GASTRO ESOPHAGEAL REFLUX DISEASE Essay Example | Topics and Well Written Essays - 1250 words

GASTRO ESOPHAGEAL REFLUX DISEASE - Essay Example GERD is a risk factor for Barrett’s esophageal (BE), which also predisposes patients to esophageal adenocarcinoma (EAC). Patients diagnosed with GERD require proton pump inhibitors therapy as a mechanism to prevent the occurrence of BE and EAC. This paper is a research of the current studies on GERD and a review of a case study for a child suffering from GERD. Case Study The case study is of an 8 year old boy who experienced headaches and neck pain. The child had started complaining of the pain four years before the mother consulted a chiropractic doctor. The child had developed pain after riding in a â€Å"dodge ‘em† car. An emergency stop worsened the pain, which forced the mother to seek medical assistance. The severity of the neck pain had reduced before consultation, but the intensity of headaches had remained constant. Other symptoms included bouts of dizziness and nausea caused by neck rotation, heavy nausea in the morning, and severe neck pain and vomiting after meals. The child also experienced abdominal pain over the stomach, recurring bronchitis and migraine as a result of the family history. The doctor performed a physical examination that showed normal growth and development. Neurological, abdominal, cardiovascular, and respiratory examinations did not exhibit abnormal findings. Restrictions on segmental motion on upper cervical spine and sacral dysfunction were observed after a chiropractic spinal evaluation. The doctor also observed Shimizu reflex on the upper right hand side indicating an upper cervical problem (Jonasson, and Knaap, 2006). Using the above information, the doctor made a diagnosis of cervicogenic headache and abdominal pain. The doctor believed the pain had a somatovisceral origin. The diagnosed problem was believed to be as a result of upper cervical complex subluxation and milk allergy. The doctor proposed treatment involving a combination of chiropractic manipulation of upper cervical complex and cranial tre atment. This led to a temporary reduction in headaches and unchanged abdominal pain. The mother sought another opinion from a children doctor after seven treatments. The second consultation revealed regular colic, constant reflux, and periodic regurgitation of undigested food. These symptoms aggravated when the child assumed a recumbent posture. Abdominal pain on the stomach and lower chest made the doctor alter the initial diagnosis to GERD. The patient was referred to his general practitioner for GERD treatment and follow-up contacts revealed that the condition had improved immensely (Jonasson, and Knaap, 2006). Current Research History of the disease The prevalence of the disease has increased worldwide due to rising obesity and medicines that affect LES functions. Studies have indicated that approximately one third of the US population complain of GERD symptoms monthly (Narmeen and Woodward, 2013). Women have a higher rate of experiencing GERD symptoms than men. Western countrie s have a high prevalence ranging from 38 percent in Northern Europe to 9 percent in Italy. Annually, over 100 million proton pump inhibitors are prescribed to GERD patients in the western world. The high prevalence in western countries can be attributed to lifestyle, which is a major predisposing factor. The condition is a predisposing factor for esophageal cancer, which affects about 400, 000 people worldwide (Vats et al, 2006). Patients experience loss of appetite and damages to the lungs, throat, and ears due to excess

Marketing Objectives Essay Example for Free

Marketing Objectives Essay Executive Summary Ceylon Tea came into being nearly a century and half back when the then existing coffee plantations, struck by a deadly disease – which virtually proved the death knell of coffee in Ceylon as it was then called, were converted to tea plantations. Nearly all the coffee plantations were very soon converted to tea plantations. As Ceylon Tea made its mark in the world and was being widely traded in the markets, measures were instituted to facilitate and monitor the process of manufacture and sale of tea to be shipped to foreign countries. On 30th July 1883 the first public sale of tea took place. The Ceylon Chamber of Commerce brought under its purview the conduct of these auctions. In 1894 the Ceylon Tea Traders Association was established. Today almost all tea produced in Sri Lanka is sold in auctions conducted by these two organizations. Introduction This assignment is mainly about a FMCG product which the organisation depends only on Tea. I have sectioned this assignment in to different sections, to make the reader easy and understandable. I have also given a brief idea about marketing orientation, key steps to follow to be marketing oriented and also difficulties of implementing marketing orientation. Then I have spoke about the marketing environment with micro and macro environment and also how these environments impact to the organisation. At last I worked with marketing mix and how the marketing mix elements are blended together in an organisation. I hope this assignment will be something different and interesting task for you. Thank you. Methodology Mainly concentrated on preliminary data questionnaire and the study also contains secondary data from www.zaidtea.com Got reference from articles and books are revealed by tables and diagrams. Also discussed and got ideas from people who are in the high position in the tea industry. Body of Assignment Task 1 1. Zaid Tea Company 1.1 About Zaid Tea The Company incorporated in 2008 was formed in the year 1998 by a person with multifaceted experience gained in the tea industry and inherited from his forefathers of two previous generations. Naushad Jamaluddin the Managing Director/CEO of ZAID TEA CO. (PVT) LTD and a scion of an icon in the tea industry was nurtured in it from an early age during the tenure of his school days whilst assisting his father and grandfather in their tea business and plantations. He was trained in the delicate art of tea tasting by some of the best experts in the industry. He has blossomed to be an expert, having an exquisite flair in tasting and blending teas to meet the most exacting requirements of his buyers. Zaid Tea with its well experienced, diligently trained resource personal and cutting edge knowhow is eminently suited to seamlessly source and deliver the most exacting tea blends to its diverse worldwide clientele. Selecting for them the choicest of teas produced in factories located in the tea plantations of the central highlands of Sri Lanka and sold at the Colombo Tea Auctions, each having their distinct and subtly varying aroma, flavor and liquor Zaid Tea Co (Pvt.) Ltd is incorporated as a limited liability company under the Companies Act of Sri Lanka. It is registered as an exporter of Ceylon Tea with the Sri Lanka Tea Board – the regulatory body of the Government of Sri Lanka entrusted with the task of ensuring the maintenance of the quality and image of Ceylon Tea exported from the country The Co. is also registered with the Sri Lanka Export Development Board as an exporter of Ceylon Tea. This is another regulatory body of the Government of Sri Lanka promoting exports in general from the country 1.2 Products and Main Brands Zaid Tea Company has their own brand – the â€Å"Maskeliya Kahata† range of black teas comes in aluminum pouches and tea bags with their distinct aroma, flavor and liquor. The