Globalization and Regional Strategies Essay Example for Free

Globalization and Regional Strategies Essay Executive Summary It is clear enough that in today’s era it is extremely critical for firms to adopt global and regional business strategies in order to attain sustainable competitive advantage. But the question arises regarding classification of a MNE (Multinational Enterprise) as a global firm. This essay critically analyses the work on regional strategy as a response to Osegowitsch and Sammartino and attempts to cover the following aspects in detail. Notion of Globalization and Global Strategy This section highlights the notion of globalization and way organizations today establish a global presence by adoption of unique business strategies. This part also details the three different kind of global strategies. Regional Strategy Analysis This part analyzes the theory and practice of regional strategy concept of Globalization in particular as a response to Osegowitsch and Sammartino (2008). It aims to justify that in today’s era very few global firms exists and secondly that sufficient amount of international business literature and theory is required to draw reflection on regional vs. global MNE’s (Multinational Enterprises) strategy. The Theory of the Regional Strategy This section explains the concept of regional strategy analysis and illustrates the various regional theories as explained by Osegowitsch and Sammartino. Introduction With the concept of globalization and internationalization gaining more and more momentum everyday, this essay attempts to critically analyse the work of Osegowitsch and Sammartino on regional strategy. It starts with explaining the concept of globalisation and global strategy and tries to justify that in today’s era very few global firms exist. Secondly, it tries to establish that significant amount of international business literature and theory is demanded in order to draw conclusion on regional vs. global MNEs strategy by exploring the theory of regional strategy. Notion of Globalization and Global Strategy Globalization can be defined as a complex concept which enables firms to operate in various continents and countries across the globe in order to improve and maximise their profit margins, sustainability, worldwide existence and economies of scale (Blyton et al., 2001). Globalization provides platform not only to consumers but also to organizations to help them satisfy their needs globally. According to Marquardt Berger (2003), Trade, Travel, Technology and Television are the four major developments that have resulted in Globalization. The four T’s of global development are the outcome of human brain and its creative innovations. These advancements have further encouraged and made possible continuous exchange of ideas, information and knowledge between human resources by breaking the barriers of distance. Moving ahead, Bratton Gold (2007) state that Globalization is a global process of political convergence, social economies and national sentiments, in which space, time and Government are not given much importance. The paragraph below will now highlight the three different views on â€Å"global strategy†. The First view states that the global strategy is one of the particular and specific forms of Multinational Enterprise (MNE) Strategy. Further, it highlights the fact that Globalization considers all the countries of the world alike (Levitt, 1983). The Second view considers global strategy as â€Å"International Strategic Management† (Bruton et al., 2004) which is no doubt wider concept than â€Å"global strategy† mentioned in the first view. Lastly, the third view describes global strategy in even broader term; The strategy of the firms that exist all over the globe and this can be concluded as the firm’s theory of how to become a successful competitor (Peng, 2006). Having discussed the various forms of global strategies which are adopted by firms today, this essay now moves ahead to analyse the theory and practice of regional strategy concept of Globalization in particular as a response to Osegowitsch and Sammartino (2008). It aims to justify that in today’s era very few global firms exists and secondly that sufficient amount of international business literature and theory is required to draw reflection on regional vs global MNE’s (Multinational Enterprises) strategy. The Regional Strategy Theories According to Rugman and Verbeke (2007), recent literature on globalization suggests that a firm is categorised as global if maximum 50% of its total sales are in its home territory (EU) and minimum 20% of sales in each of the NAFTA zone and Asia. He adds to it by bringing to surface the outcome of survey based upon this theory that indicated only nine global firms in Fortune Global 500 and also the orientation of numerous firms towards the home-region. In response to the above mechanism for classifying the firm as global, Osegowitsch and Sammartino (OS) (2008) have provided three basic criteria and comments that can be helpful in future classification of firms according to their geographic sales dispersion. Firstly, OS suggest that it is not appropriate to classify statistical data straightaway. It should be realised that since this is a growing area of research, usage of any kind of classification tool is open to criticisms as it is not simply the categorization of Multinational Enterprises (MNEs) following particular regional strategy theories. As an example, OS focus on building and having strong position in the region by illustrating that if the EU, NAFTA region and Asia represents 90% of the total world sales output, an absolute division would require all the three regional triads to have 30% sales each and not 33.3% in order to encourage the strategy of lower thresholds. In other words, a firm can be defined as global if it has at least 20% of the total sales in the two host-triad regions and without any kind of imposition on the maximum sales threshold in the home territory (Rugman and Verbeke, 2007). Additionally, it should also be noted that it is not at all relevant to categorize a firm as having strong position in the market if its threshold is lower than 20% of t he total sales. OS even conducted a simulation using threshold value as 10% of the net sales in order to identify a string position in the host region as it would result to USD $1 billion even for the smallest of the Fortune Global 500 firms. But unfortunately, it didn’t present a strong position and can by no means be considered as an essence for strategic decision making in the worlds largest organizations. OS clearly argues that using various thresholds is helpful in assessing the sensitivity of firm’s positions in the classification system but the main function should always be to provide an assessment of the Future Global 500 and to easily track firms whose thresholds are continuously changing from one category of threshold to another. A clear example of this is Nokia which encountered a 4% decline in sales in the year 2002. However, this change in sales pattern reflected a short term failure in inter-regional growth but OS criticizes that it cannot be simply neglected. Movement of Nokia from a global organization in 2001 towards a home based firm in 2001 was a remarkable concern. In one line, it can be stated that having threshold below 20% simply leads to generation of more bi-regional firms and which can’t be regarded as truly global organizations. Moving ahead, the second regional strategy criterion which OS highlights is that the sales variations are highly industry specific. According to OS, industry plays a significant role and all future researched should aim at exploring the regional vs global strategies at the industry specific levels and try to establish the difference. It is truism that a majority of firms are not properly internationalized and their sizes varies across regions but then its some of the world’s biggest MNEs that have constantly been regarded as capable of compens ating for the weaknesses of the other sectors in different regions of the world. The main point to be considered is that our analysis are independent of differential size of numerous industries that exist across