Tsmg5340 Huawei

TSMG 5340 Wenzhao Li HUAWEI: CISCO’S CHINESE CHALLENGER The explosive growth of mobile Internet, fueled by the technological innovations, has affected every aspect of our lives. Mobile devices such as smart phones and PDA and even smart pets are now being interwoven into the fabric of our lives. The ultimate goal of all these devices is to bring all people into a networked society. Behind all these amazing devices, however, are the efforts of the telecom equipment companies, such as Alcatel, Lucent, 3Com and Cisco.Among all of these companies, there is a Chinese company, named Huawei, gradually being attention by the global telecom industry. For Huawei, its ambition is to catch up with Cisco as a world leader other than a domestic giant, which we know that none Chinese company has ever achieved in an industry as important as telecommunication. In my reading of this issue, trying to comprehensively understand Huawei's situation in venturing into international market, four obser vations stand out: strength of Huawei, weakness of Huawei, Huawei's opportunities and threats faced by Huawei. Strength:Firstly, China’s telecom equipment market is the background of Huawei. China’s telecom industry achieved substantial double-digit growth in 1980s, and surpassed US to become the largest telecom market by the end of 2002. The glooming growth in Chinese market is an initial power of Huawei’s growth. Table 2 in the case shows that as early as 2005, Huawei had achieved the market leader with the share of 13. 5%. And since China was the largest market, Huawei had become the largest domestic telecom equipment company. Secondly, the special company culture and foresight shown by the company make Huawei an extraordinary different company.The military-styled â€Å"Wolf-Pack† corporate culture and relationship with Chinese government are the â€Å"trump cards† of Huawei. The chairman, Zhengfei, admitted that: â€Å"If there had been no gov ernment policy to protect, Huawei would no longer exist†. But this is not the only reason of Huawei’s success. Different from other companies, who following the country’s policy of â€Å"exchanging market for technology†, Huawei put more efforts on research and development, and investing huge punch of money in the future technology (example of investment in 3G).In this way, Huawei becomes more competitive, holding large amounts of cash and patents. As Huawei becoming more and more powerful, they start to build a national recruitment system with exceptionally high pay by Chinese standards, making them an ideal employer of college graduates. R&D investment, patents, high salaries†¦all of these characteristics belonging to western technology powerhouse are replicated by Huawei to its model of corporate management. Thirdly, Huawei was undoubted the largest Chinese telecom equipment manufacturer, with integrated and Omni form products.Weakness: The culture gap between Huawei and other companies may be a headache to the Huawei’s managers. The military-styled wolf-pack corporate culture looks not attractive to the employees overseas, who prefer a workplace with more relax and less stress. Besides this, the closed relationship between Huawei and Chinese government, especially the military, should be considered by the other countries of security issues when they planning to cooperate with Huawei. Opportunities: Huawei’s move in the markets of developing countries has been proved to be successful.Huawei has printed its steps in Russia, South Africa, South America and Europe. The market of USA is an opportunity for Huawei to make their next global expansion. Threats: â€Å"Incumbent Western firms should be very scared of Huawei. Its reputation as a low-cost vendor is only the visible part of the iceberg†, As J. Doineau said, Huawei’s threat to the international telecom equipment suppliers was not to be overlooke d. But in Huawei’s viewpoint, if all the competitors and potential partner regarding them as an intruder from â€Å"Chinese Military†, they would face serious threats due to the culture misunderstanding.On the other hand, the world leaders, like Cisco, could not freely give up their market shares to Huawei. The threat of face to face competition with them is another challenge to Huawei. Huawei began considering international expansion in 1996 when it was looking for diverse sources of growth beyond the Chinese market. The company made its initial overseas moves in the markets of developing countries, to avoid â€Å"head to head competition with its international rivals such as 3Com and Cisco†.Huawei made its first significant international sale to a Russian telecom service provider in 2000, which was quickly followed by Advanced Info Service, Thailand’s largest mobile service provider, and Tele Norte Leste Participacoes, Brazil’s fixed line carrier . What’s more, major contracts won in United Arab Emirates, making UAE the first Arab country with 3G wireless communications. They set up CDMA network in Europe and expanded business in Portugal, Netherlands and GB.Huawei’s success in global expansion cannot live without its competitive advantages comparing to the other companies: low-cost engineering, wolf-pack culture, and government support. As concluded by an industry analyst, Huawei’s threat came not from low-cost manufacturing, but from low-lost engineering. With an inexpensive and highly qualified research and development (R&D) workforce, the company was able to deliver customized, innovative solutions to global enterprises looking to reduce their capital expenditures. The support from the Chinese government is another good news to Huawei.As cited in the case, the company received financial support from the state-owned Chinese Development Bank in the form of a US$10 billion credit facility for Huaweiâ₠¬â„¢s international expansions over five year. We never expect that happening in an US company. Last but not least, the management philosophy â€Å"Wolf-Pack† is regarded as a precious to Huawei. We can imagine that a company believing themselves as a pack of wolves-very confident and aggressive. That is why many incumbents feel scared of Huawei like sheep scaring of wolves. However, the competitive advantages cannot sustain forever.The highly qualified employees cannot satisfy the contemporary salary standards, which are high in China, but comparably low in developed countries. The pressure of the salary expenditure increasing makes a threat to Huawei in global expansion. The news shows that Huawei has recently come under attacks by the US government. The reason why US government did that mostly considers the national security issues, because Huawei has a close guanxi with Chinese military. As stated by Cisco’s CEO John Chambers, â€Å"Network would have to be capabl e of responding to intrusions and viruses before human operators become aware of them.And security will be the most effective and efficient if a common strategy extends through all of a corporation’s wired and mobile networks†. US government is alert to anything related to security. And what looks ironic here is that the words coming from CEO of Cisco, who is mainly competitor of Huawei in US market. With its bountiful political resources, Cisco is considered to be director of attacks. Whether the issue could be resolved is determined by the communications between Huawei and US government, and of course, the local incumbents.

Alcohol Advertisement in Australia Essay

Alcohol advertising in Australia ignores the long-term and short-term health risks associated with excessive alcohol consumption; these are detrimental to the Australian population of all ages, therefore they should be banned. Alcohol advertising is the promotion of alcoholic beverages by alcohol companies through a range of different media. Alcohol advertising is one of the most closely regulated forms of advertising, along with tobacco. The self-regulation system in Australia is not effective at protecting children and youth from exposure to alcohol advertising, a great deal of which contains material appealing to these groups (Fielder, Donovan & Ouschan 2009). The Alcoholic Beverages Advertising Code was introduced to guarantee that alcohol advertising will be conducted in a way that encourages responsibility and moderation in liquor merchandising and consumption, and does not promote the consumption of alcoholic beverages by underage persons. The Alcoholic Beverages Advertising Code first introduced in 1998 is the regulatory system for alcohol advertisement in Australia. For advertisement to comply with this code it is assessed to whom the advertisement is directed, and whom the advertisement may possibly be communicated. Australians’ consumption of alcohol is large on a global scale, with consumption estimated at 9. 88 litres per capita in 2007 (National Preventative Health Taskforce 2009). Scientific research has revealed, over decades, that there is a correlation between alcohol advertising and the consumption of alcohol. However, it has not yet been proven that alcohol advertising causes higher consumption (Hanson, 2011). It is the Alcohol Companies aim to demonstrate that the alcohol campaigns effectively increase their potential market share and brand loyalty, and not higher alcohol consumption. Adolescences are exposed to alcohol advertisements through many different forms of media, and can result in the consumption of alcoholic beverages. A study has shown that alcoholic beverages are the most advertised product inside a 250 metre radius of primary schools and children are exposed up to 25 advertisements for alcohol per square kilometre (Australian and New Zealand Journal of Public Health 2008). The alcohol industry lack credibility in the argument about banning alcohol advertising, given their dire attempts at enforcing their own self-regulatory code (the Alcohol Beverages Advertising Code). Children’s exposure to alcohol advertisement is on a daily basis. The advertisement of alcohol and alcohol products is not adequately regulated to restrict youths viewing alcohol-related images and messages. Research has shows that underage children are frequently shown alcohol advertising (Fielder, Donovan & Ouschan 2009). Mounting evidence has revealed, for youths, the increasing pressure of alcohol marketing creates negative attitudes towards alcohol consumption, and significantly impacts their decision to drink, as well as how they drink (National Preventative Health Taskforce 2009). Underage drinking can cause youth’s brains to be extremely damaged from alcohol. Large alcohol exposure to the developing youth’s brain can be very dangerous. Adolescents are shown to be more susceptible to the learning and memory difficulties that can arise from alcohol consumption. Sections of the brain that are affected by alcohol are directly correlated with memory and emotions, and binge drinking could produce memory problems, problems with verbal skills, incapacity to learn and depression. The existing regulatory system does not effectively regulate these exposures, and does not attempt to decrease or abolish the appeal of the advertising content. The 30 highest viewed alcohol advertisements to the underage population included at least one component identified to appeal to children and underage youth, with 23 found to contain two or more such material. It was also found that 15 of the 30 advertisements contained an animal (Fielder, Donovan & Ouschan 2009). The self-regulation system in Australia fails to safe-guard children and youth from exposure to alcohol advertising, with a good majority containing elements appealing to youths. The advertising companies’ target audience of their advertising campaigns have changed, with various brands being targeted towards a particular population. Some drinks are typically seen as a masculine drink, predominantly beers and dark spirits, whilst wines and cocktails are seen as feminine. Brands have said to be specifically produced to appeal to a population that would not generally drink that kind of alcoholic beverage. The alcohol industry has come under criticism and restricted legislation in their alleged targeting of young people, with the creation of alcoholic beverages that are sweet-tasting and bright coloured which appeal to the younger population. However, there is no solid evidence that supports this alleged targeting of youths. There have been wide spread debate on whether alcohol advertisements are targeting the teenage population, although alcohol advertisement makes consumption look extremely exciting and enjoyable with a majority of which involve parties. Exposure to alcohol advertisements is a daily occasion; they are on television, radio, billboards, concerts, magazines and sporting events. If alcohol advertising was to be banned there would be a certain objection from alcohol companies, outlets, sporting bodies and association. Alcohol is a major sponsor within Australian sports and is estimated to be worth $1. 25 billion a year. Large quantities of alcohol consumption are linked to severe public and social health problems involving violence, crime, road accidents and disease. With the taxing of premixed drinks there is intent to address the problem, however this has not made much of a difference, with adolescence moving onto different forms of alcohol. With the alcohol advertisement nearly everywhere and binge drinking within the teenage population still prevalent, the self-regulatory systems set up at present are not adequate. Heavy alcohol consumption has become a part of Australian culture; advertisement is encouraging these trends, and should be banned. Reference List: * Australian and New Zealand Journal of Public Health, NSW Centre for Overweight and Obesity, 2008 * Fielder, L. , Donovan, R. J. & Ouschan, R. (2009) ‘Exposure of children and adolescents to alcohol advertising on Australian metropolitan free-to-air television’, Addiction, 104: 1157-1165 * Hanson, David, 2011; Alcohol Advertising * National Preventative Health Taskforce (2009) Australia: The healthiest country by 2020, Technical Report No 3.

