Research proposal Essay Example | Topics and Well Written Essays - 750 words

Research proposal - Essay Example This is to facilitate communication and formulation of superior performance policies that focus on the participation of everyone. Employee engagement remains a hot issue with most professionals posting diverse opinion on its suitability in measuring performance in institutions. One school of thought reports that employee engagement indices criteria form a fundamental element that provides relevant incentives for measuring performance. It acts as a scorecard guideline that measures the satisfactory level of employees and consumers in service delivery. However, another school of thought faults its use since it fails to provide clear benchmarks that can be applied to facilitate credible measurement of performance. Ideally, employees hold the requisite capacity of influencing performance in institutions (Macey, Schneider & Barbera, 2009, p. 224). To ensure superior innovation and creativity in product development, proper employee engagement is essential. It ensures adequate sharing of id eas and formulation of policies with innovative ideals. It is crucial to note that, employee performance can be achieved when their morale is enhanced through adequate engagement in diverse aspects. This paper evaluates the imperativeness of employee engagement as a performance measure and advancement of cordial relations in business institutions. Objectives I. To ascertain the relevance of engagement indices in improving cordial relations between employees and employers II. To establish the factors that improve good relationship between employees and employers III. To evaluate the relevance of engagement indices as a performance measure in institutions IV. To establish the influence of employee engagement in enhancing productivity and efficiency in institutions V. To establish whether employee engagement contribute to employees’ wellbeing Definition Employee engagement indices provide institutions with relevant capacity to focus on diverse factors that hinders employee perfo rmance and coordination with employers. It is coordinated through a survey questionnaire that identifies workers efforts and enthusiasm in execution of activities. Evidently, inferior relations between employees and employers hold far reaching effects on performance in institutions (Macey, et al, 2009, p. 229). It may results to dismal performance or reduced output, low working morale and increased worker turnover that can severely influence productivity in corporations. According to Macey, et al, (2009, p. 225), superior engagement through adoption of excellent communication channels is vital in boosting understanding in institutions. Engagement fosters idea formulation and coherence at work that defines team spirit. This is vital since team spirit is an essential element that drives execution of activities based on strong shared norms and objectives. Consequently, engagement between employees and employers contributes in performance measurement together with other performance para meters. It is significant to state that poor worker engagement with employers influences individuals’ wellbeing at work and reduces output levels Methodologies The study adopts purposive research technique that gives clear guidelines of conducting a detail study with specific goals. The technique is relevant since it has the potential of steering the purposive nature of the study, which investigates the relevance of employee en

Character analysis Essay Example for Free

Character analysis Essay Priestley describes him in the opening stage directions as a rather portentous man, full of his own self-importance. In the play, he is certainly very concerned with his social position he twice mentions that he was Lord Mayor as a way of impressing Gerald (pp.8, 11), and mentions the knighthood to him, even though it is far from definite. He is solely worried about how his familys reputation will suffer at the inquest when he hears of Mrs Birlings part in the girls death (p. 45), and he is more concerned about how to coverup Erics thefts (p.54) than about how to put them right. He tries to use first Geralds family name (p.13) and then his friendship with the Chief Constable (p.16) as ways of bullying the Inspector; he obviously believes that others are as easily impressed by social connections as he is. (We know he is easily impressed because of his evident pride at Geralds family background; he obviously believes he has made a good match for Sheila.) His key characteristic is his complacency. He is well-off (as the opening stage directions suggest), and he believes he always will be: that were in for a time of steadily increasing prosperity (p.6). This success, however, has been at the expense of others he threw the girl out of her job for asking for a modest rise, and intends in the future to work with Crofts Limited for lower costs and higher prices (p.4), exploiting his power as a capitalist to profit at the expense of others. Birling does not believe he has a responsibility to society, only to his family: a man has to mind his own business and look after himself and his own (p.10). He is not upset, unlike Eric, at hearing the details of the girls death (p.12), which shows him to be a little heartless. He is suspiciously defensive when he thinks the Inspector is accusing him of causing it, and like Mrs Birling is relieved when he thinks the finger is no longer pointing at him. This is hypocritical because, as the Inspector says, the girls [still] dead, though (p.18). He also has double standards: for he sees nothing strange in wanting to protect Sheila from the unpleasantness of the girls life and death, yet feels no guilt at not having protected the girl herself. Crucially, Priestley undermines this self-important, complacent man, who believes his only responsibility is to his family, right at the start of the play. He is shown as short-sighted and wrong:  Prediction  Reality  Were in for a time of steadily increasing prosperity  The Wall Street Crash (1929) and the Great Depression within a generation  There isnt a chance of war  World war within two years, with a second to follow within the same lifetime  In 1940youll be living in a world thatll have forgotten all these Capital versus Labour agitations  The General Strike (1926) and the continued rise of the Trade Union Movement. The Titanic: unsinkable, absolutely unsinkable  SS Titanic sinks on her maiden voyage  This dramatic irony at his expense encourages us to question how many of his other beliefs are correct; Priestley, as a socialist, is not sympathetic to what this capitalist believes.  He also undermines Birlings relationship with his family, the only institution that Birling believes matters. In Act Two, both his children who learn from the Inspector in a way Birling never does behave badly in front of him (pp.32-33), and his heir Eric is later revealed as both an alcoholic and a thief. After the Inspector has gone, Birling simply wants things to return to the way they were. He cannot understand Sheilas and Erics insistence that there is something to be learnt, and he is relieved and triumphant when he feels that scandal has been avoided and everything is all right. Right up until the end, he claims that theres every excuse for what both your mother and I did it turned out unfortunately, thats all (p.57). Birling is not the cold and narrow-minded person that his wife is; he simply believes in what he says. He is a limited man, who is shown to be wrong about many things in the play; it is the Birlings of the world whom Priestley feared in 1945 would not be willing or able to learn the lessons of the past, and so it is to the younger generation that Priestley hopefully looked instead  Mrs Birling  Priestley describes her in the opening stage directions as a rather cold woman (p.1).  She expects Sheila to make the same sacrifices in marriage that she had to (p.3); she has a clear sense of her duty within the family.