the region, as MNEs are able to establish regional markets and to further develop insufficient markets. Lastly, in third comment it is argued that it would be irrelevant to prefer regional strategy over global strategy. Regional strategies come into existence when it becomes very difficult or impossible to adopt conventional global strategies efficiently, or when they fail to function, keeping in mind that global strategies cannot be evaluated in isolation. Further, it can be said that heterogeneous geographic space beyond the home country border is essential for most of the companies now if not all of them. Moving ahead, this section of the essay will now make an attempt to tackle the criticism formed by OS concerning the contribution of regional strategy to the international business theory. According to (Rugman and Verbeke, 2007), the regional strategy is structured around three simple but fundamental empirical observations which demand international business theory to be extended and enhanced. First of all, only a small number of MNEs have a balanced geographical sales distribution pattern across the global market, although it counts towards the risk diversification at the downstream end of the value chain. OS illustrate that a balanced and structured distribution of sales geographically would contribute towards enhanced global acceptance by the customers of the company’s products and services. With only the exception of resource-based industries, the triad comprising the EU, NAFTA region and Asia demonstrates a first cut though not certainly a fixed one mechanism to identify the extent to which an MNEs net sales are distributed worldwide. Further, this triad has gained so much importance as it is the home of world’s most large MNEs as well as the locus for a number of outstanding innovations in most industrial sectors. The triad also demonstrates the world demand pattern for most knowledge intensive services and goods. But it’s unfortunate to mention that only a small number of MNEs in the Fortune Global 500 are capable of performing equally well in each of the three regions of the triad. It is often observed that a strong position in the home-triad region is not supported with an equally strong position in both the other two remaining triad environments. Classification tools are now irrelevant as among the firms with international operations only a small percentage are truly global i.e. may be even less than 5% (Ghemawat and Ghadar, 2006). They further add to it and state that different firms rule in different parts of the world. Second wing of the regional strategy focuses on the fact that several MNEs have regional features in the organizational structure such as geographic divisions and having individual divisions for different regions is supported mainly by the concept of regional heterogeneity demanding idiosyncratic management. In this case, the intra-regional institutional and economic distance is not just smaller but also very different from that of the interregional. It has been observed that for most MNEs, managing operations and work system in EU is very different from functioning system of the NAFTA region or as compared with the work cultural of Asian environment. These differences may further be enhanced if the work unit is further subdivided into smaller units. Fratiannin (2006) states that these differences in work system signal the importance of regional level in the business strategy and structure of MNEs. Today, almost all big firms such as Toyota, General Electric (GE) have embedded regional elements in their business and operational strategies and these companies are often wrongly referred to as global organizations not just because of lack of balanced geographic distribution but also because of their world wide global operations and manufacturing (Ghemawat, 2005). Thirdly, it should be noted that more than fifty percent of the geographic area in terms of sales is normally the main source of the firm’s cash flows and the centre point of most of the firms both tangible and intangible assets. In the coming years, the concept of having more than 50% sales in the home territory would not be significant enough in EU and North America specifically but it would gain momentum in Asian region as intra-regional distance is minimizing and thereby driven by a reduction of investment barriers and trade. Competition among industries would be more prevalent at the regional level instead of the national level. OC highlight that attention should now be laid on the development of classification tool that will help bundle the home country sales with the sales in the remainder of the home territory rather than paying attention separately to the sales in the home region and remaining of the home region especially for MNEs based in Asia and EU. Moving ahead, the above discussed observations and theories clearly demonstrate the need for an extended international business theory. These observations are independent of specific categorization approaches to measure specific home-region vs. rest-of-the-world market position of MNEs. A trend has always been seen that all the MNEs are much stronger in their home regions as compared to that in other triad regions. These top MNE firms have formulated their organizational structures around the regional component and a varying market position in each region raises call for a regional approach rather than a global strategy approach. The paragraph below now will bring to surface the three main components for the extension on mainstream international business theory (Rugman and Verbeke, 2007). Firstly, it is noticed that impact of country border does not provide strong basis for distinguishing between non- location bound (or internationally deployable/exploitable) and location bound. In today’s period of excess regionalization, it is very easy for some companies to exploit and deploy their strengths throughout the home country border. Further, proxies for internationally transferable FSA’s such as firms level predictors of internationalization like firm’s level of RD do not hold much importance in explaining intra-regional expansion occurring in home region, given the distance gap between the home country and rest of the home region is very less. As a result of well-functioning trans-European transport and logistics networks enabling fast response and just in time strategies covering the whole continent, the significance of geographic distance has decreased in EU. The EU integration process itself has let to decrease in Institutional distance. Further, Economic distance has lost its relevance because of many reasons such as development of new services and products at par with European level, possibility of cross border shopping made possible by web based searches, continuous attempts made by many companies to gain scale and scope efficiencies at the European level and lastly, increased importance of EU as a geographic space to ascertain company’s conduct, structure and importance. Finally, decreased significance of conventional measures of cultural distance mainly in the business to business area as it is easy to get labour in Europe, considerable increase in use of English as the lingua franca inside the region. On sharp contrast between past and present position of conventional location bound FSAs it can be clearly stated that previously they allowed firm expansion only up to country borders but now it can be easily upgraded, and made deployable and exploitable even beyond the home country borders and also in othe r home region countries. Secondly, there is a need to reconsider the fact that non-location-bound FSAs like technological knowledge or brand can be easily exploited and deployed nationwide. Today also it is necessary to complement existing FSA bundles with an additional FSA bundle in high distance environments which implies distance still plays an important role. According to Ghemawat (2005), there are several ways to differentiate between low and high distance environments, one major distinction being that between home regions and host regions in a triad context. Moreover, it is clear that extension and scope of mainstream international theory is free