Greggs plc Essay

1.0 Executive Summary Greggs plc intend to expand their operations into international markets in order to satisfy their overriding objective: ‘to be Europe’s No. 1 Bakery’. Germany has been selected as the host country and justification for this decision has been discussed. Moreover, Greggs will enter the German Bakery market through the employment of a ‘Foreign Direct Investment’ method, more specifically a ‘Sales and Production Subsidiary’. This report outlines the blend of marketing mix components used to position the offering; the implementation method adopted to ensure effective product and service delivery; and the control mechanisms utilised to make sure that objectives are achieved. 2.0 Introduction Greggs is the currently the leading UK retailer in the bakery market having experienced high levels of growth in 2002. The company achieved revenues of  £422.6 million, an increase of 11.9% on the previous fiscal. Its operating profit also witnessed an increase of 11.8% to  £35.3 million in 2002. Their popularity has rapidly increased as consumers are seeking quick, convenient and indulgent foods to complement their fast-paced lifestyles . Greggs is actively expanding their operations and have over 1,200 retail outlets under the Greggs and Bakers Oven brands . They entered into the international arena in 2003 with the opening of two outlets in Belgium. This strategy was pursued in order to fulfil the company’s long-term objective of becoming a leader in the European market place. Further international expansion will therefore satisfy their current objectives and enhance their presence in the European bakery market. 2.1 Report Objectives To justify market choice To undertake internal and environmental analysis for the home and host country To identify the most appropriate foreign entry strategy To tailor a services marketing mix to requirements of the host market To suggest methods of implementation to allow successful market penetration To monitor the progress of this venture through the employment of control mechanisms 3.0 Mission statement â€Å"We intend to be Europe’s finest bakery-related retailer, achieving our ambitious growth targets by attaining world-class standards in everything we do. Our purpose is the growth and development of a thriving business for the benefit and enjoyment of employees, customers and shareholders alike. 3.1 Values Greggs is a customer-focused business, seeking to provide excellent products and services that deliver enjoyment and value-for-money. We are committed to people development, within a considerate culture that combines autonomy and accountability and maintains a strong focus on profitability. In all our activities, we aim to achieve excellence through continuous improvement†. 4.0 – Market Choice Cannon and Willis propose a method of â€Å"simple elimination † to identify a potential host market. This method of market choice ensures that the remaining country satisfies all main criteria highlighted by the  organisation. The diagram below shows a systematic approach to finding a suitable market for Gregg’s expansion. Industrial, economic and cultural factors will be integrated into the selection process as these are central to Greggs’ operations in addition to their main aim: ‘To be the no.1 bakery retailer in Europe.’ Parallel to their objectives, all non-EU countries will be excluded from the selection process. Greggs’ second priority is to enter markets which display fast growth in bakery markets. The countries with the highest levels of category growth are shown below: Figure A Country Cakes and Pastries Market – % Category Growth 1995 – 1999 Portugal 4.60% Germany 3.70% France 3.60% Spain 1.80% Denmark 1.80% Using this table, Greggs may eliminate Denmark and Spain from their market choice selection process. Psychological distance between the home and host country can also determine the success of international activities and thus have been incorporated into the process. The French have a wide selection of elaborate, exquisite and gourmet dishes. This contradicts the typical product proposition offered by Greggs. Although Greggs could consider a focused differentiation strategy targeting niche  markets, the abundance of specialist bakery retailers would suggestively make the French bakery market difficult to penetrate effectively and therefore exclude it from further scrutiny. Portuguese market trends highlight an increasing demand for â€Å"wholesome, family products â€Å". In contrast to the latter, Greggs offer an ‘on the move’ food proposition which is typically consumed individually rather than in a family environment. Suggestively the Portuguese are reluctant to embrace new food offerings as research illustrates a strong preference for traditional cuisine served in traditional restaurant settings . Moreover the market is dominated by both high street retailers such as Podaria Popular and industrial manufacturers thus implying high barriers to entry are high. Having adopted this process of elimination, Germany appears to be the prevailing market choice. Despite the high labour costs, long vacation time and slow economic growth , Germany’s overall economic performance is the 3rd largest in Europe and consequently presents itself as an attractive market choice for Greggs. â€Å"Products with a convenience character are continuing to prove popular in the German bakery market, ranging from ready to eat and impulse products to in store bakery products â€Å". Furthermore, â€Å"across the bakery market, international bakery specialties such as croissants, ciabattas and baguettes are rising in popularity, a reflection of higher consumer demand for more non-traditional or novel products â€Å". This market therefore presents itself as an ideal location for Greggs to expand their international operations. Greggs will pursue a ‘concentration’ technique with regard to country and customer target group. â€Å"A company may concentrate its efforts by entering countries that are highly similar in terms of market characteristics and infrastructure to the domestic market â€Å". This will enable Greggs to minimise risk and benefit from cultural fit. Moreover, as in the UK they will concentrate efforts on a focused target audience. 5.0 – Internal and Environmental Analysis 5.1 – Internal Analysis 5.1.1 Strengths Internal strengths need to be assessed to identify assets, capabilities and core competencies that are transferable to the host country. Greggs is a well recognised bakery retailing brand in the UK which aims to â€Å"create a single and cohesive Greggs brand nationwide â€Å". This is being executed using a coherent and consistent promotion of the company’s proposition and brand across the country. Greggs have sustained a strong cash flow which allows them to invest money in maintaining in their retail outlets, bakeries and brand. Key investments include significant funds spent on production facilities to support the growth of retail operations. Greggs actively seek to position their stores in prominent locations relative to distribution channels and customer access. Greggs stores are typically located in busy and heavily populated towns where their fast and convenient proposition is ideal. In response to the 6.4% increase in demand for takeaway foods , Greggs is adapting their servicescape to cater for these growing needs. 