Eastman Kodak Companys Strategy

Eastman Kodak Companys Strategy Executive Summary The purpose of this management report is to analyze the strategy used by Kodak otherwise known as Eastman Kodak Company. Kodak is the world’s leading company when it comes to imaging innovations and products. Kodak provides imaging technology as well as products and services to the image and photography industries around the world.Advertising We will write a custom report sample on Eastman Kodak Companys Strategy specifically for you for only $16.05 $11/page Learn More Some of the company’s products and service include retail printing kiosks, digital cameras, picture frames, online imaging services, image scanning equipment and photographic paper. The report will cover background information on the company by looking at the history of the company as well as the industry in which the company operates in. The various environments in which the company operates in will also be assessed in this report by conducting an environmental assessment or a PEST analysis of the political, economic, social and technological environment for the company. The report will also focus on Henry Mintzberg’s 5P’s for business strategies which include pattern, position, perspective, plan and ploy. Introduction Eastman Kodak Company is a US corporation that specializes in the production of photographic products and equipment. The company’s operations have been divided into four segments which include digital and film imaging, graphic communication, commercial imaging and health sector (Kodak Patents 2010). The major Kodak products include Colorburst, Kodamatic, Kodak DCS 100 and DCS DSLR, digital picture frames such as the Kodak smart picture frame, image sensors in digital cameras such as the Leica M8 and the KAF-10500 image sensor, document imaging and scanners as well as movie pictures and TV production (Kodak 2010). George Eastman, who was the founder of Kodak, introduced the first camera to the world in 1 888 that allowed people to capture special moments in still formats. Since then, Kodak has been the main provider of imaging, photography products and services as well as photography equipment such as cameras and picture scanners (Murat 2008). Kodak’s Strategy and Business Industry The company took aggressive steps in 2003 to re-invent itself to be a stronger and diversified company in the photo imaging industry by leveraging its operations to focus on the core businesses to ensure that its customer base had access to quality imaging and photography products/ services (Kodak.com 2004). In 2008, the company experienced a significant growth as a result of a five year restructuring program that would see its business strategy changing to improve revenue and profit margins.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More As a result of the restructuring exercise, revenues from the digital businesses grew by double digits for four consecutive quarters between 2007 and 2008. The decline in revenue for the traditional segment of the company’s business was seen to be in line with the restructuring program which was meant to shift the operations of the business from traditional to more innovative and modern digital businesses (Kodak 2010). The restructuring exercise saw the company investing $4 billion dollars in research and development activities that would see an increase in its digital businesses. The $4 billion investment was also used in acquiring several small businesses that had been successful in the digital imaging industry to improve the company’s market share as well as improve its technological innovations and services. The restructuring exercise saw Kodak developing new business strategies that included expanding the digital segment of the company in both retail and home locations. This would see the development of photo kiosks and mini photo labs as well as the development of printer docks that would ensure the easy transfer of images from digital cameras to printers without the use of a computer (Gia 2008). The photographic equipment and supplies industry has changed in recent times to be known as the imaging industry. The current imaging industry defines companies according to whether they have innovative and novel technology instead of whether they have the best equipment or supplies in the photography industry. The major association that manages the imaging and photographic industry is known as the International Imaging Industry Association (I3A). The purpose of the I3A is to enable the use of imaging activities to simplify and enrich the lives of ordinary people through the use of visual experiences (I3A 2010). The association brings together various members who have invested in the imaging and photography industry to ensure that the appropriate imaging standards have been met. The International Imaging Industry Association is viewed as the global imaging ecosystem that is meant to make the creation and production of visual images easier and simple. Companies such as Kodak, Sony and HP have the power and authority to connect and collaborate with other leaders in the imaging industry to deal with any imaging challenges that might arise (Service Architecture 2010). Internal Environmental Analysis SWOT Analysis Like any other company, Kodak has strengths, weaknesses, opportunities and threats. The table below shows a SWOT analysis of Kodak Company (Gia 2008)Advertising We will write a custom report sample on Eastman Kodak Companys Strategy specifically for you for only $16.05 $11/page Learn More Strengths Major player in the imaging and photography industry as it is the top three provider of image and photography products and services. Wide product portfolio that covers digital products and online photo galleries. The company has a strong brand name and brand affinity. Kodak has a core competency in both traditional and digital photography and imaging business. The company has the financial capability to invest in research and development activities for new digital products. Kodak has a multinational market presence in over 100 countries around the world. This has enhanced its global distribution capability. Weaknesses Kodak lacks technological leadership as it mostly focuses on competitor innovations especially in the digital industry. The company lacks detailed and clear strategies that can be used to convince stakeholders and investors to invest in Eastman Kodak. The company has weak strategic alliances and partnerships that have not been successful in the past. For example the failed alliance between Hewlett Packard (HP) and Lexmark. Kodak has weak innovation capabilities in its other business segments apart from its digital technology segment. It has a lower financial power when compared to its competitors such as Sony and HP. The company is behind technology wise when it comes to the quality of its digital printers and mini labs as well as its online photo imaging services Opportunities There is an increasing demand for digital photography products and services. There are new emerging markets and countries for Kodak’s business operations which include China, India and Russia. Kodak has the opportunity to expand its product portfolio to meet its customer’s needs. The company has expanded its digital camera and printer market to meet the increasing demand for digital technology. It has also expanded its operations to include online sales as a result of an increased demand in photo online services. Kodak has acquired smaller businesses to gain a market share in the image and photography industry. The company has expanded its operations to cover the expensive digital market for cameras and photo imaging services. Threats The increasing development of devices that incorporate digital camera features has threatened the company’s camera production segment. The shifting tastes and preferences of consumers in today’s constantly changing market has made it difficult for the company to keep up with these trends. The availability of substitute products from companies such as Sony, Fuji Film and HP has threatened the company’s products and services. The digital photography industry has experienced a high growth rate but the profit margins are still very low. The company faces the threat of new competitors from countries such as China and the Middle East. The weak economy and the recent global recession affected the operations and business segments of the company Kodak’s Financial Performance Kodak has been identified by financial analysts to be the second largest company after Canon that produces photographic products and services in the photographic equipment and supplies industry. The company has a market capitalization of $8.1 billio n when compared to that of Canon which has been estimated to be $58.4 billion (Seed 2006).The financial performance of the company as at 2008 saw the company’s net sales decreasing by 9%. This decrease was mostly attributed to the global economic recession whose effects were being felt as early as 2007. The fourth quarter of the company’s financial year of 2008 saw its revenues decreasing by 24 percent which was lower than that of the previous year. The impact of this downturn in its revenues was severe to the company’s financial performance as it usually experienced high sales returns during