Instant Messaging free essay sample

Instant messaging services may also provide video calling, file sharing, PC-to-PC voice calling and PC-to-regular-phone calling. Instant messaging has promoted IP telephony because the IM software makes it easy to switch from text chat to voice chat if the user has a headset or microphone and speakers. â€Å"Social networking tools such as instant messaging (IM), blogs and wikis are widely adopted in society. IM is characterized by the immediate receipt of messages, allowing effective and efficient communication between interlocutors† (Ou Davison, 2011, p. 1). The IM Services Instant messaging (IM) became popular after Israeli-based ICQ introduced its service in 1996, which was later acquired by AOL. The major IM services are AOLs Instant Messenger (AIM), ICQ, Yahoo! Messenger, Google Talk, Jabber and Microsofts incarnations: MSN Messenger, Windows Messenger and Windows Live Messenger. See AIM, ICQ, Yahoo! Messenger, Google Talk, Jabber, MSN Messenger, Windows Messenger and Windows Live Messenger. Although third-party IM clients such as Trillian (www. We will write a custom essay sample on Instant Messaging or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page ceruleanstudios. com) and Simple Instant Messenger (http://sim-im. berlios. e) were designed to interface with multiple IM services, the IM clients from the IM service itself were always proprietary to that service. Google changed that practice by basing Google Talk on the open XMPP protocol used in Jabber, which is supported by the open source community (see XMPP). See IRC, chat, chat room, voice over IM and IMUnified. Advantages of Using IM at Work There are several benefits of utilizing IM tools at any workplace. The employees use of IM as a work-related contact and communication tool to ask and answer questions, share files and engage in work-related socialization. The extent to which an IM user believes that the IM tool enables interlocutors to actively control interactions and message exchange as they interact with each other, and the degree to which the communication is synchronized. The employees perception of the quality of communication in terms of being timely, adequate, accurate, complete, interactive and effective is the key role to succeed. IM promotes mutual trust among employees and management. IM tool enhances employees perceptions of group satisfaction, group outcome satisfaction, and outcome quality (Ou Davison, 2011). Disadvantages of Using IM at Workplace Work interruption resulting from IM use, and the consequent negative impact on productivity, has been considered the major barrier to company deployment of IM at work. The primary concern relates to the perceived negative consequences of interruption: on average, a worker needs eleven minutes to return to a state of concentration on an interrupted task, though the delay will depend on many other factors including the depth and duration of interruption. Other consequences of interruption include errors, stress and reduced performance. Computer users with constant on-screen interruptions from IM unrelated to ongoing work tasks may find it difficult to resume work tasks and consequently experience longer task completion times. Such distractions are generally considered a hindrance to an employee under pressure, which consequently negatively influences communication quality and productivity. Unsurprisingly, work interruptions have been generally criticized as causing deteriorations in user effectiveness and efficiency, and increasing the number of errors. More specifically, interruptions are commonly problematic due to the cognitive limitations of human beings. If the interruption is unrelated to the task at hand, yet cannot be ignored (e. g. if it comes from a respected peer or superior) the message recipient may be reluctantly forced to mentally engage with a new topic that demands focused attention if quality communication is to be achieved. The interruption initiated by unexpected instant messages can influence employees by introducing multiple tasks that force task switching and alternating attention, and thus increase the cognitive burden on an employees attention and memory. Research in cognitive psychology shows that even when the interruptive tasks are similar to those currently in hand; the requirement of switching cognitive attention from one task to another does not reduce the disruptiveness of the interruption.

Ford Motor Company essays

Ford Motor Company essays Up until he was 40 years old, Henry Ford had been acquiring valuable knowledge about business, engines, management, and most importantly cars. In 1903 he created the Ford Motor Company. Along with other investors such as John and Horace Dodge, he raised $28,000 and produced 1,700 Model A cars in the first 15 months. Over the next 5 years Ford and his engineers produced models with the letter B through S. the most successful of these was the Model N, priced at $500, and the least successful was the Model K, priced at $2500. After the Model N it became obvious that the company's success lay in inexpensive cars for a mass market. In 1908, Ford introduced the Model T, a small four-cylinder car with an attractive design and a top speed of 45mph. It's success came from it's low price, at $850, and more than 10,000 were sold in the first year alone. Along with the Ford company's success, came expansion, and in 1910 a new assembly plant was established in Highland Park, Michigan. In 1913, the demand for the Model T increased greatly and Ford introduced the assembly line, which changed our economy forever. By the end of the year, ford had established plants in Canada, Europe, Australia, South America, and Japan. At this point, the Ford Motor Company was the largest manufacturer of cars in the world. In 1918, Henry Ford unsuccessfully ran for senate, and one year later, he named his son, Edsel Ford, the president of the Ford Motor Company. As the popularity shifted from the Model T to larger, more luxurious cars, production of the Model T was stopped, and six months later the Model A was introduced. It featured such improvements as hydraulic shock absorbers, automatic windshield wipers, a gas guage, and a speedometer. About 5 million of these were sold, compared to the Model T selling 15 million. By 1937, Ford was the only major car manufacturer which had not recognized a labor union. A group of union supporters were beaten near a Ford plant ...

