Monday, November 25, 2019

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.

Thursday, November 21, 2019

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

Wednesday, November 20, 2019

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

Monday, November 18, 2019

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

Saturday, November 16, 2019

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.

Wednesday, November 13, 2019

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...

Monday, November 11, 2019

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.

Friday, November 8, 2019

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

Wednesday, November 6, 2019

Short Stories Study Notes Essays

Elements of Fiction/Short Stories Study Notes Essays Elements of Fiction/Short Stories Study Notes Paper Elements of Fiction/Short Stories Study Notes Paper Falling Action: working towards the resolution Denouement/Resolution: knotting of the plot Plot Manipulation: an unmotivated action by a character or when the author relies too heavily on chance or coincidence to bring about the solution to the conflict Conflict Man vs.. Man against another character or society Man vs.. Nature external forces Man vs.. Self conflict with some element of his own nature Protagonist: the central character in the conflict Antagonist: the forces opposing the protagonist (people, things, society, traits of the character) Motivation: what causes a character to do what he or she does. Character Flat: one-two traits. A minor character Round: complex, many-sided Realistic: complex and realistic in choices/life Stock: stock or stereotyped character that is obvious and known Dynamic: undergoes a significant change Foil: a character whose qualities/octagons serve to emphasize another character by providing a strong contrast Point of View Omniscient: 3rd person narrative. The author gets into the heart and mind oft+ characters Limited Omniscient: 3rd person narrative, but the author only knows the thoughts and feelings of one character. First Person: the author disappears into one of the characters who tell the story Objective: the author disappears into a camera- like state. It Is only recording what is seen and heard, but cannot comment, interpret, r enter a characters mind Theme Theme should be expressed in the form of a statement, and should be about the subject. Ex. Schooling mainly has more rewards than frustrations. Should be general and shouldnt use names from the story Avoid using absolutes: never, always, every but rather use sometimes, may in order to develop the human nature Insight (universal and a greater scope to the story) MUST NEVER be reduced too click © Moral and theme are never Interchangeable. A moral Is some rule of conduct being taught in a story and is applicable to most people. Theme is more than what you can see from above. Setting and Atmosphere The time and place of a story. The setting needs to be questioned as what impact does the setting have on a plot, conflict, character, theme, etc. Atmosphere can be determined by the readers initial EMOTIONAL reaction to the story. Atmosphere Is Creepy, unnerving, and silencing Irony Irony is the method of expression in which intended meaning is opposite or different from that expressed. It provides depth of meaning and impact, but can also add moor Verbal Irony: occurs when what a character says or believes contrasts with what the character actually means Dramatic Irony: occurs when what a character says or believes contrasts with what the reader or other characters know to be true Situational Irony: occurs when what finally takes place is different from what was expected or seemed appropriate.

Monday, November 4, 2019

Innovation and Entrepreneurship - Business Plan Assignment

Innovation and Entrepreneurship - Business Plan - Assignment Example r is going to produce high quality and natural fruit juice using three different fruits appropriate for every age group and will be based on the fact that fruits and fruit juices are popular among Kuwaitis. The fruit bar will serve coconut, pure melon, and sugarcane juice in clear cups in a way that no one in the market is doing. The target market for Fruiti Oasis Juice Bar is the upper and middle class people of Kuwaiti City, particularly those who are working in the City for both males and females. The business will be able to target the elderly who do not want to take additional and fancy ingredients, as well as the younger generation between 25 and 45 who would are increasingly health conscious. Moreover, there are mothers who do not want their children to use products that are unnatural. It is the business management’s opinion that this will allow the juice bar to target a wide range of demographic customers, including children, young people, and the elderly. A PEST and SWOT analysis are also carried out to determine market suitability. Kuwaiti City does not have exclusive juice bars and, although businesses like ice-cream parlors, bakeries, fast-food shops, and restaurants also serve fruit juices, they only do so as an alternative to their main business. Kuwaiti City does not have exclusive juice bars and, although businesses like ice-cream parlors, bakeries, fast-food shops, and restaurants also serve fruit juices, they only do so as an alternative to their main business. Media used for promotion will include billboards, newspapers, and the internet. The business will be located in a highly visible retail location, which will either be within a mall-type setting in an area with high traffic or as a stand-alone property that is in an area with high human traffic. This property is going to be a rented one because it would be unwise to buy property, as property prices in Kuwait City are very high. With regards to layout, the logo for the company will be

Saturday, November 2, 2019

Culture Clashes in the two novelsThings fall apart Chinua Achebe and Term Paper - 1

Culture Clashes in the two novelsThings fall apart Chinua Achebe and Lolita Vladimir Nabokov - Term Paper Example The following essay is an effort to portray the clash of cultures as the main protagonists interact with the people of different culture, the difficulties they face and the differences they experience. Igbo Okonkwo is a Negro whose interaction with British colonialists’ causes much of chaos in his life and the same is true with Humbert who is unable to understand what is going on in Lolita’s life. In both the novels, protagonists’ lives end in misery making us to think about our lost roots of heritage and our own identity. Chinua Achebe tells us the life of an Igbo who has himself experienced and seen culture of the people falling under the walls of the British colonial power. When British and other whites interfered in simple lives of Africans, it brought chaos and disturbance in their cultural and religious lives. Throughout the novel, people are seen facing conflicting situations in their daily affairs and even in their religious lives. Okonkwo is both a good farmer and a warrior and has gained two titles for his clan; has three wives, is owner of two barns full of yarns and a considerably big house revealing his achievements. He has got this success because of his father’s failures in life, which shows us type of the difficulties he must have borne in his life. He is revered and respected by his clan, as per his custom â€Å"Age was respected among his people, but achievement was revered.  As the elders said, if a child washed his hands he could eat with kings† (Achebe 6). While in Lolita, when Humbert of European origin and Charlotte Haze as well as Lolita, both Americans, get to know each other, it leads to conflicting situations in their lives. The glamour and intellect of Humbert fascinates Charlotte while on the other hand Humbert laughs at the superficial aspects and civilized nature of the Americans. He looks at Charlotte not more than a simple housewife whereas considers Lolita as a sexual symbol. He is