the existence of robots obstructs human reasoning. Therefore, human beings will have to be more cautious while working with the robots than they are today. Closure of small companies It is evident that acquisition of new technology is very expensive. This unfortunate reality has adverse effects on small companies. While big companies will enjoy the positive effects of increased productivity, small companies might suffer because of the unconquerable struggle to outweigh the big companies. The production costs of the small companies would remain significantly high, and such companies will only make profits if they sell their products and services at significantly high prices. Customers will obviously go for low priced products and services, and the small companies are likely to experience low sales. With decreased sales, the profits decrease significantly, and the outcome is that the small companies would be incapable of running their operations and they would finally collapse. Incompetent graduates The rapid development of technology is proving to be a threat to the current education system. There is a fear that educational institutions might coach students with skills that might be outdated in the future. The uncertain future is a threat to the educational system as there is no sure way of preparing students for the robotic-centric work environment. The job market in the future might be too demanding, and only a few graduates will possess the skills needed in the job market. Since the robots will perform all the manual work, human beings will have to perform duties that require critical thinking. In such a case, only the most intelligent and most educated people will compete with the autonomous robots (Singer 2009). Since a standard population will consist of average and highly intelligent people, the average minded people might have difficulties in keeping up with the pace of the evolving world. Conclusion From the discussions, it is evident that autonomous robots will have both negative and positive changes in the lives of human beings. However, the robots are part of the enhanced technology that is imperative in the evolving world. Therefore, people should learn to embrace the positive changes that autonomous robots will bring to their lives. Although people might view advanced technology as one of the contributing factors to unemployment, it would be important to rethink of how the autonomous robots help in creating reformed types of employment opportunities. Technology will play a great role in enhancing work relations in a socially beneficial manner. Autonomous robots will help in enhancing the nature of work that human beings do, as they will act as poor labour substitutes. The fear of dominance of robots is insufficient as human beings have the capability to control their destiny. Humans have the ability to control the social, political, and economic systems with the help of the robots. They can decide to control the population of robots depending on the societal needs. Overall, robot technology will play a significant role in changing human lives positively; therefore, people should learn to embrace all the changes that might arise due to the development of autonomous robots. References Bruce, N 2013, ‘U.N. expert calls for halt in military robot development’, The New York Times , 30 May, p. 16. Danaher, J 2011, ‘The laws of thought’, The Philosopher . Web. Eisenberg, A 2002, ‘What’s next: designers take robots out of human hands’, The New York Times , 28 February, p. 9. Guizzo, E 2010, ‘ World robot population reaches 8.6 million ’, IEEE Spectrum . Web. Nomura, T, Kanda, T, Suzuki, T, & Kato, K 2009, ‘Age differences and images of robots: social survey in Japan’, Interaction Studies , vol.103, no. 1, pp. 374 –391. Robertson, J 2010, ‘Gendering humanoid robots: robo-sexism in Japan’, Body & Society , vol.16, no.1, pp. 1-36. Singer, P 2009, Wired for war: the robotics revolution and conflict in the 21st century , Penguin Press, New York, NY. Wallé, J 2008, The history of the industrial robot , Linköpings University, Sweden. Appendix 1 Annual supply of industrial robots

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Provide the full text for the following summary: The balanced scorecard (BSC) has become one of the most popular performance measurement tools and mechanisms for executing business strategies among senior executives and managers globally. The BSC was developed by Kaplan & Norton to solve the industry-wide challenge of performance measurement. It incorporated four diverse elements to create overall performance tool. These were mainly financial measures, operational measures, internal processes and innovations. The paper reviews developments in the balanced scorecard (BSC) since its inception in the year 1992.

The balanced scorecard (BSC) has become one of the most popular performance measurement tools and mechanisms for executing business strategies among senior executives and managers globally. The BSC was developed by Kaplan & Norton to solve the industry-wide challenge of performance measurement. It incorporated four diverse elements to create overall performance tool. These were mainly financial measures, operational measures, internal processes and innovations. The paper reviews developments in the balanced scorecard (BSC) since its inception in the year 1992.

Balanced Scorecard Developments Report This paper reviews developments in the balanced scorecard (BSC) since its inception in the year 1992. The BSC has become one of the most popular performance measurement tools and mechanisms for executing business strategies among senior executives and managers globally. The BSC was developed by Kaplan & Norton to solve the industry-wide challenge of performance measurement. It incorporated four diverse elements to create overall performance tool. These were mainly financial measures, operational measures, internal processes and innovations. These perspectives focused on areas that an organisation could improve, create value on, excel at and shareholders and customers’ views. Although the original BSC was widely accepted, it was never perfect. Its measures, for instance, could not accommodate all measures as demonstrated by Rexam Custom Europe in 1996. In addition, Kaplan and Norton had stated that vision and strategy was the core of the BSC. However, it was difficult to relate the measures with overall strategy of a company. Hence, results from the BSC were always segregated. In 1996, Kaplan and Norton showed that the BSC introduced four management processes that enhanced the relations to long-term strategic objectives with short-term actions. Between 1996 and 2000, Kaplan and Norton started to address some challenges identified in the existing model. The initial stage involved explaining the vision to assist executives to create agreement and comprehend institutional vision, strategy and corporate goals. Consequently, they could communicate such long-term strategic goals to all employees. Employees could see their individual performance and contributions against their organisational strategies. Second, the business planning strived to establish milestone and targets and then it aimed to align strategic incentives with targets. Lastly, managers could monitor and evaluate employee performance through feedback and learning perspectives of the BSC. In 2000, Kaplan and Norton released an article that showed a clear link between strategy and perspectives based on mapping. Through mapping, the strategy map linked various items of organisational BSC into a cause-and-effect relationship to show preferred outcomes alongside their drivers. Given the constant improvements, the BSC has become easier to implement and is equally astute. Mapping, for instance, ensures creation of logical links to demonstrate relations between measures. For instance, employee training affects customer satisfaction, which in turn improves customer loyalty and increases the overall financial performance. Although notable improvements have been noted, the BSC has continued to be rigid with regard to design. On this note, Kaplan and Norton had clarified that organisations have unique attributes and thus could follow their own methods to create BSC. Currently, the four elements of the BSC are widely used, but with greater flexibility and slight changes in names. Some organisations, for instance, refer to ‘Internal Business’ as ‘Internal Process’. In addition, the issue of shareholders has raised new questions as public sector organisations have started to adopt the BSC. A study conducted in 1996 in three companies in Europe showed marked variations in designs of the BSC. It is imperative to note that these developments show changes in the BSC as a simple, detached performance measurement tool to a superior model for critical managerial processes, which account for the entire firm. Earlier implementation challenges have been addressed while allowing users to have flexibility in their designs. Some researchers have categorised the BSC modernisation into three distinct generations. The first generation of the BSC was noted during its inception in 1992 and subsequent implementation. The second generation included articles and books that focused on addressing challenges noted during the implementation of the BSC. The final generation aimed to refine and improve upon the second generation with additional new components to enhance functionality and strategic importance. The BSC has realised some notable developments by the year 2000. For instance, it has been widely adopted in both not-for-profit and public sector organisations. Meanwhile, the BSC has also improved in terms of design, specifically the destination statement. Destination statements appeal to executives to review consequences of strategic objectives on a firm. Another significant development was marked when BSC moved away from its four strict perspective elements to accommodate new organisations from not-for-profit and public sectors. These organisations require careful choices of headings for different categories because they do not focus on financial results or shareholders’ returns. Instead, they require headings such as ‘activity’ and ‘outcome’ objectives that relate to relevant perspectives to account for other perspectives. Activity perspectives substituted learning and growth and internal process perspectives, whereas outcome perspective substituted financial and customer perspectives. The fundamental principles of the BSC have always remained notwithstanding new developments for the last two decades. The witnessed developments in the BSC have also happened at the same time with the rise in technologies. For the last two decades, these developments have coincided and as a result, the BSC has acquired new dimension in software. Analytical software can be customised and programmed to gather, summarise and present data that relate to the BSC. IBM Cognos Business Intelligence software, for instance, has customised BSC analytics that can generate BSC reports, perform analysis and send information to all workers. Consequently, managers can respond immediately to alerts because delays that resulted from financial perspectives were reviewed. It would be interesting to understand the future of BSC. Although there are four types of scorecards, currently, organisations use just one type. They all have performance measures and outcomes and implementation of scorecards could result in variations and specialisation in subsequent years. In conclusion, since the development of the BSC in 1992, it has received global acceptance. However, during the development of the BSC, which has reached both not-for-profit and public sector organisations, the BSC has experienced some challenges because of its rigid model, which was designed for profit-making organisations. Nevertheless, the BSC has been revised to accommodate such challenges and has become extremely popular with senior executives in all types of institutions in the last two decades. Analytics software has improved the robustness and performance of the tool. These developments have changed the BSC into a robust performance measurement tool, which is effective for all types of organisations globally.

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Write the original essay that provided the following summary when summarized: The balanced scorecard concept has been known for a comparatively short time period, but it has already proven to be one of the most groundbreaking concepts of the century. Owing to its focus on the creation of sustainable environment for business evolution, the balanced scorecard approach contributed to bolstering the progress of Kaplan & Norton.

The balanced scorecard concept has been known for a comparatively short time period, but it has already proven to be one of the most groundbreaking concepts of the century. Owing to its focus on the creation of sustainable environment for business evolution, the balanced scorecard approach contributed to bolstering the progress of Kaplan & Norton.

Balanced Scorecard Concept Evolution Report Although the concept of a balanced scorecard has been known for a comparatively short time period, it has already proven to be one of the most groundbreaking concepts of the century. Because of the opportunity for embracing the key elements contributing to the organisation’s sustainability and the tools for evaluating it, which a balanced scorecard provides, the specified framework must be considered one of the key inventions in economics. Owing to its focus on the creation of sustainable environment for business evolution, the balanced scorecard approach contributed to bolstering the progress of Kaplan & Norton. The development of the concept of the BSC and the introduction of the personal element into its general framework can be viewed as the first step towards improving the original idea. The specified stage of the concept evolution is also market by a significant reduction in the controversy, which the BSC approach used to be characterised by: “Balanced Scorecard (BSC) is a strategic performance measurement system devised after a yearlong multi-company research project” (Coe & Letza 2014, p. 63). While at first, the emergence of the BSC was linked closely to only four perspectives, from which the performance of a company could be assessed, the further introduction of new factors allowed for a more adequate assessment and, therefore, a more precise location of the key problems that an organisation could face. The incorporation of the personal scorecard element into the overall framework along with the tools for assessing the overall company’s performance was another essential addition to the existing approach. There is no secret that a company’s success hinges on the motivation of the staff (Coe & Letza 2014); therefore, it is crucial that the factors contributing to the employees’ satisfaction should be included into the BSC framework. Traditionally, the BSC history is split into three key stages, the first one being the creation of the concept and its further definition. Afterwards, the stage that included the search for the ultimate BSC approach and the attempt at distilling the ideal BSC formula should be mentioned. The modernisation of the BSC principle has led to the discovery of one of the key details that made the existence of the BSC approach possible in the 21 st century. To be more specific, the incorporation of the tools that allowed for a faster and more efficient information transfer facilitated the applicability of the BSC. The Rexam BSC (Coe & Letza 2014) was designed at the third stage of the evolution of the BSC notion. Promoting the recognition of each and every stakeholder involved in the process of BSC application, the specified framework can be viewed as the “transition away from a simple stand-alone performance measurement tool to a rallying framework for core managerial processes” (Coe & Letza 2014, p. 69). Consequently, the specified notion allowed for putting an even stronger emphasis on the significance of progress and the need for an organisation to evolve. The continuous development, which the transition from the BSC to the RSC is marked by, is clearly the landmark of a new era in the BSC evolution. The ability to age well can be considered one of the strongest advantages of the Balanced Scorecard approach (BSC). A recent case study has shown that the incorporation of the BSC framework into the company’s operations allows for an increase in the organisation’s productivity (Coe & Letza 2014). Moreover, the further development of the BSC concept has allowed for “objectives previously set out in the strategic linkage model” (Coe & Letza 2014, p. 71) to be attained successfully. In other words, the premises for further evolution of the company, which the latest innovations introduced to the BSC model allow for, suggest that the BSC approach can be adopted to the global environment as well as to the local ones. Since the BSC framework sets the conditions for further organisational development and puts progress at the top of a company’s priority list, it is only logical to assume that the BSC approach itself is prone to frequent updates and a consistent change. Indeed, the case study outlines that the phenomenon of the balanced scorecard requires that the latest innovations, including information technology, should be incorporated into the framework. As a result, the key processes are carried out in a much more efficient and expeditious manner. Though the concept of the Balanced Scorecard has been created comparatively recently, it has already managed to grow into a fully developed framework for evaluating the company’s progress. More impressively, the BSC strategy helps address both the industrial processes within a company and the organisational ones, specifically, the relationships between the managers and the staff, the rates of staff satisfaction, etc. One of the greatest inventions that have recently occurred in the field of business and economics, the BSC approach must be credited for its contribution to the design of corporate sustainability principles, which are crucial for an organisation to survive, develop and prosper in the realm of global economy. Reference List Coe, N & Letza, S 2014, ‘Two decades of the balanced scorecard: A review of developments,’ Poznań University of Economics Review , vol. 14, no. 1, pp. 63–75.

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Provide the full text for the following summary: The article explores the Ecumenical Movement in Europe, especially the actions of Baptist churches in the movement that gained prominence across Europe. The author takes a historical approach to the ecumenical movement in order to elaborate on the phases of the movement and to bring out the nature of contributions to the movement by the Baptist churches across Europe.

The article explores the Ecumenical Movement in Europe, especially the actions of Baptist churches in the movement that gained prominence across Europe. The author takes a historical approach to the ecumenical movement in order to elaborate on the phases of the movement and to bring out the nature of contributions to the movement by the Baptist churches across Europe.

Baptists and the Ecumenical Movement Report Summary The article titled, “Baptist and the Ecumenical Movement” by Briggs (2005) explores the Ecumenical Movement in Europe, especially the actions of Baptist churches in the movement that gained prominence across Europe. Briggs takes a historical approach, tracing back the developments to the 17 th century in order to elaborate on the phases of the movement and to bring out the nature of contributions to the movement by the Baptist churches across Europe. This is in a bid to expand on the drive of the Baptists to, “separation from a corrupt state church”. 1 Briggs also focuses on the synthesis of information that points at the elimination of sectarian elements in the movement. Major arguments Briggs focuses on a number of issues in the article to broaden knowledge on the course of the ecumenical movement as pursued by the Baptist churches in Europe. The first thing that comes out in the article is the search for the position of the Baptist church in the ecumenical movement. At this point, it is imperative to bring up the assertion that, “If you perceive anything of the Spirit of Christ in other Christian bodies you are bound to relate to them.” The other critical thing that can be noted about the article is the attempt by Briggs to ascertain the role of religious reprieve and the attainment of cooperation by the Christians as they embrace ecumenism, like in the Baptist ecumenism in Europe. The author is of a strong opinion that the maintenance of evangelical elements in the ecumenical movement is not attained because of the seeming disunity among the Baptist churches, especially when compared to other churches in Europe. Intent of the article As observed, this article focuses on the nature of approaches by the Baptist churches in Europe in the ecumenical movement. Therefore, it is worth noting that the author seeks to establish the nature of contribution of the Baptists to the ecumenical movement in Europe. This comes out in the attempt by Briggs to tie evangelical revival to the ecumenism where the two are looked at in relational terms, with ecumenism being seen as a child of evangelical revival. This is evident in the assertion that, “evangelicalism and ecumenism are far from being opposed: rather the one is the child of the other” 2 . Briggs seeks to answer a number of critical questions revolving around the goals of the church in promoting ecumenism. The issue of commitment to ecumenism by Baptists is later reflected in the works of Briggs about the ties of Baptists to ecumenism. 3 Strengths The author takes a historical approach to the ecumenical movement in order to attain the main goals of the article. This helps to expand on the objectives and the roles of the church in the movement. Also, taking the twenty one short-points helps Briggs to focus on the critical goals of the research. Weakness The main weakness of the article is that Briggs pays a lot of attention to his personal opinions, something that hinders the attainment of the objectives of the research. The emphasis on the opinions evokes emotions, thereby watering down objectivity in bringing out the attributes of the Baptists in regard to ecumenism. Conclusion In his article, Briggs pays a lot of attention to the history of the ecumenical movement, more so the contribution of the Baptists to the ecumenical movement. The article is accomplished by bringing out twenty one points that provide grounds on which churches ought to examine their thoughts and contributions to ecumenism. Bibliography Briggs, John H. Y. “Baptists and the Ecumenical Movement.” Journal of European Baptist Studies 6, no. 1 (Sept. 2005): 11-17. Briggs, John. “Baptists and Ecumenical Engagement.” Baptistic Theologies 5, no. 1 (May 2013): 84-102. Footnotes 1 John H. Y. Briggs, “Baptists and the Ecumenical Movement,” Journal of European Baptist Studies 6, no. 1 (Sept. 2005), p. 12. 2 Briggs (2005), p. 14. 3 John, Briggs, “Baptists and Ecumenical Engagement,” Baptistic Theologies 5, no. 1 (May 2013), p. 84-85.

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Convert the following summary back into the original text: The case study examines the marketing of styropor in China by BASF, a German chemical company. The product was a patented form of EPS foam that commandd a 25 per cent world market share in the 1980s. However, by the end of the 20th century, new forms of materials were becoming available for use as substitutes.BASF faced comfortable market leadership in China, with a 60-70 per cent market share in the 1980s. The key competitors at the time were Japanese producers. The product itself would take 3 months to arrive in the market from Germany. There were competitors from Taiwan who offered the same product, but at a lower price because of its lower quality of packaging.Despite the low demand, the products made by BASF were of premium quality and had a high price tag. The challenge for BASF was to retain its premium brand reputation and grow its market share in the country.

The case study examines the marketing of styropor in China by BASF, a German chemical company. The product was a patented form of EPS foam that commandd a 25 per cent world market share in the 1980s. However, by the end of the 20th century, new forms of materials were becoming available for use as substitutes. BASF faced comfortable market leadership in China, with a 60-70 per cent market share in the 1980s. The key competitors at the time were Japanese producers. The product itself would take 3 months to arrive in the market from Germany. There were competitors from Taiwan who offered the same product, but at a lower price because of its lower quality of packaging. Despite the low demand, the products made by BASF were of premium quality and had a high price tag. The challenge for BASF was to retain its premium brand reputation and grow its market share in the country.

BASF in China, the Marketing of Styropor Case Study Introduction The major issue with BASF was finding a way of differentiating its products in the commodity market. By 1998, the market for BASF packing grade expanded polystyrene (P-grade EPS) in China was small and less developed. Its future was uncertain, as many firms were still using analogue machines. A similar condition affected the flame retardant (F-grade) EPS, which was not a popular product in the Chinese construction industry. The products made by BASF were of premium quality and had a high price tag compared to substitute products available in the market at the time, despite the low demand. The challenge for BASF was to retain its premium brand reputation and grow its market share in the country (INSEAD 1999). Case background Styropor, a trade name for EPS foam, was a patented product of BASF from the year 1950 to the year 1980. It was a major source of global market dominance for the firm. It commanded a 25 per cent world market share. The end uses for the F-grade and P-grade EPS were different and the separation depending on the use essentially created two market segments; the construction and the packaging segments. BASF experienced comfortable market leadership in China, with a 60-70 percent market share in the 1980s. The key competitors at the time were Japanese producers. The product itself would take 3 months to arrive in the market from Germany. There were competitors from Taiwan who offered the same product, but at a lower price because of its lower quality of packaging. It also took less time to ship. China grew the demand for EPS in the packaging industry, which was four times the demand for the same in the construction industry. The numbers were different in Europe, with the construction industry having the highest demand (INSEAD 1999). Towards the end of the 20 th century, new forms of materials were becoming available for use as substitutes. Taiwanese rival companies had also improved the quality of their product significantly in comparison to Styropor. Environmental friendliness was also used as a reason against EPS and alternative packaging materials like paper. However, the reality was different, as EPS was equally environmentally friendly. One problem for the Chinese market was the lack of consumer education. Technology was a key differentiator of BASF products, but the Chinese market was not keen on technology because labour costs were low. There was a growing trend in the adoption of vacuum moulders due to joint ventures between the Chinese and multinational firms. The capital requirement for switching to vacuum moulders was high and responsible for the slow pace of adoption (INSEAD 1999). Key marketing issues for BASF This section outlines key issues that face the marketing prospects of BASF products in China. The issues are provided under the subtitles of the 4Ps of marketing provided by Kotler and Armstrong (2013). Place Production for the vacuum packaging moulders by BASF happened in Malaysia, while Taiwanese competitors produced theirs in China. Chinese local manufacturers were experiencing a reduction in demand due to overcapacity. Importation of EPS was also facing a slowdown due to excess local capacity. The Taiwanese competitor, Honest, already had adequate manufacturing capacity in China for all the segments of the market. In addition to Malaysia, BASF also served the market with its Nanjing plant. BASF was seeking to increase capacity at Nanjing to produce more F-grade, reduce inventory holds, and increase price certainty for the traders (INSEAD 1999). Product The BASF product had higher quality features in terms of density and stability, among other things. It also had fast cycle times that saved the customers energy and investment costs. BASF also diversified into EPS bead production to increase utilization of its manufacturing capacity. Some of the alternative products available for insulation were the breeze blocks and Rockwool, among others. BASF products in China were the only ones having an Enersave approval. The introduction of the Enersave board by BASF would increase margins and reliance on the F-grade Styropor. Price Acquiring the product for export was not costly, as traders did not pay import duties. However, local producers had to pay the cost and an additional 16 per cent of the value as import duty. The prices of BASF products did not change throughout the 1990s, only that local competition grew and substitute products were offered at lower prices. Promotion BASF had a series of seminars in China, where experts from Germany explained the advantages of the F-grade EPS. Information was also presented in booklets that were adopted and sold by the EPS Association. The transfer of knowledge by BASF would help to create demand for premium quality products. Printing of BASF and Enersave names on boards to provide on-site verification served to increase the visibility of the product in the market. The establishment of local distribution points would provide an avenue for promotion to major customers. A committed partner would help BASF distribute its products to clients who were unreachable initially. Market segmentation The BASF product only catered for moulders operating at full capacity. This helped in maintaining long-term cost savings. It was not suitable for all manual moulders. Additionally, it was not conducive for use in poor economic conditions. The product would only fit high performance vacuum moulders in southern China because of their high quality. A majority of installed manufacturing capacity in China was underutilized by 50 per cent and it served the manual moulders’ market. Competition was cutthroat, such that some firms would have to merge or die. The construction industry had high growth prospects and it would be a growth area for BASF products. However, consumer information and demand for insulation in China were low and selling products for insulation against heat was more difficult than selling products for insulation against cold. A viable market became the northern side of China, where temperatures were lower. BASF sold separately to P-grade and F-grade customers. There was no market for the premium XPS board imports because of its high price. Moreover, it made no economic sense to produce it in China. BASF was also going to specific customers to make exclusive supplier arrangements to serve its emerging markets and increase overall market share. Discussion and conclusion After breaking down the case study into different components of marketing strategy, the following key factors emerge as strengths for BASF. First, the company has adequate organisational control that ensures corporate strategies are implemented in all its divisions and subsidiaries. Currently, attention on the company is turning outwards to give priority to meeting with industry stakeholders and developing relationships with distributors and collaborators. BASF has an ownership advantage (Anderson & Holm 2010). In addition, BASF will be able to make market centric decisions. It also has a better grasp of areas to make investments by having a local production facility in China, other than relying on joint venture partners. Ownership of a local plant also helps the firm remain responsive in increasing or shifting production capacity to respond to market changes (Ferrell & Hartline 2011). International operations give BASF an edge on research and development (R&D). Operations in many countries can allow BASF to have different experiences and develop important skills that it can apply in the Chinese market. For example, the move to establish local manufacturing capacity was informed by experiences in European markets, where F-grade’s demand was higher than P-grade’s demand. The construction of a local plant is a growth strategy, but is also a market defence strategy because it allows the firm to enjoy similar advantages to local firms to enable it offer cost, distribution, or quality gains to customers (Hulbert, Capon & Piercy 2010). Industrial market segmentation, which separates businesses and industrial customers, follows the fundamental requirements of segmentation. There is adequate measurability evidenced by the research findings presented by BASF leaders in the case study. There is also substantiality to provide a significant portion of the business to BASF (Ferrell & Hartline 2011). The segmentation is also helping BASF make suitable offerings, such as the Enersave board or the use of a distributor. Segmentation allows the firm to target and position its products well to capture market opportunities (Kotler & Armstrong 2013). Although it faces prices challenges in a commoditised market, its partnership with Enersave and the move to have exclusive distributor relations will allow it to maximise its competitive advantages in fostering customer loyalty, increasing premium product awareness, and growing demand. This will ensure that BASF competes on a differentiation strategy, rather than being an unsustainable low cost competitor (Jobber & Fahy 2009). Reference List Anderson, U & Holm, U 2010, Managing the contemporary multinational , Edward Elgar Publishing Limited, Cheltenham. Ferrell, OC & Hartline, M 2011, Marketing strategy , 6th edn, South-Western, Cengage Learning, Mason, OH. Hulbert, J, Capon, N & Piercy, N 2010, Total integrated marketing , 2nd edn, Free Press, New York. INSEAD 1999, BASF in China: Marketing of Styropor , INSEAD Euro Asia Center. Jobber, D & Fahy, J 2009, Foundations of marketing , 2nd edn, McGraw Hill, Berkshire. Kotler, P & Armstrong, G 2013, Principles of marketing , Pearson Education.

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Convert the following summary back into the original text: In this paper, a case study of Beck Manufacturing is analyzed. In the paper, the author computes the capacity of individual equipment centers. In addition, the capacity of the system is determined.

In this paper, a case study of Beck Manufacturing is analyzed. In the paper, the author computes the capacity of individual equipment centers. In addition, the capacity of the system is determined.

Beck Manufacturing and Plant Capacity Research Paper Capacity planning is an important component in the operations of all contemporary organizations. It enables them to cater for the needs of the customer by avoiding shortages. The measure of capacity required to meet the future demands of a certain company has to be calculated using the resources at the disposal of the institution. It is important to note that the estimates do not reflect the exact figures required. However, they help the management to avert any acute shortages that may occur in the future (Vonderembse & White, 2013). Ratios are used in capacity planning. For example, operating ratios are used by many managers to estimate the capacity required after a specific duration of time. In this paper, a case study of Beck Manufacturing is analyzed. In the paper, the author computes the capacity of individual equipment centers. In addition, the capacity of the system is determined. In addition, an analysis is provided with regards to where the focus of the company should lie if Beck wants to increase the capacity of the firm. The additional capacity that can be achieved without bottlenecks is also highlighted. Finally, the author recommends strategies through which capacity can be increased without necessarily having to acquire additional equipment. Determining the Capacity Machines and Systems Beck Company has many machines working on different operations. Each of them has a specific role to carry out in the functioning of the entire organization (Koc & Ceylan, 2007). To determine output and relate it to demand in the market, it is important to calculate the capacity of these machines. It is important to note that calculating the capacity of each machine has to take into consideration the four operations of the organization (Vonderembse & White, 2013). Capacity of the Machine Centers Number of hours = two- 8 hours shift= 64 hours Run time per minute= 2 Number of machines =5 Reject rate= 3% Capacity of each milling machine= (2*60 hour/day) * (64+0-0 hours/day) * (1-0.02) = 7526.4/5 number of machines =1505.28. The capacity for each milling machine is 1505.28/ hour The capacity for grinding machines Number of hours = 64 hours Run time per minute = 3 Number of machines= 7 Reject rate = 5% Capacity of each grinding machine (3*60 hour/day) * (64+0-0 hours/days) * (1-0.05) = 10944/ 7 number of machines = 1563.43/ hour Capacity of boring machines Number of hours = 64 Run time per minute = 1 Number of machines = 3 Reject rate = 2 percent Capacity of each boring machine = (1*60 hours/day) * (64+0-0 hours/day) * (1-0.02) = 3763.2/3 number of machines = 1254.4 /hour Capacity of drilling machines Number of hours = 64 hours Run time per minute = 2.5 Number of machines = 6 Reject rate = 7 percent Capacity of each drilling machine = (2.5*60 hours/day) * (64+0-0 hours/day) * (1-0.07) = 9896.91/ 6 number of machines = 1649.48 /hour Capacity of the System The system’s capacity is a function of the operations presented. Beck manufacturing plant has a total of four operations. The system capacity will be based on these functions. System capacity = 1505.28+ 1563.43+ 1254.4+ 1649.48 = 5972.59/4 number of operations = 1493.1475 System capacity = 1493. 1475/ hour Recommended Focus of the Company in order to Expand Capacity Expanding the capacity of the manufacturing company can be achieved through various strategies. One of them entails increasing the number of machines. It is noted that the operations that are determined or constrained by machines cannot impact on the capacity of the plant if the number of people is increased. New machines are more efficient than old equipment (Koc & Ceylan, 2007). Beck, the manager of the company, can double the capacity of the current production if he chooses to increase the number of machines. The two-fold increase in capacity can be achieved if the manager doubles the current number of machines. For example, if he chooses to have five new milling machines, he will increase the number to 10. The current productivity will be doubled in the process. Consequently, the capacity of the company will rise. Increasing Capacity While Avoiding Bottlenecks Enhancing the capacity of operations is associated with a number of challenges. They include increased operational costs and the need to retrain employees (Somers & Nelson, 2003). As already indicated above, Beck can double the capacity of the company. However, he should avoid causing a bottleneck in one operation in the process of increasing capacity. The manager can achieve this by ensuring that the increase in the number of machines is done uniformly in all operations. Expanding the Capacity without Purchasing New Equipment The proposed method of expanding the capacity of the company requires the company to purchase new equipment. The acquisition process increases costs of production for the company (Stevenson & Sum, 2010). However, it is possible to increase the capacity without necessarily having to buy new machines. Beck can achieve this by repairing the old machines to increase their efficiency. The reject time in the old equipment may be brought about by wear and tear (Somers & Nelson, 2003). Repairing them will help in increasing efficiency. Consequently, the capacity of the manufacturing company will be expanded without the need to purchase new machines. References Koc, T., & Ceylan, C. (2007). Factors impacting innovative capacity in large-scale companies. Technovation, 27 (3), 105-114. Somers, T., & Nelson, K. (2003). The impact of strategy and integration mechanisms on enterprise system value: Empirical evidence from manufacturing firms. European Journal of Operational Research, 146 (2), 315-338. Stevenson, W., & Sum, C. (2010). Operations management: An Asian perspective . Singapore: McGraw-Hill/Irwin. Vonderembse, M., & White, G. (2013). Operations management: Concepts, methods, and strategies . San Diego, CA: Bridgepoint Education, Inc.

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Write a essay that could've provided the following summary: Simulation based medical education is a powerful tool for the professional skill acquisition among the learners. Even though the presence of a simulated patient is vital in this kind of education, the learner is the main focus of the practice.

Simulation based medical education is a powerful tool for the professional skill acquisition among the learners. Even though the presence of a simulated patient is vital in this kind of education, the learner is the main focus of the practice.

Benefits of Simulation Based Medical Education Essay The history of clinical simulation in medical education can be traced centuries back; models have been used to teach anatomy for many years. The development of the application of clinical simulation in medical education is divided into three major movements: the invention of the firs resuscitation manikin, the development of high-fidelity models and the period of educational reforms considering post-graduation education (Bradley, 2006, p. 255-256). Simulation based education contains numerous benefits for the medical students all around the world. Clinical simulation can be of different kinds: role playing, standardised patients, part-task training based on physical or virtual reality, or training provided with the employment of a computer or electronic patient (Cooper & Taqueti, 2004, p. 11). This way, various kinds of medical simulation help to address different skills and abilities medical professionals are required to develop before starting their practice. The methods and techniques used in stimulation based medical education (SBME) have been perfected for 40 years and they continue to evolve today (McGaghie, Issenberg, Petrusa & Scalese, 2010, p. 50). Simulation based medical education that employs deliberate practice has high demands considering the duties and assignments of the learners. First of all, the students involved into such practice are to be highly motivated and devoted to the completion of the difficult tasks. Secondly, this is a repetitive practice with various levels of difficulty, where simulators are able to provide feedback (McGaghie, Issenberg, Petrusa & Scalese, 2010, p. 55). Finally, it is monitored and carefully evaluated not only by the supervisors but also by the trainees, and this allows them to work out successful approaches and strategies, refine their skills and notice their errors. Simulation based medical education is a powerful tool for the professional skill acquisition among the learners. Even though the presence of a simulated patient is vital in this kind of education, the learner is the main focus of the practice (Wayne, 2010, p. 1455). One of the main advantages of simulation based medical education is its forgiving and encouraging environments and the opportunity of careful evaluation. SBME helps to refine and perfect the quality of clinical skills involved in emergency airway management , laparoscopic surgery, advanced cardiac life support (ACLS), thoracentesis, bronchoscopy , and central venous catheter insertion (Wayne, 2010, p. 1455). As a result, SBME improves patient outcomes and reduces the probability of complications decreasing hospital costs this way. Using simulative tools to re-create various clinical scenarios simulation based medical education provides the students with a priceless opportunity to learn from errors without losing patients. Such practice allows replicating life-like conditions for the medical students to train in, which is the best way to prepare them for work with actual patients. The role of error is extremely important in SBME. The general definition of a medical error includes all cases in which an enhancement of the patient’s well-being does not occur due to the failure of the medical professional’s planned actions (Ziv, Ben-David & Ziv, 2005, p. 194). Putting the learners through the repetitive scenarios and allowing them to fail, analyse their actions and then try again until the result is excellent is the purpose of simulation based medical education. In conclusion, SBME is vital for the progress in all spheres of the contemporary medicine. It prepares responsible professionals and significantly improves their level of confidence concerning their actions while practicing medicine (McGaghie, Issenberg, Cohen, Barsuk & Wayne, 2011, p. 3). References Bradley, P 2006, ‘The history of simulation in medical education and possible future directions’, Medical Education , no. 40, pp. 254–262. Cooper, J B & Taqueti, V R 2004, ‘A brief history of the development of mannequin simulators for clinical education and training’, Qual Saf Health Care vol. 13, no. 1, pp. 11-18. McGaghie,W C, Issenberg, S B, Cohen, E R, Barsuk J H & Wayne D B 2011, ‘Does Simulation-based Medical Education with Deliberate Practice Yield Better Results than Traditional Clinical Education? A Meta-Analytic Comparative Review of the Evidence’. Acad Med , vol. 86, no. 6, pp. 706–711. McGaghie, W C, Issenberg, S B, Petrusa, E R & Scalese, J R 2010, ‘A critical review of simulation-based medical education research: 2003–2009’, Medical Education, no. 44, pp. 50–63. Wayne, D B 2010, ‘Use of simulation-based medical education to improve patient care quality’, Resuscitation , no. 81 pp. 1455–1456. Ziv, A, Ben-David, S & Ziv, M 2005, ‘Simulation Based Medical Education: an opportunity to learn from errors’, Medical Teacher , vol. 27, no. 3, pp. 193–199.

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Write a essay that could've provided the following summary: This paper develops a study of selected words from the bible. Under the counseling category, the paper examines the meaning, usage and derivatives of the words counsel, wisdom and help. Under the addiction category, the study examines the meaning, derivatives and usage of the words wine, desire and restraint.

This paper develops a study of selected words from the bible. Under the counseling category, the paper examines the meaning, usage and derivatives of the words counsel, wisdom and help. Under the addiction category, the study examines the meaning, derivatives and usage of the words wine, desire and restraint.

Biblical Word Study: Counseling and Addiction Categories Essay (Critical Writing) Abstract This paper develops a study of selected words from the bible. Under the counseling category, the paper examines the meaning, usage and derivatives of the words counsel, wisdom and help. Under the addiction category, the study examines the meaning, derivatives and usage of the words wine, desire and restraint. The study seeks to examine the usage of the words in the old and new testaments, which are arranged in different paragraphs for every word. Biblical words related to counseling This section examines the biblical usage of the words counsel, help and wisdom. The Blue Letter Bible, a resource site that provides links to other bible versions, is used as the primary study material. Through this site, the study examines the usage of these words in the New American Standard Bible, King James Version and the New King James Version Bibles. Counsel In the bible, the word counsel is the Aramaic translation of ‘dethabar’ in the Old Testament and the Greek word ‘bouleutes’ in the New Testament. In addition, it is the translation of the Hebrew word ‘etsah’ or ‘atsa’. Usage in the Old Testament The word counsel has a number of meanings applied to it in various cases. In other cases, the word is used to mean purpose, devise, and plan or to counsel. The first appearance is in Exodus 18:19, where Jethro was advising Moses to be the people’s representative before God, taking their disputes to Him. Usage in the New Testament There are only two instances of the word counsel in the New Testament. In Zechariah 6:13, the word is used to mean perfect harmony or peace. In Ephesians 1:11, the word counsel is used to mean ‘guidance of the Lord’s plan” ( New King James Version Bible, [NKJV] , 2011) Wisdom The word wisdom is used to mean knowledge, understanding or excellent ability to apply knowledge or understanding. Usage in the Old Testament In the Old Testament, the word is mostly used in Job, proverbs and psalms. For instance, it is used to mean human knowledge or understanding of an idea. In Exodus 35:31, it is used to mean excellent human understanding or experience with a subject. This is also similar in a number of other instances where it is used ( American Standard Edition [ ASV] , 1901 ) . In job 32:13, the speaker says “we have found wisdom” while in Job 33:33, the speaker says “keep silent so that I can teach you wisdom” ( King James Version [ KJV], 2000). These cases show that the word also means knowledge obtainable through learning and teaching (Tan, 2011). Usage in the New Testament The word also appears several times in the New Testament. Like the Old Testament, the word is used to have similar meanings in the New Testament. It is used to mean knowledge, excellent experience with a subject or the right ideas that reside in humans. For instance, in Mathew 13:54, it is used describe the extraordinary knowledge expressed by Jesus as “where did this man get this wisdom and powers from?” ( New American Standard Bible [NASB], 1995 ) Help This word appears 147 times in the NASB and is used several times in both testaments. In most cases, it is used to mean any form of aid that a person or group of persons can obtain from another person, group or God. In most cases, it is used to show God’s aid, favor, leadership or even mentorship to his people. Usage in the Old Testament In the Old Testament, the word “help” appears several types and is used to mean the role of God in sustaining his people, protecting them from bad events and enemies and guiding them through difficult times. It first appears in Genesis 4:1 where Eve says, “I have received a child with God’s help” Usage in the New Testament In the Old Testament, the word is widely used in reference to any type of aid that a person can get from another or from God. It includes material and immaterial aid. For instance, in Luke 4:38, the word is used to mean immaterial aid given to Simon’s mother-in-law, who was suffering. Biblical words related to addiction This section attempts to examine the biblical usage of the words ‘wine’, ‘desire’ and ‘restraint’. The Blue Letter Bible, a resource site that provides links to other bible versions, is used as the primary study material. Wine Wine was a type of alcoholic drink tradition in the Jewish society. In most cases, it is used together with other types of food. However, it was a highly controlled drink because of its alcohol content. In the Old Testament, wine was a common type of drink among the Israelites as well as their neighbors. For instance, in Genesis 14:18, the bible says that Melchizedek, the king of Salem brought bread and wine ( NASB , 1995). It shows that wine was a major offering to the Lord. In addition, drinking wine was a form of entertainment and cerebrations (Froma, 2010). Some cases show that drinking excessive wine was considered unholy (Froma, 2010). For instance, in Judges 13:4, the people are advised, “do not drink wine or strong drink” ( KJV , 2000) Usage in the New Testament In the New Testament, it appears that wine was a highly valued product. It was preserved in special wineskins. In Mathew 9:17, the bible says, “they put new wine in new wineskins and both materials are preserved” (Froma, 2010). For example, in the book of John, Jesus made wine from water and allow people to drink. Nevertheless, it is also considered as a way of destroying the righteousness.” ( NKJV, 2011). In other cases, wine is used as a part of treatment given to injuries. For instance, in Luke 7:33, the bible shows how wine and oil were used to treat wounds. Desire The term desire is used to express a number of meanings in the bible. For instance, it is used to show the willingness to obtain something or physical and emotional drive to take an action of fulfills some need. Usage in the Old Testament The word “desire” is used several times in the Old Testament to express several meanings. A number of instances show that the word means the emotional drive to satisfy some need. The first instance is seen in Genesis 3:16 where women are advised to have a desire for their husbands. Similarly, in Genesis 39:7, Pharaoh’s wife developed a great desire for Joseph and ordered him to have sex with her. In other instances, it is used to show the non-emotional drives to achieve something. For instance, in Deuteronomy 5:21, people are required not to desire other people’s property. Usage in the New Testament The word desire is used to show emotional need to take an action or non-emotional willingness to achieve something. In some cases, ‘desire’ is condemned. For instance, in Colossians 3:5, the bible condemns “impurity, evil desire, passion and greed because they amounts to idolatry” ( NASB , 1995) Restraint This word appears only 4 times in the bible. It is used in both the new and old testament to express different meanings. In the Old Testament It is used in chronicles 28:19, God humbled Ahaz, the King of Israel for his unfaithfulness to the Lord and lack of restraint in Judah. Here, it is used to signify the ability to maintain harmony. This is also seen in Isaih 23:10 Usage in the New Testament It is used to show humbleness and ability to sustain harmony. For instance, in Timothy 2:15, women are advised to “continue in love and faith and restraint” Core biblical themes Counseling is seen as an important aspect of the Jewish community. God, elders, judges, prophets and priests, provided counseling. In addition, there were two types of help- material and immaterial help. Wine was an expensive but addictive product due to alcoholic content. The bible shows the negative impact of excessive drinking of wine. On the other hand, desire is both an emotional and physical passion to achieve something. Emotional desire is condemned in some instances for its ability to lead into sin. Summary Counseling was a part of the society. Every community had specialists who provided counseling while God provided help. Addiction was common and mostly seen in wine drinking and the desire for sexual contact. References American Standard Edition (1901). New York: Thomas Nelson and Sons. Froma, W. (2010). Biblical Facts about Wine: Is It a Sin to Drink Wine? New York: Author House. King James Version . (2000). Edinburg: Thomas Nelson Inc. New King James Version Bible. (2011). Edinburg: Thomas Nelson Inc. Tan, S. (2011). Counseling and Psychotherapy: A Christian Perspective By Siang-Yang Tan . London: Baker Academic. New American Standard Bible (1995). New York: The Lockman Foundation.

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Write the original essay that provided the following summary when summarized: The essay discusses the decline of the BlackBerry brand name due to stiff competition from other companies. It also outlines some steps that can be taken to address the situation.

The essay discusses the decline of the BlackBerry brand name due to stiff competition from other companies. It also outlines some steps that can be taken to address the situation.

BlackBerry Management Perspectives Quantitative Research Executive Summary The BlackBerry Company is a brand name that has thrived in the market for a long time. However, this situation is slowly changing due to stiff competition from other companies. Companies such as Nokia and Apple are developing more attractive and versatile devices that are highly preferred by users. Besides, the BlackBerry has not done much to market its existing devices and this has worked against the market performance of its brands as most potential customers has developed uninformed negative opinions about BlackBerry products. As a result, the company has recorded a significant decline in sales, market share and shares value. This report presents the BlackBerry case from an economics point of view and identifies various steps that can be taken to address the situation. The paper is divided into key areas namely: description of company; the problem; solution to the problem and; ethical issues involved. Description of the Organization Company Overview Founded in 1984, the BlackBerry is a multinational mobile communications company that has transformed the mobile industry over the years (BlackBerry 2014a). The company was the first to introduce smartphones in the market in 1999. It is a NASDAQ listed company with institutions holding a significant stake of its shares as outlined in Table 1 (NASDAQ 2014): Table 1: The BlackBerry holder share positions as at October 2014. Generated from NASDAQ (2014). Institutional ownership 52.31% Total shares outstanding $527 Million Total value of holdings 2.829 Million Nature of position Totals Increased positions 119,157,799 Decreased positions 39, 534, 263 Held positions 197, 215,569 Total institutional shares 275,907,631 Institutional holders 262 Total shares held in company 275,907,631 The Organizational Structure The BlackBerry Company has several sections, which are grouped into three key departments namely; finance and accounts, facility management and human resource and administration. The departments are coordinated by the CEO office as illustrated the company’s organizational structure presented in Fig. 1. Fig. 1: BlackBerry organizational structure. Adopted from BlackBerry (2014b). According to BlackBerry (2014b), the responsibilities of each position are as follows. The Chief Executive Officer is also the executive chair of the company’s Board of Directors and doubles as the cofounder, in charge of QNX software systems. The enterprising engineer takes charge of managing the product and software sections while the global sales office oversees the sales in various BlackBerry outlets across the world. The devices and emerging solutions office is in charge of the BlackBerry’s long-term development plan both in terms of product innovations and business prowess. Finally, the chief legal office is in charge of all sorts of legal issues both in terms of product development and running the business. The Market According to Moon (2013), the BlackBerry performed well in the market until 2013 when its market share started crumbling. The author states that the Blackberry had 10.5 million clients by the time the first Apple iPhone was introduced in the market and 21 million customers by the year Google and Android first entered the market. However, the situation changed in 2013 with significant losses incurred as outlined by Moon (2013). Information leaked to the media that the BlackBerry had incurred a loss of $1.049 billion and was undertaking a $1 billion budget cutting plan. While the management decided to undertake several modifications to address the competitive hardware situation, this did not help much according to Moon as the company recorded a 21% decline in the number of mobile phones exported in March 2013. The company also made losses in its share value and most of its faithful clients had opted out leaving behind not too many die hard supporters. Moon (2013) attributed the huge loss in the BlackBerry’s market segment to the fast expanding deals of Samsung and HTC android phones, which are slowly replacing the BlackBerry in the market. In the US alone, the BlackBerry’s market segment plunged to 3% down from 9%. Competitive advantage Nevertheless, Cheng (2013) outlines four factors, which the BlackBerry can exploit to have a competitive advantage over its competitors. First, the BlackBerry has numerous outlets in different parts across the world. This gives it an advantage as it can re-strategize and put more efforts in the regions where its products are doing well. Besides, the company had merged and brought together the advertising division hence it will be easy for the division to monitor market situation and see which region to direct advertising efforts. Second, BlackBerry is a brand name, which the company can use to leverage the market. Most people associate the name BlackBerry with class and style hence the company can use this to influence people who are concerned about class and style. Third, the BlackBerry changed its branding strategy to focus on less complex names such as Z10 and Q10 for its smartphones contrary to its previous strategy that recycled prior complex names. Such simple names are easy to remember and can compete well in the market. The Challenge The BlackBerry’s brand has lost its esteem making it extraordinarily imperative in the cell phone industry. While the company is a brand name, it has not been able to showcase its products to fortify its brand. Its inability to appropriately communicate to the potential customers has worked to damage its brand name. As such, the company should engage in what Cheriton (2013) refers to as rebuilding-the-brand kind of marketing. The Author adds that the BlackBerry needs to move from a business-confronting-engineering-organization to a buyer-hardware-organization with more concentration in offering services to ordinary individuals if it wants to stay abundant in the market. Source of the Challenge From the discussion so far, the BlackBerry’s problem is caused by its inability to communicate its brands to the market mainly due to poor marketing. According to Cheng (2013), the BlackBerry has failed to offer potential customers with fundamental information regarding its products. The company has no dependable source of information on its devices hence potential customers only rely on the internet, but information obtained is often scarce and exaggerated to the negative side. As a result, many people consider BlackBerry phones to have outdated and non-user-friendly applications, which are most suited for the old and rich businessmen. Furthermore, the BlackBerry has very complicated advertisements that cannot lure potential customers. According to Moon (2013), advertisements must be extremely appealing and the organization ought to make the customers feel that they cannot do without the product being advertised. On the contrary, the BlackBerry uses the official-looking old people in its promotions rather than the youthful normal people that would draw the attention of youthful customers. Effects of the Challenge on the Organization and its Likely Impact on Key Stakeholders As had been illustrated earlier, the BlackBerry deals have gone down enormously since 2013. This is on the grounds that there are no new customers being pulled into the company while the diehard clients are gradually losing interest in the company. The decline in sales would mean that the company resizes its workforce as a way of cutting down on expenses. This implies that several employees risk losing their jobs if the situation is not addressed. This will undoubtedly have a negative impact on employees’ standards of living and the economy at large. Further, the company has also recorded a decline in its share value. With the decline in the BlackBerry’s share value, it is expected that most shareholders might decide to pull out and look for other lucrative companies to invest in. As a result, the company will not have adequate funds for its operations and might end up dissolving if the problem is not dealt with immediately. But in event that the company closes down, what was once its piece of the pie in the market will go to different companies. This will be a good thing for the competitors as they will have less competition in the market. SWOT Analysis According to Cheng (2013), the BlackBerry Company has several strengths. First, the company has many outlets all over the world giving it wide market coverage. Second, the company already has a brand name that is known to many people all over the world. Third, the company has many diehard customers that it can always depend on to consume their products. Last, the company has adopted simple names, which are much easier to remember, for its phones. However, the BlackBerry also has some weaknesses outlined by Moon (2013). The company has a bad image among many people in the world. Many people consider BlackBerry smartphones as devices for the rich and old people. Besides, the BlackBerry has not been able to effectively communicate its brands to potential customers. Consequently, its brand name has been soiled. Despite the weaknesses, the company has some opportunities, which it can use to its advantage. According to Cheng (2013), the BlackBerry has the ability to introduce a new brand in the market. The company can easily exploit its technological capacity to develop a new brand that can work to salvage its soiled brand name. Besides, the available BlackBerry brands in the market are still powerful. All the company needs to do is to simply re-brand them by adding more features and giving them new looks and names that will attract more customers. The company, however, has to be wary of the stiff competition from other mobile phone companies that are constantly producing new devices with features that are preferred by customers. This is a threat that the BlackBerry has to carefully tackle for it to survive in the market. Responding to the Challenge Strategic Considerations and Planning Borrowing from Grewal and Levy (2012), the solution to the challenge lies in re-branding its existing brands. This will involve refurbishing the existing brands to give them a new look. As such, the enterprising engineer section will work closely with the devices and solutions section to identify the applications that can be removed or added to the existing devices to make them sell in the market. The focus should be to develop a powerful and attractive device that can compete well in the market. The brands will also be given new names to save them from the already existing negative publicity. The re-branding will also require the input of the global sales and marketing sections. It will be necessary to effectively communicate the new brands to the potential customers. Hence, the marketing section will have to re-strategize marketing and come up with advertisements that can lure many people into liking the BlackBerry products. I will then be the duty of global sales section to remove the old brands from the market and replace them with the refurbished ones. How Planning and Implementation will be approached The solution to the challenge will involve product improvement following a planned change process. Borrowing from Roberts (2010), there will be need for adequate planning on the next course of action in a bid to make BlackBerry products perform better in the market. As a manager, I will ensure that adequate plans are made for the resources and activities required to deliver the option sought. This will start by communicating the need for change to the top management. Once the management admits that re-branding is necessary, I will sit down with them to develop the goals of the intended change, which will guide in measuring progress. The overriding goal will be to salvage the company from negative publicity and improve on sales. Successful implementation of the solution sought will require some form of control by the management. This will mean identifying and controlling the key sections, which are important in reclaiming the BlackBerry’s name such as the facility engineering and marketing sections. I will work in consultation with the management to identify key individuals that can be trusted with leading the change process. A plan on how to communicate and manage resistance throughout the change process will then be developed. Equally important will be a monitoring plan to help in evaluating whether the company is meeting its change goals (Eyre 2012). There will also be need to plan for the required product improvements to ensure that the resultant product meet customer needs. Once the necessary planning is done, the identified change leaders will take charge of coordinating the relevant sections to deliver the rebranded products in the market in a way that will help the company reclaim its market share. Required Changes to the Organisational Structure The solution to the BlackBerry challenge will also involve drastic changes in the organisational structure. A restructuring of the staffing issues in the company will be necessary to ensure a balanced distribution of staff in all departs. Key interest will be in the facility engineering and marketing sections since they determine, to a greater extent, the success of the BlackBerry brand in the market. I will consider restructuring the departments such that the enterprising Engineer and devices and emerging solutions become a new department. Measuring Progress From the discussion so far, the BlackBerry’s problem is the decline in its sale volumes due to negative. The solution to the problem is re-branding combined with intense marketing. Hence, the best indicators to use when measuring progress in solving this problem are the market performance of the BlackBerry products as well as change in people’s perception of the BlackBerry and its products. I will collect data on sales of the BlackBerry products and do quarterly analysis to monitor the trend closely. If the change is making good progress, then the brands delivered to the market should attract more buyers hence sales should depict a rising trend. But if the sales depict a declining trend, then it will mean that the change is not being properly implementation hence the need to relook the implementation and address the problems. In addition, close monitoring of the company’s share value will also provide some insight on progress in the solution to the problem. If the share value goes up, then it will mean that the company is doing better in the market and attracting more investors hence an indication of positive progress in solving the problem. As for change in potential customer’s views about the company, frequent market surveys to gauge customers’ perception of the BlackBerry can be a good progress measure. Alternatively, a comments section can be created in the company website for visitors to leave their comments about the company and its products. Content analysis of the comments will help in determining whether or the negative publicity is declining. Ethical Issues in Solving the Problem Organizations develop value statements that have to be followed to the latter, despite the problem at hand. Creativity and excellence are some of the values that have to be strictly adhered to. There will be need for the BlackBerry to ensure that the company remains innovative and encourages excellence. For this reason, it would be unethical for the BlackBerry to copy what its competitors are presenting to the market. Solving the problem will also require that the management is reminded of their ethical responsibilities and made to understand that neglecting the company is not ethically right. Besides, the company should have fair dealings with its clients. This is usually achieved through delivery of high quality products in the market. It would only be ethical for the BlackBerry to continuously produce high quality devices. Yet the company is seen to relax on ensuring this. Conclusion Taking everything into account, the BlackBerry has a problem that needs to be sorted out for it to regain its lost glory. The company has a problem with its marketing strategy, which has not done enough to provide potential customers with adequate and relevant information about its products. As a result, the company suffers negative publicity that has affected the company’s market performance. Consequently, the solution to this problem lies in re-branding and development of a new marketing strategy, but this will require some radical changes and close monitoring. Recommendations Having analysed the BlackBerry’s problem in detail, I make the following recommendations as a way of solving the problem. First, the company has to re-strategize its advertising. It can borrow a leaf from its competitors and come up with advertisements that can work to lure more customers into buying its products. Besides, advertisement should focus on providing customers with as much information as possible about BlackBerry products. This will ensure that customers receive viable information on which they can judge BlackBerry products. Second, the company needs to do an overhaul of its administration. Management is vital in the success of any business. Therefore, individuals who are in the administration and are simply watching as the company goes down the drain need to be laid off and replaced with new and youthful individuals who can comprehend and deliver on customer preferences. Last, the company needs to consider developing devices that are more user-friendly. Focus should be on the most recent applications that are found in other companies’ devices. The devices developed should be branded with easy to recall names that stimulate interest. References BlackBerry, 2014a, Company information . Web. BlackBerry, 2014b, BlackBerry executive team . Web. Cheng, R, 2013, How BlackBerry is fixing its once broken brand . Web. Cheriton, R, 2013, BlackBerry’s biggest problem is not its phones . Web. Eyre, E, 2012, Mintzberg’s management role . Web. Grewal, D & Levy, M, 2013, Marketing (3rd ed.), McGraw Hill, Irwin. Moon, B, 2013, A brief history of research in motion , Investroplace. Web. NASDAQ, 2014, BlackBerry limited institutional ownership . Web. Roberts, C, 2010, Five functions of management . Web.

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Revert the following summary back into the original essay: The essay discusses the social influence of fashion blogging and how it has changed over the years.The essay discusses the social influence of fashion blogging and how it has changed over the years.

The essay discusses the social influence of fashion blogging and how it has changed over the years. The essay discusses the social influence of fashion blogging and how it has changed over the years.

Blogging about Fashion Analytical Essay Table of Contents 1. Introduction 2. Social Influence and Blogging about Fashion 3. Authenticity 4. Frequency and timely updates 5. Interactivity 6. Effects of Blogs on the Consumer Buying Behaviours 7. Conclusion 8. References Introduction The emergence and extensive rise of digital technologies has widely enabled organisations and their consumers to interact and connect with one another through the internet platform. According to Deuze (2006, p. 68), utilisation of such has encouraged consumers to share their opinions, feelings and judgements of the products and services offered to their esteemed associations through the online platform with no much efforts. This has led to emergence of several online cultures as mediums for communication. In the use of online cultures, Yang (2003, p. 50) indicates that blogging is among the oldest and most traditional form, which started to emerge in the late twentieth century. Many authors have varied definitions of blogs due to its complexity. Technically, as Deuze (2006, p. 69) notes, blogs refer to websites that comprise of discrete entries, posts, or websites with contents written by a blogger. The contents are arranged in a reverse sequential order organised into categories. In the same way as noted, the advancement in technology has impelled a drastic shift in blog usage and concept development (Wright 2005, p. 7). In general, online culture can be categorised into several contents that include an individual’s personal views and news, advertising, and customer services, internal information sharing, insight in professional issues, knowledge management application, and civil engagement function. As cited in Rocamoran (2011, p. 409), just like other blogging, fashion blogging has exponentially grown across the globe (Denegri-Knott and Molesworth 2013, p. 57). Moreover, numerous researches assert that the fashion industry has many well-known and famous bloggers as compared to other industries such as politics, food, tourism and travel industries. Fashion bloggers, as empirical research indicates, can influence the industry either directly or indirectly. Furthermore, as Kuhn (2007, p. 20) indicates, bloggers, apart from using their likes and dislikes to influence the way certain brands or products are presented, they can launch new trends in their respective industries and publicly discuss issues that companies are afraid to discuss in public. Social Influence and Blogging about Fashion Among the most popular use of online culture is the capability to socialise and form social links with other online users. This is possible regardless of the geographical locations and temporal margins (Rothaermel & Sugiyama 2001, p. 304). Therefore, the internet-based blogs has the potential to form and organise virtual communities with no limitation to any geographical phenomenal. As Deuze (2006, p. 72) notes, online cultural influence models affect several fashions blogging variables, such as the community norms, social identities, and mutual agreements and accommodation in the virtual groups. These, in sum, influence individual group members’ decision-making and involvement within an organisation. According to Rothaermel and Sugiyama (2001, p. 304), these virtual communities can influence the choice of their members in purchasing products and services in spite of how recognisable the members are to the final users. Similarly, blogs like any other online cultures rely on numbers in the virtual communities that can repeatedly read their blog postings (Scullion et al. 2013, p. 73). The social influence nature of the online cultures allows for the formation of large virtual communities who might influence the purchase of their products or services (Huang, Chou, and Lin 2008, p. 354). The blogs, as Huang, Chou, and Lin (2008, p. 354) note, allows for individuals with common interest to come together to share information and ideas, as well as to gain knowledge from other members of the virtual community, fashion bloggers can utilise the social influence tendency of the online culture to reach a large number of audiences. In addition, as Baym and Zhang (2004, p. 312 ) points out, consumers tend to trust the information generated by fellow consumers on the effectiveness of products and services more than information that come the product producers or services providers. For that reason, fashion bloggers can capitalise on the social influence tendency of the online culture in order to gain more customers from the positive influence of their virtual group members (Molesworth and Denegri-Knott 2013, p. 62). In blogging about fashion, the bloggers have to focus on increasing the quality of their blog’s quality. In the process, bloggers can use interactions and comments to gauge the success of their posts. Moreover, blogs should have unique content. This brings out the extensive research that a blogger has done. If a fashion blogger uses clear pictures in the blogs, there is development of strong emotional attachment with the target group. Participations in the online culture enable people to access variety of products at their respective locations. Even though the blogging concept provides a virtual emotional attachment to the viewers, it has been able to not only supplement the customers’ off-line culture, but also alter the entire purchase dynamics among consumers (Molesworth and Denegri-Knott 2012, p. 97). The blogging culture has made it possible to share views and experiences of the diaspora. In essence, the internet culture in personal blogs brings out the nature of individuality. In the process, the blogging culture can alter the nature of consumer desires. Clearly, the approach has a great influence in the society; it changes the identity of different fashion brands. As a result, consumers’ relationships with the brands become stronger than when using the usual marketing strategies. The use of internet to reach consumers increases information retention among consumers, as they are able to access information at their various locations. Authenticity Data from literature and fashion bloggers’ library, as Yang (2003, p. 51) notes, indicates that the success of a blogger is evaluated on the perception of its authenticity or uniqueness of the blogs voice. Therefore, authenticity as in the online culture, as Huang, Chou, and Lin (2008, p. 352) state, has an enormous effect on pre-purchase activities since consumers can bargain for products online by accessing the company’s blogs in addition to the valuable and reliable reviews about the products from previous users. Bloggers need to pay much attention to the authenticity of their blogs in order to capture the market, especially for the fashion industry as in this case (Molesworth and Denegri-Knott 2008, p. 379). For that reason, successful fashion bloggers must show the credibility and value of their blogs. Or else, their blogs will not attract and retain readership and advertisers (Molesworth and Denegri-Knott 2012, p. 95). In order to accomplish this authenticity, fashion bloggers need to present sentiments based on a vast understanding of fashion and flair before presenting it to their target market segment. Moreover, as Rocamoran (2011, p. 409) indicates, authenticity of bloggers enable them to gain popularity in the industry, thereby enabling the bloggers to attend popular events where they are photographed. When such information is included in the blogger’s archives, it increases his/her sales. In the online culture, authenticity of the bloggers makes it easier to access a fashion blog since consumers have the opportunity to search information using a blogger’s name, thus popularising the blogger. As a result, popular hence ease the access to the company’s brands (Watkins and Molesworth 2012, p. 168). Frequency and timely updates Fashion blogging, as Rothaermel & Sugiyama (2001, p. 312) point out, is a fast-pacing industry. Therefore, for a fashion blogger to obtain and retain audience in the crowded online culture and information sphere, the blogger needs to give a timely and frequent updates as possible. According to Huang, Chou, and Lin (2008, p. 351) as the technology such as online culture is known to be susceptible to changes, fashion bloggers aiming to be ahead in the global market can utilise this attribute to market their products or services. Likewise, bloggers can use their blogs to inform their audience of upcoming events or live-stream shows to make known their products or services to consumers. This increases the viewership in order to popularise their services. As supported by Yang (2003, p. 53), the timely updates give bloggers the opportunity to inform their esteemed consumers in time. Therefore, just as the name suggest their consumers can move with the current trends and fashions in the industry. In the same manner, the timely nature of online culture offers bloggers a chance to inform the fashion cliques on the new trends and fashions, hence they remain updated resulting in a high turnout of clients to the bloggers. According to Vilopponen, Winter and Sundqvist (2006, p.68), online culture has led to a shift of the world in buying and selling of goods and services, which has been dictated by sellers to a more friendly style where power lies with the buyers. Because of the online culture, Rocamoran (2011, p. 413) points out that consumers have the choice to research, and compare different companies’ products or services in order to find the most suitable option. Therefore, frequent updates on blogs, as Kahn and Kellner (2004, p. 87) cite, allow for an easy access of information about the blogs. Since online culture presents a chance that enables frequent updates, fashion bloggers who intends to run the market should utilise this approach (Denegri-Knott and Molesworth 2009, p. 309). Interactivity With the emergence of online cultures, consumers are capable of passing their opinions about products to other intended users by leaving comments about the products on the company’s blogs. The comments assist in attracting thousands of viewers within a short duration, as they guide traffic to the blogs. The use of online culture interaction, as Vilopponen, Winter, and Sundqvist (2006, p.72) indicate, plays a major role in keeping the medium sparkling and active. In essence, this determines the popularity of the medium. Just like other, social networks, blogs do not filter the content on their comment sections. According to Rocamoran (2011, p. 420), the blogs contains an extensive amount of comments with negative and positive information. Since bloggers do not monitor the comments section, and the fact that users are not obliged to register before they leave their comments, and the comments are posted directly onto the blogs walls, there are great risk of spreading negative information (Denegri-Knott and Molesworth 2010, 67). Therefore, it is important for bloggers to note that whereas a positive comment is good for marketing, as well as boosts a company’s brands in order to increase the company’s sales, equally, negative comments can be disastrous to the company’s image (Kahn and Kellner 2004, p. 88). The online users of the company blogs, as Huang, Chou, and Lin (2008, p. 352) indicate, have the chance to read and analyse other consumers’ experiences on a specific products or brands from the online store. This can help in getting the consumers’ attentions and heighten their interests for the product (Molesworth 2012, p. 48). On the other hand, since those commenting on blogs are mostly individuals without any stake in the company, and are free to share their opinions, the reviews can leave very negative comments (Molesworth, Jenkins, and Eccles 2011, p. 152). Since in online cultures messages can spread faster, Kahn and Kellner (2004, p. 88) suggest that bloggers should do their best to satisfy their consumers to ensure they give a positive comment. Effects of Blogs on the Consumer Buying Behaviours According to Rocamoran (2011, p. 422), the use of social media by consumers as a source of information to consider what to purchase and where to do the purchase from the online stores is tremendously growing globally. However, numerous studies assert that buying the behaviour that occurs in blogs differs considerably from that in other social medium forms. In support of this view, Huang, Chou, and Lin (2008, p. 353) indicate that blogs represent different forms of marketing that may or may not please their target market. This is because marketing efforts found in blogs can hugely influence consumers and the buying process itself, hence necessitating the need for reviews in order to make informed choices (Rocamoran (2011, p. 423) Conclusion From the analysis, blogs, in terms of a marketing tool, is advantageous in that consumers do not regard it as an aggressive method, thus making them react positively in most occasions (Denegri-Knott and Molesworth 2010, p. 125). Therefore, blogs can express the blogger’s opinion, uphold discount and, at the same time, give their audience direct links to the internet archives, and still preserve a neutral point of view to its user. This makes fashion bloggers garner an enormous advantage to online retail stores by enabling economical and eye-catching marketing with limited interference from the outside sources that may reverse the opinions of valued customers. References Baym, N. K. and Zhang, Y. B 2004, ‘Social interactions across media: Interpersonal communication on the internet, telephone and face-to-face’, New Media and Society , vol. 6, no. 3, pp. 299-318. Denegri-Knott, J., and Molesworth, M. 2009, ‘I’ll sell this and I’ll buy them that’: eBay and the management of possessions as stock’, Journal of Consumer Behaviour , vol. 8, no. 6, pp. 305-315. Denegri-Knott, J. and Molesworth, M 2010, ‘Concepts and Practices of Digital Virtual Consumption’, Consumption, Markets & Culture , vol. 13, no 2, pp. 109-132. Denegri-Knott, J., and Molesworth, M 2010, ‘Love it. Buy it. Sell it’: Consumer desire and the social drama of eBay’, Journal of Consumer Culture , vol. 10, no. 1, pp 56-79. Denegri-Knott, J, and Molesworth, M 2013, ‘Re-distributed consumer desire in digital virtual worlds of consumption’, Journal of Marketing Management , vol. 10, no. 5, pp. 54-67. Deuze, M 2006 ‘Participation, remediation, bricolage: Concerning principal components of a digital culture’, The information society: An International Journal, vol. 22, no. 2, pp. 63 – 75. Huang, L., Chou, Y. and Lin, C 2008, ‘The influence of reading motives on the responses after reading blogs’, CyberPsychology & Behaviour , vol. 11, no. 3, pp. 351-355. Kahn, R. & Kellner, D 2004, ‘New media and internet activism: From the “battle of Seattle” to blogging’, New media and society , vol. 6, no. 1, pp. 87-95. Kuhn, M 2007, ‘Interactivity and prioritizing the human: A code of blogging ethics’, Journal of Mass Media Ethics, vol. 22, no. 1, pp. 18–36. Molesworth M., and Denegri-Knott, J 2008, ‘The Playfulness of eBay and the Implications for Business as a Game-Maker’, Journal of Macromarketing , vol. 28, no. 11, pp. 369-380. Molesworth, M., Jenkins, R., and Eccles, S 2011, ‘Love and Videogames: Negotiating relationships with cultural ideals and consumer practices’, Research in Consumer Behaviour , vol. 13, no. 9, pp.145 – 162. Molesworth, M 2012, First person Shoppers: Consumer ways of seeing in videogames, Routledge, New York. Molesworth, M., and Denegri-Knott, J 2012, Digital Virtual Consumption Routledge, New York. Molesworth, M., and Denegri-Knott, J 2013, Digital Virtual Consumption as transformative space , Routledge, New York. Rocamora, A 2011, ‘Personal fashion blogs: Screens and mirrors in digital self-portraits’, Fashion Theory, vol. 15, no. 4, pp. 407–424. Rothaermel, F. T. and Sugiyama, S 2001, ‘Virtual internet communities and commercial success: Individual and community-level theory grounded in the atypical case of timezone.Com’, Journal of Management, vol. 27, no. 8, pp. 291-312. Scullion, R., Gerodimos, R., Jackson, D. and Lilleker, D 2013, The media, Political Participation and Empowerment , Routledge, London. Vilopponen, A., Winter, S., and Sundqvist, S 2006, ‘Electronic word-of-mouth in online environments: Exploring referral network structure and adoption behaviour’, Journal of Interactive Advertising , vol. 6, no. 2, pp. 63-77. Watkins, R., and Molesworth, M 2012, ‘Attachment to Digital Virtual Possessions in Videogames’, Research in Consumer Behaviour , vol. 14, no. 7, pp. 153 – 170. Wright, J 2005, Blog marketing: The revolutionary new ways to increase sales, builds your brand, and get exceptional results , McGraw-Hill, New York, N.Y. Yang, K 2003, ‘Internet users’ attitudes toward and beliefs about Internet advertising: An exploratory research from Taiwan’, International Journal of Consumer Marketing. vol. 15, no. 4, pp. 43-65.

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Provide the inputted essay that when summarized resulted in the following summary : The paper primarily delves into the topic of CSR implementation in BMW and GM and the inherent differences between the two. When it came to implementing CSR on an operational level such as in its outsourced manufacturing plants or in its corporate decision making capabilities, there was evidence of a distinct lack of CSR on the part of GM. BMW on the other hand did suffer from some of the same setbacks but did have considerably better CSR integration as evidenced by its factories which

The paper primarily delves into the topic of CSR implementation in BMW and GM and the inherent differences between the two. When it came to implementing CSR on an operational level such as in its outsourced manufacturing plants or in its corporate decision making capabilities, there was evidence of a distinct lack of CSR on the part of GM. BMW on the other hand did suffer from some of the same setbacks but did have considerably better CSR integration as evidenced by its factories which

BMW and GM Corporate Social Responsibility Report Executive Summary This paper primarily delves into the topic of CSR implementation in BMW and GM and the inherent differences between the two. When it came to implementing CSR on an operational level such as in its outsourced manufacturing plants or in its corporate decision making capabilities, there was evidence of a distinct lack of CSR on the part of GM. BMW on the other hand did suffer from some of the same setbacks but did have considerably better CSR integration as evidenced by its factories which had better conditions for its workers and were less susceptible to environmental degradation. Introduction Corporate Social Responsibility (CSR) can be described as the process wherein corporations incorporate ethical methods of operation, aside from their profit oriented structure, into their business model. This process involves the addition of ethical business practices, contributing towards community and social development as well as taking a long term stance towards helping members of the local community that a company finds its operations in (Homburg, Stierl & Bornemann 2013). Graphic 1 Brief Information about General Motors and BMW GM (General Motors) and BMW are two of the largest automobile manufacturers in the world and have been noted as being two of the most highly regarded companies when it comes to CSR practices. GM established the GM Foundation that contributes millions of dollars a year in reforestation efforts as well as in educating children in economically disadvantaged communities. BMW on the other hand is tied in the number one spot for CSR Company of the year for 2013 with other companies such as Disney, GE, etc. Both companies have been noted as having stellar CSR programs in place when it comes to assisting a variety of communities. In the case of GM and BMW, this manifests in acutely similar methods of CSR implementation. For instance, GM and BMW both implement a culture of open communication and ethical treatment of employees from both a factory level to those belonging to members of upper management. This manifests itself in some of the best health insurance policies money can buy, maternity leave benefits, continuing education benefits (i.e. paying for the employee’s education) as well as benefits related to creating a business environment that is ethically oriented via corporate social responsibility directives and internal HR personnel whose jobs focus on ensuring the development of ethical behaviours within the company. The end result is that employees within GM and BMW are treated equally and fairly resulting in the creation of an ethical work environment that facilitates moral decision making within the company (Glavas & Kelley 2014). Based on an evaluation of the current production infrastructure of GM and BMW, it was determine that the framework for analysis will focus on the Triple Bottom Line and the category “Caterpillars” which defines a corporations activity as being relatively local on its impacts, single minded, ultimately unsustainable, capable of change, already operate in sector where others have evolved. This particular framework was based on an examination of the operations of GM which was evaluated as being unsustainable in the long term. Business Ethics Business ethics can be described as the ethical framework that a company abides by when it comes to its operations. This encompasses not only in the way in which it sells its products but the manner in which it manufacturers them and how it addresses the long term impact of the company’s operations on society and the environment. For BMW, one of the manifestations of business ethics the company has shown comes in the form of its various charitable donations wherein it has given well over $30 million to educational campaigns, community development initiatives and has even backed various art projects. The same can be said for GM wherein the company has given well over $25 million over two decades to various charitable organisations through the GM Foundation. Other aspects of adherence to proper business ethics in the case of GM and BMW takes the form of their current development cycle where an emphasis has been placed on developing products that are considered to beneficial to the environment. Hybrid vehicles, hydrogen fuelled cars as well as more fuel efficient vehicles are some of the products that have been developed within the past decade due to the current internal consensus within the companies that ecologic sustainability should be focused on (Schmeltz 2014). While the CSR programs of both companies are widely lauded for their contributions and a focus towards community building, from a business ethics standpoint there are some issues that need to be taken into consideration. For instance, despite its much vaunted CSR programs which contribute towards reforestation, GM has actually been accused multiple times by the EPA (Environmental Protection Agency in the U.S.) as well as various environmental rights groups due to its operational activities that contribute towards environmental destruction (i.e. release of pollutants into the air, improper disposal of industrial waste, improper usage of dangerous chemicals etc.) (Hack, Kenyon & Wood 2014). In comparison, BMW has been recognised since 2012 as the world’s most sustainable automotive company in relation to its production process, its emphasis on recycling and lower emissions on its factories and vehicles as well as its emphasis on better treatment for its workers. From this particular standpoint, it can be seen that BMW is “ahead” so to speak when it comes to its adherence to CSR standards. It should be noted though that adherence to environmental sustainability is not wholly indicative of a company being better than the other when it comes to CSR. The difference between the two operations matters since it showcases what can be defined as a case of corporate “white washing” which is a practice where corporations showcase that they are behaving in an ethical fashion and contributing towards social and economic gains when in reality this aspect is merely a façade and is not a reflection of the entirety of the company’s operational activities (Sadler 2003). This is particularly important to take into consideration since “whitewashing” merely implies that a corporation is attempting to be more sustainable but in the end its operations are not directly affected resulting in unsustainable practices. It is based on this that the next section will delve into a comparison of their management techniques and their measurement based on G3 guidelines. Comparison of Management Techniques Business Businesses under the triple bottom line focus on the economic benefit that a society gains from the business operating within that particular sector (Werhane & Freeman, 1998). While this aspect does include financial culture to a certain extent, this paper will focus primarily on factors related to the corporate culture towards sustainability that GM and BMW adopt, the aims of their current corporate strategies (i.e. are they focusing towards sustainability) and the possible routes towards sustainability that they are focusing on. GM Corporate Culture towards Sustainability The primary focus of GM’s corporate culture towards sustainability focuses primarily on energy savings and waste reduction in its factories. So far, the company has been able to save $20 million in energy costs per year due to waste saving measures (Korschun, Bhattacharya & Swain, 2014). Aim of current corporate strategy (i.e. focus towards sustainability or not) Based on an evaluation of GM, the focus is towards sustainability, however, it is oriented more towards cost savings than due to CSR. Possible routes towards sustainability One of the current endeavors that GM has been focusing on when it comes to more sustainable practices takes the form of developing alternative fuel vehicles that would help to lower dependence on fossil fuels (Korschun, Bhattacharya & Swain, 2014). BMW Corporate Culture towards Sustainability BMW’s current corporate culture towards sustainability focuses primarily on ensuring the company has a small environmental footprint due to its operations. This comes in the form of: a.) Lowering the use of and the diversity of the resources that goes into its products to ensure sustainable extraction processes b.) Making sure that the materials that go into their vehicles are recyclable during their end of life phase c.) Avoiding almost all usage of environmentally damaging materials during the production phase d.) Researching new methods of car development that are in line with lower pollution rates and are more viable in terms of resource utilisation Aim of current corporate strategy (i.e. focus towards sustainability or not) The current aim of the corporate strategy of BMW is a focus on sustainable production processes as well as the creation of cars that have a minimum adverse impact on the general environment. This aim manifests itself in the fact that cars from BMW are regularly stated as being some of the most fuel efficient cars in the market. Not only that, the company is actually tied in first place with several other corporations (i.e. Disney and others) as being one of the most sustainable companies in the world that implements proper CSR practices in nearly all levels of its operations (Korschun, Bhattacharya & Swain, 2014). Possible routes towards sustainability The main route that the company will focus on when it comes to sustainability takes the form of the various fuel efficient and alternative fuel vehicles that it is currently developing. These come in the form of its hybrid cars, hydrogen powered cars and even electric powered cars that have a far lower environmental impact as compared to cars that are primarily powered via fossil fuels. Though it should be noted that due to the current development cycle of the company, these cars are still in the testing phase, however, BMW is orienting itself to primarily produce such vehicles due to its focus on sustainable corporate activities. Social Under the social aspect of the triple bottom line, businesses are evaluated based on their impact on the individuals within a company (i.e. the employees) and the people that are outside the business (i.e. members of the local community). Thus, when it comes to evaluating the adherence of a business to the concept of CSR, the social aspect of the triple bottom line examines whether a business is operating in a way that benefits the local community and that people within the business (i.e. the employees) are not being endangered or exploited in any way shape or form through normal company operations (Burlingame & Young 1996). Thus, in this section of the examination between GM and BMW, what will be examined are factors related to wages, working conditions, labour utilisation during operations, and the contribution of either company towards the living standards of the local communities in which they operate. GM Wages When examining the wage scale for employees at GM, it was noted that entry level employees at the company earn an average of $19.28 per hour and were given a $5,000 signing bonus once they are formally made employees of the company. Aside from this, GM also provides $4,000 per year in inflation protection for its employees. In comparison, the average minimum wage salary within the U.S. is $7.25 per hour for entry level positions within a company. From the perspective of Meiners, Ringleb & Edwards (2000), when it comes to triple bottom strategies, wages are considered one of the first indicators of adherence to proper CSR strategies since people have a right to what can be defined as “a living wage” (i.e. the amount needed to be able to survive). When examining the case of GM, it can be seen that it adheres to this concept by providing wages that are more than half of the prevailing minimum wage rate for entry level employees which enables them to have a comfortable living. On the other hand, it should be noted that when it comes to the scaling of the wages, it was noted by Rahim & Alam (2014) that GM did not scale the income levels of its workers proper wherein factory line workers rarely, if ever, reached the first tier of salary payments which encompass $30 to $40 per hour. Instead, wages are scaled based on company metrics wherein the difference in wages between an entry level factory worker and someone that is experience is basically $1. Working conditions The analysis Rahim & Alam (2014) of explained that workers within the various international factories of GM are subject to dangerous working conditions. In fact, a recent explosion in one of GM’s factories in China showcases the lack of sufficient safety protocols, insufficient installation of safeguards as well as a lack of protection for workers at the company for the various chemicals and fumes they are exposed to. The end result was that even the Chinese government which is known to turn a blind eye towards the implementation of safety protocols in factories actually prevented the expansion of GM’s factory in Shenzen due to safety concerns. Labour utilisation during operations One of the main problems with the labour utilisation of GM is that workers within its various factories have been noted by Wagner, Lutz & Weitz (2009) as being overworked and underpaid as compared to their counterparts in the U.S. The case of GM in Mexico shows that workers are paid $4 an hour and are subject to 12 hour work shifts in order to keep up with the production demands of the company. While this is higher than the standard minimum wage within Mexico (86 pesos per day), the fact remains that wages paid do not reflect the skills of the workers and the amount of time put into their jobs. This case is not limited to Mexico but actually extends to its factories in China as well. Contribution towards the living standards of the local community The primary contribution that GM has had towards the living standards of local communities comes in the form of its preferential career sourcing that targets local talent instead of bringing in workers from outside the state. This comes in the form of local career fairs, utilising local employment firms and a variety of other strategies that focus on ensuring that members of a local community are hired by the company. Aside from this, GM also contributes extensively to local education funds so that potential scholars are included under the GM Foundation scholarship program which provides subsidies for their college education. Lastly, the company also contributes to various local environmental organisations that focus on tree planting and other ecologically beneficial operations. BMW Wages In comparison to GM, BMW actually pays its low skilled workers a far lower rate as compared to its German workers in its primary manufacturing facilities in Germany. German workers are normally paid $30 an hour while their American counterparts are paid $15 an hour. This wage situation is even worse in other countries such as in China where the ages average $3 to $4 for non-skilled employees on the factory floor. While it is understandable given the fact that skilled workers should be paid more, the fact remains that BMW only pays its employees the modicum allowed to place them under the category of having a “living wage”. This is despite the fact that the company constantly emphasises the fact that it treats its workers fairly. Working conditions Based on the examination of Wagner, Lutz & Weitz (2009), it was noted that BMW places a considerable emphasis on the safety and security of its workforce. This manifests in strict guidelines being enforced when it comes to the condition of its factory in relation to how safe it is to work in it, what methods have been implemented to ensure the protection of the employees that work there as well as avoiding the use of potentially toxic chemical compounds that could cause serious health problems. Labour utilisation during operations When it comes to labour utilisation, BMW is often cited as having the best labour conditions in the world wherein the company ensures that workers only work 8 hours a day with substantial increased payments being given if overtime is required due to tight deadlines. Aside from this, the company also implements a variety of “build from within” strategies when it comes to talent management wherein employees that have proven themselves to be capable hard workers are earmarked for further training and advancement within the corporate ranks of the company. This adheres to proper to CSR oriented operations since it showcases that the company actually cares about the various workers it hires and focuses on improving the state of its workforce. Contribution towards the living standards of the local community The contribution that BMW primarily makes to the living standards of the local community comes in the form of various donations to art and education programs. These scholarships help to support local artists and students in order to promote what is known as “the common good”. Aside from this, the company often donates money to disaster relief efforts in their regions whenever a natural disaster strikes. Environment Under the concept of the triple bottom line, companies attempt to improve their level of environmentally sustainable practices whenever possible (Ottman, 1998). While this normally comes in the form of reducing the amount of pollution produced by the company, this also manifests in other aspects such as the total lifecycle impact of the products they produce (i.e. the amount of resources used to produce and distribute their products) as well as the environmental footprint of the products they sell. GM Methods utilised in reducing pollution Some of the present day methods that the company has attempted at reducing pollution comes in the form of lowering the energy costs associated with its various factories. A recent report showed that GM was actually able to meet the EPA’s (Environmental Protection Agency) Energy Star Challenge for Industry which focused on a reduction of a company’s carbon and energy use (Komodromos & Melanthiou, 2014). GM was actually able to reduce its total energy usage in its U.S. based factories by 20 percent within a period of 5 years. Total Lifecycle Impact of Products When examining the total life cycle impact of GM’s various vehicle brands, it is noted that other car manufacturers such as Toyota, BMW, Kia and Hyundai have actually be cited as having better fuel efficiency than GM’s vehicles. While GM has stated that its various vehicles are fuel efficient, independent testing from nonprofit organisations as well as government agencies around the world have shown that they are not as fuel efficient as compared to their counterparts. It should also be noted that in terms of emissions, GM cars are notorious for their high level of emissions (usually due to the size of their vehicles) (Komodromos & Melanthiou, 2014). Do note though that most of the materials that go into a GM car makes its 75 percent recyclable, a factor often cited by GM, however, they neglect to take into consideration the sheer amount of processing required which would make it more expensive to recycle than to actually make a new car (Komodromos & Melanthiou, 2014). Taking these factors into consideration, it can be seen that the total life cycle of GM’s products do have a significant adverse environmental impact which impacts its adherence to CSR. Environmental Footprint Despite the fact that over 100 of GM’s factories have attained the “zero waste mark” which is a standard for indicating adherence to lower emissions, resource utilisation and waste materials, the fact remains that this is not indicative of all of the company’s operations. An examination of GM’s operations in China reveal substantial environmentally damaging practices due to high emission rates, improper waste disposal as well as a variety of safety concerns. One of the reasons behind these actions was due to the lax environmental and worker safety standards in China which enabled GM’s operations to continue despite the potential long term damage to the environment. BMW Methods utilised in reducing pollution Based on an examination of the work of Sharma & Khanna (2014) which examined the efforts of BMW towards sustainable operations, it was noted that the company has recently implemented more efficient methods of operation to reduce the amount of pollution its factories produce. This has manifested in a 60.9% reduction in the amount of waste produced by its global factories that go into landfills, a reduction of 55.1% of industrial waste water that is utilised in its production processes as well as a reduction of 31.3% when it comes to the amount of pollutants it expels into the atmosphere (Weisheng, Chau, Hongdi & Wei, 2014). Total Lifecycle Impact of Products Through the analysis of Sharma & Khanna (2014), it was noted that the total lifecycle impact of BMW’s products is actually quite low due to its current focus on environmental sustainability. This comes in the form of utilising recycled and sustainable materials for its cars which helps to lower the overall amount of waste material that the company sends to landfills. Aside from this, BMW is often cited as having some of the most fuel efficient vehicles in the world which minimises their overall carbon footprint due to lower emissions. Aside from this, the company has also endeavoured to make sure the various parts of its cars are recyclable resulting in a 70 to 80 percent recyclability rate for the entirety of the vehicle. Aside from this, the company has also implemented a buyback program for its cars which enabled the company to purchase old vehicles back from its consumers and recycle them into new cars. This enables the company to further lower its overall environmental footprint by minimising the amount of waste material that finds itself into a local junk yard. Environmental Footprint The factories the company has all over the world conform to global standards in worker safety, environmental preservation and the various workers of the company are actually paid above the going rate as compared to other factories. As mentioned earlier, the company actually implements extensive emissions testing requirements along with implementing a broad worker safety program that encompasses all its global operations. What this means is that compromises in quality and environmental sustainability due to a lack of sufficient local regulation are not done (Montana & Charnov, 2000). Instead, the company focuses on creating a sustainable manufacturing infrastructure regardless of the possible opportunities for greater profit via compromises in work safety and environmental sustainability. What this shows is that the company adheres to proper employee care, community assistance and ensuring the continued preservation of the environment Evaluation of both Companies Based on what has been shown so far, it can be seen that GM has issues when it came to proper CSR implementation. While it may be true that the company does have programs in place that apparently show that they are a strong advocates for CSR, when looking at the company from an operational standpoint utilising the information that has been presented in this paper. It is immediately obvious that CSR implementation under the triple bottom line is lacking when it comes to its manufacturing processes, product life cycle and employee wages. In comparison, BMW has exemplary product life cycles, environmentally sustainable manufacturing processes but has issues when it comes to the wages paid to employees. Conclusion and Recommendations In order to orient GM with the proper triple bottom line CSR initiatives, the following are recommended: 1. Increase the employee pay scale to reach $25 to $30 for experienced workers within its U.S. factories as well as increase the pay scale and implement reasonable working hours for its workers in its international factories. 2. Implement better working conditions in its factories located in other countries. 3. Increase observance of environmental sustainability in its foreign factories. In the case of BMW, the following is recommended: 1. Apply a better pay scale to its employees. Reference List Burlingame, D, & Young, D 1996, Corporate Philanthropy At The Crossroads , Indiana University Press, Indiana Glavas, A, & Kelley, K 2014, ‘The Effects of Perceived Corporate Social Responsibility on Employee Attitudes’, Business Ethics Quarterly , vol. 24, no. 2, pp. 165-202 Hack, L, Kenyon, A, & Wood, E 2014, ‘A Critical Corporate Social Responsibility (CSR) Timeline: how should it be understood now?’, International Journal Of Management Cases , vol. 16, no. 4, pp. 46-55 Homburg, C, Stierl, M, & Bornemann, T 2013, ‘Corporate Social Responsibility in Business-to-Business Markets: How Organisational Customers Account for Supplier Corporate Social Responsibility Engagement’, Journal Of Marketing , vol. 77,no. 6, pp. 54-72 Komodromos, M, & Melanthiou, Y 2014, ‘Corporate Reputation Through Strategic Corporate Social Responsibility: Insights From Service Industry Companies’, Journal Of Promotion Management , vol. 20, no. 4, pp. 470-480 Korschun, D, Bhattacharya, C, & Swain, S 2014, ‘Corporate Social Responsibility, Customer Orientation, and the Job Performance of Frontline Employees’, Journal Of Marketing , vol. 78, no. 3, pp. 20-37 Meiners, R, Ringleb, A, & Edwards, F 2000, The Legal Environment Of Business , West Legal Studies in Business, Ohio Montana, P, & Charnov, B 2000, Management , Hauppauge, N.Y. Ottman, JA 1998, Green Marketing : Opportunity For Innovation , NTC Business Books, Illinois Rahim, M, & Alam, S 2014, ‘Convergence of Corporate Social Responsibility and Corporate Governance in Weak Economies: The case of Bangladesh’, Journal Of Business Ethics , vol. 121, no. 4, pp. 607-620, Sadler, P 2003, Strategic Management , Sterling, Virginia. Schmeltz, L 2014, ‘Identical or Just Compatible? The Utility of Corporate Identity Values in Communicating Corporate Social Responsibility’, Journal Of Business Communication , vol. 51, no. 3, pp. 234-258 Sharma, J, & Khanna, S 2014, ‘Corporate Social Responsibility, Corporate Governance and Sustainability: Synergies and Inter-relationships’, Indian Journal Of Corporate Governance , vol. 7, no. 1, pp. 14-38 Wagner, T, Lutz, R, & Weitz, B 2009, ‘Corporate Hypocrisy: Overcoming the Threat of Inconsistent Corporate Social Responsibility Perceptions’, Journal Of Marketing , vol. 73, no. 6, pp. 77-91 Weisheng, L, Chau, K, Hongdi, W, & Wei, P 2014, ‘A decade’s debate on the nexus between corporate social and corporate financial performance: a critical review of empirical studies 2002-2011’, Journal Of Cleaner Production , vol. 79, no. 6, pp. 195-206 Werhane, P, & Freeman, R 1998, The Blackwell Encyclopedic Dictionary Of Business Ethics , Blackwel, Massacheusets Appendices Graphic 1

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Write the full essay for the following summary: The purpose of this report is to suggest a market entry plan for BMW Group; however, it will propose this company to choose Somalia as a new market to start business operation.

The purpose of this report is to suggest a market entry plan for BMW Group; however, it will propose this company to choose Somalia as a new market to start business operation.

