Marketing Plan for an International Company Assignment

Marketing Plan for an International Company - Assignment Example It is a yardstick to measure the effectiveness of the marketing conducted for a product in an organisation. In this report, we take the case of Walmart to illustrate a marketing plan. Wal-Mart Stores Inc. is a US multinational  giant. It owns department stores and warehouse stores and goes by the brand name ‘Walmart’. According to the  Fortune Global 500  list of 2013, it is the  worlds second largest public company. It employs over two million employees, more than any other private employer  in the world. Walmart, the world’s largest retailer is controlled by the  Walton family, who own a 48 percent share in it (Troy April 21, 2011). Started in 1962, it has around 8,500 stores spread out in 15 countries. Any aspect of management in general, and marketing in particular, would be vast and exhaustive. Hence, we restrict ourselves to four focus areas viz. current marketing techniques, brand reputation, global networking and future expansion opportunities. These four areas are explained briefly and followed by four marketing tools. The areas are then explained with reference to Walmart, using each of the marketing tools. A critical evaluation from the report writer’s perspective is given at every stage. To conclude, an assessment of areas other than those related to marketing is provided followed by a general marketing evaluation and the road ahead for Walmart. Walmart’s uniqueness stems from the fact that it is the retailer that offers products at discounted rates. The purpose was to sell products at low prices for higher volume at lower profit margin. Lower cost suppliers were the primary reason for passing the savings in the prices. Walmart employed various strategies for marketing itself. It took over existing companies within the US and abroad. Simultaneously, it opened several stores all over the US and the rest of the world to enhance its presence; and of late it has ventured into the premium retail segment to

Society in the 1905 Movie Review Example | Topics and Well Written Essays - 500 words

Society in the 1905 - Movie Review Example Instead of being morally upright, people were wicked; Shane was drowned uncomfortably to Sharret’s wholesomely lovely wife, Miriam (You tube). When Shane and other homesteaders went to town, He got involved in fist fighting with Ryker’s men. They ended up beating these men with Joe’s help, and the salesperson ordered them out. Ryker asserts that, with the help of his men, they will slay the next time when either Joe or Shane goes back to the town. This shows that, in this society, war was inevitable anywhere at any time. As tensions build up between the parties, Ryker hires an experienced gunslinger Wilson. After Wilson had murdered ex-confederate Frank Stonewall Torrey, a high tempered Alabama homesteader who was stopping him, homesteaders organized a funeral. Most of the homesteaders planed to leave the valley upon death of their strongman. This shows that, in this society, only the fittest could survive (You tube). The society was administered by warlords who kill others mercilessly. Joe Sterrett decides to execute Wilson and Ryker by firing several bullets on them. His first objective was to save the town. Joe continues to be free, and no action is taken against him. Could there be structured administration, Joe could have faced trial. The homesteaders felt unsecure since they are not strong enough to defend themselves. The society had vengeful characters; this is shown when the homesteaders saw a fire burning at a distance after funeral. The fire was set by Ryker’s men on one of the homesteaders’ house. A certain section of the society was forgiving but fearful. This is shown when the homesteaders decided to stop fighting, they re-embark on construction of their houses, even though, they fear that their houses could be set a blaze by their rivals. Joe decides to kill Wilson and his counterpart with the aim of saving the town. This