Comparing Globalisation In 19th And 20th Century

Comparing Globalisation In 19th And 20th Century Globalisation is a trend that has developed enabling people around the world to communicate with each other much more easily. This has opened up a global market place where companies engage in worldwide manufacturing, marketing and distribution of their products and services. Nayyar (2006) defines globalisation as a process associated with increasing openness, growing economic interdependence and deepening economic integration in the world economy. Nayyar (2006) goes on to say that economic openness is not simply confined to trade flows, investment flows and financial flows, it also extends to flows of services, technology, information and ideas across national boundaries. Globalisation is prehistoric; according to Nayyar (2006) globalisation is not new. Ideally the result of globalisation is the integration of societies and economies and toppling of national barriers. When this happens, the division of labor rises in an international scope and multilateral trade in goods and services elevates, as well as capital flows and cross border business investments. According to Nayyar (2006) the two period of globalisation, the nineteenth and twentieth centurys, are similar in four ways: the absence or the dismantling of barriers to international economic transactions; the development of enabling technologies; emerging forms of industrial organization; and political hegemony or dominance. There were almost no restrictions on economic transactions across borders as the four decades from 1870 to 1913 were the age of laissez faire.. This was followed by three decades of autarchy and conflict during which international economic transactions were progressively constrained by barriers and regulations. However, during the second half of the twentieth century globalisation followed the sequence of deregulation. Trade liberalization came first, which led to an unprecedented expansion of international trade between 1950 and 1970. The liberalization of regimes for foreign investment came next and there was a surge in international investment which began in the late 1960s. Financial liberalization came last, starting in the early 1980s. Both phases of globalisation coincided with a technological revolution in transport and communications which brought about an enormous reduction in the time needed, as also the cost incurred, in crossing geographical distances. The second half of the nineteenth century saw the advent of the steamship, the railway and the telegraph whilst the second half of the twentieth century witnessed the advent of jet aircraft, computers and satellites. Emerging forms of industrial organization, in both phases, played a role in making globalisation possible. In the late nineteenth century, it was the advent of mass production which was characterized by a rigid compartmentalization of functions and a high degree of mechanization. In the late twentieth century, the emerging flexible production system, shaped by the nature of the technical progress, the changing output mix and the organizational characteristics (based on Japanese management systems), forced firms constantly to choose between trade and investment in their drive to expand activities across borders. The politics of hegemony or dominance is conducive to the economics of globalisation. The first phase of globalisation from 1870 to 1913 coincided with what has been described as the age of empire, when Britain more or less ruled the world. The second phase of globalisation beginning in the early 1970s coincided with the political dominance of the US as the superpower. Nayaar (2006) also highlights important differences between both the phases of globalisation in respect of trade flows, Foreign Direct Investment (FDI) flows, financial flows and labor flows. During the period from 1870 to 1913, a large proportion of international trade was constituted by inter-sectoral trade, where primary commodities were exchanged for manufactured goods. This trade was, to a significant extent, based on absolute advantage derived from natural resources or climatic conditions. During the period 1950-75, inter-industry trade in manufactures, based on differences in factor endowments, labour productivity or technological leads and lags, constituted an increasing proportion of international trade. Since 1970 intra-industry trade in manufactures, based on scale economies and product differentiation, constituted an increasing proportion of international trade. Further now about one-third of the international trade is estimated to be intra-firm trade, that is, trade between affiliates of the same company located in different countries. The composition of intra-firm trade has undergone a change, characterized by a steady decline in the importance of primary commodities and an increase in the importance of manufactured goods and intermediate goods. There is also a marked difference between the two phases in respect of the spatial and sectoral distribution of FDI. During the second phase, its distribution between the developed and developing countries was more uneven than in the first phase. However, the 1990s witnessed an increase in the share of developing countries in FDI inflows, although still behind the developing countries. A small number of countries absorb the lions share of the FDI flows to the developing world. In 1913, the primary sector accounted for more than half (55%) of the long term foreign investment, followed by trade and distribution (30%), and the share of the manufacturing sector was very low. (10%). In the early years of this decade, the service sector accounted for about two-thirds of the FDI inflows. In the early twentieth century foreign investment was only long term. Two thirds of it was portfolios, while one third of it was direct although portfolio investment has risen sharply in the 1990s. In the last quarter of the nineteenth century, capital flows were a means of transferring investible resources to underdeveloped countries or newly industrializing countries with the most attractive growth opportunities. In the second phase, these capital flows were destined mostly for the industrialized countries which have high deficits and high interest rates to finance public consumption and transfer payments rather than productive investment. During the first phase of globalisation from 1870 to 1913, the object of financial flows was to find avenues for long-term investment in search of profit. During the second phase of globalisation since the early 1970s, financial flows are constituted mostly by short-term capital movements, sensitive to exchange rates and interest rates, in search of capital gains. The fundamental difference between two phases of globalisation is in the sphere of labor flows. In the late nineteenth century, there were no restrictions on the mobility of people across national boundaries. Passports were seldom needed. Immigrants were granted citizenship with ease. Between 1870 and 1914, international labor migration was enormous. The only significant evidence of labor mobility during the last quarter of the twentieth century is the temporary migration of workers to Europe, the Middle East and East Asia. The present phase of globalisation has also found substitutes for labor mobility in the form of the trade flows and investment flows. For one thing, industrialized countries now import manufactured goods that embody scarce labor The first phase of globalisation in the late nineteenth century was characterized by an integration of markets through an exchange of goods that was facilitated by the movement capital and labor across national boundaries. The second phase of globalisation is characterized by an integration of production with linkages that are wider and deeper, except for the near absence of migration. It is reflected not only in the movement of goods, services, capital, technology, information and ideas, but also in the organization of economic activities across national boundaries. This is associated with a more complex- part horizontal and part vertical-division of labor between the industrialized countries and a few developing countries in the world economy. References Nayyar, D. (2006) Globalisation, history and development: a tale of two centuries, Cambridge Journal of Economics, Vol. 30, No. 1: 137-159.

