Segmentation and targeting Personal Statement Example | Topics and Well Written Essays - 250 words

Segmentation and targeting - Personal Statement Example The major consumer characteristics influencing market segmentation include geographic, psychographic, behavioral and demographic characteristics. Harry and David, a leading internet-retail store that deals with delivery of fruit gifts exemplifies a successful marketing segmentation strategy. In the Harry and David site, segmentation has been achieved through development of a product mix consisting of; Among the various gift segments, the products are targeted to the needs of specific customers using different messages. For instance, the birthday gift segment allows personalization of the gifts by adding a free gift card where the customer can write a specific message. Flower gifts are also tailored to specific occasions like May Day (May 1st), Administrative professional day (April 25th), Earth day(April 22nd) and Nurses Week (May 6th– May 12th) among other occasions. Some of the Promotional messages used in the product mix include; The segmentation choice and the messages used in each category are suitable as they are tailored to provide a personal touch to the customers. However, I would include messages that appeal to the tastes of different age groups like teenagers, young adults and middle-age groups if I was responsible for marketing the Harry and David e-retail

Green Grass, Running Water Essay Example | Topics and Well Written Essays - 1000 words

Green Grass, Running Water - Essay Example What is that â€Å"authentic† Indian behavior? Does progress and modernity of the Native Americans mean that they need to say farewell to their original cultural traits? â€Å"Green, Grass, Running Water,† by Thomas King depicts what true Native American spirit is about. What is the nature of struggles of Northern Aboriginal people trying to keep in touch with their culture and/or move towards a more modern western culture—what are its limitations and how far influences of whites in some areas are inevitable? Lionel and his aunt Norma are engaged in an anxious and spirited conversation that has an undercurrent of racial tension. Norma represents the typical Native American in her thinking and she has great apprehensions about the change that she identifies in Lionel as for the white culture. Does she basically hate the white leanings of Lionel? The answer is both yes and no! Rather than hating the whites, she is deeply interested that Lionel should retain the Nat ive identity. They are in a car, and the casual comment by Lionel regarding Indian Council paving a dirt road, is seriously taken up for a racial debate buy Norma. Thomas King writes, (1994, p.7-8) â€Å"Lionel, if you weren’t my sister’s boy, and if I didn’t see you born with my own eyes, I would sometimes think you were white. You sound just like those politicians in Edmonton. Always telling us what we can’t do.† This indicates Norma’s deep-rooted dislike for white dispositions towards which she believes Lionel is moving. Her comparison of Lionel with politicians in Edmonton, gives the clear picture about how the whites perceive the Native American and have poor estimate of their abilities. Thus an unbridgeable gap is established between the Native Indians and White Americans. She sincerely wishes that Lionel remain associated with their heritage and she is apprehensive about his moving towards the other side of the cultural fence that div ides the whites and blacks. The argument between the nephew and the aunt thickens and reaches wider horizons as Norma picks up more issues concerning Lionel. She recalls, when Lionel was a boy, his tonsils were operated upon by a white doctor. She remarks, â€Å"Indian doctors weren’t good enough.†(p.32)This has an element of sarcasm, as well as worry for her about Lionel imitating the white traits, as his life was shaped and influenced by white culture. Her latent resentment towards all that is white is also evident. She doesn’t wish to â€Å"lose† Lionel under any circumstances, and desires to remind him that they should be proud that they belong to the heritage of Northern Aboriginal people of America. Her resentment towards the white race is evident when she sarcastically says addressing her nephew, â€Å""As if they [white men] were something special. As if, there weren't enough of them in the world already" (37) This is almost like a policy stateme nt of Norma as for her attitude towards the white race. It is evident that her concern has assumed serious proportions and she emphatically tells Lionel the desirability to retain his Native American heritage, and not try to imitate the white. Norma dominates in the conversation, speaks without intermission, and hardly gives any chance to Lionel to explain his viewpoints. In defense of her position, Norma gives one more argument from which she desires that Lionel take lessons. She gives the examples of his sister Latisha, who has stuck to the native roots, in establishing and running a good Indian restaurant