Analysis of Alpha Response Technology Solutions versus Positivo

This paper provides a quantitative assessment for the creation of Alpha Response Technology Solution (ARTS), a Taiwanese Technology firm. The quantitative assessment is meant to provide critical data that would enable the company to break into the Rwandese market and be successful. Alpha Response Technology Solution (ARTS) intend to compete against Positivo BGH, accompany which is already established in the country of Rwanda. The main product solution for ARTS is GT80S Titan SLI 18.4in Core i7 Notebook. This kind of Notebook is specifically built for use in the analysis of Western Business Market. It retails at 4999 or 3792.37(82 Rwandese francs). ARTS’s Chief Executive Officer happens to have shared the same classroom with the Chief Executive Officer of Positivo BGH during their time in University. The two officers also share an emotional rivalry regarding ownership of CPU designs. The CEO OF ARTS claims that his CPU designs were copied by his former university classmate who is currently the CEO of Positivo BGH. The claimed computer design was used by Positivo BGH Company when it made its first entrance into the Rwandese Computer market. Rwanda is a landlocked country located in the eastern part of Africa. It is bordered by four countries. There is DRC on its western side, Tanzania to the East; Uganda is located in its northern part whole Burundi is located on its south. The nation has a total population of about 11.64 million. Out of the population, 48% are males while 52% are females. The nation has made huge strides in economic development with the support that it has obtained from the World Bank and IMF. As a result, it has been able to enjoy a stable economic growth over the last 10 years. Description of the incentives to enter the Rwandan Special Economic Zone Alpha Response Technology Solution (ARTS) intends to introduce Notebook computers into the Rwandese market. The brand of the Notebook will be is GT80S Titan SLI 18.4in Core i7. The notebooks would retail at 4999 or 3792.37(82 Rwandese francs).   The notebooks would have the following specifications; Intel i7 6920HQ CPU, NVIDIA GeForce GTX980M graphics in SLI, 1x HDMI, 32GB DDR4 memory, Super Raid 4 512GB solid state drive, 1TB hard drive, 1x USB Super Port Type-C, 18.4in Full HD anti-glare display, Windows 10, 5x USB 3.0, Blu-ray writer, Gigabit LAN, Dynio 7.1io, 1x Mini DisplayPort,   Ã‚  Bluetooth 4.2. There is currently a laptop manufacturing company in Rwanda. The company is known as Positivo BGH and it originates from Argentina. The company has so far produced many laptops in the tiny country. The aim of the company when it first entered the market was to supply the government of Rwanda with digital devices (Asaba , 2016, p. 3). It was expected that production of the laptops locally would greatly reduce the shortage of digital gadgets which has been experienced in most of the learning and teaching institutions in the country. Many schools had complained of the shortage and there was a need for the improvement of the teaching of ICT programs in the learning institutions. Positivo BGH led by the CEO Mr. Juan Ignacio Ponelli started its operations in the country in July 2014 (Eleni & Parke, 2016, p. 1). As at late 2015, the company had assembled a total of 7,800 computer units. According to the Chief Executive Officer of Positivo BGH, he believes that his company has brought one of the best technology to the African country of Rwanda. The manufacturing firm for Positivo BGH is located in Special Economic Zones (Positivo BGH, 2017, p. 9). The area is geographically and physically secured. There is a single body that administers the entire area. The government has supplied some incentives in these areas that have promoted the work of the foreign investors. There is a simplified and liberal business economic regulation in the area There are a number of factors that have motivated ARTS to enter the Rwandese market. They include; The country is very stable politically. The Rwandese people learned a lot of lessons from the 1994 genocide and they don’t wish to be dragged into such a situation again. They have been very tolerant and peaceful since the genocide occurred. In the country’s general election of 2013, female candidates won 64% of the total contested seats (Balakrishnan, 2016, p. 3). That was evidence that the country’s democracy has tremendously grown. The country has a set vision which they are looking towards. It is entitled as vision 2020. There are goals that the people of Rwanda would like to achieve by the year, 2020 (Darid , 2016, p. 5). The government of Rwanda intends to transform the economy of the country from agriculture based to an economy that is knowledge-based. The country also hopes that it would be able to fall under middle-income country by then (Kanamugire & Afadhali, 2016, p. 12). The government has therefore put in place economic development strategies. There are also measures that have been put in place to ensure that poverty is eradicated in the country. Since 1994, the Rwandese government has focused on economic transformation, youth empowerment, productivity and rural development. The country managed to meet the majority of the 2015 and 2016 Millennium Development Goals that it had set (Balakrishnan, 2016, p. 3). There was a huge improvement in the standards of living among the people of Rwanda. There was a drop in the mortality rate. The government of Rwanda has also put a lot of focus on development policies. The news of the introduction of ARTS into the Rwandese market would, therefore, be received with a lot of joy (Eleni & Parke, 2016, p. 13). There is a bitter rivalry between Positivo BGH and ARTS. The CEO of the two companies was once classmates in the university. In addition, The Chief Executive Officer of ARTS Claims that Positivo BGH copied his CPU designs. As a result, he is willing to enter the same market with Positivo BGH and compete against it. The CEO of ARTS would be willing to outdo his rival company, Positivo BGH so as to prove that he was the mastermind behind the design of the CPU of the notebook that was being produced by Positivo BGH (Positivo BGH, 2017, p. 64). Power buyer refers to the possibility of customers shifting from the products of Positivo BGH to those of ARTS. How possible will ARTS convince the customers so that they can shift allegiance? There is a number method that can be used by ARTS to win Rwandese customers. The first method is through the production of better products than those of Positivo BGH. The company must also strengthen their service delivery. The second method is through convincing influential customers that their products are the best ( Miller, et al., 2011, p. 23). Influential customer are able to convince the rest of the customers In this case, ART company has to keenly assess the possibility that suppliers of items used in the manufacturing process can raise the prices of the items. If there are few suppliers, then they are likely to raise prices at will. However, if the suppliers are many then they would not be able to raise easily. Suppliers are more powerful when they are few than when they are many ( Miller, et al., 2011, p. 32). It is important for any business company to note the number of its competitors. They should also be aware of the competitor’s capacity. A company would have very little power in the market if I am faced with many competitors that are offering similar products. Buyers and suppliers would have many alternatives in case they are not satisfied by the products of the company. However, if there is no other company that is capable of matching you in the market then you would have great control. As a result, ARTS would only face one competitor in the market that is PositivoBGH. If ARTS is capable of producing products that exceed those of Positivo BGH, Then it would have full control of the Rwandese market ( Miller, et al., 2011, p. 39).   Substitution comes about when people discover a different way of carrying out a duty that you do. Your power would hence be weakened. For example, if ARTS come into the market and produces expensive notebooks which are used to perform some duties, then the people may resort to a manual way of carrying out the duties. Substitution may come about very easily. Every business company is afraid of substitution (Asaba , 2016, p. 43). Threat from new entry into the market The possibility of other players entering the market is likely to affect the power of other players which are already in the market. A company that has little protection in regard to its technology is likely to lose its position with the arrival of other players. Positivo BGH is likely to be threatened by the arrival of ARTS since it had copied its CPU design from the CEO of ARTS (Mindtools, 2016, p. 27). ARTS, therefore, has the capacity to improve on the design. ARTS produces technology design for its products Copied its technology design from the CEO of ARTS. ARTS intends to enter the Rwandese market so that it can be able to produce Notebooks Positivo BGH has already started manufacturing computers in the African country of Rwanda Likely return for producing and releasing Titan for sale to the Rwanda domestic market versus Western market There is a high return for realizing titan since there are few competitors There is low return for the release of titan because there are many competitors There would be low return for producing titan because most of the raw materials would have to be imported. The importation process would hence be expensive. Skilled labour would also need to be imported. There would be high return for producing titan since there would be readily available raw materials and skilled labour. ARTS must put in place strategies that it would use to win customer in Rwanda. At the moment all the customers buy their computers and computer products from Positivo BGH. ARTS and Positivo BGH would be the only companies in Rwanda. As a result, they would be able to dictate the market since they are few. They would have full control of the market. However, they should be aware that future entrance of any other company into the market would reduce their control power in the market. ARTS must, therefore, ensure high quality of its products in order to remain competitive in the market even when another company enters the market. Miller, F. P., Vandome, A. F. & McBrewster, J., 2011. Porter Five Forces Analysis, s.l.: VDM Publishing. Asaba , S., 2016. Tech News, Rwanda, s.l.: New Times Rwanda. Balakrishnan, K., 2016. Rwanda. Washington: World Bank. Darid , F., 2016. Rwanda Foreign Direct Investment, s.l.: Trading economics. Eleni , G. & Parke, P., 2016. Why this South American Company is making laptops in Rwanda, s.l.: CNN. Kanamugire, J. & Afadhali, J. P., 2016. Positivo now produces new computers in Rwanda, s.l.: The East African. Mindtools, 2016. Porter’s Five Force, s.l.: Mindtools. Positivo BGH, 2017. Create your own experience, s.l.: Positivo BGH.

JetBlue Case Study Example | Topics and Well Written Essays - 1000 words

JetBlue - Case Study Example Trends within the US airline industry such as crude oil pricing and passenger fees, post 9/11 and pilot shortages have substantial effects on the performance and strategies of airline companies. Prices of crude oil have increased considerably in last few years, which has had a substantial effect on the pricing of passenger fees. For instance, in 2008, crude oil prices rose to a record $140 per barrel and this price swell caused airlines to labor to offset fuel costs. Many companies were forced to implement new passenger fees to cater for the surge in fuel prices. However, while fuel prices are currently low, airlines continue to increase revenue by passing costs to its customers. Shortages of pilots have also forced companies to adjust their strategies. As baby boomers retire, the airline industry suffers a shortage of pilots. Prior to becoming captains, pilots have to gain sufficient flight hours. The International Air Transport Association asserts that airlines need nearly 3,000 ad ditional pilots each year, which is far more than training schools provide (Thompson et al., 2010). Post 9/11 aviation security also influences airlines’ strategies. After the 9/11 terror attack, Congress implemented the Aviation and Transportation Security Act (ATS). This led to the creation of the Transportation Security Administration (TSA) and established that federal employees should be in charge of airport security at all airlines (Kaplan, 2006). This forced airlines to institute numerous layers of security. JetBlue’s strategic intent   David Nelleman founded JetBlue with the view to bring humanity to air travel. The aim was to offer lowly discounted comfort and service to customers. The company’s philosophy was to delay flights instead of cancelling them entirely. The firm was the first airline to publish a bill of rights for its passengers. This document outlines its policies with regard to the airline’s customers. It launched electronic ticketi ng to enhance convenience and offered additional services such as in-seat television, as well as PayPal payments for tickets. In order to enhance its customer and shareholder value, the airline established rapid and strategic growth initiatives. In 2000, the firm made a rather chancy decision by starting services in New York’s JFK Airport, which was already quite congested. JetBlue took advantage of the lighter 8 to 9am flight window to offer appealing flights to young and wealthy New Yorkers and those travelling to the city. In 2008, JetBlue launched Terminal 5 at JFK to offer customers more efficacy and convenience, while also saving them up to $50 million in fuel, vouchers and labor. Between 2003 and 2008, the airline launched service to numerous destinations such as Portland, Fort Lauderdale, and San Diego among others. By the end of 2007, JetBlue had expanded its operations to more than 53 destinations (Thompson et al., 2010). However, this impressive growth did not imme diately trickle down to add shareholder value.    JetBlue’s financial objectives While JetBlue showed immense promise, its stock values dropped by 50% in a span of five years ending December 2007. This is because between 2003 and 2007, the company’s operating expenditure increased by 222%. This is primarily because of jet fuel (532% rise) and interest expenditures (658% rise). Rather than handling the interest expendit

Organizational Tax Research and Planning - Tax Reform Paper

Organizational Tax and Planning - Tax Reform - Research Paper Example This proposal can be implemented by providing qualified employers with wage increases accompanied by a tax credit (Committee on Ways and Means, 2013). The tax credit should be equal to 10% of the increase in the employer’s wage increase. The maximum amount of the increase could be set at five million dollars per employer. On the other hand, the maximum credit should be $500,000 in order to focus on the benefits accruing to the small businesses. Indeed this proposal is the most viable. This rationale can be explained by the fact that a tax credit would reduce labor costs in the economy thus, encouraging firms to hire more workers (Jurinski, 2000). Employees will also benefit since, they will secure job opportunities in the economy. A tax credit would be more beneficial compared to a flat subsidy because, the temporary tax credit for all firms would lead to sharing of the credits and providing an incentive that would lead to an increase in employment and wages that previously, w ould have been increased without an incentive. An incremental tax credit will also have an effect of rewarding corporate businesses by expanding industries and regions in the country while at the same time helping those firms and industries that might be still experiencing economic stagnation. Therefore, indeed corporate taxpayers have huge benefits to reap from this policy. Businesses experiencing labor shortages due to the recession will also benefit from the increase in the employment (Jurinski, 2000).... ecause, the temporary tax credit for all firms would lead to sharing of the credits and providing an incentive that would lead to an increase in employment and wages that previously, would have been increased without an incentive. An incremental tax credit will also have an effect of rewarding corporate businesses by expanding industries and regions in the country while at the same time helping those firms and industries that might be still experiencing economic stagnation. Therefore, indeed corporate taxpayers have huge benefits to reap from this policy. Businesses experiencing labor shortages due to the recession will also benefit from the increase in the employment (Jurinski, 2000). With the tax relief, businesses will also increase their profitability level since; they will have increased their productivity. The key impact of repatriating foreign profits earned without incurring a federal tax liability is reduction of a tax expense on corporations (Urban-Brookings Tax Policy Cent er, 2013). Corporations will have a lower trading expense when given a tax credit on the federal tax. In addition, many trading corporations will also be attracted to engage in foreign trade. This is because; most businesses normally shy away from foreign trade due to the high federal taxes. Therefore, they prefer trading in the local market in order to avoid incurring these tax expenses. Reduction of the federal tax liability will also have positive implications on the US economy (Jurinski, 2000). This is because there will be many businesses engaged in foreign trade and thus, there will be an increase in foreign income generated to the country. The demand for goods and services produced in the country will also increase since; corporations will be serving both the local and foreign

