International Business Essay Sample free essay sample

This class offers a little window onto the expanded universe of international concern. Rapid alterations in the planetary economic system present both challenges and chances to houses runing internationally. This class aims to supply the future international director with analytical accomplishments to understand better economic and political facets of the planetary concern environment. and how these affect houses. The class is designed to be a foundation for farther surveies in international concern and related Fieldss. The class aims to accomplish the followers: ( 1 ) unmasking pupils to the complexnesss of the international concern environment and its major agents ; ( 2 ) familiarize pupils with the influential participants on the international concern scene ; ( 3 ) introduce pupils to the basicss of international trade and investing ; and ( 4 ) develop an international position. Learning Results:Analyse economic and planetary tendencies. altering international trade forms. foreign direct investing flows. differences in economic growing rates among states. and the impact of cross-cultural differences to pull decisions relevant to international houses. We will write a custom essay sample on International Business Essay Sample or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Develop an internationalization scheme for a house that wishes to spread out abroad by taking into consideration the legal restraints. ethical and societal issues. cross-cultural features. economic environment. political factors and foreign exchange issues. Measure the impact of foreign exchange on the firm’s determination to internationalize. Develop a critical point of position on globalization and its histrions. The class is divided into two parts taught by two different teachers. Part I ( up to the midterm test – Juergens ) provides an overview of the international context. explores legal. cultural. strategic. collaborative. logistical. and ethical challenges when runing internationally. Part II ( after the midterm – Matziorinis ) focuses on international trade theory. trade policies and foreign investing and analyzes the impact of international pecuniary and fiscal systems. McGill University values academic unity. Therefore. all pupils must understand the significance and effects of rip offing. plagiarism and other academic offenses under the Code of Student Conduct and Disciplinary Procedures. The usage of a clicker other than your ain is considered an academic discourtesy. During category. ownership of more than one clicker. or that of another pupil. will be interpreted as purpose to perpetrate an academic discourtesy. ( see www. mcgill. ca/students/srr/honest/ for more information ) PolicyIt is the duty of a pupil losing any category to look into with fellow pupils whether any proclamation was made sing exam/assignments/lectures. Punishment for late assignments: 5 % per twenty-four hours. Any pupil. whether they are in the B. Comm. plan or non. who misses a Management midterm scrutiny. must use to the B. Comm. Student Affairs Office to bespeak alternate agreements. Students must describe the lost test within 5 working yearss of the day of the month of the test. Requests submitted after the 5-day period will automatically be denied. regardless of the ground for the lost mid-term. unless the hold was caused by exceeding fortunes. In agreement with McGill University’s Charter of Students’ Rights. pupils in this class have the right to subject in English or in Gallic any written work that is to be graded. [ policy approved by Senate on 21 January 2009 ] Students are encouraged to follow international concern events through the Financial Times and the E conomist. The mycourses site provides a big list of web sites with information relevant to international concern every bit good as a list of auxiliary books on international concern and globalisation. Attend all categories. Punishment for late assignments: 5 % per twenty-four hours. In-class Mid-Term Test ( 35 % ) : A closed-book multiple-choice. short reply and try inquiry 75 proceedingss in-class trial ( October 17. 2012 ) will be given. covering the stuff presented in the readings and category up until that point. Students who miss the midterm trial have one hebdomad to use in composing to the B. Com. office of the Desautels Faculty of Management to bespeak blessing for a make-up trial. Final Exam ( 35 % ) : A 3-hour trial will be held during the exam period. The closed book concluding will unite short reply and essay inquiries on the cardinal constructs presented with each category. and their applications. Group Project ( 30 % ) : Groups of 4 to 5 pupils will bring forth a joint â€Å"brief† on an issue. addressed to a high-level authorities functionary. leader of an international organisation or CEO of a transnational house ( the â€Å"decision-maker† ) . Assume you are moving in an consultative function and have been asked to fix the brief to advance a place on the issue. The aim is to show a comprehensive but concise analysis of the cardinal aspects the decision-maker should cognize about the issue in a clear. thorough. precise. acute and developmental mode. The brief should supply the decision-maker with an in-depth geographic expedition of the issues. their development. their relevancy. the cardinal policy options. and cardinal protagonists/stakeholders and their several places and schemes. doing appropriate usage of class constructs. The brief should reason with recommended places and/or actions and see the effects of following the recommendation. While you must take a place. you may non disregard the positions of oppositions. The brief should non be longer than 12 doubled-spaced pages ( 12 platinum fount. 1† borders ) . excepting cover missive. executive sum-up. tabular arraies. figures. and bibliography ( extra pages beyond the upper limit of 12 pages will be penalized ) . The brief must be accompanied by the three best ( seminal and landmark ) papers/articles on the peculiar issue that will assist the decision-maker appear knowing on the issue. These articles/papers must be written by experts in the field ( non journalists ) and should be recent. non before 2006. Group undertaking proposals ( 1-2 pages ) . placing all group members. a contact individual. the selected subject. and a brief study of the undertaking. will be due on September 28. 2012. Group documents will be due on November 28. 2012 before category. There are 10 subjects available to take from which are listed at the terminal of this course of study. Please pass on all group undertaking related issues to Professor Matziorinis. Manner: Divide your brief into subdivisions for easier reading Do non utilize â€Å"I† or â€Å"We† . Use impersonal signifier Cover missive ( with executive sum-up ) is utile to put up state of affairs. Who is the intended receiver of the brief? Who are you? Most of the rating will concentrate on the analysis. Description of issues should be concise but precise ( no more than 50 % of undertaking should be descriptive. ) Include in-text mentions ( or footnotes ) to bespeak where you obtained facts. thoughts and citations in your brief. plus al phabetised bibliography at terminal naming all beginnings used. Detailed COURSE LEARNING OBJECTIVESWeek 1: Introduction to Course: Chapter 1 – An Overview of International Business Aims: Discourse the significance of international concern. Explain the importance of understanding international concern. Identify and depict the basic signifiers of international concern activities. Analyze the causes and measure the effects of globalisation. Week 2: Chapter 2 – Global Marketplaces and Business Centers Aims: Measure the impact on concern of the political and economic features of the world’s assorted market places. Understand the utilizations of national income informations in doing concern determinations. Discuss North America as a major market place and concern centre in the universe economic system. Describe Western Europe as a major market place and concern centre in the universe economic system. Appreciate the jobs confronting the economic systems of the former communist