Should women be given special rights in modern societies because they Essay

Should women be given special rights in modern societies because they have historically been the victims of injustice - Essay Example The feminist movement, in the nineteenth and twentieth centuries, was the culmination of virtual centuries of women struggling for equality with men in public as well as private life. This was first realized in Europe and America before the effects of feminism began to affect other nations in other continents. The feminist movement has proven to have a profound effect on western societies, and is now beginning to impact eastern cultures as well; however, it is still necessary because all the objectives that were phrased from the outset have not been realized. Just 60 years ago, the existences of women in virtually all societies around the world were limited in that they were subject to the whims of their men in all respects. In the home, women were to obey the rules of their husbands or fathers. Working was also discouraged for women. From birth, women in developed as well as developing nations were conditioned to aim to become the best wives and mothers that they could be. The role of motherhood was overly praised and women were sometimes forced to become wives and mothers against their will in developed nations like the United States. Once they married, wives were expected to bear children, look after them without requiring or expecting any assistance from their husbands, and also meet the multiple needs of their husbands. According to Van der Tuin (2011) women in America would spend more than 55 hours on a weekly basis in looking after their families. This meant that they had no extra time to pursue any additional pursuits. In additio n, they remained subject to their husbands under religious as well as state laws that asserted that husbands were the ‘masters’ or ‘heads’ of the home (Walter 2010). The aim of the feminist movement was to address all these unfair realities. It also aimed to deal with the reality of women’s lack of access to higher or management jobs in organizations

Impact of the Recession on Construction Contractors Essay Example for Free

Impact of the Recession on Construction Contractors Essay The current crisis in the world’s financial system has left the construction industry facing its toughest challenges for a generation. Salaries are falling; job cuts are predicted to reach 400,000 in England alone; and the impacts look set to get much worse before they get better. No country is immune from the impact of this and the UK, and much of the rest of the world, is already in, or about to enter a recession. Even buoyant construction markets such as the United Arab Emirates (UAE) are starting to feel the effect, with construction growth rate expected to slow from 20% to 15% in 2009 (Al Mal Capital). The United Nations (UN) predicts world economic output will shrink by as much as 0.4% in 2009 (UNs World Economic Situation and Prospects Report, 2009). These are serious times, however, the industry needs to be prepared to contribute to the recovery by retraining workers, maintaining the highest of standards of quality and supporting innovation. Construction professionals must not lose sight of their commitment to issues of sustainability, health and safety, ethical business practices and improved building standards. These will future-proof the industry and allow it to grow after the economy recovers. Companies seeking to find an extra edge in an increasingly competitive marketplace are likely to employ greater innovation as they look to become more efficient. This could have far reaching benefits for the industry in the future, where innovation has never been more vital. Construction Output It is clear that construction is in for a period of deflation. Forecasts suggest that there will be a 7% decline in output over the next three years, however, this figure is heavily contingent on Government spending coming through as planned (Construction Products Association). In the second quarter of 2008 new order figures were at their lowest level since 2004; 14% below the average last year. Housing orders were down 30%, private industrial orders by 36% and commercial orders by more than  £1bn from 2007 (Construction Products Association). A rapid decline in private work has been partly propped up by more public sector spending, however the outlook for the private sector over the next few quarters is set to get worse. The Olympics will prop up the industry to a certain extent but the cessation of office development will have a much greater effect. Overall, even if all public sector funding was spent next year, the construction industry in 2009 would still see the largest percentage of fall in output since the early nineties, when over 500,000 left the industry. This has been brought about by the sharp fall in private sector investment in construction – offices, retail, entertainment, as well as private house building. Public Sector Spending The Government’s decision to bring forward  £3bn of capital spending on infrastructure was cautiously welcomed by the construction industry (Pre-budget statement, November 2008). Given the extremely high levels of borrowing that the Treasury is expecting over the next few years, there is a risk that Government will fund later debt repayments with cuts in capital spending on construction further down the track. There is also a risk that delays in the Government’s existing build programmes will lead to increased