Change and Continuity in Contemporary Business Essay - 1

Change and Continuity in Contemporary Business - Essay Example A smart enterprise would keep a close eye on the changes in competitive advantages of the organization and realign their strategies & policies such that the business revenues and market share can be sustained. Such enterprises grow globally by carefully choosing their countries/regions of expansion after analysis of the external & internal factors that can drive the competitive advantages of the company in those geographies. Ford Motors is one such smart enterprise that has been changing their strategies & policies to sustain the challenges posed by the local factors in a country by not only globalizing rapidly but also changing their strategies pertaining to their regions of operations. This report presents the internal and external factors and the corresponding responses by Ford Motors to sustain as well as grow their business globally. Balanced Score Card System developed by Kaplan and Norton via their book "Balanced Score-Card - Translating Strategy into Action" published in 1996 (Source: http://www.balancedscorecard.org/BSCResources/AbouttheBalancedScorecard/tabid/55/Default.aspx) Ford Motors was incorporated by Henry Ford in 1903 in Dearborn, Michigan, USA. Henry Ford is known to have adapted practices that were not popular in those days - like, doubling per day wages and reducing the shifts from 9 hours to 8 hours. It was the worker friendly policies that boosted productivity of Ford much ahead of their competition. Ford is known for their methods of large scale car manufacturing and management of huge workforces globally. In 1911, Henry Ford established the first production unit outside USA in the UK by converting a tram works at Trafford Park that is in south of Manchester. In 1920, after the Second World War, the famous Dagenham facility was established that formed the base for launch of Ford Motor Company Limited (UK) in 1929 that was the hub of the European Ford organization (till the time Ford Motor Company Europe was established much later in 1967). In 1971 Ford combined the US, Canadian and Mexican operations together and established the North Ameri can Automotive Operations. The Dagenham facility was one of the most productive in assembly plant in entire Europe which, however, was closed in 2001 amidst some local factors that reduced the economy advantages of Ford manufacturing in Britain while the manufacturing in Germany and other parts of Europe was much more economical. The primary reasons for Ford manufacturing closure in Dagenham was the insurgence of shop-floor militants that developed a powerbase disrupting production by launching almost continuous Guerrilla warfare while Germany offered much more peaceful and strike free industrialization proposition. Moreover, Ford Motor Company

Business and Society Case Study Example | Topics and Well Written Essays - 250 words

Business and Society - Case Study Example Clean water supply is however a significant problem, in India and globally, and has been the center of focus for such organizations as the United Nations with such goals as reducing the percentage of people who cannot access sustainable clean water supply to 50 percent by the year 2015. Threat to this sustainability is significant as initiated water projects stall amid locals’ inability to assume responsibility over the projects but clean water supply remains a health and economic necessity. Commercial players have moved in to supply clean water in India while other socially responsible companies seek non-commercial solutions. Social responsibility that incorporate profit oriented and non-profit oriented objective promises a solution and tops Byrraju’s current considerations. The foundation’s SWEET water project begun in 2004 and charges consumers little fee that is used for operations and maintenance. Many of the target customers are however not willing to pay t he price despite affordability and their concerns include taste of the project water and preference for other needs. Establishing the water project requires collaboration between the community, contributing 75 percent of construction cost after application, and Byrraju foundation contributing through loaning. The community then runs the project put pays a percentage of revenues to the foundation for the advanced loan and maintenance. The current situation however challenges feasibility of the project prompting alternative measures that Hari is considering such as raising prices, selling the project, market expansion, grant application, and

Case 4 Assignment Example | Topics and Well Written Essays - 750 words

Case 4 - Assignment Example These factors, and other, have contributed to a shortage of quality leaders coming through the ranks. At the current pace, this article points to the reality that many fear there will be a shortage of leadership talent in the coming decades that could be quite dire. Brown advocates implementing procedures now to locate, secure, and properly train future leaders. This begins with the idea that all existing managers become talent scouts. In order to effectively accomplish this task, managers must then be given tools that enable them develop the talent that they do find. This is a type of grooming that is sorely lacking today in corporate America. It involves giving ‘new talent’ opportunities to practice newly developed skills. They should also be given opportunities that allow them to complete special projects or rotations in an effort to get their feet wet and get a taste of what being an effective leader entails. During this entire process, the managers of today should b e providing emotional support and encouragement to new acquired acquired talent, in addition to providing them with constructive feedback designed to facilitate further growth and improvement. Critique Who’s Next in Line? Develop Tomorrow’s Leaders Today It is certainly plausible to consider that a looming talent gap exists at some point in the near future, should current trends not reverse themselves. As this synopsis effectively points out, it seems that too many managers today are not concerned with training quality new leaders to one day take over the reigns of various departments within an organization, or even to rise to through the executive ranks themselves at some point in the future. Rather, the focus seems to be on maintaining their own job security and well-being, as opposed to looking out for the best long term interests of the organization as a whole. With this in mind, then, it is important to be constantly looking for ways to attract, recruit, train, an d maintain quality staff that will take on larger leadership roles in the future. This is similar to college athletics. The teams that dominate year in and year out are not satisfied with the current ‘winning’ season. They constantly have one eye pointed towards the future and are actively recruiting the ‘new’ team of the future. As it should be with any successful business or public entity. The organization that is effective today is likely there because of its structure of leadership. Such personnel, however, will one day depart the agency and leave a leadership gap unless steps are put into place to make sure there are people already trained and ready to take their place. This is critical. A sudden retirement or loss of talent can leave an organization scrambling for answers. To combat this reality, Brown (2011) purports that, â€Å"In today’s environment, leaders need to accelerate the preparation of a pool of qualified successors for any level of their organization† (p. 95). This certainly appears to be a valid assumption, not only because of the growing numbers of current leaders set to retire in the near term, but also due to the increasing globalization existent in the world today. America no longer holds a monopoly on strong leadership. There is a fierce competition being

POLICY MEMO PAPER ON DOMESTIC POVERTY Research Example | Topics and Well Written Essays - 1750 words

POLICY MEMO ON DOMESTIC POVERTY - Research Paper Example Therefore, conservatives believe that the solutions to the United States poverty level indices should emphasize more on higher marriages rates, personal responsibility, and fewer births out of wedlock. However, on the other side, liberals believe that the solutions to the poverty level indices in the United States can be addressed by focusing attention on the negative impacts of cutting government budgets for anti-poverty programs, the need for instituting early childhood development programs and addressing the negative effects of proving tax reliefs to the wealthy. According to report from the Bread for the World Institute about 12.9% of people in the United states are poor, implying that 1/8 people you come across in the United States at least one is poor. In addition, the report further states that about 12.1% are also food insecure, sometimes referred to us â€Å"at risk of hunger† Therefore, it is not a coincidence that food and poverty rates are at the same levels. Thus, this is a vivid implication that the despite the sweeping of the 1990s welfare reforms and the recent year’s economic growth in the United States, domestic poverty still remains a big challenge (Melissa and Benjamin, 2014). The concept of welfare reforms in the U.S. is not a new idea. The Federal government has been responsible for funding low-income Americans’ subsidy programs in the past years with the aim of reducing poverty to enable low-income families attain self-sufficiency through e.g. TANF program (Office of Family Assistance, 1999). For instance, some of the objectives of the TANF program are: Superficially, the objectives aforementioned seem not be advocating for the permanent stay of the low income earners in the welfare programs, but with the initiation of the welfare programs by the Federal government, the problem of poverty has worsened over the years regardless of the achievements made economically. Therefore, the involvement of

Operating System common on the Internet Essay Example for Free

Operating System common on the Internet Essay This paper discusses the various types of operating systems that are commonly used for the internet. The paper explains the general meaning of the operating systems and then discusses the various types of operating systems which support the internet applications. An operating system is a software component of a computer system that is responsible for the management of various activities of the computer and the sharing of computer resources. Operating Systems provide a base software platform on top of which other programs called application programs can run. Operating systems enable user to interact with the computer systems by acting as an interface between users or the application programs and the computer hardware. The different operating systems available in the market offer a wide choice for the user. However, with the increasing internet usage, the choice of operating system greatly depends on how well the OS supports the activities of the internet based applications. The different operating systems provide different types of browsers to enable internet usage. Linux is the most popular operating system for the internet and is based on UNIX, just like the Mac OS X. Linux offers larger amount of free space and open source software and is more equipped than any of the other counterparts. Comparing the features of the various OS, Hughes states that one of the most important features of the Linux operating system is its set of internet clients and servers including mail, news, FTP, web as well as the proxy clients and servers. Owing to the range of Linux distributions to offer, Linux is easily customizable. The use of compatibility layers such as Wine, makes Linux attuned with the windows programs and hence a good choice for the internet. The system is less prone to viruses and hence more reliable, especially for the internet. The system is freely available and far less expensive. This advanced operating system is most popular and recommended for internet users. BSD operating systems are very similar to Linux operating systems and fully support internet access. Both Linux and BSD come with full functionality for regular dial-up, PPP-based, cable modem, and Ethernet connections. Sun Operating system, which is a part of Sun Microsystems Solaris, is yet another OS commonly used for internet networked applications (Linfo, 2004). Although not so commonly used, BSD and IRIX also considered as good operating systems for the internet applications. Linux is considered to be safer for web hosting servers. It is found to b more reliable, stable and efficient (Internet-Web Hosting). Microsoft Windows has been the most common operating system. The series of operating systems started with MS_DOS, Windows 95, Windows NT, XP and the now popular Windows Vista. Owing to the largest library of programs and applications, and the ease of hardware compatibility that it renders, Windows continues to be one of the commonly opted operating systems. However, considering the performance speed and security issues, Windows might not be the best choice for the internet. Windows operating system is prone to viruses and spy ware because of which it necessitates the installation and maintenance of the internet security software. Apple’s Mac OS X is the second most popular operating system based on UNIX. The OS is relatively simpler and more compatible. It offers many advanced features along with an intuitive interface. Mac OS X supports second largest selection of software and is the most reliable operating system. Unlike the Windows Operating system, Mac OS X is not prone to virus or malware and is a better choice for the internet when compared to Windows for certain cases. However, the limited compatibility with the Apple hardware imposes a constraint on the system being used across the internet. Unlike the Windows, the Mac OS X does not require the frequent expenditure on the internet security software subscriptions and is thus less expensive as compared to the Windows. The choice of Operating Systems for running Internet applications primarily depends on the type of user. While Windows may be the choice of home and leisure users, Linux is generally used by professionals. Windows offers ease of use whereas Linux provides Security and Open source. References Hughes, P. , Operating Systems Comparison. Retrieved on April 14, 2009 from http://netshooter. com/linux/oscomp. html The Most Popular Operating Systems. 2004. Linux Information Project Retrieved on April 14, 2009 from http://www. linfo. org/operating_systems_list. html Internet-Web Hosting. Retreived on April 14, 2009 from http://www. internet-webhosting. com/whichplan. php