the last four months of its financial year. The revenue downturn was mostly caused by the declining sales in Kodak’s Film Capture and traditional photofinishing products. This decline in sales was however offset by the company’s increasing sales volume in document imaging and consumer digital imaging products such as digital capture devices and consumer inkjet systems which experienced an increased growth in 2008. The gross profit of the company declined in 2008 due to the decline in its sales volumes as well as the unfavourable price mix in its business segments. The tables below show the net sales, profit margins and income tax benefits of the company for the year ended December 2008 (Kodak Financials 2010). Income Tax Benefit (dollars in millions) For the Year Ended December 31, Loss from continuing operations before income taxes Benefit for income taxes Effective tax rate 2008 ($874) ($147) 16.8% 2007 ($256) ($51) 19.9% For the Year Ended December 31 Change Vs. 2007 2008 Amount ($) Change vs.2007 Volume Price/mix Foreign Exchange Manufacturing and other costs Total net sales 3,088 4.9% 8.6% 14.6% 1.1% n/a Gross profit margin 19.2% -6.3 pp n/a -13.4pp 0.7pp 6.4pp (Source: Kodak Financial 2010) GAP Analysis: Kodak’s Resources and Capabilities The company’s has a variety of resources and capabilities t hat have given its products and services a competitive advantage over its competitors. The table and graph below show the various resources and capabilities of Kodak. Kodak’s Resources Kodak’s Capabilities Code Importance Strength Code Importance Strength Technology R1 8 8 Environmental management C1 8 4 Brand Name R2 9 8 Government Relations C2 4 6 Distribution R3 10 10 Imaging Capabilities C3 8 10 Financial resources R4 7 10 Sales and Marketing C4 8 9 Image sensing R5 10 8 Research and Development C5 10 10 KODAK’S GAP ANALYSIS Technological development C6 7 9 Colour management C7 8 8 Market share C8 10 9 New product development C9 7 4 Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More FAR Analysis When analysing the functional areas of Kodak, two main areas of interest are usually considered; product development and sales and marketing. In Kodak’s product development, the design team is usually focused on creating products that are innovative and more superior to those of the competitors in the imaging market. Digital cameras which are a major innovation for the company have seen a lot of development where designers and developers of the product focus on creating cameras that are easy to use and compatible with other products such as computers and printers (Seed 2006). Kodak has continued to add value to its products by continually investing in research and development activities that will see its innovations being superior and unique to those of its competitors. Kodak’s EasyShare camera line demonstrated the ability of the company to produce a camera that was simple and easy to use as well as of a high quality when compared to the other digital cam eras in the market. The EasyShare digital camera ensured that the company was able to achieve brand recognition and brand affinity within the imaging and photography industry. It enabled Kodak to move away from the traditional line of photography and equipment to a more modern and unique product line (Seed 2006). Under the development segment of the company is production which deals with the actual development of the product designs and innovations. Kodak pursues a high cost strategy when it comes to its product innovations which are meant to ensure that the best materials and designs have been used in the development of high quality digital cameras. The second area of the company deals with sales and marketing where the company employs the use of various marketing tools and strategies to market its products. The photo finishing kiosks are a major marketing tool for the company as they cater for photo editing of customers digital images and they also offer complementary products suc h as free memory cards for storing the digital images as well as free photo printing paper. The online photo sharing sites such as Ofoto are valuable marketing tools for the company as they allow customers to create and share their pictures with other users which increase the appeal for Kodak digital products (Seed 2006). Another segment that works in conjunction with sales and marketing is distribution. As with any other company distribution plays an important role when it comes to making the products of a company available in the market. Kodak places a lot of emphasis of on-time deliveries, inventory management and good supplier relations. The company however pursues a low-cost efficiency strategy in its distribution activities as it has placed a lot of emphasis on product research and development. The company utilises the strategy of placing value of the quality of the product rather than on its availability during its distribution activities (Seed 2006).The diagram below represe nts a FAR analysis of Kodak based on the two areas of focus which are development, sales and marketing Mintzberg’s 5Ps for  Strategy The varied definitions of strategy have made it difficult to pinpoint a specific definition that can be used to explain the concept of strategy. Because of this, Henry Mintzberg came up with the 5Ps that could be used in explicitly defining the term strategy. These 5Ps include plan, ploy, pattern, perspective and position (Frankenberger 2006: McCabe 2010: Davies and Ellison 1999). Plan defines strategy as an intended course of action or guideline that is developed by an organization or company to deal with a given situation (Gane 2007). Plan describes strategies to be actions that are formulated purposefully and consciously in advance to deal with situations that are meant to happen or about to happen (Institute for Manufacturing 2010: Morden 2004). Strategies that are defined by plans are intentionally organized to take place as they ensure that the progress of projects and activities has been predetermined and the expected outcomes have been projected (Tiwari 2009). Strategies that include the use of plans involve developing schedules that can be used in product developments and launches, company acquisitions and mergers, investment activities and financial ventures, human resource training programs and downsizing in companies (Campbell et al 2002). Kodak has developed a planned strategy known as the content strategy that is used in its overall marketing strategy. The content strategy is focused on two aspects one of which is creating content that showcases the products and services that the company uses in its business operations. The tips and projects centre has been identified as the perfect example of the content strategy as it involves the use of inspirational photo essays, imaging projects and photography tips in developing the company’s content for its new product innovations and services (Hoehn 2009). T he second aspect that is considered under the two pronged content strategy is the aspect of distribution which focuses on distributing the created content through the various channels of the company. The company has developed the Kodak distribution channel information portal to distribute the created content (Yunhao 2005). The distribution channels used by Kodak include blogs, social networking sites, company websites and partnership sites The Company also has a distributed publishing model that involves various bloggers and the company’s employees posting their comments about the company’s new products and innovations in the publishing model. Mintzberg and Ghoshal (2003) describe a ploy as a manoeuvre that is used to outwit a competitor, a rival or an opponent in a certain activity or industry. Ploy as a strategy is used as a short term goal for companies because a ploy usually tends to have limited objectives and goals. Ploys are also subject to change within short n otice given their short term nature and also given the varying reasons for using the ploy in the first place (Kew and Stredwick 2005). Ploy’s usually operate within the context of competition and competitive rivals within a specific industry where a company tries to eliminate its competition through the use of ploys such as a reduction in commodity prices and introduction of new products into the market (Chappelet and Bayle 2005: Gronfeldt and Strother 2006). Kodak has used various ploys within the imaging and photography industry to try and gain a competitive edge over its rivals in the same industry as well as increase its market share. Such ploys include the activation of numerous fronts during major sporting competitions such as the Olympic Games and the World Cup, the use of blogs and social networking sites to market its activities, the promotion of the Kodak brand during the season finale of the Celebrity Apprentice show and the showcasing of the company’s prese nce in golf through the incorporation of the Kodak Challenge which is a fantasy game (Hoehn 2009). Mintzberg et al (2005) describe pattern as behaviour of strategy that describes the level of progress that has been made after a particular course of action or form of behaviour has been adopted by an individual or a particular company. Strategies that are patterns have been viewed to just occur as a result of consistent