History Of Luxury Goods Industry Marketing Essay

History Of Luxury Goods Industry Marketing Essay In late 1996, after collaboration ended between BBL (Bharat Bijlee Ltd), a Mumbai (India) based elevator Business Company and Schindler, a Swiss-based elevator and escalator manufacturer. Schildler started planning to operate and expand the business fully own subsidiary. In 1874, Robert Schindler established the company in Switzerland. The company starts manufacturing the escalators in 1989 and by 1998 the company had worldwide presence and revenues of 6.6 billion Swiss Francs. The company employed over 38,000 in 97 subsidiaries and looking to start own operation in India. Alferd N. Schindler, Chairman of the company felt that India had a large emerging market and the company had great growth potential. He himself spent several weeks in India and travel in different cities to understand the market and potential. India is not relatively a new market for Schindler; in 1925, first elevator was installed in India. In late 1950s Schindler appointed local distributer to increase the market presence and agreement done with ECE, an Indian Company which was later ended in 1958. In 1985 Schindler entered into a technical collaboration with Mumbai-based Bharat Bijlee ltd (BBL) to manufacture and sell its elevator. Silvia Napoli, a Harvard MBA graduate; joined Schindler in Sept 1994 as head of corporate planning in companys headquarters in Ebikon, Switzerland. Napoli had been appointed vice-president of South-Asia and Head of the India INTRODUCTION The luxury goods industry is well established in Italy around the region in Europe. Most of the family- controlled luxury good brands and few of the company still run by 5th generations. The customer segment are high end-rich customers basically middle aged but the trend was changed and the companies also targeted youths. The profit margin of the luxury goods is very high i.e. up to 70% so there is large amount of revenue spent on marketing and publicity. Luxury goods are a matter and current fashion trend and maintaining of high status in the society. Middle income groups customers have a dream to buy the luxury goods one day in future and join the elite club. HISTORY OF LUXURY GOODS INDUSTRY In 1837, Thierry Hermes founded a company manufacturing especially luxury leather goods. Later 1923, Gucci established in Italy and there are many more companies established in between and after in Italy and around the Europe. 150 years of luxury goods manufacturing history roots in Europe. ANALYSIS (BASES ON PORTERS FIVE FORCE OF COMPETATIVE POSITION) MARKET ENTRANTS: About 75% luxury goods are manufactured in Europe and there is a huge demand of these products in Europe and overseas especially in North America, Japan and other Asian countries. The global market for luxury brands in 2001 is around $70 billion. LVMH commands the largest market share of 15% compared with 6% of the next largest group. Geographic distribution of global wealth, the market is divided into 3 geographical areas such as Europe, North America, Japan and other Asian countries: approximately 40% of sales are made in Europe, 28% in North America and 24% in Asia, with the remaining 8% scattered amongst the remaining regions. YSL Couture generates 60% of its revenue in Asia, as does 35% of Hermes, 40% of Christian Lacroix sales, more than 50% of Leica sales. Overall luxury goods market segment: Sl No. Luxury Goods category Percentage Fragrance and cosmetics 24- 37% Ready-to-wear and fashion 14-30% Leather and shoes 13-16% Watches and jewelry 08-32% Wines and spirits 15-22% Others 05-09% COMPETATIVE RIVALRY: The fashion luxury goods companies are basically located in Italy or in Europe. So their cultural background is same and almost all brands are family-oriented luxury goods business. Few companies are acquired by public, and Gucci was one of them. There are advantages and disadvantages for both family farm as compared with public company and vice versa. The basic competition is not the price war its about product design and brand image. Guccis creative director Tom Ford is an advantage edge for the company who give a new direction to the company i.e. fashion-oriented approach, which makes Gucci truly a luxurious brand. In 1998, sales by product figure (please see case notes exhibits 2) gave an idea that Gucci was 3rd position of leather goods sales, 4th in Jewelry and watches and 5th in apparel. It gives a negative picture to the stakeholders that Gucci is not become a leading luxury brand in any specialized category of goods. However, at the beginning Gucci specialized for leather goods. The positive point is that Gucci doesnt need to depend on a specific category of good which was a good sign. The company balanced overall sells figure and not dependent on a specific category of goods. In 1998 sales by region (please see exhibit 1), Gucci was doing overall good business and balanced the sales figure almost same in North America, Europe and Asia. Whereas the other brands such as LVMH and Bulgari is close to Guccis sales distribution. It was a good indication for Gucci that during regional economic downturn the company compensates overall sells in another region. Recent days natural disasters and terrorists threats increases, which affects the regional economy ant time e.g. 9/11 attack in U.S., 26/11 in India, Gulf war, war against Taliban, volcano eruption in Iceland tsunami in east Asian countries etc. PRODUCT AND TECHNOLOGY DEVELOPMENT: There are no real substitutes for the luxury goods buyers. Cost is not a big factor for luxury goods, customers look for elegant design. Customers might not be so found of particular designer unless the designer famous likes Tom Ford who associated to Gucci. Technology plays a big role to shape the products and increase volume of the production. With use of the latest technology the quality of the product will be high standard and production will be faster so that easy to balance the production and demand. Gucci understand this important step of the business so De Sole helps the supplier to provide latest technology and financial support for up gradation of the equipment for e.g. If Gucci uses the latest technology to cut the leather and results cutting will be better, faster and wastage of materials will be less. High quality leather is very costly so lot of savings for Gucci and ultimately production is cost less and high profit margin. SUPPLIERS Suppliers are backbone of a company and without cooperation of suppliers a company will be paralyzed any time. So the relation between the supplier and the company should be close and good for future success of the company. Specially, when companies outsource the goods. Guccis success is because of the quality craftsmanship and which all-time low in 1993 because unable to pay. De Sole visited every individual suppliers and selected best of them and cut the rest and pushes them hard to reach the parameter of Guccis expectation. Suppliers have clear vision after discussion with De Sole that what they have to continue the relationship with Gucci. The relation was better and transparent, which help to improve the brand image though quality products and on time delivery. CUSTOMERS There are two types of customers: The super-rich The middle-market customers The super-rich customers (or high net worth Individuals) seem not subject to the world economic cycles. In addition, they are a growing number. The middle-market customers are those that are willing to buy luxury goods, but they want the hottest, trendiest design, which increasingly have to be marketed in creative and expensive ways. They can potentially expand the market quite dramatically, as they are part of the upper-middle class. They are considered to be both a great opportunity. Gucci understand this and changed their strategies from classic image to fashion-oriented approach where they can attract large middle-market pool of customers. While the price is less and no of customers is more. Hence, the cash flow is more; the sales figure in 1994 (please see exhibit 1) total revenue was $263.6 million and in 2001 the sales figure reached to $2,285.0 million. GICCIS POSITIONES AND DE SOLES CRITICAL MOVES Gucci was a family controlled business and from the beginning has experienced many changes since it founded in Florence in 1923. In 1950s Guccis first opened outside Europe DOS store in New York. Very fast the products attract the famous celebrities around the world. As celebrities are using the luxury goods Gucci gets publicity through the media and Gucci become a luxury global brand. The brand expands their stores in 1970s UK, Japan, Hong Kong and other Asian countries. In the 1980s after Rodolfo Gucci died, the family-run company faces new challenges internally from their own family members. In 1989, InvestCorp Int. acquires a 50% share in Gucci and forms a 50-50 joint venture with Maurizio Gucci. Later in 1993 the Gucci family sold rest of the share to InvestCorp Int. and InvestCorp Int. gains full ownership of the company. After acquired by InvestCop Int. Gucci become a public company and listed on various stock exchanges respectively. In early 1990s, the entire luxury goods industry was going through downturn because of gulf war, the US recession and reduced no of tourists around the world because lots of economic uncertainty and anti US sentiment after the Gulf war. In 1994-1995, the first professional managers team took charge of Gucci group by Domenico De Sole as a CEO of the company and Tom Ford, creative director of the company. De Sole was appointed by Maurinzio Gucci as a legal adviser, president and managing director of the company of Gucci America. He was associated with the company for few years and he has cultural and geographical knowledge of Europe as he is native of Rome and he completed his higher study in US. When De Sole took over charge as a CEO in 1995 the company had $500 million net revenue and in 2001, the total revenue of the company is $2,285 million (please see exhibit 1). The operating cost was high $121.1 million and the figure changed to $355.1. The growth of total revenue and the operating cost gives a clear picture that there are lots of initiative had been taken to improve the image and expansion of the brand. Mr. De Sole had been taken various critical majors to repositioned Gucci and he did some fundamental moves or withdrew some family plans and transformed the family-based mono brand to a multi brand. He restructured the organization results he took decision and fired few old employees and appointed new managers who have deep retail experiences. Its a great move to regenerate new energy and strength to the pool of employee, which helped to redistribute the work force. It also helped to translate the companys goal (corporate level) to execute the job in the business and functional level. It gave more power to the individual stores to take decisions for day to day task without wasting time to get approval from corporate or business level. The decision of distribution control and whole sale distribution moved to in-house. It helped the company to improve distribution channel whereas earlier the distribution was disorganized and delay in delver the goods. It also helped to deliver on time and centralized inventory system to monitor the stocks of goods and supply. Stopped licensing to the new products helped to improve quality and to improve the brand image. Gucci also looses the luxury brand image and decided to outsource limited to Italy based suppliers and reduced the no of suppliers drastically. De Sole selected few trusted suppliers and helped them financially and technology to improve the overall quality of the products. Uses of latest technology helped to improve quality of goods, and cost effective as well volume increased. Only 5% premium range of products manufactured in-house to maintain high quality standard and brand image. A very crucial decision had been taken to move from classic image to fashion-oriented approach. Basically Guccis customers are 30-50 years womens. With globalization and competitive market Gucci need to rethink the position to be competitive in the market. The companys new strategy was fashion-oriented approach to attract both sex average age of 25 years customer segment. So the decision was taken to spend more to attract youth customers so an average of 10% spent on the advertising. The companys new strategy fashion-oriented, which increased customers expectation and they expected new fashion goods in every seasons result the company had to invested more to designing and production. It was also decided that Gucci group products should be primary shells through direct operated stores (DOS) (please see exhibit 2). It is very important for a brand that when a customer buys a luxury product the customer must get an essence of luxury treat, good presentation and high class service which is not possible to maintain for franchises shops and merchandising dealers. DOS also contribute and anticipate the brand image and brand publicity. Right strategies planned in the corporate level lead by De Sole and well supported by his executive group and all together their effort to transform Gucci from a moribund brand into a billion-dollar company (please see exhibit 2). In 1998, the Gucci group become a one billion-dollar company; Maurizios dream comes true. DE SOLES STRETIGIC MOVE TO BUY YSL AND SR The family oriented single-brand firms were facing challenges due to close competition with the luxury multi-brands companies. To overcome the challenges in 1998-1999 there were a sharp rate of increase in mergers and acquisitions. LVMHs portfolio continuously increased and in 1999 company spends around $2.9 billion on acquisition on the leading brands. Later Prada and LVHM formed a joint venture that beat out Gucci too acquire 51% of Fendi for close to $600 million. In 1999, LVMH spend $1.4 billion to become Guccis largest shareholder and LVMH want to buy Gucci. Also LVMH want to appoint a director to Guccis board so that LVHM come to know Guccis strategic moves; Gucci emerged competitor for LVHM. Later PPR bought 40% of Gucci for $2.9 billion, diluting LVMHs holding to 19.6%. In Nov 1999, Gucci acquired Sanofi Beaute consisting of two sister companies: Yves Saint Laurent Coutre, which produced YSL ready-to-wear and accessories and YSL Beaute, which produced cosmetic goods. Gucci also acquire 70% share of Sergio Rossi paid of $96 million, which makes high-fashion shoes. This acquisition transforms Gucci into a multi-brand luxury group with nearly $3billion in cash. This acquisition continues challenge for Gucci to handle YSL and SR as a different brand because both brands have their own identity and a segment of customers e.g. Guccis ready-to-wear is totally diffident from YSL ready-to-wear. Guccis also dont want to loose YSLs customer to make a single brand. Both brands have their own DOS in Europe, US and Asia. Even it is easy for Gucci to operate YSL and SR without changing the management team, only need YSLs SRs CEO need to report to De Sole and Tom Ford appointed creative director of YSL. The sales figure after acquisition of YSL and SR in (please see exhibit-1) in 2000-2001 around 30% revenue contributed by these brands and Guccis performance also improved individually. The decision of acquisition of YSL and SR was taken very quickly just to follow LVSR. However, Gucci itself goes through transition phase. Any decision, which makes profit of the company consider to be a good decision for the company. GUCCIS STRATEGY TO GOING FORWARD There are lot of scope to improve or to make new strategies for Guccis expansion and improve the brand image are as such: To expand the stores in other Asian countries such as China and India, these two countries are emerging new economic power of the world. There is a big group of wealthy customers who have capacity to expend to buy luxury goods and they travel to Dubai and Singapore just for shopping. In China, customers can buy online Guccis products from China based manufacturer, which is not a good strategy for a luxury brand. It will help to flourish the gray market and the customers cannot enjoy and get essence of luxury goods shopping. The Asian customers are still not very comfortable of buying the luxury goods online. Online shopping might be a good option for American and European customers. Its always good for a luxury brand to sell the goods directly in the market. When a customer buys luxury goods they would like to celebrate the moment with their friends and family members so this moment will be missing in online shopping. In Asian countries it will be difficult for Guccis to establish and run their business and make significant profit. Asian counties are culturally very deep rooted, which influence the business. These countries have their own fashion trends and they are quite capable to change the trend of fashion any time. Such as Indias Bollywood industry which plays a big role to change the fashion trend with just release of one movie and brings the new trend of fashion. China and Koreas visual media is dominant on the fashion industry. To overcome this challenge its good for Gucci to design some luxury goods with the help of local designers which will reflect the culture of that country. Real world example like McDonald and KFC and few other global brands their products or menus are different form country to country to attract local customers and compete with the local challenges or brands. Gucci need continue to sell their classic design goods which are universally accepted to maintain the luxury classic brand image. Duty free shop (DFS) is a good platform to showcase, promote and sell the luxury goods. There are long list of international and national airport terminals which is better than a mall. In Asia, New Delhi, Dubai, Singapore and Thailand and many more airports, which are world-class. Asian travellers or customers would like to save money while shopping so shopping at DFS stores is a good place to buy Guccis products. Selection of airport and country is very crucial for Gucci to open DFS. According to Kotler, Traditionally, price has been the major determinant of buyers choice. But there are few exceptions for e.g. baby products, medicines and luxury goods. For baby products the profit margin is very high and companies know the fact that parent dont comprise with the quality of the product because baby is very sensitive as well as future of the next generation. Medicine is costly because of the research and development and the pharmaceutical companies keeps high price to make more profit. No choice for the patients as they want to cure fast so they have to buy good quality medicine. So the Government and WHO controls the price of few essentials medicines specially vaccines and life saving drugs and gives subsidy to reduce the price of the medicine for common people and poor countries. But in case of luxury goods customers are willingly to pay high price for the luxury goods. They just care about the brand image in the society and the quality of the product. Most importantly, Gucci continuing to improve the brand image and quality of the products. Promotion of the brand by famous international celebrities as a brand ambassador or with top models. Classic products are the assets of Guccis and the customers associate with the classic goods are loyal customers of Gucci. The production cost will be less to manufacture the classic goods in comparison to design and production of new goods. There is less chances of loss because the classic models never off fashion and there is average demands of the good round the year. Guccis fashion-oriented move will be challenging for the designers to design new trend fashion and creative goods. The company need to attract talented creative designers around the world because the customers expectation will increase with increase of buying power and they want new items in every special occasion or season. It is important for a brand or product, which will anticipate the brand and it is lacking in case of Guccis. A real life example is iTune which anticipate huge success of iPod and iPhone and vice-versa and another is Harvard Business School and publication etc. Gucci can start a fashion designing school it will bring the brand to the next level of expertise goods manufacturer and technology equipped institution. The company can earn money through the institution and hire their own students after complete the study or training. It will help Gucci group to groom their future employee and save expenses training of new employees for 3 years. Gucci group will get huge publicity through different media outside the luxury world, which attract new segment of customers. Gucci can also save money on advertising. It is also true that luxury industry hide lot of information from outside world and media to keep secret of their success or signature work and design etc. But nothing is possible if t he idea is creative and innovative. Exhibit 1 GUCCI GROUP PERFORMANCE: 1994-2001 Exhibit 2 GUCCI GROUP: RETAIL NETWORK DEVELOPMENT Exhibit 3 GUCCI GROUP REVENUES: REGION Exhibit 4 GUCCI GROUP REVENUES: CHANNEL Exhibit 5 OUTSTANDING BRANDS AND PRODUCTS Exhibit 6 GUCCI GROUP DIVISIONS