from any scholars disagreeing with the concept of the triad region as the best proxy to discriminate between low-distance environments (in this case the home-triad region) and high-distance environment (in this case the two host-triad regions). High distance implies to making more substantial investments in order to complement its present FSA bundles, also ena bling maximum and profitable exploitation in the host region environment. Here, the apparent trade off becomes obvious: further the efforts to expand the high-distance environment may not be proved to be as successful and profitable as the expansion of low distance environment, even if it is suggested by macro-level parameters which measure the attractiveness of the high-distance environment that they have strong location advantages. As stated by Nachum and Wymbs (2007) in regard to global cities that FSAs and location advantages are dependent on each other. High distance bundles also has many risk factors along with it like melding the extant FSA bundles with newly developed or accessed resources in the high distance environment may lead to burdened with several operational problems, decreased or disappointing sales, as exemplified by the retreat of some of the world’s largest MNEs from high-distance contexts, for example, Wal-Mart’s exit from Germany and Korea. . Thirdly, the theoretical difference between the two FSAs namely location bound and non-location bound FSAs assume conventionally easy developments and profitable exploitation of FSAs (like brand names or technological knowledge of proprietary) across borders. Moreover, it is very essential to acclimatize the brief contents of these two concepts to the authenticity of regionalization. More particularly, the factors that determine the extent of FSAs are, its distance accompanied by its geographic, institutional, economic and cultural components. The level at which a FSA should be called location-bound vs non-location bound is estimated by decay in value across a space. On the basis of terms like region bound nature of FSAs and the liability of inter regional foreignness it has been highlighted that for international business other geographic borders hold more importance than conventional country borders in our previous study. After studying the concepts and theories of regional strategy, we now try to establish the extent to which Procter Gamble could be categorized as a global firm in terms of its business and operational strategies. The Case of Procter Gamble Procter Gamble Co. – One of the worlds leading consumer goods manufacturer such as Tide, Pantene, Ariel etc was established in 1837 from an original candle and soap company. The firm now operates in 180 nations with more than 138,000 employees. According to Lafley, A. G., Chairman of the Board and chief Executive Officer, PG, the firm has over 171 years of history and has always been driven by creativity and innovation. Additionally, improved sales and long term success have always been the strategic goals of this corporation. And it understands the fact that these goals can be attained by constantly appreciating changing consumer’s needs, innovation, branding and market needs. Depending entirely on skunk work such as acquisitions, internal RD and selective innovations has proved to be inefficient and insufficient for attaining the business target of $4 billion business in a time period of one year. It can be clearly seen that invent- it-ourselves model along with global research facilities and recruiting and holding of the best talent nationwide attained success till the year 2000 but nowadays satisfying high levels of top line growth has become a big challenge for an organization The approach through which the radical strategy of open innovation helped an organization attain its business mission and goal can be typified in the following lines. To face the challenge, PG adopted a brand new technique of innovation: Develop and Connect model in the year 2000 which lays great importance on searching good and new ideas and information outside and bringing them in, in order to give internal capabilities a boost and make most out of them. With the perspective of manufacturing improved and relatively cheaper products faster the business strategy involved in this model was to leverage assets of people, products and property available externally and applying it to their respective RD labs, purchasing, market capabilities and production. The foremost work of this strategy is to recognize top ten preferences and needs of the consumer. Moreover, it is very essential that the customers are fully satisfied by the products manufactured and which will finally result in increased sales and profit. Moving ahead, alike products or related technologies which already exist in the market and occupy good position are recognized. Lastly, analysing the influence of technological acquisition of one area over the other areas. Networking is the backbone of this approach. Along with having business collaborations with open networking companies such as InnoCentive and Ninesigma, the PG group has long chain of suppliers and technological entrepreneurs worldwide. They play a crucial role by finding solutions to PG internal problems in the outside world. Thus, by constructing such type of infrastructure PG has been able to reduce its investment in technology along with achieving stable top line growth and required sustainability. According to Huston and Sakkab (2000), by shifting to Connect and Develop model there has been a remarkable increment in our RD production by 60% and the progress rate of innovation has undoubtedly doubled. The Procter Gamble figures out how an organization can maximize its profitability levels by switching to new and innovative The Procter Gamble examples mirrors the way how switching to new and innovative approaches of using information and technology can help maximise profit margins. It is one of the organisations which has developed enabling infrastructure fabricated around innovation with a huge worldwide network combining human capital, ideas and technology. Conclusion This essay has brought to surface a number of strategies which can help firms to establish strong positions globally like having a threshold of 20% etc. The main aim which was to justify that a firm cannot be simply categorized as global based upon statistical data has been justified. A number of measures have also been illustrated which can help differentiate the firms regional strategy from the global strategy. References Blyton, P., Lucio, M., McGurk, J. and Turnbull, P. (2001) â€Å"Globalization and trade union strategy: industrial restructuring and human resource management in the international civil aviation industry†, International Journal of Human Resource Management, pp. 445-463. Bratton, J. and Gold, J. (2007) Human Resource Management: Theory and Practice (4th edn), New York: Palgrave Macmillan. Bruton, G., Lohrke, F. and Lu, J. W. (2004) The evolving definition of what comprises international strategic management, Journal of International Management, Vol. 10, pp. 413-429. Fratianni, M. (Ed.) (2006) Regional economic integration, Research in Global Strategic Management, Vol. 12, Oxford: Elsevier. Ghemawat, P. (2005) Regional strategies for global leadership, Harvard Business Review, Vol. 83, No. 12, pp.98-108. Levitt, T. (1983) The globalization of markets, Harvard Business Review, Vol. 61, pp. 92-102. Marquardt, M. and Berger, N. (2003) The Future: Globalization and New Roles for HRD, Advances in Developing Human Resources, pp. 283-295. Nachum, L. and Wymbs, C. (2007) The location and performance of foreign affiliates in global cities. In A. M. Rugman (Ed.), Regional aspects of multinationality and performance, Research in Global Strategic Management, Vol. 13, pp. 221-257, Oxford: Elsevier. Osegowitsch, T and Sammartino, A. (2008) Reassessing (home-regionalisation), Journal of International Business Studies, Vol. 39, No. 2. Peng, M. W. (2006) Global Strategy, Cincinnati: South-Western Thomson. Rugman, A. M. and Verbeke, A. (2007) The theory and practice of regional strategy: A response to Osegowitsch and Sammartino, Kelly School of Business, Vol. 2, pp. 1-7.

