Impact of online shopping on shopping centres in Australia Essay

Module 2 How would you define the industry to be analysed? Is the industry global? Is the organization mentioned Australian or overseas based? Can you make any inferences about the industry value chain from the article? What are the key product and services segments in the industry that are mentioned in the article? Are you able to identify the stage of the industry life-cycle from the facts in the article? What have been the remote environment trends that have driven the industry to its current state? Are these factors changing? What will be their impact on future growth in the industry? Remember an article may only make reference to some of the factors in the remote environment. What are the forces within the industry that determine the current profitability of the industry? Are these forces changing? What will be their impact on the future profitability of the industry? Again, remember an article may only make reference to some of the forces in the external industry environment. Does the article make any reference to the different customer market segments in the industry, and can you make an assessment of what drives customer demand in them? Given your remote and industry environment analyses, and your customer and market analysis, are you able to assess the basis of competition in the industry? What are the key factors that are critical for the organisation to do well in order to be successful? Are there any strategic groups that organisations in the industry compete in? Analyse the competitors if mentioned in the article, to gain a clear and specific profile of each major competitor in the industry. Module 3 Who are the key stakeholders of the organisation, and what are their  expectations from the organisation? What is the current business strategy of the organisation? Are you able to assess how the organisation has performed to date in meeting its objectives based on the given facts? Identify the capabilities of the organisation in the context of the competitive environment, and analyse them to determine whether these capabilities are strategic capabilities. Determine whether there are any inconsistencies (gaps) between the current business strategy and the remote environment, the industry environment and the performance of the organisation compared to its key competitors. Review the current business strategy against the expectations of the key stakeholders, the organisation s performance and the capabilities of the organisation. A review of these gaps, and an extended SWOT analysis, may reveal some possible alternatives and strategies that the organisation could pursue. These will often relate to improving the operational side of the organisation, while strategic growth options usually fall into the category of new products and/or new markets, which is discussed in Module 4. Module 4 Consider whether the organisation has leveraged its existing capabilities to its maximum market position and market penetration. Does the article indicate any strategy regarding development of new products or expanding its markets to remain competitive and/or to grow? Or is it possible that the company is taking another approach to growth (e.g. vertical integration)? If the organisation is considering new product development, review the important aspects to consider, including the key success factors for new product development. If the organisation is considering new market development, is the organisation trying to enter a new customer or geographic market, or both? Review the important considerations for new market development, including the strategic objectives for new market entry, evaluating the attractiveness of new markets, the key success factors for new market development and the advantages and disadvantages of different modes of market entry. Consider the accounting challenges that moving into new products or markets are likely to bring. Module 5 Evaluate each of the strategic options, such as different product and market options, on the basis of appropriate criteria, having regard for effective management of the organisation’s portfolio of projects. What are the risks assessed for each of the strategic options? Scenario planning should be undertaken in order to quantify and compare the variation in their potential outcomes. Evaluate each of the strategic options in terms of their consistency with the organisation’s external and internal environments, the feasibility of successfully undertaking the option and the competitive advantage it will give the organisation. Make the recommendations to key decision makers of which strategic options to adopt, demonstrating the alignment of the options to the business strategy and providing information on the benefits, risks and key steps in implementing the options. Module 6 What challenges is the organisation likely to face, or is currently experiencing, in implementing its strategies? How has the organisation performed in its implementation of the strategy? Determine the fit between the desired strategy and the business systems of the organisation, the organisational structure and the internal politics of the organisation. Is there a good fit between the desired strategy and the organisational culture? Consider any cross-cultural issues for the organisation. How is and/or should the process of change be implemented in the organisation? Module 7 Has the organisation considered any misalignments with all the interconnected 7- aspects of the implementation plan? Review the nature and the scale of change required to gain an understanding of the type of leadership required to lead it. How has, or should have, the leader performed in their strategic analysis, selection and implementation role?