BMW Entry Plan into International Market Problem Solution Essay Introduction The purpose of this report is to suggest a market entry plan for BMW Group; however, it will propose this company to choose Somalia as a new market to start business operation. This report will discuss the background of the company, strengths, and weaknesses of BMW, market position, global business environment, and economic position in Somalia, income statement, balance sheet, and cash flow statement and so on. Company Profile Ranker (2014) stated that BMW Group was established in 1917; now, it is one of the ten biggest car makers in the world and it owns three finest brands and occupies robust position in motorbike division and runs flourishing financial-service business; moreover, it targets to engender lucrative augmentation and incomes through the first-class fragments of the global vehicle markets. According to the report of BMW (2014), it has resolutely placed on the finest zone of the global vehicle industry because of the three major brands, namely, BMW, MINI, and Rolls Royce; moreover, the company is dedicated to provide the best quality products and services through excellent research, development, sales, and marketing; these issues reflected through its performance. Products Ranker (2014) provided the characteristics of the products of the company in the car sector; apart from making countless models of vehicles, BMW also offers financial services; however, the next table provides brief description of its product line: Figure 1: Products of BMW Source: Self generated from Ranker (2014) Strengths and Weaknesses of BMW The strengths and weaknesses of the company have considered briefly in the table below: SWOT Analysis of BMW Strengths It has super brand reputation as it is the third most expensive automobile company valued at twenty nine billion dollars; in 2012, Forbes noted it to be the most highly regarded company in the planet; It is building environment friendly carriages by making them additionally proficient; in fact, it has twenty models that release carbon-dioxide as low as 140g/km; it is also making environment friendly fuels like hydrogen; It has excellent engineering abilities, financial capabilities, comprehensive product-range, extensive modernization and quality management system; moreover, BMW recruits the expert employees to manufacture the cars Weaknesses Making excellent cars and recruiting experienced labor force influence the company to rise costs; so its costs are greater than that of the major rivals, like Toyota, Volkswagen, and GM BMW makes luxury-cars that necessitate top graded equipment, experienced labor force, and huge brand image; in this context, the company is bound to ask higher prices; however, customers believe that it asks excessive price for its products It makes excessively few acquisitions and alliances, and without acquisitions, the company finds it difficult to develop even with elite manufacturing-abilities Table 1: Strengths and weaknesses of BMW Source: Self generated Market Positioning of BMW The market positioning of BMW is very strong indeed throughout the world; it remains to the most prestigious and favorable brands amongst the customers; as a result, it positions itself amid the best selling brands throughout the globe. Cain (2012) noted that BMW remained to position itself as the top selling luxury brand in the USA by holding more than eighteen percent of the luxury car market; it is notable that Mercedes-Benz’s positioned itself as the second car marketer whilst Lexus was in the third position according to the survey; this has been illustrated in chart below: Figure 2: Market Positioning of BMW in 2012 Source: Cain (2012) Integrated marketing communication (IMC) Strategy The IMC tactic of the company would be based on coherent integration of online and offline promotional tools to put together and uphold brand awareness, and obtain, foresee, please and aware the clients; it is important to note that the online and offline tools would comprise of event sponsorships, contests, websites, interactive demonstrations, displays, hoardings, and printed advertisements. All the marketing operations would be synchronized with each other; otherwise, clients will just observe isolated interactions; however, it is significant to state that films have played a major role in advertising the cars of the corporation; for example, the corporation got vast publicity when Mini Cooper was featured in a film; so, it is a necessary IMC choice. Sustainable Competitive Advantages enjoyed by BMW It is notable that super brand awareness, excellent technologies, great research and development, unique car designs, customized designing for clients, perfect promotional and advertising tools and mediums, highly talented labor force, proficiently prepared corporate and global strategies, and nice corporate cultures are the key competitive advantages of this firm; the following chart outlines the sustainable competitive advantages of BMW: Figure 3: Sustainable competitive advantages enjoyed by BMW Source: Self generated Population characteristics and socio-cultural factors of Somalia With population of about 10428043, Somalia belongs to clan and sub-clans; these hierarchical-descent factions are innermost part of Somali society; conventionally, clans unite for getting safeguard, water, land, and political power; moreover, rural societies are essentially democratic and councils of men make decisions. Current Global Operating Environment The purchasing power of the global customers had slowed significantly in the recessionary period; therefore, this luxury car manufacturer had experienced severe challenges in India, Brazil, and Russia, but BMW made profits from international market even during the time of global financial and economic crisis; however, the global economy stabilized in 2013 and it manufactured a record volume of cars. The current global business environment would be difficult for the global companies because of high public debt levels in Europe, the uncertain conflicts in the Middle East, and domestic political divergence in different countries; however, it would gain competitive advantages over the competitors in the US, Chinese and Indian market though it has recalled near 140,000 vehicles in China. However, the next table provides more information: GDP Growth According to the report of BTI (2014), GDP annual growth rate along with GDP per capita (PPP) illustrated poor economic performance since GDP annual growth rate was only 2.6% in 2012 and GDP per capita (PPP) was $547 in 2010; however, income from exports contributed 50% of the national GDP; however, the next table shows more information: 2008 2009 2010 2011 2012 GDP Annual Growth Rate 2.6 2.6 2.6 2.6 2.6 GDP purchasing power parity (PPP) $5.26 Billion $5.39 Billion $5.52 Billion $5.67 Billion $5.90 Billion GDP 1.98 2.32 2.39 2.48 2.6 Table 2: GDP per capita (PPP) growth rate Source: (Indexmundi, 2014, para.1) Labor force in Somalia According to the report of World Bank, more than 70% of the total labor force is engaged in the agriculture sector as the national economy fully based on this segment; on the other hand, rest 29% labor force is working in the industry and services market; however, the following table gives more information about Labor force in Somalia: Figure 4: Labor force in Somalia from 2004 to 2014 Source: (Trading Economics, 2008, para. 1) At the same time, Young (2014) reported that 70% of the total young people are unemployed and they endeavor to cross Mediterranean Sea with intent to leave this country to get jobs; some individuals are working for terrorist organizations and piracy groups; therefore, multinational companies are unwilling to operate business in this country. Exports from Somalia (2006 to 2012) Simoes (2014) stated that livestock and other agriculture items are the key export products and main export items include bananas, hides, fish, charcoal, scrap metal; in addition, major exports partners are Oman and Yemen; however, the next table provides more information: Table 3: Total exports from 2006 to 2012 Source: self-generated from Simoes (2014) Imports (2006 to 2012) The report of Simoes (2014) illustrated that machinery and equipment, chemicals, petroleum products, foodstuffs, construction materials are the main import items; however, subsequent table provides more information about imports: Year Total Imports ($ billion) Import Sectors Value Percentage (%) 2006 0.8 Other Vegetables $191,294,398 18 2007 0.58 Raw Sugar $188,695,556 18 2008 0.8 Rice $56,583,059 5.4 2009 Wheat Flours $45,137,945 4.3 2010 1.26 Bovine $44,454,546 4.2 2011 Concentrated Milk $41,841,731 4 2012 Woven Fabric of Synthetic Staple Fibers $36,000,634 2.5 2013 Cement $25,857,637 2.3 Table 4: Total imports and the main import partners from 2006 to 2012 Source: self-generated from Simoes (2014) Major trading partners’ countries The main Export partners Percentage (%) The main import partners Percentage (%) Oman 51 Ethiopia 25 Yemen 28 India 19 India 4.6 Oman 17 Pakistan 2.9 China 9.6 Lebanon 2.8 Pakistan 6.2 Hong Kong 2 Yemen 5.4 Brazil 1.9 Turkey 3.9 China 1.8 Egypt 1.5 Table 5: The main import partners of Somalia Source: self-generated from Simoes (2014) Political Factors of Somalia BTI (2014) addressed that Somalia is going through severe violence and serious humanitarian crises due to long-term civil war although the population consists with homogeneous ethic group of the Muslim, but they engaged themselves into irrevocable conflicts in order to exercise power and to collapse the state mechanism. In 2011, the local armed force along with the peacekeeping troops had defeated the Islamist armed groups and the overseas powers who have economic interest in the countries along with NATO expressed their optimism that the federal government would be capable to enhance reconciliation practice and reconstruction progression. Al-Shabaab had taken control over the majority parts of the country from 2007 and increased its power to take control over the few parts of Mogadishu by 2011, but intervention AMISOM with a force of 10,000 troops, and sudden aggression of Kenya following the footstep of Ethiopia Al-Shabaab was forced to escape from Mogadishu in 2011. At the same time, Al-Shabaab was likely defeating due to combine pressure and continued political negotiation; as a result, the municipal election were held in November 2012 where the opposition wined in the local governmental bodies that provided further hope to the international communities for a sustainable peace building. Legal Factors of Somalia USAID (2014) reported that it has been keeping continuous cooperation and support to Somalia with the aim to unification, rebuilt and quick recovery of the economy by attracting foreign investors and improving job opportunities, but its legislation related to the business and commercial climate made it difficult to put the country in an international standard. The commercial law of Somalia is very weak and conflicting in nature and does not provide safeguard to the business transactions; though, there are some provisions, but in practice, it is difficult to execute any business contract of agreement with the Somalia companies. Moreover, protection of property, weakness in export or import, indemnity to the elites, corruption, lack of protection to the investors made it difficult for a safe business with the old business communities, but the newly managed business organizations are comparatively less corrupted and have honor to the international trade practice; therefore, they kept hopes of doing business in this region. Pro-Forma Income Statement The marketers assume that BMW would be able to make profit from this new market and it would gain $704,152 in 2015; however, the next table gives more details: Specification 2015 2016 2017 Sales $4,976,400 $5,500,400 $6,054,000 Total Cost of Sales $3,582,200 $3,731,000 $3,854,000 Gross Margin $1,394,200 $1,769,400 $2,200,000 Operating Expenses Sales and Marketing Payroll $30,500 $35,000 $40,000 Advertising/Promotion $28,000 $10,000 $12,000 Web Page Maintenance $7200 $5000 $5200 Cleaning/Maintenance $13,200 $12,000 $12,000 Travel/Auctions $6200 $4000 $6000 Total Sales and Marketing Expenses $115,800 $101,000 $115,200 Expenses Payroll $81,700 $88,000 $95,000 Depreciation & Leased Equipment $3200 $4000 $5200 Utilities and Insurance $21,600 $21,000 $23,000 Rent $96,000 $96,000 $100,000 Payroll Taxes $68,012 $77,400 $88,500 Total General and Administrative Expenses $232,506 $243,700 $263,450 Total Other Expenses $10400 $8800 $8800 Total Operating Expenses $355,506 $351,100 Profit Before the Interest and Taxes $1,038,696 $1,418,300 $1,814,950 EBITDA $1,039,496 $1,419,300 $1,816,150 Interest Expense $32,764 $35,960 $32,600 Taxes Incurred $301,780 $414,702 $534,706 Net Profit $704,152 $967,638 $1,247,646 Table 6: Income Statement Source: Self-generated Possibility & feasibility of financial, distribution, & marketing partnerships a Market structure and analysis It will use direct channel b Currency considerations US Dollars to mitigate risk c e-Commerce BMW will an e-commerce website for Somalia d Impact of regional and global trade integration Differentiation will mitigate rivalry from traders e Potential volume of trade 400 vehicles annually f The marketing mix components Sale the signature products at fixed prices, with proper promotion and placement g Key cultural dimensions affecting marketing operations Their culture is to serve as foundation of immense unity, but clashes occur too; Table 6: Possibility and feasibility Source: Self-generated Key reasons to enter the market It is important to note that the company has presence almost in every part of the world; in fact, it has begun its operations in most of the African countries as well; as a result, Somalia remains to be the key choice to enter because BMW has no operations there. In addition, the above economic, social, and demographic discussion demonstrates that Somalia is a prospective country for maximizing profit. Three potential risks of foreign market expansion Potential risks The company confronts growing rivalry from its direct rivals and now tends to contend on value rather than differentiation; furthermore, the markets for luxury-cars are flooded in the industrial countries, accordingly increasing rivalry Taxation policy and growing costs of raw metals will raise the expenses for auto manufacturer and result in constricted proceeds; Exchange rate variations intimidate the company’s income if the value of euro begins to escalate against other currencies Strategy to mitigate the risk It should follow cost leadership strategy to reduce operating costs and mitigate other risks Table 8: Three potential risks and strategies Source: Self-generated Three potential benefits of foreign market expansion Potential benefits As clients nowadays are more responsive to the pessimistic affects caused by cars fuelled by petrol, the market for BMW’s environment friendly cars are increasing Increasing per capita income and living standard in developing countries mean that the number of clients able to purchase BMW cars are increasing as well Rising fuel costs reveal big markets for the hybrid and hydrogen vehicles because clients swing to cheaper fuel types; Strategy to maximize each benefit It should focus on the hybrid car marketing through IMC strategy to increase sales Table 9: Three potential benefits and strategies Source: Self-generated Two ways in which you would adapt the operational strategies With vulnerable socio-economic condition of Somalia, BMW is going to take entry in this market and to do so BMW would identify a potential importer who would be financially solvent and capable to distribute BMW cars nationwide (Keegan & Green, 2013); therefore, it will use import strategy to enter this market. To identify such potential dealer, BMW would communicate with the ‘Somali Chamber of Commerce’ and serve general letters to the SCCI members to apply for dealership with their present business profile and some copy of previous letter of credit in order to prove their potentiality, from the applicants, the company would select one distributor to enter in this market. Reference List BMW (2014). International success: The BMW Group. Web. BTI. (2014). Somalia Country Report. Web. Cain, T. (2012). Luxury Auto Brand Market Share In America – February 2012 . Web. Indexmundi: Somalia Country Report. (2014). Web. Keegan, J. & Green, M. (2013). Global Marketing . London, UK: Pearson Ranker (2014). Full List of BMW Models . Web. Simoes (2014). Country Profile of Somalia. Web. Trading Economics: Labor force – total in Somalia . (2014). Web. USAID. (2014). Assessment Report Somalia Economic Growth Strategic Assessment . Web. Young, H. (2014). Driven by unemployment, youth in Somalia turned to piracy as a solution . Web.

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Write the original essay that provided the following summary when summarized: The essay discusses the resource based view and the dynamic capabilities of the firm in relation to the recent acquisition of a carbon fiber plant.The resource based view is a strategic management theory that argues that the value of a firm is determined by its resources. The theory is based on the idea that resources are the foundation of a firm's competitive advantage. The essay explores the resource based view and the dynamic capabilities of the firm in relation to the recent acquisition of a carbon fiber plant. The carbon fiber plant is a valuable resource that has enhanced the BMW's competitive advantage and allowed the company to boast of immense core competence.

The essay discusses the resource based view and the dynamic capabilities of the firm in relation to the recent acquisition of a carbon fiber plant. The resource based view is a strategic management theory that argues that the value of a firm is determined by its resources. The theory is based on the idea that resources are the foundation of a firm's competitive advantage. The essay explores the resource based view and the dynamic capabilities of the firm in relation to the recent acquisition of a carbon fiber plant. The carbon fiber plant is a valuable resource that has enhanced the BMW's competitive advantage and allowed the company to boast of immense core competence.

BMW Group RBV & Dynamic Capabilities Research Paper Introduction The BMW group is a renowned maker of premium automobiles. It targets the global market when manufacturing cars. The company has remained operational for close to a century now since its foundation in 1916. One critical aspect that has been successful in sustaining the group’s many years of business and production is its focus on sustainability management (BMW par. 1). More importantly, the BMW Group has succeeded in formulating a practical business strategy, with the intention of minimizing risk, optimizing new business opportunities, as well as overcoming emerging social and business tough times in advance. This paper seeks to explore the resource based view and the dynamic capabilities of the firm. In particular, the paper will investigate these important business aspects with respect to the company’s recent acquisition of a carbon fiber plant, the prospects of BMW working in partnership with Toyota in the future, as well as its anticipation of turning ecological in its operations. Resource Based View The BMW has continued to expand its strategic potential by investing heavily in new resources with the ability to assure its great success. This innovation has not only been focused on the internal capacity of the firm, but to the external capability as well. In 2010, for instance, the BMW Group initiated plans with a partner firm, SGL Group, to form the SGL Automotive Carbon Fibers (BMW Group par. 1). This significant resource that the firm opted to build sought to establish an elaborate and modern carbon fiber manufacturing plant worth more than US$ 100 million. The BMW group had plans of developing sufficient infrastructure to make CFRP for sale to other car manufacturers who want to incorporate the CFRP technology into the future concepts of car making. This special resource has since boosted BMW’s capability for a new car model that is targeting urban mobility (BMW Group par. 1). Furthermore, the automotive carbon resource boosts BMW’s focus on achieving sustainable business operations at a time when environmental pressures faced by automobile manufacturers have grown in magnitude. The location the plant in Moses Lake, WA was a tactful move to take advantage of the available hydropower, which is both recyclable and environmentally friendly. In addition, it was aimed at maximizing the benefits of the cheaper energy available in Washington. Other than energy reasons, the BMW Group decision to establish the carbon fiber plant in Washington targeted the favorable infrastructure conditions in the state, as well as the elaborately existing utilities, and the comprehensive skilled labor force available. The combination of these strategically critical resources helps the BMW to boast of immense core competency that is not enjoyed by other industry players who also emerge as greater competitors. Valuable resources of any firm are characterized by uniqueness in terms of being hard to imitate. They should also be constantly upgradable. The BMW Group’s carbon fiber plant passes as a hard resource to imitate, especially given the resources required to set up a similar plant (“Economic Indicators” 71). Additionally, since the inception of the plant, BMW has been planning for the gradual expansion of its production capacity from the current 3,000 tons to a larger capacity of 9,000 tons by the beginning of 2015. Although other automotive players have explored on the carbon fiber technology, BMW’s venture makes it more valuable in the market because it entails a large scale productivity arrangement that makes it cheaper to employ in manufacturing vehicles. In analyzing the above resources of the BMW, it is quite significant that the car manufacturer is seeking to uphold both resource heterogeneity, as well as resource immobility. Establishing the carbon fiber plant underpins BMW’s focus on addressing the heterogeneous and dynamic situation in the market, where the comparative advantage targeted is to ensure that a sustainable solution for car materials is provided before the need arises. The most significant pillars of BMW’s resource base view and performance include the proprietary process, as well as equipment that the firm has built over time, significant knowledge and skills owned by the employees, and the necessary external learning acquired mainly from other partner firms. The BMW has also channeled its resources to the production of its high-end brands to maximize the advantage of their premium features. Therefore, the company is betting on the Rolls-Royce, the MINI and the BMW brands to perform exceptionally. It has further established a strong position within the motorcycle market sector, in addition to operating a financial services division. It has spread the proprietary knowledge and equipment to other strategic locations in the world, including the UK, South Africa, and the USA. Noticing the growing economic capability of China, BMW has further opened a production plant in the country and extended the same to Italy and Australia. The firm protects its proprietary knowledge, while also seeking new knowledge from external partners by signing production contracts with third party players in some of the key international markets that it operates in. This has, in turn, presented the firm with an opportunity to offer appropriate product solutions to rising global market demands. Another important production knowledge held by BMW, the “completely knocked down” (CKD) technique of production, enables it to connect its manufacturing plants in six different locations with partners who are based in Thailand, Russia, Egypt, Malaysia, as well as Indonesia and India. In Brazil, the initiative has focused mainly on linking the firm’s production plant for motorcycles with the relevant partner firms. In the recent years, BMW has taken the necessary steps ahead of all its major competitors in the world to patent the electric turbocharger design to help provide a lasting solution to the challenges that have continuously occurred regarding this technology. Despite turbo engines having been existent for long, a major challenge that comes with the use of this technology is its failure to give maximum results, whether with small or large turbo designs. BMW has moved with haste to solve the challenging scenario by creating a turbo engine design that will give optimum performance results, whether the engine is running at low-end power or at high-end power. The patenting of the BMW electric turbo charger has happened at a time when the production prospects for a car with such technology still lies in the future. Thus, with regard to the resource base view, the firm has already moved to fill a void, using its technology, which promises to offer a superior engine response compared to what is available in the market. This is a significant competitive advantage for the firm, as the patenting implies that no rival car manufacturer can adopt the use of the technology without seeking BMW’s authorization. Moreover, the company is in a position to enhance the technology further to keep it competitive. Dynamic Capabilities BMW Group’s significant dynamic capabilities equally stand out to underscore the firm’s potential in integrating and building a stable internal competency as a means of addressing the fast changing industry environment. The idea of building a carbon fiber plant is a perfect example of the firm’s efforts to develop its dynamic capability. In other words, the BMW management envisioned a future where the demand for using lightweight plastic material in the manufacture of vehicles would increase, thereby occasioning a gradual move from the current materials used. In essence, the firm saw the need for working in partnership with an expert company, the SGL, in manufacturing automotive carbon fiber to build a comprehensive ability to address the material transformation beforehand. While this will serve as the main source of material supply for the BMW’s own internal needs, it also positions the firm as a major supplier of the material in the overall car manufacturing industry. This will ensure an optimized result for BMW in terms of its revenue performance, in addition to enhancing its market performance. The BMW Group has equally initiated talks with one of the biggest car manufacturers in the world, Toyota Motors Company, with a view of achieving certain strategic advantages (Roberts par. 1). Most importantly, BMW’s cooperation with Toyota is targeting to acquire dynamic skills in hydrogen fuel cell technology, improve its modern battery technology, as well as the electric sports car technology. Given that Toyota has registered great success in these fronts, the BMW Group considers the cooperation as an opportunity for it learn and integrate some of these crucial car design skills. The future of the car industry is gravitating towards a more eco-friendly automobiles, with greater efficiency in terms of fuel performance. The exchange of ideas on the BMW i3 electric car model and Toyota’s hybrid car technology is likely to benefit both firms with crucial dynamic capabilities, as they target the growing hybrid and electric car market (Roberts par. 1). More important, Toyota boasts of a well-developed fuel cell technology, which it seeks to employ between 2015 and 2020 as it launches environment-free engines for its car models. While the close partnership with BMW will help the firm to understand more about the technology, it will also open up an opportunity for the firm to integrate new ideas on how to improve on what already exists. Efficient engines with the capability of running on alternative fuels that are considered friendly to the environment remain as the next competitive battle for car manufacturers in the coming future. The fact that BMW is already building this capability by virtue of its partnership with Toyota indicates its focus on building a significant dynamic capability that will enhance its position in the market. BMW’s extensive expenditure in the area of design and development (R&D) has equally sustained its dynamic capability in car production. The trend in car manufacturing relies heavily on the tastes in the market regarding the design shapes and operational capacities of cars. Thus, BMW has adopted a proactive approach, which mainly relies on continuous research and development activities to ensure that it remains at the forefront as far as the development of new car models and designs is concerned. The research laboratories initiate investigations seeking to incorporate new ideas and technologies, with a view of designing highly efficient cars. The firm has also established a strong human resources policy that seeks to retrain employees periodically to increase their productivity in design and engineering. The employees are also rewarded competitively to motivate them in their performance in terms of increasing the company’s competitive advantage over other industry players. With the increasingly advancing technological skills, the efficient performance of the R&D function at BMW has enabled the firm to take advantage and initiate unique designs that have not previously been witnessed in the industry (BMW par. 1). PESTEL Analysis Politically, the car industry is facing new laws passed either by individual countries or by regional trading blocs, such as the European Union (EU), which require cars to meet the new carbon dioxide emission standards. These pressures have remained challenging for the BMW Group, as it requires extensive expenditure on new technologies to address them effectively. The move by BMW to manufacture ecologically friendly cars, such as the BMW i3, underscores its greater focus on meeting the new policies being adopted in the market. Moreover, BMW’s intended cooperation with the Toyota Motors Company further seeks to expand the firm’s technical knowledge in the area of hydrogen fuel cells, as well as battery technology. Despite these new technologies serving to address such new challenges relating to emission and pollution, car manufacturers like BMW are faced with the threat of new policies and laws that might seek to offer regulation on the overall aspect of car innovation. This might result in huge losses for the firms, as they will have already spent huge amounts of resources on research and development work. Economically, the global motor vehicle industry experienced high inflationary pressures occasioned by the global financial crisis. Prices of raw materials increased as suppliers sought to sustain their businesses, making it costly for the manufacturers to acquire the same and sell to the customers at affordable prices. High taxation in some countries, imposed on imported cars as a way of discouraging further acquisition of cars, also contributed towards making cars less affordable, as the prices remained exorbitant for the buyers. This had a negative impact on the market demand levels by lowering the disposable income for individual buyers significantly. BMW suffered immensely, given that the recession hit hard some of its lucrative markets, including the EU and the USA. In some of the developed markets, such as the USA, credit facilities remained unavailable to the buyers, making sales of vehicles to drop significantly. The BMW Group implemented job cuts in some of its plants, as a move to cut down on employee-related costs. The firm also lowered its overall production as the demand in the global car market also plummeted significantly (Papasolomou and Kitchen 63). In terms of the social characteristics, the EU market that is crucial for BMW’s business performance has been experiencing a general shift as a result of its gradually ageing population. On the other hand, the developed countries are also characterized by rising life expectancy, as well as changing consumer attitudes that have witnessed potential car buyers consider saving their resources, as opposed to spending. This implies that most of the buyers in the markets, given that they are not youthful, are not interested in acquiring expensive stylish designs for their choice of cars. These trends have triggered a design revolution in BMW, as the firm seeks to develop car models that can effectively appeal to the ageing customers. However, the changes in design also imply that the firm is spending a significant fraction of its resources to develop the alternative cars that can appeal to the market, which increases the cost of production. The technological transformations in car manufacturing have been immense, as more manufacturers are targeting to release highly efficient and top quality products. The pressure from environmentalists and the growing concern from consumers to address the issue of emissions are creating a bigger challenge for car manufacturers to design new car models that have the ability to limit degradation effects. BMW has undertaken significant innovations to integrate the latest technologies in the car manufacturing business. The most noteworthy technological innovation pursued by the firm has been the development of green technologies to reduce environmental degradation caused by fuel-run engines. Additionally, BMW has sought to work in cooperation with Toyota Motors Corporation to learn how to integrate the hydrogen fuel cell technology, as an alternative to the fossil-fuel run engines. Other technological efforts involve integrating internet-enabled features within its range of new car models released to the market. On the legal front, the car industry is faced with regulatory and control pressures, both within the local and the regional markets. Car models that fail to fulfill these strict legal requirements are barred from accessing the markets, thus making it mandatory for the manufacturers to put appropriate measures in place. Additionally, in this era of high innovation, car manufacturers are patenting their innovations as a way of avoiding imitations from other industry competitors within the market. The existing legal frameworks are supporting the manufacturers in their quest to protect their innovations from being copied by other industry players. The car manufacturing industry is also witnessing an increase in the number of partnership deals pitting different brand owners, with the need for gaining mutual benefits. The partnership deals are enforced through binding legal contracts signed between parties involved to ensure protection of the firms from losing. BMW has sought to register its patents and copyrights as a way of protecting its innovations from being copied by other manufacturers in the industry. Most importantly, the firm has patented its turbo electric engine innovation as a way of dissuading other firms from emulating and employing its application on their respective car models. Additionally, the firm has patented its battery technology that it uses on its electric car models to protect the innovation from being copied. It has signed a binding legal contract with Toyota that spells out the extent to which the association between the two firms will go. The ecological environment equally presents a challenging stance for car manufacturers across the world, with the most significant one being the need for firms to design cars with minimum degradation effect on the environment. The level of pressure faced by the manufacturers is further influenced by the growing demand from car buyers to only acquire models that have limited impact on the environment, in terms of reduced emissions. BMW has been at the forefront to meet these ecological demands with its extensive research and development operations. The BMW i3 car model is as a result of the company’s efforts to design cars that can run on alternative energy sources like electricity, which have limited effects on environmental degradation. Additionally, the decision to sign a future cooperation deal with Toyota Motors Corporation seeks to increase BMW’s potential to manufacture hydrogen fuel cells offer more practical alternative to the ecological-sustainability efforts by the firm. Porter’s Five-Force Model The car industry’s entry threat is significantly low, owing to the huge capital outlays required by firms seeking to venture into the industry. New firms require building manufacturing plants with extensive capacity to manufacture cars at low costs and reliable supply and distribution channels that are expensive to achieve in a short period. Moreover, new entrants require highly trained technicians on various car concepts, but most of these technicians are expensive to maintain. Brand loyalty is also a huge barrier that new players can hardly achieve within a short period of their entry to the industry. BMW boasts of a strong brand name that has existed for many years, especially in the premium car market. Its superior R&D operations that have seen the firm produce state-of-the-art car models, such as the eco-friendly BMW i3, makes it difficult for a new entrant to achieve or surpass within the short-term. It has developed a highly efficient and reliable workforce trained over the years of their service at the firm and compensated well to enhance their motivation standards. Threat of Substitutes The car industry’s substitution threat is considered moderate because of various factors. Firstly, technology has enabled car manufacturers to design new automobiles with great interactive features at affordable prices. Buyers, thus, have strong reasons to acquire and own cars, instead of seeking for alternative transport means, such as public buses and train transit. Secondly, continued research and development operations have made it possible for individuals to order for customized cars that are made to suit the specific demands of a single individual. However, tough economic conditions have equally made it slightly difficult for buyers to afford owning cars, thus lowering the easiness of individuals owning cars. In addition, the car manufacturing industry is encompassing significant technological integration, which is costly to the firms and it influences the increase in prices. BMW has worked towards dissuading the substitution threat by designing modern, high quality vehicles with superior efficiency results to convince buyers to purchase their models. The BMW electric car, for instance, attracts greater demand from the market owing to its superior features and high functionality (Papasolomou and Kitchen 63). BMW also manufactures a range of other car models that do not necessarily target the premium market, thus making them affordable to a majority of consumers. Supplier Bargaining Power Suppliers’ bargaining power is equally moderate within the car manufacturing industry, especially because of established manufacturers’ ability to backward integrate. However, suppliers also wield significant powers, especially where specialized product supplies are involved. Accessories like tires are often supplied by third party firms and are critical to any car manufacturing firm. In the case of BMW, for instance, the firm has taken an initiative, in collaboration with SGL Group, to manufacture its own viable ultra-lightweight plastics. The carbon fiber manufacturing plant co-owned by BMW and SGL has a significant effect on the power of suppliers of these materials because the firm does not rely on third party supplier firms for its ultra-lightweight plastics needs, but it supplies itself. Additionally, the anticipated collaboration with Toyota Motors could create a significant technological skill and capacity for the two firms to manufacture and supply their factories with crucial components like batteries, thus eliminating the need for third party supply services. Buyer Bargaining Power Buyers in the industry enjoy high bargaining power, partly because of the high number of manufacturers in the industry and the readily available information in the market about cars. The presence of the Internet resource makes it easier for existing and potential buyers to search for all the information that they are interested about. Consequently, they make highly informed decisions concerning the choice of car they intend to own. With the recent recessionary pressures across the globe, a majority of the buyers can only acquire cars that they consider to be affordable, as opposed to models that are priced at premium rates. However, BMW relies on its powerful brand name that has been built over the years to win over buyers from other competitors. The high quality and superior performance efficiency of the BMW car models assures buyers of value for their hard-earned money, which curtails the buyers’ high bargaining power. The eco-friendly model of the BMW, which is a new entrant into the market, further attracts relatively higher demands from the market. In essence, it provides the manufacturer with the ability to lower the high bargaining power in the market. Industry Rivalry The car industry is characterized by very high rivalry levels among the very many brand manufacturers in the industry. There are many highly established industry players, such as Toyota, GM, Ford, and Volkswagen, all of which have greater capacities to produce high quality vehicles. These firms have established their own supply and distribution networks across the globe, which provide them greater access to the market and allow them to acquire raw materials at huge discounts. Most of the well-established brand makers equally boast of highly efficient concepts, such as the lean manufacturing production from Toyota. These concepts further enhance their competitive advantage against other firms. However, innovation has been BMW’s greater asset, as it seeks to tackle the high levels of rivalry amongst the industry players. Extensive R&D budgets by the firm and high skill development have ensured that the company enhances its capacity to design highly functional models, such as the BMW i3 electric car. It has patented some of its key innovations in the industry, such as the electric turbo engine and the car battery technology to protect the ideas from being copied and used by others to compete against BMW. The move to own a carbon fiber manufacturing plant also underscores BMW’s efforts to achieve greater innovation performance, as the initiative seeks to supply the company with efficient raw materials for its wide range of car models. Organizational Behavior The BMW Group has successfully incorporated a design philosophy as part of its corporate culture. The firm associates the strong design philosophy to its strong expression of dynamism, as well as an entrepreneurial spirit. The design culture describes the firm’s strong commitment and that of its employees to ensure they produce the best that the industry requires (BMW par. 1). Part of this design culture can be witnessed in the series of investments that the firm has pursued over the years. The modern carbon fiber manufacturing plant initiated by the firm provides viable ultra-lightweight plastics (CFRP) to the designers, who in turn transform them to highly efficient car models and designs. The BMW human resources function (HR), on the other hand, creates a strong bond between the employees hired by the firm and the products that are finally released to the market. This is achieved by the continuous evolution of the firm’s dynamic operations. Consequently, it has created an immense experience within the workforce. Past operations and activities of the firm are shared with the current serving workers as a means of empowering their design skills further. Furthermore, the core operations of the BMW Group are guided primarily by the notion of creating products that are emotionally charged to achieve a lasting appeal among the buyers. The designers at BMW Group specifically focus their attention on achieving a momentum in every vehicle that is released to the market, such that people in the market can remain engaged emotionally for a longer period. This strong behavior developed in the firm’s workforce has achieved a permanent affiliation between high quality products and the BMW brand. Right from the initial stages of idea conception to the physical production process, both the designers and the engineers at the firm strive to ensure that whatever they are working for achieves meaningful and functional perfection. This strong heritage built over the years is further guided by the past performance of the traditional car models that were designed by the firm. Employees are also rewarded for their great performances in terms of their engineering and design contributions, which have gone ahead to help the firm achieve its strong brand position and quality performance results. These strong behavioral concepts are likely to sustain BMW’s efficient and unique performance in numerous fronts (BMW par. 1). The firm has succeeded to retain a minimal turnover rate of its workforce, which implies that little of its skills built over time are lost to the rival firms as a result workers moving out to be employed by the rival firms. Conclusion The BMW Corporation has succeeded to maintain its top position as one of the best car manufacturers in the world. This strong performance has been sustained by significant strategy activities that have ensured that the BMW model continuously enjoys a competitive advantage over its rivals. In terms of the resource base view, BMW has initiated a carbon fiber manufacturing plant as it strategically positions itself to manufacture its own viable ultra-lightweight plastics (CFRP), as well as sell the surplus in the industry. This special resource has boosted the firm’s capability in terms of producing highly efficient cars, while also increasing its revenue base capability. BMW has also explored on the possibility of working closely with Toyota Motor Corporation to enhance its dynamic capability, especially in terms of acquiring skills on hydrogen cell fuel and ecological car models. BMW has built a strong brand name over the many years of its operations, which are closely associated with top quality performance and high efficiency results. More importantly, the firm has succeeded in creating a strong design culture among its employees. This has made it possible for the BMW models to be associated with good performance and high quality. Works Cited “Economic Indicators.” Chemical Engineering 117.5 (2010): 71-72. Print. BMW Group. BMW Group and SGL Group to Triple Production Capacities at Moses Lake Carbon Fiber Plant . 2014. Web. BMW. BMW Insights. 2014. Web. Papasolomou, Ioanna, and Philip J. Kitchen. “Cause Related Marketing: Developing a Tripartite Approach with BMW.” Corporate Reputation Review 14.1 (2011): 63-75. Print. Roberts, Graeme. Germany: BMW and Toyota Talking Roadster Cooperation. 2014. Web.

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Provide a essay that could have been the input for the following summary: The text discusses the case of Bob Knowlton, who was appointed to be the project head in the Si-Tech Laboratories. Knowlton demonstrated the perfect understanding of the principles of the project development, he could work with the team to achieve the high results, and he was oriented to using the traditional methods in order to reach the set goals. However, there were often cases when weak leaders lost their opportunities to contribute to the organisational development in order to create the effective workplace environment

The text discusses the case of Bob Knowlton, who was appointed to be the project head in the Si-Tech Laboratories. Knowlton demonstrated the perfect understanding of the principles of the project development, he could work with the team to achieve the high results, and he was oriented to using the traditional methods in order to reach the set goals. However, there were often cases when weak leaders lost their opportunities to contribute to the organisational development in order to create the effective workplace environment

Bob Knowlton Case Study Table of Contents 1. Key Issue or the Major Problem 2. Sub-Issues and Problems 3. Ego-Defence Mechanism 4. Bases of Power 5. Knowlton’s Leadership Style 6. The Managerial Profile of Bob Knowlton Effective leadership is an important aspect to speak about the progress of modern organisations. However, there are often cases when weak leaders lose their opportunities to contribute to the organisational development in order to create the effective workplace environment and achieve set goals and objectives. Bob Knowlton was appointed to be the project head in the Si-Tech Laboratories. Knowlton demonstrated the perfect understanding of the principles of the project development, he could work with the team to achieve the high results, and he was oriented to using the traditional methods in order to reach the set goals. From this perspective, the introduction of Jack Remington as a new leader to work in the project team made Knowlton fear about his position and leadership. Remington demonstrated the unique approach to solving the project problems in contrast to Knowlton’s traditional approach. Being unable to compete with Remington, Knowlton chose to leave the project and his position in the Si-Tech Laboratories. As a result, the situation revealed such a problem experienced by Knowlton as the inability to accept his weaknesses and fears and transform the leadership strategy in order to achieve the higher results while leading the team. Key Issue or the Major Problem Thus, the key issue associated with Knowlton’s case is his ineffective leadership which can be discussed as the leader’s inability to accept the undesirable situation, to face challenges, to work at overcoming the problem and improving the leadership style. Knowlton did not accept the drawbacks of his leadership style which were revealed to him with references to Remington’s approach. Instead, the leader chose to hide his real attitude to Remington and his concerns associated with the newcomer’s approaches and the whole work of the team. Sub-Issues and Problems Knowlton chose the ineffective strategy of hiding his real concerns and fears associated with Remington’s introduction to the team. As a result, Knowlton’s behaviour resulted in revealing such additional problems as the following ones: 1. Knowlton failed to communicate openly to Dr. Jerrold about the leader’s concerns because of the fear to demonstrate his incertitude; 2. Knowlton focused on his fear to be discussed as a weak leader in comparison with Remington instead of addressing the issue directly; 3. The leader was not able to set the strict rules on the behaviour at meetings, on the order of presenting the ideas, and on the procedure of discussing the changes in the project as the rules could help him to avoid night calls and ineffective discussions during the meetings; 4. Knowlton became afraid of opposing Remington and admitted his leadership in spite of the team’s attitude and without any discussions of the issue; 5. Knowlton chose to leave his leadership position to Remington instead of reforming work in the team and stating his leadership as the project head; 6. The leader became involved in thinking about his fears and his leadership status in spite of communicating to the team. Ego-Defence Mechanism Knowlton could not cope with the challenges he faced because the leader chose to focus on such an ego-defence mechanism as regression. Having understood that Remington demonstrates another style of leadership and this approach can seem to be effective for the team, Knowlton chose to hide his ineffectiveness as a leader and leave the position of the project head instead of facing the possible challenge openly or organising the work in order to use Remington’s potential for the benefits of the team. Bases of Power In spite of the fact that Knowlton could use the legitimate base of power because of his project head position and the expert power because of promoting the development of the photon correlator, the leader failed to draw upon on the referent and reward powers when Remington was introduced to the team. Knowlton admitted that he cannot be respected in spite of the fact that he is the legitimate leader and failed to use the referent power. Furthermore, Knowlton rejected his expert power while focusing on Remington’s innovative approach to solving problems. The leader also ignored the advantages of the reward power important while working with the team. Knowlton’s Leadership Style Knowlton’s leadership style can be discussed as democratic at the first stages of working with the team because of the necessity to build and stabilize an effective team. Furthermore, Knowlton has the features of a supporting and delegating leader who can not only support the team members’ positions but also delegate a range of responsibilities to them. In addition, Knowlton can be discussed as the traditional leader instead of being a transformational leader. That is why, it was rather difficult for Knowlton to accept Remington’s unique approach to discussing the problems of the project. The Managerial Profile of Bob Knowlton Knowlton’s strengths are the focus on the team members’ opinions and the focus on collaboration. Furthermore, Knowlton can build the effective team which can work to achieve the long-term goals. As a manager, Knowlton is interested in seeking the approval of the team members and Dr. Jerrold. That is why, Knowlton can be oriented to achieving the results which address the whole team’s expectations. From this point, Knowlton’s leadership style and approach are effective to work at the long-term projects. However, there are also weaknesses in Knowlton’s approach which led him to losing his status of the leader. Knowlton is characterised by the low self-esteem which makes him seek the approval of all the co-workers in spite of their status. Furthermore, Knowlton’s self-confidence is also low because the leader became to doubt about his potential after Remington had joined the team. Knowlton depends on the opinion and respect of other persons. In addition, the leader cannot communicate openly to the team members. To address the weaknesses, it is important to help Knowlton to understand that his appointment as the project head is not a chance, but the real appreciation of the leader’s skills and competency. Knowlton should be trained to accept the situation and its consequences without focusing on the ineffective ego-defence mechanism. Knowlton can be discussed as a good leader to work in a small team who respects his potential and perceives him as an expert. However, Knowlton failed to use the opportunity to demonstrate his leadership potential while facing the challenge of introducing a new leadership style into the team. Thus, Knowlton did not state his leadership position. Bing characterised by the low self-esteem, Knowlton chose to accept the development of events which was not beneficial for him. Furthermore, understanding the team’s dissatisfaction associated with Remington’s leadership style, Knowlton ignored the opportunities to change the situation for better and to state his position of the leader.

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Write the original essay that generated the following summary: The importance of Bona Fide Occupational Quallifications (BFOQs) in the workplace cannot be overstated. These qualifications are essential for ensuring that employees are able to perform their duties effectively. However, B have been some challenges associated with BFOQs in the past. For example, they can be used to discriminate against certain groups or races. It is therefore important for organizations to clearly define their BFOQs in order to avoid these problems.

The importance of Bona Fide Occupational Quallifications (BFOQs) in the workplace cannot be overstated. These qualifications are essential for ensuring that employees are able to perform their duties effectively. However, B have been some challenges associated with BFOQs in the past. For example, they can be used to discriminate against certain groups or races. It is therefore important for organizations to clearly define their BFOQs in order to avoid these problems.

Bona Fide Occupational Qualification (BFOQ) Analytical Essay Table of Contents 1. Importance and Relevance of BFOQ 2. Organizational Difficulties Associated with BFOQs 3. BFOQ and “Disparate Treatment” 4. The Link between the ADA (1990) and BFOQs 5. Reference List Importance and Relevance of BFOQ A Bona Fide Occupational Qualification (BFOQ) is a concept used by different organizations and Human Resource Managers (HRMs). A BFOQ is a work requirement that results in effective job performance. For example, a person of a specific gender or age can complete a specific job effectively. This work requirement ensures the targeted individual completes the specified work in a proper manner. A “BFOQ derived in good faith is usually legal” (Skrentny, 2014, p. 3006). A “BFOQ is illegal if it discriminates against specific groups or races” (Dreher & Dougherty, 2002, p. 39). A person might fail to get a job because of his gender or religion. This practice is embraced by different HRM departments. The HRM department will ensure the right people complete certain tasks in a proper manner. The HRM can delegate various jobs depending on such Bona Fide Occupational Qualifications. Companies should use the concept to employ competent individuals. The approach will produce the best results (Dreher & Dougherty, 2002). HR managers should use the concept whenever assigning different duties. Managers can also use the concept to ensure their workers retire at the right age. Organizational Difficulties Associated with BFOQs Many firms have encountered numerous challenges because of these BFOQs. Failure to incorporate well-defined BFOQs can result in many difficulties in an organization. A poorly incorporated BFOQ will result in legal issues. For instance, issues of discrimination might arise in the organization. Poor implementation of such BFOQs will also affect the performance of the targeted organization (Dreher & Dougherty, 2002). A poor implementation of such BFOQs will violate the civil rights of different workers. This fact explains why companies should consider every existing law. Poor implementation of such bona fide qualifications can therefore result in many disagreements. BFOQ and “Disparate Treatment” The concept of BFOQ can be linked to Disparate Treatment (DT). According to Skrentny (2014, p. 3012), “ disparate treatment is a form of discrimination whereby an employer treats some individuals as less favorite for specific jobs”. This treatment is usually based on the religion, color, race, or sex of the targeted people. An employer “can make such decisions in an attempt to protect a specific gender or trait” (Skrentny, 2014, p. 3019). Disparate Treatment (DT) can therefore be confused with BFOQ. Disparate Impact (DI) can also arise from the concept of BFOQ. The practice might appear neutral in the eyes of many people. However, it treats one race or group harshly. These malpractices can be easily confused with the concept of BFOQ. Staffing officers should therefore consider the issues surrounding the concept of BFOQ. The Link between the ADA (1990) and BFOQs The Americans with Disabilities Act (ADA) of 1990 protects the rights of disabled persons in the United States. According to the ADA, every disabled person should get fair treatment and remuneration (Skrentny, 2014). The Act also requires employers to accommodate every disabled worker. Companies should also ensure their buildings and structures are accessible to disabled persons. That being the case, the ADA (1990) should inform the concept of BFOQ. Employers can hire such individuals to provide the best services to disabled customers. Companies should “not discriminate their employees because of such disabilities” (Dreher & Dougherty, 2002, p. 73). The ADA and BFOQ concepts should be combined whenever hiring new workers. Any attempt to exclude a disabled person based on the BFOQ concept is an offense. Reference List Dreher, G., & Dougherty, T. (2002). Human Resource Strategy: A Behavioral Perspective for the General Manager. Boston, MA: McGraw Hill. Skrentny, J. (2014). Have We Moved Beyond the Civil Rights Revolution? The Yale Law Journal, 123 (1), 3002-3034.

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Write a essay that could've provided the following summary: BOS Solutions requires a more robust HR solution to support its human resource activities. The company must be more careful in its IT investment to derive maximum value from it. That is, vendors must deliver HR solution that will offer expected outcomes on the business. The aim of the new ERP and the new Applicant Tracking System is to streamline the HR processes so that executives can focus on employees' development and productivity rather manually tracking, filing and shuffling their documents.

BOS Solutions requires a more robust HR solution to support its human resource activities. The company must be more careful in its IT investment to derive maximum value from it. That is, vendors must deliver HR solution that will offer expected outcomes on the business. The aim of the new ERP and the new Applicant Tracking System is to streamline the HR processes so that executives can focus on employees' development and productivity rather manually tracking, filing and shuffling their documents.

BOS Solutions: HR Solution Research Paper Return on Investment (ROI) BOS Solutions requires a more robust HR solution to support its human resource activities. The company must be more careful in its IT investment to derive maximum value from it. That is, vendors must deliver HR solution that will offer expected outcomes on the business. The aim of the new ERP and the new Applicant Tracking System is to streamline the HR processes so that executives can focus on employees’ development and productivity rather manually tracking, filing and shuffling their documents. BOS Solutions must realise tangible results from the IT investments from the start. That is, it should not take over a year before the company realises any returns on the investment. Given that employees are critical part of the company’s assets for creating competitive advantage, the HR solution will be evaluated for its effectiveness on several areas. The Applicant Tracking System will have to demonstrate returns more than financial benefits. In the past, companies would purchase and install ERP systems to enhance employee satisfaction. The ERP system would improve competitiveness by enabling the company to be able to gather, consolidate and generate accurate data about employees in a timely fashion. The new Applicant Tracking System would be able to shorten process cycles, enhance the accuracy of collected data, facilitate application processes, reduce costs of operations and eliminate further costs incurred through the current redundant Ceridian Recruiting system. The new Applicant Tracking System will facilitate employee self-service. The HR solution will offer several options to demonstrate ROI. It will eliminate manual search for missing data of employment history, certifications, or attached documents. As a result, it would save on administrative time. In addition, employee records shall be easier to handle. In most cases, HR executives face challenges related to handling sheer volumes of employees’ records. Still, manual processes require greater attention to details when collecting information, typing them into a single system and ensuring that employee information reaches the intended audience e.g., HR/Payroll team. The new Applicant Tracking System will ensure that HR executives focus on their primary tasks and guide recruitment processes, develop key talents, review workforce and applicants paradigms. The benefits of a new Applicant Tracking System for BOS Solutions would be far reaching. Having job, education and certification history on the employees would allow for a broader picture in promotions, training and development. The program upgrade would also allow for more detailed reporting of applicants by job, department and division. BOS Solutions should be able to capture specific data because of implementing the new ERP and the new Applicant Tracking System to demonstrate impacts and return on investment. Data on HR productivity, user satisfaction, cycle time to locate employee information and applicants’ engagement with the system will demonstrate outcomes. RIO must reflect monetary values against the cost of the project. For instance, in the cases of HR solution for recruitment, the ROI would be determined based on the some assumptions. This situation may lead to manual recruitment processes. The HR recruitment team wastes time and resources because the current Ceridian Recruiting tool is not integrated, not customizable and does not allow the employer to upload documents such as employment history, certifications, or attached documents. Initiate new hiring or change of employment terms HR team would enter data once and save 120 working hours in a year due to enhanced efficiency The average hourly rate for senior HR team is $100 Savings realised: 120*100 = $12,000 Therefore, BOS Solutions would save $12,000 per annum by implementing the new HR solution. Assumptions There are basic assumptions adopted to ensure that the new ERP and the new Applicant Tracking System deliver the intended outcomes. Employees would be able to adopt the new systems, demonstrate satisfaction, and capture the intended data. In addition, the HR executives will show changes in knowledge, attitudes and skills after adopting the new HR solutions. Still, it is expected that implementation processes would not face challenges, behaviour changes will facilitate adoption and performance of the HR team. Moreover, senior executives will support the implementation of the new ERP and the new Applicant Tracking System while the CFO will approve the budget. To facilitate adoption of the new ERP and the new Applicant Tracking System, they should be compatible with the existing Ceridian Recruiting and seamlessly integrate. The new Applicant Tracking System is expected to optimise HR processes. This would ensure that BOS Solutions meets its business objective of developing an integrated employee database with all HR/Payroll Latitude programs such as name, date of hire, division or department and rate of pay. The database will also contain employment history, certifications, or attached documents, as well as all applicant data, applicant flow logs, EEO and Vets 100 information and basic recruiting statistics. With abundant data, the HR team will have reliable information to facilitate recruitment processes and succession planning. The data would allow the HR planner to understand applicants’ characteristics and employee turnover trends to facilitate forecasting of employee turnover and salary increment if required. The HR department would be able to develop a forward-looking approach to all HR challenges, employee compensation structure and areas of weaknesses among others. BOS Solutions aims to develop an efficient, cost-effective, customisable and scalable recruiting process through the new ERP and the new Applicant Tracking System. Hence, HR recruiting experts will use the HR tools to develop a reliable recruitment plan. The department will develop specific metrics for new recruits. The HR executives will rely on applicants’ data to evaluate in order to identify the best candidates for specific positions, determine costs of hiring and sources of qualified or best applicants. These data would support hiring, payment and even promotion decisions. It would balance recruitment and align roles, pay rates and qualifications. By having all employment history, certifications, or attached documents, applicants’ data, applicant flow logs, EEO and Vets 100 information and basic recruiting statistics and rate of pay, the recruiting team would be able to successful applicants’ profiles, match applicants with appropriate positions and then perform competitive analyses to determine suitable pay rates. It is assumed that the HR department would use employee data to develop employee capabilities and enhance engagement. In this process, HR executives would assess skills, experience levels, strengths and weaknesses of employees. By relying on the company’s skill map, the HR executives would be able to evaluate the effectiveness of training and development programmes and develop appropriate plans while taking into account recruits’ potentials to comprehend expected roles and career growth prospects. Further, the HR department may identify the best developmental activities as observed among top performs and use such information to develop the best training and development materials for the entire organisation. In addition, such information may also be utilised to select the best recruits and develop training and development programmes for them. To derive maximum ROI from the new ERP and the new Applicant Tracking System, BOS Solutions HR executives would develop a competitive compensation plans or pay rates that aim to facilitate employees’ performance and drive results. The HR executives will review of all pay rates and other benefits to determine a group that drive performance based on their compensation structures. This would determine the relationship between employee pay rates and performances, retention, attraction of new applicants and new recruits. The results may be used to determine the best pay rates and predict possible compensation for future performances. BOS Solutions executives will be able to compare its pay rates against the market benchmarks and then review these rates to determine their impacts on the budget and savings on costs of employee compensation. As a result, HR executives may review the pay structure and adjust rates to competitive, sustainable levels based on performances. It is expected that BOS Solutions will rely on the new ERP and the new Applicant Tracking System to gather all relevant applicants’ data. The HR executives will observe key demographic trends, applicants’ pools, current employees and then develop hiring strategies based on these observations. It would be effective for BOS Solutions to develop appropriate tools that would facilitate employee selection and recruitment. The new ERP and the new Applicant Tracking System should ensure customisation such as importing job, education and certification history. The program should also have detailed reporting of applicants in job, department, division, and geographic location and support the standard EEO and Vets 100 reporting and custom report building. These may be generated automatically so that HR managers can respond to areas that require additional workforce, training or any other appropriate actions. Risks Like any other new solutions in organisations, the new ERP and the new Applicant Tracking System are likely to encounter risks at various levels. These risks are categorised as high risks, moderate risks and low risks, but there are also critical success factors for the company to consider (Umble, Haft, & Umble, 2003). A change in staffing is high risk to effective implementation of the new ERP and the new Applicant Tracking System. BOS Solutions may not be able to stop its qualified staff from leaving the company. When such skilled, knowledgeable and experienced employees leave an organisation, IT system implementation experiences drawbacks. In addition, drastic changes in technologies may render the new ERP and the new Applicant Tracking System obsolete particularly if they are implemented slowly. To overcome these risks, BOS Solutions must dedicate adequate resources for acquisition and implementation of the IT solutions. In addition, it must ensure that senior executives support the new solutions and implementation processes. Moderate risks may emanate within the organisation. BOS Solutions employees may not possess the right skill levels, increased costs, recruitment and training of new staff to support system implementation may be difficult. BOS Solutions will have to consider its staff skill levels, depend on project implementation schedules, control costs and hire experienced IT implementation to support Employees could also present low risks to implementation of the new IT systems. For instance, they may ignore training or training materials may not adequately address requirements. In this case, training must be mandatory for all employees and training materials must meet the expected standards to allow employees acquire the necessary skills (Worley & Chatha, 2005). References Park, K., & Kusiak, A. (2005). Enterprise Resource Planning (ERP) operations support system for maintaining process integration. International Journal of Production Research, 43 (19), 3959–3982. Phillips, J. (2007). Measuring ROI in Human Resources: Calculating the Impact of ROI on HR Programs . Web. Umble, J., Haft, R., & Umble, M. (2003). Enterprise Resource Planning: Implementation Procedures and Critical Success Factors. European Journal of Operations Research, 146 , 241-257. Worley, J., & Chatha, K. (2005). Implementation and optimisation of ERP systems: a better integration of processes, roles, knowledge and user competencies. Computers in Industry, 56 (6), 620–638.

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Revert the following summary back into the original essay: The article examines the effects of brand credibility towards successful marketing. The authors have used an appropriate research design in order to get the best results.Brand credibility is a powerful tool because it encourages many consumers to make positive purchasing decisions. New studies are critical towards exploring the benefits of effective marketing practices. Such dynamics can determine the success of every marketing strategy.

The article examines the effects of brand credibility towards successful marketing. The authors have used an appropriate research design in order to get the best results. Brand credibility is a powerful tool because it encourages many consumers to make positive purchasing decisions. New studies are critical towards exploring the benefits of effective marketing practices. Such dynamics can determine the success of every marketing strategy.

“Brand Credibility, Brand Consideration, and Choice” by Joffre Swait Essay (Critical Writing) Abstract The purpose of this essay is to review the article “Brand Credibility, Brand Consideration, and Choice” by Joffre Swait and Tulin Erdem. The article identifies the effects of brand credibility towards successful marketing. The authors have used an appropriate research design in order to get the best results. According to the authors, trustworthiness is a powerful tool because it encourages many consumers to make positive purchasing decisions. New studies are critical towards exploring the benefits of effective marketing practices. Such dynamics can determine the success of every marketing strategy. The authors encourage future researchers to examine how consumers develop unique purchasing behaviors. This essay also supports our class text because it offers the best insights to different learners. Critique The article “Brand Credibility, Brand Consideration, and Choice” examines a unique issue affecting many consumers and marketers. Brand credibility is associated with “expertise and trustworthiness” (Erdem & Swait, 2004, p. 193). The article goes further to analyze how brand credibility affects the decisions made by different consumers. The scholars have organized their article in a professional manner thus making it meaningful. The issues discussed in the article are easy to understand. The researchers have offered the best representations and discussions. The researchers have included an abstract in this article. The literature review informs the reader about the targeted objectives and findings. This approach makes the article clear and worth reading. Quality research articles should always have appropriate study methodologies. It is agreeable that the authors used the best research methodology in order to get quality results. To begin with, the authors identified three hypotheses to guide their study. The researchers used a simple analysis method (SAM) to examine how brand clarity influences the decisions made by consumers. The authors “identified six product classes in order to get the best results” (Erdem & Swait, 2004, p. 193). These product classes included “cellular telecommunications services, athletic shoes, juices, headache medications, personal computers, and hair shampoos” (Erdem & Swait, 2004, p. 192). The researchers identified the best respondents before undertaking their study. This approach made it possible for the researchers to get the best results. The scholars also interpreted their results in a professional manner. This article is relevant because it supports our course content. According to our class readings, marketers should use the best advertising models in order to achieve their goals. According to Erdem and Swait (2004), every consumer purchases the best products in order to satisfy his or her needs. That being the case, advertisers and marketers should ensure their brands are admirable. Brand clarity also plays a major role towards the success of different products. It is agreeable that brand trustworthiness is capable of affecting the choices made by different consumers. Brand trustworthiness is critical because it determines the success (or failure) of a given product. Many researchers have also analyzed how brand clarity affects the success of various products. This article is worth reading because it equips advertisers with useful marketing ideas. Every marketer wants to get the best results. The ideas and concepts presented in this article will ensure every marketer realizes his or her potentials. This article also supports my marketing skills and experiences. Many consumers “will have to trust a specific brand before purchasing it” (Erdem & Swait, 2004, p. 194). This fact explains why every marketer uses the concept of brand clarity to attract more customers. Brand credibility makes it easier “for consumers to purchase the best products in order to fulfill their needs” (Erdem & Swait, 2004, p. 196). Brand credibility makes it easier for consumers to make good decisions. This practice encourages them to purchase the best products. The ideas and concepts presented in this article support the expectations of many marketers. This knowledge will make it possible for them to achieve their marketing objectives. The article’s premises and conclusions are useful to every marketer. According to Erdem and Swait (2004), trustworthiness is something meaningful because it affects the decisions made by different consumers. This concept encourages consumers to purchase their favorite commodities (Erdem & Swait, 2004). According to the author, several factors influences the decisions made by different customers. Credibility effects “are also common in different product classes” (Erdem & Swait, 2004, p. 194). These arguments are useful because they support our course frameworks. The article widens our skills and competencies towards achieving every marketing objective. The article encourages future researchers “to examine how Choice Dynamics (CDs) can affect the decisions made by consumers” (Erdem & Swait, 2004, p. 197). This article by Erdem and Swait widens our understanding towards effective marketing. Our class text offers useful models that can make every marketer successful. The article is a useful source of marketing ideas and skills (Erdem & Swait, 2004). The class materials encourage every learner to apply different marketing models. The class text fulfills the needs of every learner. Scholars should undertake more studies in order to formulate the best marketing strategies (Erdem & Swait, 2004). This practice will ensure every advertiser achieves his or her business goals. The presented course frameworks will ensure every student benefits from this learning experience. Reference Erdem, T., & Swait, J. (2004). Brand Credibility, Brand Consideration, and Choice. Journal of Consumer Research, 31 (1), 191-198.

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Write the original essay for the following summary: The purpose of this essay was to discuss the concept of brand extensions and how they can be used by businesses to introduce new products into a market. The author argued that brand extensions are very common today because most businesses avoid the risk of new products performing poorly. They also help the parent brand to receive positive feedback, increase its consumer base, enhance competitiveness, and strengthen its control over a market.

The purpose of this essay was to discuss the concept of brand extensions and how they can be used by businesses to introduce new products into a market. The author argued that brand extensions are very common today because most businesses avoid the risk of new products performing poorly. They also help the parent brand to receive positive feedback, increase its consumer base, enhance competitiveness, and strengthen its control over a market.

Brand Extensions for Companies Essay Table of Contents 1. Introduction 2. Discussion 3. Conclusion 4. References Introduction One of the most recurrent challenges for businesses in the contemporary world is achieving market leadership. Experts argue that the most effective strategy that most businesses use to remain competitive in their respective markets is branding (Davis, 2010). It involves giving a product or service a particular image identity that matches the preferences of consumers in the market. However, due to challenges associated with introducing new products in a market, businesses have developed a new concept called brand extension (Davis, 2010). It involves using a certain product or service identity to introduce new ones. The dynamics of doing business have changed a lot, with most businesses diversifying their interests by introducing new products via established brands. Studies have established that brand extensions are very common today because most businesses avoid the risk of new products performing poorly (Davis, 2010). This has made established companies to use their brands as a strategy for growth. Although this concept attracts negative reviews from critics, several businesses have proved that brand extensions play a crucial role as strategies for growth in any market (Wobben, 2006). Discussion According to marketing experts, brand extensions are among the most reliable strategies that businesses in the contemporary world can use to enhance their brands (Davis, 2010). There are two major reasons as to why brand extensions are good and cannot compromise an already established brand. First, line extensions provide a business with ready market any time they want to introduce a new product. The acceptance rate of products or services introduced into a market through an established brand is higher and faster as compared to those that build their brand from zero (Wobben, 2006). Second, line extensions help the parent brand to receive positive feedback, increase its consumer base, enhance competitiveness, and strengthen its control over a market. Experts argue that line extensions help a parent company to expand its brand equity (Davis, 2010). Brands are assets to business that use them to introduce new products because they complement their marketing strategies, as well as create a new source of revenue (Wobben, 2006). Although brand extensions are very effective, it is important for business that introduce their products this way to understand that success is highly determined by the quality of products (Wobben, 2006). This means that the parent brand can be very successful, but the product it introduces can fail to replicate the same level of market performance. In order to ensure that brand extensions produce the desired results, it is important to consider two important factors. First, consumer loyalty to the parent brand helps a business to predict the level of acceptability that their products are likely to receive (Wobben, 2006). Second, the businesses that use other brands to introduce their products should ensure that they match the needs of consumers with the parent brand in terms of quality and market prices. This will make it easy for their products to be accepted, while at the same time avoid any possibilities of compromising the reputation of the parent brand (Davis, 2010). Conclusion Brand extensions are a good strategy for companies and also a good way of introducing new products or services in a market. It can be used to introduce a product to a new market or a new product to an existing market. This strategy helps businesses to increase their brand equity, expand their consumer base, and make more revenue. Although line extensions provide opportunity for new products to be easily accepted, it is important to note that products have a major role to play in determining their level of success. Brand extension is an asset that can boost the growth of a company if it is used effectively. References Davis, J.A. (2010). Competitive Success, How Branding Adds Value . New York: John Wiley & Sons. Wobben, C. (2006). Success Factors of Brand Extension in International Marketing . New York: GRIN Verlag.

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Revert the following summary back into the original essay: Rose Marie bravo became the CEO of Burberry Company in 1997 and introduced tremendous changes in the company. She assembled a team of individuals, who were competent, qualified, and knew customer requirements. These individuals helped in increasing the sales volume of the company and made it a major player in the fashion industry.

Rose Marie bravo became the CEO of Burberry Company in 1997 and introduced tremendous changes in the company. She assembled a team of individuals, who were competent, qualified, and knew customer requirements. These individuals helped in increasing the sales volume of the company and made it a major player in the fashion industry.

Bravo’s Team and Elevation of Burberry Brand Report Table of Contents 1. Introduction 2. Rebranding and Diversification 3. Increased Distribution and Awareness Creation 4. Improvement of Product Quality 5. Conclusion 6. Reference Introduction Rose Marie bravo became the CEO of Burberry Company in 1997 and introduced tremendous changes in the company. Before the arrival of Rose Bravo, the company was experiencing low sales volume and faced various challenges related to marketing and competition. After her arrival, Bravo assembled a team of individuals, who were competent, qualified, and knew customer requirements. Moreover, Bravo selected a team that understood what it took to steer the company to its success. A significant number of individuals hired by Bravo were employees, who worked with the company, and thus, did not require much training or orientation before embarking on the mission of steering the company towards success. Therefore, the report examines the strategies such as rebranding and diversification, increased distribution and enhanced awareness creation, and improved quality of products, which Bravo’s team used in elevating the status of the company. Rebranding and Diversification To increase the appeal of the company, Bravo’s team rebranded the organization and diversified its products. Some of the products that the company introduced into the market are men’s wear, women’s wear, children’s wear, accessories, and prorsum. The main objective of diversification is to increase customer base and widen the level of potential customers that the company aims to satisfy (Moon, 2004). As opposed to the initial role of the company, which was the distribution of limited products and licensing, the new products increased the amount of consumers, who were willing to purchase its products. The Bravo’s team aimed at transforming the company by providing innovative and trendy luxury products to target customers. Therefore, the role of diversification was to increase the appeal that the company’s products had on its potential clients. By rebranding the company and giving it a new name, from Burberry’s to Burberry, the team hired by Bravo wanted to change the initial perception of customers that the company was old and instill the perception of a newly rebranded company. Through rebranding, the appeal to diverse products such as men’s wear, women’s wear, accessories, and children’s wear increased, and thus, led to a corresponding amplification in the level of products purchased from the company. To increase its appeal in the market, the company worked hard to satisfy the needs of customers from all demographics like the children, adults, men, and women. According to Moon (2004), the company aimed to meet the needs of the young and the newly employed individuals, as well as satisfy the needs of older people, who were no longer trendy or dynamic. The company also used celebrities like Madonna to market its products to various potential clients, an element that increased the level of purchases in its stores. Increased Distribution and Awareness Creation Company owned stores, which played an instrumental role in distributing the products from manufacturing site to the potential consumers and creating awareness in their minds. The stores highlighted the vision of the company and advertised, which increased awareness of products. The stores also acted as a testing ground for new designs and products of the company. After diversification and collaboration with successful firms, the company developed its stores in strategic points where its target consumers were located (Moon, 2004). The company used the stores to showcase its products to potential and new clients, who stopped at the shop with the intention of buying products or doing window-shopping. New products introduced by the company were also availed in the stores for customers to see and experience them. The reaction of the customers after checking on the new products determined whether the product would continue to commercialization level or undergo further modifications. Moreover, the stores acted as points where the company’s vision was highlighted through products and services rendered by its employees. Improvement of Product Quality To elevate the overall status of the company, Bravo’s team emphasized on product quality using technology-oriented equipments. In addition, the company collaborated with other companies licensed to operate in the industry, and thus, increased its sales and product quality. Consequently, improved product quality augmented its customer base and sales volume in the market. The company differentiates itself from its competitors like Armani, Gucci, and Polo (Moon, 2004). One of the components used by the company to distinguish itself from its competitors was the inspirational nature of its products that incorporated functionality. For instance, the trench coat that cuts across several generations demonstrated the component of function and inspiration through its ability to satisfy clients, who require warmth, while maintaining their dynamic requirements. It is imperative to understand that improvement of product quality was achievable through management of distribution points. Acquisition of new distribution points, termination of unproductive relationships, and renegotiation of contracts were some of the strategies used in the management of distribution points and improvement of product quality. Therefore, it is conclusive to highlight that improvement of product quality played an integral role in the enhancement of the company’s reputation. Conclusion Rose Marie Bravo was very instrumental in developing a team that transformed Burberry from a tired and old company into a new luxury and technology-oriented firm. Through her effective team, Bravo managed to rebrand and diversify the products and increase the sales volume of the company. Rebranding and diversification of the company’s products broadened the spectrum served as it increased the amount of products it supplied into the market. Modifications such as changes in the product line, diversification, awareness creation, and packaging of products focused on improvement of product quality and alteration of perceptions held by potential clients concerning the company. Fundamentally, Bravo’s team played a significant role in the transformation of the company to achieve its goals. Reference Moon, Y. (2004). Burberry . Web.

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Convert the following summary back into the original text: Nike, Inc. is a classic case of an oligopolistic market structure. This kind of market structure has a few suppliers who dominate it. The small number of the leading firms accounts for the greater percentage of the market share.

Nike, Inc. is a classic case of an oligopolistic market structure. This kind of market structure has a few suppliers who dominate it. The small number of the leading firms accounts for the greater percentage of the market share.

Brief Description of Nike, Inc Research Paper Headquarters of Nike is located in Beaverton, Oregon within the Portland metropolitan area. This corporation established in 1964 as Blue Ribbon Sports (BRS) by Bill Bowerman and Phil Knight. Several years later, in 1978 the company transformed its business name to Nike, Inc. This name comes from Greek language; it belongs to ancient Greek goddess of victory. The company was initially established as an importer of Japanese shoes. Eventually, it has expanded into the leading global marketer of footwear with a world market share of about 37%. The company has about 22,000 retail stores spread throughout the United States where it sells its merchandise. The company markets its goods under its brands Plus, Nike Golf, and Nike Pro. The company has a number of well-known subsidiaries such as the Converse and Umbro. Nike’s major business endeavor is the designing, development, and global marketing of high-quality footwear, equipment, apparel, together with accessory products. Nike is the giant distributor of athletic footwear and athletic apparel all over the globe. The company is spread in one hundred and eight countries where it markets its finished goods. Virtually, independent contractors manufacture all the goods or products belonging to Nike, Inc. Almost all the apparel and footwear products are produced outside the United States of America. This paper focuses on the kind of market structure that Nike, Inc. belongs to, the price elasticity of its demands, the price elasticity of its products, the company’s closest competitors, the substitutes or subsidiaries of Nike, Inc. products, the growth in the demand for its products, the company’s labor force, level of profitability, and how Nike, Inc. can improve its profitability. Nike, Inc. Market structure Every corporation operates under a particular market structure. There are various kinds of market structures. They include monopoly, oligopoly, and duopoly market structures. This segment explores the type of market structure Nike, Inc. belongs to. To commence with, Nike, Inc. is a classic case of an oligopolistic market. This kind of market structure has a few suppliers who dominate it. The small number of the leading firms accounts for the greater percentage of the market share. Under this kind of arrangement, there is an extremely increased level of market concentration. Going by the established economic dogmas and precepts, the top five companies usually account for about 60% of all the sales within an oligopolistic market organization. In the world’s market for sports apparel, Adidas, and Nike, Inc. hold 60% of the market share. Lately, the athletic footwear and garment industry have become more consolidated. As a result, the leading competitors of Nike, Inc. namely, Adidas and Reebok merged in 2006. This merger increased the market share of the two firms since both companies had a significant proportion of the apparel industry as well as the athletic footwear. As a single corporation working under the management of Adidas, its total market share is that of both Adidas and Reebok. Nike, Inc. on its part has also engaged in consolidation. For this reason, it can be noted that acquisitions and mergers are evident and familiar in oligopolistic markets. Another essential feature of the oligopoly market structure is product differentiation which is also responsible for the strength of Nike in this market. Nike, Inc. engages in the sales of footwear for different kinds of sport. Apart from the athletics shoes, Nike, Inc. engages in the distribution and selling of the sportswear alongside athletic bags and accessory items. The company also sells performance equipment that includes balls, bats, as well as eyewear. Nike, Inc. has a broad range of goods that can only be compared with those of other few companies in this oligopolistic market structure such as Adidas, Puma, and Timberland. Companies working under the oligopolistic market arrangement attain and keep market control by the use of the general barriers to access. The obvious restrictions in this regard are the copyrights, patents, product technology, as well as the identity of the brand. All of these are clearly demonstrated by Nike, Inc. The company has about 3000 patents, including the conspicuous air-sole cushion technology. In addition, the Nike, Inc. has a special certificate to produce and sell footwear for the use of its copyright air technology. All these arrangements of patent thoroughly limit any competition from startups or other small-scale corporations, due to the limitations placed on the goods they can manufacture or sell. Another landmark characteristic of the companies operating under the oligopoly market structure is that there is no price competition. The only competition in this sphere of business lies in the brand identity. The brand of Nike, Inc. has a strong reputation and global recognition. The company has its trademark swoosh logo together with its most famous slogan ’Just Do It’ that are closely linked to the enterprise. In order to maximize popularization of its products and make advertising more efficient Nike invites celebrities such as Michael Jordan, Serena Williams as well as Tiger Woods to promote the brand. The company’s market structure makes its goods accessible and available to all groups of consumers. This strategy is imperative for giving the company an upper hand over the competitors. The company ensures that the goods are available at all its stores worldwide and checks on the change of the customers’ demands. Product and price elasticity demand of Nike’s products This segment exclusively deals with the elasticity of Nike’s products. The demand for the products manufactured by Nike is inelastic. The demand for a given product is very sensitive to the variations in price, subject to its volume or quantity. This way, if an enormous change in the rate is accompanied by an insignificant amount of change in volume of demand, the product is described to have inelastic demand. The demand of a given commodity is described as elastic when there is a small variance in price of a particular good resulting in a big change in the demand. It is a common practice for businesses to assign higher prices for products characterized as inelastic. Availability of alternate goods, income levels and time are some of the factors that impact the elasticity of a particular product. The availability of substitute products is directly proportional to the elasticity of the particular product. The goods produced by Nike, Inc. are mostly marketed via companies within their contract. Another advantageous strategy is the clients’ ability to choose to either go or purchase from the company directly or from other partnered organizations with the similar product brand. If the customers chose to buy the products through the specific retail stores, the prices will remain high or be heightened notwithstanding the rates of demand. The demand for the goods manufactured by Nike is price inelastic. Nike’s business is extremely profitable today. Investing in Nike footwear makes a lot of sense since the shoe industry is quickly expanding as the years pass by. The shoes associated with Nike have been valued a little or more half of the initial price in annualized return. Nike, Inc. maintains its stock synthetically little in order to build up the shoe release. The longer the shoes are preserved in good condition the higher their value becomes. The increase in the hype is directly proportional to the increase in demand. This automatically increases the value of the product. The revenues of Nike have been gradually increasing over the last 15 years. Over the period between 2001 and 2014 the revenue of Nike tripled having grown from 10 billion dollars to nearly 30 (Nike Inc. Cl B par. 1). The company’s net income also demonstrates significant progress growing from 1.91 billion dollars in 2010 to 2.69 in 2014. Today, Nike is an extremely strong competitor that is able to sustain it profitability due to such factors as excellent reputation, high level of brand awareness, skillful and heavy promotion of the products, wide range of offered goods, international brand recognition, good quality of products, and high frequency of innovation. Besides, Nike remains connected in the globalizing world as its leaders know that communication with the consumers is the key to success and brand sensitivity improvement. Income elasticity of Nike, Inc. products In economic terms, the income elasticity of demand quantifies the responsiveness of the application for a product to a variance in the income of the individuals placing demands on the product, holding other factors constant. In summary, the income elasticity of demand measures the rate of response of quantity demand due to either an increase or decrease in the income of the consumer. Nike, Inc. experiences income elasticity in the areas where the company operates low income hence reduced demand for its products. Since the business is more attractive compared to other players in the field, it suffers price elasticity of its products as this depends on the level of income of the consumers (Lim 110). It is logical that one’s purchasing power is subject to their level of income. In summary, income elasticity of demand is denoted as IEoD. Therefore, IEoD =% change in quantity demanded/ % change in income. Competitors of Nike, Inc. and substitute/complementary goods The major competitors of Nike, Inc. are Reebok, Puma, and Adidas, who also want to promulgate themselves as the global fittest company. This way, they are presenting a very tough competition to the Nike Corporation. The company is spending many financial resources in its marketing tactic. On the other hand, Adidas centers on marketing its goods spending a lot of revenue for advertising, promotion and the development of brand awareness. Furthermore, Puma majorly has women as well as female dominated spheres as their primary targets. They realize the demand of the consumers based on the acuity of the image of the clientele rather than their requirements. Furthermore, Puma aims at the middle-upper class group via their advertisement, and this is plainly reflected in their marketing stratagem. The substitute good for Nike is Adidas. These products are horizontally integrated. Nike as a company opts to increase the price of Adidas footwear. If the cost of Adidas footwear increases, then it therefore follows that there would be a decline in the demand for the Adidas shoes and the demand of Nike’s footwear will raise (Characteristics of an Oligopoly Industry par. 5). Such connection in the brand dynamics is rather typical for the businesses opertaing within oligopoly industry. Since oligopoly is characterised by a relatively small number of competitor, it is known for tighter connection between them (Characteristics of an Oligopoly Industry par. 1). Price policies within oligopoly are intertwined. For example, competing in the sports footwear market which target similar groups of customers will try to coordinate their pricing strategies. Basically, the prices for their goods of similar kinds will be very close in range. Besides, as soon as one of the competitors lowers their price, the other one will immediatelly do the same. This happens because lowering a price the competitor automatically gains advantage and starts to attract more customers, so to remain in demand all of the competitors need to monitor each other’s prcing strategies and respond quickly. The business that ignores the lowering prices in the competitor’s stores will be likely to lose revenue. At the same time, the same dynamics does not occur when one of the oligopoly competitors increases their price. On the contrary, the businesses use the competitor’s price increments in order to raise their own sales and promote themselves as more available brands. Growth in the demand of Nike, Inc. products This segment deal revolves around establishing whether the demand for Nike, Inc. products is on the rise or rather dwindling. Judging from the report considering the revenues and net income of Nike and its significant growth observed over the last ten years, one may note that the demand for their product has been increasing. This happens due to the growing popularity of sporting events. For generations the occurrence of any major sporting event has been causing global concern. The examples of such events are the FIFA World Cup, Olympic Games, world marathons, races among others. All of these tournaments have sparked off the demand for Nike products. The World Cup in soccer that was held in Brazil in 2014 has increased the demand for Nike’s gear as well as clothing. Between the months of March and July, the demand for sportswear produced by Nike increased by 12 percent which is about $11 million. In Western Europe, where the FIFA World Cup has its optimum popularity, the company realized about 33% of the aforementioned $ 11 million. Despite this growing demand in the products of Nike, Inc. in the United States and Europe, the company is suffering low demand in China. The strong US dollar is affecting overseas market negatively when they change their domestic income into the currency of the United States. Despite the few challenges experienced by Nike, Inc., the demand for its products is increasing due to the strong foundation established by the company in terms of product quality, brand awareness, and overall business reputation. The company rides on this popularity and so do the incentives it enjoys operating under the oligopolistic market intending to increase the demand for its products worldwide and across all the continents (Lim 120). Labor training to increase productivity and reduce production cost Nike is not a monopoly. The company operates in oligopolistic market structures in which there are other able and worthy competitors. For this reason, the company must always do its best to train their human resources and labor force to keep up with the competitors or even outdo them. Nike ought to undertake its staff through further training to be able to improve their creativity and innovation and be able to operate the new technologies. This will help in the further improvement of their product quality and make positive impact on the corporation’s profit, helping it to be ahead of its worthy competitors such as Adidas and Puma, who are working hard to outdo Nike. This can be inferred from the market strategy employed by these competing companies (Locke 75). The training of human resources ought to be a continuous process. This will help the employees of Nike to update their skills in keeping with the current technological advancements. Such training has the great potential of ensuring and sustaining the competence, innovation, and creativity of the employees. This will eventually improve the quality of the products. As a business operating within an oligopolistic industry, Nike needs to focus on innovation in order to enhance its profits. The profitability of Nike, Inc Just like any other business entity, Nike wants to maximize its financial gains. To achieve this end, the company is engaging in characters associated with an oligopoly. The latest occurrence in the microchip technology would make microchips less expensive to manufacture and this would permit Nike to use this technology with the absolute efficacy of its products. This will mean a decrease in the production costs incurred by Nike translating into an increase in the supply of the products using the microchip technology. Currently, Nike is enjoying a profitable business venture. Nevertheless, there are an increasing number of the suppliers of shoes, and this would significantly reduce the market share of Nike meaning reduced sells. The only way the company can cause growth in its profits is to improve the quality of its products and maximize the use of microchip technology as well. The company should try left, right and center increase and expand the skills of its human resource. This can be achieved through sponsoring the employees’ special training, as this will increase their productivity as well as the quality of the goods. This will translate into increased market demand, meaning greater financial gains. The factors that serve as opportunities for Nike’s profit growth include the development of fashion oriented products, addition of new items such as jewelry and sunglasses, as a global corporation Nike should rely on the expansion to the emerging markets with large customer potential, for example India (Friesner par. 7). Conclusion This paper focuses on the market structure Nike, Inc. belongs to, the price elasticity of its demands, the price elasticity of its products, the company’s closest competitors, the substitutes or subsidiaries of Nike, Inc. products, the growth in the demand for its products, the company’s labor force, the company’s level of profitability and finally how Nike, Inc. can improve its profitability. The company is operating under the oligopoly market structure. It has close competitors such as Puma, Adidas, and Armour among others. Its products are enjoying high demand due to their quality and proper marketing strategy employed by the company’s management. Nike has the possibility of increasing its profit margin in a number of ways. The company ought to maximize on the microchip technology in its production, focus on training human resources, obtain new technologies, look for ways of addition of new items and expanding their market. Work Cited Characteristics of an Oligopoly Industry. InflateYourMind. 13 Jan. 2015. Web. Friesner, Tim. SWOT Analysis Nike, Inc. 2014. Web. Locke, Richard M. “The Promise and Perils of Globalization: The Case of Nike.” Management: Inventing and Delivering Its Future 39 (2003): 40. Lim, Suk-Jun, and Joe Phillips. “Embedding CSR Values: The Global Footwear Industry’s Evolving Governance Structure.” Journal of Business Ethics 81.1 (2008): 143-156. Nike Inc . Cl B. MarketWatch. 2015. Web.

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Write an essay about: The British clothing industry has been a major driver of industrialisation for four decades. While the main concerns of small companies entail cost reduction, large and well-established organisations also engage in sourcing to enhance the supply of better products, enhance collaboration with suppliers, and/or reduce environmental impacts.

The British clothing industry has been a major driver of industrialisation for four decades. While the main concerns of small companies entail cost reduction, large and well-established organisations also engage in sourcing to enhance the supply of better products, enhance collaboration with suppliers, and/or reduce environmental impacts.

British Clothing Industry Report (Assessment) Table of Contents 1. Introduction 2. Background to Global Sourcing in British Clothing Industry 3. Critical Analysis 4. Recommendations and Conclusion 5. References Introduction Organisations in all industries are interested in maintaining their levels of competitiveness for continued delivery of value to their owners (shareholders). Bertscherk and Kaiser (2004) maintain that any organisation that does not embrace new trends that minimise costs is prone to disappointment due to the associated reduced global competitiveness. One of the major changes that organisations consider in the effort to gain competitive advantage is the adoption of cost-cutting strategies such as outsourcing. Labour costs amount to a significant portion of the total cost of a product (Christopher 2005). In a bid to reduce the cost of products that are offered for sale in the global markets, organisations seek strategies of ensuring that the prices of their products are low enough. In this quest, the British clothing industry significantly depends on global sourcing of its manufacturing services in nations that have low labour costs. Globalisation has incredibly altered the manner in which organisations in all industries manufacture and/or source their products and services. The consumer industry has particularly experienced the largest change in the effort to reduce costs in a bid to increase competitiveness whilst increasing organisational operation efficiency (Leclerc 2012). Ketchen and Hult (2006) note that global sourcing is generally on the rise. While the main concerns of small companies entail cost reduction, large and well-established organisations also engage in sourcing to enhance the supply of better products, enhance collaboration with suppliers, and/or reduce environmental impacts. The purpose of this paper is to discuss global sourcing in the British clothing industry. Background to Global Sourcing in British Clothing Industry For a long time, the clothing industry has constituted a major mechanism of enhancing industrialisation, as it was witnessed four decades ago in the case of Europe and some regions of Asia. The industry played this role effectively due to the advantages of low-entry barriers particularly due to low start-up capital requirements (Fashion Education Network 2010). In the British clothing industry, the question of whether the industry remains a major driver of the of process of industrialisation, whether it still has low entry barriers, or whether it is a source of capital accumulation remains relevant even in the 21 st century. Literature on global sourcing highlights two important paradigms for understanding the trend in global outsourcing in the British clothing industry. One of the paradigms is the GCC (Global Commodity Chain) as discussed by Gereffi (1999). This approach views the clothing industry as ‘a sector that is characterised by a concentration of profits and control in the functions of marketing/distribution and retailing, and by production, which is globally out-sourced based on ‘buyer-driven’ networks of independent manufacturers, located mainly in developing countries” (Gibbon 2009). Importing agents in the US initiated the plan of outsourcing. They outsourced cutting and sewing works from Hong Kong, Korea, and Taiwan. Other manufacturers rapidly adopted the concept by extending sourcing networks to include nations such as Indonesia, Mauritius, and Philippines (Gereffi 1999). As sourcing manufacturing from Asian nations became advantageous, countries such as China, Cambodia, and Vietnam became prestigious global sourcing destinations. While British clothing organisations also source from the above nations, Mortimer, Lall, and Romijn (2000) confirm the evident increasing imports of clothing products from North Africa to the EU. However, Mortimer, Lall, and Romijn (2000) assert that similar to the US, the EU only sources basic clothing commodities, especially the CMT type. Khanna (2000) reckons that such sourcing is justified by concessional levels of tariffs and lower labour costs. Abernathy et al. (1999) introduce the concept of lean manufacturing in analysing sourcing decisions in the clothing industry. They reveal that labour costs and concessional tariffs are important in making sourcing decisions. However, they are not of principal importance. Rather, lead-time considerations reveal changes in sourcing strategies that are deployed by clothing industries in different nations (Abernathy et al. 1999). As such, apart from sourcing manufacturing of clothing products, clothing retail organisations in the UK also source inventory controls, which are often facilitated through EDI (Electronic Data Interchange). This plan reduces delivery times through conversion of warehouses into DCs (Distribution Centres) so that clothing products move without undergoing any storage processes. The British clothing industry remains an important source of economic growth. Textile, clothing, and fabric subsectors accounted for about 8.5 billion pounds, employing about 150,000 people as at 2007 (Fashion Education Network 2010). In the United Kingdom, the ‘street mania business’ is valued about 45 billion pounds. 2009 was marked by deals that almost hit 300 billion pounds. This figure was about half the total contribution of designer fashion subsectors to the UK economy. EUROSTAT (2001) informs that the clothing retail sector earns the UK 8% of its GDP. British clothing industry accounts for about 11% of the total employment. The retail industry hired about 2.9 million people in 2009 (Fashion Education Network 2010). In the same year, consumer expenditure of British clothing and adornment products amounted to about 46.2 billion (Fashion Education Network 2010). More than 30 percent of this spending was executed through shops. However, online purchases started picking up in 2007 to reach to the highs of 4.1billion pounds in 2009 (Fashion Education Network 2010). This figure was a 26 percent increase of the total online sales in the clothing industry above the 2008 levels (Gibbon 2009). Consumers deploy the internet to conduct clothing product sourcing after making bargains and price comparison. Amid the possibility for the British clothing industry to continue developing into a major source of domestic capital, the industry has been experiencing unsteadiness in the recent years. For instance, Fashion Education Network (2010) reckons that by 2010, the average weekly spending on clothing had dropped to 21.60 pounds. However, Chesters (2014) confirms that the British clothing industry is now recovering its economical viability due to the increasing manufacturing costs in China. This finding suggests that the global sourcing trend in the British clothing industry still largely depends on the need to reduce production costs. Chesters (2014) further notes that the UK retail clothing industry is now worth 17 billion pounds in terms of imports and 7 billion pounds in terms of exports. This finding indicates a net balance of 10 billion pounds of imports over exports so that the UK clothing industry operations mainly rely on global sourcing. The aim is to utilise global efficiencies in delivering clothing products at low costs to enhance competitive advantage of the clothing organisations that operate within the UK. Gibbon (2009) informs that the retail-clothing sector of the UK was valued at 30-33 billion pounds in 2000. This outcome followed a steady rise by 3% from 1991 to 1997 (Mersch 1997), which then slowed down to about 2% until 2000 (EUROSTAT 2001). Chesters’ (2014) current valuation of the clothing industry implies that the industry has been on a downhill trend since 2000, which corresponds to the time when manufacturing global sourcing to produce cheaper products from nations with low labour costs became a norm in many developed nations. The British clothing industry possesses some unique characteristics. However, in the context of international platforms, the concentration is still high. In 2000, 32 percent of all clothing retailers accounted for 32 percent of the total sales while top-10 retailers were responsible for 42 percent of the total sales (Gibbon 2009). Compared to other EU nations, the British retail clothing industry is highly specialised. The industry has clear distinctions between clothing manufacturers and retailers. Additionally, specialised retail chains assume more than 66 percent of the total sales (Gibbon 2009). The clothing business has polarisation between male and female clothing. The female clothing subsector is somewhat advanced relative to that of the males. However, the children’s wear business remains a rapidly growing subsector. While Simpson acquired foreign ownership, Burberry re-invented as a women’s wear brand with success. Gibbon (2009) reveals that it is now the UK’s largest global clothing industry brand. The success of Burberry shows that the future success of the UK clothing industry brands depends on their ability to renovate and/or create new product lines that have a global appeal. Critical Analysis The British clothing industry needs to evaluate the sustainability of its sourcing strategies. Will the low-cost advantage, which is associated with sourcing manufacturing and related work such as inventory control, serve as a long-term source of competitive advantage for the clothing retail sector? For how long should the industry source its operations in the global platforms? Is it necessary? Should it consider shifting its operations at home or near home? Whether outsourcing is done to an organisation that operates within or outside a nation, both situations attract immense controversies. Mucha (2003) observes that many critics of global sourcing contend that various jobs that were initially held by citizens go forever, whether organisations that employed them venture into manufacturing outsourcing deals offshore or inshore. Although loss of jobs might imply more government expenditure in welfare and reduced tax revenue, global sourcing of clothing industry operations outside the UK has its advantages and disadvantages to the UK economy. With the emerging differences in technological advancements and living standards, the UK clothing industry needs to source in a bid to lower its cost of production. The concept of outsourcing can be evaluated from different perspectives in terms of its implication on the UK economy. Kathawala, Zhan, and Shao (2005) confirm that there is nothing wrong with over depending on outsourcing production for a given nation. The authors maintain that organisations should consider cost-cutting strategies such as global sourcing non-core activities in the effort to gain a competitive advantage. While developing the capacity to compete with other organisations, operational efficiency is important in the British clothing retail industry. Thus, it is only natural for British clothing industry organisations ‘to obtain useful sources of materials and services from different channels and to build their sustainable comparative advantages using different approaches’ (McCormack 2011, p.213). Global sourcing being one of the ways of enhancing the productivity of an organisation, it surfaces as an important source of competitive advantage for organisations that are established in geographical areas that have high living standards. High standards of living prompt organisations to pay their workers high wages and salaries so that their products become more expensive in the global market place. By sourcing in Asia, it follows that retail organisations in the UK clothing industry can mitigate this challenge and/or gain access to unique materials that are produced elsewhere across the globe. Although claims on the sustainability of clothing manufacturing sourcing in Asia are important, challenges such as reduction of employment opportunities for a nation’s citizens cannot be overlooked. For instance, McCormack (2011) says that the US lost about 42,400 factories in the name of global sourcing in 2011. While the number of Americans working in the production organisations continues to reduce, the number of Asians working in such organisations continues to grow. The dominance of Asian nations in the manufacturing of printed circuit boards (84percent of the globally printed circuit boards) may perhaps exemplify this scenario, which should not be replicated in the British clothing industry (McCormack 2011). Indeed, the ramification of low employment opportunities is higher spending in welfare activities and/or a reduction in government revenues that are generated through taxation. Perhaps, when the UK-based clothing industry organisations evaluate the production cost that is associated with outsourcing, it may soon become evident that overlying on sourcing production in Asia subjects it to economic challenges. A possible counterargument is that production operations that are mainly sourced in Asia require low-skilled labour, which leaves Britons with more attractive and lucrative jobs. However, it is important to note there are some Britons who live below poverty levels. Thus, the low paying jobs, which require low or medium-skilled workers, may be attractive to this group of people. Why should they be shifted elsewhere while still some Britons need them? Apart from the British clothing industry, from the perspective of national economy, all nations do production outsourcing. Mucha (2003, p.29) supports this assertion by adding, ‘The UK economy is already 26.6% outsourced in terms of the ratio of imports to the gross domestic product.’ Although reduced labour costs are important in informing decisions to source British clothing industry operations, organisations in the industry also benefit from specialised expertise in production. Organisations source when they are sure that the vendor has the required specialty, technical expertise, and the appropriate equipment for the production of a product to the required quality levels. As such, it becomes easy to achieve better productivity combined with a consistent supply of its products in the global market. Middle-line managers in an organisation engage in various tasks, including maintaining a timely production and/or ensuring that production processes run efficiently. This claim suggests that non-core activities compete for the core activities that are performed by such managers. The core activities are important for consistent growth of an organisation (McCormack 2011). Since global sourcing is mainly done for non-core activities, it implies that line managers are freed of some duties so that they can concentrate only in the processes that enhance organisational growth. In the process of outsourcing, British clothing industry transfers part of its risks to other parties. As revealed before, vendors to whom production is outsourced are specialists in non-core productions tasks. Therefore, they are able to enhance mitigation of some risks better than an organisation that seeks production manufacturing sourcing services. Recommendations and Conclusion In conclusion, global sourcing in the British clothing industry has its strengths and weaknesses. While low labour costs and concessional tariffs serve to justify it, global sourcing involves trading managerial control with cheaply produced products. Signing a contract for production of a complete product or some parts of product implies shifting the power to control the processes of production to other parties that do not reside within the British clothing industry. Consequently, misalignments of missions may occur. Global sourcing vendors often focus on profit maximisation by delivering products in the condition that is specified in the contract. If the products that are produced through global sourcing meet the standards specified in the contract, an organisation cannot question or place demand for better quality levels in response to changes made by competitors to its products without making additional payment. Nevertheless, even where an organisation is willing to follow this path, it is limited by the capability and flexibility of the vendors’ production systems. Upon considering the hidden costs and negative publicity where a vendor produces goods with child labour or exploitation, global sourcing presents significant disadvantages. There is also a challenge of reduced employment for Britons when clothing industry organisations decide to source some or all their operations in the global market. The challenge leads to a reduction of tax revenue accompanied by high expenditure in welfare programmes. Considering all these arguments against global sourcing in the British clothing industry, this paper recommends the shifting of global sourcing operation near or at home (the UK). This recommendation remains valid to the extent that labour costs in preferred global sourcing destinations such as China are steadily rising. References Abernathy, F, Dunlop, J, Hammond, J & Weil, D 1999, A Stitch In Time: Lean Retailing and The Transformation of Manufacturing , Oxford University Press, New York, NY. Chesters, L 2014, ‘ City Backs Push to Revive Britain’s Clothing Industry ’, The Independent . Web. Christopher, M 2005, Logistics and supply chain management: Creating value-adding networks , Prentice Hall, Horlow. EUROSTAT 2001, European Clothing Retailing Handbook (ECRH ), Retail Intelligence, London. Fashion Education Network 2010, Facts and Figures about the Fashion Industry . Web. Gereffi, G 1999, ‘International trade and industrial upgrading in the apparel commodity chain’, Journal of International Economics , vol. 48 no.1, pp. 37-70. Gibbon, P 2009, At the Cutting Edge? UK Clothing Retailers’ Global Sourcing Patterns and Practices and their Implications for Developing Countries , Oxford University Press, Oxford. Kathawala, Y, Zhan, R & Shao, J 2005, ‘Global Outsourcing and Its Impacts on Organisations: Problems and Issues’, International Journal of Outsourcing Operations Management, vol.1 no.2, pp. 185-196. Ketchen, G & Hult, T 2006, ‘Bridging Organisation theory and supply chain management: The case of best value supply chains’, Journal of Operations Management , vol. 25 no. 2, pp. 573-580. Khanna, S 2000, ‘Trends in EU textile and clothing imports’, Textile Outlook International , vol. 20 no. 11, pp. 33-45. Leclerc, Y 2012, ‘Sustainability and The Supply Chain: How to Reduce Cost and Save the Environment’, Manufacturing business technology , vol. 2 no.1, pp. 67-71. McCormack, R 2011, ‘Accenture: Offshore Outsourcing Has Not Worked’, Manufacturing & Technology News, vol.18 no. 7, pp. 212-231. Mersch, M 1997, Internationalisation of EU textiles and clothing production: Eastern Europe and North Africa Textiles Intelligence Special Report No. 2643 , Retail Intelligence, London. Mortimer, M, Lall, S & Romijn, H 2000, The garment industry, In UNCTAD the competitiveness challenge , Retail Intelligence, London. Mucha, S 2003, ‘Calculating the Total Costs of Offshore Outsourcing’, The Economist , vol.11 no.3, pp. 28-30.