Essay --

According to NAMI (), schizophrenia is a long term mental illness that interferes with a person’s ability to think clearly, make decisions, and relate to others, impairing a person from functioning to their full potential when left untreated. For these persons affected, it is many times difficult to distinguish what is real from what is not. â€Å"Unfortunately, no single simple course of treatment exists.† Research has linked schizophrenia to a multitude of possible causes† (NAMI). As stated by NIHM, the prevalence of schizophrenia is about 1 in every 100 people in the general population. Ten percent of the people who have first degree family members with the disorder, such as a brother, sister, or parent, also have schizophrenia. A longitudinal incidence study was conducted in the Netherlands to further study prevalence over 10 years of the general population. According to (ANNUAL INCIDENCE GALILEO), the incidence rate of schizophrenia was 12/100,000 per year. The study found that incidence rates were higher in men than in women. The results also showed that there was a peak in incidence rates between the ages of 15 and 25 with a decrease by 40% after 25 per ten years. The results also indicated that the incidence rate was higher in urban area, but found no association between incidence rates and living in deprived areas. â€Å"Although presumed to be relatively infrequent in presentation, the existence of late onset schizophrenia is now recognized by the Int ernational Consensus on Late Onset and Very Late Onset Schizophrenia Group. LOS patients tend to experience more positive and fewer negative symptoms.† (LATE ONSET SCHIZOPHRENIA). The etiology of schizophrenia would the diathesis-stress model, involving both hereditary and environment... ...esn’t move or respond to others. â€Å"Catatonia is rare today, but it was more common when treatment was not available† (NIHM). â€Å"Negative symptoms refer to the absence of normal behaviors found in functional humans† (HELP GUIDE). Stated by the NIHM, negative symptoms may be harder to recognize and can be mistaken for depression. Some examples could be the flat affect, where a person’s face does not move and talk in a monotonous voice, lack of pleasure, lack of ability to start and sustain activities, and little verbal communication. One category of negative symptoms includes cognitive symptoms. Cognitive symptoms can include poor executive functioning, trouble focusing, and problems with working memory. Other than symptoms, there are also types of schizophrenia, three to be exact. There is paranoid schizophrenia, disorganized schizophrenia, and catatonic schizophrenia.

Cambridge Consulting Group: Bob Anderson Essay

Assignment: 1. Does Bob Anderson have a problem, or are these the musings of an overly successful partner? Bob has a problem: lack of vision and long range thinking for the business. Bob also has some unresolved issues with his colleague John Burgess, which is affecting his sense of direction. 2. If he has a problem, how would you describe it? He is ignoring important warning signs in his business and personal life, by busying himself with tasks that he enjoys, and that deliver him visible and easily measurable achievements – primarily sales and new business. While business is currently very strong, Bob is personally responsible for too much of the success. Bob’s five vice presidents are craving guidance, training, mentoring and career direction, and Bob’s wife and family are craving attention and affection. By forgoing long term planning, training and effective delegation, Bob is putting both the business, and his personal life in jeopardy, therefore placing even more pressure on himself. 3. What are the underlying causes? Bob is still trying to prove to his colleague John Burgess that he is the right person for the managing partner role, after John was overlooked for the position. By burying the issue, and not addressing the problem in their relationship soon after his promotion, a rift formed between the two partners and has now divided the business. Bob underestimates how evident this is to his staff, and still feels that he has to prove his eligibility for the role, by demonstrating his value to the business through growth in billings. By failing to properly delegate to John, the only other partner in the business, Bob is essentially making his job twice as challenging by failing to properly utilise John’s skills and talents. 4. What actions, if any, should Anderson take? Short term? Medium term? Long term? Short Term: As the business is currently performing very well, Bob could afford to take some time off for a holiday with his family. He needs to stop avoiding responsibilities not only in his business, but also at home. He is burying himself in his role and if he doesn’t quickly address the issues in his personal life, he is heading for a mid life crisis. Medium Term: Bob needs to address the underlying issues with his colleague John, and ask for his support in developing and growing the structure of the business. Bob must delegate responsibilities, especially those around business acquisition. Bob should invest in a formal training and development program, along with a more clearly defined path to becoming a partner for his vice-presidents. Long term: Bob should empower his vice-presidents to take on significantly more responsibilities, in order to reduce his personal exposure and workload.