Harnn and Thann Marketing Plan

Harnn and Thann Marketing Plan Free Online Research Papers EXECUTIVE SUMMARY The objectives of the report is to analyze the German natural home spa product market based on the previous Socio-cultural analysis and Economic analysis in order to devise marketing plan for Harnn and Thann. This report describes the detail plan for Harnn and Thann’s premium products that will penetrate to German market. To start with Market Audit, it is important to understand our own company’s strengths and competencies as well as the foreign market needs. An absolute research is required for Harnn and Thann’s aggressive advantage and the major problems as well as resistances that might challenge their product acceptance. The competitors’ analysis which is mentioning in this report, are L’Occitane of France, Crabtree and Evelyn of US, Aveda of US, Molton Brown of the United Kingdom Another part is the preliminary marketing plan which consist of Marketing objectives, the types of promotional mix, the distribution mode and distribution channels which fit to German market. In this section also mention about price determination, term of sale and methods of payment which will be used in this case and finally we provide the Pro forma financial statement and budgets and analysis of resource requirements. With the successful research and marketing plan is resulting in company’s achievement in its goal and ability to expand its business with broaden opportunities in Germany. A. PART ONE – MARKET AUDIT AND COMPETITIVE MARKET ANALYSIS I. Introduction The purpose of this paper is to do marketing plan for retail and wholesale Harnn and Thann natural home spa products, natural skin care, unique aromatherapy products and gift sets in Germany. Since Harnn and Thann, a young energetic Thai company, has a plan to expand their business to Germany by setting up their outlets and distribute the products to local distributors. Based on the result of Socio-cultural and economic analysis, today, Germany has an undeniable potential market and opportunities becoming available in the beauty, wellness and health therapy sector which has the reputation as one of the most comprehensive spa cultures in Europe.(Spa: Sanus per Aquam an Old Roman Cure, n.d.).(13) In other word, Harnn and Thann are convinced that Germany is the next treasure for them to spread out their premium products and verifying their reliable name in EU market after their previously disclosure in few countries in EU. However, the marketing strategies to be used in German market i s crucial and thus, the research need to be done carefully by analyzing market audit and marketing plan based on provided socio-cultural analysis and economic analysis in assignment one and two respectively. II. The Products Harnn and Thann aromatherapy products which uses natural ingredients. 2.1 Perceived Product Innovation 2.1.1 Relative Advantage i. Harnn natural plant extracts are active ingredients which can counter stress and allows you to exile yourself from the urban environment and way of life. These traditional extracts/ medication have been proven by scientifically. Harnn natural plant extracts in hair and body care products nourish, clean, soothe and also protects the natural balance of ones skin and hair. ii. Harnn natural spa products improve circulations and stimulates ones senses when used with traditional massage techniques. iii. Harnn home fragranced products and other similar accessories create a different environment within ones home. Such products come in different dynamic colors, shapes, textures and fragrances which craft a relaxing and a pleasant environment. (Harnn, 2008) iv. Thann products concentrate more towards using plant extracts to develop natural aromatherapy products. (Thann, 2008) 2.1.2 Compatibility Harnn and Thann products are made from natural plant extracts and work towards creating a more natural environment through their diverse and dynamic characteristics of their products. According to International Social Survey Program, the data shows that there has been increased spending on the environment in countries like Germany. This shows great compatibility between Harnn and Thann’s product theme and the objectives of creating a â€Å"greener† and natural environment in Germany. (Skrentny, 1993) 2.1.3 Complexity Harnn and Thann products are easy to use without complicated packaging. The layout makes Harnn and Thann’s products more appealing yet simple. 2.1.4 Trialability Harnn and Thann aromatherapy products when on display in stores create a closer bond between customers and the product. It allows customers to choose which smell of their preference. 2.1.5 Observability Its appealing yet simple packaging creates a competitive advantage over other spa products. 