The War of Americans

Over the course of the last half-century the U. S. has enjoyed unprecedented power in every aspect whether it be politically, economically, militarily, or by any other means. In its dominance of world politics since WWII, the U. S. has been able to cast its influence around the globe. However, the U. S. experienced a gradual decline in its sovereignty over the course of this era as well. A prime example was in 1973 when OPEC raised oil prices drastically over the course of the next two years. â€Å"OPEC†s ability to increase at will the world price of its precious product highlighted the industrial world†s dependence on foreign sources of energy. (Keylor, p. 346) Being a sovereign nation requires not being subject to external forces, being able to conduct an independent foreign policy, and being able to control events within your own borders. Today, U. S. sovereignty continues to decline for a number of reasons. The only question is whether it is healthy or harmful for the U. S. to do so. The first reason why U. S. sovereignty is declining is due to what is known as interdependence. This phenomenon developed after WWII with the creation of the UN, GATT, the IMF and other such intergovernmental organizations. All of these served to create linkages between the major nations of the world in the postwar era. Membership in such organizations makes the U. S. subject to international law. Rosecrance†s identification of the trading state signifies the shift away from geopolitical influence and towards a global economy. Both the roles of international trade and foreign investment have increasingly become a greater element of U. S. economic importance. Additionally, the tying together of economies from around the world has lead to an increase in economic warfare. The increased use of economic sanctions and other such measures can be contributed to their perceived effectiveness in obtaining foreign policy goals. The U. S. integration into the world economy leaves it susceptible to the economic decisions of its trading partners and providers of raw materials. Reliance on import and export goods is an essential part of the U. S. economy. This can be seen in every day life. Just think about how much gas prices have increased recently as the result of a few nations restricting their oil supplies in order to raise prices. While the countries responsible for this could all be readily defeated by the U. S. in war, the U. S. is powerless to combat their practices. Aside from its place in the world market, the proliferation of weapons of mass destruction also serves to limit the sovereignty of the U. S. First off, new nuclear powers, which would likely include a number of aggressive authoritarian states, will lack the resources to manage the elaborate command and control capabilities required. â€Å"Even if hostile countries somehow catch up in an arms race, their military organizations and cultures are unlikely to catch up in the competence race for management, technology assimilation, and combat command skills. (Betts, p. 29) In addition to proliferation of nuclear weapons, there is also wide concern among U. S. leaders about the spread and development of biological weapons. The rise of religious nationalism and anti-U. S. sentiments in nations such as Iraq give cause for concern to the U. S. that an attack using biological weapons is possible. â€Å"One simple fact should worry Americans more about biological than about nuclear or chemical arms: unlike either of the other two, biological weapons combine maximum destructiveness and easy availability. † (Betts, p. 32) Even more threatening to U. S. sovereignty is the treat of terrorist attack to our nation†s soil. The proliferation of the aforementioned weapons is worrisome to U. S. officials that a horrendous nuclear of biological terrorist attack is feasible. The possibility of such and attack places a serious hindrance on the U. S. ability to protect its citizens within its borders. Conspirators of such an attack could be based within the U. S. or abroad, which makes it increasingly difficult to guard against. Additionally, it is impossible to deter such a course of action. When a nation is attacked, the government behind the attack is readily identified and a counterattack can be undertaken. However, when it is unknown as to who is behind the attack, it makes it impossible to deter it from occurring since â€Å"retaliation requires knowledge of who has launched an attack and the address at which they reside. † (Betts, p. 34) Such concerns have increased since the end of the Cold War as there is widespread doubt surrounding the degree of control Russia used in disposing of their nuclear weapons. The information revolution also poses a serious threat to U. S. overeignty. The increasing opportunities for interaction through technological advances in communications and transportation make information more readily accessible. The strong reliance on the behalf of the U. S. on information infrastructure makes it vulnerable to attack. (Wriston, p. 179) â€Å"The smallest nation, terrorist group, or drug cartel could hire a computer programmer to plant a Trojan horse virus in software, take down a vital network, or cause a missile to misfire†¦ The United States† increasing reliance on massive networks may make it more, not less vulnerable. † (Wriston, p. 80) As with the problem of an armed terrorist attack, it is extremely difficult to determine who is responsible for a break-in of a private, supposedly secure, U. S. government web page. Fortunately, we have not yet witnessed any such form of information warfare; however, imagining the form it might take and protecting against it has become the preoccupation of a presidential commission and numerous task forces. (Wriston, p. 179) Despite the erosion of U. S. sovereignty, it is still by far the most powerful nation in the world today. I for one would welcome the erosion of U. S. overeignty since it furthers interdependence in world politics and serves to perpetuate world peace. The greater the economies of the world are intertwined, the less likely it is that a nation will go to war with another that it is linked to by a web of transnational relationships. It may also be in the best interests of the U. S. to lose some of its sovereignty since the world is moving towards civilizational entities (Western, African, Islamic, etc. ) as identified by Samuel Huntington. (Huntington) If he is correct in his prediction, then the U. S. is better off belonging to one of these civilizations rather than standing alone.

