Arthur Millers Tragic Heroes Essay Example

Arthur Millers Tragic Heroes Paper During and after the Second World War, Arthur Miller, American Novelist and Playwright, wrote three of his most successful plays: All My Sons, Death of a Salesman, and A View from the Bridge. These three beautifully tragic plays, are considered by many to be the epitome of all critical analyses using as a basis; the American culture and the American Dream. He does this by using tragic heroes, who on the one hand demand our sympathy, yet on the other we despise them. Arthur Miller wrote all three of these books after the Second World War. This was the time in which McCarthyism was started; an attempt to contain all forms of communism, especially in the public eye. This resulted in many authors, playwrights and actors, including Miller, to be blacklisted, and consequently contributed to much of Millers diatribe against the Land of the free (ref). It can also be said that Millers own unfortunate life, was another of the main factors that caused him to focus on the tragedy of the common man. He himself said in an essay that he wrote in 1949: I believe that the common man is as apt a subject for tragedy in its highest sense(ref). Miller found that not nearly enough of the books of his time were about tragedies in everyday situations, that it was a topic that was considered above the common man, reserved for the tragic heroes of Shakespeare, such as Hamlet and Macbeth. He explains that the society in which he lived had taken a turn towards the psychological, sociological view of life(example). First Section: All My Sons We will write a custom essay sample on Arthur Millers Tragic Heroes specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Arthur Millers Tragic Heroes specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Arthur Millers Tragic Heroes specifically for you FOR ONLY $16.38 $13.9/page Hire Writer All My Sons, Arthur Millers first commercially successful play, opened at the Coronet Theatre in New York on January 29, 1947. It ran for 328 performances and garnered important critical acclaim for the dramatist, winning the prestigious New York Drama Critics Circle Award. The general plot consists of the trials and tribulations that a small suburban family endures, after losing a son in the Second World War. There are 5 main characters in the play: Joe, Kate and Chris Keller, and Ann and George Deever. The play opens with the news that during a terrible storm the previous night, an apple tree that was a memorial to the loss of the Kellers first born son, Larry, was split in half. This symbolic event coincides with the arrival of their late sons fianci e Ann, who has been in correspondence with their other son Chris. One thing that must be mentioned is that Kate Keller, still believes that Larry is alive, and has been delayed in his voyage home. As the play progresses, the reader learns two key facts that contribute to our general understanding of the community as a whole, but also about the individual characters. The first thing we learn, is that Joe Keller and his former associate were summoned before a court, for making faulty cylinder heads, that were used in American war planes. They were charged for manslaughter of twenty-one pilots. Joe was released as he appealed, saying that it was Steves, and not his order to continue producing faulty parts. This however was untrue, as it was actually Joe, when phoned by Steve, who gave the order. The second key fact that we learn, is that Ann and Chris are in love, and that Chris has brought her to the mid-west to propose to her, and to announce the news to his parents. From here the play divides into two main narrative strands: the first being Chris and Anns attempt to convince Kate that Larry is dead, so that they can get married. The second narrative strand consists of the attempt by George and later Chris, to find out what really happened at Joes factory in the autumn of 1943.