states of Eastern and Central Europe. Examine Asia as a major market place and concern centre in the universe economic system. Explore the development challenges confronting African. Middle Eastern. and South American states. Week 2 – continued: Chapter 3 – Legal. Technological. and Political Forces Aims: Describe the major types of legal systems facing international concerns. Explain how domestic Torahs affect the ability of houses to carry on international concern. List the ways houses can decide international concern differences. Describe the impact of the host country’s technological environment on international concern. Explain how houses can protect themselves from political hazard. Analyze the hazards confronting international houses making concern in emerging market economic systems Week 3: Chapter 4 – The Role of Culture Objectives: Discourse the primary features of civilization. Describe the assorted elements of civilization and supply illustrations of how they influence international concern. Identify the agencies by which members of a civilization communicate with each other. Discuss how spiritual and other values affect the domestic environments in which international concerns operate. Describe the major cultural bunchs and their utility for international directors. Explain Hofstede’s primary findings about differences in cultural values. Week 3 – continued: Chapter 10 – International Cooperation among Nations Aims: Explain the importance of the GATT and the WTO to international concerns. Contrast the different signifiers of economic integrating among collaborating states. Analyze the chances for international concerns created by the completion of the EU’s internal market. Describe the other major trading axis in today’s universe economic system. Week 4: Chapter 11 – International Strategic Management Objectives: Qualify the challenges of international strategic direction. Measure the basic international strategic options available to houses. Distinguish and analyze the constituents of international scheme. Describe the international strategic direction procedure. Identify and qualify the degrees of international schemes. Week 4 – continued: Chapter 12 – Entry Modes Objectives: Discourse how houses analyze foreign markets. Sketch the procedure by which houses choose their manner of entry into a foreign market. Describe signifiers of exporting and the types of mediators available to help houses in exporting their goods. Identify the basic issues in international licensing and discourse the advantages and disadvantages of licensing. Identify the basic issues in international franchising and discourse the advantages and disadvantages of franchising. Analyze contract fabrication. direction contracts. and turnkey undertakings as specialised entry manners for international concern. Qualify the greenfield and acquisition signifiers of FDI. Week 5: Chapter 13 – International Strategic Alliances Objectives: Compare joint ventures and other signifiers of strategic confederations. Qualify the benefits of strategic confederations. Describe the range of strategic confederations. Discourse the signifiers of direction used for strategic confederations. Identify the restrictions of strategic confederations Week 5 – continued: Chapter 14 – International Organizational Design and Control Objectives: Define and discourse the nature of international organisation design and identify and depict the initial impacts of international concern activity on organisation design. Identify and depict five advanced signifiers of international organisation design and discourse intercrossed planetary designs. Identify and describe related issues in planetary organisation design. Explain the general intent of control and the degrees of control in international concern. Describe how international houses manage the control map. Week 6: Chapter 5 – Ethical motives and Social Responsibility in International Business Aims: Describe the nature of moralss. Discuss moralss in cross-cultural and international contexts. Identify the cardinal elements in pull offing ethical behavior across boundary lines. Discuss societal duty in cross-cultural and international contexts. Identify and sum up the basic countries of societal duty. Discuss how organisations manage societal duty across boundary lines. Identify and sum up the cardinal ordinances regulating international moralss and societal duty. Week 7: Review Week 7 – continued: ( Oct 17 ) : MIDTERM ( in category. MAASS 112 ) Week 8: Chapter 17 International Operations Objectives: Describe the nature of international operations direction. Analyze the supply concatenation direction and perpendicular integrating determinations confronting international production directors. Analyze the significance of productiveness and discourse how international houses work to better it. Explain how houses control quality and discourse entire quality direction in international concern. Analyze how international houses control the information their directors need to do effectual determinations. Week 8 continued: Chapter 6 – International Trade and Investment Theory Objectives: Understand the motive for international trade. Summarize and discourse the differences among the classical country-based theories of international trade. Use the modern. firm-based theories of international trade to depict planetary schemes adopted by con cerns. Describe and categorise the different signifiers of international investing. Explain the grounds for foreign direct investing. Sum up how supply. demand. and political factors influence foreign direct investing. Week 9: Chapter 9 – Formulation of National Trade Policies Objectives: Show the major statements in favor of and against authorities intercession in international trade. Identify the advantages and disadvantages of following an industrial policy. Analyze the function of domestic political relations in explicating a country’s international trade policies. Describe the major tools states use to curtail trade. Stipulate the techniques states use to advance international trade. Explain how states protect themselves against unjust trade patterns. Week 10 and 12: Chapter 8 – Foreign Exchange and International Financial Markets Objectives: Describe how demand and supply determine the monetary value of foreign exchange. Discourse the function of international Bankss in the foreign-exchange market. Assess the different ways houses can utilize the topographic point and forward markets to settle international minutess. Distinguish the five para conditions: PPP. involvement rate para. Fisher consequence. international Fisher consequence. and the forward rate as indifferent forecaster of the future topographic point rate. Sum up the function of arbitrage in the foreign-exchange market. Discuss the of import facets of the international capital market. Week 11: Chapter 7 – The International Monetary System and the Balance of Payments Aims: Discourse the function of the international pecuniary system in advancing international trade and investing. Explain the development and operation of the gilded criterion. Sum up the function of the World Bank Group and the International Monetary Fund in the postwar international pecuniary system established at Bretton Woods. Explain the development of the flexible exchange-rate system. Compare the advantages and disadvantages of the fixed and flexible exchange-rate systems. Describe the map and construction of the balance of payments accounting system. Differentiate among the assorted definitions of balance of payments excess and shortage. Week 13 ( 14 ) : Chapter 18 – International Financial Management Objectives: Discourse the major signifiers of payment in international trade. Compare the hazards faced by importers and exporters in major signifiers of international trade payments. Identify the primary types of foreign-exchange hazard faced by international concerns. Describe the techniques used by houses to pull off their on the job capital. Measure the assorted capital budgeting techniques used for international investings. Discourse the primary beginnings of investing capital available to international concerns.

