Jonathan Kozol - Free Essay Example

Sample details Pages: 2 Words: 559 Downloads: 8 Date added: 2018/12/26 Category Literature Essay Type Review Level High school Did you like this example? The introduction of the book is about the teachings of Kozol. He gives examples of the disintegrated schools that are named after people back in history, and he gives examples of Martin Luther King and Thurgood Marshall. The basic mobility of the Negros originates from a smaller to the group to a bigger group, however, in the present era, they are in dire efforts to move at the suburbs and at the long run they dont progress .Children are instilled with a precipitous attitude of achievement by the disintegrated schools, though in vain as the society has no confidence in the doctrine.. Don’t waste time! Our writers will create an original "Jonathan Kozol" essay for you Create order In chapter three Kozol dates back to a social critic Lord Action who made it across that the American parents are found of giving and allowing their children have whatever they require maximizing their competitive nature at the highest of levels. The author is sad, however. He views education and points the extreme unevenness on the distribution of resources and knowledge in general. The children emanating from poor families are consequently robbed and cheated out of a future through, underfunded, underequipped and understaffed schools in the inner cities of the United States. The children are mostly non-white and live among crime and poverty. In chapter four, Kozol creates a micro view of the emphasis the teachers put on children to prepare them for job entries soon after graduation, which include teachers assigning Job-related tasks to learners. He gives an example of a culinary art student who was trapped despite his academic prowess. The academic promises and excellence is not always the determinant of a successful future. In chapter five, the emphasis is on standardizations and the effects of the inner city schools. Numbers are everything regarding the funding and donations in the schools. The ability to keep this door open has morphed in organizations with the subject matter being to show up the standardized tests. After reading the book, the readers and especially students can know how to rebel and resist the status quo in their schools. The involved bodies can change the fundamental shift in the industry by reminding the governments to honor the pledges made to the schools in the inner cities of the U.S. Kozol tells us stories about people he talks to about through in a tactical way his first love being through teaching. He tries to make the general public think of the learners as small kids, where they would demand them be handled respectfully. He uses his teaching scheme to present and speak he honest mind other than hiding behind correctness in the politics. This way he can speak and tell stories of the people in his writing in his diverse and exemplary wilt. Jonathan Kozol is also keen on engaging his readers through the overwhelming feeling that he can create throughout the book one of sympathy, sadness, and concern. He makes the readers view the students as kids, beings that are to be taken care of, sympathized and never neglected through adding of a perspective, not of a blamer or a firebrand but a concerned individual The author is also able to engage his readers by making his arguments factual hence capturing the trust and confidence of the readers who in return can read and re-read his book. He uses both examples and statistical self-gathered figures to reinforce points.

Challenges Facing Our Lives And Our Success At Meeting

We are all faced with challenges in our lives and our success at meeting those challenges head on lies much in our attitudes towards them. Life challenges causes a person to step and to face the problem and to create cause. When faced with a challenge, its often the fear of the unknown that causes some people to get stressed out by the challenge itself and they start to feel inadequate and not in the least ready to conquer whatever it is they have to face. While facing the challenge head on you are affecting you attitude to help you work through the challenge. A person s attitude while going through a challenge can affect your self-affirmation.Standing in front of a mirror when we re getting ready to go out is something that we all†¦show more content†¦By Most people have possibly seen friends cope with things such as a serious illness, the death of a loved one or the loss of a job and wondered how they’ve coped with these adversities so well. Basically, theyâ€⠄¢ll have made a conscious decision to be positive about life and resilient and it truly is all about choice and your own attitude towards that. Resilience isn’t about not experiencing difficult emotions or sweeping things under the carpet but about choosing to harness your inner strengths to help you cope when times are tough. If you think that the alternative is to dwell on problems and feel victimized, isn’t it likely that you’d choose to become more resilient? While facing the challenge head on you are affecting you attitude to help you work through the challenge. Your ability to succeed when faced with a difficult challenge lies in your mental attitude. It’s often easy to have a positive approach to life when things are going well but you need to adopt the same principles when faced with adversity. Look at successful business people or others that you admire as an example. They all recognise that challenges and difficulties are part and parcel of life and that there are inevitably going to be setbacks and disappointments along the way. They are clever enough to sidestep the problems and hurdles most of the time but when they do crop up, watch how they learn from the challenges and rise above them. Often people findShow MoreRelatedHow Emotions Affects Emotions And Emotions978 Words   |  4 Pages Emotions and moods are part of our everyday lives. From the time we awake in the morning until the moment we close our eyes to sleep, we experience some type of emotion or mood. What are emotions and moods? Emotions are intense feelings that are directed at someone or something. Moods are feelings that tend to be less intense than emotions and that often (though not always) lack contextual stimulus (Robbins Judge, 2009). A number of lifestyle events affect or emotions and moodsRead MoreThe Health Leadership Alliance Model993 Words   |  4 PagesPart of her responsibility includes navigating through an online system called â€Å"Shift Planning† in order schedule shifts for the various staff members such as, supervisors, responders, and third riders. She also attends all the Eboard meetings and distributes meeting minutes as well as weekly announcements to others involved in this organization. Kanji mostly helps the new responders get accustomed to the program, ensuring that they ease their way into the culture of LUCEMS. She can be viewed as theRead MoreReview Of Fahrenheit 451 Essay1552 Words   |  7 Pagesothers believed they should be treated, but never did his society want to take a challenge onto their puny lives just like how Guy Montag did after realizing the real significance behind books. 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Furthermore, educators are looking forward in providing several methods and technique to help their students to succeed in their academic learning skills. There are many factors tha t need to focus on and it can be the fundamental when trying to buildRead MoreAdvocating For Organizational Change : Bridging The Gaps Of Service For The Doe Family1153 Words   |  5 Pagesin need, an astute, savvy and expertly tuned-in social worker will also identify the gaps in service and move forward with filling in where limitations are evident. The Doe family in question, one whose sweeping problems and challenges have been thoroughly explored in our recent projects, will not be able to experience the best possible opportunities for healing and recovering until all of the evident gaps in service are identified and properly addressed. As professional social workers, let usRead MoreThe United States Marine Corps1476 Words   |  6 PagesThe United States Marine Corps I believe the United States Marine Corps is one of the greatest organizations someone that can be a part of. Since 1775 the Marine Corps has served to protect our nation both at home and abroad. One of the main aspects that makes the Marine Corps such a remarkable organization is its culture. This culture has served the Marine Corps and this nation in two ways. First, the Marine Corps has frequently found itself at the mercy of politicians who would take the utilitarianRead MoreEssay Medical Groups and Their Need of Positive Psychology1613 Words   |  7 PagesBackground Our health care system has never been more complicated than it is today. Many factors have created this complexity: †¢ Ongoing scientific research †¢ Corresponding innovations of new technologies, devices, and pharmaceuticals †¢ Convoluted changes in an already intricate legal and regulatory environment. As a result, clinical treatment protocols have been changing at a dizzyingly accelerated pace. These shifting dynamics have exacerbated the incessant challenges of medical group practiceRead MoreOrganizational Behavior Terminology and Concepts Essay834 Words   |  4 Pages I am not sure who made the term dress for success popular but I believe the term falls short. Anyone can dress up and look great but there is much more to success then dressing the part. While it is important for organizations to have their employees presenting themselves with a professional look and manner, there are also many other concepts within an organization that need to be addressed. Organizational Behavior, as defined in our text, is the study of human behavior in organizations