Bata Analysis of Markets and Segments

With main focus on providing a high product quality and keep prices reasonable compared to devastation of the markets caused by the wars, they kept expanding and follow the market changes. â€Å"As a result, Bata enjoys a long history as a leading manufacturer and retailer of quality footwear, and proudly serves some one million customers each day. With more than 30,000 employees, 5,000 international retail stores, and a presence in over 70 countries, Bata is positioned to deliver an unparalleled combination of selection, quality, and service to customers around the globe. (Bata, (C) 2013) The market In a now very overcrowded market defined as a fully competitive market, because it is a heterogeneous market and has a lot of competitors, this is the situation for all Bata’s markets as they are very similar around the world. Bata’s competitors are companies such as Zara, Hamp;M and Pedro as they sell cheap products to a segment very similar to the Bata’s. In most of the countries where Bata is visible there are many copycats and markets with very cheap shoes. These local shops are also a competitor to keep in mind. One of the big main competitors is the Chinese low cost products that are exported from China to many other countries. The competition is very intense and can be defined as close as there are many competitors with very similar products competing for the costumer’s money. Project focus This project will focus on analyzing the target group and the halo segment to learn more about why the already chosen markets are attractive to Bata and which markets could be interesting later on. This is necessary to make the right choice in market segmentation and selection. We will also look into an analysis of the current market segmentation and selection including what made Bata choose the countries that they are already in. Finally we will suggest a country for Bata that could be a new lucrative market to enter, based on the earlier findings. Research methodology For this project we will use secondary data gathered from sources like newspapers, internet newspapers and the like. For the sake of the project and its reliability it is very important that the information is conducted by valid sources. It is necessary to be critical when using secondary data, as the source can be pursuing different goals with its content. To show an example; Batas website is reliable for correct information as it is important to the company and its image that stakeholders can access the right information easily. At the same time the website should also pursue to sell the company’s brand which usually makes them show only the very best sides of the company. This makes some of the information partly unreliable or at least questionable. To overcome this problem we will be aware of the sources intensions and reliability. If the source is unknown to us or the information does not fit with other information we have, we will research this to make sure we end up with the right information to base a project on. We will always look at the opportunity to find the same data from other sources to back up its reliability. Primary data would be highly valuable to us in this project – and a credible and reliable source to us as the projects main topic is to analyze the company’s market segmentation. Interviewing the company would truly bring us inside the company and data the employees go through prior to screening and selecting markets. Unfortunately it is not possible for us to get in contact with Bata. Had the time and size of this project allowed us to, it would also be possible to conduct a questionnaire from consumers in the companys stores asking why they chose Bata over its competitors. Analysis of target group The markets Bata has entered (Bata, (C) 2013) shows a market segmentation that mainly sells shoes in countries with a large segment of costumers with lower purchasing power; the middle class and lower middle class of the society. It is presumable that this makes the consumer use high involvement when purchasing these products. When this segment is satisfied with the purchase it usually will stay loyal to the brand as the segment consider for a longer time before spending money; as loyal as consumers can be these days. It is noticeable that Bata is not visible in North America, Scandinavia and UK which is another argument for theory above (Bata, (C) 2013). This method of segmenting has a great likelihood of fighting against grey markets/parallel import which is highly likely to happen between markets with segments with low purchasing power. Due to the changing markets the competition started undercutting their prices and Bata tried pursuing a new segment; the higher premium society. Bata tried and failed. When a brand focusing on a (lower) middle class segments wants to change their focus – or add focus to a higher society it very often fails. This is very likely to be because the perceived brand value is lower – often created by the price of the products. This kind of change usually just work when an expensive brand changes the target group to a lower society class, which makes the price drop. Then in the beginning the sales will boost because the consumers still perceive the same value of the brand but at a lower price – the benefit (or value) exceeds the cost of the product (to state a very basic example: it is like exchanging one Malaysian ringgit and getting one Malaysian ringgit and fifty cents back. ). That only lasts for a while until the perceived value has dropped to the same level as the actual buying price. If Bata wants to include a higher premium brand they need to create another brand as to not affect the already known products and the new premium ones. Back to the original segments; middle Class families were being offered footwear by Bata as they had shoes ranges for  school going children, young men, and even some offerings for women. In terms of the behavioral aspects Bata’s target customers could be quite price sensitive, demanding value for money, looking for basic needs to be met, and not very conscious about the shoe lasting for a long time, yet at the same time demanding adequate quality footwear which is trustworthy to last for a while. Bata may also be categorized as a store where usually entire families visit together because of the various offerings that Bata has to offer to them. The following products are Bata’s main products and the segment they focuses on, to clearly specify what usually is in Bata’s markets around the world. Bubblegummers The Bubblegummers brand serves the children segment, in the age about 0-13 years. It has provided a variety of design and type of shoes the segment. Marie Claire The Marie Clare brand is for women. Bata is trying to target the young working women who wants reasonably priced, decent design and durable shoes for work and this brand in many cases serves its segment well. Sandak Sandak is a sponge sandal that mainly serves a women segment who wants very good quality sandals in different types. It is mainly used in rainy seasons when many prefer it because it is washable and decent in looks. Power This is reasonable priced good quality sports and sandal shoes for young males and females. The target segment of Power is teenagers and some parts of the elderly people who need sneakers for walking purpose. KingsStreet The most famous dress shoes from Bata. Targeted towards the family or working man who needs nicer looking shoes for work or special occasions. Weinbrenner This brand of Bata provides trendy, outdoor, rough use footwear for men. This is also a popular brand with the youth. Though the brand is not that cheap but the quality of it is very good. Bata has other products too and many products special to the individual markets. To include all these products would require a much bigger project and more time than given.

Hellenistic Art Personal Statement Example | Topics and Well Written Essays - 500 words

Hellenistic Art - Personal Statement Example Each of these generals co-opted the art of the time to display the unique influences that their particular kingdoms engendered. However, the unifying mark that united these differing pieces is the gigantism and baroque nature that the art oftentimes entails. However, this was taken to such an unbelievable extreme that the art lost a great deal of its appeal and became overtly tacky. As a result, gone was the era of the muted and reserved art forms of the classical era. As previously stated, the art form of the Hellenistic period was anything but restrained. Rather than showing the ideals of human and godly actions/virtues, Hellenistic art focused on the very extreme. As such the art oftentimes showed individuals in the throes of mortal combat, characters prostrating themselves in various poses, defeated warriors downing poison, men overcome by fear, the loss of honor in death, and many other such expressive/explosive emotions. In this way details such as the forcefulness of the action or circumstances and the violence of the movements associated with these are amplified. Interestingly, although the same can be said for the mosaics other art forms, the pottery and other earthen rare remained largely unchanged and muted. One could reasonably expect that this was the result of the fact that the artists were attempting to extol the highest degrees of grandeur in the public displays of Hellenistic art; whereas the more muted domestic settings required art forms that did not necessarily need to be so bold and overbearing.

S facebook a good or bad example of participatory culture Explain by Essay

S facebook a good or bad example of participatory culture Explain by connecting these ideas to your own arguments- develop and justify your own view ( write both good and bad points) - Essay Example In simpler terms, it is easily accessible. This definition brings about what is termed as participatory media. Participatory media encompasses virtual communities, video blogs just to name but a few. In this paper, one type of a participatory culture or media which is a part of social network services shall be scrutinized. Its good and bad sides as a participatory culture will be examined. The participatory culture to be looked at is Facebook (Delwiche, 2013) What makes a thing to be regarded as good? Something is regarded as good if it falls into the morally accepted or the generally accepted ideas in a society. Since its development, Facebook has been a hit in the participatory media world. It has withstood the test of time and competition. What has made Facebook a giant as a participatory culture is its good. Jenkins note that good participatory cultures are regarded good as they avail virtually low hindrances to artistic expression and civil engagement. Facebook is a good participatory culture as it provides a platform where artistic expression and civil engagement are easily expressed to a large number of people. It does this through its rather simple user interface whereby people can easily understand how it is controlled. Also, Facebook has a sharing option (Jenkins, 2013).The advantage of such an option is that people on the social networking site can easily share it with other persons. It is through this sharing that artistic ex pression and civil engagements are easily expressed to a large group of people. Facebook also allows one person to have as many friends as possible provided they know each other through friends as such. This lack of limitation as to the number of friends one can have on Facebook allows for easier expression of artistic expression and civil engagements. Facebook is also a good participatory culture in cases where its members believe their contributions matter. This is quite true for Facebook users as