Nau company

Ana Innovating for Social Consciousness By Alex Claws Can a for-profit enterprise succeed if its main innovation is valuing social consciousness as much as shareholder returns? The question is particularly relevant in a time of high gas prices and a growing sense that our current consumption of natural resources is simply unsustainable. The founders of Ana, a fledgling retail outerwear company, believed the answer to this question to be a resounding mimes. Built with an unprecedented level of environmental, social, and human-rights unconsciousness, by April 2008 Ana was an underground success on the West Coast, opening five stores and a website selling critically acclaimed clothing collections. Then, at the beginning of May, Nan's board of directors voted to shut down the company. Viewed through Insight's lenses, Nan's promise becomes clear-?along with the perils that led to its downfall. Ana had a reasonable business model built around a well-defined Job-to-be-done. But as will beco me clear, Ana didn't follow an emergent strategy.And Nan's management discovered that a business model that looks good on paper doesn't always translate into immediate profits. Ultimately, a lack of careful execution and a push for quick expansion doomed Nan's first incarnation. But the story of Ana is still unfolding. Ana 2. 0 is currently underway, and that venture appears to have a better chance of success. The Launch Ana (Maori for â€Å"welcome†) began with the dream of Eric Reynolds, an outdoor enthusiast entrepreneur, co-founder (in 1974) of outerwear brand Marmot, and subscriber to the belief that a single individual can have an impact on the world.In the summer of 2003, Reynolds conceived of Ana, a sustainable clothing company that would donate a significant portion of its revenue to nonprofit organizations. Specifically, Reynolds envisioned customers presented with a unique question at point-of-sale: â€Å"To which organization should ‘my five percent' go? â €  By giving five percent of its revenue to nonprofits, Ana would break new ground. (For comparison, the most generous corporations give away one percent of revenue, with the average corporation giving less than . 05 percent. ) In the summer of 2004, Reynolds began recruiting a management team.In 2005, he hired a number of individuals away from Patagonia, a firm commonly considered a leader in outerwear, social consciousness, ND charitable giving. Chris Van Dyke (son of actor Dick Van Dyke), an ex-Nikkei employee 1 and ex-Patagonia vice president of branding and marketing, was hired as CEO. Mark Calibrating, a successful Patagonia designer, Joined Ana as lead designer. Patagonians director of marketing, Ian Yells, Joined as vice president of marketing. Nan's commitment to sustainability framed the constraints within which Calibrating worked as he designed Nan's clothing collection.Calibrating avoided any materials that weren't renewable or recyclable while seeking a balance betwe en performance, sustainability, and style. As a result, nearly all of the 30 fabrics utilized in Nan's clothing collection were custom materials developed specifically for Ana. The fabrics -?made from corn, recycled plastic bottles, 100 percent organic wool, and recycled synthetics-?set a new standard for sustainability. Nan's clothing creation process led to a number of innovations, including the elimination of solvent-based adhesives.The efforts of Calibrating and his team were rewarded-?Nan's first collection received critical praise from such disparate sources as Men's Vogue and Rock and Ice magazines. One downside: The fabric choices greatly constrained the range of colors possible, resulting in mostly drab hues. Nan's custom fabrics also required that customers pay a substantial premium for their clothing, but Nan's management team did not see this as a problem for its target customer segments: the affluent â€Å"multidimensional outdoor athlete,† the â€Å"new activis t,† and â€Å"creative. The Ana team expected that their customers' passion for sustainability would overcome any price resistance. Nan's commitment to sustainability was enforced as carefully in its stores as in its clothing. The company eschewed traditional 4,000-square-foot retail stores for a 2,000-square-foot â€Å"Webfoot† concept. The store spaces were long and narrow, designed purposefully with limited space for inventory that would be restocked twice weekly. Ana also offered customers a 10 percent discount and free shipping if they were willing to try clothing in the store, and then purchase it online.Assembled from a modular, prefabricated design, each store featured energy-saving lighting and leveraged materials such as reclaimed timber, toxin-free fiberboard, and recycled resin (for mannequins). Customers were offered a choice of 12 carefully selected environmental, social, and humanitarian nonprofit organizations, and five percent of the purchase price was donated to the chosen group. Nan's values extended to its real estate leasing strategy as well-?Ana only leased store space that was LED-certified (LED certification indicates environmental- and health-consciousness standards).The company also set a minimum age limit for the workers at its overseas material suppliers. Nan's principles included the constraint that the highest-paid worker within the company could only earn a maximum of 12 mimes the lowest-paid employee's salary. Finally, Ana did not invest in marketing or public relations beyond a series of websites, choosing instead to rely on word-of- mouth, a more â€Å"sustainable† form of marketing in the eyes of Yells and his team.While Ana managed to be remarkably consistent in the infusion of its values into its processes, one of the key factors in its eventual downfall was that the company had a difficult time securing financing. At least one investor's legal counsel balked at a contract clause that placed the â€Å" needs of society' equal to the â€Å"needs of shareholders,† but Ana held firm. 2 Nan's business plan called for it to earn more than $250 million in revenue in 2010 and to achieve profitability in 2009 or 2010, figures based on opening four stores in 2007, 20 stores in 2008, and 150 stores by 2010.To build the necessary momentum toward these goals, Ana needed at least $51 million in funding. By the end of 2006, Ana had raised $24 million, largely from â€Å"super angels,† individual investors who included the chairman of Seagate Technology, Steve Lucid, and Stephen Gomez, Nan's chairman and a former Nikkei corporate vice president. Despite the fact that Ana had only reached half of its funding goal, the first Ana store penned in Boulder, Colorado, in January 2007, with three more successful store openings following during the year in Adulating, Oregon; Chicago; and Bellevue, Washington.Ana completed its first year of operation in 2007 with 92 employees, four clothing collections, and four stores. In March 2008, Ana donated $223,000 to its 12 nonprofit organizations, implying 2007 sales of around $4. 5 million. In mid-April, Ana opened its fifth store in Los Angels. In late April 2008, despite raising an additional $10 million in funding, Ana announced that it would scale back its store- peeing plans to a total of five in 2008, down from an already-reduced projection of 10.Finally, on May 1, Nan's board of directors voted to â€Å"wind down its business operations,† citing â€Å"insurmountable financial obstacles. † All inventory was liquidated at 50 percent off and the stores were closed. Post-mortem interviews with Nan's executives suggest that the company was approximately $5 million to $10 million short of the funds needed to sustain its operations and open additional stores towards its goal of profitability.In the days following the decision, many customers commented on Nan's blob, expressing sadness, frustration, and anger and questioning why Ana had failed. Ana: The Post-Mortem Looking at Ana through Insight's business model innovation framework and a number of Insight lenses offers insight into how Ana developed such a devoted following as well as how the management team might have been able to ensure a brighter future for their company. Insight believes that business model innovation is one of the most powerful ways for organizations to achieve new growth.By carefully adjusting business model components-?the customer value proposition (the offering itself), the profit system (how the company creates value for itself), key resources (the critical things required to deliver on the value proposition), and key processes (how the company organizes and acts to deliver on the value proposition) -?organizations can build the type of competitive advantage necessary to create truly transformation growth. Nan's business model looked good-?on paper, at least.But Nan's impatient push for profits made it hard to re ally validate whether the business model would in fact work, and shut all opportunities for learning. Ana pulled the customer value proposition lever expertly. The company created potently positive solutions to a number of emotional, social, and functional Jobs-to- be-done. The sustainability of Nan's operations and products set a new standard of satisfaction for the emotional Job â€Å"Feel good about 3 the environmental and social consciousness of my clothing. Nan's clothing also satisfied the social Job â€Å"Convey to others that I prioritize the sustainability of my clothing over its color and flash. † And, as lauded by Rock and Ice magazine, Nan's clothing also satisfied myriad functional Jobs related to comfort and technical performance. Since its sustainable materials carried up to a 20-percent price premium over more commercially available materials, Ana had to pass the premium along to customers.But Nan's management team was correct in assuming that the high qualit y and the redeeming social and environmental value of its clothing Justified that premium in the eyes of customers -?as long as the economy was robust enough that sufficient customers could afford it. And Ana broke new ground with its â€Å"Webfoot† stores by implementing a retail business model that required lower capital and operational expenditures than a traditional retail store model. But there was a significant downside to Nan's profit-system choices.Insight recommends that new ventures â€Å"be patient for growth, impatient for profit. † Nan's management expected the company to have 150 stores in operation by 2010, but did not expect profitability until 2009 at the earliest. Growth was thus essential to profitability, creating a significant risk of failure if the company could not reach its early-stage funding goals. Insight also recommends that new ventures pursue an emergent strategy, to take small steps by conducting inexpensive tests of its key assumptions a bout the new racket.When the test results are in, the venture can analyze the results, adjust its strategy accordingly, and then conduct additional tests. This careful approach helps new ventures optimize for success while avoiding huge, potentially fatal resource commitments. In Nan's case, an emergent strategy might have enabled the firm to consume its funding more slowly while developing an optimal strategy. Instead, the team decided to go straight to launching full Webfoot's rather than testing the clothing line in a department store or opening a single, test-store concept.The root cause for the failure of Ana 1. 0 seems to have been that Nan's business strategy and some of its business model decisions proved questionable. By following a more careful, emergent strategy and by focusing on profitability before growth, Nan's executives might have been able to strike a better balance between vision and execution. Ana 2. 0: On June 24, 2008, Nan's fortunes turned around. Horny Toad A ctivities, a Santa Barbara-based lifestyle clothing company, stepped in to buy Nan's assets with the goal of re-launching a modified version of Ana by late summer. While â€Å"Ana 2. † Is gust beginning to emerge, early signs suggest that the re-launch will follow a strategy more closely aligned to that which Insight would recommend for success. Horny Toad creates and sells men's and women's lifestyle and outerwear clothing. Horny Toad's tagging, â€Å"every day is an adventure,† introduces a humorous, irreverent, socially-conscious approach that lies at the core of everything the company does. Indeed, Horny Toad and Ana have much in common. Horny Toad's stated commitment to â€Å"lightening its environmental footprint† and to 4 supporting both the community and organizations that improve the world immediately suggest synergies.Much as Ana showcased the organizations chosen for customer contributions, the Horny Toad website highlights its support for causes rang ing from helping adults with developmental disabilities to supporting clean energy, with a wide range of other environmental and community-activist organizations in between. However, in contrast to Nan's commitment to sell its clothing solely through a growing number of its own stores, Horny Toad has only two stores and sells its clothing in a wide variety of online and brick-and-mortar retailers. In addition to a store inFreeport, Maine, Horny Toad runs the â€Å"Lizard Lounge† in Portland, Oregon, complete with music, wireless access, coffee, and ping-pong. Horny Toad clothing has been lauded for its hip funkiness by print publications and blobs alike. Recognizing the similarities between Ana and Horny Toad, Horny Toad felt that it would support its motto â€Å"do well by doing good† by purchasing Nan's assets and hiring its leadership to help re-launch the clothing line. In addition to providing financial support, Horny Toad will sell Ana clothing in the Lizard Loun ge and, in a break from Nan's original treated, through other retailers as well.And, with Horny Toad's support, a percentage of Ana sales will continue to go to worthy non-profits. According to Nan's â€Å"Thought Kitchen† blob, shortly after the relationship was finalized Ana leadership began working to resurrect relationships with company partners and to put together a Fall/Holiday clothing collection in time for October availability. While the Ana clothing line will continue to deliver on the â€Å"Beauty, Performance, and Sustainability' commitment through the use of environmentally friendly and socially conscious trials and methods, a quote from Nan's website gets to the heart of why Ana 2. May very well succeed while 1. 