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Write the original essay that provided the following summary when summarized: The paper discusses the background and capacities of the selected organisation. In addition, it focuses on analysing the backgrounds and capacities of competitors of the selected firm.

The paper discusses the background and capacities of the selected organisation. In addition, it focuses on analysing the backgrounds and capacities of competitors of the selected firm.

Brook Food Company: Increasing Its Production Capacity Report FDF Company is interested in increasing its production capacity of cakes and muffins, which would be sold to airlines. In fact, the envisaged project is expected to be supported by an extra line that would be important in significantly increasing the production capacity of the business establishment. The project will deal with three new flex stages, which are mixing, depositing, and baking processes. The stages would be essential in producing muffins and mini cakes in the UK. It would be important to choose a company that would supply the equipment for the production of the planned goods. It would be expected that the food products would be of high quality so that they can be characterised by excellent sales in the markets. Brook Food Company would be selected as the preferred supplier of the equipment to be used in the production because they are convenient and meet all the standards in muffin and cake making. This paper aims at discussing the background and capacities of the selected organisation. In addition, it focuses on analysing the backgrounds and capacities of competitors of the selected firm. The following are the specifications of the new line products: * Moisture content in muffin bar: 25% approx. * Bake Time Required: 45 Minutes * Bake Temperature: 370F The attributes of the muffins would ensure that they would be of excellent quality that would lead to significant sales in both local and foreign markets. The specifications of depositors, mixers and ovens are shown below: Depositor: * To produce 4400 muffins / per hour * Cupcake size (10 – 100gr approx.) * 6-8 heads Mixer: * Ability to mix 400 kg * To produce 4,400 muffins / per hour Oven: * Four trolley racks either in 1×4 or 2×2 format convectional pass through an oven * To bake 4,800 muffins / per hour Thus, the equipment of the firm would be selected for the project. The firm has the largest market of for second hand machines in the UK and in foreign markets. In addition, it is characterised by good equipment for mixing, depositing and baking stages. Backgrounds & Capacities of manufacturers (Depositors, Mixers and ovens) Brook Food Processing Equipment Company This firm is involved in supplying new, refurbished and used machines that are utilised in making bakery products in the UK. The sale of used and refurbished products is one of the company’s strategic marketing tools because the sale of second hand goods is a good idea to the customers with relatively small investments that cannot be used in purchasing new baking machines. As the UK’s largest supplier of bakery equipment, the organisation has aligned its policies and strategies in a manner that enables the it to be respond to customer tastes and preferences in different segments of the market. As a result, it has been able to pride itself as being very responsive to client needs, enabling it to retain a large number of loyal customers who have in turn enabled it to enjoy a large market share in this highly competitive market. According to the management, the company aims at placing its customer’s preferences at the forefront. Thus, the management conducts frequent market studies to gain customer views with regard to improving the quality of goods. In addition, such studies are important in adopting the best problem solving approaches within the firm. Mono This firm is a branch of a multinational organisation known as ALI Group, which has 73 companies that carry out operations in 26 countries. It is one of the pioneer firms in the manufacture of equipment that are applied in the food industry. The machines that are sold by the organisation meet the ISO9001 and ISO4001 standards. Across the globe, the management of Mono Company ensures that customers are provided with added-value services so that they could be loyal consumers. In the context of the proposed, the mixers marketed by the firm cannot be accepted because they do not have adequate capacity. In addition, they do not meet the specification requirements. Alimec The business establishment was started in 1983 and in Italy. It specialises in designing and manufacturing equipment for large-scale production of sandwich, cakes and muffins, among other confectionery products. The management of the company gives value addition by offering customers free trials for testing their purchased machines. In fact, consumers are invited for testing to ensure that products meet their required standards. However, the FDF manufacturer cannot accept the equipment of the organisation because they are too large. In addition, mixers and ovens do not meet product specifications. Quest The company is located in the UK and it is involved in the production of baking equipment, which could either be complete or in the form of unit machines. Their machines are used by both local and foreign firms in the UK with the of conducting various operations with regard to baking. The mixers and depositors of the firm are very good in the context of the proposed project of increasing the production capacity of FDF Company. However, their ovens do not meet specification standards that are crucial in producing high quality baked products, which would result in an increase of market share and gain of competitive advantage. Competitors Stance and Capabilities Raise Bakery Raise Bakery is a family-owned bakery company with its headquarters in Sussex, in the UK. The company manufactures a diverse range of tasty products that have enabled it to gain significant market share. Essentially, the company produces baked cupcakes for several airlines such as Virgin Atlantic and Qatar Airways. Due to the high quality of these products, most of them are sold to first class passengers of the airways that make up a large segment of the company’s market share. In fact, the family business has a long history of supplying high quality baked products to the flight companies. It has been providing the goods on the premises that it understands the needs of customers and any dynamics that would be associated with consumers. Market research has enabled the firm to identify the types of cakes and muffins that its customers need. Due to the broad spectrum of customers with regard to their origins and tastes, the marketing department of the firm conducts frequent surveys that are intended to gain important insights of customer needs. As a means of attracting and retaining customers, the company ensures that it packages its products in gorgeous materials that are focused on capturing the attention of clients. The company specialises in the production of moist sumptuous cakes on a large scale, though they retain baked-at-home taste and touch. This is made possible using the industry’s finest ingredients that are sourced mostly from British suppliers. The company also manages to retain its loyal customers by working in collaboration with individuals and groups to facilitate and promote several charitable attitudes as well as to mentor and inspire other upcoming bakers. This makes the company appear like a partner to most of its customers who benefit from some of the projects that are constantly initiated by the company with the goal of increasing its market share. As a way of endearing it products to customers, the company bakes many tasty products such as brownies, cakes, muffins, and cookies, using some of the best recipes and ingredients. The company also undertakes the branding of a diverse range of cake products, making them superb for parties or gifts to prospects and clients. The company’s products are supplied to more than 20 Virgin Atlantic flights on a daily basis. This underscores the great value that the company’s customers attach to its precious products. According to the management, the high number of loyal customers has been achieved and maintained due to the company’s policy of producing excellent products that are manufactured using the best products. The company also boasts of an excellent customer service. The company has specialised in classical Britain recipes for many years since its inception. In case where the company manufactures a product that is not British in nature, it always makes sure that there is a bit of a British spin that is incorporated in it in order to give the product a homemade taste. This encapsulates the company’s long-term policy and strategy framework: to produce and supply homemade recipes on a massive scale at the most cost effective prices. The company places a lot of value on its clients as the management boasts that if someone were to walk into any meeting, they are always likely to encounter the company’s products accompanied by a cup of tea and a smile to cap it all. The management has a firm belief that the company’s products must be produced with great care and their supply backed up by great service so that customers can keep coming back for more. From the office staff to the production team and through to the supply team, the management has placed stringent measures to ensure that product quality and customer service are maintained at the very best levels. The major competencies and capabilities of Raise Bakery are anchored on its long term philosophy, which mandates the management with two basic strategies that are supposed to be achieved: To be the best company in the United Kingdom starting from the products that the company delivers to the quality of service that the company avails to its clients and suppliers. To act responsibly by supporting global and local communities and groups and take ample care of stakeholders who choose to partner with the company in the provision of its products in both local and foreign markets. Traiteur de Paris This is the second largest competitor of the selected business establishment, which is characterised by a substantial presence in global markets. In fact, about half of its high quality goods are distributed to international markets. The company is based in France, but it has a good distribution network of about 300 partners in 30 countries across the world. Its operations for 10 years in local and global markets place the firm as one of the best manufacturers and sellers of baked products. Some of the products that it produces are mini cakes, starters and desserts. The business establishment has been able to capture both local and international markets due to its commitment to offer high quality goods. It responds to customer needs by committing itself to meeting high standards. In fact, the company encourages its workers to have a passion for offering consumers with unique French cuisines and patisseries. The management has invested substantial funds in deciphering customer wants, which it aims at satisfying. For example, it conducts frequent surveys in all the continents with the aim of knowing want their customers need. The continued focus on foreign markets has enabled the organisation to acquire a significant market share of baked products in the recent past. Due to its high-level innovation, the company has achieved significant growth trends from 1996 to the present. For example, in 1996, it started a kitchen in France that specialised in fresh products. In 1999, the management saw that there was a need to start selling some frozen products because customers were increasingly placing orders. In 2000, the firm completed the construction of the hi-tech production plant that was aimed at producing frozen goods. Two years later, the business establishment commenced manufacturing frozen desserts, which recorded very good sales in both local and foreign markets. In 2006, the management thought that it could be important to focus on offering customers with customised portions that would result in increased sales of its goods. Thus, it opened a modern production plant that measured about 12000m 3 . In 2010, the company undertook major approaches that were aimed at creating and maintaining partnerships with well established retailers and wholesalers in 30 countries across the world. The establishment of the network was essential in achieving substantial increases in sales and profits. Tipiak Tipiak is a firm that is based in France. Its shareholding is characterised by about 2,741,940 pounds. However, Billard and Groult, the founders, control about thirty five percent of the firm’s shares. The following are the four main classes of goods produced by the organisation: 1. Crusty bread 2. Frozen ready meats 3. Cocktail 4. Dry grocery products Tipiak has excellent annual turnovers. For example, in 2012, it recorded a turnover of 175.3 million pounds, which was an improvement of 1.9% achieved in the previous year. The management asserts that much of the turnover is attributed to the sales of cocktail and frozen ready meats. In fact, these categories of products account for about 62% of annual turnovers. In order to ensure that it meets the demand of customers, Tipiak has ensured that it has a sufficient number of workers who are dedicated to producing excellent performance results. Currently, over 1300 workers are involved in the daily activities of the business establishment. In addition, the major strength that the management of the firm has focused on implementing is constant efforts in meeting the standards in research and development. Through the adoption of the R&D approaches, the company ensures that it offers products that are safe for human consumption. Ferrero Rocher This is a group of 38 companies that are based in Italy. The it is documented that the organisation is one of the biggest confectioneries across the world. In fact, it has a global presence that is characterised by 18 production plants distributed in many countries. To ensure that it meets customer demands, the firm has employed about 21500 workers who are stationed in different nations to carry out various roles on behalf of the company. Over the years, the firm has been recording excellent performances due to the prudent approaches that are adopted by the management. For example, in 2012, the company recorded a turnover of 7.8 million pounds. In fact, it is documented that it makes an average of 7.795 million pounds on an annual basis with regard to revenue. It has high production capacity that can handle 4.6 billion units of chocolate products every year. The high number of production is supported by hi-tech equipment that are based on production plants across the world. The business model of the business establishment is based on customer satisfaction. For example, it produces products that are aimed at focusing on customer needs. Examples of these are Mon Cheri, Ferrero Rocher, Hanuta, and Giotto, among others. Conclusion It is apparent that the envisaged project would be accomplished by using equipment from Brook Food Company that is based in the UK. The firm focuses on selling and servicing both new and used baking machines to both and international customers. The analysis of the four competitors analysed in this paper shows that they are sizeable firms that have local and foreign markets. Thus, strategic management and marketing approaches will have to be adopted to gain market share and competitive advantage.

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Write the original essay for the following summary: Buddhism on Animal Treatment Essay (Article)Buddhism is a religion that has its origins in the beliefs of Prince Siddhartha Gautama. Prince Gautama's sole purpose was to seek spiritual enlightenment by denouncing his enviable social standing. Eventually, Buddhism spread to Asia. However, Buddhist teachings later separated into various factions although most fundamental principles remained the same. Buddhism has since spread from its original confines in Asia to the rest of the world. Buddhist

Buddhism on Animal Treatment Essay (Article) Buddhism is a religion that has its origins in the beliefs of Prince Siddhartha Gautama. Prince Gautama's sole purpose was to seek spiritual enlightenment by denouncing his enviable social standing. Eventually, Buddhism spread to Asia. However, Buddhist teachings later separated into various factions although most fundamental principles remained the same. Buddhism has since spread from its original confines in Asia to the rest of the world. Buddhist

Buddhism on Animal Treatment Essay (Article) Buddhism is a religion that has its origins in the beliefs of Prince Siddhartha Gautama. Prince Gautama’s sole purpose was to seek spiritual enlightenment by denouncing his enviable social standing. Eventually, Buddhism spread to Asia. However, Buddhist teachings later separated into various factions although most fundamental principles remained the same. Buddhism has since spread from its original confines in Asia to the rest of the world. Buddhist teachings touch on several aspects of daily life including nature, morality, ethics, and spirituality. One of the most prominent teachings on Buddhism covers human beings’ treatment of animals. Followers of Buddhism adhere to a strict code of ethics when it comes to the treatment of animals. Most vegetarians around the world lean on these teachings when supporting their beliefs and practices. Buddhist beliefs about animal ethics elicit several concerns including their impacts on the environment and health. This paper discusses the Buddhist teachings on animal ethics and their relation to the health system. The Buddhist religion holds animals in high regard and considers them to be ‘sentient beings’. However, the most prominent animal-based belief in Buddhism comes from the fact that the religion teaches that “human beings can be reborn as animals and animals can be reborn as human beings” (Buswell 1990). Consequently, many Buddhists consider most animals to be their distant relatives who were reborn as animals. Consequently, because animals are people who have been reborn thus, it is difficult to distinguish between the ethics that apply to animals and those that apply to human beings. On the other hand, Buddhism articulates that human beings and animals were part of a single family and issues of superiority should not feature between them. In early Buddhism, women and animals could not achieve Buddhahood. However, “the achievement of Buddhahood by Lotus Sutra the daughter of Dragon King lifted restrictions against women and animals” (Buswell 1990). In the five precepts of Buddhism, the killing of human beings is prohibited. However, a more comprehensive interpretation of this precept reveals that the prohibition of murder applies to all sentient beings. Under Buddhism, animals are sentient beings and thus should not be killed by human beings (Williams 2007). The belief against killing animals ushers in the concept of vegetarianism in Buddhism. Buddhists abide to a non-harm attitude against animals and this includes indirect harm. Not all Buddhist adherents are vegetarians but a sizeable portion of this group adheres to this practice. Another prominent belief in Buddhism is the practice of releasing animals into the world. Most Buddhists in East Asia engage in the practice of demonstrating “Buddhist pity by releasing animals to their natural environment” (Debien 2005). The practice of animal release is fairly common in both China and Tibet. The release of domesticated birds, fish, and other animals is one of the most controversial Buddhist teachings because the practice has been found to have negative effects on bio-diversity and the environment at large. Buddhist teachings on animal ethics have direct or indirect impacts on the health system. The first health concern comes from the Buddhist tradition of vegetarianism. Previously, vegetarianism was thought to have adverse effects on the health of individuals. However, health professionals have since found that vegetarianism tends to have more benefits than shortcomings. A few decades ago, most people were of the view that abstaining from meat and its related products led to nutritional deficiency. Nevertheless, modern science indicates that “individuals who practice vegetarianism are likely to have lower cholesterol levels, lower body mass index, less incidences of hypertension, and lower blood pressure” (Williams 2007). The Buddhist practice of releasing animals into their natural environment has several impacts on the eco system. For instance, releasing animals into the world can introduce new elements into an unfamiliar environment. When invasive animals are introduced into the environment, they have detrimental effects on the eco-system. Some animals are carriers of disease causing pathogens and releasing them into an unfamiliar environment might facilitate the spread of diseases. A portion of Buddhist adherents captures animals with the sole intention of releasing them later. Handling wild animals can lead to the spread of diseases. Buddhist teachings on animal ethics have an impact on tissue and organ transplantation. Buddhist factions have contradicting teachings on the issue of organ donations. Some Buddhists believe that it is in their best interest to donate organs in order to alleviate suffering. The belief that organ donation alleviates suffering is in line with Buddhist teachings on compassion. Another Buddhist faction believes that when a person dies, he/she retains his/her ‘sentient being’ for some time. Consequently, some Buddhists will be against organ harvesting/donation immediately after death. Consequently, by the time the body has lost its ‘sentient ‘being’ it will be too late to donate organs. Buddhism is one of the most dominant religions in the world. Buddhism teaches about several aspects of animal ethics. Some of these ethics affect both followers and non-followers of Buddhism. Buddhists believe in several practices that are meant to honor the integrity of the animals. References Buswell R 1990, Chinese Buddhist Aprcrypha , University of Hawaii Press, Honolulu. Debien, N 2005, Animal liberation Buddhist style, Australian Broadcasting Corporation, Sydney. Williams, D 2007, Animal liberation, death, and the state: Rites to release animals in Medieval Japan , Harvard University Press, Cambridge.

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Revert the following summary back into the original essay: The Burberry Company/Brand is a modernized fashion and a luxury retail company that emerged around 1856 from the United Kingdom when a twenty-year man, Thomas Burberry, opened a shop for selling drapers in an area known as Basingstoke in England. Burberry introduced their checkered pattern that involved light brown, red, black, and white tartan designs that officially became the signature check trademark.

The Burberry Company/Brand is a modernized fashion and a luxury retail company that emerged around 1856 from the United Kingdom when a twenty-year man, Thomas Burberry, opened a shop for selling drapers in an area known as Basingstoke in England. Burberry introduced their checkered pattern that involved light brown, red, black, and white tartan designs that officially became the signature check trademark.

Burberry Company Luxury Marketing Report Table of Contents 1. The Burberry Company/Brand 2. Luxury Theory/Anti-laws 3. Burberry in Dubai 4. Analysis 5. Conclusion 6. Recommendation 7. References The Burberry Company/Brand Burberry is a modernized fashion and a luxury retail company that emerged around 1856 from the United Kingdom when a twenty-year man, Thomas Burberry, opened a shop for selling drapers in an area known as Basingstoke in England (Moon, 2004). In a short span of time, Thomas Burberry managed to invent three important retail products: a waterproof, a gabardine, and a breathable fabric that quickly penetrated into the market and emerged as the most preferred fashion for persons interested in exploring extreme atmospheres (Moon, 2004). Since the First World War, Burberry Company has managed to become the fabric of choice after the British Army preferred them to design official coats for the army. Throughout the years, the company expanded gradually and dominated several markets within the European world before venturing in the Asian Pacific regions and China emerged as one of the suitable destinations (Moon, 2004). Burberry introduced their checkered pattern that involved light brown, red, black, and white tartan designs that officially became the signature check trademark. Throughout the beginning and mid-1990s, the company was facing structural and strategic control dilemmas and questions of quality were emerging, although the profitability remained high (Moon, 2004). Reformists thought that the brand of the Burberry Company was lacking modernity, as it seemed turgid and conventional, and thus appealing only to the older consumers. Rose Marie Bravo, a native New Yorker with over 25 years working experience in the fashion and luxury industry assumed the position of Chief Executive of Burberry and immediately proposed a series of innovative strategies (Moon, 2004). It was in 1997 and towards the new millennium, when the new chief executive emerged and begun reinventing the brand and trademark of Burberry. Bravo repositioned the brand by introducing stylish and innovative luxury lifestyle brands, which seemingly attracted the younger consumers. Burberry has now diversified to women’s apparels, men’s wear, and various accessories (Moon, 2004). Burberry brand went through a series of innovative transformations until lately in China, when the Chinese trademark office revoked its copyright on red, black, and tan designs. Luxury Theory/Anti-laws Reformists believe that the modern business world is dynamic and businesses depend on the interplay of various internal and internal environmental factors to succeed. Modern businesses and marketing of retail products depend on several business laws and marketing principles for perfection and survival (Bastien & Kapferer, 2013). One luxury theory that has been repeatedly important in describing the consumption of goods and services and its relationship with marketing of luxury products within the luxury industry is the conspicuous consumption theory. The most likely theory to fit in the case of Burberry is the theory of conspicuous consumption that directly relates to the innovations and inventions within the management of performance of luxury stores (Bastien & Kapferer, 2013). The theory of conspicuous consumption reveals that the trends in purchasing of products depend on the social status. Essentially, the theory postulates that the higher the class a person seems, the more luxurious one deems. Luxury is a secondary want in the classification of human necessities. The position of this analysis is positive on the question whether revoking the signature check trademark of Burberry on its red, black, and tan designs would influence its market viability. Based on the conspicuous consumption theory that majorly considers luxury products to be secondary products, whose purchasing depends on social class and not the direct efforts of strategic marketing of a company, the luxury marketplace for Burberry may remain intact (Bastien & Kapferer, 2013). Luxury anti-laws oppose the common marketing strategies that companies use to enhance brand reputation and sales promotion, and this notion typically means the luxury marketplace depends on individuals’ product preferences (Bastien & Kapferer, 2013). Based on the luxury anti-laws that Burberry may demonstrate based on its specialization, it is clear that the effectiveness of its products is on neoclassical approach and individual preferences that influence purchasing. The idea of revoking the signature check trademark for the Burberry luxury products may, therefore, have a mild impact on its market reputation. Before the revocation of the signature check trademark, Burberry had recorded commendable reputation high class and celebrity consumers. The assumed classy association has significantly motivated the consumption of Burberry products within other medium and lower-class individuals. The theory of the leisure class that Veblen developed postulates that within the conspicuous consumption trend, low profile individuals tend to imitate the consumption patterns of high profile individuals (Bastien & Kapferer, 2013). Changes in the social norms that determine such emulation trends tend to change significantly depending on changes in the social fabric and regional economy. The impact of revoking the signature check trademark on Burberry products or services as luxury products oppose most of the marketing principles and rely on the anti-laws of marketing. Bastien and Kapferer (2013) state that market positioning, customer demands, pricing strategies, customer relations, and business repositioning are the basic business-marketing laws that seldom apply to the luxury market, since the notion is that the perceived luxury or prestige makes the service of the product sellable. Burberry in Dubai As aforementioned above, fashion and luxury companies such as Burberry have little reliance on the principles of marketing that aim at attracting and sustaining clientele. Luxury and fashion companies deal with conspicuous products or credence products, and advertisers use people in the higher hierarchies as pacesetters of the consumption trend. Joy, Sherry, Venkatesh, Wang, and Chan (2012) state that, “while the dream quality is essential for a luxury product, in some instances, a long history and heritage further intensify a brand’s strength” (p. 287). In contravention of the marketing principles and pursuing the market using the anti-laws of marketing, business positioning as a competitive advantage is insignificant to most of the luxury companies. Joy et al. (2012) postulate that the anti-laws of marketing presume that luxury and fashion businesses tend to ignore business strategic positioning as a significant marketing strategy that modern businesses utilize. A closer look and overview of Dubai setting or positioning for Burberry brings some mixed perceptions, but anti-laws of marketing are applicable in such positioning. High pricing power and business location and relocation are not part of the marketing rules that most leading luxury brands follow. In Dubai, Burberry positioned its retail store within the Dubai Outlet Mall (DOM) alongside several other international luxury brand companies, including Nike, Timberland, Paris Gallery, Sketchers, Adidas, Massimo, and the Versace. Dubai Outlet Mall is the biggest and most visited shopping mall for luxury and credence products or services in Dubai, where conspicuous buyers meet and compare product prices for efficient purchasing. The strategy of positioning store seems complex in this scenario, as such positioning means that Burberry might have ignored its competitors and decided to position itself with Dubai Outlet Mall. Contrastingly, Burberry must have considered the market positioning since most luxury and fashion companies consider positioning their stores within accessible price segments. This also means that Burberry considered targeting the pool of consumers and the luxury reputation that the mall dominated within Dubai. Most interesting and important to understand, however, is the actual positioning of the Dubai Outlet Mall, where the Burberry luxury retail store operates. The location of the Dubai Outlet Mall is metropolitan since it is within the traditional deserted and desert-like Dubai sub-town, which is far away from the busy skyscrapers in Dubai City. According to Bastien and Kapferer (2013), the anti-marketing rules that luxury and fashion businesses use include concentrating on the brand attractiveness, dominating the client, communicating to the untargeted consumer groups, and going against the consumerism trend. Joy et al. (2012, p. 277) postulate that high-class consumers have anti-market stance that includes “consumer resistance, rebellion, boycotting, countercultural movements, and non-consumption traits.” Joy et al. (2012) notes that the conspicuous consumption theory and the anti-laws of marketing assume that luxury companies dwell on the stubborn notion that most high-class consumers are independent clients, who love uniqueness and credence rather than relying on the consumption trends of the majority consumers in the society. Within the Middle East retail business environment, most of the marketing anti-laws, such as brand market positioning, art improvement, product flaws, are more dominant than others. Major issues that are rising from the Middle East retail business regarding marketing is that Dubai and others are emerging economies that are increasingly witnessing economic expansion that has significantly changed the social fabric of the Emiratis (Bastien & Kapferer, 2013). In Dubai, most retail businesses have breached the anti-laws that leading luxury brands use in their marketing, since product advertising is relatively high, product pricing is low, market communication is targeting main consumers, selling is the aim of marketers. Based on the perceptions of Bastien and Kapferer (2013) concerning consumer trends, the social fabric of the Emirati people is changing and the economic classes are reshaping and increasingly developing, with the majority of the conspicuous buyers being the youths, who are either low or middle-class individuals. In emerging economies, business competition is high and marketing strategies are becoming necessary for product penetration and market dominance. Analysis The issues unfolding from the above information and the question that has arisen from the case of Burberry, there are numerous real-world challenges facing Burberry and its fashion and luxury brand. Four critical things that are emerging from the case of Burberry are consumer preference quandaries on luxury products, intellectual property rights, counterfeit regulations, and issues regarding business positioning and brand marketing. As it is clear that the fashion and luxury industry intensively dwells under the principles of intellectual property in business, extra keenness in innovation must prevail to avoid signature check or trademark controversies (Bastien & Kapferer, 2013). Whether issues of trademark for Burberry are lawful or it is just a malevolent practice resulting from the Chinese capital behavior against international trade, the brand of Burberry is under difficulties. Burberry may potentially face marketplace censure and lose its reputation following its association with alleged imitation practices. According to Bastien and Kapferer (2013), quality of products associates with high status and is always a paramount consideration that conspicuous buyers look after during purchasing. Since conspicuous buyers will always have a propensity for quality, fashionable and flashy materials, their association with products perceived as counterfeits is almost impossible (Joy et al., 2012). Among conspicuous buyers, the urge to search for exemplary, fashionable, and luxurious products from other industries may enhance purposely to avoid any connection with Burberry that currently may probably be having a tinted Chinese market image. Its historical positive market reputation may not be enough to maintain the skeptical consumers, so its future may depend on the efforts of the incumbent marketers who are to retain the image. Advantageously, there is enough history about the product branding of the Burberry Company and consumers with ample passed-on knowledge about the company will definitely maintain the rapport. Marketing techniques for luxury products come into interplay here, and if at all, consumers need less to understand such techniques, Burberry shall continue to suffice. A major quandary is the market position of Burberry in Chinese market. Consumer behavior is critical and is very important as it determines the present reputation and future survival of Burberry and its luxury marketplace in China. The reality is that conspicuous consumption is on luxury products and services where consumers tend to vary depending on their choices and purchasing power of the luxury product or service (Joy et al., 2012). Anti-consumerism is the behavior of most conspicuous buyers who have an anti-market stance and an attitude that is completely different from other groups of consumers, who believe on a multitude of consumers to consider a product or service as reliable. The decisions of most conspicuous consumers are independent and rely on their inner desire and the instant purchasing power to buy a product or a service (Joy et al., 2012). Burberry may survive in the market based on its specialization on luxury goods that depend on high-class consumers, who act as the pacesetters for another medium and low-class product or service buyers. Conclusion The most difficult and challenging business marketing aspect for the marketers is the behavior of consumers and product markets that keep transforming. The case of Burberry losing its signature check trademark in the Chinese market involves interplay of several regional, consumerism and marketing factors that would influence its present reputation and future survival. The theory of conspicuous consumption and the anti-laws of marketing in the case of Burberry significantly reveal a very crucial business marketing quandary where product marketing, product pricing, consumer relationship, business positioning, product designing seem to differ between businesses dealing with retail consumer products. Apparently, conspicuous buyers tend to buy what they feel pleased with and not what pleases a community of consumers. Such perceptions of the conspicuous consumption theory and the business marketing anti-laws give the company the survival probability in the Chinese luxury marketplace. Most worrying is that same anti-consumerism among conspicuous consumers, may make them develop a negative attitude against Burberry alleged imitation scandals. Recommendation Based on the critical analysis of the issues unfolding before the case of revoking the signature check trademark of Burberry and the interplay that comes from the conspicuous consumption theory and the business anti-laws, this report recommends the following for Burberry fashion and luxury company. * Although higher pricing power is the privilege that most leading luxury brands enjoy, there is an urgent need to redefine its stand about marketing. Giving enormous discounts to trusted and reliable consumers would serve them an advantage. * The notion of protection of consumers from non-clients as the marketing anti-laws suggest, and communicating with the potential buyers as opposed to the marketing anti-laws, would significantly boost the reputation of Burberry. * A relentless diversification approach is essential to broaden the brand diversity and constant redesigning would help to pull a pool of potential consumers willing to acquire a variety of products in a single purchase and at the perceived discounted rates. References Bastien, V., & Kapferer, N. (2013). More on Luxury Anti-Laws of Marketing. In K. Wiedmann and N. Hennigs (Eds.), Luxury Marketing: A Challenge for Theory and Practice (pp. 21-34). New York: Springer. Joy, A., Sherry, J., Venkatesh, A., Wang, J., & Chan, R. (2012). Fast Fashion, Sustainability, and the Ethical Appeal of Luxury Brands. Fashion Theory, 16 (3), 273-296. Moon, Y. (2004). Burberry . Web.

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Provide the full text for the following summary: The role of business continuity management in risk management within the company is discussed. BCM plays an important role in risk management within the company. There it is important to understand the driving factors of BCM, which ensure effective and reliable execution of the organisational plans. The key drivers of BCM include are highlighted below.

The role of business continuity management in risk management within the company is discussed. BCM plays an important role in risk management within the company. There it is important to understand the driving factors of BCM, which ensure effective and reliable execution of the organisational plans. The key drivers of BCM include are highlighted below.

The Role of Business Continuity Management Essay Introduction Managing business environment is one of the challenges which organisations have no control over. There has been escalation in crisis, disasters, and emergencies as many companies enter into the market (Tammineedi 2010, p. 79). Moreover, it is essential for organisations in either the public or private sector to develop a suitable and effective Business Continuity Management (BCM). According to ISO 22301, BCM is a holistic management method of identifying potential threats to organisational activities. BCM also provides a framework for which organisations build resilience to the identified threats and effectively respond (Rabelo, Sepulveda, Compton, Moraga, & Turner 2006, p. 145). BCM plays an important role in risk management within the company. There it is important to understand the driving factors of BCM, which ensure effective and reliable execution of the organisational plans. The key drivers of BCM include are highlighted below. Corporate governance With the changing legal requirements globally, business entities must adjust to comply with outlined laws and regulations. In order to run smoothly and efficiently, the organisations must meet the increasing demands of legislations and requirement by the industrial regulators. Under corporate governance, business entities must also comply with regulations relating to contract management. Before business activities commence, it is important to ensure the organisation registers its activities to acquire a license of operation. BCM must integrate corporate governance in its plans to ensure that its organisational strategies fully complies with the outlines laws to eliminate possibility of closure or interruption of activities. Supply chain and customer All businesses must prove their ability to satisfy the needs of their customers. External factors such as the demand and supply might affect the operation of the business. It is important that the business maintain continuous supply of the products and services to the customers (Rabelo et al. 2006, p. 149). Supply chain involves a series of processes involved in manufacturing and distribution of commodities. In order to manage risks resulting from supply chain, it is important to involve the third party in planning, executing, and monitoring continuity strategies. The supply chain must concentrate on outsourcing duties that the service provides can offer at lower cost. Moreover, this ensures improvement in the performance and effectiveness. Environmental issue Globally, all businesses are integrating environmental issue into the production process. While producing, businesses must ensure sustainability of natural resources. Certain activities have negative impact on the environment. Pollution is one of the environmental issues, which many businesses experience. Moreover, many organisations are utilising techniques that reduce environmental damage; as a result, there is reduction in the cost of sustainability management (Federal Emergency Management Agency 2011). To ensure improvement in the brand image, business organisations must ensure their product fully complies with environmental requirements in order to acquire international recognition. Communication and public relations All organisations are vulnerable to crises thus, preparation to handle the risks is crucial. The business must freely interact with both the stakeholders to anticipate proactively the crises. Inadequate information and poor public relations increases the chances of the business to experience crisis. Upon realisation of a gap in production process, it is importance to communicate with the management team to address the issue before it begins posing threats. Reacting to a crisis without adequate and credible information is likely to result in negative outcome and a waste of time. BCM life cycle This is an interactive process tool, which guides the implementation of effective Business Crisis Management process. Organisational assessment techniques vary from one organisation to another. An effective assessment ensures implementation of good practices that improves organisational level of competition and ability in the market. There are six stages involved in BCM life cycle, which include: Understanding the business In this stage, it is important to identify all the business activities and challenges faced. Understanding the strengths, weaknesses, opportunities, and threats of the business are important in planning as these factors determine the efficiency and effectiveness of business activities. Moreover, understanding factors that influence the operation of the business like political environment, economic and socio-economic factors, technological changes, and environmental issues affects the general operations of the business. Analysing the business impacts, risk assessment, and control measure are some of the ways of understanding the business. Analysing BCM strategies The main objective of BCM is to reduce the crisis resulting from failure of the organisation to integrate economic determinant in the management process. BCM strategies are approaches used by business entities to ensure their recovery and continuity while experiencing disasters or activities, which interrupt the business. It is crucial the organisations analyse strategies related to audits like financial, Information Technology, human resources, and environment to improve accountability and efficiency. This stage also focuses on resources recovery technique. Developing and implementing BCM response Planning is a process that requires time in order to meet its objectives. While developing a strategic response, it is important to consider both external bodies and relevant organisations. Proper planning allows the organisation to identify the crises at an earlier stage and formulate methods of handling the crisis that is likely to occur. Communication, public relations, and media are some of the techniques organisations use to acquire information on the crisis to be handled. It is also crucial to note the methods that external organisations use in handling related crises. Poor implementation of the response often results due to under-estimation of the impact. As a result, this only gives a short-term solution to the problem. Creating and implanting BCM culture BCM focuses on acquiring information from the public. Therefore, it is important to educate the management team on how to recognise crisis, which organisations are likely to experience. Awareness creation among the employees also plays a key role in ensuring sustainability of BCM culture within the organisation. It is also important to integrate organisational culture in BCM while planning in order to reduce probability of occurrence of internal crisis. Exercising, maintain, and conducting audits Practicing BCM within an organisation guarantees the management reduced or minimum levels of crisis. Therefore, it is significant to apply BCM technique at all the levels of the business. Even with implementation, crises still occur; thus, monitoring and evaluating implemented decision on methods of reducing the levels of crises. This step also involves testing of various technologies and staff rehearsal and ways they influence the occurrence crisis. The BCM programme Considered a tool of managing crisis and reducing the likelihood of their occurrence, BCM requires the commitment of the management and their proactive participation. This ensures efficiency and effectiveness of the decision made. Moreover, management participation creates a sense belonging thereby. For proper implementation, the management must outline the roles for each member of the response team (Smith and Elliot 2002, p. 43). The members must take up their responsibilities in ensuring the strategy complies with the outlined legal requirements. Application of theory of change management process of implementing a BCM system Change Managements Process (CMP) is a series of steps and activities, which the leaders follow to effect change. BCM applies techniques used in CMP like public participation to effect changes. In order to avoid any problems from arising, it is important to avoid forcing change on the people but involving them in the planning process (Federal Emergency Management Agency 2011). Change management insists on specific, realistic, quantifiable, attainable, and time-bound goals. In addition, the theory discourages ‘selling’ change to the public as this activity poses unsustainable strategy for prosperity. Instead, it encourages the need to understand and manage change effectively that the public can cope with (Fink 2002, p. 46). The responsibility of the employees is to ensure they offer their best to ensure the success of the organisation but not managing change. BCM applies the principles of change management while planning on how to prevent occurrence of crisis. It embraces sustainability from the people within the environmental, cultural, and behavioural system (Hiles 2008, p. 94). Through identification of the activities occurring within the organisation, BCM integrates change management principles to understand the position held by the business in the market. Both the theory and BCM focuses on planning developments with an aim of establishing the targets and duration required to realise achievement of these targets (Rawls and Smithson 1990, p. 103). It is important in both cases to employ planning approaches, which are measurable in stages. Additionally, BCM applies change factors like communication, stakeholder involvement, and enabling environment at an earlier stage. This ensures integration of all views in the decision-making process and improvement in transparency. Patience and tolerance are very important virtues used to address resistance to change. Relationship between organisational culture and BCM Organisational culture defines how it relates to the outside community, methods of ensuring the products meets the requirement of products, and how the organises uses its core values to initiate change. It is important to fit together all the elements of culture to address leadership challenges. For reliable and efficient result, BCM integrates organisational culture through administration of questionnaires with an objective of covering the views of both the stakeholders and the public (Elliott, Swartz, and Herbane 2010, p. 75). Many organisations are experiencing difficulty with the changing cultures; therefore, they are ensuring consideration of mind changing tools is crucial since they positively affect the possibility of success (Association of Contingency Planners 2000). Some organisation invests in training the employees to offer quality services as their culture. BCM on the hand involve a team of professional personnel to plan ways of avoiding future crisis. Moreover, organisations are relying on formal continuity policies to enhance BCM programmes, which include all the key elements of driving organisation towards crisis preparedness (Regester and Larkin 2002, p. 58). Elements as corporate culture influences the outcome of BCM plan since it determines how the organisation relates to the public. Factors of effective crisis management An effective crisis management has important benefits organisations against economic effects of unforeseen crisis. Therefore, to ensure effectiveness of the outcome, the plan must integrate all the factors that aid in organisational change. These factors include: Strong demonstration of leadership and commitment Crisis management is a process that requires professionalism and commitment in order to achieve positive results. Involvement of professions offers a wide range of global alternatives from which the organisation can choose from to prevent crisis (Watkins 2002). Strong leadership ensures execution of planned activities in a logical manner, as a result, helping in identifying crisis likely to happen at every stage. Earlier planning before the crisis occurs Organisation should never wait until a crisis occur to begin planning, instead, they should monitor and evaluate the performance of the organisation within a stipulated period. Earlier planning involves unveiling of crisis team whose responsibility is to monitor, control, and co-ordinate organisational activities in a strategic manner (Blythe 2009, p. 16). Timely response to the realised crisis Most organisations identify crisis at their initial stage and assumes until maturity. The longer the duration taken to handle a crisis, the more damage caused. Moreover, tackling crisis at an earlier stage reduces the cost managing the risk at later stages. In timely identification of the crisis, the leadership team should be on high alert to note any slight change in the organisational performance. Clear identification and verification of the crisis in question In some case, the managerial team identifies a gap with its performances but fails to note specific problem. This is crucial as most organisations end up forming a group of committed people to address the issue generally without actually knowing the problem they are trying to address. Such strategies often give negative and irrelevant results and time wastage (Smith and Elliot 2002, p. 61). Evaluation of BCM use to as a tool for risk management strategy Every organisation experiences risks or is prone to some risks. Therefore, it is important to identify these risks before they have negative impacts on the organisational activities. BCM covers a wide range of risk management techniques (Seymour and Moore 2000, p. 27). There is a close connection between risk management and BCM. BCM gathers information about the risk through public and stakeholder involvement. It then uses the information to determine the possibility of crisis occurrence and risks associated with it. BCM planning strategy assist in identifying the risks at earlier stages and recommends methods of establishing recovery strategies (Perry 2007, p. 58). Moreover, the technique involves reviewing of the effectiveness and reliability of risk control measures. The role of BCM in the industrial sectors, geographical areas, and organisational size BCM plays an important role in the management of unforeseen crisis. The technique involves identification of the risks, monitoring, and recommending methods of mitigating and controlling the impacts of identified risks. Industries also employ BCM methods to identify the market gaps and causes of change in the performance (Continuity Forum 2011). Moreover, this technique assists the managerial team to adjust its planned activities to provide goods and services meeting the expectation of customers. Most industries utilise BCM technique as a resilience tool to recover from crisis impact (Omand 2004, p. 150). Separation of professional with BCM skill into different geographical locations reduces the possibility of losing personnel with skills and knowledge. Organisations operating in different locations should ensure at least all the branches have qualified personnel (Disaster Recovery Institute 2007). This enables the organisations to identify the crises at early stage and commence earlier monitoring programmes. Possibility of risk occurrence increases due to increasing size of the organisation. This due increases number of activities and services taking place within the organisation (Laye 2002, p. 88). Furthermore, organisations should ensure there is at least BCM professions in every department to help in solve the risks at departmental stage. References Association of Contingency Planners 2000, Business Continuity . Web. Blythe, M 2009, Business continuity management: Building an effective incident management plan , J. Wiley & Sons, Hoboken, NJ. Continuity Forum 2011, Standard for Organisational Resilience . Web. Disaster Recovery Institute 2007, International Business Continuity Management Education and Certification . Web. Elliott, D., Swartz, E., & Herbane, B 2010, Business continuity management: A crisis management approach (2nd ed.), Routledge, London. Federal Emergency Management Agency 2011, Disaster survivor assistance . Web. Fink, S 2002, Crisis management: Planning for the inevitable , Universe Inc., Lincoln, NY. Hiles, A 2008, The definitive handbook of business continuity management , John Willey & Sons Inc., New York. Laye, J 2002, Avoiding disaster: How to keep your business going when catastrophe strikes, John Wiley & Sons Inc., Hoboken, NJ. Omand, D 2004, ‘Emergency planning, security and business continuity’, The Rusi Journal , vol. 23 , no. 2, pp. 145-152. Perry, M 2007, ‘Natural disaster management planning: A study of logistics managers responding to the tsunami’, International Journal of Physical Distribution & Logistics Management , vol. 71 , no. 3, pp. 57-60. Rabelo, L., Sepulveda, J., Compton, J., Moraga, R., & Turner, R 2006, ‘Disaster and prevention management for the NASA shuttle during lift-off’, Disaster Prevention and Management , vol. 452, no. 25, pp. 123-178. Rawls, S. W., & Smithson, C. W 1990, ‘Strategic Risk Management’, Journal of Applied Corporate Finance , vol. 25, no. 3, pp. 101-103. Regester, M., & Larkin, J 2002, Risk issues and crisis management in public relations: A casebook of best practice , Kogan Page Limited, London. Seymour, M., & Moore, S 2000, Effective crisis management: Worldwide principles and practice , Continuum, London. Smith, D., & Elliot, D 2002, Key Readings in Crisis Management , Routledge, London. Tammineedi, R. L 2010, ‘Business Continuity Management: A Standards-Based Approach’, Information Security Journal: A Global Perspective , vol. 156, no. 17, pp. 77-86. Watkins, M 2002, Your Crisis Response Plan: The Ten Effective Elements . Web.

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Write the full essay for the following summary: The essay discusses the importance of organizational behavior in understanding the business environment. It also highlights the need for organizations to be aware of their environment in order to take advantage of opportunities and to reduce or eliminate the effects of certain negative events.

The essay discusses the importance of organizational behavior in understanding the business environment. It also highlights the need for organizations to be aware of their environment in order to take advantage of opportunities and to reduce or eliminate the effects of certain negative events.

Business Environment Awareness Coursework Table of Contents 1. Organisational behaviour 2. Awareness of the environment 3. Motivation theory and leader effectiveness 4. Usefulness of separating leadership and management 5. References Organisational behaviour Forces that surround any given business environment affect the way it conducts its affairs and the kind of access that it has to scarce resources. An organisation’s environment consists of factors that are broadly categorised into external and internal factors. Environmental issues have become immensely significant, especially in today’s modernisation age. These issues have proved problematic for organisations in all countries. They include the relationship that subsists between the environment and technology, economic growth effects, society, water and air pollution, global warming, competition from other industry players, legal requirements, staffing within the organisation, finance, and politics among others. It is important for an organisation to acquire a good comprehension of its environment for it to institute effective management. This paper seeks to explore some of the reasons why organisations need to be aware of their environment. Awareness of the environment Firstly, an organisation’s good understanding of its environment helps it to take advantage of opportunities that come due to certain changes in one or more of the factors in its immediate environment (Aktaş, Çiçek, & Kıyak 2011). For instance, the failure of a firm’s major competitor because of financial issues mean that such a firm should alter its plans upon taking into account the drop out of the competitor. The huge advantage can have the effect of helping the organisation to achieve enormous unprecedented levels of growth. Failure to gain a good understanding of the environment may see firms fail to take advantage of such situations to increase their cash flows (Jones & Page 2002). Secondly, awareness of the environment is essential in helping organisations to reduce or eliminate the effects of certain negative events that may take place within their surroundings. One of the biggest challenges that businesses face is competition from their close rivals in the same industry or product lines (Gadenne, Kennedy & Mckeiver 2009). It significantly affects the way a business operates and/or approaches its target market. Knowledge of the environment may influence a firm that operates in a very competitive market to the extent of moving out of the market into another where the competition is low (Jang 2011). The same firm may also choose to remain in the market and face the competition head-on. Further, awareness may improve the efficiency of an organisation’s management. It enables it to monitor various socioeconomic and political factors and the degree of impact they have on the organisation’s operations, thus enabling the management to make informed choices with regard to budgeting, expansionary plans, and marketing strategies for the organisation’s products among others (Cho 2006). This awareness helps to avoid unnecessary losses while at the same protecting the firm’s image. As highlighted, there are a number of reasons of great significance as to why organisations need to be aware of their environments. Responsiveness on their environment enables them to maximise some opportunities that may come up because of changes in some of the environmental factors either internal, external or both. It also prepares them for certain negative events in their environment as a way of helping them to make wise decisions to minimise risks that are posed by such happenings. In addition, it helps managers of such organisations improve their efficiency, thus serving to protect the institution’s image as a well-managed entity. Hence, it is paramount for organisations to make efforts to understand their environment for them to achieve greater success in fulfilling their objectives. Motivation theory and leader effectiveness Leaders have the role of guiding people who are under their leadership. The headed people include employees or citizens of given area. In the case of employees, a manager needs to guide and motivate his or her employees to ensure that a given task is done well and in good time. While seeking to understand how leaders operate and/or the ways of improving their effectiveness, researchers have developed a number of motivational theories whose comprehension by leaders is paramount to their success in their leadership roles. These theories seek to find an explanation for the driving force behind the conversion of people’s thoughts into behaviours. Even though these theories tend to elaborate similar motivational concepts in different ways, other researchers offer a new theory altogether. This paper seeks to explore how a good comprehension of motivation theory contributes to the effectiveness of a leader. Maslow’s motivational hypothesis has assisted many organisational bosses in visualising worker inspiration. The theory has enabled them to lead their employees together with their companies to huge success in fulfilling the set tasks and objectives (Burke 2001). The premise entails Maslow’s ladder of wants that classifies the essential requirements of people into five groups, including security, self-respect, self-actualisation, collective, and physiological demands. A leader who assists his or her subordinates in fulfilling these needs inspires them to become better workers (Bennis & Nanus 2007). An individual who has already obtained self-esteem, social, physiological, and safety needs is able to develop self-actualisation that in turn drives one towards accomplishing his or her life’s agenda. The implication of this theory is that through developing genuine interest in the people that one leads, acknowledging their fundamental needs and taking the right steps to realise them, one inspires and motivates his or her employees (Knudsen 2005). Another motivational theory of immense relevance in promoting a leader’s effectiveness is the theory of transformational leadership. The theory has been considered appropriate in many corporate situations. According to this theory, leaders need to guide other based on values, meaning, and their elevated purpose (Bolden & Gosling, 2006). It specifically requires people to exude integrity, encourage, set a good example, adopt effective communication, inspire, support, provide stimulating assignments, give credit where necessary and when it is due, set realistic goals, and/or assist their subordinates in focusing on group interest as opposed to their individual needs (Steel & Konig 2006). The roles of an effective leader include motivating followers, satisfying their needs, treating them fairly, rewarding performance, and applying effective discipline (Locke & Latham 2002). Clearly, a good comprehension of the motivation theory contributes to the effectiveness of a leader. Maslow’s theory has assisted managers in motivating their employees to achieve huge success in their leadership roles. With the theory, managers get to understand employee needs and their priorities, which when fulfilled give the manager an easier time. Leadership transformational theory calls upon heads to incorporate principles, significance, and a superior rationale when directing their teams. Regardless of people’s culture, age, or gender, they have some motivational factors, which a leader can maximise on to get them perform the duties diligently and help in the achievement of set goals and objectives. Leaders need to get a good understanding of motivational theories to use them to better the effectiveness of their leadership. Usefulness of separating leadership and management Achieving business victory calls for diverse individuals to handle diverse functions for organisational operations to be handled as planned. While some roles are easy to define, others may at times have confusing boundaries due to their vague nature. An example of a case where such confusion may arise is differentiating between a leader and a manager. Management and leadership have an imperative function in getting things done. However, both of them have varying aspects with respect to the role they play and their impact. This claim does not imply that one cannot play both roles simultaneously. It is possible for one to be a leader and a manager at the same time performing both roles. However, it is worth noting that being a great leader does not necessarily imply that such a person makes a phenomenal leader and vice versa. For this reason, it is paramount for people to get a clear understanding of the fundamental differences between the two if they are to get a clear picture of how they can fair in their roles as managers or leaders. This knowledge may enable them to acquire relevant skills in performing and achieving success in their functions. This section seeks to explore the practical and theoretical significance of separating leadership and management to improve organisational effectiveness. One of the fundamental differences between a leader and a manager is that a manager administers while a leader innovates (Miner 2000). This distinction implies that a head is usually bestowed with the duty of raising new opinions, which are meant to take the organisation into a chapter of ensuring that the set goals and objectives are realised. Hence, the head must always guarantee success in the organisation. This agenda keeps all workers motivated when they get the news that the organisation is accomplishing its key agenda, thanks to the employee efforts. There is a need for a leader to be someone who ensures that he or she has proper knowledge of the latest skills, research findings, and trends. Much of the knowledge that leaders may have acquired in school to complement their functions often need modification on their part in order to achieve the effectiveness that is expected of a leader as he or she always has to be a step ahead of the rest at all times (Yukl 2010). On the other hand, an administrator’s role is to execute all key deliverables that the head has set for the organisation. He or she has to maintain focus on the bottom line. The manager has to maintain control to avert any organisational disorder (Yukl 2008). In fact, an administrator must work closely with all workers to ensure that what each of them is doing translates into the achievement of the company’s vision. To achieve this goal, a manager has to understand the people that he or she is working with and get to know their passions and interests (Bass 2010). He or she is then able to build a team out of such people through decisions that relate to placement, promotion, pay, and communication with them as a team. The manager tends to use the authority that comes with his or her position to get things done. At times, a manager is required to make strict orders that have to be adhered to by those that he or she is managing, whether they feel encouraged to abide by them or not. A leader is someone who inspires trust among people whom he or she leads. Leadership is not merely about what one does as a leader (Gronn 1999). Rather, it is about what other people do in response to one’s actions. It involves influencing one’s other people to be his or her followers and to act or conduct themselves in a way that reflects the leader’s expectations (Drucker, & Maciariello 2008). A good leader is someone who will always tend to have people around him or her. Such people must be interested in whatever the leader is doing, his or her plans, and/or what he or she has to say. People tend to associate themselves with leaders. As a result, they will often make an effort to attend their events or functions in which they are scheduled to deliver a speech. For this reason, if a person who considers him or herself a leader organises a function and people fail to attend, this outcome points to his or her shortcomings as a leader. Further, the management of a project varies significantly from empowering other people into doing something that comes with leadership. Whereas a leader may ask about what can be done and why it needs to be done, a manager may tend to ask how something happened and when it took place (Lunenburg 2011). A leader needs to be in a position to question the occurrence of certain actions, something that may involve challenging his or her superiors. For this reason, leaders need to have the ability to face the top management whenever they feel that there is something else that needs to be performed for the organisation. Leaders do not expect to be always right since all people make mistakes at certain points in time. When a organisation they are leading experiences failure, leaders are expected to come in and explain why the failure took place, ask others for their opinions on why they think the failure may have taken place, and the lessons gained from the experience (Scott 2011). Leaders will ask their teams to give their suggestions on how the organisation can use the information gained to approach their goals better. Managers rarely deliberate on the meaning of failure. They tend to operate like soldiers while ensuring that they implement the plan accordingly. They understand the significance of plans and orders. Their work is to maintain their vision on the current organisational goals (Toor & Ofori 2010). Understanding the difference between manager and a leader is important, especially for a person who is in charge of a team in an organisation or the whole organisation (Smythe, & Norton 2011). In the technological industry where creativity and innovation are a necessity, it is crucial for people who hold top positions to comprehend the nature of their roles and how such roles influence the progress of their organisations in achieving their objectives. Specialist employees in the technological industry tend to work better with leadership since it gives them the room and time to exercise their creativity and innovativeness, which directly influence the organisation’s success (Lunenburg, Thompson & Pagani 2010). The inspirational aspect of business makes it appropriate in setting technology developers in the right mood that improves their innovativeness. However, some form of management aspects can be helpful in meeting certain targets that may require some degree of control on the activities of the employees (Zaleznik 2001). If leaders and managers can borrow from each other some management and leadership aspects respectively, they can achieve unprecedented success in their roles. However, this achievement may take time since being good in both functions is not easy due to the conflict that arises between leadership and management roles. The conflict makes it hard for one to balance between the two (Leavy 2000). Nonetheless, the best managers turn out to be good leaders to some extent in some cases. However, for greater efficiency within an organisation, it is preferable for different persons to be put in place to play management and leadership roles. To understand the usefulness of separating leadership from management, one can take an example of the giant social site company, Facebook. The firm acknowledges the difference in strengths that leadership and management have. The company’s CEO, Mark Zuckerberg, is a proven leader. However, the firm needs someone who has strong supervisory skills that are found in managers to take care of other functions. It recognises the fact that great leaders do not necessarily make phenomenal managers. For this reason, Facebook has settled on Sheryl Sandberg who happens to have a wide-range of skills in the area of management as its Chief Operating Officer. For the duration she has been with the company, she has been able to streamline the company’s functions, transforming from it from just being an admired site to a very profitable firm. She oversees the company’s business operations that include, but not limited to, business development, public policy, human resources, communication, sales, and marketing. Her inputs and those of the firm’s CEO have helped Facebook to be among the world’s most profitable companies that have clients the world over (Fairholm 2004). Their combined skills continue to see the company record tremendous growth each year by outdoing its competitors. Clearly, separating leadership and management is vital in improving organisational effectiveness. Whereas a manager’s function is to direct, a leader tends to innovate. Leaders are responsible for some of the fresh ideas that help organisations to stay ahead of their competition. Leaders use the knowledge that they have acquired in class creatively by innovating to suit some of the circumstances that they encounter. Managers seem to be more concerned with maintaining order in the organisation. Managers use the authority that comes with their positions to run things in line with the organisation’s goals and objectives. Leaders are inspirational in nature. They influence other people to act in a certain way as opposed to managers who tend to give orders on the activities that they expect their teams to carry out. Leaders are more willing to recognise failure, share their views with their teams, and/or seek their opinions on the way forward. They are also courageous enough to stand up to a higher authority in an organisation and recommend certain changes that they feel are necessary. On their part, managers depict excellent supervisory skills that are important in getting things done in an organisation. Facebook Company considered the variation in leadership and management roles in its structure by choosing to hire Sheryl Sandberg who has a strong management background while maintaining Mark Zuckerburg as the CEO. Hence, it is paramount to separate management and leadership for greater organisational effectiveness. References Aktaş, E, Çiçek, I & Kıyak, M 2011, ‘The Effect Of Organisational Culture On Organisational Efficiency: The Moderating Role Of Organisational Environment and CEO Values’, Procedia – Social and Behavioural Sciences, vol. 43 no. 2, pp. 1560-1573. Bass, B 2010, The Bass handbook of leadership: Theory, research, and managerial applications , Simon & Schuster, New York, NY. Bennis, G & Nanus, B 2007, Leaders: The strategies for taking charge , Bolden, R & Gosling, J 2006, ‘Leadership Competencies: Time to Change the Tune?’, Leadership , vol. 2 no. 2, pp. 147-163. Burke, J 2001, ‘How Do Mentorships Differ From Typical Supervisory Relationships?’, Psychological Reports, vol. 68 no. 1, p. 459. Cho, K 2006, ‘An Empirical Study on the Effects of the Internal Company Factors and External Environment Factors on the Usage Level and Performance of Electronic Commerce in the Shipping Companies – Primarily on the Liner Shipping Business’, Journal of Korean Navigation and Port Research, vol. 14 no. 3, pp. 483-489. Drucker, P & Maciariello, J 2008, Management , Word Press, New York, NY. Fairholm, M 2004, ‘Different Perspectives on the Practice of Leadership’, Public administration Review , vol. 64 no. 5, pp. 577-590. Gadenne, L, Kennedy, J & Mckeiver, C 2009, ‘An Empirical Study of Awareness and Practices in SMEs’, Journal of Business Ethics , vol. 84 no. 1, pp. 45-63. Gronn, P 1999, ‘Substituting for Leadership: The Neglected Role’, The Leadership Couple , vol. 10 no. 1, pp. 41-62. Harper Collins, New York, NY. Jang, S 2011, ‘The Effects of Internal, External Environment and Entrepreneurship on the Performance of Social Enterprise: Focused on the Network Activity’, Journal of the Korea Academia-Industrial Cooperation Society, vol. 54 no. 5, pp. 4801-4811. Jones, L & Page, D 2002, ‘Theories of Motivation’, Education + Training, vol. 29 no. 3, pp. 2-16. Knudsen, C 2005, Theories of The Firm, Management, and Leadership , Springer, US: Kluwer Academic Publishers. Leavy, B 2000, ‘On Studying Leadership in the Strategy Field’, The Leadership Quarterly, vol. 7 no. 4, pp. 435-454. Locke, E & Latham, G 2002, ‘Building a practically useful theory of goal setting and task motivation: A 35-year odyssey’, American Psychologist, vol. 57 no. 9, pp. 705-717. Lunenburg, C, Thompson, B & Pagani, D 2010, The multifactor leadership Lunenburg, F 2011, ‘Leadership versus Management: A Key Distinction—At Least in Theory’, International Journal of Management, Business, and Administration , vol. 14 no. 1, pp. 1-3. Miner, B 2000, ‘Testing a Psychology Typology of Entrepreneurship Using Business Founders’, Journal of Behavioural Sciences , vol. 36 no. 1, pp. 43-69. Questionnaire (MLQ): Factor structure of an operational measure , American Educational Research Association, Denver, CO. Scott, L 2011, ‘Leadership 101 Column 2: Leadership versus Management — Either, Or, Both?’, Journal of the Canadian Health Libraries Association , vol. 1 no. 1, pp. 107-08. Smythe, E & Norton, A 2011, ‘Thinking As Leadership/Leadership As Thinking’, Leadership, vol. 23 no. 4, pp. 65-90. Steel, P & Konig, C 2006, ‘Integrating Theories of Motivation’, Academy of Management Review , vol. 31 no. 4, pp. 889-913. Toor, S & Ofori 2010, ‘Leadership Versus Management: How They Are Different, And Why’, Leadership and Management in Engineering , vol. 1 no. 1, p. 61. Yukl, G 2008, ‘How Leaders Influence Organisational Effectiveness’, The leadership Quarterly , vol. 19 no. 6, pp. 708-722. 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Write the original essay that provided the following summary when summarized: Business ethics generally refer to a field of business management that focuses on the practice of undertaking corporate activities through observing moral principles that guide the actions of those involved in the business environment.Business ethics cover a continuum of issues surrounding corporate practices, public relations, human resource management, and general organizational management behaviours, which are often elements that the public uses to describe an operating organization.

Business ethics generally refer to a field of business management that focuses on the practice of undertaking corporate activities through observing moral principles that guide the actions of those involved in the business environment. Business ethics cover a continuum of issues surrounding corporate practices, public relations, human resource management, and general organizational management behaviours, which are often elements that the public uses to describe an operating organization.

Ethical Theories and Ethical Business Practices Report (Assessment) Introduction of Business Ethics Business organizations are social entities where human beings interact, communicate, and form social units that are essential for the development of organisation. However, conflict is becoming inevitable in corporate organizations where income differences, workplace ranks, and hierarchical order are inherent (Arnold, Audi, & Zwolinski, 2010). As the business world evolves towards a more pragmatic arrangement of performing corporate duties, ethical issues in business are becoming more common and of major concern to the survival of businesses. The recent spate of corporate scandals associated with unethical business practices has prompted serious reactions from labour organizations and workforces in several nations. Such reactions have forced corporate organizations to devise means of combating workplace discrimination, racial prejudice, and gender bias with a view of establishing transformative leadership based on ethical principles (Butts, 2008). Business ethics generally refer to a field of business management that focuses on the practice of undertaking corporate activities through observing moral principles that guide the actions of those involved in the business environment. Business ethics covers a continuum of issues surrounding corporate practices, public relations, human resource management, and general organizational management behaviours, which are often elements that the public uses to describe an operating organization (Duska, 2007). Corporate ethics describes the moral responsibilities and obligations of an operating business organization towards its employees, stakeholders, shareholders, suppliers, consumers and the surrounding community. Business ethics covers issues concerning business compliance with the existing rules, laws, and regulations associated with its business environment. Ethics of business encompass obligations related to the protection of proprietary and other confidential information of consumers, employees, or business vendors. According to Dobson (2007), business ethics also entails proper use and protection of company’s assets, interests, and reputation by stakeholders, managers, and the corporate workforce. As Elms, Brammer, Harris and Philips (2010) state that business ethics include workplace equity, human integrity, environmental protection, conflict management, and respecting human rights and any entitled freedom bestowed to employees and individuals involved with an organization. The concept of business ethics defines the manner in which corporate organizations should behave towards the people directly involved with the organization and the environment in which the business operates. Friedman and Miles (2002) claim that business ethics involves values such as responsibility, trustworthiness, respect, and other moral behaviours. The principles of business ethics assume that a company that promotes ethical governance is often capable of creating a workplace environment that fosters transparency, fairness, and integrity in its business operations. Any company practicing principles of business ethics normally has an established code of ethics, a whistleblowing process, and clearly defined mandates of managers and workers as indicators of ethical governance (Drucker, 2004). What defines ethical corporate governance in a business environment is the presence of transparent guidelines on conflicts of interest to investors and well-established corporate social responsibility frameworks. Generally, business ethics entails moral values and established principles that are within corporate codes, which are useful in providing guidelines for ethical leadership and decision-making. Literature Review of Ethical Theories and Ethical Business Practices The quest to understand business ethics in corporate governance has led to the establishment of theories and perceptions regarding ethical leadership, ethical business communication, ethical business practices, and business integrity. Among the most common theories of ethics that corporate governance has examined are the utilitarianism theory, the virtue theory, the theory of the common good, the justice theory, and the Kantian theory of ethics (Jones, Felps, & Bigley, 2007). The theory of utilitarianism is a normative ethics that hinges on the principle of utilitarianism, which focuses on establishing the association between actions of people and the consequences. Utilitarianism theory postulates that an appropriate course of action is the one capable of utilizing the benefits and reducing harm to the few individuals as possible (Garriga & Mele, 2004). The theory claims that an action of individuals in an organization or a society is what would determine the outcome or later consequences. The theory postulates that actions guided by moral reasoning are often righteous. The concept of utilitarianism in corporate governance provides managers and organizational workforce with normative guidance, which enables businesses to formulate ethical principles and perform their activities with ideal standards (Hart & Sharma, 2004). The norms of utilitarian theory are those that relate to the correctness in behaviour where consequences determine the worthiness of actions. Corporate organizations and managers have used the utilitarian approach to make strategic decisions that are essential for the development of companies. The concept of corporate social responsibility is what would define the significance of understanding utilitarianism in the management of people and activities in modern organizations. When making crucial decisions in an organization, utilitarian theory assumes that the appropriate decisions should focus on ensuring that the positive outcomes of actions outweigh the negative consequences (Drucker, 2004). Companies practicing effective social responsibility through morally upright standards experience low risks associated with business operations and human resource challenges. Hence, utilitarianism promotes individual gains and corporate growth in any operating organization. Another perennial theory that has proved significant in elaborating the concept of business ethics and ethical business practices is the Kantian theory of ethics. The Kantian theory assumes that individuals have the moral obligation to act righteously despite the nature of the foreseen or unforeseen outcomes in any intended action. According to Stroud (2002), the concept of Kantianism urges managers and corporate owners to practice ruling with democracy and foster business values that pervade throughout the organizational structure. Kant encourages members of organizations to understand the need of making moral actions that probably lead to more good than any unprecedented harm (Stroud, 2002). The Kantian ideologies focus on addressing organizational irresponsibility and consider legal manipulation, irrational decisions, false allegations, and culpable ignorance as forms of unethical business practices. Kant postulates that humans are agents capable of making great choices under any practical laws to justify an action. Hence, although practical laws govern modern organizations, they may not influence people willing to act righteously. The realm of business ethics recognizes the contributions of the theory of common good that seeks to encourage people to work towards ensuring that the benefits of independent actions become integral to the entire society (Jensen, 2002). The common good approach emphasizes that human actions should focus on stabilizing and sustaining communities instead of merely making individual progress. In the context of organizations, human beings within an organization need to act solely for the common good of the company and not individuals. The common good approach assumes that every action or decision should contribute and promote the common good, where everyone in an organization would enjoy the outcome (Stroud, 2002). Individuals, who adhere to the attributes of common good normally collaborate with their organizations, operate in teamwork and foster corporate cohesion for sustainable growth of both the organization and the employees (Furlong, 2008). Individuals, who understand the virtues of common good comfortably allow wholesome growth of companies, and delineate personal interest with corporate aims and ambitions. Business ethics recognizes the presence of virtue theory that stands out as one of the integral normative ethical theories that explain the manner in which organizations can thrive in their business practices through acting virtuously. The virtue theory of ethics emphasizes on the appropriate integration of rules and regulations that act as guiding principles in the actions of individuals in an organization or society (Jamali, 2008). The virtue ethics assumes that proper rules can guide humans, who are termed as agents in an organization and leverage negative consequences of any intended action. The role of individuals in any action is among the emphasis of virtue theory, where the irresponsibility of persons in lawbreaking would result into individual accountability in case of any negative consequences resulting from personal actions (Jamali, 2008). The virtue theory is the mainframe that enables people to behave as corporate agents with upright moral values. Moral virtues enable individuals to act reasonably or logically, possess admirable traits, and have the right intentions. Rawls theory of justice in the business settings is among the suppositions that enable organizations to develop structures, maintain corporate culture, and have sustainable bureaucratic arrangements. The justice theory of Rawls is the pillar behind the development of rules, regulations, policies, and defined mandates in organizations, which are components that describe ethical corporate practices of an operating organization (Weiss, 2009). In organizations, Rawls contends that although social and economic inequalities are inescapable life matters, equality of opportunities and fairness should prevail in offices and employment opportunities (Weiss, 2009). The justice theory emphasizes on the ideology of equal liberty as the most reasonable approach to ensure fairness. These liberties may involve freedom to possess private property, voting rights, freedom of thoughts and speech, and freedom from extortion and arbitrary arrests. Any actions contrary to individuals wish is an unethical business practice. Critical Analysis of Propmore Unethical Business Case The concept of business ethics stretches towards understanding ethical and unethical behaviours in corporate governance, and the dilemmas that arise from making reasonable decisions on corporate issues (Barnett, 2007). The Propmore unethical business case where Jane seeks justice on the alleged sexual harassment plight presents a major ethical dilemma in decision-making for corporate leaders. The first critical dilemma for business ethics in Propmore is that Jane reports a sexual harassment case involving a salesperson of a different employer and seeks company intervention. Although legitimate on grounds of personal attitude towards the harassment act, the Propmore guidelines on sexual harassment cause dilemma. The Equal Employment Opportunity Commission (EEOC), which governs Propmore, defines sexual harassment as verbal or physical sexual advances on individuals and on conditions when the perpetrator asks for sexual favours made deliberately or accidentally during the employment period. Jane was still a serving employee of Propmore, but the perpetrator was not a direct employee of Propmore. Bill may walk toll-free if judgment considers the first EEOC conditions. The second condition of the EEOC sexual harassment is that the submissions to the alleged misconduct or rejection of the same by an employee are paramount for the employment decisions affecting the victimized staff. Bill being an employee of just a joint apprenticeship may not be subjective to the conditions or policies of Propmore regardless of the accounts of the alleged offense. In business ethics, explicit definition of wrong actions does not prevail in any of the ethical theories given the quandary that characterizes most of the dilemmatic corporate cases. Indirectly subversive of the accusations against him, Bill has justifiable reasons to refute complaints against his gross misconduct against Jane. Business ethics regards a reasonably unethical behaviour when persons in an organization act with culpable ignorance on known regulations. Bill was not punishable under Propmore regulations since he may have been unsure of the corporate policies that govern Propmore since they concern actions of the Propmore employees alone. In any assumed natural law sense, defining wrong actions typically reflects only cases that entail the violation of portions of the established laws (Butts, 2008). Bill may have seriously caused alteration in the work performance of Jane since the third condition of the EEOC policy against sexual harassment considers a sexual nuisance as hostile, intimidating, and offensive. No matter how credible the investigations of Don would seem, holding Bill responsible of such accusations of gross misconduct would remain challenging. The third condition of the EEOC sexual harassment policy is adequate to reprimand and hold Bill accountable for the alleged misconduct. Nonetheless, the EEOC considers such cases offensive when they occur within the company premises. Contrary to this stipulation, the accusations arose after a luncheon meeting where none other than the two individuals would recount what exactly transpired. For Don to conclude any judgment against Bill, he would make reasonable decisions only if the investigations would reveal evidence from an eyewitness, who would testify against Bill. Propmore Corporation had justifiable reasons to assist Jane in launching her case only through reporting the behaviour of Bill to the management of Airgoods Corporation. Since Propmore Corporation embraces Title VII principles enshrined in the Civil Rights Act of 1994 regarding sexual harassment at the workplace, which require joint apprenticeship to remain responsible for the actions of its agents, reporting the case to Propmore for judgments against Bill was thoughtful. Although Airgoods Corporation may have been unaware of such conditions regarding sexual harassment, Title VII principles recommend actions against offenders regardless of their unfamiliarity with the policy. Don may have acted unreasonably on carrying out the investigation on the matter given the stipulations of the HR-3 Corporation policy of Propmore that requires complainants to present a written grievance against a violated workplace policy. The case fails to mention whether Jane presented a written grievance to Don regarding the matter and this just indicates Jane presented an unacceptable verbal complaint. The allegation of Jane may be reminiscent of the idea that Bill was culpable of sexual harassments during the luncheon; however, providing justifiable reasons to implicate Bill as the perpetrator of such actions is quite challenging. This is due to three conditions that seem to cause ethical dilemmas regarding the plight of Jane. The suspected luncheon sexual harassment occurred outside the company premises under no substantiation from any on-duty supervisor. The case of harassment entails a perpetrator, who does not directly relate to the organization, and hence, not culpable of any policies governing Propmore. Against the requirements of the HR-13 Propmore corporation policy, Jane as a victim fails to file a written grievance and present it to Don as the immediate supervisor; hence, breaching conditions of implementing the sexual harassment policy of Propmore. Beyond reasonable doubt, the allegations of Jane may seem baseless and uninformed given the assumed natural law sense that requires justifiable reasons to implicate an offender. Recommendations to the Business Case Business ethics understands that neither personal interests nor corporate interests are to consider when dealing with a problem in a moral manner (Beckett & Jonker, 2002). No one between Don and Joe is capable to justify whether the sexual harassment actually occurred or was just pretence and of situational exaggeration by Jane. Although the problem presents Don and Joe with a crucial ethical dilemma that requires moral decision-making, an out-of-law settlement could be the most appropriate solution (Beckett & Jonker, 2002). Don and Joe should consider the conditions stipulated by the Propmore sexual harassment policy that seem inapplicable to the current situation. Neither Don nor Joe can overstep their mandate in dealing with a case that contains legal dilemmas with no policy able to hold any offender culpable. Against of any prejudice or malice in their judgments, the most possible solution for Don and Joe towards settling the dispute where the perpetrator and the victim presents mixed versions of the happenings is through discourse. The reason for recommending dialogue resolutions, in this case, is due to the actual repercussions that any uninformed decision may cause to the involved persons and parties. These recommendations hinge upon the elements of virtue ethics that presupposes that tough situations call for tough and virtuous decisions that are neither extremely detrimental nor extremely flattering (Gago & Antolin, 2004). The five key virtues of Kenneth Goodpaster associated with ethics in the business realm inform these recommendations where considerable care in decision-making in the Propmore case deem necessary (Dobson, 2007). The first key virtue is the one that concerns prudence in making decisions where a corporate case contains ethical dilemmas. Prudence, according to Goodpaster, is the consideration of short-term and long-term decisions about unethical cases and the related repercussions (Goodstein & Wicks, 2007). Uninformed decisions would probably result to detrimental effects on involved individuals either on long-term or short-term basis. Moral decision-making in business cases will consider the impact of a decision to individuals and the corporation. Considering the above assumptions of Goodpaster, calling for harmonious dialogue involving Jane as the victim and Bill as the alleged culprit will help resolve the ethical dilemma amicably. The second virtue that Goodpaster suggests is the virtue of temperance, which requires decision-makers to consider making profound judgments that seem neither too materialistic nor poorly dispassionate (Dobson, 2007). Goodpaster claims that decision-making should remain idea-driven and not based on the business interests or passionate feelings towards any of the involved people or parties (Dobson, 2007). Bringing two conflicting parties to a harmonious agreement to resolve a case is the impeccable solution where laws or regulations seem to contradict upon a situation. The third virtue of moral reasoning that Goodpaster thought would help in corporate decisions is the virtue of courage because it requires decision-makers to remain bold in making judgments (Dobson, 2007). Don and Joe would require critical reasoning and courageous approach towards the underlying problem given the possible ramifications of the case. Both Don and Joe have the mandate to make considerable changes to the job positions of the two workers as part of a meaningful decision. Alternatively, repositioning Bill from dealing with Propmore and transferring him to other outlets within the capacity of Joe as the boss of Bill is important to avoid further misunderstandings. According to Freeman, Wicks, and Parmar (2004), the fourth virtue of business ethics that Goodpaster thinks managers should embrace in making critical decisions in dilemmatic scenarios is the virtue of justice. The view of Goodpaster regarding justice is that judgment should not seem neither anarchic nor excessively complaint (Dobson, 2007). Hence, it implies that the two managers should not remain confined to the principles of sexual harassment, but they should develop ways of enabling mutual agreements between Jane and Bill. The last virtue of Goodpaster is loyalty where the decisions of the two managers should be independent of any shareholder or stakeholder influence. Don and Joe need to put aside their personal relationships between their workers. Conclusively, Jane may have the right to report the case of sexual abuse to her supervisor. However, the regulations can barely make sense in any reasonable natural law sense as the scenario presents a complicated situation where corporate policies of Propmore hardly make sense. The concern about judging the wrong actions in the assumed natural law sense comes into play in this scenario where Don has to gather reliable data to make decisions upon the case. The alleged perpetrator and the victim present contradicting views regarding the case and this hinders Don from understanding the whole story. Additionally, corporate policies governing cases of sexual harassment are explicitly in the policies of Propmore and not recognized in Airgoods Corporation. Bill is only guilty under the Civil Rights Act of 1964, but Jane fails to present a written grievance as an HR-13 corporate condition of Propmore requires, justifying an execution of the investigation of any alleged sexual violation against an employee. References Arnold, D., Audi, R., & Zwolinski, M. (2010). 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New directions in strategic management and business ethics. Business Ethics Quarterly, 20 (3), 401-425. Freeman, R., Wicks, A., & Parmar, B. (2004): Stakeholder theory and the corporate objective revisited. Organization Science, 15 (3), 364-369. Friedman, A., & Miles, S. (2002).Developing stakeholder theory. Journal of Management Studies , 39(1), 1-21. Furlong, E. (2008). Right or Wrong: Legal and ethical issues and decision making. London: Jones and Bartlett Publishers. Gago, R., & Antolin, M. (2004). Stakeholder Salience in Corporate Environmental Strategy. Corporate Governance, 4 (3), 65-76. Garriga, E., & Mele, D. (2004). Corporate social responsibility theories: Mapping the territory. Journal of Business Ethics, 53 (1-2), 51-71. Goodstein, J., & Wicks, A. (2007). Corporate and stakeholder responsibility: Making business ethics a two-way conversation. Business Ethics Quarterly, 17 (3), 375-398. Hart, S. & Sharma, S. (2004). Engaging fringe stakeholders for competitive imagination. Academy of Management Executive, 18 (1), 7-18. Jamali, D. (2008). A stakeholder approach to corporate social responsibility: A fresh perspective into theory and practice. Journal of Business Ethics, 82 (1), 213-231. Jensen, M. (2002). Value maximisation, stakeholder theory, and the corporate objective function. Business Ethics Quarterly, 12 (2), 235-256. Jones, T., Felps, W., & Bigley, G. A. (2007). Ethical theory and stakeholder-related decisions: The role of stakeholder culture. Academy of Management Review, 32 (1), 137-155. Stroud, S. (2002). Defending Kant’s ethics In Light of the modern business organization. Teaching Ethics, 2 (2), 29-40. Weiss, J. W. (2009). Business Ethics: A Stakeholder and Issues Management Approach. Mason: South-western Cengage Learning.

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Write the original essay that generated the following summary: Business ethics is the observance of rules and regulations that have been put in place. Additionally, ethics provides a code of conduct that guides suitable behaviour within an organisation. In most cases, ethics is identified with the responsibility of considering the needs of customers and addressing issues concerning adherence to laws governing business processes.

Business ethics is the observance of rules and regulations that have been put in place. Additionally, ethics provides a code of conduct that guides suitable behaviour within an organisation. In most cases, ethics is identified with the responsibility of considering the needs of customers and addressing issues concerning adherence to laws governing business processes.

Business Ethics and Child Labour Case Study Business Ethics Business ethics are moral principles that govern the conducts and operations of firms. Additionally, ethics provides a code of conduct that guides suitable behaviour within an organisation. According to the case, business ethics is the observance of rules and regulations that have been put in place. In most cases, ethics is identified with the responsibility of considering the needs of customers and addressing issues concerning adherence to laws governing business processes. For example, businesses have the responsibility of observing regulations put in place by various states to govern the business conduct. Besides, businesses have the responsibility of producing goods and services that offer solution to the problems afflicting society. Essentially, ethics deter businesses from engaging in disreputable practices such as alteration of weights and measures, misleading advertisements and exploitation of workers. Ethics provides a standard set of conduct that must be voluntarily adhered to by all businesses. In most cases, the code of conducts highlights standard behaviour for the welfare of society. In fact, codes of conduct contain moral principles under which the business operates. Even though different countries formulate varying laws that govern businesses, certain universally conventional conducts guide the operations of businesses. For instance, most companies stick to the voluntary principles of security and universal human rights that protect employees against any labour violations in developing countries. The interests of various social groups such as consumers, employees, small businesses, government and shareholders are protected by business ethics. In an attempt to understand the priorities and interests of external players in a business environment, it is ethical to engage all the stakeholders in decision-making process. Therefore, business ethics provides a forum where such issues can be addressed professionally. For instance, in a situation where resettlement of a community is required to allow for mining of important minerals, the government, community and the employees need to be consulted. Child labour as the most serious issue and the possible solution Child labour is one of the serious ethical issues that businesses have to deal with in their daily activities. In fact, child labour has been declared illegal and unethical globally. Children should constantly participate in activities that enhance their personal development and good health. ILO estimates that over 200 million children across the globe are ensnared in child labour with majority from developing countries. Essentially, child labour is the involvement of any kind of work that is harmful to a child’s physical and mental development. As such, child labour denies a child the right to have a normal growth and development as well as important aspect in life such as education. Even though stringent laws and regulations have been applied to reduce child labour, the violations of such laws are in the rise particularly by multinational corporations that operate in developing countries. As such, the stanndardised regulatory framework should be put in place and enhanced in order to reduce chances of children being involved in the work processes. In fact, the laws and regulations should not only target large corporations but also small and medium enterprises that depend on children services. In addition, emphasis on the importance of the fundamental rights of children through increased awareness is critical in the reduction of incidences leading to child labour. Education plays vital role in eliminating child labour not only through increased awareness but also through the production of skilled labour force in the market. Therefore, various organisations should focus on policies that emphasise universal education for all children irrespective of their status in society.

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Write the full essay for the following summary: Business ethics is a philosophical concept that explains why companies should embrace the best practices and management theories.Business ethics is a philosophical concept that explains why companies should embrace the best practices and management theories. The discussion presents the best ideas towards dealing with every business malpractice.

Business ethics is a philosophical concept that explains why companies should embrace the best practices and management theories. Business ethics is a philosophical concept that explains why companies should embrace the best practices and management theories. The discussion presents the best ideas towards dealing with every business malpractice.

Business Ethics – Corporate Social Responsibility Case Study The presented case study explores the issue of business ethics in details. The premise of business ethics is that every firm or corporation is able to behave in a moral manner. Social responsibility is also a critical aspect of business ethics. Every company should always support the expectations of its stakeholders and clients. Business ethics focuses on the best practices towards better organisational practices. Business ethics also protects the rights of every citizen. Moral principles and regulations facilitate or support the field of business ethics. These regulations ensure businesses deal with the ethical issues affecting their stakeholders. Business ethics is a wide field because it explores the conduct and behaviour of individuals, business organisations, and corporations. The field is also hard to define. Business ethics proposes the best practices and policies in order to make corporations responsible. The field also addresses controversial issues affecting business organisations. Firms can use the concept of business ethics to deal with discrimination, bribery, corporate social responsibility, and corporate governance. Business ethics is widely contested because some critical thinkers and analysts dispute its premise. A good example includes libertarian socialists. These socialists argue that business ethics is something unattainable. This is the case because many firms cannot support the needs of their stakeholders. The case study offers the best discussion on business ethics. This philosophical concept explains why companies should embrace the best practices and management theories. The discussion presents the best ideas towards dealing with every business malpractice. The philosophy offers some of the best approaches towards better business practices. Governments should identify the best laws in order to make corporations accountable and responsible. According to libertarian socialists, business ethics is an oxymoron. This concept explains why business ethics might not be possible in different companies or societies. The most serious issue is the question of social responsibility. This issue is critical because it captures the performances and practices of every organisation. Corporate Social Responsibility (CSR) identifies the practices of corporations in every country. CSR encourages companies to follow every regulation or law. Corporate Social Responsibility ensures every business provides the best care and support to its stakeholders. These stakeholders include customers, employees, business partners, communities, and clients. CSR explains why companies should follow every ethical or moral principle. Corporate Social Responsibility remains a major challenge in many societies. According to libertarian socialists, business ethics might not be possible because many companies want to remain profitable. A company that fails to obey such moral laws is unethical. Corporate Social Responsibility explains why U.S. companies should not pay bribes in any society. The practice will make the firms ethical. Some companies engage in unethical and unfriendly practices in order to increase their profits. Such companies will not consider the rights and expectations of their customers or stakeholders. The best solution is ensuring every business or company is morally responsible. Corporate Social Responsibility is a critical branch of business ethics. CSR is relevant because it helps businesses achieve their objectives. The government should formulate stringent laws in order to ensure every corporation is moral. A socially responsible company will achieve its goals easily. The operations of the firm will also be lawful. Corporate Social Responsibility remains a critical question in many societies. This explains why the best moral principles and ethical considerations will address this question.

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Write the original essay that provided the following summary when summarized: Robert Nardelli used an authoritative leadership style throughout his tenure at Home Depot. His style of leadership was also described by others as an imperial one. In spite of his authoritative nature, Home Depot regained its stable financial position after a period of five years.

Robert Nardelli used an authoritative leadership style throughout his tenure at Home Depot. His style of leadership was also described by others as an imperial one. In spite of his authoritative nature, Home Depot regained its stable financial position after a period of five years.

Business Ethics – Home Depot Research Paper Robert Nardelli used an authoritative leadership style throughout his tenure at Home Depot. His style of leadership was also described by others as an imperial one. In spite of his authoritative nature, Home Depot regained its stable financial position after a period of five years . This implied that his leadership style was excellent even if he was not a favorite personality to everybody. For instance, a significant growth in sales was realized within a relatively short period. The sales rose to 81 million dollars from 6 million dollars within a span of five years. Nonetheless, employees were alienated by his leadership style. Most of the managers also complained that he was focusing too much on the profitability of the company at the expense of the moral wellbeing of employees of the organization. Customers were also alienated by is style of leadership (Grow et al., 2007). He also preferred curt communication while interacting with employees. For example, it can be recalled that a major shareholders’ meeting held in 2006 was punctuated with dilemma when Nardelli commanded that the meeting would be held for about thirty minutes. Shareholders in the meeting were also supposed to be restricted to only a single question. In addition, a speaker’s microphone would be switched off exactly after one minute elapses. This implied that they were allowed to speak for one minute only during the meeting. To a large extent, consensus building was never a concern for Robert Nardelli. Worse still, he lacked the ability to communicate effectively when disseminating important information. He facilitated the institution of part time employees who took the position of full time workers. This move resulted into a lower employee overhead and an improved gross margin. The Home Depot brand was also changed dramatically by Nardelli. One of the reasons for taking this action was that employees lacked adequate motivation in the course of delivering their duties. He also argued that customers found it difficult to located items even though the process was supposed to be swift (Charan, 2006). According to the leadership trait theory, the success of leaders at workplace is largely dependent on certain inborn traits that may hardly be acquired through formal training. The theory affirms that true leaders are born. In the case of Robert Nardelli, it can be seen that his commanding nature was inborn and an internal trait. The behavioral theory argues on the opposite line of thought. It states that leaders are not born, rather they are made. The theory continues to affirm that learnable behavior that can be vividly defined is usually part and parcel of successful leadership. It is possible that Nardelli applied some of the acquired leadership styles while at the helm of Home Depot. For example, the significant rise in the profitability of the firm was directly occasioned by sufficient training on financial management. Inherent capabilities or inborn traits are not sought by behavioral theory. The actual performance or actions of leaders is the main focus when it comes to behavioral theory. Needless to say, people should be in a position to act in a similar manner if success can be described in terms of individual actions. Perhaps, this appears to be the main weakness of this theory. Nonetheless, situational and contingency leadership theories profess that successful leadership does not depend on any given leadership style. In other words, any leadership format can be used to run an organization (Baack, 2012). Hence, Nardelli’s style of leadership was appropriate according to these theories. It is possible for a given leadership style to be appropriate in one scenario but inapplicable in another. From the above discussions, it can be concurred that Nardelli’s leadership or management style was unethical to some extent. In spite of the fact that Home Depot needed to regain its profitability, he should have employed a more democratic style especially in situations that demanded consensus. The worst case scenario was witnessed when he authorized microphones to be switched off exactly after one minute. Second, Nardelli failed to create a harmonious working relationship with the rest of the employees. It is not possible to be ethical as a leader while at the same time fail to develop a unified team. Effective leaders are supposed to seek the input of the subordinates before major decisions are made. It is interesting to learn that the performance of an organization may not necessarily be proportional to the management style in place. To make this point clearer, Home Depot grew substantially irrespective of the dissatisfied employees and shareholders who thought that Robert Nardelli was mismanaging the organization (Merrifield, 2003). On a final note, Nardelli’s leadership style was also unethical because he dramatically directed his effort to minimally reward employees. In any case, part time workers have fewer privileges than full time employees. An organization that does not want to hire permanent workers is highly likely to be exalting unethical practices. For instance, part time employees may not enjoy the benefits of joining trade unions or being pensionable. References Baack, D. (2012). Organizational behavior . San Diego, CA: Bridgepoint Education, Inc. Charan, R. (2006). Home Depot’s blueprint for culture change. Harvard Business Review, 84 (4), 60-70. Grow, B., Foust, D., Thornton, E., Farzad, R., McGregor, J., & Zegal, S. (2007). Out at home depot . Web. Merrifield, B. (2003). What distributors can learn from home depot’s woes. ISHN, 37 (5).