Cultural Distance How Is It Measured Commerce Essay

Cultural Distance How Is It Measured Commerce Essay Culture is a wide concept whose definition may vary depending on the discipline it comes from, and many litterateurs have attempted to give it a precise and unique definition, which could be taken as valid in every field, always in vain. This essay will dwell upon the significant role culture plays in the global market, given that it is a vital element not to be neglected for a successful career when doing business abroad. Academics of various subjects, especially anthropologists, have been wondering about the definition of culture for decades, with the result of conveying plenty of explanations about its core and how it is perceived among populations. As already said, while this notion has been quested and analysed throughout the anthropological field, it had been widely disregarded in other fields (Taras Steel, 2009). The first intellectual who moved his analysis of culture to the market sector was Geerte Hofstede (Taras Steel, 2009). Thus, this articles intention is to focus on a different approach to culture, i.e. how cultural difference is able to affect marketing operations around the globe. Firstly, this text will go through Hofstedes method (1980) and elucidate why, despite being a broadly criticised model, it still remains the most relevant reference work for cross-cultural successive analysis. Secondly, it will compare and contrast the famous concepts of Hofstede, Trompenaars and Hampden Turner and Schwartz Value Inventory. Subsequently, the article will try to give empirical evidence of how culture diversity affects the markets of the whole planet by providing the example of various cultural clashes of a famous American fast food company in three different Asian countries. Hofstedes model: Lots of criticism but still the most used in the world Hofstedes model of cultural dimensions (Hofstede, 1980) was a pioneering method elaborated in order to measure cultural distance. It was developed during the late 70s after an attentive examination of work-related values in the IBM employees in 40 countries (Lee Carter, 2012). As the first model ever created, all subsequent studies relate to it, by evaluating, comparing, analysing and obviously criticising e.g. Hofstedes model of national cultural differences and their consequences: A triumph of faith a failure of analysis (MacSweeny, 2002). Among all those aforementioned relations to the study, criticising is the one which most drew the attention of the people who approached Hofstedes research. Nonetheless, there are also some scholars which take Hofstedes side and question MacSweenys fallacious presuppositions, by thoroughly analysing his work and by pointing out his main misunderstandings; MacSweenys critique lacks consistency in terms of clarification about the paradigm he uses to confute Hosftedes cultural research. (Williamson, 2002). Despite being a source subjected to pure criticism, the work of Geert Hofstede, a Dutch organizational anthropologist, is perhaps the most widely used and accepted approach to cross-cultural analysis (Lee Carter, 2012, p. 130). Hofstedes work is still considered to be the most exhaustive and easy-to-understand study of cultural diversity (Holden, 2003). Culture is a broad concept and its definition may vary depending on the context it is related. In fact, it was argued that conceptualising such a wide topic like culture and apply it to every random context could be considered quite presumptuous, surely awry and as a misguided attempt to measure the unmeasurable (MacIntyre, 1961; Smelser, 1992 cited in MacSweeny 2002, p. 90). As a consequence of what just asserted, Hofstedes research was accused of being carried out only in one field and, besides, in a non-market field in which the test persons of IBM were not examined as consumers, negotiators or market intermediaries (Holden, 2003). Afterwards, because its data collection dates back to the late 70s, it was claimed the impossibility of implementation in a plausible current market scenario. Hence, it was judged as out of date, considering that the society had changed (2003). Furthermore, it is bizarre that the most used investigation related to global marketing operations in the worl d has been written by an anthropologist who has nothing to do with being a real marketer (2003). Although these understandable criticisms, Hofstedeans work Cultures Consequences (1980), cited more than 5000 times, still remains the most accepted and utilised method in the cross-cultural analysis. Hofstedes model in comparison and contrast with Trompenaars and Hampden Turner and Schwartz Value Inventory The data, vital for the elaboration of the model, was collected during a certain laps of time and both Hofstede and Trompenaars and Hampden Turner extrapolated their data from questionnaires distributed among workers, with a tiny difference though: Hosftede opted for employees of a specific company, whereas Trompenaars and Hampden Turner for managers of various organisations (Dahl, 2004). Expanding the research into different companies could have been a notable advantage, because it allowed the study to get different perspectives from the respondents. In terms of question typology, Hofstede, as previous stated, decided to ask people about precise work-related value questions, while Trompenaars and Hampden Turner did not only concentrate on the work situation but on the leisure one as well (2004). In any case, they both questioned their actors about preferred state and behaviours. Unlike the other two researches, Shalom Schwartz with his Schwartz Value Survey (1992) took