Lincoln Thematic Essay essays

Lincoln Thematic Essay essays Abraham Lincoln was the president responsible for the end of slavery following the Civil War. At first though, it was kind of unclear how he stood on the issue. In some cases it seemed as he wanted nothing more than to preserve the union and had no feelings toward the freeing of slaves. In other cases, it seemed as if he wanted to free the slaves and wanted equal rights for all Americans. The Emancipation Proclamation and a quote Lincoln said in 1958 seem to be contradictory, but they are actually alike. In both of these articles, he says that he never wanted to make the rights equal. The Emancipation Proclamation is a document released in 1862 stating that all slaves in the Southern states, except the boarder states were free. Lincoln made this speech for three reasons. One of these reasons was to keep the boarder states from rebelling. If Lincoln had made slavery illegal in all states, then the boarder states would have rebelled and seceded as well and then the South would be more powerful in the war. A second reason that Lincoln gave this speech was so there was a moral purpose for the war. Giving this speech showed the people in the North that Lincoln had tried to free the slaves and now that for moral purposes we had to go to war. A third reason for this speech was to prevent England from seeing the South as a separate, independent country. If England were to see them as a separate country, they could eventually go to war against the North. Also, the speech showed England that there was going to be a civil war and for the time being, stated that America was not two separate countries. In a quote made by Abraham Lincoln he says I am not, nor ever been, in favor of bringing about in anyway the social and political equality of the white and black values. This quote never says that he does not want to free the slaves, only that he isnt aiming for equal rights. He may want all slaves to be freedm ...

Management Accounting Models Essay Example | Topics and Well Written Essays - 2500 words

Management Accounting Models - Essay Example The present research has identified that business finance is the term used to denote the funding activities for the efficient conduct of business activities. Therefore, business finance is helpful in many ways. Firstly, it helps to procure enough flow of funding required in business. Secondly, it is important for maintaining and enhancing better management system by supplying the required amount of capital. Lastly, it is the foremost factor for obtaining the adequate amount of profitability. The prime objective of a business is to generate profit by investing in projects. In order to fulfill the primary financial objectives, the decision makers of a company plan their financial activities. The planning of financial activities is known as budgeting and it is very vital for the smooth functioning of financial operations. A proper financial budgeting makes the entire operation efficient and effective. Budgeting plays a crucial role in the decision making the process for a company. Oberl in states that â€Å"budgets are the link between plans and actions. They translate strategic plans into the financial resources necessary to implement the plan†. Companies prepare many types of budgets like capital budgets, sales budgets, production budgets, cash budgets, inventory budgets etc for planning their operational activities. In fact, the budgets help the organizations to achieve the organizational and financial target on behalf of all the departments.

Hypotheses and evidence (SPSS) Assignment Example | Topics and Well Written Essays - 500 words

Hypotheses and evidence (SPSS) - Assignment Example Most of the values (40%) were concentrated above the mode, which despite some other variables showing normal distributions, advised my use of non-parametric tests on the data. The sample comprised 30 participants, 56.7% being male and 43.3% females. 20% were engaged, 13.3% were married, and 3.3% were single. The majority, 63.3%, did not indicate to belong to any of these three categories. Most participants were college graduates (63.3%), 20% high school graduates, and 16.7% had attained post-graduate levels. 40% earned between $50001 and $75000, 20% between $25000 and $50000 and also $100000 and above, 13.3% between 75001 and $100000, and 6.7% below $25000. I sought to establish whether alcoholic drinks are popular with the participants, who are generally assumed to represent the parent population they have been drawn from. From the sampled population, 60% were consumers of hard drinks, which include vodka, whiskies (where scotch falls), and brandy among other drinks. Out of this population, 56.7% consumed wine, and 43.3% consumed mixed alcoholic drinks. The entire sample confessed to using other types of alcoholic drinks. Classified under this criterion, 3.3% consumed â€Å"Hard Lemonade† while the remaining 96.7% consumed â€Å"Long Island Tea†. The percentages for all four categories indicate high consumption rates of alcoholic drinks, with every participant indicating they consume them. I performed a Chi-square test to establish whether individuals reported to drink more or less at the time of the survey. 30.0% of the respondents reported to drinking more, with a similar ratio drinking less. 40% drank the same amounts of alcohol. The test showed that the proportion of those who drank more was not significantly different from those who drank less, and those who maintained equal drinking volumes (χ2 = 0.60, p = 0.741). I further performed a Chi-square test to establish whether more consumers of alcoholic drinks took their drinks over the

Strategic analysis of Nokia Corp

Strategic analysis of Nokia Corp 1.0 Executive Summary The following is the strategic analysis of Nokia Corp., which discusses the external and internal environment. The first part, external environment, presents the opportunities and threats along with the political, economic, sociocultural, and technological issues of the handset industry. It provides Porters five forces framework for the discussion of the attractiveness of the industry. The second part of the report analyzes the main strengths behind Nokias success and leading position as a handsets manufacturer. We proceed with the analysis of Nokias weaknesses which may impede on its ability to utilize the growth opportunities. We also make recommendations regarding Nokias strategy for US market, converged handsets market, and acquisitions. Owing to the complex and self-motivated environment, Nokia faces numerous strengths, weaknesses, opportunities, and threats. This report is to look for the best possible strategy of Nokia. Initially, the key strategic issues Nokia is facing today is acknowledged to be economy, technology, leading brand, scale, and number one market position based on the strategy analysis in Task A. Secondly, the imposing strategy that Nokia should take on is analyzed to be exhaustive growth strategy, and in particulars, the strategy options of Nokia today is illustrated to be cost leadership, differentiation, and focus strategy. Among which Nokia should select a combination of the cost leadership and differentiation strategy according to its brawny assets, low fixed cost, and elevated research aptitude. The paper also discusses the relationship between Nokia management style, climate and its organizational structure. Strategy can be defined as â€Å"the basic characteristics of the match an organization achieves with its environment.