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Write an essay about: Alibaba is a company that is based in China, and it provides online business services to its clients. E-commerce has become increasingly common in organizations following the current advancements in technology. Technology has led to the establishment of organizations like Alibaba, whose core business is e-commerce. The company has adopted a generic strategy, as well as a grand strategy that has been guiding its business activities.

Alibaba is a company that is based in China, and it provides online business services to its clients. E-commerce has become increasingly common in organizations following the current advancements in technology. Technology has led to the establishment of organizations like Alibaba, whose core business is e-commerce. The company has adopted a generic strategy, as well as a grand strategy that has been guiding its business activities.

Business-Level Strategy: Alibaba Essay Table of Contents 1. Introduction 2. Alibaba’s Generic Strategy 3. Alibaba’s Grand Strategy 4. Strategic Options that Seem Viable for Alibaba 5. Strategic Recommendation(s)/Conclusion 6. Works Cited Introduction There has been an increased level of business competition in the business environment as a result of the highly dynamic nature of the current world, as well as the rapidly changing customer needs. The advancement in technology has also been a factor that has contributed to the increase in the level of competition. Organizations find themselves under pressure because they need to maintain their high performance, despite the stiff competition facing them (Hill and Jones 10). They strive to emerge the most competitive or get the highest share of the market to maximize their sales and profitability. A business organization that needs to be in a position to compete favorably is required to have a strategic plan that is usually developed by the strategic managers. Strategic management usually constitutes the formulation of the primary objectives that a company wants to achieve in a specified period (Hill and Jones 11). The plan outlines how the objectives are to be achieved, given the available resources, internal, as well as the external environment in which the business is operating. Strategic management typically provides direction on how the organizational goals will be achieved. It also generates policies and guidelines on how the available resources should be allocated to maximize the company’s potential. In business, there could be business level strategies that generally guide the operations of that specific company. This essay will focus on the business level strategies of Alibaba. Alibaba is a company that is based in China, and it provides online business services to its clients. E-commerce has become increasingly common in organizations following the current advancements in technology. Technology has led to the establishment of organizations like Alibaba, whose core business is e-commerce. The company has adopted a generic strategy, as well as a grand strategy that has been guiding its business activities. Alibaba’s Generic Strategy The generic strategy that the company has adopted is cost leadership. It is a strategy whereby the company sells its goods at a low price. It is also a strategy that normally targets the mass market. Most customers are willing to buy goods at the lowest possible price, but they want quality products at the same time (Kozami 32). Alibaba has been able to lower its costs of operation through the use of technology. As mentioned earlier, the company’s core business is based on e-commerce. It means that technology is the major factor towards the success of Alibaba’s business. It is imperative to note that technology has been essential in the cost reduction of many organizations across the world. Alibaba is a company that sells goods at a relatively small price. First, it has been able to reduce its operations costs because the costs that are related to stock are either not incurred, or they are very low. The company does not need to have warehouses for storing finished goods. Instead, the goods are displayed on the website, whereby the customers can view them online and make the purchases through the online purchase methods that have been provided on the Internet by Alibaba. Operating as an online business contributes to huge reductions in the cost of holding stock, ordering costs, and other stock related costs. Secondly, the company does not have physical shops or outlet stores. It means that Alibaba does not incur costs like rent for the stores or lease costs. Therefore, Alibaba can cut down its operation costs significantly, as well as other expenses that the company is either able to eradicate or reduce significantly by virtue of being an online business. The benefits are reflected in the selling price of goods and services that the company offers. One important point that should be noted is that the primary objective of the company is to provide a basis through which the Chinese manufacturers can link up with customers from overseas. It means that Alibaba does not actually have its stock, which reduces the operational costs. The buyers from the international market can search for goods manufactured in China through the help of the shopping search engine that is provided by Alibaba. They also can make orders online from the Alibaba website. From the other end, the manufacturers can see the orders and organize deliveries. However, Alibaba charges a small fee for the service. Alibaba enables the manufacturers’ goods to be viewed by many people, thereby increasing the chances of making high sales for the manufacturers. The costs are, therefore, low on the side of the customer. It should be noted that the customers of Alibaba are the manufacturers or companies whose goods are available on the website, as well as the overseas buyers. The international customer does not have to travel all the way to China to make a purchase or view the goods. Therefore, the buyer can reduce costs significantly. On the other hand, the manufacturer does not have to open stores overseas for displaying goods. Therefore, the manufacturer can reduce the operations costs because they are not necessarily required to open stores. The reduction of costs reflects on the selling price of the company’s goods because they are relatively low-priced. Alibaba’s strategy is based on cost leadership; therefore, it aims to lower the operating costs as much as possible. It also targets the mass market where many people can access the website. Alibaba’s Grand Strategy The grand strategy is more or less the same as the corporate strategy of a business. It is a strategy that guides the operations of an enterprise organization and shapes the business, in general. Grand strategies help a business to achieve its long-term goals and objectives. Therefore, in its grand strategy, a business organization should plan all its operations right from its product design and development to liquidation. Different business organizations have different grand strategies, based on the nature of the business and their surrounding situations. The major factors that are notable in grand strategic planning are market growth, product development, strategic alliances, organization development, and turnaround strategies, among others (Kozami 169). The grand strategy of Alibaba is market growth. The company looks into a future whereby it will have more people seeking its services. It wants to expand its services such that users will be in a position to find whatever they want in the website. According to Mr. Joe Tsai, who is the executive vice chairman of the organization, Alibaba wishes to stretch its services to banking, entertainment, education, and travel, among other areas of operations (Carsten and Miller par. 3). The company also wishes to develop a mobile application whereby customers will be able to purchase mutual funds from Alibaba using their phones. In addition, the company aims to offer insurance services whereby customers will be able to safeguard their homes using insurance cover that will be referred to as the Alibaba Insurance. It will also create an Alibaba credit card that will facilitate the ordering process and speed up delivery of the ordered goods. Alibaba wishes to reach as many customers as possible in the future. It wants to expand its market in any area that will be effective in increasing the number of users that will be visiting the website in the search for various services. Once the company can expand its market, it will be in a position to increase the sales and revenue it gets from the services it offers. There are a number of advantages that are associated with the grand strategy that Alibaba has sought to adapt. The market growth strategy is a strategy whereby the company bears a very low risk in relation to other grand strategies. The company can decide to expand its market through expanding the market niche of its products. It means that Alibaba will not have to invest in research and development or create new products; this lowers risks significantly. On the other hand, the company can decide to develop new products with the aim of expanding its market. Expansion should come after a comprehensive market feasibility study to determine what the market needs. If the company conducts the market feasibility study, then it lowers the risks as it is sure of what the market needs before developing or producing the same. In the case of Alibaba, it does not need to establish links with various manufacturing and service companies. Consequently, it will be able to provide the various services to the different customers and expand its market growth. The company will face very small or no risks in executing this strategy. How Well Alibaba’s Current Strategy is working and the Major Strategic Issues that Management Needs to Address Having been established in the year 1999 and grown to become one of the largest e-commerce companies in the world, it is an indication that Alibaba’s strategy is working in its favor. It is an approach that has enabled Alibaba to achieve its objectives, both in the short-run and in the long-run. The cost-leadership generic strategy has helped Alibaba acquire many customers, thereby maximizing its sales and revenues. Alibaba helps in simplifying the process of buying goods sold through its website without compromising the quality. The simple process of purchasing items on the website could, probably, be the major factor that has led to the company achieving the success it has acquired today. It is expected that pursuing this strategy will lead to more success in the future. On the other hand, the grand strategy of Alibaba is to expand its market in the future and get as many users as it can. It is also a strategy that is highly viable. It puts Alibaba in a prime position for success in the future by the virtue of it being a low-risk strategy. It is important to note that managers of organizations are always looking for ways that can increase the business performance, but maintain as little risk as possible at the same time. Managers aim to maximize returns at the lowest risk possible (Kozami 34). Through its current grand strategy, Alibaba will be able to reduce the risk and at the same time increase its users and its performance. The strategy is working for the company, as Alibaba has been engaged in various additional services, such as the venture into the entertainment industry, among others. The only major strategic issue that the management of Alibaba should, probably, address is the market growth strategy. In the growth strategy, Alibaba’s management might need to invest in more research and development. The company may need to understand the current market trends, the changing needs of customers, and the varying demands of goods and services. In doing so, it will be in a position to offer products and services that the market needs, rather than offering many services that may not be required by the customers. The market research should consider the fact that the needs of clients are changing rapidly, thereby calling for organizations to be highly dynamic. Organizations that fail to evolve with the needs of the clients stand a high chance of being rivaled. Strategic Options that Seem Viable for Alibaba First, it should be noted that the current generic strategy best fits Alibaba. Moreover, it may not be feasible to adopt other generic strategies. For instance, it might be difficult to adopt the differentiation strategy, given the fact that Alibaba does not produce goods on its own. Moreover, it would be difficult to influence the quality of products. In addition, it would not be easy to limit the availability of the website to specific classes of customers. Therefore, the cost-leadership strategy could be the only viable generic strategy for Alibaba to adopt. On the other hand, Alibaba has a viable option in its grand strategy. It can opt to adopt strategic alliances as a grand strategy. This is a strategy that will more or less serve a similar purpose as the current market growth strategy. In the strategic alliance strategy, the company will seek to collaborate with other organizations that have goods or services that will boost its operations. Strategic Recommendation(s)/Conclusion Alibaba has been able to achieve great success in its operations over the years. It is an indication that Alibaba has a strategy that has been working well. The cost leadership strategy has been highly successful for the company. In fact, this could be the only viable generic strategy that the company has because the others, differentiation and focus strategies, might difficult to even integrate or establish in its operations. The grand strategy has also been successful and helped the company achieve its objectives. However, I would recommend that the company should combine its market growth strategy with the strategic alliance strategy. Although either of the two strategies would achieve good results, a combination of the two would increase the magnitude of success because the company would be able to expand its market growth. At the same time, it would also be able to create alliances with other business organizations that would boost it in its strategizing activities. Alibaba would collaborate with organizations that would complement its operations. This would have an enormous impact in terms of organizational growth and development, as well as goal achievement. Alibaba, therefore, does not need to change its current strategy, but it may opt to combine the two strategies, which are market growth strategy and strategic alliances for better results. Works Cited Carsten, Paul, and Matthew Miller. Alibaba’s Grand Vision for E-Commerce Empire Includes Insurance Wells Media Group, 2014. Web. < https://www.insurancejournal.com/news/international/2014/04/03/325351.htm > Hill, Charles W. L., and Gareth R. Jones. Strategic Management . Mason: Cengage Learning, 2012. Print. Kozami, Azhar. Business Policy and Strategic Management . New-Delhi: McGraw-Hill Published, 2005. Print.

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Provide a essay that could have been the input for the following summary: The essay discusses the importance of considering the environment in an organization's quest to achieve business excellence. It further highlights the need for organizational managers to develop an economic perspective of the business strategy by adopting different mediums.The importance of considering the environment in an organization's quest to achieve business excellence is discussed in the essay. It further highlights the need for organizational managers to develop an economic perspective of the business strategy by adopting different mediums.

The essay discusses the importance of considering the environment in an organization's quest to achieve business excellence. It further highlights the need for organizational managers to develop an economic perspective of the business strategy by adopting different mediums. The importance of considering the environment in an organization's quest to achieve business excellence is discussed in the essay. It further highlights the need for organizational managers to develop an economic perspective of the business strategy by adopting different mediums.

Business Partners, LLC Strategic Environment Term Paper Introduction Strategic management comprises a critical component in an organization’s quest to achieve business excellence. Thus, it is imperative for organizational managers to consider the environment in their strategic management context. According to Faulkner and Campbell, the strategic environment comprises diverse environments, viz. the firm, the competitive environment, business unit environment, and the industry environment (232). To exploit the business environment successfully, it is imperative for organizational managers to undertake a comprehensive environmental analysis. Faulkner and Campbell further affirm that it is paramount for organizational managers to develop an economic perspective of the business strategy by adopting different mediums (237). One of the models that an organization can adopt is the Structure, Conduct Performance [SCP] model. Using the SCP model enables organizational managers to evaluate the technical and economic conditions, which constitute the industry structure. Faulkner and Campbell further corroborate, “the industry structure is characterized by factors such as the numbers of buyers and sellers, the concentration of the industry, level of product differentiation, cost structures, and the degree of vertical integration and barriers to entry” (237). The industry structure has a significant impact on a firm’s behavior such as its determination of the pricing, product, distribution and promotion strategies, research, and innovation amongst other factors that contribute to the overall industry performance. The Organization for Economic Cooperation and Development (OECD) asserts, “Industry level analysis sheds further light onto issues that might have been ignored by other macro-level analysis models” (11). The industry structure influences an organization’s performance. Furthermore, it provides organization’s managers with an insight into the process of formulating strategies. To attain long-term competitiveness, it is essential for organizations to focus on increasing entry barriers, overcoming competition, and attaining a high competitive advantage (Porter 79). Business Partners, LLC is a credit union servicing organization that was established in 1995 under the name ‘Strategic Partner’. The firm operates in the US financial services industry under the tenure of 16 credit unions. However, the main principle owners include Public Service Credit Union [PSCU], Great Lakes Credit Union [GLCU], and Farmers Insurance Group Federal Credit Union [FIGFCU]. The CUSO’s main offices are located at Chatsworth, California (Herter par.2). The firm’s operations mainly entail the provision of underwriting services, loan participation, loan origination, quality control, and servicing (Business Partners par. 1). The firm is focused on attaining long-term success in the US CUSO industry. However, to achieve this goal, the firm must continuously evaluate the industry structure to formulate effective business strategies and policies. This paper presents an application of industry –level analysis to Business Partners CUSO using the Porter’s five forces. Company Profile Since its inception, the firm has succeeded in enhancing its operational efficiency and profitability. The firm has gained remarkable market success over the years because of increased recognition on the contribution of credit unions to the country’s economic growth. The firm’s partnership with credit unions has remarkably improved its ability to offer affordable and high quality business services. Through its operation, Business Partners has been able promote the establishment of an effective financial infrastructure for brokers and lenders, hence fostering the growth of a comprehensive loan portfolio (Business Partners par. 2). Therefore, the firm has fostered the provision of credit financial services to its members who might not have the capacity to receive financial services from conventional financial institutions. Business Partners, LLC offers loan services to clients, who are mainly comprised of institutional customers. Customers have to secure the loan using income property such as retail, industrial, and special purpose property. The firm mainly offers loans within the range of $750,000 and $15,000,000. It ranks amongst the largest CUSO members in the United States. Currently, BP serves over 150 credit unions in the US. The firm focuses on providing confidence to their clients with reference to lending needs (CU Insight par.3). Over the years, the Business Partners CUSO has developed optimal competitive advantage in its service delivery process. Thus, the firm has improved its capacity in assisting its clients to enhance their income, diversify their loan portfolio, and to expand their asset base. Furthermore, the firm assists its consumers in gaining a high competitive advantage by providing them with optimal market expertise and intelligence in addition to offering client diverse lending support services (Business Partners par. 2). In an effort to cope with the changing business environment, Business Partners CUSO is continuously implementing changes in its strategic management practices. The firm has adopted a customer-focused approach by collaborating with credit unions in order to gather market intelligence (Samaad par. 3). This strategy has considerably improved the firm’s capacity to offer products that are aligned with the credit union’s portfolio needs. Furthermore, the firm recently appointed a new Chief Executive Officer, Pam Easley, who will be charged with the responsibility of optimizing the firm’s underwriting and lending capacity (Samaad par. 3). Financial Services Industry The financial services industry in the US constitutes a fundamental component in the US because it fosters the establishment of health demand and supply sides within the industry. Furthermore, it also provides consumers and investors an opportunity to access diverse financial services such as credit finance. Corporate credit unions are incessantly experiencing a challenging businesses environment that can adversely affect their overall financial position (1). For example, the industry was adversely affected by the recent global financial crisis. However, the economic recovery that is being experienced in the US has remarkably influenced the growth of the financial services industry as evidenced by the growth in the level of year-on-year borrowing amongst the US households from 1.3% in 2013 to 1.6% in 2014 (Callahan & Associates par.2). Subsequently, the level of year-over-year loan growth has increased by a 10.3% margin. The figure is double the rate of deposit growth. Moreover, the industry has also experienced a remarkable growth in the size of its membership. The firm had over 100 million members who represented a 3.1% growth from September 2013. Industry asset growth also experienced a growth by a 5.1% margin by the end of September 2014. It is estimated that all CUSO’s in the US hold loans worth over $705 billion. According to Porter, “understanding the competitive forces and their underlying causes reveals the roots of an industry’s current profitability whilst providing a framework for anticipating and influencing competition and profitability over time” (80). Therefore, developing a comprehensive understanding of the prevailing industry structure is vital in steering an organization towards a strategic position. The competitive forces vary across industries. As a result, it is imperative for organizations to conduct industry-specific analysis. The most powerful aggressive factor controls a business’ degree of productivity. Porter’s Five Forces Sahaf asserts, “The competitive environment is one of the major forces that shape the marketing approach and strategies of firms within an industry” (59). Therefore, it is crucial for organizational leaders to assess the competitive environment to formulate optimal business and corporate level strategies successfully. Business Partners’ operations are significantly influenced by changes in the external business environment that shape the industry structure as evaluated herein. Internal Industry Rivalry Porter affirms that the degree of rivalry within an industry is influenced by diverse elements such as the rate of new product introduction into the market, the effectiveness of the industry players in creating market awareness of their products and services, and the adopted pricing strategies (85). A high degree of industry rivalry significantly reduces the level of profitability. Porter further affirms that the intensity of competition in an industry can be serious if the number and size of firms in the industry is large (85). Under such situations, the industry players tend to adopt ‘cannibal’ business strategies in their pursuit of a high competitive advantage. Furthermore, most of the industry’s players focus on attaining a high level of market leadership by achieving and exceeding the level of economic performance that prevails within the industry. Business Partners, LLC operates in an industry that is characterized by intensive competition because of the high profitability potential. Thus, both large and small industry players whose operations are aimed at exploiting the existing economic profit dominate the industry. Some of the major industry players include Primary Financial Company, LLC, CNBS Incorporation, LLC, CenCorp Business Solutions LLC, CU Business Group LLC, Charlie Mac, LLC, Centennial Lending LLC, and Credit Union Direct Lending amongst others (GOA 67). The large number of firms within the industry has significantly increased the degree of concentration. The US financial services industry is highly fragmented because of ratification of the Gramm-Leach-Bailey Act in 1999. The Act increased the level of liberalization within the financial services industry. Thus, firms that are established within the industry have the discretion to spread their operations into diverse business lines. Credit unions in the US are continuously improving their product portfolio in an effort to offer customers a balanced product portfolio (Business Wire par. 3). Subsequently, the firms are able to provide customers with a comprehensive loan portfolio. According to Porter, price competition is a major characteristic in an industry that is characterized by a high degree of rivalry (85). Thus, a high degree of rivalry is extensively destructive to an organization’s profitability. However, the situation is worsened if firms compete based on price. This situation mainly occurs if the industry players provide closely identical products, which reduce the switching cost amongst the target customers. Competitors engage in intensive ‘price wars’ by reducing the prices of their products in order to develop a strong customer base. Porter says, “Price cuts are usually easy for competitors to see and match, thus making successive rounds of retaliation likely” (85). Intensive competition based on the product price hinders consumers from paying attention to product features. A study by GOA shows that corporate credit unions have increasingly diversified their product/service portfolio. Some of the offered services include education and training, check services, ATM card services, e-services, funds management services [financial services], and correspondence services amongst other services. Therefore, the intensity of competition with reference to product differentiation and hence the degree of rivalry has increased remarkably. Furthermore, industry players are adopting aggressive growth strategies such as acquisition. For example, in 2008, CUSO Development Company, LLC announced its acquisition of Bellwether Community Credit Union of Manchester whose financial base was estimated to be $284 million. Furthermore, the firm acquired Belvoir Federal Credit Union of Woodbridge whose financial base was estimated to be $238 million. The adoption of acquisition strategy has remarkably improved the degree of rivalry (Callahan & Associates par. 4). Threat of Entry The attractiveness of an industry increases the threat of entry. According to Porter, entry of new firms into an industry stimulates the industry players’ motivation to gain a high market share in order to sustain their competitive advantage (80). For example, attaining a high market share, for example by focusing on economies of scale improves an organization’s competitive edge. Furthermore, Porter asserts that new entrants puts pressure on the average cost of operation, product prices and the industry’s commitment towards new investments (80). New entrants also affect an industry’s profitability. A high threat of entry pressurizes the incumbents to adjust their product prices downwards in order to deter competition. Porter emphasizes that the prevailing entry barriers determine the threat of entry into a particular industry (80). Therefore, an industry that is characterized by low entry barriers is more likely to depict a high rate of entry compared to one that has high entry barriers. The threat of new entrants into the US CUSO industry is high because of its profitability potential. According to Porter, it is essential for a firm to create optimal entry barriers in order to sustain its market position and hence the level of profitability (81). Barriers of entry can be achieved by focusing on a number of aspects. The first source relates to the supply-side economies of scale, which is achieved if an organization is able to undertake mass production at a relatively low cost per unit. Supply-side economies of scale act as an effective entry barrier because such economies hinder the entry of small firms. To compete with a firm that has integrated this entry barrier, new entrants are usually forced to venture into the industry through a large-scale operation. Business Partners, LLC has successfully adopted supply-side economies of scale in its operation. The firm has achieved this goal by investing in an extensive distribution network. For example, currently, Business Partners, LLC serves over 150 credit unions in the US (Business Wire par. 1). Furthermore, admission obstruction can be increased by the level of asset necessity. Joining some industries requires a relatively high financial capital compared to others. The US CUSO industry is characterized by varying financial requirements. Appendix 1 illustrates the financial requirement that a particular CUSO can serve and the number of credit unions that a firm can serve. According to appendix 1, the financial requirement of a credit union ranges between less than $10 million to over $1 billion (GOA 6). Therefore, small credit unions can easily join the industry in an effort to exploit the industry’s economic profit. However, Business Partners, LLC focuses on limiting the threat of entry. This goal has been achieved by establishing a strong financial base. For example, the firm can offer loans of between $750,000 and $15,000,000. This achievement increases its competitiveness significantly. Additionally, the firm has developed a strong market reputation, which has improved its competitive advantage as one of the leading credit unions in the US. Porter asserts that potential new entrants are likely to withdraw their entry decisions if they understand that the incumbents are likely to implement extensive retaliation measures (82). The decision to withdraw the entry decision may be motivated by the fact that the new entrant might not be in a position to exploit, attain, and maximize the industry’s economic profit. Porter further affirms that an organization’s capacity to establish effective entry barriers is influenced by its resource capacity (82). According to Samaad, Business Partners, LLC’s financial strength has remarkably contributed to its ability to sustain its competitiveness (par.3). For example, the firm has invested in improving its technology in addition to diversifying its lending services amongst its credit unions to commercial real estates. This move has played a fundamental role in the company’s restructuring efforts (Samaad par. 3). Threat of Substitutes/ Support from Complements The attractiveness of an industry is directly influenced by the threat of substitutes. Most industries are characterized by varying degrees of threat of substitute (Gimbert 66). The threat of alternatives is influenced by diverse factors such as the cost of switching to a competing product. According to Porter, a low cost of switching increases the likelihood of switching to a competing product (85). Numerous firms that cover diverse financial services characterize the US CUSO industry. Therefore, the cost of switching to another financial service provider is relatively high. Some of the services that are offered by CUSO firms vary. However, the main categories include check services [check loss reduction, teller check, money order settlement, check collection, share draft processing, and travelers check conversion]. They also comprise card services [debit and credit card issuing, ATM card issuing], funds management services [corporate checking accounts, account management, and statements, asset/liability management, derivative hedging, loans/lending, investment advisory, derivative hedging, and money market accounts] (GOA 65). Moreover, the credit unions also offer miscellaneous financial services such as cash letter credit and securities safekeeping. It is estimated that over 53.9% of all CUSO members operate a checking account. This observation illustrates that CUSO members increasingly perceive their organizations as primary financial institutions (Callahan & Associates par.2). In the course of its operation, Business Partners, LLC has diversified its operations into underwriting, loan participation, loan origination, and servicing. Therefore, the industry is characterized by the existence of close substitutes, meaning that the rate of changing is relatively insignificant. The available products vary based on price. In addition to the intense competition within the CUSO industry, the industry also experiences a high threat of substitute from other firms that are established within the consumer finance industry that offers diverse financial services to consumers. Examples of such firms include pawn companies, leasing companies, banks, and credit card companies. Firms that are established in the industry are also diversifying their operations, hence providing customers with a wide range of close substitutes (Callahan & Associates par. 4). For example, companies in the manufacturing industry such as the General Motors, International Business Machine, Microsoft Incorporation, and Sony Incorporation are increasingly diversifying into the financial services sector. Consequently, the industry is likely to experience remarkable growth with regard to threat of substitutes. In its quest to achieve an optimal market position, Business Partners, LLC has adopted the focused differentiation strategies. The decision to adopt this strategy has been instigated by the need to ensure that its products are optimally differentiated. To achieve this goal, Business Partners, LLC has formed a well-experienced credit review committee that comprises Credit Lending Officers of the respective credit unions. The responsibility of the CLO is to ensure that the company’s products such as the loans are specifically designed to meet the lending criterion as stipulated by Business Partners, LLC (Samaad par. 8). Furthermore, the company has also adopted the concept of outsourcing to improve its expertise on management of credit services. Business Partners’ commitment towards improving the level of expertise in managing financial credit services has considerably improved the firm’s corporate reputation. For example, the firm ensures that every loan is comprehensively reviewed to ensure that the level of its risk tolerance is aligned with the company’s guidelines. Thus, the firm has been able to differentiate its products successfully by entrenching a high level of confidence with reference to the quality of its financial services such as underwriting (Samaad par. 8). Power of input suppliers Porter affirms that suppliers can increase their ability to influence the market by setting high prices (82). Alternatively, Peng says, “suppliers can increase their input power by reducing the quality of their products and services” (41). Suppliers derive their power from four main sources. First, the number of suppliers in an industry determines the supplier power. Therefore, an industry that is dominated by a relatively small number of suppliers is likely to have a high supplier power. In such situations, the supplier input power arises from the suppliers’ ability to integrate monopolistic tendencies (Peng 41). Secondly, suppliers can also achieve a high power if they offer unique and differentiated products, meaning that there are no close substitutes. The third source of supplier power arises if an organization can successfully integrate the concept of forward integration. Suppliers can attain forward integration by adopting direct distribution strategy, for example by establishing distribution stores. Despite the intense competition in the financial services industry and the degree of industry concentration, the power of input suppliers has remained moderate due to the adoption of forward vertical integration. Nieman and Pretorius define forward vertical integration as a technique in which a firm purchases its customers in an effort to control distribution (112). The concept of forward integration is mainly adopted by large credit unions. Business Partners, LLC has adopted the concept of forward vertical integration by investing in a comprehensive growth strategy, which involves acquiring other credit unions. The CUSO partnered with Sierra Point Credit Union in 2004, whose capacity is estimated to be $27 million. The firm expects to sustain this partnership into the long term. Consequently, the CUSO has developed optimal market dominance in South San Francisco. Therefore, the concept of forward integration has significantly enabled the CUSO to attain a high power in supplying credit services because of its financial strength and volume (Samaad par. 3). Power of Buyers According to Sahaf, the power of buyers refers to consumers’ ability to influence organizations’ operations, hence meeting their interest (64). Therefore, power of buyers determines the extent to which consumers influence the value that is offered by buyers. Some of the ways through which the power of buyers is depicted entails the ability to influence product prices and the quality of the offered product. The power of buyers is influenced by diverse factors such as the number of buyers, the extent of backward integration, and the proportion of the incurred costs. The power of buyers in the financial services industry is relatively low. The low buyer power emanates from the fact that several buyers characterize the industry. The situation reduces buyers’ ability to influence suppliers. Due to the low power of buyers, the relationship between credit unions and their customers is based on a win-win situation. Therefore, negotiations between credit unions and customers are based on a situation that is intended to benefit both parties. Before offering credit financial services, the credit unions engage in a comprehensive evaluation of the clients’ creditworthiness, which entails analyzing the clients’ ability to repay the loan. Assessing the degree of creditworthiness is fundamental in determining the risk of default, which can adversely affect an organization’s financial position. In an effort to eliminate the risk of default, Business Partners, LLC has instituted a well-experienced credit review team that is charged with the responsibility of assessing that the advanced loans meet the predetermined loan criterion (Samaad par. 8). However, the large number of industry players increases the power of buyers. Therefore, consumers can adjust to credit unions depending on the superiority of the offered commodities and services. The low switching cost motivates credit unions to integrate competitive pricing strategies to attract clients. Conclusion Understanding the prevailing industry conditions is paramount in the process of formulating business strategies and policies. One of the aspects that should be considered in undertaking industry-level analysis entails the intensity of competition, which can be attained by assessing the industry’s structure. The above analysis shows that the CUSO industry is characterized by intense competition, which is illustrated by Porter’s five forces. First, the large number of industry players has led to an increment in the degree of concentration and hence rivalry. Firms that are established within the industry vary with reference to their size and financial strength. Therefore, the industry players can be ranked based on follower, challengers, and leaders. Business Partners, LLC has successfully positioned itself as a market leader as evidenced by its financial capacity and the number of credit unions under its management. The industry players offer closely related products, which reduce the cost of switching amongst customers and hence the degree of rivalry. The study also highlights that the CUSO industry is characterized by low power of buyers because of the relatively large number of consumers. Subsequently, buyers’ actions cannot influence the credit union’s behavior. Conversely, the power of input suppliers is moderate because of the crucial nature of the financial services that are offered to consumers. Despite the degree of rivalry within the US financial services industry, the CUSO market segment is characterized by moderate power of input suppliers, which has originated from the increased adoption of forward vertical integration. The leading CUSO companies such as Business Partners, LLC are increasingly implementing the concept of forward integration strategy by acquiring major firms in an effort to control the distribution network. This strategy has played a fundamental role in enhancing the company’s competitive strength. Furthermore, the concept of forward integration has increased Business Partners’ supplier concentration by improving its distribution network. The high profitability potential within the CUSO industry has led to a remarkable increment in the threat of entry. Despite the adverse economic effects of the 2007 economic recession, the industry has experienced a significant recovery, which is evidenced by its growth. Subsequently, the industry is characterized by a high potential of entry by new firms in their quest for economic profit within the industry. However, Business Partners, LLC has succeeded in incorporating entry obstructions in an effort to sustain its prosperity. One of the ways through which this goal has been attained entails investing in a comprehensive distribution network. For example, the firm serves over 150 credit unions in the US. The move has remarkably improved the company’s supply-side economies of scale. Additionally, the firm has developed a strong financial base, hence increasing its capacity to implement retaliation measures to curb the moves by new entrants. In addition to the above elements, the industry is also characterized by a high threat of substitutes emanating from the intense competition. In an effort to attain a competitive market position, industry players have extensively invested in product diversification. Subsequently, most of the credit unions in the US offer closely related products, which reduce the switching cost amongst consumers. Moreover, other financial service companies such as pawn companies, credit card services, and lease companies have diversified their product offering, hence increasing the substitute products. To improve its long-term competitiveness, it is imperative for Business Partners, LLC to analyze the industry structure continuously. The analysis will provide the firm with critical insight regarding the prevailing industry changes. Thus, the firm will be in a position to integrate the necessary adjustments to its business strategies and policies. In the future, the organization stands a chance of boasting of increased sales volume. It will also emerge as the global market leader to the extent that other industries will want to emulate its successful business strategies. Works Cited Business Partners. About Us, 2014. Web. Business Wire. Business Partners, LLC names financial services veteran Pamela C. Easley president and chief executive officer, 2014. Web. Callahan & Associates. Credit unions , 2014. Web. CU Insight. Business Partners, LLC makes waves under new ownership , 2013. Web. Faulkner, David, and Andrew Campbell. The oxford handbook of strategy; a strategy overview and competitive strategy . Oxford: Oxford University Press, 2006. Print. GOA. Corporate credit unions competitive environment . New York, NY: National Credit Union Administration, 2004. Print. Gimbert, Xavier. Think strategically . Basingstoke: Palgrave Macmilan, 2011. Print. Herter, Mark. Business Partners, LLC makes waves under new ownership . 2013. Web. Nieman, Gideon, and Marius Pretorius. Managing growth; a guide for entrepreneurship. Cape Town: Juta Academic, 2004. Print. OECD. Understanding economic growth; a macro level, industry level and firm level perspective. New York, NY: OECD Publishing, 2004. Print. Peng, Mike. Global strategy. Mason, Ohio: Cengage Learning, 2014. Print. Porter, Michael. Competitive strategy; techniques for analyzing industries and competitors. Chicago: Simon and Schuster, 2008. Print. Sahaf, Musadiq. Strategic marketing; making decisions for strategic advantage . New York, NY: PHI Learning, 2008. Print. Samaad, Michelle. Business partners CEO writing new chapter . 2014. Web. Samaad, Michelle. Business Partners CUSO has loyal customer in Sierra Point CU . 2013. Web. Samaad, Michelle. Business Partners sees hope , 2013. Web. Appendix 1 Size of credit union Number of credit unions Over $1 billion 0-65 $100 million -$1 billion 3-232 $10 million -$100 million 3-359 Less than $10 million 0-553 Source: (GOA 66)

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Write the full essay for the following summary: Business process management and reengineering evaluation essay discusses the importance of business process management and reengineering in modern organizations. The essay explains the difference between business process management and business process reengineering, and the benefits of each approach.

Business process management and reengineering evaluation essay discusses the importance of business process management and reengineering in modern organizations. The essay explains the difference between business process management and business process reengineering, and the benefits of each approach.

Business Process Management and Reengineering Evaluation Essay Introduction A few decades ago, many businesses experienced slow change or remained static due to poor management or non-visionary leadership practices. However, an enormous difference exists between the ancient and current business scenarios. Contemporary organisations are characterised by tremendous changes due to continued innovation in the field of technology. This situation has ensured a neck-to-neck competition among various business entities. Highly performing businesses have to adapt to the ever-shifting plans and processes that are implemented to capture new market niches. Various changes in management orientations have led to emergence of practices such as Business Process Management (BPM), Business Process Reengineering (BPR), and Enterprise Integration (EI) among others. This article reviews two organisational approaches that include Business Process Management and Business Process Reengineering by exploring their differences and benefits to modern enterprises. Business Process Management (BPM) and Business Process Reengineering (BPR) BPM is an approach that is systematically implemented in an enterprise to ensure improvement of all automated and non-automated processes. It plays a crucial role in linking together all the activities in the entity. For example, there must be a well-stipulated collaboration between the organisation, information technology, and staff. This approach is accomplished to align the staff with varying business processes and information (Ryan, Stephen, & Wah 2009). In addition, BPM ensures that the enterprise is able to define, apply, and manage all its activities that pertain to interactions among employees and implementation of various types of applications. This situation promotes efficient handling of the vast dynamic change procedures and processes (Ryan, Stephen, & Wah 2009). Business process management must portray features that include modelling of methods that dictate the development and performance of various applications and integration of technologies. For instance, the management of technological business processes demands deployment of competent personnel who can use the internet to retrieve data and display information with a view of maintaining efficient running of all processes in the organisation (Chen, Chiang, & Storey 2012; Ryan, Stephen, & Wah 2009). BPM must also exhibit a thoroughgoing monitoring technique of various business activities. The reports of these activities must be shown promptly to ensure smooth and express flow of information (Chen, Chiang, & Storey 2012). Most performing managers practice BPM through warranting effective re-designing, implementation, documentation, monitoring of activities, control, and measuring of any activities that are carried out. Such managers also embrace flexibilities through the BPM cycle that includes vision, design, modelling, execution, monitoring, and optimising processes (Leymann, Roller, & Schmidt 2002). This situation ensures efficient implementation of change processes with a view of achieving organisational goals. Various components that managers who practice BPM should consider include laying out robust platforms for modelling and implementing applications and business rules (process engineering). They should also apply proper business analysis with a view of identifying management issues, current trends, and opportunities. Figure 1: showing sample Business Process Management with respect to Information Technology (Gulledge & Sommer 2002). The reaction to such issues is paramount to the overall success of the organisation (Ravesteyn & Ronald 2010). Other components that have to be considered in BPM include proper handling and management of contents that pertain to proper documentation of company information. However, modern businesses are highly advised to use electronic means for data storage. Lastly, the managers must embrace collaboration through minimisation of barriers that exist among the different departments (Ravesteyn & Ronald 2010). The diagram above summarises how a BPM tool can be implemented in an organisation to improve its processes through integration of activities, systems, and personnel. Business Process Reengineering Redesigning the performance of activities in an organisation is termed as process reengineering. Many enterprises worldwide have implemented business process redesigning to suit organisational goals. Therefore, Business Process Reengineering (BPR) is a rapid and radical change that involves restructuring various business processes or the whole enterprise with an aim of improving production, quality, and cycle time. This process is initiated by the management through formulation of new strategies that are aimed at improving the value of the organisation to meet the consumer needs (Ryan, Stephen, & Wah 2009; Al-Mashari, Irani, & Zairi 2001). The process of reengineering ensures that most of the unproductive aspects such as costly processes that are difficult to implement in production are eliminated. The approach encompasses the reorganisation of the operational aspects of the entity to come up with the relevant cross-functional processes. It also includes the implementation of technology in data processing to improve communication and decision-making processes (Al-Mashari, Irani, & Zairi 2001). However, BPR demands a proper lay out of activities that are in tandem with various factors that affect the operations of the enterprise. At the outset, a refocus must be ensured to include company values that are related to the needs of consumers. Secondly, the processes must be redesigned using the relevant and current information technology systems to guarantee improved production and flow of activities. In addition, the business enterprise must be reshaped to capture the cross-functional and responsible teamwork based on end-to-end processes. Other aspects that the designers must take into account include rethinking of issues that are related directly or indirectly to the organisation, workforce, and overall improvement of the business processes (Caron, Jarvenpaa, & Stoddard 1994). Proper implementation of BPR ensures that enterprises reduce costs and cycle time. This state of affairs is achieved through redesigning the operational processes to get rid of unproductive processes and underperforming employees who implement such procedures (Caron, Jarvenpaa, & Stoddard 1994). Various operational groups that exist in the organisation are rationalised in a way that is relevant to the required expertise to reduce aspects of management layers. This situation promotes the flow of information. It also ensures minimisation of errors during the production processes. Other companies also practice business process reengineering to improve the quality of products through establishment of transparent and clear ownership of various organisational activities. This situation results in effective measurement of personnel performance due to efficient feedback. Other reasons that compel business entities to embrace BPR include improving the competitive nature of the enterprise, expansion purposes, and urge to embrace current technology among others with a view of ensuring the continuance of the enterprise (Caron, Jarvenpaa, & Stoddard, 1994). Figure 2: Sample flow chart of BPR in a company (Aguilar-Saven 2004). Differences between BPM and BPR Business Process Management Business Process Reengineering It re-implements the processes in place It starts from scratch Low risks are involved There is higher risks involved There is a continuous change Change is done at a specific time that is suitable for redesigning processes The time taken to implement the process is less It takes a lot of time to implement BPR The outcome is always continuous The outcome is seen as drastic There are less expenses incurred There are more expenses incurred The culture of the organisation is not changed The culture of the organisation is changed Table 1: The table shows the differences between BPM and BPR. Advantages of Business Process Management The primary advantage of business process management is that it enables efficient planning and alignment of organisational functions to meet the needs of the consumers. It also ensures that the executive management provides clear directions, monitors, and measures the available resources to improve production while minimising costs that are incurred in the process (Jennings, Norman, Faratin, O’Brien, & Odgers 2000). Implementation of the BPM also results in the improved efficiency, minimisation of errors, transparency, and accountability of processes. This state of affairs is achieved through proper monitoring of activities and expenditures. Accurate and timely information is crucial for the management of organisational processes since it promotes opportune formulation of production decisions (Jennings et al. 2000). Another advantage of the BPM is its ability to ensure simplicity and adherence to regulations. This state of affairs is realised through maintenance of clear records that are in tandem with the government protocols concerning the operations of the entity. The updated records ensure cost reductions that can be incurred due to non-compliance. There is also avoidance of wastages that are related to BPM. Regular performance of BPM promotes identification of errors, wastes, and areas that result in inefficiency (Trkman 2010). It also creates safer working conditions. Finally yet importantly, the BPM enables the management to ensure improved production through frequent learning during the operations (Trkman 2010). Summary of BPM and BPR From the above detailed examination of the BPM and BPR, it can be concluded that the two processes are complement each other in the realisation of organisational targets. It is clear that implementation of BPR prompts the enterprise to change its vision, value, and mission. Therefore, organisations should scrutinise this approach in depth to ensure that the risks that are involved in its execution are covered. BPR implementation also leads to restructuring of various critical aspects of the organisation such as the cooperate culture. This approach is different from the BPM, which allows for flexibility. BPM deals with a few processes at a given time. Furthermore, there are no risks involved in implementing BPM. However, more expenses accompany the application of BPR; hence, it increases the operational risks (Leymann, Roller, & Schmidt 2002). Conclusion The article has critically examined BPM and BPR processes that affect the normal operations of any organisation upon their implementation. Nonetheless, it is realised that both of the operational processes are beneficial to the organisation since they are concerned with consumer needs. The BPM technique is more advantageous because it requires less time and cost of implementation. In addition, the strategy does not interfere with the company’s corporate culture. Its outcome is also continuous. On the other hand, the business process reengineering is perceived as expensive and time-consuming. Nonetheless, a drastic change in performance and outcome is always expected upon its application. Therefore, managers should focus on implementing the BPM since it does not interfere with the company’s culture. However, enterprises that require an overhaul of their organisations, a BPR technique can be beneficial, especially when the company culture, location, and values are to be changed. References Aguilar-Saven, R 2004, ‘Business process modeling: Review and framework’, International Journal of production economics, vol. 90 no. 2, pp. 129-49. Al-Mashari, M, Irani, Z & Zairi, M 2001, ‘Business process reengineering: a survey of international experience’, Business Process Management Journal, vol. 7 no. 5, pp. 437-55. Caron, J, Jarvenpaa, S & Stoddard, D 1994, ‘Business reengineering at CIGNA Corporation: experiences and lessons learned from the first five years’, Mis Quarterly, vol. 18 no. 3, pp. 233-50. Gulledge Jr, T & Sommer, R 2002, ‘Business process management: public sector implications’, Business Process Management Journal, vol. 8 no. 4, pp. 364-76. Jennings, N, Norman, T, Faratin, P, O’Brien, P & Odgers, B 2000, ‘Autonomous agents for business process management’, Applied Artificial Intelligence , vol. 14 no. 2, pp. 145-189. Ko, R, Lee, S & Lee, E 2009, ‘Business process management (BPM) standards: a survey’, Business Process Management Journal , vol. 15 no. 5, pp. 744-91. Leymann, F, Roller, D & Schmidt, M 2002, ‘Web services and business process management’, IBM systems Journal, vol. 41 no. 2, pp. 198-211. Ravesteyn, P & Batenburg, R 2010, ‘Surveying the critical success factors of BPM-systems implementation’, Business Process Management Journal, vol. 16 no. 3, pp. 492-507. Trkman, P 2010, ‘The critical success factors of business process management’, International Journal of Information Management , vol. 30 no. 2, pp. 125-34.

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Create the inputted essay that provided the following summary: The government and business participate in the process of executing their respective economic roles. The government plays the role of governing by controlling and directing people on how to carry out their economic activities. Business entities constitute one of the parties within a state, which the government has a share in their operations.

The government and business participate in the process of executing their respective economic roles. The government plays the role of governing by controlling and directing people on how to carry out their economic activities. Business entities constitute one of the parties within a state, which the government has a share in their operations.

Business Regulation: Government or Self-regulation Essay Introduction The government and business participate in the process of executing their respective economic roles. The government plays the role of governing by controlling and directing people on how to carry out their economic activities. The administration controls and guides various state parties or persons who have the power of developing the courses of action. Business entities constitute one of the parties within a state, which the government has a share in their operations. Business entities encompass all organizations that engage in the trading of goods and services. Governments and business entities demonstrate a mutual relationship. Businesses thrive in environments in which the government has established policies to guide their conducts through the enactment and development of authoritative rules or a condition that customarily governs behavior while not curtailing businesses’ fundamental freedoms. For example, businesses must serve the interests of the communities. Thus, the government ensures equal public participation in business processes. Should the government engage in the regulation of all businesses, including their decision-making process and the setting of their policies? This paper addresses the role of government regulation on businesses. The goal is to determine whether businesses should operate as free entities by ensuring deregulation. The Role of the Government in Regulating Businesses The government plays a proactive role in ensuring a fair play of businesses in the process of executing their functions. In all markets, the government regulates the conduct of business players. Indeed, even in liberalized markets, businesses should be monitored to avoid unethical practices among the competing entities. The government safeguards the environment, promotes fair labor practices, and/or guarantees healthier working conditions while at the same time setting the minimum wage for workers. Businesses also have a responsibility of developing their self-regulatory models. However, the government should play the ultimate role in ensuring that the set standards are met and that all stakeholders operate within the laid down regulations. Organizations are established to perform different functions depending on whether they are profit-making or non-profit-making entities. For profit-making organizations, their strategies are developed consistently with the profit maximization behavior in mind. Thus, business strategies are formulated in accordance with the need to enhance the performance of a firm in the short and long term. Rumelt, Schendel, and Teece (2009) provide evidence for this assertion by claiming, “As never before, strategic management academics have adopted the language and logic of economics” (p. 5). The magnitude of profit is one of the most crucial parameters to measure business performance. In this context, neoclassical economics firms are characterized by profit maximization. Such firms make products through the deployment of cost-analysis formulas that ensure that marginal revenues are equal to marginal costs. While increasing profit levels, minimal costs should be less than marginal revenues. Without appropriate regulation, the profit maximization behavior may be explored as a business policy without paying ardent consideration to the negative consequences of their cost reduction strategies on stakeholders. Therefore, the government needs to engage in business regulations to protect the interest of various stakeholders who may be harmed by a business entity when it is permitted to make decisions without appropriate guidance. The government has interest in the regulation of businesses in the context of various issues such as health, safety standard in administrative centers, wages and salaries, advertising, imposition of taxes, and other items that relate to employee fundamental rights. Organizations increase their profits by pushing the maximum number of products to the market. This process involves promotion through advertising. Organizations can engage in unethical practices in advertising simply to make high sales if not controlled by the government. This claim means that through regulation, the government ensures that all marketing efforts guarantee that the target audience gains the highest good from the products. This role is well played out by the US government through its regulation of business entities. For example, FDA has different regulations on the advertisement of pharmaceutical products. In case of advertisements of products with claims, an organization must make a fair balance in the advertisement through the inclusion of the likely risks in “major statement’ and ‘adequate provision’ for access to ‘brief summary’” (Ventola, 2011, p.682). This strategy helps to avoid the transfer of product risks to their intended consumers who are targeted by business entities’ advertising campaigns. In the US, state and federal laws protect individuals and organizations’ intellectual properties (IP). Thus, one of the issues that relate to IP entails theft or infringement of copyright. The IP bears national and international perspectives. National laws and regulations control and protect patents. International conventions guarantee that the licenses have specific rights while also ensuring that laws exist to enforce the rights in contractual relationships. Legal litigation involving IP resolves the question of whether the defendant has copied the claimed work or invention or whether the plaintiff owns the claimed work. Therefore, through regulation by means of legislation, the government ensures that the operations of a business entity do not lead to infringement of other state parties’ rights. These expositions reveal how the government plays the role of ensuring a fair play in business practices and relations through the development and implementation of regulations with which business entities must comply. The government plays an essential role in regulating businesses to ensure environmental sustainability. To this extent, companies are required by state organizations that are in charge of regulating business conducts, especially if they interfere with the environment, to ensure that they produce and distribute green products. Indeed, ensuring sustainable modern supply chains is essential for businesses, especially following the heavy emphasis on producing and giving out green products in the effort to curb environmental degradation. Adopting green business strategies is not only a measure for ensuring sustainable long-term business operations but also a measure for ensuring that an organization behaves and acts in a socially responsible manner. This claim reveals how government regulation can help businesses to develop strategies for ensuring environmental cautiousness by setting acceptable standards in relation to waste generation and disposal. Although individual states have environmental regulations, government agencies and international treaties may also create additional directives. For example, in the US, the Environmental Protection Agency plays the role of enforcing various environmental laws that are enacted by the federal governments. It accomplished this mission through inspections, enhancing, and ensuring transparency and accountability in business operations to the environment. It also guarantees compliance with the established laws. Apart from the environment, the labor sector is another crucial area of government regulation. Businesses face the changing government regulations. In fact, employment and labor constitute one of the areas that the government has an interest in establishing rules in a bid to safeguard the interests and rights of workers. In the US, employment and labor laws relate to the regulation of minimum wages, compliance with health standards, safety in the work environments, equality in terms of accessing employment opportunities, and privacy regulations among other issues. One of the most important mechanisms for regulating employment and labor is ensuring employees’ freedom to choose to remain employed by a business establishment without any coercion. In the US, the government ensures that businesses respect this right through the employment-at-will doctrine. With an exception of Montana, in all regions in the US, employment contracts are guided by the employment-at-will doctrine. In other nations, employment dismissals are based on reasonable causes. States that retain the at-will-presumption assert that the law is essential in respecting contract freedoms and/or ensuring employer reverence. Instead of job security, most employers and employees prefer the presumption. The employment-at-will doctrine holds that employers have the right and freedom of terminating employee(s) at any particular time for whatever reason they deem necessary apart from an illegal purpose and/or when an organization does not incur any liability. The doctrine also allows employees to quit their jobs any time without giving any reason or having to issue a notification. Once they follow this path, they should not face any legal consequence. Government regulations of conducts of businesses through doctrines such as the employment-at-will attract criticisms to the extent that some companies may capitalize on the available loopholes to disadvantage some employees. For instance, the at-will presumption gives employers the freedom to alter employment terms without giving prior notice and/or without attracting any legal consequences. This observation means that employers can change wages and salaries and withdraw certain benefits without any legal liability. Therefore, in the absence of any modification, the laws open employees to the vulnerability of arbitrary dismissals or being called for work without following any schedule to meet the employers’ needs. In many states, including South Carolina, contractual terms modify the employment-at-will doctrine. For instance, employers and employees can enter into contracts with the provision for termination in an event of a cause. In South Carolina and other states, apart from Montana, negotiations for contractual employment terms are mainly done with top-ranking employees only. This situation leaves low-ranking employees with the collective bargaining as the only option for modification of the employment-at-will doctrine that is anchored in employment and labor laws. This case suggests that the adherence to proper principles of protection of employee rights also requires not only government regulations through laws, but also the willingness of businesses to participate with goodwill in the development of policies for protecting employee employment relations. Should the Government Intervene to Protect Culture, Enforce Minimum Wages, Safety Standards, and/or Prevent Unjust Discrimination? Profit-making businesses embrace bargaining economic models in realizing their objectives. The model “presumes that an organization is a cooperative, sometimes competitive, resource distributing system” (Barney 2007, p.68.). Competitiveness in the allocation of resources is enhanced through strategies, for instance, cost reduction in relation to the anticipated returns on investments. In this context, Collins and Jerry (1996) reckon, “Decisions, problems, and goals are more useful when shared by a greater number of people with each decision-maker bargaining with other groups for scarce resources, which are vital in solving problems and meeting goals” (p.87). The proclaimed goals refer to the aims and objectives of an organization as stipulated in the businesses’ action plans and terms. Strategic plans establish action plans that are established in the implementation plan procedures (Barney 2007). The concept of cost reduction that is embraced in business strategic management approaches is analogous or even equal to the cost elements that are used in profit-maximization models. For maximum profits, costs must remain low. In some situations, this process may involve the cutting down of labor costs and/or reduction of benefits provided to employees. Therefore, the government needs to get involved to ensure that businesses provide wages and salaries that can enable employees to live a worthwhile life. Under the principles of corporate social responsibility, businesses have a responsibility to ensure that they do not just serve their interest while ignoring the benefit of other stakeholders. While this situation is expected to streamline business behaviors, checks are essential for businesses that fail to comply with corporate responsibility ethical requirements by exploring discriminatory policies, exploiting employees, and/or failing to ensure safety standards among other issues. Therefore, the government needs to intervene to regulate businesses to enforce minimum wages, safety standards, and/or prevent unjust discrimination. Indeed, safety comprises an essential factor that many governments control across the globe. Protection may apply to workplaces and in products and services. The US government ensures ardent regulation of businesses with respect to product safety. Product safety involves proper product labeling and description of packaged contents. The ingredient that is described on the product label should not only match the contents, but also reveal the substances that are permitted by the Foods and Drug Regulation Administration (FDA) body. The FDA inspects mass-produced products to ensure that businesses meet this ethical requirement. This plan ensures that unethical businesses do not sell unsubstantiated products, which may cause damage to their consumers. The government has the responsibility of ensuring that businesses do not explore discriminatory policies while employing people or evaluating contracts bids. The 2009 data from the US Census Bureau depicted a close relationship between small business populations’ racial and gender characteristic. According to the data, women represented 28 percent of all active contractors. This figure corresponded to 28 percent of their total share of the population of people who engage in small businesses that focus on contracting or subcontracting with federal governments. From the context of minority groups, data from the same organization showed that persons of color accounted for 24 percent of all active small business contractors against their population of 20 percent in the overall population of small businesses. This data indicates that small business owners have equal opportunities in winning a federal contract, irrespective of gender, or racial demographic characteristics. Apart from the federal governments, even in private business establishments, the government has a responsibility for ensuring equality and fair play among different business industry actors. It is essential for the government to ensure that organizations do not engage in practices that lead to the exploitation of employees in terms of salaries and wages by regulating minimum payments and/or denying benefits such as health insurance. It also needs to intervene to guarantee that unjust discrimination does not occur. However, it is essential to note that some otherwise considered discriminatory practices are beyond the government control. Female small industrialists encounter challenges that are articulated to business formation and equal engagement in government contracts. In the effort to ensure that the businesses overcome these challenges, the US government has created policies such as affirmative action to increase the number of minority-owned small business firms that can secure government contracts. For instance, it has established a policy that requires the reservation of 5% of all contracts that are awarded by federal governments to minority-owned small businesses (Trechiel & Scott, 2006). Nevertheless, such policies do not necessarily translate into increasing the number of marginalized people-owned small businesses that engage in government contracting. Why does this situation occur? Inequalities exist between men-owned and women-owned small businesses. The organization reveals that women-owned business revenue accounted for only 9 percent of the entire US economy in comparison with the 36 percent contribution from the revenue that was generated by the men-owned small business enterprise in 2011. This observation suggests that in case women increase their revenue objectives to equalize with small businesses that are owned by men, they are likely to make a more significant economic impact. However, a scholarly question emerges on how this goal can be accomplished. Trechiel and Scott (2006) suggest that women small business owners lack adequate “negotiating, assertiveness, and decision-making skills” (p.52). Government regulations fail to resolve any inequality that arises from differences in expertise levels. Government regulation only provides legal processes that ensure that the best business owners in terms of skills and knowledge bases acquire contracts and opportunities to do business with it. In the process of protecting employee interests, the government needs to take part in the development of policies for regulating business conducts. The plans should address the freedom of unionization. Labor unions are essential in different nations. They ensure the protection of employee interests. They fight for better salaries and wages, reasonable working hours, and safe and conducive work environments for their members. Labor unions also fight for unsuitable forms of labor, such as child labor. They ensure that employees gain health benefits. They also support people who are injured in work environments to pursue their rights through the payment of damages. This claim suggests that the government needs to support the ordinary course that employees pursue through labor unions. Such a course reflects significant areas of concern to the government while developing employment and labor regulations. Businesses have different cultures. As a way of making sure that all organizational stakeholders focus on common goals and objectives, it is essential for them to subscribe to a common form of thinking, interacting, and upholding values and norms. Organizational norms, standards, and ways of thinking define an organizational culture, which needs to be aligned with the operations of a business entity. Organizations’ cultural elements constitute some underlying assumptions that when adopted and observed by all stakeholders, especially the diverse workforce, can aid in enhancing the success of a business entity. This claim suggests that any government interference with a business entity’s traditions through cultural regulation influences the variation of norms and values that differentiate business entities. Thus, such regulations may create an inappropriate organizational cultural hegemony within a nation after considering that a culture is an essential aspect of business entities’ competitive advantage. While it is crucial for governments to regulate some aspects of business, others such as culture are inappropriate. An alternative to government regulation of businesses entails allowing organizations to behave as good corporate citizens. They need to self-regulate themselves in matters of cultures, policies on minimum wages, safety standards, and/or protection of employees against unjust discrimination. An emerging question is whether organizations should protect culture, enforce minimum wages, safety standards, and/or prevent unjust discrimination through self-regulation. Self-regulation of Businesses Government regulations are important in ensuring that businesses balance the interests of different stakeholders rather than focusing on profit maximization behavior. However, in the absence of government regulation, business entities also need to develop their internal mechanisms for ensuring protection of their cultures. They need to shun from exploring policies that encourage unjust practices such as discrimination or failing to provide safe and healthy working environments for their employees. A good functioning of an organization requires control and monitoring. One of the ways of ensuring self-regulation in business entails respecting the principle of corporate responsibility and corporate governance. Corporate governance comprises one of the ways of controlling and enhancing the monitoring of business operations. At its basic premise is the need to alleviate disagreements of interest among partners. This agenda is mostly accomplished through the enactment of various customs, laws, processes, policies and institutions, which have enormous repercussions in terms of affecting the manner in which businesses are controlled. Eliminating conflicts of interest between businesses and employees requires firms to develop and implement policies that guarantee fundamental freedoms of employees, including unionization. Corporate governance policies and other control structures may help to regulate employee conducts and decisions by defining what is ethically permitted. However, organizational culture may act as important regulator of employee decision-making processes. Businesses owners need to effectively deploy strategic initiatives to instill an influential culture of loyalty, which helps to drive ethical decision-making processes among employees. Through utilitarianism as an appropriate ethical theory to influence business culture, self-regulating becomes possible. For example, as a self- regulation mechanism, businesses can deploy utilitarianism to regulate employee cultures so that without government regulation, different stakeholders can act in a manner that guarantees utmost good for all. In the formation of organizational cultures, governments’ influence is inappropriate after considering that regulations must apply harmoniously within different organizations. This situation creates a government-induced cultural hegemony in various businesses. Thus, they lack the opportunity to differentiate themselves. Therefore, governments should not regulate organizational cultures, unless where such cultures pursue policies that are misaligned with the acceptable practices in corporate social responsibility and ethics such as failure to embrace organizational diversity, which may lead to discrimination of employees on racial, ethnic, and gender lines when remunerating them or giving various benefits. Although organizations should not be regulated by influencing or protecting cultures, regulation is essential on other matters such as enforcing minimum wages, safety standards and preventing unmerited favoritism. This position is held with reference to the various experiences in which businesses have pursued policies that disadvantage employees through their exploration, amid the existence of government regulations on these issues. For example, over the last decade, some major manufacturing organizations have encountered criticisms over exploration of policies that have led to the re-emergence of sweatshops accompanied by discrimination and the paying of low wages. Some business entities, especially in areas that are exempted from minimum wage laws and/or regions that are dominated by consistent denial of the freedom to unionize, employees are often subjected to poor working conditions and low pay. In such businesses, child labor is also high. The current US government labor laws prohibit businesses from employing minors. The government also places legal requirements that improve the rights of workers, such as setting minimum wage and the number of hours per work shift. This achievement has been realized through intensive struggles of labor movements against sweatshops that appeared during the industrial revolution. Such regulation ensures that organizations do not self-regulate themselves on matters that undermine the rights of the citizenry. This position is perhaps correct considering that failure to comply with the established business conventions may not attract any legal liability. In this context, Powell (2012,) asserts, “trade unions, minimum wage laws, fire safety laws, and labor laws have made sweatshops rare in the developed world” (p.452). Nevertheless, such achievements have not eliminated sweatshops in the US, although the term is more related to manufacturing organizations in the developing nations. This claim suggests the necessity of government regulation for businesses to ensure that they continue respecting human rights in their policies rather than just focusing on increasing their profitability by overworking employees or paying them low wages and salaries. Businesses have the responsibility of motivating their employees, enhancing safe working environment, and/or guaranteeing job satisfaction. Therefore, government regulations on work environment standards also produce positive implications for businesses. Employees who are treated poorly produce goods that fail to pass the quality test. Through government regulations, appropriate conditions are also created for businesses to benefit from employee commitment. Self-regulation in some businesses gives them the freedom to explore policies that are not in agreement with employee safety and health. For example, it is common in China and other developing nations to find garment factories in which workers execute their daily routines in an environment that has fiber-dust enriched air. Permitting businesses to pay their workers without following government-enacted regulations on minimum wages only creates the likelihood of companies to underpay them or keep on reviewing their salaries and wages upward and downward. Such a situation exposes employees to business operational environment dynamics to the extent that they cannot plan their lives well. This claim is perhaps well evidenced by the case of Honduran garment manufacturing factory. In 2003, employees at the factory were paid only USD0.24 for every shirt and USD0.15 for a long-sleeved t-shirt. Shirts went for USD50 in the retail market. This finding suggests that even if a worker makes 100 shirts in a day, he or she will still not afford a single shirt that he or she makes, notwithstanding other daily needs. Therefore, the government needs to intervene to regulate Honduran garment in terms of imposing regulations on minimum wage and salaries. For several years, Nike has faced criticisms for employing children in its Cambodia-based plants. However, the company refuted the accusations claiming that it was possible for people in Cambodia to fake their age by corruptly obtaining false documents. The company uses a minimal portion of the cost of production of its pair of shoes (70 pounds) in the payment of labor. Whether this assertion is true or not, government regulation of minimum wages and salaries can help to eliminate such negative accusations, which may impair the success of a business, especially where some nations prohibit the exportation or importation of products that are produced with child labor, discrimination, and/or in unsafe work environments. Apart from the criticism for the violation of labor laws that govern the operation of manufacturing businesses in the US, other objections have been raised in other factories such as Addidas. Among the major concerns in these businesses are low wages and poor conditions of working in Asian-based production plants. Bad working conditions pose a major threat to employee safety or occupational health. Therefore, the government needs to mediate to discourage self-regulation by putting in place regulations for enforcing minimum wages and safety standards while at the same time preventing unjust discrimination. Conclusion Businesses need to operate with policies that ensure that they defend the welfare of all their partners. Corporate governance and corporate responsibility may aid them to eliminate unjust discrimination, underpayment of employees, and the development of a business culture that undermines employee rights such as unionization. However, businesses that seek to operate as good corporate citizens develop and implement such principles. However, this move may not serve interest of all businesses. Therefore, by allowing the freedom of self-regulation on matters of minimum wages, safety standards, and preventing unjust discrimination, some businesses may exploit employees with the objective of making optimal profits. Consequently, government regulation is relevant on issues such as minimum wages, safety standards, and preventing unjust discrimination. However, it is essential to create a nationwide business cultural hegemony. Thus, self-regulation of businesses on matters of protection of culture is essential. Reference List Barney, J. (2007). Gaining and Sustaining Competitive Advantage . New Jersey, NJ: Prentice-Hall. Collins, J., & Jerry, I. (1996). Building Your Company’s Vision. Harvard Business Review, 32 (5), 65–90. Powell, B. (2012). The Ethics and Economic Case Against Sweatshop Labor. Journal of Business Ethics, 107 (4), 449-472. Rumelt, P., Schendel, D., & Teece, J. (2009). Strategic Management and Economics. Strategic Management Journal, 12 (2), 5-29. Shih, H., & Chiang, Y. (2005). Strategy alignment between HRM, KM, and corporate development. Information Journal of Manpower, 26 (6), 582–603. Trechiel, M., & Scott, J. (2006). Women-Owned Businesses and Access to Bank Credit: Evidence from Three Surveys since 1987. Venture Capital, 8 (1), 51-67. Ventola, L. (2011). Direct-To-Consumer Pharmaceutical Advertising. Journal of Managed Care and Hospital Formulary Management, 36 (10), 681–684.

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Write the original essay for the following summary: The essay discusses the three main research methods for business students: indicative, deductive, and qualitative. It explains that the indicative approach is where research data are used to formulate or generalize a theory based on the observed pattern, while the deductive approach is where one or more hypotheses are tested using various statistical methods, and the qualitative approach is where data are collected using methods like interviews, observations, and focus groups.

The essay discusses the three main research methods for business students: indicative, deductive, and qualitative. It explains that the indicative approach is where research data are used to formulate or generalize a theory based on the observed pattern, while the deductive approach is where one or more hypotheses are tested using various statistical methods, and the qualitative approach is where data are collected using methods like interviews, observations, and focus groups.

Research Methods for Business Students Explicatory Essay Indicative approach Indicative approach of research methodology is whereby research data are used to formulate or generalize a theory based on the observed pattern. Indicative researchers use research questions to narrow the scope of their research without the use of hypotheses. Indicative research is particularly useful when a new phenomenon needs to be explored or when a previously researched phenomenon needs to be viewed from a different perspective (Saunders & Lewis 2009). Indicative approach of research is often guided by the principles of the grounded theory. According to ground theory, researchers are supposed to start their research with an open mind without having any preformed ideas of what the outcome is likely to. In other words, indicative researchers are open to new ideas that might be discovered from the research. Just like in qualitative statistics, indicative research does not convert seek to convert statistical data into numerical form for statistical analysis, like is the case with the quantitative approach. Instead, data are collected using methods like interviews, observations, and focus groups, without the need for actual measurements (Saunders & Lewis 2009). Deductive approach The deductive approach of statistics is different from the inductive approach in that it aims at testing hypotheses instead of formulating theories, like is the case with the indicative strategy. The deductive approach starts with one or more hypotheses and then continues with a series of steps aimed at testing those hypotheses using various statistical methods (Saunders & Lewis 2009). Data collected in the deductive approach must be converted into numerical form to facilitate statistical analysis. The deductive approach puts more emphasis on causality, i.e., relating a phenomenon with its probable causes (Saunders & Lewis 2009). Qualitative approach Bryman and Bell (2011, p. 46) state “qualitative approach in research methodology is that which emphasizes on recording, analysing and attempt to establish a deeper understanding of human behaviour”. Qualitative researchers “have a much stronger interests in understanding people’s unique experiences and, therefore, it does not emphasize on getting information that can be generalized for a larger group of people” (Bryman & Bell 2011, p. 46). The approach uses the general-to-specific method of analysis or the bottom-up approach. Data collected in the qualitative approach are methodological and uses predetermined methods of data collection, such as interviews, observations and use of focus groups. However, unlike quantitative method, the qualitative approach of research allows for more flexibility in its methods of data collection. Qualitative research starts with the specific aspects and moves outwards toward the general. The data “collection process in qualitative research is often personal, field-based or circular” (Saunders & Lewis 2009, p. 34). The emergence of data patterns inspires a researcher into exploring other different research questions or concepts. Hence, the method can be used in snowballing research (Lee 2003). Throughout the entire “data collection process, researchers typically engage in recording of their thoughts and impressions about the emerging data patterns observed” (Lee 2003, p. 90). Qualitative researchers have an expanded view of relevant data sampled from different sources using diverse methods. A researcher would only interpret his or her data when the data set is considered to be large enough to form a pattern that can be conclusively stated (Byrne 2001;Lee 2003). In qualitative approach, the data collected are not converted to numerical forms and, therefore, there is no statistical analysis. The method is a better option for statistical research if the phenomenon to be observed is not numerically measurable like aspects of human behaviour. Patterns in such statistical phenomena can only be established through careful observation, interviews, and focus group methods, without the need for actual measurements (Byrne 2001). Quantitative approach Quantitative research seeks to observe a general trend of a given phenomenon and then using that observation to include specific phenomenon. It is a deductive approach in that it “considers a potential cause of something and then goes ahead to verify its effect” (Lee 2003, p. 89). The approach emphasizes on the concept of cause and effect, by trying to relate any observed pattern to its possible causes. At a higher level, quantitative research goes beyond mere cause-effect relationship and instead tries to explore the strength of such relationship using complex mathematical manipulation. The cause-effect between variables is considered to be highly likely if the relationship between the variables is found to be strong (Lee 2003). In quantitative research, researchers are required to design one or more hypotheses which predict a possible relationship between variables. Data are collected by various means, converted into numerical forms and then taken through a series of statistical analysis methods to establish a relationship between two or more variables. The standard method used by quantitative researchers in presenting their findings is by use of p-values (Lee 2003). In the interest of statistical nonprofessional, discussions are often provided at the end of the article in a peer-reviewed journals to enable people to make sense of the statistical jargons and formulae. Quantitative approach in statistics is preferred when the researcher is interested in establishing a relationship between variables through a series of hypothesis testing (Lee 2003; Zikmund et al. 2012). Structural theories (structuralism, positivism and objectivism) Structuralism is based on theoretical concepts in linguistics and semiotics that many scholars aim at understanding in the context of overarching systems. Objectivism is a concept that is based on a philosophical platform, which focuses on the independence of consciousness. Positivism is used by researchers to understand the aspects that are related to logical and mathematical principles. Structuralism, positivism and objectivism are social theories that are used in research to create and reproduce social systems through the analysis of both structures and agents without giving priority to either. Even though the theories were originally intended to provide an abstract and theoretical information to researchers, they have allowed researchers to focus on any structure or concepts either individually or in combination (Byrne 2001; Ellis & Levy 2009). In the context of complex events of human behaviour, the theory on positivism would be the most preferred. Interpretative theories (interpretivism and constructivism) Constructivism is applied by scholars to argue for or against the assumption that people develop knowledge through experiences and their ideas. In the context of qualitative research, interpretivism is applied to gain deeper understanding of factors that impact human behaviour. Interpretivism and constructivism are unique approaches that are used mainly in psychological research with an idiographic focus. They focus on how individuals make sense of phenomena and how such perceptions are influenced by the unique contexts in which such observations are made (Bryman & Bell 2011). Just like in the qualitative approach, interpretative research does not start with initial hypotheses. Hence, the data collected are not converted in numerical forms. The aim of the statistical approaches is to establish how a given phenomenon occurs and how someone makes sense of the phenomena. In many situations, the interpretative theory is among the guiding theories in qualitative research approach since it also focuses on the behaviour of human under different conditions. Thus, it would be the most preferred. References Bryman, A, & Bell, E, 2011, Business Research Methods, Oxford University Press, London, United Kingdom. Byrne, M, 2001, ‘Grounded theory as a qualitative research methodology’, AORN journal , vol. 73, no. 6, pp. 1155-1156. Ellis, TJ, & Levy, Y, 2009, ‘Towards a guide for novice researchers on research methodology: Review and proposed methods’, Issues in Informing Science and Information Technology , vol. 6, no. 3, pp. 323-337. Lee, S, 2003, ‘Quantitative versus qualitative research methods — two approaches to organization studies’, Asia Pacific Journal of Management, vol. 3, no. 12, pp. 87-94. Saunders, M, & Lewis, P, 2009, Research methods for business students, Prentice Hall, New Delhi, India. Zikmund, W, Babin, B., Carr, J, & Griffin, M, 2012, Business research methods , Cengage Learning, Hoboken, NJ.

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Provide the full text for the following summary: The essay discusses the relationship between buyer and supplier in business environment. It highlights the fact that successful businesses need strong external relations to gain competitive advantage. The article also notes that the relationship between buyer and supplier is the most essential as it comprises all factors that determine the success of a company's external relationship.

The essay discusses the relationship between buyer and supplier in business environment. It highlights the fact that successful businesses need strong external relations to gain competitive advantage. The article also notes that the relationship between buyer and supplier is the most essential as it comprises all factors that determine the success of a company's external relationship.

Relationship Between Buyer and Supplier Research Paper Introduction In today’s contemporary world, business environment is quite competitive and more sophisticated than it was in the twentieth century. Successful business organisations need strong external relations to gain competitive advantage. Various foreign relations that are attached to enterprises should always be good for the success of enterprises. However, supplier and buyer relationship is the most essential as it comprises all factors that determine the success of a company’s external relationship. The relationship falls in the docket of an enterprise’s procurer who studies supplier relations and ensures that a business contributes to the growth of vendor’s enterprise as well. Such mutual growth portrays the contribution of procurement manager in company’s growth. On the other hand, supplier studies the buyer’s market and ensures an excellent relation for mutual benefits in their engagements. Buyer/Supplier Relationship In business environment, buyers have various definitions depending on the nature of their businesses in relation to target customers and intended purposes of goods or services. Businesses may acquire products and services and sell them straight to consumers. Such businesses are known as retail enterprises. Alternatively, they can supply products to other businesses. In such a case they are referred to as distributors. In addition, companies may acquire products from suppliers for the purpose of converting them into other final products. In that case, the companies are referred to as manufacturers. In all these cases, suppliers have a constant definition. A supplier is defined as seller of products or services to businesses regardless of what enterprises intend to do after acquiring the merchandises (Gebert, 2013). Both buyers and suppliers have individual needs that determine the nature of their relationship. Customers need reliable suppliers for them to run their businesses without interruptions due to shortage of requisite goods and services. A company hardly earns supplier’s reliability because there are some technicalities involved before a good relationship is realised (Gebert, 2013). Both buyer and supplier need to understand the nature of each other’s business and the reputation that each has to the public. Successful enterprises have reliable suppliers. The enterprises do not run short of goods and services even when they are under difficult situations. Suppliers play a significant role in issuing good and services on credit because of the trust they have for each other. A buyer takes time to study suppliers before making the first move. Gebert (2013) allege that a potential supplier has to meet buyer’s requirements before the two get into serious business. A buyer has confidence in suppliers who have been in business for a long time and nurtured a good reputation. A business does not earn a good reputation easily. Hence, a good reputation acts as an assurance of a trustworthy supplier to the company. Consumers praise their merchants if they realise that the merchants are conscious of their wellbeing in terms of quality, price, and availability of goods and services. Therefore, a buyer needs a supplier who offers high-quality products and services. The majority of the world’s businesses fail because of ignoring the quality of products and services they provide to their customers. Consumers focus more on quality than anything else that a product or service comprises. Quality determines the value of customer’s money as it guarantees satisfaction. Many consumers are willing to purchase expensive goods and services in pursuit of quality. They only go for low-quality products when they experience financial difficulties. Businesses that sell inferior goods and services suffer from bad reputation (Turner, 2011). Hence, buyers mind about the quality of their goods and services. Failure to consider the quality of supplier’s goods and services can have adverse effects on a company’s reputation. Acquiring substandard products and services and distributing them to other firms or consumers may affect a business negatively. Such a mistake makes buyers to shift their focus to other suppliers. Additionally, a buyer looks for a supplier who offers goods and services at reasonable prices. Pricing is a complex process because it involves considering various factors such as quality, market price, nature of the business environment, and nature of target customers among others (Turner, 2011). Hence, a buyer goes for suppliers who offer reasonable prices relative to the above factors. They do not go for the least prices offered. Failure to review pricing factors can make a buyer go for cheap suppliers who guarantee maximum profit but offer substandard goods and services. In addition, a buyer looks for a supplier who cannot fail his/her business due to lack of goods. A reliable supplier produces goods in large quantities and waits for orders from buyers rather than taking orders and then manufacturing products. However, this works in cases where buyers require stocking their stores before looking for customers. Therefore, buyers prefer to work with suppliers who guarantee regular and timely supply of goods and services. Buyers are attracted to suppliers who meet the requirements mentioned above. They are assured of a good relationship in future (Turner, 2011). On the other hand, suppliers have requirements that promising buyers should meet for the two to have a good relationship. Supplier study buyers’ enterprises to determine if they can do business. In this case, suppliers view buyers as potential markets for their products and services. Hence, they contribute to the growth of suppliers’ market share (Turner, 2011). Suppliers would wish to do business with buyers who have ready market for products. They motivate the suppliers and encourage them to remain in business. Moreover, they make suppliers to ensure that their products are readily available whenever the buyers orders for them. In case of Buyers who purchase goods from suppliers for manufacturing purposes, the suppliers have confidence in buyers who manufacture quality and fast moving products. Suppliers view the buyers as ready market for their products. Manufacturers who produce substandard products can quickly deteriorate a supplier’s business because to low demand of their products. Therefore, they are not reliable markets for supplier (Turner, 2011). There are numerous factors that buyers should meet in a bid to have a viable relationship with suppliers. The factors include have a promising business in terms of market size, reputation and financial position. A supplier trusts buyers with large market sizes for his/ her products. In case a buyer is a distributor, a supplier demands that he/she must have ready market for distribution. The quantity of products being ordered and sold at a given period determines the market size of a distributor. A supplier’s business needs to have a significant market share for it to thrive (Turner, 2011). Consequently, a supplier prefers distributors who assist to maintain and increase the market share. For instance, Coca-Cola Company is the world’s largest supplier of carbonated soft drinks. The company has a large number of distributors worldwide who are responsible of marketing its products. Although the company invests heavily in product promotion and advertising, its success relies heavily on reliability on its distributors. They are in a good position to retain and increase market share in their distribution duties. Distributors meet new customers, thus helping Coca-Cola Company to increase its market share. Apart from depending on buyers and distributors, suppliers do marketing in an effort to sell their products and services and grow the market share, which are key determinants of business’s performance in today’s competitive world. Hence, suppliers cannot depend on distributors to have a guaranteed market share. Instead, they have a duty to carry out product promotion and ensure that distributors add value in terms of retaining and increasing the market share (Turner, 2011). In addition, suppliers should not rely on distributors who also deal with competitors’ products. Instead, they should work hard to acquire distributors who can help to market their products only. Coca-Cola Company has acquired a big market share due to dealing with distributors who market its products only. Suppliers have confidence in buyers whose businesses have excellent reputation. A good reputation acts as a guaranteed market share since consumers are attracted to companies that have superior reputations. It ensures mutual benefit between suppliers and buyers. Buyers and suppliers collaborate to ensure that their products sell. A procurement manager plays a significant role in ensuring that a company deals with trustworthy customers. There are instances when suppliers have multiple orders. In such circumstances it is worth to prioritize requests from the most to least trusted buyer to establish a long-term relationship. Moreover, suppliers have great confidence in buyers whose businesses are in good financial positions. Enterprises exist for purpose of making profit. Therefore, they rely on buyers who are capable of clearing their credits upon delivery of products and services. Suppliers count on buyers who clear their credits promptly and have promising businesses as far as their financial positions are concerned (Turner, 2011). In some instances, suppliers issue goods to buyers on credit and allow them to continue with their business and pay at a later date. In such cases, suppliers consider credit worthiness of buyers in terms of market share and size of business. The two features guarantee that the buyers are capable of settling the credit without risking financial position of the suppliers (World Bank, 2015). Therefore, a lasting relationship between buyers and suppliers is determined by the trust that the two have for each other after consideration of the aforementioned requirements, which each party has to meet. Contracting/Tendering Framework Contracting/ tendering framework refers to a business structure where a buyer/client outsources goods and services from a supplier/contractor. A client is assumed to have no past relationship with a contractor (Uher & Davenport, 2009). Therefore, a client invites interested contractors to tender application after advertising goods and services that are in tendering process. The applicants are supposed to be conversant with the contracts that they are likely to be awarded. Applicants should demonstrate that they can deliver goods or services without problems. Besides, they should be willing to sign and commit to a legal agreement that guarantees the success of a contract (Uher & Davenport, 2009). A client feels assured of quality services and timely delivery of products once they enter into a contract agreement with a contractor. Failure to deliver as per the agreement may prompt a client to file litigation for compensation. Contracting/ tendering framework is important for business growth and development. There are numerous services that are required for a business to develop. In some cases, an enterprise may lack expertise to offer services. Hence, it may outsource the services to other companies or individuals with requisite skills. Additionally, a company may opt to outsource services as a strategy to reduce operation costs. Outsourcing process involves two parties. It involves a client and a contractor whereby the client needs the contractor’s services in terms of expertise, manpower, and machineries required to create a product or infrastructure necessary for the development of the business (Uher & Davenport, 2009). A client draws the attention of a contractor by advertising for tendering process. The advertisement contains relevant information needed for selection of potential contractors. Besides, it outlines all the requirements that interested contractors should meet for them to qualify. Upon seeing the advertisement, a contractor reacts to it by evaluating his or her ability to finish the project by utilising necessary resources. The contractor assesses the complexity of the task and evaluates his/her ability to accomplish the mission by mobilising necessary resources. Besides, a contractor weighs if s/he can complete the task on time. However, there are some ambitious contractors who bid for complex contracts, which later overwhelm them leading to subcontracting. Such bids are unlawful and punishable by the law. Hence, it is mandatory that a contractor bids for the projects that s/he can finish easily without compromising quality or exceeding the given timeline. After contractor realises that a project is within his/her ability to execute and complete within the given time, it is important to do budgeting. Budgeting plays a significant role in decision making. It helps a contract to project returns from the project. One should not bid for a project that does not yield substantial returns. Budgeting is the most complex part of a tendering framework. A contractor has to consider all relevant factors that a project entails and price them. Every project has constraints that a project manage needs to examine. The constraints have to be considered so as to have a budget that does not put a contractor into financial risk in the course of a project. A contractor should have a higher budget that can cushion business against risks than have a low budget intended to appease clients and put a business at risk (Uher & Davenport, 2009). In most cases, clients do not go for the lowest bidders because they are presumed to have less expertise and not qualified for the project. Interestingly, such bidders are viewed as less confident of their ability to complete a contract. Thus, clients avoid them because they are considered as a high risk to the business. On the other hand, there are numerous factors that a client needs to consider when awarding a tender. The factors are double-edged since they affect both the client and the contractor. They include finance, time, and legality of the project. Finance is a crucial element in the success of a project. Hence, clients need to consider financial position of a contractor before signing a contract agreement (Lowe, 2013). Clients need to budget for a project before advertising for tender applications. The budget is used as a tool for determining the most successful tender applicant. A successful bidder has to have a bid price that is within the allocated budget. Hence, finance is a key negotiating instrument for contract between client and contractor. In addition, a contractor should have adequate financial resources to facilitate the success of a project. Project requires reliable expertise and machineries. Consequently, it is worthy for a contractor to invest in reliable knowledge and machineries before getting into contract with a client (Uher & Davenport, 2009). In many circumstances, clients demand that a project kicks off immediately after contract agreement. As a result, contractors do not have enough time to source for funds to finance the project. In other circumstances, clients may delay to pay for projects. Therefore, contractors should prepare for such eventualities long before the contract agreement (Lowe, 2013). Time is an essential factor in contract agreement between a client and a contractor. A project has to be finished on time as this is the only way to guarantee good relationship between a client and a contractor. A client estimates the duration that a project is expected to take. Therefore, a contractor who wins the tender must assess his/her ability to complete the project within the given time before committing him/herself to the pact. A contractor also uses the given timeframe as a basis for determining the complexity of the project (Lowe, 2013). Besides, a contractor uses it to assess financial position of the client. Complex projects take long time to finish and require high budget allocations. Lastly, clients and contractor have to sign legal agreements to guarantee smooth discharge of a project. Legal requirements should be considered before signing a contract agreement between the two parties. Failure to go through the requirements may put a contractor at risk. The legal bindings require a contractor to finish a project within a specified timeframe. Thus, a contractor needs to gauge his/her capacity to complete the project before the deadline elapses. In addition, a contractor is required to ensure that s/he completes the project by utilising financial resources that are within the quoted bid price. Hence, a contractor needs to ensure that the bid price does not put his/her business at risk once they sign a contract agreement. There are exceptional conditions where a client may come up with new requirements, thus needing more money. Such circumstances are addressed outside the legal agreement. The legal agreement defines the beginning of a project as the time when both parties sign a contract agreement. Additionally, it defines the end of a contract as the time when a customer signs a contract agreement to signify that s/he is satisfied with the contractor’s job (International Association for Contract and Commercial Management, 2011). Conclusion In conclusion, the success of a business is depends on the reliability of trade relations. The relations take the form of buyer/supplier relations whereby the two have individual requirements that each must meet for them to have a lasting rapport. Contracting/tendering framework works in similar way like buyer/supplier relationship. Clients and contractors get into contract agreement and are legally bound as long as the contract is on-going. References Gebert, K. (2013). Performance control in buyer-supplier relationships: The design and use of formal management control systems . Oxford: Springer Science & Business Media Publishers. International Association for Contract and Commercial Management, (2011). Contract and commercial management -The operational guide . Amsterdam: Van Haren. Lowe, D. (2013). Commercial management: Theory and practice . London: Wiley Publishers. Turner, R. (2011). Supply management and procurement: From the basics to best-in-class . New York: J. Ross Publishing. Uher, T. & Davenport, P. (2009). Fundamentals of building contract management . Los Angeles: UNSW Press. World Bank, (2015). The World Bank Group and public procurement: An independent evaluation . Washington D.C.: World Bank Publications.

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Write the full essay for the following summary: In this case study, the authors discuss the strategic issues faced by Cadbury Beverages Incorporation in 1990. The company wanted to re-launch its brands acquired from Proctor & Gamble, and the SMEs focused on the Crush brand. A new bottling network for the brand was also established. However, it was appropriate to create a powerful advertising program for the brand.

In this case study, the authors discuss the strategic issues faced by Cadbury Beverages Incorporation in 1990. The company wanted to re-launch its brands acquired from Proctor & Gamble, and the SMEs focused on the Crush brand. A new bottling network for the brand was also established. However, it was appropriate to create a powerful advertising program for the brand.

Cadbury Beverages’ Strategic Issues Case Study Table of Contents 1. Strategic Problem and Issue Identification 2. Analysis and Evaluation 3. Recommendations 4. Works Cited Strategic Problem and Issue Identification Cadbury Beverages has been a successful marketer of different carbonated drinks. The company wanted to “re-launch its brands acquired from Procter & Gamble” (Kerin and Peterson 316). The Senior Marketing Executives (SMEs) focused on the Crush brand in order to emerge successful. To begin with, it was mandatory to rejuvenate the brand’s bottling network. The company also analyzed the facts associated with its leading brands. It was also mandatory for the firm to establish a powerful advertising program for its Crush brand. This advertising program “required the best strategies, objectives, and preliminary budgets” (Kerin and Peterson 316). From 1985 to 1989, the Crush orange flavor had become less competitive. The company was using ineffective advertising strategies thus affecting its goals. In 1989, most of “the competitors were using a wider spectrum of avenues to advertise their superior brands” (Kerin and Peterson 324). Many players in the industry were using similar promotional strategies for their products. It is agreeable that many consumers admired the Crush brand. However, new strategies were required in order to re-launch the product in the targeted markets. This approach would make it easier for Cadbury Beverages Incorporation to achieve its potentials. Analysis and Evaluation The problems affecting Cadbury Beverages forced the Marketing Executives (MEs) to make new changes in 1990. To begin with, the MEs decided to focus on the Crush brand. The marketers wanted to make the brand successful. This approach was critical because the flavor accounted for two-thirds of the total sales. A new bottling network for the brand was also established (Kerin and Peterson 319). The positioning strategy only focused on the existing customer base. New bottling agreements “were created in order to make the orange flavor available to more consumers” (Kerin and Peterson 320). The level of competition also affected the performance of the Crush brand. However, the above positioning strategy presented numerous threats to the other brands such as Sunkist. The strategy was also ineffective because the company was making little profits. The “existing competitors were also attracting more customers using their diet segments” (Kerin and Peterson 324). There was also the need to establish new positions in order to make the brand successful. That being the case, it was appropriate to have a powerful advertising program that could make the brand successful. Recommendations It is notable that “the Crush brand boasted of high-awareness in different regions such as Boston, Miami, Seattle, San Francisco, New York, and Miami” (Kerin and Peterson 329). However, it was appropriate to create a powerful promotion program for the brand. Cadbury Beverages Incorporation should therefore have a proper budget for every promotional strategy. That being the case, the firm should use its resources to support the Crush brand. The firm should use appropriate marketing strategies in order to emerge successful because more customers are aware of this brand. A proper knowledge of the existing market conditions will produce the best strategies. The firm should also identify new distribution channels. It should also collaborate with different restaurants and Gas Stations (GSs) in order to increase its market share. The use of modern technologies such as social media networks will inform more people about the targeted brand. The firm should also use a powerful marketing mix. This approach will “ensure the firm uses competitive prices, strategic positions, and effective promotional practices” (Kerin and Peterson 18). The strategy will ensure the firm achieves its marketing goals. Works Cited Kerin, Roger, and Robert Peterson. Strategic Marketing Problems: Cases and Comments. Upper-Saddle River, NJ: Prentice Hall, 2009. Print.

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Provide the inputted essay that when summarized resulted in the following summary : The humidex index is a tool used to determine levels of heat and humidity. It is similar to the wind-chill index. The tool determines levels of cold. However, humidex describes how hot people feel.

The humidex index is a tool used to determine levels of heat and humidity. It is similar to the wind-chill index. The tool determines levels of cold. However, humidex describes how hot people feel.