teas come from plants grown in the cool crispy air of the mountain ranges of the Hatton – Maskeliya tea plantations famed for its teas with its distinctly fine aroma and flavor Further they have their own brand of blended teas and green teas Black Tea a) Maskeliya Kahata in aluminum pouches b) Maskeliya Kahata in tea bags a) Kingswood Tea in loose packaging b) Kingswood Tea in tea bags flavored and unflavored Green Tea a) Kingswood Green Tea in loose packaging * Kingswood Green Tea in tea bags flavored and unflavored 1.3 Services a) BLACK TEA Bulk Teas – They source and deliver unblended or specified blends worldwide packed in paper sacks, plywood chests and corrugated cartons with inner lining of either aluminium foil or suitable polythene to retain the freshness and aroma Branded Teas – They also source as per customer specifications and blend, package in printed cartons or other packaging as per their own brands and deliver worldwide Flavored Teas – Here too we can supply either in bulk or as per customers branded or un branded packaging – cinnamon, vanilla, ginger etc b) GREEN TEA Zaid Tea are in a position to supply you Green Tea plucked and processed from the finest tea gardens located in of the high mountainous terrain found in the central highlands of Sri Lanka where the air is fresh, pure, cool and crispy. It is manufactured to the highest international standards. Like black tea we can supply in bulk or customized brand, packaging and flavoring – unflavored, jasmine, mint etc Task 02 1. What Is Marketing Orientation A business which begins work on, or philosophy that focuses on identifying and meeting customer’s needs and wants satisfyingly. -Himaz Ahamed 2. Key steps that Zaid Tea should implement in order to be marketing oriented 2.1 Customer Focused An organizational orientation toward satisfying the needs of potential and actual customers. Customer focus is considered to be one of the keys to business success. Achieving customer focus involves ensuring that the whole organization, and not just frontline service staff, puts its customers first. All activities, from the planning of a new product to its production, marketing, and after-sales care, should be built around the customer. Every department and every employee should share the same customer-focused vision. This can be aided by practicing good customer relationship management and maintaining a customer relations program. In order to achieve this, the organization must: a) Define its market, effectively segment and target the right customer and listen to customers. b) An extensive programme of employee education and communication may be necessary to introduce customer focus in order to create the environment that encourages to think customers. c) Implement an effective marketing information system that will track customer needs on a continuous basis. 2.2 Competitor Focused In terms of competitors, in marketing and strategic management is an assessment of the strengths and weaknesses of current and potential competitors. This analysis provides both an offensive and defensive strategic context to identify opportunities and threats. Profiling coalesces all of the relevant sources of competitor analysis into one framework in the support of efficient and effective strategy formulation, implementation, monitoring and adjustment. Competitor focused concept is more preferable in markets which are growing very fast. Tea also one of the fastest growing market in Sri Lanka. So Zaid Tea also can invest in gathering more data about competitors which will enable them to develop innovations at lower costs. 2.3 Strategic Vision Develop a long-term, market-oriented strategic vision by viewing marketing as more than a series of promotional tools and techniques. Strong leadership from the top with high level executives building a customer philosophy into their business plans and define the future in terms of creating long-term value for stakeholders. Figure-01 Market vs Operations oriented structure 3. Difficulties in Implementing Marketing Orientation Concept to Zaid Tea Even though Zaid Tea might feels that the marketing orientation is the only correct path to be successful, in practice there are likely to be barriers in developing such an orientation. They are as follows: 3.1 Lack of Effective Customer Service The job of the customer-service staff involves more than just answering questions and providing solutions to problems that arise. For market orientation to prove successful, it must also include customer-service representatives who take the time to get to know each customers needs and preferences. Zaid Tea Company also can gather records of the feedback it receives and analyze them for use in developing market-orientation plans. Without such customer-service efforts, company loses key opportunities to obtain information. 3.2 Lack of Marketing Knowledge Lack of marketing knowledge, skill and experience are among the challenges of developing market-orientation plans. Many company employees understand basic marketing concepts, but lack the in-depth knowledge needed to develop marketing-orientation strategies that work. Some companies deal with this by seeking additional education for key employees or by hiring experienced, skilled marketers. Skilled marketers can help develop solid plans and give direction to key employees and departments. For example, an experienced marketer might help customer service, sales and technical-support departments learn how to incorporate a companys overall market orientation plan. 3.3 Conflict between marketing and other functions The power struggle between different departments within an organization can hinder the process. Task 03 1. Marketing Environment Framework A company’s marketing environment consists of the actors and forces outside marketing that affect marketing management’s ability to build and maintain successful relationships with target customers. (Philip Kotler – 12th Edition) Figure-02 the marketing environment 2. Micro Environment 2.1 Definition Factors or elements in an organizations immediate area of operations that affect its performance and decision-making freedom. These factors include competitors, customers, distribution channels, suppliers, and the general public. Micro Environment| Description| Factors that impact to Zaid Tea| Suppliers| A party that supplies goods or services. A supplier may be distinguished from a contractor or subcontractor, who commonly adds specialized input to deliverables. | A suppliers behavior will directly impact the business it supplies. If a supplier provides a poor service Zaid Tea this could increase timescales or product quality. An increase in raw material prices will affect an organization’s Marketing Mix strategy and may even force price increases. Close supplier relationships are an effective way to remain competitive and secure quality products. | Intermediaries| Firm or person (such as a broker or consultant) who acts as a mediator on a link between parties to a business deal, investment decision, negotiation, etc. Intermediaries usually specialize in specific areas, and serve as a conduit for market and other types of information. Also called a middleman. | Zaid Tea must partner effectively with marketing intermediaries to optimize the performance of the total system.| Competition| The marketing concept states that to be successful, an organization must provide greater customer value and satisfaction than its competitors.