Physiology and Pharmacology of Hypertension

Physiology and Pharmacology of Hypertension Introduction High blood pressure, or most usually termed as hypertension is one of the most common diseases that  affects the human population and approximately 1 billion individuals are afflicted by it and around 7.1 million deaths per year can be affiliated with it. (Chobanian, et al., 2003). However all these deaths are caused mostly by cardiovascular disease and another disease, death does not occur b hypertension on its own but by many of the acute linked diseases like Myocardia Infraction, strokes and renal failures. (Rodriguez-Cruz, 2009). As it is the leading cause of mortality and morbidity, it possesses important health challenge as the cost associated with treating it and reducing other risk factors associated with it a lot of active research is being done to understand the causes and the pathophysiology. Classification Normal blood pressure is considered to be 115/75 mmHg, whereas the 115 is the systolic pressure (occurs during contraction of the ventricles) and 75 is the diastolic pressure (occurs during the relaxation of ventricles). (Oparil Weber, Hypertension: A Companion to Brenner and Rectors The Kidney, 2005). An individual is treated with hypertension when their blood pressure is consistently over 140/90 mmHg, however doctors these days are becoming more cautious and start treatment when the pressure touches 130/80 mmHg . It is known that cardiovascular risk increases for every 20/11 mmHg increment. (Chobanian, et al., 2003) Hypertension can be broadly classified into two groups; primary/essential and secondary hypertension. About 90 to 95% population diagnosed with hypertension has primary type, for which the cause is not full known and seems to be more prevalent as people age; it may increase up to 75% in people aged over 75. (Rodriguez-Cruz, 2009) (Carretero Opari, 2000). Secondary hypertension is caused by an underlying medical condition which has altered the homeostatic pathway of regulating blood pressure. Secondary hypertension is more easily treatable as the underlying cause can be identified. Some commonly recognised diseases that may cause hypertension include Cushings disorder, kidney diseases and tumours. Another important cause is the genetic abnormality of the aorta. (Williams, 2010). Signs and Symptoms Moderate hypertension which starts from 140/90 is asymptomatic. Prolonged and sudden enhanced blood pressure is linked to headaches, sleepiness and visual disturbances; which in turn can cause nausea. (McPhee, Papadakis, Tierney, 2008)While it is known hypertension is more prevalent in elderly, children can be affected as well in the children the symptoms may be as more acute like epistaxis, and bell palsy. (Rodriguez-Cruz, 2009). Children usually exhibit hypertension due to some other underlying cause, and thus most cases are of secondary nature. (Rodriguez-Cruz, 2009).The signs and symptoms of secondary hypertension are dependent upon the ailment that is causing it and thus the indicators for Cushings syndrome would be different from the genetic one or drug induced one. (Williams, 2010) Pathophysiology The exact cause of the primary hypertension is not known. There are many risk factors including age, genetics, metabolic, race and â€Å"sedentary lifestyle which can cause obesity† and it has been estimated that 85%of the cases of hypertension have a higher BMI than 25. (Haslam James, 2005) Figure 1: This figure shows the key elements of the pathophysiology of hypertension and all the risk factors which increase the likelihood of contracting the ailment. Abbreviations used here: AME- apparent mineralocorticoid excess; CNS central nervous system; GRA glucocorticoid-remediable aldosteronism. (Oparil, Zaman, Calhoun, Pathogenesis of Hypertension, 2003) The pathophysiologic mechanism and the vascular irregularities are speculative and it is actively being researched upon. Blood pressure is the combined consequence of cardiac output and vascular resistance thus either one can independently or in combination cause hypertension. (Dreisbach Sharma, 2010). Different studies show that several factors may work independently or together to turn the neurohumoral systems on or off. In patients with a hyper-responsive system due to â€Å"changed vascular properties† an aggravated pressure flow is observed. (Randal, 1991). It has also been studied that there is a natural evolution of the disease thus man researchers suggest the one of the reason of the early elevations of the blood volume or the cardiac output may be the inadequate elimination of sodium by kidneys. Increased sodium levels can increase the osmotic pressure hence the blood volume. It chronic hypertension subjects the cardiac output and the blood volume is usually close to the normal. So it can be inferred that hypertension is maintained by the increase in vascular resistance by a decrease of elasticity of the walls as in aging or â€Å"by a reduction in lumen Diameter† (Khabunde, 2007) when the individual has been following a medically unhealthy lifestyle. These â€Å"changes in arterioles, which increase total peripheral resistance, result in an increase in diastolic and a secondary increase in systolic blood pressures† (Randal, 1991) Another factor that different studies have showed relate the decrease in sensitivity of receptors of the receptors in the vessels The decrease in receptors sensitivity modifies central nervous system (CNS) manipulation of sympathetic nervous system (SNS) distribution, resulting in two expressions. First, having an insensitive receptor requires a larger change in blood pressure to produce the same response as the receptor doesnt get activated. Secondly decreased receptors â€Å"sensitivity results in enhanced SNS activity for a given level of arterial blood pressure.† (Supiano, 2001) In hypertension there is has been shown evidence that changes in vascular endothelial function (VEF) can hamper normal vascular tone of hypertensive patients. Vascular tone can be changed by increase circulation of angiotensin II, or by the increased sympathetic activity (as discussed above). The altered sympathetic activity can lead to a decrease in production of nitric oxide which is a vasodilator or endothelin production could increase, which is a vasoconstrictor. (Khabunde, 2007). Type 2 diabetes can causes endothelial dysfunction â€Å"by enhanced oxygen free radical-mediated damage and decreased nitric oxide bioavailability.† (Khabunde, 2007). Other factors that maintain hypertension are caused by dysfunction in electrolyte homoeostasis especially deviations in sodium, calcium, and potassium concentrations. Sodium example has been already discussed above. In addition, calcium increases vascular contractility. It can also stimulate renin release; the same mechanism is thought to operate in obesity-mediated hypertension. Renin synthesis epinephrine, and activity of the sympathetic nervous system, which can be linked back to abnormalities seen in vascular tone. Potassium, however, helps decrease the blood pressure as it suppresses the release of renin. (Rodriguez-Cruz, 2009). This figure explains the different factors that directly affect the blood pressure, which is later affected by other different factors. In hypertension cardiac output is usually normal and therefore peripheral resistance sustains hypertension by the dysfunction in vascular function or decreases in lumen by a sedentary lifestyle. The figure is taken from Wikipedia. (Wikipedia, 2009) It can be seen the complexity of the system, as many mechanism works to sustain hypertension. In different individuals, it can be difficult to understand which systems are operational thus designing treatments can be difficult, and treatments are then usually more often designed to affect the regulatory factors rather than cause. (Randal, 1991) Treatment Treatment usually works to regulate the factors which maintain hypertension. Non-pharmacological treatments include lifestyle changes like decrease/halt in alcohol and cigarette consumption and if needed weight reduction with a more active lifestyle. Caffeine intake is also minimized as it increases the pulse rate. It is assessed that lifestyle interventions can reduce blood pressure by at least 10 mmHg in about 1 in 4 people with high blood pressure. (Association, 2009).Yet most of the times pharmacological interventions are used as they more affectively regulate blood pressure, there around 6 classes of pharmacological medications available which all perform at different levels to bring the blood pressure to normal. (Oparil Weber, Hypertension: A Companion to Brenner and Rectors The Kidney, 2005). ACE inhibitors: inhibits the assembly of angiotensin II, as a result, the vessels expand improving the blood flow. The tension in the circulation is regulated to normalcy by increase filtration by the kidneys. The decrease in levels of fluids also helps reduce blood pressure. This medication is used only when other medications are not working. Angiotensin-II receptor antagonists: they work in an analogous manner to ACE inhibitors. However, instead of stopping the production of angiotensin II, they prevent its action on the receptors. Again vessels are able to expand, improving blood flow and reducing blood pressure. Beta-blockers block the effects of sympathetic nervous system and the hormone epinephrine. This decreases the cardiac output as it relaxes the heart so the pulse rate is slowed down, lowering the blood pressure. Alpha-blockers: triggers the vessels to ease and expand. Giving them in combination with beta-blockers has a greater effect. Calcium-channel blockers: expand the arteries to reduce the muscle tension and also decrease the cardiac output by relaxing the heart muscles so it pumps more slowly, reducing blood pressure. Diuretics: help clear the unnecessary sodium and water thru kidneys, which decrease the osmotic pressure. They also relax the blood vessels reducing the strain on them. (Uren Rutherford, 2004) Treatment for hypertension is throughout ones life as hypertension is not curable; however, all the drug classes above help maintain the blood pressure quite well within the normal range. Summary The complexity of pathophysiologic mechanisms that lead to high blood pressure is such that selective antihypertensive treatment is rarely possible and a number of drugs and lifestyle changes are required to bring any change. Hypertension is widespread among middle-aged and elderly and controlling their blood pressure is a challenge we face as we still have not properly understood the underlying causes of primary/essential hypertension. (Oparil, Zaman, Calhoun, Pathogenesis of Hypertension, 2003). Bibliography Association, B. P. (2009, March 4). High Blood Pressure. Retrieved March 8, 2010, from Patients UK: http://www.patient.co.uk/health/High-Blood-Pressure-(Hypertension).htm Carretero, O. A., Opari, l. S. (2000, Jan 25). Essential hypertension. Part I: definition and aetiology. Circulation, 3(101), 329-335. Chobanian, A. V., Bakris, G. L., Black, H. R., Cushman, W. C., Green, L. A., Izzo, J. L., et al. (2003, December 1). Seventh Report of the Joint National Committee on Prevention, Detection, Evaluation, and Treatment of High Blood Pressure. Hypertension, 42, 1206-1252. Dreisbach, A. W., Sharma, S. (2010, Feb 19). Hypertension and Kidney. Retrieved March 8, 2010, from Emedicine: http://emedicine.medscape.com/article/241381-overview Haslam, D., James, W. (2005). Obesity. The Lancet, 366, 1197-1209. Khabunde, R. E. (2007, January 04). Primary (essential) hypertension. Retrieved March 8, 2010, from Cardiovascular Physiology Concepts: http://www.cvphysiology.com/Blood%20Pressure/BP024.htm McPhee, S. J., Papadakis, M. A., Tierney, L. M. (2008). Current Medical Diagnosis and Treatment 2008. United States: McGraw-Hill. Oparil, S., Weber, M. A. (2005). Hypertension: A Companion to Brenner and Rectors The Kidney (2nd ed.). United States: Elsevier. Oparil, S., Zaman, M. A., Calhoun, a. D. (2003). Pathogenesis of Hypertension. PHYSIOLOGY IN MEDICINE: A SERIES OF ARTICLES LINKING MEDICINE WITH SCIENCE, 761-776. Randal, l. O. (1991). Physiology and pathophysiology of hypertension. Journal of the Association for Academic Minority Physicians, 151-155. Rodriguez-Cruz, E. (2009, Nov 16). Hypertension. Retrieved March 8, 2010, from eMedicine: http://emedicine.medscape.com/article/889877-overview Supiano, M. A. (2001, Dec 2). Hypertension: Classification, Epidemiology, Diagnosis, Evaluation and Treatment. Retrieved March 8, 2010, from Armenian Health Network: http://www.health.am/hypertension/hypertension/#Pathophysiology Uren, N., Rutherford, D. (2004, Sept 24). High blood pressure (hypertension). Retrieved March 8, 2010, from Net Doctor: http://www.netdoctor.co.uk/diseases/facts/hypertension.htm Wikipedia. (2009, June 8). Arterial Pressure. Retrieved March 8, 2010, from Wikipedia: http://en.wikipedia.org/wiki/File:Arterial_pressure_diagram.png Williams, B. (2010, Feb 10). Secondary Hypertension. Retrieved March 8, 2010, from Hypertension: Overview, Causes, Symptoms, Risk factors, Treatment: http://www.health.am/hypertension/secondary-hypertension/

The Controversial Issue of Religion in Schools Essay -- Religion Relig

The Controversial Issue of Religion in Schools Religion in Schools has proven to be a very controversial matter as of lately. Even though teaching about religion is allowed in public schools, there are still many questions that are being asked in order to provide a basis of what is appropriate for school, and what is inappropriate. The first amendment to the United States Constitution says that 'congress shall make no law respecting an establishment of religion, or prohibiting the free exercise thereof' which implies that you have the choice of exercising your own religion, no matter what it may be. However, this poses an interesting argument within the public schools of America because we have such a diverse population with thousands of different religious groups. While many people do believe in a God and go to church religiously, many people do not do this-- and they find religion in schools to be offensive. Such things that are controversial in school include organized prayer, wearing religious garments like crosses or yarmulkes, differentiating between the acknowledgement of religious holidays and the celebration of religious holidays, and more recently, the reciting of the Pledge of Allegiance. In lieu of the recent events that took place on September 11, 2001, patriotism seems to have skyrocketed across the country?and that increase of patriotism seems to directly correlate with religion as well. Everywhere you look, people are waving around the flag and singing patriotic songs. The most controversial issue to date is our country?s pledge of allegiance, specifically because of two words located near the end of the oath to patriotism. Those two words are ?under God.? The pledge of allegiance originally di... ...o, Charles J. (2004) The Supreme Court and the Pledge of Allegiance: Does God Still Have a Place in American Schools? Bringham Young University Education and Law Journal, p. 301-331. 9. Sunstein, Cass R. (2004) The Smallest Court in the Land. New York Times 153(52900), pp. 9. Retrieved September 26, 2004 from MetaLib-Quicksearch: Cook Library. 10. Borja, Rhea R. (July 10, 2002) The Pledge of Allegiance in the Legal Spotlight. Edweek [Online],volume 21, issue 42, pp. 6. Retrieved on November 29, 2004 from http://www.edweek.org/ew/articles/2002/07/10/42pledge.h21.html. 11. Walsh, Mark. (June 20, 2001.) Court Boosts School Access for Religious Groups. Edweek [Online], volume 20, issue 41, pp.1-36. Retrieved November 29, 2004 from http://www.edweek.org/ew/articles/2001/06/20/41scotus.h20.html?querystring=Good%20News%20Club%20v.%20Milford%20Central%20School.