0 failed: â€Å"As we move forward with the re-launch of Ana, you'll definitely recognize us, but we intend to do some things differently†¦ We're going to start small and grow the business organically in relationship to the demand for our product. We'll continue to sell our product at Ana. Com, but we're also going to partner with select retailers who share our common goals. We will not be operating our own retail stores, at least not in the near term†¦ So stay tuned. We're coming back. Smaller and a little wiser, our ambitions tempered a bit by the experience, but our passions most definitely intact. Ana 2. G's strategy will most likely enable the brand to focus more closely on identifying the product, marketing, and channel mix that appeals most to customers, without worrying about the pressures of rapid expansion. Particularly in a new venture, vision and passion tempered by patience and pragmatism is the way to go. This approach is also particularly appropriate in these tough economic times. Satisfying social and emotional Jobs-to-be-done around environmental friendliness ND social consciousness may be enough to earn significant premiums for clothing in a strong economy.However, during an economic downturn, financia l reality frequently wins out as consumers prioritize value over the satisfaction of some social and emotional Jobs. 5 For example, since the economy began to sour, Whole Foods Market has seen some of its consumers move their food spending to more budget-friendly alternatives. Whole Foods has responded by shifting its marketing strategy from a focus on quality and environmental friendliness to an emphasis on discounts, store brands, and reduce value as it attempts to keep its customers.Even if Ana 1. 0 had received enough funding earlier in 2008 to continue operations, economic conditions would likely have pushed the enterprise to the breaking point, as has happened with many other fledgling clothing boutiques. When Ana 1. 0 launched, its management team made an impressive commitment to the company's values, taking steps such as tracing the wool used in its clothing back to the sheep to ensure that they were well-treated and implementing a â€Å"sustainable† word-of-mouth mar keting strategy.To launch the new Ana, it is clear that the team as had to compromise on some of its values, such as the control provided by company-owned storefronts, a grassroots-only marketing effort, and potentially the level of contribution to nonprofits. In the end, however, the Ana 2. 0 strategy, with the help of Horny Toad, may be the key to enabling the company's sustainable operation. Making their operations as sustainable as their values will help ensure that Ana is able to be a force for good in the world for a long time to come. For more information: http://www. Ana. Com/coming-this-fall. HTML (Accessed 8/29/08, 1 :41 pm) http:// www. Gibbousness. Com/CGI-bin/magma/article. Pl? Articled=30412; http:// gratifiers. Com/content/fullest/? Acid=50781 6 Innovator's Insight In Need of an Innovation Fill-up By Stephen Hunker Recent news that Consulship's will be selling all 600 of its U. S. Service stations for $800 million comes as little surprise. Oil companies are facing ext raordinarily attractive investment opportunities in exploration and production, and the service station business has been tightly squeezed between rising wholesale costs, inability to pass along those cost increases, and falling demand as driving declines.Clearly the station's buyer-?closely held Peterson Fuel-?sees it differently. We do too. In our view, Peterson Fuel is buying cheap assets with lots of innovation headroom. While â€Å"stick to your knitting† is a popular business maxim, it is of course common to find diversified businesses. There are several reasons diversification can make sense: ; If the new business can share costs and customers with the core business-? in this case, owning both enterprises can provide scale economies, improve distribution, create a better buying experience, and other advantages.This is why many European parameters have service stations outside their doors, for example. ; If the new business provides a useful hedge against a core with vo latile returns but a need for consistent investment. This explains why many pharmaceutical firms own over-the-counter consumer healthcare brands. ; By diversifying, a firm can hold on to a seemingly unrelated business because it sees substantial headroom for growth and a right to triumph in that arena. This is one reason News Corporation bought Namespace. Historically, oil companies owned service stations for each of these reasons.The end nonuser drove demand, and having direct access to that consumer allowed firms to exercise some control over demand levels while also gaining precise information about what products were demanded where. Profits from service stations could offset volatility in exploration and production. Also, the advent of convenience stores at service stations created a new high-margin business. Each of these Justifications for integration now seems threatened by changes such as improved information technology, more efficient capital markets, and communication of t he service station experience.With supermarket-owned service stations now coming to the United States, oil companies face new competitors who may even sell gasoline at a loss in order to drive traffic into their stores. In the I-J, pressure from supermarkets is a factor leading to the net closure of 600 service stations per year. The service station business is looking much less attractive than it used to. So, what might Peterson Fuel be thinking? We imagine two major Justifications for the investment. First, if oil prices decline, the profit margins on service stations may rise, and Peterson will have bought valuable assets for a song.Second, there may be much more innovation headroom in this business than oil companies have traditionally assumed. For instance, Fullness Media International offers local news, weather, and sports on screens at pumps at a few hundred stations. Fullness pays the retailer and shows ads to this highly captive audience. Shell is experimenting with fuel pu mps that are activated simply by a swipe of a fingerprint. Dutch inventors have created a robotic arm that finds a car's fuel cap, unscrews it, and automatically pumps gas. Regional fuel retailer Sheets differentiates itself through premium coffee and made- o-order sandwiches.Another retailer, Valier, is piloting 5,000-square-foot convenience stores with fully nonwhite of the space dedicated to fresh food and other perishables. Oil companies would be well-served by thinking through how well the jobs of their customers are getting done, and whether they can De-commoditized the service station business through new propositions or re-definition of the competitive set. Looking through this lens, we can imagine how a mother could prefer a certain service station because it offers very fast, targeted entertainment for bored children n the back seat, or how a senior might prefer one with very brightly lit displays.The advent of electric- and fuel-cell-powered vehicles opens further possibi lities for using service station real estate in new ways. Look at how Best Buy reconciled what an electronics retailer could be, and how it escaped industry communication in the process. While Wall-Mart and others cut prices ruthlessly, Best Buy rolled out Geek Squad-?a service tightly integrated with its retailing business that addressed a wide swath of unsatisfied Jobs its customers faced post-sale. It also became a place to try new videotapes. The store is even trying to become a hub for musicians buying electric guitars and other gear.In the process, the company increased revenue 92 percent over five years, almost entirely through internally generated growth. It turned out that electronics retailing wasn't a commodity business at all. Sometimes a dog business is Just a dog business. MM spun off its floppy disk and magnetic tape business in 1996, and that turned out to be a smart move. But we find it hard to believe that there is little room for profitable innovation in a retail business that hundreds of millions consumers have to visit on a regular basis.When the finance people come knocking, looking to sell downtrodden assets and invest the proceeds in high-flying businesses, lock the doors for a bit. The business may indeed have few prospects. On the other hand, it may support the core business in many oblique but important ways, and it may have far more innovation headroom left to exploit. – â€Å"Consulship's Will Sell Its Company-owned Service Stations†, by Brett Clayton, Houston Chronicle, August 27, 2008 (http://www. Chronic. Com/disk/story. Ml/business/energy/5969574. HTML) 8 â€Å"Finding the Right Job for your Product†, by Clayton Christensen, Scott Anthony, Gerald Brewster and Denies Meetinghouse, Sloan Management Review, Spring 2007 (http://www. Insight. Com/innovation_resources/research. HTML? Id=167) 9 Innovators' Update A Good Start for Amazon AMP Amazon's digital music store keeps sailing on the winds of industry change s Insight #98 from October 2007, â€Å"Handicapping Amazon's Low-Cost Music Store,† suggested that Amazon might find the results of its then newly launched music download store disappointing. What has happened since?By Renee Hopkins Callahan When Amazon launched its Amazon AMP online music download store in September 007, we were skeptical. At the time, Apple had sold more than 100 million pods and tunes had a lock on the online music market. Amazon AMP planned to sell music free of Digital Rights Management (DORM) protection-?a limited supply, since at the time only one of the four major music labels had agreed to make its music available without DORM protection. Amazon AMP seemed unlikely to succeed with a business model focused on undercutting tunes on price, selling songs for 89 cents instead of 99 cents.We were right that the low-cost strategy would not put much of a dent in the popularity of Tunes. Yet circumstances in the year since its launch have helped Amazon refine its strategy and offer a preview of possible success. According to NYPD Group research released in late July, tunes remains on top of the music retail pack. It is the largest music retailer in the world and it sells at least 90 percent of digital downloads in the U. S. However, the same research showed that Amazon AMP has grown to be the fourth-largest retailer of music in the U. S. , behind tunes, Walter, and Best Buy.That puts Amazon AMP in second place for online music download sales. And while here's still a huge gap in volume between tunes and Amazon AMP-?with Amazon's share of the market in single digits-?Amazon is in the game. However, Amazon hasn't accomplished that by stealing tunes customers. Russ Cropping, an entertainment industry analyst for NYPD, said in an April 2008 report that only about 10 percent of Amazon AMP customers used to be tunes users, with the other 90 percent likely to be people who had been using other services or were new to digital downloading.Amazon AMP attracts young adults age 18 to 25, while tunes' strongest demographic is teens age 13 to 17, another April 2008 study said. Amazon has likely benefited from winds of change blowing in the music industry. A number of analysts have speculated that the industry sees Amazon as an ally in an effort to break Apple's dominance in digital music. It would seem counterintuitive that the music industry would want to bypass its richest retail channel. But some of Apple's practices cut profits for the major labels.In late August, the Wall Street Journal reported on a growing trend in the music business: labels deliberately withholding some of their music from tunes. The article cites several cases in which albums were either not made available on Tunes or were pulled. Why? While consumers strongly prefer purchasing music by song, music label executives, managers and even some artists dislike the tunes policy that requires that music be made available by the song as well 10 as by the album, because profit margins for single-song sales aren't nearly as good as the margins for album sales.Meanwhile, Amazon AMP lets labels sell music the way they want to. If a label wishes to make an artist's work available only by the album, Amazon AMP allows it. Some of the music that the labels have been withholding from tunes is ending up on Amazon AMP. The DORM issue has worked to Amazon's benefit as well. Apple's tunes has historically sold Deteriorated downloads. Such encoding means that songs downloaded on tunes cannot be played on other AMP devices. Apple has worked to persuade the major labels to drop DORM, though it still seeks to keep tunes the only source of song downloads for the pod.At the time that Amazon AMP launched, only MIME, one of the four major music labels, had announced it would drop DORM protection on its music. By early January 2008, a few months after Amazon AMP launched, the three other major labels-universal Music Group, Warner Music Group, and Sony BMW- dro pped DORM. That meant their music could be made available on Amazon AMP, which does not use DORM, and which features free software that delivers a customer's AMP file directly to their tunes library.Meanwhile, according to a May 30 Macdonald magazine story, â€Å"Sony, Universal, and Warner continue to withhold the unencumbered tracks from Apple, choosing instead to back tuner's rivals. † Amazon may have more surprises up its virtual sleeve. In late July, Fortune magazine reported that Amazon was in talks with Namespace about becoming the social networking giant's download store partner hen it rolls out its highly anticipated Joint venture with Universal, Warner Music and Sony BMW in September.If the deal goes through, it puts Amazon in a good position to continue nipping at Apple's heels. According to the Fortune report, Namespace plans to let its 120 million users stream entire songs before downloading them. That potentially changes the convenience trade-off for the Namespa ce customers in Amazon's favor, because they would be able to buy a song and get it into their computer's music manager, even tunes, with one click using Amazon's software. Those who wanted to use tunes would have to leave Namespace and physically go to Tunes to accomplish the same end.Clearly, we underestimated the desire of other companies to develop a reasonable Number Two to Apple, a position that Amazon AMP seems to have grown into in the last year. If Amazon can figure out more ways to capitalize on its toehold position in the digital music business,