2.2 Problems and Resistances to product acceptance German consumers prefer to use its country’s products rather than foreign products. Studies have shown that most youth, the more educated, and consumers who are more familiar with the products would be more willing to try out foreign products. However, a big factor that can cause product acceptance in Germany is consumer nationalism. For example, Japanese cars are more favored over American cars by Americans. However, because of consumer nationalism, in Germany, German made cars are rated higher over Japanese cars. (Papadopoulos Heslop, 1992) Harnn and Thann could face product acceptance due to such factors. However, Thai spa products have created a good reputation around the world for its traditional and natural approach. Harnn and Thann has expanded it stores into countries like Australia, Canada, Cyprus, Finland, France, Guam, Indonesia, Japan, Malaysia, Estonia, Poland, Portugal, Spain, Sweden, Singapore, Taiwan, Thailand, Vietnam and Ukraine. Its expansion into Europe especially, shows the company’s growth and success. In the period from 1996 to 2006, the number of wealthy people earning more than 200 percent of the average income level went from 6.4 to 9.2 percent and the number of poor earning less than 50 percent of the average increased from 7.3 to 11.4 percent. (Germanys Middle Class Shrinking Fast, Study Says, 2008) This tells us that the average income levels have been rising. With increased incomes come increased spending, therefore we look at opportunities where Germans can spend more on luxury products and other wants. 2.3 SWOT Analysis a. Strengths ? Thailand is one of an undeniable world renowned destination spa. ? An excellent reputation which considered #1 in Asia. ? Natural, organic, and non-animal tested ingredients ? Rich powerful mother company – No franchises ? EU accepted as it is already disclosed in some EU countries. ? Romantic and relaxing image with huge product range ? Premium product with high affordability. b. Weaknesses ? Low brand awareness ? Harnn and Thann has no experience in Germany especially, high challenges with local competitors who are already well established. Therefore Harnn and Thann probably have to face some problems initially. ? Young company which has established in 1999 for Harnn and in 2002 for Thann. ? There are a lot of gaps to fill in terms of Research Development in EU. c. Opportunities ? Boosting confidence of consumer by falling unemployment rates and rising GDP ? Germany has one of the most comprehensive spa cultures in Europe ? Booming demand of skin care products by aging population ? Market development space d. Threats ? Strong competitors ? Adapting to the culture differences Tendency of male caring about appearance Tendency of free time activities ? Culture differences III. The Market 3.1 Market in which the product is to be sold 3.1.1 Geographical Region i. Spas are very popular in Germany and have been around since Harnn and Thann will look at opening in three major towns/ cities where it can reach its target market easier in Germany. ? Aachen is a town on the west of Germany bordering with Belgium and Netherlands. This spa town offers many historic sites and hosts many annual cultural events and festivals. Aachen is an ideal place to get away and spend a good few days to relax and get away from the city life. One can drive or take a train to Aachen. Aachen is a major hub for the European trains. Trains connect to cities like Cologne, Brussels, and Herleen. (Hartley, n.d.) Harnn and Thann will benefit from such a town because it makes it easier to reach its target market. Aachen being a tourist destination will allow Harnn and Thann to sell its products to hotels and spas. ? Munich is a vibrant city south of Germany. This city attracts a lot of tourists from all around the world. Opening Harnn and Thann retail outlets in malls will allow consumers to bring a natural and a relaxed environment to their homes in comparison to the fast moving city life. Munich offers travelers the choice from its international airport, underground railways, suburb trains, trams and buses. ? Baden-Baden is situated at the foot of the Black Forest. This is another relaxed tourist destination with a number parks and gardens. It is a small town which is easy to get to either by air or train. (Baden-Baden, n.d.) Sale of Harnn and Thann products can be sold to hotels and spas in this small tourist destination once again reaching out easier to its target market. 3.1.2 Consumer buying habits The idea of Germans loving spas is to relax. There are a lot of spa towns and holiday destinations in Germany. Due to the trend of turning more environmental, consumers are more conscious about the environment and prefer more environmental friendly products. However, research has shown the buying trends of foreign products to be less attractive to Germans. (Papadopoulos Heslop, 1992) 3.1.3 Distribution of the product Distribute to retail outlets at shopping malls, hotel retail store and direct selling and distribution as accessories for hotels and spas. 3.1.4 Advertising and Promotion 3.1.4.1 Media Used Advertise in Magazines like Elle, GQ, Marie Claire to promote Harnn and Thann natural spa products (promote here only because we want to reach a niche market rather than target a mass audience. Another media used is through brochures placed at information desks of shopping malls. 3.1.4.2 Sales Promotions Registered members of Harnn and Thann are given product discounts up to 15 percent retail outlets/stores, and discount coupons to established spas. 3.1.5 Pricing Strategy In the period from 1996 to 2006, the number of wealthy people earning more than 200 percent of the average income level went from 6.4 to 9.2 percent and the number of poor earning less than 50 percent of the average increased from 7.3 to 11.4 percent. (Germanys Middle Class Shrinking Fast, Study Says, 2008) Even though we see an increasing rate of average income, entering the reserved German market as a foreign product is difficult. Germans are less price sensitive due to their high incomes but are more hesitant and reluctant to buy imported products. Therefore, our prices should be positioned well for the middle income earners yet still delivering quality aromatic natural spa products. Harnn and Thann’s pricing objective is to offer rising income earners a taste of luxury and comfort. 