†[1] Owing to the complex and go-ahead environment, Nokia faces several strengths, weaknesses, opportunities, and threats. This article is to seek the optimal strategy of Nokia. The investigation is affirmed in the following ways. Firstly, the key strategic issues of Nokia are acknowledged based on the strategy analysis in Task A. Secondly, the strategy options of Nokia are analyzed by the competitive generic strategies theory which has been promoted by Porter. Thirdly, after the illustration of the competitive generic strategies, the optimal strategies will be proposed. 2.0 Section 1 Company Background Nokia was established in Finland in 1865. Owing to its digital insurgency starting from 1992 by introducing its first GSM model as well as the new formulation of the key essentials of its strategy by sending-off the old businesses and progressively more focus on telecommunications in 1994, it helps Nokia generate the basis for a triumphant conquer of the world telecommunication market. Till now, Nokia is by now the world leader in mobile communications, driving the growth of the broader mobility industry. Fulfilling an elementary human necessitates for social connections and contact by connecting people is the mission of Nokia. Currently, Nokia comprises four business groups that are mobile phones, multimedia, enterprise solutions and networks. Being the forge of the mobile communication market in the world enjoying about 30% share of the worlds mobile phone market, Nokia is abiding to discover innovative investment opportunity. Teaming up with the Sanyo Electric Corp. Which ranked the 10th world while to shape a shared endeavor, Nokia will carry on to be outrival and advance in the world telecommunication market. 3.0 Assessment of Strategies 3.1 Business Level Nokias trade level strategy is based on a cost leadership. Nokia has an outsized product portfolio which would gratify consumers all over the world. It strives to keep low costs for its products throughout firm costs management and economies of scale. Nokia utilizes strategic suppliers all over the globe to attain extremely modified subassembly apparatus which are used to generate its elevated tech savvy devices. 3.1.1 Tactics Market location: Nokia counts profoundly on its sales in key market regions. More than half of sales arrive from operations in Europe. Another vital market for Nokia is China, and, finally, Asia-Pacific region. 3.1.2 Defensive In order to go with iPhone and BlackBerry smartphones and protect its share in the converged handsets market, Nokia introduced 5800 touchscreen. As a consequence, after the first quarter of 2009, Nokias market shares in smartphones augmented by 3%. 3.1.3 Corporate level On the corporate echelon Nokia is cultivating a growth strategy. Its growth is obsessed principally by acquisitions and concentrated RD. During the past few years Nokia has been vigorously obtaining companies with new technologies and competencies, including besides investments in alternative positions. All of these acquisitions and investments were embattled to improve Nokias ability to assist form the Mobile World. 4.0 Section 2: Eliciting and Evaluating Strategy All companies have their way of identifying and commerce with these, their mainly decisive strategic question. Though, this process of managing emerging strategic issues is typically non-structured, not essentially optimally appropriate to facilitate the efficient identification of the most significant questions and the suitable allocation of top management attention and corporate aptitude support to answer the recognize strategic questions. In spite of the post research during 1960s, 1970s, and 1980s into the domain of strategic issues (SI), strategic issues management (SIM), and strategic issue management systems (SIMS) there is an insufficiency pertinent approaches for firms to use in improving their awareness focus and distribution in strategic issue management process. 4.1 Key Strategic Issues Face Nokia Nokia should concentrate more on the electrical market during the financial crisis era because the financial tumult has absolutely predisposed the global economy. A report of Nokia which exposes a lower mobile device industry outlook for fourth quarter of 2008 than the previous estimate of roughly 330 million units. Nokia acknowledges a tough time for telecommunication industry in 2009 symbolized by an anticipation of mobile device volumes turn down 5% or more from 2008 levels which exposed the immense concern of recession (Nokia Capital Markets Day, 2008). In short, the mobile device market has declined. From the market prediction it will constantly decrease. Such state of affairs is caused by consumers pull-back in spending, legal tender unpredictability, and decreased ease of use of credit from the slowdown of global economy. Especially, Nokia believes the incremental collision affects the emerging markets more other developed markets (Nokia Capital Markets Day, 2008). Technology is the soul of telecommunication industry which is the reason why the RD investment of Nokia in the year passed is EUR 5.6 billion (Company information, 2008). Smart phones, 3G mobile phones and environment friendly mobile phones are the substantiation of technology progressing in telecommunication industry. Nokia Research Center make-believe many new technology reflected by the forthcoming innovations as well as indoor positioning, location sensing, mobile journalism and so on (Upcoming innovations, 2008). The most important brand, scale and number one market position is the most noteworthy strengths of Nokia (Nokia Capital Markets Day, 2008). As the most well-known brand of mobile device supplier in the world, Nokia is the representation of quality. Consumers are comfortable with its devices and services. Nokias highly variable, low fixed business model gives it the opportunity to scale to a declining market (Nokia Capital Markets Day, 2008). The mobile communications industry is changing quickly, for instance, network plays a more and more significant part and the market articulations have been introduced and are still being familiarized (Annual report, 2007). Nokias sales and profitability are considerably exaggerated by the growth and success of the innovative market division, which needs a distant outlook and sympathy of the market. Nokia lost the market share of 3G mobile phones once owing to the neglect of the significance of network. On the contrary, Apple experiential the tendency and brought out iphone. Competition is extreme in mobile communications industry. To shun the collapse the company should progress its market standing, or become accustomed to the changes in the spirited scenery which is very imperative for Nokias strategic marketing design. Though Nokia has already been the top one in the mobile communications industry. The existing the pressure is from other telecommunication providers such as Samsung, Motorola. Moreover, as the rising importance of network in mobile communications industry, the entrance of network companies becomes an enormous anxiety. 