a differen t questioning approach and asked 60,000 people from 63 countries to appraise 57 values as guiding principles of ones life. (Lee Carter, 2012). Schwartzs method (1992), unlike Hofstede (1980) and Trompenaars and Hampden Turner (1998), gives a different vision by evidently separating the individual-level from the cultural-level analysis and by differentiating value types from value dimensions (Dahl, 2004). As a result, Schwartz method allowed to create a category as a value dimension by take into consideration one of the value type identified by the respondent and its opposite value type. The cultural-level and individual-level analysis are separated and their data cannot be evaluated as a whole, i.e. knowing the actors individual values is not necessary to deduce the culture of each individual (Javidan et al). Hofstede used to call this assumption ecological fallacy (Dahl, 2004). According to MacSweeny (2002), Hofstede did not used to make a differentiation between the meaning of culture at large and national culture. He treated it as a nationally discrete part, core, a nucleus (MacSweeny, 2002, p. 92); in other words, he c onceived it as a shared constituent of culture which is made of other different sub-cultures (MacSweeny, 2002). In order to remark Hofstedes idea that a population within a nation, in a certain way, shares the same culture, MacSweeny gives an explicit example by declaring that Hofstede treats the country Great Britain as a single nation with a unique national culture. Regrettably, it is debated that Scotland, even though being inside Great Britain, does not have the equivalent culture of an English citizen. Unlike the aberrant supposition called ecological assumption, both Hosftede and Trompenaars and Hampden Turner accept the so called onion assumption, which has layers to be peeled off (Dahl, 2004), that explains why knowing values in a culture tell us what actually happens in that culture (Javidan et al, p. 899). Yet, a substantial difference lies in the conception of this onion-like model, i.e. Hofstede conceives it as four layers onion, whereas Trompenaars and Hampden Turner fantasise it as a only two layers onion. Still, in spite of the different cognition of the onion, both Hofstedes and Trompenaars and Hampden Turners methods represent the same concept as Cowley and Hanna (2005) assert: The objective of this unit was to learn to exfoliate the perceptible manifestations of culture (artefacts and products), to peel away the layer of norms and values, to discover the core. The most emblematic diversity from these two models is that Hofstedes study investigates through the values of the respondents, while Trompenaars and Hampden Turner is more focused on their behavioural attitudes both in work and recreation moments (Lee Carter 2012). Another comparison can be made in terms of identification of some given value dimensions. Hofstede identified four (with a later fifth in addition) (Hosftede, 2001?), the Schwartz Value Inventory classified ten value types and four main value dimensions and finally Trompenaars and Hampden Turner categorised ten. All these results can be associated and most of them seen as parallel in concept terms, e.g. Hofstedes Power distance bears a resemblance to Trompenaars and Hampden Turners Achievement vs. ascription (Lee Carter, 2012). In addition, another dimension might be considered almost identical: Communitarism vs. individualism of Trompenaars and Hampden Turner with Individualism vs. collectivism of Hofstede (2012). In his work, Hofstede wanted to create a valid framework which was able to classify and distinguish different cultures, and to be aware of potential cultural collisions within a business environment. Thus, Hofstedes interpretation of culture envisages a tight correlation between an invisible level, values and a visible level in which these values manifest, in other words practices (Javidan et al). Empirical evidence of cultural distance impact on global marketing operations Obviously, cultural distance is an issue that affects large companies which are able to broaden the horizons and look for great fortune abroad. Start setting new investments into a foreign market requires a high volume of money and that is why only great organisations can afford such a treacherous move. Why treacherous? A foreign market can absolutely be as profitable as disadvantageous, depending on how much companies take the cultural factors into account. According to Pankaj Ghemawat, (2001) economist and global strategist at the IESE Business School of Barcelona, graduated at Harvard University, many companies are so attracted by foreign markets that sometimes they underestimate the financial threat they are running into. Following, the article is going to present a clear example of how the Asian culture shaped the business of a worldwide company like McDonalds. It will go through all the changes the company had to make in three different countries: Japan, Hong Kong and China. According to what Harris P. (Managing Cultural Difference, 2002) wrote, there is a big gap between the western culture and the eastern one. Through this table (Figure 1), it is quite self-explanatory in what the main principles differ one from another and what the American fast food company McDonalds had to be aware of when moving its brand to Asia: (Figure 1) When people think about McDonalds, the first word crossing their mind might be standardization. Hofstede (1980) would have thought of organizational culture instead. McDonalds is the emblematic example of a company which aims at keeping the same level of quality, cleanliness, customer service, food taste and