under-spend. Programmes such as the Building Schools for the Future Programme have already fallen behind schedule, and reports suggest that this is as a result of bureaucracy rather than lack of funding. Business Finance and Loss of Confidence According to the Confederation of British Industry (CBI), more than half of British firms have seen a decline in the ease of access to capital since the onset of the credit crunch; 30% of businesses have been, or expect to be refused new credit; and 78% expect business conditions to be worse next year. The Government must urgently take steps to unblock the financial markets and improve the flow of capital to business. The fiscal mitigation measures that were recently announced by the Chancellor (Pre-budget statement, November 2008) were not sufficient to address the underlying loss of confidence facing all UK businesses (and people). More innovative ways could be investigated by Government to help the industry survive, such as providing credit insurance; relaxing bonding requirements on public projects; setting up project bank accounts; and providing tax breaks/concessions for sustainable construction RD. At present, the latter has effectively ground to a halt largely as a result of the deeply entrenched uncertainty that abound. Jobs Loss of Skills Almost 400,000 jobs in the construction sector in England could be lost over the next two years (assuming GDP shrinks by 2.2% in 2009 and rises by 0.75% in 2010). It is predicted that the worst affected area will be London, where 23% of workers are expected to be made redundant (Public and Corporate Economic Consultants for the Local Government Association). On the other hand, Eastern Europeans are responding to the downturn in the market by returning home, and this has eased the severity of the job situation in many instances. Given the forecasts for construction output in 2009, it could be assumed that jobs in the public sector may offer more security than those in the private sector. This reinforces the need for Government to establish how an accelerated public spending package will be implemented. It is essential that the government makes sure timetables don’t slip, and that it does what it can to speed up deal flows and bidding times. Through no fault of its own, the Construction Industry, in particular the house-building Industry, is having to dramatically re-structure and down-size merely to survive. The loss of technical resource and therefore expertise has been considerable and there are already signs that an upturn in the fortunes of the UK economy will not see these people return. This is a real concern, particularly as the science and technology that underpins UK sustainable construction is becoming even more complex and at a time when we need experienced people if we are to meet our sustainability objectives. Furthermore, it is not something that can be addressed overnight by short-term training and/or education. Procurement It has been reported that the credit crunch is likely to reverse the industry’s trend towards negotiated contracts and partnering. Instead, there could be a swing back towards single-stage, lowest bid tenders aimed at achieving the lowest possible outturn cost. While single-stage tendering may be seen as a quick fix during the economic downturn, this does not take the long-term view, nor adequately consider best value for money. It does however provide a more risky financial environment which is likely to become a fertile breading ground for claims and liquidations as contractors cut their profits to secure work in a decreasing market. Partnering has proved itself as the most efficient way of undertaking all kinds of construction work including new buildings and infrastructure, alterations, refurbishment and maintenance. Indeed the figures show that that in the four years from 2001 to 2005,  £700m of public money was saved, and the potential for two and a half billion in savings, would have been feasible had best practice been adopted across the board. When times are hard, best practice is at its most crucial to successful business. Fraud An unexpected knock-on effect of the credit crunch has been a dramatic rise in worldwide construction fraud. Evidence suggests that the average construction companys loss to fraud has increased by 69% in the last year (Kroll Global Fraud Report), driven largely by tough economic conditions. A total of 890 senior executives participated in the worldwide survey, which covered 10 industries, with just over one-quarter based in Europe. More than 95% of the construction companies surveyed said they had suffered from corporate fraud in the past three years up by 77% from last years survey. Most frequent types of fraud occurring in the construction industry include theft of physical assets or stock, financial mismanagement, management conflict of interest, and corruption and bribery. Companies will need to be even more vigilant than usual to reduce fraud in the construction industry. Sustainability Opinion is divided about the impact of the credit crunch on the sustainability agenda. A recent survey from the UK Green Building Council (UK GBC) suggests that while the conventional building industry suffers, the sustainable building sector is experiencing growth. Asked whether the financial crisis has impacted on their organisation in tackling sustainability, 56% of UK GBC members said sustainability had become a bigger focus. Only 18% said the credit crunch has had an adverse effect on efforts to address