New Era Of Societal Marketing Concept Marketing Essay

New Era Of Societal Marketing Concept Marketing Essay Before the new era of societal marketing concept, this is where by people involves in farming to feed themselves and family. All the agricultural crops or food generated was not for sale but some of the output was bartered (i.e. subsistence economy or subsistence farming). The benefit of subsistence economy creates enough food for its people but there is no surplus food so that no food will be wasted. Marketing started during the mass production of goods and services which is called the production era. What led to production era is scarcity or access demand of products and this make firms to measured their success by involving in mass production because its reduces cost of production and increases profitability. The second marketing era is known as Sale era, this is the generating of income for the firm or business. This was during 1950s where there was excess of supply of product in the market and it was too much for what the market demanded for. To make consumer to buy the excess product supplied. Firms involve in using a variety of selling techniques and promotional techniques to inform potential customers to buy their products, by way of advertising and skilful personal selling in order to convert products to cash. The benefit to firm is that it generates income to the business while to the consumers they buy in lower price. Market era is the third era; this is the understanding of the prospective buyers after the Second World War. So many firms or industries were destroyed in other countries, except for that in the United State. Firms found it easy to sell their products because there was little competition, during these period businesses realised they could produce new product in different ways to satisfy customers need and want. To do this firms change their thinking from that of manufacturing products to that of satisfying customers, for them to be able to produce the right products to the market in a low price and also to reduce cost of production. Marketing era is the fourth era; this is where by every activities of an organisation must revolve around customer. To do this some company set up operating policy, technical research, to provide quality products and services to their customers. Also to reduce prices of their product and increase customer value, these enable organisation to satisfy their customers by meeting the marketing concept. http://www.answers.com/topic/subsistence-farming29/12/2009 http://www.answers.com/topic/marketing#Marketing_orientations 29/12/2009 Consumers are often referred to as the king. Explain this statement from notable marketing definitions and concepts. Consumers are often referred to as a king because without them business or organisation wouldnt be able to survive or exist. Marketing definitions that talks about consumers are: Marketing is the management process that identifies, anticipates and satisfies customers requirements profitably. By The Chartered Institute of marketing. This definition talk about how marketer strives to know what consumers wants are by acting on it to bring the wants to their door steps to please them. Marketing is the human activity directed at satisfying human needs and wants through an exchange process. By Philip Kotler. Marketing is essentially about marshalling the resources of an organisation so that they meet the changing needs of the customer on whom the organisation depends. By Palmer Marketing is the implementation of marketing concept (in the 1990s) requires attention to three basic elements of the marketing concept. These are: customer orientation; an organisation to implement a customer orientation; long range customer and societal welfare. By Cohen. Marketing is the whole business seen from the customers point of view. By Drucker. http://www.marketingteacher.com/Lessons/lesson_what_is_marketing.htm 29/12/2009 Question 2 Every marketing organisation operates in a complex and dynamic business environment. Identify and explain various micro and macro environmental variables affecting marketing companies in United Kingdom. Business environment entails all factors affecting business positively and negatively. This can be classified as controllable environmental factors (i.e. internal environment) and Uncontrollable environmental factors (i.e. external environment). Under external environment we have immediate external and general external. All these factors determine the success of a business as far the organisation is able to manage the internal environment and adapt to the changes of any external environmental factors. Internal environmental factors are: Employees Shareholders Company policy Employees For an organisation to be successful employees play a vital role to enable firm achieve their goals and also firms need to empower the employees to make them perform their duties. Employees in UK may affect marketing companies positively or negatively. For instance, if a marketing company employed the right staff. Involves in training and development of these staff on how to render service to a customer these may be a good impact on the firm because the moment customer is satisfy with the service render these might encourage him or her to come back again. This could be an edge over its competitors. If an employee is not motivated, lack training and development these may be a negative impact on the organisation and it could lead to low sales. Shareholders The UK shareholders may affect marketing company by pressurising or forcing them to change their organisations strategy from satisfying customers and focus on profits. In doing these, the organisation may involve in a new tactics like pricing strategy to make more profit. In a competitive market where the market determines the price like in UK, this could lead to organisation failure. Company policy This is a lay down procedure to guide staff on how best to operate in an organisation, in order to make firms achieve their objectives. In a situation where by the company policy is not well layout to guide the staff on what to do, these may affect marketing company not to achieve their objectives. Immediate external environmental factors are: Customers Competitors Supplier Customers factors Every marketing organisation that is profit oriented definitely depends on it customers for success. In any marketing company, customers are very crucial because without them businesses wont be able to survive. Customers in UK may affect marketing organisation either positively or negatively. For example if the government increase the tax and national insurance charges this may affect the customers spending power and it could affect marketing sales because consumers will have less money to spend on their commodities. It also slow down business sales and reduce their profits. In the other hand, if there is decrease in tax and national insurance. This will favour the marketing organisation and customers. Customers spending power will increase because they have more money to spend on their commodities. However, customers need to be respected, given good services, quality products, build up long term relationship with them, listen to their complains, art fast on their complains and provide value for their money to enable them come back again. Any marketing company who is able to provide all these will be successful. Competitors factors This is where by marketing organisations compete with each other in terms of price, quality products, customer services etc. to enable them be in business. UK government uses these forces to checkmate prices of products. They allow competition because if there is a lot of marketing company, these will make price of products to be control by the market and not by the competitors. This is affecting marketing organisation because they are unable to fix price on their products due to many competitors. Suppliers factors Suppliers effect to a marketing organisation cannot be over looked. If there is sudden increase on prices of raw material, they may be force to push up their prices and these may affect organisation marketing strategy by forcing them to raise their products price and it could slow down sales because not every consumer will be able to adapt to the changes in price immediately. Also delayed payment of suppliers or lack of good relationship may affect quick delivering of goods to the marketing companies and it could make customers not to rely on them anymore. General external environmental factors are: The general external forces are factors that are beyond the firms or businesses direct control. Political Economic Socio-cultural Technological Political factors These are factors that affect businesses and the spending power of the consumers through taxation, legislation etc. UK government can influence businesses positively by reducing the corporation tax and indirect tax charges (i.e. the profits of business and VAT charges on some products) to enable firms make more profits and expand, this could lead firms to reduce their products prices as well for the benefit of the consumer. Also they can influence consumers positively by cutting down tax charges on their income earn to allow them have more money to spend on their commodities or wants. The increase on direct and indirect tax this make business to increase their products prices as well and it also decreases the business profits because not every individual will be able to afford the products. However, consumers may find it very difficult to buy their wants because of the high price of products and high charges on their income earned. Laws made by UK government could affect businesses in so many ways. For example if government increase the minimum wage this could affect them, if they are unable to meet the increase in minimum wage. It may lead to some of the staff retrenched and also they may increase their products prices for them to be in business. Economic factors Marketing companies need to look into UK economy in the short and long terms before planning and also look for ways of adapting to any changes in the future such as changes in income, population, gross domestic profit, exchange rate, inflation rate and climate etc. Currently the marketing companies in UK experience climate change which really affect sales because so many people was unable to go out to do their shopping due to bad weather condition (i.e. snow). Also changes in consumers income might affect marketing companys sales as well. For example, if government increases taxes on income these will affect the purchasing power of consumers because they have limited amount of money to spend on their commodities and these will reduces market organisation sales and profits. Technological factors Marketing companies in UK who wants to dominate the market or compete with competitors should be able to adapt to the new technology. For example, car company as advance in technology by providing