Comparing Dangerous Liaisons by Choderlos de Laclos and Cruel Intention

Comparing Dangerous Liaisons by Choderlos de Laclos and Cruel Intentions the Movie It is my intention to compare the book, Dangerous Liaisons by Choderlos de Laclos, to its modern movie version, Cruel Intentions starring Sarah Michelle Gellar. I intend to examine how the original French text was modified in reference to plot, character, morals/values, and themes. I also plan to discuss how these transformations change the meaning of the story and reflect different cultural/historical contexts. There are some major differences between these two works, if only because of when they were written. First, the plots of both works need to be discussed and explained how they are different. The stories of both works have basically the same structure, until it gets toward the endings. In Dangerous Liaisons, the Vicomte de Valmont dies in a sword battle between him and Danceny. Right before he dies, though, he gives Danceny all of his letters between him and the Marquise de Merteuil and tells him to circulate them in order to ruin Merteuil’s reputation. Danceny does this and then moves away for a while. Merteuil ends up becoming disfigured from small pox and her reputation crumbles. She moves to Holland because of this. Cecile moves back into the convent and Madame de Tourvel dies of misery because of the suffering that Valmont put her through. Because Cruel Intentions is such a modernized version of this story, the ending is a lot different. Sebastian (Valmont) dies by being hit by a car because he pushed Annette (Tourvel) out of the way in order to save her life. Obviously, this is a much more modern way of dying in a movie than dying in a sword fight. Also, it shows the Valmont character as being more heroic, which in Dangerous Liaisons, he was not quite so heroic. In the movie, it does not really say what happens to Ronald (Danceny). He fights with Sebastian, and that is the last we see of him. Catherine (Merteuil), like in the book, also has her reputation ruined, but she gets humiliated in a more dramatic way (in front of the student body and faculty). Also, there is the issue of drugs. Her addiction to cocaine is revealed. The use of drugs is a common issue in today’s modern movies, and that is one of the reasons Cruel Intentions is different in terms of its cultural context. Cecile and Annette (Tourvel) worked together to produce copies of Sebast... ...haracters’ clothing is not discussed in the book, so I cannot really apply this theme to it. Lastly, I would like to discuss the issue of Libertinism. Libertinism was a movement that started in the eighteenth century; about the time Dangerous Liaisons was written. It was a movement of questioning religion and God and of scandalous affairs. The people of this movement no longer thought the world is controlled by God, but by your own actions. The characters of Valmont and Merteuil were prominent Libertines. The book is definitely an example of this movement. It completely represents the values that come from Libertinism. In conclusion, both of these pieces of work were written in their cultural and historical context. I attempted to compare the two in reference to plot, character, morals/values, and themes and explain them in their cultural and historical context. Dangerous Liaisons was considered to be a condemned piece of literature and Cruel Intentions emphasized this immorality as a modernized version of the story. Works Cited Cruel Intentions. Kumble, Roger. Columbia Pictures, 1998. Laclos, Choderlos de. Dangerous Liaisons. London: Penguin Classics, 1961.

Essay example --

MSA University Faculty of pharmacy Pharmaceutical Microbiology PM 203 Name: Dina Ahmed Abd El Fattah Hegab ID# 111797 Group: C Under Supervision of: Dr. Reham Wasfy â€Æ' Disinfectants Disinfectants Can be applied to any non- living objects ; as this substance can destroy the microorganisms living on its surface. The Bacterial spores is kind of resistant to the Disinfection , it doesn't necessarily kills it, thus not necessary kills all the microorganisms. Unlike the sterilization – that is extreme physical (and/or) chemical process that kills all types of life- it is less effective in results. Disinfectants are not like any other antimicrobial agent as antibiotics that kills the microorganisms living inside the bodies or the antiseptics that kills the microorganisms on a living tissue it is even not like biocides that don't just kills the micro organisms, but also kills all types of life. Disinfectants simply cause damage to the microbe cell wall or it interferes with its metabolism. More about Disinfection†¦Ã¢â‚¬ ¦.. Disinfection are by nature toxic to human beings and animals, as most of the modern Disinfection contains the substance bitrex which is considered to be the bitterest substance ever, this substance is used as a safety measure and is added to discourage the ingestion. Disinfectant Types can be divided into two main groups; which are oxidizing and non- oxidizing. 1- Oxidising disinfectants : It works by the oxidization of the microorganism's cell membrane; this leads the cell to death. In the oxidizing disinfectants both the components oxygen and chlorine exists heavily, as they are both strong oxidizers. 2- Non-oxidising disinfectants: It operates by disturbing the phospho-lipid molecules that make- up the ... ... to be kept in a temperature of 16  °C to 18 °C for 24 hours then leave it to be chilled for 1 hour before starting the test. References: 1- Holchem- leader in the speciality chemical manufacturing industry Available at : http://www.holchem.co.uk/disinfectant-types.aspx 2- Holchem- leader in the speciality chemical manufacturing industry Available at : http://www.holchem.co.uk/disinfectant-tests.aspx 3- The Egypt Germany disinfectant company Available at : http://egypt-germany-disinfection.com/index.php/products/ahd-2000-menu-item 4- The Egypt Germany disinfectant company Available at : http://egypt-germany-disinfection.com/index.php/products/2013-02-02-09-45-28 5- Wikipedia, Available at : http://en.wikipedia.org/wiki/Disinfectant 6- The Egypt Germany disinfectant company Available at: http://egypt-germany-disinfection.com/index.php/products/lysoforminspezial

How has social media changed the way marketers and consumers communicate with one another? Essay

| First, marketers must realize that they often do not control the content on social media sites. Second, the ability to share experiences quickly and with such large number of people amplifies the impact of word of mouth in a way that can eventually affect a company’s bottom line. Third, social media allow marketers to listen. It is no longer one way communication. Marketers now can actually have conversation with customers and get feedbacks. Fourth, social media also provide more sophisticated methods of measuring how marketers meet and interact with consumers than traditional advertising does. Fifth, social media allow marketers to have much more direct and meaningful conversations with customers.| | , forge deeper relationships, and build brand loyalty. Social media also allows consumers to connect with each other, share opinions, and collaborate on new ideas according to their interests. With social media, the audience is often in control of the message, the medium, the r esponse, or all three. Some companies have had trouble adjusting to this new distribution of control, but the focus of social marketing is on the audience and the brand must adapt to succeed. The interaction between producer and consumer becomes less about entertaining and more about listening, influencing, and engaging.| | 29. How does price interact with the other three Ps of the marketing mix? (Points : 0.5| The marketing manager determines the goals of the company’s promotional strategy in light of the firm’s overall goals for the marketing mix-product, product, place, promotion and price.| Product: The price setting and the quality of the product is related. The price must be decided according to the level of the product and demand for the product. Place: Offering a large profit margin to distributors can often attain adequate distribution of a new product. Promotion: Price can be the main tool for promotion. Low price, discount coupons, events, or campaigns can be used for promotion.| Instructor Explanation:| | 5. Describe the five gaps identified in the gap model of service quality that can cause problems in service delivery and influence customer evaluations of service quality. Discuss ways that marketers can close each gap. (Points : 0. .| Question 😠 Describe the five gaps identified in the gap model of service quality that can cause problems in service delivery and influence customer evaluations of service quality. Discuss ways that marketers can close each gap.| | Student Answer:| | This is gap 3. Gap 3 is due to the inability of management and employees to do what should be done. Management should ensure that employees have the skills and the proper tools to perform their jobs. Other techniques that help to close gap 3 are training employees so they know what management expects and encouraging teamwork.| | Instructor Explanation:| GAP 1 is the gap between what customers want and what management thinks customers want. This gap results from a lack of understanding or a misinterpretation of the customers’ needs. To close gap1, firms must stay attuned to customers’ wishes by researching customer needs and satisfaction.GAP 2 is the gap between what management thinks customers want and the quality specifications that management develops to provide the service. Essentially, this gap is the result of management’s inability to translate customers’ needs into delivery systems within the firm.GAP 3 is the gap between the se rvice quality specifications and the service that is actually provided. Management needs to ensure that employees have the skills and the proper tools to perform their jobs.Other techniques to clos gap 3 are training employees and encouraging teamwork.GAP 4 is the gap between what the company provides and what the customer is told it provides. This is clearly a communications gap. To close gap 4, companies need to create realistic customer expectations through honest, accurate communication about what the firms can provide.GAP 5 is the gap between the service that customers receive and the service they want. This gap can be positive or negative.|