5.0 Strategic Options 5.1 The Grand Strategy of Nokia Considering the SWOT analysis of Nokia, the grand strategy Nokia should accept is growth strategies. And among which, exhaustive growth strategy is deserve to be paid immense consideration in order to reinforce the competitive position of accessible products or services of Nokia such as devices, PCs and the amalgamation with the Internet (Nokia Capital Markets Day, 2008). 5.1.1 Competitive generic strategies In particulars, the competitive strategies lead the success in the marketing. The key attitude for a competitive strategy is how to build advantages in market competition. Cost leadership〠differentiation and focus are three competitive generic strategies (Porter, 1980, 1985). Three of them let companies to gain the profits over the average level of industry and form steady competitive recompense. 5.1.2 Cost leadership Strategy Nokia claims a cost reducing on its capital markets day at the end of this year. Nokia CFO, Rick Simonson emphasized that Nokia is practicing a cost reduction which is effective now and is continuing to keep the strategy for 2009 and 2010 ((Nokia Capital Markets Day, 2008). Nokia is always using a highly variable, low fixed cost business model. The balance sheet of 2007 gives us a clearer view of this. The fixed assets and other non-current assets are 8305 EURm, but the current assets are 29294 EURm (Annual report, 2007). Mobile phones are identical products if you do not call for multifunction except sending massages or making calls. Thus, the cost leadership strategy is possible to follow and the switching cost for customers of mobile telecommunication industry is very low, almost zero. So its rather easy for a customer to purchase another brand of mobile phone only for a lower price. One of the risk of adopting a cost leadership strategy maybe the simulation of competitors which guide to a price campaign and lower the gainful aptitude for the whole market. And the change of technology can dissolve the low cost benefit. 5.1.3 Differentiation Strategy Differentiation strategy means providing diverse products or services from competitors to attain competitive advantages focused on enormous market. Modern telecoms market is changing quickly, grows up rapidly, and compete fiercer than most other markets. So it is quite vital to keep competitive by maintaining up to date and spotlight on modernization. The marketplace is shifting all the time and the conventional mobile device industry is implicated with internet services, therefore, the products and services Nokia offers should be totally change (People management, 2008). Seeing this trend, Nokia amalgamated with Nokia Siemens Networks. 5.1.4 Focus Strategy Focus strategy is using the cost leadership or differentiation focus on certain customer group, regional market and product segment market. It often applies to medium and small enterprises which are not able to achieve cost leader and differentiation in the whole industry (Lynch, 2003). As for a leading company of mobile telecommunication industry, the focus strategy is not appropriate for Nokia. 5.1.5 Optimal Strategy According to the analysis above, Nokia should acclimatize a mixture of cost leadership strategy and differentiation strategy. Nokia has burly assets which craft the strategy is likely to carry out, and in the year passed total tangible assets are 33857 EURm (Calculated based on Annual accounts, 2007) comparing to 21777 EURm in 2006. Wherein, Property, plant and equipment amounts to 1912 EURm, Inventories is 2876 EURm, and accounts receivable is high to 11200 EURm (Annual account, 2007) Sometimes, an stress on cost leadership can perform as a shape of differentiation when the cost leadership strategy focused on providing value-oriented customers with products that are certainly value-for-money, relation to its competitors. And its guarantee is to help people sense close to what is imperative to them. Focusing on customers rather than the competitors is vital when deciding differentiation strategy. Several customers apprehension the design, quality or customer services of a company. Consumers needs are constantly what Nokia anxious the most. Continuous of innovation is critical in a company adopted differentiation strategy. Nokia put its priorities for 2010 in increasing Services Software and mobilizing customer email and consumer instant messaging for millions of Nokia product purchasers. 6.0 External environment and organizational audit 6.1 PESTEL (located in Finland) 6.1.1 Political and legal Finland has the steady economics and policies. Finland is exceedingly open to investment and free trade. Finland has peak levels of economics sovereignty in many areas, although there is a profound tax load and nonflexible job market. Finland has topped the patents per capita statistics, and overall efficiency growth has been brawny in areas such as electronics. The legal system is obvious and business bureaucracy less than most countries. Poverty rights are able-bodied confined and contractual agreements are severely honored (CIA World Fact book, 2007). From that, it is straightforward to see that Nokia can befall reputation because of the steady policies and economics of Finland, where head office of Nokia is situated. Moreover, Finland constantly tries to expand job market regulation. Finland increased job market regulation in the 1970s to offer steadiness to manufacturers. 6.1.2 Economic The global financial disaster exaggerated most companies all over the world. Constant economic downturn has unfavorable effects for Nokias business. Moreover, exchange rate fluctuations interrupt the repatriation of profits earned abroad. A change in incomes is definitely associated to Nokias sales. Nokias profits are contingent on the costs of their inputs, profits will likely decrease if the input increase. 6.1.3 Socio-cultural According to document searched, labor force had 2.68 million people in 2007. In labor force by profession, industry has 17.5% labor, finance, insurance, and businesses devices are 12%, and public services are 30.2% (CIA World Fact book, 2007). This statistic proves that income of end is higher than Europeans income. In addition, finish has elevated living situation. According documents, in 2006, there were 2,381,500 household of average size 2.1 persons; and approximately 92 percent has mobile phone (CIA World Fact book, 2007). Therefore, it is easy to see that this is immense market for mobile manufacturers as Nokia. 6.1.4 Technological Finland is extremely incorporated in the global economy, and global trade is a third of GPD. In a 2004 OECD assessment, high technology built-up in Finland ranked second biggest after Ireland (CIA World Fact book, 2007). Nokia realize that technology is really essential for their expansion so that they have slogan: 6.1.5 Environment Firstly, substance management means that they try to work closely and create the friendly environmental with their suppliers. Second issue is energy effectiveness, to make sure devices use as little energy as possible. Finally, it is to get back and recycling. They want to boost customer responsiveness of recycling, recommend better recycling in all markets and encourage the recycling of used devices through precise initiatives and campaigns (Nokia, 2008). 7.0 Nokia Value Chain An evaluation of Nokia value chain is displayed in Fig 7 based on work by Porter (2004: p.38), who describes it as: The linkages show how distinct key and supporting actions interrelate to generate value within the industry. 