Humidex Index Calculation Report Introduction Humidex has a long history. It originated from Canada in 1965. Canadian meteorologists use it to analyze risks associated with exposure to heat and excessive moisture [1]. They achieve this by bringing together temperature and humidity indices. Compared to temperature readings, humidex is regarded as a better measure of how stifling or stuffy the air feels [2]. It is reported as a value. It is not a temperature reading. The reason is that it is just an expression of individual experiences. It is an equivalent scale used by the general public to express the effects of warm temperatures and humidity [3]. It is similar to the wind chill index. The tool determines levels of cold. However, humidex describes how hot people feel. Environmental organizations favor the humidex ratings. They use them to predict instances of unbearable heat and humidity. According to the Meteorological Service of Canada, a humidex range of 20-29 is regarded as comfortable. Discomfort sets in from 30 to 45 [3]. Any value above 45 is regarded as extremely dangerous. Anyone exposed to such conditions may suffer heat stroke. However, it is noted that the relationship between the two concepts is not objective. The reason is that it varies widely between individuals [4]. Calculating humidex There are two common methods used in calculating this value. The first is humidex computation formula. The second is humidex chart. Humidex computation formula The formula was introduced by researchers at Canada’s Atmospheric Environment Service in 1979 [3]. It is used as a standard in Canada. However, varying versions of the formula are used in different parts of the world. The humidex formula is given below: Source: [1] The dew point temperature is given in Kelvins. Another value used is 5417.7530. It is a constant. It expresses the weight of water molecules. Other constants include latent heat of vaporization and universal gas [3]. The highest humidex value in Canada was recorded in 1961. It stood at 53.4 [5]. Calculating humidex using a chart The use of a chart is not common. However, it is the most effective method for people with little or no knowledge on the use of the computation formula [2]. The level of humidex is determined by checking the value of current temperature against relative humidity [see appendix 1]. For instance, if the temperature is 30 o c and relative humidity 70%, then Humidex rating will be 42 [6]. A critique of the humidex index Many environmentalists have criticized the use of the index in such countries as Canada. The critics acknowledge the importance of other indices that illustrate the cold and windy conditions in the country [7]. They argue that even countries with higher humidity and heat levels than Canada do not use the humidex index [1]. According to them, the index was only developed to create excitement. They compare it to the discovery of the wind-chill index [4]. Some scientists also argue that creating a formula that quantifies feelings is unscientific [1]. According to them, feelings vary from one person to the other. Other people feel that an index that is a function of two measurements does not provide any additional information on top of the one given by the variables used [1]. Mathematicians criticize the index by claiming that its formula is illegal and fraudulent [3]. The reason is that the formula uses unscientific methods, such as subtracting scalar quantities from quantizes in millibars. Conclusion Humidex is used in many countries for different reasons. For instance, it may be used to determine the conditions in which people are working. It is also used to alert people of the dangers associated with high temperatures and humidity levels. Many people may disagree with the logic behind the computation and use of the humidex index. However, in spite of this, the index is the most effective way of expressing people’s feelings towards exposure to humidity and high temperatures. Bibliography [1] R. Rana, B. Kusy, R. Jurdak, J. Wall, and W. Hu, “Feasibility analysis of using humidex as an indoor thermal comfort predictor,” Energy and Buildings , vol. 64, pp. 17-25, 2013. [2] D. Charron, Humidex and its use in the workplace . Hamilton, Ont.: Canadian Centre for Occupational Health and Safety, 1989. [3] J. Masterton and F. Richardson, Humidex: A method of quantifying human discomfort due to excessive heat and humidity . Downsview, Ont.: Environment Canada, Atmospheric Environment, 1979. [4] W. Santee and R. Wallace, Evaluation of weather service heat indices using the USARIEM Heat Strain Decision Aid (HSDA) model . Ft. Belvoir: Defense Technical Information Center, 2003. [5] V. Mersereau, A scan of municipal heat/health watch warning systems and hot weather response plans . Ontario, Canada: Clean Air Partnership, 2007. [6] K. Blazejczyk, Y. Epstein, G. Jendritzky, H. Staiger, and B. Tinz, “Comparison of UTCI to selected thermal indices,” International Journal of Biometeorology, vol. 56, no. 3, pp. 515-535, 2012. [7] J. Orosa, A. Costa, A. Rondriguez-Fernandez, and G. Roshan, “Effect of climate change on outdoor thermal comfort in humid climates,” Journal of Environmental Health Science and Engineering, vol. 12, p. 46, 2014. Appendix Humidex chart Source: [2]

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Provide the full text for the following summary: The communication in hospital emergency department argumentative essay discusses the importance of communication in the emergency department of a hospital. The essay also highlights the need for improved communication at the first point of contact using electronic health records.The communication in hospital emergency department argumentative essay discusses the importance of communication in the emergency department of a hospital. The essay also highlights the need for improved communication at the first point of contact using electronic health records.

The communication in hospital emergency department argumentative essay discusses the importance of communication in the emergency department of a hospital. The essay also highlights the need for improved communication at the first point of contact using electronic health records. The communication in hospital emergency department argumentative essay discusses the importance of communication in the emergency department of a hospital. The essay also highlights the need for improved communication at the first point of contact using electronic health records.

Communication in Hospital Emergency Department Argumentative Essay Dallas Hospital plays an important role in responding to cases of medical emergencies in this region. In the current society where there has been emergence of deadly diseases such as Ebola, the hospitals are very important in ensuring that the lives of the Americans are protected. Ebola is a clear case of a disease that does not only pose a threat to the affected person, but also to the medical staff and any other person who may have a direct bodily contact with the patient. This new delicate situation has complicated issues at many healthcare centers in this state. At the emergency department in Dallas Hospital, the staff has to deal with these cases on a regular basis. The emergency department nurses have to coordinate closely with the emergency department physicians to ensure that patient management is done in an efficient and effective manner. It is worrying that in the modern society where technology has become a defining feature in communication, the management of HCA EFD has not considered adopting some of the emerging technologies in its communication system. It is apparent that there is confusion at the Dallas Hospital, especially in the emergency department. It has come out clearly that there is no proper communication between the Triage Nurses and Emergency Department Physicians. It has been established that the nurses have no proper communication system that can help them coordinate closely with the physicians at the emergency department. This is a very delicate situation, especially when addressing the deadly communicable diseases such as Ebola. According to Scarlat (2012), communication at the emergency department is very important not only in protecting the lives of patients, but also in managing the possible spread of a disease when dealing with communicable diseases. In some of the leading hospitals in this country such as Johns Hopkins Hospital, technology has been used to integrate communication system for effective service delivery. However, the management of this hospital is yet to realize the importance of doing the same. It is recommended that the management should improve communication at the first point of contact using Electronic Health Records, but this can only happen if there is a good will on the side of the leadership of this facility (Schanhals, 2013). Such a sensitive facility not only needs an electronic health records that will help the physicians and nurses coordinate, but also enhance close corporation between the leaders, the marketing unit, and the IT department. A leader should be aware of the events taking place at this first point of contact so that he or she may make informed policies concerning the unit. The marketing manager must ensure that it promises the clients what the firm can offer. For this reason, the manager should have full knowledge of the activities at this unit, and all other units within the hospital. The IT department should have full information about the activities at this unit so that it may find a way of improving the communication system, especially when handling delicate scenarios such as Ebola outbreak. Such an effective communication system is lacking at this facility, the fact that makes service delivery very complex. The management should find a way of installing electronic health records at this unit. The nurses, physicians and other professionals should also be subjected to some form of training in order to enhance their capacity to handle the new system. This will be a long-term solution to the current problem. References Scarlat, A. (2012). Electronic health record: A systems analysis of the medications domain . Boca Raton: Taylor & Francis. Schanhals, R. (2013). Electronic health records: Understanding the medical office workflow . St. Louis: Elsevier.

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Provide the inputted essay that when summarized resulted in the following summary : In an effort to answer the question of how career exploration enhances people's ability to further themselves, this paper will discuss the subject of professional discovery from an analytical perspective. This discussion will be done through an examination of what constitutes career discovery with reference to applicable theories of career development.The paper then discusses the point-by-point importance of career exploration in enhancing individual's ability to further their studies. The paper concludes through a summary of the key points in appreciating the role of career

In an effort to answer the question of how career exploration enhances people's ability to further themselves, this paper will discuss the subject of professional discovery from an analytical perspective. This discussion will be done through an examination of what constitutes career discovery with reference to applicable theories of career development. The paper then discusses the point-by-point importance of career exploration in enhancing individual's ability to further their studies. The paper concludes through a summary of the key points in appreciating the role of career

How Career Exploration Enhances People’s Ability to Further Themselves Research Paper Abstract In an effort to answer the question of how career exploration enhances people’s ability to further themselves, this paper will discuss the subject of professional discovery from an analytical perspective. This discussion will be done through an examination of what constitutes career discovery with reference to applicable theories of career development. The paper then discusses the point-by-point importance of career exploration in enhancing individual’s ability to further their studies. The paper concludes through a summary of the key points in appreciating the role of career examination in an individual’s further studies. Introduction Career exploration can be referred to as the process of learning, investigating, and analyzing a profession that an individual wishes to make a permanent vocation. The subject of career exploration continues to gain prominence in occupational development. Various factors have prompted the increased need for unemployed and employed persons to explore their careers. These factors include, but not limited to, the need to invest money in a career and the life-long nature of a profession that one chooses. Using career development theories such as the social cognitive hypothesis by Albert Bandura, the theory of career choice by John Holland, Parsons’ theory by Frank Parsons, and Super’s theory of Donald Super, this paper will analyze the importance of career exploration in personal development. The paper seeks to investigate the subject of career discovery using an analytical point of view with the aim of appreciating its contribution in the development of individuals’ ability to further their studies. Enhances One’s the Ability to Venture into the Desired Career According to Anderson and Mounts (2012), carrying out an analysis of a particular career enhances individual’s ability to go for the right job. Every individual who ventures into a particular career expects the career to be the basis for the jobs he or she will do in the future. Careers instill knowledge and skills in individuals in preparation for the job market. According to Super’s theory, career development is a life-long activity that enhances the growth of self-concept. As individuals advance in careers, they gain experience that is necessary for their personal maturity. Career exploration enables individuals to appreciate the need for understanding themselves in a particular career. Through analysis and investigation into one’s career, individuals can understand themselves better in relation to their careers (Anderson & Mounts, 2012). Understanding their abilities makes them stand a better chance of appreciating their incapacity. Since people are trained for a long period to undertake a particular career, it is important to match individual’s ability and the requirements for a certain job. For example, if one works as an accountant and that he or she is trained as an economist, career exploration enables him or her to understand the requirements for specializing in the auditing line. Hence, he or she may find it appealing to engage in part-time studies for the course. Individual employees are also able to learn the requirements for some jobs in their course of engaging in different occupations. For example, electrical technicians can learn the necessities for an operations manager. This experience boosts their skills, thus making them qualify for such positions in the future. Employees can carry out career exploration gradually since analyzing, studying, and learning the requirements for a particular career may take a considerable period. Since a career is a life-long undertaking, people can learn, study, and get the job they have always desired. Exploring and learning the skills that are required for a job that people desire enables them to qualify for it. With the right qualifications, getting the desired job becomes easier. Increases One’s Knowledge and Credibility in a Particular Field Career exploration involves a deep analysis of a particular career. In terms of career analysis, Avery (2014) confirms how individuals learn the required knowledge and skills for a particular vocation. For example, one may realize that an individual who wants to qualify to practice as a lawyer must be registered with a professional body. In some countries, students who take law as a career at the university are required to take a diploma in law after graduating with a degree for them to be admissible into the field. Therefore, knowledge and credibility are important for one to fit well in a career. According to the social cognitive learning theory, people learn by watching other people’s actions (Zickik & Hall, 2009). Career exploration enables one to learn the requirements for a particular job. Such individuals who do their own career exploration are exposed to the knowledge and skills that are required for a particular occupation. For example, the need for attachment and keenness in observation of one’s seniors in a job is emphasized. Experience can be gained through observing other people as they perform the actual job. This strategy can be very rewarding for fresh graduates who want to venture into a particular career. Repeated observations enhance one’s skills and knowledge, thus making him or her better equipped for the job. Matching Talents and Careers Career exploration enables individuals to discover their talents. In a self-evaluation process, individuals are able to learn their temperaments, talents, and their inner desires in an effort to match them with different careers in which they want to invest. According to Avery (2014), exploring different careers, their requirements, their environment, and rewards enables learners to appreciate themselves as fits or non-fits for different vocations. Relating ones talents with the careers he or she desires to undertake is crucial for efficiency and self-satisfaction. Parsons’ theory reveals how talent-matching approach is imperative in ensuring career efficiency and satisfaction (Zickik & Hall, 2009). Therefore, it is important for learners who want to take a certain professional direction to match their talents with the careers they desire most. For example, if one is talented in public speaking, he or she can join a career in public relations, journalism, law, teaching, or music. Matching of individuals’ talent and career enables them to experience less strain in learning and executing the job. In the same way, getting into a career that matches ones talent enables them to maximize their potential. Increased self-drive and job enjoyment results in amplified one’s efficiency and efficacy in a given career. Employees who are already working in an organization can also benefit from talent-career matching. An employee who has been in a particular job for a long period can fail to realize his or her talents. However, if employees engage in career explorations, they can realize their talent based on they do best without straining. Besides being enjoyable, one’s talent has good returns once it is tapped. Employees who understand their talents can focus on using them to enrich their jobs (Zickik & Hall, 2009). For example, employees who are talented in organizing activities can display their skills in company events management during awards, annual conferences, and internal meetings. Since talents enhance one’s skills, they may result in promotions and recognition. Meeting Personal, Societal, and Job Expectations Every individual has career expectations to meet. In the same way, the job that individuals do have particular expectations that they must continue to meet as they grow. In addition, families and societies have expectations concerning their people’s careers. Therefore, it is important to achieve these varied expectations. According to Holland’s theory of career choice, people chose careers that allow them to be in an environment that matches that of others who have resembling or equal careers. Erford and Crockett (2012) concur with this position when they confirm how people always want to work in environments that allow self-expression in terms of values, skills, attitudes, and ability. Career choice theory also holds that individuals’ personality and the surrounding environment determine their on-the-job behavior. This claim implies a person who works hard to meet his or her expectations has to achieve the environmental prospects too. Avery (2014) affirms that career exploration enables individuals to appreciate the expectations that different stakeholders have in various careers. For example, one will understand that he or she must gain a wide experience through working in lower management levels for a certain number of years for him or her to be a managing director in a certain career. In the same way, in careers such as law, people have to have worked as lawyers or magistrates for them to be appointed as senior judges. People are also expected to meet some job expectations in a particular career as they progress. For example, they are expected to have the ability to handle more complex situations and/or guide new employees. As technology changes, an individual in a career that requires up-to-date technology must make efforts to learn and acquire it to meet these expectations. Career explorations prepare individuals in appreciating new expectations (Gibson, Dollarhide, & Moss, 2014). For example, learners will know that they will be required to be outstanding to be promoted through the military ranks if they take a career in military science. Career explorations inform individuals how their careers are expected to grow with time. For example, they will be aware of any automatic promotion of job groups and other promotions that depend on extra academic qualifications. In careers such as military, exemplary performance may result in promotions. Erford and Crockett (2012) hold the opinion that career exploration prepares individuals to understand the expectations of a job. Familial and societal expectations about an individual’s career are also emphasized in career exploration. For example, after investing money in educating a son to become a lawyer, a family may expect the son to become a judge after a couple of years. Failure to achieve societal expectations results in one being seen as a failure in that career. For instance, people will tend to think that one is not a handworker, not committed, or does not understand a certain career. Career exploration enables individuals to learn the expectations of the job, family, and society. With information, individuals can choose a career that will drive them towards meeting these expectations. Conclusion Career exploration is important in enabling individuals to develop their personal abilities. As discussed in the paper, career exploration is vital since it helps individuals to satisfy their need for the right job after a certain study, knowledge and credibility in their professions, and the need for promotion. Moreover, the need to meet individuals’ familial and societal expectations, salary increment, or the expectations of a competitive working environment makes career exploration important in enhancing individuals’ ability to further themselves. Reference List Anderson, K., & Mounts, N. (2012). Searching for the Self: An Identity Control Theory Approach to Triggers of Occupational Exploration. Journal of Genetic Psychology, 173 (1), 90-111. Avery, K. (2014). Developing Professionalism in career coaching. Human Resources Magazine, 19 (4), 18-19. Erford, B., & Crockett, S. (2012). Practice and Research in Career Counseling and Development–2011. Career Development Quarterly, 60 (4), 290-332. Gibson, D., Dollarhide, C., & Moss, J. (2014). Professional Identity Development: A Grounded Theory of Transformational Tasks of Counselors. Journal of Counseling & Development., 92 (1), 3-12. Zickik, J., & Hall, D. (2009). Toward a More Complex View of Career Exploration. Career Development Quarterly, 58 (2), 181-191.

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Write the original essay for the following summary: The essay discusses the concept of career mobility and how it can be achieved through career self-management skills.Employees are only left with the choice of managing their careers individually if their employers do not offer any opportunities for promotions.

The essay discusses the concept of career mobility and how it can be achieved through career self-management skills. Employees are only left with the choice of managing their careers individually if their employers do not offer any opportunities for promotions.

Career Mobility and Career Self-Management Skill Research Paper Table of Contents 1. Introduction 2. Literature Review 3. Conclusion 4. References Introduction One of the critical requirements of job satisfaction is the capacity of jobs to facilitate upward career mobility. This concern compels organisations through their HR to design and implement career training and development programmes for employees. This plan helps in the provision of knowledge and skills that are required to enhance innovation and creativity. Employees prefer working for companies, which foster the development of their individual skill bases. Consequently, the human resource arm of an organisation develops people to ensure that they acquire supervisory and basic skills to perform organisational tasks, develop their careers, and professional technical skills. Training and development consume organisational resources such as time and finance in exchange with employee career progression. This observation suggests that career development entails interactions and exchanges that occur between employers and the workforce. While literature on training and development sees employers as having a responsibility for guaranteeing career development to their employees, literature on career self-management sees employees as having an added responsibility of making decisions on their current and future career goals. Consequently, there has been an enlarging literature that calls upon employees to take full responsibility of their career management. These concerns are documented in the studies on career self-management, alternatively called individual career development (ICD). This paper identifies eight peer-reviewed articles that address the subject of career self-management. It then reviews and offers their critical analysis. Literature Review Over the last two decades, the career growth environment has been undergoing significant changes. For example, changes have been experienced in traditional forms of career development. Such traditional forms are controlled by paradigms of employment order through the creation of employee relations programmes. Such approaches are now replaced by borderless and worker-controlled career development strategies (King 2004). In the wake of any global financial crisis, many organisations undergo restructuring while others engage in business partnerships such as mergers and acquisitions (Quigley & Tymon 2006). For example, the 2007-2008 financial crisis led to the downsizing and even crumbling of some firms. This situation increased the levels of job insecurity. Many firms offered very few, if any, opportunities for promotions. Consequently, in such situations, employers demonstrate the fear or the unwillingness to engage in any agreement for managing and ensuring employee career opportunities in a formal manner. Thus, employees are only left with the choice of managing their careers individually. However, this claim does not imply that employers cannot help employees with career management. Employers value the need for employee career development. Therefore, organisations pursue policies that ensure the shifting of their accountability in career management and conference of roles to their employees through interventions such as offering training programmes on greater accountability together with a higher responsibility in the management of one’s career. Under the discourses of individual career management, this claim suggests that employers only provide an enabling environment for employees to take full accountability and management of their careers in preparation for taking higher career roles in the future (King 2004). Career self-management refers to ‘the degree to which one regularly gathers information and plans for career problem-solving and decision-making’ (Quigley & Tymon 2006, p.523). Critical questions emerge on whether organisational interventions can increase individual career management skills and/or whether career management skills can be made effective through formal training. Can they also work well with all employees? If not, what class of employees can develop the capacity to self-manage their careers through organisational leveraging? Quoted by King (2004), Crites made one of the earliest attempts to theorise the concept of career self-management. People are motivated in the work environment by internal and/or external stimuli, which prompt them to act in certain ways. For example, they can make requisite adjustments to ensure that they are accepted by their workmates. They gain prestige with the objective of securing more work freedom. Tensions also make employees react in certain ways to reduce any possible thwarting conditions. Changes in working conditions that force employees to behave differently result in their vocational adjustment. In the process, they experience success and/or satisfaction with their work (King 2004). This observation suggests that if workers fail to respond to changes in the work environment, they may get frustrated, a situation that can lead to vocational maladjustment. This process occurs in all contexts and with ‘different thwarting conditions and foci for adjustment, over the whole course of the career from occupational entry to retirement’ (King 2004, p.115). Although Crites’ understanding of employee adaptations in response to internal and external stimuli is not in the contemporary terms of career self-management as it is today, his arguments form important paradigms for understanding the problem of career management in the 21 st century. Crites recognises how people encounter various challenges such as barriers to career development throughout their working life. According to King (2004), despite referring his discussion to only merchants, military, and blue-collar jobs, his analysis of various thwarting situations measures up to the concerns for self-career management as discussed by Quigley and Tymon (2006) and Chiaburu, Baker, and Pitairu (2006). In fact, the claim that people encounter frustrations and barriers in career progression receives acceptance in the 21 st century career management discourses as the search for illimitable careers continues. Frustrations, conflicts and tensions in work environment compel people to adjust accordingly to minimise anxieties. This situation leads to self-career development as employees seek mechanisms for easing the ways of executing certain tasks that are allocated to them. Looking for effective ways of accomplishing a task entails a quest for higher performance and accuracy. As King (2004) suggests, career self-management is driven by the quest for increased performance. While analysing Crites’ work, as a potential theoretical framework for career self-management, King (2004) identifies a gap in literature on career self-management claiming that past scholars have not sufficiently addressed the question of why people adopt specific behaviours for career self-management. He takes this opportunity to propose a career self-management conceptual model for studying the nature, causes, and the consequences of career self-management. The framework explains the nature of career self-management as a dynamic process that entails the execution of positioning, influence, and boundary administration behaviours (King 2004). Periphery administration involves the assessment of various requirements within and outside the administrative centres. Positioning behaviours ‘ensure that an individual has the contacts, skills, and experience to achieve the desired career outcomes’ (King 2004, p.119). Influential behaviours relate to efforts of influencing decisions that employers make to align with the desires of the individual outcomes. Career self-management involves compromises between employers’ expectations and the expectations of employees’ desired career direction. Why do employees engage in career self-management behaviours? King (2004) responds that they desire to take a full command of their occupations, gain self-efficacy, and/or acquire occupational anchors. The outcome of these quests is life satisfaction. Although King’s (2004) work does not conduct any experimental or quantitative research to ascertain and support his model, literature on human resource management contends that employees who can control their career progression ladder in an organisation are better satisfied with their jobs and more prepared to face changes and challenges in terms of future job requirements. Raabe, Frese, and Beehr (2007) agree with King’s (2004) assertion that employees have a noble responsibility of ensuring they take full control of their careers. They assert that the current trend in career management indicates how ‘most of the responsibilities of managing careers are shifting from employers to adaptive and proactive employees’ (Raabe, Frese & Beehr 2007, p.297). The nature of jobs changes with time. As discussed by Hall (2004), the emergence of protean careers, cause this shift of responsibility for career management. This claim suggests that employees need to take proactive decision-making roles in determining the path of their careers both currently and in the future. Therefore, employers need not to determine where certain individuals should be in terms of career hierarchical positions. Rather, personal hard work and commitment to career progression should determine the effects of worker occupational growth. Career self-management requires one to take personal initiatives. Thus, it is important to have a model or strategy that employees can use to guide personal initiatives for individual career management. Raabe, Frese, and Beehr (2007) present such a model, but with consideration of the contribution of organisations in helping employees to self- manage their careers. Different from King’s (2004) theoretical framework for explaining career self-management, Raabe, Frese, and Beehr (2007) incorporate a mechanism for testing their model by conducting a quasi-experiment. However, similar to King (2004), they also base their model on a past theoretical framework, namely the action theory. The theory explains the manner in which employees ensure control of their career through engaging in chores that increase their career self-management. One of the theoretical constructs of the achievement hypothesis is the accomplishment adjustment presumption. It holds, ‘people’s transactions with the environment enable an individual to guide his/her goal-directed activities over time and across changing circumstances’ (Raabe, Frese & Beehr 2007, p.298). Employees’ control over their careers implies that they execute their activities congruently with the desired goals. In fact, action regulation model identifies increased job attendance and decreased problematic workplace-related behaviours as important in career mobility. Nevertheless, there is inadequate evidence to support the capacity of the model to ensure that employees pursue long-term career goals such as career building. However, Raabe, Frese, and Beehr (2007) indicate that the model explains employees’ manner of controlling their careers. They also claim that employees can be influenced to engage in self-management behaviours for their careers (Raabe, Frese & Beehr 2007). This claim suggests that organisations can leverage the process of career self-management by adopting appropriate employee career growth motivational programmes. Raabe, Frese, and Beehr (2007) arrived at their conclusion after engaging 205 white collar job workers in career development for a period of 10 months. They accomplished this mission by raising the workers’ individual knowledge concerning their commitment to career goals and/or planning on career quality (Raabe, Frese & Beehr 2007). Their findings indicated a direct correlation between these variables and positive behaviours that fostered career self-management. Therefore, organisationally-established individual employee career management programmes are feasible strategies for encouraging career self-management. Although Raabe, Frese, and Beehr (2007) offer an important mechanism for inducing and encouraging individual career management in an organisation, their research suffers some drawbacks. The study deployed quasi-experiments as opposed to the actual testing. This strategy introduces the challenge of making various causal inferences with certainty. Their data was based on self-reports, which may be distorted. Distortion impairs the reliability of research findings. Inferring from the action regulation model that people exhibit career self-management behaviours, which can be encouraged by an organisation, a scholarly interest emerges on whether the personality of individual employees can influence their behaviours. Chiaburu, Baker, and Pitairu (2006) studied the effects of proactive personality on people’s career self-management behaviours. They focused on behaviours such as job mobility and its preparedness together with ‘development feedback-seeking behaviours while providing evidence for one mediator (career resilience) and one moderator (public self-consciousness) on this relationship’ (Chiaburu, Baker & Pitairu 2006, p.619). They deployed a regression analysis approach in analysing data that was collected from a sample size of 127 employees from only one organisation. Their findings indicated that the studied personality had a positive correlation with career self-management behaviours. In the relationship between the variables, career resilience provided a mediating effect on individual career management. Chiaburu, Baker, and Pitairu (2006) assert that self-consciousness in the public domain interacts with proactive personality to influence individual career management behaviours. These findings are valid in organisations. They are also applicable to various practitioners who look for various interventions for encouraging individual career management interventions. In particular, practitioners and companies can design programmes for encouraging individual career management. The programmes should focus on interventions that encourage proactive personality development. However, Chiaburu, Baker, and Pitairu (2006) do not provide efficacy analysis of the research implications. For instance, they do not provide mediating effects that prevent people from developing personalities that impede individual career development. Upon employing their model in organisations that focus career management responsibility on employees, rather than employers, it is evident that certain personality attributes can be developed. This observation raises the question of whether personality is acquired from the environment or it is inborn. Behavioural, trait, socio-cognitive, psychoanalytic, and humanistic theories explain different personalities that individuals possess. For example, behavioural theories suggest that people’s personality emanates from the interaction of individuals with the environment. Consistent with Chiaburu, Baker, and Pitairu’s (2006) viewpoints, this claim implies that some personality attributes can be learnt so that career self-management interventions can help to induce personality attributes that encourage individual career management. In advancing their expositions, behaviourists study various measurable and observable behaviours of people to explain the nature of individual personality. Behavioural theorists such as John Watson reject various theories that suggest that personality of individuals is a function of feelings and thoughts that form part of the conscious and unconscious mind. The trait theorists assert that the personality of individuals comprises various broad traits. In the context of the discussion of this theory, traits refer to characteristics, which are stable within an individual. They guide the course of actions of different people. Such traits can help in fostering or discouraging individual career management behaviours. Similar to Chiaburu, Baker, and Pitairu (2006), Hirschi and Freud (2014) find individual motivation to engage in proactive behaviours that encourage individual career development important in career self-management. In their study, they deploy ‘a micro-level perspective on how within-individual differences in motivational and socio-cognitive factors affect the weekly fluctuations of engagement in proactive career behaviours’ (Hirschi & Freud 2014, p.5). The study deploys a sample size of 67 students from a Germany university. For a period of 13 weeks, the researchers scrutinise students’ beliefs on self-efficacy concerning their careers, barriers to career mobility, career support experiences, emotions towards career progression, and career engagement approaches. A regression analysis of the data was done using a linear hierarchical approach. The results of the analysis indicated that social career support predicted students’ career engagement. Positive emotion towards their occupations also produced a similar effect on career engagement in social support. Along individual variations, their results showed that negative emotions and self-efficacy coupled with career barriers had no effects on career engagement (Hirschi & Freud 2014). This observation implies that organisations need to look for career social support interventions and mechanisms for ensuring positive emotions towards the careers as a way of encouraging and supporting employees in taking responsibility of managing their careers. Although the results of Hirschi and Freud (2014) are important for organisations that are looking for strategies for shifting the career management responsibility to employees, their reliability is questionable. A research that has an error margin of 0.05 typically uses a sample size of 385. Hirschi and Freud’s (2014) research deployed a sample size of 67 students. Therefore, the error margin in this research is far high so that reliability of the results to represent the population becomes questionable. Indeed, small sample sizes make generalisability of the results difficult. Consequently, for organisations that seek to use Hirschi and Freud’s (2014) results in their employee career self-management programmes, it is important to seek support for such programmes by considering evidence from other researches that have been conducted using the same approach while deploying larger samples from different contexts. From the aforementioned studies, personal initiatives to take charge of one’s career management are important. In the same line of thought, Ans and Jesse (2013) study the effects of career directedness on individual career management with a focus on retirement intentions. Their research arises from a scholarly gap in terms of linking self-directedness in career management to retirement intentions and decisions of older employees (Ans & Jesse 2013). Therefore, the researchers study the relationship between the two sides through the mediation of individual career management behaviours together with engagements. They use survey as a primary data collection methodology. With a sample size of 271 participants, including old employees (average age of 53) who have worked over 10 years (an average of 16 years), they measure occupational thoughts, professional self-administration manners, commitment, and withdrawal plans as indicators of career self-directedness (Ans & Jesse 2013). Their results suggest a direct relationship between the variables of the study where individual career management behaviours and engagement provide a100% mediation effect. Ans and Jesse (2013) carry out a successful research on the effects of career- self-management on retirement intention among employees. They evidence that the need for career development is not merely a concern of the newly employed people, but also those who have been in the employment for a long time. Therefore, it responds to the question of who career self-management programme should be developed for in an organisation. Career self-management behaviours are equally appropriate for old employees just as they are crucial for the newly employed. This conclusion is perhaps well supported by theories of human motivation to work such as the Maslow’s hierarchy of needs. The theory holds that people hope for continuous individual growth, irrespective of their demographic differences. Quigley and Tymon (2006) hypothesise that intrinsic motivation in career development can foster career self- management. They develop an integrated model to explain this relationship. In the model, they claim that progress, employee competence, choice, and cognition of the meaningfulness of their career help in individual career management. However, their model is devoid of empirical data to support it. Since the theoretical framework only advances ‘six testable research propositions that link components of intrinsic motivation to career self-management and career success’ (Quigley & Tymon 2006, p.522), the extent to which intrinsic motivation contributes to individual career management is not clear. Amid the lack of empirical data to support Quigley and Tymon’s (2006) model, approaches for inducing career self-management within an organisation are important, although each approach may have its own limitations. Indeed, shifts in responsibility for career management are not induced by employees. They are induced by organisations due to various operational challenges that prompt organisations to adopt different strategies for ensuring that they remain risk resilient. For example, with the formation of mergers, downsizing is almost inevitable in the effort to reduce organisational expenses. In such situations, organisations cannot take the responsibility of looking for alternative careers or placement of employees in alternative jobs. Therefore, over the period of employment, organisations cannot ensure that employees do not become redundant in the event of a merger or acquisition by ensuring that they individually have the capacity manage their own careers. King (2004) asserts that when organisational life ends up being turbulent or unpredictable, individual career management becomes the only appropriate mechanism for ensuring navigation through the world of turbulence. De Vos and Soens (2008) and Hall (2004) confirm how the concept of the protean career is important for survival of employees in the turbulence. In the protean workplace, there is high job insecurity so that employees cannot consider themselves having a life-long career (Hall 2004). This claim suggests that when a job comes today, one cannot have an assurance that it will be there the following day. Therefore employees have the responsibility of assessing the employment markets, monitor career trends, and/or expect future changes in the industry. Thus, they need to look for qualifications and appropriate skills that are necessary for thriving in a changing employment market. This process involves individual career management. Organisations cannot forecast and prepare their employees for future changes in skills and knowledge requirements (Hall 2004). Consistent with Hall’s (2004) assertion, issues such as globalisation and intense employment of technology in driving organisations’ competitive advantage lead to redundancy of some employees when their skills become no more viable in technologically savvy operational environment. Although an organisation may train and develop its employees to ensure they can perform their traditional duties in new technological business environments, such an attempt may not be feasible after its cost and benefits analysis is conducted. Consequently, cheaper alternatives such as new hires while disposing redundant employees may be favourable to an organisation. To avoid this situation, individual career management is inevitable for employees. De Vos and Soens (2008) support the need for employees to embrace protean career attitudes. Their research tests a theoretical model where they stipulate the correlation between ‘protean career attitude, career self-management behaviours, career insight, and career success outcomes (career satisfaction and perceived employability)’ (De Vos & Soens 2008, p.449). The research deploys a sample size of 289 workers. Similar to Hall’s (2004) theoretical propositions, De Vos and Soens’ (2008) results suggest that protean career attitudes directly correlate with the anticipation of career success with career development insights that provide a mediating effect. Hence, a positive attitude towards career turbulence within an organisation fosters individual career management. Conclusion In a globalised and technologically driven world, employees need to anticipate unprecedented changes in their career demands. Therefore, they need to adopt requisite strategies for ensuring that they advance their knowledge and skills to meet the new demands. Failure to follow this path, protean career demands might force them out of the employment system since new jobs come with a new set of skills and knowledge requirements. The reviewed literature suggests that employees should not look upon their employers to manage their careers in preparation for their future changes. Rather, they should self-manage themselves. They can achieve this goal by adopting a positive attitude towards protean careers and preparing to face the dynamics of modern workplaces. Most importantly, they must assess the employment market to determine future skills and knowledge requirements. After understanding industry trends, they can then look for corresponding qualifications and skills. This plan calls for self-determination and adoption of personal initiatives to manage one’s career. Consequently, it is sufficiently sound to conclude that all aspects that correlate directly with career self-management behaviours are important in organisations’ programmes for training employees on their individual career management. References Ans, D & Jesse, S 2013, ‘Self-Directed Career Attitude and Retirement Intentions’, Career Development International , vol.18 no. 2, pp. 155-172. Chiaburu, D, Baker, V & Pitairu, A 2006, ‘Beyond Being Proactive: What (else) Matters for Career Self-Management Behaviours?’, Career Development International , vol. 11 no. 7, pp. 619-632. De Vos, A & Soens, N 2008, ‘Protean Attitudes and Career Success: The Mediating Roles of Self-Management’, Journal of Vocational Behaviour , vol. 73 no. 3, pp. 449-456. Hall, D 2004, ‘The protean career: A quarter-century journey’, Journal of Vocational Behaviour , vol. 65 no.1, pp. 1–13. Hirschi, A & Freud, P 2014, ‘Career Engagement: Investigating Intra-individual Predictors of Weekly Fluctuations in Proactive Career Behaviours’, The Career Development Quarterly , vol. 62 no. 1, pp. 5-20. King, Z 2004, ‘Career Self-Management: Its Nature, Causes and Consequences’, Journal of Vocational Behaviour , vol. 65 no. 1, pp. 112-133. Quigley, N & Tymon, W 2006, ‘Towards an Integrated Model of Intrinsic Motivation and Career Self-Management, Career Development International , vol. 11 no. 6, pp. 522-543. Raabe, B, Frese, M & Beehr, T 2007, ‘Action Regulation Theory and Career Self-Management’, Journal of Vocational Behaviour , vol. 70 no. 2, pp. 297-311.

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Write the full essay for the following summary: The essay discusses the importance of soft skills in project management, and how they can be applied to the Caribana Parade project of the Toronto Sun.The essay discusses the importance of soft skills in project management, and how they can be applied to the Caribana Parade project of the Toronto Sun.

The essay discusses the importance of soft skills in project management, and how they can be applied to the Caribana Parade project of the Toronto Sun. The essay discusses the importance of soft skills in project management, and how they can be applied to the Caribana Parade project of the Toronto Sun.

Caribana Parade Project of the Toronto Sun Proposal Introduction Despite the fact that project management is an art and a science, the backbone of a successful project lies in application of soft skills in deliverable variables. These variables authenticate project leadership and management science, risk assessment, and analysis which are basically the soft skills in project management. Project Management is done to prepare, synchronize, and manage the multifarious activities of business projects. Project management is normally compared to the three balls that are juggled by the circus performers. By developing Project management, it is possible to visualize the future risks and hurdles in the implementation of any project in order to take suitable remedial measures. Risks and opportunities are inversely proportional to each other. When there is any risk, some opportunities might be there and similarly, in opportunities there are bound to be risks. However, if the anticipated gains are more than the losses, then the risks are acceptable. Thus, this reflective treatise attempts to explicitly present a protagonist approach in the notion that projects are more about the soft skills rather than the technical skills. Specifically, the treatise expounds on the management of the Caribana Parade project of the Toronto Sun through the project task, deliverables, risks, critical path, and quality management plan. Project Charter and Plan Objectives of the project The primary objective of this project proposal is to systematize involvement of Toronto Sun at the event christened Caribana Parade Festival. The objective is to be met through deployment and critical design of a float parade (consisting of float pieces, a truck, and design), conscription and micromanagement of several volunteers, procurement of entertainment besides giveaway materials within a timeframe of 57 days, and proactive control of the tasks during the parade day on August 2, 2008 as from 10.00 am. The giveaway materials will consist of t-shirts, necklaces, volunteer kit, snacks, sunscreen, water bottles, whistles, and candies. Besides, the team will have to procure advertising banners and decorators for the company float. Significance of the project The Caribana Parade project will indicate the dominance and activities of the Toronto Sun as a strategic partner and sponsor of the annual event in Toronto. Thus, successfully carting the float of the Toronto Sun during the annual Caribana parade, which is the biggest and most attended annual event in the city, will give the company a competitive advantage through extra marketing exposure. Besides, the success of the Toronto Sun during the event will contribute to sustainability and increased return on investment as a result of the marketing exposure. Critical issues facing Morrison Cost constraint: Relatively low budget of only $400 in cash besides offers of contra advertisements. Time constraint: Morrison has only 40 days to complete the project, before August 2, 2008. Scope constraint: There are series of milestones and multiple deliverables. The ability to realize these deliverables and milestones is solely dependent on stakeholders’ availability and corporation. Stakeholders and their interests in the project Stakeholders External/Internal Larissa Presso Internal Samantha Morrison Internal Promotions and public relations department Internal Volunteers External Driver External Schedule and resource requirements Project management includes planning, making the required arrangements, selecting the right staff, providing instructions, keeping a tap on the progress, executing remedial measures, being innovative, and finally coordinating with the customers. All project management applications have fixed guidelines that plan and then execute. A project can never be successful if there is no team work. The top management should leave their egos and work as a team (Muller & Turner, 2007). Only then can the project achieve its success. For the case of the Caribana Parade, the resource requirements include hiring a flat bed truck before 10.00 am on the first day of August, 2008, ensuring that truck driver shows up for the event an hour before the start, ensuring that the safety waiver forms are accented by all volunteers thirty minutes before the commencement of the event, and ensuring that the float is procured in time. Project planning Project planning divides activity into four key areas which are “setting objectives, identifying deliverables, planning the schedule and making supporting plans. Supporting plan may include communication methods, human resources, and risk management” (Manas, 2008, p. 19). There should be a proper time management framework for project activities. This will ensure success during execution. The project plan outlines activities that have to be carried out to ensure completion of the project. It also shows the other activities which need to be carried out alongside the main activities. Critical path is the path taken by the main activities in the chart. Activities which fall along the critical path must be executed within the allocated time. However, regardless of how well a projected is well managed or evaluated, delays are inevitable. Such delays may arise from a number of factors such as sudden snow fall and delays in delivery of suppliers among others. Causes of delays should be addressed as soon as possible. This will help in avoiding further delays. Work breakdown structures An effective performance measurement system will always provide with significant and constructive information. Such information assists the assessment makers to arrive at an appropriate decision. The daily operations are affected by these systems. Through the help of change control procedure, the incorporated alterations will be exactly distinct, assessed, and accepted before the realization of the Caribana Parade project. Whenever any written request for a change in the procedure is received, all the team members will be consulted before arriving at any conclusion. Whatever decision is taken, the same will be informed to the concerned parties. In case of changes in the project progress procedure, the required amendments will be made in the documentation. The work breakdown structure is summarized in the table below. Stakeholders Position Work breakdown structure Larissa Presso Project coordinator Micro managing each step of the project Samantha Morrison Project manager Auditing, procurement, outsourcing, and logistical support Promotions and public relations department Support staff Logistical support Volunteers Support staff Logistical support Driver Support staff Driving the track on the event day Activities and scheduling The Caribana Parade project is scheduled for the second day of August, 2008. Project scheduling, estimation, and cost controls are the main factors of a project management system. There are four criteria of scheduling and controlling cost for the Caribana Parade project. These criteria are directing progress, directing actions, controlling results, and conserving resources. Project schedule and cost control procedures are very important for any project. This is indicated in the diagram below. (Source: Manas, 2008) If one of the criteria is changed, the others will automatically have to change. Suppose if the deadline is shifted ahead, the cost of the project will increase due to the resources involved. Similarly, if the estimate is reduced by a specific amount, the duration of the project will have to be increased because the resources cannot be increased and with the same resources, more time will be required. The methods to be used to measure the performance of the Caribana Parade project are: 1. The specific milestones are identified and determined. 2. The scope of work is well defined. 3. Risk plan is made pertaining to all the variables. 4. Ways of averting these risks are clearly defined. 5. The project plan is executed in an effective manner and in accordance to the guidelines laid down by the management. Resource and communication planning A project manager needs to identify the impact of delay on the whole project. As a priority, a project manager should first consider the possibility of continuing with other non critical path activities. This is possible when there are delays affecting critical path activities. This will help reduce the overall impact of delay on the project. In the Caribana project scenario, since the delay will affect both critical and non critical activities, the project manager should allocate available resources to the critical step. As a matter of fact, “delaying any activity along the critical path end up delaying the whole project” (Manas, 2008, p. 28). Therefore, all critical path activities should be completed within the scheduled time. In the case of the Caribana project, the plan will be communicated through face to face meetings and official emails. The progress will be communicated after every three days. The documentation needed is training pamphlets, risk monitoring books, and storage file for each mitigation strategy proposed. There are several steps involved in managing the communication plan. The first step will be prioritizing the tasks. This is followed by grouping the tasks in terms of materials needed for implementation. The third step will be to conduct stakeholder awareness and participation training. The fourth step will be internalizing the suggestions through open and consultative meetings with all the stakeholders. The action plan will be monitored everyday during the first month. Reports on its progress will be made after every two days. After completion of the complex parts, the plan will be assimilated into the stakeholders’ training module for it to become part of the Caribana Parade project. The success will be measured in terms of responses from the stakeholders after every stage of implementation. Since the whole process is flexible, evaluation will be based on the key parameters of operations management strategies such as the level of awareness, consciousness, and participation among the stakeholders. After management review of the progress systems, it is healthy to fuse the similar normative references since they share same scope in definition and terms of reference. The system should then factorize similar progress adjustments in order to tone down noticeable variances such as records of control and frequency of recording. When this is successfully assimilated into the latter, it is within desirable limits to roll out the integration procedure to include entire control and evaluation changes (Muller & Turner, 2007). In the process of doing so, it is possible to create a complete and comprehensive progress system which incorporates variances that might exist in the Caribana Parade project. At the same time, the progress system will be intrinsic of management reviews and audits that are recorded periodically in line with evaluation records of the project coordination officer. Realistic milestones Reflectively, the Gantt project is a success measuring tool for cross platform review of the entire procedures and stages of project implementation. This tool has application which monitors resources of the project, time allocation and completion tracking. Since it is flexible in creating project tracking charts, this tool is necessary in communication and promotion of the project deliverable variables since it classify each according to the stages, timeframes, and milestones (Muller & Turner, 2007). In implementing this project effectiveness tracking tool, soft skills come in at the point of relevance and procedural adjustments that might be needed following the series of project management dynamics. Specifically, this tool is relevant in tracking and managing timeframes allocated for each project milestone since it can be modified to address changes that might occur in each stage of the Caribana project management. For the Caribana project, the Gantt chart is summarized in the table below. Cost projection The project will involve procurement of several giveaway materials such as T-shirts, necklaces, volunteer kit, snacks, sunscreen, water bottles, whistles, and candies. Besides, the team will have to procure advertising banners and decorators for the company float. The cost estimation is summarized below. Hiring driver for 8 hours at $26 per hour = $208 Hiring the truck for a whole day = $192 Hiring a float for a whole day=$150 Printing and shipment of 100 T-shirts = $2,000 Procurement of other giveaways = $ 1,000 Food and snacks =$1,000 Miscellaneous =$ 500 Total cost = $5,050 Risk documentation SWOT of the risks Weaknesses Strengths * Lack of proper volunteer training. * There is an existing risk management plan. * Lack of proper sensitization of the stakeholders. * Disaster preparedness plan in place. * Better infrastructure to address the potential risks. Lack of current information technological enhancement. Threats Opportunities * Lack of proper enhancement and cooperation from the stakeholders. * The project has the ability to enhance preparedness and risk management. * There is an opportunity to in-cooperate the volunteers into risk management endeavors. Societal misunderstanding. Risk identification in the Caribana project Operational risk The main risk identified in the Caribana project is the inability to achieve the project milestone and goals since the project blueprint does not capture a comprehensive project plan. Besides, there were no regular assessment procedures for governance of the project’s structural framework. Financial risk The other risk identified in implementation of the Caribana project is the errors in the financial data and inventory information since the plan ignore some of the miscellaneous costs and overheads. Besides, the budget is not flexible to market rate dynamics that inflated some of the costs of the project. Misunderstanding among stakeholders The last main risk in the Caribana project is the misunderstanding among the project stakeholders. This is as a result of unclear role and duty assigned to each stakeholder, especially the volunteers. Besides, the stakeholders might have divergent opinions on the approach to be adopted in actualizing the project blueprint. Risk analysis in the Caribana project Classification of the risks in terms of impact and probability Risk Impact Probability Operational Risk High Medium Cost overrun likely to create ripple effect in other categories This is expected to be neither high nor low given tight project control Financial error risk High Low Miscalculations and inflexible budget is likely to cripple the project The variances from the original budget is minimal Misunderstanding among stakeholders Low Low Misunderstanding only as a result of unclear roles The coordination plan for project roles is easy to create Summary of the project impact impact/probability Explanation of the above risk impact/probability in the Caribana project GREEN In mitigating the risks in this category, the ideal approach that the project personnel should adopt is risk transfer and mitigation with those in the LP-HI. This is achieved via contingency budgeting. On the other hand, the MP-MI group can be solved via a decisive contingency plan. ORANGE The risk which falls in this category can be solved via simple risk acceptance and mitigated as they occur. Risk response strategies in the Caribana project Different risks have different impacts on a project. For instance, operational risks include the ability of the Caribana project implementation personnel to executive the project deliverable. Therefore, it is necessary to apply soft skills such as offering efficient training to project management personnel to equip them with adequate skills for quality project execution. Financial risk Financial risks include the fiscal resources that the Caribana project may demand in order to be completed within time. Due to economic swings as a result of market inflation, financial risk presents the greatest threat towards successful completion of the Caribana project. Thus, intrinsic financial management tools are necessary in mitigation of this project risk. This is corrected through budget review to include the aspect of flexibility and budget testing besides introducing the financial decision making rationale tests. Operational risk In order to mitigate this risk, it is necessary to design a practical project tracking plan and progress assessment criteria through application of project leadership and management soft skills. The Caribana project tracking plan will evaluate the aspects of efficiency in operations and review decision rational to ensure Pareto efficiency. Misunderstanding among stakeholders This can be quickly resolved through establishment of a proactive project charter with clear roles of each of the stakeholders. As a result, the disagreements will be resolved as each stakeholder will have a defined responsibility in the process of project implementation. Action plan for implementing those risk treatments The plans need to be adaptable. At this point, the risk mitigations plan is ready in action. Though weekly analysis and monitoring of the progress, the plan will be able to classify the success of the risk management within the Caribana project. The action plan can be effective through following the risk procedure to check the progress. The plan will be broken to monitor one risk activity at a time (Manas, 2008). The results of each activity will be merged together to identify any overlap or conflict within action plan. The plan will run for five weeks. Managing the project critical path Project Critical Path Critical path is important in actualizing the project life and making projections in terms of time involved in each stage. From the high level activity precedence table created by the management of the project, the precedence network drawn below was derived. In order to determine the critical path, calculations will be done for duration of each stage of the project as indicated below. Path 1: A → B → H → I = 1 + 2 + 2 + 1 = 6 weeks Path 2: A → C → D → E → F → H → I = 1 + 2 + 1 + 1 + 1 + 1 = 7 weeks Path 3: A → C → D → E → G → I = 1 + 1 + 1 + 1 + 1 = 6 weeks Apparently, Path 2 becomes the critical path since it is the longest. Path 3’s float is 6 weeks while that of Path 1 is 6 weeks. This is presented in the diagram below where Path 2 (critical path) is highlighted. In order to establish the late start-late finish, and early start-early finish, the network is subjected through a critical backward and forward pass as indicated in the diagram below. The diagram confirms Path 2 as was previously decided to be the critical path of the project. Quality management plan For a project to meet its objectives, the aspect of scientific management is necessary in addition to proactive leadership approach. As a matter of fact, in project execution, project leadership, and project management complement each other. Project management focuses on the objectives and set goals that are to be achieved through project implementation. These goals are designed on the basis of rational decision making in line with the target of each objective within a defined period of time. The set goals have success measurement parameters that must be achieved through specific micro project management soft skills. On the other hand, though a complement of project management, project leadership surpasses the defined objectives and goals (Muller & Turner, 2007). Through application of special skills such as motivation, inspiration, and revitalization of the project personnel, project leadership skills for the Caribana project will nurture collective and self responsibility to perform optimally in the environment of project execution. Thus, project leadership will be necessary in connecting the mission, vision and objectives of a project to the unique dynamics of project management environment. Due to the high level of commitment that the Caribana project demands, project leadership skills will intertwine the purpose and scope of the project, besides defining deliverable project variables in order to make a project successful (Manas, 2008). Project leadership skills will introduce the aspect of creativity and innovativeness in the process of project management. Possession of relevant project leadership skills is an appropriate recipe for an all round and effective implementation strategies of a project. Through supplementary implementation of project management and project leadership skills, the culture of team work and common purpose will eventually climax in successful project execution. In order to prepare and conduct a successful internal audit of the Caribana Parade project, the project manager will adopt a macro adjustment within micro units of evaluation. This procedure involves micro audits carried out to macro manage a firm and review the same for quality in management system. At personal level, the manager will concentrate the audit to communication and logistic support in order to determine documentation and integration of the channels for communication within the project progress. In the audit statement, the underlying key procedure for reviewing authenticity of information obtained will rely on cost and time variances measurement in line with modern quality control organs running the project. Special attention will be directed towards measuring compliance and consistency indicators and matrixes of performance evaluation through integration of a proactive, objective oriented, and goal facilitated behavior audit. In addition, it is vital to identify specific operations that are quantifiable and controlled from the central organs of management. This is necessary to monitor achievement compliance and efficiency in resource use and reuse. When these contingencies are balanced and quantified, an independent audit report is likely to be within reach. Though the whole process is dynamic and requires flexibility in carrying out evaluation, the basic underlying concepts and aspects of accountability and responsibility should be part and parcel of every procedure. Despite the fact that the degree of accuracy on reviewing quality of the Caribana Parade project management may present some challenges, it is possible to build a framework for operation monitoring process which incorporates preventive and corrective actions to make such process consistent. Closing the project It is unfair to ignore the contribution of project management personnel in terms of efforts and skills when classifying projects on the matrix of success. Therefore, the ability to oversee, influence, delegate, assign and proactively supervise a project depends on the soft skills such as management and leadership, and risk mitigation rationale. Though the technical skills are part of a project, soft skills transform the blueprint into actual measurable activity. Reflectively, interpersonal skills in project management have an immeasurable value in the success of a project, irrespective of its magnitude (Muller &Turner, 2007). Besides, the behavioral skills of project personnel such as style, personal conduct, and approach will eventually determine the success of a project. Among the vital soft skills that will be discussed in this paper include project leadership and management skills, risk assessment skills, and rational decision making in the process of micro management of a project. In order to make the Caribana Parade project a success, the internal stakeholders should adopt transformational leadership characteristics such as diversity management, development of an insight that accommodates application of task oriented supervision in line with the project’s demands. Despite task orientation being rated as a high self leadership assessment strategy, action planning is of essence in creating solution oriented task and strategy implementation session for quantifying task orientation levels that is required in the success of this project. Samantha Morrison is a visionary leader who is competent in planning and deliberation of duties. Besides, she is an organized and goal oriented leader who is keen on transactional discourse of the project. Moreover, she is an effective team player who has managed to delegate duties to different parties in the project conceptualization. Conclusion The success and failure of project management is dependent on project management process since it provides planning, integration of project organization framework, and control. In order to strike an optimal performance balance, the process of project management should commence with a clear overview description of the project initiation: budgeting, objectivity, and scheduling. In addition, this part should include control procedures and assessment. In order to come up with a viable project, it is of essence to include quality control, communication with stakeholders, progress measurement, and flexibility in planning to accommodate any eventuality. Therefore, the Caribana Parade project is likely to be completed before the second day of August, 2008. References Manas, J. (2008). Napoleon on Project Management: Timeless Lessons in Planning, Execution, and Leadership. Nashville, Tennessee: Thomas Nelson Inc. Muller, R., and Turner, J. R. (2007). Matching the project manager’s leadership style to project type. International Journal of Project Management, 25 , 21–32.

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Revert the following summary back into the original essay: April Whitlock, the director of brand management at Carolina Pad, received product review requests from bloggers for cash payments. She was not sure about the bloggers' quality and professionalism but found the deal to be very cheap compared to professional journalists and advertisement companies. Whereas she did not find a reason to pay for reviews, she recognized a longstanding relationship with other bloggers that could have been affected in the process. #1 Key words: Carolina Pad, bloggers, product reviews

April Whitlock, the director of brand management at Carolina Pad, received product review requests from bloggers for cash payments. She was not sure about the bloggers' quality and professionalism but found the deal to be very cheap compared to professional journalists and advertisement companies. Whereas she did not find a reason to pay for reviews, she recognized a longstanding relationship with other bloggers that could have been affected in the process. #1 Key words: Carolina Pad, bloggers, product reviews

Carolina Pad and Bloggers Case Study Table of Contents 1. Abstract 2. April Whitlock’s Dilemma 3. Whitlock’s Alternatives 4. Effects on Stakeholders 5. Ethical Reasoning Standards 6. Whitlock’s Decision Abstract April Whitlock received emails from bloggers requesting cash payments for product reviews. She was not sure about the bloggers’ quality and professionalism but found the deal to be very cheap compared to professional journalists and advertisement companies. Whereas she did not find a reason to pay for reviews, she recognized a longstanding relationship with other bloggers that could have been affected in the process. Various ethical principles offered different solutions to her problem. However, she is supposed to reject the offer to protect the company from unforeseen risks. Key Words: Carolina Pad, bloggers, product reviews April Whitlock’s Dilemma The director of brand management received product review requests from bloggers for cash payments. Although the requests did not exceed $ 1,000, the bloggers promised to offer reviews for Carolina Pad products. The manager questioned the ethics in paying for reviews. Additionally, she argued that the agreement was informal and that Carolina Pads was not assured of favorable reviews. Despite the quality concerns, April did not want to jeopardize the longstanding positive relationship with other bloggers. In fact, the company was already involving other bloggers in product reviews without making payments. April argued that accepting the terms would subject the company to ethical consequences because it would breach its mission and value statements. Similarly, approving the request would expose the company to advertisement risks. However, declining the offer would affect the company’s relationship with other bloggers while subjecting the company to additional advertisement costs. Whitlock’s Alternatives One of the alternatives was to accept the offer in order to increase the company’s rate of return. The bloggers’ requests were less than the advertisement costs set by professional advertisement firms and journalists. April also realized that most of her competitors used the strategy to increase the ratings on products. Therefore, she could accept the offer, remain competitive, and match the competitors’ strategies. The other alternative was declining the offer and liaising with credible journalists and writers, who possessed advertisement standards and professional conducts. However, this decision would be more expensive than the bloggers’ deals. Effects on Stakeholders One of the stakeholders exposed to the outcomes of the offer was Carolina Pad. If April conceded to the offer, the company would be exposed to the contents of the reviews. Positive reviews were expected to enhance the company’s competitiveness while negative reviews would have affected the reputation and competitiveness of the company. The other stakeholder would be the bloggers. Any positive feedback from April would enhance their wellbeing and demonstrate the company’s commitment to supporting bloggers’ initiatives. Similarly, consumers would be greatly affected by April’s decision. If the bloggers decided to make positive reviews based on the payments, consumers would receive erroneous perceptions of the products. Advertisement firms, writers, and journalists would also be affected by April’s decision because they would interpret her decision as betraying the company’s commitment to quality professional services. Ethical Reasoning Standards In a utilitarianism perspective, which emphasizes on maximizing utility, Whitlock should have accepted the offer in order to increase the company’s financial returns and enhance the relationship with bloggers. In a rights perspective, which focuses on privileges, she should not have accepted the offer because the bloggers do not have a right to payment for making reviews on products. However, a justice perspective, which focuses on legal and fair proceedings supports conceding to the offer. The bloggers would be working towards improving the credibility of the company. Therefore, they would be entitled to receive payments for their work. The virtue perspective follows the highest moral standard available. The perspective does not support paying bloggers to make reviews because it would betray the company’s values. Whitlock’s Decision The manager should reject the offer and give reasons to the bloggers in order to protect the company’s relationship with bloggers without betraying its virtues and values.

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Write an essay about: The paper offers a consummate discourse regarding the concept of Carpal Tunnel Syndrome and Epicondylitis at the workplace. It addresses the prevalence of the conditions at the workplace and their management as a way of enhancing efficiency at the workplace. The paper finds that the disastrous effects of the two injuries can be greatly reduced through application of ergonomic principles.

The paper offers a consummate discourse regarding the concept of Carpal Tunnel Syndrome and Epicondylitis at the workplace. It addresses the prevalence of the conditions at the workplace and their management as a way of enhancing efficiency at the workplace. The paper finds that the disastrous effects of the two injuries can be greatly reduced through application of ergonomic principles.

Carpal Tunnel Syndrome and Epicondylitis at the Workplace Research Paper Abstract Carpal Tunnel Syndrome and Epicondylitis are some of the most pronounced workplace injuries that limit the efficiency of workers. This paper offers a consummate discourse regarding the concept of Carpal Tunnel Syndrome and Epicondylitis at the workplace. It addresses the prevalence of the conditions at the workplace and their management as a way of enhancing efficiency at the workplace. The paper finds that the disastrous effects of the two injuries can be greatly reduced through application of ergonomic principles. Introduction Achieving Workplace Efficiency through the Practice of Ergonomics Effectiveness of the human resource in an organization is a factor of the organizational success. Healthy personnel in an organization contribute immensely to the success of an organization. Moreover, health of the employees is a subset of the work conditions of the workers. Health defines the quality and the quantity of the work input by the workers. In this regard, an organization’s primary obligation is to institute measures of ensuring workers are at their optimal health. Therefore, principles of ergonomics in the workplace should be invariably observed (Konz, 2011). Literature Review Carpal Tunnel Syndrome Carpal Tunnel Syndrome hinders the efficiency at the workplace. The condition affects the palm area of the hand leading to numbness. The defect impairs the coordination of the muscle movement in the palm of the hand thereby causing intense pain. Because of the vitiated coordination in the palm region, grasping of objects becomes a grueling affair. Poor muscle coordination also leads to impaired movement of the hands. The fact that the hand achieves 99% of the workplace chores makes the condition a severe affair that must be controlled (Karwowski & Salvendy, 2011). Epicondylitis Rigorous tasks can render elbows redundant. In addition, overuse of an elbow leads to the development of pain in the human elbow. The tendons and muscles that join the forearm from the exterior parts of the hand may get inflamed because of uncontrolled movement, and lots of force exerted on the muscles. When the arm experiences “repetitive motions,” the damage may lead to “Epicondylitis,” or “Tennis Elbow”. For tasks that involve constant movements at the workplace, the workers are likely to develop Epicondylitis, unless good principles of work safety are adopted (Konz, 2011). Figure 1: Illustration of CTS Source: (Konz, 2011) Figure 2: Illustration of Epicondylitis Source: (Konz, 2011) Ergonomic principles involved with movements Working at proper and comfortable heights Many people may not know that height is a fundamental factor in the determination of safety at the workplace. The inclination of the hand and the palms are very significant factors in ascertaining the safety of the hand. The strain on the functioning of the hand interferes with the muscles and the nerve responses in the hand. The movement can be initiated by poor gravitational inclination of the hand, which necessitates the individual to be wary of the inclination of the arm. Epicondylitis does not occur due to “positional misjudgment” of the arms, but rather movement. Therefore, the ergonomic principles involved in the management of Tennis Elbow, are fundamentally different from those principles involved in the management of CTS. Poor positioning of the arm and intense force on the palm of the hands due to overstretching induces the condition. Remedying the condition requires the adoption of ergonomic principles that ensure that the hands are kept at a position where stretching is limited. Management of Epicondylitis involves limiting excessive motions of the arm especially when carrying heavy loads. Epicondylitis advances in cases where the work process involves repetitive motion of the arms carrying a heavy load. Repetitive movement and stress Repetitive movement of the arm and the hands is a predisposing factor to the two conditions. The need to shun monotonous movements involving the joints while carrying heavy loads should be emphasized. Workers must be trained on how to limit these movements to evade “wear” and “tear” of their joints. Consequently, it is important to avoid strenuous elbow movements to avoid stretching the muscles of the hand beyond their “elastic limit.” The muscles of the arm should be accorded minimal load especially when these muscles are under movement. Cases of Carpal Turner Syndrome require that strain and stress leading to muscles shearing be eliminated. Design of hand tools should consider the template of ergonomic principle in the workplace. Intelligible designation of the tool handles is fundamental to limiting injuries at the workplace. Specifically, the case of Carpal Tunnel Syndrome will be significantly reduced. From these assertions, it is clear that there is a distinction between the ergonomic principles in the management of CTS and Epicondylitis (Kroemer, Kroemer & Elbert, 2001). Why CTS and Epicondylitis continue to be unobserved Poor observation of good work ethics Poor work ethics is a factor that has largely contributed to increased injuries. CTS and Epicondylitis problems are widespread at the workstations as the staffs have ineffective enforcement programs to curb these episodes of injury at the workplace. The paper will briefly shift focus to explore the reason injuries have been associated with CTS and “Tennis elbow” syndrome continue to be witnessed amongst the workers (Kroemer, Kroemer & Elbert, 2001). Rigidity to adopt, and stick to the established ergonomic principles Enforcement of these ergonomic principles has faced ferocious resistance from most workers. Issues like positioning of the arms, the limbs, the back, and even the hands are very critical in the management of the workplace injuries. However, they have invariably been ignored. Workers are severely used to workplace indolence that makes it quite hard for them to adopt these new and effective models of maintaining a healthy life at the work place. Carpal Turner Syndrome continues to be a primary concern for employers despite the training of the staff to restructure their work techniques. As long as a change of attitude is not witnessed at the workplace, management of CTS and Epicondylitis remain a mirage (Kroemer, Kroemer & Elbert, 2001). Nature and design of the tools usable in the workplace Occupational health experts have shifted blame on the injuries at the workplace to indigent design of the tools used. Experts attribute 50% of the workplace injuries to the tools that workers use. The designs of these tools are prerequisites for these injuries. Handles of the commonly used tools, for instance, have been “accused” of enhancing injuries especially cases of CTS (Konz, 2011). Rigidity by most employers To adopt new technologies to avoid injuries. Good workplace ergonomic strategies include adoption of new industrial technologies that considerably reduce injuries at the workplace. Adoption of new technologies that are comfortable to use and achieve optimal results is essential in handling cases of workplace injuries. Nevertheless, most employers are unwilling to replace the inefficient machines with these highly efficient technologies where injuries are not easily experienced (Konz, 2011). Discussion Structuring of an effective ergonomics plan In an industrial manufacturing setting, rotational duty strategy is crucial. One of the contributing factors to workplace injuries is the fact that some workers are repetitively involved in the same chore. There is a need to rotate the workers to avoid the impact of stress on the same muscle. The following framework is critical in the reduction of “exposure hours” to the agents of injury (Kroemer, Kroemer & Elbert, 2001). Figure 3: Illustration of program design for workplace safety in a manufacturing plant Source: (Konz, 2011) Design of tools Flexible design of workplace tools is fundamental for an efficient ergonomics program. To reduce CTS and Epicondylitis, proper handling of tools in the workplace must be encouraged. Purchase evaluation of these tools should be done. Extreme strain on one arm is the root cause of CTS and Epicondylitis. Balanced use of both hands should be encouraged. In addition, a policy framework that requires workers to make use of both their hands should be designed to distribute the strain of work on both arms. Purchase of tools and equipment should be anchored on assessment report by ergonomists. Efficient evaluation of tools must be part of the procurement process while purchasing tools for the company (Trzcieliński, 2013). Workplace screening Konz (2011) proposes an elaborate model of intermittent health screening of workers to assess the effects of work on their health. The screening is crucial in establishing if the workers are exposed to injuries. Early interventional measures are significant in managing workplace injuries. Screening of workers assists the management in diagnosing workplace injuries on time. Any establishment of ergonomic programs must be based on research and evaluation. The screening process gives managers an insight into the causes of workplace injuries. A systematic screening program should be instituted to effect early intervention measures for workplace injuries (Alexander & Rabourn, 2011). Conclusion and Future Study Workplace injuries are quite common. Epicondylitis and Carpal Tunnel Syndrome are some of the most common forms of injuries. The study focused on the possible application of ergonomics to establish safer workplaces with regard to these injuries. The study finds that with the help of workers, managements can set up structures that greatly reduce the injuries. For instance screening, and setting up structures approved by experts. Future studies may focus on finding out the extent to which applications of ergonomics contributes towards workplace satisfaction or performance. References Alexander, D., & Rabourn, R. (2011). Applied ergonomics . London: Taylor & Francis. Karwowski, W., & Salvendy, G. (2011). Advances in human factors, ergonomics, and safety in manufacturing and service industries . Boca Raton, FL: CRC Press. Konz, S. (2011). International ergonomics association ergonomics international news and information. Ergonomics, 34 (6): 849-866. Kroemer, K., Kroemer, H., & Elbert, K. (2001). Ergonomics: How to design for ease and efficiency . Upper Saddle River, NJ: Prentice Hall. Trzcieliński, S. (2013). Advances in ergonomics in manufacturing . Boca Raton, FL: CRC Press.

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Create the inputted essay that provided the following summary: Narrative therapy uses stories to help people to deal with their problems. It was established in the early 1970s by Michael White and David Epston.Narrative therapy became popular in 1990s when therapists started publishing books discussing the use of stories as a therapeutic approach.

Narrative therapy uses stories to help people to deal with their problems. It was established in the early 1970s by Michael White and David Epston. Narrative therapy became popular in 1990s when therapists started publishing books discussing the use of stories as a therapeutic approach.

Case Conceptualization of Narrative Therapy Coursework Abstract Narrative therapy applies stories to assist clients in treatment courses. According to this therapy, people can infer different meanings from their experiences and use the same to address their prevailing conditions. Narrative therapy can be used to treat depression and handle a crisis. Narrative therapists utilize numerous methods to treat clients. The methods include scaffolding, outsider witnesses, and re-membering. Scaffolding entails helping clients to cope with their challenges by exploiting their past positive memories. Re-membering involves assisting clients to resolve their problems by moving away from problems-filled memories. Outsider witness is a method that involves using third party’s experience to assist a client to deal with his or her predicament. Narrative therapy is compatible with Christianity in numerous ways. Like Christianity, narrative therapy uses externalization to give a client the liberty to select his or her treatment course. Nevertheless, narrative therapy does not acknowledge the concept of God. It holds that humans are capable of liberating themselves. Narrative therapy will help John to revisit his experiences and relate them to his present condition. Through narrative therapy, it is believed that John will be in a position to understand his situation and institute an appropriate treatment course. Case Conceptualization of Narrative Therapy Different factors influence therapists’ ways of working. The factors include the different clients’ identities and problems. After considering these factors, a therapist uses the most appropriate therapy to help a client. One of the approaches is narrative therapy. Narrative therapy seeks to help clients to deal with their problems by assisting them to relate their challenges to other people’s experiences and come up with amicable solutions (White, 2005). Narrative therapy perceives challenges as detached from people, and it holds that people have the capacity to mitigate results of challenges in their lives. This aspect underlines why narrative therapy allows patients to direct their treatment courses. Stories are critical to molding people’s lives (White, 2005). Thus, narrative therapy uses stories to help people to evaluate their lives and deal with problems that prevent them from living an active and productive life. This paper will discuss a case conceptualization involving a narrative therapy. Narrative therapy is a psychotherapy that uses stories to help patients to deal with their problems. It was established in the early 1970s by Michael White and David Epston. Narrative therapy became popular in 1990s when therapists started publishing books discussing the use of stories as a therapeutic approach. In narrative therapy, therapists “ask questions to generate experientially vivid descriptions of life events that are not currently included in their plot of the problematic story” (White & Epston, 1990, p. 45). Narrative therapy creates a link between a client and his or her problems. Hence, it gives clients opportunities to familiarize with their problems and look for solutions. White and Epston (1990) hold that human beings “are interpretive beings” (p. 48). People attribute varied meanings to life experiences. Therefore, clients solve their problems by analyzing these experiences and their meanings. White and Epston (1990) assume that people do not construe their lives within a void. Instead, they control and they are controlled by their circumstances. Hence, the only way that clients can cope with their problems is interpreting them according to their contexts. Life experiences, which are entrenched in people’s narratives, mold personal identities. Therefore, narrative therapists should aid clients to illustrate their affluent narratives and trails, ways of life, and potentials connected to them. White and Epston (1990) assume that people have numerous stories since it is hard to limit one’s experience within a single story. These narratives, if systematically organized, may help to solve one’s problems. Clients are capable of identifying the best approaches to use in dealing with their challenges. Consequently, therapists should guide clients to devise mechanisms for dealing with their problems. A number of studies have proved that narrative therapy is an efficient method of dealing with clients’ problems. A study by Vromans and Schweitzer (2011) sought to determine the effectiveness of narrative therapy in helping clients with major depressive disorders. The study found that narrative therapy helps in identifying and addressing major depressive disorders among the adults. Additionally, some scholars have used principles of narrative therapy to create ways of addressing economic, gender, and racial challenges that affect society. For instance, Flanagan (2001) used the ideas of narrative therapy to assist Tasmanians to address poverty issues. Flanagan (2001) used stories relayed by numerous participants to prompt the parliament to initiate poverty eradication campaign. Narrative therapy is used to solve numerous problems, which include anxiety, depression, and Asperger’s disorder among the adolescents. Therapists allow clients to narrate their experiences and help them to relate the experiences to their prevailing problems. In doing this, they give clients opportunities to discern the causes of their problems before assisting them to deal with the causes (White & Epston, 1990). For instance, therapists help clients to identify life experiences that subject them to depression or anxiety and assist them to deal with the experiences. Narrative therapists use externalization techniques to assist clients suffering from the Asperger’s disorders. Narrative therapy is appropriate for John’s case because it will assist him to identify and cope with the causes of his predicament. The majority of therapy approaches impose treatment courses on clients. Hence, it becomes hard for clients to continue with the treatment courses, particularly if therapists do not keep them under regular supervisions. For narrative therapy, clients are helped to understand their problems coupled with being given chances to formulate treatment courses that they feel comfortable using. Thus, narrative therapy will help John to understand the causes of his depressing attitude, low self-esteem, and negative emotions, thus putting him in a position to resolve the problems. Attitude is one of the ethical issues that may arise when dealing with John’s case. Therapist should endeavor to establish authentic, respectful, and genuinely human relationship with clients. As a therapist, one is not allowed to lure or compel John to disclose information that he feels uncomfortable revealing. Instead, a therapist should interact with John freely without using any form of coercion (White, 2005). A therapist should be tolerant to all that John says and give him sufficient time to explain himself without interrupting his story. Confidentiality is another ethical challenge that might arise when dealing with John. John’s case is utterly sensitive. Hence, he may divulge confidential information. A therapist should exercise high level of confidentiality when helping John to deal with his problems. A therapist is supposed to conceal all information that he or she thinks might compromise John’s healing process. It is hard for one method of narrative therapy to be used to address different problems due to cultural differences. In John’s case, a therapist might use narrative therapy to help him to re-author his life and utilize his voice to formulate solutions for his problems. The approach may not succeed in the event that John hails from a community that values the contribution of all family members. It would be difficult for a therapist to guide John to reshape his life due to cultural conflict. Additionally, narrative therapy pays attention to language (White, 2005). Some terms have different meanings for different cultures. Therefore, another cultural challenge that might arise when helping John is deducing a different meaning from John’s narrative. Hence, a therapist should ensure that he or she gets precise meaning of John’s expressions before assisting him to map out a treatment course. Narrative therapy can be used in crises. The method creates a serene environment by allowing clients to express themselves without interruptions (White, 2005). A client is required to come to terms with his or her problems. Narrative therapy facilitates this aspect by giving a client the opportunity to give an account of his or her life encounters. It helps to establish a good rapport between a therapist and client. Treatment Plans and Interventions Presenting Problems John presents himself as a depressed individual after being expelled from the university, losing a job, and being abandoned by his wife within a short period. He had a dream of becoming a civil engineer. Therefore, his enrollment in the university marked the beginning of his journey to achieve this dream. However, John’s dream was thwarted after the university accused him of orchestrating a strike and it expelled him. After staying at home for two months, John decided to look for a job instead of staying idle. He was lucky to secure a job with a local contractor. However, three months into the job, John’s employer accused him of embezzlement of financial resources and he was fired. John went home and informed his wife, but she was not ready to bear the challenges they had gone through before he got the job. She packed her belongings and left. The incidents happened fast, and thus John suffered depression. Goals for Counseling John does not know what to do with his life. The first objective of this case conceptualization is to help him to deal with his attitude towards relationships. His financial situation makes him believe that it is hard to get a life partner. The second goal is to assist John to regain his self-esteem. John developed low self-esteem after his wife left. According to John, his wife was the only consolation he had after losing the job. Her departure shuttered his hopes and made him feel worthless. The feelings of worthlessness made John to become hasty and irritable. He is unable to tame his emotions. The third goal of the case conceptualization is to assist him to contain his feelings. The three objectives aim at helping John to rebuild his life and live harmoniously with his neighbors. Narrative therapy will give John an opportunity to identify with his situation by relating it to other life encounters. Consequently, he will be in a position to select the most appropriate treatment course. Interventions Scaffolding White (2005) claims “Scaffolding occurs by identifying unique outcomes and exceptions, and building on past positive events” (p. 79). It is imperative to create tasks that draw a client away from his or her problems. For instance, therapists may help clients to create activities that remind them about their past victories. Such activities make the clients forget their problems. When dealing with John, I will take him through narratives that give accounts of his achievements. I will use stories to convince him that he can overcome anything and show him that what he is going through is just a minor setback. Scaffolding will make John change his attitude by showing him that he has the potential to achieve many things despite his situation. Re-membering White (2005) alleges, “Re-membering has to do with helping individuals to reconstruct their identities by accenting and expanding on specific positive memories and by limiting problem-saturated memories” (p. 86). It allows clients to revisit their positive experiences and relate them to their present circumstances. Additionally, remembering gives clients the opportunity to determine the steps to take in the future. Re-membering will help John to cope with his situation. I will use the approach to help John evade problem-saturated memories, which might subject him to prolonged depression. I will ensure that he does not talk about his experiences in the university or his marriage. The two encounters are responsible for his present condition. I will help him to connect his positive memories with what is going on in his life and use the same to make decision on what to do in the future. Re-membering will help John to deal with his emotions by ensuring that he avoids revisiting memories that annoy him. Outsider Witnesses This method of intervention involves inviting other people to a therapy session (White, 2005). They may be people who are related to a client or have gone through similar challenges. After the session, a therapist interviews the people to know the issues that stood out during the session and learned lessons. A client learns that many people go through severe challenges. Besides, a client learns how to cope with his or her challenges from the people. As a therapist, I will invite individuals who have gone through the problem that John is encountering. I will allow them to attend a therapy session and listen to John’s story without criticizing or interrupting him. At the end of the session, I will request the individuals to comment on what they have learnt from the session and how it has changed their lives. The session will boost John’s self-esteem because he will realize that he is not the only one going through challenges, and if others have made it, he will succeed too. Spiritual Applications John’s challenges might distance him from God. John has tried many ways to solve his problems, but he has not succeeded. Consequently, he might believe that God has abandoned him. Such a belief might draw him away from God and lure him to engage in harmful activities as a means to quench his anxiety. I would handle this challenge by encouraging John to engage in religious practices like intensifying his spiritual emotions and invoking God’s name whenever he feels depressed. Religious practices would give him courage and relief from depression. In addition to the bible, church, and prayer, John requires fasting, meditation, and intercession. Fasting will give him an opportunity to communicate with God. It will signify his determination to overcome his problems. On the other hand, meditation will give him a chance to evaluate his life and figure out the cause of his predicament. He will then devote to address the cause. At times, we need other people to intercede for our challenges. Hence, John needs other people to intercede for him and ask God to relieve him from his sufferings. Compatibilities The first compatibility between Christianity and narrative therapy is that “Narrative therapy involves a process of deconstruction and ‘meaning making, which are achieved through questioning and collaborating with the clients” (White, 2005, p. 62). On the other hand, Christianity encourages the deconstruction of ideas about religion and faith to understand Christ’s teachings (Jones & Butman, 2011). The second compatibility is that both narrative therapy and Christianity encourage externalization (Pembroke, 2005). Christians use externalization to isolate sinners from sins and discern how to overcome temptations. On the other hand, narrative therapy uses externalization to help clients enter a region of immense freedom. Christians use scriptures to develop doctrines that guide their spiritual life. In a similar way, narrative therapy uses stories to assist clients to come up with appropriate treatment paths. Incompatibilities Narrative therapy is incompatible with Christianity in a number of ways. First, Christianity depends on personal faith while narrative therapy depends on personal experience (Pembroke, 2005). Second, narrative therapy holds that people can redeem themselves. On the other side, Christianity holds that people can hardly redeem themselves without spiritual intervention. Third, narrative therapy is founded on naturalism, and it does not acknowledge the idea of God. Thus, it holds that people can overcome their problems by revisiting their experiences, which is not entirely true. On the contrary, Christianity reminds people to rely on God whenever they are in problems (Jones & Butman, 2011). Conclusion There is hope that John will manage to deal with his emotions, change his attitude, and regain his self-esteem. Through narrative therapy, John will rediscover his potential and stop lamenting over his predicament. The primary challenge will be helping John to regain his self-esteem. However, there is hope that he will compare himself with others who have gone through harsh conditions and realize that it is okay to feel the way he feels. References Flanagan, J. (2001). The story of the Just Tasmania Coalition 1999-2000. Gecko: A Journal of Deconstruction and Narrative Ideas in Therapeutic Practice, 3 (2), 17-35. Jones, S., & Butman, R. (2011). Modern psychotherapies: A comprehensive Christian appraisal (2nd ed.). Downers Grove, IL: Intervarsity Press. Pembroke, N. (2005). A Trinitarian perspective on the counseling alliance in narrative therapy. Journal of Psychology and Christianity, 24 (1), 13-20. Vromans, L., & Schweitzer, R. (2011). Narrative therapy for adults with major depressive disorder: improved symptom and interpersonal outcomes. Psychotherapy Research: Journal of the Society for Psychotherapy Research, 21 (1), 4-15. White, M. (2005). Narrative practice and exotic lives: Resurrecting diversity in everyday life . Adelaide, Australia: Dulwich Centre Publications. White, M., & Epston, D. (1990). Narrative means to therapeutic ends . New York, NY: WW Norton.

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Provide the inputted essay that when summarized resulted in the following summary : Porter's five forces analysis is necessary for Caterpillar Company as it assists in comprehension of the market strengths and weaknesses. Although the Caterpillar Company has been a household name in the global heavy machinery manufacturing industry, there are several players that have limited its competitive advantage in the industry. The five forces determining the competitive advantage of companies operating within the heavy machinery manufacturing industry in the US are discussed below.

Porter's five forces analysis is necessary for Caterpillar Company as it assists in comprehension of the market strengths and weaknesses. Although the Caterpillar Company has been a household name in the global heavy machinery manufacturing industry, there are several players that have limited its competitive advantage in the industry. The five forces determining the competitive advantage of companies operating within the heavy machinery manufacturing industry in the US are discussed below.

Caterpillar Company Analysis Using Porter’s 5 Forces Model Report Introduction Porter’s five forces analysis is necessary for Caterpillar Company as it assists in comprehension of the market strengths and weaknesses. Although the Caterpillar Company has been a household name in the global heavy machinery manufacturing industry, there are several players that have limited its competitive advantage in the industry. The five forces determining the competitive advantage of companies operating within the heavy machinery manufacturing industry in the US are discussed below. Potential entrants Economies of scale The current players in the heavy machinery manufacturing industry have been in existence for long and have very large production capacities. For instance, Caterpillar, Deere, Kubota Corporation, Komatsu Limited, and AGCO Corporation have diverse and very big manufacturing plants spread across the US. Therefore, it is easy for these players to lower their prices as a competitive strategy since they directly benefit from economies of scale. Thus, a new entrant is disadvantaged in terms of pricing of its machineries since it will not benefit from economies of scale in the same magnitude as the current industry players (Wright, 2007). Cost disadvantages from other than scale The cost of putting up a single production unit is very expensive for a new entrant since the current players such as Caterpillar, Deere, Kubota Corporation, Komatsu Limited, and AGCO Corporation have breakeven and can easily manage the cost of production with clear market projections. A new entrant will find itself in the mucky waters of trying to manage the cost of producing a single unit of machinery to compete the average industry cost, which may not be practical for a small player (Wright, 2007). Product differentiation Players in the industry such as Caterpillar, Deere, Kubota Corporation, Komatsu Limited, and AGCO Corporation have diversified their product as part of portfolio balance strategy. For instance, each of the above players have diversified heavy machinery to serve construction, agriculture, and manufacturing sectors to boost the total revenues each year. A new entrant may not be able to compete with these players since their diverse products and strong brand presence is almost impossible to challenge, especially when the new entrant plans to start small (Johnson, Whittington, & Scholes, 2011). Capital requirements The heavy machinery manufacturing industry is characterized by capital intensive ventures since most of the machines are very expensive to product, maintain, and replace. For instance, Caterpillar has a capital worth of 28 billion dollars. It is very difficult for a new entrant to easily enter this market and breakeven within two to three years since such ventures require a lot of capital in putting up factories, hiring skilled workers, and producing affordable and quality machineries (Johnson, Whittington, & Scholes, 2011). Switching cost The cost of switching to different machinery at the production stage is very high since it requires complete overhaul of the previous plant. This is not sustainable in the short run for new player with relatively limited capital (Johnson, Whittington, & Scholes, 2011). Within this aspect, switching cost for a new entrant may translate into closing down such a company. Access to distribution channels The players in the heavy machinery manufacturing industry have spread across the nation, opening numerous branches in all major cities and centers. It would require massive capital for an aspiring investor to outperform their business prowess, in terms of established distribution channels (Wright, 2007). A new entrant will be in a disadvantaged position when attempting to penetrate this industry. Government policy There are stringent rules by the federal government that must be followed by any player in this industry. As a legal requirement, each company in the industry is expected by the regulatory authorities to be tax compliant and meet the minimal threshold in terms of safety, environmental friendliness, labor laws, and other business requirements (Wright, 2007). The approval process is very long and expensive for a new entrant with limited capital. From this analysis, it is apparent that the threat of a new entrant is very low since the switching cost and capital requirement are very high for a new player. Besides, the current players have high competitive advantage as a result of benefits from brand differentiation and economies of scale. Threat of substitutes Deere, Kubota Corporation, and AGCO pose the greatest threat to existence and business performance of Caterpillar and any other player in this industry. These companies have been in the industry for long period and are well established. The Deere, Kubota Corporation, and AGCO have the same machineries and sometimes offer big discounts to customers. In the US heavy machinery manufacturing industry, loyalty to a brand plays an important role in customer behavior. Therefore, Deere, Kubota Corporation, and AGCO have the ability to offer an alternative perfect substitute to customers who may be unsatisfied with machineries offered by Caterpillar and other players (Witcher & Chau, 2010). Unsatisfied customers have other alternatives from where they can get heavy machinery. However, the threat of substitutes is moderate since changing a brand is very expensive for customers in terms of initial purchasing cost, maintenance, and further training of users. Power of suppliers Suppliers in the heavy machinery manufacturing industry have power owing to the existence of many players and high demand for different raw materials used in the heavy manufacturing plants. As a matter of fact, suppliers may instigate market demand and supply variances since most of the raw materials used in this industry in the US are imported. All the players depend on the suppliers such as the steel companies and engine manufacturers directly for the delivery affordable machinery parts for assembly. This leaves the suppliers with the power to dictate on proceedings in the industry such as the cost of these parts and their availability (Nexis, 2015). However, through series of partnership agreements with independent manufacturers and vendors, the players in this industry have managed to curtail the power of the suppliers to moderate since there are series of jointly negotiated deals on the cost of these raw materials. Power of buyers Reflectively, the amount of output in terms of turn over sales depends on the buyers’ purchasing power. The higher the purchasing power, the better the turnover in total sales realized over a definite period of time. The performances of Caterpillar, Deere, Kubota Corporation, and AGCO in the US heavy manufacturing industry depend highly on the power of the heavy machinery users. On the other hand, unreliable and weak purchasing power translates into losses and underperformance (Wright, 2007). The players must therefore do everything within their means to ensure that service delivery and quality meets the expectations of customers since the power of the buyers is very high in this industry. Rivalry There are several players such as Caterpillar, Deere, Kubota Corporation, and AGCO operating in the same industry with virtually all of them dealing in a variety of machineries, which can perform similar functions. With many customers looking for good value for their money, durability and affordability of the machineries have remained the main basis upon which customers make their final decision to purchase products in the volatile industry. All the players in the industry are putting measures in place to ensure they attract more customers and therefore expand their market share (Johnson, Whittington, & Scholes, 2011). In line with this, the Caterpillar factories are the biggest and busiest in the US. The influence of rivalry is very high due to existence of very many players with the same product brands. Appendix 1: Porter’s five forces analysis Competition Rivalry Determinants of buyer power Threat of Substitution Determinants of supplier power Threat of new entries The Caterpillar Company faces rivalry from both the local companies and international companies. The influence of rivalry is very high in the industry. Customer power is very high in the industry in which the Caterpillar and other heavy machinery companies operate in. The consumers may decide to shift if they feel unsatisfied with the cost, ease of usability, and perceived durability of the heavy machinery brands. The threat of substitute products is moderate in the heavy machinery industry as the cost of switching products for the consumers is quite high since these machines are very expensive and requires specialized servicing teams from the manufacturer. The supplier power in the industry is moderate. The players in the industry have negotiated standard prices of most of the imported materials used in the industry. The threat of new entrants into the heavy machinery industry is very low. This industry is capital intensive and has very stringent government regulation policies that a small player may not survive in. References Johnson, G., Whittington, R., & Scholes, K. (2011). Exploring strategy (9th ed.). Alabama, Al: Prentice Hall. Nexis, L. (2015). Business and management strategy . Chicago, Ch: Glo-Bus Spring. Witcher, B., & Chau, V. (2010). Strategic Management: Principles and Practice , Alabama, Al: Cengage Learning. Wright, P. (2007). A refinement of Porter’s strategies. Strategic Management Journal, 8 (1), 93- 101.

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Write the original essay that provided the following summary when summarized: The text discusses the importance of internal analysis for companies, specifically discussingThe text discusses the importance of internal analysis for companies, specifically with regards to the Caterpillar Company. It highlights the key strengths, weaknesses, threats, and opportunities of the company, as well as detailing a comprehensive review of the internal environment in terms of efficiency, performance, and capabilities.

The text discusses the importance of internal analysis for companies, specifically discussing The text discusses the importance of internal analysis for companies, specifically with regards to the Caterpillar Company. It highlights the key strengths, weaknesses, threats, and opportunities of the company, as well as detailing a comprehensive review of the internal environment in terms of efficiency, performance, and capabilities.