Financial Management in Non Profit Organizations

ITO-YOKADO COMPANY, LTD. M. Edgar Barrett and Christopher D. Buehler Overview The Ito-Yokado Company consisted of three business segments: Superstores and other Retail Operations (lto-Yokado superstores, Daikum discount stores, York Mart, York Benimaru, Robinson's Department Stores, and Oshman's Sporting Goods); Restaurant Operations (Denny's and Famil Restaurants); and Convenience Store Operations (7-Eleven Japan). Ito- Yokado had just acquired struggling Southland Corporation and transitional long-term strategies for Southland would have to be developed.Although diversified, Southland's largest business segment was its Stores Group responsible for operating and franchising of over 7,500 7-Eleven convenience stores. Masanori Takahashi, a senior strategy analyst for Ito-Yokado was considering the possibility that long-term strategies that had been successful in Japan also could be successful in the United States was vastly different than that of Japan; nevertheless, he was confident that through careful and thorough planning, the goal of making Southland profitable could be achieved. Learning Objectives . To acquaint students with the development of a Japanese company and its move into U. S. markets essay writer service review. 2. To acquaint students with elements of â€Å"Japanese management† through Ito-Yokado's â€Å"operation reform project† and to induce them to question the transferability of marketing across national boundaries. 3. To familiarize students with the nature of retailing in Japan buying essay papers online. 4. To show how Southland Corporation became subject to acquisition by Ito-Yokado Company, Ltd. 5. To present the nature of the convenience store industry in the United States.In mid-March 1991, Masanori Takahashi, a senior strategy analyst for Ito-Yokado Company, was preparing to depart for Dallas, Texas. Once there, he would be leading a team of Japanese and American managers responsible for establishing transitional and l ong-term strategies for the Southland Corporation. After nearly an entire year of intense bargaining and negotiation with Southland and its creditors, Ito-Yokado acquired Southland on March 5, 1991. Takahashi began working with Ito-Yokado in 1972 as an assistant manager of one of the company's superstores. He had advanced to the position of regional manager by 1979.In early 1981, Ito-Yokado's Operation Reform Project was conceived and Takahashi was asked to be a member of the team leading the project. During the first few months on the team, Takahashi quickly understood certain crucial aspects of the new project, most notably the use of point-of-sale (POS) systems. Implementation of the project advanced most rapidly in Ito-Yokado’s 7-Eleven Japan subsidiary, so he also had become familiar with the operating environment of convenience stores in Japan. As Takahashi left his Tokyo office, he could not help but feel both excitement and apprehension regarding his new position.He h ad gained confidence while involved with the successful Operation Reform Project at Ito-Yokado's superstores and 7-Eleven Japan convenience stores, but this experience might or might not prove to be useful in respect to Southland. COMPANY BACKGROUND Ito-Yokado's founder, Masatoshi Ito, was born in 1924 and graduated from a commercial high school in Yokohama. He worked briefly at Mitsubishi Heavy Industries before joining Japan's war effort in 1944. After World War II, he worked with his mother and elder brother at the family's 66-square-foot clothing store in Tokyo. 1 The store was incorporated as Kabushiki Kaisha Yokado in 1958.By 1960, Ito was in sole control of the family business. During that same year he made his first visit to the United States. In 1960, Ito visited National Cash Register (NCR) in Dayton, Ohio. While in the United States, Ito was introduced to terms such as â€Å"supermarkets† and â€Å"chain stores† by NCR, which was interested in selling cash r egisters to Japanese retailers. In Japan, retailing was dominated by mom-and-pop stores and a handful of venerable department stores, with few types of retail outlets in between. At this time, Ito began to see the possible role of mass merchandisers in a society becoming â€Å"mass-oriented. Ito soon opened a small chain of superstores in the Tokyo area. These stores carried a large selection of household goods, food, and clothing of generally lesser quality and lower price than either the mom-and-pop or department stores. ‘ By 1965, Ito had opened eight superstores. In the same year, the name of the chain was changed to Ito- Yokado. The Growth of Ito- Yokado as a Superstore Ito's concept for the superstores was centered on having the rough equivalent of several types of retail stores contained within one multistory superstore.The initial stores were located near population centers and railroad stations in the Tokyo areas. ‘ Often, several stores were located in close p roximity in order to achieve â€Å"regional dominance. † The results were high name recognition, reduced distribution costs, and the effective squeezing out of competition. Ito soon realized that social changes in Japan could create new opportunities for his retailing ideas. Younger and more mobile Japanese appeared to be less willing to spend a great deal of time shopping at numerous mom-and-pop stores. Also, the Japanese society was experiencing increased suburbanization.Ito decided to locate stores in suburban prefectures. There were 47 prefectures (provinces) in Japan. One reason for locating stores in suburban areas was the lower cost of real estate. This allowed Ito-Yokado to open larger stores with more parking spaces than competitors located in congested urban areas. Ito continued to use a strategy of â€Å"regional dominance† with these new openings, most of which were concentrated in the greater Kanto district, which consists of the Tokyo metropolitan area an d surrounding cities. By the early 1970s, Ito-Yokado stores were opening at the rate of four or five per year.By the late 1970s, nine or 10 new stores ‘were opened annually. † In early 1987, 101 of 127 Ito- Yokado superstores were located in the greater Kanto district. Ito also adopted a strategy of leasing some properties for new stores. As of the mid-1980s, more than 87 percent of Ito-Yokado's aggregate sales floor space, 10 of the company's 11 distribution centers, and the company headquarters in Tokyo were all leased? Often, property prices were astronomical, or the owners of well-located sites would not part with their property for any price. Constraints on GrowthThe initial success of Ito-Yokado and the other superstores soon resulted in retaliatory action by a powerful competitor: the mom-and-pop store owners. These small retailers were said to â€Å"pull the strings of Liberal Democratic Party politicians at the local level. †8 The action initiated by the small retailers resulted in the 1974 Large Store Restriction Act, which was subsequently strengthened in 1979. The original act restricted the opening of stores with sales areas of more than 1,500 square meters (16,500 square feet). In addition, the act restricted the hours of operation of new and existing large stores.A series of changes in 1979 added restrictions on stores with sales areas greater than 500 square meters (5,500 square feet). A Commerce Coordination Committee was established in each area in order to set policy regarding large-store openings and hours of operation. The committees were effectively controlled by the small retailers. By the early 1980s, Ito-Yokado was opening only four or five new stores annually. † Factors other than the Large Store Restriction Act adversely affected Ito-Yokado. Japanese consumers' real disposable income decreased by a little more than 1 percent during 1980-1981. 0 Japan experienced a general economic downturn in the early 1980s, as did the rest of the world, again serving to limit consumer purchasing power. Net income for Ito- Yokado-which had grown almost 30 percent per year between 1976 and 1981-grew by 9. 7 percent in 1982 and by 0. 9 percent in 1983. 11 The legal restrictions imposed on large stores, when combined with the economic downturn, led to both lower current earnings and a projection of reduced rates of growth in future earnings. Ito-Yokado as a Parent Company During the early 1970s, Ito began pursuing new retailing interests.In 1972, he approached Dallas-based Southland Corporation in an attempt to secure a license to operate 7-Eleven stores in Japan. He was rebuffed. He made a similar attempt in 1973 with the aid of a Japanese trading company, C. Ito and Company, and was successful in obtaining the license. Concurrently, Ito was pursuing another U. S. firm, Denny's Restaurants, in an attempt to obtain rights for opening Denny's Restaurants in Japan. Both subsidiaries, Denny's Japan and 7-Ele ven Japan (originally called York Seven but renamed 7-Eleven Japan in 1978), were established in 1973.The first 7-Eleven and the initial Denny's in Japan were both opened in 1974. Stock for each of the two majority- owned subsidiaries was traded independently on the Tokyo Stock Exchange. Both subsidiaries became profitable around 1977. ITO-YOKADO IN THE 1980s The Ito-Yokado group consisted of three business segments: Superstores and other Retail Operations, Restaurant Operations, and Convenience Store Operations. The Convenience Store Operations segment was made up of 7-Eleven Japan. The Restaurant Operations segment consisted of Denny's and Famil Restaurants.Ito-Yokado super- stores, Daikuma discount stores, two supermarket chains (York Mart and York-Benimaru), Robinson's Department Stores, and Oshman's Sporting Goods Store made up the Super-stores and other Retail Operations segment. Ito-Yokado's financial statements are shown in Exhibits 1 through 3 in separate attachments. SUPER STORES AND OTHER RETAIL OPERATIONS York Mart and York-Benimaru York Mart was a wholly owned subsidiary established in 1975. In 1990, it operated 40 supermarkets located primarily in the Tokyo area.These stores sold mainly fresh foods and packaged goods, and competition was high in this geographic and retail area. Ito- Yokado's Operation Reform Program was implemented by York Mart in 1986 as a means to boost efficiency and profits. By 1990 sales were increasing at 6 percent per year. See Exhibit 3. Is York-Benimaru was a 29-percent-owned affiliate of to-Yokado, and was an independently managed regional supermarket chain. York-Benimaru operated 51 stores as of 1988. The stores were located in the Fukushima prefecture of Koriyama-city in northern Japan. Like York Mart, York-Benimaru operated with a higher profit margin than the supermarket industry as a whole. York-Benimaru's earnings growth rate of 13 percent per year was expected to last into the 1990s, and Ito-Yokado's share of this profit was the major contribution to the â€Å"equity in earnings of affiliates† portion of Ito- Yokado's income statement (see Exhibit 2). Daikuma Daikuma discount stores were consolidated into the Ito-Yokado group in 1986, when Ito-Yokado's ownership of Daikuma increased from 47. 6 percent to 79. 5 percent. † In 1990, Daikuma was one of the largest discount store chains in Japan with 14 stores.Although Daikuma was popular among young Japanese consumers, the discount stores attracted the critical attention of competing small retailers. Because the discount stores were regulated by the Large Store Regulation Act, intensive effort was required to open new stores. Despite these circumstances, and increasing competition, Daikuma opened two discount stores in 1989. Robinson's Department Stores In 1984, the Robinson's Japan Company was established to open Robinson's Department Stores in Japan. The Robinson's name was used under the terms of a license granted by the U.S. sto re of the same name. The Japanese company was wholly owned by Ito-Yokado, and the first Robinson's Department Store in Japan was opened in November 1985 in Kasukabe City of Saitama Prefecture. This was a residential com- munity north of Tokyo and was a rapidly growing area. Although an Ito- Yokado super- store was located nearby, Ito-Yokado's management believed that a niche existed for a slightly more upscale retail store. Ito-Yokado had â€Å"shattered traditional wisdom by opening up a department store in the suburbs, not in the center of Tokyo. 21 The location was expected to serve a population area of more than 600,000 residents and to offer a broad selection of consumer goods at prices higher than superstores yet lower than the downtown Tokyo department stores. ~ Many of the strategies employed by Ito-Yokado in opening its Robinson's Department Store followed similar strategies employed in its superstores. The land was leased (in a suburb). Instead of purchasing goods on a co nsignment basis as most other department stores did, Robinson's managers were made responsible for the outright purchase of goods from suppliers.This allowed Robinson's to purchase goods at a significantly reduced price. Robinson's reported its first profit in fiscal 1989, approximately four years after opening. † In contrast, most Japanese department stores operate approximately 10 years before reporting a profit. The single Robinson's location grossed about ? 28 billion (US$220 million) in fiscal 1989. 24 The second Robinson's Department Store opened in late 1990 in Utsunomiya, about 100 kilometers (60 miles) north of Tokyo. Oshman's Sporting GoodsIto-Yokado licensed the Oshman's Sporting Goods name from the Houston, Texas, parent company in 1985. That year, two stores were opened. One of the stores was located inside the original Robinson's Department Store. RESTAURANT OPERATIONS The Famil Restaurant chain was started in 1979 as an in-store restaurant to serve customers at Ito-Yokado superstores. It had; however, expanded to 251 locations by 1988. 25 The Famil chain did not record its first positive earnings until 1986. In Famil's attempts to expand operations, the company had emphasized its catering business. By 1990, the in-store operations (those located in Ito- Yokado superstores) accounted for 45 percent of Famil's sales, the catering business accounted for 32 percent of sales, and freestanding stores accounted for 23 percent of sales. † Denny's Japan Ito-Yokado opened the initial Denny's (Japan) Restaurant in 1974 with a license from Denny's of La Mirada, California. Ito-Yokado tailored the U. S. family restaurant to the Japanese market, and Denny's Japan became profitable around 1977. By 1981, 100 Denny's Japan restaurants had been established. † and in 1990 there were 320 such restaurants operated by Ito-Yokado. In 1990, Ito-Yokado controlled 51 percent of Denny's Japan stock. In the early 1980s. Ito-Yokado decided that Denny's Jap an should purchase all rights to the Denny's name in Japan. The purchase was made in 1984, and royalty payments to the U. S. parent were thereby discontinued. In fiscal year 1990 (March 1989 to February 1990), Denny's Japan reported a net annual sales increase of 10. 9 percent, as compared with the 4. 9 percent Japanese restaurant industry sales increase for the same period= Exhibits 4 and 5 contain financial statements for Denny's Japan.In 1988, Denny's Japan began using an electronic order-entry system, which allowed managers of individual restaurants to quickly order food sup- plies based on trends in their own restaurants. It also allowed for the periodic updating of menus to reflect new food items. See exhibits 4 and 5. CONVENIENCE STORE OPERATIONS 7-Eleven Japan Since the opening of the first 7-Eleven store in 1974, the chain had grown to more than 4,300 stores located in virtually all parts of Japan by February 1990. 32 At that time, about 300 new stores were being opened ann ually.Ito-Yokado owned approximately 50. 3 percent of 7-Eleven Japan in 1990. Originally, young urban workers represented the primary customer base. As 7-Eleven penetrated the Japanese market, however, almost everyone became a potential customer. In Tokyo, for example, utility bills could be paid at the chain's stores. The 7-Eleven stores were small enough, with an average of only 1,000 square feet, to effectively avoid regulation under the Large Store Regulation Act. This allowed 7- Eleven to compete with the mom-and-pop retailers on the basis of longer hours of operation and lower prices.Faced with this competition, many of the small retailers joined the ranks of 7-Eleven. By converting small retailers to 7-Eleven stores, Ito-Yokado was able to expand rapidly and blanket the country† 7-Eleven Japan pursued a strategy of franchising stores instead of owning them. The franchise commission for 7-Eleven stores was approximately 45 percent of the gross profit of the store (the co mmission was 43 percent for 24-hour stores). Ito-Yokado provided most of the ancillary functions for each store (e. g. , administration, accounting, advertising, and 80 percent of utility costs).In 1987, 92 percent of all 7-Eleven stores in Japan were franchised. † and by 1990, only 2 percent of the 7-Elevens were corporate owned. † Within the Ito-Yokado group, 7-Eleven contributed 6. 