and inconsistent behaviour (Bilton and Cummings 2010). Pattern defines strategy as a stream of planned actions and behaviour that is consistent and intended. Strategy as a pattern is different from that of strategy as a plan because patterns are viewed to be strategies that have been achieved or realised while plans are strategies that have been identified and intended for action (Evans et al 2003: Wagner 2006). Patterned strategies are therefore those actions that have been developed without any intention or deliberation (Bilton 2007: Ehrnreich 2004: Tate 2009). Patte rn strategies are mostly common in small businesses such as scrap dealerships and scrap metal collection agencies. Such businesses operate on the premise of buying as much scrap metal and materials as they can meaning that they do not need any type of strategy or plan to purchase scrap metal (Simons 2005). These businesses however cannot buy old and used plastics because these purchases will be outside their pattern of business behaviour. Such patterns are therefore deemed to be unconscious strategies because businesses do not realise that they are following any consistent pattern (Smith et al 1999). The definition of strategy as a position is described as locating an organization in a particular environment. Strategy through the use of position describes the mediating forces that are used to match the functions of the organization within the industry or environment that it operates in (Marx 2004: Dinsmore and Brewin 2010). Mintzberg views a position strategy to be appropriate when the most important aspect to an organization is how it relates to its competitors, investors, stakeholders and employees. An organization that incorporates the use of position strategy usually seeks to defend a particular position within a certain market segment and industry (Capon 2008: Morris and Pinto 2007). Kodak has developed its position in the photography and imaging industry by being the first company to develop photographic equipment that incorporates the use of sensory technology (Northeast 2007). It has also established its position in the imaging industry by focusing its products and services on specific industries and companies. Kodak has developed products for educational institutions such as Kodak scanners and integrated imaging equipment that are used during course training and practical applications. The company has also developed services for financial institutions that incorporate the use of digitized microfilms used to create, store and protect financial data tha t is irreplaceable in nature. Kodak has also developed products for health institutions and public hospitals that are mostly used in maintaining patient medical records and also for taking body X-rays (Kodak Graphics 2010). The definition of perspective strategy is that it is a chosen position and a perceived notion that the company has of the general world. Mintzberg (2007) describes perspective as a view that an organization has of its internal and external environment. Perspective strategy is important as it enables a company to formulate objectives and goals that can be used to achieve business operations through the optimal use of company resources (Magalhes 2004: Carsrud et al 2007). Perspective determines the patterns of behavior of the company as it outlines the intentions of the employees and the company as a whole. Perspective strategy involves the incorporation of employee’s ideas and intentions into strategic plans to achieve business goals and objectives (Lechner 2005: Clausen 2003: Buytendijk 2010). Kodak practices strategies that are perspective in nature. It has developed distribution channels for its products and services that incorporate the ideas of its workers and employees. These channels include the social networking sites as well as company blogs where employees are able to post their comments about particular products and services that the company wishes to introduce to the imaging market. These opinions and comments are usually published by the company in its distributed publishing channel after which these channels are used in the creation of content analysis for the company’s products (Phillips 2004). PEST Analysis PEST analysis which is also known as environmental analysis is the assessment that a company performs on its external environment. A PEST analysis involves looking at the political, economic, social and technological environment in which a business operates in (Qin 2009: Tovstiga 2010). Despite the fact that many organizations view environmental analysis as an important activity, such an analysis ends up making a minimal contribution to the overall operations of the business. This is mostly based on the fact that many organizations view the environments in which they operate in to be volatile and uncertain. This limits their ability to control the impact of the environment on the company’s operations (Bensoussan and Fleisher 2008). These environments also have indirect effects on the operations of a company which leads to minimal outcomes of environmental analysis (Smith and Raspin 2008). Despite all of these aspects conducting a PEST analysis is an important activity for many companies as it ensures that the company has knowledge of its external environment (Gregory 2000). A PEST analysis usually allows a company to conduct a SWOT analysis more easily because it assesses the external environment of a business. It is therefore important for a business to conduct a PEST analysis b efore it performs a SWOT analysis (Applegate and Johnsen 2007: Grant 2005). Political Environment As the imaging industry continues to undergo new technological innovations and services, the company has been faced with the problem of patent infringement and patent law suits. This has been because the various imaging technology and equipment developed in the industry is similar for all companies which makes it difficult to establish the company that had the original patent (Mendes 2010). Patent infringements are common in the imaging industry because of the similarity of products and services that are produced by each company. As a result of this Kodak was involved in a patent infringement with Sony because of the similarity of cameras and photographic equipment that were produced by both companies (Digital Photography 2004: Gustavson 2009). Kodak launched a patent law suit against Sony for breaching 10 of its patent rights when it came to its digital cameras. The company alleged tha t Sony used technology invented by Eastman Kodak in developing its digital cameras that incorporated the use of image compression and digital storage hardware (BBC 2004). Privacy is another political environment that has impacted on Kodak’s business operations. This has mostly been attributed to the fact that digital technology in the US has become smaller and more compatible with equipment that is used on a regular basis. Digital imaging equipment has been incorporated into equipment and technology that is commonly used by ordinary US citizens. Such equipment includes mobile phones that now have camera features as well as photo editing and image viewer technology. These devices are easily available in the technology market and they have been used for activities that invade the privacy of other people (Seed 2006). Economic Environment The economic environment of Kodak has shown that the company’s products are used by both individual and industrial consumers. Individual consumers have recorded a high purchase of pocket digital cameras developed by the company for their own personal use while the health sector has been identified as a major buyer of Kodak’s imaging and scanning equipment. As much as many people own pocket cameras and photographic equipment, the high inflation and interest rates as well as the recent global recession have made most high end Kodak products to be considered a luxury item for most customers (Khosrowpour 2007). The increasing inflation rates which were as a result of the 2009 economic meltdown saw a decrease in the disposable income which forced many people in the United States and the rest of the world cutting down on their spending. This meant that people only spent on what they could afford and what they considered to be important. This saw a curb in luxury spending which in turn affected digital camera sales in Kodak (OECD 2009). Such high inflation and interest rates will also affect the spending of industri al consumers such as health institutions and government offices that are the main consumers of the company’s imaging and scanning technology (Barnwell 2006). Since companies make their capital expenditures on borrowed funds, they might have to postpone their borrowing because of the high inflation rates. This will mean that they will not have enough money to purchase any of the company’s products (Gwartney et al 2009). The company will also be faced with other economic factors such as decreasing growth in film sales. As the world embraces digital technology, film photography is projected to be obsolete in the next ten years as more people switch towards digital photography and technology. The company’s current strategy has been to invest the revenues it earns from film sales to be used in the development of digital products (Reliable Plant 