8.0 Section 3 Core Competence Core ability of Nokia is scheming and executing extensive term expansion programs employing core competence of interacting in-house and outside capability in conditions of Nokias name of the most victorious (Marshalls plan) and consistent global growth leader. This mixture of assets represents Nokia core competence since it could not be simply copied or imitated while meeting two theoretical situation of a resource-based potential formulated by Teece at al. (1997). Competitors cannot build up similar combination competences and capabilities promptly (Dierickx and Cool, 1986). â€Å"Nokias core competencies approach in three main fields mobile handsets, network technology and middleware. When deciding on the development and manufacturing of innovative products, speed is the serious factor in this quickly changing technological environment. For example, when deciding whether to work together on a product or software development, we will mull over if we are able to create the product alone fast enough and do we have the competencies to create it within a short time frame. If it is a core product, that is mobile telephony, Nokia will manufacture it internally because it is much well-organized and the finish product will also be of enhanced quality. But on the other hand if the new product is not within our capability and core product range, our next step will be to decide on the form of association or outsourcing with a company that can create it quick adequate. And if a new technology emerged and is not shaped by Nokia, Nokia will work together and subcont ract for the technology† (A manager at Nokia Group). 8.1.0 Example 1 In 2000 Nokia initiated SyncML a usual for universal of synchronising far-flung data and personal information crossways multiple networks, platforms and devices, while a range of companies sponsored for the standard. These companies comprise Ericsson, IBM, Lotus, Matsushita, Motorola, Operwave, Starfish Software, and Symbian whilst the technology is supported by frequent most important wireless companies. Outsourcing to external vendors however not a well-liked choice within Nokia and prior to 2002 is, this activity contributed only about 15 to 20 percent. 8.1.1 Example 2 Nokias two key core competences are GSM handsets assembling and the mainly wide-ranging distribution network building up. Early before 1998 in India, Nokia had mastered on designing GSM handsets. It had been the top one worldwide on making the paramount excellence and the most creative GSM handsets. Besides, it rolled out the distribution network by partnering with HCL ([emailprotected], 2007). The network now is the most extensive in Indian market and it at least involves over 90000 retailers to market Nokias handset over India, compared to Samsung, which is the third top handset seller in India and only has the distribution network that associate 35000 retailers (Rao, 2007). With these two core competence; Nokia had succeeded in creating a brawny charisma from zero ground between its rivals since 1997 (Datta, 2004). By looking within Nokias core competence, we see that Nokias in-house organization operation is too successful feature for supplementary it to govern handset market. It constantly at once adjusts itself to adjust any environment changes. In operating in early time in 1990s, being short of local a talent that was common. For avoiding lack of local talents, Nokia established an art studio and add program into Indian university to train locals and attract them work in Nokia (Pahwa, 2007). Further, for its auxiliary more intensely understand the Indian culture mechanism, it reduce the number of Finnish expatriate and boost the amount of hiring Indian as local managers. In addition, it also accomplishments to alter its shortage. For atoning for the short of technology that making CDMA handsets, it in 2004 established RD center for developing CDMA technology (Staff Writer, CNET News, 2004). Although it regained market share of CDMA in India from Samsung (Grinsven, 2003), the circumstances becomes worse in 2008. So far, they have held very little number of CDMA handset models. As a result, they lose the chance that work with Sprint and Verizon and thus they indirectly lose U.S. market (Gardiner, 2008). Their newest handset models- n96, n95, n85, n79, Nokia E series handsets, and typically Nokia 4 digit number of model dont support CDMA (http://www.Nokia.co.in/products). 9.0 Appendix 1 Strategic Evaluation Tools, Techniques Artifacts and applicability to Ladbrokes LBO business stream Positioning School BCG portfolio matrix (Henderson, 1979) Experience curve (Henderson, 1979) Game theory tools (Von neumannn and Morgenstern, 1944) PIMS (Buzzell et al., 1975) Porters 5 forces (Porter, 1980) Porters generic strategy model (GSM) (Porter, 1985) Strategic groups (McGee and Thomas, 1986) Value chain (Porter, 1985) 5 Forces: external environment exerts pressure over betting and gaming industry especially legislation and pure economies of scale. This is not a high velocity environment due to relatively slow moving changes in numbers of overall LBOs in the UK. Changes to legislation which govern the industry are also slow moving. It is a low knowledge intensive environment where key skills are concentrated in risk management and trading departments concentrated in Head office. Value Chain: value is created through use of financial resources and technological assets to add value to management of risk, store level efficiencies and customers experience in-store. Game Theory: The relaxation of the ‘demand test in the Gambling Act 2005 has allowed the key operators to play a strategic defensive/offensive ‘game with shop locations, thereby making it harder for smaller operators to compete in popular locations Strategic Groups there is some evidence to support the grouping of the three key operators in the UK betting industry: Ladbrokes, William Hill and Coral in a Strategic group as described by McGee and Thomas, 1986, given that strategic decisions Ladbrokes make, cannot be easily replicated by firms outside this ‘key operator group due to the nature of the regulatory environment and essential economies of scale required in the industry. Barriers to entry or ‘mobility barriers as described by Henderson and Thomas, are high. While in other industries, this could be considered an ‘oligopoly, it is not the case in the betting industry because the betting firms are primarily price takers, not price setters, therefore cannot control prices. Experience Curve: This does not primarily apply to the Betting industry because supply prices are fixed and are the same for all firms, resulting in no gain through a superior ‘experience curve. Other costs, however, could be less in firms with more experience, but some of these are costs levied by industry legislation and do not reduce over time due to the experience curve of individual firms. PIMS: Profit Impact on Market Share as described by Buzzell et al, provide some explanations for profit increases as a result of scale. The comparison of profitability between the three key operators demonstrates that market share will not deliver profitability in the betting industry unless they manage their financial