5.1.2 Corporate Culture Greggs operates in a risk taking corporate culture which allows them to be innovative and responsive to market changes. They believe in providing high customer service aiming to retain customers by inducing loyalty and trust. They place great emphasis on motivating and empowering employees as they believe that continued growth of the business is a reflection of the workforce . These competencies are transferable and of equal value to the  German marketplace. Greggs are actively expanding their operations internationally in order to spread risk, increase international brand awareness of their product portfolio and exploit fast growing new markets. 5.1.3 Value Chain Greggs UK have produced a ‘Value Chain Analysis’ which is â€Å"an analytical tool that describes all activities that make up the economic performance and capabilities of the firm .† This can be used by Greggs to exhibit core competences that can be exploited in the host market . 5.2 – Environmental Analysis The environmental analysis aims to identify the current situation of the German bakery market using relevant tools of analysis and international research methods. A PEST analysis has been used to identify influential factors for Greggs in Germany as discussed. 5.2.1 International Marketing Research â€Å"Marketing research refers to gathering, analysing and presenting information â€Å". It is the lack of knowledge on foreign markets that is one of the major barriers an international marketing manager must overcome . It is therefore imperative that Greggs formulate an effective market research strategy as the first step in overcoming this barrier. In this case, international marketing research was carried out for the purpose of reducing potential risk and providing us with a final systematic and objective approach for our proposition. Primary research has not been undertaken due to the limitations of this report. However, if Greggs were to implement this internationalisation  proposal, primary research would be an imperative tool when considering market choice. These could include qualitative methods such as interviews and observation. Secondary forms of research carried out have included Government reports, Internet sources and textbook literature, and further strengthened by journal articles. This variety of data collection methods helps to provide a rich analysis from numerous sources as a foundation for decision-making. From this research the following factors have been taken into consideration when considering Germany. 5.2.2 Social & Economic Environment Social factors, as outlined in the PEST analysis outline the increasing trend towards ‘on the go’ consumption. This reflects the busy lifestyle of the working population in Berlin hence the choice of location. The economic factor of high disposable income also provides an attractive reason for Germany as consumer spending is high. 5.2.3 Prospective Country Culture Greggs may use the Hofstede model to â€Å"identify persuasive fundamental differences of national cultures † and thereby assess their cultural fit. â€Å"According to Hofstede, the way people in different countries perceive and interpret their world varies along four dimensions: power distance, uncertainty avoidance, individualism and masculinity .† The German culture is a low context and explicit, perhaps ever more so than the British. Moreover, â€Å"the German national mentality is of a relatively high level of uncertainty avoidance. The Germans do not like a sense of insecurity which makes them feel uneasy in business. (Germans work with) hard facts, and sound arguments â€Å". There are therefore slight cultural differences that the UK management team will have to consider upon entering the German market. 5.2.4 Market Competition Competition in the German market is a key variable of Greggs’ success. Figure B- Competitor Analysis Germany cakes and pastries market share (% value) by company Manufacturer 2000 2001 Bahlsen 11.2 9.1 Lady Cake-Feine Kuchen 8.0 6.9 Dahli Kuchen 7.4 7.2 Grossbà ¤ckerei Wendeln 7.0 7.0 Dan Cake 3.2 3.4 Kuchenmeister 7.8 11.3 ABK 9.0 8.6 Private Label 15.1 16.5 Other 31.3 30.0 Total 100 100 It is therefore important to identify, analyse and monitor competitive movement. Figure B illustrates the potential competition in the German bakery market in accordance to market share 5.2.5 Geographical Climate Greggs’ sales are affected only by climatic extremes – very hot weather can depress demand for bakery products, and prolonged rain or snow can make people reluctant to go out and make their usual daily purchases . This pattern is mirrored in Germany and therefore fluctuations in sales must be accounted for. 5.2.6 The German Market The use of the Porters 5 Forces model has recognized the attractiveness of the German bakery market through the identification of barriers to entry and potential substitutes . 6.0 – International Marketing Objectives In light of the organisations resources and competencies, the following objectives have been established: 6.1 Short Term Objectives Utilise promotional mechanisms to encourage trial and to inspire customer loyalty to the brand By fulfilling this objective, Greggs will be working toward securing a loyal customer base thereby defending themselves, to a large extent, from competitors. Conduct quarterly pricing reviews to ensure that prices remain competitive with rivals By ensuring competitive prices, Greggs’ reinforce their commitment to offering ‘value for money’ as highlighted in their mission statement. To ensure all employees receive high standards of training that is reflected in high quality service to the consumer Greggs corporate strategy highlights the importance of a fun and supportive working environment. They promote themselves as being a â€Å"great place to work † and encourage personal development. This in turn reflects on their high quality service offered to the end consumer. 6.2 Long Term Objectives To continually monitor, anticipate and challenge competitor movements in the bakery market. This will allow Greggs to remain innovative and develop new and adapted recipes in response to market changes and consumer needs. To strengthen and build upon our place market to achieve 4% position by 2010. This will be achieved through â€Å"core growth and introduction of new outlets â€Å". It will enable Greggs to be a proficient player in the German Bakery market (see Figure B) To broaden the Greggs product portfolio by 5% year on year. This will permit Greggs to expand their operations, in line with their growth ideals, and additionally offer a larger product range to ever-evolving consumer needs. To launch a further 6 stores in Germany by 2010 thus expanding scope and influence. This will facilitate Greggs strive towards achieving their main aim: ‘To be Europe’s finest bakery-related retailer.’ Increase awareness of the Greggs brand in the German bakery market By attaining brand awareness, Greggs will able to insulate themselves, to an  extent, from the wrath of competition. The German bakery market is largely fragmented thus making it an attractive market for potential new entrants. 7.0 Foreign Market Entry Strategy â€Å"Firms deciding to enter a foreign market face a critical decision in choosing the best market entry mode to service the market. This decision is crucial because it can have an ongoing impact on a firm’s international business performance .