The Manhattan Project Timeline

The Manhattan Project Timeline The Manhattan Project was a secret research project that was created to help America design and build an atomic bomb. This was created in reaction to Nazi scientists who had discovered how to split a uranium atom in 1939. In fact, President Franklin Roosevelt was not that concerned when Albert Einstein first wrote him about the possible consequences of splitting the atom. Einstein had previously discussed his concerns with Enrico Fermi who had escaped from Italy. However, by 1941 Roosevelt had decided to create a group to research and develop the bomb. The project was given its name due to the fact that at least 10 of the sites used for the research were located in Manhattan. Following is a timeline of the key events related to the development of the atomic bomb and the Manhattan Project.   Manhattan Project Timeline DATE EVENT 1931 Heavy Hydrogen or deuterium is discovered by Harold C. Urey. 1932 The atom is split by John Crockcroft and E.T.S. Walton of Great Britain, thereby proving Einsteins Theory of Relativity. 1933 Hungarian physicist Leo Szilard realizes the possibility of the nuclear chain reaction. 1934 The first nuclear fission is achieved by Enrico Fermi of Italy. 1939 The Theory of Nuclear Fission is announced by Lise Meitner and Otto Frisch. January 26, 1939 At a conference at George Washington University, Niels Bohr announces the discovery of fission. January 29,1939 Robert Oppenheimer realizes the military possibilities of nuclear fission. August 2, 1939 Albert Einstein writes to President Franklin Roosevelt concerning the use of uranium as a new source of energy leading to the formation of the Committee on Uranium. September 1, 1939 World War II Begins. February 23, 1941 Plutonium is discovered by Glenn Seaborg. October 9, 1941 FDR gives the go-ahead for the development of an atomic weapon. December 6, 1941 FDR authorizes the Manhattan Engineering District for the purpose of creating an atomic bomb. This would later be called the Manhattan Project. September 23, 1942 Colonel Leslie Groves is placed in charge of the Manhattan Project. J. Robert Oppenheimer becomes the Projects Scientific Director. December 2, 1942 First controlled nuclear fission reaction is produced by Enrico Fermi at the University of Chicago. May 5, 1943 Japan becomes the primary target for any future atomic bomb according to the Military Policy Committee of the Manhattan Project. April 12, 1945 Franklin Roosevelt dies. Harry Truman is named the 33rd President of the US. April 27, 1945 The Target Committee of the Manhattan Project select four cities as possible targets for the atomic bomb. They are Kyoto, Hiroshima, Kokura, and Niigata. May 8, 1945 War ends in Europe. May 25, 1945 Leo Szilard attempts to warn President Truman in person concerning the dangers of atomic weapons. July 1, 1945 Leo Szilard begins a petition to get President Truman to call off using the atomic bomb in Japan. July 13, 1945 American intelligence discovers the only obstacle to peace with Japan is unconditional surrender. July 16, 1945 The worlds first atomic detonation takes place in the Trinity Test at Alamogordo, New Mexico. July 21, 1945 President Truman orders atomic bombs to be used. July 26, 1945 Potsdam Declaration is issued, calling for the unconditional surrender of Japan. July 28, 1945 Potsdam Declaration is rejected by Japan. August 6, 1945 Little Boy, a uranium bomb, is detonated over Hiroshima, Japan. It kills between 90,000 and 100,000 people immediately. Harry Truman's Press Release August 7, 1945 U.S. decides to drop warning pamphlets on Japanese cities. August 9, 1945 The second atomic bomb to hit Japan, Fat Man, was scheduled to be dropped at Kokura. However, because of poor weather, the target was moved to Nagasaki. August 9, 1945 President Truman addresses the nation. August 10, 1945 U.S. drops warning leaflets concerning another atomic bomb on Nagasaki, the day after the bomb was dropped. September 2, 1945 Japan announces its formal surrender. October 1945 Edward Teller approaches Robert Oppenheimer to aid in the building of a new hydrogen bomb. Oppenheimer refuses.

Pragmatics in Political News

Pragmatics in Political News Introduction Media is one of the most powerful political tool that has been used by various political groupings to pass distorted information to the unsuspecting audience. According to Locher and Graham (2010), media has the role of educating, informing, and entertaining the public. This scholar notes that media has done well on its role of entertaining and educating the public. However, its role to educate the public has been abused by selfish interests of a few aristocrats in the society.Advertising We will write a custom research paper sample on Pragmatics in Political News specifically for you for only $16.05 $11/page Learn More Most of the news agencies across the world are for profit organization that depend on the earnings from advertisements in order to remain operational. This is the main reason as to why these agencies have failed to live up to their expectations as authoritative and independent reporters of what is taking place in the society. It has allowed those with capacity to buy their airtime take control of what they present to the public. News presented by these agencies are always coined in a manner that would convince the public to believe in a given issue irrespective of the truth it holds. This explains why two or three different news agencies would report on a given issue from two different perspectives. This critical discourse analysis would be focused on the Egyptian revolution, and how Aljazeera, Al-Arabiya, and CNN reported on various incidents during this revolution. Critical Discourse Analysis According to Lilleker (2006), reporters have strong influence on the perception that the audience would have during, and after listening to news. Diction plays an important role during the process of editing given news report before it is released to the public. Besides the intention to inform the public about different events in the society, the editors are always focused on influencing public idea through their rep orting. As Stanyer (2001) notes, reporters and their editors have been keen on their linguistic levels such as syntax, lexis, pragmatics, and semantics when presenting a given piece of information. A given incident can be described from different perspectives in order to arouse different reactions from the readers or listeners. Stanyer (2001) says that the function of critical discourse analysis, â€Å"Is to seek to reveal how texts are constructed so that particular (and potentially indoctrinating) perspectives can be expressed delicately and covertly.† In this analysis, it would be interesting to understand the role that was played by different media stations during the Arab Uprising in Egypt. According to Lilleker (2006), the Egyptian revolution was largely influenced by the media. In fact this scholar says that this was a media revolution. People used both the social and mass media to enlighten one another and to motivate everyone to participate in the revolution in diffe rent ways. It would be necessary to understand that when the uprising began, it was seen as a unified fight of the Egyptians against the dictatorial rule of Hosni Mubarak. When Mohammed Morsi took power, another uprising emerged, and he was forced out of power.Advertising Looking for research paper on communications media? Let's see if we can help you! Get your first paper with 15% OFF Learn More This time round, there were conflicting reactions from the members of the public during the revolution. This could only mean that this society had been subjected to conflicting ideologies from different corridors of power. Media has played a major role in this. At this stage, it would be important to analyze how the three media stations reported on an incident that took place during the revolution, and what they intended to achieve through their reports. The research will analyze the reports made by Aljazeera, Al-Arabiya, and CNN when Morsi was ousted by the militar y. Al-Arabiya It would be necessary to understand the background information about this firm in order to be able to appreciate their motivation in taking a particular approach of reporting. Al Arabiya is a television news broadcaster owned by King Fahd of Saudi Arabia. The Saudi government has been considered to be having special interest in this country’s leadership. The country has therefore been keen on monitoring the trend taken by the revolution. This television broadcaster has considered Al Jazeera as its main rival in this industry. In fact Stanyer (2001) notes that it was started to counter the effect of Al Jazeera in this region. Below was its heading and a few lines of the story they aired following the ouster of Morsi by the military. Why Egypt’s revolution continues â€Å"It has been more than two years since Egyptians went to Tahrir Square – and almost a year since they elected their first post-Mubarak president. The revolution, yet, that they call ed for is unfulfilled† (Hellyer, 2013). It would be important to analyze this heading, the lead, and the structure of the short paragraph identified above. The headline Why Egypt’s revolution continues: the heading in this news clearly shows that the revolution in Egypt is still in progress. The choice of words in this heading leaves no doubt as to the position of the reporter and the editor on the Egyptian revolution. The statement emphasizes to the audience the fact that the revolution is still on. As per this heading, it is a common knowledge to the audience that the revolution is still on, therefore, it is only seeking to provide reasons why this revolution is one. This heading shows that the reporter and the editor believes that this revolution is justifiable enough, and this is confirmed in the first few lead sentences in this story.Advertising We will write a custom research paper sample on Pragmatics in Political News specifically for you for only $16. 05 $11/page Learn More The lead The first few sentences in this report shows that the reporter is dissatisfied with what has been achieved by the regime that took power after the ouster of Hosni Mubarak. Two years is a very short time to have a complete change of socio-political and economic environment of a country that had been under dictatorial rule for over half a century. However, this sentence shows that two years was enough for this regime to make necessary changes. Pragmatically speaking, this news is meant to convince the audience that the government of Morsi has been given opportunity to transform this country but it failed. He points out that this is a justifiable reason to make the Egyptians continue with the revolution. The second sentence makes it clear that the Egyptians have not fulfilled the spirit of the revolution they started. Story structure The communication content in this news is so clear in making the audience believe that no gains have been made in restoring democratic rule in this country. The high agitation tone that this news carries is an indication that the society should press on with their revolution because it is justifiable to go on with the fight. A viewer who listens to this news and takes its literal meaning as presented would be critical of the regime that was headed by Morsi. As Stanyer (2001) notes, the problem that makes news agencies very powerful is that people rarely takes time to analyze the information presented to them, especially if it comes from large ‘trusted’ news agencies. This means that the critical approach taken by this news agency will be taken in its literal meaning by the audience. However, a critical look at the content and the manner in which this story was presented shows a lot of bias, and a clear indication that the message carried to the audience must have been the view of the owners of the company which has been very critical of Morsi’s leadership. They had a n opportunity, through this news agency, to urge Egyptian to reject Morsi’s leadership by painting him as a failure who was given a chance to change the society but failed. In order to understand the bias in this newscast, it would be necessary to analyze how a different newsroom presented the same information. Al Jazeera Al Jazeera is a Qatari based television channel with its headquarters in Doha, Qatar (Mey, 2009). Al Jazeera was started in 1996 as an independent voice of the Arabs, after BBC Arabic language was closed. The main focus was to be the mirror that reflects the true image of the Arab World in order to fight the terrorism tag that the West had labeled against the people of Middle East.Advertising Looking for research paper on communications media? Let's see if we can help you! Get your first paper with 15% OFF Learn More This role has been changing with the changes taking place in the society. It has become a worldwide news agency that reports on various issues other than narrowing its focus on the activities of the Arab World. A section of the society has criticized it, saying that it has been infiltrated by the West despite the loyalty it received from the Arabs. Egypts revolution: Dead or alive? â€Å"As polarized crowds dominate political discourse in Egypt on one end, those who support the military, and on the other, backers of deposed president Mohamed Morsi a middle ground is mourning the loss of a dream.† (Parvaz, 2013). The headline The Al Jazeera headline is very different from the headline given by Al Arabiya over the same incident. Al Jazeera paints a grim picture of the relevance of this war to the people of this society. From a literal view, one would say that the reporter is doubtful on whether the revolution is dead or alive. However, Mey (2009) says that news agencies are r arely doubtful of what they present. At times they may use words that show doubt, but a keen analysis of their message will show their stance in such confusing environment. The syntax, lexis, pragmatics, and semantics in this headline and the introductory part of their news shows that they have a position over the issue of whether the revolution is alive or dead. It would be important to note that the headline says, ‘Dead or alive’ and not ‘Alive or dead.’ The two will portray two different position. The former shows more emphasis on death, while the latter emphasizes on life. To this reporter, the revolution is dead, but he leaves a little room for doubt. The lead The first few lines that have been used in this newscast strongly supports the argument that the revolution is dead. The news starts by describing two polarized groups dominating the political discourse in this country, with one section supporting the military, and the other backing the deposed p resident. It would be necessary to compare how the two newsrooms are talking about one person in the name of Mohamed Morsi. While Al Arabiya calls him Morsi, Al Jazeera refers to him as the disposed president Mohamed Morsi (Parvaz, 2013). Al Jazeera appreciates that he is the president. The next sentence notes that the middle group- which as presented as the genuine heroes of this country in the fight for liberation- are moaning for the lost dream. The dream is lost because President Morsi has been disposed out of his throne. Story structure The story structure clearly indicates that the reporter, and this news agency in general, is in support of the ousted President Mohamed Morsi. It considers the current revolution a failure by the members of the Egyptian society to recognize a true sign of freedom in this country. Cable Network News (CNN) CNN is an American news broadcaster with its headquarters in Atlanta, New York, in the United States. The station has always been regarded to c arry the views of the Americans. In the past, it has been very critical of the dictatorial rule in the Arab World. Egypt and the death of liberalism In Egypt prominent liberals are now supporting a military-backed government overseeing a resurgence of post-Mubarak authoritarianism (Kotb, 2013). The headline The headline made by CNN is very different from that of Al Arabiya, but closely resembles that of Al Jazeera, only that it is more authoritative. While Al Jazeera gave the audience the room to think whether the revolution was dead or alive, CNN makes it clear that liberalism in this country is dead. The news headline gives the impression that the fight for liberation that has persisted for years in this country has gone down the drain. Although protesters are still in the streets, liberalism is dead in Egypt. The lead The lead statement suggests very strongly that those who were seen to fight for liberalism in this country are now supporting the authoritarian rule of the military . It would be necessary to once again understand the syntax used in this introductory part. The report is very careful with his choice of words. He describes the military rule as ‘authoritarian’, something that the society was determined to fight. Story structure The structure of this story leaves no doubt that this television channel is critical of the military leadership that ousted President Morsi. Just as it has been in the past, CNN remains critical of the authoritarian rule by the military, and strongly suggest that liberalism has died in this country because its supporters are now backing the military rule. Conclusion Media has remained a powerful tool that is used to influence the society towards specific issues. Members of the society depend on media to educate, inform, and entertain them. Those who are in power have taken advantage of this to press their personal interest using the media. The different approach in which the revolution in Egypt was reported is a clear indication of this. The three television networks analyzed reported on the same issue from different perspectives, giving out different opinions based on their financiers’ view on the issue. Reference Hellyer, A. (2013). Why Egypt’s revolution continues. Al Arabiya. Web. Kotb, A. (2013). Egypt and the Death of Liberalism. CNN. Web. Lilleker, D. G. (2006). Key concepts in political communication. London: Sage. Locher, A., Graham, S. L. (2010). Interpersonal pragmatics. Berlin: De Gruyter Mouton. Mey, J. (2009). Concise encyclopedia of pragmatics. Amsterdam: Elsevier. Parvaz, D. (2013). Egypts revolution: Dead or alive? Stuck in a power struggle between the military and Muslim Brotherhood, Egyptians work to keep dream of revolution alive. Al Jazeera. Web. Stanyer, J. (2001). The creation of political news: Television and British party political conferences. Brighton: Sussex Academic Press.