8 percent of revenues in 1990. With this relatively small portion of overall corporate revenues, however, 7- Eleven Japan contributed more than 35 percent of the group's profit. Under its licensing agreement, 7-Eleven Japan paid royalties of 0. 6 percent of gross sales to the Southland Corporation. In 1989 and 1990, 7-Eleven Japan paid royalties of about $4. 1 million and $4. million, respectively. The financial statements for 7-Eleven Japan for the years 1986 to 1990 are shown in Exhibits 6 and 7. OPERATION REFORM PROJECT Ito-Yokado implemented the Operation Reform Project in late 1981 in a retail industry environment punctuated by reduced consumer spending and decreasing margins. The goals of the project were to increase efficiency and boost profitability by increasing the inventory turn while avoiding empty store shelves. The plan was originally implemented in the Ito- Yokado Superstores and the 7- Eleven Japan convenience stores.The implementation of the project involved a coordinated effort of catering to rapidly changing consumer preferences while, simultaneously, monitoring merchandise flow more closely. This coordination was accomplished by making individual store managers more responsible for such decisions as what merchandise was to be stocked on store shelves, thus allowing managers to tailor merchandise selection in their individual stores to local preferences. Top Ito-Yokado regional managers held weekly meetings with store managers to monitor the implementation of the project.As late as 1988, these meetings were still held on a weekly basis. † In o rder to avoid depletion of store stocks, Ito-Yokado established an on-line ordering system with vendors. In 1982, the ordering system reached only 400 vendors. By 1988, however, the system linked Ito- Yokado with 1,860 vendors. Point-of-Sale System As implementation of the Operation Reform Project began, Ito-Yokado paid increased attention to the importance of obtaining information regarding the flow of merchandise through individual stores. The tool chosen to accomplish this task was the point-of-sale system.POS system usage was increasing in the United States in the early 1980s, but the systems were used primarily to increase productivity at the cash register. In contrast, Ito- Yokado used similar systems as a part of the project by monitoring specific merchandise flow. As of the late 1980s, many retailers in the United States had begun utilizing POS in similar capacities, and some had begun to use POS to track the purchases of individual consumers. The first use of POS systems in Japan came in 1982, when 7-Eleven Japan began installing them in its stores. By 1986, every 7-Eleven store in Japan was equipped with such a system. The systems available were sophisticated enough to monitor the entire stock of merchandise in a typical convenience store having about 3,000 items. ‘ The systems could monitor the flow of every item of merchandise through the purchase, inventory, sale, and restocking stages. In late 1984, Ito-Yokado decided to install POS systems in the superstores. The sophistication of those systems installed in convenience stores, however, was not adequate to handle the merchandise flow of a superstore, which could stock up to 500,000 items. † New POS systems were developed n a coordinated effort by Ito-Yokado, Nippon Electric, and Nomura Computer Services. The installation of POS systems in the existing superstores was completed in November 1985, with more than 8,000 POS registers installed in 121 stores. † With 138 stores in 1990 , Ito-Yokado had an estimated 9,000 POS registers in the superstores alone. In 1986, after the systems had been installed in all superstores and 7-Elevens, Ito- Yokado accounted for about 70 percent of the POS systems in use in Japan as of 1988; 7-Eleven Japan was the only major convenience store chain in Japan to have installed POS systems. By August 31, 1989, Japan had 119,137 POS scanner-equipped registers in 42,880 stores, making it the country with the most POS systems in use. † The POS systems used by 7-Eleven Japan and Ito-Yokado superstores were upgraded in 1986 to add a new dimension to Ito-Yokado's Operation Reform Project. The upgraded systems allowed for bidirectional communication with the company headquarters. This feature essentially allowed information to flow not only from individual stores to a central location, but also from the central location back to individual stores.By linking the central system to other computer systems, more information than just sale s of retail items could be transmitted. This capability allowed Ito-Yokado to increase the efficiency of deliveries by centralizing some orders. By increasing the total size of orders, Ito-Yokado increased its bargaining position with distributors. One result of this bargaining strength was more frequent deliveries of smaller volume. From 1987 to 1988, deliveries increased from one to three per week for stores in many regions of Japan, notably the Tokyo, Hokkaido, and Kyushu areas.Using the POS systems, 7-Eleven began to offer customers door-to-door parcel delivery in conjunction with Nippon Express. In addition, some POS terminals were being used to issue prepaid telephone credit cards+' Since October 1987, Tokyo-area customers had been able to pay their electric bills at 7-Eleven; since March 1988, they had also been able to pay their gas bills Women traditionally manage household finances in Japan, so these services were designed to attract more women customers to the convenience stores. Results For the Ito-Yokado superstores alone, average days of inventory decreased from 25. in 1982 to 17. 3 in 1987. By 1990, it was estimated to be 13 days. The effect on operating margins and net income for the entire Ito-Yokado Corporation was equally dramatic. In 1982, the company's operating margin stood at 5. 1 percent. It had increased to 8. 1 per- cent by 1987. By 1990, the operating margin had climbed to 10. 5 percent. Net income for the corporation increased from ? 14,662 million in 1982 to ? 34,649 million in 1987, and ? 58,465 million in 1990. 7-Eleven Japan recorded similar increases in operating margins and net income during the same period.In 1982, 7-Eleven Japan's operating margin was 20. 7 percent. It had increased to 34. 6 percent by 1987. Net income from the 7-Eleven operations increased from ? 7,837 million in 1982 to ? 33,000 million in 1987. As of 1990, the Ito-Yokado Corporation was the second largest retailer in Japan, with ? 1,664,390 million of ann ual gross sales. The leading retailer was Daiei, with ? 2,114,909 million of revenues. Ito- Yokado was, however, the most profitable retailer in Japan, with net income of ? 58,465 million. In comparison, Daiei recorded net income of only ? 9,457 million for 1990.Financial statements for Daiei are shown as Exhibits 8 and 9. THE SOUTHLAND CORPORATION The Southland Corporation began in Dallas, Texas, in 1927 when Claude S. Dawley consolidated several small Texas ice companies into the Southland Ice Company. This new company was under the direction of 26-year-old Joe C. Thompson, Sr. Under Thompson's guidance, Southland began to use its retail outlets (curb service docks) to sell products in addition to ice, such as watermelon, milk, bread, eggs, and cigarettes. With the addition of these products, the concept of the convenience store was born.During the Great Depression and the 1940s, Southland's convenience store business added several more products, including gasoline, frozen foods, beauty products, fresh fruit and vegetables, and picnic supplies. Because the store opened at 7 AM and remained open till 11 PM, the store name 7-Eleven was adopted during this time. The 1950s were a period of substantial growth in terms of the number of stores and of 7-Eleven's geographical coverage. The first stores located outside of Texas were opened in Florida in 1954. During the same year, 7-Eleven's operating profit surpassed the $1 million mark for the first time.By 1959, the entire 7-Eleven empire constituted 425 stores in Texas, Louisiana, Florida, and several other East Coast states. John Thompson became president of Southland when his father, Jodie Thompson, died in 1961. During the 1960s, a population migration toward the suburbs and changing lifestyles presented Southland with new growth opportunities. John Thompson lead Southland on the path of expansion, and more than 3,000 stores were opened in the decade. The product line of 7-Eleven also grew during this time to i nclude prepared foods, rental items, and some self-service gasoline pumps.The 1970s were also a period of achievement for Southland. In 1971, the $1 billion sales mark was surpassed. Southland- stock began trading on the New York Stock Exchange in 1972, and the 5,OOOth store was opened in 1974. It was at this time that Masatoshi Ito approached Southland with the prospect of franchising 7-Eleven stores in Japan. During the 1970s and early 1980s, Southland's activities became more diversified. In 1986, the company had four operating groups: the Stores Group, the Dairies Group, the Special Operations Group, and the Gasoline Supply Division.The Stores Group represented the largest of the operating groups in terms of sales through the 1980s. The Stores Group was responsible for the operating and franchising of convenience stores. At the end of 1985, there were 7,519 7-Eleven stores in most of the United States and five provinces of Canada. This group was also responsible for 84 Gristede' s and Charles & Company food stores. 38 Super-7 outlets, and 7-Eleven stores operated under area licensees in the United States, Canada, and several Pacific Rim countries, including Japan.The Dairies Group was one of the nation's largest dairy processors in 1986 and served primarily the Stores Group, although aggressive marketing in the 1980s targeted service to institutional dairy needs. This group operated in all of the United States and parts of Canada. The Special Operations Group consisted of Chief Auto Parts (acquired in 1979); Pate Foods (a snack food company): Reddy Ice (the world's largest ice company); and Tidel Systems (a manufacturer of cash dispensing units and other retailer equipment).The Gasoline Supply Division was formed in 1981 to serve the gasoline requirements of the more than 2,800 7-Eleven stores handling gasoline. This division's history was punctuated by the 1983 acquisition of Cities Service Refining, Marketing, and Transportation businesses (CITGO) from Oc cidental Petroleum. Southland's Recent Activities Southland's dramatic growth and diversification during the 1970s and early 1980s resulted in 7-Eleven having a dominant position in the convenience store industry.Despite this position, circumstances since the mid-1980s had greatly eroded 7-Eleven and Southland's strengths. The oil price collapse of early 1986 was the sharpest drop of crude oil prices in history. The instability of crude oil and wholesale refined products, coupled with CITGO's inventory methods and various write-downs, resulted in only modest income for a previously very profitable company. The volatility of CITGO's financial position greatly affected Southland's earnings. Southland's equity interest in CITGO contributed to a $52 million loss for the entire corporation in 1986.In order to reduce the impact of an unstable crude oil market and the accompanying volatility of CITGO's earnings, South- land entered into a joint venture with Petroleos de Venezuela (PDVSA) i n late 1986. The joint venture with PDVSA had several components. Southland sold a half- interest in CITGO to a subsidiary of PDVSA for $290 million. In addition, PDVSA agreed to both supply CITGO with a minimum of 130,000 barrels of crude oil per day and pro- vide its share of CITGO's working capital requirements. A takeover attempt of Southland occurred in April 1987.Canadian financier Samuel Belzberg approached the Southland board of directors with an offer of $65 per share of common stock. Unwilling to relinquish control of Southland, the Thompson family tendered $77 per share for two-thirds of the outstanding shares in July 1987. The other third of the shares would be purchased at $61 per share (plus $16 per share of new preferred shares) by the would-be private Southland Corporation. Financing for this acquisition came from $2 billion in loans from a group of banks and a $600 million bridge loan from Goldman, Sachs and Salomon Brothers. An additional $1. billion was generated by the issue of subordinated debentures Gunk bonds) in November 1987. This occurred after the stock and junk bond markets crashed in October 1987. Southland's investment bankers had to sell the bonds at a blended rate of almost 17 percent, instead of the anticipated rate of 14. 67 percent. The Thompson family emerged from the buyout owning 71 percent of Southland at a total cost of $4. 9 billion. Paying the High Costs of a Leveraged Buyout After Southland had been taken private through the leveraged buyout (LBO), significant changes occurred in both Southland and 7-Eleven operations.Southland was restructured, with the elimination of two levels of middle managers. During this time, Southland began selling more 7-Eleven stores than it opened in the United States and Canada. Due to the increased number of licensees opening stores overseas, however, the total number of stores worldwide continued to increase. 7-Eleven Japan was primarily responsible for this increase, with the opening o f 340 stores in 1988 and 349 stores in 1989. Southland also divested itself of many large assets in the 1988 to 1990 period (see Exhibit 10).Significant in this group of divestments were the entire Dairy Group, more than 100 7-Eleven stores in the continental United States, Southland's remaining interest in CITGO (sold to PDVSA), and 7-Eleven Hawaii, (purchased by 7-Eleven Japan). In November 1989, 7-Eleven Japan purchased 58 stores and additional properties from Southland. These properties and stores, which were located in Hawaii, were exchanged for $75 million in cash. The 58 convenience stores were organized as 7- Eleven Hawaii, which was established as a subsidiary of 7-Eleven Japan.As of December 31,1990, Southland operated 6,455 7-Eleven convenience stores in the United States and Canada, 187 High's Dairy Stores, and 63 Quick Mart and Super-7 Stores. Southland owned 1,802 properties on which 7-Eleven stores were located. Another 4,643 7-Eleven stores in the United States and C anada were leased. In addition the company possessed 234 store properties held for sale, of which 109 were unimproved. 77 were closed stores! and 48 were excess properties adjoining store locations. Three of Southland's four food-processing facilities were owned (the other was leased).The company owned six properties in the United States on which distribution centers were located. Five of the six distribution centers were company owned. Until December 1990 the company had also owned its corporate headquarters (called City- place) located near downtown Dallas. 59 Financial statements for Southland Corporation are shown in Exhibits 11 and 12. THE PROPOSED PURCHASE OF SOUTHLAND BY ITO-YOKADO The divestments of 1988, 1989, and 1990 constituted attempts by Southland to generate sufficient cash to service the massive debt incurred from the LBO of 1987.By early 1990, however, it was apparent that the cash generated from these divestments and Southland's operations was not sufficient to cov er its interest expense. Some experts estimated that Southland's cash shortfalls would reach $89 million in 1990 and more than $270 million in 1991. 60 Southland's long-term debt still totaled about $3. 