| Competi tor analysis and monitoring is crucial if an organisation is to maintain or improve its position within the market. If a business is unaware of its competitors activities they will find it very difficult to â€Å"beat† their competitors. The market can move very quickly. As a business it is important to examine competitors responses to these changes so that you can maximise the impact of your response.| Customers| A person, company, or other entity which buys goods and services produced by another person, company, or other entity.| Zaid Tea Companys marketing plan should aim to attract and retain customers through products that meets their wants and needs and excellent customer service.| Publics| A public is any group that has an actual or potential impact on an organization’s ability to achieve its objectives. | According to Zaid Tea there are number of publics that will impact. They are:Financial Public, Local Public, Media Public, Government Public, General PublicZa id Tea should keep a good relationship with these publics in order to run successful business. | 3. Macro Environment 3.1 Definition The major external and uncontrollable factors that influence an organizations decision making, and affect its performance and strategies. These factors include the economic factors; demographics; legal, political, and social conditions; technological changes; and natural forces. Macro environment is also known as uncontrollable environment. Figure-03 Macro environment forces The main forces in the macro environment are commonly denoted by the mnemonic PESTEEL forces. a) Political Environment b) Economical Environment c) Social and cultural Environment d) Technological Environment e) Ecological Environment f) Ethical Environment g) Legal Environment 3.2 Political Environment The first element of a PESTEEl analysis is a study of political factors. Political factors influence Zaid Tea Company in many ways. Political factors can create advantages and opportunities for Zaid Tea. Conversely they can place obligations and duties on company. Political factors include the following types of instrument: Legislation such as the minimum wage or anti discrimination laws. Voluntary codes and practices Market regulations Trade agreements, tariffs or restrictions Tax levies and tax breaks Type of government regime Non conformance with legislative obligations can lead to sanctions such as fines, adverse publicity and imprisonment. Ineffective voluntary codes and practices will often lead to governments introducing legislation to regulate the activities covered by the codes and practices. 3.3 Economical Environment The second element of a PESTEEl analysis involves a study of economic factors. Zaid Tea Company also affected by national and global economic factors. National and global interest rate and fiscal policy will be set around economic conditions. The climate of the economy dictates how consumers, suppliers and other organisational stakeholders such as suppliers and creditors behave within society. An economy undergoing recession will have high unemployment, low spending power and low stakeholder confidence. Conversely a â€Å"booming† or growing economy will have low unemployment, high spending power and high stakeholder confidence. A successful organisation will respond to economic conditions and stakeholder behaviour. Furthermore Zaid Tea will need to review the impact economic conditions are having on their competitors and respond accordingly. Task 04 1. Traditional Marketing Mix 1.1 What Is Marketing Mix Marketing mix is the set of controllable tactical marketing tool that firm blends to produce the response it wants in the target market. The marketing mix consists of everything the firm can do to influence the demand for its product. Thus in performing their key tasks marketing managers have at their disposal marketing programs to create customer satisfaction and ultimately profit for the organisation. These tools are often referred as the â€Å"4P s† on how to use these ingredients require marketing research and information. Marketing mix variables are as follow: Figure-04 Traditional Marketing Mix 2. How The Marketing Mix Elements Are Blended Together In Zaid Tea Company Sri Lanka is one of the oldest tea producing countries in the world commercial Production was started in 1867 by the British planter James Taylor in Loolecondera Estate in Kandy. The tea produced in this country, popularly known as â€Å"Ceylon Tea†, ranks among the best available teas in international trade. In 2007, Sri Lanka was the third-largest tea-producing country globally, with a 9% share of global production, producing 30.6 million kilograms of tea. The total extent of land under tea cultivation has been estimated at approximately 187,309 hectares. Sri Lanka produces tea throughout the year, and the growing areas are mainly concentrated in the central highlands and southern inland areas of the island. They are broadly grouped under these headings according to their elevations, with high growns ranging from 1200 m upwards, medium growns covering between 600 m to 1200 m. and low growns from sea level up to 600 m. High grown teas from Sri Lanka are renowned for their taste and aroma. The two types of seasonal tea produced in these areas, Dimbula and Nuwara Eliya, are much sought-after by blenders in teaimporting countries. Uva teas from the Eastern Highlands contain unique seasonal characteristics and are widely used in many quality blends, particularly in Germany and Japan. The medium grown teas provide a thick colour variety which is popular in Australia, Europe, Japan and North America. The teas produced in low grown areas are mainly popular in Western Asia, Middle Eastern countries and CIS countries. Most factories in these areas produce what is known as a leafy grade of tea, the tea leaves of which are highly twisted and can grade into long particles. 2.1 Product Tea is produced from the Camellia Sinensis plant. The tea plant, which is evergreen, isn’t a shrub as popularly believed but a tree that is grown like a shrub to facilitate the process of tea plucking and production. It is native to Southeast Asia and is grown in a wide range of climatic conditions across the world. Tea is mainly produced in India (the world’s largest producer), Sri Lanka (till recently the world’s largest exporter), China, Kenya, Vietnam, Indonesia and Malaysia. The differing climatic conditions in the world’s various tea growing areas influence the quality and taste of the various teas. Zaid Tea Company has their own brand – the â€Å"Maskeliya Kahata† range of black teas comes in aluminium pouches and tea bags with their distinct aroma, flavor and liquor. The teas come from plants grown in the cool crispy air of the mountain ranges of the Hatton – Maskeliya tea plantations famed for its teas with its distinctly fine aroma and flavor Further they have their own brand of blended teas and green teas Black Tea c) Maskeliya Kahata in aluminium pouches d) Maskeliya Kahata in tea bags c) Kingswood Tea in loose packaging d) Kingswood Tea in tea bags flavored and unflavored Green Tea b) Kingswood Green Tea in loose packaging * Kingswood Green Tea in tea bags flavored and unflavored 2.2 Price Table 02- Price List Effective from 1st January 2013 of Maskeliya Kahata ZAID TEA CO (PVT) LTD| Price List Effective from 1st January 2013| Product| MRP| WSP| QDP| Maskeliya Kahata 20g| 20.00 | 18.00 | 17.10 | Maskeliya Kahata 50g| 42.00 | 36.96 | 35.11 | Maskeliya Kahata 100g| 84.00 | 73.92 | 70.22 | Maskeliya Kahata 250g| 195.00 | 171.60 | 163.02 | Maskeliya Kahata 500g| 385.00 | 338.80 | 321.86 | Maskeliya Kahata 1Kg| 755.00 | 615.00 | 584.25 | Maskeliya Kahata 2Kg| 1,495.00 | 1,215.00 | 1,154.25 | Maskeliya Kahata100 Tea Bags| 250.00 | 220.00 | 209.00 | | | | | | | | | | MRP Maximum (Marked) Retail Price| | WSP Wholesale Price Price to Retail Trader| | QDP Quantity Discounted Price| | The above table shows the effective price list of Maskeliya Kahata from 1st January 2013. 