Japanese Smes Going Global: Lessons from “German Mittelstand”

United International Business Schools Executive MBA, Brussels Campus â€Å"International Economics† Japanese SMEs going global: Lessons from â€Å"German Mittelstand† By Pascal Gudorf January 2013 Contents 1. Introduction 2. Japan’s SMEs and overseas business 2. 1 SMEs and their role in the export economy 2. 2 Challenges of starting overseas activities 3. Initiatives for the promotion of overseas business 3. 1 Public support system for globalizing SMEs 3. 2 Export promotion through trade fair participation 3. 3 Foreign direct investment and financial support 3. Human resources development for global activities 4. Conclusion References Figures 2 4 4 6 8 8 10 11 12 13 15 17 1 1. Introduction Japan and Germany share many similar economic characteristics. As the third and fourth largest economies in the world, both boast highly skilled labor forces and are leading manufacturers of industrial goods such as automobiles, machinery, chemicals, electronics and other high- tech products. But while Germany has been on a robust recovery track and relatively unaffected by the financial crisis, Japan’s economy has been suffering from deflation and sluggish domestic demand.Its growth prospects are further subdued because of its shrinking population. Exports have been the main driver of economic growth in recent years. In Germany, small and medium-sized enterprises (SMEs) are highly active in international trade and responsible for a large share of exports. Germany‘s midsized companies, known as ‘Mittelstand’, are the backbone of its economy. As the â€Å"German economy is doing well in comparison with many other countries, this is causing people all around the world to take a particularly keen look atGermany, and especially at the ‘German Mittelstand’ and its longstanding record of high employment and productivity. †, notes the Federal Ministry of Economic and Technology (BMWI, 2012). Coined â€Å"hidden champ ions† by Hermann Simon, the most successful and innovative of them are world-leaders in their field. Although many of them started from humble beginnings and are still family-owned today, they have globalized early on. According to Simon’s research more than 1,000 hidden champions exist in Germany, many more than in all other countries combined including Japan (Simon, 2012).He sees them as the main contributors to Germany’s international competitiveness. Some economists and policy-makers therefore recommend other countries to emulate them as a role model. The success of Germany’s midsized companies or â€Å"hidden champions† has not gone unnoticed. In its latest White Paper on International Economy and Trade, Japan’s Ministry of Economy, Trade and Industry (METI, 2012, p. 503) refers to Germany’s â€Å"excellent small and medium-sized companies† which have pursued a two-pillar strategy of high specialization in their fields of e xpertise combined with global marketing.With sales of up to 4 billion euro, many hidden champions have outgrown the size of a traditional SME. But even among German SMEs with less than 250 employees according to the definition of the European Commission, almost 20% of all companies are engaging in direct exports. In contrast to their German peers, most Japanese SMEs today still remain focused on the domestic market. While their numbers have been growing in recent years, less than 3% of all SMEs with less than 300 employees are export-oriented. The contrast is even more pronounced in the case of 2 oreign direct investment. While in Germany 17% of all SMEs have invested abroad, the percentage among Japanese SMEs is as low as 0. 3% (METI, 2012, p. 503). The smaller their size, the lower the proportion of companies engaged in exports and foreign direct investment. Although small and medium-sized companies dominate Japan’s industrial structure, few of them are involved in internat ional trade. Exports have traditionally been carried out by general trading companies or by large multinational manufacturers, for which SMEs work as subcontractors in vertical supplier networks.But as domestic demand is shrinking, many Japanese SMEs need to look beyond their home turf for business opportunities in new markets. Encouraging SMEs to expand their overseas business therefore is seen as an important step towards revitalizing the Japanese economy. The Japanese government has set up schemes to promote overseas business expansion. In July 2012, it included SMEs as one of the four main pillars in its â€Å"New Growth Strategy† besides healthcare, environment and agriculture. Still, many SMEs seem to lag their German peers in overseas activities. What are the factors that keep Japanese SMEs from going abroad?How can government initiatives effectively address these challenges? And what are their results? Based on company surveys and statistical data of exports and forei gn direct investment, this paper will first look into the recent trend of global activities by small and medium-sized businesses in Japan. It will then compare initiatives for the export and investment promotion of SMEs in both Germany and Japan and try to assess their results. By referring to available data and company surveys, the paper will try to show a positive linkage between overseas activities and job creation at home.It will also argue that government initiatives succeed in supporting a company’s first steps on a foreign market, but that they have to be accompanied by support activities by the parent company in order to secure long-term success. Finally, the paper will highlight fundamental differences in economic structure, management practices and the labor market between Germany and Japan, which need to be addressed in order to facilitate overseas business for Japanese SMEs. 3 2. Japan’s SMEs and overseas business 2. 