Dantes Divine Comedy - Eighth Circle of Hell in Canto XXVIII :: Divine Comedy Inferno Essays

Eighth Circle of Hell in Canto XXVIII Who, even with untrammeled words and many attempts at telling, ever could recount in full the blood and wounds that I now saw? Dante begins the opening of Canto XXVIII with a rhetorical question. Virgil and he have just arrived in the Ninth Abyss of the Eighth Circle of hell. In this pouch the Sowers of Discord and Schism are continually wounded by a demon with a sword. Dante poses a question to the reader: Who, even with untrammeled words and many attempts at telling, ever could recount in full the blood and wounds that I now saw? (Lines 1-3) The rhetorical question draws the reader into the passage because we know by this point in the Divine Comedy that Dante is a great poet. What is it that Dante sees before him on the brink of the Ninth Abyss that is so ineffable that he, as a poet, feels he cannot handle? In the following lines Dante expands on this rhetorical position. He elaborates on why it is important for any man to offer a good description of what he sees. No poet can ach ieve this description: â€Å"Each tongue that tried would certainly fall short...† (L. 4) It is not just poetic talent that is at stake; poets do not have the background to give them the poetic power for such description. His reasoning is "the shallowness of both our speech and intellect cannot contain so much." (Lines 5-6) Once again the reader is intrigued; how could a man of Dante's stature criticize language which is the very tool he uses to create the epic work of La Commedia ? If we cannot take Dante seriously with these opening statements, we must pose the question of what Dante is trying to do by teasing us with this artificial beginning to Canto XVIII? Dante will now contradict himself and try to describe what he says is impossible. But, if he were to go right into a description of the Ninth Abyss, it would deflate his rhetorical position. Instead, Dante first sets up a quite lengthy comparison of the sights he has just witnessed with examples of bloodshed throughout human history. Were you to reassemble all the men who once, within Apulia1's fateful land, had mourned their blood, shed at the Trojans' hands, as well as those who fell Dante's Divine Comedy - Eighth Circle of Hell in Canto XXVIII :: Divine Comedy Inferno Essays Eighth Circle of Hell in Canto XXVIII Who, even with untrammeled words and many attempts at telling, ever could recount in full the blood and wounds that I now saw? Dante begins the opening of Canto XXVIII with a rhetorical question. Virgil and he have just arrived in the Ninth Abyss of the Eighth Circle of hell. In this pouch the Sowers of Discord and Schism are continually wounded by a demon with a sword. Dante poses a question to the reader: Who, even with untrammeled words and many attempts at telling, ever could recount in full the blood and wounds that I now saw? (Lines 1-3) The rhetorical question draws the reader into the passage because we know by this point in the Divine Comedy that Dante is a great poet. What is it that Dante sees before him on the brink of the Ninth Abyss that is so ineffable that he, as a poet, feels he cannot handle? In the following lines Dante expands on this rhetorical position. He elaborates on why it is important for any man to offer a good description of what he sees. No poet can ach ieve this description: â€Å"Each tongue that tried would certainly fall short...† (L. 4) It is not just poetic talent that is at stake; poets do not have the background to give them the poetic power for such description. His reasoning is "the shallowness of both our speech and intellect cannot contain so much." (Lines 5-6) Once again the reader is intrigued; how could a man of Dante's stature criticize language which is the very tool he uses to create the epic work of La Commedia ? If we cannot take Dante seriously with these opening statements, we must pose the question of what Dante is trying to do by teasing us with this artificial beginning to Canto XVIII? Dante will now contradict himself and try to describe what he says is impossible. But, if he were to go right into a description of the Ninth Abyss, it would deflate his rhetorical position. Instead, Dante first sets up a quite lengthy comparison of the sights he has just witnessed with examples of bloodshed throughout human history. Were you to reassemble all the men who once, within Apulia1's fateful land, had mourned their blood, shed at the Trojans' hands, as well as those who fell

Marketing Strategy at Ikea Essay

Synopsis The case study is to discuss about the different strategy used by IKEA to approach their customers. It is also talking about the localization concept from a global company based on the cultural demand from different countries worldwide. IKEA is also famous for their less expensive furniture, has some other strategies to â€Å"reach† the customers based on their needs. 4 Ps concept plays a very important role on IKEA’s success besides the way of shopping which is differ from all other their competitor. Company Background 1920s At the age of five Ingvar Kamprad starts selling matches to his next door neighbors and by the time he is seven, he starts selling to further neighborhood, using his bicycle. He buy matches in huge numbers cheap and re-sell them individually at a very low price but still make a good profit. From selling matches he expands to selling flower seeds, greeting cards, Christmas tree decorations, and later pencils and ball-point pens. 1940s-1950s The roots of a furniture dealer, Ingvar Kamprad is entrepreneurial in developing IKEA into a furniture retailer. This period sees the exploration of furniture design, self assembly, advertising, the use of a catalogue and a showroom to reach the many people. 1960s-1970s The IKEA concept starts to take place. New IKEA stores opened and hero products are developed such as POÄNG, KLIPPAN and BILLY bookcase. It is a time where concept takes shape and is documented in Ingvar Kamprad’s The Testament of a Furniture Dealer. 1980s IKEA expands dramatically into new markets such as USA, Italy, France and the UK. More IKEA classics arrive such as LACK and MOMENT. IKEA begins to take  the form of today’s modern IKEA. 1990s IKEA grows more by introducing Children’s IKEA and the focus is on home furnishing solutions to meet the needs of families with children. The IKEA Group is formed and responsibility for people and the environment is seen as a prerequisite for doing good business. 