Stefan’s Diaries The Craving Chapter 25 Free Essays

Anger was all I had left, and I let rage fuel me the way human blood had in my first weeks as a vampire. I couldn’t believe Damon’s indifference, couldn’t understand who he’d become. But him not helping didn’t change what I needed to do: save Lexi. We will write a custom essay sample on Stefan’s Diaries: The Craving Chapter 25 or any similar topic only for you Order Now Across the street a gentleman upon a coal-black mare was talking amiably down to a shopkeeper. The moment the shopkeeper went in to get something I grabbed the horse’s reins and, breaking my vow for the second time in twenty-four hours, I compelled the rider to dismount and enjoy a nice long walk back home. Though normally I’d be faster than a horse, I was hungry and drained, so with gentle whispers and a crack of the reins I was off uptown, loudly galloping upon the New York City streets. She was a fine beast and responded to my every gentle nudge, the slightest clench of my knees. With the wind in my hair and the leather in my grip, I almost felt like my old self again. But the sky was beginning to lighten, in that hushed crystal blue of early morning, and I had to urge every last bit of speed out of the horse. Lexi’s life might depend on it. As we mounted the long drive up to the Richards’ and took the small path to the family chapel on the right, I knew I had made the right decision. I could smell the old one’s presence, the miasma of old blood, death, and decay that followed around him like a shadow. My horse whinnied in terror. I leaped off the horse before she had really stopped and gave her a gentle spank. â€Å"Go home,† I ordered. She reared up, as if unwilling to give up her newfound freedom, then turned and galloped away. I ran into the great hall where I was wed, pushing aside a lone servant who stood in my way. Lexi was there, tied to the altar like an ancient sacrifice. The smell of vervain burned my nose – her ropes had clearly been soaked in it. The sun had risen, and its presence came in the form of a bloodred puddle from an east-facing stained glass window. As the light slowly moved toward her feet she squirmed and gasped, trying to pull her legs out of the way. A wisp of smoke rose up where the deadly sun had just begun to touch her toes, and the strange smell of burning flesh filled the room. â€Å"Lexi!† I yelled. â€Å"Stefan!† she sobbed in pain and relief. I thought fast. It would take me far too long to figure out how to remove the vervain-soaked ropes, and there was nothing I could cover the windows with, no tapestries or easily pulled-up rugs or runners. Without thinking of my own safety, I ran over and grabbed her small white hand, slipping my ring over her finger. â€Å"But, Stefan,† Lexi protested. â€Å"You need it if you’re going to keep chasing after and saving me,† I said, pulling all her ropes off. The vervain burned my fingers raw, but preserved her until she was free. Despite the pain in my fingers, I felt light and hopeful. I had done it. I’d saved Lexi. â€Å"Now let’s get you – â€Å" But at that moment, a vervain-soaked net fell on us both, searing every inch of my body. â€Å"Run!† I shouted, pushing Lexi out of the way. She rolled to the floor, then reached for the edge of a pew to help right herself. As she extended her arm, though, it passed through a shaft of sunlight. Her eyes widened in wonder, clearly shocked that no smoke appeared and her skin didn’t burn. And then she disappeared, blurring with vampire speed away from the scene. I put up my hands, trying to keep the netting off my face, but I twisted and cried out wherever the poisoned rope touched me. The ancient vampire appeared, giant leather gloves on his hands and a big grin on his pale face. â€Å"Hello.† The corners of his mouth pulled back too far, revealing a set of strong white teeth wedged in decaying gums. â€Å"So predictable, coming to rescue a damsel in distress.† That foul odor of a slaughterhouse enveloped me like a hot wind in August: inescapable, absolute, and horrible. Despite the burning nets, I tried to turn away from it. That only made him chuckle. â€Å"Where is the one who is always near you and just out of your grasp, like a shadow? Where is your brother?† I clenched my jaw. Knowing Damon, he was swilling his third whiskey, preparing to feast on a saloon girl or two. Lucius studied my silent face, seeming to mistake it for bravado. â€Å"Well, it is no matter. I will get him eventually. Your brother is more like a real vampyr than you, no interest in anything outside his little world, no desire to do good. He may survive for a trifle longer.† â€Å"What do you plan to do with me?† I demanded. Though in truth, now that Lexi was safe, I didn’t fear for my own safety. I wished only to have the chance to kill the monster, to stop him from exacting further revenge and preying on more humans. But the vervain was drawing out my Power like a siphon, and I knew even scratching the old one would be a small victory. The beast grabbed the net and threw me over his shoulder like I was nothing more than a bag of mice or feathers. â€Å"My plans are not particularly spectacular,† he said as he lumbered down the church’s aisle. There were still rose petals on the floor, I noted, drying away into thin scraps of nothing. The flowers in vases were wilted, everything left to wither after the murder of the brides. â€Å"But they will be enduring. Vampires can survive a very, very long time. Without food. Slowly starving over the centuries and still not dying.† The net shifted as he shrugged. â€Å"Well, eventually, perhaps. I’ve never seen it happen, but I suppose we’ll find out.† He took a sudden left into the private chapel, stopping in front of a set of double doors – the crypt, I suddenly realized with mounting dread. Although the doors were solid, carved marble, Lucius had no problem throwing them open, dumping me out of the net, and tossing me into a tiny stone room, barely larger than the dozen coffins interred there. For one brief moment, I relished the feel of the cool air rushing over my burned skin. But then he let out a low growl. â€Å"When your hunger for blood eats you from the inside and makes you go mad, do not worry – I will be there, listening. Watching. And laughing.† My last sight was of the ancient standing, outlined in a bright halo of the living world, waving. Then he threw the doors closed with a slam that echoed to the very heavens, and I was in utter darkness. I raced to the doors and threw my weight against them. They didn’t even rattle. Trying to quell my rising hysteria, I took in the dank, musty room, searching for an opening, a secret exit, an out, even though a voice at the back of my mind screamed, â€Å"It’s a crypt, Stefan! Death is the only way out!† I wove through the maze of coffins and sarcophagi. Even in my panic I noticed the ornate carvings and brass hinges. One of the marble tombs had the portrait of a young girl engraved in high relief. She had wide eyes and bow-shaped lips. I slumped over the carving, as though I could hug the girl resting beneath it. At least Lexi was safe, I told myself. If nothing else, at least I could spend the centuries knowing that she was out there somewhere, living her life – protected by my ring. And maybe, just maybe, trying to find me. â€Å"So long,† I whispered to Lexi in the silence of the tomb. As if on cue, the doors to the crypt opened one last time, and a petite blonde came hurtling through, landing with a thud at my feet. â€Å"Lexi!† I cried as the doors slammed shut behind her, plunging us into darkness again. â€Å"Hey there,† she said weakly. â€Å"Fancy meeting you here.† How to cite Stefan’s Diaries: The Craving Chapter 25, Essay examples