2.3 Place The role of this element basically describing availability, which is â€Å"right place† and the â€Å"right time†. Zaid’s Maskeliya Kahata is also available in every retailer shops. A channel of place is a set of interdependent organisation, which helps to make a product available in market for use of consumer. Zaid Tea also uses this concept of channels in order to provide Maskeliya Kahata available in the market. The below diagram denotes how Zaid Tea uses the distribution channels. Figure-05 Distribution channels of Zaid Tea * Note- There is also another Distribution channel method: PRODUCER AGENT WHOLESALER RETAILER CONSUMER Conclusion In a fast growing market day by day everything is fluctuating faster than we expect. Products and services are also same. The purpose of the project is to exhibit organisation to be marketing oriented and to aware about the marketing environment with micro and macro environment , how these environments impact to the organisation. Recommendations Plantation companies a) Explore the possibilities of upgrading plantation jobs, by providing upward movement, to attract more workers to work in the estate. b) There should not be any effort from the plantation companies to dilute the existing labour laws which protect the workers in the tea industry, on the grounds of declining returns. c) The big companies could also tie up with the ILO and other civil society organisations to help small growers achieve minimum labour and environmental standards. Adherence to such standards will give an additional product value to the tea being sold at the retail level. In return, the companies could provide incentives in terms of better prices to the small growers. These practices could work to the advantage of both. The government a) Provide technical and marketing assistance to the small and marginalized Farmers b) Provide credit schemes and debt management services to the plantations c) Strengthen the relationships between small tea growers and private processing factories. Develop a strategic intervention in order to help each actor aware of their rights and responsibilities within the value chain. International tea buyers a) Take responsibility for conditions in their entire tea value chains, particularly where they have more influence. b) Provide support to the small tea growers through technical and marketing assistance c) Pay a higher price for tea produced in a sustainable process d) Do not lobby to dilute the social protections available to tea estate workers e) Conduct multi-stakeholder monitoring and verification of the social and environmental standards on the tea estates from which tea is procured Annexure References * PCM Text Book * Kotler P. â€Å"Marketing Management† 9th Edition, Prentice hall of India, 1997, pp 128-150 * www.zaidtea.com

Wal Marts Entry Strategy Into China Management Essay

Wal Marts Entry Strategy Into China Management Essay With reference to Porters PEST theory, the paper aims to examine Wal-Mart entry strategy into China, and show whether or not pursuing a joint venture strategy was key to Wal-Marts external growth within the Far East. The paper is situated relative to previous academic research articles and sets out to contribute to the literature, aiming to expand on previous work while giving an insight into business decisions and intent that need to be considered when entering new markets. The paper will aim to answer two questions in relation to Wal-Mart business strategy as seen in the analytical theory section, offering an in depth understanding and critique in regards to Wal-Marts Far Eastern ventures: Did the Political, Economic, Social and Technological incentives favour Wal-Marts strategy into China, and; Based on the findings from the PEST analysis, was Wal-Marts decision to adopt a joint venture entry strategy feasible? Chapter 1 1.1 Introduction Wal-Mart Inc. is ranked on a global scale as one of the largest retail companies worldwide, with a market capitalisation of 192.38billion (www.uk.finance.yahoo.com) and sales in excess of $108 billion and earnings per share of 96 cents (Smith, 2009). This combined with its position within the Top 5 of the Fortune 500 Index and the impacts of the ongoing credit crunch make it a very engaging topic to investigate. In this paper I aim to build on the concepts within the topic of international business strategy, addressing Wal-Marts own strategy in their decision to enter the Chinese Market. Business strategy within many global organisations plays an essential role in attaining a desired level of strategic leadership (intent) and Wal-Mart is no exception. Wal-Mart like many firms is very specific in its business agenda, which Pereira (2002) summarily acknowledged, as establishing dominance in the home retail markets (US), global expansion/leadership and a constructive brand creation (Pereira et al, 2002). Based on Pereiras perception of Wal-Marts strategy, by undertaking Porters PEST analysis looking at Political, Economical, Social and Technological, the findings will be aligned with regards to Wal-Marts policy on joint ventures. It will build on previous academic research articles and theories, listed in the literature review with the aim of understanding the strategic decisions Wal-Mart has undertaken in regards to its global expansion. These decisions underpin the entry strategy Wal-Mart has adopted to enter into the Chinese market, Wal-Mart is exporting its retail savvy east to Asia with stores opening in China (Halverson, 1994, p1). The paper having outlined the general concept of PEST when considering market entry, will then conclude with an overview of the entry strategy taken by Wal-Mart in China based on this PEST analysis. 1.2 PEST Analysis PEST is a business tool that was developed by Michael Porter (1980s). It is used by firms to understand changes within the macro environment focusing on 4 main factors, Political, Economic, Social and Technological. Gathering information based on these four components PEST is used by firms to address their strategic positioning, planning and marketing decisions. The importance of a PEST analysis according to articles written by Glaister and Falshaw, is that PEST considers the integral components of the external appraisal of the company, leading to considered view of the opportunities and threats facing the firm (Glaister and Falshaw, 1999, p112). By contrast other types of analysis, for instance the TECOP model, bring into the commercial and organisational risk aspects into the analysis. (www. siteresources.worldbank.org, p25) However for the purpose of this report a PEST analysis is the most appropriate. The views on PEST, combined with Porters own theories on firm behaviour in relation to the environment, the pressure to change is more often environmental than internal (Porter, 1998, p52) exemplifies why aligning an entry strategy to a PEST analysis is, for many firms, crucial. Wal-Mart is a typical example of this, highlighting the importance of considering all four aspects before making a decision. Wal-Marts development and decisions based on its entry strategy are strongly aligned