consumer a good cars, such as automatic and computerised cars. As we all know that the era of manual cars is going gradually because of advancement in technology. If there is any car companies who are unable to adapt to the new technology these may affect it cars sales in the market because of lack of technology. Also technology have enable car companies to sell their cars via internet, paying by bank card and advertising through the internet which is an opportunities to them to sell more cars and increase profitability. Social-cultural factors This looks into some factors such as lifestyle changing, culture, beliefs, value and geographical differences that may affect any organisations. In a marketing organisation where by the lifestyle of consumers changes due to low income earn these may affect marketing company because consumer would like to change some of his or her product to a lower price once in order to manage its income perfectly to its needs or wants. This may be a threat to the manufacturing of the product left and an opportunity to the product consumer change to. Understanding any market requires a thorough classification by segments. Identify and explain various basis of market segmentation by proposing the segmentation criteria that can be used for two products in different markets. Many market organisation use different criteria to segment their product to a particular market, such as: Demographical segmentation Geographical segmentation Benefit segmentation Demographical segmentation This is where by market is been divided into groups based on factors such as age, income, social class grouping, family size, lifestyle, gender and family life cycle. By proposing a social class segmentation criteria that can be used for two products such as motor cars and clothing, a marketers would like to look into the social status and occupation of individual to enable them provide a variety of cars that will satisfy the upper middle class, middle class, lower middle class, skilled working class, working class and those at the lowest level of subsistence by providing them cars that they will be able to afford. This helps marketers to know where to locate their shop site or operate their business because individual in these category live in a different areas that suit each group. Social class segmentation table Grade social status occupation % of UK population A Upper middle class Higher managerial or professional 10% (Company directors, lawyers) B middle class middle managerial or professional 15% (Managers, nurses, teachers) C1 lower middle class supervisory or clerical (shop assistants) 26% C2 skilled working class skilled manual workers (technicians) 17% D working class semi-skilled unskilled manual worker 20% E Those at the lowest lowest grade workers 12% Level of subsistence (casual workers, state pensioners) Age is another factor of segmentation criteria used for product like cloths This is where by market organisation display their product design and packaging to meet the wants of different groups according to age differentiation of consumers. While some marketers may focus on one particular age group (e.g. mother care shops) only focus on baby things nothing else. In terms of cloths, manufacturer produces cloth of different sizes, different quality and different texture to meet the taste of customers. This enable marketer to reach their customers by locating their shops close to them, also these determine the prices of product like cloth they sell in rich people area and poor people area as well. Geographical segmentation This is a process of identifying consumers according to the area where they live such as villages, city, regions, and countries. Also to look into their climate condition if it will be favourable or profitable for their product. Any marketing organisation that is into multi-national and global business involves in some programme activities that will advertise and promote its products to meet the needs of individual geographic units. Climate In most African countries the weather condition is very hot and these enable car companies to produce cars that will suit the needs of their consumers in that very geographic units, by providing them cars that will acclimatize to the countries climate (i.e. by putting air-condition) to make their customers feel comfortable when driving or inside the car. Most of these African countries use a left hand drive cars, so any car companies who want to supply it product to these geographic unit should be able to provide them what they really wanted for the purpose of making profits. Countries Cloth companies produce cloths that will suit the benefit of consumers according to their geographic unit because each country has their own culture and traditional wears. Like in India, the cloth they produce wont sell in United Kingdom due to their different believes. Benefit segmentation This may be used by organisation such as car companies to develop a range of products by segmenting the market through benefit that consumers find from product. For example, some people will be interested in safety, others in load space or performance. Cars companies develop ranges of products to please these different segments and also to promote the product in different ways to the different groups. http://tutor2u.net/business/marketing/segmentation_bases_geographic.asp 12/01/2010 http://tutor2u.net/business/marketing/segmentation_bases_demographic.asp 12/01/2010 Question 3 Explain product life cycle with a typical diagram and identify characteristics and essential strategies for survival of each stage of the life cycle. Definition of product life cycle Product life cycle is the process of improving a product over time through redesigning or replacing old version of product. Adopted from: http://www.marketingteacher.com/Lessons/lesson_plc.htm 2/1/2010 Introduction stage At this stage an organisation may involve in promotion to create awareness to the general public or target market about the new product. For instance, if the product has no or few competitors, a skimming pricing strategy may be used or penetration pricing may be employed to attract customers to buy the product. The level of distribution is limited, at these level sales is low because the product is new to the market. Growth stage This is where by competitors are attracted to the market with similar products because consumers has realised the benefit or usefulness of the product. Sales are growing rapidly and the cost of production per unit is falling (i.e. economies of scale). The product now becomes more profitable and the spending on advertising is high to focus upon the building brand. Because competitors are growing, the firm may still keep to penetration pricing strategy or push up the price a little bit to make more profits. Maturity stage Rapid sales growth cannot last forever. At the stage of maturity these is where by the product sales slowdown and reach it highest because competition is high and most organisations fight to maintain their market share by striving to make their product look difference from competitors products. The profit is quite high and the distribution level is high as well. Pricing strategy employed may be competitive pricing. Decline stage At these stage the market is shrinking, sales is falling and competition is falling as well because no firm will like to invest their money in a product that is unprofitable. To make the product profitable, some company may cut down the cost to enable them use a promotional techniques such as special offer of the product to consumers or by repositioning the product to other market segment (i.e. children, adult etc.). If it doesnt yield any profit still these may be the withdrawal of the product from market but if it does more competitors will rise to do something similar. http://www.marketingteacher.com/Lessons/lesson_plc.htm 2/1/2010 Decision of an organisation to embark on either extensive or selective distribution strategy is contingent on some factors. Identify and explain the factors responsible for the choice of a strategy using both industrial and consumer products as examples. Definition of selective distribution Selective distribution: this is where by producer uses few retail outlets in a geographical area to distribute its product (e.g. Televisions, computers and household appliances) to the consumers. The factors that determine the distribution strategy to be use are Market factors Product factors Producer factors Market factors This is where by buyer behaviour determine how product will be distributed to the market; it means would buyer prefer to purchase the product from retailer or through ordering online and in what ways will the buyer get the product information needed before buying (e.g. like motor cars, computers and household appliances). Middlemen willingness to market the product is a factor as well. Retailer may consider the cost involves in training, equipment needed and warehouse expansion that product required. The cost may be too high for them not to be in support to sell the product. Product factors Product like company equipment may be supply direct to customer because of it size while perishable product like meat, fish and bread may be supplier to the consumer through intermediaries such as retailers. Producer factors Manufacturers willingness to control the price that a product will be sold to consumers is a factor. Producers who want to have control over how, to whom and at what price a product is sold dont need a retailer as middlemen to sell its products, because retailer have control over prices of product in their care do to competitors. However, cost involves in distributing products direct to customer is a factor. A producer may not have the resources to recruit, train and equip salesmen. So it may rather make use of middlemen like retailer or agent to distribute it product to consumers. Question 4 Every organisation is striving to compete in a global market where consumers needs are standardised. Explain why companies strive to be global concerns rather than being national heavy weight. Companies strive to be global concerns because they want to widen their customers base by extending their products to other countries to enable them expand their market and gain more customers. They also strive to be global concerns because they want to increase turnover to make the company financially buoyant to manage all its activities effectively, to put smile on the face of shareholders and to encourage other to invest in the company. However, to ensure a very strong brand name is built by making it known to other countries globally just like what Dell, Nike, Sony, LG and Nokia Company as done. These companies have a very strong brand name by providing good quality of product to their customers, they also involves in sponsoring some activities that will advertise their brand name globally and to make them increase their product sales. Companies strive to be