3.2 Compare and Contrast your product and competition product(s) 3.2.1 Competitor’s product(s) 3.2.1.1 Brand name 3.2.1.2 B. PART TWO – PRELIMINARY MARKETING PLAN I. Marketing Plan Enter the German market and create awareness of Harnn and Thann aromatherapy natural home spa products. 1.1 Marketing Objectives To gain spontaneous consumer awareness to 20 percent of the target market within one year and to communicate that Harnn and Thann is the only one that provides a sense of authentic home Thai products for better physical health and natural radiance. 1.1.1 Product Objectives i. To offer the German market a sense of authentic home Thai products for better physical health and natural radiance. ii. To exploit a holiday destination in Germany as a market for authentic Spa products from Harnn and Thann, a product of Thailand that is well renowned for its traditional spa products. iii. To create awareness of Harnn and Thann spa products, in a holiday destination in Germany. 1.1.2 Selling Objectives i. Gain spontaneous brand awareness of 20 percent of the target market within the first year upon entry. ii. Gain a market share of 5 percent within the first 6 months upon entry. 1.2 Product adaptation or modification Core Component The design will not change according to German culture since we are emphasizing on the Thai traditional natural spa products. Packaging Packaging will differ from products; however we would emphasize on products like for example natural hair products will come in different sizes like in bottles of 50ml or 100ml. Labeling and text used will be inscribed in German. As for products sold for hotels and spas, bundled packaging will be employed. 1.3 Promotional Mix (personal selling, advertising, publicity, and sales promotion) A. Advertising i. Objectives Gain spontaneous brand awareness of 20 percent of the target market within the first year upon entry. ii. Media Mix Print media- Magazines like Elle, GQ and Marie Claire Brochures We use magazines and brochures only due to cost factors. In addition, magazines such as Elle already have a certain group of people who read it, therefore making it more effective for Harnn and Thann to reach its target market. iii. Message Take your body, mind and soul closer to nature with Harnn and Thann’s aroma therapeutic natural home spa products. iv. Sales Promotions Registered members of Harnn and Thann are given product discounts up to 15 percent retail outlets/stores, and discount coupons to established spas. PEST Analysis ? Political (and legal) forces i. Stable political environment ii. Reduce the Trade Restrictions ? Economic forces i. The German economy has been improving since early 2006. ii. Both GDP and consumer spending have increased to +2.7% and + 1.8% respectively. iii. Positive changes in the economy in 2009. ? Sociocultural forces i. Nuclear family, high family income, 66% middle age population ? Technological forces i. Germany has 50.4 million internet users. ii. Ranked 4th of the World’s internet users 1.4 Distribution 1.4.1 Mode selection Harnn and Thann choose Multi-distribution mode like air freight, ocean freight and road transport for their product distribution. The company plan to distribute the products to retailer or distributors by Air freight via Dubai (DXB). (Airfreight, n.d.) (10) By choosing this option helps the company to distribute their products on time. On the other hand, as for distribution to their 3 outlets in Aachen, Baden-Baden and Munich Harnn and Thann use Ocean freight which categorize in Less- than- container loads. It is the ideal solution for smaller shipments as it is more suitable for larger quantity and time constraints is not crucial. Furthermore Harnn and Thann can use road transport to distribute their products to their distributors in other major city. (Ocean freight, n.d.) (9) 1.4.2 Port selection Harnn and Thann ship their products from Lat Krabang port to the port of Hamburg which is Germany’s biggest seaport, and Europe’s second largest, turning over almost 6.1 million TEU standard containers in 2003. (The Largest Ports, n.d.) (11) The port of Hamburg handles 28 percent of all container traffic in Northern Europe. (Germany: Europe’s Logistics Hub, 2005) (12) 1.4.3 Freight forwarding Harnn and Thann choose Maersk Logistics Thailand as a freight forwarder since Maersk Logistics is one of a recognized and leader of international logistics companies with an excellent wide range services. Moreover, the forwarder will handle all documentations needed to meet the export customs and destination requirements such as Bill of lading, and all shipping documents. Maersk Logistics will also help in arranging warehouse storage and distributions as well as insurance claim if required (Value added services, n.d.) (14) 1.5 Channels of Distribution (Micro analysis) 1. Retailers a. Type and Number of retail stores b. Retail Markup for products in each type of retail store c. Method of operation for each type (cash/ credit) d. Scale of operation for each type (small/large) 2. Wholesale middlemen a. Type and number of wholesale middlemen b. Markup for class of products by each type c. Methods of operation for each type (cash/ credit d. Scale of operation (small/large) 3. Import/ export agent 4. Warehousing a. Type b. Location A. Retail Distribution Harnn and Thann will open in three outlets in Germany, one outlet in each city/town Aachen, Munich, and Baden-Baden. When the products have arrived at the airport, a delivery truck will transport the products to the retail stores. There will be no middleman in terms of warehousing. A trucking company will be picked after a bidding session to transport the products. 