Ribena Issues Mismanaged

Ribena Issues Mismanaged Introduction In 2008, GlaxoSmithKline [GSK], which is a well-established global pharmaceutical company, was entangled in a major legal tussle that arose from the ineffective application of strategic management practices. The legal situation involved two 14-year old schoolchildren from New Zealand who challenged the organisation’s marketing campaign.Advertising We will write a custom case study sample on Ribena Issues Mismanaged specifically for you for only $16.05 $11/page Learn More In its advertising, GSK claimed that Ribena Drink, which is one of its products, was enriched with vitamin C. In an effort to ascertain the truth of the firm’s claims, the two girls undertook extensive tests. The results showed that the organisation’s advert was a hoax that aimed at marketing the product to the target customers. The girls raised the issue to GSK through writing, but the organisation did not respond. This aspect prompted the girls to raise th eir concerns via a local media house, which broadcasted the issue through a local television consumer affairs program. The broadcast house raised the issue to the New Zealand Government Commerce Commission, which took GSK to court. Subsequently, the organisation was fined for misleading the public. In addition, the company was ordered to correct the misrepresentation by placing a new advert in major print media [newspaper] in New Zealand. Jaques (2008, p.394) affirms that the action by the two complainants ‘triggered a sequence of events, which led to prosecution, public opprobrium, and international damage to an iconic brand’. This paper entails a case study on the Ribena issue at GSK. The case study evaluates the strategic issues that GSK’s management team should have considered in order to avoid the legal and reputational effect. Secondly, the paper identifies and discusses the possible barriers that might be encountered in addressing the legal and reputationa l impacts. The final part involves an evaluation of the implications of the suggestions identified in organisational and management practices from the risk management perspective. Analysis The situation encountered at GSK was mainly due to poor management practices. Additionally, the management team did not appreciate the magnitude of the issue on the organisation’s corporate reputation. According to Page and Fearn (2005), corporate reputation is an indispensable element in organisations’ pursuit for excellence.Advertising Looking for case study on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Page and Fearn (2005) further accentuate that the consumers’ perception influences an organisation’s performance. Consumers have noticeably become more concerned with organisation’s behaviour in making decisions on store and product loyalty. This aspect underscores the existence of a st rong correlation between organisational behaviour and consumer behaviour. Since its inception, GSK has managed to penetrate the global market largely due to the extensive investment in product diversification. Consequently, the firm has gained remarkable global reputation. Additionally, GSK global success has also been enhanced by investment in extensive marketing. The firm did not recognise the effect of ignoring the customers’ complaints on brand preference. Hur, Kim, and Woo (2014, p.76) emphasise that achieving ‘brand preference and stimulating demand are particularly challenging for a company with no reputation in a given product category’. Moreover, organisations that do not have sufficient reputation experience challenges in developing credibility for their products. Managing corporate reputation leads to the development of positive moral capital, which protects an organisation from negative encountering negative stakeholder evaluation. GSK should have con sidered a number of issues in order to avoid the legal and reputational situation that occurred. Some of the issues that the firm should have considered are evaluated and discussed herein. Ethical advertising Despite the fact that GSK intended the marketing campaign to be persuasive, the firm failed to adopt effective practices that would have contributed to the attainment of the desired outcomes. Reast, Palihawadana, and Shabbir (2008) affirm that persuasive advertising is focused on establishing a strong bond, hence fostering long-term purchase intention. The organisation’s marketing department should have ensured that it integrates ethical advertising practices (Biegler 2013). In a bid to achieve this goal, the organisation’s management team should have adhered to the stipulated legal and regulatory standards with reference to advertising.Advertising We will write a custom case study sample on Ribena Issues Mismanaged specifically for you for only $16.05 $ 11/page Learn More Countries such as the US have established a Federal Trade Commission, which is charged with the responsibility of regulating advertising practices (Synder 2011). In the event that there are no clear ethical standards for advertising, GSK should have advocated truthful advertising practices. On the contrary, the firm exaggerated the claim that one of the ingredients used in making Ribena included Vitamin C. Thus, the advert was deceptive. Trehan and Trehan (2011) argue that a customer has the right to sue organisations based on deceptive advert. Cramphorn (2014) is of the opinion that developing brand identity depends on the effectiveness with which an organisation nurtures a strong and positive emotional bond. However, ineffective advertising can hinder the development of such strong bond (Trehan Trehan 2011). In a bid to achieve this goal, the organisation should have avoided misrepresenting or omitting material facts on product characteristics i n the marketing communication process. Product characteristic constitutes a critical element in the consumers’ decision-making process. Perry, Cox, and Cox (2013) corroborate that consumers seek product information in order to make a purchase decision that is aligned with their product taste, preferences, and values. By misleading customers to purchase the product through the advert, GSK influenced adversely the consumers’ right to purchase. Koslow (2000, p.248) supports the theory of consumer right by asserting that consumers ‘learn about who, what, where, when, and how to buy through advertising’.Advertising Looking for case study on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More This aspect underscores the fact that organisations should value advertising as a critical element in facilitating the consumers’ right to choose. GSK denied the target consumers the right to choose. This move led to the development of a negative reaction amongst the consumers. The advertising process was based on different interests, which entailed influencing the consumers to make a purchase decision. GSK should have avoided incorporating misleading facts in the advert. Conversely, the firm’s marketing manager should have ensured a high level of honesty in its full disclosure on product characteristics. This element would have improved the consumers’ ability to make a decision from an informed position. Moreover, adopting this approach would have minimised the negative reaction significantly from consumers. The capacity to influence the consumers positively would have originated from the development of positive perception on the organisation’s approach towards truthfulness in its marketing communication (Gurhan-Canli Batra 2004). Thus, the firm would have succeeded in protecting its reputation. Customer Relationship Management Organisations should not be concerned with profit maximisation only. On the contrary, they should focus on fulfilling the customers’ needs (Bang, Sooyen Lyndon 2014). This case shows that the advertising process was skewed towards generating sales revenue rather than educating customers on the products. GSK should have appreciated the importance of integrating the concept of customer relationship management [CRM]. The firm’s management team should have perceived customers as an essential asset in maximising sales revenue. Leticia, Rodolfo, and Ana (2011) cite customers as a fundamental element in achieving corporate success. The concept of CRM would have enabled the firm to establish a cohesive relationship with its customers (Senn, Thoma Yip 2013). One of the issues that the organisation sh ould have taken into account in its pursuit for CRM entails complaint management. Despite the fact that organisations are concerned with delivering value to customers, the probability of errors occurring, hence hindering the delivery of the intended value cannot be ruled out. Customers may raise product complaints, which the firm must address adequately. Ang and Buttle (2012, p.1021) accentuate that customer ‘complaints are a fact of organisational life’. Past studies show that customers switch service providers due to diverse reasons. Some of the major reasons include the products’ failure to deliver the desired value and unfavourable service encounters from core organisational personnel. In the event that customers do not receive adequate treatment from key organisational personnel such as the top management, they react by voicing their concerns to third parties (Malhotra, Agarwal Ndubisi 2010). This aspect mirrors the situation encountered at GSK. Integrating optimal complaint management minimises the likelihood of customers terminating their relationship with other organisations. Knox and Oest (2014, p.42) affirm that customer complaints ‘are important non-transactional events because they represent a critical turning point in the company’s relationship with its customers’. Organisations can entrench a high level of customer loyalty through effective complaints handling. Ang and Buttle (2012) support this argument by affirming that excellent handling of complaints is critical to pre-empting the occurrence of an undesirable outcome. In order to manage customer complaints successfully, GSK should have integrated the concept of data warehousing using the effective customer relationship-management software. The software would have played a fundamental role in collecting and storing diverse customer complaints and complements. This move would have ensured that that the complaints raised by customers are understood and ma naged easily. In its quest to develop a better understanding of the customers’ complaints, it is imperative for the organisation to appreciate the contribution of social media in developing a strong customer relationship. The emergence of social media has provided customers with an opportunity to share their consumption experiences. Harrigan and Miles (2014) cite Facebook, YouTube, Twitter, Google Plus, and LinkedIn as some of the common social mediums used by organisations in their CRM practices. Consequently, social media has become a critical source of product information that consumers are using. Raj et al. (2012) opine that negative product experiences shared on social media platforms might have a multiplier effect, hence affecting the organisation’s reputation adversely. This aspect might affect the organisation’s ability to generate sales revenue. GSK should have used its CRM practices in apologising to clients. In order to undertake CRM successfully, GSK should have integrated the International Organisation for Standardisation [ISO]. Some of the ISO standards that the organisation should have considered entail ISO 10002 and ISO 9001. Adopting ISO 9001 would have provided GSK with an effective framework for integration in managing diverse organisational processes. Thus, the firm would have ensured that its products meet the customers’ expectations, hence culminating in a high level of satisfaction (Nicklas, Schluter Winzer 2013). Conversely, ISO 10002 provides organisational managers with guidance on how to deal with customer complaints related to products. This goal is achieved through optimal product planning, designing, product improvement, and operation. Potential problems that might arise The above analysis illustrates the magnitude of the issue faced by GSK as substantially high. This assertion arises from the view that the reaction by the two 14-year old girls received global awareness, which affected GSK’s glo bal reputation adversely. However, implementing the above issues may improve the GSK’s capacity to prevent the occurrence of such incidences in the future. Some of the major problems that the firm might encounter in implementing the proposed issues are evaluated herein. Resistance Implementing the above issues means that the organisation will be required to undertake remarkable strategic changes. Thus, the firm’s management team should not rule out the possibility of resistance to change. Wittig (2012, p.23) accentuates that employees ‘resist change because it involves moving from the known to the unknown’. In this situation, GSK employees might resist the proposed strategic changes. For example, the process of implementing ISO standards might require the organisation to change the norm with reference to how its personnel handles and interacts with customers. Some employees might develop the perception that implementing the proposed changes will lead to a significant change in job characteristics. One of the perceptions that the employees might develop relates to an increase in the degree of job strain due to additional job demands (Choi 2011). Job strain increases the level of work-related stress. Such occurrences might stimulate employees not to support the strategic changes. Resistance to the proposed change might not only be limited to the lower levels of management, but also amongst the middle and top levels of management. This assertion arises from the fact that the middle and top levels of management would be required to oversee the implementation of the required changes (Shin, Taylor Seo 2012). Lack of teamwork The process of implementing the above strategic issues will depend on the contribution of all the internal stakeholders. Thus, successful change implementation will be influenced by the extent of organisational learning. Perez and Gutierrez (2013, p.245) define organisation learning as ‘a process of knowledge ac quisition, assimilation, and exploitation’. Therefore, it is imperative for the GSK’s management team to consider the concept of employee collaboration in order to derive the required synergy. One of the strategies that the organisation’s management team should consider entails teamwork. Lack of effective networking amongst the organisation’s employees will affect GSK employees’ ability to share ideas and information (Ulrich et al. 2013). Thus, its application to the organisation’s needs, which entail the application of ethical advertising and the adoption of a customer-focused approach in the organisation’s operation in order to minimise occurrence of complaints, will be affected adversely. The capacity to improve an organisation’s competitive advantage entails the understanding that is effectively applied to the already existing knowledge. Lack of vision and ineffective planning The effectiveness with which GSK implements the proposed issues will greatly depend on the extent to which the employees have developed a clear vision. Palmer (2015) asserts that successful implementation of change is determined by the degree to which all the directly affected stakeholders by the change have developed a ‘shared-need-for-change’. The majority of the organisational employees might not appreciate the significance of the proposed approaches in restoring the organisation’s global reputation. Such aspects highlight the existence of lack of clear vision. Moreover, the implementation of the issues identified will depend on the efficacy of the organisation in planning the implementation process. The organisation’s management team has an obligation to ensure that the vision is well articulated by all the internal stakeholders. Huyer (2014, p.19) asserts that a ‘well-articulated vision paints a visual picture of what it looks like when complete and it has a clearly set direction and purpose ’. Implication of the suggestions From the above analysis, it is evident that GSK could have avoided the occurrence of the negative publicity by implementing the proposed suggestions. However, the organisation’s management team can derive a number of lessons. First, by integrating ethical organisational practices, the organisation’s management team would have protected the firm’s corporate reputation. This assertion means that the firm would have improved its effectiveness in managing crises that arise from the external environment. Hearit (2008) cites reputation as a fundamental strategic resource in an organisation’s operation. Moreover, Hearit (2008, p.319) affirms that reputation ‘is valuable because it informs us about what products to purchase, what companies to work for, or what stocks to invest in’. This aspect means that investing in ethical practices will play a fundamental role in improving the GSK’s market position. Consequently, the organisation will evade the occurrence of human capital crisis. For example, the firm will be in a position to attract valuable job candidates from the global labour market because of the positive reputation. Additionally, the likelihood of the organisation optimising its performance, hence its competitive advantage will be improved substantially. Sohn and Lariscy (2012) accentuate that reputation is a rare resource that most organisations experience in their quest to develop a strong organisational culture. Providing truthful and material facts in the marketing communication process would have promoted the organisation’s ability to develop a strong customer base. This assertion arises from the view that customers would have been in a position to make optimal purchase decision. Consequently, the likelihood of the firm maximising its sales revenue will be improved considerably. Furthermore, integrating the concept of customer relationship management [CRM] wil l play a considerable role in improving its crisis communication. Through effective crisis communication, GSK will be in a position to gain insight on how to manage crisis due to the integration of collaborative communication between the organisation and its customers. Furthermore, CRM will enable the organisation to be proactive in identifying issues that might affect the organisation’s corporate reputation adversely. In addition to the above aspect, investing in CRM will improve the organisation’s capacity to undertake crisis management. For example, the firm will entrench different communication approaches such as impression management, image restoration, and apologia (Kim 2014). According to Riddell (2013), apologia entails a compelling and vigorous defence mechanism used in organisational management in order to restore corporate reputation. One of the elements in entrenching the concept of apologia includes admission of guilt. In this case study, GSK did not admit guilt for the inclusion of false information in its advert. Consequently, the complainants were forced to take extreme measures by raising the issue to third parties. Conclusion Marketing communication constitutes one of the essential elements in organisations’ quest to optimise their performance. However, in their marketing communication process, it is imperative for organisations’ management teams to recognise their capability of influencing the consumers’ purchase decisions. Thus, organisations have an obligation to give truthful and material facts of their products. This approach improves the consumers’ ability to make effective purchase decisions, hence attaining a high level of satisfaction. For example, customers base their product preference on product information offered through the marketing communication process. In this case, GSK erred in its market communication through the falsification of the product characteristics. Consequently, the firm ’s global reputation was affected adversely. Apart from the reputation impact, the organisation suffered remarkable legal implications. However, the organisation would have been in a position to avoid such situations by implementing effective strategic management practices. Amongst the issues that the organisation’s management team should consider include ethical practices and customer relationship management. The firm should ensure that all its operations adhere to ethical practices. Currently, consumers are increasingly becoming concerned with how ethical an organisation is in its operations. This trend is influencing the consumers’ product choice and preference. Therefore, it is imperative for organisations to ensure that they give truthful information. The adoption of ethical practices will culminate in the development of a strong level of customer loyalty. Moreover, the case study indicates the importance of integrating effective customer relationship manag ement in order to gain insight on diverse customer concerns. Thus, the organisation will be proactive in dealing with emergent issues. The case study further underscores the likelihood of challenges occurring in implementing the proposed suggestions. However, the firm should consider integrating effective leaders, planning, internal communication, and teamwork. These elements will improve the likelihood of the organisation transforming its global reputation successfully. Moreover, the organisation’s effectiveness in crisis management will improve considerably. Reference List Ang, L Buttle, F 2012, ‘Complaints-handling processes and organisational benefits; an ISO 10002-based investigation’, Journal of Marketing Management, vol. 28, no. 28, pp. 1011-1022. Bang, N, Sooyen, N Lyndon, S 2014, ‘The customer relationship management paradox; five steps to create a fairer organisation’, Social Business, vol. 4, no. 3, pp. 207-230. Biegler, P 2013, ‘P lacebogenic potential is no reason to favours pharmaceutical advertising’, Journal of Business Ethics, vol. 123, no.8, pp. 145-155. Choi, M 2011, ‘Employees’ attitude towards organisational change; a literature review’, Human Resource Management, vol. 50, no. 4, pp. 479-500. Cramphorn, S 2014, ‘The quest for persuasive advertising ‘, International Journal of Market Research, vol. 56, no. 5, pp. 571-590. Gurhan-Canli, Z Batra, R 2004, ‘When corporate image affects product evaluations; the moderating role of perceived risk’, Journal of Marketing Research, vol. 55, no. 4, pp. 197-205. Harrigan, P Miles, M 2014, ‘From e-CRM to s-CRM; critical factors underpinning the social CRM activities of SMEs’, Small Enterprise Research, vol. 21, no. 1, pp. 99-116. Hearit, K 2005, ‘Crisis management by apology’, Business Communication Quarterly, vol. 2, no. 3, pp. 261-270. Hur, W, Kim, H Woo, J 2004, ‘How CSR lead s to corporate brand equity; mediating mechanism of corporate brand credibility and reputation’, Journal of Business Ethics, vol. 125, no. 3, pp. 75-86. Huyer, D 2014, ‘Leading change through vision; 4 strategies for implementing change’, Leadership Excellence, vol. 31, no. 6, pp. 19-20. Jaques, T 2008, ‘When an icon stumbles- the Ribena issue mismanaged’, An International Journal, vol. 13, no. 4, pp. 394 406. Kim, S 2014, ‘What’s worse in times of product-harm crisis; negative corporate ability or negative CSR reputation’, Journal of Business Ethics, vol. 2, no. 3, pp. 157-170. Koslow, S 2000, ‘Can the truth hurt? How honest and persuasive advertising can unintentionally lead to increased consumer scepticism’, The Journal of Consumer Affairs, vol. 34, no. 2, pp. 245-268. Knox, G Oest, R 2014, ‘Customer complaints and recovery effectiveness; a customer base approach’, American Marketing Association, vol . 78, no. 23, pp. 42-57. Leticia, S, Rodolfo, V Ana, M 2011, ‘Analysis of the role of complaint management in the context of relationship management’, Journal of Marketing Management, vol. 27, no.1/2, pp. 143-164. Malhotra, N, Agarwal, J Ndibisi, N 2010, ‘What are your customers saying about you’, Marketing Research, vol. 22, no. 4, pp. 20-25. Nicklas, J, Schluter, N Winzer, P 2013, ‘Integrating customers’ voice inside network environments’, Total Quality Management, vol. 24, no. 8, pp. 980-990. Page, G Fearn, H 2005, ‘Corporate reputation; what do consumers care about’, Journal of Advertising Research, vol. 3, no.2, pp. 305-313. Palmer, B 2015, ‘Making change work; a model for overcoming human resistance to change’, The Journal for Quality Participation, vol. 2, no.2, pp. 81-92. Perry, J, Cox, A Cox D 2013, ‘Direct-to-consumer drug advertisements and the informed patient; a legal, ethical and conten t analysis’, American Business Law Journal, vol. 50, no. 4, pp. 729-778. Perez, V Gutierrez, L 2013, ‘External managerial networks, strategic flexibility and organisational learning; a comparative study among non-QM, ISO and TQM firms’, Total Quality Management, vol. 24, no. 3, pp. 243-258. Raj, A, Kothandaraman, P, Kashyap, R Singh, R 2012, ‘Bringing social into sales; the impact of sales people’s social media use on service behaviours and value creation’, Journal of Personal Selling Sales Management, vol. 32, no. 3, pp. 333-348. Reast, J, Palihawadana, D Shabbir, H 2008, ‘The ethical aspects of direct to consumer advertising of prescription drugs in the United Kingdom; physician versus consumer views’, Journal of Advertising Research, vol. 2, no. 3, pp. 450-464. 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Trehan, M Trehan, R 2011, Advertising management and sales management, FK Publishing, New Del hi. Ulrich, D, Young, J, Brockbank, W Ulrich, M 2013, ‘The state of the HR profession’, Human Resource Management, vol. 52, no. 3, pp. 457-471. Wittig, C 2012, ‘Employees reaction to organisational change’, Organisational Development Practitioner, vol. 44, no.2, pp. 23-28.