The office of The Presidency Essay Example for Free

The office of The Presidency Essay Arguing for a strong, central figure of authority in the American President, Alexander Hamilton made his feelings quite explicit in Federalist No. 70 that duplicity in regards to the Presidency is an undesirable position. For Hamilton, history was replete with examples of shared responsibility or rule-by-partnership which provoked tragic results. The lesson of history, according to Hamilton, was to avoid creating any discrepancy in Presidential authority while simultaneously preventing the President in an American Constitutional democracy from becoming an autocrat. Although Hamilton leaves little room for second-guessing on the topic of a duplicitous leader, his reasoning admits that his ideas are based on an understanding of human nature: Wherever two or more persons are engaged in any common enterprise or pursuit, there is always danger of difference of opinion [ ] Whenever these happen, they lessen the respectability, weaken the authority, and distract the plans and operation of those whom they divide (Hamilton). This assertion, of course, begs the question as to whether or not leaders, even in a Constitutional democracy must be expected to rise, at least to some degree, above the mean average of human impulse. A counter-argument of sorts is presented in Madisons Federalist No. 51, which should be examined in tandem with Hamiltons assertions. Hamiltons ideas about human nature may be evident in the extant history of the United States. Presidential authority within the constitutional democracy of the United States has posed a continuous and evolving potential threat to the integrity of a government formed by the people for the people. Whether by the machinations and ambitions of the personally ambitious and influential, or by an endemic tendency for all social systems to unify and in doing so, centralize authority, a pattern of political and judicial evolution toward Presidential supremacy is evident in the political history of America. The mounting supremacy of Presidential authority in the United States presents a profound and complex challenge for the present generation and the determination of exactly where and how the Presidents authority can be checked will prove to be of great consequence for the future of not only domestic, but international, affairs. Hamiltons suggestion that a robust and energetic leader is a desirable consequence in a democracy: Energy in the Executive is a leading character in the definition of good government. It is essential to the protection of the community against foreign attacks; it is not less essential to the steady administration of the laws (Hamilton), the potential for the dangerous expansion (and possible supremacy) of Presidential authority exists within the original Constitution. The executive authority given the President led many of the original framers to express reticence regarding the development of a new monarch. Some modern political scientists believe that this is exactly what is taking place now and has been taking place over the course of US political history: we have changed our constitutional democracy into a political democracy[ ] substituted an unwritten for a written constitution and a government of laws for a government of men. This means that the principles of the American Revolution, as the foundation of our constitutional system, have been destroyed and that we have returned to the principles of the British system. (Patterson, 1947, p. ) Such a dire pronouncement may seem like hyperbole, however, several key points contribute to this rather scathing indictment. First, there is the issue of national unity, a fact which modern communications, transportations, educational and economic systems have made unavoidable. Since 1789 the movement toward national unity has developed far more rapidly. In this respect, we have only followed the law of the life of nations, beginning in isolation, passing through confederation, and ending in unity. (Patterson, 1947, p. 6) Unity heralds a sole leader, rather than a confedaration of leaders. Secondly, the two-party political system has allowed for the centralization of political power within the congress. The powers necessary for presidential supremacy had first to be centralized in the Congress before the control of the Congress by the President would give him national supremacy. The President has facilitated this movement by urging the Congress to seize power to enact his policies into law and by making appointments to the Supreme Court. (Patterson, 1947, p. 7) The movement toward unity entails the expansion of the federal bureaucracy, which in turn, enhances Presidential authority. The tremendous growth in the functions of the national government have necessarily multiplied executive agents by the hundreds of thousands. The President cannot perform this multiplicity of services without authority and without an army of subordinates. (Patterson, 1947, p. 77) These factors, plus the politicization of the ensuing civil and legislative offices, greatly enhance the scope of Presidential authority. The fact that the President has become our political executive is not exclusively a result of the development of political parties though without a party system, or a party in the totalitarian sense, there could be no political executive. (Patterson, 1947, p. 84) Perhaps one of the most critical and complex issues which faced the framers of the United States constitution was that of how to limit the government and associated governmental beuracacy while ensuring that the Federal government retained enough power and authority to interpret and enforce the constitution itself. As Madison remarks in the opening lines of his now-famous Federalist #51, there can be no more urgent an issue, nor one which so directly confronts both the self-interested nature of the individual, but the self-interested nature of government itself: to what expedient, then, shall we finally resort, for maintaining in practice the necessary partition of power among the several departments, as laid down in the Constitution? (Madison, 1788). The partition of power is a key phrase and contains within it the seeds of Madison answer to his own opening, rhetorical question. Madison offers a direct and seemingly mandatory vision of how the partition of power should be best accomplished: The only answer that[ ] by so contriving the interior structure of the government as that its several constituent parts may, by their mutual relations, be the means of keeping each other in their proper places (Madison, 1788). This conclusion is commonly referred to as the system of checks and balances upon which the democracy of the United States is founded. Madisons observations in Federalist #51 are frank and founded upon concerns that the basic self-interests of human-beings, coupled with the leviathan power of the State pose the continual potential for dictatorship and the subversion of the constitution itself. In this light, there is an almost exclamatory tone to Madisons writing and there is, without a doubt, a tone of warning in the following, famous passage: But the great security against a gradual concentration of the several powers in the same department, consists in giving to those who administer each department the necessary constitutional means and personal motives to resist encroachments of the others[ Ambition must be made to counteract ambition. The interest of the man must be connected with the constitutional rights of the place. (Madison, 1788) In Colonial times, no mistake would have been about just what kind of encroachments of others Madison meant to illustrate: the potential of personal ambition to trump the idealism of a democratic government founded upon principles of liberty and equality. Similarly, the idea of connecting the interests of the individual with constitutional principles is an exceedingly complex idea, but one which would have been explicit, in consequence, to the Colonial framers of the constitution. Madison means no less than: all citizens of a democracy must put the principles of that democracy, its traditions, its institutions, laws, and integrity above their personal ambitions and self-interests. The subtext of this, of course, is that all mens self-interests are ultimately best-served by a government which enables them to live free and which enables them to pursue their self-interests to a point of true liberty; however, the maintenence of the constitution and the democratic state, which are, in actuality, protections against the propensity of governments to turn oppressive and hostile, must be regarded as more essential, more important than the mere personal self-interests of those who serve in government. Against this summation, Hamiltons assertion that responsibility has two aspects becomes hat much more provocative: Responsibility is of two kinds to censure and to punishment. The first is the more important of the two, especially in an elective office. Man, in public trust, will much oftener act in such a manner as to render him unworthy of being any longer trusted, than in such a manner as to make him obnoxious to legal punishment (Hamilton). What Hamilton is saying is that the concentration of power and responsibility in the figure of the President leads to a greater amount of accountability in government. By contrast, Madison viewed the American people, as a whole, as being the firewall of the democratic traditions the President was theoretically bound to serve. However, the idea that individuals in high positions of power must function both as facilitators of the democracy but also as a check against the possible tyranny of the majority is also an idea which Madison sets forth in this paper which is quite a radical idea: Different interests necessarily exist in different classes of citizens. If a majority be united by a common interest, the rights of the minority will be insecure (Madison, 1788). In conclusion, Hamiltons Federalist #70 is one of the most important political documents associated with the framing of the US constitution and forms a remarkable counterpoint to Madisons thought. Both writings represent an attempt by the framers to pinpoint the points of danger and structural weakness in both the democratic form of government and the innate nature of the citizens who comprise that democracy.

Electoral College :: essays research papers

The framer's intent of setting up the American Government will never be know for sure, but it is gathered that they preferred a republic over a democracy. In the constitutional convention the drafters had to decide how much power they would entrust with the people of the United States, and how much should be controlled by representatives. They chose to have Congress Make the laws, and congress would be selected directly by the people. But another branch of government, the executive branch, needed a sole president and the framers had to decide how to choose this president. They chose from three main systems: elect the president by congress, the people, or electors. The electoral college system has been in place for over 200 years and Americans are still not sure how it works or if it is the best system. Many Americans feel they go to the polls every year and vote for the president, and in the long run they are in control of the fate of our executive branch. This third system was to have electors that could not be a member of congress vote for the president. The elector system was voted down twice, once as the electors to be chosen by state legislatures, and the other time as the electors to be chosen by direct vote. Finally it was passed under the system of letting state legislature decide how to choose the electors. Another compromise had to be made about how many electors each state would have. This was agreed upon by the electors equaling the total of the states representatives and senators. States went three main routes in choosing electors: the legislative system, where state legislatures choose the electors; a district system, where electors are selected by the people of each congressional district; and the general ticket, or a winner-take-all system, where a popular vote was held in the entire state, and the winner took all electoral votes. Many have tried to reform by making a more uniform system state by state, but the constitution is very clear that it is each state's own decision of how to choose electors. The legislative system eventually failed because of too much bargaining, promises, and payoffs. The district system eventually lost popularity because it encourages third parties. This left the general ticket system as the dominating system. However, the framers originally intended electors to be chosen by the people and then vote for what they thought was best. There are two states that still use the district system, but the remaining 48 states use the general ticket system. Most all states no longer show the electors' names on the ballot.