Environmental Analysis Of Tesco Plc Click Now To Get Solution

Question: Describe the Environmental Analysis of Tesco Plc. Answer: Introduction Different types of businesses operate for different important purposes and their goals and processes are also determined based on their purpose of existence. The goals and objectives also vary depending on the overall purpose and nature of business. It is therefore essential to understand the purpose of businesses in order to analyse their environmental factor affecting their performance. The nature of the environment in which businesses operates is highly dynamic and for the purpose of achieving success, it is highly essential to critically assess the nature of the national environment in which businesses operate. The national environment can impact the performance of businesses in the form of fiscal and monetary policies by the government and appropriate regulatory authorities. The performance of businesses can be better assessed by way of evaluating the type of behaviour as adopted by them in reflecting the external environment conditions. This can be evaluated by way of examining the impact of market structures in determining the pricing and output decisions, and also the ways in which cultural environment affects its performance. The increasing globalised environment condition also has a direct level of impact over the performance of businesses, and this requires an analysis of the significance of international trade and global forces on the performance of businesses (Fox, 2006). This essay is aimed at performing an analysis of Tesco Plcs business environment by way of assessing the main purpose of Tesco Plc. The national environment faced by Tesco Plc is also analysed in detail by way of assessing the impact of fiscal and monetary policy on the performance of Tesco Plc, and also the impact of competition policy on the activity of Tesco. The analysis of Tesco also includes an assessment of behaviour of Tesco in their market environment and finally, an analysis of the significance of global factors on the performance of Tesco Plc is assessed. 1: Understanding the Organisational Purposes of Business 1.1: Purpose of Tesco Plc: There are different purposes for which different types of organisation cease to exist. Some organisations have the purpose of achieving higher profitability from their operations while others aim at societal improvements and developments or operate for the welfare of the society. An analysis of the case of Tesco Plc indicates that the main purpose of Tesco is identified as We make what matters better, together. This core purpose of Tesco implies that the company aims at working together with its customers with a view to efficiently meet out their needs and requirements. The company aims at understanding the customers need so that it can efficiently meet out their needs and act in a responsible manner towards the community in which it operates. The people are treated in a manner in which they want them to be, and it helps millions of people by creating opportunities for them. Overall, the purpose of Tesco Plc as identified is mainly to satisfy its customers through its wide range of products and services, and at the same time, it aims at meeting out its community needs in a positive manner (Core Purpose and Values of Tesco Plc, 2015). 1.2: Meeting Objectives of Different Stakeholders: There are different stakeholders of an organisation and they are primarily affected by the organisations performance. Stakeholders are the interested parties that are affected by the activities and decisions undertaken within an organisation and for each major stakeholder, there are certain major objectives and strategies (Rosam and Peddle, 2004). An analysis of Tesco Plc indicates that the company has large range of stakeholders, and their different needs are met in an efficient manner by the organisation. As for instance, customers are the most important stakeholder at Tesco Plc, and their analysis indicates that their expectations are to get high quality products at reasonable rates. Tesco has the objective of understanding its customers and satisfying their needs, and this is primarily achieved by them by way of providing nutritional and high quality food items, healthy eating opportunities, and also offering best quality foods. The objective of Tesco towards its employees is to provide them high class working environment conditions, and they are also provided with reasonable pay based on their performance. The work responsibility as provided to employees at Tesco indicates that they are highly satisfied with their job titles. Trainings are also provided to employees at Tesco in allowing them in performing their responsibilities efficiently (Tesco Annual Report, 2014). In these ways, Tesco meets out the objectives towards its employees and customers. 1.3: Responsibilities of Tesco and Strategies Employed: Tesco being a largest chain of supermarket store has the responsibility of efficiently meeting out the needs and expectations of its customers for wide range of grocery products and services. It is not only the need towards the customers of the organisation, but at the same time, being such a large organisation, it has the responsibility towards the community and society at large. An analysis of Tesco indicates that the company has specific strategies employed in meeting out the needs and requirements of customers and also the community at large. As for instance, the responsibility towards its customers for high quality foods and services is met out by way of both the convenience stores in the form of Tesco outlets, and also through online medium whereby company listed its products and services on its website. There has been continuous product testing program that has been carried out at Tesco which is aimed at providing quality products and services to its customers. With respect to its responsibilities towards community, the company has specific strategy whereby it helps in tacking climate change through encouraging green consumption. The company has specific policy aimed at achieve zero carbon rates, and this is achieved through improved level of efficiency in respect to all the business processes that are carried out (Tesco Annual Report, 2014). 2: Understanding the Nature of National Environment in Which Tesco Operates The national environment directly affects the performance of an organisation, and in respect to Tesco Plc, the ways in which national environment impacts its operations are analysed as follows: 2.1: Economic Systems Allocating Resources: The economic systems have a significant role to play in performing the allocation of resources. Economic systems can be of different types including free market economies, command economies, mixed economies etc. The allocation of resources in an economic system is greatly dependent on the nature of market economy. As in respect to grocery retailing in UK, it has been assessed that the market forces mainly account for the allocation of resources. This implies that the market condition determines the resource allocation to a greater level and the pricing and demand for groceries are set up through the application of market forces to a greater level (Economic Systems, 2014). 2.2: Impact of Fiscal and Monetary Policy: Fiscal and monetary policies are the important ways in which the management of the entire economy is performed by the government. These are important external environment factors that have a direct level of impact over the performance of an organisation. An analysis of the case of Tesco Plc also indicates that the companys operation is directly affected by external environment conditions such as fiscal and monetary policy. Fiscal policy is utilised by Federal Government in UK in the form of taxation policy and government spending so as to control the economy in the right direction. Fiscal policy is utilised in creating jobs which in turn increases the overall level of spending on the part of consumers. This increase in the spending benefits the retailers such as Tesco Plc in terms of higher demands for their products and services. Fiscal policy also affects the ability of Tesco in taking risks, as the government policy of tax credits for inv esting in business expansion is a positive way in which businesses are encouraged to perform expansion. Apart from fiscal policy, the role of monetary policy is also quite significant in the sense that monetary policy by central bank in the form of flow of credit into the economy encourages or discourages consumers to buy their products and services. Thus, the impact of fiscal and monetary policy is significant in terms of its overall influence on the performance of Tesco Plc. The business strategies are determined based on the external environment influences such as fiscal and monetary policy across UK (Brunot, 2014). 2.3: Impact of Competition Policy and Other Regulatory Mechanism: As Tesco is operating at such a larger scale, it is highly affected by the competition policy as prevalent across the UK retail industry and also the other regulatory mechanisms as applicable to its performance. An analysis of the UK retail industry indicates that the company is faced with tough level of competition with significant number of large players operating within it. The major players that accounts for heating up the competition level in the industry includes Tesco, Asda, Sainsbury, Morrisons, Aldi Lidl, Waitrose and Co-operative. These players are the major retailers operating in UK and they pose significant level of competition within each other. An analysis of the case of Tesco Plc in particular indicates that the company has made significant level of investment in its retail store format, and this has resulted into significant cost being already borne by it. However, there has been rise in the online ret ail format whereby consumer prefers to buy their products and services online. This has heavily enhanced the overall cost of operations to the company and the resulting impact is evident in terms of decreased level of profitability. Apart from this, there have also been price wars between the major retailers in UK and this competitive environment condition has a negative overall impact on Tescos performance. The competitive conditions along with huge investment of Tesco in traditional retail format have adversely affected the performance of the company. Apart from competitive conditions, the regulatory mechanism also has a direct level of impact on Tescos performance conditions (Butler, 2014). The regulatory mechanism in the form of Food Safety Act 1990 is applicable to Tesco and it needs to make it sure that there is adequate level of compliance being achieved with respect to such applicable regulations on food safety. 3: Understand the Behaviour of Organisations in their Market Environment The external environment condition has a direct level of impact on the performance of an organisation. It is essential that businesses are required to adapt specific behaviour aimed at addressing the external environment conditions efficiently. The important aspects in relation to Tesco Plcs behaviour in its market environment are analysed below: 3.1: Market Structures Determining the Pricing and Output Decisions: The role of market structure is crucial in determining the pricing and output decisions and in respect to the retail UK market, its analysis indicate that market structure of UK retail is highly competitive. This is evident from the availability of large number of players including Tesco Plc, Asda, Sainsbury Plc, Morrison, Aldi and Lidl, cooperative and Waitrose. These players increasingly create a competitive environment condition and as a result, the prices for the products and services are determined on the basis of competitive factor as prevalent in respect to all these players in the industry. The market structure of UK retail industry can therefore be classified as perfectly competitive market whereby the industry players are competing against each other for achieving higher market share. 3.2: Market Forces Shaping Organisational Responses: An organisation is directly affected by the external environment conditions in which it operates. In order to ensure better performance, it is essential that businesses should adapt appropriate behaviour aimed at addressing the needs and requirement of external market conditions. As in respect to Tesco Plc, its analysis indicates that the market forces also affects the organisational performance, and in turn demand specific responses on the part of organisation. As for example, the market performance condition indicates that Tesco is facing a massive decline in its performance recently. The decline has been highly severe as faced by Tesco over the last decade, and this market condition as faced by the company is addressed through undertaking certain major initiatives. The analysis about Tesco indicates that the organisation has undertaken responses in terms of closing down some of its unprofitable store and also its head office tha t is not working appropriately. This signifies that the external market condition has affected the performance of Tesco adversely, and the resulting impact is decisions undertaken in the form of closing down some of its stores that are not performing positively (Bennett, 2015). 3.3: Cultural Environment Shaping Tescos Performance: The cultural environment condition also affects the performance of an organisation in a direct manner. The cultural conditions are identified as crucial because they have their implication in respect to every types of organisation because of highly globalised business conditions (Schneider and Barbera, 2014). An analysis of the cultural environment conditions at Tesco Plc indicates that it is adversely affecting the organisations performance conditions to recover from the adverse conditions as faced by it. As for instance, Tesco has become the largest retailer based in UK, and this position of being the largest retailer is achieved through following a specific cultural throughout the organisation. But the changes in the external environment have made such successful cultural condition as irrelevant and depending on the same culture are not going to prove successful to the organisation. Customers preference for grocery consumption has changed significantly as they highly prefers to make their purchases online. As a result, there is a need for change in the organisations culture in ensuring that it can cope up with changes in the external environment efficiently (Black, 2014). 4: Significance of Global Factors Shaping National Business Activities The global factors have a significant level of impact on the performance of an organisation and the ways in which they affect Tesco Plc are analysed as follows: 4.1: Significance of International Trade to Tesco Plc: An analysis of Tesco Plc indicates that the company has its operations at the global level and similarly, the UK retail industry is also comprised of large number of international retailers that are operating in the country. The international trade as conducted by the international retailers in the UK retail industry have a direct level of impact on Tescos performance. As for instance, Asda which has been a subsidiary of Wal-Mart has achieved significant level of reputation in the UK retail industry and it has been competing positive with other retailers including Tesco. This implies that international retailers have significant level of effect on the performance of Tesco. 4.2: Impact of Global Forces on Tesco Plc: The global forces directly affect the performance of Tesco Plc as evaluated from analysing its performance. As for instance, the analysis of the global forces affecting Tescos performance signifies that it affects in the form of requiring the company to take initiatives aimed at achieving food waste reduction at the global level. Tesco pays adequate level of attention with respect to reducing its overall food waste at global level and these initiatives are mainly undertaken with a view to comply with global reputation as being the most sustainable performance of business operations (Tesco Announces Goal to Reduce Food Waste Globally, 2013). 4.3: Impact of European Union Policies on Tesco Plc: In terms of the impact of European Union policy is concerned, there is little impact of European Union over the performance of Tesco Plc. This impact is evident in terms of the international financial reporting standards (IFRS) which has been carried out at Tesco Plc as endorsed by European Union. This gives an indication of the fact that European Union impacts the performance of Tesco in terms of requiring it to adapt IFRS principles as endorsed by such European Union (Tesco Plc Annual Report, 2014). Conclusion This report involved the performance of a critical assessment of Tesco Plc in respect to the external environment conditions affecting its performance. The performance of analysis revealed significant level of findings, as it has been evaluated that the main purpose of Tesco has been to satisfy its customers by way of understanding their needs and expectations. This is achieved at Tesco by way of its management working with customers so as to satisfy their needs and expectations. There are a wide range of strategies that are considered by Tesco in order to meet out the requirements. The analysis also leads to identification that the national environment also affects the performance of Tesco Plc in terms of monetary and fiscal policy affecting the business activities of the company. The competitive policy including the regulatory mechanism have a direct level of impact over the organisations performance as Tesco is faced with stiff level of competition from large number of retailers i n UK. The analysis also indicated the behaviour of Tesco plc in respect to external market environment, and it has been assessed that there are wide range of strategies that are considered by Tesco for the purpose of addressing the external environment conditions. The market structure is highly competitive as the international retailers that are competing against each other. The role of cultural environment condition is also identified as significant over the performance of Tesco Plc. The assessment also leads to identification that there has been the greater significance of international trade on the performance of Tesco Plc as international retailers are directly affecting the performance of the company. Overall, the assessment indicates that Tesco Plc is directly affected by the performance of external environment conditions. References Brunot, T. (2014). How Do Fiscal Policies Impact the Retail Business. Black, O. (2014). The bottom line is Tesco's culture needs to change. Bennett, A. (2015). Tesco Closes Stores And HQ In Drastic Bid To Stop Sales Decline. Butler, S. (2014). How Aldis price plan shook up Tesco, Morrisons, Asda and Sainsburys. Core Purpose and Values of Tesco Plc, (2015). Economic Systems, (2014). Fox, W. (2006), Managing Organisational Behaviour, Juta and Company Ltd. Rosam, I. and Peddle, R. (2004), Implementing Effective Corporate Social Responsibility and Corporate Governance, BSI British Standards Institution. Schneider, B. and Barbera, K.M. (2014), The Oxford Handbook of Organizational Climate and Culture, Oxford University Press. Tesco Annual Report, (2014). Tesco Announces Goal to Reduce Food Waste Globally.

Analysis of Choices Faced by Mothers of Small Children

How to Land an Interview When You Arent Qualified

How to Land an Interview When You Arent Qualified Anyone searching for a job has spotted classified job ads for what appear to be interesting positions. However, the person’s skills might be less than perfect, and he or she is hesitant to put in an application. Even if your qualifications aren’t a perfect match, should you go ahead and apply? Learn how to prove you are a good match for the position, even if your qualifications aren’t the best match. Not All People Being Interviewed Have the QualificationsThe first thing you need to know when thinking about applying for a position you found in the job classifieds you don’t have all the qualifications for is that you aren’t alone. According to a survey, 92 percent of job seekers find interviews stressful, and 11 percent feel they may be underqualified for the position they are seeking. If you have most of the qualifications the company is looking for, you shouldn’t dismiss applying for the job, especially if you can add on to your skillset to match the qualifications or have other things to offer.Focus on Your SkillsIf a company is advertising for a hire who has extensive experience in a position, this may not be the job to apply for if you are a recent graduate or your experience is limited. However, a lack of technical skills in the job requirements is doable because you can catch up on those before the interview. When your skills are a little short of the mark, focus on your transferrable skills and accentuate your soft skills such as your versatility, how you were an asset in previous jobs and ability to be a team player.Honesty HelpsLet’s say the position calls for five-years of experience in the field, but you only have two. Sometimes, job ads can stretch the qualifications hoping to get that master candidate to apply. That doesn’t mean the company has all the job requirements written in stone. Use this opportunity to explain why you would be a good candidate, despite the shorter work experience.Let Y our Resume Speak for YouA good resume will help get your foot in the door. Write it and include your qualifications that fit the description for the position, ensure that no errors in spelling or grammar exist and follow up a few days later. Being professional and showing interest can’t hurt your chances of getting that important first interview. Use your resume to show what a great candidate you are and how you have the motivation to fit well into the position.Preparation Is Key to a Successful InterviewIt’s easier to conduct a successful interview if you have done your homework and learned about the company. This makes it simpler to answer and ask questions and shows that you are interested in that particular job. You can learn a lot by checking out the company’s website, LinkedIn page and Facebook. Knowledge is power, and appearing knowledgeable about the company shows that you’ve invested some time into learning how you can fit in.Interviews Are Condu cted the Same WayWhether in person or on the phone, interviews are conducted the same way and should be prepared for the same. On a phone interview, dress professionally as you would for an in-person interview and remove any distractions behind you that might interfere, such as a busy background or noise that might disrupt. Prepare in advance since you might not know when the interviewer will call.Confidence, poise and advance preparation can help you get your dream job, even if your qualifications might fall a bit short. TheJobNetwork helps you find job openings the easy way by sending you email notices as soon as those jobs become available. All you need to do is fill out your qualifications and job interests to get started. You can start right now when you sign up with TheJobNetwork.