Myanmar Government a Help or a Hindrance Research Paper

Myanmar Government a Help or a Hindrance - Research Paper Example It is the hope of this author that such a level of discussion and analysis will be beneficial in engaging a more definitive understanding of the issue of systemic corruption and the means by which it impacts upon a society. Regardless of the metric or scale that is employed, it is clear and apparent that the issue of corruption and the manner through it affects the economy is differentiated and cannot be understood categorically. Complicating this issue further is the fact that corruption exists to a different degree and different level within regions, counts, states, provinces, and governments throughout the world. On the whole, scholars have focused upon research questions that discuss the negative ramifications that corruption has upon overall economic growth. Whereas this particular discussion is certainly useful, it fails to capture the underlying truth that corruption is not a static force with respect to reducing overall economic potential/output. Instead, as has been briefly noted above, the differentials that have been enumerated help to create a situation in which corruption affects different entities and people/groups/governments in unique ways.1 Beyond this understanding, it should also be realized that certain countries with a very high degree of corruption can exhibit a surprising level of overall economic growth; whereas other countries that exhibit nearly the same level of corruption face a situation in which static or negative economic growth takes place. As a function of seeking to expound upon this seemingly incongruous fact, the following analysis will be concentric upon analyzing why this might be the case. It is the hope of this author that such a level of discussion will provide the reader with a more definitive and differentiated understanding of corruption within the modern world and the means through which certain nations are able to continue to grow under

The Different Types of Marketing Strategies Research Paper

The Different Types of Marketing Strategies - Research Paper Example Here, the marketing personnel of any organisation comes in the picture as a foreground and is the backbone of the business. The way the organisation market its products and services make a direct impact on to the firm, its suppliers, its customers and all others that come under affection by the firm’s choices. In addition, marketing is another way of building and sustaining enduring relationships between buyers, sellers, and other parties. Creating, communicating, delivering, and exchange offers are a few of the courses of actions involved in the process of marketing. Nevertheless, a customer has always been a vital and salient entity for the business; therefore, customer value is the prime objective of marketing any product or service. Through marketing, the organisations make sure that the customers get value from the products or services that they are buying so that they can create brand loyalty for their products or services (Mercer, pp. 11-18, 1996). The effective marketi ng concepts make visible the vision of the marketers that they focus on letting people be acquainted with their products and services and win over them to buy or use it on a frequent or recurring basis. Here, the marketing strategy plays a substantial role as it shapes the overall business goals. In addition, the marketing strategy incorporates the business definition, account, or picture of products or services, a silhouette of target customers, and defines the company's role in affiliation to its competitors. Therefore, marketing strategy is a process that the marketers follow as it facilitates the firm in focusing and paying attention to their resources lying on the opportunities. An effective marketing strategy would not only boost the level of sales but could become a leading reason for gaining an edge over the competitors (pp. Pride &  Ferrell, pp. 29-30, 2006). According to the author Seema Gupta, â€Å"strategic marketing is best seen as an  ongoing and never-ending pro cess†.