1 SMEs and their role in the export econ omyOutside of Japan much of its postwar economic success has been credited to automotive and electronic giants such as Toyota, Nissan and Panasonic with their strong export machines and global manufacturing presence. SMEs have often been ignored despite the crucial role they play in the Japanese economy. Companies with less than 300 employees make up 99. 7% of all 4. 2 million companies. They employ 69% of the labor force and create 53% of value-added in the manufacturing sector. The reason for SMEs being so little known is that most of them are domestic companies with little or no international exposure.According to the 2012 White Paper on Small and Medium Enterprises, only 2. 7% of all SMEs in the manufacturing sector are â€Å"export-oriented† (SMEA, 2012). The majority of small businesses remain isolated from international markets and foreign competition. Japan therefore has been described as a â€Å"dual economy† consisting of relatively few large, highly advanced , multinational companies on the one hand and a huge number of traditional, domesticoriented, small businesses on the other. In his 1990 book The Competitive Advantage of Nations, Michael Porter already warned that unless Japan overcame this dualism, its future would be at stake.What he observed, was a lack of competition in sectors apart from machinery, automotive and electronics: â€Å"While domestic rivalry is intense in every industry in which Japan is internationally successful, however, it is all but absent in large sectors of the economy† (Katz, 1996). Porter’s warning statement seems to have fulfilled itself twenty years later, as Japan slides into its third decade of slow or no growth. Sectors such as construction, paper, food and agriculture are still characterized by a lack of international competition. Almost none of these industries have produced successful global players.Nevertheless, there is a rising tendency among small and medium-sized businesses to r each out for global markets. Although still small in number, SMEs with export activities have increased by two thirds from 3,568 to 5,937 between 2002 and 2009 (Figure 1). According to Bank of Japan figures, exports accounted for 4. 4% of SMEs’ sales in 2002, but this had risen to 7. 4% by 2008. Large enterprises saw their exports grow from 23. 7% of sales to 27. 8% over the same period. In sales volumes, SMEs’ exports doubled to 5 trillion yen (43 billion euro) while those for big companies grew a more modest 37% to 71. trillion yen (622 billion euro) (EIU, 2010, p. 14). 4 Foreign direct investment by SMEs is also on the rise: the number of small businesses in the manufacturing sector investing overseas increased from 2,013 to 2,869 between 2001 and 2009 surpassing that of large manufacturers by almost 20% (SMEA, 2012). In JETRO’s annual survey among 2,800 companies engaged overseas, 71% of SMEs responded they planned to actively expand their overseas business, while only 47% intended to expand their domestic operations (JETRO, 2012a, p. ). Comparing with earlier surveys, the proportion of companies looking into business opportunities abroad is one fourth higher than in 2008 showing a steady increase year by year. This recent surge in international activities is due to a number of factors: a shrinking domestic market, the relocation of clients’ manufacturing facilities overseas, the opening up of traditional supplier networks to foreign competition, cheap labor and new business opportunities in emerging markets such as China and Southeast Asia.It is often said that overseas investment will lead to a shift in production, a â€Å"hollowing-out† of the domestic industrial base, and job redundancies at home. Individual company data, however, suggest that the opposite is the case. According to figure 2, parent companies have grown after the beginning of overseas investment (JSBRI, 2012, p. 95). Comparing SMEs with foreign direct investment with those that have not been active in FDI at all, one can clearly show a positive correlation of overseas expansion and job creation at home.SMEs observe other financial and operational benefits of investment in overseas production bases as well, such as an increase in profits, a reduction in cost and a speedier response to requests in their host market (JSBRI, 2012, p. 94). When asked about their regional focus of expansion in the next three years, Japanese companies put China on top of the list in every category from sales operations to production to R&D. Among the firms operating in China, half of them have located their bases in Shanghai.Thailand, Indonesia and India also rank high and are considered as more attractive sales destinations than the USA and other developed markets such as Western Europe (JETRO, 2012a). Regarding industries, production machinery, chemicals, electrical machinery and fabricated metal account for 43% of all exporting companies in the manuf acturing sector. Looking in more detail at different industries, one can observe significant differences in export orientation. While 15% of all chemical manufacturers and 7% of electronics parts and device manufacturers are involved in exports, only 1. % of all textile manufacturers and just 0. 