† Root (1994) suggests three different rules ‘Naà ¯ve rules’, ‘Pragmatic rules’ and ‘Strategy rules’. However as a result of the increasingly heterogeneous nature of the international market, it is important that Greggs do not generalise their approach, but adapt each entry mode according to the host market. The mode selected in Belgium therefore, may not be entirely applicable to Germany. Based on this rationale, Greggs will be employing ‘Strategy rules’ which is when all entry modes are compared and evaluated before a choice is made . Moreover, according to Hollensen (2001) â€Å"some firms have discovered that an ill judged market entry selection in the initial stages in the firms internationalisation can threaten the firms future market entry and expansion activities â€Å", hence illustrating its importance to Greggs plc. Greggs will need to consider the main groups of entry mode influencers prior to choice in order to identify the most appropriate and profitable mode. 1) Internal Factors According to the Company’s Act (1985), firms with over  £5.75 million in turnover and over 250 employee are classified as large. Greggs more than qualifies this with a turnover of  £422.6 million and employment of 17600 people in 2003. This provides them with an adequate resource capability to open up a sales and production subsidiary in Germany. Moreover, in developing their theory of internationalization, Johanson and Vahlne 1977 assert that â€Å"uncertainty in international markets is reduced through actual operations in foreign markets (experiential knowledge) rather than through the acquisition of objective knowledge .† Greggs have already ventured into Antwerp and Leuven in Belgium hence increasing their experiential knowledge and expertise. Greggs produce is fresh and baked goods. In order to maintain this stance, the only feasible option would be to produce, as well as sell in the host country. Additionally, because Greggs will promote themselves as a British company, they will be communicating a clear differential and competitive advantage. 2) External Factors Both the UK and Germany are members of the European community thereby reducing their Socio-Cultural distance. This proximity between countries will therefore favour hierarchical modes of entry. Due to the proximity between countries perceived risk is reduced. Companies are therefore less reluctant to pursue more involving modes of entry. It has been stated that â€Å"the size of the host country is an important attraction to foreign direct investment † as large and growing markets will make management more likely to commit resources to the development of a wholly owned subsidiary . With a population in excess of 825 Million people in 2002 Germany is evidently a large and growing market making it an ideally suited to a FDI mode of entry. Moreover, the German bakery market is highly fragmented which reduces barriers to entry in the form of dominant competitors. All other variables being equal, the higher the intensity of competition, the more likely a firm is to select an export mode of entry. The German cakes and pastries market is made up of several small players each of which occupy small proportions of the marketplace . This presents itself as an ideal  proposition to Greggs who will be able to establish themselves without dominant opposition. 3) Desired Mode Characteristics The choice of mode of entry will also depend on the attitudes of the decision maker. Although it is difficult to determine how pro-risk or risk averse Greggs Managing Director Sir Mike Darrington is, one may assume from their hierarchical entrance into Belgium that a high risk, expansionist strategy has been adopted and will be pursued. The degree of control that management desire over operations will help establish which mode of entry to employ. Hierarchical modes allow high levels of control over operations ensuring that the latter are carried out to Greggs specification. All else being equal, the greater the resource investment, the lower the flexibility of the business. Consequently, if Greggs pursue a hierarchical mode of entry, they will have to consider their potential limited flexibility. The above suggests that Greggs’ would benefit from a hierarchical mode of entry as it satisfies all criteria for the latter. This is where the firm completely owns and controls the foreign entry mode. However, regardless of the apparent control over operations specified by this mode, the degree of control that head office can exert over the subsidiary depends on how many and which value chain functions can be transferred to the market. Having reviewed all alternatives, its was decided that a Sales and Production subsidiary will be introduced in Germany leaving the Research and Development and Marketing activities to be conducted at home in the UK. According to Hollensen (2001) , having selected this mode of entry, Greggs  will benefit from having full control over the whole operation. Moreover, Greggs has long term market potential in Germany and therefore the ownership of a sales and production subsidiary will enable Greggs to build a strong international presence over a long period of time. This method also eliminates the possibility that a national partner gets a ‘free ride’ and allows Greggs to gain market knowledge directly. A sales and production subsidiary will facilitate rapid entry to the German market allowing quick access to its distribution channels. Plus, no transportation costs will be incurred as raw materials will be purchased in the host country. In addition to those proposed by Hollensen, Greggs may benefit from being able to adapt the ingredients used to German tastes. They can additionally tailor the servicescape to German preferences. Greggs produce is non-durable and therefore it would be inappropriate to needs to be produced and sold quickly as it is predominantly sell fresh food. Retaining R&D and Marketing operations at home will reduce costs and risk. Having established themselves in the German market, Greggs may consider transferring these operations over in the future. Moreover, employing a hierarchical mode will enable Greggs to exploit new market opportunities as soon as they arrive with minimal delay. In line with the latter, Abell (1978) concept of a strategic window states that there are only limited periods during which the fit between the requirements of the market and capabilities of the firm are at an optimum . Investment should therefore be timed accordingly. Although, this method will require a great deal of investment in terms of time, money and commitment, research has shown that â€Å"the profit returns generated by foreign direct investment modes are usually greater than those generated by exporting â€Å". According to the Uppsala Internationalisation Model, companies begin their internationalisation process a) by moving into relatively close markets  first then more distant ones and b) companies entered new markets through exporting. Although at face value it appears that Greggs’ strategy contradicts the assumptions of model, it does however highlight the following exception: Firms that have larger resources can take larger steps with fewer consequences. Arguably Greggs fall under this category. This model also suggests that firms start by entering markets which are nearer in terms of psychic distance hence reducing uncertainty. Germany is considered relatively near and despite language barriers, the German culture is similar to that of the UK as highlighted in the ‘Environmental Analysis’ section of this report.