2000s IKEA expands into new markets such as Japan and Russia. Everything for the bedroom and kitchen is explored and presented in coordinated furnishing solutions. This period also sees the successes of several partnerships regarding social and environmental projects. IKEA’s Vision and Business Idea IKEA’s vision is to create a better everyday life for the many people. Their business idea supports this vision by offering a wide range of well-designed, functional home furnishing products at prices so low that as many people as possible will be able to afford them. IKEA’s mission: People have very thin wallet. We should take care of their interests. IKEA’s Product RangeIngvar Kamprad The IKEA product range focuses on good design and function at a low price. It offers home furnishing solutions for every room in the home. It has something for the romantic at heart, the minimalist and everyone in between. It is coordinated so that no matter which style you prefer our designers and product developers work hard to ensure that our products meet your day-to-day needs and eliminates the unnecessary. IKEA’s Low Prices Low prices are the cornerstone of the IKEA vision and our business idea. The basic thinking behind all IKEA products is that low prices make well-designed, functional home furnishings available to everyone. We are constantly trying to do everything a little better, a little simpler, more efficiently and always cost-effectively. A better everyday life We have taken the straightforward approach to the furniture business, by starting with developing furniture with the price tag in mind. This is the IKEA way, to maximize the use of raw materials in order to fulfill people’s needs and preferences by offering quality products at an affordable price. Social & Environmental Responsibility In 2004, IKEA published their first Social and Environmental Responsibility report. IKEA believes good society is good for IKEA with the passionate to create successful business in a responsible manner. That’s the reason sustainability is very important for IKEA’s strategic direction. Prioritizing sustainability drives further innovation and development. Managing resources with new ways to do things and developing skill set and expertise are very important in driving IKEA’s business. As a company with low price product must be a low cost company which include earth’s limited resources usage in a good manner. IKEA has made tremendous and valuable contribution across the world. Forests of Siberia, cotton fields of India, homes in New York, Lisbon and Shanghai are good examples of sustainability. IKEA blue bags are big, sturdy and sustainable. Out with plastic bags! In with reusable bags! SWOT analysis IKEAs objectives are easily achieved via their SWOT analysis and it is a  strategic planning tool too. It helps the business to focus on key issues. SWOT is the first step of planning based on the Strengths, Weaknesses, Opportunities and Threats involved in a business. Strengths and weaknesses are internal aspects and it is within the control of the business. They may refer to aspects of marketing, finance, manufacturing or organization. Opportunities and threats are external factors and they are outside the control of the business. These may include the environment, the economic situation, social changes or technological advances, such as the internet. Strengths Strengths could include a company’s specialist marketing expertise or its location. IKEA’s strengths include: a.Low cost structure At any economic situation, IKEA able to maintain the profit margin due to their â€Å"affordable† products. IKEA buy the products in bulk from suppliers with a lower price and get their customers to assemble the product by themselves, which gives customer a lower price product. Their long term partnership with their suppliers also ensures they have access to high quality material at reasonable prices. Their furniture is stylish, modern and functional. The company’s low cost structure is able to meet the customers’ need at any point of economic condition. b.Sustainability IKEA’s cost effective and Social & Environmental Responsibility concept is a unique strength of IKEA compare to their other competitors. IKEA use renewable, reusable and recycled materials as much as possible. Example, IKEA’s catalogues are printed in chlorine-free paper and contain at least 10% to 15% post consumer waste. All of their products come in cardboard, compact packaging for easy use and recyclability. These make IKEA outstanding from their competitors. Opportunities A business uses its strengths to take advantage of the opportunities that arise. IKEA believes that its environmentally focused business conduct will result in good returns even in a price sensitive market. Some of the opportunities that IKEA takes advantage of through its sustainability agenda are: a.IKEA can further invest on the â€Å"go green† movement and IKEA’s customers’ desire to have less of an impact on the environment. This concept is also denoting the demand for cheaper and greener products. b.Sustainability can be further maintained by offer tips and ideas online for customers to create a more sustainable home in any part of the world. It can also help to reduce carbon footprint by packaging in less material. . Weaknesses and threats Weaknesses IKEA has to acknowledge its weaknesses in order to improve and manage them. This can play a key role in helping it to set objectives and develop new strategies. IKEA’s weaknesses may include: a.The size IKEA is a warehouse style shopping centre. Because of their huge size, there are not enough people in a smaller region to maintain a store at that size. Also, IKEA find it difficult to penetrate a small market because they offer only home furnishing. Unlikely company like Target offer home furnishing besides clothing, groceries and also technology. b.The need for low cost products. This needs to be balanced against producing good quality products too. They are also need to differentiate itself and its products from other competitors. IKEA believes there is no compromise between being able to offer good quality products and low prices. c.Communication Communication or updates on their environmental activities with its consumers and stakeholders must be consistent and up to date. IKEA produces publications in print and online (for example ‘People and the Environment’) and carries out major TV and radio campaigns to enable the business to communicate with different target audiences. Threats If a company is aware of possible external threats, it can plan to counteract them. By generating new ideas, IKEA can use a particular strength to defend against threats in the market. Threats to IKEA may stem from: a.Competition More competitors are now entering the low price household and furnishings markets. Example Home Depot is the 2nd largest retailer in the world and also a huge threat for IKEA. Home Depot also provides hardware, lumber, kitchen appliances, furniture and many other products. IKEA needs to reinforce its unique qualities to compete with this kind of â€Å"giants†. Question 1 – What are some of the things IKEA is doing right to reach consumers in different markets? What else could it be doing? IKEA Group operating 301 stores in 41 countries worldwide (IKEA statistics 2012) including franchisees. IKEA’s marketing strategy starts with their business concept as stated in IKEA’s vision statement: The IKEA vision is to create a better everyday life for the many people. We make this possible by  offering a wide range of well-designed, functional home furnishing product at prices so low that as many people as possible can afford them. (IKEA Corporate Website) IKEA has a principle to work in the same way in every country. This standardized approach provides operational advantages besides some disadvantages due to the different markets. Based on the marketing mix which starts with product strategy, product covers more than the physical goods that a company wants to sell. It is the goods & service combination that a company offers to the target market. Thus, IKEA offers a whole range of product with the pricing which supposed to be the same (95%) with very small adaptations for all countries and in all stores worldwide. The pricing of products are comparatively low to what the consumers can find in a competing store. The basic aim of IKEA is to deliver high value at a low price. IKEA has been cutting price in most of the countries. IKEA is also source it’s products from various companies all over the world rather than a small number of suppliers like many of the retailers do. IKEA has 1,300 suppliers from 53 countries, who can supply products as per local taste based on their needs. Most of the IKEA stores are placed out of city centre, out of town location due to a lower land cost and traffic access. Exceptional for UK stores (Coventry – 2007 & Southampton – 2009) located in city centre as a response to UK government restrictions blocking retail establishment outside city centers. It is a seven floors store with a different flow compare to other IKEA stores. Normally the stores will be 2 floors with a car parking availability and also comes with restaurants. The restaurants sell foods according to the local taste and also it opens daily before the rest of the stores. Example in Canada, breakfast includes eggs, sausage, and hash browns and various add-ons like bacon and pancakes at additional costs. In the United States, the local variation serves scrambled eggs, bacon, country potatoes and choice of Swedish pancakes or French toast sticks. The selling environment and service of IKEA stores are also adjusted to fit with local taste. Example like DIY concept is fully accepted by Sweden and UK where the consumers believe that’s the price they pay for the low prices products. Whereby in China, DIY concept is new to them because of the cheap labor and the prices are also not perceived as generally low. Q1.1What else could it be doing? 1.Developing competitive advantage – because IKEA has a low cost structure, they should be able to expand online market easily without incurring too much additional costs. IKEA also should look at an expansion to the West Coast, particularly California. Also, expansion into regions with enough people to sustain a store of their size. 2.Developing a strategic focus – going online is not only reaching potential customers in less populated area, it is also will help customers to catch up with competitors. Besides that, younger people (Gen Y) willing to buy online more compare to the older people. Question 2 – IKEA has essentially changed the way people shop for furniture. Discuss the pros and cons of this strategy. Factors that encourage customer’s choice of visit to IKEA – Pros i.Social motives for the customer – the shoppers go in group since the outlet is huge and it will take time to shop. Also the location is far from city. It’s a kind of short trip instead of shop-visit which consume a lot of time and they prefer to go in a group (friends or family). ii.Availability of other services and amenities – Restaurants (food and beverages) and baby-sitting services within the stores which gives a greater convenient to all customer. Parking is also not an issue since most of the stores located far from the city. iii.Information availability – online info is more useful. Customers can  surf online catalogues in various languages for inspiration and planning purpose before go to the store. This will also help them to catch up with their competitors. Younger generation will be also attracted with this online concept because they are the IT savvy generation compare to the older generation who is still a little â€Å"doubt† about buying online. iv.Access – Operating hours are good. Long hours on weekend very helpful for those customers work odd hours and also busy on weekdays. v.Speed of delivery – no waiting time as they go and pick up their products. Factors that discourage customer’s choice of visit to IKEA – Cons i.Design – the color and bulbs used make the environment dull. Less store assistants and the routes are very long also make customers not really prefer to shop in IKEA. Customers feel bored when they are required to follow one special route instead go direct to the product that they want to purchase. ii.Product availability – difficult to find, stored somewhere else, arrange in an illogical order. Also, ONLY furniture available in IKEA unlikely Home Depot provides all kind of products / items beside furniture. iii.Amount of shopping time  ¬Ã¢â‚¬â€œ it is time consuming. The route makes them to go through all products and to get the product seen before must go a big turn again. Also, customers ended up buying more than planned as going thru all the display products. iv.Assemble