sustainability. On the other hand, a survey of small-medium sized contractors suggests that tough government targets on sustainable construction are being missed, as buildings fail to achieve the standards set by the Code for Sustainable Homes (National Federation of Builders). The survey revealed that contractors appeared to be quite knowledgeable about the driving issues and regulations for sustainability, but in over half (53%) of projects tendered for, sustainability was not a client requirement. Either way, it is important that new buildings, not least those procured by government, are of the highest possible environmental standards. Green building can be at the heart of a low-carbon economic recovery, boosting growth and creating green collar jobs. This is particularly true in existing homes and buildings, where we need a massive programme of refurbishment to cut carbon, reduce energy bills and produce more comfortable places to live and work. By continuing to build using sustainable technologies the built environment will be preserved for future generations, and a proven record in sustainable design will be invaluable in gaining new contracts in the growing sustainable market. Education and Training The future success of the construction industry depends on the availability of skilled professionals. The credit crisis poses a significant threat to the number of students enrolling in graduate construction courses. Students may be apprehensive about pursuing a career in construction in this unstable climate. This would result in a loss of specialist skills, which in turn would hinder the recovery and future development of the industry. Sandwich courses could be at particular risk because of the lack of available placements available. Many companies are reducing the number of placements they have for students or not taking on any at all. This could result in a reduction in the number of places available on the courses because they can not guarantee work experience placements. Apprenticeships in the UK house-building industry have also suffered as a direct result of the credit crunch. However, opportunities still exist in the bigger public sector infrastructure projects such as schools, hospitals, railways and roads. As a result of these risks the Government is working with Construction Skills to try and secure as many positions as possible for students. A new taskforce is being created to ensure that construction training is as effective as possible, and apprenticeship funding will also be increased to over  £1 billion to try and prevent skill shortages (Department for innovation, Universities Skills). For professionals already within the industry, there is research to suggest that individuals with specialist skills or training could potentially gain a competitive advantage in the current economic climate (Chartered Institute of Management). The research predicts that professional qualifications could result in an additional  £152,000 in lifetime earnings. It also suggests that a working knowledge of sustainable building and other innovative methods will be a particular advantage, with major projects on the horizon requiring an extensive skilled workforce in these areas. It is important for employers to train and encourage further development if they want to secure the future of the construction industry. This will ensure that their workforce is properly trained in up-to-date techniques and will put them in a stronger and more competitive position to win new contracts when market conditions improve. Although it may be inevitable for some to make financial cuts to survive, it is crucial to maintain a constant number of new innovative minds that will allow the industry to recovery and continue to grow.

SWOT Analysis Carvel Corporation

SWOT Analysis Carvel Corporation 1) Analysing Your Business The basic design school model most closely associated with the name of Andrews is a prescriptive conception. It is intended as a practical guide for dealing with a complex environment in which there are external as well as internal contexts relevant to the enterprise. The approach is best encapsulated in the SWOT model (Strengths, Weaknesses, Opportunities, Threats), probably the most commonly applied method in strategy making. It is often reproduced in à ¯Ã‚ ¬Ã¢â‚¬Å¡ow charts which separate out the key steps in strategy making. SWOT analysis is a technique specifically designed to help with the identification of suitable business strategies for an organization to follow. It involves specifying and relating together organizational strengths and weaknesses and environmental opportunities and threats. In practice this is often an activity that is not carried out well. It is all too easy, having identified all the important points, not to know what to do with the data generated. Many organizations evaluate opportunities utilizing an analysis framework referred to as a SWOT. SWOT is an acronym for strengths, weakness, opportunities, and threats. The ultimate goal of a SWOT analysis includes, on one hand, the matching of vital operational strengths with major environmental opportunities. On the other hand, it provides a basis for improving weaknesses or at least minimizing them and avoiding or managing environmental threats to operations. Ideally, a SWOT study helps identify a distinctive competence, something the organization does exceptionally well. There is one format for evaluating internal strengths and weaknesses in light of external opportunities by considering the