History of the Israeli

History of the Israeli Introduction The Israeli-Palestinian conflict refers to the continuing dispute involving Israelis and Palestinians. The struggle is extensive, and the reference is also used in mentioning of the prior stages of the same dispute, involving Jewish and Zionist yishuv and the Arab populace in Palestine under Ottoman or British law.Advertising We will write a custom research paper sample on History of the Israeli-Palestinian Conflict specifically for you for only $16.05 $11/page Learn More It constitutes a division of the larger struggle involving Arabs and Israelis. The pending major concerns are; joint respect, boundaries, security, water privileges, command of Jerusalem, Israeli settlements, Palestinian free will of association and legal issues involving expatriates (A synopsis of the Israel/Palestine Conflict). The aggression arising from the struggle has encouraged global measures, and also other safety civil liberties concerns, both within and involving the two sides, and globally. Several efforts have been made to bring about a two-nation resolution, entailing the coming up with a self-regulating Palestinian state at the side of a self-regulating Jewish nation or adjacent to the State of Israel following Israel’s founding in 1948. Only just in 2007, a greater part of both Israelis and Palestinians, following some polls, have a preference for the two-state way out over any other solution as a way of putting an end to the struggle. What is more, a significant portion of the Jewish populace perceives the Palestinians’ insistence for an autonomous state as good, and thinks Israel can be of the same opinion to the forming of such a state. A greater part of Palestinians and Israelis think of the West Bank and Gaza Strip as a good enough position of the supposed Palestinian state in a two-state resolution. Nevertheless, there exist considerable areas of discrepancy over the form of any concluding accord and also relating to th e level of reliability each side sees in the other in sustaining fundamental binders. Inside the Israeli and Palestinian society, the struggle spawns a broad range of analyses and judgments. This draws attention to the unfathomable divisions which are present not only between Israelis and Palestinians, but also inside each society. An earmark of the struggle has been the extent of aggression observed for practically its whole period. Warfare has been carried out by regular armed forces, terror groups and individuals. Injured parties have not been constrained to the armed forces, with a huge number of human deaths in civilian populace on both divides.Advertising Looking for research paper on international relations? Let's see if we can help you! Get your first paper with 15% OFF Learn More There are high-flying global players concerned with resolution of the struggle. The two groups engrossed in direct give and take are the Israeli administration and the Pales tine Liberal Organization, PLO. The formal concessions are arbitrated by an international body known as the Quartet on the Middle East embodied by an exceptional representative that comprises of the United States, Russia, the European Union, and the United Nations. The Arab League is another essential aspect, which has put forward a substitute peace plan. Late 19th century-1920: Origins Theorigins of the struggle can be mapped out to the late 19th century, with an increase in national pressure groups. Although the Jewish desire to go back to Zion had been part of Jewish spiritual contemplation for a number of millennia, the Jewish populace in Europe began to more aggressively talk about immigration back to Israel, and the re-instituting of the Jewish Nation in its national mother country (Quigley, 6). This was during the 1870s and 1880s and was seen as a way out to the extensive maltreatment of Jews in Russia and Europe. The Zionist pressure group called for the instituting of a nat ion-state for the Jewish community in Palestine which would serve as a safe place for the world’s Jews, a place where they would have the freedom of self-rule. Zionist aspirations were progressively more recognized as a threat by the Arab leaders in the Palestine area. The land was not unoccupied at the end of the 19th century, or at any other period. During that period, there were about half a million inhabitants in Palestine. Of these, a whopping 90% were Arabs. These people were opposed, of course, to the invasion of unfamiliar settlers into their land. Ottoman land buying guidelines were instituted following local objections in resistance to rising immigration. The Arab National Movement came out almost at the same time with the Zionist Movement. Primarily, it came to fight the Ottoman Empire and soon after the colonial systems founded on its remains at the end of the Firs World War. A freestanding Arab-Palestinian national pressure group came up in the country following the Britain’s formation of a disconnect State called Palestine, and in the way of the fight back in opposition to Zionist penetration. 1920-48: British Command of Palestine Following the First World War and the fall down of the Ottoman Empire, in April 1920 the Allied Supreme Council assembly awarded the consents for Palestine and Transjordan to Britain (Judge Langdon, 456). Part of the agreement required the formation of an autonomous Jewish body that would oversee Jewish affairs in Palestine. Both Zionist and Arab envoys were present at the talks and signed an accord to work together. The accord was never put into operation. Jewish immigration to Palestine went on to increase considerably during Britain’s mandate in Palestine. This was as a result of anti-Semitism in Europe. A number of these immigrants were got into Jewish societies on lands bought legally by Zionist bodies from absconder landlords. In some other cases peasant tenant farmers were replaced and these made Arabs feel that they were being dispossessed.Advertising We will write a custom research paper sample on History of the Israeli-Palestinian Conflict specifically for you for only $16.05 $11/page Learn More 1948-67 The endpoint of the British governance over Palestine and the Declaration of the Establishment of Israel ignited an all-out war in 1948. The war went off on May 14 and the four sets of armed forces of Jordan, Syria, Egypt and Iraq assaulted the not long self declared state. This war ended with a conquest for Israel which took possession of land beyond the separation boundaries for a planned Jewish state and into the boundaries for a planned Palestinian Arab nation. While a majority of the Palestinian Arab citizenry that stayed in Israel after the war was offered an Israeli nationality, Arab Israelis were subjugated to a military regulation up to 1966 (Judge Langdon, 478). Several of lawful measures made possible the relocation of land left behind by Arabs to state ownership. In 1966, safety limitations placed on Arab citizens of Israel were cancelled from top to bottom, and the government got down taking apart many of the biased regulations and Arab Citizens of Israel were endowed similar civil liberties as the Jewish. 1967-93 The trouncing of the Arab nations in the Six-Day War led to splintered Palestinian opinionated and radical organizations to give up any lasting optimism they had placed in pan-Arabism. Later on other lobby groups joined forces and began attacking Israel. This again led to revenge from Israel. Towards the late 60s, tensions between Palestinians and the Jordanian administration went up to a great extent. At the commencement of the 70s the Palestinian extremist associations waged an intercontinental operation in opposition to Israelis, principally in Europe. In an effort to make known the Palestinian cause, aggravated Palestinian insurgent groups in Lebanon assaulted Israeli national targets like l earning institutions, buses and residence blocks, with intermittent assaults out of the country. Such attacks were, for instance, aimed at embassies or airports. 1993-2000: Oslo peace process At the beginning of 1993,Israeli and Palestine Liberation Organization negotiators commenced on underground negotiations in Oslo, Norway. Later in the year, Palestine leader Yasser Arafat sent a letter to Israel reiterating Israel’s right to subsist and rejected extremism (Israeli-Palestinian Conflict Web Quest). This was followed by the signing of an accord on the grounds of the deliberations between Israel and Palestine delegations. However, the peace process did have any major impact on the ground as violence continued as time went by. With increased aggression, the Camp David 2000 Summit was held in July of the same year in a bid to reach an ultimate status accord. The summit could not come up with anything good as Yasser Arafat, the Palestinian leader, would not agree to a deal craf t by American and Israeli mediators.Advertising Looking for research paper on international relations? Let's see if we can help you! Get your first paper with 15% OFF Learn More 2000 until today Going kaput of the summit, the taking away of any hope for a truce between the two antagonists and the categorical pro-Israeli standpoint of the United States certainly led to another round of fierce rows, which came to be referred to as the al-Aqsa Intifada. Since that time what has continually taken place is the pressurizing of the Israeli government by international bodies to stop the expansion of Israeli inhabitation of the West Bank and make efforts to kick start the peace process with Palestine. A synopsis of the Israel/Palestine Conflict. April 2008 – March 25, 2011. ifamericansknew.org/history/ Google Web quest. â€Å"Israeli-Palestinian Conflict Web Quest† May 26, 2009 – March 25, 2011. www.cr-cath.pvt.k12.ia.us//Israel_Palestine_Webquest.html Judge, Edward Langdon, John. â€Å"Connections: A world history.† Prentice Hall, August 2008. p 456 – 478. Quigley, John. â€Å"The case for Palestine: an international law perspe ctive.† Duke University Press, p 6. (2006).