to the fundamentals of PEST. The template below illustrates this: Chapter 2 2.1 Literature Review There are many previous studies and literature, which use Porters PEST analysis as a tool to understanding entry decisions. This review will aim to expand on these and use the concepts to offer a diverse understanding of Wal-Marts global expansion strategy within China. From a global perspective, the retail sector is one of the biggest and most competitive markets, the amount and variety of forms of international retail operations have increased in recent decades (Dawson, 1994, p39). Having established in 1962, Wal-Mart has been no exception to this pattern, Wal-Mart is both the worlds largest retailer and corporation measured by its revenue (Dobson, 2004, P89). As Wal-Mart has strategically developed, the necessity to adapt and evolve a global strategy and align it to the external environment has been vital. Wal-Marts global expansion and positioning within new markets with the strategic intent of acquiring a competitive advantage against other retail giants such as Tesco and Carrefour in terms of market share, epitomizes this, since 1994, Wal-Mart, the biggest retailer in the world, has been one of a range of American `new format retailers causing havoc in foreign retail markets (Hallsworth and Evers, 2004, p1). The literature gives an insight into why firms exist where they do. PEST is a tool used to gain an understanding of market growth and decline (external to the firm) and as a result helps to determine the ideal strategic positioning for an organisation. As Langlois and Robertson stated, a company when dealing with any business strategy must establish the boundaries of control in relation to their organisations scale and scope (Langlois et al, 1995, p7). If this is not established upfront, any plan around firm positioning becomes problematic and as Lamont has stated in his work, and in particular with reference to Wal-Marts global-regional strategy, this has been the case in some areas. Wal-Mart, Lamont argues has made some mistakes in judging the importance of economic, cultural, and business risks within local countries (Lamont, 2002), which as a result has prevented them from positioning themselves in some countries as a successful retail firm. Many European cities like Germany for instance have stuck with the smaller retailers like Spar and Lidl as their needs and choice are not as diverse as the Chinese demands. Further literature expands on the problems of a lack of understanding of the external environment. For instance, Lamont, Kottoli and Schaefer critique Wal-Marts European entry strategy in relation to the fundamentals of PEST. Lamont picks up on the economic analysis and argues that higher prices and increased competition was a source of Wal-Marts failure in countries like Germany (Lamont, 2002). Kottoli also joins the debate and argues cultural insensitivities became the barrier to Wal-Marts success, which in turn backs up Schaefers theories relating to why Wal-Mart had the problems it did. Wal-Marts inability to adapt its home ideologies to its global goals due to management problems, language barriers (social), market knowledge and political regulation all added to its decision to re-structure and sell off its losses (Schaefer, 2006). This said carrying out a PEST analysis on Wal-Marts Chinese venture becomes an interesting exercise, because, while Kottoli, Schaefer and Lamonts arguments are all credible for Europe, others believe China offers a unique angle. A PEST analysis will give a more in depth understanding of why Wal-Mart chose a certain entry strategy for China. Goldstein in his writing showed how Wal Marts approach to China differed from previous entry strategies and that it has actually experienced an element of success (Goldstein, 2003). It is at least still present expanding and respected in China and Asia, which cannot be said for its development in some European countries like Germany. Kierney compounds this further when stating with regards to China, Wal-Mart is firmly entrenched (Kearney, 2006, p6) within China. Other literature agrees with such a viewpoint and Naughton for instance states that for Wal-Mart, China represents the biggest frontier since it conquered America (Naughton 2006). Having utilised PEST to understand the external environment Wal-Mart had to develop a suitable entry strategy for China. Previously Wal-Mart in Canada, as stated by Govindarajan and Gupta, used an acquisition strategy. The reasons behind such a development were that Wal-Mart faced relatively little need for new learning, and thus, entering through a strategic alliance was unnecessary (Govindarajan and Gupta, 1999). China on the other hand presents a very different emerging market, which at the time of the Wal-Mart venture had remained much untapped. Taking this into account, an alliance or joint venture is the best entry strategy to utilise, as a joint venture allows firms to assess the competitive landscape with more accuracy (Hamel and Prahalad, 1989). Realising this, Wal-Mart entered China on the basis of a joint venture, which capitalised on their previous acquisition experience. Chapter 3 3.1 Analytical Theory From a detailed PEST perspective this section will look at the individual P-E-S-T aspects. It questions whether the underlying concepts of a PEST analysis, the political, economic, social and technological concepts favour Wal-Mart in pursuing an entry strategy based on joint ventures. It will do this by considering two aspects of the entry strategy: 1) Did the Political, Economic, Social and Technological incentives favour Wal-Marts strategy into China, and; 2) Based on the findings from the PEST analysis, was Wal-Marts decision to adopt a joint venture entry strategy feasible? 3.2 Political When considering any business strategy it is important for an organisation to analyse the political environment in which decisions must be made. It should consider regulation, government positioning, trade agreements and policy. Politically, Hallsworth and Evers have examined the barriers that internationalisation of firms like Wal-Mart have frequently encountered, responses from indigenous rivals, the regulatory mechanisms of the governments of host or target nations have often hindered strategies for global development (Hallsworth and Evers, 2004, p1). In China, the political agenda exposed Wal-Mart to such potential barriers in the shape of highly regulated systems favouring domestic firms and preventing a so-called foreign takeover. However, timely changes in government policies meant that Wal-Mart was able to gain a foothold, as China was opened up to investment, and the government eased restrictions on foreign businesses, and encouraged Chinese entrepreneurs to enter joint vent ures with Westerners (Hornblower, 2004). Wal-marts entry strategy at the time clearly benefited from this. Wal-Mart undertook a joint venture with Citic Pacific Ltd (www.articles.latimes.com) with the sole purpose of gaining an established brand in the highly competitive Chinese domestic retail sector. As China continued to develop a more open commercial philosophy, economic growth opportunities started to emerge particularly as the economic climate (growth and investment) was right (the commercial side of the TECOP model not addressed by PEST). Wal-Mart was faced with greater prospects in terms of positioning itself in the market and enhancing its market share. Wal-Mart as a result adapted its strategy around such political incentives. Having established its brand, Wal-Marts strategy evolved to embrace acquisitions and pull out of its original joint venture. Political restructuring and incentives, which included greater leniency of jurisdiction in relation to competition enhanced t he Wal-Mart entry strategy. Wal-Mart expanded as a single entity, increasing its capacity to 89 stores in different cities, beginning to slowly erode the domestic retail sectors market share (www.wal-martchina.com). Chinas goal to achieve political stability and its opening up of policies also acted as an incentive for investment to take place (www.euromonitor.com). The political environment contributing to a new emerging Chinese market, allowed opportunistic businesses such as Wal-Mart to develop joint venture strategies, which gave them easier access and control over distribution channels and supply chains. 