Investigation of Consumer's Perceptions of Baranka Cafe on Motorway Literature review

Investigation of Consumer's Perceptions of Baranka Cafe on Motorway - Literature review Example Mick, Pettigrew, Pechmann and Ozanne (2011, p.167) note that a brand image is accumulated reflections about an organization’s characters. It is vital for highlighting an organization’s missions and visions. The elements of a constructive brand include an impacting logo that rises to prop an organization’s image. Additionally, Rao (2011, p. 49) argues that a slogan is essential in describing an organization in brief as well as supporting the core values of the same. Consumers use details, in their subconscious, in order to develop a lasting impression about services. In turn, they become subjective associations of the bundle of services that customers would receive in Baranka. An example of brand image, for Baranka, would concern with hygiene. Additionally, the cafe could be identifiable as a sophisticated service group. The idea behind this appeal pertains to the fact that a consumer purchases both a product and a brand. In most circumstances, a customer’s drive towards services would be driven by the brand. Mooji (2009, p 275) highlights of brand positioning statement as vital in a brand image. Kapferer (2008, p. 98) confirms that the brand positioning statement links the internal with the external aspects of a brand. These two aspects are the principal areas of a brand. The internal aspects relate to the same that a company injects for the market. In terms of Baranka, this would refer to the efforts that they would commit in establishing their distinct image upon customers. According to Prideaux, Moscardo & Laws (2006, p. 54), a brand image entails the goals, of brand identity and values, that the company expects upon the impression of the market. It relates to the idea that Baranak would want to convey to its clients. Szwarc (2005, p. 89) notes that Baranka would make extra efforts in providing entertainment to its customers. Breckenfeld (2008, p.34) defines external aspects of a brand as relating to the same that the consumers pe rceive of Baranka’s services. The vitality of brands in daily consumption relate to a desired brand identity. Baranka should strive to transfers its expectations, on image, to the customers. Singh (2007, p. 41) explains that it is vital to note that such a brand would be practical in the long run. Sunder (2011, p. 23) says that in spite of the fact that customers may have imaginary brand images, it is crucial for Baranka to commit efforts in achieving the desired brand identity. Brown (2006, p. 126) notes that it achieves the same by employing marketing mix elements. Marketing mix elements include communication, product, price and distribution. The core part of communication relates to constructive advertising. Cochran (2003, p. 234) notes that Baranka should strive to identify elements that customers highly value. For instance, they would construct an image of convenience to customers. In this perspective, Self and Roche (2012 p. 245) argues that the cafe would be appropriat e for students and employees in their respective breaks. In addition, they would transfer their image expectations by packaging their sandwiches and baguettes in an attractive way. It is vital to note that there is significant competition in coffee packaging. Therefore, it is crucial that Baranka exceptionally designs its beverage tins. Dinnie (2007, p. 123) adds that another principal area, of communication, pertains to use of word of mouth in gaining publicity. Onkvisit & Shaw (2008, p. 278) adds that employees are principal