7% of food processing companies export their products (JSBRI, 2012, p. 250). This drastic gap highlights the dualism of globally competitive and non-productive, domestic industries. 5 For small and medium-sized wholesalers with up to 100 employees as well, exporters of machinery, equipment, and chemicals prevail, while those for apparel, agriculture and food remain in the minority (JSBRI, 2012, pp. 71-72). But the Japan External Trade Organization (JETRO, 2012b) observes a rising number of companies in the food and non-manufacturing sectors such as retail, wholesale and services.In the fields of agricultural, forestry and marine products and foodstuff, â€Å"many SMEs, even in the face of e conomic headwinds such as appreciation of the yen, are continuing to make efforts to exploit overseas markets. † Small companies involved in overseas business, however, still are the exception in Japan, even in the relatively productive manufacturing sector. The proportion of companies with export activities decreases by size. According to the â€Å"White Paper on International Economy and Trade 2011†, one out of four manufacturing companies with 401 to 500 employees is involved in exports.For companies with 101 to 200 employees the proportion falls further to one out of eight. And when it comes to companies with 41 to 50 employees, only one out every 20 has export activities (METI, 2011, p. 12). The low number overall, and particularly among smaller companies, is striking when we think of Japan as one of the world’s major trading nations. From the figures above, we can conclude that a major part of the Japanese economy is not taking part in the international div ision of labor and leaving business opportunities untapped.The conspicuously low number hints at underlying obstacles and challenges hindering overseas market expansion. We will look at these in the next section. 2. 2 Challenges of starting overseas activities As shown above, the proportion of Japanese SMEs developing operations overseas is still rather limited and activity tends to be greater in larger companies and in certain industries. In order to succeed in overseas markets, SMEs face certain barriers and have to overcome many challenges.The Survey on the Enhancement of SMEs’ Competitiveness through Overseas Business Expansion commissioned by the SME Agency in November 2011, looked at requirements that have to be met for companies to go abroad. More than 50% of all companies with export activities regarded having customers and a reliable partner as vital requirements for starting to export, underlining the importance placed on securing customers first (JSBRI, 2012, p. 82 ). Comparatively high proportions of enterprises also cited knowledge of local legal systems, business practices and trends in export markets as well as in-house expertise in exports, suggesting the 6 mportance of building knowledge of export markets and export procedures. One third of the respondents considered financial issues such as financial reserves or the prospect of turning a profit as important, but they did regard them as determining factors. In the case of FDI, however, financial reserves were considered as crucial by three quarters of all companies with overseas sales or production bases. 60% cited the knowledge of the host market’s legal system and business practices as important requirement suggesting the need for research and consultation prior to investing overseas.Having customers and reliable partners were also cited by more than half of all respondents. Questioned about challenges and risks, almost 50% of all companies considered the identification and coll ection of information on local market needs as particularly difficult. Marketing in the local market, securing business partners and terms of the local market were also cited to be important issues by more than one third of all respondents, while financing or credit issues only worried 22%. The lack of adequate human resources with international experience is another, if not the most important factor hindering overseas activities.In a 2010 SMEA survey, the â€Å"failure to secure human resources at home† was cited by 37% of all manufacturers as the main reason for giving up plans to invest overseas. It was regarded as more important than finding the right business partner, information collection or financing (METI, 2012, p. 280). JETRO (2012b, p. 15) notes that â€Å"large Japanese corporations are able to secure and foster global human resources through regular fulltime employment of foreign workers, sending young workers still new to their respective fields abroad and cond ucting overseas executive training programs.SMEs, however, find it much harder to take such measures and are hesitant to launch business operations overseas without such personnel. † This statement hints at a deep-rooted dualism in Japan’s labor market. While in Germany small and medium-sized enterprises are regarded as popular employers as they provide 83% of vocational training opportunities and stable, long-term