Pacific oil company Essay

The Pacific Oil Company went into negotiations with Reliant Manufacturing, and its goal was to sign a more long-term agreement. Pacific assumed that the new contract would be signed with no major hurdles or objectives, and that the dominant point of negotiation would be price. Jean Fontaine, who is the marketing vice president for Pacific Oil, went into a negotiation process with Reliant. Jean started the process several years before Reliant Manufacturing’s contract was up, hoping to beat her competition to the lower price offers and leave with a contract extension of 5 years. Unfortunately, Jean did not properly research her client’s needs or adequately project what the outcome might be. Because of this, Pacific Oil Company was not prepared to address the concerns and requests that Reliant brought up during the negotiation. Though both parties wanted to move quickly toward signing a contract, Pacific Oil Company elongated this process because it did not have a thorough negotiation strategy that included a contingency plan or best alternatives. Pacific oil also neglected to draw out its best alternatives or bottom line in advance. Staying on the Same Page in Business Negotiations Pacific believed that other elements of the contract might be discussed, but that no dramatic changes would be expected. Because of Pacific’s lack of strategic planning, they wasted valuable time, money, emotional stress and energy. They also risked losing other opportunities that could have been more favorable for them. Adding to the problem was Pacific’s assumption that Reliant would sign a new contract quickly. Because of the time and money spent on traveling and negotiating back and forth, and the potential need for new technology development, which would be based on the contract’s outcome, Pacific Oil Company became increasingly desperate to finalize a contract with Reliant. As a result, Reliant obtained the advantage needed to make more demands during negotiations. Additionally, Reliant was aware of Pacific Oil’s dependence on its business, and took full advantage of these opportunities.

It Is Better to Be the Eldest Child Than the Youngest One in the Family Essay

â€Å"Mr. Chairman, honorable judges, misguided members of the opposition, and members of the floor: Good day to all. â€Å"Standing here today on this breezy morning as the third speaker for the proposition, I wish to continue where my team-mates left off to correct the misleading information presented by the opposition. â€Å"For instance, the second member of the opposition claimed that the youngest child will be treated more leniently than the others. Now, is this an advantage? By being treated too leniently, the child might think that his misbehavior is perfectly acceptable. Ever heard of the expression â€Å"Spare the rod and spoil the child†? It is true. Without strict and loving discipline, a beloved child might end up being the black sheep of the family. Now, the opposition contends that it is an advantage to be spoilt in this way. How can this be? â€Å"The opposition has also pointed out that the youngest child is usually more pampered. I agree. But, again, is this good? It is indeed enjoyable to be fussed over, pampered and mollycoddled but what will this pampered child grow into? It is a maxim that too much or too little is no good: Once a pampered child grows up, he will be overly dependent on others, in other words, spineless. Would you like to be this spineless adult? I leave you to decide. â€Å"Ladies and gentlemen, having straightened out a few delusions of the opposition, I shall present my own points. One of the advantages of being an eldest child is that he is used to being respected and obeyed by his siblings. This is because they know he is wiser and more experienced. This is a good feeling and it creates high self-esteem. This self-esteem will motivate him to succeed in every aspect of life. â€Å"Undeniably, the eldest child will shoulder more responsibilities. He will often be left in charge of the younger ones. The eldest child is also cast as a role model for the younger ones. Thus, he has to try harder to maintain discipline and a high standard of behavior. â€Å"The eldest child, having to cope with his siblings’ antics, will also develop patience. He may have to give in to his siblings because `they are too young to understand’. Thus, he develops tolerance and understanding of other people’s weaknesses. â€Å"All these points were described as ‘disadvantages’ by the opposition. They are only disadvantageous if you are unable to see the long-term benefits. You see, these momentarily trying circumstances will shape the child and prepare him for the challenges that lie ahead. According to a survey conducted by the Home Ministry, an average of 3 out of 5 successful people — corporate leaders, lawyers, politicians — were the eldest children in their families. â€Å"On to my next point, which centers on the word ‘privileges’. In most cases, the eldest child will inherit the greater share of the wealth. According to Chinese custom, the eldest son carries on the family name, therefore he deserves a larger share of the property. In monarchies, the eldest child is the heir to the throne, as in the case of Prince Charles. If you think that the eldest child is only privileged if he belongs to a wealthy family, you are wrong. The distinction is even sharper in poor families where the eldest child may be the only one whom the family can afford to educate or feed properly. â€Å"So, there you have it. Clear arguments to demolish the opposition to this motion. And now I hand over to my opponents, to give the sensible ones amongst them a chance to start defecting over to our side. Thank you.†