The Evaluate Current Strategic Choice And Implications Management Essay

The Evaluate Current Strategic Choice And Implications Management Essay Strategic Management is a term that is not new, first used in the 1970s it was conceived that a team of strategic planners would come up with strategic ideas to sell to decision makers. It is all about identification and guideline used by the managers in order for the company to have a competitive edge over the competition. Joel Ross Michael Kami(Fred 2011, 35) mentioned that; Without Strategy, an organization is like a ship without a rudder, going round in circles. Its like a tramp; it has no place to go. According to Wheelen and Hunger(2006,3) A set of decisions and actions that are used to charter the performance of a corporation can be defined as Strategic management. The process of this would take into account the scanning of external and internal environmental factors, long term and strategic planning for strategy formulation as well as the implementation and evaluation and control process. Wheelen Hunger(2006,3) strongly focused on the analyzing and evaluating of external opportunities and threats compared to the companys strengths and weaknesses. A SWOT (Strength, Weakness, Opportunities and Threats) analysis is an ideal tool for strategic managers to plan for both predictable and unfeasible contingencies. In the point of Dess and Miller(1993), the combination of three major interrelated activities; strategic analysis, strategic formulation and strategy implementation can be called strategic management. These activities are a continuous process that helps evaluates and controls the company and the industry it is in, benchmarks the competition and set realistic targets and strategies to meet its existing and potential competition. Lamb(1984) states that strategic management is a continuous process that evaluates and controls the business and industries the company is in; it also assesses the competitors to set goals and strategies then reevaluates them every quarterly or annually to decide on the implementation of the strategy is successful. It then reevaluates the if there is any new factors such as technology, competition, economic market, social, financial and even political environment that can be used to create a new strategy. As a summary, Strategic Management and Planning is the understanding of the process of strategy formulation, implementation and evaluation. For company an organization to gain the edge over its competition regardless of size, scale; each organization needs to have a well planned strategic management in order to strive and compete in the market while optimizing its potential for tomorrows trends of today. Background of company The birth of Singapore Airlines was from Malaysian Air Limited where it first started in 1947, because of political reasons, the company was renamed to Malaysia-Singapore Airlines and finally the company split its shares to Malaysian Airlines System and Singapore Airlines in 1972 on which Singapore Airlines is owned by Singapore state owned investment house; Tamasek Holdings Singapore Airlines was forced to focus on the international market that was subjected to intense competition because there was no domestic route available to after the separation. The difficult start of was one of the factors that drove Singapore Airlines driving spirit to compete and dedication to branding. It started the branding strategy by engaging a French haute-couture designer in 1972 to come up with a special version of the Malay Sarong Kebaya for the airline stewardess uniform and adopting a branding Singapore Girls that provide top quality in-flight hospitality. This feature became one of the most recognized signatures for Singapore Airlines. The marketing strategy was accompany by background lobbying effort to talk country in granting access to its airport and dedication to its human resource management by investing 20million on training facilities. This was paid off at 1973 when the airline was ranked third in the Far East Asian region. The company then are force to conduct cost cutting program to struggle with surge of oil price on 1973~1977. Surviving this, in 1977 the airlines joint operation with British Airway to provide Concord jet service between Singapore and London, the service was terminated in 1980. This however was deem a marketing success as Singapore Airline were make famous around the globe with this achievement. At the same period, new Changi Airport was constructed, leading to a higher service standard being provided by Singapore Airline. This has paid off and Singapore Airlines were the top preference in Asia-Pacific Region in 1981. The airline follows a steady internal growth strategy in the 1980s, expanding its size, renewing fleet and adding route. SIA was privatised on 1985, listing on Singapore stock exchange with Temasek Holding owning a 63% initially and gradually reduced to 54% in 2008. During 1990s, the company follows a more aggressive growth pattern, two subsidiaries were form in 1992, Silk Air to close the gap between its route networks and cater to a lower cost market segment, SIA Engineering is form to increase productivity and pursuit better business opportunity. Globalisation in the 1990s have also prompt the airline to expand overseas, invest in other airline company and forming new subsidiary in other country to provide better support on is airlines. The Asia financial crises at the end of 1990s prompt the airline to review its operation cost again, cutting down on not profitable route. [St James Press, 1999]. Against conventional wisdom, the company have utilized its strong financial resources during financial crisis to make capital investment, spending 300million to renovate cabins of its aircraft. This had benefit the airlines as the price level during the crisis is low and the airlines have more bargaining power over its supplier [Scott, 2008]. Till date, Singapore Airlines group of companies provide passenger and cargo air transportation, airport terminal services, aviation engineering services, training of pilots, air charters and tour wholesales and related activities. As of March 2009, the group have 31,834 employee, posted a revenue of SGD 15,996 million. The airlines also operate route on 36 countries with 66 destinations and 726 weekly flights. The performance of Singapore Airlines at the beginning of year 2009 was severely hit by the economic downturn and pre-purchase fuel priced hedge at high level before the financial crisis [SIA annual report 08/09]. Recent health crisis like bird flu, H1N1 had also affected the travel industry which the airline is operating in. Organisational structure SIAs organisation is divided primarily by function and has disadvantages of low responsibility at bottom level staff and compartmentalize on manager. To tackle this, SIA have a flatten organisation chart with few level of hierarchy within the organisation, this allows autonomy and create a more flexible and dynamic business that empower people to make decision and leads to job enrichment. The company also promotes independences and encourage senior staff to train and allow junior staff to made decision. To tackle problem of job compartmentalize, non technical manager are rotated on jobs and allows them to have a broader picture. The management of SIA also stress on importance of maintaining good and healthy work culture inside the organisation. Team works is place on high importance by the company. As the company have established sales office in over 80 countries, it had divided the sales operation by geographical area. To tackle problem on management control, the company had placed the focus point on end results objective allowing site manager to exercise flexibility and made adjustment based on situation. Full authorities had been given to its overseas regional general manager allowing decision to make quickly in respond to local issue and customize business operation to suit local climate [Times 100, undated.]. The company used organic growth strategy and stress on profitability rather than size, this allow slow and steady growth and leader to be groom properly. In general, the organisational structure of SIA is decentralise encourages autonomy allowing quick response to business treat and opportunity which is crucial in the airline industry which are very fast and dynamics. 4.0 Analysis of External Environment 4.1 Political The political environment of Singapore is stable with its dominant political party Peoples Action Party (PAP) controlling the government since the independence. Singapore government has allowed the freedom in corporate governance and has little set restrictions to the industry. Singapore Airlines make 90% of the decision on its own and has only influence the appointment of the director over the company (Sikorski, 1995). Singapore Airlines was allowed to stress on profit in comparison with public or social responsibility and was even backed by the government during its retrenchment practice during the economical crisis. (Sikorski, 1995) With a strong foreign policy that maintains good relationship with 175 countries, Singapore has a particular good relationship with huge economical countries such as France, United Kingdom, and Germany. It also has a mutual free trade agreement between Japan, Korea, Australia, New Zealand, India, United States of America and recently with China in 2008. With Singapore signing the Gulf Cooperation Council-Singapore Free Trade Agreement in December 2008, it embarks to build strong ties with the middle east countries as well. Singapore is a stable base for the operations for SIA comparing itself to other regions in the Asia Pacific that have seen unrest over the recent years. Terrorism alerts affected some countries in the Asia region with India(2008) and Pakistan(2009) hit with the lost of hundreds of life. The tourism industry for Thailand was affected in 2008 during the protest and heavy floods as well as the Tsunami event that happened in Langkawi, Malaysia as well as Thailand that affected the influx of tourist there. There was also the riots in China and the Korean Missile crisis that effect the Singapore Airlines to re-route its flight to other locations. 4.2 Economic Financial Crisis in 2007 affected many countries over the world that brought recessions to most of the affected countries. This slum lasted through 2008 that made the global financial institutions very cautions on its loans of money and many companies had to underwent a cost cutting measure to stay afloat. The IMF predicted the regeneration of the world wide economy by 2009 and it the up market trend has steadily grown from there. The Singapore Tourism Board (STB) also contributed to promote Singapore as a destination for MICE (Meetings, Incentives, Conventions and Exhibitions). In SGD 90 Million BOOST (Building on Opportunity to Strengthen Tourism) program was launched in February 2009 and was followed up in October with an announcement for a new Tourism Compass 2020 roadmap to grow tourism 2015, with the goal to set Singapore as the leading city for MICE (STB,12 Oct2009). The growth was further spurred by the building of two integrated resort projects, Marina Bay Sand and Resort World at Sentosa. Singapore has also continued to host the Formula One Night Race and with all this factors surely has a positive impact for the travel and tourism sector for the country. 4.3 Social Cultural Singapores population comprises of more then 75% Chinese, followed by Malay and Indian; the main religion of the country is Buddhism, Islam, Christian, Taoism and Hinduism. Having a rich Asian culture in the country, Singapore is one of the most westernized countries within Asia. With the growing China economy and its open door policy; Singapore has landed a great pool of foreign labor arriving from China. This in return has created a cultural conflict among many Singaporeans. With a highly diversified culture with close to 35% of its population is non citizen residing in the country, (25% of is foreigner and 10% are permanent resident); Singapore can be considered as an immigrant country. Although having high non-citizen to citizen ratio, the country never stops to promote foreign talent and believes that if the immigrant policy were to be stopped, Singapore would face a shortage of quality labor. Having a strong Chinese influence over its working culture that has made it a culture of high in power distance with the lower employees accepting the subordinates positions that seldom questions the managements decisions. The working culture also stresses on good team work and maintaining group harmonies. (Warnstam,2007). This has made Singapore to become a very cooperative employee to employer relationship and its labor union is in good terms with companies throughout. 4.4 Technology The growth in the usage if Internet around the globe has prompted the growth of customized web addresses to be used around the world. This has also given the potential for the usage of Chinese characters to form the web address (Choe,Oct 2009). With the emergence of such technological advancement, the electronic devices has also evolved to become more portable with increased performance and now almost every household in Singapore would have a portable laptop, hand phone and digital cameras loaded with personalized music, games , photo and video. The growth of such technology has prompt an expansion of innovation over the past decade. The development of high speed networks and compression has allowed faster transfer of data and transfer rate, resulting in the availability to have high quality real time video conferencing with people around the globe from the office or even without leaving the house. This has made it a very good substitute for companies to use instead of having to send its employees for business travelling. (Yu, 23 Jun 2009). 5.0 Evaluate Current Strategic choice and implications 5.1 Analysis of Current Strategic Position 5.1.1 Financial position Singapore Airlines has maintained its profit over the years, the group has maintained its profit even through the 2008 financial crisis. After the growth in 2009 the group assets are worth SGD 22.04 million and debt of SGD 1.077million with an equity debt ratio of 0.08. With a general reserve of SGD 11.264 million the company is poised to be able to sustain its operations in any case of crisis. (SIA, Annual report 2012) 5.1.2 Product position Carrier RPK (Million) SIA 90,128 Cathay Pacific 90,975 Qantas 99,176 Total of   AAPA member 550,014 Table 1 Comparison of RPK Airlines market size can be measure by Revenue Passenger-Kilometer (RPK). Having based in Asia Pacific region, SIA, Cathay Pacific and Qantas all falls into the same category of medium cost, developed airlines. These airlines have similar offering and price level. It can be seen that SIA, Cathay and Qantas have market share of similar size [AAPA, 2009]. The company is ranked number two in Skytrax Best airline award; the airline is in the top five ranking for 10 out of the 12 award Skytrax have. The airline has the Best 1st Class and best in-flight catering award in 2009. The only part the company dont have a ranking is on the airport lounge service [Skytrax, 2009]. 