1.6 Price determination Price of Harnn and Thann’s products for exporting to Germany need to be calculated in detail as when it comes to international business, it is not only the cost of raw material, but it also has additional costs that need to be included such as cost of shipment, cost of transportation, Insurance costs, all handling expenses as well as custom duties, Import taxes and VAT etc. Moreover, the company needs to ensure that the products’ margins are decent and hence price will be set according to the level of market segment. 1.7 Terms of sale In term of sale, Harnn and Thann use Cost, Insurance and Freight or the so called CIF which has an agreement that the cargo insurance and delivery of goods to the named port of destination (discharge) at the sellers expense. On the other hand, buyer will handle for the import customs clearance and other costs and risks of loss and damage. ( bmishipping.com/inco.html). This method has selected as the Head Quarter (Thailand) needs to ensure that retailer or distributors will pay the expenses and the especially, to make sure that the products are not spoiled by the time it is delivered to distributors’ hand. 1.8 Methods of payment Since Harnn and Thann has a plan to open outlets in Germany as well as distribution the products to suppliers or distributors, the method of payment will be done through Letter of credit (L/C) or Cash in Advance for those distributors which the commodities will be delivered once the payment have made and documents are completed. These modes of payment will help in reducing the risk of nonpayment due to the Bank guarantees. As for the outlets’ operation, Cash and Credit Cards will be used as modes of payment. II. Pro forma financial statements and budgets 2.1 Marketing budget 1. Selling expense 2. Advertising/ promotion expense 3. Distribution expense 4. Product cost 5. Other costs III. Resource requirements 3.1 Finances The financial resources of Harnn and Thann outlets in Germany in the first few years will be received from its Head Quarter in Thailand. After that, each of those outlets will be operated financially by its own profit. 3.2 Personnel Personnel resource is one of the most important resources requirements. In each outlet should consist of Outlet manager, Sale and Marketing Department, Administration and HRM department and operation teams with majority are local people in order to save cost and avoid challenges in hiring foreign staffs as well as language barrier as German language is used throughout the country. Thus, the total personnel should be up to 60 initially. 3.3 Production capacity Since Harnn and Thann use all the raw material and ingredients from its own mother company with a factory in Thailand, the production capacity is very challenging for them. However, the company is well prepared by forecasting the market demand and ensures that their production capacity is able to support high volume of products’ order. V. Conclusion According to Chin (2006) over 2500 people worldwide have already been chipped, with floodgates potentially about to open. While there is no doubt about the benefits for society and commerce in general this product is revolutionary and requires a significant cultural shift in South Africa to gain acceptance. This paper has performed a market audit and preliminary marketing plan drawing on the findings of socio-cultural and economic analysis completed in the previous assignment. We have taken the facts presented in the analysis identified problems and suggested solutions on how to address them. Ultimately we have identified the market and document how to go forward with introducing the product to the South African market once certain socio-cultural barriers are deemed to have been removed. Through this market audit and marketing plan, Blackberry is able to formulate well preparation strategies before implementing the real operational of sales and marketing subsidiary in Singapore based on the economical and socio-cultural analysis (summary in appendix 12 and appendix 13). During the first year, the marketing will focus on attracting people attentions and awareness; encourage trial or interest of the Blackberry brand by several marketing methods. In addition, the next years will be focusing on increasing the desire and purchasing that pilot the rises’ number of sales and profit. Therefore, eventually Blackberry is capable to be the smart-phone leader in Singapore, and in the same time embraces the Southeast Asia market. The scope for growth in the German leather industry is high. Tata international have to adopt the marketing strategies recommended to differentiate them from its competitors in international market. These marketing Mix strategies are to be followed to attain high relative market share and for the growth of the company. They should keep themselves aware of their competitors move and should react quickly to their actions. Should develop a good recognition to them in market and should rise to a leading leather exporting company in Germany. VI. References 1. german-business-partners.com/index.php?id=home 2. industry-park.de/eng/index.html 3. germany-tourism.de/ENG/nature_active_recreation/spa_vacation.htm 9. maersklogistics.com/sw35555.asp 