Caterpillar Company’ Internal Analysis Evaluation Essay Introduction Internal analysis is carried out to highlight the key strengths, weaknesses, threats, and opportunities of a company. Besides, internal analysis encompasses a comprehensive review of the internal environment of a company in terms of efficiencies, performance, and capabilities. Internal or micro environment analysis is significant in placing a company within its abilities and areas that need to be improved to ensure business sustainability. Among the key tools for carrying out internal analysis include SWOT and value chain. This paper attempts to explicitly carry out internal analysis of the Caterpillar Company, which is based in the US and operates within the Construction Machinery and Equipment industry. The analysis will also reveal any bottlenecks that are likely to affect smooth flow of the performance projections of the Caterpillar Company. Company SWOT Strengths Weaknesses * The company has already established in the heavy machinery market and is already into the trade and has previous experience besides offering the best quality among its competitors in the global and US construction machinery and equipment industry. * The company sells its products at higher price than the average market price of its main competitors such as Komatsu. * The company has good terms with its dealerships and can deliver high quality marketing services at a reasonable price for its machinery brands. * The company has to contend with more or less similar design despite constant technological growth since most of its products have perfect substitutes in the market. * The company has established a cult like customer loyalty brands that have become a status statement in the construction machinery and equipment industry since the CAT brand is associated with quality and durability. * The company market niche is relatively narrow since it concentrates only on heavy construction and agricultural machinery. * The stable and management team comprising of directors and several managers is instrumental towards providing necessary support and guidance in provision of heavy machinery and reviewing current operational strategies in line with the demands of their clients. * The Caterpillar Company has more presence in the US than other parts of the globe. Specifically, unlike its main competitors, the company has few branches outside the US. Thus, Caterpillar does not enjoy the substantive demand in the global market as its customer catchment area is restricted to the boundaries of the US. * The Caterpillar Company also enjoys a wide network with over 45 branches and subsidiaries in the US and several representative offices in different regions outside the US. This is important in attracting more customers in those regions where the company is yet to reach full potential. Besides, the numerous branches have improved its products visibility and accessibility. * Caterpillar has high inventory cost since it has many production plants across the US. Managing these plants may not be sustainable in the long run if the annual turnover reduces. As a result of this weakness, the company has not been able to efficiently penetrate the small business segment in the US within its Business-to-Business model of operation. * Caterpillar Company has been able to increase its level of sales and profits through increased consumer proximities, clear differentiation, and segmentation of its brands, through the internationalization of its business models and expansion of dealership businesses. * Caterpillar’s focus on quality machinery products has compromised its ability to incorporate views of a section of its consumers. A section of the potential consumers feels that the company should produce reasonably priced and quality machinery for the low end construction and agricultural market. Summary of the Strengths and Weakness As analyzed above, the Caterpillar Company has embraced the significance of SWOT. The company has been in a position to swing these forces and manipulate them into advantages through offering competitive prices, expansion, diversification, and cutting a market niche. The main benefits that the company offers to its customers are the customized heavy machinery products and free service advice for every product. These benefits are aligned to the customers’ requirements such as affordable services, reliability, and professionalism. Besides, the customers are accorded individualized attention which meets their expectations (Johnson, Whittington, & Scholes, 2011). However, the company has weaknesses such as inability to diversify, relatively high prices, and existence of perfect substitute products from its major competitors such as Komatsu. Value Chain Analysis Primary Activities The value chain of Caterpillar Company comprises of four stages which are knowledge acquisition, storage, dissemination, and application. The Caterpillar Company relies on data mining for creation of knowledge. It uses data mining techniques and software to obtain customers information and use this data in modifying the products to suit the demands of the clients (Escrig-Tena, Bou-Llusar, Beltran, & Roca-Puig, 2011). Knowledge storage takes place in different ways. It can either be in soft or hard copies. Through storage of the knowledge in the company’s data base, the Caterpillar Company has accurate market intelligence. This ensures that it has the best sources for business decisions. Dissemination of information need should be properly managed so that correct information is directed to the market about the Caterpillar Company’s products. As part of knowledge application, the Caterpillar Company has adequate information on market surveys and customer information (Witcher & Chau, 2010). Supply Chain Management (Inbound Logistics) Efficiency in the supply chain is very critical in the spheres of quality assurance as part of the company’s operations management strategy. Customers across the globe are keen on efficiency and quality of services they receive from companies and would quickly change preferences on the basis of perceived quality. It is necessary that businesses ensure that efficiency and quality in service delivery is the baseline of their operations (Escrig-Tena, Bou-Llusar, Beltran, & Roca-Puig, 2011). With reference to the Caterpillar Company, the supply chain is managed through balancing the control systems, structure, and scope to ensure sustainability in the raw materials and logistical support. In order to achieve a sustainable level of efficiency, the aspect of cost, dependability, speed, quality, and flexibility are incorporated through value delivery, value addition, and creativity within the automated supply chain (Johnson, Whittington, & Scholes, 2011). Strengths The supply chain management system of the company has efficiency strategies such as proper control system, accurate benchmarking, and use of statistic tools to minimize errors in the system modeling for controlling flow of raw materials and logistical support. Caterpillar Company is a fundamental example of a company that has continued to embrace quality operations management model that supports communicational culture, efficiency, and optimal resource use as part of efficient and rational decision making structure (Johnson, Whittington, & Scholes, 2011). Weaknesses The supply chain management system is centralized and very bureaucratic. Therefore, the flow of logistics from one department to another department remains inconsistent. Operations (Production) Although operations strategy experience constant metamorphosis as a result of short term, midterm, and long term goal planning, no company can operate efficiently without quality system functioning. With reference to the Caterpillar Company, the operations strategy has been modified to ensure flow in the production process across its different plants (Escrig-Tena, Bou-Llusar, Beltran, & Roca-Puig, 2011). Besides, standard operations strategy system for the company acts as the engine that supports implementers of the current production strategy in order to comprehensively verify rationale for supporting current, predicted, and actual results for every step of the production model. Strengths The operations strategy system tracks input and output ratio and measures intrinsic efficiency of the employee and manager in line with set targets. The company has endeavored to create a decentralized production support system. The decentralized system has incorporated planning, development, implementation, and discovery (Escrig-Tena, Bou-Llusar, Beltran, & Roca-Puig, 2011). Since operations management system determines success of business decisions, the company has introduce a micro auditing unit for internal production decision making rather than depending majorly on macro market environment. Weaknesses The production system at the Caterpillar Company is not flexible to fluctuations in the operation functions. Since the production process operates of a preset blue print, it is very difficult to introduce any modification in the operation process. Summary of the supply chain audit The Caterpillar Company is focused on supplying its consumers with premium machinery products that suit their needs and experiences. The company’s strategy for ensuring smooth supply chain actualization involves research and creation of an informed and practical operations and supply chain plan. As a matter of fact, operations management at the company is scientific and controlled by the internal goal of efficiency in the supply chain and production processes. Within the comprehensive supply chain management strategy of the Caterpillar, the aspect operations strategy have embraced business processes such as acquisition of raw materials, handling, purchasing, and shipping after packaging (Escrig-Tena, Bou-Llusar, Beltran, & Roca-Puig, 2011). The Caterpillar Company’s commitment to high ethical values is demonstrated through the value network and chain. The company value chain commences with the development of products through own factories, independent manufactures and acquisition of licensed accessory supplies from partners. As a global company, the Caterpillar Company management considers standardized and system supported supply and production process as success factors (Nexis, 2015). Minority of the company’s full line products are supplied by independent and commissioned producers while majority are produced by the company’s own factories. The high self-production is significant for the Caterpillar Company as it covers the portion of its traditional heavy machinery product range which enables the company to gain expertise and optimize on both the product quality and availability (Escrig-Tena, Bou-Llusar, Beltran, & Roca-Puig, 2011). As opposed to its competitors, which produce their products from central points, the strategy of Caterpillar to spread production points around the world consolidates its supply networks and strengthens its long-term partnerships. Moreover, the spread of the sourcing volume across the global network of suppliers spreads risks and makes the company independent of any single sourcing location and manufacturer. From the manufacturing and supply points, the Caterpillar products are distributed either through company’s own dealer stores or through independent dealers across the globe (Johnson, Whittington, & Scholes, 2011). References Escrig-Tena, A., Bou-Llusar, C., Beltran, M., & Roca-Puig, V. (2011). Modeling the implications of quality management elements on strategic flexibility. Advances in Decision Sciences, 1 (1), 1-27. Johnson, G., Whittington, R., & Scholes, K. (2011). Exploring strategy (9th ed.). Alabama, Al: Prentice Hall. Nexis, L. (2015). Business and management strategy . Chicago, Ch: Glo-Bus Spring. Witcher, B., & Chau, V. (2010). Strategic Management: Principles and Practice , Alabama, Al: Cengage Learning.

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Write the original essay for the following summary: The 1890s marked a significant shift that caused a prolonged period of economic instability all over the world. The depression had severe implications on the lives of many communities globally. In the light of these words, this paper reveals the causes of the depression in the 1890s and the effects it had on the white women and men.

The 1890s marked a significant shift that caused a prolonged period of economic instability all over the world. The depression had severe implications on the lives of many communities globally. In the light of these words, this paper reveals the causes of the depression in the 1890s and the effects it had on the white women and men.

Causes of Depression in the 1890s Cause and Effect Essay Synopsis This paper provides acumen into the occurrence of the global depression of the 1890s. It is founded on the words of Henry Lawson ‘there is no prison like the city for a poor man.’ The introductory section provides a general explanation of the occurrence of the depression. The background information expounds on the various situations that led to the economic instability that resulted in a crisis. The rest of the paper then explains the specific causes of the depressions and its effects on white men and women. Introduction The 1890s marked a significant shift that caused a prolonged period of economic instability all over the world. The depression had severe implications on the lives of many communities globally. According to Rockoff, employment became a palpable problem due to the closure of gold mines and industries in various parts of the world such as Australia, Canada, and the United States 1 . Floating markets and flooding of both local and export products changed the trends of industrial production since consumers offered incredibly low prices in exchange for commodities. A variety of factors led to the depression of the 1890s. Generally, the depression led to global trade and industry volatility that broke many business interrelationships among nations. Inspired by the depression, Henry Lawson wrote ‘there is no prison like the city for a poor man’. In the light of these words, this paper reveals the causes of the depression in the 1890s and the effects it had on the white women and men. Background of the Depression During the last half of the 19 th century, the world underwent a series of technological advancements that played a great role to change the way people lived. Himmelberg unveils that the advancement of the whaling industry together with the invention of petroleum revolutionised industrial activities 2 . This situation led to significant developments in mining and agricultural industries between 1870s and the late 1880s. Countries developed strong interrelations with the British and the European colonies whose financial support enabled the expansion of industries 3 . The enormous expansion of the mining industry attracted many people. For instance, the Chinese people immigrated to Australia to seek job opportunities in the gold mines. The discovery of gold resulted in the gold rush era that amplified the interest of other countries in Australia and the United States. Similarly, the agricultural sector also expanded. Production accelerated in textile industries, thus leading to increased exports to Britain, Europe, and other countries that formed huge markets for the growing industries. Some industrialising countries, especially Canada, the United States, and Australia gained significant global reputation after enjoying social, economic, and political stability. By the third quarter of1880s, developed economies had entered important business interrelations with these countries. Foreign investments in these countries became evident as alien powers ventured into the most significant economic sectors. British and European colonies continued to fund industrial activities that took place in Canada, America, and Australia. Generally, colossal developments in industrial technology and the acquired financial stability led to overproduction. As a result, export products flooded international markets. This situation reflected a decreasing demand for the products and a similar decrease in price. Apparently, debt was becoming a liability for industrialising countries. By the onset of 1890s, the foreign debt had exceeded the asset base. This situation marked the beginning of depression 4 . The British and European colonies withdrew the financial support they had been offering to support industrial production. Largely, they drained all their bank accounts and demanded repayment. The economic state of affairs worsened to the extent that the debtor nations could not repay the loans it had borrowed from the British and European capitals. What caused the depression? Causes of Depression in the 1890s Overdependence on Foreign Capital Although many developments occurred in the 1870s and the late 1880s, capital remained a problem to many countries. This situation led to borrowing across countries to satisfy the capital demands for the growing sectors of the economy. Many countries were still expanding their production capacities. For instance, Australia relied heavily on foreign capital from the British colonies. The Australian government needed money to expand the gold mines and/or boost the agricultural sector. Mining and agriculture were the main economic activities in Australia. They surpassed production in similar sectors in the United States. To resolve financial shortcomings, Australia borrowed hefty sums from the British colonies to fund the then ongoing industrial developments. Garrett, Kozak, and Rhine disclose that by 1893, the Australian debt exceeded its assets 5 .The government could not repay the overgrown debt to the British. As a result, British colonies withdrew their financial support from Australia. This situation did not only happen in Australia but also in the United States. The United States had inadequate capital to establish transport networks and gold reserves. As a result, the country relied heavily on European colonies for capital. The Europeans also ventured into the gold investments. By 1892, they had big shares in the gold market. The Europeans established their own banking systems in the United States to ease capital and profits transfer. However, the situation worsened as the United States debt increased to the point of no return. It could not pay back the loans to the European colonies. Consequently, the European investors withdrew the financial support and started exhausting the gold resources in a bid to have their capital paid back. By 1893, the United States entered a period of depression because of overreliance on foreign capital. Both conditions led to the depletion of gold mines in Australia and the United States. According to Himmelberg, the consequences of depleting the gold mines in both countries led to serious depressions that posed panic to the perpetuation of the economies 6 . Closure of gold mines became inescapable as both economies fell below production capacities. Many people lost their jobs and some foreigners began to flee back to their own countries while others migrated to other countries to seek employments. Industrialisation and Overproduction Many countries underwent industrial transformation during the 1880s. Successful economies such as Europe and Britain overfunded the growth of industries and other developments in the lesser economies 7 . This favour led to overgrowth of industries. Due to technological innovation together with foreign fund, companies could handle higher production capacities. The dependency on foreign capital facilitated the ability of establishing more factories and mine plants. Mining was the most significant sector during the colonial period. The gold mines in Australia and the United States expanded significantly, thus attracting more foreign investors. The existence of many mining fields led to overexploitation of gold in Australia and America. Similarly, the abrupt expansion of the agricultural industry led to the flooding of agricultural products in both the local and foreign markets. Farmers used this opportunity to borrow massive loans to purchase efficient farm machinery that could handle commercial farming duties. Apparently, farmers used these foreign grants to enrich their farms with fertilisers and crop varieties. The use of advanced farming methods in the agricultural industry resulted in increased production of cereals such as wheat and maize for both local consumption and export markets. Similarly, the sugar industry experienced similar agricultural developments, with the United States leading in sugar production. Beef farming agricultural industries overstocked cattle. Overstocking led to the adverse degradation due to overgrazing. Livestock-related products also flooded the market. With many countries experiencing overproduction, many products from the industries flooded the local and the international market. This situation led to incredibly high supply of products with less customer demand. Despite the increased production of agricultural and mine products, countries suffered significant losses since both the local and export markets were flooded with products. The demand for products fell. This occurrence led to insignificant profits. In 1893, the booming business abruptly collapsed, thus resulting in an adverse depression 8 . Property Speculation Rainey reveals that the nature of business relations that existed between countries up to the late 1880s was highly speculative. The European and British colonies heavily funded investments in localities such as United States and Australia with the aim of reaping more profits in return. The invention of gold mines convinced the booming economies to fund vulnerable economies with foreseeable benefits. However, the anticipation of donor countries did not materialise in the 1890s. The speculative business led to blind funding by the European and British colonies without taking into account the future economic state of the productive countries. Despite the market fluctuations that existed during 1891, financiers provided enough running capital to ensure that the mine factories operated as usual. Sustained availability of capital led to increased supply of gold in the flooded markets, thus reducing the value of gold in the mid-1891. In 1892, the booming economic structure preceded the closure of many gold companies in Australia and the United States. The aftermath of the closure of companies let to the termination of many businesses that dealt with gold merchandise. The closure of the mine companies caused the fall of the North Queensland, Standard, and National Bank 9 . Further speculative ideals continued as banks were required to fund the ongoing projects, such as the construction of roads and railway lines. This decision marked a financial collapse that indicated a serious depression of the economy. Fragile Banking Structure The banking system that existent prior to the 1890s depression suffered fragility 10 . The banking industry grew at the same time with the increase in economic activities. However, the banking system lacked insurance policies that could cover losses in case investors claimed abrupt repayment. The shifting economic state of affairs drastically manoeuvred the way banks operated. The rapid growth of industries in 1880s created a quick pace of development for the banks. Garrett, Kozak, and Rhine reveal that smaller banks had developed alongside the establishment of the National and Standard Bank in various parts of the world 11 . These banks literally offered unsecured loans at reasonable interest rates that farmers acquired easily. Therefore, the banking system enabled farmers expand production means. However, this trend directly matched the production levels that existed during the 1890s. The value for money deteriorated as a pool of commodities overcrowded local and export markets. The gold and silver standards caused monetary inflexibility in the banking system. The value for gold or silver determined the amount of other variables within the stock market. This inflexibility had a very poor implication on business transactions of the 1890s. Speculation of prices led to big losses for the banks. Unaccountable amounts of money that banks released to perpetuate circulation created severe banking instability. Bigham reveals that the significant decline of gold reserves in the United States led to the fall of the treasury. Many investors withdrew all their money from bank accounts. This occurrence led to the fall of many volatile banking institutions. Moreover, in the 1890s, banks and other moneylenders offered very low interest rates in a bid to persuade businesspeople and foreign countries to borrow loans. Garrett, Kozak, and Rhine state that most banking institutions believed that the circulation of loans meant big profits for investors since they would broaden their capital base, and in return borrow more loans 12 . This fiction had very severe implication on the economy. The circulation of loans did not eventually imply an increment in the gross domestic product. Instead, the strategy contributed to the fall of currency value and flooding of the export market, which was a clear indicator of a depressed economy. Poor Governance Perhaps, the overall cause of the depression of the 1890s was poor governance. The rarity of democracy shaped meagre governments. Corruption and lack of concern to state affairs led to irregularities in many sectors of the economy. Mostly, influential leaders and tycoons colluded to invest in the gold and silver mines. Individualistic interest in the high-profit gold and silver merchandise aggravated the urge to source for foreign capital. Governments strove to put high amounts of money into circulation without projecting the effect it had on the demand for future credit 13 . According to Grant, the effect of corporate governance across the globe had highly contributed to the fall of the economy 14 . The United States, Australia, and Canada engaged in hefty capital bonds with the European and British colonies. Peltzman accentuates that the government decisions led to disproportional growth of the economic sectors that eventually resulted in unbalanced international trade 15 . Government ignorance also contributed to the depression of the 1890s. For instance, Grant unveils a case in the United States whereby the National Bureau of Economic Research warned of a possible economic decline by the in 1893 16 . However, the government was not concerned with the warning. Ignorance together with the lack of cooperation amongst government officials grouped them according to opinion. The situation resulted in the execution of half-baked decisions that led to economic flux. Effects of the Depression on White Women and Men Underemployment and Unemployment The state of prolonged economic instability led to underemployment. Many industries were forced to scale down the wages of their workers in an attempt to resolve the financial stalemate that was getting out of control. The rapid influx of new immigrants from foreign countries increased the population, especially the white settlers who had immigrated to seize job opportunities in gold and silver mines. Initially, the availability of workers weakened the power of bargaining that led to poor salaries. However, the continued depression resulted in unemployment as companies continued to close down. Eventually, governments closed down major sectors of the economy that led to loss of employment for many people 17 . According to Bigham, over five hundred banks across the world were closed while fifteen thousand other businesses terminated their operations 18 . The rate of unemployment surpassed ten-percent during the depression period. White women who had acquired jobs in the textile industry lost their jobs after the crash of the cotton market. McMahon article gives an elaborate picture of the status of white women during the depression 19 . On the other hand, white men worked mostly in the gold and silver mines. The gold and silver market fell drastically with the decreasing demand for export products. Evictions Prior to the 1890s depression, Spencer and Huston confirm that the white settlers characterised the gold fields and arable farms around the world 20 . White women and men who had settled on foreign lands in search of employment began living in the fear of violent reactions from the natives. White tenant farmers were evicted from the farms. During the start of the depression, many white settlers who worked in the mine industries and banks lost their jobs after the closure of such business activities. This situation compromised their way of living in foreign lands since they could not afford to pay rental fees. Tenants threatened to close down apartments since most of the tenants were unable to raise rental charges. The worst experiences happened to the white women who had accompanied their husbands in search of a living in the gold-rich localities. During the depression, many women had conflicts with the apartment owners and police. After the eviction from the farms, women struggled to seek food and shelter for their children 21 . The situation marked the growth of slum settlements that were quite affordable. Incapacity to Support Family The depression made life more difficult for families 22 . Parents who had lost their jobs in the terminated businesses could not provide adequate basic needs for their families. The situation was worse on women than on men. As Kendall confirms, white women who mostly worked in the farms had no other alternative than to stay at home to take care of the children 23 24 . Faced with unemployment, many white families disintegrated as men left their families to search alternative means of survival. Some women engaged in prostitution and extramarital relationships with wealthier men to take care of their children. In addition, the harsh climatic conditions predisposed children and their mothers to diseases. Because of poverty, the kids suffered childhood diseases such as kwashiorkor and marasmus. Their mothers could not afford hospital services. Conclusion Although there is adequate documented literature on the cause of the 1890s depression, there remains unanswered questions about the control measures that previous governments had set in place to regulate the economic growth. The crisis was neither the first nor the last in the world history of economic depressions. Despite the six-year economic fall, governance did not change significantly. Perhaps, similar political opinions led to the Great Depression. However, the notorious times heightened social thoughtfulness as people became interested in modern civilisation. Leaders, especially in the United States, Canada, and Australia, began exercising liberalism on major economic business activities. The consideration of public opinion in formulating government decisions began to make sense in the economic sector. Banks adopted better ways of money lending and investment. Nevertheless, the situation never improved as every person had thought. The product markets remained unpredictable, with elements of poor leadership flourishing in an unstable economic state. Bibliography Bigham, Darrel. Epilogue: From the 1890s to the Great Depression . Ohio River Valley: University Press of Kentucky, 2005. Garrett, Thomas, Andrew Kozak, and Russell Rhine. “Institutions and Government Growth: A Comparison of the 1890s and the 1930s.” Review 92, no.2 (2010): 109-119. Grant, Roger. Self Help in the 1890s Depression . Ames: Iowa State University Press, 1983. Himmelberg, Robert. The Rise of Big Business and the Beginnings of Antitrust and Railroad Regulation, 1870-1900. New York, NY: Garland, 1994. Kendall, John. “Poverty and Government in America: A Historical Encyclopaedia.” Reference Reviews 24, no.5 (2010): 26-27. McMahon, Kathy. The Invisible Women of the Great Depression. Web. Merrett, David. “The Australian Bank Crashes of the 1890s.” Business History Review 87, no.3 (2013): 407-429. Peltzman, Sam. “The Growth of Government.” Journal of Law and Economics 23, no.2 (1980): 209-287. Rainey, Sue. Challenges and Triumphs – The 1890s and Beyond . Amherst: University of Massachusetts Press, 2013. Rockoff, Hugh. “The Great Fortunes of the Gilded Age and the Crisis of 1893.” Research in Economic History 28, no.3 (2012): 233-262. Spencer, Roger, and John Huston. “The ‘Taylor Rule’ and Three Monetary Regimes.” Studies in Economics and Finance 20, no.2 (2002): 78-101. Footnotes 1 Hugh Rockoff, “The Great Fortunes of the Gilded Age and the Crisis of 1893,” Research in Economic History , 2012, 233. 2 Robert Himmelberg, The Rise of Big Business and the Beginnings of Antitrust and Railroad Regulation, 1870-1900 ( New York: Garland), 1994. 3 David Merrett, “The Australian Bank Crashes of the 1890s,” Business History Review 87, no.3 (2013): 407. 4 Himmelberg, 13 5 Thomas Garrett, Andrew Kozak, and Russell Rhine, “Institutions and Government Growth: A Comparison of the 1890s and the 1930s,” Review 92, no.2 (2010): 110. 6 Himmelberg, 24 7 Merrett, 413 8 Rockoff, 237 9 Garrett, Kozak, and Rhine, 114 10 Roger Spencer, and John Huston, “The ‘Taylor Rule’ and Three Monetary Regimes,” Studies in Economics and Finance, 2002, 81 11 Garrett, Kozak, and Rhine, p. 114 12 Ibid, p. 115 13 Spencer, and Huston, 79 14 Roger Grant, Self Help in the 1890s Depression (Ames: Iowa State University Press, 1983), 54. 15 Sam Peltzman, “The Growth of Government,” Journal of Law and Economics 23, no. 2 (1980): 209. 16 Grant, 55 17 Garrett, Kozak, and Rhine, 113 18 Darrel Bigham, Epilogue: From the 1890s to the Great Depression , (Ohio River Valley: University Press of Kentucky, 2005), 34 19 Kathy McMahon, The Invisible Women of the Great Depression 20 Spencer, and Huston, 81 21 Sue Rainey, Challenges and Triumphs – The 1890s and Beyond (Amherst: University of Massachusetts Press, 2013), 219. 22 Spencer and Huston, 79 23 John Kendall, “Poverty and Government in America: A Historical Encyclopedia,” Reference Reviews, 2010, 26 24 McMahon, Para. 2

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Write the original essay for the following summary: This paper discussed the causes of land/boundary disputes, particularly in Africa. It was noted that land/boundary disputes can arise in any country at any time and that they are not difficult to resolve. However, it was also noted that land/boundary disputes can become complex when they involve fraudulent land management and state capture.

This paper discussed the causes of land/boundary disputes, particularly in Africa. It was noted that land/boundary disputes can arise in any country at any time and that they are not difficult to resolve. However, it was also noted that land/boundary disputes can become complex when they involve fraudulent land management and state capture.

Causes of Land/Boundary Disputes Analytical Essay Table of Contents 1. Introduction 2. Nature of Land Dispute 3. Causes of Land/Boundary Disputes 4. Conclusion 5. Bibliography 6. Footnotes Introduction According to the primeval Greek folklores, land was communal. There were no cases of land or boundary disputes since resources were shared equally. Communities coexisted peacefully, and everyone was free to settle at any location. However, the peaceful coexistence did not last for long. The emergence of the Iron Age led to people subdividing communal land into numerous pieces and privatising it. Land privatisation resulted in conflicts 1 . Today, land disputes are indeed extensive phenomena and can arise in any country at any time. The disputes arise due to both demand and greed. Besides, rise in land worth and paucity escalate the problem further. In most cases, disputes arise if people are likely to acquire land for free. The majority of inheritance conflicts emanate from land issues. Lack of proper land management systems paves the way for influential people to grab private and unutilised land. Moreover, it leads to the poor losing their land to affluent individuals 2 . In African states, where land is gradually gaining value, people use all means to amass property. Land disputes are not only experienced in African countries, but also in European states. In the European states, local people lose their properties to the privileged and mining companies. This paper will discuss the causes of land disputes, particularly in Africa. Nature of Land Dispute Land/boundary disputes are manifested in different forms. Some conflicts involve single parties like boundary dispute between neighbours while others involve families. Cases of land inheritance disagreements are common in African states. Additionally, communities disagree over the use of public land 3 . Such conflicts are not difficult to resolve. Other land/boundary disputes involve numerous parties like group incursions and expulsions of whole settlements. Such differences take time to resolve, and at times, they degenerate to public strife. The most intricate land disputes are those that comprise fraudulent land management and state capture. In most cases, land/boundary disputes affect the aboriginals. Indigenous people are ever on the verge of losing their ancestral land because states do not recognise them or communities do not understand their rights to ancestral property. In other instances, states invalidate or privatise ancestral land leading to conflicts. For example, in Guatemala, the government declared all unoccupied land neglected and assigned it to coffee growers. Since then, the country always experience land disputes that degenerate to violent conflicts 4 . In Kenya, the Ndung’u report showed that influential people in the government were the primary recipients of unlawful allotments of public land. Land grabbing in Kenya is prevalent such that it is even echoed in present-day art. Inducement, nepotism, scam, and clientelism in land management and national land control are familiar phenomena and result in increase in cases of land disputes worldwide. Causes of Land/Boundary Disputes In the majority of developing states, land management systems have numerous loopholes. Property rights are frequently embodied by conflicting or disjointed laws or legal pluralism. Therefore, it is difficult to establish the legal owner of any particular land in the event of a complaint. Besides, land demarcation is weak, and this results in boundary disputes among the citizens 5 . Land administration authority lacks qualified staff, relevant plan and infrastructure to manage and allocate land accordingly. In addition, administrative services are in most cases centralised and immature with duties not being precisely assigned or contradicting each other. Therefore, it is hard for land management officers to work together and consolidate their data. The available data is always incomplete and unreliable. Apart from inadequate data, the majority of land administration authorities are prone to corruption 6 . Therefore, they do little to mitigate or avoid cases of land disputes. The authorities do not put into practice established land policies. Additionally, many of the land systems are incongruous and hard to implement. Thus, poor land policies and flawed organic land market organisations contribute to land disputes. Dysfunctional bodies serve as avenues to land/boundary disputes. People should understand that shortfalls of land institutions are not the primary cause of land disputes; they only stimulate conflicts. Numerous individuals in property institutions take advantage of inadequate and unclear legislations to make money by grabbing land and selling it to private developers 7 . In addition, they manipulate land policies to their benefit. The majority of staff members in the land sector are paid poorly. Therefore, they result in corruption as a way to supplement their salaries. Most land disputes arise due to disagreements between family members. At times, family members or relatives fail to agree on how to share or use family land. For instance, they fail to agree on demarcation procedures and members to benefit from a property, especially for the case of a polygamous family. Besides, land disputes may arise due to encroachment by neighbouring families 8 . In Uganda, cases of land conflicts associated with family members are prevalent. Economic factors also contribute to land disputes in Uganda and other African states. Most African communities regard land as a vital economic asset. Africans trust that one cannot survive without land. Therefore, disagreements arise when people battle to share in a single piece of land. The disagreements are aggravated by the view that it is hard to acquire land because of population growth. Most youths do not want to engage in agricultural activities. However, they need money to meet their needs. Hence, they at times sell families’ lands without consulting relatives and keep all the money for personal use. In Acholiland (Uganda), youths sell family lands without consultations leading to disputes 9 . Another primary cause of land dispute is illegal sale of land by traditional chiefs. In Africa, traditional chiefs are entrusted with communal land. The society reveres them and trusts that they are the best custodians of public land. However, they at times engage in illegitimate practices and sell the land they are supposed to protect rendering their subjects landless 10 . In some cases, they allocate a single piece of land to many people leading to conflicts. The majority of communal lands are not documented. Besides, some countries have numerous ways of acquiring land. Thus, the presence of legal pluralism enables chiefs and other people entrusted with private or public land to sell the property to multiple clients. In Nicaragua, people can acquire land through twelve ways. Therefore, it is possible for corrupt individuals to allocate a single piece of land to many people 11 . Today, cases of land disputes in Nicaragua are rampant. People have gone to the extent of even selling the land that is reserved for forest. The problem of multiple allocations is also common in Ghana. Plots are sold to many people without their knowledge. They only learn that they were duped when they begin to construct, and other people appear and claim ownership of the same land. Nowadays, cases of property demolition are widespread in Accra due to double or multiple allocations of land. Rural-urban migration is another cause of land/boundary disputes worldwide. Besides, natural population growth also contributes to land disputes. Many people migrate from rural to urban areas in hope for a better life. The majority of the immigrants are from poor backgrounds. Therefore, they cannot manage to buy food, leave alone to rent houses. In order to survive, such immigrants settle on public land since they know that they are unlikely to be evicted. However, they subject themselves and cities to uncertainties because they do not know when the government will ask them to leave. On the other hand, it becomes hard for cities to develop since it is hard to evict immigrants from public land. Cases of squatter settlements are common in South Africa and Turkey. In Turkey, urbanisation and industrialisation began in 1960s. Since then, numerous slums have emerged around Istanbul and Ankara. The Turkish government has been trying to evict squatters from cities, but the inhabitants always oppose the attempts to expel them. The issue of land dispute in Turkey is an excellent example of authenticity versus legitimacy. Long time ago, only religions had authority over land. People were allowed to use land on short-term basis, and no one had legal authority. The public depended on local endorsement and local authenticity and did not need arbitration from land officials. However, in 1926, a system was devised by the Roman law that changed land ownership. People were allowed to possess private land, and they had to have documents to show that they are the legal owners of particular properties. The fiercest disputes over boundaries are, however, those that comprise two or more ethnic communities. In Africa, cases of ethnic communities fighting over land are regular. For instance, in 2006, tens of thousands of people were displaced due to tribal clashes in Southern Ethiopia. Two clans claimed ownership of a joint land leading to skirmishes. The Ethiopian government awarded a piece of land that belonged to Borenas to Guhis community. The Borenas did not take the matter lightly. Their determination to get back the land led to clashes that left over one hundred people dead and many others injured. In many cases, ethnic disputes arise due to competition for grazing or arable land. Others are triggered by environmental dilapidation. A study by the United Nations Environmental Program (UNEP) found that land degradation and poor customs are some of the factors that caused land disputes in Darfur 12 . According to the study, the majority of people in Darfur are either farmers or pastoralists. Thus, Darfur has suffered immense deforestation and overgrazing. Farmers and ranchers compete for the remaining arable and grazing land leading to violent confrontations. The Darfur problem is a classic case of land disputes that emanate from various changes and deteriorate to war. Many land/boundary disputes come as a result of climate change, population growth and economic transformation. Population growth and the environmental dilapidation lead to scarcity of productive land. In the end, people start to scramble for the available land 13 . On the other hand, economic transformation leads to privatisation of land. Land privatisation opens room for illegal deals, which deprive innocent people of their land. Lack of legitimate and efficient land management system has led to the privatisation of urban land in Mongolia. Moreover, incidences of double allocations of land are frequent in the country. Rulings of double allocations of land are in most cases biased and favour the wealthy. In Georgia, the second phase of land privatisation triggered disputes. The process was stage-managed leading to some people and groups being left out. While ethnicity is one of the leading causes of land/boundary disputes in Africa, modern-day international border conflicts between countries are as a result of state and fiscal significances and concerns. During pre-colonial and colonial period, some communities fought for exclusive rights to inhabit and benefit from resources found within certain regions. The same happens even in modern days. For instance, in Bamenda (Cameroon), boundaries were established without factoring in sociocultural facts. Consequently, disputes emerged between communities that previously coexisted harmoniously 14 . Land in Bamenda was subjected to numerous incongruous economic practices that were meant to profit colonial masters. The majority of the economic practices exist until today and are the primary causes of land disputes in the region. Besides, economic-induced countryside conflicts and constant political crises have aroused ethnotribal consciousness in Cameroon. Additionally, the majority of politicians support preferred ethnic groups when it comes to land allocations. Hence, they spur conflicts among ethnic groups. According to Cambodian ancient customary laws, land was a preserve of the royal family. The king had control over land, and people were allowed to cultivate without restrictions 15 . Hence, cases of land/boundary disputes were rare in the country. However, colonial masters abolished the system and introduced private ownership. Privatisation led to surfacing of land disputes 16 . Today, cases of land dispute are very rampant in Cambodia due to vagueness of land rights. Lately, the value of land has gone up leading to conflicts over ownership among the communities. Currently, most land conflicts in Cambodia involve government officials. Government officials evict people from public and unregistered land and allocate it to private investors. A report by the Non-Governmental Organisation Forum on Cambodia claimed that the country was plagued by serious land conflicts. According to the report, over 188 families were involved in land disputes in 2008 17 . The majority of Cambodians do not have land ownership documents. Consequently, they are evicted anytime the government decides to privatise public land. Besides, the government does not acknowledge customary laws. Hence, no one can use customary laws to claim that s/he is the legal owner of any land. Many land disputes involve one person claiming ownership based on the duration that s/he has possessed the land and the other person arguing based on possession of legal documents. Thus, it is hard to arbitrate such disputes. The person in possession of legal documents ends up winning the case because it does not matter how one obtains the documents. Poor governance is a primary cause of land/boundary disputes in Africa. Many African countries rely on agriculture. Therefore, land is a valuable asset. Every citizen craves to have a piece of land. African leaders know the importance of land. Hence, they use it to either appreciate or discipline those who do not support their policies. For instance, in Kenya, the government uses land to lure people to support its manifesto 18 . Additionally, it uses land to discipline those opposed to its agenda. The majority of Kenyans depend on agriculture for income generation. Many families cannot thrive without land. In Kenya, there have been cases of successive regimes appreciating their followers by settling them in public and ancestral lands. The government does not consider why some land stays unused for long. Allocation of ancestral land to private investors and government supporters triggers disputes among communities. Incidents of indigenous land owners clashing with alien occupants are extensive in Kenya 19 . The incidents occur mostly after every presidential election. One major problem in Kenya is that an individual bearing a second title may contend for land. Thus, influential people identify productive properties, apply for titles without considering if the properties are occupied and use their powers to evict the legal owners. Today, the country is strewn with squatter settlements in Mombasa, the Central Province, and around Nairobi. Kenya has land laws, which aim to ensure that every citizen has the right to land ownership. However, the people given the responsibility to enforce the laws are corrupt. The majority of land conflicts in Kenya arise due to poor execution of land legislations. The authorities construe title from an absolutist’s perspective 20 . According to the authorities, for one to own land, s/he only requires to be registered and given the title. The procedure used to acquire title does not matter. Hence, as long one has a title, s/he owns the land. Kenyans have occasionally blamed the government for misusing its powers to allocate land to its allies. In fact, land disputes fuel the majority of ethnic clashes in Kenya. The United Kingdom has created laws that oblige families to relinquish their land for infrastructural developments 21 . The major limitation of the laws is that property owners are poorly compensated. The laws aim to reduce government expenditure. Many people argue that the laws are not supposed to be applied since private companies run the majority of infrastructural projects 22 . Private companies profit from the laws at the expense of landowners. The companies purchase properties at low cost since the public is obliged to sell. In addition, the laws do not consider challenges that accompany constructions like interference with wildlife and noise. The United Kingdom encounters bitter confrontations as land owners seek better compensations. Currently, England is planning to initiate over 200 road projects 23 . Besides, water and energy companies intend to lay down their infrastructures. These projects will require many rural landowners to relinquish their land. The intrinsic inequality of land laws in England leads to bitter confrontations between landowners and private companies. The country will continue to experience land disputes unless the laws are revised. Conclusion Incidences of land disputes are numerous worldwide. All land disputes have adverse impacts on both a country and society. Numerous households across the globe have lost their land either to the government, alien occupants or private investors. In Africa, many homes lose their land to affluent people who allege to own the properties. Besides, cases of double allotments have led to households losing land. In Latin America, poor families lose their properties to plantation farmers. Land disputes result in people incurring economic losses. In other instances, people end up becoming squatters. The disputes deprive farmers of their sole source of income and render them poor. However, that is not the only consequence. Where there are numerous land disputes, social cohesion in the community is disturbed, since the disputes damage trust and amplify panic and doubt. They make it difficult for families to coexist peacefully. Land disputes have shocking impacts on individuals who feel vulnerable. For people who have experienced land disputes, they live in fear of the incidents reoccurring. Thus, they fear to develop their properties because they can lose them at any time. Improper management of land not only leads to disputes, but also adversely affects a country’s budget. It leads to social segregation and environmental degradation that are detrimental to a country. Moreover, land disputes result in improper and amorphous land use. Therefore, it is difficult for a country to provide the requisite infrastructure. Land dispute is not an African problem, but a global menace that slows down development. Unlike other disputes, land conflict is complicated and challenging to arbitrate. Therefore, the only way to solve land disputes is to identify the visible interests. Land disputes can be resolved if interest and rights of the conflicting parties are addressed. For instance, conflicts between farmers and pastoralists can be dealt with by looking for ways that the parties can share available resources. In most cases, land conflicts arise due to fear and suspicion. Individuals feel insecure and fear to lose their property. Thus, they become combative and intolerant to the idea that they can relinquish their land even if it is for the sake of the entire society. Apart from considering people’s interests, it is imperative to have reliable and workable land laws. Moreover, land authorities should shun corruption and abide by established legislations. Shunning corruption will make the public have confidence in the authorities, thus turning to them for assistance instead of using barbaric ways to resolve land issues. Bibliography Aghemelo, A. & Ibhasebhor, S., ‘Colonialism as a source of boundary dispute and conflict among African states: the world court judgment on the Bakassi Peninsula and its implications for Nigeria’, Journal of Social Science , vol. 13, no. 3, 2006, pp. 177-181. Blanchard, J., ‘Economics and Asia-Pacific region territorial and maritime disputes: understanding the political limits to economic solutions’, Asian Politics & Policy , vol. 1, no. 4, 2009, pp. 682-708. Bugri, J.T., ‘The dynamics of tenure security, agricultural production and environmental degradation in Africa: evidence from stakeholders in north-east Ghana’, Land Use Policy , vol. 25, no. 2, 2008, pp. 271-285. Fonmanu, K.R., Ting, L. & Williamson, I., ‘Dispute resolution for customary lands: some lessons from Fiji’, Survey Review , vol. 37, no. 289, 2003, pp. 177-189. Henkin, L., ‘Protecting indigenous rights in international adjudication’, The American Journal of International Law , vol. 89, no. 2, 1995, pp. 350-364. Mandel, R., ‘Roots of the modern interstate border disputes’, The Journal of Conflict Resolution , vol. 24, no. 3, 2001, pp. 427-454. Mbah, E.M., ‘Disruptive colonial boundaries and attempts to resolve land/boundary disputes in the grasslands of Bamenda, Cameroon’, African Journal on Conflict Resolution , vol. 9, no. 3, 2009, pp. 11-32. Ratner, S., ‘Land feuds and their solutions: finding international law beyond the tribunal chamber’, The American Journal of International Law , vol. 100, no. 4, 2006, pp. 808-821. Schofield, C.H. & Schofield, R.N., The middle east and north Africa world boundaries , vol. 1, Routledge, New York, 2002. Schofield, C.H., Global boundaries: world boundaries , vol. 1, Routledge, London, 2001. Footnotes 1 A. Aghemelo & S. Ibhasebhor, ‘Colonialism as a source of boundary dispute and conflict among African states: the world court judgment on the Bakassi Peninsula and its implications for Nigeria’, Journal of Social Science , vol. 13, no. 3, 2006, p. 177. 2 ibid., p. 179. 3 J.T. Bugri, ‘The dynamics of tenure security, agricultural production and environmental degradation in Africa: evidence from stakeholders in north-east Ghana’, Land Use Policy , vol. 25, no. 2, 2008, p. 271. 4 ibid., p. 273. 5 L. Henkin, ‘Protecting indigenous rights in international adjudication’, The American Journal of International Law , vol. 89, no. 2, 1995, p. 350. 6 ibid. 7 ibid., p. 354. 8 R. Mandel, ‘Roots of the modern interstate border disputes’, The Journal of Conflict Resolution , vol. 24, no. 3, 2001, p. 427. 9 ibid., p. 431. 10 ibid., p. 435. 11 E.M. Mbah, ‘Disruptive colonial boundaries and attempts to resolve land/boundary disputes in the grasslands of Bamenda, Cameroon’, African Journal on Conflict Resolution , vol. 9, no. 3, 2009, p. 11. 12 S. Ratner, ‘Land feuds and their solutions: finding international law beyond the tribunal chamber’, The American Journal of International Law , vol. 100, no. 4, 2006, p. 808. 13 ibid., p. 811. 14 Mbah, op. Cit., p. 21. 15 K.R. Fonmanu, L. Ting & I. Williamson, ‘Dispute resolution for customary lands: some lessons from Fiji’, Survey Review , vol. 37, no. 289, 2003, p. 177. 16 Ratner, op. Cit., p. 813. 17 ibid., p. 179. 18 C.H. Schofield & R.N Schofield, The middle east and north Africa world boundaries , vol. 1, Routledge, New York, 2002, p. 45. 19 ibid., p. 47. 20 C.H. Schofield, Global boundaries: world boundaries , vol. 1, Routledge, London, 2001, p. 78. 21 ibid., p. 79. 22 J. Blanchard, ‘Economics and Asia-Pacific region territorial and maritime disputes: understanding the political limits to economic solutions’, Asian Politics & Policy , vol. 1, no. 4, 2009, p. 682. 23 ibid., p. 689.

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Write the original essay that provided the following summary when summarized: CEMEX's acquisition strategy case studyCEMEX is one of the largest companies in the world that produces a variety of building materials and sugar. CEMEX is headquartered in Mexico, but the company's production capacities are spread all over the globe. CEMEX became one of the largest sugar producers in the world because of focusing on acquiring different manufacturers all over the globe and adding to the assortment of produced sugar. Acquisition is discussed as the company's main strategy,

CEMEX's acquisition strategy case study CEMEX is one of the largest companies in the world that produces a variety of building materials and sugar. CEMEX is headquartered in Mexico, but the company's production capacities are spread all over the globe. CEMEX became one of the largest sugar producers in the world because of focusing on acquiring different manufacturers all over the globe and adding to the assortment of produced sugar. Acquisition is discussed as the company's main strategy,

CEMEX’s Acquisition Strategy Case Study Introduction CEMEX is one of the largest companies in the world that produces a variety of building materials and cement. CEMEX is headquartered in Mexico, but the company’s production capacities are spread all over the globe. Being established in the 1900s as a small cement company, CEMEX expanded globally focusing on acquisitions as the main strategy in the 1990s-2000s (Hill and Jones c337). During the period of 2008-2010, the company was experiencing significant financial falls and decreases in profitability associated with the acquisition of the Australian-based Rinker Group in 2007 that was followed with the reduced demand in products and debt burden (Black par. 2). Analysis of the Company’s Strategy CEMEX became one of the largest cement producers in the world because of focusing on acquiring different manufacturers all over the globe and adding to the assortment of produced building materials. Acquisition is discussed as the company’s main strategy, and it has particular features characteristic for the CEMEX’s specific approach. Thus, the corporation’s leaders choose the company to acquire while focusing on such conditions as high expected returns, promising geographical presence, and obvious contribution to CEMEX’s capital structure (Hill and Jones c337). Rinker Group was selected according to these criteria as a profitable company that helped to promote CEMEX’s position in the sphere of ready-mix products (“Rinker Target Statement” 4). The other important factor is the development of the integration that follows the acquisition process. After the acquisition, CEMEX experts are oriented to examining the best practices that are used in acquired companies, to standardizing the most effective approaches, and to adopting or integrating them within the corporation’s management and production process (Lessard and Reavis 6). This approach is based on sharing resources and capabilities, and it can be discussed as effective in order to integrate the most effective strategies, to enhance the company’s development, to focus on innovation in production, to cut operational and production costs, and to increase the overall efficiency (Hill and Jones 345). However, in relation to the Rinker Group acquisition, the standard strategy followed by CEMEX was not effective, and the corporation faced the problem of the debt burden. It is important to state that the problem was in the fact that the acquisition was rather high-risk. Concentrating on the possibilities for the geographical expansion, CEMEX overestimated the economic advantages of the acquisition. CEMEX followed the standard procedure of acquisition without paying attention to the changing economic environments (Hill and Jones c339). Furthermore, the overall costs of acquisition were extremely high, and risks associated with the possible failure were also high. Pre-acquisition screening was not appropriate to predict the experienced problems (Hill and Jones 372). In this context, CEMEX became blocked in its attempts to generate and use free cash flows, to use the advantages of synergies, and to use the post-merger integration strategy effectively. Works Cited Black, Thomas. Cemex Wins Control of Rinker with $14.2 Billion Offer . 2007. Web. Hill, Charles, and Gareth Jones. Strategic Management: An Integrated Approach . New York: Cengage Learning, 2012. Print. Lessard, Donald, and Cate Reavis. CEMEX: Globalization “The CEMEX Way” . 2009. PDF file. Web. Rinker Target Statement . 2006. PDF file. Web.

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Write a essay that could've provided the following summary: The article discusses the critical success factors in change management with a view of providing an insight into the role of efficient communication in modern organisations.The article elaborates the critical success factors in change management with a view of providing an insight into the role of efficient communication in modern organisations.

The article discusses the critical success factors in change management with a view of providing an insight into the role of efficient communication in modern organisations. The article elaborates the critical success factors in change management with a view of providing an insight into the role of efficient communication in modern organisations.

Change Management and Role of Effective Communication Analytical Essay Introduction An organisational approach that ensures transformation of teams, individuals, and organisations to ensure sustained efforts towards the accomplishment of particular goals is termed change management. Processes that are involved in change management must be consistent to guarantee long-term results that are fruitful. Change management is implemented due to the current innovation and improvement in technology that is required for various business entities. Technology significantly influences change in management due to the urge to incorporate innovations in the operational environment to improve production efficiency. The pace of innovation amidst various competitive factors results in the creation of a need to improve the features and techniques that heighten the production with minimal costs. As a result, many companies opt to adapt the competitive market due to change management. Communication is a critical aspect of change management that is driven by technological advancement. Communication channels that are implemented in the organisational system significantly influence most interdepartmental collaborations and the creation of powerful teams. This article elaborates the critical success factors in change management with a view of providing an insight into the role of efficient communication in modern organisations. Critical Success Factors for Change Management Critical success factors (CSF) are the activities or elements that are implemented in the organisation to ensure that stipulated objectives or missions are accomplished (Hong & Kim 2002). Most business enterprises have been implementing various success factors to improve change management approaches. Such factors include the purpose for change, efficient leadership, implementing powerful engagement processes, engaging committed sponsors in the business, improvement of personal connections, performance sustainability, sharing vision, and efficient communication (Hong & Kim 2002). Sharing Change Purpose The leaders of an organisation must ensure that the needs for change and purpose are communicated to the staff, stakeholders, and investors among others. The managers should embrace motivation among the employees and other people to buy-in their idea that should sway their attention towards commitment in the change process (Yew 2005). Change Leadership that is Powerful The top management must ensure that robust networks exist among the change leaders to accomplish the change management process efficiently. The change process must be driven under the leadership of a CEO, who must set priorities, define the organisation’s vision, and avail the resources that are required for sustained achievement (Yew 2005). Therefore, the top management and leadership system must agree on various change techniques that are to be implemented. The two elements must work together towards accomplishment of the defined objectives and vision (Yew 2005). Embracing Engagement Managers should engage people in proper communication to ensure the provision of accurate information on the change plans. The managers should play a critical role in motivating employees by improving their skills through on-job training and seminars among others (Yew 2005). Encourage Sponsors Top leaders, front-line, and middle managers should embrace the idea of including sponsors in the change management process. The sponsors must be in contact with various management levels, especially the front-line and middle managers who play a critical role in ensuring proper engagement and commitment to change management techniques (Yew 2005). Sponsors also help the top management by providing adequate resources. In addition, they redefine objectives and competencies that are not well defined to ensure that the right personnel are hired to execute the change management processes. Sponsors who are well connected such as politicians and consultants play a critical role in soliciting resources, and provision of efficient navigation directions and plans to be implemented (Yew 2005). Robust Networks (Connections) Staff and managers should embrace teamwork and connections within and outside the company. Powerful personal connections lead to skilfulness, change in thinking and behaviour, and efficient delivery of the outcome due to individual commitment. The behaviours of employees are changed in terms of attitude and values. Such connections eradicate some hidden actions or plans that lead to collective performance (Todnem 2005). Embracing improved and continuous individual performance Adaptation is paramount to change management. Managers must ensure that personnel are assisted to adapt to the change that is being implemented efficiently. Assistance that is accorded to employees leads to minimisation of errors and disruptions. It also enhances performance and proper embracement of continuous transition (Todnem 2005). Sharing Vision Proper management in the change process should encourage vision sharing. Most personnel and managers have their individual visions and objectives. These objectives must be in line with the company’s vision to ensure successful realisation of the outcome. Improved morale due to the personal commitment is evident in organisations where visions are shared amongst the staff (Todnem 2005). Efficient Communication Communication that follows top-down, bottom-top and parallel approaches should be encouraged. The managers’ directives must be conveyed through efficient communication continuously, consistently, clearly, and repetitively to ensure clarity. The management must ensure that it holds constant meetings with the employees as well as the interdepartmental meetings. This set of circumstances shows involvement of the employees in the activities that are carried out within the organisation. Proper and consistent communication improves transparency, honesty, and delivery of updated information among the personnel who are involved in the day-to-day activities of the organisation (Trkman 2010). Embracing a comprehensive approach The top management must ensure that a master plan exists when effecting change management. The plan must address issues that are concerned with the company’s culture, motivation, reward systems, strategies, staffing processes, and structure to be implemented. These activities must be linked together in a continuous manner (Trkman 2010). Involvement of Employees Change management requires collective participation in the different departments of an organisation. Employees must participation teamwork activities that lead to improved performance. This practice encourages the spirit of improvement through skill development, problem-solving, and value-added performance at individual, team, and organisational levels. Employees who work as a team ensure that the required quality is achieved (Todnem 2005). Empowering employees is also an important aspect that is addressed through involvement in teamwork activities. The top management provides directions that are executed at the team level. The employees are greatly empowered through elimination of management layers that interfere with the flow of decisions (Todnem 2005). A leader who gives directions, priorities, and ensures that facilitation is enhanced manages each team. Employees attain a position to solve problems and implement independent decisions. This situation brings about a sense of ownership among the employees. They also learn new skills that are paramount to organisational development (Todnem 2005). Managers also encourage teamwork and employee involvement through training on conflict resolutions and stress management techniques among other relevant courses that promote their personal development (Todnem 2005). Proper employee training leads to the development of change teams. The team ensures that a proper analysis is done for the change process. It also guarantees efficient use of the allocated resources by identify and analysing various implementation methods that are riskier (Jarrar et al. 2000). The role of Effective Communication Communication plays a vital role in any activity or endeavour that a person undertakes. Issues that pertain to report writing, interview, teamwork, and passage of information to colleagues in a discussion among others require efficient communication. Efficient communication in modern business development ensures more and quality delivery of outcomes with minimal actions (Suter et al. 2009). An efficient communicator must adhere to rules that guide communication cues. Such rules include adherence to the use of words, delivery of these words at a favourable speed, modulation of pitch, and correct use of body language. A communicator must ensure that correct tools are used to communicate the right information or message at the required time and place. This situation prevents information crises. It results in motivation towards success (Suter et al. 2009). According to Griffith (2003), current technology has significantly improved communication by ensuring that information is delivered qualitatively. In most companies, about 75 percent of the operations are completed successfully due to efficient communication. This set of circumstances is accomplished through involvement in interpersonal, intergroup, and/or teamwork communication (Griffith 2003). A primary aspect of employability is the ability to communicate efficiently. This situation implies that an employee must possess high skills of passing information from one person to another. Practicing efficient communication improves competence, confidence, and performance among other advantages (Griffith 2003). Highly performing groups in an organisation owe their success to efficient communication among the employees and leaders. Companies that experience increased employee turnovers realise that poor communication is one of the contributors to such trends. For example, managers should motivate employees through efficient communication by striving to understand their personal needs and the roles they play in the organisation (Griffith 2003). The success of any organisation is based on efficient communication where supervisors and employees exhibit conformity to rules and minimal misunderstanding, friction, and time wastage among others. Efficient communication ensures that employees understand how their efforts contribute to productivity. It promotes the understanding of customer needs that in turn improves the ease of transaction (Griffith 2003). Efficient Communication for an Individual’s Success People ensure that they efficiently communicate their ideas through implementing various approaches that include holding relationships, ensuring clear thinking and clarity, keeping open to people’s ideas, taking responsibility when communicating, and ensuring transparency (Leonard, Graham, & Bonacum 2004). Efficient communication benefits through the following ways. Career success Efficient communication plays an important role in pursuing of competitive careers. It increases the degree of employability and chances getting a promotion. The employee develops personal relationships with fellow workers. Group discussions also enhance teamwork spirits that ensure quick delivery of relevant information by minimising time wastage. Leaders in the group level experience excellence due to resourceful communication (Fui-Hoon, Lee-Shang, & Kuang 2001). Interviews In addition, effectual communication is crucial in interviews where communication and interaction are required between the interviewer and interviewee. Interviews can take the form of personal, subject, or group discussions. The main aspects of interviews are to test the intellectual aspects and skills that are required for efficient passage of information, skills required for language, personal attributes, and behaviours. Most interviewers make judgements based on the response and non-verbal cues that are expressed by the interviewee. Therefore, resourceful transfer of relevant information from one source to another increases the chances of seizing a job opportunity (Fui-Hoon, Lee-Shang, & Kuang 2001). Improved Relationship Efficient communication ensures individual productivity. This situation leads to improved concentration that reduces tension amongst workers. Many employees experience interpersonal tension due to resourceful communication. Tensions are caused through misunderstanding amongst workers. Although such situations are hard to forget, efficient resolution seeking approaches can encourage the employees to get involved in activities that are more productive. The relationship among individuals is enhanced through efficient communication. This situation results in the development of trust amongst the employees and their leaders (Fui-Hoon, Lee-Shang, & Kuang 2001). Chance to grab Opportunities Individuals who are good communicators tend to grab more job or business opportunities. On the other hand, inefficient communication leads to missed opportunities and bad recommendations for future employment (Fui-Hoon, Lee-Shang, & Kuang 2001). Most employees who fail to seize opportunities lose motivation. This state of events results in reduced productivity. Opportunities are also lost due to time wastage that arises from inefficient communication. Completion of activities that are scheduled to be completed within a specified period takes a longer time that expected. This situation leads to procrastination of other activities and in the end production is reduced (Fui-Hoon, Lee-Shang, & Kuang 2001). Role of efficient communication to success of an organisation Many managers appreciate the effect of communication on productivity. A survey that was done by Forbes Insights in 2010 to study the adaptation to corporate strategies in the wake of changing economies indicated that about 90-percent of managers and CEOs agree that efficient communication led to the success of various strategic plans and processes that were executed. A separate research that was conducted by the PMI indicated that approximately 60-percent of the project managers appreciated the effect of resourceful communication on various organisations (Nenni, Boccardelli, & Napolitano 2014). The managers considered efficient communication as a critical factor for success in their organisations. Company projects and programmes demand competent communication as a core skill for the managers and employees. A properly executed communication strategy concerning the strategies, goals, and activities results in improved accomplishment of organisational targets (Nenni, Boccardelli, & Napolitano 2014). A report that was released by the PMI in 2013 revealed that the organisations’ abilities to beat deadlines and implement budgets among others were ensured through efficient communication. Indeed, communication facilitates urgent addressing of various techniques that are required for improved success rates and smooth flow of activities (Nenni, Boccardelli, & Napolitano 2014). Long-term profitability of an organisation is dependent on efficient communication as a success factor (Nenni, Boccardelli, & Napolitano 2014). Improved communication maximises success and minimises risk Efficient communication ensures handling of more projects successfully. Most managers who are rated as high performers are efficient communicators. A report that was released by the Pulse study indicated that high performers are about three times more efficient in communication than low performers. The report further revealed that organisations that embrace efficient communication strategies reduce the risks of losing funds due to time wastage. Managers who are high performers ensure efficient communication of issues concerning projects, objectives, budgets, and benefits among others (Johnson et al. 2003). Through well-timed information, managers also ensure that clear and detailed project results are delivered timely. When higher performers are compared to low performers, it is realised that such managers exhibit some distinct characters that include the ability to ensure that communication gaps are closed in the organisation and provision of tailored communications to various stakeholder groups. The managers appreciate the management processes and communication channels that executed to ensure a successful accomplishment of organisational goals. Fostering Team Building and Teamwork in the Organisation Communication encourages team building and teamwork. Collaboration ensures faster means of arriving at solutions to perceived problems. It enables workers to identify foreseen problems and seek solutions with a view of alleviating them to ensure a steady flow of work and improved productivity. Another importance of efficient communication among workers in teams includes improved marketing of the company’s projects and the reduction of employee turnover rates (Johnson et al. 2003). Fostering Relationship among Companies Most companies perform better due to the relationship that exists between them and other companies. Various stakeholders get insights from forums or seminars. The relationship with customers, employees, shareholders, suppliers, and the market is also enhanced through efficient communication that is practised by the management. This situation improves the image and performance of the entity (Johnson et al. 2003). Improved Marketing Brands of products that are released to the market can be identified or appreciated through proper marketing. Marketing of the company’s name and products is accomplished by establishing proper communication channels between distributors and consumers. The information about the company name and its products that is displayed in advertisements plays a critical role in the improvement of sales. In this manner, communication creates a favourable atmosphere for advertisement of the enterprise (Johnson et al. 2003). Regain of Trust Efficient communication is critical for companies that have lost trust in the public domain. Consumer confidence can be regained through efficient communication through the managers and employees as well as the media. The management must ensure that unhealthy competition in the market that destroys the reputation of the company is controlled by proper ethics. Maintaining a positive attitude when communicating through the media, advertisement rebuilds trust. Through communication, public relations are significantly improved. This situation leads to improved development of the company because of increased marketing (Johnson et al. 2003). Summary Change management is an organisational approach that requires participation and support of leaders. Successful change management requires good leadership through efficient implementation of success factors to change. Success in an organisation is based on proper implementation of critical factors that lead to improvement of productivity and delivery of services among others. It is noted that companies fail to implement the aspects of change management due to the inability to implement communication strategies. Successful managers execute change management employees among other stakeholders in the planning processes and change processes. When success factors are considered in change management, the results that are achieved include reduced employee turnover, increased rate of change, and improved production. Various success factors for change management include an efficient sponsorship, employee support, and engagement of exceptional technicians in the process. This situation ensures that the required skills are utilised in the change process. Implementation of efficient and continuous communication has been noted as a crucial success factor for the accomplishment of both individual and organisational goals. The communication should be consistent, timely, and transparent. In addition, it should reach the targeted recipient without distortion. Resourceful communication ensures proper marketing and improved reputation of the entity. Conclusion The article has elaborated the critical success factors for change management. It has also provided an insight into the role of efficient communication in contemporary organisations. It is clearly noted that change management can be achieved through successful implementation of success factors. A number of researchers, managers, and business professional attest that competent communication strategies are paramount to the success of change processes. Performing managers embrace efficient communication within their entities to ensure that proper change management is implemented. References Fui-Hoon Nah, F, Lee-Shang Lau, J & Kuang, J 2001, ‘Critical factors for successful implementation of enterprise systems’, Business process management journal, vol. 7 no. 3, pp. 285-296. Griffith, D 2003, ‘The role of communication competencies in international business relationship development’, Journal of World Business, vol. 37 no. 4, pp. 256-265. Hong, K & Kim, Y 2002, ‘The critical success factors for ERP implementation: an organisational fit perspective’, Information & Management , vol. 40 no. 1, pp. 25-40. Jarrar, Y, Abdullah, A & Mohamed, Z 2000, ‘ERP implementation critical success factors-the role and impact of business process management’, Management of Innovation and Technology, vol. 1 no. 1, pp. 122-7. Johnson, L, Zorn, D, Tam, B, Lamontagne, M & Johnson, S 2003, ‘Stakeholders’ views of factors that impact successful interagency collaboration’, Exceptional Children , vol. 69 no. 2, pp. 195-209. Leonard, M, Graham, S & Bonacum, D 2004, ‘The human factor: the critical importance of efficient teamwork and communication in providing safe care’, Quality and Safety in Health Care , vol. 13 no. 1, pp. 85-90. Nenni, M, Arnone, V, Boccardelli, P & Napolitano, I 2014, ‘How to increase the value of the project management maturity model as a business-oriented framework’, Int. J. Eng. Bus. Manage , vol. 6 no. 1, pp. 4-6. Suter, E, Arndt, J, Arthur, N, Parboosingh, J Taylor, E & Deutschlander, S 2009, ‘Role understanding and efficient communication as core competencies for collaborative practice’, Journal of interprofessional care , vol. 2 no. 1, pp. 41-51. Todnem, R 2005, ‘Organisational change management: A critical review’, Journal of Change Management , vol. 5 no. 4, pp. 369-380. Trkman, P 2010, ‘The critical success factors of business process management’, International Journal of Information Management , vol. 30 no. 2, pp. 125-134. Yew Wong, K 2005, ‘Critical success factors for implementing knowledge management in small and medium enterprises’, Industrial Management & Data Systems , vol. 105 no. 3, pp. 261-279.

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Provide the inputted essay that when summarized resulted in the following summary : This research paper examines a critical review of organisational change management strategy. The paper is based on Verizon's case study, which is in the process of implementing an extensive organisational restructuring.Verizon's decision to implement organisational change has been spurred by the need to achieve operational efficiency, thus coping with the turbulent business environment. The paper further proposes the change management strategy that the firm should consider in order to improve the probability of attaining the desired outcome.

This research paper examines a critical review of organisational change management strategy. The paper is based on Verizon's case study, which is in the process of implementing an extensive organisational restructuring. Verizon's decision to implement organisational change has been spurred by the need to achieve operational efficiency, thus coping with the turbulent business environment. The paper further proposes the change management strategy that the firm should consider in order to improve the probability of attaining the desired outcome.

Change Management Strategy: Verizon Evaluation Essay Abstract This research paper entails a critical review of organisational change management strategy. The paper is based on Verizon’s case study, which is in the process of implementing an extensive organisational restructuring. The firm’s decision to implement organisational change has been spurred by the need to achieve operational efficiency, hence coping with the turbulent business environment. The purpose of this case study is to evaluate the change management strategy adopted by Verizon in order to determine its effectiveness in enhancing the attainment of organisational, cultural, and business goals. Furthermore, this paper identifies gaps within the organisation’s change management strategy. The paper further proposes the change management strategy that the firm should consider in order to improve the probability of attaining the desired outcome. The potential benefits and risks that the firm might encounter in the course of implementing the proposed new change management strategy are identified. Introduction Organisations must respond to emerging circumstances and events in order to achieve sustainable development. This assertion underscores the significance of constant adjustment to the strategic and operational practices. Such transformations culminate in remarkable impact on organisations and their employees. The significance of change to organisation’s long-term excellence is evidenced by the emergence of diverse change concepts. Some of the most notable concepts include right-sizing, total quality management, turnaround, organisational restructuring, and turnaround. Despite the existence of diverse change concepts, Kotter (2007) argues that the objective of most change initiatives is to transform business operations and cope with the prevailing business environment. However, successful change implementation depends on the change strategy adopted by a particular organisation. Ates and Bititci (2011) emphasise that managing change has become a major organisational challenge and it requires firms to be resilient in order to survive the turbulent business environment. Verizon Communication, which operates in the US telecommunications industry, has encountered numerous challenges arising from technological changes over the past decade. Moreover, the firm is facing intense competition from major telecommunication companies in the US such as AT&T, T-Mobile US Incorporation, and Sprint Corporation. In its quest to align with the prevailing business environment, Verizon is in the process of implementing a major change initiative. The change initiative entails restructuring its workforce by reshuffling employees in some of its call centres in the US. This paper evaluates the change management strategy adopted by Verizon. The purpose is to examine the extent to which the change management strategy aligns with the organisation’s pursuit for business, cultural, and organisational goals. Moreover, it identifies the existing gaps and the potential change strategy that firm’s management team should adopt. Analysis Verizon’s motivation to implement change The contemporary telecommunications industry has become very turbulent over the past few years due to increased investment in research and development. Consequently, the market has been dominated by the emergence of new products. The emergence of new Internet-enabled handheld devices and personal computers is a classic example of the extensive innovation within the industry. Moreover, turbulence within the business environment has further been increased by adverse economic cycles such as the recent global economic crisis. These changes are progressively motivating businesses to engage in diverse change initiatives. In an effort to minimise the cost of operation, Verizon Communications announced its intention to undertake a comprehensive organisational reorganisation by shutting down some of it call centres in the US. Some of the call centres that will be affected are located at Cranberry, Warrendale, PA, and Irvine in California. Through the change initiative, over 3,000 employees will be affected. The change initiative will require the affected employees to relocate, take a buy-out package, or apply for a different job within the company. Moreover, the company’s reorganisation efforts will also entail the relocation of over 2,200 employees to new workstations. The change initiative is intended to attain operational efficiency with reference to customer service. Additionally, the change is intended to improve the company’s effectiveness in delivering customer service, hence creating unique experiences. Change management strategy According to Pugh (2007), formulating the change strategy entails taking risk and developing an organisation’s culture that influences its ability to engage in future problem-solving activities. In the course of formulating the change strategy, it is imperative for organisational leaders to consider a number of aspects, which include organisational characteristics, business environment, and people. Pugh (2007) emphasises that organisations’ change efforts fail due to the lack of appreciation on the concepts of flexibility and adaptability. Consequently, the organisation’s ability to cope with unforeseen challenge is limited. The change strategy adopted by an organisation is a critical determinant of successful change implementation. Verizon’s management team has adopted a power-coercive change strategy in its quest to undertake the desired change. The objective of power-coercive change strategy is to push organisational change. However, the effectiveness of this change strategy in implementing change varies. Pugh (2007) contends that the “change strategy could be necessary at times in the change process to break an impasse or remove an obstacle that cannot be removed in any other way” (p. 62). The power-coercive change strategy mainly exists in organisations that have adopted a bureaucratic system of management. Moreover, the implementation of power-coercive strategy is further enhanced by the integration sanctions and rewards. Alternatively, this strategy is further implemented through the withdrawal of resources. Verizon’s decision to adopt the power-coercive strategy aligns with its business, organisational, and cultural goals. With reference to business goals, Verizon is focused on attaining economic profit. However, the probability of attaining this goal might be hindered by economic cycles such as economic depression and recession. Moreover, Verizon intends to attain a high competitive edge in order to cope with the intense competition. Pugh (2007) accentuates that businesses operating in highly competitive markets should ensure that their costs are down. The adoption of the power-coercive strategy underscores the extent to which Verizon considers downsizing as the most desirable move in order to sustain its operations at a point that leads to the generation of economic profits. Moreover, the decision to incorporate the power-coercive strategy is further explained by its focus on achieving the predetermined cultural and organisational goals. One of the critical organisational goals in the firm’s operations entails lean operations. In 2012, Verizon outlined its commitment to attain operational excellence by implementing the Verizon Lean Six Sigma [VLSS] program. Verizon intends to transform its organisational culture, improve the level of customer satisfaction, and attain results that translate into higher profitability through the VLSS program (Freefell, 2014). Freefell (2014) further affirms that one of the core components of the organisation’s VLSS program is to reduce the amount of time used in training its employees. Through this approach, Verizon intended to save over $ 4 million by the end of its 2012 financial year (Freefell, 2014). Pursuing the lean operations will strengthen the organisation’s culture by entrenching the employees’ commitment to their job roles. Subsequently, the organisation will develop a culture that is committed to attaining a high level of organisational productivity. In the course of implementing the downsizing strategy, Verizon expected the affected employees to have fully complied with the given directives by February 28, 2015 (Willard, 2015). This aspect shows that the options available to the employees in implementing the change are limited. Moreover, the power-coercive strategy shows that Verizon does not appreciate the importance of employee involvement and communication in the change implementation process. Improving/creating new change management strategy Despite Verizon’s management team capacity to implement the power-coercive change strategy due to its legitimate authority, the change strategy might limit the organisation’s ability to implement the desired change. One of the major drawbacks of the power-coercive strategy is that it might affect the organisation’s culture. The directive for the employees in the affected call centres to relocate, take a buy-out package, or apply for a different job within the company might lead to a reduction in the level of morale amongst the remaining employees. The remaining employees might develop the perception that the organisation does not appreciate the importance of job security. Under such circumstances, the level of trust between the organisation’s management team and the ordinary employees might be affected adversely. Moreover, some of the employees who might not be affected by the change initiative might develop voluntary turnover intention. This aspect means that Verizon might experience loss of key talent, hence increasing chances of failure to optimise its human capital (Deb, 2008). The organisation might also consume a substantial amount of time in filling the vacant job positions, which further limits its capacity to achieve the desired cost minimisation. In order to increase the probability of attaining the desired outcome, Verizon’s management team should adjust its change management strategy. The firm should integrate the empirical-rational/educative strategy. This strategy entails ensuring that all employees understand that change is affecting the entire organisation. Through this approach, employees understand that the change initiative is not targeting specific individuals, but it aims at enhancing its future sustainability. According to Pugh (2007), the educative change management strategy underscores the importance of harnessing the employees’ values and attitudes in order to undertake permanent organisational modification. The process of implementing the empirical-rational strategy is based on an organisation’s effectiveness in utilising the employees’ input. Moreover, the strategy emphasises consensus building between the management team and the lower-level employees as the foundation for implementing organisational change. Kotter’s change management framework In a bid to implement the educative/empirical-rational strategy, it is fundamental for the Verizon’s management team to conduct an extensive research on the impact of the change to the organisation, which is only possible through employee involvement. Furthermore, it is imperative for the firm’s management team to integrate the Kotter’s eight steps for leading change. Below is an analysis of how the firm can adopt the Kotter’s 8-steps change implementation framework. Establishing a sense of urgency Verizon’s management team should integrate open communication in order to allow all the affected employees to understand the significance and urgency for the firm to undertake the intended organisational restructuring. Verizon should not conceal any information regarding the change. Through open communication, the company will be in a position to limit possible resistance towards the change initiative across the entire organisation. Guiding coalition Implementing change is a complex organisational undertaking. One of the major sources of complexity arises from the view that the change leads to the establishment of new job roles. Thus, it is imperative for organisational leaders to ensure that employees are guided throughout the change process. The guiding coalition should be comprised of leaders drawn from different departments within Verizon, whose responsibility should entail supporting the affected employees and encouraging the remaining lot to work as a team in order to sustain their morale. Creating a vision Influencing employees during the change process is essential in entrenching change initiative. Kotter (2007) affirms that the contribution of the change initiative to an organisation depends on the commitment of the lower-level employees. Thus, the significance of ensuring that employees have a strong sense of vision regarding the intended change outcome should not be ignored. In a bid to create vision amongst its employees, it is imperative for Verizon’s management to adopt charismatic leadership style. This style will translate into the development of a better understanding of how the change will be beneficial to both the employees and the organisation. Communicating the vision The Verizon’s management team should ensure that all employees understand the new vision regarding the desired change outcome. Therefore, it is essential for the organisation’s management team to use different communication methods in order to ensure that all employees understand the vision. Kotter (2007) cites two-way communication as the foundation for successful communication of change vision Furthermore, communicating the vision should also entail developing the most appropriate behaviour amongst the remaining employees. Focusing on behaviour development is critical in attaining the desired vision. Empowering the followers Verizon’s decision to restructure its operations will lead to an increment in the degree of uncertainty amongst employees. This aspect might culminate in loss of organisational productivity due to lack of morale amongst the remaining employees. Thus, the firm’s management team should be cautious in implementing the change. One of the primary issues that Verizon should consider in minimising possible resistance and loss of morale amongst its workforce is eliminating all the issues that may act as obstacles in empowering employees during the change process. Verizon should give its employees an opportunity to exercise their ideas freely. This move will culminate in the generation of non-traditional ideas, hence improving the firm’s long-term performance. Planning and creating short-term wins The Verizon’s management team should be committed to developing a sense of ownership towards the intended change project. The firm’s change project is intended to improve its operational efficiency by minimising the cost of operation. Furthermore, the organisation projects that the change project will enhance its effectiveness in delivering unique customer experience. In a bid to achieve this goal, Verizon should set benchmarks associated with the desired outcome. Employees who deliver the desired outcome successfully should be rewarded. Consolidating improvements Verizon’s management team should sustain the positive change outcome by investing in employee development. This aspect will play a fundamental role in sustaining the change outcome. Institutionalising new approaches The new change strategy adopted by Verizon should culminate in the development of positive organisational behaviour in order to achieve the desired corporate success. In order to sustain the positive behaviour, Verizon should focus on integrating strong leadership in order to influence all the organisational employees successfully (Kotter, 2007). Through effective leadership, Verizon will be in a position to establish a strong connection with the employees. Benefits and risks of the change strategy Successful implementation of the new change strategy will ensure that employees develop a comprehensive understanding of the Verizon’s rationale to restructure the organisation. Therefore, the probability of influencing employees to support the change will be increased. The new change management strategy will minimise the likelihood of turnover intention amongst employees. Furthermore, the new change management strategy will lead to the entrenchment of positive employee attitude towards organisational change initiative. Despite the contribution of the new change strategy in improving Verizon’s capacity to achieve its desired change outcome, the strategy will face a number of risks. First, the employees might not develop adequate understanding on the sense of urgency associated with implementing the change. Moreover, some employees might not be patient during the transition phase. The implementation of the change strategy will depend on the extent to which employees appreciate the importance of teamwork. Therefore, the lack of teamwork will hinder the effectiveness of the change strategy in contributing to successful change implementation. For example, it will be difficult for employees to develop a shared vision regarding the intended change outcome. Conclusion The above analysis underscores change as an occurrence that organisations often encounter in their operations. However, successful change implementation presents a major challenge to most organisations. Therefore, it is imperative for organisational leaders to design and implement effective change management practices. In the course of undertaking organisational restructuring, Verizon has adopted an ineffective change management strategy, viz. power-coercive strategy. This strategy might limit the organisation’s efforts to attain the desired level of operational efficiency. Thus, it is imperative for the Verizon’s management team to adjust its change management strategy. One of the strategies that the firm should adopt entails the empirical-rational/educative strategy. Furthermore, it is essential for the firm’s management team to consider the Kotter’s eight-change management framework. Successful integration of the eight steps will translate in the attainment of the desired change outcome. References Ates, A., & Bititci, U. (2011). Change process; a key enabler for building resilient SMEs. International Journal of Production Research, 49 (18), 5601-5618. Deb, T. (2008). A conceptual approach to strategic talent management. London, UK: Indus Publishing. Freefell, L. (2014). Training top 125- Verizon’s # 1 calling . Web. Kotter, J. (2007). Leading change; why transformation effort fail. Harvard Business Review, 2(3), 1-10. Pugh, L. (2007). Change management in information sciences . Farnham, UK Ashgate Publishing. Willard, M. (2015). Employees at local Verizon call centre offered buyouts . Web.

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Create the inputted essay that provided the following summary: Though each of the watersheds in the estuaries and coastal areas is distinctive, they are all under threat from the effects of global warming. As such, several forces have contributed to the degradation of these watersheds. A number of these result from human activities that speed up global warming.

Though each of the watersheds in the estuaries and coastal areas is distinctive, they are all under threat from the effects of global warming. As such, several forces have contributed to the degradation of these watersheds. A number of these result from human activities that speed up global warming.

Society’s Impact on Water Recourses Essay Though each of the watersheds in the estuaries and coastal areas is distinctive, they are all under threat from the effects of global warming (Gönenç 178). As such, several forces have contributed to the degradation of these watersheds. A number of these result from human activities that speed up global warming. Environment and land alterations, sedimentation, effluence, and climate change are the products of human activities (Gönenç 178). The above activities have severely altered the quality and quantity water in the estuaries and coastal areas that receive their discharge. In the article, the societal implications of changing water resource use and availability in terms of environmental issues caused by global warming are analyzed. As people upstream modify the landscape through actions like settling along the rivers, building of dams, construction of flood control erections, and diverting water flow, they alter the quantity and the speed of the water that runs downstream to the coastal areas (Gönenç 179). When humans settled along the rivers, they clear the vegetation around these water bodies resulting in increased runoff. Owing to this, soil erosion occurs. The soils deposited in the rivers are swept downstream leading to increased sedimentation in the estuaries and coastal areas. Because of this, freshwater inflows to coastal areas and estuaries are altered leading to negative impacts on fish reproduction (Gönenç 179). Considered that fish is the major supply of protein to residents living around the estuaries, a disruption in their reproduction will affect their food supply. Similarly, if fish reproduction in these water bodies is altered the aquatic ecosystem will significantly be affected because the food chain would be disrupted. In addition, increased stresses on estuarine systems have resultant effects of aquatic animals and plants. With a depletion of their habitats, the resources they rely on diminish as water quality decreases. Humans can also alter the quality and quantity of water flowing downstream by introducing aquatic nuisance species. For instance, if eucalyptus trees are planted along the rivers they will consume much of the water that should have flowed downstream (Valiela 296). Similarly, introduction of foreign fishes in local rivers has had an effect on the population of native fishes. The above human activities have had unanticipated ecosystem, economic, and societal effects. Aquatic nuisance species disadvantage the indigenous fishes and plants in a number of ways. They dominate the indigenous species’ habitat and prey upon them. Because of this, the aquatic food webs are disrupted. The fitness of aquatic and estuarine systems and the people that rely on them, depend on watersheds that offer vital food, hidings, migratory routes, and reproduction areas for coastal and aquatic flora and fauna (Valiela 296). For people, fit coastal and estuarine habitats enhance the growth of tourism and seafood industries, which are very important to numerous economies. Based on the above illustrations it is apparent that human activities can fatally alter the amount and quality of water in the estuaries and the coastal areas that receive their discharge. As a result, major consequences for the health of humans that depend on those waters as well as the sustainability of the ecological and socioeconomic systems in which they live will be experienced. In this regard, governments, NGOs and the relevant bodies should move with haste to ensure that rivers are preserved against disastrous human activities (Valiela 297). Works Cited Gönenç, Ethem. Sustainable use and development of watersheds . Dordrecht: Springer, 2008. Print. Valiela, Ivan. Global coastal change . Malden, MA: Blackwell Pub., 2006. Print.

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Write an essay about: The essay compares and contrasts the characteristics of Roman leader and military hero, Marcus Camillus, with Augustus Octavian. Both men were successful in defeating the Gauls and bringing peace to the Roman Republic, but Camillus was also known as a tyrant who captured the Rome through violence and war. Augustus, on the other hand, was the first founder of the Roman Empire and is remembered as a wise and peaceful leader.

The essay compares and contrasts the characteristics of Roman leader and military hero, Marcus Camillus, with Augustus Octavian. Both men were successful in defeating the Gauls and bringing peace to the Roman Republic, but Camillus was also known as a tyrant who captured the Rome through violence and war. Augustus, on the other hand, was the first founder of the Roman Empire and is remembered as a wise and peaceful leader.

Characteristics of Marcus Camillus and Augustus Octavian Compare & Contrast Essay Marcus Furius Camillus is the Roman leader and military hero who managed to triumph for times. The Roman statesman is also considered the second founder of Rome. Augustus is the first founder of the Roman Empire. Therefore, leaders could be regarded as the founders of the Roman Empire. Hence, during the reign of Augustus, the Romans experienced the peaceful existence for over two centuries despite the continuous expansion of the emperor. The wisdom of the Roman Emperor consisted in his ability to favor expansion policy with no harm to the Roman population. In his book, Augustus mentioned, “I made the sea peaceful and freed it of pirates” (section 25 n. p.). Hence, the Roman ruler managed to establish allegiance with Spanish, Gallic, and African governments. Unlike Augustus, Camillus was known as a tyrant who captured the Rome through violence and war. Acknowledged as a military leader, the Roman Senators appointed Marcus as the dictator to confront the Gauls. Despite his image of a violent and aggressive leader, Camillus managed to negotiate with Brennus, the Gallic leader, and made him leave Rome. The day after, the Gauls returned with refreshed army, but were defeated by Camillus. As a result, the Roman soldier was later appointed as Roman Emperor and was known as the dictator who reigned for the longest period. In the book, Livy refers to these events to emphasize the courage of the Roman leader: “…a general, selected by the fates, both for destruction of that city, and the preservation of his native country, Marcus Furius Camillus, was nominated dictator” (pg 475). The Roman Senate recognized the powerful tactics of fearless soldier although his violent attitude to the people was not welcomed. Both leaders brightly expressed their commitment to the welfare of Roman people and Italy. In this respect, Augustus is also known as the one who donated land, grain, and money to the Romans to improve their welfare. While enumerating his achievements, Augustus specifically refers to success in war and foreign policies and states, “the whole of Italy of its own free will swore allegiance to me and demanded me as the leader in the war” (sec. 25 n. p.). The first Roman Emperor reconciled conflicts on his territory and restored the stability in the country. He also received various awards and honors, which were represented in historic documents. The official title was among the highest honors assigned to a Roman. Unlike Augustus, Camillus’s achievements were less recognized among the Roman people. This is of particular concern to his return to the Capitolium. The Romans were not entirely satisfied with the policy and heroism of the dictator and, therefore, he was regarded as a nothing but an evil tyrant whose authority should be respected to avoid conflicts. However, his talent in military strategy forced the Roman Senators to accept his power and appoint him the governmental leader. In order to emphasize Camillus’s gift in conducting war, Livy notes, “they had used the most effectual means which human wisdom could suggest, for insuring success in giving the command to Marcus Furius, the greatest general of the age” (pg 482). Therefore, Camillus is considered a more aggressive leader who methods of gaining power and control were confined to war and violence. Both Roman founders were recognized as outstanding military leaders, but their military tactics differed significantly from each other. In particular, Augustus managed to strike the balance between constant war expansion and peaceful existence in the Empire. Although the Emperor was constantly involved into war actions, the civil population did not experience any military intrusion in their daily lives. Therefore, he could be considered as a wise and experienced ruler. What is more important is that the Roman Emperor managed to restore the state from war actions by constantly constructing temples, churches, and buildings. His donations of lands and money are also highlighted in the reading: “Four times I assisted the treasury with my own money, so that I transferred to the administrators of the treasury 150.000.000 sesterces” (sec. 17, n. p.). In this respect he could be considered not only a wise and experienced ruler, but also a generous mentor. In contrast to Augustus, Marcus Camillus was less concerned with the peaceful welfare of the Roman population. His main purpose lied in expanding the territories and conquering new lands. Livy underlines Marcus’s ambitions and focuses on his struggles against the rivals: “he had reduced the spoils of Veii to nothing; daringly abusing the nobles, in their absence” (pg 486). Therefore, the general made everything possible to take control of other territories and prove his superiority. With regard to the above-presented debates, it should be stated that both military leaders made significant contribution to the economic and political development of the Roman Empire. Their methods and military tactics were extremely different. Nevertheless, both historic figures remained in the Roman history as outstanding dictators and talented rulers that managed to empower the Roman people and provide new ways for the prosperity. Works Cited Augustus. Res Gestae Divi Augusti. Trans. Peter Brunt, and James Moore UK: Oxford University Press. 1969. Web. Livy. The History of Rome . US: T. Cadell and W. Davies. 1797. Print.

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Provide a essay that could have been the input for the following summary: The essay discusses the importance of teaching ethics to students as a way of avoiding cheating in exams.The essay discusses the importance of teaching ethics to students as a way of avoiding cheating in exams.

The essay discusses the importance of teaching ethics to students as a way of avoiding cheating in exams. The essay discusses the importance of teaching ethics to students as a way of avoiding cheating in exams.

Cheating: Making It a Teachable Moment Report Introduction Code of ethics is a worldwide known phenomenon that prevails in every industry. Every organization expects its employees to practice the code of ethics in every field of service. Failure to adhere to the code of ethics is regarded as violation of rules. Business ethics are rules that are set in place to ensure that delivery of service is proficient. It ensures that employees and other stakeholders adhere to certain constitutional rules that are set by the organization. The article ‘Cheating: Making It a Teachable Moment’, describes the manner in which the author handles an exam cheating situation within her own class The author explains a unique approach that was used to deal with the vice by punishing those students who were involved in the scenario. Therefore, there should be strict measures of govern the codes of school ethics to ensure that there is discouragement of falsehood acts in examination situations. There is a need for instructors to understand how to react to cheating cases both psychologically and logically. They should also know how to set up consequential actions should be followed in the procedural justice process. Effective measures should be taken to avoid the repetition of exam cheating vices in the future. This report provides a review of the article ‘Cheating: Making It a Teachable Moment’ with a view of relating its significance to the field of education and other industries. The Stakeholders in the Article The stakeholders in the article comprise the students, the teaching staff, and subordinate staff among other faculty members who are related either directly or indirectly to the education process. Each stakeholder group plays a significant role since they assume different positions in the school organization. They follow a code of ethics to ensure effective delivery of services throughout the different units of the school. Continuous involvement and interaction of the students with teachers has a direct effect on the general performance of the students. Therefore, the reputation of the lecturer is highly regarded. Rosile (2007) advances that students, lectures, and the non-teaching staff are the primary stakeholders who have a great impact on the education system since they are part of the whole process of learning. If any school activity violates the school code of ethics, one of the stakeholder parties is held responsible for influencing the education system negatively. Therefore, the stakeholders are bound to stick to ethics that are set by the education system. The School’s Corporate Reputation Varieties of courses that are offered in the curriculum determine the standards of college education such as the quality level of educational facilities that are used for practical or technical projects. Most importantly, the means of providing quality education determines the delivery of efficient content to the learners. Delivery of content also determines the alleviation of vices such as exam cheating. These practices have enabled colleges to uphold quality education. In the context of the article, the authority and administration of the college allows the lecturers to advance strict punishments on students who cheat in exams. This situation implies that learning institutions should maintain ethical standards of education. In addition, the author uses a professional and humane approach to alleviate the cheating situation. This approach assures the malicious students the assistance of their teacher, even after punishing them by issuing an academic disciplinary probation. However, Rosile (2007) reveals that previous experiences in the Business faculty indicate that the former administration had ignored cases of cheating in exams. Although the syllabus had set clear set of rules against cheating, in the quote, ‘I have gathered reports from business faculty whose clear-cut cases against cheaters were swept under the rug by department heads and deans.’ (Rosile, 2007, p. 20). This statement implies that the initiative of the authority to curb the vice of exam cheating should take into account the efforts of the both the teachers and students in a bid to obtain relevant information for establishment of the reasons behind the root course of exam cheating. The main objective of the research initiative and discouragement of cheating was to uphold the reputation of the learning institution to sustain competitiveness. According to Day, Hudson, Dobies, & Waris (2011), the observation of the ethical conduct of the learning institution will ensure that potential employers do not deter the careers of students during the selections new market entrants. How the Topic of this Article Enlightens my Personal and/or Professional Life The topic of this article enlightens my personal life by revealing that importance of upholding integrity in a school setting. Particularly, students at the college level should uphold a heightened degree of self-discipline and veracity to avoid termination of their careers by the disciplinary committees. Exam cheating has increasingly become rampant in colleges. This situation has affected the standard of services that individuals offer as professionals. According to Stanwick & Standwick (2014), their roles as prospective employers are also rendered ineffective. In some cases, incompetency leads to interview failure or even loss of jobs. Insufficient personal learning and comprehension of concepts renders a student incompetent both in exam and work situations. For instance, Day, Hudson, Dobies, & Waris (2011) advance that the use of the cellphone to cheat in exam situations has become a common habit amongst many students. Cellphone cheating is a bad habit that makes students to forget about the relevant materials that they learn in class or private studies. As a result, they fail to understand the questions that are set for the exam. Consequently, they shift their attentions to rely on the acquired answers via Short Messaging Services (SMS) and internet-enabled cellphones (Kapoor, 2014). Through falsehood, they cunningly use their cellphones to seek solutions to the questions that are provided by their examiners. According to the article, the author managed to come with a trap, ‘sting’, which was a set of incorrect answers that were placed outside the classroom after the test to evaluate the students’ performances prior to the compilation of the exam results. However, the cheater’s accomplices sent messages of the answers to the students aspiring to cheat in the exam by the use of their cell phones. The author claims that about 4-percent of the students exhibited the same trend that led to presentation of false answers. In my point of view, this approach is suitable for clearing the mindsets of exam falsehood. Kapoor (2014) reveals that the method also discourages the malpractice of cheating in exams in an attempt to make the future of the students better. How the Article Applies to Organizations The article is very relevant to many learning institutions whose learners practice exam cheating as well as other non-academic organizations. In the article, the author offered rigorous counselling to the ‘exam cheater’. Counselling was a very important decision that was made by the author as a lecturer. The author reveals that student counselling was done in a systematic process by taking into account factors such as psychological preparation and procedural justice. This strategy is regarded as a humane way of approaching suspects but by following the rule of law and the codes of ethics that are upheld by organizations. This procedures can be adopted by the prosecution process in Law Courts where suspects are presumed ‘innocent until proved guilty’ by regarding the humane nature of the suspects and taking into consideration the emotions of the suspects (Stanwick & Standwick, 2014). Procedural justice is also applicable to government offices where suspected individuals are presumed to have gone against the constitution owing to misuse of public offices for personal interests. Conclusion Although the author has made significant endeavors in an attempt to curb the cheating habit amongst her students, she had self-doubt that deterred her efforts to pursue individual culprits who cheated in the exam. To sustain robust ethical responsibility programs in schools, lecturers, deans, and administrative authorities of learning institutions should come up with measures of preventing exam cheating cases by setting up tough punishments to discourage the vice. The ‘exam cheaters’ example is used in this article to show that the consequences that may be experienced by those students who are found practicing exam cheating can make other students shun away from practice. However, the presence of high-tech garget has led to changing exam cheating tactics by cunny students. Therefore, the administration should guard its code of ethics by ensuring that proper amendments are executed in time to uphold the standards of quality education. Reference List Day, N., Hudson, D., Dobies, P., & Waris, R. (2011). Student or situation? Personality and classroom context as predictors of attitudes about business school cheating. Social Psychology of Education, 14 (2), 261-82. Kapoor, K. (2014). Preventing high-tech cheating. Claims, 62 (9), 11. Rosile, G. (2007). Cheating: Making It a Teachable Moment. Journal of Management Education, 31 (5), 582-613. Stanwick, P., & Standwick, S. (2014). Understanding Business Ethics . Thousand Oaks, CA: Cage.

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Create the inputted essay that provided the following summary: The Project Midas team has a number of issues to address before marketing the Chevrolet brand in Europe. These issues include the fact that the brand is not known by many European customers and that they believe it to be uneconomical. The team also faces a number of challenges, such as the poor performance of the Daewoo brand and the fact that they are required to carry over names for dealers, operating policies, and individual-product models from the Daewoo brand.

The Project Midas team has a number of issues to address before marketing the Chevrolet brand in Europe. These issues include the fact that the brand is not known by many European customers and that they believe it to be uneconomical. The team also faces a number of challenges, such as the poor performance of the Daewoo brand and the fact that they are required to carry over names for dealers, operating policies, and individual-product models from the Daewoo brand.

Chevrolet Branding in Europe Case Study Table of Contents 1. Strategic Problem and Issue Identification 2. Analysis and Evaluation 3. Recommendations 4. Works Cited Strategic Problem and Issue Identification The Project Midas team has a number of issues to address before marketing the Chevrolet brand in Europe. For instance, this brand is not known by many European customers. This gap is critical towards coming up with a powerful marketing strategy for this car brand. Many European car buyers “have several preconceptions of American cars” (Kerin and Peterson 649). They also believe that such American cars are uneconomical. The marketing team also faces a number of challenges. For example, the poor performance of the Daewoo brand will affect the team. General Motors (GM) managed to win the trust of many European customers. However, the team should identify new strategies in order to make Chevrolet a leading brand in Europe. The team is required to embrace the best brand positioning strategies. A number of challenges will also affect these strategies. The Project Midas team is “required to carry over names for dealers, operating policies, and individual-product models” (Kerin and Peterson 634). A powerful strategy is required for the new Chevrolet brand. The important goal is to identify a powerful positioning strategy that can produce these goals. These goals include “complementing GM’s multi-brand portfolio in Europe, retaining the global image of the Chevrolet brand, and resonating with European car consumers” (Kerin and Peterson 634). Analysis and Evaluation The provided case study identifies the major issues affecting the Project Midas team. To begin with, many European car buyers have been admiring the Daewoo brand. The Daewoo brand “is admired by members of the European middle class” (Kerin and Peterson 639). According to many clients, Daewoo Company was also producing good cars. The introduction of the Daewoo Matiz proved successful for the company. However, Daewoo Company became bankrupt in 1999. The formation of GM Daewoo Auto and Technology Company supported the performance of the brand in Europe. The firm used a powerful positioning research to attract the right customers. The brand also became admirable in the content. This achievement shows clearly that GM can market the Chevrolet brand in Europe successfully. The Chevrolet brand presents a powerful image to every potential customer. The number of threats faced by the Daewoo brand can make the Project Midas team unsuccessful. For instance, GM Daewoo lacked a proper advertising strategy in Europe. The company did not “embrace new product development strategies” (Kerin and Peterson 648). The depreciation of different Korean brands in Europe affected GM Daewoo’s performance. There is also “a huge disconnect between the customer belief about the realities of the GM Daewoo and the Chevrolet brand in Europe” (Kerin and Peterson 649). Recommendations The Project Midas team should therefore consider the realities presented in the case study. GM Daewoo has encountered several weaknesses and challenges. These weaknesses should be converted into strengths in order to make the Chevrolet brand successful. The Project Midas team should embrace new strategies in order to emerge successful in Europe (Kerin and Peterson 636). The firm should consider the strengths of the Chevrolet brand in other markets. A powerful advertising strategy will ensure more buyers understand the quality associated with this car brand. The company should also produce both diesel and petrol cars in order to attract more customers. A powerful awareness campaign should be used in order to make this car brand successful in Europe (Kerin and Peterson 648). GM should also target different classes in the continent. This approach will ensure Chevrolet becomes a successful brand. Works Cited Kerin, Roger, and Robert Peterson. Strategic Marketing Problems: Cases and Comments. Upper-Saddle River, NJ: Prentice Hall, 2009. Print.