yourself – most of the IKEA products are need to be assembled by customers themselves. If you’re a handyman, or someone experienced with tools, it is fine. But for the normal men or even women, assembling some pieces might be slightly difficult. Also it can be ended up doing something wrong. Conclusion In conclusion, IKEA is a good place to shop furniture with a lot of different designs. Less expensive furniture made IKEA grow consistently around the world. IKEA has their own way of sustaining their business for decades. The overall identity of IKEA is based in Smà ¥land, historical and thrift are strong characteristics of the region and its people. All IKEA policies live up to this standard from the products that they sell. Exhibit 1 – Facts & Figures FY2011 References 1.The Testament of a Furniture Dealer – A Little IKEA Dictionary by Ingvar Kamprad (founder). Published by Inter IKEA Systems B.V. 2007 2.Standardized Marketing Strategies in Retailing? IKEA’s marketing Strategies in Sweden, the UK and China by Steve Burt, University of Stirling, 2008. 3.IKEA Facts and Figures -2011 http://www.ikea.com/ms/en_AU/pdf/yearly_summary/Welcome_inside_2011.pdf 4.Student Info – IKEA http://www.ikea.com/ms/en_GB/about_ikea/press_room/student_info.html 5.The IKEA Experience – A case study on how different factors in retail environment affect customer experience by Rebecka Isaksson & Mirela Suljanovic. 6.History – IKEA http://www.ikea.com/ms/en_GB/about_ikea/the_ikea_way/history/index.html 7.Introduction – SWOT analysis and sustainable business planning – IKEA case studies and information The Times 100 http://businesscasestudies.co.uk/ikea/swot-analysis-and-sustainable-business-planning/introduction.html 8.IKEA International A.S. History & Company Profile http://www.fundinguniverse.com/company-histories/ikea-international-a-s-history/ 9.Kerry Capell, â€Å"IKEA: How the Sweedish Retailer Became a Global Cult Brand,† BusinessWeek, November 14, 2005 10.IKEA group corporate site n.d., About the IKEA Group. Cited from (08.05.2009) http://193.108.42.168/?ID=25

Smart Car

‘ Case 10-2) 1 The Smart Car In 1991, Nicolas Hayek, chairman of Swatch, announced an agreement with Volkswagen to develop a battery-powered â€Å"Swatch car. † At the time, Hayek said his goal was to build â€Å"an ecologically inoffensive, highquality city car for two people† that would sell for about $6,400. The Swatchmobile concept was based on Hayek's conviction that consumers become emotionally attached to cars just as they do to watches. Like the Swatch, the Swatchmobile (officially named â€Å"Smart†) was designed to be affordable, durable, and stylish. Early on,Hayek noted that safety would be another key selling point, declaring, â€Å"This car will have the crash security of a Mercedes. † Composite exterior panels mounted on a cage like body frame would allow owners to change colors by switching panels. Further, Hayek envisioned a car that emitted almost no pollutants, thanks to its electric engine. The car would also be capable of gasolin epowered operation, using a highly efficient, miniaturized engine capable of achieving speeds of 80 miles per hour. Hayek predicted that worldwide sales would reach one million units, with the United States ccounting for about half the market. Some observers attributed the hoopla surrounding the Swatchmobile concept to Hayek's charismatic personality. His automotive vision was dismissed as being overly optimistic; less ambitious attempts at extending the Swatch brand name to new categories, including a brightly colored unisex clothing line, had flopped. Other products such as Swatch telephones, pagers, and sunglasses also met with lukewarm consumer acceptance. The Swatchmobile represented Hayek's attempt to pioneer a completely new market segment. Industry observers warned, oreover, that the Swatch name could be hurt i f the Smart car were plagued by recall or safety problems. In 1993, the alliance with Volkswagen was dissolved; Hayek claimed it was because of disagreement on the co ncept of the car (Volkswagen officials said low profit projections were the problem). In the spring of 1994, Hayek announced that he had lined up a new joint venture partner. The Mercedes-Benz unit of Daimler-Benz A G would invest 7 5 0 million Deutsche marks in a new factory in Hambach-Saargemuend, France. In November 1998, after several months of production delays nd repeated cost overruns, Hayek sold Swatch's remaining 19 percent stake in the venture, officially known as Micro Compact Car GmBH [MCC), to Mercedes. A spokesman indicated that Mercedes' refusal to pursue the hybrid gasoline/battery engine was the reason Swatch withdrew from the project. The decision by Mercedes executives to take full control of the venture was consistent with its strategy for leveraging its engineering skills and broadening the company's appeal beyond the luxury segment of the automobile market. As Mercedes chairman Helmut Werner said, â€Å"With the new car,Mercedes wants to combine ecology, emoti on, and intellect. † Approximately 8 0 percent of the Smart's parts are components and modules engineered by and sourced from outside suppliers and subcontractors known as â€Å"system partners. † The decision to locate the assembly plant in France disappointed German labor unions, but Mercedes executives expected to save 500 marks per car. The reason: French workers are on the i ob 2 75 days per year, while German workers average only 242 days; also, overall labor costs are 40 percent lower in France than in Germany.MCC claims that at Smart Ville, as the factory is known, only 7. 