global concern rather than to be national heavy weight because they want to advance in technology, face challenges that will make them better than the national companies and to be able to compete globally or make their products to be known. Prepare marketing mix programmes for any consumers product and hospitality services. Compare and contrast the mix elements for the two. Marketing mix: this is the putting together of product, price, promotion and place used to implement marketing strategy. McDonalds uses various channels to build its brand name by providing quality products and targeting their product on workers and children to enable them gets access to their parents or guardians. They improve on product through listening to customers complains and customers needs on products to enable them give consumers a better product or service. Marketing mix programmes for consumers products in an organisation like McDonalds Restaurant. Product Product is anything that is offer to the market. McDonalds have different types of fast food product for their potential and existing customers; they make these products attractive by designing their menu in such a way that indicate what consumer will be having with any product they chose and what each product contain in a very simple way. However, they also know meeting customers requirements is very crucial on product because they can change taste at any time and these make them to check mate their customer preferable product by getting feedback from them and also through profits made on each product they are aware too. They are extremely careful when introducing new product to the market in order not to affect the existing product sales by redesigning packaging or adding extra features. McDonalds sales on product vary according to the stage they are in their product life cycle and the type of marketing undertaking also depend on the stage of a product. They present their product in more attractive way to motivate their customers to buy. http://www.mcdonalds.co.uk/static/pdf/aboutus/education/mcd_marketing.pdf 28/01/2010 Price Price is the amount customers paid for good or service. It play a very vital role in customers (demand) and producer (supply). These enable McDonalds to make their prices of product reasonable to customers in order to increase sales. However, they also determine price for product through looking at how customers will value the product. Medium Big mac  £3.89 Before they actually fix the price of Large and Medium Big mac, they look at how customers and potential customers will value the combination of the product by asking them selves if they would be able to pay  £3.89 for the combination of product. If yes, they can now fix price on that amount. They may cut down their price of product due to competitors as match with the lower prices which mean no extra demand of the product because consumers can get similar or the same product at the same price elsewhere. This will reduces the profit margin and sales. Promotion Promotion this is a way an organisation communicate with potential customers about its product. The purpose is to persuade customers to buy the product by advertising. McDonalds know the important of promotion on their products because there are many competitors in the market with similar product. So to differentiate their products from others they use various ways of advertising to tell the potential customers about the product and price through advertising on TV, radio, online, newspapers and magazines. However, they also use some promotional techniques such as direct mail, sales promotions, exhibitions, point of sales display, special offer etc to keep their customer inform. The aims of these marketing communications may be to increase customers, to visit the restaurant or to recommend the product to a friend. McDonald uses these promotional techniques to communicate to their customers in different ways. For example, if they would like to advertise on TV they collect some information from customers to know the kind of TV programme they watch most often, to enable them know the TV programme to use and it also make them to present the advert in a reasonable way that we call the attention of audience and look interesting to their targeted audience. Place Place is a way by which an organisation distribute its product to users or consumers. McDonalds distribute their product direct to customers by using good location and providing a place to eat the product to make customers feel relax and comfortable. Marketing mix programme for hospitality services at virgin Atlantic Airways Virgin Atlantic airways use marketing mix to strategise on the kind of products and services render to customers in order to satisfy them. Virgin Atlantic marketing mix Physical Evidence People Place Promotion Price Product Product Some products under air line companies are not physical while some are. Virgin Atlantic has different package of products that they do offer to customers in a different ways, they are: Customers destination and arrival airport Type of ticket or seat customer would prefer to buy (i.e. first class, economy and business class) Kind of food customer would prefer to eat when embarking on a journey (i.e. vegetarian food, meat and fish). The entertainment of customers through watching films, video games, radio. All these are Virgin Atlantic airways product that is package to satisfy their customer, l will like to talk about ticket or seat as a product. They have three type of seat or ticket to offer to customers and the different between these tickets depend on the service they render to individual. The more money you paid, the more value services you get. Price Virgin Atlantic airway makes decision on prices of ticket base on how many seats they would like to sell to customers because they are aware of the fact that cutting down prices do increase demand while high prices affect demand. However, they are been fair to their customers in terms of prices by providing a good offer that will make them happy, at the moment the price of New York economy seat is  £299 and first class is  £1,487 which will end 9th February 2010. Promotion Virgin Atlantic airways knows the important of advertising their product to the general public to enable them get more customers, they do these through TV, radio, newspapers, magazines, direct marketing techniques, personal selling and sales promotion. Direct marketing promotion is a techniques use by a business to communicate or update customers directly through email or telephone. Virgin Atlantic airways use these to update customers about their offer or deal of the month in order to increase sales. They also use it to get feedback from customers to know how enjoyable was their last trip and this enable them to improve in their service. Personal selling promotion this is the selling of product or service through face to face or telephone communication with customer or potential customers. Virgin Atlantic airline use personal selling to make customer or potential customer to locate or call their office for any information they may need before buying their product or service. Virgin Atlantic also use advert on Television, Newspapers and Radio to reach the general public about the offers or deals they have for them. Place Virgin Atlantic airways know the important of location for travellers who may miss place their bag during travelling to know where to go for collection or who miss their flight due to traffic delayed or for other reasons to enable them get access to another booking ticket at the airport in a discounted price. People People play a very vital role in rendering service. It also one of the components of extended marketing mix which talks about how employees strive to satisfy customers in term of service. Virgin Atlantic airways know the important of people and recruiting the right staff that will be able to give effective service to their customers. They also make sure their staff treat customers in the way they want to be treated by showing good manners and also to be able to give a good solution to any customers complains or assistance. Process Process is the procedure of how service is being carried out to customer without delay. If customers receive fast service these may make them come back agai

The Battle of the Sexes Continue in The Revolt Of Mother Essay

The Battle of the Sexes Continue in The Revolt Of Mother   Ã‚  Ã‚   "Unsolicited opportunities are the guide-posts of the Lord to the new roads of life." This quote from Mary E. Wilkins Freeman's "The Revolt Of 'Mother"' exemplifies the independent and rebellious spirit of the main character, Sarah Penn. Because Sarah Penn's behavior is unorthodox for a woman of the nineteenth century, the author constantly compared her to similar historical figures.      Ã‚  Ã‚  Ã‚  Ã‚   When Mrs. Penn is baking her husband's favorite mince pies, we become aware of the first historical relationship. The author described her face as "full of meek vigor which might have characterized one of the New Testament saints." The author continues to express that "however deep a resentment she might be forced to hold against her husband, she would never fail in sedulous attention to his wants." These statements show that Sarah is as loyal, passive, and loving as a pious saint. The comparison also points out her forgiving nature which allows her to be loving and cooperative with her husband despite any differences they may have.      Ã‚  Ã‚  Ã‚  Ã‚   The second reference to a historical figure comes when Sarah calls to Adoniram, her husband, to stop his work and speak with her. When he repeatedly refuses to talk with her, she exclaims, "Father, you come here," in a voice which booms with authority. Even her stance is as regal as her inflections, for she stands in the doorway holding her head as if she were wearing a crown. Despite her original intentions, this dignified behavior doesn't last long. As she is expressing her feelings about her husband's new barn, her stance turns to that of a humble woman from Scripture. This sudden change in behavior represents her volatil... ...the man's world, she continues to do her feminine, domestic chores and tries her best to make Adoniram happy. This proves that she has fought the battle and was now ready to make peace. However, the peace making has to be on Adoniram's part. After Adoniram finds out about his wife's defiance, he goes out into the twilight and looks out over the fields. By observing nature, Adoniram is acknowledging the power and beauty of women, which enables him to decide to put up the partitions to make a more suitable house for Sarah. By respecting the feelings and opinions of his wife, he unites the woman's home and man's technology, and in a sense makes peace between man and woman in the battle of the sexes.    Work Cited Freeman, Mary E. Wilkins. "The Revolt of 'Mother.'" Responding to Literature. Ed. Judith A. Stanford. Mountain View: Mayfield, 1996. 555-567.   