MULTICULTURAL BUSSINESS MANAGEMENT & Global leadership Essay

MULTICULTURAL BUSSINESS MANAGEMENT & Global leadership - Essay Example ome decided to outource jut certain part of their organization. The telecommunication indutry wa advancing, but Global Communication wa being left behind. I have created thi analyi to how the problem and potential olution Global Communication ha dealt with along with the ethical dilemma faced by the takeholder and the end tate viion of the company. My paper will include the comprehenive gap analyi for Global Communication; what i going with them at thi point in time and where the company i trying to be, regaining the reputation of being one of the larget, progreing global tool throughout the telecommunication indutry. Global Communication uffer from the tre of the indutrie and trying to maintain competition while oberving their tock price falling. The tockholder are preuring Global Communication to correct the problem, along with coming up with new innovative way to keep the conumer wanting to do buine with Global Communication. Thi analyi i deigned to how optional olution to Global Communication preent tribulation, rik management for the uggete d alternative olution, the optimal olution and finally the implementation plan to deal with the problem. ituation Analyi Iue and Opportunity Identification everal iue are acknowledged for Global Communication throughout the ituation. ... Competition i one of the reaon why Global Communication tock ha falling o dratically. Another iue Global Communication faced i the uproar of the employee and union worker becaue of the layoff that are planned. Global Communication leaderhip team came up with thi ingeniou plan to of moving ome of the technical call center to India and Ireland which hould reduce unit cot for handling call by nearly 40%. Although the move will ave Global Communication money, they did not think about the ending cot in human capital. In addition to the other iue provided, Global Communication i having communication problem within. Global Communication i an organization that i conidered one of the bet for taking care of the employee need to make ure they at leat addre all the iue. "By improving deciion making, knowledge management, employee need and coordination; company can progre and retain the name in the communication indutry. Workplace communication ha a ignificant effect on organizational performance (Mchane & Glinow, 205). "Firt organization depend on the ability of people to coordinate their individual work effort toward a common goal (Mchane & Glinow, 25). Global Communication i faced with economic iue in which the leaderhip team i trying to apply trategic planning to retructure the company and make it properou again. Although they have trategically planned a olution, the leaderhip team i having difficultie conveying the new plan to the employee. Local, long ditance and international market are all competing for the ame buine. New calling feature and uite of local and long ditance ervice helped, but the indutry uffered a huge blow at the hand of the cable companie, who tepped in to provide complete olution

A Christmas Carol by Charles Dikens Essay Example | Topics and Well Written Essays - 500 words

A Christmas Carol by Charles Dikens - Essay Example The Past Ghost talked about Scrooge’s boyhood, love life as well as important events in his life which shaped his current negativist personality. For instance, it was told the Scrooge was lonely in his childhood with a dysfunctional family. He was abandoned to study at a boarding school where he eventually developed his antisocial tendencies. Here, we are given a reason why Scrooge could not offer any empathy because in his early developmental years, he had none. He was left to himself, with no affectionate encounters with his parents or his siblings. We highlight the young Ebenezer’s experiences of past Christmases because, it turned out, most unfortunate events happened during this time explaining for Scrooge almost neurotic hatred for the holiday. The story went to describe how Scrooge became obsessed with work and money that eventually drove Belle, his fiancà ©e to leave him. Apparently, business is the only avenue where Scrooge could excel and, perhaps, in his opinion, be appreciated, that is why he became a workaholic. The visit from the three ghosts has given Scrooge a new perspective. Presently, he was his old self – greedy, selfish, bitter and miserly with a particular disgust against Christmas. The ghosts have also shown how his nephew and his poor family, who merely lives on his pittance, were currently happy despite the fact that there was a lame son. When his future was shown to him along with the suggestion that he is being given an opportunity to change, Scrooge finally came around. There was the realization that upon his death, many people will celebrate due to the consequences of his actions. The past experiences seemed to be the major reason why Scrooge could not find it on his own to see how his character has degenerated almost beyond redemption. One of the distinct characteristics that mark Scrooge is his tendency to stifle his past. There seems to be a lot of pain in it for him, not only in what he

Writing Assignment #2 Essay Example | Topics and Well Written Essays - 500 words - 4

Writing Assignment #2 - Essay Example Products in oligopolistic market structures will usually have very few or no substitutes as in the case of oil. The automobile industry in the world also evidences oligopolistic tendencies with a few large car manufactures selling similar auto models across the world. In most cases, players in such industries are torn between competing separately to win the market and coming together to create a monopolistic situation. Normally, the latter case never works as most companies rebrand constantly to differentiate themselves from their competitors. This is clearly seen in the automobile industry where different auto makers are customizing their brands to suite specific categories of people in the market. In a duopoly market structure, where the market players are limited to two, the common situation is normally cooperation between them so as to limit output to the monopoly style (Perloff 78). In such a case, profit is maximized as the price becomes much greater than the marginal cost. A case in point lies in the operation of Coca-Cola and Pepsi cola which operate in a duopoly situation. Most duopolies are created out of collusion between two or more players who agree to jointly set the price and manage output. Production in that is usually more than in a monopolist but less than in the in the completive market. In the same vein, some duopolies operate as cartels where strict cooperation is the order of the day. Price determination in oligopolistic market environments is always the prerogative of the market players. This arises since these players are normally big enough to influence prices in the market unlike in competitive market environments. In any case, prices in such markets are not determined by the interaction of supply and demand but are a function of the cooperation between the competing firms. Such a pricing strategy is known to create myriad inefficiencies in the market as usually evidenced in the oil industry where the need to rake in more profits