5 hours are required to complete a vehicle. This is 25 percent less time than required by the world's best automakers. The first 3 hours of the process are performed by systems partners. A Canadian company, Magna International, starts by welding the structural components, which are then painted by Eisenmann, a German company. Both operations are performed outside the central assembly hall; the body is then passed by conveyer into the main hall. There VDO, another German company, installs the instrument panel.At this point, modules and parts manufactured by Krupp-Hoesch, Bosch, Dynamit Nobel, and Ymos are delivered for assembly by MCC employees. To encourage integration of MCC employees and system partners and to underscore the need for quality, both groups share a common dining room overlooking the main assembly hall. The Smart City Coupe officially went on sale in Europe in October 1998. Sales got off to a slow start amid concerns about the vehicle's stability. That problem was solved with a sophisticated electronic package that monitors wheel slippage. Late-night TV comedians gave the odd-looking car o respect and referred to it as â€Å"a motorized ski boot† and â€Å"a backpack on wheels. † During the first quarter of 1999, the 150 Smart dealers in 19 countries in continental Europe sold a total of 8,400 cars, an average of 5 6 cars each. Thesales pictu re was brightest in the United Kingdom, where a London dealer sold 160 vehicles between the Smart launch in October 1998 and M a y 1999. The brisk sales pace in Britain was especially noteworthy because MCC was only building left-hand drive models (the United Kingdom is the only country in Europe in which right-hand drive cars are the norm).Industry observers noted that Brits' affection for the Austin Mini, a tiny vehicle that first appeared in the 1 9 60s, a ppeared to have been extended to the Smart. M C C reduced its annual sales target from 130,000 to 100,000. Robert Easton, joint chairman of DaimlerChrysler, went on record as being skeptical of the vehicle's future. In an interview with Automotive News, he said, â€Å"It's possible we'll conclude that it's a good idea but one whose time simply hasn't come. † In 2000, the Smart exceeded its revised sales target, and interest in the vehicle was growing. Wolf-GartenGmbH & Company, a German gardening equipment company, annou nced plans to convert the Smart to a lawn mower suitable for use on golf courses. A convertible and diesel-engine edition have been added to the product line. In 2001, executives at DaimlerChrysler announced plans to research the U. S. market to determine prospects for the Smart. The announcement came as Americans face steep increases in gasoline prices. Visit the Web site www. smart. com Discussion Questions 1 . Assess the U. S. market potential for the Smart. Do you think the car will be a success? Why or why not? 2.Identify other target markets where you would introduce this car. What sequence of countries would you recommend for the introduction? Sources: D n McCosh, â€Å"Get Smart: Buyers Ty to J m the Queue,† f ie New York Times a r up (March 19, 2004), p. Dl; Nicholas Foulkes â€Å"Smart S t G t Ee Smarter,† finonciol Times e e vn s (February 14-15, 2004), p W10; W Pinkston a d S o Miler, â€Å"DaimlerChrysler Se r . il n ct t es T w r ‘Smart' Debut in U . S. ,† The Woll Street Journol (August 20, 2001), pp. B 1, B4; o ad Miler, â€Å"Daimler May Roll O t Its Tiny Cr Here,† f ie Woll Street Journol (June 9, 2001), u a p.B1; Miler, â€Å"DaimlerChrysler'sSmart Cr M y Have a New Use,† f ie WollStreetlournol aa (February 15, 2001), pp. B1, B4; Haig Simonian, â€Å"Carmakers' Smart Move,† Financial Times (July 1,1997), p. 12; William Taylor, â€Å"Message a d Muscle: A Interviewwith S ac n n w th Itan Nicolm Hayek,† Horvord Business ~ eview ~ o r c h ~1993), pp. 99-1 10; Kevin ( ~ril Helliker, â€Å"Swiss Movement: Cn Wriiatch Whiz Switch Swatch Cachet to a Automobile? † a n f ie Woll Street Journal (March 4,1994), pp. A1,A3; Ferdinand Protrman, â€Å"Off the Wrist, w th n O t the Road: A S ac o Wheels,† f ie New York Times (March4,1994), p. (1. no Smart Car ‘ Case 10-2) 1 The Smart Car In 1991, Nicolas Hayek, chairman of Swatch, announced an agreement with Volkswagen to develop a battery-powered â€Å"Swatch car. † At the time, Hayek said his goal was to build â€Å"an ecologically inoffensive, highquality city car for two people† that would sell for about $6,400. The Swatchmobile concept was based on Hayek's conviction that consumers become emotionally attached to cars just as they do to watches. Like the Swatch, the Swatchmobile (officially named â€Å"Smart†) was designed to be affordable, durable, and stylish. Early on,Hayek noted that safety would be another key selling point, declaring, â€Å"This car will have the crash security of a Mercedes. † Composite exterior panels mounted on a cage like body frame would allow owners to change colors by switching panels. Further, Hayek envisioned a car that emitted almost no pollutants, thanks to its electric engine. The car would also be capable of gasolin epowered operation, using a highly efficient, miniaturized engine capable of achieving speeds of 80 miles per hour. Hayek predicted that worldwide sales would reach one million units, with the United States ccounting for about half the market. Some observers attributed the hoopla surrounding the Swatchmobile concept to Hayek's charismatic personality. His automotive vision was dismissed as being overly optimistic; less ambitious attempts at extending the Swatch brand name to new categories, including a brightly colored unisex clothing line, had flopped. Other products such as Swatch telephones, pagers, and sunglasses also met with lukewarm consumer acceptance. The Swatchmobile represented Hayek's attempt to pioneer a completely new market segment. Industry observers warned, oreover, that the Swatch name could be hurt i f the Smart car were plagued by recall or safety problems. In 1993, the alliance with Volkswagen was dissolved; Hayek claimed it was because of disagreement on the co ncept of the car (Volkswagen officials said low profit projections were the problem). In the spring of 1994, Hayek announced that he had lined up a new joint venture partner. The Mercedes-Benz unit of Daimler-Benz A G would invest 7 5 0 million Deutsche marks in a new factory in Hambach-Saargemuend, France. In November 1998, after several months of production delays nd repeated cost overruns, Hayek sold Swatch's remaining 19 percent stake in the venture, officially known as Micro Compact Car GmBH [MCC), to Mercedes. A spokesman indicated that Mercedes' refusal to pursue the hybrid gasoline/battery engine was the reason Swatch withdrew from the project. The decision by Mercedes executives to take full control of the venture was consistent with its strategy for leveraging its engineering skills and broadening the company's appeal beyond the luxury segment of the automobile market. As Mercedes chairman Helmut Werner said, â€Å"With the new car,Mercedes wants to combine ecology, emoti on, and intellect. † Approximately 8 0 percent of the Smart's parts are components and modules engineered by and sourced from outside suppliers and subcontractors known as â€Å"system partners. † The decision to locate the assembly plant in France disappointed German labor unions, but Mercedes executives expected to save 500 marks per car. The reason: French workers are on the i ob 2 75 days per year, while German workers average only 242 days; also, overall labor costs are 40 percent lower in France than in Germany.MCC claims that at Smart Ville, as the factory is known, only 7. 