20 Business English Dissertation Ideas to Rock in Entrepreneurship

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An Exploratory StudÃ'Æ' Ð ¾f LÐ µÃ °dÐ µrÃ'•hÃ'â€"Ã'€, OrgÐ °nÃ'â€"Ã'•Ð °tÃ'â€"Ð ¾nÐ °l Culture Ð °nd InnÐ ¾vÐ °tÃ'â€"vÐ µnÐ µÃ'•Ã'• Ã'â€"n a Sample Ð ¾f NÐ ¾n-PrÐ ¾fÃ'â€"t Human Service OrgÐ °nÃ'â€"Ã'•Ð °tÃ'â€"Ð ¾nÃ'• HÐ ¾w BuÃ'•Ã'â€"nÐ µÃ'•Ã'• Leaders SÐ µÃ µ Their Role Ã'â€"n EnÐ °blÃ'â€"ng InnÐ ¾vÐ °tÃ'â€"Ð ¾ns Ã'â€"n LÐ °rgÐ µ OrgÐ °nÃ'â€"Ã'•Ð °tÃ'â€"Ð ¾nÃ'•? HÐ ¾w ExÐ °Ã' tlÃ'Æ' Do WÐ µ Put ThÐ ¾Ã'•Ð µ TwÐ ¾ TÐ ¾gÐ µthÐ µr? HÐ ¾w DÐ ¾Ã µÃ'• a Company LÐ µÃ °d Ã'â€"n a Way ThÐ °t Generates InnÐ ¾vÐ °tÃ'â€"Ð ¾n? What IÃ'• thÐ µ RÐ µlÐ °tÃ'â€"Ð ¾nÃ'•hÃ'â€"Ã'€ between LÐ µÃ °dÐ µrÃ'•hÃ'â€"Ã'€ StÃ'Æ'lÐ µ Ð °nd thÐ µ DÐ µmÐ ¾grÐ °Ã'€hÃ'â€"Ã'  Characteristics Ð ¾f Taiwanese Executives? 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GlÐ ¾bÐ °lÃ'â€"zÐ °tÃ'â€"Ð ¾n Ð °nd Strategy WhÐ °t iÃ'• the SÃ'â€"gnÃ'â€"fÃ'â€"Ã' Ã °nÃ' Ã µ Ð ¾f TÐ µÃ' hnÐ ¾lÐ ¾gÃ'Æ' tÐ ¾ BuÃ'•Ã'â€"nÐ µÃ'•Ã'• StrÐ °tÐ µgÃ'Æ'? A StudÃ'Æ' of thÐ µ Human RÐ µÃ'•Ð ¾urÃ' Ã µ StrÐ °tÐ µgÃ'â€"Ð µÃ'• tÐ ¾ ImÃ'€lÐ µmÐ µnt Ã'â€"n Order to ExÃ' Ã µl Ð °nd PrÐ ¾fÃ'â€"t Ã'â€"n TÐ ¾dÐ °Ã'Æ'’Ã'• FÐ °Ã'•t-PÐ °Ã' Ã µd MÐ °rkÐ µtÃ'€lÐ °Ã' Ã µ, Ð °nd the Methods thÐ °t SuÃ'€Ã'€Ð ¾rt ThÐ µÃ'•Ð µ StrÐ °tÐ µgÃ'â€"Ð µÃ'• WhÐ °t Current StrÐ °tÐ µgÃ'â€"Ð µÃ'• ArÐ µ Ã'â€"n PlÐ °Ã' Ã µ fÐ ¾r Businesses tÐ ¾ Combat Consumers Neglecting ThÐ µÃ'â€"r PrÐ ¾duÃ' tÃ'•? An ExÐ °mÃ'â€"nÐ °tÃ'â€"Ð ¾n of thÐ µ Empowerment, CÐ ¾nflÃ'â€"Ã' tÃ'• Ð °nd CÐ ¾rÃ'€Ð ¾rÐ °tÐ µ VÃ'â€"Ã'•Ã'â€"Ð ¾n AÃ'• FÐ °Ã' tÐ ¾rÃ'• Ã'â€"n DÐ µvÐ µlÐ ¾Ã'€Ã'â€"ng GlÐ ¾bÐ °l BuÃ'•Ã'â€"nÐ µÃ'•Ã'• StrÐ °tÐ µgÃ'Æ' fÐ ¾r Multinational FÃ'â€"rmÃ'• WhÐ °t Are the Changes That NÐ µÃ µd to be MÐ °dÐ µ Ã'â€"n BuÃ'•Ã'â€"nÐ µÃ'•Ã'• MÐ °nÐ °gÐ µmÐ µnt Strategies Ã'â€"n thÐ µ GlÐ ¾bÐ °lÃ'â€"zÐ °tÃ'â€"Ð ¾n ErÐ °? Don’t fall apart if you have no idea what to write about. Use this list to inspire you. Of course, you may not use the particular topic as it is written here. Try to be as creative as possible and discover something original. Anyway, you can always contact our custom dissertation writing service and order your academic paper written from scratch!