7 billion, and interest expense alone in the first three quarters of 1989 was almost $430 million. † In March of 1990, Southland announced that it was seeking â€Å"rescue† by Ito-Yokado. Proposed Acquisition of Southland by Ito- YokadoSouthland had â€Å"looked at possibilities of receiving assistance from other U. S. companies, but decided that†¦ Ito-Yokado was the best potential partner. â€Å"63 The original proposal would have resulted in Ito-Yokado receiving 75 percent ownership of Southland for $400 million. This proportion of Southland would be split between Ito- Yokado and 7- Eleven Japan, with 7- Eleven Japan obtaining two-thirds of the 75 percent share. The deal was contingent on Southland's ability to swap its outstanding publicly traded debt for stock and zero-coupon (non-interest-bearing) bonds.The publicly traded debt amounted to approximately $1. 8 billion. There were five classes of public debt, ranging in type and interest paid. The interest rate of the bonds varied from 13. 5 percent to 18 percent. Ito-Yokado's offer was also contingent on 95 percent of all bond- holders of each public debt issue accepting the swap. Under this original proposal, the Thompson family would retain a 15 percent stake in Southland, and the remaining 10 percent of the company would be held by bondholders.The original proposal had a deadline of June 14, 1990, at which time either Ito- Yokado or Southland could cancel the agreement. Neither party indicated that such action would be taken, even though Southland's bondholders balked at the swap proposal. A bigger problem was facing the two companies: a rapidly approaching interest payment due on June 15, 1990. Southland's failure to pay the $69 million payment would result in Southland having a 30-d ay grace period in which to compensate bond- holders. At the end of the 30-day period, unpaid bondholders could try to force South- land into bankruptcy court. Revisions to the Proposed Buyout Southland did not make its scheduled interest payment that was due on June 15, 1990. Bondholders, meanwhile, had shown little regard for the original deal struck between Ito-Yokado and Southland. Three more revisions of the proposed debt restructuring and terms for the buyout were submitted between mid-June and mid-July 1990. In each revision, either Ito- Yokado's or the Thompson family's stake in Southland was reduced and the share of Southland stock offered to bondholders increased.With each revision came increased bondholder support, yet this support was far short of either the two-thirds majority (as required in Chapter 11 restructuring cases) or the 95 percent acceptance rate dictated by Ito-Yokado, As revisions were submitted, the expiration dates of the debt restructuring and stock purc hase by Ito- Yokado were extended. On July 16, a bondholder filed suit against Southland for failure to pay interest on June 15, because on July 15 Southland's grace period had expired. By September 12, a majority of bondholders had tendered their notes. This majority was still far short, however, of the 95 percent swap requirement dictated by Ito-Yokado. The deadlines were extended to September 25 for both the debt swap offer by Southland and the stock purchase offer by Ito-Yokado. As Southland was apparently headed for involuntary bankruptcy filing under Chapter 11, the proposal again seemed in jeopardy. Acceptance of the Proposed Buyout The deadline for Southland's debt swap offer was again extended. Bondholder approval was finally obtained in late October.Ito-Yokado's offer to buyout Southland was extended to March 15, 1991, pending court approval of the prepackaged bankruptcy dea1. The bankruptcy-court petition for approval of the prepackaged debt restructuring was filed on Oct ober 24,1990. Although Southland did not have sufficient bondholder approval as dictated by Ito-Yokado, the bankruptcy court proceedings were swift. The last few bondholders who held out were placated in January when the Thompsons relinquished warrants for half of their 5 percent stake of Southland's stock. † On February 21, 1991, the U. S. ankruptcy court in Dallas approved the reorganization of Southland.?! At that time, at least 93 per- cent of the holders of each class of debt issued by Southland had approved the reorganization. On March 5, 1991, Ito-Yokado purchased 71 percent of Southland's stock for $430 million. Two-thirds of this stock was purchased by 7-Eleven Japan, and the other third purchased directly by Ito-Yokado. The terms of the accepted debt-restructuring agreement between Southland and its bondholders are shown in Exhibit 13. THE CONVENIENCE STORE INDUSTRY IN THE UNITED STATESThe convenience store industry in the United States changed dramatically during th e decade of the 1980s. The number of convenience stores in the United States, the gross sales of these stores, and the gross margins all increased during this time period. The net income of convenience stores, however, decreased significantly. This outcome was largely the result of the rapid expansion of several chains of convenience stores and the increased number of convenience stores opened by oil companies. Aggregate Measures of the Industry The number of convenience stores grew from about 39,000 in 1982 to more than 70,000 in 1989.From 1985 to 1989, industry sales increased from $51. 4 billion to $67. 7 billion, an increase of 6. 3 percent per year. Gross margins increased from 22. 8 percent in 1985 to 26. 2 percent by 1988. Despite such growth, convenience store operations experienced a decrease in net profit in the late 1980s. The total industry pretax profit peaked in 1986 at $1. 4 billion, fell to $1. 16 billion in 1988, and plummeted to $271 million in 1989. Some trends ar e shown in Exhibit 14. The expansion of convenience stores in the 1980s was led by large convenience store chains and oil companies.In addition to the growth experienced by the Southland Corporation's 7-Eleven, Circle-K, a Phoenix-based convenience store chain, expanded from 1,200 stores in 1980 to 4,700 stores in 1990. The Role of the Oil Companies The impact of oil companies on the convenience store industry had been significant. Virtually all of the major U. S. oil companies began combining convenience store operations with gasoline stations in order to boost profits. In 1984, Exxon opened its first combination convenience store and gas station. By 1989, it had 500.Texaco operated 950Food Marts in the same year. From 1984 to 1989, the number of convenience stores operated by oil companies increased from 16,000 to 30,000. Gasoline sold at a lower margin (about 6 percent in 1984) than nongasoline convenience store products (32 percent in the same year), so the sale of convenience s tore items presented an opportunity for those gas stations with good locations (i. e. , street comers) to increase profits. In order to capitalize on the potential for higher profits in retailing, the major oil companies boosted their marketing expenditures.In 1979, the petroleum industry spent about $2. 2 billion for their marketing efforts. By 1988, these expenditures were almost $5 billion. The convenience stores operated by oil companies were growing in both number and size. In 1986, only about 20 percent of the oil company convenience stores were 1,800 or more square feet in size (the size of about 90 percent of traditional convenience stores). By 1990, however, more than 50 percent of the oil company convenience stores were between 1,800 and 3,000 square feet in size. â€Å"? Merchandise Trends for Convenience StoresBecause of the intensified retailing efforts of oil companies and large convenience store chains, some trends (other than those mentioned previously) evolved. In 1985, gasoline accounted for 35. 4 percent of convenience store sales. By 1989, gasoline accounted for 40 percent of sales. † The gross profit margin for gasoline sales had increased from 7. 3 per- cent to 11. 7 percent more than the same period. â€Å"? Of the 61,000 convenience stores in the United States in 1985,55 percent sold gasoline, and in 1989, 65 percent of 70,200 convenience stores sold gasoline.In 1989, 75 percent of the new convenience stores built were equipped to sell gasoline. † Although gasoline sales and margins became an increasingly significant contributor to convenience store revenues, contributions of revenue from other merchandise stagnated. In 1985, merchandise (other than gasoline) sales for the convenience store industry amounted to $33. 2 billion. In 1,989, sales reached $40. 6 billion. † This increase in merchandise sales, however, was offset by the large number of store openings. In 1985, the average yearly merchandise sales per store was $544,000.This number increased to only $578,000 in 1989. THE SETTING While flying from Japan to the United States, Takahashi reflected on the success that both Ito-Yokado and 7-Eleven Japan had enjoyed over the course of many years. These achievements were the result of long-term strategies that were carefully tailored to the Japanese market. Could these same, or similar, strategies be the foundation for making Southland financially successful again? He realized that the convenience store industry in the United States was vastly different from that of Japan.Nevertheless, he was confident that, through careful and thorough planning, the goal of making Southland profitable could be achieved. -11 pts if late (after 6pm of due date) and additional -5pts for each day thereafter for max late points of -26 pts. Lists the Strengths / Weaknesses/ Opportunities / Threats for the Ito-Yokado Company (total 10 pts) SWOT analysis. Strengths (list and briefly discuss only 3) 1 pt each for tota l of 3 pts. SWOT, defined as the strength, weaknesses, opportunities and threats is an organizational tool used to analyze core competencies of a business.And like most businesses the Ito-Yokado Group consisting of three business segment (superstores and retail operations, restaurants operations, and convenience store operations) is no different. The strategies used to expand its operations Point of sale register, diversified portfolio, name(branding) and strategic location Weaknesses (list and briefly discuss only 2) 1 pt each for total of 2 pts Opportunities (list and briefly discuss only 2) 1 pt each for total of 2 pts The need for new ideas, real estates, the most vulnerable (younger generation) Threats (list and briefly discuss only 3) 1 pt each for total of 3 pts.The threats faced by the Ito-Yokado Group are: competition from mom and pops store, decrease in disposable income and Large Store Restriction Acts. As discussed in the article, the Large Store Restriction Acts influen ce by rival competitors makes it challenging for the organization to cater to its consumer needs. The result is not only deprived customer, but decrease in revenue, as the laws restrict the size of the store, making it impossible to grow different variety in store products.Another threat is consumer income, the limited consumer income, means consumer has limited amount for discretionary spending. And last but not least is the competition from mom and pops stores. These types of small businesses despite their sizes can pose a real threat for large companies such as 7-Eleven, reason being, is the fact that they are better known and rooted within the community. Essay questions to be answered in detail. (18 pts for each question for total of 90 pts) 1.What were some of the primary reasons for Ito-Yokado's remarkable degree of success during the past several decades? Globalization in my opinion was one of the biggest factors in the company success. Today’s market makes fierce comp etition therefore businesses no longer can afford to operate locally. In order for them to be successful, they must join the rest of the world in forming partnership through Joint Ventures, Franchising, Licensing, and Foreign Subsidiaries. While the advantages of globalization exist, it is not without its disadvantages.The transformation of a company from a local organization into a transnational organization is not an easy task mainly because of the various laws, time, efforts, and monetary investment that one must be able to shoulder before taking on such venture. The factors listed include, but are not limited to political stability, relationship between the two countries, licenses fees, market responsiveness, and the cost can determine the successfulness of a business. In addition, the careful planning and leadership ability can also determine whether or not a business can make the transformation successfully.As a leader one of the primary goals is to have a vision that can be c ommunicated down the chain. And as demonstrated by Ito-Yokado, he clearly demonstrated his vision for the company by strategically expanding the company’s operations into three different segment ranging from retail stores, restaurants chain and convenient stores. The result was a diversified portfolio with increase revenue. Another reason of success can be measured by the risk decision made by the company’s leaders. With any operation whether personal or professional, one must be willing to take isk, a risk in which the benefits outweigh the cost. Although the transformation from the Japanese market to the American was uncertain, because of factors such as consumer responsiveness, income, laws and applicable regulations, the decisions to invest into the various markets was worthwhile all because of proper planning and market response. The result was a successful Ito-Yokado group. 2. How did Ito-Yokado’s 7-Eleven Japan differ from Southland's 7-Eleven operations during the 1980s? While the two shares the same name the difference in their operations where obvious.The 7-Eleven in Japan compared to that of Southland differ in their operation that is, the door-to-door parcel delivery by Nippon, the convenience of bill pay for its customers, faster growth opportunities through franchising. Because of the Large Store Restriction Act, the company was limited in growth to expand its physical location; as a result, they resort to a smaller size stores strategically located in suburban areas. This venture was a deliberate marketing strategy used to penetrate the most vulnerable areas (suburbs) and fight off competitions brought on by the moms and pops stores.While the 7-Japan thrive in its operations of smaller stores with over 3000 items with point of sales register, their counterpart was not far behind. Under the leadership of John Thompson, the 7-Eleven in Southland were able to operate convenience stores with expanded products and services includ ing; low cost gasoline, and prepared food. Despite troubles with the oil industry, the 7-Eleven of Southland was able to form a partner with Oil Company such as CITGO and largest ice producer Reddy Ice. The result was a perfect union that brought about increase revenues.The union however, was short lived, as the company profit plummeted and had to file for bankruptcy. 3. What are Ito-Yokado and Z-Eleven Japan getting for their $430 million? 4. What is your prognosis for Southland under Ito-Yokado ownership? Will Ito-Yokado be successful? Based on the article, it is apparent the management and leadership of Ito-Yokado Group are making the right decisions and stirring the company in the right direction. This is evident through it increase franchising of stores and increase revenue. While the Group might be successful in Japan, areful consideration must be given to the market in the United States. As noted in the reading, the Southland Group under the leadership of John Thompson has ha d its share of misfortune mainly because of the oil industry. The fall in oil prices and volatility of the market resulted in loss of profit and buyout. While the venture of acquiring Southland Group, Ito-Yokado, must ensure it does it homework, with proper study of the US market. They must also, realize that the US market is one of capitalism with fierce competition.Unlike Japan, there are no such rules as the Large Store Restriction Act, as long as the proper conditions are met with the right paperwork, a business can expand as necessary. Another determining factor is the need for the product. yes the idea to expand is great! However, is it cost effective or will the company be better off 5. Is 1to-Yokado a global company? Explain your answer. The answer whether Ito-Yokado was a global company would be yes based on the fact that the company operate in more than one country with various subsidiaries.Ito-Yokado, will be consider Multinational Corporation simply because the operation and production of its products and services were done both in the United States and Japan. In addition the trading of its stocks was offered on both the NYSE, and the Japanese trading markets, thereby influencing the economy of both nations. Another important factor is the fact that nowadays, globalization makes it almost impossible for businesses to operate locally. For this reason they must be willing and able to compete on a global stage with numerous