resources and capital structures in an efficient manner. Note the similarities in operating margins based on similar gross margins, market share and market capitalization. Costs, including interest payments are potentially profit sapping in this industry, especially as products are homogeneous and supply price is fixed. Capability-building School Porters Value Chain See above Core competences (Prahalad and Hamel, 1990) Dynamic capabilities (Teece et al, 1997) Knowledge management (Nonaka and Takeuchi, 1995) RBV: Valuable, rare, inimitable and non-substitutable (Barney, 1991) Value chain (Porter, 1985) Sample of textbook schemata: Resources, capabilities and rents (Grant, 2002:153) Resources, competence strategic capability (Johnson and Scholes, 2002: 146) The contextual Not particularly relevant to the LBO operations due to low levels of environmental velocity and low Knowledge intensity (source for argument in main doc). RBV the analysis of Ladbrokes LBO operations suggests that advantage is primarily gained through greater financial resources. This is not a resource which meets the VRIO test as it is a fundamental economic and static resource and (arguably) easy to acquire. In terms of rent extraction this is down to leveraging scale to achieve higher value of margins through increase volume properly risk managed. Additionally, Ladbrokes display capabilities designed for sustainability, defensibility and ultimately market dominance. Core competences in general, there is little innovation required in the LBO business due to the homogeneous nature of the products and the economic structure of the pricing. Being a low knowledge intensity business, the tacit and intangible knowledge inherent in the definition of core competences further supports the lack of applicability of this concept in the LBO business. VRIO/Dynamic capabilities again, the contextual environment of low KI low EV reduces the need for Ladbrokes and other betting companies to be truly learning organisations or organisations creating dynamic capabilities which meet the VRIO characteristics and definitions. It could be argued that Ladbrokes do not create competences as defined by Prahalad and Hamel but possess a number of capabilities designed for margin protect and greater financial resources. High Velocity School Cycle-time reduction (Stalk, 1988) 7S Disruption: speed, surprise, shifting the rules, simultaneous and sequential thrust, signaling, strategic soothsaying, and stakeholder satisfaction (DAveni, 1994) Market disruption analysis (Bower and Christensen, 1995; Rigby, 2003) Patching flexible modular organizational design for rapid entry and exit of markets (Eisenhardt and Brown, 1999) Real options to negotiate favourable environments (McGrath, 1997)d Simple rules to facilitate speed and flexibility (Eisenhardt and Sull, 2001)e Time-pacing (Eisenhardt and Brown, 1998; Stalk, 1988) Delta model (Hax and Wilde, 1999) Ladbrokes operate in a low velocity environment with regards to LBO operations and these concepts are less appropriate for that contextual environment. Applicability would be more relevant in the ‘remote business operations: Internet Sportsbook and Exchange (see figure Core betting industry) however, there would still be imposed constraints on the velocity due to industry regulations. Complex ecosystem school Co-evolution (Eisenhardt and Galunic, 2000) Knowledge management tools Managing the system architecture (modular design, reward systems, team processes, strategic language) to ensure diversity and increase within-firm and extra-firm interactions (Eisenhardt and Galunic, 2000; Moore, 1993; Nahapiet, 2001; Pascale, 1999 and Stacey, 1995) Porters diamond (1990) explains ecosystem competitive advantage as complex interactions between co-evolutionary pockets (McKelvey, 1999 and Thomas, 1996) Real options and multiple scenarios to capture emergent learning in complex conditions (Bowman and Hurry, 1993, Copeland and Keenan, 1998, Luehrman, 1998 and Miller and Waller, 2003) Simple rules to condition system interactions (Eisenhardt and Sull, 2001, Macintosh and Maclean, 1999 and Sanchez, 1997) Supply chain integration and simplification (Levy, 1994, Harvard Management Update, 1999 Harvard Management Update (1999) And now: Complexity theory. Harvard Management Update, 4(3), 8-9.Harvard Management Update, 1999; Whiting, 2001) Labrokes does not primarily operate within a high knowledge intensive environment. While there is clearly are need for knowledge to flow from the wider bet-taking channels to Head Office to ensure adequate risk management, most of this information is done via the use of technology. It could be argued therefore that Ladbrokes core knowledge is concentrated in the central trading functions. In this context therefore, complex ecosystem theories are a less relevant strategic influence for the Ladbrokes LBO business. 9.1 Appendix 2 Competitors Analysis Ø LG LG is a Korea based company which provides ranges of mobile phone for customers to choose. Since its establishment, LG has evolved a lot according to the trend of mobile phone in Hong Kong. However, instead of putting all emphasis on 2-G GSM mobile phone, LG has put more focus on the 3-G mobile phone market and worked closely with the Hutchison Group, The 3 Hong Kong service provider, to provide high quality 3G mobile to customers. LG has used different means of marketing strategies including print advertisements, TV advertisements and celebrities to promote the products. Ø Motorola Motorola introduced the first mobile phone in Hong Kong in the 1980s Motorola emphasizes on the transformation of device formerly known as the cell phone into a universal remote control for life by adding more functions and innovations in the mobile phone. Motorola won the Asian Innovations Award by the technology of the product A668 with a â€Å"finger writing board† on the mobile phone, also, with the integration of the technology of iTunes ® by cooperation with Marc ®, Motorola launched the product ROKR E1. Motorola aims to be the leader in multi-mode, multi-band communications products and technologies. Ø Samsung Samsung provide a wide range of products for customers to choose from, including the 3G mobile phone, the MegaPixel Camera Phone, the Camera Phone and the Color Display Phone. No matter from the prime mobile phone of the latest 3 G mobile phone, Samsung provides choices for customers to deliver the desirable benefits and solutions for different customers. Ø Sony Ericsson Sony Ericsson has the mission to be the most attractive and innovative brand of mobile phone in the world. To achieve this goal Sony Ericsson integrated design into every step of the process intelligent features, user-friendly applications, innovative materials and attractive visual appearance. Design is the essential differentiator when comparing mobile communications products. The attractive good looking appearance and the sophisticated integration of technology has contributed to the success of Sony Ericsson, some products like W800i and W55

National Integration Essay