application of major organizational resources. Each factor-capacity, personnel, marketing, finance, and management-is rated in relation to an opportunity on a quantitative basis. This approach is used to analyze resources as strengths or weaknesses in relation to opportunities in the organiza tions environment. For each strength and weakness identified, strategy implications are drawn. Analysis of strengths and weaknesses flows logically from the identification of the resources relative to the opportunity. From the information gathered from the external analysis, we seek to establish which influences represent opportunities, and which are, or might develop into, threats. When these are considered alongside the internal strengths and weaknesses, we are able to construct a swot statement. A swot statement is a summary of the internal and external analyses. The swot factors are not strategies; they are observations resulting from the previous analyses. The strengths and weaknesses are based on the internal analysis of an organization and the opportunities and threats are based on the analysis of the environment which is external to the organization. One key distinguishing characteristic between the strengths and weaknesses on the one hand and the opportunities and threats on the other is the degree of control that managers may have. With the internal strengths and weaknesses managers can often exert control whereas with regard to the opportunities and threats, managers are less likely to be able to control such factors. If for example the organization has strong balance sheet strength) this will have resulted from managerial decisions. If, instead the organization is seen as being over-staffed (a weakness), managers can address the issue through reducing staff numbers. Conversely, by way of example, changing government policies, product changes by competitors or a war breaking out (all of, which might produce opportunities or threats to an individual organization depending on the circumstances) are beyond the control of managers. The SWOT represents a position statement stating where the organization is at the time of the analysis in relation to its environment. It is not the strategy itself and should not involve making statements about what should be done next. Instead it provides a firm platform for planning for the future of the organization, i.e. formulating the strategy which is the next stage in the strategic process. In presenting the SWOT a number of rules should be followed: Too much detail should be avoided so that the key points can be clearly seen. Keep each point short and to the point so that an overview can quickly be gained. The detailed justifications for the points presented in the table should be presented separately. Many of the points presented in the SWOT may be relative rather than absolute and consequently a matter of some judgement. Thus it is difficult to say at exactly what level a high level of financial gearing becomes a weakness or a share of a particular market becomes strength. The SWOT should not concentrate solely on hard facts (such as financial measures or market growth statistics) that can be measured or proved. Softer factors such as organizational culture or the leadership skills exhibited by managers may be more difficult to measure but they are nevertheless important for organizational performance. The analysis should prioritise and combine points. The most important points should be shown first and points that are not key or strategic in nature should be excluded. In some cases it may be necessary to combine smaller points to make one large overarching point. For example, if a SWOT is partly based on a financial analysis of an organization which indicates a strong financial position, the SWOT should not have individual points on high level of profitability, low gearing, adequate liquidity, etc., for to do so would confuse the presentation. The point presented in the SWOT should be that is that the organization has a strong financial position. The justification for making such a point would be provided by the assessments relating to profitability, gearing liquidity and so on. The process sometimes involves an additional stage of condensing the strengths, weaknesses; opportunities and threats (SWOT) into a survey of the key issues. These are the most pressing or most important elements of the SWOT statement those which require the most urgent action or which the strategy should be particularly designed to address. Once we have established the organizations internal strengths and weaknesses, and its external opportunities and threats, the challenge becomes to select a strategy that will address the weaknesses and threats whilst at the same time, will build upon its strengths and exploit its opportunities. It is important to understand that a detailed internal and external analysis is a necessary pre-requisite for the SWOT information it emerges from the internal and external analyses. The second stage in the strategic process involves taking the important information gathered from the strategic analysis and using it to make an intelligent and informed selection of the most appropriate course of action for the future. It is at this stage that we come to appreciate the importance of the strategic analysis. If we have gained insufficient or flawed information from the analysis, then we cannot be sure that the strategy selection we make will be the right one. Selection therefore begins with an examination of the strategic