2010). This strategy will however be difficult to achieve given the current slow film sales that are being experienced in th e digital market. These sales have also been affected by its competitors who have developed far more superior products than the company (Barney and Hestelry 2006). Technological environment The imaging and photography industry is one that experiences fast technological innovations and developments meaning that the company’s technological environment is one that is subject to a lot of changes (Kurtz et al 2010). Such a high degree of technological innovations has mostly been driven by a need to have imaging devices that incorporate the all-in-one features (Worthington and Britton 2006). Consumers in this environment have shown that they prefer equipment that incorporates all features into one device. Consumers now prefer to have mobile phones that have camera and photo imaging features incorporated into them (Schweibenz and Cabral 2010). Many mobile phone makers around the world are developing products that have more advanced camera works into their mobile phones. For example Nokia’s smart phones have digital camera features that allow the users to take digital images as well as create, edit and view these images (Turner 2010). Such technological innovations have therefore had an impact on Kodak’s operations given the high demand for all-in-one devices that mostly incorporate digital camera features (Fullen and Podmoroff 2006). The growth of integration and portability in the imaging market has increased the need to constantly replace technology with newer innovations. Kodak has been faced with the technological challenge of constantly updating its products to ensure that they remain relevant within the imaging industry. While a 1.3 Mp camera might have experienced high sales five years ago, the same cannot be said for the camera now as higher mega pixel cameras are being introduced into the market (Kodak Store 2010). Kodak’s processing kiosks have also experienced slow growth and film sales as a result of the digital printing of ima ges where consumers load their images onto memory cards or mass storage devices for printing. The availability of color and image printers has made it easier for people to print their images at their convenience at cost. This has led to a marked decrease in the number of people that visit the company’s image processing kiosks to have their pictures printed. The technological environment has therefore affected the growth of the company given the high rate of technological innovations in the market that make it easy to create, store and produce a digital image (Kodak Kiosk 2010) Social Environment The social environment has impacted on the business operations of Kodak through the proliferation and increasing use of social networking sites. The world has experienced an increasing growth of Internet communities and networking sites where millions of people join to discuss and share their opinions about certain issues that might be affecting them (Quick MBA 2010). These sites have affected the operations of Kodak because they incorporate features that allow users to edit and upload their photos to these sites. These sites also have photo sharing capabilities that allow users to share their images with other users. Such features limit the need for Kodak photo sharing and photo editing products (Zastrow and Ashman 2010: Thomases 2010). The social environment has also affected the operations of the company because of the cultural diversity and beliefs that various countries hold around the world (Zastrow and Ashman 2010). While many countries have embraced technology such as digital cameras, others view these devices to be an invasion of their privacy especially in countries that limit the photographing of national symbols and statues. This impedes the sale of the company’s products to these countries because of their view of imaging technology as an invasion of personal privacy (Osborne and Brown 2005: Anderson et al 1999). Recommendation In order for K odak to become the world leader in the production of digital imagery products and services the company should intensify its strategic alliances with other companies within the industry to ensure that it increases its market share. The company could also share its brand name and logo with other companies such as Sony, Canon or Fuji film especially in its low performing product lines such as the digital scanners. The company should also consider expanding its operations in countries such as China and India as well as other eastern countries that have continued to experience rapid growth and developments especially in their technological industries. Kodak should also consider acquiring technology firms that have demonstrated an increased rate in the production of technological innovations to ensure that it has up to date digital products. Conclusion The 5P’s for strategy have shown that the company has incorporated the use of various strategies to achieve its business goals and objectives. The PEST analysis has however shown that the company faces a tough external environment that might affect its business strategies and objectives. The company therefore needs to reassess its business strategies and goals to deal with the external environmental factors that might affect its business operations to ensure that it remains relevant in the current competitive environment as well as survive the external pressures. References Applegate, E., and Johnsen, A., (2007) Cases in advertising and marketing  management. Maryland, US: Rowman and Littlefield Anderson, R.E., Carter, I.E., and Lowe, G., (1999) Human behaviour in the social  environment: a social systems approach. New York: Transaction Books BBC (2004) Kodak sues Sony in patent row. Available at: http://news.bbc.co.uk/2/hi/business/3547689.stm Barney, J. 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Explanation of the remarkable popularity of broad casting in the US Essay

Explanation of the remarkable popularity of broad casting in the US and Canada after 1922 - Essay Example By the time that the end of 1922 had come to pass, there were 570 radio stations licensed to operate within the United States (Lenthall, 2007). The birth of broadcast advertising and a way to profit had created an industry that spread rapidly throughout the nation. Advertising was not the first way in which radio was commercialized. Companies like Westinghouse set up broadcasting centers in order to promote the sales of radio equipment to the average consumer. The company was creating demand for radios by creating broadcasting that would appeal to people across demographics (Turow, 2010). One of the amateur broadcasters that were working for Westinghouse began to sell part of the air time to companies so they could use the medium to make money. This began the idea of broadcasting advertising and Westinghouse thought this was a good way to create a new stream of revenue (Lenthall, 2007). As with most inventions, they only have social value if there is a good way to commercialize an in dustry with them. People were given free access to broadcasting as long as they had the right equipment, which the cost of the equipment was the first cost. The second cost was time. Time was given in listening to commercials in exchange with the free entertainment provided during the rest of the minutes spent listening. The costs associated with listening through advertising is referred to as â€Å"the opportunity cost of listening† by Turrow (2010, p. 129). The opportunity is given to businesses to capture the listener’s attention in order to give them the chance to pitch their product. By the 1930s, 30% of the stations were owned by CBS and NBC with 90% of the power that radio gave them placed under their control. The era of the major networks was growing quickly and the culture that had been ignited that would soon be addicted to media was learning how to manage their access to the world through broadcast radio. Broadcast radio created the idea of serialized public entertainment that was accessible without having to read it. Even with the depression era raging in devastating waves of destruction, people were buying radios and ownership of the radio rose from 40% of the population to 80% by 1940 (Lenthall, 2007). The need to know outweighed almost all other aspects of society, just as it does now. The media was gaining its power through showing the world what it meant to have immediate access to information. The iPad was launched just about the same time that the economic downturn was in full swing in the last decade. It was launched to outrageous success. The need for new technologies and ways to communicate seems to outweigh all other aspects of life and provides a solid revenue stream when it is new no matter what the economic status of the nation. Resources Grant, A. E. & Meadows, J. H. (2012). Communications technologies, update and fundamentals. Abingdon: CRC Press. Lenthall, B. (2007). Radio’s America: The great depression and ri se of modern mass culture. Chicago, IL: University of Illinois Chicago Press. Turow, J. (2010). Media today, third edition, 2010 update: An introduction to mass communications. Abingdon: Routledge. 2. what are the relative advantage of national networks in comparison to local stations, and vice versa? Which