Spanish Verbs for Trying

Spanish Verbs for Trying To try is one of those English verbs that will steer you down the wrong path if you try to translate it with just one Spanish verb. This lesson looks at the most common ways of expressing the idea of trying and related phrases such as to try to or to try out. Fast Facts Tratar de and intentar are are the most common ways of translating try when it means to attempt something.Esforzarse and phrases using esfuerzo can also be used to emphasize the effort given.When try refers to a testing or testing out, the preferred translation is usually probar. Trying as Attempting When try means attempt, it can usually be translated as tratar de or intentar followed by an infinitive. The two are roughly synonymous, although tratar de is more common. Note that intentar is a false friend to the English verb to intend - intentar involves an actual attempt, not a mere intent as the English verb does. Tratamos de hacer lo mejor para conseguir el objetivo. (We are trying to do what is best in order to reach the objective.)Trataron de resucitar al cantante durante ms de una hora en el hospital. (They tried to resuscitate the singer for more than an hour in the hospital.)Trataremos de resolver sus problemas. (We will try to resolve your problems.)Vamos a tratar de ganar el campeonato. (We are going to try to win the championship.)Intentamos resolver las dudas que puedan surgir. (We are trying to resolve the doubts that may arise.)Intentar es major que esperar. (Trying is better than waiting.)Me intentaron hacer un fraude. (They tried to commit a fraud against me.)Intento comprender la verdad. (I am trying to understand the truth.) Trying as Testing When to try means to test, as the phrase to try out often does, you can often use the verb probar: Probamos algo nuevo. (Were trying something new.)Los estudiantes probaron comidas de los diferentes paà ­ses. (The students tried meals of different countries.)Los terroristas probaban gases venenosos experimentando con perros. (The terrorists tried out poisonous gases by experimenting with dogs.)Me probà © la camisa y vi que estaba hecha exactamente a mi medida. (I tried on the shirt and saw that it was made exactly to my size.)Desde que probà © su consejo, mi vida cambià ³ para siempre. (Ever since I tried her advice, my life has been forever changed.)Pues, pruà ©balo y vers. (Here, try it out and youll see.)Voy a probar un nuevo truco de magia. (Im going to try a new magic trick.)Probà © suerte de nuevo y abrà ­ mi propio negocio. (I tried my luck again and opened my own business.) Trying as an Effort To try in the sense of put forth an effort can often be translated as esforzarse or a phrase such as hacer un esfuerzo por. Although intentar and tratar de can also indicate an effort, they put less emphasis on it than do esforzarse and phrases using esfuerzo. Sà © que puedes esforzarte ms. (I know you can try harder.)Me esfuerzo con toda intensidad por ser sincero. (Im trying as hard as I can to be honest.)Pero yo me esfuerzo todo lo que puedo. (Im trying to do everything I can.)Hago un esfuerzo por  apartar de mi mente lo ocurrido y concentrarme en mi trabajo. (Im trying to get my mind off of what happened and concentrate on my work.)Volvià ³ al sillà ³n e  hizo un esfuerzo por  relajarse.  (She returned to the rocking chair and tried to relax.)Es necesario hacer un esfuerzo. (It is necessary to try.) Legal Use of 'Try' To try in the sense of to put on trial can be expressed by procesar or juzgar: El juez procesà ³ ayer a ocho personas por el robo de armas de guerra. The judge yesterday tried eight people for the theft of military weapons.Juzgaron a los activistas de Greenpeace en Espaà ±a. The Greenpeace activists were tried in Spain. 'Try' as a Noun Try as a noun can often be translated well using intento: Haz de nuevo el intento. Give it another try. ¡Al menos hicieron  su mejor intento! At least they gave it their best try!Al menos resulta un intento divertido. (At least it was a fun try.)

Mandatory and discretionary Research Paper Example | Topics and Well Written Essays - 250 words

Mandatory and discretionary - Research Paper Example Mandatory spending is that part of the federal budget which is allocated by law toward the provision of such programs as social security and Medicare. Mandatory expenditures are the payments required by specific laws. Discretionary budgets are renewed annually as part of the budgeting activity (Novick, Morrow & Mays, 2014). This form of spending is negotiated by the President and the Congress every year through annual appropriation bills such as funding for cabinet department. Most public health programs fall within the mandatory budgets because they involve the allocation of proper medical care to the public through construction of health care facilities, building hospital, provision of health insurance and proper home care to the elders (Pickett & John, 1990). These programs also relate to creation of awareness to the public on benefits of maintain proper health. An example of an expenditure that is considered mandatory is funding for defense and security which is necessary to maintain law and order as well as security to the citizens. An example of a discretionary expenditure would be funding for such activities as housing, educations and space exploration (Pickett & John, 1990). This is so because, the weight of the needs of these services is not so mandatory but necessary for state

For Cullen and Gilbert 'rehabilitation should be the major goal of any Essay

For Cullen and Gilbert 'rehabilitation should be the major goal of any correctional system'. Critically discuss this proposition - Essay Example In addition, the strengths and weaknesses are also imparted to be able to portray the potential gain of the whole system and even the limitations. The main view of Cullen and Gilbert can be considered as positive theories to answer the problems of criminology. Rehabilitation is the main objective that can be projected in relation to the effect of application in the behaviour of the detainees. The positive view of the theory can be considered as a priority in contrary to that of the old theories of justice that involve deterrence and retribution. Through the course of modern justice system, it can be considered that the role of rehabilitation on the reform of the offenders had taken the main road and had produced influence. The said influence had developed on the turn of the 1900s wherein the development and changing of the characteristics and the attitudes of the criminals and offenders had been projected as the main solution for the decrease of the number of crimes (Cullen and Gendreau, 2000). Through the 70’s toward the end of the century, the effectiveness and the feasibility of the rehabilitation approach in the correctional systems had been criticized and questioned. Basically as the rehabilitation theory affirms that the crimes had been committed by the offenders on the basis of the problems in behaviour and inadequate decision making, critics believe that the process cannot help the society lessen criminals but there are dangers that rehabilitation cannot fully discipline the offenders. This can then pose danger to the welfare of the people (Wilson, 2005). In the presentation of the view of Cullen and Gilbert on the proper approach for correctional system, it is important to be able to present the different pros and cons. For that matter the criticisms of the rehabilitation theory is needed to be studied and scrutinized. The main scenario in the study undertaken by Cullen and Gilbert relates to the world in the