5.1.3 Marketing capability The initial distribution of SIA is mainly by the travel agents or through internet bookings, SIA has come a long way by providing a ticketless system for its passengers that even allows boarding as well even for connecting flights with its partner airlines (SIA,2009). SIA also engages social networking website in Facebook though quite limited in its presence. This is a drawback with the current trend of younger generation who associates more with social networking sites. Another factor that is a slight disadvantages for Singapore Airlines is that the domain www.sia.com and www.sia.com.sg is not owned by Singapore Airlines, but to counteract this, they company has engaged to actively publish itself as the preferred search referee if anyone searches for SIA online. SIA has also made good placement in the search engine for using the key world Singapore airlines and Air Ticket Singapore which prompts SIA at the top of the search list. 5.1.4 Organizational structure The organization is divided by function and the disadvantages of low responsibility for the employees at the bottom as well as the compartmentalization on the managers. To overcome this, SIA has flat organization chart with few hierarchical levels for its organizations, this enables autonomy and create a more flexible but yet dynamic business that empowers its people to make decisions and lead to better job satisfaction. The promotion of independence and encouraging its senior employees to train and give chances to the junior personnel to make decisions are a key factor for SIA. Non technical management personnel are rotated on jobs and this gives them to have a broader perspective for the job. This is further strengthening by the stress on the importance of having a good and healthy work culture for the company. Great importance is stressed on having good team spirit. To overcome sales operation issue, SIA has focused on end results while giving its site managers to exercise flexibility to make necessary changes based on the situations. The full power is given to its overseas regional general manager to ensure fast response time for local issues and a more localized business operation to site the climate. The company focuses on the growth strategy that focuses more on profitability rather than size, thus allowing slow and steady growth with chances for leaders to be groomed properly. In general, the organisational structure of SIA is decentralise encourages autonomy allowing quick response to business treat and opportunity which is crucial in the airline industry which are very fast and dynamics. 5.1.5 Human Resources SIA has a strong emphasis on human resources. The requirements for entry level to the company is only for diploma holders are accepted, these employee would then go through the recruitment process. After the appointment, these cabin crew is trained for 15 weeks, 2 times longer the industrial standards. The SIA employees have a 6 month probation that needs to be reported continuously by their supervisor with a confirmation rate of 75% while 20% will be on extension. These trainings are changed periodically to adjust to show the customers expectations. While on the job, the employees are also required to engage in various voluntary community services, arts and cultural activities. Refresher courses will be available for employees allowing 3 to 4 days per year, this is a form of motivation for the employees to engage in self learning and the employees will be accountable for their own growth and development. Results from these stringent training has been obvious by producing Stewardess that have high esteem, motivated and capable in handling the customers in the companys best interest (Heracleous and Wirtz. 2009). The focus on talent form within the company, the company focuses on development of the human capita given training spending of SGD100million for its employees. The company also offers scholarship programs for recruiting management trainees from the universities. 5.1.6 Condition of facilities and equipment Having one of the newest fleets in the world, with an average age of 6 years, Singapore Airlines is one of the most updated planes compared to the worldwide average of 15 years (Prystay, 28 Aug 2009). By adopting the newest planes and technology this impacts in the reduction of maintenance and petrol cost. Other than that, SIA also went through an upgrading of its plane cabins to provide customers with the most updated entertainment systems and a better seating arrangement. Training equipment for its pilots is also provided from the SGD 1 million flight simulator that is capable of simulating the high altitude scenario. SIA also updated its training center in 1999 to ensure the recruitment is capable to facilitate a better and efficient training environment. Overall the airlines does have a great training faclilities for its personnel as well as their commitment to bringing top quality service with a strong financial background but because of the financial crisis in 2008 and the lack of demand over supply, SIA is laden with excess aircraft that has not been utilized. 5.1.7 Past objective and strategies SIA corporate level uses a diversified strategy whereby it expands its business to airline catering, airport terminal services as well as into aircraft maintenance. These dual strategy in cost leadership and differentiation enables SIA to have excellent cost efficient service through high business efficiency. SIA has secured its high business competence through the execution of five organizational systems. The first is the structured service development and design that allocates dedicated departments for its enhancement of service and thorough testing to ensure that there will be a quality service that will be able to meet the latest customers expectations. Second is the focus on consumer trends over the years, with a specific department that monitors closely to ensure that innovation is tailor to focus on improving and enabling a cost effective and highly productive service innovation. The focus will also be on the companys weak point, adapting the best practices from other successful developments while reducing the cost and risk involved for the innovation. The third set is the focus on a profit conscious culture, with the education of its personnel on the priority of profit and customer satisfaction. SIA also focuses on a reward based system that gives proper recognition to employees based on their performance to encourage team work and productivity while reducing wastage. The fourth is the goal for the organization to achieve success through the diversification and infrastructure of its subsidiaries. These integration allows the focus and control that will enhance the knowledge while reduction of cost at the same time. The management of its subsidiaries is based on a clear expectation that enables the subsidiaries to be subjected to market discipline. The last focus for the company is the development of its personnel through training and development while encouraging the development of a direct self continuous learning system to boost their self esteem. The overall strategies that SIA has adopted has made the company to have a high competence core with the overall ability to achieve a differential offering through exceptional levels of efficiency (Heracleous et al 2009) 6.0 Strategic Potential Justifications Choices for strategy for SIA should be based on the logical elements for the process and have a central role. The company should focus their choices of strategy through based on the internal and external factors while taking into account its core competency to strive for profitability and service excellence of its personnel. Strategic Choices for Singapore Airlines Business Level Strategy Corporate Level Strategy Direction and Method of Development Strategy for competitive advantage Adhere to government regulation and satisfaction Internal training and development Profit measurable success for strategies Diversification in market Creation of value added services to gain competitive advantage 6.1 Business Level Strategy Price Based Strategy This strategy takes into consideration of the product to price to gain a competitive advantage. There are many low cost airlines company as of this moment that is conducting business in the Asia region. This causes the market to be very competitive and Singapore Airlines is one of such company that faces challenges. Low cost airline companies such as Air Asia is one of the competitors that are focusing on the usage of price based strategy to capture a market share in the current market. Justification: Acceptable and feasible pricing strategy: The focus for the price based strategy is important as the current completion from the low cost airlines also focuses on the same routes of travel while providing a lower air fare. One of such routes traveled is from Singapore to Bangkok, from this example, Air Asia is selling its seats for a round trip for a price of $150 while compared to SIA that cost $500. Because of this the company is losing money as customer trends are now slowly switching over the low cost seats. http://htmlimg1.scribdassets.com/4abs74bzsw9yk25/images/16-b0f782e011.jpg 4.2 Corporate Strategy Direction Policy Matrix Used to measure the health of the industry for the Asian regions and the capabilities of Singapore Airlines. Below is the representation of Singapore Airlines in comparative to Air Asia ad MAS in the Asian Region. http://htmlimg1.scribdassets.com/4abs74bzsw9yk25/images/17-978ec5a00e.jpg Source: Johnson G, Scholes K. 2005. P 320 Justification: Acceptability Feasibility of Directional Policy Matrix From the analysis it can be seen that the market positing of Singapore Airlines is aimed towards the middle business class strength that offers a highly attractive market. The bargaining power, threats for substitute and competitive rivalry is high for the Singapore Airlines. In the event of a cost increase for jet fuel to USD 115/barrel, the supplier has the upper hand the the treat of substitute is potentially high for the market. For this the feasibility and acceptance of a directional policy matrix for Singapore Airlines is High. 6.3 Directional and Method of Development TOWS Matrix Through the analysis of the internal and external environment, the generation of a TOWS based matrix. This will enable Singapore Airlines to focus on the strategic options available to cater for any potential changes or adapt strategies to further strengthen its market share while limiting its weakness. http://htmlimg2.scribdassets.com/4abs74bzsw9yk25/images/18-6f7d0e3282.jpg Suing the strength and opportunity for Singapore Airlines, there is potential for market diversification. To overcome the potential treats, SIA can have a merger or acquisition with certain airline companies. Avoidance of weakness for Singapore Airlines can adopt a cost leadership strategy. The airlines can develop their internal factors to avoid the treats and weaknesses. Justification Diversification: The current airline industry for the Asian region is highly competitive. There are many airline operations in the region and one of such competition comes from the low cost airline Air Asia. Air Asia flies twice daily from Malaysia to Guangzhou. Currently Air Asia has 86 routes that offers no frills service and has garnered wide recognition from the china market comparing to Singapore Airlines which has 88 destinations in 38 countries. Singapore Airlines would need to strengthen and diversify its market by planning out more feasible routes to high business locations and take a competitive advantage though expansion of the Asian market. Merger and Acquisition: Singapore Airlines needs to have a strong understanding on its competition and to avoid the treats they possess. With their strong financial background, the potential for merger and acquisition is a great choice for Singapore Airlines. Currently there are two national carriers that are seeking to limit Singapore Airlines to access their home market thus slowing down the growth for the airline. Because of this Singapore airlines joined the Star Alliance to take advantage of its international strategy. This is also boosted by the investment of SIA groups into China and India to ensure strategic alliances with the local organizations for their cargo divisions, airport services, enginnering and catering. Internal Development During the previous years, Singapore Airlines recorded a low asset turnover ration in comparison with its competitors. Because of this, the weaker asset turnover ratio has a potential to show that the companies ineffectiveness to utilize the assets to generate profit and will eventually lead to the decline in the groups growth. Singapore Airlines can adapt to this by using better use of information technology to enhance its services to the customers and gain back better response and efficiency. Singapore Airlines website is now one of the most advance and user friendly in the industry that offers the customers to check their schedules, buy tickets, check in and manage their accounts as well as even choosing the meal for their flights. Because of this value added service, the company is able to further maintain its market share and slowly cover up the losses by creating a portal for customers and potential clients to interact with Singapore Airlines. The efficient use of IT has proven to significantly reduce the cost and enhance service levels for Singapore Airlines. Conclusion Singapore Airlines is the national carrier for Singapore and is one of the industry leaders in Asia. Currently the operations route carries Singapore Airlines to South East Asia, East Asia, Europe, Middle East and the Australia. The analysis for the external factors indicates that Singapore Airlines does face some barriers due to the international economic and political sector. The prices of oil over the years have been very volatile and would play a major impact on the profitability of the airline industry. Other than that with some ups and downs in the economy and the growth of high speed networks through the usage of information technology has played an impact for the overall performance in the airline industry in general with people become less mobile while still being able to work with their counterparts across the globe. The internal factors with the successful branding of Singapore Airlines is one of the drawing factors that is able to sustain its competitive edge as well as w ith strong management background that ensure a quality of service for its customers gives the company its core competencies. For Singapore Airlines to keep evolving towards the new market trends, the company should take into account the internal and external surroundings.