analysis. Once we are acquainted with it, we normally generate a list of the options open to the organization, paying particular attention to how each option will address the key issues. After this, we evaluate each option using a number of criteria. Finally, the most appropriate strategic option is selected. A strategy is a plan that integrates an organizations major goals, policies, decisions and sequences of action into a cohesive whole. It can ap ply at all levels in an organization and pertain to any of the functional areas of management. Thus there may be production, financial, marketing, personnel and corporate strategies, just to name a few. If we look specifically at marketing then there may be pricing, product, promotion, distribution, marketing research, sales, advertising, merchandising, etc. strategies. Strategy is concerned with effectiveness rather than efficiency and is the process of analysing the environment and designing the fit between the organization, its resources and objectives and the environment. The strategic process refers to the manner in which strategy is formulated. There are several approaches. First, the rational approach, making use of tools such as SWOT analysis and portfolio models. Second, the flexible approach, which employs multiple scenario planning. The creative approach reflects the use of imagination in planning. The behavioural approach reflects the influence of power, politics and personalities. And finally, the incremental approach is based on small adjustments or changes to previously successful strategies. 2. COMPANY HISTORY Carvel Corporation had one of the oldest and most endearing histories of all the ice cream companies in the U.S. In 1934 Tom Carvel, a Greek immigrant, parlayed a flat tire on his ice cream truck into what would become a multimillion dollar franchise business. As the story had it, after a flat tire forced Tom Carvel into an abandoned parking lot one summer afternoon in 1934, Mr. Carvel quickly realized he could sell far more product in a stationary location than he ever could in the streets of Hartsdale, NY. Mr. Carvel soon borrowed $100 and opened the first Carvel Ice Cream store. Mr. Carvel used a combination of fresh ice cream and innovative products and manufacturing techniques to establish himself as the local, family-oriented ice cream parlor in the New York City area. In 1947, Mr. Carvel franchised his first store and proceeded to become one of the pioneers in fast food franchising. In fact, it was only after Tom Carvel refused his partnership offer that Ray Kroc used Mr. Carvels store design as the model for his McDonalds chain. Throughout the 1960s and 70s, the gravely voiced Mr. Carvel used his folksy and savvy style to dominate the greater New York area. By standardizing procedures and providing franchisees with exclusive product designs and marketing material, Mr. Carvel expanded all along the East Coast. By the early 1980s, there were over 800 Carvel stores in operation along the East Coast and in some Midwestern states such as Ohio and Wisconsin. Included in the company chain were over 40 stores in California. However, by the mid 1980s, the recess ion and the strain on Tom Carvel to manage his business began to take its effect on the franchise. Sales and quality control began to decline, and events forced Mr. Carvel to consider changes. In 1989, at age 88, faced with diminishing sales and increasing store closures, Tom Carvel reluctantly sold his company to Investcorp, aBahrainian-based investment banking group. The Investcorp strategy centered on acquiring previously gainful companies whose profitability had diminished in recent years due to recession. Following that strategy, between 1988 and 1992 Investcorp had purchased Macys, Sax Fifth Avenue, Tilecorp, and Carvel. By infusing new capital and bringing in a new management team headed by CEO Steve Fellingham, the former president of Kentucky Fried Chicken, Investcorp focused on growth and revamping Carvels listless image. Management was forced, however, to walk a fine line between creating a new, vibrant image for Carvel and alienating long-time, loyal customers who had grown up with Mr. Carvels occasionally awkward but always folksy style. In 1992, Carvel introduced the Ice Cream Bakery concept to its customers. Under this program, the company continued to offer long-time favourites such as Cookie Puss and Fudgie the Whale, but also introduced a new product line that featured specialty cakes and novelty ice cream treats for special occasions. By focusing on creating Carvel ice cream as a bakery dessert item, Carvel hoped to reduce both the cyclical sale pattern of the company and the perception that an ice cream cake was only for special occasions. To this end, Carvel instituted its current mission statement: Working together, we will make Carvel the leading choice for unique, quality frozen desserts by consistently exceeding customer expectations. In 1993, the company initiated its grocery store program in which Carvel displayed its own dedicated freezers in the bakery departments of supermarkets up and down the East Coast. By 1994, in the face of industry-wide declines, Carvel decided it was time to bring its Ice Cream Bakery to the Peoples Republic. 