Medical Device Regulations in the European Union

Medical Device Regulations in the European Union INTRODUCTION TO MEDICAL DEVICE REGULATIONS IN THE EUROPEAN UNION: A Medical Device under the jurisdiction of the European Union is defined as â€Å"an instrument, apparatus, appliance, material or other article, whether used alone or in combination, together with any software necessary for its proper application, which a) is intended by the manufacturer to be used for human beings for the purpose of i. diagnosis, prevention, monitoring, treatment or alleviation of disease, ii. diagnosis, monitoring, treatment, alleviation of or compensation for an injury or handicap, iii. investigation, replacement or modification of the anatomy or of a physiological process, or iv. control of conception; and b) does not achieve its principal intended action in or on the human body by pharmacological, immunological or metabolic means†.1 The clinical investigation and the subsequent introduction of a medical device in the European market is primarily regulated and governed by the MHRA (Medicines and Healthcare products Regulatory Agency) with the assistance of competent regulatory institutions called the Notified Bodies. â€Å"A Notified Body is a certification organization which the national authority (the Competent Authority) of a Member State designates to carry out one or more of the conformity assessment procedures described in the annexes of the Directives.†3 The MHRA regulates with the help of two sets of medical device regulations viz. the Statutory Instruments 2002 No.618 (Consolidated legislation) and 2003 No.1697. These legislations employ the three device directives issued by the competent authority into the european law. The directives help the manufacture in better understanding of the manufacturing and the requirments for inroduction into the market of the devices. These directives are: Directive 90/385/EEC: Active Implantable Medical Devices directive Directive 93/42/EEC: Medical Devices directive Directive 98/79/EC: In vitro Diagnostic Medical Device directive Directive 90/385/EEC: Active Implantable Medical Devices directive: This directive encompasses medical devices that are active(i.e powered) and implanted(i.e left in the human body). These include pacemakers, implantable defibrillators, implantable infusion pumps, cochlear implants and implantable neuromuscular stimulators etc. Regulations realizing the Directive came entirely into force in the United Kingdom on January 01 1995. Directive 93/42/EEC: Medical Devices directive: This directive covers an extensive array of devices from uncomplicated bandages to orthopaedic implants and high-end radiology apparatus. Regulations realizing the Directive came entirely into force in the United Kingdom on June 13 1998. Directive 98/79/EC: In vitro Diagnostic Medical Device directive: â€Å"This Directive covers any medical device, reagent, reagent product, kit, instrument, apparatus or system which is intended to be used for the invitro examination of substances derived from the human body, such as blood grouping reagents, pregnancy testing and Hepatitis B test kits. Regulations implementing the Directive came into force in the UK on 7th June 2000 with a transitional period until 7th December 2003. There is no clinical investigation system for in-vitro diagnostic medical devices. Performance evaluations of in vitro diagnostic devices that are performed outside the manufacturers premises should be notified to the UK Competent Authority in accordance with the Medical Devices Regulations 2002: Section 44.†2 The rationale backing these directives is to permit easy movement of the medical devices throughout the European Union whilst upholding high standards of device safety and up-to-the-mark quality. Classification of medical devices: Devices are classified purely based on risk associated with their use. Ranging from low risk to high risk, they are Class I, IIa, IIb and III. A classic example of a class III medical device is a cochlear implant, which is both active and implantable and thus comes under the purview of Directive 90/385/EEC: Active Implantable Medical Devices directive. Let us discuss in detail the regulatory requirments specified as per the MHRA to bring an active implantable cochlear implant into the market designated bt the European Union as the EFTA(European Free Trade Area). â€Å"Examples of AIMDs include: implantable cardiac pacemakers implantable defibrillators leads, electrodes, adaptors for 1) and 2) implantable nerve stimulators bladder stimulators sphincter stimulators diaphragm stimulators cochlear implants implantable active drug administration device catheters, sensors for 9) implantable active monitoring devices programmers, software, transmitters.†4 Cochlear Implants: â€Å"Cochlear implants are electronic hearing prostheses that bypass the damaged hearing components by providing electrical stimulation directly to the auditory nerve fibres in the cochlea. The electrical stimulation is interpreted by the brain as sound. Cochlear implants consist of an external microphone, speech processor and transmitter coil, and an internal stimulator (implanted under the skin just behind the ear) attached to a stimulation electrode which passes into the cochlea. A variation of the cochlear implant is the auditory brainstem implant where electrodes are implanted directly into the auditory area of the brainstem. This can be used in patients who do not have a functional auditory nerve.†5 The regulatory process of bringing a cochlear implant in the European market: It is mandated by law that the manufacturer who intends to bring the device into the EFTA abides by the Essential Requirments stated in the Directive 90/385/EEC: Active Implantable Medical Devices directive and demonstrate the compliance of the device with the safety and efficacy standards set forth in the directive. There are essentially two ways to do it viz. â€Å"either a compilation of the relevant scientific literature currently available on the intended purpose of the device and the techniques employed, together with, if appropriate, a written report containing a critical evaluation of the compilation; or the results and conclusions of a specifically designed clinical investigation†2 Product launch on the basis of evaluation and review of scientific literature can be considered as acceptable if equivalence can be scientifically demonstrated with a device existant in the market and routinely used in clinical practice. Equivalence has to be demonstrated w.r.t technology, critical performance, design, principles of operation, biological safety, population involved, conditions of use and clinical purpose. However, unless satisfactory evidence can be collected by means of scientific literature review, the use of a well-planned clinical trial/investigation should be considered as the best way to attest permissible levels of safety and efficacy. In case of scientific review or pre-clinical assessment, the following fees apply: Class I, IIa, or IIb other than implantable or long-term invasive:  £3,000 (Re-notification incase of objection by MHRA  £2,100). Class IIb implantable or long-term invasive, Class III, and active implantable:  £4,100 (Re-notification incase of objection by MHRA  £2,700). Applications for a proposed clinical investigation of the medical device should be made by filling the forms PCA1 and PCA2 along with the necessary information required by the clauses in the forms. Applications should be labeled clearly as â€Å"documentation only†. The use of English language is mandatory. Documentation should be clear and legible and remain so after reproduction. Electronic applications should be discussed with the MHRA. The manufacturer, for scrutiny by the MHRA should make a total of eight full submission copies available. The charges for the scrutiny of applications are laid out in the Medical Devices Regulations 2002: section 56. They are as follows: â€Å"Fees for Group A (low risk) devices are  £2,700 (initial application) or  £1,800 (resubmission). Increasing to  £3,000 and  £2,100 on 1st April 2008. Fees for Group B (high-risk) devices are  £3,800 (initial application) or  £2,400 (resubmission). Increasing to  £4,100 and  £2,700 on 1 st April 2008.†2 Applications should be forwarded to: Mrs Daniella Smolenska, Medicines Healthcare products Regulatory Agency (MHRA), European and Regulatory Affairs, Market Towers, 1 Nine Elms Lane, London, SW8 5NQ, Tel: 020 7084 3363, Email [emailprotected]. Approval from the MREC (Multi-centre Research Ethics Committee)/LREC (Local Research Ethics Committee) can be obtained along with the notification to the Competent Authority. However, a clinical investigation can begin only after approval has been obtained from the MREC/LREC and the Competent Authority has not raised an objection to the investigation within the 60 days time constraint period; or approval has been obtained from both the authoritative bodies. General Requirements: A well-defined clinical plan whose methodology and ethical considerations conforms to the standards set forth in the Medical Devices Regulations 2002: section 16 and section 29, the Active Implantable Medical Devices Directive, Annexes 6 and 7, and the Medical Devices Directive, Annexes VIII and X. Supplementary standards are set forth in Standard BS EN ISO 14155-1; 2002, â€Å"Clinical Investigation of Medical Devices for Human Subjects-part 1: General Requirements†, and BS EN ISO 14155-2:2002, â€Å"Clinical Investigation of Medical Devices for Human Subjects-part 2: Clinical Plan†. The CA should be notified incase of differences in the EU and non-EU protocols and the reasons for the same. â€Å"All applications must contain a statement (Active Implantable Medical Devices Directive: Annex 6,2.2; Medical Devices Directive: Annex VIII, 2.2): that the device in question conforms to the Essential Requirements except with regard to those aspects of the device that are to be investigated and that in respect of those aspects, every precaution has been taken to protect the health and safety of the patient. By signing this statement, the manufacturer is declaring that the device meets all of the relevant Essential Requirements, other than those subject to the investigation. Manufacturers must therefore ensure that at the time a notification is made to the Competent Authority, they have all documentation required to demonstrate conformity with the relevant Essential Requirements available for submission to the Competent Authority when requested.†2 Device information like name, model, materials used and sterilization standards etc must be provided as set forth in the directive. Pertinent information about the clinical investigation plan, investigation parameters and design, data collection and analysis methods etc. should be made available to the CA. It is strongly advised that Class III devices follow a well-designed post-marketing plan under the Medical Devices Vigilance. Extra care should be taken when labeling devices meant for clinical investigations. â€Å"All devices intended for clinical investigation must bear the wording exclusively for clinical investigation (Medical Devices Directive: annex 1, para 13.3(H) and the Active Implantable Medical Devices Directive: annex 1, 14.1).†2 Reporting of adverse incidents: â€Å"A serious adverse incident is one which: led to a death led to a serious deterioration in the health of the patient, user or others and includes: a life threatening illness or injury a permanent impairment to a body structure or function a condition requiring hospitalisation or increased length of existing hospitalisation a condition requiring otherwise unnecessary medical or surgical intervention and which might have led to death or serious deterioration in health had suitable action or intervention not taken place. This includes a malfunction of the device such that it has to be monitored more closely or temporarily or permanently taken out of service led to foetal distress, foetal death or a congenital abnormality or birth defect might have led to any of the above†2 All such incidents should be recorded and reported to the CA as set forth in the Regulation 16(10)(a) of the Medical Devices Regulations 2002 (SI 618) and Annex X of the Medical Devices Directive 93/42. Final written report: A report in conjunction with the Medical Devices Directive (Medical Devices Regulations 2002: Section 16(10) and Section 29(9)) should be submitted to the CA for devices undergoing investigation for a CE marking. However, Class III devices need to be highly regulated, before, after and during the clinical investigation. Owing to the high risks associated with their use, some say the risk can be quantified only as social and not scientific. â€Å"Risks, rather than being inherent within these implant devices, may be seen as socially derived, in processes of negotiation and conflict such as those in the case of hip and breast implants†¦.most recently, in the wake of the controversies surrounding breast implants and the 3M Capital hip, attention has been drawn to the uneven performance of notified bodies in the EU, which approve new products. This has led to the setting up of a new European Notified Bodies Operations Group (NEBOG) and calls by the MDA for all implants to be reclassified as high risk, Class III. A review of the operation of EU EMDD is also about to begin (MDA, 2001b). It thus appears that increased political scrutiny is being focused on this sector.†6 BIBLIOGRAPHY: THE MEDICAL DEVICES REGULATIONS: IMPLICATIONS ON HEALTHCARE AND OTHER RELATED ESTABLISHMENTS, BULLETIN No. 18, COMPETENT AUTHORITY (UK), Amended January 2006 EC MEDICAL DEVICES DIRECTIVES GUIDANCE FOR MANUFACTURERS ON CLINICAL INVESTIGATIONS TO BE CARRIED OUT IN THE UK, COMPETENT AUTHORITY (UK), Updated November 2007 THE NOTIFIED BODY, BULLETIN No. 6, COMPETENT AUTHORITY(UK), Amended January 2006 http://www.mhra.gov.uk/Howweregulate/Devices/ActiveImplantableMedicalDevicesDirective/index.htm, Last Date Accessed: April 08 2008 http://www.mhra.gov.uk/Safetyinformation/Generalsafetyinformationandadvice/Product-specificinformationandadvice/Cochlearimplants/index.htm, Last Date Accessed: April 08 2008 Kent, Julie and Faulkner, Alex (2002) Regulating human implant technologies in Europeunderstanding the new era in medical device regulation, Health, Risk Society, 4:2, 189 209 Medical Device Development: From Prototype to Regulatory Approval, Aaron V. Kaplan, Donald S. Baim, John J. Smith, David A. Feigal, Michael Simons, David Jefferys, Thomas J. Fogarty, Richard E. Kuntz and Martin B. Leon, 2004;109;3068-3072 Circulation, DOI: 10.1161/01.CIR.0000134695.65733.64,Circulation is published by the American Heart Association. 7272 Greenville Avenue, Dallas, TX, 72514, Copyright 2004 American Heart Association. All rights reserved. Print ISSN: 0009-7322. Online, ISSN: 1524-4539.

Henry Wadsworth Longfellow Essay -- essays research papers fc

Born on February 27, 1807, in Portland, Maine, Henry Wadsworth Longfellow was raised in a Puritan family with three brothers and four sisters. While growing up he kept a good relationship with his family members. Longfellow spent many years in foreign countries to further his horizons. Longfellow’s solitary life style would not be expected from his extreme success in poetry (Williams, p.26).   Ã‚  Ã‚  Ã‚  Ã‚  Longfellow’s boyhood home was built by his grandfather, Peleg Wadsworth, in 1784-86, and was the first brick house in Portland. As a memorial to the poet, the house is still standing today. Then the house was by the seaside, where Longfellow could hear the rhythmic roar of the ocean. Probably much of his writing for his rhythms in his writing came through his listening to the wind and waves. Longfellow always visited there, especially up to the time of his father’s death in 1849 (Williams, 29).   Ã‚  Ã‚  Ã‚  Ã‚  The life of Henry Wadsworth Longfellow (1807-1882) was a mixture of triumph and tragedy, fulfillment and disappointment. His youthful ambitions were all literary, but to please his father he became a teacher. During the eight years he taught language at Bowdoin College and eighteen years at Harvard, he never quit writing. Thirteen of his books were published, including Evangeline (1847), the Poems on Slavery (1842), and The Golden Legend (1851). Longfellow also wrote poems about is family (Evangeline, preface). Longfellow’s six children...