Finance accounting assignment Example | Topics and Well Written Essays - 1500 words

Finance accounting - Assignment Example In short, they let the customers do talk. The company is currently ranked as the largest global lifestyle brand offering company. It offers menswear, women swear, and other vital accessories over 100 retail stores in more than 30 countries. Today, Excellency clothing company fulfills its commitment to customers by providing commercial fashion and offering quality designs. The company has a vision of multi- channeling distribution and looking forward to the expansion of the brand in new and existing international markets. Despite the fact that the company has a vision of expanding its market size to gain competitive advantage over other competitors, it has experienced a setback of decrease in the profitability in recent years mainly due to the stiff competition in the market and economic recession and financial crisis (Ketz et al., 2005). The company’s financial statement show road to economic depression is skyrocketing. Based on the data from the income statement provided in the annual report, it is clearly seen that there is a decline in the company performance. At the beginning of 2014, the company reported revenue of  £215,623,000, a drop of about (39440/255063)*100 = 15.46% from the year 2013. The decrease in the income was caused by unfavorable movements in the foreign currency rates in the respective countries (White et al., 2011). Another crucial factor was the stiff global competition that scaled up in the retail industry. The next item to be analyzed is the cost of sales that increased from (96800/255063)*100 = 37.95% in the year 2013 to (84500/215623) = 39.19%. The increase in the value f sales was due to the inventory damage which is inexcusable forcing the company to purchase more stocks, manufacture more wares and to cover additional costs that are associated with repackaging and finally storing replacement finished goods. Other factors that led to an increase in the cost of sales were the warehouse

Case Study Ethical Practice Paper Essay Example | Topics and Well Written Essays - 1000 words

Case Study Ethical Practice Paper - Essay Example Social therapists and medical practitioners often face the predicament of having to make critical decisions in their experiential practice. Critical scenarios that pit the practitioner's decision making procedures and systems with other factors extrinsic to the logic of the medical and psychological therapy practice often culminate in ethical dilemmas. This paper presents a case study of one such case featuring an ethical dilemma setting characterised by the dissonance between my socio-cultural values and the subject's predicament. The exploration of the ethical dilemma will take the form of a case study. A case study is naturally a qualitative study. A phenomenological study is "the type of research that examines the human experience (Beauchamp, T, & Childress, J, 1983, pp 43). The emphasis is on "experience and interpretation" (Neil T. Anderson 1998). Parton N (1998) continues "In the conduct of a phenomenological study, the focus would be on the essence or structure of an experience (phenomenon)". As such the case study model is perceived to be an ideal study model to meet the core objectives of this paper which entail illuminating the dynamics of an ethical dilemma scenario in a social therapy professional practice setting. The anticipated scenario culminating in dilemma i... The crux of the scenario stems from the fact that I'm strongly against abortion and the client is very dependent on me as her close associate. What characterizes the ethical dilemma is that I need to spell out my values on abortion to her yet for objectivity reasons I must refer her to some one who can take a neutral stand on the issue and yet she views me as her anchor in the predicament that she is facing. Systems Theory Application The featured scenario has entailed the application of the Systems Social Therapy Theory by a practitioner dealing with substance abuse related case. The core tenet and perspective of the Systems Approach; in close relation to the subject of depression related social therapy dwells on that the problem has to be placed within the broader precincts of the factors (social, political, economic, etc) that characterise the environment of the affected individual. The practical application of the model employs among other aspects the thrust of bolstering the subject's morale and self-concepts and recommending perceived solutions and remedies for the client. The external factors surrounding the subject/client are identified and used to map a framework that constitutes the source of the individual's problems culminating in substance abuse. This perspective argues for the interventions that will focus on reducing the environmental and extrinsic stresses and pressures that push people to making certain decisions that may not suffice for the curtailing of ensuing problems and for the objective of coping with external forces. The systems approach strives for the contextualization of the subject's problems within the broader precincts of

International Business Strategy in HR of the Chinese MNCs Dissertation

International Business Strategy in HR of the Chinese MNCs - Dissertation Example As the discussion stresses the MNCs have started dominating the world market and how they manage their personnel on an international scale is considered critical to the success of globalizing strategies. When firms operate across boundaries the organizational culture is secondary to the national culture.From this paper it is clear that most studies in international business focus on the success and failures of MNCs from developed countries in developing and emerging economies. However, in recent times MNCs from emerging economies such as India and China have also been making entry into developed as well as developing nations. The theories of internationalization are based on the MNCs from developed countries. These may not applicable to MNCs from emerging economies as they lack the expertise in best practices. They particularly face issues in HR management due to lack knowledge of cultural integration. This is because the MNCs from emerging markets come from a national, cultural and institutional background that differs from the developed country MNCs. This gives rise to the importance of understanding the cultural context and its contribution in the success and failure of the emerging MNCs.  Since the Chinese MNCs have been venturing overseas with the support of the government, it has been considered essential to evaluate how national cultures can make an impact on the HRM practices. Bunchapattanasakda and Wong (2011) contend that nations with comparative advantage would tend to transfer their home practices to their overseas subsidiaries but those with low comparative advantages may be forced to adopt the overseas practices. Several MNCs in Europe and the US were taken over by Chinese companies such as China Mobile and TCL but they failed to operate the takeovers successfully (Cao & Forrest, 2011). The main reason cited has been the lack of experience to handle the organization due to language and cultural barriers. The Chinese MNCs could not win the suppor t of the stakeholders due to limited global visibility. Networking and guanxi, typical of Chinese culture, did not appear to work in western business environments. Fan, Nyland and Zhu (2009) suggest evaluating the factors that drive the Chinese MNCs to integrate their operations globally. One of the main causes of failures that have emerged is the lack of knowledge in managing human resources by the Chinese managers. Xhang (2003)

Operations Management Coursework Example | Topics and Well Written Essays - 3250 words

Operations Management - Coursework Example This study will firstly reflect upon the strategic business focus of both these firms. Nando’s and WAGAMAMA have different business strategy and target market. Their operations are mainly related to acquiring raw materials from suppliers, processing food, taking order from customers, delivering food items, checking payment details and maintaining high levels of customer satisfaction. These internal operations are similar for both the firms. Lead time is another issue discussed in this particular study. It has been stated that lead time should be less in case of restaurant business since it affects the operation flow. Quality management has been indicated as the prime focus for both the firms. Nando’s and WAGAMAMA take proper actions to sustain high quality level ranging from dealings with suppliers to product delivery. A process flowchart has been drawn for both the firms including a physical layout for the selected restaurants. The study also includes certain recommend ed solutions for the firms which shall help to address certain operation management issues witnessed by Nando’s and WAGAMAMA. Main focus of the study is on inventory control, demand planning and importance of safety stock in restaurant business. Operations management is a kind of management associated with controlling, overseeing and designing production process. It involves redesigning wide array of business operations in production of services and goods. The concept encompasses responsibility of ensuring that there is efficiency in business operations. Optimization of resources is a major concern in dimension of operations management. Fulfilling customer requirements is also taken into consideration in this approach. Operations management is concerned with managing the overall process through which inputs are successfully converted into outputs. Inputs are usually in the form of raw materials, energy and labour. Output is in the form of services or products.

International Business Strategy in HR of the Chinese MNCs Dissertation

International Business Strategy in HR of the Chinese MNCs - Dissertation Example As the discussion stresses the MNCs have started dominating the world market and how they manage their personnel on an international scale is considered critical to the success of globalizing strategies. When firms operate across boundaries the organizational culture is secondary to the national culture.From this paper it is clear that most studies in international business focus on the success and failures of MNCs from developed countries in developing and emerging economies. However, in recent times MNCs from emerging economies such as India and China have also been making entry into developed as well as developing nations. The theories of internationalization are based on the MNCs from developed countries. These may not applicable to MNCs from emerging economies as they lack the expertise in best practices. They particularly face issues in HR management due to lack knowledge of cultural integration. This is because the MNCs from emerging markets come from a national, cultural and institutional background that differs from the developed country MNCs. This gives rise to the importance of understanding the cultural context and its contribution in the success and failure of the emerging MNCs.  Since the Chinese MNCs have been venturing overseas with the support of the government, it has been considered essential to evaluate how national cultures can make an impact on the HRM practices. Bunchapattanasakda and Wong (2011) contend that nations with comparative advantage would tend to transfer their home practices to their overseas subsidiaries but those with low comparative advantages may be forced to adopt the overseas practices. Several MNCs in Europe and the US were taken over by Chinese companies such as China Mobile and TCL but they failed to operate the takeovers successfully (Cao & Forrest, 2011). The main reason cited has been the lack of experience to handle the organization due to language and cultural barriers. The Chinese MNCs could not win the suppor t of the stakeholders due to limited global visibility. Networking and guanxi, typical of Chinese culture, did not appear to work in western business environments. Fan, Nyland and Zhu (2009) suggest evaluating the factors that drive the Chinese MNCs to integrate their operations globally. One of the main causes of failures that have emerged is the lack of knowledge in managing human resources by the Chinese managers. Xhang (2003)