3. PRODUCT LINE Carvel Corporation offered a wide variety of ice cream products. The companys fundamental product, though, remained its soft serve ice cream and fountain line. Included in this category were: cups and cones shakes floats sundaes hard ice cream-soft ice cream that is frozen in the shock box in tubs so that it can be scooped and served as traditional ice cream. In order to promote the everyday nature of the business, though, management had introduced 4. COMPETITION Carvel Beijing faced a very fragmented market in Beijing. Generally speaking, several domestic and international companies had penetrated the market and achieved moderate brand awareness. However, no brand had yet to break from the pack and establish itself as the market leader in ice cream. The following breakdown describes the most dominant of these fragmented players: Walls was a Holland-based company and one of the market leaders in Europe and Australia. In Beijing, Walls product line was limited to cups, cones, and various other novelty treats. Mainly, their distribution was limited to roughly 3,000 rollhards from which they sold novelty ice creams, namely cups and cones. Walls was also available in several supermarkets. As one of the first western ice creams in Beijing, Walls still enjoyed the benefits of its first mover status. Beijing customers still considered Walls to be the preeminent Western ice cream in Beijing, simply due to breadth and duration of its presence. On average, Walls sold its products for  ¥4, but recently it had raised its prices to  ¥5. It was estimated that Carvel had taken much of its market share from Walls. Buds was a San Francisco-based ice cream company that enjoyed a wide presence and brand awareness in Beijing. Although only a regional brand in the U.S., in China, Buds enjoyed the reputation of being the pre-eminent American brand because it was the first American brand to appear in the PRC. To date, in a country where consumers still prized a companys tradition and longevity, both Baskin Robbins and Carvel had not yet been able to dispel Buds image. Like Walls, Buds did not have any retail store outlets. Instead, Buds sold only from nearly 600 rollhards scattered throughout Beijings markets and supermarkets. Buds only produced cup and cone products, and its prices matched those of Walls. Small cups were  ¥4.2, hard ice cream was  ¥6, and pints sold for  ¥23. Baskin-Robbins represented the most significant long term competition to Carvel Beijing for several reasons. First, Baskin- Robbins was Carvels chief rival in the U.S. and its products enjoyed more national brand awareness than Carvels. Secondly, Baskin- Robbins was the only competitor in Beijing that produced an all ice cream cake and had retail stores in which to promote them. Finally, Baskin-Robbins had a longer and broader presence in Beijing and appeared to have the positioning strategy that Carvel had targeted. Baskin-Robbins presence was mainly limited to its two retail stores. Like Carvel, Baskin- Robbins offered its customers a true ice cream parlor experience. While Carvels cakes were of better quality, Baskin-Robbins relied on its tradition of hard ice cream cones and fountain products to drive sales. Currently, Baskin- Robbins charged  ¥9 for a single scoop ice cream cone and  ¥107 for a cake comparable to Carvels small round. Baskin-Robbins did not have any wholesale outlets at this time. 5. SWOT ANALYSIS (S)trengths Carvel had the best ice cream cake in Beijing and one of the best ice creams. Carvel had received positive reviews from its customers. Training and operations had progressed well and the company was ready to increase production. (W)eaknesses Vaguely defined management roles and objectives hampered definitive marketing policies. Inability to source inputs locally continued to hamper the bottom line. Too many potential customers still did not know of Carvel Beijing. (O)pportunities Carvel was looking into involving the foreign embassy community in its sales promotions as a means of increasing both sales and potential outside business contracts. The approaching summer allowed Carvel to have a seasonal grand opening to reintroduce the brand to first time customers. Wang Mengs offer to use 6,000 New Continent vendcarts offered Carvel the opportunity to increase greatly the brands exposure at minimal cost. (T)hreats The cash flow and sales problems threatened to scuttle the proposed business plan for 1995. The competition, including Wang Meng, were quickly realizing the potential of ice cream cakes in Beijing, and Carvels competitive advantage in this area would be challenged. The dynamic political and economic environment in China presented inherent uncertainty. Beijing residents enjoyed a wide variety of dessert products. Besides ice cream products, there were numerous bakeries that offered a variety of traditional Chinese-designed cakes and pastries. These flour-based cakes were richly designed with traditional Chinese figures and styles and sold on average from  ¥100 to  ¥250 for an ornate wedding cake. Other traditional treats included pastries with a sweetened jelly or fruit paste filling. Chinese also enjoyed various types of traditional dried fruits, and they often ended each meal with a platter of fresh fruit and tea. There were also many styles of Chinese and Western candies. Furthermore, a traditional sweet treat called suan niu nai literally meaning sour milks), a yogurt-like product, was sold throughout the city for  ¥1.5. Chinese of all status enjoyed suan niu nai at all hours of the day, but it was more closely associated with the less affluent segments of society. Finally, the growth of McDonalds, Burger K ing, and Kentucky Fried Chicken had presented Carvel with other possible substitute products. More and more consumers were