The Conquoring of Othello in Shakespeares Story :: essays research papers

When we first meet Othello in Venice as he calmly responds to the passionate accusations of Brabantio he is, indeed, dignified and virtuous. Once Iago begins so to weave his sinister web, however, the worthy â€Å"general† changes quickly with the poison, and he does seem ill equipped to deal with the evil plan. Yet it is doubtful that it is Othello goodness which explains his destruction. To understand what happens to him, rather, we need to consider his ‘nine years’ on the ‘tentered field’ and his lack of experience with women – and men – beyond that. His experience is compounded by the insecurity he feels as a Moor in a racist society of Venice, and when confronted with the cunning and unmitigated evil of Iago, he is easily conquered. The calm dignity of Othello on his first appearance contrasts with what Iago and Brabantio have said about him in Act 1, Scene 1 (Roderigo and Iago telling Brabantio of Desdemona and Othello getting married). Othello is faced with an exceptionally rude, infuriated Brabantio. Othello’s response, â€Å"keep your bright swords for the dew will rust them†, exhibits his calm authority, rather than his supposes tendency to self – dramatization. Othello is a valuable and reliable soldier in the Venetian army. When Cyprus is threatened by the Turks, Othello is ordered to go to the battle. This shows that he is deeply trusted by the Venetians and he proves him self time and time again to be a priceless soldier. As we watch Othello rapidly sink into Iago’s trap, he becomes an irate, insecure, callous and irrational man. He no longer speaks and behaves sagaciously. He is now brutal, vindictive, and violent. He never really sees his own role in the tragedy, he sees him self as an honourable soldier. Iago succeeds in making Othello believe his loyal wife is having an affair with his lieutenant, Cassio, a belief that leads Othello to killing his Desdemona and later himself when he realises that he was wrongly and merely tricked by Iago. Although Othello does stab Iago, Iago lives. Iago uses him cunningness to destroy Othello. At the beginning of Act 3, Scene 3, Othello is perfectly happy with his marriage, and at the end of the play, he is planing to murder Desdemona and Cassio. To some extent it is Othello’s own nature and background, however which is respected for the ease with which Iago ruined him. The Conquoring of Othello in Shakespeare's Story :: essays research papers When we first meet Othello in Venice as he calmly responds to the passionate accusations of Brabantio he is, indeed, dignified and virtuous. Once Iago begins so to weave his sinister web, however, the worthy â€Å"general† changes quickly with the poison, and he does seem ill equipped to deal with the evil plan. Yet it is doubtful that it is Othello goodness which explains his destruction. To understand what happens to him, rather, we need to consider his ‘nine years’ on the ‘tentered field’ and his lack of experience with women – and men – beyond that. His experience is compounded by the insecurity he feels as a Moor in a racist society of Venice, and when confronted with the cunning and unmitigated evil of Iago, he is easily conquered. The calm dignity of Othello on his first appearance contrasts with what Iago and Brabantio have said about him in Act 1, Scene 1 (Roderigo and Iago telling Brabantio of Desdemona and Othello getting married). Othello is faced with an exceptionally rude, infuriated Brabantio. Othello’s response, â€Å"keep your bright swords for the dew will rust them†, exhibits his calm authority, rather than his supposes tendency to self – dramatization. Othello is a valuable and reliable soldier in the Venetian army. When Cyprus is threatened by the Turks, Othello is ordered to go to the battle. This shows that he is deeply trusted by the Venetians and he proves him self time and time again to be a priceless soldier. As we watch Othello rapidly sink into Iago’s trap, he becomes an irate, insecure, callous and irrational man. He no longer speaks and behaves sagaciously. He is now brutal, vindictive, and violent. He never really sees his own role in the tragedy, he sees him self as an honourable soldier. Iago succeeds in making Othello believe his loyal wife is having an affair with his lieutenant, Cassio, a belief that leads Othello to killing his Desdemona and later himself when he realises that he was wrongly and merely tricked by Iago. Although Othello does stab Iago, Iago lives. Iago uses him cunningness to destroy Othello. At the beginning of Act 3, Scene 3, Othello is perfectly happy with his marriage, and at the end of the play, he is planing to murder Desdemona and Cassio. To some extent it is Othello’s own nature and background, however which is respected for the ease with which Iago ruined him.