3.3 Economic In relation to any retailer considering global expansion, the strategy it bases its actions upon has to be aligned to market conditions. Based on market conditions certain strategy decisions will be developed and in Wal-Marts case, its development of a joint venture strategy in economic terms is understandable. Wal-Marts entry strategies were very much in line with Chinas 5-year plan of economic growth. (www.bw.china-embassy.org). The International Monetary fund (IMF) Statistics are proof of this. Wal-Mart by utilising the economic concept within PEST has strategically positioned itself in correlation to data seen in Table 1. China with a population greater than1,334,296 million and an increasing annual Gross Domestic Product (GDP), which highlights its economic performance, presented Wal-Mart with a massive opportunity for growth, customer base and profit maximisation (www.imf.org). By aligning its entry strategy to work with those already in the market, Wal-Mart was then able to bu ild foundations to expand its network. Table 1 Country Subject Descriptor Scale 2009 2010 2011 China GDP Billions 12,076,672 12,983,630 14,314,365 China Population Millions 1,334,296 1,354,310 1,374,625 (www.imf.org, Accessed 11th June2009) Economically the US-China Business Council also shows a pattern of growth, which explains why Wal-Mart wanted to expand into China, with political support back in the USA. In relation to retail sales (Table 2) these have increased dramatically over the last 10 years. For instance from 2003 to 2008 the percentage of growth in retail has been 12.5% (www.uschina.org). Such statistics would appeal to any foreign firm looking to strategically position itself within Asian Markets. At the same time the joining of China into the World Trade Organisation in 2001 (www.wto.org: 2001 Press Releases) also presents companies like Wal-Mart with an opportunity to enter a market that is categorically a Free Trade Zone, increasing export led growth (USCBC, 2009). Such economic incentives, established through the Political and Economic (part of PEST) analysis are the reason why the Wal-Mart scale and scope now extends into the Far East. Table 2 Main indicators 2003 2004 2005 2006 2007 2008 Retail sales 5,251.6 5,950.1 6,717.7 7,641.0 8,921.0 10,848.8 % growth 9.1 13.3 12.9 13.7 16.8 21.6 (General Economic and Financial Indicators, 1999-2008, http://www.uschina.org/statistics/economy.html) By carrying out a joint venture entry strategy, Wal-Mart was able to utilise labour pools already present in the retail field without incurring start up costs. Similarly, the size of Chinas workforce meant that Wal-Mart was able to significantly reduce the cost of capital investment, Chinas abundant labour supply means that companies can choose to use manual processes instead of automated processes and still save money (Huffman 2009). Hornblower also expressed a fundamental aspect of the importance of understanding the economic environment. He stated that Wal-Mart entry strategy was timed to allow others to enter the market first. This allowed Wal-Mart to have a second mover advantage or fastest follower and in so doing minimise its fixed costs. This clearly worked as Wal-Mart was able to cash in on low-wage Chinese labour already present due to previous investors (Hornblower, 2004). 3.4 Social When using PEST to develop a strategy, the social dimension of a country is also very important. Cultural attitudes, country specific product development and language barriers are a few of the issues that have to be considered external to the firm. Wal-Mart, when entering China, has had to develop a strategy around understanding such issues and how to address them. It is therefore not surprising that joint-ventures seemed to be a logical entry strategy for Wal-Mart into China. Through adapting such a strategy Wal-Mart has prevented some of the problems it faced in Europe, namely that of language barriers (Schaefer argument). Through gaining an alliance with domestic firms, Wal-Mart has gained an understanding of the cultural demands of the Chinese people. Using the cultural experience gained from its initial entry, Wal-Mart has started to diversify its strategy to reach out into areas not supplied by the typical hypermarkets, Wal-Mart is now operating 3 convenient stores (Wei and Kwok, 2009). This along with Wal-Marts adaptation of their strategy based around going green and addressing environmental problems (Hennock, 2008), has enabled Wal-Mart to develop a strategy based around longevity and socio-cultural awareness. Such a strategy is considered for a USA firm exceeding rare, but in this particular case was built upon US-China trade agreemen ts. At the same time, Wal-Mart has tried to learn from the problems it experienced when entering Europe. Wal-Marts entry strategy into China takes into consideration the needs of the community. Kottolis argument of cultural insensitivities found in previous ventures, as mentioned within the literature review, have been addressed and Wal-Mart actively participates in community service and charity events and has donated funds and in kind support worth more than RMB 58millon (US$8million) (www.walmartstores.com/factsheets).Wal-Mart has capitalised on the positive effects of being seen within the community as a sympathetic and generous enterprise. In addition, Wal-Mart has developed a strategy, which focuses on upstream measures with the aim of meeting customer demands. Using a strategy of working in partnership with suppliers, Wal-Mart has managed to reduce prices of goods by an average of 20 percent, generating increased customer traffic and turnover (www.walmartstores.com/factsheets). 