National Integration Indian civilization has survived-through the ages despite temporary setbacks. Since the earliest times, Indian civilization has marched with common objectives of culture and society. In early days, great emperors like Ashoka unified the country and its civilization and knit ft round a common culture from one end of the country to the other. During and after the Hindu period and later by the spread of Buddhism in whole of Asia, Indian culture and civilization got a further impetus. It brought about integration among different classes of people and common ideological and political thinking. The spiritual content of Buddhism spread through the country and brought a strange renaissance in the Indian social set-up. After the 14th century, the impact of the Muslim culture penetrated into the Indian civilization and created a plural social structure without, however, impairing the units of the country. The Mughals when they came to power also tried to bring the whole country under one array . The arrival of the British in India started a new chapter in India’s history. Always aiming at dividing the people so as to rule themselves, they launched a number of disintegrating measures to litter away the common points among various religions, communities and classes in the country. The British rule, however, provided one common economic system to the country although the British did their best to divide the people socially and economically in order to retain their supremacy. The most important single factor which brought unity in the Indian fabric was political struggle for independence from the British rule. The great personages who founded the Indian National Congress to fight out the British and to attain political independence for the country brought to one platform varying interests, communities and sections of society. The national image came to prominence with the national movement which provided a focus for the developed feeling of patriotism. The English language, although alien to the spirit of the country, brought educated classes of various communities to one platform and made them fight shoulder to shoulder against the mighty British. By the end of the 19th century, the feeling of the Indian unity became rooted in the minds of all Indians. The arrival of Mahatma Gandhi on the Indian scene started yet another chapter in Indian history. Mahatma Gandhi brought the gift of a non-violent movement as a new weapon to the  national struggle of India. Under the circumstances of the times, this method proved highly efficacious and brought the British under political and moral pressure of the times and made them to bow At the eleventh hour, however, certain reactionary elements in the country exploited the situation created by the British policy of ‘divide and rule’ and demanded the partition of the country, according to the communal ratios and majorities prevailing in various parts of the country. In order to avoid too much bloodshed, Mahatma Gandhi and other national leaders agreed to the partition, even though it was based on the ever-condemned two-nation theory. Ever since independence, India has adopted a secular constitution and given birth to a nation based on the principles of equal rights to all its citizens, irrespective of caste, creed religion or sex.The Constitution has provided fullest freedom to all religions in matters of worship, customs, etc., and protected them in every way. As a secular democracy, India is marching on the path of progress in all spheres—economic, political, social and cultural. In order to provide and encourage national integration in India, the Government office India has taken numerous steps which are worth mentioning. It has provided a national programme of education on secular lines and encouraged the development of national institution and policies. Through various media of education like the radio, the cinema and the T.V., it ha s provided for emotional integration of the people as one nation and encouraged them to think as one people. Equality of rights in various spheres has provided the people with common interests and enabled them to work and progress side by side without thinking of the narrow interests. The five-year plans of economic development have contributed to the raising of standards of people without regard to community, caste and creed. The class distinctions of the people have broadened out to economic distinctions from those of religion, community or caste. The art and culture of the country is also being developed on nationalistic lines. There is also due effort to develop a national language, although its imposition is being avoided for the time being in order to avoid conflicts of regional linguistic interests. The cinema, which is one of the most important means of recreation for the common man in India, is providing a uniform all-India pattern of art and culture to the whole country, thus contributing to emotional integration. Let us hope the movement of national integration now in motion goes faster  and achieves the desired object of binding various communities and sections of the Indian society to a common way of thinking, without impairing the local and the reg ional arts and cultures, which should be allowed to flourish within the overall pattern of national art and culture.

Making People to Vote

I believe there are many ways to get people to vote, but I believe the main way is through education. When people are educated on a subject, they know about it and what to do with it. A lot of people are uneducated on voting, so they don't know things, like how to register and where to vote. If we educate the public on voting and the benefits of it, more people would vote. This essay will discuss some of the possible ways of educating the public on voting. One way would be to make an educational commercial aimed towards the younger people in our society. Kind of like what Rock The Vote did, but more informational. My commercial would inform people how to register, how to find out where the voting booth is, along with all the set backs of not voting. I would talk about how you're giving up your freedom by not voting, because you're letting someone else decide who should be in charge. I would also make it very clear that everyone's vote matters! That's another big problem, each individual feels that they can't make a difference, because â€Å"they're only one vote†. I would also talk about the importance of knowing the people running in the elections and what they stand for, because if you're uneducated, you really won't make a difference. This is basically what I would talk about and it would definitely be aimed towards younger people. Another way to get people to vote would be to have a required educational program in high schools, that teaches kids every thing they need to know in order to vote. This would work very well, because it would teach younger people how and why to vote. You could also discuss candidates, how to find out about them, and what they stand for. Another way would be to educate people through fliers and brochures. This would be a lot harder and wouldn't reach as many people, but it would still educate some. A better way would be through a national magazine that talked about the importance of voting and the candidates that are currently running. This would work very well, because you would be educating people and getting them excited to vote. Overall, there are many ways to get people to vote, but I personally believe that voting comes through education. I believe the best way to increase the voting, is to increase the education of it among younger people.