career opportunities (BMWI, 2012, p. 4), Japanese jobseekers have tended to favor the security of employment at large corporations over low-paid jobs at SMEs.Traditionally, new university graduates, especially from top-ranked academic institutions, have a strong preference for jobs in well-known corporations or in government entities. The 2013 ranking of the most popular employers conducted by Rakuten (2012) among more than 6,000 students is topped by Japan’s largest advertising agency Dentsu, general trading company Itochu and the operator of â€Å"T okyo Disney Resort† Oriental Land followed by cosmetics brand Shiseido, TokyoMitsubishi UFJ Bank and All Nippon Airways. Among the 100 top-rated companies, none falls into the category of small and medium-sized enterprises. Attracting experienced and skilled workers remains difficult for SMEs, but, as the Economist Intelligence Unit (EIU, 2010, p. 4) notes, â€Å"tough economic times present an opportunity†. According to its 2010 report, â€Å"the cloud of the recent recession has brought two silver linings for SMEs: new entrants to the workforce are showing more interest in working for small companies, and larger businesses that are reluctant to fire workers can transfer the knowledge of experienced staff through employee loan programs. On a similar note, JETRO (2012b, p. 15) observes that â€Å"there are some SMEs making efforts to expand abroad by independently securing the necessary human resources such as by utilizing foreign students in Japan, former-trainees wh o completed special training courses for foreigners in Japan, Japanese with volunteer work experience overseas, or retirees. † Despite the recent growth in overseas activities, many challenges remain.In the following section, we will look at how these are being addressed by government initiatives. 3. . 3. 1 Initiatives for the promotion of overseas business Public support system for globalizing SMEs In Japan, many public and private institutions provide support functions for SMEs going abroad on a local and international level. On a global scale, JETRO, a government agency under the METI with 73 offices in 55 countries, plays an important role in promoting mutual trade and investment between Japan and the world.Originally established in 1958 to promote Japanese exports abroad, according to its website, â€Å"JETRO's core focus in the 21st century has shifted toward promoting foreign direct investment into Japan and helping small to medium size Japanese firms maximize their gl obal export potential†. On the local level, the Organization for Small & Medium Enterprises and Regional Innovation (SMRJ), established by METI in 2004, supports SMEs through nine regional offices across Japan, with the objective of â€Å"SME development and regional promotion. Although its main activities focus on regional development, it has stepped up its support measures for overseas business development by organizing seminars, establishing a support hotline and publishing a â€Å"Handbook for Supporting Overseas Business Development†. To facilitate assistance to SMEs expanding into overseas markets in a more systematic manner, METI has established the â€Å"Conference on Supporting SMEs in Overseas Business† in October 2010 by bringing together government officials and support institutions, such as JETRO, SME associations and 8 inancial institutions. Reflecting the results of interviews with approximately 5,000 SMEs, five key issues for supporting SMEs in o verseas business were identified: (1) Information ? Providing necessary information reflecting the needs of SMEs in detail ? Offering consistent support to SMEs by sharing support records by the conference members (2) Marketing ? Supporting product development, and participation in overseas trade fairs ? Supporting the effective use of the internet for overseas business (3) Human resources development and securing talent ?Helping to develop human resources for overseas expansion through seminars, training ? Helping to secure competent human resources for overseas expansion through matching (4) Financing ? Enhancing the financial consulting structure ? Facilitating financing for SMEs when doing overseas business (5) Improvement of the trade and investment environment ? Providing information on the establishment of overseas operations ? Assistance regarding tax, labor and intellectual property matters The conference also established concrete action plans for support measures on a glob al and local level.Actions include information gathering and dissemination through the sharing of best practices, overseas business missions, the invitation of international buyers to trade fairs in Japan, virtual marketplaces, advice on legal, technical and financial issues, and exchange programs for international trainees. The conference also planned to hold 2,500 overseas business and investment seminars by the end of fiscal year 2013 or some 700 a year throughout Japan, in cooperation with JETRO and SMRJ and other institutions.Despite the various services on offer, many companies do not make use of them due to bureaucratic procedures or are simply not aware of them. According to research commissioned by SMEA, only 39% of Japanese SMEs that are going overseas have used any globalisation assistance, including government and private-sector support (EIU, 2010, p. 16) For SMEs asking for assistance in their overseas expansion, JETRO is by far the most used contact point. 