value. Its main strengths rely on fast service and standard taste of the food, and these have demonstrated to be very profitable in the western market. Unluckily, Asian people were not used to having lunch or dinner in a dozen of minutes, for this reason McDonalds had to cogitate a strategy to get customers and make profit. Referring to Hofstedes classification of power Distance countries worldwide (geert-hofstede.com), Japan has been rated as one of the countries with the lowest score (55), which means it is less inclined to accept a high organizational culture as McDonalds. Nonetheless, the famous fast food company, thanks to some strategies, managed to succeed and survive the Nippon market. First issue of the organisation was that the Japanese society is famous for eating rice during the day as a filling meal. Because of that, McDonalds introduced new products made of rice in the market, like Chinese fried rice, curried rice with chicken and fried egg burger. Thanks to the lanching of these new products the company managed to be taken into consideration from the Japanese society. Secondly, in Japan, such as in other countries like Italy or Spain, there is an elevated sense of commensality, something which is not included in the McDonalds brand. Notwithstanding, the company had to do something to get around this cultural problem and, as a result, it started furnishing its restaurants with tables and chairs where Japanese could eat and spend some time together as being home. Finally, another problem arose when the Japanese society regarded the typical hamburger as snack and not as a whole meal. McDonalds implemented a good strategy by taking this misleadin g perception and converted it into an advantage to create then a place suited for young people who want to get a fast meal and chill out for a while. (McDonalds in Japan, 2009) The situation slightly changed in the state of Hong Kong. According to Hofstedes chart of Power Distance countries, Hong Kong has been rated a little bit more than Japan (68) which, as a consequence, described this country as more open to a centralized organization as the American McDonalds. In fact, People of Hong Kong were already familiar with a market fast food conception, but despite this, McDonalds was doubtful about spreading its companys values onto this Asian market. McDonalds first step was to leave the sign of the company in its original language without any translation, and in addition the founder of the restaurant in Honk Hong, Daniel Ng, opted for a smart solution which consisted of transliterating the name. Transliteration is a good strategy to avoid a cultural translation issue. It renders the English sound of the word into Chinese characters, without running into the problem of translating the meaning of the word. It would be a tough task to avoid. The strength McDon alds used, relied on not imposing the companys values to the locals, but on shaping its organizational culture in order to get approval from them (McDonalds in Hong Kong, 2009). China, in Hofstedes Power Distance chart (1980), has been rated with a very high score (80), therefore McDonalds problems had got nothing to do with the adaptation of a centralized organizational culture. What happened in Beijing was the emblem of cultural difference a big organisation such as McDonalds must take into account: Despite having accessed the Chinese market, McDonalds was not able to clearly convey the values of its work to the locals, and for this reason could not get rid of the competition. Chinese people, even though were familiar with the fast food chain, did not consider it part of their cuisine culture. After years, they kept seeing it as an American brand in Chinese territory. Hence, this was not an advantage at all. Ideological, political and economic differences were an obstacle for an American brand which was operating in the Chinese market. The resolution to this issue lied on the fact that the organisation had to start blending more with the local culture, avo iding to stress firmly its Americanism. Understood so, McDonalds began to introduce Chinese traditional food in its menu in order to show the Chinese population its inclination to respect and use the territorial food culture. In addition, all the restaurants were decorated with Chinese paper-cuts design. This way, customers commenced to trust the brand and see it from a different perspective. This is the same path KFC had to follow to be a very profitable company in the Chinese market nowadays (KFC and McDonalds a model of blended culture, 2004). Conclusion The aim of this article consisted in giving a brief analysis of the models used in cross-cultural distance in order to provide a general understanding. The essay has taken exactly three methods into consideration: Hofstedes, Trompenaars and Hampden Turner and Schwartz Value Inventory. Their investigation is all about identifying cultural differences among people who live in different part of the globe and the usage it has been done with these methods is the most relevant feature this article wants to point out. Big organisations which operate in different countries have to study and analyse the culture of the place they would like to settle in, because culture is the key to be successful, increasing popularity and cash flows. These companies, such as McDonaldss, make use of the cross-cultural distance methods in order to evaluate all the cultural factors they could be running into and be prepared to overcome them easily with an effective strategy implementation. To sum up, these models are vital for a company which sets its investments outside the borders of its country and