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Provide the inputted essay that when summarized resulted in the following summary : The text discusses the issue of child abuse and its effects on society. It is stated that about 1500 American children died because of domestic violence and abuse in 2011, and an unknown number of children continue experiencing serious traumas as a result of abuse and parental neglect. The problem of child abuse remains to be crucial for analysis, as people have to understand its urgency and effects on human behavior.

The text discusses the issue of child abuse and its effects on society. It is stated that about 1500 American children died because of domestic violence and abuse in 2011, and an unknown number of children continue experiencing serious traumas as a result of abuse and parental neglect. The problem of child abuse remains to be crucial for analysis, as people have to understand its urgency and effects on human behavior.

Child Abuse and Capstone Project Essay Description of a Problem Parents as well as other caregivers take responsibility for treating their children, explaining them the most important living issues, describing them the peculiarities of love, support, and understanding, etc. However, it is so easy to violate this kind of child’s trust to parents and the relations to the world in general in case child abuse takes place. Child abuse has a number of effects on a human life and the understanding of how people should behave, develop their abilities, and comprehend their duties and cause many behavior problems in a future (Moylan, Herrenkohl, Sousa, Tajima, Herrenkohl, & Russo, 2010). It is stated that about 1500 American children died because of domestic violence and abuse in 2011, and an unknown number of children continue experiencing serious traumas as a result of abuse and parental neglect (Centers for Disease Control and Prevention, 2014). Children are considered to be a considerable part of society, still, they suffer from abuse, and not many people are ready to underline the importance of this issue and offer effective solutions to this problem. It is not an easy task to recover from child abuse and trauma (Lemoncelli, 2012). People are in need of professional help and explanations of why child abuse may take place and what effects may be observed. Sousa, Herrenkohl, Moylan, Tajima, Klika, Herrenkohl, and Russo (2011) admit that child abuse as well as any other cases of domestic violence influence considerably children and their further development: children become less attached to their caregivers, demonstrate antisocial behavior when they are adolescents, and become the worsen examples for their own children or people around them. This is why the problem of child abuse remains to be crucial for analysis, as people have to understand its urgency and effects on human behavior. Justification of the Selection of a Problem Child mistreatment is an issue with a long history that has its roots during the times of the Roman Empire, when infanticide and child abandonment were frequent actions (Corby, Shemmings, & Wilkins, 2012). Nowadays, people do not find these methods effective indeed and truly believe that they have evolved and achieved new levels of cooperation with children and new methods of education. However, these methods only seem to have some other forms, but the same meaning is still present. Parents may abuse their children, neglect their education, accept abortions, and even leave them, hoping that a society can take care of their children. Child abuse is an old problem with modern peculiarities and has to be discussed from various perspectives. Gloud, Clarke, Heim, Harvey, Majer, and Nemeroff’s investigation (2012) proves that child abuse may result in the changes of various cognitive functions and an emotional status of a child. The selection of the child abuse problem may be justified in a variety of ways as a necessity to inform people about possible threats of human development, which are based on child mistreatment. The above-mentioned studies and ideas have a number of limitations that depend on how the researchers organize their work, choose variables, and identify the scopes of their ideas. This is why it is necessary to consider the already known material about child abuse, its effects, and preventive methods and introduce some new perspectives to prove that the question of child abuse is still open using the statistics, real life examples, and theoretical arguments. Reference List Centers for Disease Control and Prevention. (2014). Child Maltreatment: Consequences. Retrieved from https://www.cdc.gov/ Corby, B., Shemmings, D., & Wilkins, D. (2012). Child abuse: An evidence base for confident practice. New York, NY: McGraw-Hill Education. Gloud, F., Clarke, J., Heim, C., Harvey, P.D., Majer, M., & Nemeroff, C.B. (2012). The effects of child abuse and neglect on cognitive functioning in adulthood. Journal of Psychiatric Research, 46 (4), 500-506. Lemoncelli, J.J. (2012). Healing from childhood abuse: Understanding the effects, taking control to recover. Santa Barbara, CA: ABC-CLIO. Moylan, C.A., Herrenkohl, T.I., Sousa, C., Tajima, E.A., Herrenkohl, R.C., & Russo, M.J. (2010). The effects of child abuse and exposure to domestic violence on adolescent internalizing and externalizing behavior problems. Journal of Family Violence, 25 (1), 53-63. Sousa, C., Herrenkohl, T.I., Moylan, C.A., Tajima, E.A., Klika, J.B., Herrenkohl, R.C., & Russo,. M.J. (2011). Longitudinal study on the effects of child abuse and children’s exposure to domestic violence, parent-child attachments, and antisocial behavior in adolescence. Journal of Interpersonal Violence, 26 (1), 111-136.

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Convert the following summary back into the original text: The text discusses the physical and cognitive characteristics of a preschooler, as well as the differences between preschool and middle school child development. The text notes that preschoolers grow slowly and steadily, while middle school children experience a more rapid growth. The text also discusses the cognitive characteristics of a five year old preschooler, including the ability to speak, write, and use imagination.

The text discusses the physical and cognitive characteristics of a preschooler, as well as the differences between preschool and middle school child development. The text notes that preschoolers grow slowly and steadily, while middle school children experience a more rapid growth. The text also discusses the cognitive characteristics of a five year old preschooler, including the ability to speak, write, and use imagination.

Comparison of Preschool and Middle School Child Development Essay Preschool (Bettina) Physical characteristics The child exhibits signs of alertness and enthusiasm when engaging in educational and physical activities (McDevitt & Ormrod, 2013, p. 71). In fact, the child engages vigorously in class activities implying enjoyment. Active playing during break periods is a common feature in this case (Peisner‐Feinberg, Burchinal, Clifford, Culkin, Howes, Kagan & Yazejian, 2001). A preschool child grows slowly and steadily as he or she increases in height and weight. Signs of well formed, clean teeth, as well as lack of cavity, can be spotted. The preschool child has firm musculature, as evidenced from standing and sitting postures. Normally, the preschool child stands with legs in a straight posture. In addition, the preschooler sits with a straight back, exhibiting signs of a good health and well-formed body structure. The child’s motor development and control starts to take shape, as other body parts exhibit good coordination. Moreover, the five year old preschooler’s motor skills develop when he or she climbs, hops, skips and walks without losing balance. By throwing, catching and bouncing a ball, effective body coordination skills by hands, legs and eyes, are exhibited. The hand-eye coordination of the five year old preschooler can be evidenced from construction of complex block structures, handling and utilization of toys, and tackling of puzzles. Other psychical characteristics exhibiting development of motor skills include writing and drawing skills using pencils, markers or paint brushes. From the above observations, the child’s behaviors are typical at this level of growth and development. Cognitive characteristics Among the most notable cognitive characteristics in the five year old preschooler is the ability to speak. In this context, the child speaks clearly irrespective of sentence complexity. In addition, the child writes his or her full names without referring to any text. The ability to count objects using numerical numbers is consistent and accurate with this stage of development. It is also typical for a five year old child to recognize colors and use imagination when painting objects as evidenced in this case. However, the five year old preschooler’s use of imagination is based on memories. Moreover, the child use of symbols to represent another entity implies good memory development. In addition, this is exhibited by use of symbols when drawing images and words. In addition, the application of imaginative play and imaginary friend by the five year old preschooler implies an advanced intellectual development (Peisner‐Feinberg, Burchinal, Clifford, Culkin, Howes, Kagan & Yazejian, 2001). Another cognitive characteristic observed is the great attention during class and outdoor activities. In this context, the child ability to recognize familiar words, signs, objects and comprehension of language is exhibited. For example, the child remembers an address or residential phone number. The ability to follow commands is exemplary, as well as consciousness in terms of time. Social-emotional characteristics The child exhibits knowledge and awareness of moral behaviors. For example, the child uses moral reasoning to distinguish between good and bad. However, this is not typical for a preschool child at this development level. Developing interpersonal relationships through friends is observed. For example, the child is always in the company of at least one friend. In addition, the child connects with other peoples’ feelings through sympathy, anger and sharing. Moreover, the child’s growth and development involves imaginative plays and friends. For example, the child dresses up as an adult while in the house or engages in role playing with friends. The five year old preschooler can control emotions such as anger and frustration for a longer time showing ability to cope with difficult situations. Moreover, the child exhibits social development through ability to solve problems. For example, the child suggests solutions to problems when in the company of adults or fellow children. In this context, the child interpersonal and communication skills are not typical to that of five year old preschooler. Middle school (Eduardo) Physical characteristics The five year old middle school child has developed important basic life skills (McDevitt & Ormrod, 2013, p. 79). The child exhibits exemplary skills used in feeding, especially in use of spoon, fork and knife. However, an important observation is how the child uses an adult model to copy feeding behaviors. Importantly, initial stages in developing feeding behaviors are messy as the child is confused on which utensil to use. Another observed motor skill is dressing, where the child learns to put on the clothes. In this context, the hand coordination especially in manipulating zips and buttoning shirts is skillful. Moreover, other dressing skills such as tying shoelaces seem to improve with time. Motor skills in the five year old middle school children improve with the advancement of games played. In this context, more complex coordination and objects are utilized. The child’s ability to visualize and use hands in creating movements improves with time. Other physical characteristics observed include loss of baby teeth and ability to brush teeth. Cognitive characteristics A five year old child in middle school exhibits personal development initiatives. In this context, the child seems curious about the immediate environment. Therefore, the need for further exploration is observed from the child’s active investigative and testing activities. The curiosity exhibited by the child involves many inquiries. From this perspective, the child ability in relating to ideas and problems is evidenced by attentiveness and the use of logical procedures. The flexibility and ability to classify objects, numbers and words justify the development of the child’s memory (Janus& Offord, 2007). In addition, the child’s spatial reasoning is observed from the ability to distinguish distance and direction aspects. The five year old middle school child’s brain development improves at this stage as information processing capacity increases. For example, the child takes a short time to solve a mathematical problem. Moreover, the ability to inhibit and control interferences improves at this stage. From observations, the child is attentive and selective on activities and decisions. In this regard, a sense of adaptability becomes a critical factor of cognitive development. Moreover, the ability to plan signifies a great deal of mental development. In this context, the child shows knowledge in scanning pictures and written materials as part of the learning activities. In order to memorize information, the child rehearses on important learning contents. Moreover, the ability to organize time using a predetermined schedule or pattern signifies the child’s ability to perform multiple tasks. Social/emotional characteristics The child seems to enjoy playing games of non- complex rules. For example, hide and seek, kicking ball and running are favorite games for the five year old middle school child. In addition, the child prefers friendship from colleagues of the same sex. Interestingly, the child understands the concept of a best friend and enemy depending on interpersonal relationships. However, the child seems to change the list of friends on a daily basis. Emotional characteristics of anger and jealousy become evident through physical expressions (Janus& Offord, 2007). For example, the child engages in constant yelling and anger. Egocentrism, as well as caring for younger children, is observed at this stage. Therefore, the child exhibits typical behavior of a child at this development stage. References Janus, M., & Offord, D. R. (2007). Development and psychometric properties of the Early Development Instrument (EDI): A measure of children’s school readiness. Canadian Journal of Behavioural Science/Revue canadienne des sciences du comportement, 39 (1), 1. McDevitt, T. M. & Ormrod, J.E. (2013). Child development and education (5 th Ed.). Upper Saddle River, NJ: Merrill/Pearson. Peisner‐Feinberg, E. S., Burchinal, M. R., Clifford, R. M., Culkin, M. L., Howes, C., Kagan, S. L., & Yazejian, N. (2001). The relation of preschool child‐care quality to children’s cognitive and social developmental trajectories through second grade. Child development, 72 (5), 1534-1553.

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Convert the following summary back into the original text: The latest edition of the Diagnostic and Statistical Manual of Mental Disorders (DSM-V) has made important updates on the disorder criteria in a way that better deals with the experiences and symptoms of children. The manual now shows how childhood disorders can develop further in life and affect the developmental continuum.

The latest edition of the Diagnostic and Statistical Manual of Mental Disorders (DSM-V) has made important updates on the disorder criteria in a way that better deals with the experiences and symptoms of children. The manual now shows how childhood disorders can develop further in life and affect the developmental continuum.

Diagnosis in Child Psychopathology Term Paper Table of Contents 1. New Child/ Adolescent Diagnosis 2. Case Description 3. Article Analysis 4. Works Cited Diagnosis is an important tool in the medical profession and it is used in a broad spectrum of settings. In psychology, diagnosis precedes treatment and management of mental disorders. The American Psychiatric Association’s Diagnostic and Statistical Manual of Mental Disorders has been providing guidelines for making diagnoses of various mental disorders (Lloyd-Richardson 3; Muehlenkamp and Gutierrez 62). The latest edition is DSM-V, which has made great improvements in enhancing the diagnosis of children and mental disorders that affect adolescents. The newly published edition of DSM made important updates on the disorder criteria in a way that better deals with the experiences and symptoms of children. Instead of separating childhood disorders, it demonstrates how they can develop further in life and affect the developmental continuum. Nonetheless, some children and adolescent disorders have not been captured in the new edition manual. Given a chance to be in the committee for a new edition of the Diagnostic and Statistical Manual of Mental Disorders, I would include non-suicidal self-injury (NSSI) as a new child/adolescent disorder. The rationale for my diagnosis would be that NSSI is a personality disorder that affects adolescents and young adults. This rationale is based on the recent increase of this disorder in many adolescents and the lack of diagnosis criteria for use by mental health practitioners. New Child/ Adolescent Diagnosis Non-suicidal self-injury could be termed as an act of causing injuries to oneself, which is not intended to lead to death. About one-third of adolescents in the United States is said to have engaged in non-suicidal self-injury (Lloyd-Richardson 4). This is a common disorder that makes individuals in the adolescence stage to exhibit self-harming attributes. NSSI is characterized by cutting or burning oneself, hitting, pinching, banging or punching walls and other objects. Thus, it has been found to induce pain, break bones, ingest toxic substances, and interfere with the healing of wounds (Lloyd-Richardson 3). Patients with NSSI report feeling minimal or no pain when carrying out these self-harming behaviors. Patients also report that the self-harming behavior becomes addictive and the person is unable to control or stop his or her impulses for self-harm. The following characteristics should be the basis of diagnosis of NSSI in adolescents (Muehlenkamp and Gutierrez 64): * Depression * Anxiety * Eating disorders * Substance use disorder * Elevated rates of emotional reactivity, intensity and hyperarousal * Increased avoidance behavior * Decreased emotional expressivity * Scars caused by self-harming behavior Other associated disorders are the following: * Developmental disabilities * Eating disorders * Borderline personality disorder Adolescents with NSSI are likely to report being bullied by their peers, experiencing confusion with their sexual identity, undergoing stress within their social environment, for instance, in the family or at school. Factors such as family conflicts, child molestation, and drug and substance abuse could lead to NSSI cases. Thus, it is important for parents and/or guardians to assess their children to ensure that they are not exposed to situations that could result in self-harm. Case Description Lauren is a 16-year-old girl who was sexually abused by her uncle when she was 10. She was afraid to tell anyone of the ordeal, but her mother, Kimberly, discovered that her daughter was walking in a funny way and had become withdrawn. She asked Lauren what was going on and she told her about what her uncle had done to her. Her mother took her to hospital immediately and reported the case to the police. The perpetrator was charged and jailed for 20 years. Lauren underwent therapy and attained full recovery. However, her abuser was recently released because of good behavior and Lauren saw it on the news. As a result, she has been withdrawn and prefers to be locked up in her room upstairs for long hours. Her mother noticed that she wears long sleeved clothes recently and one time she noticed some wounds on her wrist. This prompted her to bring Lauren in for therapy. During the session, Lauren is quiet and withdrawn. She is not willing to share her experiences with me. When I ask her if she has done anything to harm herself, she appears defensive. After several attempts and getting Lauren to come alone to sessions, she opens up about the abuse. Her mother is a single parent. They live in a suburban neighborhood and she is afraid that if her uncle would attack her again, her mother would not be able to defend her. Lauren says that she has been experiencing panic attacks, especially when she is alone in the house. She describes it as a paralysis where she is unable to move, sweats profusely and feels like she is having a heart attack. She has also had sleep difficulties because she has nightmares and flashbacks of her rape ordeal. She says that cutting her wrists calms her down and makes her forget her fears. My diagnosis is post-traumatic stress disorder and non-suicidal self-injury. Post-traumatic disorder is triggered because of her perpetrator’s release from prison, which has been a reminder of the original effect. This can be inferred from the patient’s panic attacks, nightmares and insomnia. Non-suicidal self-injury has been the patient’s mechanism for dealing with PTSD. Cutting herself removes her from the situation and helps her to remember that she is still alive. My recommended treatment is trauma-focused cognitive-behavioral therapy, combined with family therapy for PTSD and providing alternative strategies for coping with stress as a treatment for NSSI. I will also encourage Lauren’s mother to make a report to the police of any attempts by the perpetrator to see Lauren again or any threats. She should also give Lauren a sense of security by ensuring that she feels safe within their home and in school. I will encourage Lauren to take self-defense classes so that she feels more secure and in control in case of an attack. Article Analysis I chose to analyze the article on ‘Diagnosing the wrong Deficit’ based on the two concepts of the need to carefully examine developmental history and to ‘look for a horse not a zebra when you hear the hoof beat’ (Thakkar par. 1). In the article, the author describes a patient who came to him to confirm if he had attention-deficiency hyperactivity disorder (Thakkar par. 2). He had the typical symptoms of the disorder, including procrastination, forgetfulness, a propensity to lose things and the inability to pay attention consistently. However, the patient’s case was a violation of one important criterion of A.D.H.D, which is the symptoms. The patient’s symptoms dated back to the day when his job required him to wake up at five in the morning. However, he was a night owl. The therapist diagnosed him with sleep disorder and the patient made a full recovery (Thakkar par. 7). This was a difficult condition to diagnose, but the experience of the therapist helped him to make the right diagnosis. From this case, the importance of examining the developmental history of a patient is seen. In fact, all psychologists based in learning institutions should always aim at establishing developmental histories of their clients in order to arrive at the right diagnoses. It can be established that, if the therapist had failed to study the patient’s developmental history, he could not have noticed that the most important criterion for diagnosis of A.D.H.D was not met. As a result, the therapist could have made a misdiagnosis, which could have led to the lack of the patient’s recovery. Treating the wrong disorder may cause frustration in both the patient and therapist and may even lead to the development of other disorders. Another lesson can be learned on the need to ‘look for a horse not a zebra when you hear the hoof beat’ (Thakkar par. 12). It is important not to make a diagnosis based on probability. Occasionally, one may make a diagnosis because the patient had several symptoms that matched a given illness or disorder. In this case, if the therapist had based his diagnosis on probability, he could have made a misdiagnosis of sleep disorder. It is also important to analyze all probable diagnoses in detail before making a conclusion, but in most cases, the simplest diagnosis is usually the correct one. If the therapist had over analyzed the symptoms looking for the ‘zebra’, he could have misdiagnosed the patient. Works Cited Lloyd-Richardson, Elizabeth E. “Non-Suicidal Self-Injury in Adolescents.” Prevention researcher 17.1 (2010): 3-7. Print. Muehlenkamp, Jennifer J., and Peter M. Gutierrez. “Risk for suicide attempts among adolescents who engage in non-suicidal self-injury.” Archives of Suicide Research 11.1 (2007): 69-82. Print. Thakkar, Vatsal G. Diagnosing the wrong deficit . 2013. Web. < https://www.nytimes.com/2013/04/28/opinion/sunday/diagnosing-the-wrong-deficit.html?_r=0 >

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Write the original essay for the following summary: The paper examines the prevalence of youth suicidal behavior and proposes a methodology for assessing and diagnosing the problem.The paper also endeavors to evaluate the weakness of the proposed method of assessing adolescent suicidal behavior coupled with presentation of mechanisms of modifying the methodology to lessen its problems.

The paper examines the prevalence of youth suicidal behavior and proposes a methodology for assessing and diagnosing the problem. The paper also endeavors to evaluate the weakness of the proposed method of assessing adolescent suicidal behavior coupled with presentation of mechanisms of modifying the methodology to lessen its problems.

Children and Adolescent Suicide Behavior Essay Introduction Suicide entails taking one’s life. On the other hand, suicidal behavior involves the contemplation of plans and thoughts to take one’s life. Suicidal behavior precedes suicide. Therefore, controlling suicidal behavior is a success factor for mitigating incidents of suicide. Among the many groups of people who are susceptible to showing suicidal behavior, adolescents take the front line (Berman et al., 2006, p.1116). This result forms the rationale for the focus of this assessment paper. Nevertheless, since incidences of suicide are recorded across people of different ages, suicidal behavior amounts to a serious and significant public health problem across the globe. Surprisingly, incidences of suicide are preventable through various social work and psychiatric interventions. According to the American Association of Suicidology, such interventions include “effective assessment and treatment of people with mental disorders, promotion of help-seeking, early detection and support for youth in crisis, training in life skills, and reduction of access to lethal means” (2011, p.1). However, the extent to which these approaches have been effective in the achievement of the noble goal of reducing incidences of suicides in America remains questionable. This argument is relevant since the Center for Disease Control and Prevention (2012) informs that incidences of adolescent suicides have been on the rise over the last one decade (p.1). The focus of this paper is to scrutinize the prevalence of youth suicidal behavior. It proposes a methodology for assessing and diagnosing the problem besides providing an extensive explanation of the relevance of the proposed methodology within the sphere of social work. The paper also endeavors to evaluate the weakness of the proposed method of assessing adolescent suicidal behavior coupled with presentation of mechanisms of modifying the methodology to lessen its problems. Prevalence of Adolescent ideation Suicidal Behavior Known/Unknown Facts about Adolescent Suicidal Behavior Several facts are known about adolescent suicidal problem. In fact, among the many causes of youth’s deaths, suicide is incredibly significant. World Health Organization (2001) puts it among “the top 3 causes of death in the population aged 15 to 34 years” (Para.1). The Center for Disease Control and Prevention (2012) confirms this rating by emphasizing that suicide is in the third position in the list of the causes of deaths of people aged between 10 to 24 years (p.2). It results in the loss of an approximated 4600 lives of the US’ adolescents annually. In addition, with regard to the Center for Disease Control and Prevention (2012) statistics, among the top three means used to accomplish adolescent suicides, the use of firearms stands at 45 percent with self induced poisoning and suffocation being at 8 percent and 40 percent respectively (Para 7). Risks for contemplation of plans to commit suicide increase substantially during adolescence. In this regard, according to Liu (2004), “prevalence rates for suicidal ideation among adolescents were estimated to be 11% for severe suicidal ideation to 75% for any degree of suicidal ideation with an average rate of 20% for suicidal ideation and 8% for suicide attempts” (p.1352) in 2003. These prevalence rates for suicide ideation are shocking since they are indications of the threshold of the dangers of successful cases of suicides completion in the future. Many scholars find many of the suicides that are completed as having been instigated by multiple factors including “psychological, family, biological, social, and cognitive factors” (CDC, 2012, Para.11). The prevalence of adolescent suicides also appears as largely unbalanced on gender and age demographic factors in the U.S. For instance, according to the Centre for Disease Control and Prevention (2012), “of the reported suicides in the 10 to 24 age group, 81% of the deaths are males and 19% are females” (Para. 10). However, the same source argues that girls are more likely to attempt suicides in relation to boys. Suicide associated fatalities are also more prevalent among the Native American youths (CDC, 2012, Para.11: Berman et al, 2006, p.1116). However, how to eradicate suicidal behavior completely among the adolescents remains unknown because, amid the various interventions, health organizations in the US continue to register fatalities associated with the problem. Diagnosing and Assessing the Problem Method CBT (cognitive-behavioral therapy) is the proposed method for diagnosis and assessing suicidal behavior of adolescents. However, it is crucial to note that, in diagnosing and or assessing adolescents’ suicidal problem, a consideration of risk factors for instigation of the plans and thoughts for committing suicide is paramount. Therefore, identification of individual circumstances that may lead to expressions of such a suicidal problem among adolescents amounts to a successful assessment procedure. In helping to treat the problem, patients are put on psychotherapy to relax potential inhibitors for a free expression of certain aspects such as stress and stereotyping that are experienced in the life of the patient that may contribute to the suicidal behavior. Objectives The objective of relaxing the mind of the patient through psychotherapy is to: * Make it possible to acquire information on the patient’s history of suicidal attempts * Get information on the history of suicidal behavior in the a patient’s family * Acquire information on the encountered stressful events in the life of the patient * Get information on the patient’s incarceration * Dig out the existence of cases of mental illness and or history of depression in the patient’s life * Know whether the patient has easy access to lethal methods for suicide such as firearms * Extract information on the history of patient’s engagement in drug abuse and or excessive alcohol consumption Preferred Assessment Procedure Steps To achieve the above objectives of psychotherapy as the approach for helping to diagnose and assess the adolescents’ suicidal behavior through CBT, a number of steps (preferred assessment procedure) will be deployed. They include: 1. Conducting preliminary examination of the likely causes of suicidal behavior in the patient (This may involves establishing the historical background of the patients such as how they relate with their parents, economic conditions, or whether the patient abused alcohol) 2. Creating artificial stimuli to force the patient to express his or her feelings as established in (i) above (An example of artificial stimuli is giving patient alcohol if it is thought by the assessor to be the cause of the problems) 3. Managing and creating necessary additional artificial stimuli that prompt a full expression of behaviors observed in (ii) 4. Observation of the likely contributing risks to the suicidal behavior not established in the preliminary examination step to develop the requisite stimulation approaches for their portrayal (The doctor can monitor the reactions or behavior of the patient to see whether he or she has any signs of stress) When the patient has fully expressed his or her life experience concerns that may result in suicidal ideation behavior, corrective mechanisms for such behaviors are considered. The point at which the patient has fully expressed his/her risk factors to the contemplation of plans to commit suicide is known when the patient attempts to develop a tolerant mechanism of the risk factors expressed upon execution of steps (i), (ii), and (iv). Usefulness of the Mode of Assessment for Social Work Many social work scholars contend that the majority of adolescents who are put under their care have psychological challenges associated with depression. In fact, with regard to Donaldson, Spirito, and Esposito-Smythers (2005), “…depression is among the most common reasons cited by adolescents when seeking treatment” (p.113). Depression is also a risk factor for making adolescents resort to drug abuse and excessive consumption of alcohol as perceived mechanisms for enabling them to manage stress that is associated with experiences such as family conflicts. Therefore, by managing well depression among adolescents, it is also possible to manage the associated risk factors that may lead to contemplation of plans and thoughts to commit suicide. The question is how to achieve a successful depression management strategy among adolescents. The solution to this query rests on CBT in which Spirito, Wolf, and Uhl (2011) argue, “Cognitive-Behavioral Therapy (CBT) has been the most widely researched psychotherapy approach to treating depression in adolescents” (p.191). A common argument among clinical scholars is that completed suicides coupled with suicidal ideation would disappear when the depressive disorders among adolescents are treated. However, the above argument faces challenges because of the evidence that treatment of depressive disorder does not necessarily imply that suicidal ideation will disappear because depressive disorders, which may lead to suicide ideation have their causes. Consequently, the most effective way to deal with depressive disorders is to address the causes of the suicide ideation to be dealt with completely. For instance, among the adults, Linehan (2007) posits, “suicidal thoughts and behavior need to be directly addressed if problems associated with depressive disorder are to improve” (p.305). Therefore, CBT as a methodology of helping in diagnosis, assessment, and treatment of suicidal behavior problems among adolescents is useful in social work to the extent that it can lead to the elimination of the depressive disorders and suicidal ideation. Arguably, the methodology is helpful in social work particularly when applied consistent with the success of the suicidality model for adults. The model evidences how “suicide attempts emerge from reciprocity among maladaptive cognition, behavior, and affective responses to stressors” (Brent & Melhem, 2008, p.158). In particular, the model argues out that suicidal behaviors among adolescents emanate from “genetic predisposition toward psychopathology, and/or exposure to significant negative life events such as history of abuse or neglect, adverse parenting resulting from parental psychopathology, and peer victimization, and bullying” (Kim & Leventhal, 2008, p.133). This argument concurs with the objectives of the proposed method of diagnosing and assessing suicidal behaviors among adolescents in this paper. Therefore, based on the success of adult approaches to diagnosis and assessing suicidal behaviors and on upon considering that the proposed method borrows from the models, one would expect the proposed model to be important in the achievement of the laid out objectives. Weakness and Deficiencies of the Mode of Assessment Even though it is held that the proposed mode of assessment will be successful in assessing suicidal ideation behavior among adolescents, it is not immune from deficiencies and weaknesses. A major deficiency is its reliability in only cognitive and behavioral therapeutic interventions. Therefore, the advantage of diagnosis intervention in contributing to quick relief of patients from depressive situations so that they can easily adapt and respond quickly to psychotherapy is forgone. Secondly, the authentication of the proposed model largely depends on the success of adult-focused models of management of suicidal ideation behaviors. Modifications to Overcome the Weakness: Improving Efficacy of the Mode of Assessment Use of medicine such as anti-depressants can incredibly aid in quick relaxation of the minds of patients. While this may not be a permanent solution to the depressive disorders leading to the development of suicidal behaviors among adolescents, it is a necessary element for incorporation in the proposed methodology of CBT as a mode of diagnosing and assessing suicidal behavior problems in adolescents. Hence, in the steps for assessing suicidal behavior problem among adolescents, prescription of medication coupled with checks for medication adherence precedes (i) above. Assessment of suicidal thoughts, suicidal ideation behaviors, and various risk factors for portrayal of suicidal ideation behaviors follow later. To overcome the second weakness, it is necessary that evidence-based analysis for suicidal ideation behaviors intervention for adolescents proposed here be conducted before it is implemented. This helps in reducing problems associated with generalizations. One of the generalizations is assuming that it will also be successful in handling similar problems among the adolescents since similar methods are successful in handling suicidal ideation behavioral problems among the adults. Why the Proposed Modifications are Helpful: How to do their Evaluation for Effectiveness CBT intervention for the suicidal behaviors among adolescents emphasizes two approaches: behavioral and cognitive facets of care. With regard to Spirito, Wolf, and Uhl, “the behavioral component of treatments for depression emphasizes various skill deficits in the domains of coping skills, interpersonal relationships, social problem solving, and participation in pleasant activities” (2011, p.194). On the other hand, the cognitive facet embraces focusing on the process of identification coupled with challenging the adolescents’ processes of automatic thoughts. Consistent with these concerns of behavioral and cognitive facets of CBT, Spirito, Wolf, and Uhl posit, “CBT for depressed adolescents addresses lagging cognitive and behavioral skills that are needed to create and maintain supportive relationships to regulate emotion” (2011, p.197). Arguably, adolescents seeking psychological interventions to suicidal ideation behavior problems will be admitted with less ability to make appropriate choices to enhance the cognitions of the repercussions of engaging in suicidal ideations. Therefore, before the administration of CBT, it is critical to ensure that a patient does not have lagging behavioral and cognitive skills. To achieve this, administration of medication such as depressants is vital. Therefore, the capacity of the proposed method for managing suicidal behavior of adolescents to produce reliable results is dependent on the modification of the desired procedures to integrate the roles of anti-depressant interventions in the management of risk factors that may lead to expression of suicidal behaviors among the adolescents. The next thing that stands out is the challenge of evaluation of the efficacy of the modified procedures in the realization of the goals and objectives of the proposed method. The modified method is evaluated by conducting reviews on the efficacy of CBT in the management of depressive disorders among the adolescents. The rationale for emphasis on the capacity of the adopted CBT approaches in the management of the suicidal behaviors among adolescents rests on the pillars of the argument that depressive disorders are significant risk factors to suicidal ideation behaviors (Klein, Jacobs, & Reinecke, 2007, p.1405). Conclusion Therefore, based on the expositions made in the paper, it is clear that adolescents are at a higher risk of committing or rather attempting suicides. The stage is associated with the exploration of many things such as ones ability to approach another of the opposite sex and the creation of peer groups amongst others. These explorations are risky to many young people since many join them without knowing the repercussions that they can face if they are not watchful of their behaviors. Therefore, upon disappointments, adolescents resort to life endangering attempts such as suicidal ideation as a way of relieving the pain. The prevalence rates for cases of adolescents’ suicides are still evident amid the enormous efforts to curtail them. Consequently, it is paramount to design and implement various methods for continued fight against such incidences. The paper has proposed one of such methods. The method entails the use of CBT approach, which is modified to integrate medicinal intervention in the management of suicidal behavior among adolescents. Reference List American Association of Suicidology . (2011). Youth Suicidal Behavior-Facts Sheet . Web. Berman, A., Jobes, D., Morton, M., & Silverman, D. (2006). Adolescents’ Suicide: Assessment and Intervention. American Journal of Psychiatry, 163 (6), 1116-1117. Brent, D., & Melhem, N. (2008). Familial transmission of suicidal behavior. Psychiatr Clin North Am, 31 (2), 157–177. Centre for Disease Control and Prevention (2012). Youth Suicide Prevention . Web. Donaldson, D, Spirito, A, Esposito-Smythers, C. (2005). Treatment for Adolescents Following a Suicide Attempt: Results of a Pilot Trial. Journal of American Academic Child Adolescent Psychiatry, 44 (2), 113–120. Kim, Y., & Leventhal, B. (2008). Bullying and Suicide. International Journal of Adolescent Medical Health, 20 (2), 133–154. Klein, J., Jacobs, R., & Reinecke, M. (2007). Cognitive-Behavioral Therapy for Adolescent Depression: A meta-analytic Investigation of Changes in Effect-size Estimates. Journal of American Academy for Child Adolescent Psychiatry, 46 (11), 1403–1413. Linehan, M. (2007). Behavioral Treatments of Suicidal Behaviors: Definitional Obfuscation and Treatment Outcomes. Academic Science, 836 (13), 302–328. Liu, X. (2004). Sleep and adolescent suicidal behavior. SLEEP, 27 (7), 1351-1358. Spirito, A., Wolf J., & Uhl, C. (2011). Cognitive-Behavioral Therapy for Adolescent Depression and Suicidality. Journal of American Academic Child Adolescent Psychiatry, 20 (2), 191-204. World Health Organization. (2001). The World Health Report 2001: Mental Health, New Understanding and New Hope . Geneva: World Health Organization.

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Write the original essay for the following summary: The paper compares the socio-cultural setting of China and Haiti in an effort to show how it influences the countries' progress. It concludes that while both countries have their unique socio-cultural settings, they can still learn from each other.

The paper compares the socio-cultural setting of China and Haiti in an effort to show how it influences the countries' progress. It concludes that while both countries have their unique socio-cultural settings, they can still learn from each other.

China and Haiti’s Socio-Cultural Setting Term Paper Introduction China is the second largest economy in the world after the United States of America. Having the world largest population, China is a target market for major exporters of the world. However, trade barriers have always hindered the entry of exports into its market. One of such barriers is the country’s socio-cultural environment. The paper compares the socio-cultural setting of China and Haiti in an effort to show how it influences the countries’ progress. Socio-cultural environment of China and Haiti The socio-cultural environments of China and Haiti have similarities and differences. To begin with, the ethnic composition of the two countries is different. For example, Haiti is a highly multi-ethnic nation that has a composition of Blacks, Poles, Mulattoes, Jews, Chinese, Arabs, Germans, French, and Indians among others. According to Crosta (2002), the Blacks form the major ethnic group in Haiti comprising of about 93% of the total population. On the other hand, China is lowly multi-ethnic. Its population comprises 91.51% Han Chinese. The Hans are the largest single ethnic group in the world. The total population of China in 2013 was at 1,357,380,000, which is the world’s largest population figure while Haiti is a small nation that has a relatively small population. Crosta (2002) confirms that the culture of Haiti is deeply rooted in African and French traditions. On the other hand, China had a cultural revolution in the 1960s that did away with the country’s traditional culture to incorporate the needs of the ruling government. The official language in China is Mandarin, which is an ethnic language that is spoken by most of the citizens. In Haiti, the major official language is French, which is borrowed from French colonial masters. There are also differences between religion in China and Haiti. In China, the major religion is Buddhism, which makes 11-16%. In China, Christians only make 3-% while Muslims make only 1%. The rest of the population adheres to traditional religions such as Dongbaism, Moism, and Ruism. On the other hand, Christianity in Haiti is the major religion that comprises 80-85%. The socio-cultural environment of China and Haiti affects the countries’ development. Factors such as language are important in the development of a country. Uniting the people of China using the mandarin and/or French in Haiti ensures ease of communication in business and official matters. Variation in religion in China is important in the development since it indicates tolerance to freedom of worship, which can easily draw on the international markets. The presence of a higher Christian population in Haiti may impede development since investors from minority religions such as Muslims and Hindu may not feel incorporated. The use of arts and dance in both Haiti and China also hastens development since art and dance are a major source of tourist attraction. Sporting activities enhance the health of the population. Besides, they work as a major source of income for the country. Crosta (2002) affirms that emphasis on football by Haiti has been a source of domestic and foreign income since some players are popular in international clubs in the world. Martial art activities in China have become synonymous with China. They are a selling point for the brand China. The effect of trade barriers in China China uses various trade barriers to protect its internal markets. However, these trade barriers have resulted in complaints in from the international community, including the European Union and the United States. China has been a member of the World Trade Organization (WTO) for the last five years. It has faced court battles concerning its trade tariffs (Chen, 2014). Some of the tariffs that China has put in its market are illegal while others are legal according to the WTO. However, most of the tariffs put the world market at a disadvantage in terms of competition with the enormous economy of China. These tariffs include: Infringing intellectual property According to Mark (2007), the international community has complained about low protection of intellectual property rights in China. The government of China is not strict on enforcement of intellectual property rights. Hence, international traders who do business with China feel threatened. Since China has one of the largest manufacturing firms, it is easier for intellectual property rights of exporters to be violated. The international community is therefore cautious in exporting goods and services since they are likely to be duplicated and copied with the current little enforcement of intellectual property law. The fact that the population of China is vast and that 3-4% of it is poor makes the system complex to handle. The government of China has put more emphasis on science and mathematics subjects to enhance innovation and creativity in production. This plan makes the population focus more on the creation and development of the existing knowledge in order to produce better-placed products in the world markets. Because of the increased research and emphasis on betterment of the existing technology, the Chinese people use property and knowledge that has been developed by other people. With little modification of the original objects or knowledge, Mark (2007) asserts that the product that was initially owned by other nations is multiplied and released to the market in volumes. Such a violation of intellectual property has occurred in the electronic business between China and other nations. For example, mobile phone technology from Japan and other parts of the world was copied. It made a booming business for China. In the same way, the Chinese industries have copied and produced Japan cars and radios in volumes. Owing to China’s ability to protect its internal market and its many manufacturing industries that are subsidized by the government, China’s products are able to dominate the international trade market. When the Chinese industries copy new technology and art of manufacturing from imported products, they are able to modify the product and make a lot of money from it. For example, China modified the Japanese motorcycles together with their names only to sell products that were almost similar to those of Japan at a lower price. This situation made the products from other countries less demanded in the market due to price variations. Extensive subsidies system Chen (2014) observes that although China is a member of the WTO, which is against government subsidies on export products and services, it has been subsidizing its industries indirectly. The WTO prohibits monetary subsidies for all export produce to regulate competition in the world market. However, even before China joined the WTO some years ago, it has always subsidized her industries. The government of China has ensured that it owns and controls major industries that are responsible for exports. The government of China has also used policies to ensure that government-owned installations dominate trade both internally and externally. China has one of the highest numbers of government-owned industries in the world. Indirect subsidization of these industries by the government, which owns them, protects them from sinking even when they are infeasible. Mark (2007) observes that government industries that seem to go down are merged with others that are doing well in an effort to protect them from downsizing. In some instances, the government forces some privately owned industries to be closed to protect it from unnecessary competition. Government’s financial assistance of manufacturing industries makes other countries that export their products to China have difficulties in accessing the market. Subsidization of manufactured goods makes them have an upper hand in the market. Industrial policies in China Kim, Lee, Kwak, and Seo (2014) observe that the government of China has also enacted trade policies that are harsh to the international trade. For example, China has restrictions to exports of raw materials. Such materials include the rare earth, which has barred many foreign industries from conducting business with China. China has also restricted the location of its industries in foreign lands. It has encouraged direct internal development of industries. Kim et al. (2014) assert that other policies that have been restrictive on China include those that hamper export quotas and/or impose duties on exports. This move discourages small exports in an effort to protect the vast Chinese population. Export duties and customs in China serve to better its industries whilst limiting the access of the market by foreign trade. The direction of the trade in China China’s trade has significantly changed its economy. Today, China is ranked the second largest economy after the United States. According to Kim et al. (2014), the major industries that have been pivotal in the development of business since the inception of the Peoples Republic of China include the manufacturing, construction, mining, and power industries. These industries account for about 72.8 of the country’s GDP. Chen (2014) asserts that trade in and from China has been dominated by government subsidized or owned industries. Industries that have played a central role are those that undertake the mining and processing activities, for example, iron, steel, coal, and aluminum; those that manufacture machines, automobiles, electronics, and arms; those that manufacture clothing and textile; cement and chemicals; and food processing. Industries that are owned by the state account for 40% of the national GDP. This figure is likely to predict the direction of trade in China. The machine manufacturing industry has been one of the leaders in economic development in China. This industry is responsible for the production of nuclear power sets, paper making machinery, pumps, transformers fertilizers, rail, and other necessities for industrialization. The industry majors in the production of transport and machinery products that are exported to foreign markets. For example, equipment that was sold abroad in 2006 from this country was close to USD430billion. Export is one of the areas that will lead the Chinese economy to the future. Chen (2014) further affirms that hundreds of countries in Africa, the EU, and Asia are contracting China for machinery supply and construction of roads and communication infrastructure. The energy industry has also been significant in the development of trade in China. The industry that produces hydropower, nuclear, and thermal power is growing speedily. The industry produces the second highest voltage in the world at 3.2 trillion kilowatts. The business is responsible for power supply in all towns and rural areas of China. The industry is currently fully automated. China is also mining crude oil at a rate of 160 million tons for supply to the local economy. Since the economy is so large, China is the largest importer of oil from other countries. The country is already generating nuclear power. It is targeting the largest nuclear power production of 36 million kilowatts by 2020. The energy manufacturing and processing industry has also produced solar panels for export. Such solar panels have dominated the international market. They define the direction in which trade in China will follow. According to Bao (2014), high production of energy by this industry will result in high subsidization of power lowering the production cost, hence making its manufactured products more competitive in the international market. The automobile industry has also been the force behind trade in China. In 2010, China sold 13 million automobiles. The Honda factory in China manufactures automobiles for export. This industry has been a pivot to the economy. It exports cars, lorries, and busses. Today, China is one of the key automobile producers in the globe. Major trading partners of China and the trade barriers that they face According to Zhao, Liu, Pu, and Yang (2013), major trading partners of China include the United States, Hong Kong, Japan, South Korea, Taiwan, Germany, Australia, Malaysia, Brazil, Russia, India, and Malaysia in order of merit. The European Union is the current largest trading partner block with China, accounting for more than 365 billion dollars in exports and 211.2 billion dollar in import. China is a major exporter of goods and services to many countries across the world. However, Bao (2014) observes that as countries trade with China, they face various obstructions that bar them from venturing into the large market in China. Some of these barriers include high subsidization of industries by the government of China, low enforcement of intellectual property rights by the government of China, prohibitive policies of export of some raw materials from China, government ownership of major industries and businesses, and poor transparency of business environment in China. All these factors bar free export and import trade from China. Heavy subsidization of industries results in unleveled competition ground between China and the international market. Domination of industry ownership by the government put private business at a disadvantage. Control of raw materials export ensures that local industries buy cheap raw materials and produce goods that are relatively cheap for the local market, hence barring imports. Impact of the trade barriers in China Trade barriers in China have various impacts. The use of trade barriers works both positively and negatively for the Chinese economy. Subsidization of local industries by the government ensures that the industries can produce enough goods and services for the local world’s largest population. Having a very high population is both a positive and negative factor for development in China. The large population provides a huge market for its manufactured goods, yet the government is responsible for the provision of employment and social health of the people. The government has therefore subsidized the industries to ensure that they survive, provide employment, and produce competitive products for export. Bao (2014) observes that ownership of most of the manufacturing industries by the government ensures that the government controls and dominates the prices of manufactured products. Although this strategy gone against the international market, it has been effective for the government. The government is able to subsidize its industries in an indirect way. Subsidization of manufacturing process ensures that products are competitive in the international and local market, thus earning the government a high income. Ownership of industries by the government also ensures survival of vital industries such as energy, machinery, and transport sectors that are at the heart of its economy. The government saves companies that are downsizing by merging them with others to ensure survival. Policies that bar exportation of some raw materials such as the raw earth ensure that local industries have access to raw materials for manufacturing. This plan safeguards local industries against external rivalry. On the other hand, international businesses have complained about the dumping of subsidized products from China in their countries. A good example is the US. Subsidization also bars exporters to China from accessing the market. Industries produce cheap products that hinder foreign markets from penetrating. Ownership of manufacturing industries by the government also bars international investors from excelling in China. For example, the government will subsidize its industries and produce products that are cheap and competitive, thus making all investors lack markets. Analysis of the importance of trade barriers in China Trade barriers in China have been enforced since the inception of the Peoples Republic of China. Trade barriers have enabled China to protect its internal market from the huge economies of the world such as the EU and the US. Kim et al. (2014) affirm that trade barriers such as the use of heavy subsidies on local manufacturing industries ensure that China is able to compete favorably at the international arena. Products from the Chinese industries, for example automobiles, are able to fetch market in foreign markets due to their competitive prices. According to Yong-Liang et al. (2013), trade barriers in China also ensure protection of the local market from exploitation by foreigners. Production of cheap manufactured products within China ensures that the populations have access to cheap products. Investors and exporters to China are thereof forced to comply with the market prices that have been already set by local industries. This plan protects them from exploitation. Subsidized local industries together with those that are privately owned are also protected from unnecessary competition through trade barriers. By the virtue of owning most of the vital industries, the government of China ensures control of market prices and stability of the economy. The government ensures indirect subsidies to its industries, thereby ensuring market control. Yong-Liang et al. (2013) assert that China has been able to pose stiff competition in the world market by producing large volumes of products that meet international standards and prices. Low protection of intellectual property rights has also ensured that China can learn from technology that is applied by other nations. Innovation in the manufacturing industries has resulted in the modification and value addition of previously existing products that are then supplied in large volumes to the world market at lower prices. This move makes China fetch better prices in the market. Conclusion In conclusion, trade barriers in China have worked in both positive and negative ways. The government of China has therefore continued to subsidize its industries. It has also owned most of them. However, as discussed above, since China is a member of the WTO, there is a continued suit against it by the international community. Reference List Bao, X. (2014). How Do Technical Barriers to Trade Affect China’s Imports? Review of Development Economics, 18 (2), 286-299. Chen, E. (2014). U.S.-China Trade Relations and Economic Distrust. Chinese Economy, 47 (3), 57-69. Crosta, S. (2002). History and cultural identity in Haitian literature. International Journal of Francophone Studies, 5 (1), 22. Kim, D., Lee, H., Kwak, J., & Seo, D. (2014). China’s information security standardization: Analysis from the perspective of technical barriers to trade principles. Telecommunications Policy, 38 (7), 592-600. Mark, R. (2007). IPR protections remain key trade barrier with China. eWeek, 24 (31), G5. Zhao, Y., Liu, D., Pu, H., & Yang, Z. (2013). China’s Export Margins And Their Growth Sources: An Analysis Of Extensive Margin And Intensive Margin. Singapore Economic Review, 58 (4), 1350029-1-1350029-29.

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Revert the following summary back into the original essay: The paper discusses China's media regulations and its political right to enforce them. It compares these regulations to those of other developed countries, such as the United States. The paper also examines how cultural factors affect media coverage in China.

The paper discusses China's media regulations and its political right to enforce them. It compares these regulations to those of other developed countries, such as the United States. The paper also examines how cultural factors affect media coverage in China.

China’s Media Regulations and Its Political Right to Enforce: Conflict with Foreign Correspondents Research Paper Abstract In China, foreign journalists are never given sufficient freedom to cover issues related to the state and government. Foreign journalists have always demanded for freedom but the government of China has been reluctant to grant them the right to freedom of the press. In China, the government has the right to enforce laws barring journalists from covering sensitive information touching on the state. Foreign journalists are always in conflict with the government regarding coverage of sensitive events. In this article, the freedom of press in China is compared to the rights of freedom of press in other developed countries such as the US. The paper establishes whether the US laws on freedoms are superior to the Chinese policies on media freedoms. Moreover, the paper analyzes how China’s political factors influence media freedoms. In China, cultural factors are known to affect media coverage in a number o ways, especially foreign coverage. In 2011, the US ambassador was one of the envoys who criticized the government of China for controlling media coverage in the country. Foreign journalists were attacked in Beijing and unknown individuals believed to be acting on behalf of the state seized their properties. This paper will employ quantitative research methods in analyzing the influence of state machineries on foreign journalists. The paper will assess a number of secondary sources including journal articles, books, websites, and biographies. In accomplishing this task, the paper will be guided by three major research questions. Moreover, a hypothesis related to foreign media coverage will be developed. Research Questions 1. In case reporters are sent to foreign countries to cover certain events, do they have to abide by the local laws barring the rights of journalists as regards to freedom? In other words, do journalists have to follow internationally recognized standards or local standards? 2. Is the US right of freedom of press superior to the Chinese media policy 3. How does political factors and cultural factors affect the media, particularly in China Hypothesis H1. There is a direct relationship between political freedom and media coverage because lack of political freedom affects the activities of journalists, especially foreign journalists H0. No relationship exists between media coverage and political freedoms Secondary Sources Type one: Reference Sources The topic was selected after a careful review of activities going on in China. The media plays a critical role in enhancing the living standards of the poor. For instance, the media empowers the poor by availing important information. In cases of corruption, mismanagement of public funds, fraud, political oppression, misrepresentation, and unfair treatment, the media exposes the victims and organizes people to demand for accountability. In many developing countries and communistic societies, foreign media plays a critical role in shaping the political landscape. Politics affects the lives of citizens in a number of ways implying that bad politics would result to poor governance whereas participative politics would lead to accountability. In the third world, foreign journalists have done a commendable job by exposing justices and empowering the locals to participate in their democratic rights. In China, the gap between the poor and the rich is ever increasing meaning that the rich are becoming richer while the poor are live under appalling conditions. The media is China is highly controlled because the owners of the means of production believe that it exists to interfere with their position. The local media is managed and is highly controlled by the ruling class implying that it would not report cases related to oppression and omission of human rights. From the bibliographies of the works of various scholars, it is evident that foreign journalists have never enjoyed their rights in China. They are often arrested and are taken through inhuman processes in order to frustrate their efforts. President Hu Jintao of China supported the activities of activists in Tunisia because the ruling class in Tunisia was the menace to the world. The ruling class controlled fuel prices and they would increase the prices as they wished. However, the president never supports the activities of freedom fighters in his own country. This is surprising because he sends soldiers and other senior government officials to troubled regions to offer technical assistance yet he does not allow the media to enjoy its freedoms in his own land. From the bibliographies, it is revealed that the government of China uses other means of containing violence, such as social harmonization. In 2011, the president was concerned with the activities of foreign journalists who urged members to gather to demand for their rights. Foreign journalists communicated to their supporters through the internet, which worried the government and the Communist Party. The bibliographies show that the president urged the supporters of the Communist Party to keep off from activities that would interfere with harmony and stability of the country. Even though the president urged supporters not to engage in unnecessary riots, chaos were reported in over thirteen cities. People urged the government to offer food, employment, clothing, and improve the standards of living. The government of China never allowed demonstrators in streets after first demonstration proved successful. The government refused to grant a permit to journalists, who were mainly foreign. In streets, police officers were deployed in large numbers meaning that the government was ready to use force to dispatch supporters of foreign journalists. Foreign reporters were urged to apply for permits before they could proceed to cover sensitive events. Foreign journalists who never listened to the demands of the government were seriously beaten and their properties were destroyed. For instance, sixteen journalists were seriously injured and others were detained after the first demonstration in Beijing. Historical dictionaries show that the Chinese government does not support the activities of foreign journalists, especially those from the west. Journalists from the west are perceived as forces whose main agenda is to destabilize the government and interfere with the national security. Historically, China has never been in good terms with the west. The media is one of the properties of the ruling class, which is used to enforce compliance. Historical data show that the west uses the media to discredit the functions of governments in the third world. In this regard, the west is accused of supporting neo-colonialism because it does not respect the laws of developing nations. Secondary Sources Type 2: Historical Context Historical sources show that the media in China is highly restricted in matters of coverage. The government restricts both domestic and foreign reporters from covering information perceived to be sensitive to the survival of the government. In 2008, the country hosted an international event in the name of Olympics, but the foreign media was not allowed to cover events beyond its mandate. Even though the economy of the country has been growing at a faster rate, this does not reflect the growth of the media industry. Chinese economic growth supports the global economy because the country contributes a big share of the world’s gross domestic product. After the Cold War, China emerged as one of the global economic powers. However, the international system was still unipolar meaning that the US was the only powerful state. The government drove the economy in China while private investors drove the American economy after the Cold War. In China, even the media industry is owned by the state implying that reporting is biased. The Bloomberg report, which is one of the historical sources used in this article, proved in 2010 that China is the Second largest economy in the world after the US. The Chinese activist, Deng Xiaoping, observed that China had to adopt the tenets of free market economy to achieve its economic interests. History shows that China adopted capitalism in economic development, but embraced communism in matters related to individual rights and freedom. In this regard, the freedom of press and association is highly controlled. In 1978, Deng became the Communist Party leader. He introduced a number of changes, which would guarantee economic development, but not political development. Power was centralized while economic policies were borrowed from well performing nations. In 1992, Deng’s economic development model was readdressed Secondary Sources Type 3 The researcher would conduct a comprehensive review of the relevant literatures in this field. This field has received a lot of attention from various scholars. Some of the reports from these scholars have some contradiction and as such, the researcher made effort to address the contradictions. This explains the detailed coverage of the literature review. The review of literatures was done in a two major ways. The first section deals with the conceptual framework while the second section would look at the theoretical framework. Moreover, two major issues will be evaluated under literature review. Directives for foreign correspondence China currently enjoys sustainable laws and regulations in relation to the media sector. This was influenced by her rapidly growing economy and the success that was brought by a successful hosting of the 2008 summer Olympics. The rules legislated fully accommodate and respect global professionals. The outbreak of SARS in 2003, whose communication was delayed until 2006, was followed by constant disasters in the country up to 2006. Due to this, the government legislated rules that made it illegal for the media to cover natural calamities, social strives, and health problems before seeking permission from the government. This law permitted the government department in charge of communications to fine media outlets and journalists who violated this directive up to $ 12000 1 . It was explained that this was an attempt by the government to preclude citizens’ unrest that would result from uncontrolled media reporting. These rules were retracted and were slightly amended as the Olympic Games were fast approaching in 2008. The law was amended to cover reporters who deliberately made up information and spread falsehood. The international media in China continued to witness expanded freedom. From January 2007, the foreign correspondents were allowed legally to interview any Chinese citizen provided the interviewee was willing to be interviewed. This permission was to run through to the summer Olympics and ended in October 2008. This meant that journalists were allowed to travel anywhere within China, except Tibet, without seeking permission from the travel agency. When the freedom of interview expired in October 2008, the travel permission was made permanent. This positive development was welcome by hundreds of foreign reporters. In 2008, China experienced a myriad activity. The three big issues were, however, the increase in Tibetan protests, Sichuan earthquake, and the hosting of the summer Olympics. The government led by president Jintao came out strongly, by urging the media to handle these issues responsibly. The government went ahead and distributed guidelines on how it expected the media to conduct itself. The areas that the government wanted the media to take caution included religion, ethnicity, tourism, security, and the stock market trading. The events of 2008, however, marked a major breakthrough towards media freedom in China. The government media department continued to hold the countries’ traditional taboo issues by guiding all the media programming and content in 2009. This was to cut across all the media houses whether domestic or international. Additional requests to have expanded freedom for the media in China came in 2009. This was coincidentally pressed by the salient and crucial political anniversaries in the nation in the same year. These arrays of activities during the year included a number of activities. For instance, the Chinese Communist Party held its 60 th anniversary in the same year. Moreover, the party was again to commemorate the 10 th anniversary since it banned Falun Gong rebellious movement and the 20 th celebration of the Tiananam square revolution. Other events encompassed the 50 th anniversary of Delai Lama’s exile. The government needed to cover these occasions both as a strategy to clean its international image and at the same time make the party strong at home 2 . Things were almost similar to what happened during the Olympics. The rules were drafted, but this time foreign journalists were supposed to operate as per the standards of International Federation of Journalists. The government again made it clear that it expected the media to work to the service of the people, the party and the government in pretext of avoiding social unrests, The correspondents referred to the Chinese media as having naivety when it came to matters of faithfulness and authoritarian idealism that formed the foundation of China as a nation. In 2010 and 2011, the Chinese government defied the US ambassador’s rants to control and manage the media 3 . In October 2010, Liu Xiabo won the Nobel Peace Prize, being a Chinese dissident the government gave clear instructions that it was illegal for any media house to relay information. Liu’s award gave fresh impetus to the calls for China to release all journalists it had jailed. The Arab uprising in 2011 provided an opportunity to the Chinese government to tighten the noose on the media, claiming it was avoiding similar situations. This was bizarre in the sense that China does not have any similarities with these nations, which included Syria, Tunisia, Egypt, and Yemen. While almost lifetime dictators ruled these countries, China’s president, Jintao, who ascended to office in 2003, was set to quit power in 2012. Endless and Biased Complaints from the Foreign Correspondents in China Certain foreign journalists overstep their limits purposefully to vilify the government. The government set up legalities of operation because even free media does not operate in a vacuum. Some of these laws are legitimate and are meant to harmonize or prevent danger during calamities. China is not exceptional. Some media personalities have in one or two occasions used this opportunity negatively. For instance, during the Olympics, China identified Tibet as a forbidden zone. The foreign correspondents club of China accepted and agreed to abide by this fact. They, however, turned around and rebuked the government for restricting access to Tibet, demanding free access. This was ironical. By admitting that Tibet was a forbidden zone, they indicated that they shared the government views on this matter. Why did they have to turn back and accuse the government? The Sichuan earthquake was disastrous and had devastating effects on humanity. The situation called for a humanitarian action. Some journalist managed to access the area without permission. The situation was precarious and therefore the police had to take disciplinary action against the said journalists. This was an attempt to test the government from a negative perspective. The Xinjiang religious riots of 2009 were another case in contention. The rioters who subscribed to the Islam faith threatened to assault the police. The area became a dangerous spot and it required heavy police protection for media personalities to access it. To avoid fatalities, the government advised foreign reporters to rely on the information from the domestic CCTV and Xinhua news agency. It was reported in some media outlets that the police arrested and reprimanded some journalists. This was wrong since it aimed at blackmailing the Chinese government. This is not what freedom of journalism advocates for in China and elsewhere 4 . In China, the government has made it very clear that media outlets irrespective of whether they are domestic or international have to serve the people of China, the interests of the Chinese Communist Party, and the government. The government further expounds that it is for harmonious prosperity of the people and the Republic. To foreign reporters, this is tantamount to dictatorship and therefore the department is an evil guest. These reporters do not seem to comprehend cultural relativism that explains the difference in cultures and do justify the moral standards of the same. Cultures may conflict, but provided the respective communities appreciate it, the aliens have no obligation to challenge it. China asks the foreign media to stop complaining and become open minded to its policies. Future Project Understanding of Primary Sources Primary sources are those that are obtained from the respondent. They are first hand information collected through questionnaires, interviews, and observation. To ensure originality in any research, there is need to use primary data. The purpose of collecting data was to help facilitate analysis that would lead to giving answers that are desired in this research (Pointer 99). The objective of this research was to respond to some of the questions that other scholars had not responded to through the existing literature. To be in a position to respond to these questions, there would be need to collect data. After successful collection of data, analysis would be very important. When taken from the field, data is considered raw and therefore cannot be of much help to the target audience. For this reason, it is important to analyze data to produce the desired result that would be useful to various individuals. From the literature review, the researcher would gather considerable amount of information about this field. Many of the reports that exist in this field are very resourceful as individuals of high integrity did them. The manner in which they were done also passes as good enough to be used in various aspects of media freedom. However, this is a different research. It must be in a position to develop its own arguments based on data collected from primary sources. This does not rule out the importance of secondary sources of data. Quantitative research involves systematic empirical study of a phenomenon by use of statistical tools. Its main objective is always to employ mathematical theories and models in developing its generalization. Therefore, quantitative method would help in this research. It would enable the researcher to test the hypotheses put forth for validity and allow the use of a sample as a representation of the entire population. Although qualitative method was traditionally used in social science and would be appropriate in this research, it is not able to give empirical support for research hypothesis. Qualitative methods explain why a given pattern of events has taken place the way they have 5 . On the other hand, quantitative methods explains what and when of a phenomena. Ethnographic research and phenomenology as approaches of qualitative research would have been appropriate. Ethnography would help in investigation of the culture of Chinese. Phenomenology would have helped investigate realities of the media industry, as well as its effects on society. However, because the process may not empirically support the hypotheses put forward to help guide the research, it was not used in this research. Conceptual and Analytical Tools There would be two key analyical methods used to gather information in this research. The first one would be through a questionaire, which would be physically delivered to the responds. The questionaire would seek to capture various attitudes of government officials and foreign journalists regarding their opinions on the existence of the law touching on media freedom, and how the two would compare in terms of performance. The second source of information to be used for the research would be literature on various aspects of the media in general, and the operational activities that takes place within the media industry. The focus of the literature review would be to find information on the application media ethics in the workplace and also to determine the current state of research in relation to the media freedom. The questionnaire would have four parts 6 . The first part would seek to capture the background information of respondents. The second part would deal with the demography and gender of the respondents. This would be to ascertain the prevalence of views in varoius categories in order to ensure that if any differences come about, then they would be captured in their demographic space. The third part would deal with academic credentials and work experience of the respondents. The motivation for this section came from the understanding that different sections of population respond differently to issues, based on age and academic credentials. The fourth part would delve into the specific issues relating to media freedom a unit under investigation. The questionaire would employ a mix of open and closed ended questions to capture different aspects of issues studied. Open ended questions were used because they give respondents more time to figure out their opinions, which would make them volunteer more information related to feelings, outlooks and comprehension of the subject. This would allow a researcher to understand the position of respondents as regards to feelings. Open ended questions minimize some errors that could have been created in the course of research. Respondents rarely forget answers if given an opportunity to respond freely. Furthermore, respondents cannot ignore some questions because they must go through all of them. Open ended questions generate data that can be used in data analysis by other researchers. In other words, they allow secondary data analysis. On the other hand, closed-ended questions are analyzed easily. That is why they were used in this study 7 . Each response can be coded for statistical interpretation. Nonetheless, closed-ended questions are compatible with computer analysis package. The technique is more specific meaning that its answers are consistent in all conditions. This aspect is impossible with open-ended questions because each respondent is allowed to use his or her own words. Finally, closed-ended questions take less time to administer unlike open-ended questions, which are detailed hence time consuming. The questionnaire would be sent to respondents using drop and pick method. The researcher arrived at this decision after considering time and reseources. The method is time consuming, but very effective 8 . Furthmore, the method allows respondents to reflect on the questions and answer them accurately. Moreover, the method is not affected by the respondent’s level of literacy. One big advantage of the technique is that there is interaction between the researcher and the researched. This means that respondent’s reactions are easily captured. Reactions are important because they give more information regarding the feelings of respondents. The literature collected provided information regarding various theories related to media freedom, which is spread across the last century. The body of literature availed a number of theories dealing with sampling and sample designs in the media freedom and performance issues in the context of human resource develpment in the media industry. Finally, the literature provided information on the state of research on the field. Various researchers have conducted studies on various elements of media restriction and its effects on political development. This gave the study a sound academic backing and a strong basis for drawing comparisons and conclusions. The use of the questionaire made it possible to capture issues that are unique to the Chinese media industry. This is because there was no accessible literature with required degree of relevance to the subject matter of media coverage in China. The targeted staff responded to the questionaires, which were physically delivered to them. The availability of respondents influenced the choice of this method because the Chinese governemnt operates throughout the day and therefore it is not possible at any one time to find all of them in one place. Physical delivery of the questionnaire increased the accuracy of data collected, as there was interactivity. After collection, the data went through analysis, culminating the observations and conclusions. Limitations In the process of collecting data for this research, analysis of the gathered data and in compiling data, the researcher would encounter a number of limitations and delimitations. This research will be conducted in the China. This was the scope of primary data collection. However, this field is universal, and issues relating to human rights affect societies in all parts of the world. Nevertheless, the sample population for this research was within the confines of this region. This research paper is meant to be an inclusive analysis of the field of media freedom. The society in the China has a very sharp contrast to that of some other countries, such as the US and Britain. In the United States and the UK, journalists have attained the status where they are considered a powerful force as far as management of public affairs is concerned. They can join any profession without fear of intimidation in whatsoever manner. In contrast, the Chinese society and many other Far East states are still not ready for a professional journalist. The researcher would base this research on the primary data gathered from this country, and this would not be a representative of what is happening in all other countries around the world, especially in the Far East states. To counter this challenge, the researcher would use secondary sources of data in the literature review in order to have a clear picture of what is happening in other countries. Review of secondary data reveals that although there is a difference in environmental structure in different societies, the challenges associated with media freedom is becoming universal Urbaniak. Annotated Bibliography Demers, David. Terrorism, globalization & mass communication: papers presented at the 2002 Center for Global Media Studies Conference . Spokane, Wash: Marquette Books, 2002. The author notes that there is a mainstream media in China that each journalist should embrace in order to be accepted in society. However, foreign journalists go through a number of challenges because they observe internationally accepted standards. For instance, a journalist should be biased in his or her reporting for him or her to be accepted 9 . This is against internationally recognized standards that allow journalists to report their findings without political interference. In the first chapter, Demers discusses the relationship between terrorism and the media in China. In the last chapter, he delves into issues that are specific to the Chinese society. For instance, he talks about resistance and change. In China, the ruling class does not allow the media to report things as they happen because their tricks would be revealed. In the last sub-topic, the scholar notes that global media is accused of destroying democracy because states are forced to come up with measures aimed at saving the image. Lam, Willy. Chinese politics in the Hu Jintao era: new leaders, new challenges . Armonk, N.Y.: M.E. Sharpe, 2006. Lam talks about the rising insecurity and the high rate of unemployment in the country. The government is aware of the appalling conditions facing the citizenry but it does not want the media to report. In other words, the government wants the media to report the problems in a way suggesting that the government is doing everything possible to curb the situation. However, foreign journalists are not allowed to report freely because the government believes that Chinese people should handle Chinese problems. Foreign reporting is interpreted to mean domestic interference. The adoption of the current Chinese economic development model was the source of the many problems facing citizens. The author observes that the government is faced with a number of problems, but it does not want the media to highlight them. For instance, the government should create over twenty-five thousand jobs. In the rural areas, there are rising cases of conflicts between peasants and private developers. The government must resolve issues facing peasants and urban dwellers in order to achieve economic and social stability 10 . However, the government does not want to incorporate the media in unraveling problems facing citizens. In particular, the government views foreign media as an enemy because it meddles in the internal affairs of the state. According to this scholar, this claim is not actually true. In the rural areas, peasants lose their firms to the owners of the means of production through grabbing. The government cannot prosecute land grabbers because they have great influence in government. The peasants and other locals are left in the hands of the ruling class who would do anything, including grabbing, to achieve their selfish interests. The scholar notes that the problem is persistent in the Eastern parts of China yet the government is reluctant to act. Moreover, foreign journalists are not allowed to report issues. Apart from offering security and protection to the poor, the government of China is unable to provide education, healthcare services, and sufficient sources of energies to the poor. The media is not allowed to cover events involving education, social services, and government-funded projects. The author concludes by observing that the government should allow the media to report issues related to education, security, healthcare, sustainability, and accountability. From the author’s analysis, it is true that the media, especially foreign media, has a great role to play in socio-economic and political development. In developed countries such as Japan and the US, the government has achieved a lot as far as economic and social developments are concerned. The government of China could achieve more in case it allows unbiased media coverage. Marchetti, Gina. From Tian’anmen to Times Square: transnational China and the Chinese diaspora on global screens, 1989-1997 . Philadelphia: Temple Univ. Press, 2006. The book talks about the culture of Chinese in other countries. From the study of Chinese culture, it is eminent that they support the activities of their government as regards to media restriction. The book explores major issues affecting Chinese nationals in foreign countries such as race, gender, sexuality, and unemployment. The book draws examples from primary sources such as videos, films, and digital works 11 . Since 1989, the culture of the Chinese has changed in a number of ways. However, the Chinese are still reluctant to support foreign journalists in their country. The media has changed the perceptions of Chinese towards themselves and other people. The book presents the activities of artists in China and Beijing. In any given society, artists present the evils in society through literary plays and other works of art. From the plays, it is evident that Chinese are yet to adopt global culture regarding media reporting and coverage. Foreigners are always viewed as people whose main aim is to interfere with the living standards of Chinese. The Chinese movies show that Chinese are people who are reluctant to accept change. In the movies, the problems facing foreign artistes are highlighted. Foreign journalists face a number of problems including mistrust, government oppression, language problems, cultural conflicts, and insecurity. On the other hand, the Chinese government does little to help foreign journalists realize their potentials. In China, foreign filmmakers face problems, especially in matters related to marketing. The government of China supports journalists producing films and videos that support government policies. Those that ridicule the government or the Communist Party are often denied licenses. This is unfair because the role of the media is to highlight problems while the role of the government is to formulate and implement policies. The media and the government should work closely to uplift the living standards of the poor. In China, the relationship between the media and the government is very weak. Rarely does the government consult other stakeholders before formulating policies. Through the movies, foreign journalists show that the government should adopt the tenets of the free market economy. The government must open up if socio-economic development is to be achieved. Di, Zhang. A relational perspective on media relations strategies: The Chinese government’s news conferences from 2001 to 2009. Public Relations Review , 38. 5, (2012), 684–696. The above researcher utilized conceptual structure of organizational-public relations cultivation strategy to analyze the behavior of Chinese government towards foreign journalists 12 . The scholar employed quantitative research methods whereby he sent a number of questionnaires to respondents and conducted an analysis using software. In his research, it was found out that the government of China is changing its perception towards foreign journalists, even though the pace is very slow. The scholar differs from the rest of scholars because he claims that the Chinese government is strengthening relations with foreign journalists. Leach, Jim. Freedom of the press in China after SARS: reform and retrenchment : roundtable before the Congressional-Executive Commission on China, One Hundred Eighth Congress, first session, September 22, 2003 . Washington: U.S. G.P.O. The above scholar utilized interviews to collect information from Chinese academicians specializing on media freedom. The interviewed scholars observed that the freedom of press in China is a menace to many officials in government because they will always do everything possible to suppress press freedom. The report argues that continuous criticisms on Chinese media have strengthened the activities of foreign journalists. The government is appreciating the role of foreign journalists slowly. The government of China has recently issued a circular urging all media houses to make public all sensitive information regardless of the government’s directives. However, the chairperson observes that the international community does not support the continued arrest of journalists because the government has always attempted to hide sensitive information 13 . In particular, the government of China urged all media houses not to cover certain topics in 2003. This announcement was a direct interference with the right to freedom of press. Recently, the government of China announced that it would cut links with media organizations that do not make substantive profits. Moreover, all media houses are supposed to abide by the rules in order to be licensed. In the report, Gong observed that the government of China, through the Communist Party, had formulated a law that would permit foreign journalists to conduct their duties without fear of retribution. The new policies aimed at opening up the market for media companies. The interviewee observed that the new laws could easily be misunderstood because of its origin. In the scholar’s perspective, the laws did not change the perception of the Communist Party towards the media. The party still believed that the media should be controlled to enhance harmony and peaceful coexistence. The observer noted that the new rules could help the political elites to dominate the working class. The rules discouraged foreign reporters from covering events taking place in the government. The second interviewee observed that the media freedom was taking place at slower pace because many people were opposed to change. The SARS epidemic was responsible for the changes taking place in China. The residents of Beijing depended on the internet for communicating with other like-minded citizens. In other words, Bu noted that the internet is shaping the relationship between foreign journalists and other activists in the country. Activists depend on the internet. Brad, Adams, and Gorvin, Ian. You will be harassed and detained”: media freedoms under assault in China ahead of the 2008 Beijing Olympic Games . New York: Human Rights Watch, 2007. Before the 2007 Olympics, foreign journalists were warned not to contravene the rules and regulations set by the People’s Republic of China because they would face charges of incitement. An umbrella body representing journalist observed that they would be allowed to cover issues related to accountability and governance because they were considered high politics 14 . China is not like the US whereby public opinion is respected. Minley, Worden. China’s Great Leap the Beijing Games and Olympian Human Rights Challenges . New York: Seven Stories Press, 2010. Minley talks about the role of government in China as regards to media freedom. He notes that the media does not enjoy its freedoms because of the interference from the state machineries. The author draws his findings from the works of well-known journalists, event organizers, and writers. Beijing hosted the 2008 Olympic Games successfully, but the country was accused of meddling with the activities of journalists. Before the games, China had experienced one of the deadliest revolutions related to the market. The prices of goods were ever increasing and the purchasing power of many people was low. However, the government never took any initiative to correct the anomalies in the market 15 . The media was not allowed to cover some of the problems facing citizens. The author notes that China wants to strengthen its relations with the west, but it cannot do so without granting journalists their rights to freedom of press. Questions were raised whether leaders in Beijing could host the competition successfully yet journalists were not allowed to cover some issues that could jeopardize the activities of the government. China was fighting to maintain its face externally and internally. However, it had to allow journalists to cover issues of their interests while the competitions were going proceeding. However, the freedom granted to journalists was censured as soon as the games ended. From the author’s analysis, it is evident that international actors force the country to adapt controversial policies. China had to allow journalists to conduct their activities without government’s interference. This would give the country a good image. Youngming, Zhou. Privatizing Control: Internet Cafes in China . Ithaca: Cornell University Press, 2008. In the above book, the scholar talks about the role of the government in privatizing the internet café in China. The main aim of the government is to enforce compliance. Therefore, it privatizes the major information circulation centers to prevent foreign journalists from accessing them 16 . The author observes that the government strives to be liberal in order to open up the economy, but it does not want to grant individuals their rights and freedom. The scholar employs the views of Foucault on government to analyze the situation in China. The privatization process in China is controlled, unlike other places where privatization operates according to the market forces. Cheung, Anne. “ China Internet going wild: Cyber-hunting versus privacy protection. ” Computer Law and Security Review 25.1 (2009): 275-279. The scholar concurs with the views of other scholars that the internet has transformed the lives of many people in the world. However, the media is used both negatively and positively. The foreign media is accused of causing social problems such as child abuse and violence. The government of China is concerned with the negative influence of the media 17 . Foreign journalists are known to name corrupt public officers, which does not go down well with the government. Calingaert, Daniel. “ Authoritarianism vs. the Internet. ” Freedom House – Policy Review , 5.3 (2010): 63-75. The author observes that the government of China is always in the process of shutting up, shutting off and shutting down the foreign media 18 . Chung, Jongpil. “ Comparing Online Activities in China and South Korea: The Internet and the Political Regime .” Asian Survey 48.5, (2009): 90-110. The findings of Chung suggest that the government of China is uncomfortable with any media associated with foreigners. For instance, the government was reluctant to enter into partnership with Google because the company was believed to interfere with the activities of the government. In the neighboring states such as South Korea and Taiwan, the governments support the social media because it transforms the lives of people in a number of ways 19 . In particular, the social media is used for advertising. Dann, Gert, and Neil Haddow. “Just Doing Business or Doing Just Business: Google, Microsoft, Yahoo!, and the Business of Censoring China”. Journal of Business Ethics , 3.1 (2008): 219-234 The two scholars talk about the influence of social media on the lives of Chinese. A number of social media companies such as Yahoo, Google, Microsoft, and Twitter operate in China yet the Chinese population is reluctant to utilize the services to transform their lives 20 . The two scholars wonder whether the Chinese citizens are comfortable with the social media. The results of their findings suggest that the Chinese populace is against the social media because they believe that the social media companies infringe on their freedom. Qinglian, He. “Walking the Tightrope-Media Control in China”. China Rights Forum , 4.2 (2004): 87. In China, the adoption of capitalistic tenets has affected the media in a number of ways. Unlike in other parts of the world, China adjusted the capitalistic mode of production in such a way that the media is used a tool of furthering economic interests of the rich. The rich cannot allow foreign journalists to communicate freely with the proletariat. The ruling class ensures that public opinion is controlled because it affects their interests 21 . The article talks about the methods employed by the ruling class to control the activities of the foreign journalists. The article traces the developments in the media industry since 1990. MacKinnon, Rebecca. “Flatter World and Thicker Walls? Blogs, Censorship, and Civic Discourse in China.” Public Choice , 3.2 (2008): 31-46 In the article, the author opposes the view that the activities of foreign journalists will one-day lead to a revolution in China. In China, the populace seems comfortable with the leadership styles employed by the government 22 . The Chinese government realized that economic development would be achieved through the adoption of free market economy policies. However, the economic changes came with political changes. The media became a menace to government officials. Therefore, the government had to look for ways to minimize the influence of foreign journalists. Hassid, Jonathan. “Controlling the Chinese Media: An Uncertain Business.” Asian Survey , 48.3 (2010): 414-430 The scholar notes that the Chinese media is highly decentralized and commercialized. However, the government is able to control it. In particular, the government does not allow foreign journalists to report certain things considered sensitive. The writer wonders how the Chinese government is able to control the media yet various people control, some coming from different countries 23 . The article is critical as far as understanding the ownership of the media industry in China is concerned. Bibliography Brad, Adams, and Gorvin, Ian. You will be harassed and detained”: media freedoms under assault in China ahead of the 2008 Beijing Olympic Games . New York: Human Rights Watch, 2007. Brady, Matt. Guiding Hand: The Role of the CCP Central Propaganda Department in the Current Era. Communication & Culture Journal, 3.1 (2006): 76-90. Calingaert, Daniel. “Authoritarianism vs. the Internet.” Freedom House – Policy Review , 5.3 (2010): 63-75. Cheung, Anne. “China Internet going wild: Cyber-hunting versus privacy protection.” Computer Law and Security Review 25.1 (2009): 275-279 Chung, Jongpil. “Comparing Online Activities in China and South Korea: The Internet and the Political Regime.” Asian Survey 48.5, (2009): 90-110. Dann, Gert, and Neil, Haddow. “Just Doing Business or Doing Just Business: Google, Microsoft, Yahoo!, and the Business of Censoring China”. Journal of Business Ethics , 3.1 (2008): 219-234 Demers, David. Terrorism, globalization & mass communication: papers presented at the 2002 Center for Global Media Studies Conference . Spokane, Wash: Marquette Books, 2002. Di, Zhang. “A relational perspective on media relations strategies: The Chinese government’s news conferences from 2001 to 2009”. Public Relations Review , 38.5, (2012): 684–696. Feinberg, Rich. “Dialectics of Culture: Relativism in Popular and Anthropological Discourse”. Anthropological Quarterly 80.3 (2007): 777-790. Folsom, Minan. Law and Politics in the People’s Republic of China . St. Paul: West Publishing, 1997. Hassid, Jonathan. “Controlling the Chinese Media: An Uncertain Business.” Asian Survey , 48.3 (2010): 414-430. Lam, Willy. Chinese politics in the Hu Jintao era: new leaders, new challenges . Armonk, N.Y.: M.E. Sharpe, 2006. Leach, Jim. Freedom of the press in China after SARS: reform and retrenchment : roundtable before the Congressional-Executive Commission on China, One Hundred Eighth Congress, first session, September 22, 2003 . Washington: U.S. G.P.O. MacKinnon, Rebecca. “Flatter World and Thicker Walls? Blogs, Censorship, and Civic Discourse in China.” Public Choice , 3.2 (2008): 31-46 Marchetti, Gina. From Tian’anmen to Times Square: transnational China and the Chinese diaspora on global screens, 1989-1997 . Philadelphia: Temple Univ. Press, 2006. Minley, Worden. China’s Great Leap the Beijing Games and Olympian Human Rights Challenges . New York: Seven Stories Press, 2010. Qinglian, He. “Walking the Tightrope-Media Control in China”. China Rights Forum , 4.2 (2004): 87. Rugg, Garson. Using statistics: a gentle introduction. New York: McGraw Hill, 2007. Rugg, George. A gentle guide to research methods . Maidenhead: Open University Press, 2007. Taylor, Grace. Integrating qualitative and quantitative methods in research . Lanham: University Press of America, 2005. Vogt, Philgona. Quantitative Research Methods for Professionals Author . New York: Pearson, 2007. Yang, Ash. (2009). “Chinese Media in Change: A comparison of Chinese Media Framing of the 2003 SARS Crisis and the 2008 Sichuan Earthquake” . International Communication Association 4.1 (2009): 41-65. Youngming, Zhou. Privatizing Control: Internet Cafes in China . Ithaca: Cornell University Press, 2008. Footnotes 1 Folsom Minan ( Law and Politics in the People’s Republic of China . St. Paul: West Publishing, 1997), p. 39. 2 Feinberg, Rich. “Dialectics of Culture: Relativism in Popular and Anthropological Discourse”. Anthropological Quarterly 80.3 (2007): 777-790. 3 Yang, Ash. “Chinese Media in Change: A comparison of Chinese Media Framing of the 2003 SARS Crisis and the 2008 Sichuan Earthquake” . International Communication Association 4.1 (2009): 41-65. 4 Brady Matt (Guiding Hand: The Role of the CCP Central Propaganda Department in the Current Era. Communication & Culture Journal, 3.1 2006) p. 88, 5 Taylor Grace ( Integrating qualitative and quantitative methods in research . Lanham: University Press of America, 2005), p. 49. 6 Rugg George ( A gentle guide to research methods . Maidenhead: Open University Press, 2007), p. 23. 7 Vogt Philgona ( Quantitative Research Methods for Professionals Author . New York: Pearson, 2007), p. 78. 8 Rugg Garson ( Using statistics: a gentle introduction. . New York: McGraw Hill, 2007), p. 67. 9 Demers David ( Terrorism, globalization & mass communication: papers presented at the 2002 Center for Global Media Studies Conference . Spokane, Wash: Marquette Books, 2002), p. 112 10 Lam Willy ( Chinese politics in the Hu Jintao era: new leaders, new challenges . Armonk, N.Y.: M.E. Sharpe, 2006), p. 43. 11 Marchetti Gina ( From Tian’anmen to Times Square: transnational China and the Chinese diaspora on global screens, 1989-1997 . Philadelphia: Temple Univ. Press, 2006), p. 76. 12 Di Zhang (“A relational perspective on media relations strategies: The Chinese government’s news conferences from 2001 to 2009”. Public Relations Review , 38.5, 2012), p. 684. 13 Leach Jim ( Freedom of the press in China after SARS: reform and retrenchment : roundtable before the Congressional-Executive Commission on China, One Hundred Eighth Congress, first session, September 22, 2003 . Washington: U.S. G.P.O), p. 59. 14 Brad Adams and Gorvin Ian ( You will be harassed and detained”: media freedoms under assault in China ahead of the 2008 Beijing Olympic Games . New York: Human Rights Watch, 2007), p. 76. 15 Minley Worden ( China’s Great Leap the Beijing Games and Olympian Human Rights Challenges . New York: Seven Stories Press, 2010), p. 114. 16 Youngming, Zhou ( Privatizing Control: Internet Cafes in China . Ithaca: Cornell University Press, 2008), 90. 17 Cheung, Anne. “China Internet going wild: Cyber-hunting versus privacy protection.” Computer Law and Security Review 25.1 (2009): 275-279 18 Calingaert Daniel (“Authoritarianism vs. the Internet.” Freedom House – Policy Review , 5.3 2010), 63. 19 Chung, Jongpil (“Comparing Online Activities in China and South Korea: The Internet and the Political Regime”. Asian Survey 48.5, 2009), 100. 20 Dann, Gert and Neil Haddow (“Just Doing Business or Doing Just Business: Google, Microsoft, Yahoo!, and the Business of Censoring China”. Journal of Business Ethics , 3.1 2008), 234. 21 Qinglian, He (“Walking the Tightrope-Media Control in China”. China Rights Forum , 4.2 2004), 87. 22 MacKinnon, Rebecca (“Flatter World and Thicker Walls? Blogs, Censorship, and Civic Discourse in China.” Public Choice , 3.2 2008), 46. 23 Hassid Jonathan (“Controlling the Chinese Media: An Uncertain Business.” Asian Survey , 48.3 2010), 430.

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Provide the inputted essay that when summarized resulted in the following summary : Within the past few years Chinese manhua within China has been losing relevance within the country of its origin wherein more Chinese citizens apparently prefer manga to manhua. This shift towards manga and manhua has yet to be fully understood and, as such, will be explored within paper.

Within the past few years Chinese manhua within China has been losing relevance within the country of its origin wherein more Chinese citizens apparently prefer manga to manhua. This shift towards manga and manhua has yet to be fully understood and, as such, will be explored within paper.