Hrm Issues in the Premium Oil and Gas Case Essay

This essay is based on the Premium Oil and Gas Company (POG) case study. POG, as a global, company is functioning in diversified business environment. It causes in fact, a necessity to deal with varied internal and external environmental issues, that occur within the company. Internal business environmental issues are in control of the enterprise. External business environmental issues, on the other hand, are driven by factors, that are beyond the control of the company (e.g. legal issues). According to the executives, POG company aspires to become a truly global enterprise, known for its modern and meritocratic management, supported by outstanding learning organisation. Nevertheless, some major issues can be found at all levels where company operates. This paper is focused on POG strategic issues, related to human resources management (HRM) and is divided into three parts. The first section of this paper provides a brief overview of the company aims and outlines the essay scheme. The following section indicates and analyses two main HRM issues, related to POG case, including general justification of the choice made. At the same time, a series of recommendations for POG is provided, before conclusions will be presented in the third part. Two main issues defined by the author refer to communication and knowledge sharing aspects. In general, one of the most significant platforms for company issues to arise are the culture differences between co-workers. Since internationalisation strategies started being implemented by enterprises on a large scale and the number of multinational companies grew rapidly, also multicultural issues have become the substantial matter to deal with. For POG case, where westernized culture of the headquarter is confronted with eastern way of thinking in Azeri subsidiary (Hercules Meets Buddha), communication issue can be named as one of decisive factors affecting organisational side of the company. The main role of organisational communication (Elving, 2005) is to inform clearly employees about their responsibilities, as well as about company policies and issues. Secondly, communication leads to a better integration and community creation. Hancock and Zayko (1998) also indicate the importance of communication, whereas its lack often provides with resentments between employees. The communication levels in POG may be distinguished between Azeri employees (trainees) and their trainers/colleagues from headquarter, as also between Azeris within their group, what manifests itself in teamwork tasks. The most appropriate theoretical framework to analyse the communication issues in POG seems to be the concept of Hofstede’s five cultural dimensions (Hofstede, 2001) in relation to Azeri national culture. First dimension in this model refers to uncertainty avoidance, explained by Hofstede (2001, p.161) as â€Å"The extent to which the members of a culture feel threatened by uncertain or unknown situation†. In relation to POG case, there is a strong alienation, suspiciousness and reluctance of Azeri trainees to westernized corporate culture. These types of behaviour seem to be typical reaction on culture shock. In result, high level of uncertainty avoidance successfully reduces the efficiency in communication between them and their western colleagues. The second, and one of the most important dimensions in context of communication is power distance. Mulder (1977) as cited in Hofstede (2001), explained the meaning of power distance by comparison of power determinacy, which is unequal between less and more powerful members of a particular system. Countries like Azerbaijan, exhibit a high degree of power distance, which means that its citizens are a hierarchical society. As a consequence, several problems can be observed in POG communication skills trainings. Firstly, Azeri trainees are afraid of asking questions, as lack of knowledge is seen by them as humiliation. Moreover, there is a strong resistance of rising issues with managers in fear of undermining their authority and damaging relationships with them. Also trying to draw conclusions from mistakes is very difficult, as taking responsibility is uncommon for Azeri people. POG trainers find these behaviours in total opposition to the company brainstorming working patterns, consistent with open and free to ask POG culture. Another dimension in Hofstede’s model is individualism, as opposition to collectivism. There are several main differences between these assumptions (Hofstede, 2011). In individualistic social framework, only immediate family is expected to take care of its member (â€Å"I†- consciousness society). Individualistic approach is concerned with westernized cultures. On the other hand, in collectivist social framework, immediate family is extended to other relatives and non-relative in-group members (â€Å"We†- consciousness society). Definition, which more accurately describes Azeri society is collectivism, what POG trainers assumed to be a solid base to develop team working skills for them. However, as the practice shows, there is a strong recognition of inequality within the group members, resulting from status-conscious society model. In Trompennars and Hampden-Turner seven dimensions’ model (1997), status-conscious approach is defined as ascription theory, where status is based on position. Communication issues arise, when there is a need from trainers to identify responsibilities and contribution of particular members in a team. Communication within the team is also affected by the social status of its members. Next dimension from Hofstede is a differentiation of social attitude in terms of gender. Feminine and Masculine societies can be defined. Feminine society is associated with modest and caring values for both genders. There is a balance between family and work (Hofstede, 2011). Good examples of feminine societies are Scandinavian countries, but also Russia, where the role of women is inherently high and influential in social relations (Camiah and Hollin shead, 2003). On the other hand, masculine societies reflect patriarchal and traditional structure with male leadership and domain role (Sikdar and Mitra, 2012). This approach is close to Azeri social behaviours, where women role in society is quite limited or at least not equal to this of men. In turn to POG case, a significant communication issue arises between Azeri trainees and female L&D officer. Despite her outstanding qualifications, communication barriers are built because of cultural accretions. Male trainees find it insulting to be advised or educated by female. In result, information flow is highly disrupted. The fifth dimension (Long-Term vs. Short-Term Orientation) is not directly linked with communication issues in this case, however, in general it may be an important indication for multicultural issues based on behavioural patterns. Another issue related to communication is language. However, this aspect is also highly linked with knowledge sharing issue and will be explained later on in this paper. Considering the main issues related to the communication in POG, identified in this paper, some changes should be provided in order to cope with these issues. A comparison can be made to Elite Hotel case, where cultural differences had also a strong impact on communication between co-workers. Although some recommendations may be covered in both cases. Firstly, the performance for â€Å"Communication and Team Working† module should be customized. This module, as a key tool of communication, does not suit to cultural differences between Azeri co-workers and company culture management scheme. Practical implementation of company rules will not succeed without understanding of these cultural differences by both sides. Taking into account POG’s aspirations to become a truly global and meritocratic company, responsibility and flexibility in management processes should be embedded. In practice, various cultural trainings, as well as cultural events to build up coherent relations, should be provided at the beginning of the training programs. Such cognitive steps ought to improve communication and become a platform to implement practical aspects of the training programme. â€Å"Communication and Team Working† module modifications shall focus on overcoming of power distance influences, through engaging trainees to an active involvement in discussion and problem solving proposals. Also individual tutorials for Azeri trainees might help them to overcome communication barriers. Inequity in terms of ‘team working’ need to be suspended by cultivation of organizational culture, in order to enhance intercultural and intra-cultural communication. Underestimation of female as a teacher should be confronted with a huge, direct and continuous support from high male authorities to break the stereotypes and teach trainees how to overcome them without losing respect in their own environment. Nevertheless, the competences of L&D officer must be proved by this young female. Knowledge sharing process is concerned as another significant issue related to POG case. Whereas explicit knowledge can be formalized, tacit knowledge is strongly connected with communication. Moving further, communication issues have impact on knowledge transfers. Processes of creating knowledge and its management in organizational level have been studied by many authors. Most of them emphasize the importance of capability to transfer knowledge, as a pivotal factor in fields of organiza tional learning processes (Goh, 2002). The process of sharing knowledge may be considered from different contexts. Transfers may take place within the same unit in organization, throughout different departments, or between subsidiaries. Knowledge can be also shared between individuals, communities and groups; locally, nationally or worldwide. Argote and Ingram (2000, p.151) link these partitions with experience and describe knowledge transfer as â€Å"the process through which one unit (e.g., group, department, or division) is affected by the experience of another†. There are several ways of how knowledge is shared. According to Taylor et al. (1996), there are three main strategies for transferring HRM knowledge. POG strategy characterizes high internal but low external consistency, what indicates centralized HRM system and strong domination of headquarter over its Azeri subsidiary. There are several important individual factors, affecting knowledge transfer. Integrated capability of these factors may either facilitate or impede the HR knowledge transfer (Lecture 2, Knowledge Transfer and Sharing, Figure 2). Accordingly, some issues related to knowledge transfer in POG case are connected and complemented by communication issues, however they demonstrate problems from different view. Firstly, culture differences between co-workers have a large impact on knowledge transfer. The example of female L&D officer is the most appropriate one to adopt, when knowledge absorption is limited by cultural ties. Another issue is connected with motivation and willingness for cooperation, required to achieve mutual benefits. Lack of co-operative behaviours can be observed in terms of sharing opinions or involving into discussion during the meetings with management board. Finally, language skills can determine processes of acquiring knowledge, when Azeri workers need to learn English as an operative language in the company. However, English is not the first language for Dutch workers either, who stand for the majority of the company staff. In terms of recommendations, knowledge sharing issues must be solved by POG executives quite fast, bearing in mind the company staffing plans for the next five years. Generally speaking, POG strategy of HRM should become more integrative (rather than exportive) with high internal and moderate external consistency, in order to optimize solutions for subsidiaries like Azerbaijan. There is also a significant role of trainers and expatiate managers for knowledge transfer capabilities. Country-specific, intercultural training should be conducted for them, as part of their preparation for the job. The Robert Bosh GmbH case is a good example for POG, how to achieve intercultural proximity to improve knowledge transfer. HRM issues in POG company simply highlight, that it is not sufficient for organizations to get adopted to business environment without respecting individuals from different cultures (Trompennars and Hampden-Turner, 1997). Hofstede’s framework clearly indicates these differences, which affect HRM, not only in communication, but also in knowledge transfer. The deeper the differences, the more complex management issues arise. ‘Communication and Team Working’ module should be customized in respect to Azeri culture, rather than be left unified for all subsidiaries. Also implementation of integrative HRM strategy, jointly with higher intercultural sensitiveness of trainers and expatriates could facilitate knowledge absorption capacities of Azeris. Nevertheless, core values of the company management ought to remain unchanged. There are no simple decisions without both positive and negative consequences involved. In fact, there is no single box with tools to fix problems, and various ways may be chosen to follow. List of references: ARGOTE, L., and INGRAM, P., 2000. Knowledge Transfer: A Basis For Competitive Advantages in Firms. Organizational Behaviour and Human Decision Processes [online], 82(1), p. 150-169. Available at: http://www.columbia.edu/~pi17/2893a.pdf [Accessed 1 December 2012]. CAMIAH, N., and HOLLINSHEAD, G., 2003. Assessing the potential for effective cross-cultural working between â€Å"new† Russian Managers and western expatriates. Journal of World Business [online] 38, 245-261. Available at: http://wenku.baidu.com/view/862ab85abe23482fb4da4cf7.html [Accessed 5 December 2012] ELVING, W.J.L., 2005. The role of communication in organizational change. Corporate Communications: An International Journal [online], 10(2), pp. 129-138. Available via: Emerald [Accessed 1 December 2012]. GOH, S.C., 2002. Managing effective knowledge transfer: an integrative framework and some practice implications. Journal of Knowledge Management [online], 6(1), pp. 23-30. Available via: Emerald [Accessed 7 December 2012]. HANCOCK, W.M., and ZAYKO, M.J., 1998. Lean production implementation problems, IIE Solutions, 30(6), pp. 38-42. HOFSTEDE, G., 2001. Culture’s consequences: Comparing values, behaviours, institutions, and organizations across nations. 2nd ed. London: Sage Publications Inc. HOFSTEDE, G., 2011. Dimensionalizing Cultures: The Hofstede Model in Context. Online Readings in Psychology and Culture [online], unit 2. Available at: http://scholarworks.gvsu.edu/orpc/vol2/iss1/8 [Accessed 3 December 3, 2012]. SIKDAR, A., and MITRA, S., 2012. Gender-role stereotypes: perception and practice of leadership in the Middle East. Education, Business and Society: Contemporary Middle Eastern Issues [online], 5(3), pp.146-162. Available via: Emerald [Accessed 5 December 2012]. TAYLOR, S., BEECHLER, S., and NAPIER N., 1996. Towards an integrative model of strategic international human resource management. Academy of Management Review [online], 21(4) pp. 959-985. Available via: Business Source Complete [Accessed 7 December 2012]. TROMPENNARS, F., and HAMPDEN-TURNER, C., 1997. Riding the waves of culture [online], 2nd ed. London: Nicholas Brealey Publishing. Available at: http://khurrambukhari.files.wordpress.com/2012/02/riding-on-the-waves-of-culture.pdf [Accessed 3 December 2012]

Database Design Paper Essays - Free Essays, Term Papers

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