Integrated Systems Management Research Paper Example | Topics and Well Written Essays - 750 words

Integrated Systems Management - Research Paper Example It rather refers to a situation whereby there is a pact in the delivery of all components of the business. It is actually this characteristic of integrated systems management that makes it suitable for not just a limited group of companies or business openings but all businesses. Caution must also be taken in identifying what needs to be integrated and what needs to be left out. In their opinion, the Chartered Quality Institute (2012) states that an integrated systems management â€Å"should integrate all currently formalized systems focusing on quality, health and safety, environment, personnel, finance, security.† In the present study, the use of integrated systems management in facility location is going to be assessed into detail. Stage One: Is location predetermined? Location management is an important practice in every integrated systems management that aims at facility location. This is because a comprehensive location management would ensure that a great deal of cost b enefit analysis is done of all available locations so that the best choices can be made (Gilpin, 2002). Location management can therefore be said to ensure that the best value is got of a place in terms of determinants such as labor, transportation and market availability. In some unfortunate situations however, location managers tend to be arbitrary in their management tasks. What this means is that they use predetermined factors to judge between available options of locations to make their selections. Commonly, location managers use certain logics to justify their reason for predetermination of location. Some of these logics include the thinking that an appropriate location of a factory should be close to a source of raw material. Another includes the thinking that a service industry must be close to a market it served. Again, they may come up with the argument that dependencies like fuel and energy must be catered for within the location. However, these are major misconceptions t hat defeat the very impetus of location management. Indeed, for the company I work for, effective location management is achieved by ensuring that location managers make use of primary rather than secondary data. This means that they are always admonished to on the ground to gather empirical data. Stage Two: Solving a centralized versus decentralized location problem To solve a centralized versus decentralized location problem in a facility location system, project managers and all concerned stakeholders would be thinking of a cost benefit analysis in terms of production cost as against distribution cost. In some schools of thought, it is actually held that centralized versus decentralized location refers to pre-production and production cost against post-production cost; whereby pre-production and production cost cutting suits a centralized location whiles a post-production cost cutting suits a decentralized location. For the company in question, there are two major options availab le and these are either to locate a single location point where all production and distribution will be done from or to locate several regional location points where production and distribution will be done from. However judging from the fact that the cost of production has relatively being high than the cost of distribution due to the fact that the

Triple Constraint of Project Management

Triple Constraint of Project Management What Is The Triple Constraint Of Project Management? A project can be described as a temporary endeavour that is geared towards accomplishing a unique and desired product, service and/or result. For the project to be successful in attaining its objectives, triple constraint management is imperative. The management involves schedule (time), scope (performance) and budget (cost) management (Marchewka, 2009, p. 15-18). Describe Each Of Triple Constraint Management Elements: Time: Project is a temporary endeavour; hence it must have a definite time frame, involving a definite beginning and estimated completion date. Some projects may have immovable date by which the project must be complete while others may be flexible. In time frame, there are some issues that will have specific deadlines. For example, be complete on or before 29th March 2010. Some will have more urgency, like â€Å"soonest possible,† while others will have lesser urgency like â€Å"take your time†. The phases that should be involved in project time frame include: when to define project goal, when to plan, when to execute the plan, when to close and finally when to evaluate the project (Marchewka, 2009, p. 15-18). Budget: Every project operates within a definite budget, which is also known as project cost management. The cost management provides an assurance that the budget of the project is developed as well as completed as approved. The budget should cater for equipment capital, consumable supplies, daily cash expenditure, personnel payment which include team allocated resources and the overhead cost. The budget should also have miscellaneous allocation for unexpected mishaps and requirements. The budget is limited to every item in the entire project (Meredith, 2009, p. 10, Marchewka, 2009, p. 24-26). Scope: Every project should have a total of all deliverables that are required for project completeness. Project scope includes the details of all the products, and services and the expected results. The scope details all the works that must be completed in order to achieve the goals of the project. The project scope explains what is to be done, why it going to be done, how its going to be done, the people who will be involved in doing it, the duration for doing it, the cost for doing it, what man go wrong and the response to it, and measures to evaluate the success of the project (Marchewka, 2009, p. 18-20). Why It Is Important To Manage Them Both Separately And Together Through The Life Of A Project? Its notable that projects have a very big percentage of resources directed to human resources. The labour cost makes the total budget increase immensely. Scope schedule and budget have to remain in a sort of equilibrium so as to support a specified project goal. Separate management on the other hand enables each element to offer its best, without hoping that the others will balance out the equation. For example time element will not hope that the scope will be adjusted to accommodate lateness and scope will not await adjustment of budget to allow for a divergent scope (Marchewka, 2009, p. 14-17). Why Is It Important To Align Projects With Business Strategy? A project is a temporary endeavour that is aimed at achieving some unique and desired product and/or services to accomplish the purpose of the project, while on the other hand a business strategy is the pattern or plan which integrates an organizations primary goals, policies as well as activities into a cohesive whole. Business strategy pulls together while giving meaning to all that an organization does. A business strategy that is well organized facilitates the organization of all resources to become a unique and viable force that is based on the competencies as well as the shortcomings of the business organization on projected changes activities by competitors and the environment (Marchewka, 2009, p. 3). Its imperative to align a project with the business strategy as accomplishment of many business or organizations objectives are being achieved through projects. There are many projects that fail to advance the overall vision of a business simply because they were not in line with the goals of the business. In other words they fall outside the business stated mission hence irrelevant to the business. Its therefore important for every project to start by analysing the overall objective of the organization so as to direct the project towards achieving the minor goals as well as the major goals that do not divert from the mission of the project (Meredith Mantel, 2009). Alignment of a project to a business strategy enables the project planners to evaluate the cost of the project versus the total business capability to host the project. Rationality is applied in tabling or arguments of the effect of such a cost in relation to the business strategy. In a situation where the budget of the project surpasses the business capital base, the imbalance may lead to debts to the business consequently destabilizing the balance of the business (Meredith Mantel, 2009). Alignment of a project to the business strategy facilitates lowering of the cost of learning the project. This is because there are many types of equipment that would be required in the project but they are readily available in the business. The establishment of project will therefore not start from scratch. There are some human resources that can also be drawn from the business; people with a bit of experience hence will not require too much training in running the affairs of the project (Cadle Yeates, 2004). When a project is aligned to a business strategy, it will be exempted of many challenges as compared to a project that is not aligned to any strategy. The argument is that many challenges