3.5 Technological Technological innovation is also a factor, which needs to be taken into consideration when developing an entry strategy into an unknown external environment. Wal-Mart on entering the Chinese market sought to gain a competitive advantage over other retailers by introducing innovative measures around marketing and implementing cost reduction methods. For instance taking control of the supply chain and outsourcing. Such a strategy is key to explaining Wal-Mart global expansion, as Technological innovations account for approximately 60% of Wal-Marts growth (Basker and Pham, 2008). At the same time Wal-Mart has also introduced advanced retail technology and experience to China and advanced Chinas retail industry standards and development (www.tradeinservices.com), which has helped it to produce cheaper products, offering innovation, controlling supply chains and meeting the requirements of consumers. An example of this is the Wal-Mart introduction of electronic stock taking and till to back office re-ordering which consequently led to other firms imitating such technological advances supplying the needs of the Chinese customer both efficiently and at the lowest cost possible. Through adapting both internal and external strategies Wal-Mart has been able to gain control over and add value to certain areas that focus on customer communications/awareness as its core competence within China. Chapter 4 4.1 Policy implications Having established the reasons why Wal-Mart chose to enter China through Porters PEST analysis it is important to look at the policy implications Wal-Mart has needed to address and understand. A joint venture strategy, for instance requires Wal-Mart to take into account the risk of exploitation, and bootlegging from other competing firms. At the same time Wal-Mart has to consider its internal policy implication for entering China and whether Chinas policy for foreign direct investment (FDI) supports Wal-Marts entry strategy choice. Policies based around exports and imports (Tax), foreign policy and anti dumping legislation encouraging fair competition must be considered. The Chinese government itself must impose anti dumping legislation making sure price competition is even-handed. Such policy implications are important as without understanding these, retail firms strategies incorporate unnecessary risk and the decisions to enter into certain markets becomes problematic. The theoretical findings within the paper highlight the importance of making sure the correct entry strategy is chosen. The paper shows that Wal-Mart has had to evolve its core competencies to incorporate Chinas demands. The labour force, varying tastes and changing demands exemplify why Wal-Mart entry included a joint venture strategy aligning itself to market requirement. Using a PEST analysis has illustrated how Wal-Mart has evolved its US strategy to meet the needs of Far Eastern Markets. If Wal-Mart had undertaken other entry strategy decisions such as franchising, or even an acquisition strategy, they may have been unable to adapt their home market policy to foreign market policy. As seen in some of Wal-Marts European ventures (i.e. Germany) this would have resulted in a lack understanding and consequently market failure. If one wanted to pursue this paper further, incorporating other tools to assess the theoretical reasoning of Wal-Mart entry into the Far East and in particular China, a SWOT analysis as a business tool could be used. This tool allows firms to understand the strengths, weaknesses, opportunities and threats, both internally and externally, allowing decisions to be based on whether or not certain entry strategies are supported by the policies that exist and whether there is a need for the development of new policies. Combining the use of a PEST analysis with other businesses tools like the SWOT into entry strategies will give a much more informed decision and remains fundamental to business development. Similarly other more in depth models could be used to analyse Wal-Mart entry strategy. For instance as mentioned the TECOP model would add another dimension from both a commercial and organisation aspect, perhaps addressing the marketing perception in greater detail. 4.2 Conclusion It is clear that from analysing and using the data from the World Trade Organisation and US Chinese councils that Porters PEST analysis is a useful tool in understanding Wal-Mart strategic motives for developments within China. Europe, on the other hand, in regards to PEST has pressures that were not suited to Wal-Mart entry strategies. Its ideology around discount low prices for instance did not appeal, and politically and economically the competition meant Wal-Mart was unable to gain any market control. Through making mistakes in Europe, Wal-Mart has gathered experience in entering markets significantly different from the American market and as a firm it has been able to establish clear boundaries of control within China. This, combined with a learning strategy based around joint ventures has also been beneficial to Wal-Mart entry strategy within China, particularly when dealing with an emerging market and the domestic competition that existed. At the same time with Wal-Mart acting as a second mover within the Chinese retail market, following a strategy of joint ventures has allowed it to establish itself within the market. Taking into account the policy implications for entry into China as part of its entry decision has allowed Wal-Mart to establish a brand that incorporates the Economic, Political, Social and Cultural factors that is was unable to do in Europe. Having said this however it is imprudent to focus on the external environment as the only factor facing Wal-Mart in decisions to enter new markets. Managerial decisions and core competencies along with other internal aspects also need to be aligned to suit Wal-Marts strategic intent. Keeping success going requires constant attention to the competitive environment. Continuous work on the supply chain, responsiveness to political decisions and influence over these decisions and, last but not least, continued customer and employee focus are all aspects Wal-Mart needs to continue to address.

Racism in To Kill A Mockingbird :: essays research papers

Racism presents itself in many ways in the town of Maycomb. Some are blatant and open, but others are more insidious. One obvious way that racism presents itself is in the result of Tom Robinson’s trial. Another apparent example is the bullying Jem and Scout had to endure as a result of Atticus’s appointment as Tom Robinson’s defense attorney. A less easily discernible case is the persecution of Mr. Dolphus Raymond, who chose to live his life in close relation with the colored community. Tom Robinson’s trial, and in fact his entire life, was badly affected by racism. It is truly a testament to the corruption of society when a person who has earned a bad reputation is held in higher esteem than a person who was born with it, as is the case with Bob Ewell and Tom Robinson. Even though Tom was obviously honest in his testament, the jury sided with Bob Ewell because he was white. They made this decision despite the fact that the Ewell family was widely known to be a worthless part of society. Jem, not being racially prejudiced, could not understand this mentality. As Atticus pointed out, â€Å"If you (Jem) had been on the jury, son, and eleven other boys like you, Tom would be a free man.† The hatred that the citizens of Maycomb felt towards the black community extended to anyone who became involved with them, especially the Finch family because Atticus was appointed to defend Tom Robinson. Scout and Jem suffered the most from this hatred because their peers were children, who are nearly always less candid than adults. Most of the people who were unhappy with Atticus would just try to keep away from him, which was bad enough. The children however, verbally abused Scout and Jem. Scout responded to this with physical violence, even though it was discouraged by her father. The sad thing is that they were mistreated even by members of their family, like Scout’s cousin Francis. Mr. Dolphus Raymond is another character who suffered from Maycomb’s racism. He was a respected, wealthy member of the community, but then he chose to live with the black community. This was considered a felony by the inhabitants of Maycomb. He knew they would never be able to understand his choice, so he made it easier for them by pretending to be the town drunk.