Cloning: Has Science Created A Frankenstein? Essay -- Argumentative Pe

Cloning: Has Science Created A Frankenstein? In Shelley's " Frankenstein" the scientist Victor Frankenstein is out to create life by putting human parts along with electricity. His quest is to be able to create life in a way which has never been done or thought of before. Victor Frankenstein may have been motivated by the death of his family, hoping to find a reverse to death in an attempt to cheat death. He may have also been motivated by the power of creating life. Regardless of his motivation his desire to create life became so overwhelming that he eventually had no interest in anything but his work. This desire for scientific advancement which Shelley writes about must be similar to what motivates scientists even today. In the last century scientist have been attempting to find ways to create life by artificial means. Scientists have made in-vitro fertilization possible, allowing thousands of infertile couples to have biological children. When in-vitro fertilization was introduced it was seen as completely unnatural and going against all religions. I am sure there are still people who view in-virto fertilization as wrong, but the vast majority of the world can see it for its benefits at this point. Although it must be said that it did take a while for people on a whole to accept this method of conceiving a child. Today, we as a society world wide have a new issue to deal with. Science has discovered the means in which to clone animals, opening a whole new discussion. Many people are inclined to say why would science even wish to peruse this method of research. Lewis Thomas says in his essay "The Hazards of Science" It would seem to me a more unnatural thing and more of an offense against nat... ... effect all humanity, and therefore, need to not think on an individual level. J. Michael Bishop states that "The price of science seems large but to reject science is to deny future."(261). We can not undo what has been discovered and we must ensure that all countries involved with cloning form a committee to monitor the uses of this technology to ensure that it is used in the best interest of mankind. Works Cited Bishop, Michael J. "Enemies of Promise" The Presence of Others. C Comp. Andrea A. Lunsford and John J. Ruskiewicz. New York: St. Martins, 1997 255-263. Shelley, Mary "Frankenstein". The Presence of Others. Comp Andrea A. Lunsford and John J. Ruskiewicz. New York: St. Martins, 1997 230-235. Thomas, Lewis "The Hazards of Science" The Presence of Others. Comp. Andrea A. Lunsford and John J. Ruskiewicz. New York: St. Martins, 1997 236-242.

Brave New World Essay -- Literary Analysis, Aldous Huxley

Brave New World written by Aldous Huxley and Nineteen Eighty- Four written by George Orwell reveal characters of the future world that have lost freedom due to the loss of valued qualities. Bernard Marx, Lenina Crowne, and Helmholtz Watson compare to the characters in Nineteen Eighty- Four who were ruled under Big Brother. Bernard, Lenina, and Helmholtz disclose the loss of valued traits such as, responsibility, respect, individuality, and the capability of true love. In the future society Bernard, Lenina, and Helmholtz live in, they lack normal responsibilities. Consequences are unheard of. In Nineteen Eighty- Four Winston and other characters had certain responsibilities. They had to attend work and have children which were their â€Å"duties† but, they did not have to worry about normal responsibilities. They simply had no freedom to do as they please. In Brave New World they used a drug called Soma to escape on their â€Å"holiday.† It became a necessity for them. Lenina always sang, â€Å"A gramme is better than a damn† (Huxley 78). They did not know how to function without their escape drug. Society was dependent on Soma, â€Å"The holiday it gave was perfect and, if the morning after was disagreeable, it was so, not intrinsically, but only by comparison with the joys of the holiday. The remedy was to make the holiday continuous† (103). The characters in Brave New World were responsible for their happiness. They did not ever worry about dealing with any kind of consequences for their actions. They simply did as they pleased and took Soma to fix any type of problem. When John does not follow Lenina back to her room after the day they spent together she begins to tear, â€Å"Drying her eyes, Lenina walked across the roof to the lift. On her way dow... ...Still wearing her shoes and socks, and her rakishly titled round white cap, she advanced towards him. â€Å"Darling. Darling! If only you’d said so before!† (131). Lenina was dying to have sex with John. It was the only way she could express her feelings. She did not love John the way he loved her. Lenina was convinced it was the same because, she did not understand what true love was. Due to the lack of freedom and independence the characters in Brave New World do not have valued qualities. Bernard Marx, Lenina Crowne, and Helmholtz Watson lack many qualities that make one human. In Nineteen Eighty- Four society was ruled under a close watch. They also lacked important valued qualities. Bernard, Lenina, and Helmholtz reveal the loss of valued traits such as, responsibility, respect, individuality, and the capability of true love throughout the novel.