10. maersklogistics.com/sw34805.asp 11. nordcapital.com/main/nca/en/impressionen/largest_ports.jsp 12. kompetenzcluster.org/fileadmin/vdidaten/Logistik/Fakten/Germany-Logistics-Hub.pdf 13. howtogermany.com/pages/spas.html 14. maersklogistics.com/sw34806.asp 15. Reference 1. Skrentny, J. D. (1993). Concern for the environment: A cross-national perspective. International Journal of Public Opinion Research. Extracted 26 June 2008. From: http://ijpor.oxfordjournals.org/cgi/content/abstract/5/4/335 2. Papadopoulos Heslop (1992) Product Country Images: Impact and Role in International Marketing. Extracted 25 June 2008. From: http://books.google.com.sg/books?id=z8PE4zEFSGkCpg=PA96lpg=PA96dq=foreign+product+acceptance+in+germanysource=webots=9zIXIpm4G6sig=uwW47zKnoPK4U2O26jJhNRZG1VMhl=ensa=Xoi=book_resultresnum=1ct=result#PPA96,M1 3. DW World (2008) Germanys Middle Class Shrinking Fast, Study Says. Extracted 26 June 2008. From: dw-world.de/dw/article/0,2144,3311197,00.html 4. Hartley, M. (2008) Aachen Travel Guide – An Introduction to Aachen, Germany. Extracted 25 June 2008. From: http://gogermany.about.com/od/greatdestinations/p/Aachen.htm 5. Munich (2008) Munich Germany. Extracted 23 June 2008. From: http://en.wikipedia.org/wiki/Munich 6. Wikitravel (2008) Baden-Baden. Extracted 27 June 2008. From: http://wikitravel.org/en/Baden-Baden 7. The World Fact Book. (2008) Germany. Retrieved on June 14, 2008 from https://www.cia.gov/library/publications/the-world-factbook/geos/gm.html 8. Worldbank (2008) The World Bank, Key Development Data Statistics – Germany. Extracted 27 June 2008. From: http://web.worldbank.org/WBSITE/EXTERNAL/DATASTATISTICS/0,,contentMDK:20535285~menuPK:1192694~pagePK:64133150~piPK:64133175~theSitePK:239419,00.html 9. Harnn (2008) Harnn Story. Extracted 27 June 2008. From: harnn.com/store_location.php?zone=thai 10. Thann (2008) Corporate Philosophy. Extracted 27 June 2008. From: thann.info/ The political stability assured the distribution preferences in Singapore. Moreover, the government plays a major role in deciding and implementing economic development, which it is excellent. Blackberry will do direct export, which is the manufacturer undertakes the exporting rather than delegating the task to other agent distribution (Fletcher Brown, 2005). Direct distribution is done through blackberry web-store at www.shopblackberry.com. The customer who buy online may subscribe the solution from those three providers. However, with setting up the subsidiary office, either corporate or individual customer can directly contact the office to get information and purchase the products instead of buying online. They can subscribe the e-solution separately after the purchasing. For the retailer partner in Singapore who interested in selling blackberry product can directly contact the Singapore’s subsidiary office to make an order. After that, BlackBerry in Singapore will send the products ordered from manufacturer in Canada to blackberry’s warehouse in Singapore. After that the devices are checked, the retailer may collect it from the office or directly from the warehouse Research Papers on Harnn and Thann Marketing PlanAnalysis of Ebay Expanding into AsiaMarketing of Lifeboy Soap A Unilever ProductDefinition of Export QuotasPETSTEL analysis of IndiaAppeasement Policy Towards the Outbreak of World War 2Incorporating Risk and Uncertainty Factor in CapitalOpen Architechture a white paperRiordan Manufacturing Production PlanAssess the importance of Nationalism 1815-1850 EuropeInfluences of Socio-Economic Status of Married Males

Ardipithecus essays

Ardipithecus essays Anthropologists have found the remains to what they classified as a distinct genus they called Ardipithecus. Ardipithecus has many characteristics that some may consider to be a hominid but there are also some evidence that point to the other direction that Arditpithecus is not a hominid. It is the most apelike hominid ancestor known (Boaz and Almquist, 2002). Ardipithecus is the earliest potential hominid found so far and was discovered in Ethiopia in 1994 by Tim White and his colleagues. So where exactly were these fossils found? These fossils were found in a dense forest with a relatively cool and wet climate. In contrast, early hominids were found in a savannalike setting (Boaz and Almquist, 2002). The origin of bipedalism took place in the savanna. Our ancestors were more adapted in opened grasslands. They left the trees and become bipedal. Bipedalism is considered the essential feature of being human. Therefore, from this I can conclude that Ardipithecus is not a hominid. However, there could be that little chance that Ardipithecus did migrate to the forest bipedally or because there was a climate change, which caused the forest to turn into a savanna. On the other hand, Bernard Wood, a professor of human origins at George Washington University, is questioning whether bipedalism is considered to be the defining characteristic of being human. After all, all birds have wings, but not all creatures with wings are birds. From this analysis, it would mak e it still too difficult to accept the fact that it could be a hominid. Yet, due to the discovery of Ardipithecus fossils, the answer to the question of whether it is a hominid or not was answered. Tim White and his colleagues did not have much to work with. It was nothing like Don Johansons discovery of Lucy. However, it was enough for them to conclude that Ardipithecus is not a hominid. The evidence accumulating right before their eyes told them tha...