Bmw Drives Germany Essay Example

Bmw Drives Germany Essay Example Bmw Drives Germany Essay Bmw Drives Germany Essay International Business BMW Drives Germany By Peter Gumbel Assignment by Matthew Jackson Table of Contents: Page 1. Assignment Cover Sheet3 2. Question Summary4 3. Question 15 8 4. Question 2 9 10 5. Question 3 3. 111 13 3. 214 16 6. Question 417 19 7. Bibliography20 – 23 8. Appendix A24 9. Appendix B25 Surname:Jackson First Names:Matthew William Student Number:102531 Subject:International Business Assignment Number:One Date Submitted:2008. 06. 12 Submission:Second Postal Address:PO Box 704 Shelly Beach 4265 E-mail:matthew. [emailprotected] co. za Contact Numbers:W039 315 0151 H039 312 0055 Cell0832834460 Course/Intake:MBA Year Two – January 2008 I hereby declare that the assignment submitted is an original piece of work produced by myself. Matthew Jackson 75122350090882008. 06. 12 Question Summary Sheet 1. Evaluate the shift in BMW Germany’s attitude and policies toward FDI. Discuss using relevant theory what you have identified as being the driving force behind this change in attitude and policy. 2. Explain the benefits to the German economy in BMW’s decision to maintain and improve its manufacturing operations in Germany. 3. If BMW wanted to extend its manufacturing operation into a developing Southern African country, explain what your recommendations would be to their CEO with regard to: 3. 1: Factors to consider prior to the formulation of a global strategy? E. g. Culture, Negotiation, etc. 3. 2: The strategy that BMW should utilize. Justify 4. Analyze the Global Competitive environment in which BMW operates and rank their position in the industry. Question 1: Evaluate the shift in BMW Germany’s attitude and policies toward FDI. Discuss using relevant theory what you have identified as being the driving force behind this change in attitude and policy. Introduction The Policy towards FDI mentioned at the start of the article by Gumbel (2007) was heavily influenced by the local economic conditions in Germany at the time. Exorbitant labour costs, unbending union rules and Administrative Policies all influenced BMW to investigate solutions for their local economic stagnation from mostly Oligopoly conditions of most companies in the saturated European Market. BMW had to find solutions elsewhere. Theory and analysis Duthmann et al. (2006) reports that Labour costs are traditionally expensive in Germany. This view is supported by data from Appendix A. It was compounded by the re-unification of East Germany and the Government needed to find a solution for Unemployment. BMW used the strategic advantage that these unemployed East German Automotive workers at Leipzig were providing, while helping government lower unemployment through FDI. Lowering that aspect of the inputs to the value chain had injected profit to BMW’s earnings. The Leontief Paradox states that countries that are abundant in capital should be exporters of capital intensive goods, and import labour intensive goods. These imports did not relieve the strain on domestic labour intensive industries. The Leontief Paradox disputes the Heckscher-Olin theory on the point that Factor endowments can be impacted by Government Policy. BMW is a good example proving that this paradox exists. Government intervention into labour rights, the shortened work week and East German re-unification problems caused excessive pressures on high labour costs. This directly caused BMW to shift their focus on investment elsewhere, to achieve cost reduction. The Benefits that Germany enjoyed from allowing BMW to pursue their FDI efforts are related to their resource transfer effect, their employment effect, their balance of payments effect and their effect on competition and economic growth. Specific parts for the leather seats and cockpits of BMW’s are manufactured by Fauracia. The natural resource leather is of better quality. The parts do not have to be trucked in as finished parts, thus incurring transportation costs, customs and import duties, and can be assembled on-site, providing immediate service support if needed. All these resources are transferred from elsewhere and do not need to be consumed and provided by Germany. Allowing FDI from Daimler-Chrysler and Fauracia allows technical resources to lower the intellectual capital drain needed in Germany, and this resource can be better utilized in other sectors. Costs involved in Research and Development of individual parts needed in assembly then stays with the host nation and not Germany, and lowers costs for BMW. FDI effect on competition and economic growth in Germany relates to the Competition created by the rivalry between Daimler-Chrysler and BMW. This especially affects service industries such as Management and these services have to be delivered in Germany where the cars are produced. Radosevic and Rozeik (2005) reports on the Cluster in the Central European Economy, and the clustering of supplier networks. BMW made the same decision regarding the supply of some of their parts to reduce costs. Hill (2007) discusses Porters â€Å"Diamond Model† for the determinants of National Competitive Advantage. He is of the opinion that Governments influence the four determinants. To evaluate whether Germany’s attitudes and policies towards FDI where effective, we need to investigate the effects the FDI decision had on factors of production, such as skilled labour and infrastructure, on demand conditions (sophisticated customers in home market), related and supporting industries, and firm strategy, structure and rivalry (conditions for organization of companies, and the nature of domestic rivalry) Factor conditions were influenced in Germany at that time through their policies towards capital markets. The Business Times(2008) reports that Germany has the most transparent banking System in Europe and is of the opinion that their high personal income tax rate will cause money to ultimately flow to Southeast Asia or Central America if they do not change it soon. Gumbel (2007) also states that the skepticism of Anglo-Saxon capital finance hampers the capital market even though Germany is supposed to draw advantage from the unified European economy. Although hedge funds exist to help subsidize growth within the European Union (EU), Germany wants to curb their power so that individual local economies within the EU may be stimulated. Germany has themselves provided money through the private sector, even though the unification with East Germany took a lot of investment to develop again. This decision can thus be evaluated as a good stimulant for domestic macro-economic growth. Porter (1980) note that local government usually shape local demand conditions in more subtle ways. Local Product Standards have always been high in Germany, and regulations for buyers needs are strictly controlled. The shift towards FDI will fit in with this advantage. Gumbel (2007) alludes to the fact that Germany has always invested heavily in their Automotive Industry through subsidizing related and supporting industries via their traditional engineering prowess. BMW moved Faurecia, the company that builds their seats and cockpits, on site to create a backwards Vertical FDI. This accelerates the shared value chain activities, and co-ordinates supportive industries. The cutting of Transportation costs by moving Faurecia on site allowed the special conditions created by mass customization to be solved even though the cockpits assembled generally have a high value to weight ratio. BMW organized their firm structure as Porter’s Diamond Model suggested they should through using management structures that are technically trained and allows for hierarchical methodical product and process improvements. This can be seen in their Mass Customization program that has bee the life line of their current success. The Domestic Rivalry between BMW and Daimler-Chrysler Mercedes-Benz has also traditionally been responsible for the continual product innovation at BMW. This resulted in the drive to reduce input costs to the Value Chain and improve quality of their product through automation and use of robotics. FDI was one of the sources BMW identified that provides innovation, lower costs and better quality. It is also the collusion with Daimler-Chrysler to develop new hybrid engines that gives them new technology. This can only be beneficial to both companies through the use of FDI. Discussion FDI was a good solution to take advantage of factor conditions such as great technical resources, already existing Research and Development infrastructure, Germany’s good banking system, and strong local capital investment policies, the unified Euro. Demand conditions such as High local quality in product standards, the technically trained management firm structures inherent in most German organizations, and the longstanding domestic rivalry with Daimler-Chrysler Mercedes, have all created and environment where FDI became the logical solution to the challenges they faced. The Macro-economic consequence of the Foreign Direct Investment allowed Germany to lower unemployment without allocating part of the Gross Domestic Product to improve it. FDI created jobs specifically for the unemployed East German automotive industry workers in Leipzig. The Balance of payments effect allowed Germany to have a growth rate of 2. 8% last year. This allowed net exports of $200 Billion, of which BMW showed on their own balance statement healthy revenue of $65 Billion. This was achieved by establishing FDI to be a substitute for imports of goods or services and thus on a continual basis will improve the current account of Germany. Conclusion The close relationship of Porter’s Model of determinants of comparative advantage to the FDI decision was discussed. This showed the accuracy of FDI in providing a head-start in the Market. When the positive effects of BMW’s FDI decision is measured against the macro-economic benefits it provided, it must be evaluated that it was a correct decision. Question 2: Explain the benefits to the German economy in BMW’s decision to maintain and improve its manufacturing operations in Germany. Introduction Amdam, Lunnan and Ramanauskas (2007) has the opinion that strong domestic customer relations demanding change, or strong innovative domestic competitors are more forceful change agents than those that are located in other countries. Maintaining and improving the manufacturing operations in Germany may also have to do with the competitive presence of competitors like Daimler-Chrysler. The benefits to BMW to concentrate manufacturing operations or decentralize will be discussed. Hill (2007) discusses that concentration of production makes sense when trade barriers are low, differences between countries in factor costs, political economy, and culture have a substantial impact on the costs of manufacturing in various countries, externalities arising from the concentration of like enterprises favour certain locations, important exchange rates are expected to stay relatively stable, the production technology has high fixed costs and high minimum efficient scale relative to global demand, or flexible manufacturing technology exists, production value-to-weight ratio is high and the product serves universal needs. Alternatively, decentralization of production takes place when differences between countries in factor costs, political economy, and culture do not have a substantial impact on the costs of manufacturing in various countries, trade barriers are high, location externalities are not important, volatility in importantant exchange rates is expected, the production technology has low fixed costs and low minimum efficient scale, and flexible manufacturing technology is not available, the products value-to-weight ratio is low and the product does not serve universal needs. BMW would concentrate production, since the factor cost of Oil, Electricity and Minerals for automotive production is easily influenced by political decisions. The concentration of automotive manufacturing in Germany, and the high fixed costs, the high value-to-weight ratio and the product serves universal needs. There are certain factors which make the case for decentralization. Trade barriers are generally high with automotive manufacturing, since entry to the market is restricted by technological barriers, high start-up and input costs and the volatility of important exchange rates, specifically the Brent Crude Oil Price is expected. There are therefore more benefits to concentrating, rather than decentralizing. Hill (2007) states that reducing economic exposure requires strategic choices that goes beyond the realm of financial management. The key to reducing economic exposure is to distribute the firm’s productive assets to various locations so the Firms long term financial well-being is not severely affected by changes in exchange rates. This point towards decentralization, but since the Euro is a strong currency, it is hedged against volatility more than the benefit of lowering foreign exchange risk. This may be because most Factors of Production, and the other determinants of Porter’s Diamond Model, already exist in the robust German Domestic Economy. This also explains why there is no drive to move productive assets elsewhere. Dunning’s Eclectic Approach demands that Ownership advantage needs to be backed up by Locational Advantages from factor endowments. BMW may feel that those markets can still be served with exports. This is consistent with the economic theory of positive income elasticity for luxury products. Porter’s Diamond Model also confirms the benefits of local demand conditions, the importance of related and supporting industries, and the domestic rivalry with Daimler-Chrysler. Conclusion It benefits BMW’s research and Development from the stimulation of technological advancement from domestic rivalry. The streamlining of value chain activities through keeping Just-in-time production as fast as possible, it offsets the delays possibly caused by mass customization. Keegan (1999) as quoted in Hill (2007) state that by reinforcing positive determinants of competitive advantage in an industry, government can improve the Competitive position of a nations firms. This does not have a negative effect on the balance of payments for Germany and actually helps the GDP grow by lowering unemployment and increasing exports. If BMW wanted to extend its manufacturing operation into a developing Southern African country, explain what your recommendations would be to their CEO with regard to: Question 3. 