trying these fast food giants own desserts, such as apple pies, shakes, and their own ice cream cups and sundaes. In short, there were a wide variety of dessert and snack treats from which Chinese consumers could choose. What concerned Phil Fang, though, was that all these alternative treats were cheaper and more widely recognized than his product line. 6. CONCLUSION Having done this analysis, Fang had to plot his strategy for the rest of 1995 and beyond. More important, he had to make some very tough decisions on where he wanted to position Carvel Beijing as it entered its first and, arguably, most important summer in Beijing. Among the most pressing issues he had to face were: how to price the product: competitively or as premium product how to design and position the cakes: as American products or as more traditional Chinese products how to confront the financial problems: with short term or long term policies how to respond to Wangs vendcart proposal how to produce the mix: as the original American mix or as a less sweet mix more appealing to traditional Chinese tastes What complicated these decisions were the problems associated with a multinational joint venture: issues of personality, culture, and the joint venture agreement itself. In the end, though, it was Phil Fang who would have to overcome these challenges and seize upon the unique chance to create the first truly national brand of ice cream in the Peoples Republic of China. A good strategy is designed to fit organizational capability with environmental opportunity. It is best summarized by the SWOT approach and has very close links with the case study approach pioneered by the Harvard Business School. This school sees strategy as based on the classical approach. It is the rational product of a senior manager, usually the chief executive officer, consciously and deliberately à ¯Ã‚ ¬Ã‚ nding a à ¯Ã‚ ¬Ã‚ t between the internal strengths and weaknesses of an enterprise and the external threats and opportunities it faces. A strategy is viewed as an explicit, simple and unique conception. Formulation precedes implementation and is separate from it. There is often a range of options from which the strategy to be implemented is chosen. The one which provides the best à ¯Ã‚ ¬Ã‚ t or best design is chosen. Changes from Macro Environment Many changes from the macro environment have the potential to cripple even the best of strategies and must therefore be wa tched. Managers should note any changes in the environmental factors cited above as conducive to innovation. Potential changes in exchange rates, especially unanticipated large ones, central bank policies that raise interest rates, and taxation laws, along with demographic and sociopolitical changes, all have the potential to impact firm strategies. Managers should examine them carefully for potential threats and opportunities. In particular, they should examine the potential impact of changes in tax policies concerning the Internet. This analysis of a firms current performance, appraisal of its business model, appraisal of its competitors business models, analysis of industry attractiveness, assessment of its macro environment, projection of the evolution of the Internet, and a forecast of its environmental changes is sometimes called a strengths and weaknesses, opportunities, and threats (SWOT) analysis.

Brazil El Alto :: essays research papers

Part B: Dramatic Discussion Biu Thank goodness is carnival time again, and the best part is that this year I’m going to wear a really nice red dress. My belly is not bothering me and my kids are big enough to take care off themselves, they probably will be playing all night on the street along with the other kids of the â€Å"el barrio†. My oldest daughter probably will stay with her boyfriend. Felix I got to work this week, so I’m gona have a wonderful time this carnival weekend, I’ll get drunk and party with my friends, this will be my best carnival ever. Dona Felipa I don’t understand you people. You barely can sustain yourself and when ever you got work at the sugar cane you always spend all your money available. Why don’t you take care of your wife and the son to be born soon. You Biu, I understand that carnival time is very important for us, but I don’t want you to be sick and unable to work for me later on. Felix I respect your point of view Dona Felipa, but even though we are poor, we still have the right to have fun. Carnival week is for everybody here in Brazil, if we can’t have fun on only this sacred week, where else and what else can we do to entertain ourselves. Biu Felix should take care of his family I have a son in my belly from us, from Felix, but I agree that carnival time is for party and is for everybody to enjoy. We are so poor and miserable that carnival is the only thing no body can take away from us. We live in misery, we don’t have nor running water nor clean water, we even don’t eat regularly, but carnival time is a brief moment for us to escape our reality, our miserable reality, if we cant have that little thing, we might kill ourselves as well. Felix Some day, I’ll be rich enough to be able to enjoy carnival where the rich people go. I’ll mingle with the government and high society people of the Alto. Someday my woman will never have to work again. Someday my woman will never have to wash clothes for others never again. Dona Felipa I think Felix, that you are a good man, and you want the best for yourself and for your family. But I think you are a fool by thinking in that way.