CASE ANALYSIS heart of atlanta motel v. united states Study

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The global automobile industry - an analysis of General Motors - Case Study Example General Motors has survived major economic whirlwinds that have rocked the United States and the global automobile industry. However, the company has had its fair share of challenges, some of which have threatened is very existence. Despite the good financial statistics that General Motors Corporation has posted over the years, it is worth noting that the company has faced a number of challenges, considering the dynamic nature of the automobile industry (Fear, 2004). However, the company has not attained its optimal performance because of two separate incidents of bankruptcy claims. In addition, General Motors has had to repossess most of its cars in the United States after widespread claims of faulty ignition systems. Both of these factors have affected the financial performance of GMC tremendously. Besides, General Motors faces stiff competition from a number of automobile companies with huge market shares in the United States. General Motors survived bankruptcy in 2009 after receiving help from the federal government. In essence, General Motors was on the verge of collapsing because it had closed Saturn, Hummer, and Pontiac brands. This move came at a time when General Motors had already closed its Saab brand, which was a Swedish brand. GM’s shareholders felt the hitch because they could not access the assets of the firm in some countries, especially in Europe and Asia. General Motors had a new positive twist in 2010 because it reverted to its old symbol on the New York Stock Exchange (Smolinsky, 2011). During the same year, GM traded its shares in the Toronto Stock Exchange. The company performed well throughout the year at the New York Stock Exchange after an initial public offering (IPO) of $23 billion at $33per share. The filing of bankruptcy by General Motors took the country a step back by a total of $ billion that was used to bail out the company. Indeed, GM’s bankruptcy affected the U.S. economy in a negative way because the

Netflix Case Analysis Study Example | Topics and Well Written Essays - 1000 words

Netflix Analysis - Case Study Example On the basis of this an overview of analysis tools has been discussed such as the 3C’s, STP and the 4 P’s. The 3 C’s model is used to provide an overview of the company. Based on this overview the market conditions can be assessed which help the managers in forming strategies for the company. Based on this the company can rectify its weaknesses and progress towards success. Company: Netflix is a DVD rental and online streaming business. The services offered by the company are in a combined form and these have attracted the customers. The services of the company are slow but once the videos are acquired then the services and facilities which are offered are unmatchable and incomparable. Customers: For the success of the business, the needs and requirements of the customer are important and therefore they should be assessed. The company has faced losses when a new strategy of separating both the practices was introduced. This also increased the subscription charges of the company. Competitors: The business faces competition from products like Apple iTunes, Amazon video on demand (VOD), Google TV and YouTube and others. All these provide similar services and have benefited highly from the splitting decision of the company (Dau, and Wesley). Segmentation: In this process the company will identify the segment which will be interested most with availing the services of the company. The company has segments its consumers in order to market them in a better way. by segmenting consumers, the company can do well in the market. Targeting: Finding the most appropriate segment and finding the factors which will satisfy these individuals most must be assessed. On the basis of this all the price and the product related strategies are formed. By targeting different segments in a different way, the company can get better results. Positioning: In this segment the appropriate industry is

Online Buyology Essay Example for Free

Online Buyology Essay Descriptions of China’s economy are often paired with the best of accolades: promising, miraculous and meteoric, to name a few. But observers rarely use the words â€Å"fair† and â€Å"transparent† to describe the country’s business environment. One need not look far to see why: rampant corruption, preferential policies for state-owned companies, and copious red tape all prevent private enterprises from thriving. Yet out of this unequal playing field, e-commerce giant Alibaba and web portal Sina have created two of the fairest and most transparent business platforms in China. Alibaba allows individuals and companies to sell goods on its Taobao platform, giving vendors a set of standards and leaving everything else to their discretion. Weibo is similarly a free-for-all of Chinese expression, with the notable exception of controversial political topics. Both Taobao and Weibo have exploded since their founding and have maintained commanding leads in their respective fields. Taobao sales were US$58. 