4% said they used JETRO services as compared to 13% for the chambers of commerce, 11% for banks and 10% for private consulting firms (METI, 2012, p. 280). JETRO provides information on foreign markets through its website and various publications, consulting services and seminars for 9 companies interested in overseas business. Below, we will focus on three fields in particular and try to assess their results. 3. 2 Export promotion through trade fair participation Finding the right business partner and collecting information of overseas markets are two of the challenges cited by many SMEs.Generally, trade fairs have been recognized as highly effective instruments in international market expansion. In recent years, JETRO has stepped up its efforts to promote Japanese companies abroad through trade fairs and trade missions. SMEs, especially firsttime exhibitors who qualify, can participate in these events at favorable conditions. These activities are similar to initiatives by other countries such as the Institute of the German Trade Fair Industry, which supports German companies’ international expansion at 274 exhibitions worldwide.For Japan, no information about the annual number of joint trade fair participations could be obtained, but â€Å"Japan Pavilions† at international trade fairs worldwide bring together more and more Japanese exhibitors, among which many SMEs, under a joint â€Å"Japan† brand. Examples include â€Å"Medica & Compamed† in Dusseldorf, â€Å"Maison et Objet† in Paris and â€Å"Bio International Convention† in Chicago. In order to tap into the demand of emerging nations, JETRO organizes joint pavilions at trade fairs in the BRICS nations, Southeast Asia and the Middle East, such as â€Å"Arab Health† in Dubai and â€Å"Asia Fruit Logistica† in Hong Kong.In November 2012, Japan even had a presence at the Baghdad International Trade Fair with 17 private companies and three governmental institutions. In comparison with other support measures such as seminars or business matching, exhibitors at trade fairs often report concrete results, as trade fairs offer the opportunity to gather the latest market trends, generate sales leads, and to find potential business partners. According to a 2010 survey, 40% of Japanese participants in JETRO-supported trade fairs reported direct results, another 30% said they felt indirect results (METI, 2012, p. 80). Surveys on the effects of â€Å"Japan Pavilions† are not yet available, but it can be assumed that relatively unknown SMEs, which are still newcomers to overseas markets, benefit from a joint presence under the â€Å"Japan† brand instead of exhibiting on their own. However, as countries such as Germany, France, the UK, the USA, China, Taiwan and others are aggressively promoting their own national brands, Japan needs to continue its marketing efforts in order to keep up the public’s recognition. The advanced technolog ical expertise cultivated by Japanese SMEs has often been well-recognized.New labels such as â€Å"Japan Style† for design products or â€Å"Cool Japan† for exporting its creative culture such as anime and manga will help to open up new sales channels for consumer goods as well. 10 3. 3 Foreign direct investment and financial support When companies set out to explore overseas business development, they find in many cases inadequate information regarding investment climates in foreign countries, and what funding is available to their ventures. Surveys cited above suggest that financial reserves are regarded as the number one requirement for overseas investment.In its â€Å"New Growth Strategy†, the government acknowledges that supporting underfunded SMEs which have proven resources and technologies through a new supporting system is a pressing issue. It refers to the SME financing act expiring in March 2013 and which, if not extended, threatens many ailing SMEs. The government also encourages a change of practice from a collateral and guaranteebased lending to business-based lending in order to diversify fund raising programs for SMEs. For companies with overseas investment plans, however, advisory and funding are readily available.Research into the financial institutions servicing SMEs, shows that Japan’s support infrastructure for overseas ventures is well developed. For instance, SMEs can apply for low-interest financing under the government’s fiscal and loan program through three government financial institutions: the National Life Finance Corporation, Japan Finance Corporation for Small Business, and the Shoko Chukin Bank. Furthermore, the Japan Bank for International Cooperation (JBIC) supports overseas business development not only for large corporations but for SMEs as well.According to a recent report by Nikkei (Nikkei Net Interactive, January 7, 2012), the government has decided to inject 70 billion yen into a new fu nd managed by JBIC that will support overseas investment and M by large Japanese companies and SMEs. JBIC’s â€Å"Advisory and Consulting Office† for SMEs (ACOSME) supports overseas business expansion of Japanese SMEs by providing the latest information on local conditions and the investment climate in individual countries. The ACOSME also offers consulting services for obtaining long-term financing.Its website (www. jbic. go. jp) introduces the case study of auto parts manufacturer Aikitec from Nagoya, which successfully built production facilities in Indonesia and China by using JBIC’s financial support. ACOSME also publishes investment guides for major ASEAN countries, and reports on the investment climate in China and Central and East European countries. In addition to responding to SME inquiries individually, ACOSME also sends speakers to meetings held in many Japanese cities for disseminating information on the foreign investment climate. 