1: Factors to consider prior to the ormulation of a global strategy? E. g. Culture, Negotiation, etc. Introduction Ling and Miller (2003) states that when individuals conduct business across national borders, they often bring to the negotiation table diverse cultural predispositions in which they interact with another. For BMW to successfully negotiate extending its manufacturing operations, it needs to understand the South African culture of Ubuntu. Hill (2007 ) suggested that there is a checklist of various cultural dimensions that can provide a cultural review prior to entering into Foreign Direct Investments. These are Nature(control, harmony and subjugation), Time(monochronic or polychronic), time(past, present or future), Action(doing or being), Communication(low or high context), Space(private or Public), Power(equality or Heirarchy), individualism or collectivism, competitiveness or co-operation, structure(high or low) and Formality(formal and informal). We will discuss the application of each of these to South Africa. Discussion The traditional African culture puts high value on Nature, and that we need to care for our environment. Africans believe that we are subjugate to the fate of nature and we are only part of it. BMW instituted stringent emission limitations on their products since the Kyoto protocol, at the World Summit in Johannesburg, South Africa in 2002. They also built the Earth Lounge in Sandton, South Africa to display the contribution they make to sustainable development. Africans believe that activity supercedes time, which is polychromic, propicious, circular and that human beings are more important than time itself. Tradition from the past, is very important to an African, and it is more important than the immediate conditions of the present or the progress of the Future. Being a good person in the community is much more important to African people than doing things. This extends to treat even strangers as extended family, thus one’s child is the community’s child. Africans are direct in their communication, since they live in community they do not place higher value on the individuals words and manner than the collective. The only cultural body language that is significant in this context is the custom for a visitor to sit down before ant communication even takes place. Hurn (2007) advises that the pace of negotiations needs to be slow when done in low context though, and directness is essential, since Ubuntu sees not coming to the point as dishonesty. Public space is allocated before private space, and Ubuntu demands that there is minimal private space, and all resources should be shared. Equality is very important to Ubuntu, since all are equal. The only hierarchy exists amongst those who allocate resources to the collective, like traditional chieftains, or political representitives. Not co-operating with the needs of the whole community, sharing its resources in the Zulu culture traditionally led to death for the individual. Informal relationships and social structures prevail in Ubuntu, since being formal is a sign of rejection of the community and its values. Building social relationships, sharing in the customs of the local tribes or giving of gifts to the community shows this support. Evidence of using this cultural experience can already be seen in the BMW SEED Programme that was initiated in 1996. It is aimed at awakening in our youngsters an interest in the environment by sponsoring planting seeds, and supports outcome based education, augments feeding schemes, develop entrepreneurial skills amongst learners and create environmental awareness through behavioural change. Rodrigues (2001) is of the opinion that decision making in the African Culture is by consensus, and this process is circular providing feedback to ensure better decisions made for all in the future. This view is supported by Tay (2007) who believes that this has been the key factor amongst the Japanese automotive industry’s success Conclusion Pursuing a global strategy for BMW to extend their manufacturing operation to South Africa, must include sensitivity to reaping cost reductions from experience curve effects and location economies. This exploitation can only occur in the Ubuntu context, if the company has done all it could to be seen as part of the community, or providing resources to the community’s needs. Negotiation for BMW would thus need to include a proper needs analysis of the local community, an accurate transaction cost analysis including the non material benefits proposed to be provided, like education, providing housing and food. Question 3. 2: The strategy that BMW should utilize. Justify Introduction Hill (2003) discusses the four basic strategies to enter and compete in the international environment. They are an international Strategy, a multi-domestic strategy, a global strategy and a transnational strategy. The mode of entry into this market must include alleviating pressures for cost reduction, and transferring of Management and Technical know-how. We will discuss how the transnational model and wholly owned subsidiary as entry mode is the best strategy. Discussion BMW cannot pursue a multi-domestic strategy, since it cannot without high costs replicate their entire value chain. Strong local autonomy would make them lose control over the benchmark of quality that has become their brand identity. The weakness from a pure global strategy is that BMW will lose the ability to customize their products. This mass customization as reported by Gumbel (2007) was the very reason for their profits in recent years. Cost reductions from the underlying experience curve also causes economies of scale in the international strategy. Previously the attempt to transfer innovation is a good strategy for any multinational company investing in a developing country. BMW traditionally has followed this strategy, where the Head Office in Munich controls Research and Development, technology, processes and marketing. Marketing Functions and manufacturing plants can under this strategy be set up in major business countries. Gumbel (2007) reports that the shift away from Germany as a head Office towards a true Transnational strategy. Research and Development are now partnered with Daimler-Chrysler and Peugeot in developing new engines outside of Germany. A transnational strategy would allow for the following advantages: It exploits the experience curve effects BMW has built up over years of technological innovation. Location economies now allow BMW to cut high labour costs, and the cost of steel. BMW should use their FDI to utilize the abundance of cheap labour conditions. They could negotiate with the South African Government to help lower unemployment, improve education skills through apprenticeships. Jenkins and Thomas (2002) reports that in manufacturing, rising capital intensity and improved productivity may limit the benefits of FDI in terms of ongoing job creation in South Africa. It is therefore essential that BMW provides ongoing job creation as a guarantee when negotiating with South Africa for FDI. The Budget of 2008 has made several tax concessions around the skills levies imposed on the South African Tax Payer. BMW should take strategic advantage of these conditions. The benefits of FDI for a country like South Africa are seen as flowing mainly from externalities generated by technology transfer They should use the supply side support measures mentioned by Streak and Dinkelman (2000) to lower their supply chain input costs. BMW should invest in local infrastructure fro Manufacturing processes, because it combines both the lower labour costs and lower input resources required. It will also be lucrative for South Africa, since the FDI now allows exports from South Africa, adding to the health of the domestic economies balance of payments. The strategy BMW should follow must include a proper analysis of both their internal strengths and weaknesses. Weirich (1999) proposed the use of the TOWS (Threats, Opportunities, Weaknesses, Strengths) Matrix to analyze the Competitive Advantages and Disadvantages of Germany. The TOWS analysis for BMW allows four strategies to emerge. When we use Weirich’s opinion that The Strengths-Opportunities Strategy would play to the Culture of quality, we can justify why BMW used its skilled intellectual capital, its superior technological innovation, engineering machinery, chemicals and managerial practices. BMW must then analyze whether there exists an Opportunity in South Africa for these strengths. The Strengths -Threats Strategy would assume that they need to consider FDI as a means to capture more of an Emerging Expanding Market share in South Africa. BMW needs to look at the health of the automotive retail sector as well as the industrial manufacturing sectors. The Automotive Sector in South Africa is very healthy, as seen in the Local Manufacturing plants for Volkswagen and Toyota already in South Africa. The Weaknesses-Opportunities Strategy would use cheaper labour costs to overcome rising domestic competition from Labour Unions in mature contracting Economies. Kamoche (2002) reports the success of multinationals in the past to leverage low labour in South Africa. Machaka and Roberts (2003) also confirm that spiralling supply input costs like steel and other natural resources are also cheaper in South Africa. Weakness-Threats Strategy would only apply to countries that are a threat from their strong economic market share. Experiencing difficulties in exporting arising from an expensive product and strong currencies in their home country would scare off BMW. They would look for a stable political environment, a growing economy and a stable currency. Conclusion From this analysis the best fitting strategy that would fit BMW to adopt regarding Developing Economies, is the Weakness-Opportunities. BMW is a large multi-national company looking to find new markets in which to sell not only their product, but sell their expertise. BMW should us the abundance of natural cheap resources like steel, available in South Africa. This view is supported by Matjekana (2002). Matjekana (2002) also suggests that it is unusual that South Africa did not attract more FDI in their labour market. Using this opportunity as a value chain activity will increase profits. Matjekana(2002) is of the opinion though, that the reason for this paradox (that can be seen as a reversed Leontif paradox? is related to the South African Governments inability to get crime under control. BMW should use the Transnational strategy for moving their manufacturing plant to South Africa. BMW can exploit their experience curve effects in South Africa, importing technical resources; they can exploit location cost economies like cheap steel and labour. BMW can customize local product offerings better, since the costs incur red to do this is less in South Africa. In the South African Context it may make more sense to leverage their valuable skills this way as a commodity than pursuing a Global Strategy. A Global strategy has a lack of