Revenge Cycle

Revenge has the definition of taking vengeance for injuries or wrongs; retaliation. In the Hamlet, the main theme is that when people follow plans of revenge, it leads to tragedy. Throughout the play, several different people want to take revenge on somebody. Hamlet is a main character who is being asked to take revenge on his uncle to fulfill his duty as a son. Hamlet by William Shakespeare is a revenge tragedy because Laertes and Fortinbras and Hamlet seek to avenge a family death, in most cases the death of their father and in all but one case leads to their own tragic death. Hamlet’s revenge for his father leads to his own death at the end. Hamlet’s father, the old king Hamlet appeared in the form of the ghost in the beginning of the play. The ghost told Hamlet that his father had been killed by the current king who is the uncle of Hamlet, the current husband of Hamlet’s mother. Believe it or not every ghost in the world can only have the same action, revenge. â€Å"You can never know with certainty which ghost is addressing whom. It is one and the same thing for Hamlet to question his own identity and to question the ghost’s identity, and his authority† (Girard 3). The prince of Denmark, Hamlet, wants to avenge the current King of Denmark, his uncle, who killed Hamlet’s father, the old King, in order to take the crown and marry Hamlet’s mother. When trying to revenge his father by killing his Uncle, Hamlet accidentally kills Polonius, the father of Hamlet’s friend Laertes and his beloved Ophelia. In the process of revenging his father, Hamlet in some way caused the death of many innocent people. Hamlet, again, is less remorseful about killing Polonius than annoyed with Polonius for not being Claudius, and seems genuinely bewildered that Laertes should be hostile to him†(Frye 3). With the tragic loss of her father, as well as her recent messiness of her relationship with Hamlet, Ophelia becomes insane and committed suicide by drowning herself. Now, Laertes wants revenge for his father and sister during a fencing game by poisoning the tip of the sword. If that does not work, King Claudius will have a glass of wine with poison in it that Hamlet would drink from. Laertes goes mad in a different fashion and becomes the model of the kind of revenger that Hamlet so disdains† (Rose 5). Laertes kills Hamlet successfully but Hamlet’s mother dies accidentally by drinking the poisoned wine. â€Å"The drink, the drink. Oh, I’m poisoned† (5. 2 45-52). And Hamlet finally fulfills the ghost’s quest and killed Claudius, the murderer of his father. Hamlet himself dies at the end. There is still a son seeking revenge for his father that we might forget. The young Fortinbras of Norway is secretly planning to invade Denmark. The tragedy that the old king caused was when he killed Old Norway in during the war. Denmark and Norway has been in war when old Hamlet is still alive, the old king killed old Fortinbras and took over some of Norway’s land. â€Å"The old Hamlet, the murderer himself, in the various sources of the play there may be indications to that essect, but Shakespeare would have omitted them if he had wanted to strengthen the case for revenge†. (Girard 3) Young Fortinbras is seeking revenge for his father’s death and the loss of his country. By the time the army of Norway arrives Denmark, everyone in the palace dies except Horatio. Young Fortinbras becomes the king of Denmark and fulfills his duty to avenge his father’s death as well. Although all the revengers took their action of seeking vengeance for their father, the only difference is that both Laertes and Young Fortinbras is that Hamlet didn’t take revenge when he had chance. Instead, he waited and waited and losing his better chances to kill Claudius. Hamlet is a revenge tragedy, but let’s rather calls it a revenge cycle. Polonius, murdered by Hamlet by accident and avenged by his son. Hamlet’s father, murdered by King Claudius and avenged by his son as well. This comes again in the story of the old Fortinbras and the young Frotinbras of Norway, the father slain by Hamlet’s father during the war. The son achieved a successful revenge by taking the throne of Denmark. Hamlet by William Shakespeare is a revenge tragedy because most of the characters in the play try to seek revenge on someone and leads to all the deaths except one case.