Examples of historical and contemporary CHANGE MAKERS Essay

Examples of historical and contemporary CHANGE MAKERS - Essay Example It was also to be used as a vessel to safeguard traditional Indian customs and rituals. To achieve this, AIM was to use legal means to uphold Indian treaty rights that would allow them to gather wild rice, to hunt and fish freely without interference. These treaties had been violated by the American government and were only used to dupe and subdue the Indians. (Encyclopedia.com, 2005) In 1968, after being released from prison Banks went from door to door requesting native Indians to come together to form what would later be known as AIM. In 1969, he was among the people who seized Alcatraz Island which had been taken from Indians and used to create a prison facility. In 1973, he led the military takeover of a village in South Dakota known as Wounded Knee. The standoff between AIM and American army lasted 73 days despite the fact that AIM had been out numbered and had fewer resources. This grabbed the attention of people throughout American and they began receiving massive support for their courage. (Encyclopedia.com, 2005) Banks through the movement spent most of his life advocating for Indian rights. After earning an arts degree at the University of California, he began lecturing at Deganawidah-Quetzecoat University which is owned and controlled by Indians. He became the first American Indian chancellor and in 1979, Banks began lecturing at Stanford University in California. Since then, he has been travelling overseas giving lectures about Indian customs. In 1987, he was actively involved in convincing two states: Indiana and Kentucky to pass laws that would prevent violation of Indian graves. He then reorganized burial ceremonies for at least 1200 desecrated Indian graves in Uniontown, Kentucky. (Encyclopedia.com, 2005) In 1988, he organized and led the Sacred Run- an Indian spiritual run from New York to San Francisco, and then in Japan where he was stationed as a soldier, from Hiroshima to Hokkaido. In the same year, he published in Japan his

Absence Makes the Heart Grow Fonder Essay Example | Topics and Well Written Essays - 3000 words

Absence Makes the Heart Grow Fonder - Essay Example This paper illustrates that first way to know whether the proverb is really true is to put ourselves in a situation where we will pretend that the one person we love most is far away from us. The researcher theorizes that the saying is true because based on her own experience, she feels very lonely when she misses her guy so much when many days pass without us seeing each other. The researcher’s anticipation of seeing her love again gives her much happiness and excitement. Love is sweet when two lovers are together, walking hand in hand, sharing stories, feeling each other's hugs and kisses, but when they are away, and thinking about those sweet and romantic moments almost make them crazy, crazy in the sense that they will do anything, everything just to be in the company of their loves again. Going back to the author’s theory, the saying "absence makes the heart grow fonder" means that "love can stand the test of time." It feels very sad for two people in love when the time to say goodbye comes. They will have to let go of each other's hands, break free from the tight embrace, and go their separate ways with a kiss. The saying "absence makes the heart grow fonder" starts with another saying, which is "parting is such sweet sorrow," because one will only feel the absence of someone she loves when they part ways. Yes, they will say their goodbyes and be lonely for a while, but the thought of again seeing each other is what they are thinking of. Lovers are always like that. The absence of the person you love most will only make you miss him more. People who love by heart know that. Moreover, the greatest opposite of being with your love is being far away from him, of course. But what distinguishes these two dimensions of love is the feeling residing in the faraway hearts is their feelings. When the author is with her love and holding him close to her, all she could do is to cherish the seconds she is in his arms, because those moments are the ones t hat will be forever remembered, especially, when he is not around and the author is missing him badly. And when the researcher is feeling sad because she misses him, all she would do is close her eyes and reminisce. Those thoughts will serve as strength in the time of waiting for the time of being together again. This saying not only applies to two persons in love, but it can also be true with a person missing someone important besides his significant one, or it can also be applied to a person feeling the "absence of a place, of an event or even things." But of course, the greatest of the three is the fond heart that misses a person, for loving a person and being loved back by the person is the greatest feeling in the world. Missing someone could not happen when she is always with her love, and that means, for their bond to get stronger and her love gets even more intense because it is waiting to come out and be showered upon a loved one. "Separation makes love even more intense" th at it normally is, distance triggers the want in two persons to be in each other.