local responsiveness, and the market for Luxury Vehicles in African economies is small compared to developed nations. This lack of providing product customization is not a huge consideration therefore in South Africa. BMW should use South Africa as a doorway into the Market for both the rest of Africa, and a cost cutting distribution Centre to Australasia. They should use the wholly owned subsidiary model in which they can transfer their transient technology advantage, while it is structured to reduce risk of loss of technology. Question 4: Analyze the Global Competitive environment in which BMW operates and rank their position in the industry. The five competitive forces model was developed in 1980 by Michael E. Porter. The five competitive forces Porter (1980) proposed in his model have an effect on the car manufacturer BMW. Based on this analysis, the force with the most impact on the company will be identified. Based We will examine how BMW uses information systems to offset the most competitive of these forces. Porter (1980) suggests that competition in an industry is rooted in its underlying economic structure. The stage of competition depends upon five basic competitive forces, which determine the degree of competition and the profit potential in an industry. The five forces are (a) intensity of competitors, (b) power of suppliers, (c) power of customers, (d) threat of new entrants and (e) threat of substitute products (Porter, 1980). (a) Intensity of competitors BMW, which stands for Bayerische Motoren Werke, has made a well-known name as a luxury car manufacturer (Bernhardt Kinnear, 1994). The headquarters of the BMW group is in Munich, Germany, but the company has global reach. The company built high brand equity over the years through continuous branding efforts and high quality products. Kiley (2004) states† BMW is arguably the most admired carmaker in the world and BMW products inspire near- fanatical loyalty†. Within the luxury car manufacturing direct industry competition is fierce. U. S. manufacturers produce cars like Cadillac, Lincoln, Buick and Chrysler that look comfortable and visually stylish. European manufacturers like BMW, Mercedes Benz, Audi and Jaguar focus on customers that want the communication with the road via steering nd suspension systems (Bernhardt Kinnear, 1994) by producing functionally superior cars. The luxury car segment of the automobile market is at the maturity stage of the life cycle, locally and globally, due to an increased number of competitors from domestic and foreign markets. The automobile market is characterized by a low potential for market growth, but high sales and profit potential (Murtagh, 2004). T here are traditionally high entry barriers in this market and products are usually differentiated. Competitive forces are high in each segment of the overall market. BMW belong to the strategic group of luxury functional cars. This segment is categorized by low product diversification but a relatively high geographical scope (Murtagh, 2003). It is also a differentiated oligopoly. An oligopoly consists of a few companies with an unspecified number of buyers. The action of each company in this oligopoly affects the other manufacturers in the market and thus invokes reaction of manufacturers to one another. The objective of companies in an oligopoly is to maximize the present value of profit (Bernhardt Kinnear, 1994). BMW differs in the features, styles, quality, innovation, technology, design, appearance and services they aim to provide. BMW can also gain a competitive advantage to its U. S. competitors through exchange rates when the dollar is strong (Bernhardt Kinnear, 1994). (b)Power of Suppliers The roles and responsibilities of suppliers in the automobile industry have changed because the industry structure has merged. High switching costs and dependency give automotive suppliers high amounts of economic monopoly. High quality and high service levels towards BMW customers, from the consistent high quality, co-operating, high competency, just-in-time and reliability of suppliers. (c) Power of customers Customers, who buy, have major influence on the decisions of companies in an oligopolistic market structure. Porter (1980) explains that buyers force down prices, bargaining for higher quality or more services, and playing competitors against each other at the expense of industry to make profit. BMW’s positive brand image distinguished itself through its point-of-difference. The outcome is that BMW customers are loyal towards the brand. As a result, many competitors of BMW have to face falling sales and market share, while demand for BMW products continues to grow (Kiley, 2004). (d) Threat of New Entrants New entrants are essential for an industry to stay competitive (Porter, 1980). Their absence removes the drive to gain market share and profit. The Global Automotive Industry is an Oligopoly, and any new entrants make commanding profit and controlling price more challenging. BMW takes advantage of economies of scale, one of the major aspects of barriers to entry (Porter, 1980) because its unit costs decrease significantly with quantity increases. Capital requirements are probably the most significant barrier to entry because the production of cars requires immense financial resources. Research and Development, further facilities abroad for global operating scale, brand switching costs, Government Regulations in technology and environmental pollution influence entry barriers as well. (e) Threat of Substitutes Low End Cars, Motorcycles, bicycles and usage public transportation are limited, which results in low pressure on manufacturers (Porter, 1980). Substitutes limit the potential returns of an industry by placing a ceiling on the prices firms in the industry can profitably charge. The Power of Customers impacts mostly on BMW, because they increase competitors and product variety. Customers are the most important part for the success of BMW. As Gumbel (2007) reports the mass customization system BMW developed for catering for the specific tastes of individual customers, fills this need. A comprehensive passive safety system information system innovation by BMW called the Intelligent Safety and Information System (ISIS) was developed. BMW also use a dealer communication system that enhances the manufacturer-dealer relationship and effectiveness Conclusion: The BBC from their website and Data in Appendix B we can see that various sources rank BMW in second place in the Luxury Automotive Manufacturing industry, as a company. This is not reflected from the number if units sold, but rather in the Consumer Faults per 100 cars index, as well as the global index for most efficient organizational indexes. Daimler-Chrysler does not allow the empowerment of customers to express their individuality to the extent of making their vehicles more customizable, but they rank as a better managed enterprise. Bibliography: Admam, R. P. , Lunnan, R. and Ramanauskas, G. 2007) FDI and the Transformation from Industry to Service Society in Emerging Economies: A Lithuanian – Nordic Perspective. Engineering Economics 51(1), pp. 22 – 28. Agiomirgianakis, G. , Asteriou, D. and Papathoma, K. (2006) The Determinants of Foreign Direct Investment: A Panel Data Study for the OECD Countries. London: City University Department of Economics, School of Socia l Sciences. [Author unknown] (2008) Tax haven says Germany is being a bully. Business Times, Durban, 2 March, p. 24. [Author unknown] (2007) NAAMSA Annual Report[online]. National Association of Automotive Manufacturers of South Africa. vailable from naamsa. co. za/papers/ [Accessed 17 June 2008] BBC News. (2000, May 12). Analysis: Europe’s car industry[online]. available from http://news. bbc. co. uk/1/hi/business/746306. stm. [Accessed February 26, 2004]. Bernhardt, K. Kinnear T. (1994). Case studies in marketing management[online]. New York: Irwin. BMW Corporation (2004), Available from bmwusa. com/Joy/Drive/Technology/ISIS. htm. [Accessed February 26, 2004] Chesami, B. E. (2005) The Role of Government in the attraction of Foreign Direct Investment: a Case Study of South Africa and Cameroon[online]. Research Paper for Master of Law: University of Western Cape available at http://etd. uwc. ac. za/usrfiles/modules/etd/docs/etd_init_6925_1174555571. pdf [Retrieved February 26, 2004] Duthmann, A. , Hohlfeld, P. , Horn, G. , Logeay, C. , Rietzler, K. , Stephan, S. and Zwiener, R. (2006) Arbeitskosten in Deutschland bisher uberschatzt – Auswertung der neuen Eurostat-Statistik. pdf, IMK Report(11). Hoover’s Online. (2004) Bayerische Motoren Werke AG Factsheet[online]. Available from hoovers. com/bmw/ID__41758/free-co-factsheet. xhtml. [accessed February 26, 2004] Hurn, B. J. 2007) The Influence of Culture on International Business Negotiations. Industrial and Commercial Training 39(7), pp. 354 – 360. Javorcik, B. S. (2004) Does Foreign Direct Investment Increase the Productivity of Domestic Firms? In Search of Spillovers through Backward Linkages. The American Economic Review 94(3), pp. 605- 627. Joubert, B. Summary of Tax issues in the 2008 National Budget Speech [online]. Deloitte Touche Tohmatsu Group Director. Johannesburg. Available as a pdf at Deliotte. co. za/za_tax_Billyspresentation_220208. ppt [retrieved 13 March 2008] Kamoche, K. 2002) Introduction: human resource management in Africa. The International Journal of Human Resource Management 13(7) pp. 993 – 997. Kiley, D. (2004). Driven Inside BMW, the Most Admired Car Company in the World[online]. Retrieved February 18, 2004. Available from wileyeurope. com/WileyCDA/WileyTitle/productCd-0471269204. html [Accessed 24 February 2008] Lin, X. and Miller, S. J. (2003) Negotiation approaches: direct and indirect effect of national culture. International Marketing Review 20(3), pp. 286 – 303. Matjekana, K. S. M. (2002) Foreign direct investment flows to the SADC region n a globalizing economic environment. MA Dissertation. Stellenbosch: Faculty of Arts, University of Stellenbosch. Machaka, J. and Roberts, S. (2003) The DTI’s New Integrated Manufacturing Strategy? The South African Journal of Economics 71(4), pp. 679-704. Murtagh, P. Dr. (2004). Industrial Structures and Competition[online]. Available from shef. ac. uk/~mcn/6050/lectures/6050_lec04_industrial_structures. pdf [Retrieved February 23, 2004] Nunnenkamp, P. (2002) Determinants of FDI in Developing Countries: Has Globalization Changed the Rules of the Game? Working Paper. Kiel: Kiel Institute for World Economics. Porter, M. E. (1980). Competitive strategy: Techniques for analyzing industries and competitors. New York: Free Press. Radosevic, S. and Rozeik, A. (2005) Foreign Direct Investment and Reconstructuring in the Automotive Industry in Central and East Europe. Working Paper. London: School of Slavonic and East European Studies. Robinson, C. G. (1986) Strategic Management Techniques. 1st Edition. Durban: Butterworths. pp. 156 – 158, 178, 179. Rodrigues, C. (2001) International Management: A Cultural Approach. nd Edition, Cincinnati, Ohio: South-Western College Publishing, Thomson Learning Sharma, B. and Abekah, J (2008) Foreign Direct Investment and Economic Growth of Africa. Atlantic Economic Journal 36(12), pp. 117 – 118. Straub, D. (2004). Industry Analysis of NE firms[online]. Available from cis. gsu. edu/~dstraub/Present/GEM8800/2002/4indus6. pdf [Retrieved February 24, 2004] Streak, J. and Dinkelman, T. (2000) T he Empirical Evidence on the Location Determinants of FDI and South Africa’s Industrial Development Strategy. Transformation 41, pp. 1 – 31. Thompson, A. A and Strickland A. J (1987) 4th Edition. Texas: Business Publications Inc. pp. 129 – 133, 168. Tay, H. K. (2007) Rethink competition in the world auto market: cultural determinants, strategic implications and game rules. Strategy and Leadership 35(4), pp. 31 – 37. Appendix A: Hourly labour costs in 14 EU Member States, 2004 (in â‚ ¬) The table ranks 14 EU Member States according to hourly labour costs in the manufacturing and services sectors separately and for the combined total, 2004 (in â‚ ¬). Total (â‚ ¬) Manufacturing (â‚ ¬) Services (â‚ ¬) Denmark30. 70Belgium33. 10Denmark31. 30 Sweden30. 40Germany29. 90Luxembourg31. 30 Belgium30. 00Denmark29. 90Sweden30. 90 Luxembourg28. 30Sweden29. 60France30. 90 France28. 20Netherlands28. 90Belgium30. 60 Netherlands22. 40Finland28. 80Finland27. 20 Finland26. 80France27. 60Netherlands26. 50 Germany26. 20Austria26. 60UK24. 50 Austria25. 30Luxembourg25. 80Germany24. 10 UK24. 70UK24. 70Austria23. 80 Italy21. 40Italy20. 60Spain14. 30 Spain14. 80Spain16. 30Greece13. 70 Greece13. 40Greece12. 70Portugal10. 80 Portugal9. 60Portugal8. 30ItalyNo data EU1524. 00EU1525. 00EU1524. 20 Note: Data on Sweden and Greece refer to 2003; no data available for Ireland. Source: IMK Report, 2006 Appendix B