Industry analysis for IBM server market

Industry analysis for IBM server market Free Online Research Papers IBM, as one of the most important multinational information technology corporations in the world, plays a role of indicator in their industry. And their strategies implies the situation and direction of IT industry. In this report, the strategic analysis for the server product and relevant services in the UK market will be mentioned. In addition, this report contains three main parts: stakeholder analysis, external internal analysis and the strategic options. Stakeholder Analysis The IBM’s main stakeholders in the UK and their expectations and interests are as follows (More in Appendix 1) : Table 1 Stakeholder Expectations and interests Owners private/shareholders Profit, Performance, Direction Government Taxation, VAT, Legislation, Employment Rate Senior Management staff Performance, Targets Non-Managerial staff Rates of pay, Job security, Working environment and hours Trade Unions Working conditions, Minimum wage Customers (Distributor/Government) Quality, Customer Care, Price Creditors Credit score, new contracts, Liquidity Suppliers Long-term Contract, Stable Payment Local Community Jobs, Involvement, Environmental issues, Shares To achieve their expectations and interests, these stakeholders affect IBM’s strategy making from different perspectives. However, the power and the effect of these stakeholders are different based on their status. The stakeholder power/interest matrix below demonstrates the power differences of these stakeholders. (more in Appendix 1) Power/Interest Matrix Figure 1 Hence, the strategy making of IBM should consider whether the new strategy can satisfy these key stakeholders who have high power. For example, the government element in the â€Å"keep satisfied†, they have high power (legislation power) but low interest. Another example is the shareholders in â€Å"key players†, who have high interest in IBM and high power on affecting the strategic decision. To sum up, if the strategic decisions threaten the benefits of the key stakeholders, this strategy might be difficult to be achieved. External Analysis PEST Analysis Political factors Taxation. The heavy taxes in the UK make the IBM server products increase the weakness on the price factor, especially on the premium price IBM products. (More in Appendix 2) Economic factors GDP factor. The healthy economic environment with strong and stable GDP in the UK provides a good market for the product and service business of IBM. Although the GDP increase rate is not fast, the stability could balance this disadvantage element. GDP composition by sector: The service industry in the UK contributed nearly 73.4% to the GDP in 2006. That indicated that the high value added service market in the UK is matured, and the customer experience on the service would be higher or more difficult to be satisfied. Chart 1 (CIA, 2007), Disposable income. The average disposable income in the UK was  £11,811 per head in 2004, and it indicated the current and potential opportunity for the products and services of IBM. (More in Appendix 2) Socio cultural factors Population and the internet users. In 2006, the population in the UK was nearly 60,609,153, and according to CIA,(2007), more than half of these people (37.6 million in 2005) were internet users. The well known about the internet indicated the opportunities of relevant products and services. Technological factors Internet. A survey from CIA,(2007) shows that there were 6,064,860 Internet hosts in 2006, and more than 400 Internet Service Providers in 2000. In this sophisticated market, the opportunity and competition will exist together. 5 Forces Analysis The threat of entry The threat of entrants for the server market was low because of the enormous costs on the RD, relevant support products and services, manufacturing and the distribution. For example, IBM spent nearly $171 million in system and technology for server product in 2005, (Annual Report,2006) and IBM spent over $1 billion in the Linux operating system in 2001.(Shankland, 2002) This was only the barrier on the cost, there were other barriers like technique, distribution channels etc. Power of Suppliers Intel and AMD, as the two biggest processor providers (monopolies) in the world, have very strong power on the chip supplying. Although the power of suppliers might be decreased resulting from the competition between these two companies, the wide range of customers and high costs on switching cause the buyers lack of power to bargain with these two giants. However, the power of suppliers for other low technical required material and parts was much lower than the core hardware providers. Power of buyers The power of buyers for the server products in the UK was high because the buyer did not concentrate to the firm and the switching costs for the buyers were low. There were many product choices for the buyers, e.g. IBM, HP, Dell etc. Competitive Rivalry By 2003, The UK server market continues to show promising signs, according to IDC,(2003), the competitive rivalry in the server market was becoming intense in the UK. These competitors included HP, IBM, Sun Microsystems, Dell and Fujitsu Siemens Computers were becoming the fifth leading server vendor in the U.K. Chart 2 Top five server vendors in the UK Source: IDC,(2003) The threat of substitutes The web hosting business might be the biggest threat of substitute for the server products in the UK. The advantages of web hosting include low cost, tech-support, easy to manage and low switching costs. In addition, the advanced personal computer might be another biggest threat to the server product. However, currently, the PC can not instead of professional server for the business uses. Internal Analysis Value Chain Analysis Figure 2 Value Chain Firm infrastructure: Supply-Chain Management in IBM.. Supply chains of IBM are becoming more complex, harder to manage and more costly to run. In fact, nearly $3.4 trillion was spent on supply chains in 2005. To address this, IBM is creating a supply-chain management business transformation outsourcing practice. The Supply chain management (SCM) solutions can help IBM to improve costs and customer service, while decreasing overall supply chain inventory. (IBM, 2006) Business Performance Management (BPM). According to 10-k,(2006), IBM enables companies to visualize end-to-end processes across business and IT systems, analyze execution in real time against goals, and make adjustments as needed. For instance, IBM offers consulting, services and middleware to simulate and monitor business processes, and provides clients with real-time analysis of the underlying IT systems carrying out those processes. HRM: To eliminating redundancies and overhead structures to drive productivity, this integration improves IBMs capacity to innovate by providing greater clarity of key priorities around shared goals and objectives and leads to a sharper focus for the company on learning, development and knowledge sharing. (10-k,2006) Otherwise, IBM acquired numbers of companies to enhance their capability. However the integration issues could appear during the acquisition process that would be the challenge of the HRM, e.g. the culture conflict. (10-k, 2006) Technology development: IBMs research and development (RD) operations differentiate IBM from its competitors. IBM annually spends approximately $5–$6 billion for RD, including capitalized software costs, focusing its investments in high-growth opportunities.(10-k,2006) Procurement: SCM outsourcing. IBM has developed Business Partner relationships with established, best-of-breed Supply Chain Management solution providers. Their solutions, coupled with IBM products and services, deliver the cost-competitive, scalable and secure infrastructure the customers need. (IBM, 2006) Acquisitions and mergers. In order to improve their businesses on the high value products and services, IBM acquired service-related companies into the global services segment, (e.g. Network Solutions). And the software-related companies that were integrated into the software segment. (Annual Report, 2006 ) Inbound Out bound Logistics and Operations: IBMs supply, manufacturing and logistics and customer fulfillment operations are integrated in one operating unit that has reduced inventories, improved response to marketplace opportunities and external risks and converted fixed to variable costs. (10-k,2006) Marketing and sales: In 2005, the company realigned its operations and organizational structure in Europe to give sales and delivery teams greater authority, accountability and flexibility to make decisions and to execute more effectively on behalf of our clients. (10-k,2006) Services: IBM Provides technology and transformation services to clients businesses, and invests to improve the ability to help their clients innovate. (10-k,2006) And this is the high value added and profitable process. (More in Appendix 3) Value System Analysis The value system of IBM is as follows: Figure 3 In this value network of server products, the processor and the software providers have higher profit pool than other suppliers. Furthermore for the distributors, the retailers have the high profit pool. Therefore, the profit space of server products for IBM is not wide enough. Value drivers: Channels Value Drivers Wholesalers: Price, choice, quality, logistics Retailers: Price, service, guarantee Business orders: Price, service, guarantee Table 3 The table above shows the main distributors of IBM and their value drivers. Because of high buyer power, satisfying their distributors is required for IBM. SWOT The SWOT model can be summarized from the external and internal analysis. Strengths: ? Advanced business performance management ? Good organization culture ? Strategic outsourcing, mergers and acquisitions ? High efficient fulfillment center ? Flexible marketing management ? Creative services Weaknesses: ? High costs in the value chain ? Possible acquisition issues Opportunities: ? Strong and stable economic market context. ? Sophisticated service market ? High individual consumption power ? Matured internet market ? High level of entry barrier to the server market Threats: ? Customers have high experience on the service ? Customers have low switching costs ? IBM has high switching costs on the core hardware ? Intense competition ? High threat of substitutes Strategies According to 10-K, (2006), the main strategy in the UK is that IBM delivers their high value added services (or software) to customers through their server product. And it can be divided into 4 pieces as follows: 1) Reallocating resources to enhance their server product business and reduce operation costs and optimize the efficiency. 2) To pursue an innovation agenda with its clients, partners and in other relationships, and to continue refining its portfolio to achieve higher value. 3) Acquiring businesses that contribute strategically to its portfolio 4) To maintain its leadership of this rapidly changing business by focusing on high-value innovation-based solutions and services while consistently generating high returns on invested capital for its shareholders. (10-K, 2006) (More in Appendix 4) Evaluations Acceptability :Stakeholder Analysis According to the expectations of the stakeholders and the power/interest map analysis mentioned above, the strategy can be accepted and supported by key players because their expectations can be satisfied by the current strategies, e.g. profit. Although that is difficult to be supported or accepted by the non-managerial employees who have high influence power but low interest on the strategy resulting from the culture conflict and management issues could appear after the acquisition, they are not the mainstream. To sum up, the new strategies are acceptable but IBM should consider carefully about their strategy for acquisition, because that threaten the interests of a small group of stakeholders who have high influence power. Suitability analysis: Lifecycle Analysis The server product is in the growing period in the UK market. (See the figure below). According to the environment analysis above, there are many opportunities on the server product or relevant services in the UK. IBM is one of the main server providers, furthermore the current strategy of IBM is focusing on server products and relevant high value added services (and software).. Therefore, these strategies are suitable to IBM. Figure 4 Lifecycle of server products in the UK Suitability: value chain analysis IBM attempts to use the strategic acquisition and reallocation to add more value in their value chain and optimize their internal system. These two strategic decisions can help IBM obtain competitive advantages on the profit and system synergy. Therefore, the strategies are suitable. . (More in Appendix 5) Feasibility: Resource deployment IBM can utilize their strengths on the finance and brand to acquire the organizations or outsource if it is required. Hence, there is no gap between IBM’s strategies and the requirement of resource coupled with competences. The current strategies are feasible for IBM. To sum up, according to the evaluation above, the current strategies of IBM are acceptable, suitable and feasible. Conclusion References Book: Johnson, G. (2005), Exploring corporate strategy, 7th ed., Harlow: Financial Times Prentice Hall. Internet: Alliance@IBM (2007), Statement of Principles, [online], Available from:allianceibm.org/, [Accessed on: 05/03/2007] Annual Report,(2006), 2005 IBM Annual Report, [online] Available from: ftp://ftp.software.ibm.com/annualreport/2005/2005_ibm_annual.pdf [Accessed 12 Mar 2007] CIA,(2007),United Kingdom, [online] Available from: https://www.cia.gov/cia/publications/factbook/print/uk.html [Accessed 18 Feb 2007] EHS,(2006), The Annual Real and Nominal GDP for the United Kingdom,[online]Available from: http://eh.net/hmit/ukgdp/ukgdp_answer.php [Accessed 18 Feb 2007] Gartner,(2006), IBM gains share as server market picks up,[online] Available from: http://news.zdnet.co.uk/hardware/0,1000000091,39270920,00.htm [Accessed 18 Feb 2007] IBM,(2005), Unleashing a better supply chain,[online] Available from: ibm.com/news/us/en/2005/06/2005_06_24.html [Accessed 18 Feb 2007] IBM,(2005), Scoring high on the supply chain maturity model[online] Available from: http://www-935.ibm.com/services/us/imc/pdf/g510-6219-follow-the-leaders.pdf [Accessed 12 Mar 2007] IBM,(2006),Supply Chain Management,[online] Available from: http://www-304.ibm.com/jct03004c/businesscenter/smb/us/en/SCM/nav_id/solutionareas?ca=qapromo-s0smb-b0sol-l0-d0smbna-n029-o0-g0usen-t0SVHL0re=smbsolscmsspot [Accessed 18 Feb 2007] IBM Annual Report (2006), Report of Financial, [online], Available from: ibm.com/annualreport/, [Accessed on: 20/03/2007] IBM, (2007), Partner Relationship, [online], Available from: ibm.com/ibm/responsibility/company/relationships/business-partners.shtml, [Accessed on: 05/03/2007] IBM Employees Relationship, (2007), Employees, [online], Available from: ibm.com/ibm/responsibility/company/relationships/employees.shtml, [Accessed on: 21/03/2007] IBM Governments Relationship, (2007), Center for the Business of Government, [online], Available from: ibm.com/ibm/responsibility/company/relationships/governments.shtml, [Accessed on: 05/03/2007] IBM Investors Relationship, (2007), Investors, [online] Available from: ibm.com/ibm/responsibility/company/relationships/investors.shtml, [Accessed on: 20/03/2007] IBM Relationships, (2007), Suppliers, [online], Available from: ibm.com/ibm/responsibility/company/relationships/suppliers.shtml, [Accessed on: 05/03/2007] IBM University Relationship, (2007), Universities, [online], Available from: ibm.com/ibm/responsibility/company/relationships/universities.shtml, [Accessed on: 05/03/2007] IDC,(2003), UK server market looks promising,[online] Available from: informationage.com/article/2003/october/uk_server_market_looks_promising [Accessed 12 Mar 2007] Kessler,J.QC,(2005), Taxation of Foreign Domiciliaries,[online] Available from: http://en.wikipedia.org/wiki/Taxation_in_the_United_Kingdom#_note-intro [Accessed 18 Feb 2007] Palmisano,S.J.(2006), IBM 2005 Annual Report,[online] Available from: ftp://ftp.software.ibm.com/annualreport/2005/2005_ibm_annual.pdf [Accessed 18 Feb 2007] Porter, M.F. (1979) How competitive forces shape strategy, [online] Available from: http://en.wikipedia.org/wiki/Porter_5_forces_analysis [Accessed 18 Feb 2007] Shankland, S.,(2002), IBM: Linux investment nearly recouped,[online] Available from: http://news.com.com/2100-1001-825723.html [Accessed 12 Mar 2007] Statistics, (2006), Regional household income, [online]Available from: statistics.gov.uk/articles/economic_trends/ET633RegionalHouseholdIncome.pdf [Accessed 6 Mar 2007] Source ESB, (2007), IBM Distributors, [online], Available from: sourceesb.com/Distributors/IBM.asp, [Accessed on: 01/03/2007] Sourcewire,(2004),Press Release: Tatung to challenge UK server market?