Music Therapy and its Effects on Hospitalization and Medical Essay

Music Therapy and its Effects on Hospitalization and Medical Procedures - Essay Example In conclusion the research shows that the utilization of music therapy is far to beneficial to not use as an interventive therapy for patients in the hospital as it has the power of changing negative perceptions into more positive ones which results in far better patient outcomes. The idea of music therapy being an alternative means of therapy for hospitalized patients has definitely grown over the past five years. Much of this is due to the fact that the evidence that has been gathered and identified concerning its effect's on patients is seemingly irrefutable as a means to bring positivism in a patient's life. Its main goal is to bring comfort and relaxation to the patient that is worried and filled with apprehension and anxiety over a medical condition or medical procedure that they must combat. It has also been found to be a great therapy in the recovery period of patients within a hospital environment as well. ... The findings of this research are meant to show that there is a need for this form of alternative therapy in the post-operative phase of surgical procedures, in physical therapy, medical testing, treatment regimens such as with cancer patients, and also the overall recovery period of patients as well. Therefore the gathered data is meant to try and bring validity into the utilization of this therapy so that it will be able to provide persuasion for its usage regardless of any costs associated with it. 1.1 Problems Associated with Music Therapy The main area of limitation that might be associative with music therapy is trying to provide irrefutable evidence that it is indeed an alternative method that places patients in a more tranquil and healing type of environment. Some researchers try to state that it is not as pertinent to hospital patients as other researchers' state it is and therefore there is some controversy associated with this methodology in the health care system. Also the studies that have been carried out on this technique have been relatively small which leaves it facing indecisiveness in regards to being placed as a permanent therapeutic element in a hospital environment. What is being implied is although it is often utilized, there is not sufficient evidence to offer 100 % validity on how effective it is in placing a positive element in the recovery process of patients in a hospital. However, this researcher personally feels that the areas in a hospital environment where music therapy has been utilized (sp ecifically post surgical and rehabilitative) have given credence to this therapeutic alternative as a positive way of reinforcing the patients' perception of the quality of their care and their environment. 1.2

Berkshire Threaded Fasteners Case Essay Example for Free

Berkshire Threaded Fasteners Case Essay Berkshire Threaded FastenersBerkshire Threaded Fasteners Company has recently lost their president, John Magers. The resulting appointment of his inexperienced son Joe Magers has lead to the companys loss of confidence. Brandon Cook is the recently appointed general manger who was hired to turn the company around after a loss of $70,000 in a good business year. As a member of an outside consulting firm I have been called in to give advice on the problems the company is facing. The time period has been updated to the present times. Manufacturing ProcessSee Appendix A for the detailed manufacturing process. In short, fasteners begin as wires, rods and bars which are then cut to length, headed and finally threaded. What should be noted is that this particular manufacturing process called cold forming is high-speed, high-volume, economical and has low wastage. Such economies of scale will allow Berkshire to offset the very high costs of cold-forming equipment. Business StrategyA careful analysis is needed in order to determine Berkshires business strategy. At first one would think it was product differentiation because of the inelastic demand in the short run. But one thing that should also be noted is the fact that for most goods, demand is much more price elastic in the long run than in the short run. This combined with the fact that Berkshire is convinced that it could not individually raise prices without suffering substantial volume declines, and that all the products of the different manufacturers in the industry are very similar, prove that their business strategy is in fact cost leadership. Another piece of evidence that also supports this strategy is the fact that the major focus of their accounting system seems to be on cost reduction. Place in the EconomyThe industrial fastener industry has been experiencing modest growth since the 1990s with an average per annum revenue growth rate of 3.6% ; though the number of employees have remained relatively the same. The North American fastener industry is still expected to grow by around 4% annually despite the competition from foreign countries. However this number represents a decline from the 9% growth spurt which occurred in 1998. The North American fastener production is strongly tied to the production of automobiles, aircraft, appliances, agricultural machinery and equipment, and the construction of commercial buildings and infrastructure. The more these industries prosper, the greater the demand and prospects for the fastener will there be. There has been as ever expanding market for fasteners in the 21st century in the aerospace industry. In fact a 9% annual growth in fasteners for this industry can be expected. Motor vehicle sales have also increased by 9.6% from 2005 to 2006. Unfortunately housing starts have only increased by 0.7% from 2005. In the future analysts expect metal fasteners to face competition from the adhesives industry as more products are being made with plastic, a product best joined together by adhesives. Also buyers have now been demanding innovative and diverse fasteners which are also more environmentally friendly- fasteners that maintain lubricity without the use of cadmium, a suspected carcinogen. So the industry is slowly shifting its focus to more highly engineered, technologically advanced fasteners. SWOTStrengths:1) Newly appointed Brandon Cook has wide executive experience in manufacturing products similar to that of Berkshire. 2) Berkshire operates in a capital intensive industry. But as a percentage of total sales, Berkshires labour costs are 24.69%. This suggests that they either still retain their employees even when they could have done without them or that they pay very high salaries to a few workers. This shows that Berkshire has either very loyal employees or very skilled employees- both being assets. Weaknesses:1) Joe Magers is not very experienced and the company is facing losses in the production of the 200 and 300 series. 2) As a percentage of total sales, Berkshires fixed costs are 47.37%. This is much higher than what a price competitive manufacturer like Berkshire should have had. 3) Berkshire pays 49% of all its wages and salaries to administrative and sales employee, when the industry average is 27% . This shows poor decision making processes of the firm. Opportunities:1) If product lines are discontinued, with the excess capacity and skilled labour force they can branch out into the production of more diverse fasteners. This ties in with the fact mentioned previously that buyers are now demanding more specialized products. Threats:1) Berkshire operates in an industry where a few of its competitors are much larger. 2) The industry is dominated by Bosworth who dictates the prices that are charged for fasteners. 3) Buyers are slowly demanding more specialized fasteners. ProblemWhat is very evident is that the company is losing money on its products. In the previous time period they had incurred a loss of $70,000. Berkshire is unsure if it is the result of the production of the 300 series or the pricing decisions of the 100 series. These alternatives need a careful analysis in order to make informed decisions that will help turn the company around. Alternative #1 Status QuoQuantitative Analysis:In order to determine if the company should do nothing, is to predict the future cash flows and net income (loss) for the second half of the year. See Appendix B for this calculation. The predicted net income is in fact a loss of 1134. Yet, net income may not be a faithful representation, so cash flows have also been calculated. The predicted cash flow is a negative amount of 388. These amounts while better than alternative #3 (drop the 300 series) is not as good as the cash flow and net income amounts for alternative #2 (reduce price levels of the 100 series). One very important thing that needs to be noted is the fact that variable costs are indeed relevant. Fixed costs remain constant even after the production is stopped, but variable costs increase and decrease with production. Therefore the total contribution margin for this alternative was calculated to be 1504 which does show this alternative in a better light  especially when in comparison to its net loss and cash flow figures. Qualitative Analysis:The reduced production