International Space Station Essay -- essays research papers

International Space Station   Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  The International Space Station, a worldwide project, is the next goal in a quickly growing space frontier. The station will be the first and next step towards researching the vast unknown world of outer space. What will be learned by this station? NASA has only the highest hopes that with the newest advancements in technology up in space, the fundamental physical, chemical, and biological processes can be examined with the absence of gravity, because of the space station.   Ã‚  Ã‚  Ã‚  Ã‚  The space station has been a long awaited project, as the first space station idea was drafted up in 1984. A resolution was made to place a permanent, livable space station in orbit. When President Ronald Reagan announced his 1984 State of the Union address, he included plans for a space station to be in orbit by the mid 1990’s. The idea of having an operable, livable, space station seemed to be inconceivable to everyone who heard that speech. As the ideas for this project began to take off, the main concern was money. How much funding would be necessary to construct a space station? At first, NASA could only work within the agency’s estimated $8.5 billion dollar budget. It was in 1984 when the first construction plan was unveiled, called “Freedom.'; A “power tower'; concept was designed, which is a long slender unit that would be the center of the entire structure. This tower would be a long, narrow piece of latticework, chosen for its stability and to avoid the use of every day thrusts to maintain its altitude. All the laboratory modules would then surround the “power tower.'; A free-flyer module would be used to conduct experiments in incessant, stable conditions away form the main tower structure. The “power tower'; concept required too many parts and shuttle missions for it to be completed. That would force the cost of the project to exceed NASA’s budget. The following year in 1985, a new, updated station concept was drafted. This was called the “dual keel'; concept, and included two vertical towers joined and braced together with three horizontal beams. This structure would allow four pressurized operable and livable modules to be placed around the central meeting points of the beams... ...on. A cooperative effort among 16 nations, the International Space Station will provide living quarters and science labs for long-term stays for up to seven astronauts. In building, operating, and performing research on the station, humanity will gather meaningful experience for future travels beyond Earth orbit. While the station is certain to teach us more about the human body in space, reactions to extended periods in zero gravity, and the effects of these experiments, nothing in this project is guaranteed. NASA is optimistic, but has planned for the worse. Helping the ESA construct three expendable space vehicles by 2003 that could carry and fly the entire station back to earth if needed.   Ã‚  Ã‚  Ã‚  Ã‚  But perhaps the most telling part about this space station is that once completed it will be the size of a city block and will be one of the brightest objects in the sky. That is still years away, but like all great structures ever built, this may be the most dangerous and expensive. The ISS will be a spectacular, challenging experience for us all, and the world can only wait to see what the International Space Station will bring back to the human civilization. International Space Station Essay -- essays research papers International Space Station   Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  The International Space Station, a worldwide project, is the next goal in a quickly growing space frontier. The station will be the first and next step towards researching the vast unknown world of outer space. What will be learned by this station? NASA has only the highest hopes that with the newest advancements in technology up in space, the fundamental physical, chemical, and biological processes can be examined with the absence of gravity, because of the space station.   Ã‚  Ã‚  Ã‚  Ã‚  The space station has been a long awaited project, as the first space station idea was drafted up in 1984. A resolution was made to place a permanent, livable space station in orbit. When President Ronald Reagan announced his 1984 State of the Union address, he included plans for a space station to be in orbit by the mid 1990’s. The idea of having an operable, livable, space station seemed to be inconceivable to everyone who heard that speech. As the ideas for this project began to take off, the main concern was money. How much funding would be necessary to construct a space station? At first, NASA could only work within the agency’s estimated $8.5 billion dollar budget. It was in 1984 when the first construction plan was unveiled, called “Freedom.'; A “power tower'; concept was designed, which is a long slender unit that would be the center of the entire structure. This tower would be a long, narrow piece of latticework, chosen for its stability and to avoid the use of every day thrusts to maintain its altitude. All the laboratory modules would then surround the “power tower.'; A free-flyer module would be used to conduct experiments in incessant, stable conditions away form the main tower structure. The “power tower'; concept required too many parts and shuttle missions for it to be completed. That would force the cost of the project to exceed NASA’s budget. The following year in 1985, a new, updated station concept was drafted. This was called the “dual keel'; concept, and included two vertical towers joined and braced together with three horizontal beams. This structure would allow four pressurized operable and livable modules to be placed around the central meeting points of the beams... ...on. A cooperative effort among 16 nations, the International Space Station will provide living quarters and science labs for long-term stays for up to seven astronauts. In building, operating, and performing research on the station, humanity will gather meaningful experience for future travels beyond Earth orbit. While the station is certain to teach us more about the human body in space, reactions to extended periods in zero gravity, and the effects of these experiments, nothing in this project is guaranteed. NASA is optimistic, but has planned for the worse. Helping the ESA construct three expendable space vehicles by 2003 that could carry and fly the entire station back to earth if needed.   Ã‚  Ã‚  Ã‚  Ã‚  But perhaps the most telling part about this space station is that once completed it will be the size of a city block and will be one of the brightest objects in the sky. That is still years away, but like all great structures ever built, this may be the most dangerous and expensive. The ISS will be a spectacular, challenging experience for us all, and the world can only wait to see what the International Space Station will bring back to the human civilization.