that a project goes through in the initiation process are similar to challenges that were faced in launching of many businesses, so by the time a project is established within the business strategy, many hills of challenges will be levelled (Cadel Yeates 2004). What Criteria Would You Suggest For Ranking The Projects? Project selection can be defined as a process by which evaluation of proposed projects is done and then deciding to implement some set of the projects in order to achieve the overall objective of the organization. Evaluation selection technique is employable in any area that requires one to make choice between alternative choices. When my organization is faced with a challenge of so many projects that are tabled for its investment, its imperative to choose the projects that we will invest in from the list. Some of the criteria that have been tabled by Meredith and Mantel (2009, p 41) for project selection and ranking include: Realism, capability, flexibility, easy to use, cost effective, and easy to computerize. I would choose realism criterion. This module reflects an organizations reality is decision making, organizations resources, organizations limitations, cost, time and implementation factors. How Would You Ultimately Decide Which Projects To Select? The selection of the project to invest in will be based on Project Portfolio Process (PPP). The project that I would select must support multiple of the organizations goals while at the same time cross reinforcing other important projects. This means a project should not be solely geared towards achieving its objectives without giving a thought on the overall mission of the organization. I would evaluate all the projects to understand which projects are likely to incur the greatest cost to the organization. As argued by Meredith Mantel (2009, p. 72) such a project should be in a position to deliver equally high returns; otherwise the project should not be adopted. A project that I would propose for investment in must not bring about excessive baggage to the organization, those projects which are likely to incur excessive risk should be eliminated. Such projects include those that are likely to overload an organizations resources. Meredith Mantel (2009, p. 71-72) argued that a project to be selected should be in position to balance the resources to the needs. If a project requires too many resources than its ability to overcome the needs in the organization, it shall have to be rejected. At the same time the project should be in a position to balance the short term, medium term and long term returns, an imbalance would lead to rejection of the project. Olsen (2001, p. 34) pointed of the essence of doing a cost benefit analysis for whichever project is tabled for adoption. I would ensure that all the projects tabled are critically evaluated to assess whether they are worth investing the resources of the organization in. The project that I select must also be realistic as pointed out by Meredith Mantel (2009) on criteria for selecting the most viable project. A project must be based on an organizations limitations realities. The project should not surpass an organizations resources, or capabilities. For example if our organization is work a million dollars, its not realistic to invest in a multi-billion dollars project rest we drain the other projects. In other words a project that we select must be within our organizations policies. Meredith and Mantel (2009, p. 41) have argued that every viable project should be flexible. The project that we select should be flexible enough to allow for adjustments and modifications where necessary. The project should not be fixed such that even if something else crops up in the project cycle, it can not be changed to be aligned with the new cycle. I would therefore try to evaluate the project prior to its adoption to see all the loose ends and examine what are the possible effects to the overall aims of the organization. Computerization is a very essential component in this age (Meredith and Mantel (2009, p. 42); hence the project should be easy to computerize. Computerization allow for easy storage of data, retrieval and project evaluation. The data of the project stored in a computer can easily be managed and distributed to other stake holders consequently enhancing effectiveness in project management. 4a. briefly describe what happens in each of the five projects management process groups: Five process groups define the appropriate project management process by king of work that ought to be done. But the process groups overlap between and within the project phases as output of one process group turns to the input of the following phase. Initiation: At this stage, the process group signals the genesis or the start of project or a phase. A set of processes of project management defines how the project would be conducted and the way the first methodology phase will be initiated. Approval of business case takes place (Marchewka, 2009, p. 80-81). Planning: Planning of entire project (phase to phase) takes place; the planning involves scope, activity, and resources planning. It also includes cost estimation, procurement planning, and schedule estimation. The planning is in line with project size and complexity; necessary for every phase, though not demanding initial planning (Marchewka, 2009, p. 81). Executing: Involves integration of resources (human and material) in carrying out the planned project activities. Project management processes like risk management, quality assurance and team development perform a significant supporting role (Marchewka, 2009, p. 81). Monitoring and Controlling: This process group permits for measuring and managing progress to projects scope, budget, schedule, and quality objectives. The manager and the team keep an eye on variances between actual results and hoped for results. It also includes scope control, schedule control, change control, quality control and budget control (Marchewka, 2009, p. 81). Closing: closing process group avails a set of accepting the products or services of the project which brings the project to an orderly close. The stake holders ought to verify satisfactory completion of all deliverables before the project sponsors accepts contract closure. All the deliverable should be agreed upon and agree to the terms of project completion. Resources are free to be reassigned and all accounts settlement be done. Evaluation of the success or failure of project is done (Marchewka, 2009, p. 81). On Which Processes Should Team Members Spend The Most Time? The execution stage is the most important stage in a project management group. At this stage whatever was planned for is implemented so that the desired outcomes could be attained. At this stage the integration of people and other resources is very important as it leads to the end product. The success or the failure of a given project is highly dependent on the interaction between the two resources. It takes the longest period because it involves employing the plans from the initiation stage in turning a low material into a finished product. The absence of this stage means fiasco of the project (Marchewka, 2009, p. 81). What Are The Main Tasks Undertaken During Project Integration Management? Project integration coordinates all the other eight knowledge areas of a project hence its considered as the most important knowledge area. It involves putting all the pieces of a project together in a cohesive manner to get the project done in fewer resources hence cheaper and fast while meeting the set objectives. In involves project charter development, preliminary scope statement development, project management plan development, manage and direct execution of the project, monitoring and control of project work, integrate change control and closure of the project (Marchewka, 2009, p. 84). Development Of Project Charter: ItS The Backbone Of The Project; Project Can Not Be Started Without It. It Authorizes The Project. Preliminary scope statement development: it outlines project deliverables. It contains the details that will be used in project planning. Project plan development: it explains how the implementation of the project will be done. Its an imperative tool in day to day pursuit of the project goals and objectives. Direction and management of project execution: Integration of project process takes place. The completion of project scope is done. Control and monitoring of project work: resources are expended consequently facilitating accomplishment of project goals and objectives. Integrated change control: Needful for documentation, review, and decide upon of proposed changes as change is inevitable in a project cycle. Close the project: facilitates administrative and contract closure. Close project process is paramount for termination of every project (Marchewka, 2009, p. 84). References Marchewka, 2009, Project management process: developing the project charter and baseline project plan, John wily and sons, San Francisco. Meredith Mantel, 2009, Project management: A managerial Approach, 7th Edn, John wily and sons, San Francisco. Olsen, 2001, Introduction to IS Project Management, McGraw Hill, New York. Cadle Yeates, 2004, Project Management for Information, Systems, 4th edn, Prentice Hall, New Jersey.