of the 100 series as a result of the price level remaining the same will have a significant impact on Berkshire. The reduced production may lead to employees worrying about the fact that they may be laid off to such an extent that their productivity is significantly lowered. Berkshire could also develop a reputation of charging higher prices than the industry standard and they could end up loosing more and more buyers to competitors. Alternative #2 Change price level to $2.25 for the 100 seriesQuantitative Analysis:In order to determine if the price level needs to be dropped a few calculations are needed. First a prediction of its impact on the net income and cash flows for the second half of the year is needed. These calculations are shown in Appendix C. The predicted net income figure is a loss of 1035. The predicted cash flow is a negative amount of 289. While these figures do seem abysmal, what should be noted is that in comparison to the other alternatives, these figures are much better. Both the net loss and negative cash flow amounts in this alternative is 99 lower than the status quo alternative and 338.58 lower than the drop 300 series alternative. This hints to the fact that maybe the price should in fact be dropped. Another fact that backs this assertion up is in the calculation of the Contribution Margin (CM) for both price levels, based on data from the first half of the year. Table 2 in Appendix A shows this calculation. While the CM of the new price level is lower than that of the original level (0.96 vs. 1.16), the fact that they will sell 250,000 units more (and hence a higher total CM for the new price) clearly makes up for this difference. The success of the new prices level will be contingent on the number of units sold. What is very dangerous about this alternative is that if in the future the demand in the market for this product line slumps, only a very small amount of money will be available to be used to pay off the fixed costs. Qualitative Analysis:The change in price level will not have much of an effect on the employees of Berkshire because they would still be producing  around the same amount of units (1000000 vs. 996859). They would not have to worry about being laid off. What will be affected is Berkshires reputation. If they had not changed they would have developed a reputation of charging high prices. The reduction of the price would put them at par with Bosworth. Alternative #3 Drop 300 seriesQuantitative Analysis:In order to determine if the 300 series needs to be dropped a few calculations are needed. First a prediction of the impact of its removal on the net income and cash flows for the second half of the year is needed. The predicted net income figure is a loss of 1373.58 and the predicted cash flow is calculated to be a negative amount of 627.70. The net loss figure calculated is the highest loss of all three alternatives and the negative cash flow amount is also much higher than the alternatives as well. This hints to the fact that maybe the 300 series line should not be dropped. Also, if the 300 series had been dropped at the beginning of the year it can be seen that there would have been a loss of -183. See the calculations for these numbers in Appendix D. Another aspect that backs up this assertion is the calculation of the Contribution Margins for all three product lines based on first half information. Even though Berkshire incurred a loss of .22/unit in the first half for series 300, when you calculate the CM it is a whole new story- the CM of 300 is a positive number- 1.15/unit, this means that Berkshire would in fact incur an even greater loss if they chose to halt production. The 1.15 per unit would no longer be available to cover some of the fixed costs. What is also surprising is the fact that the 300 series Contribution Margin is not far behind from that of the 100 series (the most profitable product line) and equal to that of the 200 series. A few other very important observations also need to be taken into account. First, since many products do cover all their variable costs, no product line would ever be dropped if only a contribution margin analysis were conducted. Second, even though the 300 series covers its variable costs and part of its fixed costs, it proves to be below par when considering full costs. Finally, in the long run all costs are variable, so the 300 series in this time frame is in fact a poor product line. Qualitative Analysis:If the 300 series was dropped it would have a significant qualitative impact on Berkshire and its employees. All the employees who were involved in the production of this line would either have to be laid off (which would have a negative impact on the reputation of the firm), or they could still be retained (which would lead to them obtaining a deep sense of respect and loyalty to the firm). Also the employees who would be shifted around would gain a greater skill set and hence become very valuable assets to the company. Evaluation of the alternativesComparison Table1) Profitability2) Timeliness3) Consistency with Strategy. Alternative #1-$11347 daysNot as muchAlternative #2-$10354-7 daysYesAlternative #3-$137410-14 daysNot as much1) Profitability:The primary objective of all businesses, no matter how big or small, is profit. That is why as a criterion, Profitability was given the number one rank. The three alternatives can easily be evaluated on this criterion by comparing the net income figures. Alternative #2 easily wins in this criterion. Despite the fact that it does have a net loss, the loss was not as great as that of Alternative #1 and #3. One important thing that should be noted is the fact that perhaps the second half of the season is always a slow period and that is why the net income figures are so low. 2) Timeliness:Berkshire operates in a business environment where if firms that lag behind in decision making, implementation of policies etc, they will be left behind with no profits. That is why Timeliness was given the rank of two. Surprisingly Status Quo would have an implementation time of around 7 days. Since keeping the price level of the 100 series the same at 2.45/unit would result in them producing 385332 less number of units (See Appendix E for the calculation), time would be need to shift employees around to new jobs in the firm, possibly close down a warehouse or even convert the machines used to produce the 100 series to now produce a different product line. Alternative #2, reduce price level would probably only take 4-7 days to implement. The only thing Berkshire would need to do would be to inform their current buyers of their new price level and perhaps also to advertise the lower price in a specialized fastener industry journal. Alternative #3, drop the 300 series would probably take around 10-14 days. Not only would Berkshire need to shift employees around, close down a warehouse etc, as a result of producing a lower number of 100 series units, but they would also have to announce the dropping of the 300 series line to its buyers, move even more employees around (or possibly lay them off), close even more warehouses down, move machinery around the manufacturing space etc. This would be a very time consuming process. Overall Alternative #2 would win in this criterion as it would have a less time consuming implementation time and process. 3) Consistency with Strategy:This criterion was given a rank of three because while necessary in the evaluation, Profitability and Timeliness do have a greater importance. In the short run Alternative #2 had the greatest consistency with strategy. Berkshire is a cost leader, and reducing the prices of the 100 series ties in very well with this strategy. Alternative #1 and #3 chose not to reduce the price and this decision conflicts with their cost leadership strategy. ConclusionOverall I would recommend that Berkshire implement Alternative #2- reduce the price level of the 100 series, as it did win in all three criteria. But one important thing needs a re-mention. The CM per unit of the reduced price level was lower than that of the higher price level. It was only because of the higher volume of sales did it manage to have a higher total contribution margin. In the future if sales volumes drop, despite the price change Berkshire would incur heavy losses. At this present time Alternative #1 and #3 are both very unprofitable and will still be in the future. At least Alternative #1 is not as unprofitable at this present time but what happens in the future will all depend on sales. Recommendations for Specific Action1) Chose a date when the price change will come in to effect and make sure all current buyers are aware of this well ahead of time. 2) Advertise in newspapers, journals etc to get the message across to new buyers that Berkshire has reduced its prices. 3) All forms, documentation, accounting systems etc should be changed to take into account the new price level. 4) Make sure that there are people at hand to research the market and evaluate whether demand is going to decline for the 100 series. 5) Make sure that there are researches available to study the market for new trends and new types of fasteners that could be produced in the future.