Professional Leadership Journal – Narcissism and Machiavellianism Assessments

According to Nahavandi (2012), personalities with an elevated score on the scale are relaxed using several resources to accomplish their individual aims. The Machiavellian (Mach) scale measures an individual’s willingness to put self-interests and his or her preferences above the interests of the group and a person’s ability to influence and manipulate others for personal gain (Nahavandi, 2012).An individual with a high Mach score might have an absence of morality and truthfulness and both of these are necessities of operative management. As I completed the two different assessments, I was astonished by my results. I completed the Machiavellianism Assessment first, I scored a 23 and according to the text an average score is 24. My score shows that I score within the average range and that I am willing to put my self-interests aside and work as a group to reach a goal.I then completed the Narcissism assessments and scored a 118, which completely shook me, I’ve nev er considered myself a narcissistic person, but according to this data I am in fact that way. Narcissistic people love the idea of having power over people, but I am the total opposite, I would rather be a team player than a leader. But I do have some of the traits that constitute me as a narcissist. As a future public health leader, my Machiavellianism Assessment should be high and my Narcissism assessment should be low.In any public health situation being able to put your self-interests to the side helps to alleviate unwanted stress and it also helps to analyze the situation carefully. Nahavandi (2012) states that positive narcissistic leaders may have an exaggerated sense of self and entitlement, but they use their self-confidence, power, and influence to achieve goals, much the same way a moderate Machiavellian would. This seems more like what I strive to do in my life and in my work life.

Cdr Professional Engineer

PROFESSIONAL ENGINEER Summary Statement These are the competency Units and Elements. These elements must be addressed in the Summary Statement (see Section C). If you are applying for assessment as a Professional Engineer, you will need to download this page, complete it and lodge it with your application. Competency Element |A brief summary of how you have applied the element |Paragraph in the career episode(s) | | | |where the element is addressed | |PE1 KNOWLEDGE BASE | | | |PE1. Knowledge of science and engineering | | | |fundamentals | | | |PE1. 2 In-depth technical competence in at least | | | |one engineering discipline | | | |PE1. Techniques and resources | | | |PE1. 4 General Knowledge | | | |PE2 ENGINEERING ABILITY | | | |PE2. Ability to undertake problem identification,| | | |formulation, and solution | | | |PE2. 2 Understanding of social, cultural, global, | | | |and environmental responsibilities and the need to| | | |employ principles of sustainable development | | |PE2 . 3 Ability to utilise a systems approach to | | | |complex problems and to design and operational | | | |performance | | | |PE2. Proficiency in engineering design | | | |PE2. 5 Ability to conduct an engineering project | | | |PE2. 6 Understanding of the business environment | | | |PE3 PROFESSIONAL ATTRIBUTES | | | |PE3. Ability to communicate effectively, with the| | | |engineering team and with the community at large | | | |PE3. 2 Ability to manage information and | | | |documentation | | | |PE3. Capacity for creativity and innovation | | | |PE3. 4 Understanding of professional and ethical | | | |responsibilities, and commitment to them | | | |PE3. Ability to function effectively as an | | | |individual and in multidisciplinary and | | | |multicultural teams, as a team leader or manager | | | |as well as an effective team member | | | |PE3. Capacity for lifelong learning and | | | |professional development | | | |PE3. 7 Professional Attitudes | | |