My First Jump – A short Story

The wind was painful against my face, the skin being pulled back from my face, skull emobossed against it. My instructors (Jake and Ryan) were falling with me, to keep me â€Å"safe.† Jake tapped my shoulder, the signal that I should pull my chute. I grabbed the rip cord, and pulled it with all the force I could†¦this was a mistake. I had been instructed before to just give it a gentle tug†¦the cord snapped off. My parachute had failed. This is when the panic kicked in. All the training I had received, gone. My mind drew a complete blank. I was looking around desperately at Jake and Ryan, while the earth was hurtling towards us rapidly. Ryan tilted himself forward, causing his whole body to move forwards in the air, moving towards me. He pulled a cord on my parachute, so as to activate the emergency chute, something which had not been explained to me, as they didn’t see the point, it usually works†¦The emergency chute failed. Nothing appeared. This was when my heart was in my throat, no parachute, freefalling, I was dead. At that moment in time, I couldn’t understand why Ryan then decided to grasp on to me, coiling his body around mine, like a koala gripping a tree, until he pulled his cord, deploying his parachute, causing us to fall much slower, all of this happened in an instant. We were, however, still at a dangerous height, the only thing that was keeping me from falling to my death was the grip of Ryan, and the strain could be felt, and the grunts of pain, as he put everything he could in to holding me up. The land site was no longer a priority, it was more landing in general. We were getting closer and closer to the ground, but I could feel myself slipping†¦I managed to rotate while in mid air, and hold on to Ryan, allowing him to let go of me, and all of the pressure was now on me. At around 10 foot, I lost grip of ryan, and fell to the concrete ground below. This broke my ankle, and sprained my knee, but at this point I was just glad to be alive†¦ This experience was really a massive reality check for me, it’s made me realize that not everything goes to plan all the time, no matter how much it needs to. It has also made me really appreciate life, and every moment of it. As they say, â€Å"five minutes of life, is life.† Another experience, which is totally different from this one, but had the same impact on me as a person, is this†¦ My vision was blurred†¦nurses shouting†¦something about an â€Å"antidote.† I couldn’t remember anything that had happened. Panic struck me. I had no idea what was going on, and was too weak to express this, but it was obviously serious. What was a â€Å"Chinese Bird Spider†Ã¢â‚¬ ¦? I was on holiday in China, that much I knew†¦My eyes were getting heavier†¦ †¦Ã¢â‚¬ he’s coming around†¦Ã¢â‚¬  The sun was shining, dazzling, in my eyes, it was difficult to see, I could however, ask what had happened. I had been bitted by a â€Å"Chinese Bird Spider.† One of the most venemous and dangerous spiders on earth. If my mum hadn’t recognised it instantly, and taken me to the hopsital. I would have died. No doubt. The pain in my neck was definitely present, but dull and numb, it must have only just been in time. This event has also made me really appreciate life, and how amazing it is. I now realise that I took everything I had for granted. Fear, I feel, is the ultimate form, of humanising someone, making them realise what life is truly about, and how to live it.

Music Review essays

Music Review essays The CD called Stripped by Christina Aguilera is the best Album that she has done so far in her singing career. Christina has gone from a pop-icon to a soulful R Christina is not another Britney Spears. A lot of critics like to compare Christina to Britney. Christinas voice clearly is more mature and powerful then Britney Spears. Also like most performers she sings her songs live which brings out her true talent. Britney on the other hand in my opinion does not impress me at all. Her lyrics are not as personal. Britney does not allow her fans to get up close and personal with her like Christina does. When Christina first released the album Stripped, her first single introduced was a song called Dirrty which misrepresented the rest of her CD. I will have to admit that the song Dirrty is not a favorite song of mine. In fact that is the only song that I never play. The rest of her songs like Beautiful stand out extremely well. Her vocals remind me of Alicia Keys, Whitney Houston and Mariah Carey. Christina Aguilera is more grown up and secure with her appearance and most important her voice. This CD is more personal and in touch with Christina. Including her rocky past. She focuses on her abusive father and failed relationships. On track number 19 called Im Ok she tells about her father. The whole song is personal and clearly states her true inner feelings towards her father. She sings about the abuse and how her father hurt Christina and her mother. Bruises fade father but the pain remains the same and I still remember how you kept me so afraid Strength is my mother for all the love ...