5 hours are required to complete a vehicle. This is 25 percent less time than required by the world's best automakers. The first 3 hours of the process are performed by systems partners. A Canadian company, Magna International, starts by welding the structural components, which are then painted by Eisenmann, a German company. Both operations are performed outside the central assembly hall; the body is then passed by conveyer into the main hall. There VDO, another German company, installs the instrument panel.At this point, modules and parts manufactured by Krupp-Hoesch, Bosch, Dynamit Nobel, and Ymos are delivered for assembly by MCC employees. To encourage integration of MCC employees and system partners and to underscore the need for quality, both groups share a common dining room overlooking the main assembly hall. The Smart City Coupe officially went on sale in Europe in October 1998. Sales got off to a slow start amid concerns about the vehicle's stability. That problem was solved with a sophisticated electronic package that monitors wheel slippage. Late-night TV comedians gave the odd-looking car o respect and referred to it as â€Å"a motorized ski boot† and â€Å"a backpack on wheels. † During the first quarter of 1999, the 150 Smart dealers in 19 countries in continental Europe sold a total of 8,400 cars, an average of 5 6 cars each. Thesales pictu re was brightest in the United Kingdom, where a London dealer sold 160 vehicles between the Smart launch in October 1998 and M a y 1999. The brisk sales pace in Britain was especially noteworthy because MCC was only building left-hand drive models (the United Kingdom is the only country in Europe in which right-hand drive cars are the norm).Industry observers noted that Brits' affection for the Austin Mini, a tiny vehicle that first appeared in the 1 9 60s, a ppeared to have been extended to the Smart. M C C reduced its annual sales target from 130,000 to 100,000. Robert Easton, joint chairman of DaimlerChrysler, went on record as being skeptical of the vehicle's future. In an interview with Automotive News, he said, â€Å"It's possible we'll conclude that it's a good idea but one whose time simply hasn't come. † In 2000, the Smart exceeded its revised sales target, and interest in the vehicle was growing. Wolf-GartenGmbH & Company, a German gardening equipment company, annou nced plans to convert the Smart to a lawn mower suitable for use on golf courses. A convertible and diesel-engine edition have been added to the product line. In 2001, executives at DaimlerChrysler announced plans to research the U. S. market to determine prospects for the Smart. The announcement came as Americans face steep increases in gasoline prices. Visit the Web site www. smart. com Discussion Questions 1 . Assess the U. S. market potential for the Smart. Do you think the car will be a success? Why or why not? 2.Identify other target markets where you would introduce this car. What sequence of countries would you recommend for the introduction? Sources: D n McCosh, â€Å"Get Smart: Buyers Ty to J m the Queue,† f ie New York Times a r up (March 19, 2004), p. Dl; Nicholas Foulkes â€Å"Smart S t G t Ee Smarter,† finonciol Times e e vn s (February 14-15, 2004), p W10; W Pinkston a d S o Miler, â€Å"DaimlerChrysler Se r . il n ct t es T w r ‘Smart' Debut in U . S. ,† The Woll Street Journol (August 20, 2001), pp. B 1, B4; o ad Miler, â€Å"Daimler May Roll O t Its Tiny Cr Here,† f ie Woll Street Journol (June 9, 2001), u a p.B1; Miler, â€Å"DaimlerChrysler'sSmart Cr M y Have a New Use,† f ie WollStreetlournol aa (February 15, 2001), pp. B1, B4; Haig Simonian, â€Å"Carmakers' Smart Move,† Financial Times (July 1,1997), p. 12; William Taylor, â€Å"Message a d Muscle: A Interviewwith S ac n n w th Itan Nicolm Hayek,† Horvord Business ~ eview ~ o r c h ~1993), pp. 99-1 10; Kevin ( ~ril Helliker, â€Å"Swiss Movement: Cn Wriiatch Whiz Switch Swatch Cachet to a Automobile? † a n f ie Woll Street Journal (March 4,1994), pp. A1,A3; Ferdinand Protrman, â€Å"Off the Wrist, w th n O t the Road: A S ac o Wheels,† f ie New York Times (March4,1994), p. (1. no

Cultural Difference between Ch essays

Cultural Difference between Ch essays Cultural Difference between Chinese and Americans in Business Since domestic and multinational corporations are now marketing their products and services around the world, an understanding of intercultural differences has become evident. Managers of multinational corporations and joint ventures have to negotiate, operate, and make strategic plans that adapt to cultural differences in each environment. As business relationships with China increase, management of multinational enterprises and joint ventures are beginning to realize that success may be jeopardized if attention is not paid to cultural differences (Brunner, Koh, Major differences between the Chinese and the Americans include language, geography, history, religion, and political and economic systems. All of these lead to cultural differences. Cultural differences may be interesting to tourists and to students of culture; but to business people, they are impediments. Differences need to be recognized before they can be understood. Only when we begin to understand the differences can we change our ways, adjust our business practices to accommodate the differences, and finally communicate to our counterparts in a mutually understandable manner. Language is the first obstacle. The Chinese are making tremendous efforts to learn other languages, especially English and Japanese. Americans, too, are emphasizing foreign languages in nonliberal arts. Business schools stress language acquisition. Even learning to say "please" and "thank you" is a sign of goodwill (Slate, 1993). Beyond the language barrier, significant cultural differences impede working relationships. The Chinese are rather group-centered, living together under the same roof and working together in a group. They depend on each other in their lives and in their work. They emphasize winning honor for the group or for the family. Americans, on the other hand, are independent and individualistic, ...