Our Mutual Friend

Wider Reading Books Research: Name: Our Mutual Friend Author: Charles Dickens Synopsis: The multiple plots of Our Mutual Friend, Dickens's last complete novel, twine around the miser John Harmon's legacy of profitable heaps of refuse (â€Å"dust†). Harmon dies and leaves the dustheap operation to his estranged son John, on the condition that he marries Bella Wilfer, a young woman unknown to him. When a body found in the Thames is believed to be the younger Harmon, travelling home to receive his inheritance, the dustheaps descend instead to Harmon's servant Noddy Boffin (â€Å"The Golden Dustman†).Boffin and his wife respond to their new status by hiring Silas Wegg, a â€Å"literary man with a wooden leg† to teach Boffin to read; arranging to adopt an orphaned toddler from his poor great-grandmother; and bringing the socially ambitious Bella Wilfer into their home, where she is watched and evaluated by John Rokesmith, a mysterious young man employed as Boffin's se cretary. Rokesmith is actually John Harmon, who has survived betrayal and attempted murder and is living incognito so that he can observe Bella.Boffin's negative transformation by his wealth, Bella's moral awakening as she witnesses the changes wealth produces in Boffin and in herself, and the developing love relationship between Rokesmith and Bella form one key sub-plot. Another is the romance between gentlemanly idler Eugene Wrayburn and Lizzie Hexam, the daughter of the waterman who finds the drowned body. Class differences and the obsessive love and jealousy of schoolmaster Bradley Headstone threaten their relationship, but they are finally married with the help of the crippled dolls' dressmaker Jenny Wren.The smaller plots that interweave these sensation/romance narratives comment on the hypocrisy of fashionable life (â€Å"Podsnappery†) and the destruction of the family lives of both rich and poor by an industrialized, materialistic society. Characters: John Harmon, Bel la Wilfer, Noddy Boffin, Mrs Henrietta Boffin, Lizzie Hexam, Charley Hexam, Eugene Wrayburn. Themes: One of the most prevalent symbols in Our Mutual Friend is that of the River Thames, which becomes part of one of the major themes of the novel, rebirth and renewal.Water is seen as a sign of new life, used by churches during the sacrament of Baptism as a sign of purity and a new beginning. In Our Mutual Friend, it has the same meaning. Characters like John Harmon and Eugene Wrayburn end up in the waters of the river, and come out reborn as new men. Wrayburn emerges from the river on his deathbed, but is ready to marry Lizzie to save her reputation. Of course, he surprises everyone, including himself, when he survives and goes on to have a loving marriage with Lizzie.John Harmon also appears to end up in the river through no fault of his own, and when Gaffer pulls his â€Å"body† out of the waters, he adopts the alias of John Rokesmith. This alias is for his own safety and peac e of mind; he wants to know that he can do things on his own, and does not need his father’s name or money to make a good life for himself. [29] Throughout Our Mutual Friend, Dickens uses many descriptions that relate to water.Some critics refer to this as â€Å"metaphoric overkill,† and indeed there are numerous images described by water that have nothing to do with water at all. [30] Phrases such as the â€Å"depths and shallows of Podsnappery,† [31] and the â€Å"time had come for flushing and flourishing this man down for good† [31] show Dickens’s use of watery imagery, and help add to the descriptive nature of the book. Historical Background: Our Mutual Friend was published in nineteen monthly numbers in the fashion of many earlier Dickens novels and for the first time since Little Dorrit (1855–7).A Tale of Two Cities (1859) and Great Expectations (1860–1) had been serialized in Dickens's weekly magazine All the Year Round. Dicke ns remarked to Wilkie Collins that he was â€Å"quite dazed† at the prospect of putting out twenty monthly parts after more recent weekly serial. Our Mutual Friend was the first of Dickens's novels not illustrated by Hablot Browne, with whom he had collaborated since The Pickwick Papers (1836–7).Dickens instead opted for the younger Marcus Stone and, uncharacteristically, left much of the illustrating process to his discretion. After suggesting only a few slight alterations for the cover, for instance, Dickens wrote to Stone: â€Å"All perfectly right. Alterations quite satisfactory. Everything very pretty† Stone's encounter with a taxidermist named Willis provided the basis for Dickens's Mr. Venus, after Dickens had indicated he was searching for an uncommon occupation (â€Å"it must be something very striking and unusual†) for the novel.

Significance of Reverse Logistics

To the corporate world, it is all about making a profit. To the corporate world, efficiency is a means to achieving that profit. To the corporate world, one can not achieve profit with logistics. To modern researchers, the corporate world has just truly begun to turn its eyes towards reverse logistics. To us business students today, without reverse logistics there can be only limited profit. Within the scope of this analysis we shall be examining the significance of reverse logistics.To comprehend the importance of this study we must first ensure that the reader understands that reverse logistics is an acutely fascinating yet highly misunderstood concept which differs from company to company. Reverse logistics is a manner of reversing the supply chain. In this analytical reversal lies a world of opportunities to businesses. In a manner of speaking, reverse logistics is a highly analytical procedure which calls for the usage of statistical tools and highly trained managers and financi al accountants to understand how to place products back into a supply chain in order to achieve profits.Part of this definition means that businesses should be aware of which products they can expect to see as ‘returned items’. These items should be anticipated to be sold to another supplier to be turned into scraps for another project. Also customization needs to occur to increase the positive user experience; including warranty programs as well to increase the satisfaction level of customers. Businesses highly dislike having items returned to their inventory. Items returned that fail to sell are regarded as a loss in profits and revenue.For companies seeking to understand why such rates of returns occur they must turn to reverse logistics, as a seemingly modern tool, used towards understanding why this occurs to begin with. For businesses it is vital that they analyze, among other information, why such items are returned, how to alleviate this revenue loss, what techn iques or selling tools can be used to prevent this from occurring, and perhaps how to protect the entire company should this occur in various divisions within the company. In analyzing why this occurs we must turn to reverse logistics management.This management solution takes crucial time and effort to look at how to manage the entire returns process. By managing this process, companies can increase the recovery of net assets and revenue goals. As the introduction paragraph points out it is all about ensuring that the profit margin and supply chain is being fulfilled. At this time we shall examine how textile and apparel industries are adversely affected by returned items. When examining the online marketplaces, researchers have determined that typically garments are in danger of being returned by consumers who purchased them online.Purchasing decisions are driven by a consumer’s feelings about themselves and their bodies or physical image of themselves. For instance, when a woman is seeking to purchase clothing which is dependent on a fashionable image they expect the color, feel, fit, image, and expectations to match what they thought they ‘saw’ on the internet. As you can not ‘feel’ or ‘wear’ the garment when purchasing online, you are making the decision to purchase based upon other factors. These factors include color and style.Because consumers are attempting to make an effective choice on what to purchase they are often disappointed by what actually arrives in the mail. As a process hierarchy situation businesses are finding it pertinent to have marketing and sales staff which are willing to communicate with the supplier chain about how to survey consumers and generate more purchasing power in the online stores. Engineering teams are being used to modify the online appearance to appeal to more consumers (Hammond, website).The article, â€Å"In the Virtual Dressing Room Returns are a Real Problem† by J an Hammond and Kristin Kohler, it is emphasized that â€Å"†¦high return rate of apparel products purchased online†¦mirrors the rate of catalog apparel purchases†¦returns for apparel bought from catalogs ranged from 12 to 35 percent.. † This return rate process is a serious concern of companies marketing apparel online and in catalogs. On the other hand, the article shows that decisions to buy generic goods like books, music, electronic, etc..are less reflecting a return rate because less emotional factors tie in to the consumer’s decision to purchase those items. This article indicates that accuracy of color plays a crucial role in decision making of consumers on the web. Surveys conducted, including one by InfoTrends Research Group, indicated that 88% of consumers will shop at online stores which guarantee that their products reflect â€Å"true and accurate† color standards and schematics. Because of feelings of insecurity about acquiring the it ems which meets their color standards and expectations, consumers are less prone to make the initial decision to purchase.Because of this ‘risk’ of purchasing an item â€Å"unseen†, â€Å"untouched† , and â€Å"unworn†, consumers surveyed have become interested in companies which use the new initiatives to improve the color on their websites. For example, detail and color would be greatly