Chinese Manhua History Development Cause and Effect Essay Abstract Within the past few years Chinese manhua within China has been losing relevance within the country of its origin wherein more Chinese citizens apparently prefer manga to manhua. This shift towards manga and manhua has yet to be fully understood and, as such, will be explored within paper. By delving into the historical aspects of this paper through works such as Wong (1999), it is expected that a revelation will shown regarding the various external influences that have helped to shape and mould manhua into the form it has at the present. On the other end of the exploratory specturm, this paper will explore the various changes that have occurred to the culture and thus the consumer tastes within China regarding the forms of entertaining they enjoy and the general changes in the artwork created. It is expected that through an exploration of both the historical and cultural aspects of China at the present, an answer will reveal itself which points to the exact reason as to why Chinese readership of manhuas has been dropping at a considerable rate within the past decade. It is expected that this study will show the historical and cultural aspects of such a problem and delve into the means by which the topic will be approached and subsequently explained by the researcher. Research Trail and Histography Reason behind Choosing this Topic The main reason why I chose this particular topic is due to my affinity for manga and my country’s traditional culture. I find it to be such a shame that the richness of my society’s culture and historical heritage has not been used properly in order to help develop the local Chinese comic book industry. Within the past two decades there has been a significant decline in Chinese comic book popularity and it is due to this that I want to examine the origins of this decline and determine what can possibly be done in order to avert it. It is based on this that this study will examine the declining trend in the readership of Chinese comics within Chinese society when compared to their Japanese manga counterparts. When briefly examining the various literary sources for this topic, it was seen that the considerable level of censorship applied to Chinese literature, subsequent cultural changes within Chinese society and the different stylistic elements when comparing Chinese and Japanese comics can be considered as being the primary reasons behind the subsequent decline of Chinese comic books. What is Manhua? When examining the origins of manhua it is inevitable that a reference to Feng Zikai (1898 – 1975) would arise since he was the one who first introduced the term “manhua” to the literary scene in China. Harbsmeier (1984) helps to reveal the origins of the term “mahua” by indicating that the term is actually a loan word and originates from the word “manga” which, as many might already known, refers to comics created in a style unique to the Japanese which was then subsequent adopted by the Chinese in many of the modern day iterations of manhua. However, it should be noted that the general artistry seen in manhuas from the early 1920s to 1930s actually originated from the late Qing era and was then subsequently modified through a correlation of foreign influences into the form more commonly known by the Chinese people of that time period. One of the best and most authoritative sources when it comes to a history of Chinese manhua comes from Wendy Siuyi Wong from the book “Manhua: The Evolution of Hong Kong Cartoons and Comics”. In it she delves into the history of manhua, how it was subsequently evolved over time and the various thematic changes that have occurred over the years. The term “mahua” as described by Wong, is commonly utilized within China as a way of identifying cartoons and comics. In fact, the term has actually been utilized as a means of reference towards Western (i.e. Marvel, D.C. and Asterix) and Japanese comics (i.e. manga) despite the fact that there are clear thematic and artistic dissimilarities between the two mediums. In fact Sabin (1993) indicates that manhua has come to refer to either a narrative sequence of images all the way to comic book strips that contain thousands of images within a single publication such as a magazine or even a booklet. Basically, what this means is that based on the accounts of Wong and Sabin, the term manhua encompasses a far greater categorical level as compared to its utilization with the U.S. as well as in Japan. Early Origins of Manhua Based on the work of Wong, it can be seen that manhua actually started to develop in China during the early 1920s and was limited to a form of graphical art whose main purpose was to portray a form of satire or a type of caricature referring to a particular social concept of situation. Yet, it should be noted that researchers such as Hung (1988) in his article “War and Popular Culture: Resistance in Modern China” indicated that manhua during its inception was not a purely Chinese art form, in fact, its thematic elements related to satire and caricatures was in fact a purely foreign influence which resulted in the creation of the early forms of manhua within Chinese society. As described by Hung (1988), the early forms of Chinese manhua had three essential factors that manhua artists at the time followed, this consisted of having an “economy of line that possessed powerful ideas”, “the artwork must possesses and exaggerated and at times ludicrous representation of the events or person that was being portrayed” and lastly, manhua should “lay in the type of thought or idea that it was to embody and not necessary lay in a specific form of artistic adroitness (i.e. the importance of manhua was in the idea represented and not in the beauty of the artwork utilized). However, it should be noted that from the early 1920s to the present, what has come to define manhua has now covered a far larger range of definitions due to an assortment of Eastern (i.e. Japan) and Western (the U.S.) influences in the ideas and styles utilized in Chinese manhua today wherein it has come to encompass a variety of different kinds of formats and methods of creation. Going back to the 1920s, Wong states that other terms were utilized to apply to the concept of manhua similar to the what can be seen in the case of Japanese manga. For example, Japanese manga at the present has different variant descriptions to apply to various types of manga such as “shounen” (referring to adventurous type manga), seinen (referring to manga with mature themes), ecchi (reffering to manga of a slightly perverted nature) and yaoi (referring to manga involving male to male relationships). For the Chinese during the 1920s this took on a distinct different type of attribution as seen in the following examples: 1. Fengci hua – referring to manhua that utilized satirical drawings 2. Baodao hua – which refers to manhua styles of a “recording picture” 3. Yuri hau – referring to allegorical pictures 4. Zhengzhi hua – which refers to pictures that are political in nature (i.e. what can be seen in a large percentage of editorial sections in newspapers). Early Development of Manhua As explained by Hung (1988), it can be seen that the early creative format utilized by Chinese manhua artists was heavily influenced by the various comic genres seen from Japan and the U.S. at the time, however, it should be noted that its subsequent development was influenced by the social and political environment within China during the turn of the century. Hung (1988) explains this by utilizing the age old saying “art imitates life” wherein he states that the social, cultural and political environments create a definite influence on the forms of artwork created at particular time periods since the inspiration behind particular pieces are based off of the artist’s own personal experience in life and are somewhat exaggerated when placed on a canvas. Going back to the early development of manhua, it can be seen that in 1927 China established the first Cartoon Association aptly named “Manhua Hui” whose express purpose was to help the originally loosely grouped artists at the time into a more organized association in order to create a better means of “solicitation” for the manhuas produced at the time. In examining the evolution of Chinese manhua, Hung (1994) explains that the evolution of Chinese cartoons at the time were heavily connected to politics and war at the time. From the perspective of Wong and Yeung, manhua during the 1920s acted as an effective medium for the promotion of new types of social ideas and movements. Evidence of this assertion can be seen in the Anti-Warlord movement that occurred in 1926 as well as the May 4 Movement that occurred in 1919, both of which were inherently influenced by the ideas proliferated by Chinese manhua at the time and, as such, shows how manhua was an important source of information for the people of China during the early to mid 1900s. Going back to the history of manhua, it can be seen that the 1930s can be roughly considered as the “Golden Age of Manhua” as stated by Hung (1994). In this particular time period it can be seen that there were up to 17 cartoon magazines that were publishing manhua at the time in Shanghai alone from the period of 1934 to June 1937, all the way up to the Sino-Japanese war resulting in a transformation of the content of manhuas from relatively entertaining to mostly political. As described by Hung (1994) It was only after the war in 1945 that the thematic elements of manhua publications shifted from political to more entertaining and humorous storylines. This particular shift is important to take note of, since as stated earlier, it is the general environment that helps to influence the thematic elements of the stories written. Important Changes in Manhua Development Hung (1994) and Wong (1999) note that during the political turmoil that defined the late 1960s in China, manhuas were often utilized as a means of attacking opposing political ideologies with a variety of pro-communist newspapers often expressing views that depicted the opposide in a less than ideal way. Wong (1999) states that during the 1950s with the change in government in China there occurred a subsequent divergence in the way in which manhua publications became available. Wong (1999) explains this as follows: “with the divergence in between Hong Kong and mainland China came the creation of a different style of manga that was largely divergent than what could be seen in the case of China. For example, after the cultural revolution in China, manhuas that had a decidedly non-Marxist “feel” or espoused ideologies that were non-communist in nature were subsequently considered evil and production was subsequently ceased for such manhua”. From the perspective of Wong (1999) this is a particularly important period in Chinese manhua since it shows how the mainland manhua in China lost its prominence due to government restrictions while at the same time manhua produced in Hong Kong gained became the primary location for the production of manhua since it was not under the control of the Chinese government and was heavily influenced by several foreign literary sources thereby resulting in the creation of manhuas that were distinctly divergent from what was seen in the case of mainland China at the time. Explaining the Decline in Popularity of Chinese Manhua Wong (1999) explains the decline in the popularity of Chinese manhua by explaining that as the popularity of manhua based in Hong Kong grew, this meant that the thematic elements of the manga continued to diverge significantly from what readers in mainland China would expect from comic books of that particular nature. For Wong (1999), this meant that while certain types of manhua were popular in Hong Kong, they were not as popular within mainland China especially when taking into consideration the subsequent ban in certain types of publications that the Chinese government has deemed as “subversive” towards the interests of the communist party. It was due to this that local publications on the Chinese mainland wee thus unable to publish what they want thereby resulting in a situation where the type of manhua produced is not only lacking in any of the relevant social issues of the present (i.e. dissatisfaction with the way in which the country is run). Historical Context It is important to note that books such as those by Wong (2000) have explored the origins and development of manga over the years, however, many have failed to even touch the issue of declining manga interest among locals in China. It is almost always the case that they explain how events happened and what has resulted in the present state of Chinese manhua but they fail to sufficiently explain how changes in the modern tastes of consumers coupled with the restrictive elements found in present day Chinese literature as a direct result of government interference have in effect caused people to lose interest in it. It is based on this that when attempting to examine the history of Chinese manhua, the best and most authoritative source on the issue is Wendy Siuyi Wong and her book “Manhua: The Evolution of Hong Kong Cartoons and Comics”. In fact, after conducting a thorough examination of all available literature on the subject, it can be stated that “Manhua: The Evolution of Hong Kong Cartoons and Comics” is the best accumulated source of literature on the topic and would be immensely helpful in any examination on the issue. Initial Survey of Reference Sources When conducting an initial survey of the reference sources, it was determined that most, if not all, attributed the rise and fall of Chinese manhua to changes within the internal political climate within China. An ongoing theme within the literature depicted manhua as an influential force to be reckoned with within the context of China’s culture, more so than the comics and mangas found in Japan. In fact, manhua within China based on the accounts of Hung (1994), Wong (1999) and Sabin (1993), was often utilized as a political instrument to enact social change. From a certain perspective, the people of China at the time looked towards manhua as a means of seeking hidden truths and the development of a better grasp of current social issues since it acted as an easier method of understanding said issues due to the simplistic rather than complicated nature of their portrayal. The literature examined revealed that it was only when severe restrictions were implemented in the types of themes utilized within manhua that consumer interest waned, since the depiction of social issues and “hidden truths” was in effect severely curtailed by the government thereby leading to a situation where the very aspect that made people interesting in manhua in effect disappeared resulting in a significant loss in interest which continues to last till this day. Important Sources Upon further examination, it was determined that the following sources also constituted some of the best references in evaluating the history and evolution of Chinese manhua and should prove to be indispensible in the examination of the topic. Harbsmeier, Christoph. The Cartoonist Feng Zikai: Social Realism with a Buddhist Face. Oslo: Universitetsforlaget, 1984. Hung, Chang-tai. War and Popular Culture: Resistance in Modern China. 1937-1945. Berkeley: U of Califomia P, 1994. Sabin, Roger. Adult Comics: An Introduction. New York, London: Routledge, 1993. Wong, Wendy Siuyi, and Yeung, Wai-pong. An Illustrated History of Hong Kong Comics (in Chinese). Hong Kong: Luck-Win Book Store, 1999. Wendy Siuyi, W 2002, ‘Manhua: The Evolution of Hong Kong Cartoons and Comics’, Journal Of Popular Culture , 35, 4, p. 25, Literary Reference Center, EBSCO host . By examining these articles, it was seen that one of the reasons behind the decline of China manhua popularity has been the lack of evolution in the stylistic elements utilized in present day Chinese comics and the fact that government literary censorship has in effect “killed off” the creative imagination of local comic artists. Historiographical Context Source Importance Wong (2002), -primary historical source – high importance Hung (1984) -secondary historical source – moderate importance Gladstone (2012) Primary culture source – high importance Sabin (1993) -primary historical source – high importance Understanding of Current Scholarly Literature Sources such as Wong (2002), Hung (1984) and Sabin (1993) have all delved into the concept of changes that have occurred to Chinese manhua over the years as primarily originating from historic shifts and external events which have changed the face of manhua over the years and, as such, these sources imply that consumer disinterest in manhua may simply be due to external activities such as shift towards manhua being made in Hong Kong under new influences or the actions of the government in repressing literature 1 2 3 . However, sources such as Li (2009), Gladstone (2012) and Pendry (2008) have clearly shown that cultural shifts in China have been one of the primary reasons behind changing consumer tastes and, as such, this may be the primary reason why consumer interests has been declining so far 4 5 6 . When examining the various literary sources that have been examined so far, some of the main debates on the issue come in the form of whether it was the current modern cultural shift in China that has lead to the decline in manhua popularity or it is merely due to the fact that the repressive nature of the Chinese government has resulted in the decline due to the way in which it suppresses creativity in order to prevent social dissent over government policies. Significant Trends in Literature Some of the more significant trends in the literature on this topic as seen in the case of Wong (2002), Hung (1984) and Sabin (1993) have focused more on the historical events that have influenced the changing impact of manga rather than social influences. This, I believe, is a considerable gap in the research that should be addressed since changes in societies such a modernism and changing consumer preferences can and will result in the decline in popularity for something that is viewed as obsolete. Other identified trends within the literature showed that there was an insufficient level of comparative examination between the rise in popularity of Japanese manga in China and the subsequent decline of Chinese manhua. While the various books and articles examined emphasized that Japanese manga was an influential factor behind the development of Chinese manhua, the work of Wong (2002), despite being one of the best sources of examining the changes in Chinese manhua to date, did not pursue a sufficient level of research explaining what specific aspects of Japanese manhua appealed to the general Chinese population. By understanding what aspects of Japanese manga are appealing to local readers in China, a greater understanding of manhua’s decline can be created. Lastly, further examination of the literature revealed that there was a lack of sufficient depth from the articles when it came to understanding how modernism changes a culture and in turn cultural tastes as seen in the case of the decline in manga. It is based on this that the researcher will further explore the concept of changes in society over a given time period and how this impacts their views regarding particular forms of literature. It is expected that through an exploration of such an aspect of the literature that a better understanding can be developed regarding the current issues surrounding the decline in Chinese manhua popularity in China. How undertaking a historiography survey has allowed you to narrow the research topic By conducting a histographical survey, this has enabled me to narrow down the literature necessary for research in articles, books, and online sources that specifically deal with the development of Chinese manhua since the early 1920s and the cultural changes that have occurred within China over the past few years. Through this line of inquiry, I was able to develop research questions that delve into the changes in consumer tastes, the impact of cultural shifts, and the influences of Japanese manga, all of which help to explain the subsequent decline of Chinese manhua. It is expected that through an of sources such as Wong (2002), Hung (1984) and Sabin (1993) which delve into the development of Chinese manhua and Li (2009), Gladstone (2012) and Pendry (2008) which examine changes in China’s cultural landscape, a better understanding can be developed regarding decline of Chinese manhua at the present. Future of the Project Introduction This section elaborates on the use of attribution theory and grounded theory as the primary methods of examination to be utilized by the researcher in order to gather the necessary data for this study. These theories were chosen due to their ability to examine the opinions of the research subjects in order to properly interpret the data and create viable solutions and recommendations. Understanding of Primary Sources When examining the issue of primary sources, I can say that finding the necessary academic articles for this type of work will not be a problem. All that would be needed is to examine changes in Chinese, compare with relative literature examining Chinese comic books from various online academic databases and compare it with research subject responses on a survey. This will result in me being able to acquire the needed data in an efficient and effective way. Attribution Theory Attribution theory centers around the derived assumption of a particular individual/group of people regarding a particular process, product or service based on their experience with it. It is often used as means of investigating consumer opinions regarding a particular product and to determine the level of satisfaction derived from its use. By utilizing this particular theory as the framework for this study, the researcher will be able to correlate the opinions of Chinese manga enthusiasts regarding their overall perception of Chinese manga and what causes them to find it less interesting than Japanese manga. This particular theoretical framework helps to address the research objective of examining the reasons behind the decline of Chinese manga within China. Utilizing attribution theory, the research will design the research questions in such a way that they delve into the opinions of the manga enthusiasts and, as a result, would lead to a succinct explanation of consumer based reasons on the decline of Chinese manhuas. The needed information will be extracted through a carefully designed set of questions whose aim is to determine how a particular research subject’s experience with Chinese manhua affects the way they view the current state of the comic book industry within the country and whether significant improvements need to be implemented or not. In essence, attribution theory helps to answer the question “what is going on and what must be done?” Grounded Theory A grounded theory qualitative design is appropriate for this study because the attitude of Chinese manga readers about how they view Chinese made mangas is still relatively unknown. The advantage of utilizing ground theory over other theoretical concepts is that it does not start with an immediate assumption regarding a particular case. Instead, it focuses on the development of an assumption while the research is ongoing through the use of the following framework for examination: 1. What is going on? 2. What is the main problem within the company for those involved? 3. What is currently being done to resolve this issue? 4. Are there possible alternatives to the current solution? This particular technique is especially useful in instances where researchers are presented with new or relatively unknown factors (as is the case in this study) and, as such, is useful in helping to conceptualize the data in such a way that logical conclusions can be developed from the research data. It is based on this application that the theory will be utilized in this case study in order to discover the main concerns of the researcher regarding the current decline of Chinese manga. What you have to understand is that in qualitative research the concepts or themes are derived from the data. According to various research, grounded theory provides systematic, yet flexible guidelines to collect and analyze data. That data then forms the foundation of the theory while the analysis of the data provides the concepts resulting in an effective examination and presentation of the results of the study. Limitations One of the main limitations from the sources was that after an extensive search through a variety of online and offline methods of research, there was little, if any, source that specifically focused on the development of Chinese manhua after the year 2002. This is a considerable limitation given that the decline in the popularity of Chinese manhua continues to this very day and, as such, it would be necessary to find some of the latest research on the topic. Other limitations of the sources include and insufficient amount of research that delved into the cultural influences of Japanese manga which lead to the decline of Chinese manhua as well as the changing tastes of the local Chinese population which may have lead to the decline in the popularity of manhua. It is expected a comparative examination may need to be conducted in order to delve into the topic a bit more in order to create a succinct and accurate explanation of why Chinese manhua has decline in the modern day era. Book Sources Harbsmeier, Christoph. The Cartoonist Feng Zikai: Social Realism with a Buddhist Face. Oslo: Universitetsforlaget, 1984. The book “The Cartoonist Feng Zikai: Social Realism with a Buddhist Face” is an account of one of the pioneers of Chinese manhua during its Golden era during the early to mid 1920s. It details the views of Feng Zikai over what qualities are supposed to be present in manhua and what creates the “appeal” that most people are after when they read it. This particular source is an excellent means of examining what were the original aspects of manhua that lead it to becoming popular in the first and by creating a comparison with present day manhua iterations, it can be utilized as a means of explaining manhua’s declining popularity. Hung, Chang-tai. War and Popular Culture: Resistance in Modern China. 1937-1945. Berkeley: U of Califomia P, 1994. The work of Hung (1994) is one of the best sources for understanding the impact of popular culture on the early development of manhua. Through this book, a researcher is able to realize that changes in popular culture have a considerable impact on the way in which the stories and illustrations in manhua play out. As such, it acts as an excellent starting point in explaining the gradual transition from manhua’s golden era to the present day level of decline. This can be done by creating a comparative analysis between China’s popular culture in the past and what is currently present at this moment in time. Sabin, Roger. Adult Comics: An Introduction. New York, London: Routledge, 1993. While rather old, the book “Adult Comics: An Introduction”, is one of the best sources of information regarding the evolution of manhua over the years. The book itself does not primarily concern itself with manhua, it does contain sufficient references to the topic that it can help readers to better understand how manhua developed from a western perspective. It should be noted though that Sabin heavily alludes to manhua developing as a direct result of Western influences which may or may not be totally accurate given the considerable degree of influenced Japanese manga has had on the development of this particular type of literature Wong, Wendy Siuyi, and Yeung, Wai-pong. An Illustrated History of Hong Kong Comics (in Chinese). Hong Kong: Luck-Win Book Store, 1999. The book “An Illustrated History of Hong Kong Comics” acts as a fundamental text for any investigation into the history of Chinese manhua from its early inception to its modern day iterations. It delves into the historical origins of manhua and explains how it has changed over time through a combination of external events as well as changes in the region where manhua developed (i.e. from mainland China to Hong Kong). It primarily presents the viewpoint that the development of manhua significantly diverged as a direct result of the communist regime within China. It should be noted that despite the text being an exhaustive reference, it is lacking in present day ideas and notions regarding manhua creation and development due to the date of its publication. Wong, Wendy Siuyi, 2002, ‘Manhua: The Evolution of Hong Kong Cartoons and Comics’, Journal Of Popular Culture , 35, 4, p. 25, Literary Reference Center, EBSCO host . The article “The Evolution of Hong Kong Cartoons and Comics” can be considered a condensed and updated version of the book of Wong that was elaborated on earlier. While this article is lacking in illustrative examples as well as in-depth examinations of the development of manhua, it does enable a research to quickly “skim” through the development of manhua over the years. The importance of this particular article lies in the fact that it contains a slightly more updated version of Wong’s view on the development of manhua and, as such, is an excellent starting point for examining changes in consumer tastes regarding manhua. Article References Gladston, Paul. 2012. “Problematizing the New Cultural Separatism: Critical Reflections on Contemporaneity and the Theorizing of Contemporary Chinese Art.” Modern China Studies 19, no. 1: 195-270. Academic Search Premier , EBSCO host . In this article Gladston (2012) helps to showcase the shift in Chinese art forms brought about through new changes in local culture. Through this article, researchers will be able to delve into the influences of cultural shifts on art and how new generations view traditional art in increasingly different ways. This can be used as a starting point behind explaining the decline in interest of manhua as a popular art form. Meamber, Laurie A. 2000. “Artist Becomes/Becoming Artistic: The Artist as Producer-Consumer.” Advances In Consumer Research 27, no. 1: 44-49. Business Source Premier , EBSCO host . Meamber (2000) in this article on art explains how art is supposed to be created in order to appeal to society as a consumer base. Once art no longer reflects what society is looking for or fascinated by, it declines in demand and subsequently fades from public knowledge. This article can thus be utilized as a means of explaining the decline of manhua over the past few years as a direct of waning public interest in it as an art form. Pendery, David. 2008. “Identity development and cultural production in the Chinese diaspora to the United States, 1850-2004: new perspectives.” Asian Ethnicity 9, no. 3: 201-218. Academic Search Premier , EBSCO host . In the article “Identity development and cultural production in the Chinese diasporas to the United States”, Pendry (2008) helps to identify the various influences U.S. has had on Chinese culture and enables researchers to better understand how Chinese cultural tastes have significantly changed as a direct result of such influences. So, Jenny F. 2008. “Antiques in Antiquity: Early Chinese Looks at the Past.” Journal Of Chinese Studies 48, 1-34. Academic Search Premier , EBSCO host . In the article “Antiques in Antiquity: Early Chinese Looks at the Past” by So (2008) researchers are shown the evolution of Chinese art over the years and how it has more or less coincided with thematic elements drawn from the type of society that was present at the time. By examining this article and comparing the current iterations of manhua to present day society, researchers will be able to see how current manhua fails to properly represent present day societal trends which in effect detracts from public acceptability of manhua as a proper reflection of conditions in present day society. Waugh, Daniel C. 2007. “The making of Chinese Central Asia.” Central Asian Survey 26, no. 2: 235-250. Academic Search Premier , EBSCO host . Lastly, this article by Waugh (2007) delves into the changes that have occurred to Chinese society over the years. It is a good article to start off within in order to see the changing face of Chinese society and how this could possibly impact their taste in literature such as manhua. Reference List Armour, William Spencer. 2011. “Learning Japanese by Reading ‘manga’: The Rise of ‘Soft Power Pedagogy’.” RELC Journal 42, no. 2: 125-140. Literary Reference Center , EBSCO host . Bamman, David, Brendan O’Connor, and Noah A. Smith. 2012. “Censorship and deletion practices in Chinese social media.” First Monday 17, no. 3: 2. Library, Information Science & Technology Abstracts , EBSCO host . Gladston, Paul. 2012. “Problematizing the New Cultural Separatism: Critical Reflections on Contemporaneity and the Theorizing of Contemporary Chinese Art.” Modern China Studies 19, no. 1: 195-270. Academic Search Premier , EBSCO host . Guangyu, Song. 2010. “Religious Propagation, Commercial Activities, and Cultural Identity.” Chinese Studies In History 44, no. 1/2: 91-120. Academic Search Premier , EBSCO host . Lei-Lei, Li. 2010. “Understanding Chinese animation industry: The nexus of media, geography and policy.” Creative Industries Journal 3, no. 3: 189-205. Business Source Premier , EBSCO host . Li, Pi. 2009. “Chinese Contemporary Video Art.” Third Text 23, no. 3: 303-307. Academic Search Premier , EBSCO host . Meamber, Laurie A. 2000. “Artist Becomes/Becoming Artistic: The Artist as Producer-Consumer.” Advances In Consumer Research 27, no. 1: 44-49. Business Source Premier , EBSCO host . Pendery, David. 2008. “Identity development and cultural production in the Chinese diaspora to the United States, 1850-2004: new perspectives.” Asian Ethnicity 9, no. 3: 201-218. Academic Search Premier , EBSCO host . So, Jenny F. 2008. “Antiques in Antiquity: Early Chinese Looks at the Past.” Journal Of Chinese Studies 48, 1-34. Academic Search Premier , EBSCO host . Waugh, Daniel C. 2007. “The making of Chinese Central Asia.” Central Asian Survey 26, no. 2: 235-250. Academic Search Premier , EBSCO host . Book Sources Harbsmeier, Christoph. The Cartoonist Feng Zikai: Social Realism with a Buddhist Face. Oslo: Universitetsforlaget, 1984. Hung, Chang-tai. War and Popular Culture: Resistance in Modern China. 1937-1945. Berkeley: U of Califomia P, 1994. Sabin, Roger. Adult Comics: An Introduction. New York, London: Routledge, 1993. Wong, Wendy, 2002, ‘Manhua: The Evolution of Hong Kong Cartoons and Comics’, Journal Of Popular Culture , 35, 4, p. 25, Literary Reference Center, EBSCO host . Wong, Wendy Siuyi, and Yeung, Wai-pong. An Illustrated History of Hong Kong Comics (in Chinese). Hong Kong: Luck-Win Book Store, 1999. Footnotes 1 Sabin, Roger. Adult Comics: An Introduction. New York, London: Routledge,1993. 2 Wong, Wendy Siuyi, and Yeung, Wai-pong. An Illustrated History of HongKong Comics (in Chinese). Hong Kong: Luck-Win Book Store, 1999. 3 Hung, Chang-tai. War and Popular Culture: Resistance in Modern China.1937-1945. Berkeley: U of Califomia P, 1994. 4 Pendery, David. 2008. “Identity development and cultural production in the Chinese diaspora to the United States, 1850-2004: new perspectives.” Asian Ethnicity 9, no. 3: 201-218. Academic Search Premier , EBSCO host . 5 Gladston, Paul. 2012. “Problematizing the New Cultural Separatism: Critical Reflections on Contemporaneity and the Theorizing of Contemporary Chinese Art.” Modern China Studies 19, no. 1: 195-270. Academic Search Premier , EBSCO host . 6 Li, Pi. 2009. “Chinese Contemporary Video Art.” Third Text 23, no. 3: 303-307. Academic Search Premier , EBSCO host . 7 Sabin, Roger. Adult Comics: An Introduction. New York, London: Routledge,1993. 8 Wong, Wendy Siuyi, and Yeung, Wai-pong. An Illustrated History of HongKong Comics (in Chinese). Hong Kong: Luck-Win Book Store, 1999. 9 Hung, Chang-tai. War and Popular Culture: Resistance in Modern China.1937-1945. Berkeley: U of Califomia P, 1994. 10 Pendery, David. 2008. “Identity development and cultural production in the Chinese diaspora to the United States, 1850-2004: new perspectives.” Asian Ethnicity 9, no. 3: 201-218. Academic Search Premier , EBSCO host . 11 Gladston, Paul. 2012. “Problematizing the New Cultural Separatism: Critical Reflections on Contemporaneity and the Theorizing of Contemporary Chinese Art.” Modern China Studies 19, no. 1: 195-270. Academic Search Premier , EBSCO host . 12 Li, Pi. 2009. “Chinese Contemporary Video Art.” Third Text 23, no. 3: 303-307. Academic Search Premier , EBSCO host .

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Write the full essay for the following summary: The paper tries to give an insight into the supplier selection process using various examples.The paper uses a literature review to give an overview of the supplier selection process. It discusses the importance of criteria in the supplier selection process, the client's or project's priorities and key performance indicators.5 projects, each with its priorities, and criteria evaluation are highlighted in the paper.

The paper tries to give an insight into the supplier selection process using various examples. The paper uses a literature review to give an overview of the supplier selection process. It discusses the importance of criteria in the supplier selection process, the client's or project's priorities and key performance indicators. 5 projects, each with its priorities, and criteria evaluation are highlighted in the paper.

Choosing a Supplier/Contractor Exemplification Essay Executive summary Many business organizations now prefer outsourcing most of their operations to contractors. This is normally done through the procurement department in what is known as supplier selection process (Monczka, handfield & Guinipero, 2010 p. 163). This decision making process involves choosing a supplier or a contractor who best suits to offer the underlying process (Kleemann, 2012 p.4; Coyle, Langley & Gibson, 2008 p. 586). This paper tries to give an insight into the supplier selection process using various examples. First, the paper uses a literature review to give an oversight on supplier selection process. The literature review discusses the importance of criteria in the supplier selection process, the client’s or project’s priorities and key performance indicators. Various examples of critters and known key performance indicators are highlighted in the paper. As indicated the paper gives an example of 5 projects, each with its priorities, and criteria evaluation. The examples also highlight important aspects of supplier selection such as the nature of the project, the project duration and the project value. In conclusion, the paper summarizes important aspects of the supplier selection process in a general perspective. Literature review It is true that many business organizations now prefer outsourcing most of their operations to contractors. In this aspect, the procurement function in these organizations has taken a new role of outsourcing these contractors. As a new business concept, the procurement function is engaged with other major managerial functions in a tedious decision making process. This decision making process involves choosing a supplier or a contractor who best suits to offer the underlying process. However, the overall decision lies with the procurement function. Basically, this process is formally known as the supplier selection process. The supplier selection process is a very sensitive aspect, since it entails committing organizations resources that may affect the overall performance of the organization. In most cases, the supplier selection process is preferred for major organizations projects that require specialized expertise. By not being careful in the supplier selection, an organization can underperform in a project and therefore not achieve its project goals. Therefore, it is important to have certain criteria under, which suppliers are evaluated before a contract is issued. A list of criteria against which suppliers are select is usually availed by the procurement function (Moser, 2007 p. 11; Mendoza, 2007 p. 22). However, these criteria must be consistent with the project’s goals. In addition, these criteria should also supplement the project’s priorities. This means that the selected supplier must be able to meet certain criteria or standards that achieve the pre-determined priorities. It is important that during the formulation of the supplier selection criteria, due consideration must be given to the nature of the project. Some criteria cannot be applied to certain projects or industries. There are situations that make the client base the supplier selection on aspects of the industry, the objectives and the project risks. Some of the widely known criteria used in the supplier selection include cost, quality of the service or the product and time (Feinstein & stefanelli, 2007 p.283; Monczka, 2000 p.57). Key performance indicators for cost entails the total cost of product or service delivery, the average market cost of the product or service or discounts by the supplier. Key performance indicators for quality by the supplier will include quality standards, knowledge on product specifications and a quality continuous improvement policy (Weele, 2009 p.130; Parmenetre, 2011 p.87). The criteria on time will be determined and evaluated on the delivery time of the products and services required in the project. However, the performance to these specifications will be exhibited by supplier’s time schedule on how to deliver the products. In other instances, criteria such as the location of the supplier and the supplier’s financial capabilities are also included in the suppliers’ selection criteria. A strategic location of the supplier is required for timely deliveries. Key performance indicators that can be used to evaluate supplier’s financial capability include market dominance, considerable crediting from banks, profitability and financial stability. The flexibility of the supplier in meting the standards and achieving the goals of the project is also termed as criteria. The flexibility of the supplier can be indicated by how well the supplier is able to meet the terms and conditions of the contract without bureaucracy. Another common criterion is the commitment of the supplier towards the project and past performance of the supplier on similar projects. The supplier’s commitment towards the project can be exhibited by the desire of the supplier to offer additional services to the client such as post-service consultations to the client. Another indicator is the supplier’s performance on other clients’ projects. The technical ability or technology used to deliver products and services can also be used as criterion. Key performance indicators for technical capability of the supplier entail research and development facilities, modern communication technology and a technical support team. In addition, the organization structure, especially the management structure of the supplier is a major criterion. This criterion’s performance indicator may be evaluated by a well organized organization structure with the organization hierarchy well stipulated by a chart of the organization structure. The most important criteria that the client should always consider are the business relationships that exist between the client and the supplier. This criterion’s key performance indicator is the communication channels that exist to ensure there is constant communication between the supplier and the client. In most cases, preferred communication methods include the email and the use telecommunication handsets. The above criteria used in the supplier selection are multiple, but are universally applicable. Considering the projects that will be discussed in this paper, the above criteria and key performance indicators are applicable for the projects. Moreover, they give an insight on how supplier selection should be done. The use of the multiple criteria and their key performance indicators is to provide the discussed projects, with at least two or three criteria that supplement the projects priorities. In most cases, projects have common or standard priorities such as cost, quality and quick delivery. In so doing, criteria that focus on the above priorities will be unavoidable. Another factor is that most suppliers are not necessarily capable to meet all the mentioned criteria. Thus, the various mentioned criteria cushions the gap created between selection criteria and project priorities. Below are supplier selection examples for 5 case studies. Case 1 Client: A-Z hospital Supplier: ABC hospital management group Project nature: to supply medical equipment Project value: 200 million Dirham annually. Project priorities 1. Less lifecycle cost: the project is to be done at a cost of not more than $50 million. Most of the project budget will be financed by the company. 2. On time delivery: the project is to be completed within 20 days. The supplier is to ensure the equipments are delivered 20 days after the issuance of the local purchase order (LPO). 3. Warranty: the medical equipments must have a warranty of not less than 1 year. This means the products must be of high quality and damages caused to equipment before the expiry of the warrant will be returned to supplier. 4. Availability of spare parts: all medical equipment supplied must be accompanied by spare parts. Supplier selection criteria Open tendering was used to select the best supplier for the products. The open tendering was publicized in the local dailies by the A-Z hospital for a period of two weeks. The suppliers were required to send their request for proposal within one week. A total of 5 supplies sent their tender requisitions. The criteria to select the suppliers included cost, time and financial capability. Three of the suppliers namely; Z, K & L did not meet the standards of cost and time. Z & L suppliers have a daily turnover over of transactions not exceeding 5,000, while ABC and D have a daily transactions of 10, 000 each. ABC was selected as the best supplier, since it has the financial capability and it is able to deliver the supplies on time. Supplier D can only supply the equipments after 23 days. ABC Company also was able to meet the client’s priorities on equipment with a warranty, thus was able to pass the criteria on quality. Fig 1.0 Comparison between criteria with suppliers’ performance during supplier selection Criteria Description Supplier ABC Supplier Z Supplier D Cost The lifecycle cost of the project and the total cost or the products. Less lifecycle cost on both project and equipments. High lifecycle cost on equipments. High lifecycle cost on project and les lifecycle cost on equipments. Quality Quality and durable products with spare parts and with a warranty of not less than 1 year. Offered 1 year warranty on both equipments and spare parts. Durable equipments and no warranty. Durable products without spare parts. Time Timely delivery within 20 days of ordering. Delivery within 20 days of ordering. Delivery within 20 days. Ordering within 23 days. Criteria evaluation and gaps identification As evidenced in the above case, most projects use at least two to three criteria in supplier selection. The criteria used are considerably effective in selecting a supplier among other four suppliers. On the other hand, the priorities of the client were met by the ABC key performance indicators on time, cost and quality. However, the priorities were not specific. For example, the priority on warranty should have been quality products. Nevertheless, the supplier selection process is rational and meets the client and project expectations. Case 2 Client: T Company Supplier: XYZ trading company Nature of the project: creating an ERP system to serve IT facilities, food business, furniture and financial aspects of a business. Project duration: 2 months Project priorities The project uses the following as the priorities; 1. Combine the internal systems of the business into a single system. 2. Improve information transparency. 3. Provision of a business intelligence solution. Supplier selection process and criteria The client advertised the project and invited supplier bids. A total of 20 bids were received and evaluated by the procurement department. During the supplier selection, the following criteria were used. The cost, past performance on the similar project and the level of technical capability were used as the supplier selection criteria. The selection of the XYZ was based on the fact that the company has been in the business for a long period of time and has provided other companies with similar IT project solutions. The company was able to provide the business with IT solution at 40 % lesser than any others supplier. The financial capability of the supplier makes it to have the best technical expertise on IT solutions. The company has employed the best IT experts, not to mention its 24 hour technical support team. Fig 1.1 Comparison between criteria with suppliers’ performance on project Criteria Description Supplier XYZ Supplier Y Supplier Z Cost Provide project at affordable cost. Project cost at 40% less. Project cost at 30% less. No cost or price discounts. Past performance More than a clientele base of more than 20 clients and experience on similar project. Has a clientele base of 40 clients and had done10 similar projects. Have a clientele base of 10 clients and no past experience on similar project. Clientele base of 20 clients and underperformed in 3 of the past 10 similar projects. Technical capability Technical expertise and qualified personnel. Best technology, qualified team and 24 hour support team. Best technology, average qualified team. Average technology and average qualified team. Criteria evaluation and gaps identification Using bidding as a supplier selection method was considerable. The bidding selection give the client an opportunity to select the best supplier, considering IT industry is highly dynamic. Many organizations use IT as competitive strategy, thus a need to select the best supplier. The selection criteria should have included other important criteria such as time, flexibility and supplier commitment other than cost, technical capability and financial stability. This is because supplying IT products and services requires dedication and commitment. For example, the supplier must be willing to commit on offering support services and post-project services. However, there were no gaps between the supplier’s key performance indicators and the outcomes of the priorities. There is a high indication of a positive outcome, after analyzing the key performance indicators of the supplier. Case 3 Client: ALU manufacturers Supplier: N suppliers Project nature: supplying safety equipment each month for 1 year. Project duration: 1 year Project priorities The project as indicated by the client has the following as priorities; 1. Safety 2. Durability Supplier selection process The contract to supply the equipments was offered under the selective tendering method. The procurement department only selected the supplier that has been supplying the client with the equipments for the last 5 years. The criteria used to select the supplier were based on the fact that supplier’s management had expertise on the supply of the mentioned equipments. Moreover, the client wanted a reliable supplier that can be trusted depending on previous client-supplier relationship. Fig 1.2 Comparison between criteria with suppliers’ performance Criteria Description N suppliers M suppliers K suppliers Managerial structure Well organized management structure with experience Well organized and experienced management. Management not well structured. Well organized and experienced management. Client-supplier relationship Past client-supplier relationship Good relationship for the last 5 years No past relationship No past relationship Criteria evaluation and gap identification The criteria used support the priorities of the project in a very effective manner. For example, the supplier has been a regular supplier of the safety items for the client. This means that the supplier knows the needs of the client better than any other supplier. Moreover, there is evidence of trust between the supplier and the client, thus a sign of a good business relationship. However, there exists a gap as to how the supplier meets the durability standards. The criterion is unclear on how the supplier is to meet the priority. Case 4 Client: EGOV Supplier: T technology solutions Nature of project: implementing ERP system to manage government resources. Project duration: 3 months Project priorities 1. Ease of use. 2. Cost effective. 3. Reliable. 4. Less maintenance and less downtime. 5. Interface with less requirements. 6. High speed of processing. 7. Mitigating risk of system failure. Supplier section process and criteria The selection of the supplier was done from proposals of three prominent IT companies. A selective bidding was done to ensure that the best supplier who meets the pre-determined criteria was picked. The selection criteria involved cost, time, technical and financial capability. Supplier T was picked after being found credible on three most important criteria; cost, technical capability and timely delivery. The supplier was able to offer its services at a lower cost than others. Its services were to be provided under a very reliable time frame and the supplier had the most technical IT capability. The financial criterion was not given much consideration, since the government was ready to offer subsidies to the contracted company. Fig 1.3 Comparison between criteria with suppliers’ performance Criteria Description T suppliers U suppliers V suppliers Cost Project cost to be lower than projected Considerable cost Considerable cost Low cost Time Reliable time frame Can do project within 3 months. Can do project within 3 months. Can do project within 3 months and 1 week. Technical capability Ease of system usability, reliability and processing speed. Reliable system, user friendly and reliable speed of the system. Reliable system, system complexity and average processing speed. Reliable system, but very complex and not user friendly. Financial stability Subsidies offered Government to offer subsidies Government to offers subsidies Financially stable. Criteria evaluation and gap identification The criteria used were to make sure that 95% of the projects priorities were met and achieved effectively. For example, the supplier technical capability was able to ensure that priorities on systems ease of use, system reliability, interface requirements, processing speed and system failure were to be catered for effectively. On the other hand, the criteria on time ensured that the supplier was able to implement on time and ensure less system’s downtime. Case 5 Client: JY telecommunication Supplier: P telecommunication solutions Project value: $ 3 million Project duration: 11months Nature of project: design a user-friendly and customized management information system Project priorities 1. Low price 2. Adaptive system Supplier selection process and criteria The client used an open tendering process to select the supplier. By developing technical evaluation criteria, the supplier who had performance indicators with the highest score got the tender. This means the supplier was able to provide the client with the service at a minimal cost and with the best technical capabilities. Fig 1.4 Comparison between criteria with suppliers’ performance Criteria Description JY suppliers H suppliers L suppliers Cost Project to be done at affordable cost Low project cost Low project cost High project cost Technical capabilities Advanced technology to be used in the project. Use advanced technology. Not advanced technology used. Use advanced technology. Criteria evaluation and gap identification The supplier selection utilized the most effective criteria. However, certain parameters and performance indicators should be established as to why the supplier got the tender. The gap analysis is to detail the consequence of not meeting up the criteria parameters. Conclusion The above discussions are detailed examples of how important the supplier selection process is. From the examples, it is clear that there is no perfect method of supplier selection. Moreover, the paper gives insights on how the criterion is important in determining the supplier to be given the contract. It is also evident that each criterion must achieve certain goals. These goals are the client’s or the project’s priorities. In order to ensure that the supplier achieves the project’s priorities, key performance indicators are sued to evaluate the performance of the supplier. The performance indicators are guides to ensure that the supply contract was viable and necessary. In deed, supplier selection process is a tedious one as well as sensitive. Every procurement manager would be held responsible for contracting dubious suppliers. It is a matter of being entrusted by the client in ensuring that the organization’s interests are protected. Nevertheless, the supplier selection process requires continuous improvement to ensure that the process is flawless and engages the best suppliers. Appendix Fig 1.5 General evaluation criteria Criteria Description 1. Tendered Price/Cost The net price (including discounts and freight charges) offered by the supplier. This includes supplier’s 2. Quality * Commitment to Quality. * Commitment to continuous improvement. * Ability to meet the product specifications. This includes supplier’s 3. Post purchase Service * Repair services. * Maintenance service. * Guarantees and warrantees. 4. Delivery The ability of supplier to meet specified delivery schedules. 5. Geographic Location Geographical location of the supplier. This includes supplier’s; * Staying power in the business. 6. Financial Position * Credit rating. * Bank arrangements. * Financial stability. 7. Production Capability The production facilities (type and condition of equipment, availability of proper production procedures, etc) and volume of production that can be handled by the supplier. 8. Technical Capability The technical capability includes supplier’s technical expertise (including research and development facilities) and infrastructure required for the technology. 9. Management and Organization The management systems in place within the supplier’s organization. 10. Position in the Industry Product leadership and the reputation of the supplier in the industry. 11. Client-Supplier Relationship The business relations with the supplier and the ease of communication between the client and the supplier. 12. Performance History The performance of the supplier on previous projects. 13. Client-Supplier Strategic Congruence Match between the goals and objectives and the cultural match. 14. Strategic Commitment and Attitude The willingness of the supplier to develop strategic relationship with the client and the desire of the clients business shown by the supplier. 15. Flexibility Flexible contract terms and conditions offered by the supplier. Fig 1.6 Primary evaluation criteria Criteria Description Other details Financial evaluation Price of the tender The price provision by the supplier or the contractor to accomplish the project. Financial stability or capability The supplier cash flow, bank credits given to the supplier and loans. Technical Evaluation Management team The team structure of the project from the project manager to other team members. Personnel The number of staff involved. The team or personnel skills ore experience. Is the team dedicated? Proposed work structure Work breakdown structure. Time schedule Project or work piece deadlines. Work control: * Safety Most projects such as constructions and IT projects, environmental and factors of safety must be considered. In addition, risk management must be determined in the safety of such projects. * Risk management In IT projects, safety is considered along with security management, especially in developing software’s and hardware’s. * Environmental practices Quality assurance The whole project process must maintain quality standards. These standards must be evidenced in deliverables and in documentation. Documentation content Documents to show details of project levels. The documents must be precise and comprehensive. Communication levels Communication evaluation required. The evaluation of communication focuses on skills of the supplier, understanding of the contract requirements and supplier selection participation process. Commercial evaluation Contractual and commercial terms Evaluation of the project period in terms of warranty period and insurance. Fig 1.7 Secondary evaluation criteria Criteria Description Other details Current workload The number or list of projects to be done by the supplier. Geographical area of operation Evaluation of whether the location affects client-supplier interaction, communication and work performance. Performance in similar and past projects Evaluation of the supplier past performance in similar projects. Evaluation to use references from other clients. Area of specialization Evaluation whether the project is the supplier’s area of specialization. Management expertise Evaluation on supplier’s experience and expertise on project management. Interview Importance to enhance supplier-client relationship. The criteria essential if the supplier and client are meeting for the first time. Sub-supplier reliability If there is a sub-supplier, reliability should be confirmed. Flexibility Evaluation of the supplier’s agility and re-activeness to changes in the project. Safety Safety and risk management policy by the supplier. Safety procedure to be determined by the nature of the project. Respect for other people Does the supplier accommodate diversity at the place of work does the supplier respect the client and vice versa. References Coyle, J, J, Langley, C, J, Gibson B, J, Novack R, A & Bardi, E, J 2008, Supply chain management: A logistics perspective, Cengage Learning, Connecticut. Feinstein, A, H & Stefanelli, J, M 2007, Purchasing: selection and procurement for the hospitality industry, volume 1, John Wiley & Sons, New Jersey. Kleemann, F, C, An evaluation of supplier selection methods in strategic procurement , GRIN Verlag, Berlin. Mendoza, A 2007, Effective methodologies for supplier selection and order quantity allocation, ProQuest, New York. Monczaka, R, M, handfield, R., B, Guinipero, L., C Patterson, J., L 2010, Purchasing and supply chain management , Cengage Learning EMEA, Connecticut. Monczka, R, M 2000, New product development: strategies for supplier integration , ASQ Quality Press, New York. Moser, R, 2007, strategic purchasing and supply management: a strategic-based selection of suppliers , Springer, New York. Parmenetr, D 2011, Key performance indicators: Developing, implementing and using wining KPIs , John Wiley and Sons, New York. Sollish, F & Semanik, J 2012, The procurement and supply manager’s desk reference , John Wiley and Sons, New Jersey. Weele, A, J 2009, Purchasing and supply chain management: analysis, strategy, planning and practice , Cengage learning EMEA, Connecticut.

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Write the original essay that generated the following summary: The text discusses the importance of teaching preventative measures in chronic diseases and how it can help to reduce the overall cost of health care. It also talks about how surveillance and identification of the determinants of disease can help to reduce morbidity and mortality.

The text discusses the importance of teaching preventative measures in chronic diseases and how it can help to reduce the overall cost of health care. It also talks about how surveillance and identification of the determinants of disease can help to reduce morbidity and mortality.

Teaching Preventative Measures in Chronic Diseases Essay Teaching preventative measures and healthy lifestyle changes will be a key area in the management of global chronic diseases. Generally, disease prevention starts with the likelihood of a risk to health that emanates from a disease or an ecological peril with the aim of protecting people from potential health threats that may degenerate into chronic diseases. Therefore, teaching preventative measures begins with the individuals who are not necessarily under the threat of chronic illness ( Australian Health Minister’s Conference: National chronic disease strategy , 2013). The teaching itself must strive to create awareness on the public by imparting specific processes that are vital in developing and nurturing the lifestyles that can sustain and improve their health status. To curb the emergent global trends of chronic diseases, the health care system may have to focus its attention on four key areas – promoting healthy lifestyle, reducing the cost of health care, enhancing patient satisfaction, and improving health outcomes. Given that attention to preventive measures and changes in lifestyle can significantly cause all these functions, the future health care may have to increase on skills aimed at assisting the patients to capitalize on their health conditions to break the cycle of the chronic diseases ( Health Promotion and Disease Prevention , n.d.). In emergent systems, the chronic disease treatments may remain an important objective. However, healthy lifestyle changes may depend on investing in the communities by teaching preventative measures to help destroy the life cycle of chronic diseases ( Centre for Disease Control and Prevention: CDC’s vision for public health surveillance in the 21st century , 2012). In obesity, diabetes, and kidney disease, a proper nutrition can control blood glucose levels; the diet plan must balance the intake of oral diabetic medications and insulin. Similarly, regular exercise to control blood sugar levels is inevitable in such programs. Therefore, disease control approaches will have to undergo a certain degree of entitlement to improve the quality of life by advocating for preventive measures and encouraging healthy lifestyle changes to lower morbidity while cutting down significantly on the overall cost of health care ( Health Promotion and Disease Prevention , n.d.). Future strategies that attempt to address the increasing incidence of chronic disease globally must include continued surveillance and identification of the determinants of illness. Immunization, for instance, could be a robust strategy that may amicably address the incidence of infectious diseases while early detection will help in decreasing morbidity and mortality. According to the Centre for Disease Control and Prevention: CDC’s vision for public health surveillance in the 21st century (2012), surveillance and identification of the determinants of disease may make the good use of immunization and the application of prophylactic drugs at the right time before the chronic illnesses develop to unmanageable levels. Continued surveillance may entail helping the patients to change their personal health lifestyles since certain lifestyles such as smoking, alcoholism and illicit drug use have the likelihood of leading patients to health risk factors such as cancer, heart attack, chronic obtrusive pulmonary diseases, diabetes, osteoporosis, as well as sexually transmitted diseases ( Australian Health Minister’s Conference: National chronic disease strategy , 2013). Chronic diseases continue to be the leading causes of mortality in many communities; therefore, they require greater global support services. Curbing chronic ailments require a broad spectrum of services that have to be available in a range of settings such as hospitals, care homes, community and through public and non-governmental sectors. Continued surveillance and identification of the determinants of disease may require evidence for chronic disease intervention policy, as well as a variety of responses capable of mitigating the growing trend of chronic diseases. Accordingly, many major chronic ailments are preventable under certain specified conditions, while delay to their onset can reduce their impacts. While it remains a fact that some chronic diseases are not treatable on the context of current knowledge, proper surveillance may be useful in delaying their progression and mitigating various associated complications. References Australian Health Minister’s Conference: National chronic disease strategy . (2013). Web. Centre for Disease Control and Prevention: CDC’s vision for public health surveillance in the 21st century . (2012). Web. Health Promotion and Disease Prevention . Web.

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Write the original essay for the following summary: This paper reviews Cinnabon International Incorporation in an effort to understand the dynamics that the firm encounters in its operations and how it has survived the industry changes.Cinnabon International Incorporation is an American firm that was established in 1985 in the US restaurant industry. The firm is a subsidiary of Focus Brands Incorporation. Cinnabon specializes in baked food products and it has established a number of retail outlets across the US. Despite its specialization in baked goods, the firm

This paper reviews Cinnabon International Incorporation in an effort to understand the dynamics that the firm encounters in its operations and how it has survived the industry changes. Cinnabon International Incorporation is an American firm that was established in 1985 in the US restaurant industry. The firm is a subsidiary of Focus Brands Incorporation. Cinnabon specializes in baked food products and it has established a number of retail outlets across the US. Despite its specialization in baked goods, the firm

Cinnabon International Incorporation Research Paper Abstract This paper reviews Cinnabon International Incorporation in an effort to understand the dynamics that the firm encounters in its operations and how it has survived the industry changes. First, the paper assesses the market dynamics with reference the operational structures. The analysis shows that Cinnabon operates in a monopolistically competitive market, which underscores the need to understand the prevailing market conditions. One of the elements evaluated relates to price and income elasticity. The competitive nature of the market and its potential growth are assessed by identifying the company’s core competitors and the demand trend. Moreover, the firm’s performance and potential with reference to its profitability growth and strategy are analyzed. Introduction Cinnabon International Incorporation is an American firm that was established in 1985 in the US restaurant industry. The firm is a subsidiary of Focus Brands Incorporation. Cinnabon specializes in baked food products and it has established a number of retail outlets across the US. Despite its specialization in baked goods, the firm has diversified its product portfolio to include coffee, milkshakes, churros, and cinnabon rolls. The firm has strategically located its outlets in train stations, shopping malls, airports, and travel plazas ( Fast Food , 2015a). History Since its inception, Cinnabon has focused on offering high quality products, hence appealing to the customers’ tastes and preferences. The high quality of its products enabled the firm to attract a substantial number of customers, which stimulated growth during the 1990s. The firm has adopted the franchising strategy, which has enabled it to establish 1,072 franchise units. Due to its effective business strategy, Cinnabon has managed to position itself as one of the most famous brands in the world. The firm’s growth is enhanced by the adoption of an aggressive expansion strategy. For example, the firm partnered with Pilot Flying J, which has remarkably stimulated growth by establishing outlets in travel centers and plazas ( Fast Food , 2015a). The firm estimates that it will offer fresh-baked Cinnabon products in over 150 Pilot Flying J locations. Rationale for selecting Cinnabon Despite its current positive performance, the firm has established its operations in only 40 countries. In the few countries of operations, Cinnabon has established a strong market presence through its aggressive market expansion strategy. This aspect indicates that the firm has the chance to exploit the growth opportunities available in the global fast food industry. However, the firm must integrate feasible strategic management practices, which is only possible if the top management develops sufficient understanding on the prevailing business environment. Type of market Cinnabon operates in a monopolistically competitive market. Ghosh and Choudhury (2008) define a monopolistically competitive market as “a market model that is dominated by a large number of players offering similar, but differentiated products to a large number of buyers” (p. 108). Furthermore, minimal entry and exit barriers characterize such an industry. Subsequently, the threat of entry is relatively high, thus making the industry highly competitive. Currently, numerous local and international companies dominate the global restaurant industry and they have diversified their product portfolio, hence maximizing profitability. Price elasticity of demand Price comprises one of the fundamental determinants of demand for a particular product. Thus, it is imperative for the firm’s management team to formulate effective pricing strategy. However, effective price formulation is only possible if the firm’s management team develops a comprehensive understanding of price elasticity of demand. Ghosh and Choudhury (2008) define elasticity of demand as “the sensitivity of quantity demanded of a commodity to a given change in its price” (p. 118). The degree of price elasticity of demand varies across industries. The degrees of elasticity include perfectly inelastic demand, perfectly elastic demand, and unitary elastic demands. Ghosh and Choudhury (2008) define unitary elastic demand as a situation whereby a shift in a commodity’s price results in a proportionate change in the amount demanded. On the other side, perfectly elastic demand involves a situation whereby a change in price leads to a decline in the quantity demanded to zero. Conversely, a perfectly elastic demand entails a situation whereby the amount of goods demanded is not affected by changes in a commodity’s price. Cinnabon International operates in a market characterized by a unit elastic demand. Consumers are price sensitive, and thus a small price increment will scare customers. Thus, a 10% increment in price culminates in a significant decline in the volume demanded, for example, between 6% and 11%. Therefore, increasing the price point coupled with the resulting decline in the volume demanded means that the sales revenue is affected marginally due to the offsetting effect. McEachern (2012) illustrates this aspect by asserting that if “the price declines from US$ 10 to US$6, the volume demanded increases from 60 units to 100 units” (p. 104). This aspect shows that the firm deals with products characterized by perfectly inelastic demand. Income elasticity of demand [Yed] Forgang and Einolf (2007) define income elasticity of demand [hereby denoted as Yed] as an index used in measuring the consumers’ sensitivity to changes in the level of their income. Forgang and Einolf (2007) affirm that the price of products and household income determine the rate of consumption. Cinnabon Incorporation specializes in offering diverse baked food products and beverages [normal goods]. Therefore, the firm’s product portfolio is comprised of normal goods. Ghosh and Choudhury (2008) assert that a positive Yed characterizes normal goods. Thus, an increase in the consumers’ income level leads to a significant increment in the quantity demanded. Subsequently, the demand curve shifts outwards. Normal goods are categorized into two main categories, which include normal necessities and luxuries. The Yed for normal necessities range between 0 and +1, thus a 10% rise in income level leads to a 4% increase in demand, for normal necessities like soft drinks. Thus, the Yed in such a situation is estimated to be +0.4, which means that the change in demand is less than the proportionate change in income level. Conversely, a high positive Yed characterizes luxuries. Riley (2010) asserts that luxuries “have an income elasticity demand of >+1” (p. 40). Therefore, the demand for luxury products rises at a higher rate as compared to a rise in the level of income. For example, if the consumers’ income increases by 7%, the demand for luxury products such as restaurant products can increase by 14%, which indicates that the Yed is +2.0. This aspect shows that Cinnabon operates in a market characterized by a high degree of sensitivity to income changes. Riley (2010) emphasizes that firms that deal with luxury products characterized by a high Yed experience a high sales volatility during the various business cycles [boom, recession, and recovery]. Closest competitors The global restaurant industry and specifically the fast food market segment is characterized by a high potential for growth, thus new investors are entering the industry in an effort to exploit the available economic profit. The fast food and restaurant segments are one of the most saturated areas in the US ( Fast Food, 2015a). Despite the firm’s success in establishing a strong brand, Cinnabon experiences intense competition from three main firms, which include Kahala Corporation, International Diary Queens Incorporation, and Mrs. Fields’ Original Cookies Incorporation. The three competitors have established substantial international market presence due to effective management. Additionally, the firms have developed an extensive product portfolio since their inception. For example, International Dairy Queens Incorporation was established in 1938 and it has opened over 5,900 quick-service restaurants under the leadership of Warren Buffet’s Berkshire Hathaway. Some of the firm’s products include beverages such as fresh juices, ice cream treats, burgers, cones, snacks, and sundaes ( Hoovers , 2015). Similarly, Kahala Corporation operates as a multi-concept franchisor and it has gained substantial dominance in the global market. The firm operates in over 3,750 locations. Hoovers (2015) posits, “Its flagship brands include 1,500 unit ice cream purveyor Cold Stone Creamery and Blimpie sub sandwiches” (par. 1). The firm has established outlets in different locations such as airports and mall food courts amongst other high-traffic areas. On the other hand, Mrs. Fields’ Original Cookies Incorporation operates as a snack-food franchisor and it has established outlets in high-traffic areas in the US. Moreover, the firm has an extensive product portfolio that is characterized by baked goods, cookies, and brownies (Hoovers, 2015). Closet substitutes or complements Cinnabon International operates in an industry characterized by a high degree of concentration due to the large number of firms. The industry’s sales revenue increased from US$ 6 billion to US$ 160 billion between 1970 and 2014, which represents an 8.4% annualized growth rate ( Franchise Help Holdings , 2015). The respective industry players have diversified their product portfolio in an effort to meet the customers’ tastes and preferences. Thus, Cinnabon International faces significant challenges due to the large number of substitutes. Customers can easily access substitute products from dine-in restaurants and convenient stores. Furthermore, the increment in the degree of health consciousness amongst customers has increased the customers’ preference for other substitute food products that are considered as highly attractive and healthier. In an effort to deal with the intense competition, firms operating in the industry are investing in extensive marketing campaign aimed at creating market awareness of the healthier options of their products. Change in demand for Cinnabon’s products The global restaurant industry is expected to undergo significant growth in the future. One of the market segments that will experience growth includes the fast food market segment. Considering the fact that Cinnabon Incorporation specializes in offering diverse fast food products [baked products] and beverages, the firm will benefit from the growth in demand. Despite the health conscious nature of consumers, the industry is expected to sustain its growth due to the high demand for quick service amongst the youth. The restaurant industry has been characterized by considerable growth over the past four decades as illustrated by table 1 and graph 1 in appendix 1. Graph 1 shows that the restaurant industry is likely to sustain its remarkable growth into the future. The fast food market segment is projected to generate over $210 billion by 2018. Over 77% of this growth is likely to be generated by fast food companies that have adopted the drive-thru and on-premises format ( Statista, 2015). However, in order to address the change in consumer tastes and preferences, the industry players must be innovative. This approach will ensure that the firm’s products align with the change in consumer tastes and preferences. The industry’s growth will further be stimulated by the economic improvement, which is currently being experienced. Consequently, a considerably large number of households will experience an increment in purchasing power due to the growth in employment opportunities. Training of the company’s labor force The quality of human capital is one of the most essential elements in organizations’ quest to attain and sustain long-term competitive advantage. According to the United States Department of Labor (2015), the baker’s market segment is projected to experience a 6% growth between 2012 and 2022. However, the survival of the industry will depend on the availability of highly skilled labor force. In order to align with the changing industry trends such as the customers’ tastes and preferences, it is imperative for firms operating in the industry such as Cinnabon International to invest in an extensive employee training. The training program should be multidimensional. Thus, it should address both the employees’ personal development goals, the customers’ expectations, and the organization’s performance goals. By investing in employee training, Cinnabon will improve its workforce’s skills and expertise, which will translate into improved effectiveness and efficiency in executing the assigned roles and responsibility. This move will culminate in improvement in the firm’s productivity, hence minimizing the cost of production. Profitability and sustainability of Cinnabon’s business An analysis of the demand trend shows that the industry will experience a remarkable increment in demand for fast foods and other restaurant products. Additionally, change in the consumers’ lifestyle coupled with improvement in the US economic performance over the past few years are strong indicators of the industry’s potential. Therefore, adoption of best practices means that Cinnabon International can sustain growth with reference to its profitability, hence a high probability of attaining financial sustainability. Strategies to grow Cinnabon’s profit Cinnabon’s capacity to achieve profit growth will depend on its effectiveness in entrenching best strategic management practices. The firm should incorporate the concept of product innovation. In its product innovation, Cinnabon should focus on two main dimensions, which include new product development and continuous product improvement. The two dimensions will enable the firm to align with macro-economic dynamics such as change in consumer tastes and preferences. For example, Cinnabon International will be in a position to address the health-conscious nature of its customers. Thus, the firm will cope with the prevailing competitive pressures. Company strategy, prices, target customers, production, cost, and advertisement Cinnabon has mainly targeted its customers based on their demographic characteristics. The firm’s customer base is mainly comprised of the youth, young professionals, and other individuals who have a busy lifestyle. In addition to the above strategies, Cinnabon can maximize its profitability by adopting effective operational strategy. One of the strategies that the firm’s management team should consider entails improving the quality of its product. Cinnabon’s success over past decades has largely originated from the high quality of its products. Additionally, the firm has diversified its products into baked products and beverages, hence attracting diverse customer groups. Cinnabon recognizes that consumers are price sensitive in their consumption process. Subsequently, the firm has adopted the penetration pricing strategy by setting the price of its products at a low point. Additionally, the firm has taken into account the customers’ psychological dimension in its price formulation process. The firm has implemented this strategy by setting the price point using odd-number endings in an effort to influence the consumers’ emotions. In an effort to minimize the cost of operation, the firm undertakes all its production activities in-house. Additionally, the firm minimizes the cost of production by establishing strong economies of scale. For example, Cinnabon has established a large number of bakeries distributed in different countries. This approach has contributed significantly to cost reduction ( Fast Food, 2015b). However, the firm incurs significant costs in its production cost such as salaries and wages, insurance, supply and logistics and maintenance. Cinnabon has targeted customers with a busy-lifestyle and the working class who do not carry home-cooked food to their workplace. However, the firm ensures that consumers of different demographic characteristics can consume its products. In a bid to generate sales revenue, Cinnabon has invested in an extensive Integrated Marketing Communication strategy. The firm creates market awareness using diverse techniques such as advertising and public relations. The firm’s advertising strategy is undertaken through diverse mediums such as print and broadcast media. The firm’s public relations campaign is undertaken through the DAISY Foundation ( Cinnabon , 2015). Moreover, the firm has adopted different social networking mediums. New markets In its pursuit for sustainable business excellence, Cinnabon is focused on strengthening its global market presence through internationalization. The firm mainly targets the emerging markets. Some of the countries in which the firm is focused on developing a strong market presence include Russia, India, Romania, Austria, Cyprus, Greece, and England. One of the approaches that the firm has adopted entails developing new products that are adapted to the demands in the new markets. Strategies for gaining market share The firm’s success has been enhanced by the adoption of the franchising strategy. This strategy has enabled the company to sustain and improve the quality of its products due to the product standardization requirement associated with the strategy. Through this approach, Cinnabon has managed to attain and sustain a strong market share. The amount of customer purchases and the most successful products Cinnamon treats some consumer information as confidential. One category of such information relates to a customer’s total purchases. However, Cinnabon generates a substantial amount of revenue from its Classic Rolls. Other signature products in the firm’s menu include Cinnabon Classic Rolls, Cinnabon Stix, Churro, Cinnabon bites, chocolate milk, soft drinks, and coffee. The comprehensive product portfolio has enabled the firm to maximize its sales revenue, hence the high level of profitability. Source of revenue Cinnabon International mainly generates revenue from selling diverse fast food products. The firm has developed an extensive product portfolio in an effort to meet the diverse customers’ tastes and preferences. The firm has achieved these goals by integrating the concepts of product standardization and adaptation in the local and foreign markets. Other relevant factors Cinnabon’s management team should be conscious of the prevailing industry dynamics such as change in its target customers’ consumption behavior. This approach will enhance the firm’s capacity to adjust its operational and strategic management practices. Moreover, it is imperative for the firm’s management team to review periodically the effectiveness of its franchising format in its quest to enhance its growth. The review will enable the firm to determine the necessary changes in its franchising strategy. For example, the firm might integrate the concept of product standardization in some of its international markets. This approach will enhance its rate of market penetration. Appendix Appendix 1: Trend in Restaurant Industry Sales Year Amount in billion US $ 1970 42.8 1980 119.6 1990 239.3 2000 379 2010 586.7 2015 709.2 (projected) Table 1 Source: (Maze, 2015) Graph 1 Source: (Maze, 2015) References Cinnamon: About us . (2015). Web. Fast Food: Cinnabon’s products continue to capture the taste of the nation . (2015a). Web. Fast Food: Cinnabon prices . (2015b). Web. Forgang, W., & Einolf, K. (2007). Management economics. London, UK: M.E Sharpe. Franchise Help Holding: Fast food industry analysis 2015; cost and trends . (2015). Web. Ghosh, P., & Choudhury, P. (2008). Managerial economics . New Delhi, India: Tata McGraw-Hill. Hoovers: Cinnabon Incorporation . (2015). Web. Maze, J. (2015). NRA; 2015 restaurant sales to grow 3.8%. Web. McEachern, W. (2012). Economics; a contemporary introduction . Mason, OH: South- Western Cengage. Riley, G. (2010). AQA AS economics module 1&2 digital textbook . New York, NY: Tutor2u Limited. Statista: Statistics and facts about the food industry . (2015). Web. United States Department of Labor: Occupational outlook handbook ; bakers . (2015). Web.

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Provide the inputted essay that when summarized resulted in the following summary : City branding is important because it can increase the aesthetic value of a city. It also deters investors from associating with a city if it lacks important features such as sustainability and accessibility.

City branding is important because it can increase the aesthetic value of a city. It also deters investors from associating with a city if it lacks important features such as sustainability and accessibility.

City Branding of Dubai Dissertation Introduction Different scholars seek to determine why governments and private investors engage in a complete overhaul of a city. Breitenoder (2009, p. 104) argues that like a product, a city requires branding, rebranding, and marketing. It requires a strategic plan, and an effective communications plan to achieve the city objectives. Prior to the development of a branding strategy, it is important to come up with a consumer oriented research proposal. A research-oriented proposal understands that the recipient of the product is very important throughout the phases of product development. Different theories of making including sales, production, marketing company, and other models apply differently. According to Kanna (2011, p. 75), the marketing analyst, branding is an all-encompassing aspect of product launch, which influences long-term consumer perception in relation to the product or service. He further reinforces that the most important elements for a marketer include consumers and the capital requisite for launching a successful Ad campaign. The intention of any marketer is to transform the unique selling proposition into tangible consumer benefits. In order to achieve this, it is significant to understand and change consumer attitudes and behaviour through excellent branding techniques. People brand products to increase their aesthetic value to the customers. During city branding, important features to incorporate are elements of city planning that deter investors from associating with the metropolis. City branding Attwood (2014), a marketing professional and a columnist with Arabian business suggests that sometimes countries have to take major risks in order to create a city brand that will have long-term impacts on the population. Before branding a city, the government, the investors, and the citizens play different roles. As suggested by the name, branding refers to an appraisal and upgrading process of an existing product. Attwood (2014) establishes that upgrading a product, service, or city increases consumer appeal on the commodity. There are different reasons that make branding important for different commodities. Giesen (2014) complements the study by mentioning that one of the most hectic tasks is the successful branding of a city. Unlike a product, the face value of a city lies in the eyes of the investors and the citizens. The government only responds to the calls of improvement because it can provide oversight of procurement and expenditure for the exchequer. (Attwood 2014) mentions that Saudi took an equally bold step in investing in its King Abdullah Economic City in order to increase access to the U.A.E and the rest of Europe. Business interests influence the decisions made towards upgrading cities. Besides commercial interests, there is an ardent need for countries to ensure that their cities are sustainable, tourist-friendly, and accessible to different regions across the world. Targeting and segmentation of consumers during city branding One of the most difficult branding ventures to achieve is the inability to describe a product. How then is it possible to dispense the right approach to city launch and marketing if the brand does not affiliate to a particular product? Dubai’s H1 2013 visitor stats top the charts (2014) strives to answer the question using the most intellectual approach to marketing. According to the author, the product is the cutting edge that determines the initial attitude of the target consumer. The brand’s packaging and positioning make it possible for a consumer to make a first purchase and to make a repeat purchase. Brands build loyalty or consumer defection depending on the effect they have on the target consumer. Dubai’s H1 2013 visitor stats top the charts (2014) takes a particular interest in Dubai as the product requisite of branding. The scholar explores its infrastructure, tourism, economic system, law, technology, and education and the list is endless. In at least each element identified in the research, the author found out an element that required improvement or emulation. Dubaization: Brand-Dubai (2011) singles out Dubai from other U.A.E countries. The article complements the country’s transport infrastructure and the real estate business. However, Dubai’s H1 2013 visitor stats top the charts (2014) shows concerns for the increasing costs of the skyscrapers and the near real estate bubble that might influence the way people see and acquire the product. The same author identifies that the education system requires an overhaul in order for the children to understand English before they are 15 years old. This way, they can get temporary employment before joining college. They can contribute towards economic development while promoting economic growth. Dubai Branding Process (2014) shows optimism for Dubai’s economy since in the past 2 decades, the U.A.E countries display solidarity and tremendous economic growth. Oil and gas should not be the only element that the countries entirely depend on in order to progress economically. Consumer behaviour When carrying out research, each marketer aims at developing a positive hypothesis in which the results will match the questions raised. Parkerson and Saunders (2005, p. 242) provide different types of consumer behaviour and the factors that influence such actions. Customers choose to remain loyal to a product, they defect, or they make a repeat action. The behaviour depends on their expectations and the achievement of the same through the unique selling proposition. In the U.A.E, it is difficult to notice a country unless it explores diverse markets in a unique way. The customers in this case are foreign countries especially in East Asia, and Europe. The close business ties developed between the continents during the fight for the Persian Gulf remain relevant to date. Each country in the U.A.E seeks to establish a long-term business network in order to invest in other countries, contribute effectively to economic growth, and to provide jobs to the citizens. To determine consumer behaviour, product developers focus on four marketing elements including place, product, promotion, price, and people. Consumers are the people that the product targets, and proximity or farness of a place determines whether a consumer will make a repeat sale or not. Attwood (2014) mentions that Dubai has a port along the Red Sea’s shore, which links it to other western countries and the U.A.E. In 2005, it showed prospects of rechanneling the seaport to link Saudi Arabia through the short King Abdullah Economic City port. The new seaport offers better business prospects as opposed to other seaports within the region. The intention is to reduce time spent in shipping, and to woo customers who give much value to place and price. Naturally, when the distance travelled with commodities is limited, the cost of production and distribution reduce, and this influences the price of the product. An assessment of the consumer behaviour has a direct link to the way foreign countries respond to the branding of a city. Dubai’s H1 2013 visitor stats top the charts (2014) argues that once a city decides to improve its transport network, the foreign governments that relate to it perceive good economic relations. On the other hand, countries, which focus on improving the tourism sector, aim at wooing foreign direct investment through entertainment. In essence, city branding is largely more productive as opposed to consumables. As such, customers visit cities that offer tangible product benefits evidenced by political, social, technological, and social development. The U.A.E countries including Qatar and Saudi Arabia enjoy good relations with Dubai because Dubai delivers the consumer expectations through a stable political environment of investment and good economic policies. As a brand, the city has it foreign policies that influence relationships within and outside the U.A.E. Dubai’s significance in the UAE framework The U.A.E countries came together in the 1980s after acquiring the Persian Gulf from colonialist powers. Known as the Trucial States, the U.A.E countries had to fight for the rich oil and gas belt along the Red Sea shore. By 1853, Dubai had to sign the Perpetual Maritime Truce , which earned the Great Britain the responsibility of securing the Trucial States. The Great Britain was difficult to trust with such magnitudes of political responsibility. Hourani (2002, p. 20), notes that an anthropologist keenly studies Bur Dubai as an oil rich resident of most Arabs stricken by smallpox. He also shares the stories of Deira, a place of refuge in which the Dubai citizens sought in order calm from the pandemic. The same place caught fire leading to the death of many Dubai citizens, but it was business as usual. It was in 1841 that Dubai realised its potential among the Trucial States. The country made it possible to embark on commercial activities irrespective of the two major bouts that affected its economy. The U.A.E requires countries that show an obvious interest for economic development and resilience even in the most difficult socioeconomic difficulties. According to Breitenoder (2009, p. 103), Dubai still upholds the pace of economic growth by always incorporating new elements that can increase access to the country from the West. Currently, the country invests in internet technology to support its commercial ventures. Technology is fast and ubiquitous, and unlike physical transport, people can carry out business transactions over long distances in a limited period. Unlike the conservative Middle East economies, Dubai strives to incorporate capitalist principles of marketing and business management in order to increase access to new business frontiers across the world. Buhalis and Darcy (2011, p. 38) show concerns for religious and civic culture, which are likely to influence brand positioning of Dubai to the rest of the world. Excellent branding of its tourism and the real estate sectors are very important in erasing the ideology from the minds of the target consumers. It also make Dubai different from other U.A.E countries including Bahrain since it is the sole state that attracts foreigners from the west to the U.A.E. Breitenoder (2009, p. 103) analyses the significance of oil and gas to the U.A.E. But he mentions that non-English speaking countries have difficulties in relating with foreigners. Dubai supports English as a second language for its expatriates, which remains very significant for the development of the U.A.E at large. The history of Dubai and its need for branding Each city is a brand like any other product. Its face value reduces through history and it is very important to focus on strategies that would make the product appealing to the target audiences. Cozmiuc (2011) argues that the history of product development determines the response it will have in the market and its significance to the target consumers. When the Trucial States existed, there were different caliphates that strived for recognition. Islamic periods characterised by the introduction and the fall of the Umayyad Empire gave a completely new view of the religion and the principles it supported. Cozmiuc (2011) mentions that countries associated with the Islamic period had to fight for recognition, and it explains the increase in Muslim extremist cases. Breitenoder (2009, p. 113) traces Dubai’s inception to 1905, and the first activity associated with the country is fishing, which generates income. Cozmiuc (2011) establishes that the first function of a product becomes its signature strength and it becomes very difficult to dissociate the product from its functionality. Historical artefacts determine that the people of Dubai majorly depended on trading activities for survival. After forming the United Arab Emirates in 1971, Dubai made the best decision for joining the act of union with other member states including Abu Dhabi and Fujairah among others. The transition is also part of a branding strategy that sought to make Dubai independent from the British rule (Smith and Abu 2013). In marketing, a product that operates independently wins consumer goodwill because various authorities can take responsibility for any losses or gain. A series of activities make Dubai one of the best tourist destinations in the 21 st century. The country channelled most income from the oil and gas business into tourism and economy building. Commerce is the backbone of Dubai, and many people would actually go to the country on a shopping spree or holiday. Cozmiuc (2011) agrees with Peng (2014, p. 10) that product history defines its future, but during product development, the strategic plan should also address risks. Dubai has many skyscrapers including the worlds’ tallest the Burj Khalifa. However, building the economy and the stable monarchy was not easy. The country faced criticism for boundary disputes during its establishment. The U.A.E countries each want to develop and disputes are likely to occur in relation to border encroachment. For instance, the disputed Jebel Ali port created conflicts between the U.A.E states and Dubai over encroachment of import and export activities of Dubai into other nations. Consequently, the Gulf War and Invasion into Iraq form some historical transitions that made Dubai the rich country it is today. Dubai uses communication and religious policies to solve its conflicts. Effective and efficient communication remains very significant during product development, packaging, and branding. Peng (2014, p. 12) talks about communication, but Morgan, Lugosi, and Ritchie (2010, p. 63) reinforces on the significance of developing a comprehensive communication plan when branding. Dubai is still in the process of transformation even when it seems perfect to the rest of the world. The way the country interacts with people through the various foreign policies and commercial ventures determine the reception it receives from the rest of the society. Arguably, Dubai cannot survive without effective communication. People depend on in-house communication to know the new productions they should expect in the market. Irrespective of the insignificance of a stakeholder, communication is critical for project progress. Morgan et al. (2010, p. 60) mention that the project coordinators often accomplish effective communication through relevant procedures and tools. The author accredits computer-mediated communication since it serves the purpose of effectiveness in the current day and age. He also compliments face-to-face communication, which seems to lose relevance in the 21 st century. According to morgan et al. (2010, p. 63), a comprehensive communication plan covers many areas including a Communication Plan Matrix, a Stakeholder Analysis, a conflict resolution plan, and communicational methods. The tools and methods of communication have to align to the project and company objectives, vision, and mission. The stakeholders have different capabilities, expectations, and interests in the project. To fulfil the unique interest, it is important to face each phase of the project with the right communication tool. Initially, Dubai had an overwhelming interest in improving its real estate sector. Today, much focus is on tourism, which complements the oil and gas industry. Critics do not fail to recognise the deterrents to progress including labour disputes as recorded by various expatriates who seek job opportunities from third world states to the U.A.E (Dinnie 2011). In essence, a comprehensive communication plan serves different functions for products because it markets, creates, and brand positions the product in the target market. Dubai has a worldwide reach meaning that the effective communication should be capable of branding its tourism sector beyond the East Asian region, the Persian Gulf, and the Middle East to the rest of the world. Case studies Different countries across the U.A.E and other continents undergo different phases of improvement in order to generate a unique appeal to the target populations. Saudi Arabia and Indi are in the process of improving their transport infrastructure while developing contemporary economic cities to accommodate the growing citizen populations. Besides reducing the physical space of occupation, the projects aim at brand positioning the countries of the rest of the world. Dubai has many things to learn from different countries including Singapore, Saudi, and China. Branding Saudi Arabia Saudi Arabia is in the process of branding both the economy and the geographic surrounding through a megaproject. Each U.A.E city rivals the other in order to have access to the greatest number of foreigners transiting through the Red Sea ports. While Dubai responded to the call for the 2020 exposition of countries across the world in November 2013, Saudi began a rebranding project in 2005. King Abdullah Economic City (KAEC) is a contemporary project that might end in 2020 and it will cost between USD $86 billion and USD 100 billion. KAEC will open up Saudi to Jeddah, Mecca, and the UK. To the North, KAEC borders Jeddah and it takes about 1 hour to move from one end to the other. According to (Bouee 2011, p. 49), the project will occupy about 173 km 2 . Currently, the team is in the process of finishing the first stage of the project that King Abdulaziz flagged off 9 years ago. The King Abdullah Port (KAP) has links from other U.A.E countries including Dubai, Bahrain, and Kuwait among others. Political, civic, and economic factors influence each stage of product development, but the Saudi government displays optimism in the successful completion of the KAEC by the end of 2020. Matters of religion and culture are under discourse because the project aims at creating a communal meeting place for the people of the U.A.E and the rest of the world. In the residential, retail businesses, and industrial ventures, the Saudi community seeks to influence the attitudes of investors towards the country. In each strategic management plan, consumer oriented products always succeed because the marketers seek the opinions of the consumers prior to product launch (Smith and Abu 2013). Dubai is in the course of linking Jebel Port to KAP because Dubai only has economic interests in the country. Dubai has to learn marketing tactics from the Saudi government, which employs expatriates for purposes of enhancing foreign relations. The country should consider developing economy cities for the growing youthful population. JKAP is like any other project in Dubai’s expo 2020 and Dubai has an opportunity to explore such markets and understand the principles they use to attract huge number of tourists even when they do not have excellent technological or transport infrastructure. Waltz Disney in Singapore and China The austere commercial environment of Singapore seeks to open up to new ventures in the future. Currently, plans are underway for the country to embrace one of the largest production houses in the world. First, the country deals with challenges of reinforcing the English culture while ensuring that people do not lose their religious and social values. Dubai also has similar concerns even though the country is less likely to accommodate foreign investments. All it tries to do is to place itself as the best destination for the rest of the world through imports, exports, and virtual businesses instead of hosting foreign businesses. Ahead of Singapore, Kula Lumpur, and Bangkok, China decided to embrace the Disney Walt culture in the late 1990s. In 2002, the same company sought to venture into the Singaporean government, which was a very difficult step. However, after establishing a niche market in China, Disney would not have a hard time succeeding in China. China remains a very conservative market completely dependent on the doctrines of Eastern religions. The Orthodox Church had a difficult time operating in China for a similar reason. China decided to create an environment in which both locals and foreigners could share the popular culture. Breitenoder (2009, p. 83) argues that Waltz Disney introduced the Hollywood culture to the people of China and Singapore while the communities shared their Eastern religions. Singapore was a good target market because Singaporeans speak English as a second language. In addition, the country participates in renowned socio-cultural expositions to market the country, its people, and commodities. The movie and song production industry is an excellent form of medium of marketing because the industry has a global outreach. The marketing technique assumes a relationship-based model in which Singapore takes its culture to the rest of the world through multimedia (LEWIS 2003, p. 24). Dubai can take a similar opportunity by embracing movie production and the animation culture supported by technological advancements in the U.A.E. Dubai has an established economic and political structure, and it only needs an excellent marketing avenue to place its Burj AL-Arab brand to the right market. Through a good communication plan and an excellent marketing plan, Dubai can achieve its brand prospects without duress. Creating value in Dubai Marketing tools are vital for brand positing products across the world. Alavi, Kayworth, and Leidner (2006, p. 192) argue that marketers have the responsibility of conducting a situational analysis in order to determine the strengths, weaknesses, opportunities, and threats of product launch. Its strength in the construction industry faced a bout during the 2008 and 2011 global crises that affected other areas of the country’s economies. Dubai had to embrace the opportunity to showcase it tourist destinations to the world in attempt to find an activity that would complement its oil and gas industry. In summary, Dubai is a rich country, but it also needs to brand position itself in the competitive global markets in order to get returns for its investments. Tepeci (2009, p. 131) analyses the tourism sector in Dubai. According to the scholar, the country invests in excellent transport infrastructure, recreational sector, and wildlife including the hospitality industry. On the other hand, it does not approach the target markets by launching some of the best hotels it has in other countries. Instead, it has the best constructions and airport services, but the country waits for consumers. Alavi et al. (2006, p. 196) take a professional approach to the issue. He establishes that Dubai creates brand that aims at attracting people. The brand seeks recognition by staying within the confines of the country. Countries like Singapore and Malaysia constantly carry out tourism expos in order to expose their curios, tourist destination sites, and hotels. Dubai is in the process of packaging a brand while waiting for its 2020 expo, which will determine how strong the Dubai brand remains within and outside the U.A.E. Dubai’s Burj AL-Arab brand Brand designers always support the development of a unique brand in order to ensure survival in a rivalled market. Dynamism and diversity are inevitable when dealing in a competitive environment. Burj AL-Arab uniquely identifies Dubai in the U.A.E because normally a five star hotel attracts people to other countries. Dubai’s Burj AL-Arab is a 7 star hotel whose strategic plan is to extend boundaries beyond the U.E. A. Morrison (2013, p. 29) acknowledges that tourism in the 21 st century largely depends on the highest level of luxury a facility can offer at the most affordable price in the market. Consumer needs keep changing, and it is important to respond to such concerns. In the recent past, one of the favourite socialite family members visited Dubai on vacation, and this created a very different view of the country. From the U.S. Miami to Dubai for shopping and tourism was sufficient reason for the renowned Kim Kardashian. Morrison (2013, p. 31) mentions that uniqueness and consistency in delivery are the secrets of dealing with suppliers, rivals, and customers. In essence, it is important to reduce the costs of procurement and increase the amount the customers spend when purchasing a product. Dubai’s Burj AL-Arab mostly targets the affluent tourists who visit Dubai. Morrison (2013, p. 34) also theorises the situation in Dubai through the Maslow’s hierarchy of needs. Audience identification and segmentation in Dubai mostly focuses on the consumers that have prospects of achieving self-actualisation. Dubai perceives a transformation of its tourism sector into a major income generator, and game-changer of the 21 st century. Almost everyone wants to have access to the Burj Khalifa and Burj AL-Arab, but the facilities have expensive hotel suites and accommodation costs. Peh and Low (2013, p. 62) discuss the development of a functional strategic plan to address the different problems faced by tourism sectors across the world. The author mentions that a marketer should be capable of distinguishing between the needs and wants of the consumers. Consumer oriented hospitality sectors across the world are capable of providing unique and diverse services to customers. Factors that drive the changes in service delivery include quality, price, place, people, product, and sales promotion. When the sales promotion consumers a lot of resource, then the additional costs have to complement the product packaged for consumption. According to Peh and Low (2013, 67), the country has different products and services to offer in its tourism package. The seven star group of hotels invested in parts of the U.A.E mostly target the affluent families within and outside the Middle East. The hotels target consumers who prefer 5 to 7 start hotels in the region, but most clients come from foreign countries. Dubai has a long way to go in terms of brand positioning especially on matters of diversification and improvement of the hospitality industry. Dubai City Branding Dubai remains the most renowned city of the U.A.E. Its capital Abu Dhabi is home to many facilities including the Etihad Airways, Boeing, Burj Khalifa, and Strata Manufacturing among other conglomerates and sceneries. Dubai chose to brand itself using Burj AL-Arab because it needs to extend its business ventures beyond the U.A.E. Strata’s aerospace hub (2014) affirms that Dubai enjoys a stardom status within the U.A.E., and it needs to explore foreign ventures in order to gauge its performance at the global level. Burj AL-Arab is a good brand, but it is very expensive because most Dubai manufactured products are naturally costly. As a product, Dubai has all the qualities of marketing such as people, place, and promotion, but it lacks the element of price. In sales and marketing, it is important to create a marketing mix in order to achieve the best results during branding. Strata’s aerospace hub (2014) recognises Burj AL-Arab as the only product that brand positions Dubai in the rivalled tourism environment. The product is unique and of high quality, and it would probably attract the quality driven consumers. However, price sensitive customers would opt for Kuwait and Bahrain that offer relatively affordable tourist destination sites and facilities. Bhaskaran and Sukumaran (2007, p. 55) envision Dubai, which offers exquisite and affordable tourism services. Besides offshore and hotel services, Dubai seeks to explore wildlife as an income generating tourism venture. The intention is to influence consumer perception towards product delivery through its 2020 expo. This notwithstanding the possibility of changing country logo to suit consumer needs. Dubai has strict anti- pork eating and non-alcoholism policies. It means that visitors have to adhere to such policies irrespective of their socio-economic lifestyles and the freedoms they tourists enjoy in their countries of origin (Martinez 2011, p. 369). Additionally, Dubai’s conservative religious culture discourages some non-Muslims from visiting the country for fear of extremist Muslims who would harass them while on vacation. Stringent religious doctrines known to affect tourism require proper legal and religious attention from relevant authorities. In Dubai, the Sharia law and the Khadhi courts protect the sanctity of each citizen. It means that the foreigners also need protection from strict principles governing the land. Foreigners need protection because they earn Dubai income through tourism. Bhaskaran and Sukumaran (2007, p. 67) further investigate the impact of Dubai’s association on the tourism sector. According to the scholar, the U.A.E has a lot of growth potential. Two years ago (2012) the cities recorded commercial profit of about USD $ 130 million. Normally countries suffer from debts from the IMF and the World Bank including other credit facilities. Dubai is the richest, but the most debt bound among the U.A.E countries and it needs to connect interpersonally with other cities in order to manage its debt effectively. Three years ago in November, entered the 2020 U.A.E trade expo, which seeks to exposition different countries globally for the efforts they make towards sustainable business practices. The activities under scrutiny include transport, education, tourism, technology, and governance among some elements of culture. Dubai’s involvement in the 2020 exposition will be of great significance to the country. According to the Bureau International des Expositions Dubai has a good infrastructure that would make its economy flourish through tourism. Janssens, Wijnen, Pelsmacker, and Kenhove (2008, p. 18) argue that branding occurs after market identification and complete product development. Dubai is a product that is ready for consumer use, but one significant factor stands out. Dubai is an expensive place to promote FDI and to visit on a tourist mission. Dubai has a master’s plan for the 2020 expo, which will place the product to the right market. Inability to link a product to the right market affects the product performance. If Dubai takes advantage of the expo rolled out in 2013, it will be capable of understanding its target market perfectly in order to avoid any losses (Govers and Go 2009, p. 90). Opportunities for growth and brand sustainability Moore (2004, p. 196) investigates the processes that either propel or deter the growth of Dubai as a product requisite of brand positioning. Besides investment in quality housing and transport infrastructure, Dubai offers transit between the Persian Gulf and the UK. Hong Kong and the UK depend on the Jebel seaport in order to access other regions of the U.A.E for business ventures. Moore (2004) mentions that Dubai should take advantage of the opportunity to promote its tourism sector to the rest of Europe. The terminals along the Red Sea across the shores link over 60 million Europeans and East Asian residents every year. With this in mind, Dubai can transform its tourism into a lucrative business venture. Across the world, Dubai is the sixth most populated country by cargo ships meaning that many people visit the Jebel port for commercial purposes. Janssens et al. (2008, p. 19) complement Moore (2004) and she insists that Dubai had the best link between Africa and the West until China took advantage of the opportunity to market its technology and tourism to Africa. Africa has a great growth potential with target markets. Inexhaustible opportunities exist in Africa and only China had the boldness to explore the open economic system. Bazerman and Don (2009, p. 16) take an interest in brand positioning Dubai through software development, the movie industry, and biotechnology. The U.A.E has the potential of investing in movie production in order to expose its skyscrapers and other tourist destinations through the media. Like Singapore, the country can take advantage of ABC Ltd, Walt Disney, or Paramount. Hollywood became a renowned destination for movie production and Disney World enjoys the status it has because of extensive media coverage. According to Sirkeci (2013, p. 27), a marketer understands his or her product perfectly. In order to attract mass attention, the marketer incorporates multimedia. The U.A.E already invests in excellent technology and movie production industry, which Dubai should embrace. People rarely relate with Arabic songs and movies because there are limited efforts made towards translation and increment of awareness to the rest of the world. Ordinarily, no consumer would buy a strange product or service. Tourism destination branding Cross selling is the objective of any marketer who places a product in a competitive environment. Marketing experts incorporate different strategies in brand positioning a product in the target market. According to Isaac, marketers in the tourism and hospitality industry have no other option, but to engage in relationship marketing. Known for its transactional marketing technique, there is little that Dubai can do to achieve its objective because the style of marketing only recognises a short-term encounter between a product and the customer. Branding Dubai as a tourist destination is a collective function of the government, the ministry of tourism, and the residents of Dubai. Sirkeci (2013, p. 28) mentions that each strategic plan has marketing approaches that are in line with the expectations of the target market in relation to the product benefits. According to the author, Dubai should maximize on its tourism potential in order to win the goodwill of people beyond the U.A.E. For instance, Burj al-Arab is a unique product developed by costly resources. It took an equally long period to construct the costly Jebel port, but it does not guarantee expensive service delivery. In marketing, companies assume different approaches that suit the needs of the target population. Peng (2014, p. 9) supports Sirkeci (2013, p. 31) who promotes the development of high-end hotels that remain affordable to the middle-income earners across the U.A.E. region. At the end of the day, Dubai needs to focus on the price and place strategy. In essence, it should take the tourism benefits to the target population instead of waiting for customers to visit the country. It includes provision of the Burj al-Arab brand in different parts of the world while ensuring that the cost of enjoying the services of the hospitality industry correlate with the income levels of the target population. For instance, Burj al-Arab in Bahrain should capture the income levels of the community before setting the prices. The same should happen to the brand in China and South Africa. The authors agree that at different stages of human development, each person seeks to acquire self-actualisation, which is difficult to attain. Price sensitive customers also seek to enjoy the excellence in service delivery from the brand, whose prices should range from one region to another. Destination branding concerns relationship marketing in which the product has to reach the target consumer irrespective of the obstacles involved in the marketing process. Management of tourist destinations and meeting customer expectations Each brand sells within the region of establishment, and its success within the small region gives optimism for the product success in other countries. Burj al-Arab brand is successful in the U.A.E., and Dubai should change from the transactional to relationship marketing strategy in order to capture the greatest audience attention. In a rivalled environment, quality delivery remains inevitable. Timely delivery and observance of consumer aesthetics also form part of the branding process. Clearly, each brand needs a level of recognition in order for it to perform independently in a competitive environment. The author suggests that separation of a brand from the rival products or services is important because it offers an opportunity for the target consumers to relate with the product or service at an interpersonal level. Customers require effective communication through social media, news releases, and foreign direct investment, which Dubai rarely considers important for growth. Dubai’s tourism sector needs to learn from other game changers in the market because confining projects such as Burj al-Arab brand within the U.A.E only poses harm than good to the country. Customers are always right and they deserve the requisite attention from marketers and product manufacturers. Dubai’s ministry of tourism should understand that when people use the UAE ports for transit during business, they expect to stay in the cities for a particular period before going back home. Without affordability or respect to other socio-cultural values of the visitors, it becomes almost impossible to woo tourists and the large investor community. Dubaization: Brand-Dubai (2011) approaches the topic from a different angle. The article has an interest in the way different customers respond to products that meet their expectations. According to Dubaization: Brand-Dubai (2011), there are visitors that are naturally difficult to impress. It means that the Dubai government and ministry of tourism have to work extra hard and finance different even organisers who will take an interest in the activities of foreigners within the U.A.E. Dubai is home to sports personalities, business personnel, and tourists among other people. They need accommodation; gym facilities, entertainment, and cuisine that make them feel the difference of being in a new country. In addition, the visitors do not expect many cultural changes in terms of religious bias or interference with their social lives. Transforming into world’s most sought tourist destination Lee (2009, p. 235) does not dispute Dubai’s ability to change its logo, but she reinforces on the significance of strategy change as opposed to image transformation. First, Dubai cannot operate well if indebted to banks and the public through investment in treasury. An element of the strategy change that can help Dubai overcome its challenges is the incorporation of public relations during branding. Public relations, which is still at its infancy in the country assists many countries in establishing good political and social relations. The marketing element is equally helpful in creating links between individuals and corporate organisations. The service oriented hospitality industry requires Dubai to assess the 4Ps of marketing while employing all the elements of the marketing mix. Kennedy (2004, p. 182) supports the development of a support system for the existing infrastructure in Dubai, which includes an international airport offering transit between the U.A.E. and London. In summary, Dubai needs a behaviour and attitude change in order to transform the tourism sector into a masterpiece for subsequent generations. Attitude change mostly has a lot to do with changing consumer perception about the austere religious environment in Dubai. Consequently, it is important to conduct civic education so that the locals will learn to be friendly to visitors since it would lengthen their stay in Dubai. The authors find a lot of potential for Dubai to deal with the national debt by maximising on the tourism industry. 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