[online] Available from: e-consultancy.com/news-blog/284667/tatung-to-challenge-uk-server-market.html?keywords=dell+server [Accessed 18 Feb 2007] Wikipedia,(2007), Corporation tax,[online] Available from: http://en.wikipedia.org/wiki/Taxation_in_the_United_Kingdom#_note-intro [Accessed 18 Feb 2007] XKO, (2006), IBM Business Partner, [online], Available from: xko.co.uk/partners/ibm, [Accessed on: 01/03/2007] 10-K,(2006),IBM,[online] Available from: ftp://ftp.software.ibm.com/annualreport/2005/2005_ibm_sec10k.pdf [Accessed 18 Feb 2007] Appendix 1 Stakeholder Analysis According to Johnson, G. (2005), stakeholders are those individuals or groups who depend on the organisation to fulfil their own goals and on whom, in turn, the organisation depends. The key stakeholders of IBM are as shown in Figure 1. Key shareholders of IBM Figure 1. Stakeholders of IBM From ‘Market’ Environment Suppliers: IBM perceives diverse suppliers are good for business, spent nearly $ 2 billion with them. It is committed to increasing diversity in its supply chain (IBM Relationships, 2007). Many suppliers from Span, Taiwan, Portage, Russia, Roman and so on. The main suppliers are Intel and AMD. Competitors: Hewlett Pachard, Freecom, Fujitsu Siemens, ASUS, Supermicro, Avocent Cyclades Many competitors are HP, Dell and Sun Microsystems (Gartner, 2006). Customers: Business (Distributors as shown in distributors) Government: The IBM Center for the Business of Government was created in 1998 and is dedicated to stimulating research and facilitating discussion of new approaches to improving the effectiveness of government at all levels in the United States and across the world. Since its creation, the Center has awarded nearly 200 research stipends to leading public management researchers in the academic and nonprofit communities. (IBM Governments Relationship, 2007). Universities: IBM today is involved with many aspects of higher education, seeking to better the education of students and the work of faculty (IBM University Relationship, 2007). Individual: They will be the growing market of server in following year. Therefore, they are the potential customers of IBM. Employees The employees are separate into two types as follows: Senior Managers Non-managerial staff As a flagship for the Information Age, IBM has long understood that it is the skill, knowledge and experience of IBMers - their expertise, in other words - that differentiates this company most from others. Employees understand that, too, and their passion for the company and its future is one of the distinguishing traits of being an IBMer (IBM Employees Relationship, 2007). IBM has many ways to encourage employees, for example: Online Jams Internal Appeals Global Pulse Survey Workforce Research Distributors: According to Source ESB, (2007), they are: American Design Components Atlantic Semiconductor Computer Supplies Unlimited Jan-Tronics Div. of Janco Technology Midcom Data Technologies Synnex Aztec Components Carlin Systems IBN Electronics U.S. Microtech Inc. Partners: IBM has number of strategic alliances and partners, with the growing sense of competition the company keeps the strategy to compete and cooperate at the same time. IBM sold its PC division to Lenovo, which is the third largest PC supplier in the world. (IBM,2007) IBM Business partners are able to deliver the hardware and middleware that you need to create a secure and reliable IT infrastructure for your organisation. XKO is a member of the IBM worldwide network of skilled resellers and authorised integrators. It offers pre-sales services that ensure you choose the right IBM technology for your requirements before buying, deploying and maintaining your IT infrastructure (XKO, 2006). Sapien International is a premier IBM partner for software and developers programme. (IBM, 2007) Besides those IBM possess strategic alliance programme with Novell and Red Hat, Oracle, SAP and Siebel systems (IBM, 2007). Investors Shareholders: According to the IBM Annual Report (2006), there are more than thousands of shareholders. A share of IBM stock is among the worlds most widely held equities. Stock has traded on the New York Stock Exchange for nearly a century. Furthermore, shareholders been provided quarterly financial result and they have a say on cumulative voting, pension, retirement, medical, offsharing and other voting issues. Furthermore, the annual meeting of stockholders is usually held the last Tuesday in April. IBM regularly holds its meetings in a different city each year so that investors from different parts of the country may have an opportunity to attend. (IBM Investors Relationship, 2007) From ‘Social/Political’ Environment Trade Union: Alliance@IBM, which has the important say in the company issues like pension legislation, loss of jobs to off-shoring, promises to retirees, health care affordability and labour law reform (Alliance@IBM, 2007). Government: To UK server market, government will be separate into two parts- local and foreign governments. Local government- UK, Foreign governments can influence suppliers more and the inbound logistics of IBM. In ‘Technological’ Environment: Owner of Competitive Technologies: Intel Microsoft These key stakeholders have different roles, expectation and interest in IBM. These different expectations will increase the conflicts. For example: there are so many shareholders and they have huge power of voting. Therefore, they have a big power in IBM. However, the main expectations of them are profit. If IBM wants to keep the shareholders happy, it needs to reduce cost. However, this will conflict with the expectation of employees- working environment, good payment and so on. These expectations means IBM should increase the cost. Therefore, in some degree, the expectations of different stakeholders will increase the conflicts. Furthermore, different power of the stakeholders will also influence the strategy of IBM. According the shareholder mapping, the issues are as follows: Almost of the key players are acceptable and supportable. As customers, government is positive to the strategy. When government as a whole, it has high power, low interest and neutral attitude. However, when unions and non-managerial employees make lobbing, government may become more interested in it. The attitude of the government also may be changed by lobby. The lobbing may be about reducing work force. Appendix 2 Political factors The value added tax (VAT), charged at the standard rate of 17.5% on supplies of goods and services.(Kessler, 2005) Otherwise, corporation tax (main rate is 30%) will reduce the profit of IBM, this tax charged on the profits and chargeable gains of companies. The main rate is 30%, which is levied on taxable income above  £1.5m. (Wikipedia, 2007) (Statistics, 2006) GDP (official exchange rate): $2.341 trillion (2006 est.) CIA,(2007), GDP real growth rate: 2.7% (2006 est.) CIA,(2007), Economic factors Labor force by occupation. The labor force occupied about 79.5% in the service industry in 2004, Labor force: 30.4 million (2006 est.) : agriculture: 1.5% industry: 19.1% services: 79.5% (2004) CIA,(2007), Table 2 Year GDP at current market prices (millions of pounds) 2000 953,227 2001 996,987 2002 1,048,767 2003 1,110,296 2004 1,176,527 2005 1,224,715 (EHS, 2006) Appendix 3 Revenues from Global Services in 2005 totaled $47.4 billion, an increase of 2 percent. Our backlog is estimated at $111 billion, the same as a year ago. (Palmisano, 2006), Supply Chain: Company supply chains – sequences of business activities that join together the production of goods and services, from procurement to manufacturing and distribution are becoming more complex, harder to manage and more costly to run. In fact, some $3.4 trillion will be spent on supply chains this year(2005). To address this, IBM is creating a supply-chain management business transformation outsourcing practice. This new practice draws on the success of IBMs own internal supply-chain transformation, as well as the expertise of the worlds largest supply-chain consulting practice. (IBM, 2005) The following three company-wide organizations play key roles in IBMs delivery of value to its clients: Sales Distribution Organization and related sales channels Research, Development and Intellectual Property Integrated Supply Chain (10-k,2006) Just as IBM works to transform its clients supply chains for greater efficiency and responsiveness to market conditions, the company continues to see business value as it establishes its globally integrated supply chain as an on demand business, transforming this function into a strategic advantage for the company (10-k,2006) IBM spends approximately $38 billion annually through its supply chain, procuring materials and services around the world. (10-k,2006) Firm infrastructure: With a comprehensive knowledge of IBMs business and infrastructure solutions, as well as the products, technologies and services IBM and its Business Partners offer, the companys global client teams gain a deep understanding of each clients organizational, infrastructure and industry-specific needs to determine the best approach for addressing their critical business and IT challenges. These professionals work in integrated teams with IBM consultants and technology representatives, combining their deep skills and expertise to deliver high-value solutions that address clients pain points and innovational aspirations. (10-k,2006) The broad adoption of open standards is essential to the computing model for on demand business and is a significant driver of collaborative innovation across all industries. (10-k,2006) Technology development: Some of IBMs technological breakthroughs are used exclusively in IBM products, while others are used by the companys licensees for their products when that new technology is not strategic to IBMs business goals. (10-k,2006) Procurement: Leveraging this experience, in June 2005, IBM launched its supply-chain business transformation outsourcing service to optimize and help run clients end-to-end supply chain processes, from procurement to logistics. (10-k,2006) Operations: The companys supply, manufacturing and logistics and customer fulfillment operations are integrated in one operating unit that has reduced inventories, improved response to marketplace opportunities and external risks and converted fixed to variable costs. (10-k,2006) Simplifying and streamlining internal processes has improved operations and sales force productivity and processes and thereby the experiences of the companys clients when working with IBM. (10-k,2006) to its own manufacturing operations, the company uses a number of contract manufacturing (CM) companies around the world to manufacture IBM-designed products. The use of CM companies is intended to generate cost efficiencies and reduce time-to-market for certain IBM products. (10-k,2006) IBM believes its business as a whole is not materially dependent on any particular patent or license, or any particular group of patents or licenses. IBM owns or is licensed under a number of patents, which vary in duration, relating to its products. (10-k,2006) Outbound Logistics: Improved delivery and outcomes for its clients. (10-k,2006) Leveraging this experience, in June 2005, IBM launched its supply-chain business transformation outsourcing service to optimize and help run clients end-to-end supply chain processes, from procurement to logistics. (10-k,2006) The company offers its products directly and through a variety of third party distributors and resellers. Changes in the financial or business condition of these distributors and resellers could subject the company to losses and affect its ability to bring its products to market. (10-k,2006) Marketing and sales: Remarketing. The sale and lease of used equipment (primarily sourced from the conclusion of lease transactions) to new or existing clients. (Revenue reported as Global Financing.) (10-k,2006) Retail Store Solutions. Point-of-sale retail checkout systems, software and solutions. (10-k,2006) In addition, the group provides leading semiconductor technology and products, packaging solutions and engineering technology services to clients and for IBM’s own advanced technology needs. (10-k,2006) Services: IBM invests to improve its ability to help its clients innovate. (10-k,2006) Providing technology and transformation services to clients businesses. (10-k,2006) Client financing. Lease and loan financing to external and internal clients for terms generally between two and seven years. (Revenue reported as Global Financing.) (10-k,2006) BUSINESS TRANSFORMATION OUTSOURCING (BTO). Delivers improved business results to clients through the continual strategic change and the operation and transformation of the client’s business processes, applications and infrastructure. (10-k,2006) ENGINEERING TECHNOLOGY SERVICES (ETS). System and component design services, strategic outsourcing of clients’ design teams, and technology and manufacturing consulting services. (Revenue reported as Hardware segment.) (10-k,2006) BUSINESS CONSULTING SERVICES (BCS). Delivery of value to clients through consulting services for client relationship management, financial management, human capital, business strategy and change, and supply-chain management, as well as application innovation and the transformation of business processes and operations. (10-k,2006) CENTER FOR BUSINESS OPTIMIZATION (CBO). Helps clients continually optimize their business performance by drawing upon massive amounts of real-time data, advanced analytical methods, business expertise and deep computing power. (10-k,2006) Appendix 4 Strategy map: IBM is shifting from low value added hardware leader to the high value added service leader and the premium leader to the cost leader. Appendix 5 Suitability:Profit Impact Market Strategy Revenue: 2006 2005 2004 $ m $ m $ m Global services 48,247 47,407 46,283 Hardware 22,499 24,343 31,193 Software 18,204 16,830 16,141 Global financing 2,379 2,407 2,608 Others 94 147 68 Total Revenue 91,424 91,134 96,293 Cost: 2006 2005 2004 $ m $ m $ m Global services 34,972 35,093 35,078 Hardware 14,175 15,803 22,008 Software 2,693 2,534 2,489 Global financing 1,182 1,091 1,046 Others 107 81 103 Total cost 53,129 54,602 60,724 $ m $ m $ m Gross Profit 38,295 36,532 35,569 IBM core strategy revolves around building a competitive edge which is based on their value added service, apparently they had been out from the PC market but strategically they have added a value in it by selling it to Lenovo and making it key element in IBM’s network of alliances rather than an element in the IBM portfolio. At the same time they having a policy of compete and cooperate with their competitors to address the value drivers to the customers, they understand the business is global, fast moving and unpredictable so they have to be very proactive in their approach. IBM has phenomenal reduced in overall cost of every business sector, which in fact contributing towards increased gross profit. The credit should be given to their effective and efficient way of managing supply and value chain, they have a gross profit rise of more than US $ 3,000 m and US $ 2,000 m in the year 2006 as it was in 2005 and 2004 respectively. There is also a rise in market share of IBM because of their considerable earnings per share of common stock which increased by US $ 2.77 in 2006. IBM’s subtle strategy has positive and profound impact on the overall financial health of the company, which is proved by the statistical data provided from the annual financial report 2006. Positioning analysis: Strategy Clock As shown in the strategy clock, IBM server now is in good price and value and it aims at good price and high value position. IBM also wants to get competitive advantage from this positioning. What is more, using high services to add value can help IBM to increase the brand image- which is hard to be copies. Portfolio Analysis: Portfolio Matrix IBM used to focus on the PC business. However, to conduct its strategy effectively, it sold PC business several years ago. As shown in Portfolio Matrix, server is just a small business to IBM at that time and in the ‘Question Mark’ of the Matrix. And now, it becomes the ‘Star’, where IBM invests a lot of money in. The money needed of the investment is generated from ‘Cash Cow’- the services of IBM. Service sector occupies huge amount of the total revenue of IBM. IBM tries to use this strategy balancing the ‘Cash Cow’ and ‘Star’ and also to be a stronger player in server market. Risk Analysis As mentioned in the Portfolio analysis, the invest will be supported by the money generated from service sector- Cash Cow. Research Papers on Industry analysis for IBM server marketPETSTEL analysis of IndiaIncorporating Risk and Uncertainty Factor in CapitalThe Project Managment Office SystemAnalysis of Ebay Expanding into AsiaOpen Architechture a white paperDefinition of Export QuotasResearch Process Part OneTwilight of the UAWMarketing of Lifeboy Soap A Unilever ProductInfluences of Socio-Economic Status of Married Males