7 billion (RMB370 billion) in 2010 while Tmall, a site aimed at more developed brands spun off of Taobao in 2008, currently has about 55,000 vendors. And in the two years since Sina Weibo’s founding, the Twitter-like service has racked up 250 million users. â€Å"If you ask people, ‘Why you want to shop online? ’ I think many people will say that it gives transparency of pricing†¦ people look for convenience, people like more information,† said Phil Wei, China CEO of Export Now, a startup that allows US-based companies to list products on Tmall. â€Å"One thing [Alibaba founder] Jack Ma did is offer freedom to all these consumers and all these business units. † The free market The freedom to compete is giving rise to third-party service providers that could become some of the most dynamic companies in the Chinese economy. As has been the case with US tech giants Twitter and Ebay, Taobao and Weibo have both spawned an eco-system of third-party companies that provide related services, making the platforms practically an economy unto themselves. The type of third-party service providers surrounding the two platforms reflects the different aims of Taobao and Weibo. â€Å"Taobao is doing usiness transaction[s] while Weibo is media spreading information,† said Deco You, a Beijing-based analyst at iResearch, an online market research company. This discrepancy results in very different growth rates, said You. â€Å"The number of Taobao-related companies will increase much faster than those Weibo-related ones. † In addition to opportunities to sell goods, Taobao and Tmall offer business opportunities for subcontractors that provide services to vendors , such as store design, customer service, logistics and marketing. As a media platform, Weibo naturally lends itself to marketing companies, which began to emerge about a year after Weibo’s founding. Yang Xin, founder of marketing firm Weichuanbo, said he knows of at least 10 start-up companies that also specialize in Weibo, not to mention traditional marketing firms which have entered the arena. Despite these differences, doing business centered on either Taobao or Weibo is remarkably similar. The short lead times and relatively limited barriers to entry have resulted in fierce competition among many similar companies. Many of these third-party companies are quick to copy each other’s successes, a common tactic in China where enforcement of intellectual property rights is not as strong as in the West. But instead of knock-offs, the competition seems to foster flexibility. Weichuanbo has upgraded its software platform three times in attempt to stay ahead of copycats, Yang said. The companies also compete for the best online real estate on Weibo and Taobao. Taobao and Tmall sell ad spaces to the right of search results, although search results themselves are organic and depend on sales and consumer ratings. Weibo marketing companies commonly pay influential users to promote their products. Weichuanbo compensates about 200,000 users for their help, and Yang hopes that number will someday grow to 2-3 million. The instant feedback of web analytics also means that companies know immediately if they are falling behind the competition. If a user doesn’t like an attempt at viral marketing on Weibo, they are likely to say so or ignore it altogether. Shoppers on Taobao are just as quick to pass judgment. â€Å"Online, if a client comes to your store, if they stay longer than five seconds your store is not bad,† said Wei of Export Now. That means the chances they become frequent visitors will be significantly higher. But if [they stay] less than five seconds, they probably will not come back again. † Taobao- and Weibo-related companies also compete for unbridled optimism. Weichuanbo aims to have more than 300% in annual revenue growth within the next two years. Export Now expects to have some 300 US manufacturers selling through its service and US$1. 59-3. 18 million (RMB10-20 million) in revenue by the end of the year, up from virtually nothing at the present. The market will keep growing and the trend will continue in the next five to 10 years, and the expansion brings about more opportunities for third-party companies,† said Dong Xu, an analyst at research firm Analysys International. Yet growth in the Weibo community may not be sustainable. The government-led research center China Internet Network Information Center issued a report last month stating that new signups for Weibo began to slow in the second half of 2011. Weibo users nearly quadrupled from the end of 2010 to 250 million. With only 500 million internet users in China, however, continuing at that pace will be impossible. Although user growth will slow, there is still much money to be made. Spending on internet marketing is projected to grow to US$12. 5 billion (RMB79. 1 billion) in 2012, up from an estimated US$8. 1 billion in 2011 and US$5. 2 billion in 2010, according to iResearch. Marketing revenue in China is likely to continue growing quickly, said You of iResearch. Advertisers have only recently begun to shift online, attracted by ad space that is often more targeted and cost-effective than traditional print and TV advertising. Marketing and analytics companies can strive to grab more of that revenue by improving on underdeveloped technology and becoming more efficient, said You. Foreign companies with better technology and efficient operations could also enter the market, though they will still be limited by cultural barriers. Taobao and Weibo could also begin providing additional marketing services themselves. Taobao launched an internet marketing division in April 2010 called the Taobao Alliance, which quickly grew to have US$238 million (RMB1. 5 billion) in revenue, according to iResearch. This potential for new entrants means the market for third-party services is likely to remain highly competitive. Many companies that fail to keep up with the pace of innovation will undoubtedly be pushed out of business or be acquired by more successful competitors. But those that do innovate and survive will probably be among the most dynamic companies in China’s internet sector, regardless of the platform. As Wang Weili of Taobao marketing firm Shenzhen Fangwei E-Commerce puts it: â€Å"There might be other websites driving our business in the future. But where there are clients is where we will be. †