Different types of play spaces Essay

There are four different types of play spaces availible. These are affective, transient, physical and permanent.These can be provided within a play setting or created by the children.Different types of play spaces will be more challenging and stimulating for children and they will be less likely to get bored or restless. Affective – An affect play space is a space that pays attention to the moods and feelings that children and young people bring, these are usaually calming play spaces. For example: music, sensory and art. Transient – A transient play space is a space that can be changed, adapted or moved about. These objects range from wooden blocks to basketball nets. E.g. basketball nets can be moved from outside to inside etc†¦ Examples of a transient play space would be: making dens, moving furniture and creating imaginative play spaces. Physical – A physical play space is a space that children can be physically active. Thesespaces are ideal for anything from running to fine motor skills. Examples of physical play are: running, wrestling, skipping, dancing and sliding. Permanent – A permanent play space is a space that can not be moved or changed in any way. For example: parks, swimming pools, football picthes and adventure playgrounds.sdf Outline how to idenify when children and young people need support within the play space. One of our roles as a playworker is to support children in their play. This means we should stand back and observe the play unless someone is going to  get hurt. We should let the children play without intervening but joining in if you are asked to or given play cues is totally fine. identifying when children and young people need support within the play space is usaually straight forward but sometimes it can be a little bit tricky. The best way to do this to watch out for any play cues you might be given, then step back when you are no longer needed. Another way of supporting the play is if you see a play space not being played with, go and play with a activity and sooner or later you will attract attention and children will start to get intrested. When two or more children start to play with this activity you should move away and go back to observing. How a playworker can support, without taking control, children and you people to adapt a play space. There are many ways a playworker can support children and young people to adapt a play space without taking control. Most of the ways to support children without taking over are mentioned above but they differ slightly. The ones that apply are: don’t intervene unless asked, respond to play cues with a playful reponses and dont intervene unless you see a hazard. If the children want to adapt the play space and seem to be having trouble wait until they give you play cues or come and ask you to help. If they do ask you for help ask the children what they want help with or tell ask them to tell you what to do and you’ll do it. This way it is still the children adapting they play space you are just giving them a helping hand. How to bring play to an end in a way that is sensitive to the children and young people and their level of development and involvement. I am aware of plenty of ways to bring play to an end, some of these methods include: using a bell, using an egg timer or counting down. In my placement we tell the children we’ll stop playing to get tuck shop 5 minutes before the tuck shop opens after the children get their tuck they are free to go back to playing. 10 minutes before the end of the play session we tell the  children they have 5 minutes to play with the toys then we will do a group game for the last 5 minute until the childrens session is over. Why is it important to reflect on all aspects of your own playwork practice, including relationships with other people. It is important to reflect on all aspects of your own playwork practise quite regularly (at least once or twice a month). The reason you should do this often is so you can see how to improve or adapt your playwork practise as soon as possible. Looking back on your playwork practise and self-evaluating it allows you to see the things that work and the things that don’t so you can concentrate on the things that you need to improve. It is also important to reflect on your relationships with other people so you can build on them to create a successful relationship where both people are happy and content. What is meant by reflective practice? The definition of reflective practice is â€Å"the capacity to reflect on action so as to engage in a process of continuous learning†. This means it allows us to constantly learn by reflecting on what we already know and working towards being better playworkers. what is meant by constructive feedback? The definition of constructive feedback is â€Å"letting people know in a helpful way how they are doing, and how their performance is being perceived†. Constructive feedback can be positive or negative this means giving someone praise if they did something really good or tell someone in a very nice way that they didnt do very good and ways they could to improve. For example: â€Å"you did well in that but why dont you try this next time to make it even better†. Constructive feedback is important because it lets you learn from your mistakes in a positive way and better yourself. How to gather and handle constructive feedback from others, for example colleagues and parents. Gathering constructive feedback from colleagues and parents is important because it allows you to look back on what you have done good and what you could do slightly better next time. You could ask colleagues what you did well or how you could of done it better or do a questionarie with colleagues and parents to find out how you can improve and remember never react badly to constructive feedback beacause people are are just trying to help you be better at what you do. How to use observations and feedback to adapt your own playwork practice. Using observations and feedback allows you to adapt your playwork practise so you can concentrate on what needs to be improved whilst keeping your practice up to the highest standard possible. As I said above the to do this is to ask questions about your polaywork pratcise and ask them if they have any opinions or feedback that may help you improve at what you do.

A Raisin in the Sun-Beneatha essays

A Raisin in the Sun-Beneatha essays Throughout the novel, A Raisin in the Sun, Beneatha Younger remains a strong woman with fortified views. She looks at people for who they truly are, has intellectual pride for her studies, questions everything including God, and she admirably cuts all her hair off for the sake of being true to her roots. Beneathas character represents a young, black womans feminist and unique outlook on life in the 1950s. For this profound character in the novel, Lorraine Hansberry should be applauded. Even today, it is rare to see characters that are even remotely similar to Beneatha Younger. Her character is by far, the one that reaches out from the story for being genuine and Throughout the novel, Beneatha made a point of how she thinks what is inside a person that counts. She felt that other people (especially Mrs. Younger) needed to understand that she looks beneath the surface of people. On page 49 Beneatha wearily explains, Oh , I just mean I couldnt ever be serious about George. Hes-hes so shallow. Ruth replies by saying, Hes rich! That is exactly Beneathas point. She does not want to be in a relationship with George simply because he can support her. However, Ruth and Mrs. Younger are having a difficult time understanding this. Knowing where the Youngers come from it could seem a bit ridiculous to not want to be seriously involved with a wealthy man. Beneathas character is respectable for not wanting to fall into this. Even in this day and age, many women marry men just for their money. I also believe that people should be judged on what is on the inside oppose to the outside. Beneatha doesnt listen when Ruth and Mama call her odd. Inside her, she knows that she wouldnt be able to live with herself if she married George without feeling anything for him. Beneatha Younger is a rare young lady in the 1 ...