improved with companies using zoom technology such as HP Open Pix and Live Picture (Hammond, website). Other companies are seeing products such as BodyMetrics LTD, which can ‘on-line visualize’ body dimensions on a mannequin to see how the item would fit the consumer’s body composition.These tactics are all methods of reverse logistics management, because they improve the online visibility of items which can increase the purchasing of consumers while decreasing the rate of return behavior that companies experience. In addition, as companies are seeking to place their products in online supply markets they can provide those supplier companies with an up-selling tool which aids in their own sales protection. For instance, let us closely examine IKEA’s effective operation management. IKEA, a furniture retailer, has invoked in its company a strong usage of operations management.Operations management is a means towards which a company organizes its hierarchy, sales structure, approach to service, strategic operations, systematic direction of the company, and finally the control of internal and external processes which turn inputs into completed goods and services. IKEA’s experience in operations management is highly organized and analyzed by reverse logistics management. In understanding IKEA’s operations management style we must first recognize that IKEA believes in a self-service concept.This means that IKEA believes that customers service their own needs by picking up their furniture themselves from the warehouse. IDEA’s furniture is built with high quality in mind and displays a wide variety of choice for the every day consumer. Showrooms have been explicitly designed to reflect various rooms and items related to the household goods. Because the ordering and picking up of items is performed by the customer, there is no chance that the consumer be unaware of what they are purchasing. Catalogues and notices are placed around the store explicitly showing the illustrations, dimensions, and availability of color of the goods.These room settings also allow customers to make educated decisions and comparisons about items without being infringed upon by sales personnel hoping to make a sale. As part of the reverse logistic management, this customization of user experience allows for the customer to examine and make decisions while not being under sales pressures (Slack 14-15). As the customer knows exactly where in the store they are purchasing the items from they have the opportun ity to return to the area for further decision making.This operational strategy is very successful to IKEA because of the piece of mind given to customers. Customers see how smooth the process is from selecting their items, to loading their items in a large loading area explicitly for customers, to non-pestering salespeople, to sufficient variety of quality goods at less expensive prices, to well-designed showplace environments, and to staff which willingly help customers at request. This attitude fosters a good mindset in consumers and presents the every day customer with a pleasant environment.Should consumers seek to return items the customer service is guaranteed to be a pleasant one. For customers this operations management has considered all reverse logistics and countered them with a steady aptitude for impressing the every day customer. This situation is truly a competitive advantage for IKEA over the competition. While reading this case study I was impressed with the idea t hat they have an eatery and a location where parents can drop off their children for daycare services while they shop peacefully.In general, this design contains such attractive features which allows for the operations of the organization to be seen on various levels (Slack 14-16). The case study also relates how the transformation process model works at IKEA. In this concept lies the idea of how the resources are used to â€Å"change the state or condition of something to produce outputs. † The nature of this operational concept is that a company can use its resources to literally transform itself and its resources into goods and services. IKEA has done both.It has used quality items from global companies and its in-store services to create the groundwork for a pleasant customized experience. Customers experience a variety of feelings about the IKEA stores while shopping which has a positive affect upon their decision to make purchases. For instance, the daycare allows paren ts to cope with making the decision to purchase while not have the added responsibility of watching over rampant children. Considered a customer processing strategy, this helps the psychological state of customers.In addition, IKEA stores have allowed for showroom settings and customized ideas to help differentiate one product from another. Non-lingering salespersons also alleviate any pressure of making an immediate decision to purchase versus feeling hounded by expectant salespeople. The nature of this process allows for the consumer to feel that they are making the right decision making the purchase. Like all competitive companies they feel that the inputs to the transformation process needs to be â€Å"error-free, fast, and efficient information processing.† Customers feel that this information is an aid for allowing the consumer to be satisfied that their concerns and questions on how to use or install the items will be handled in a professional and efficient manner (Sla ck 17-23). In general, all these processes from business processes to the customer-supplier relationship and interacting relationships are vital to competitive businesses. Whether it be an online stores or a physical store, it is important to recognize that reverse logistics plays a key role in ensuring a satisfied customer while providing a way to generate revenue.Works Cited: Reverse Logistics Management: Manage Returns Processing Across Multiple Channels. Viewed March 26, 2007. http://www. manh. com/reverse_logistics_management/index. html? g=4&gclid=CNG4kM HsjYsCFQlQWAodVUPdWA In the Virtual Dressing Room Returns Are A Real Problem. Published: April 15, 2002 . Jan Hammond and Kristin Kohler. Viewed March 26, 2007. http://hbswk. hbs. edu/item/2883. html Slack, Nigel, Stuart Chambers, Christine Harland, Alan Harrison, and Robert Johnston. Effective Operations Management. 1998. London, Pitman

History Of Western Civ II A Period Of Religious Freedom

Mercedez Valentin Professor Acevedo History of Western Civ II 1 March 2016 â€Å"Was the Sixteenth Century CE (Reformation Era) A Period of Religious Freedom In Europe† Reformation is an act of improvement in the existing form or condition of institutions or practices etc.; intended to make a striking change for the better in social or political or religious affairs. The Reformation of the sixteenth century in Europe began as an attempt to reform the practices of the Catholic Church and was sparked by Martin Luther’s 95 theses which objected to the abuses he perceived within the church. The Catholic leaders had negatively painted the church through the evils practiced there; corruption, discrimination of the lower class by upper class who were the priest and clergy who received their position by money but not by a call or religion knowledge, their greed and scandalous lives pushed of the selling tickets of indulgences from sin to heaven and many other evils revolving around the church called for reformation (Blick and Tekippe 46). Martin Luthe r, John Calvin, Huldrych Zwingli and other Protestant reformers came forward to rectify and amend the vicious and depraved behavior of the church. Their effort to renaissance the church was opposed by the Catholic leaders and this brought about religious war like French War of Religion and others which took quite some time. The sixteenth century was the age of the revival of religion, literature, and art. The spirit of progress andShow MoreRelatedAncient Indian Civilization6134 Words   |  25 PagesANCIENT INDIAN CIVILIZATION INTRODUCTION In the 1920s, a huge discovery in South Asia proved that Egypt and Mesopotamia were not the only early civilizations. In the vast Indus River plains (located in what is today Pakistan and western India), under layers of land and mounds of dirt, archaeologists discovered the remains of a 4,600 year-old city. A thriving, urban civilization had existed at the same time as Egyptian and Mesopotamian states — in an area twice each of their sizes. The IndianRead MoreInstitution as the Fundamental Cause of Long Tern Growth39832 Words   |  160 Pagesempirical and theoretical case that differences in economic institutions are the fundamental cause of differences in economic development. We first document the empirical importance of institutions by focusing on two quasi-natural experiments in history, the division of Korea into two parts with very different economic institutions and the colonization of much of the world by European powers starting in the fifteenth century. We then dev elop the basic outline of a framework for thinking about whyRead MoreIgbo Dictionary129408 Words   |  518 Pagesespecially extensional suffix Hausa inflectional suffix interjection interrogative literally noun numeral proper name preposition pronoun possessive pronoun quantifier usually verb Yoruba derived from Igbo Dictionary: KayWilliamson. Draft of Edition II Editor’s Preface The present Igbo dictionary is a much revised and expanded version of the Igbo dictionary published by Kay Williamson, Ethiope Press, Benin City in 1972. Professor Williamson died in early January 2005, with it still unpublishedRead MoreCommercial Liens - a Potent Weapon Essay32374 Words   |  130 PagesBuild Freedom staff | |[with acknowledgments and credit to Alfred Adask (Publisher of AntiShyster magazine), Richard Boalbey, David | |DeReimer, and the various lien authors, for providing some of the content] | |(Applicable To The U.S.A.; Adaptable For Some Other Countries) | |Common Law Copyright, 1995 by Build Freedom Holdings