Data Collection Essay Example | Topics and Well Written Essays - 1250 words

Data Collection - Essay Example Data Collection using the phenomenological approach can take many forms. The most commonly used is dialogue with open interviews. Methods of data collection could be written notes, video and audio recordings. Non verbal communication is body language which can be taken into account. These techniques are somewhat subjective; this is because the principal aim here is to explore the problem and get a deeper understanding so that some hypothesis can be formulated. In an RCT, the interview has to be highly structured, because quantitative data has to be generated. In a structured interview, the questions have set answers, such as in multiple-choice questions, so that a limited choice is provided to the responder, and one question leads to another; for example, if the answer to above question was 'Yes' then please answer the next 3 questions. Unstructured questions are more open-ended, allowing the responder a lot more leeway in terms of answers that he can provide in his/her own language. Further, as RCTs usually entail some form of intervention/procedure/treatment, there are many more potent means of data collection. In the example cited above, there can be two phases of data collection; in the first phase, qualitative data can be obtained through unstructured interview of endoscopists to find out details about the two procedures (colonoscopy and double contrast barium enema) which can establish the controversy that exists. However, the essential question as to which of the two modalities is most sensitive and specific, and therefore more reliable, requires quantitative data of the type obtained through RCTs. This depends on blinded observations by the endoscopists who initially perform colonscopy without knowing the results of the Barium studies; if no polyp was found during colonoscopy, then the barium enema result was revealed to them, and if a polyp had been found in the latter, they re-examined the segment. Data collection here depends on highly structured and rigid enquiry of the endoscopists, and numerical data is generated. Compared to this the phenomenological approach to the interview is unstructured, flexible and open-ended, using audio tapes and verbatim reports so that more detailed and in-depth, though descriptive information can be obtained. DATA ANALYSIS Data analysis is different in both methods. Among the many different means of analysing data available in phenomenological research, the method propounded by Glaser and Strauss (1967) is the one most utilised, namely the Grounded theory approach. Data from RCT is analysed statistically, whereas data from phenomenology is analysed for codes, themes and patterns; for example in the study on double contrast enema, the initial phenomenological research data will be analysed to establish whether there is any pattern, or if a theory can be generated which can then be studied in the RCT phase. In RCT, data is analysed using tables and graphs, whereas in Phenomenology, data is analysed more subjectively. The theory generated in phenomenological research depends on, emerges from and is grounded in data, which is why it tends to be a cyclical process, as collection and analysis can go hand-in-hand, unlike in RCTs where data collection is based on decisions taken during the design stage, and an alysis

The North American Free Trade Agreement Essay Example | Topics and Well Written Essays - 500 words

The North American Free Trade Agreement - Essay Example This means that at optimal labor utilization it can either produce, say 600 pounds of corn or 300 pounds of nuts. Meanwhile, Mexico is able to substitute the production of same products at the exchange ratio of . As such, it may choose to produce either 200 pounds of corn or 150 pounds of nuts. (Samuelson & Nordhaus, 2000) Upon opening up or liberalizing trade between the two nations, their initial production possibility curves, represented by the solid line, pivot. In case of the US, it could still produce 600 pounds of corn. However, with trading with Mexico, it may now end up with relatively more nuts using Mexico's price ratio. Similarly, Mexico ends up with the same quantity of nuts but this time it may end up with more corn as it traded with Mexico at the latter's price ratio. The above example exhibits the benefits derived by countries, particularly exporters and consumers, when countries open up to trade or undergo trade liberalization. According to the Foreign Agricultural Service (2005), sales of corn to Mexico and Canada increased by 175% with exponential increase in export value between 1993 and 2004. In this case, farmers are able to find overseas markets for their harvest, thus, enhancing their earnings potential.