Assessing the Role of Motivation on Employees Essay

In this light the study sets to identify the most ranked factors among the ten motivational factors. The analysis from the empirical findings showed that Job satisfaction† was the most ranked factor for both sub groups that made up the sample survey. However a study from previous researches used in this study showed that different results could be obtained from different groups of already working employees. This study therefore can be seen as an introduction to a more detailed study to be carried by future researchers on the field of employee’s motivation. Background When looking at factors that affect job satisfaction, I find that Agency theory might be helpful as it explains the extent to which organizations need to think of their human resource responsible in producing the output needed by organizations to meet shareholders value. Agency theory is concerned with issues related to the ownership of the firm when that ownership is separated from the day-to-day running of the organization. It assumes that in all but owner- managed organizations the owner or owners (known in agency theory as the â€Å"principal†) of an organization must vest authority to an â€Å"agent†-corporate management- to act on their behalf. The principal recognizes the risk, here and act on the assumption that any agent will look to serve its own as well as the principal interests as it ulfils it contract with that principal. However, this is not the situation in real life situation. As all agents are perceived to be Opportunistic. These approaches are to examine the problems of human exchange derived from the field of finance and economics but they are often applied to the study of shareholders Risk Management (SHRM). Agency theory is therefore used to analyze this conflict in interest between the principal (shareholders of o rganizations) and their agents (leaders of these organizations). Whereby the â€Å"Agents† in keeping with the interest of the shareholders and organizational goals turn to use financial motivational aspects like bonuses, higher payrolls, pensions, sick allowances, risk payments, perks to reward and retained their employees and enhance their performance. There is a strong lobby propounding the view that human resources and their management are the source of competitive advantage for the business, rather than, say, access to capital or use of technology. It is therefore logical to suggest that, attention needs to be paid to the nature of this resource and its management as this will impact on human resource behavior and performance and consequently the performance of the organization. Indeed Boxall and Steeneveld (1999) argue that there is no need to prove the relationship between firm critical influence on performance and labour management as it is self evident that the quality of human resource management is a critical influence on the performance of the firm. Concern for strategic integration, commitment flexibility and quality, has called for attention for employees motivation and retention. Given this perception, the principal in an organization feels unable to predict an agent’s behavior in any given situation and so brings into play various measures to do with incentives in other to tie employee’s needs to those of their organization. Thus getting employee’s identification with respect to the organization, and thus increasing their commitment level. As an approach to mediate the employment contract, elements of human resource strategy (especially those to do with rewards and retention) can offer a way of ensuring an efficient transaction process that enables both parties to get committed towards the fulfillment of each other needs. The fundamental problem, dealt with is what drives or induces people to exploit their potential resources in the way they do in organizations? The issue of motivation and performance are they positively related? By focusing on the financial aspect of motivation problem like bonus system, allowances perks, salaries, etc. By paying attention to the financial aspect of motivation, I intend to probe in to the role this aspect has on enhancing employee’s performance. I believe, financial motivation has become the most concern in today’s organization, and tying to Mallow’s basic needs, non-financial aspect only comes in when financial motivation has failed. Though in some situation, it is being operated side by side. But as a research topic for my thesis I will employ the financial aspects of motivation used by the agents of organization in enhancing their employee’s performance and the extent to which non-financial aspects of motivation turn to enhance employee’s performance. To evaluate the methods of performance motivation in organization in organizing some motivational factors like satisfies and dissatisfies will be used to evaluate how employees motivation is enhanced other than financial aspects of motivation. Problem Statements As a research question, the research seeks to answer what role motivation plays in enhancing performance in organization. This will be possible through analysis of information gathered from students. Hence this thesis is mainly quantitative. * Objectives In trying to find an answer(s) to the research question and on the basis of the above background discussion and research question, the main purposes developed for this thesis is to assess the factors t hat motivate employees to perform best at work. This is done by carrying out a survey in which respondents responding to a survey, ranked the least two most important factor on a list of ten factors, and how these factors influence them. * Limitations and Demarcations The limitation is being considered in relation to the natural explanation to which the researcher has limited the study and the active choices to limit the study area that is financial motivation as a determinant of performance. The study is limited to existing theories and models, and their influence and limitation on performance enhancement. By considering the financial and non-financial aspect of motivation on employees’ performance relating to existing theories and models, I intend to mark a demarcation for the study. Here I have considered limitation in line with the research objective that is the study is limited. I believe that with the changing nature of the work force, recent trends in development, information and technology, the issue of financial motivation becomes consent on one of the most important assets in an organization. A lot has been said on the outside forces of an organization. This research considers the inside forces as a starting point. Ideally, a study of all the explanatory variables will be considered appropriate in order to capture the interactive influences of other variables and thus be able to come up with holistic and generally more acceptable results, of financial motivation and performance. * Definitions Motivation: Motivation by definition refers to what activates, directs human behavior and how this behavior is sustained to achieve a particular goal. Also it can be defined as the set of processes that arouse, direct and maintain human behavior towards attaining some goals. Jones (1955) argues that† Motivation is concerned with how behavior gets started, is energized, is sustained, is directed, and is stopped and what kind of subjective reaction is present in the organization while all this is going on. † Role of financial motivation: The potential role of money is – (1) Conditioned reinforce (2) An incentive which is capable of satisfying needs (3) An anxiety reducer (4) Serves to erase feelings of dissatisfaction Employee satisfaction: This refers to the positive or negative aspects of employee’s altitude towards their jobs or some features of the job. Organizational Goals: A concept, which refers to the focus of attention and decision-making among employees of a sub-unit. Organizing: This involves the complete understanding of the goals of organization, the necessity of proper co-ordination, and the environmental factors that influence the goals and employees within the organization. Employee attitudes: Mental state of readiness for motive arousal.

Harvard Business Review Case Analysis

In making this cession, many factors have to be taken into consideration. One is whether a traditional or nontraditional approach is needed. Another is making sure that the decision builds or at least compliments the BMW brand positioning; and also the aspect of competitor reaction and tactics must be taken into consideration so that BMW can take advantage of any open marketing tactic opportunities or learn from the mistakes of their competitors. Taking these factors into consideration, McDowell presents four different options to think through and come to a decision as to what would be best for the BMWCompany. These four options were: 1) to â€Å"milk† the existing films and try to Insert them into different media vehicles to reach a broader audience 2) film additional short films based on Clive Owen (main character of the series) because loved the films and spoke out for more 3) develop a full feature-length movie based on the series to show in theatres all around North Ameri ca; give people a full beginning to end story 4) do nothing and focus their time and resources on coming up with the next big successful marketing campaign.After analyzing the case and taking all hose decision factors into consideration, my personal recommendation would be to â€Å"milk the existing five films by making them available too wider audience† and also â€Å"do nothing I. E. Simply move on to the next thing†. Problem Statement What specific traditional or nontraditional marketing actions should BMW implement to follow up its short film series so that they retain and build positioned brand image? Recommendations The short films were a huge success and hit among audiences that viewed it.But the number of people that actually viewed It had much more potential. Therefore to each this potential BMW should push the short film series through different channels to reach a wider more broad audience. These different channels include, but are not limited to, theatres b y showing them during trailers or before feature presentations, industry related magazine inserts, and online advertisements clips with links to the website where the viewers can see the entire series of films.The film series was a great move for BMW marketing efforts and showed to be very effective for them, but it would be foolish of them to only settle for a part of the potential effect the series had, and not strive to â€Å"milk† it for all its worth. My recommendation to â€Å"00 nothing† comes In ten Trace AT not long any Turner Telling AT letter more mini films or a full length feature film. As discussed in the case study, â€Å"repeat performances were rarely as compelling as premiere performances. It would not be beneficial for BMW to waste valuable time and resources on a tactic that has already been utilized to its fullest, when it could be putting those resources to better use through the development of new / different marketing tactics. BMW needs to focu s its arresting sights on innovating the next big traditional or nontraditional campaign to better reach and communicate with its audiences and through that see increasing returns.