1 Looking at the companies which have successfully invested abroad, one might be surprised that 5,630 or 70% of the 7,977 enterprises in total with overseas subsidiaries in 2009 were SMEs (JSBRI, 2012, pp. 75-76). More and more automotive or electronics suppliers have set up manufacturing facilities in China, India and Southeast Asian countries. These successful cases, although still limited in relation to the huge potential, show that funding issues can be overcome.When it comes to financing, a 2009 Survey on SMEs’ International Business Expansion by the Shoko Chukin Bank and Shoko Research Institute shows that the parent company plays a crucial role in the relation with its overseas bases. â€Å"In order to make FDI more effective, close collaboration between a parent company and its overseas subsidiaries is crucial†, notes the Japan Small Business Research Institute (JSBRI, 2012, p. 96) in its SME White Paper. In the non-manufacturing sector, financing is regarded as the most import ant issue.Besides financing, common forms of support provided by parent companies in Japan to overseas subsidiaries include assistance with the launch of new products or services and technical supervision by permanent or visiting staff. 3. 4 Human resources development for global activities With the growing importance of overseas markets, SMEs expanding into other countries have to adapt to various local environments. As we have seen above, these SMEs, however, often lack the necessary global human resources.JETRO has identified three core competencies required of global human resources, in addition to foreign language abilities: 1) the ability to take decisive action, 2) the ability to effectively convey oneself, and 3) the ability to succeed in a multicultural environment (JETRO, 2012b, p. 15). Public and private institutions have set up several programs to facilitate the â€Å"securing and fostering global human resources†. The â€Å"METI Global Internship Program† implemented by the Overseas Human Resources and Industry Development Association (HIDA) is targeting young business people.It screens and selects 50 to 100 applicants per year for three to six months long internships in government agencies or Japanese subsidiaries in developing countries. According to a METI press release, the program’s purpose is â€Å"to develop global human resources which will play an active part in dramatically-expanding markets in rising countries, acquiring infrastructure business, promoting small- and medium-sized enterprises' global expansion and other actions†.Other initiatives such as the â€Å"Career Development Program for Foreign Students in Japan† tapped into the potential of â€Å"excellent students from Asia† at Japanese universities. Divided into nine 12 regional chapters, the program, which ran from 2009 to 2012, placed foreign trainees in companies throughout Japan in order to support local businesses. In the Osaka (Ki nki) area, its goal was to attract â€Å"human resources who can bridge Kinki with Asia in business and who can play a central role in the company's expansion of its business overseas, in the advancement of economic globalization†.Although large corporations such as Panasonic, Daikin, Omron or Murata were among the participating companies, the program aimed at â€Å"human resources who can play a key role in the enhancement of technologies and management innovations in medium and small-sized enterprises accounting for large part of companies in Kinki, particularly in manufacturing companies†. According to its Japanese website (www. ajinzai-sc. jp), several trainees decided to join local SMEs in the Kinki area. It brought about some change in the participating companies as well.Companies, which used to be hesitant to take in foreign students at the beginning, started to open up and take in trainees year after year. Although the program brought about some tangible result s, it was discontinued after four years at the end of 2012. Programs like these facilitate personal exchange and daily interaction between Japanese staff and foreign employees, but in many companies, especially SMEs, it is still very limited. In order to prepare for their ambitious globalization goals, some companies have taken drastic steps: Two f Japan’s fastest growing corporations, apparel brand Uniqlo and online shopping company Rakuten, have changed their official language to English. Others have started recruiting foreign students, train them and send them overseas. Foreign employees in SMEs, however, remain an exception and in many small companies English skills are still limited. For years, Japanese companies have focused their efforts on manufacturing excellent products and developing innovative technologies. Their international marketing efforts, however, have not followed the same world-class standards due to a lack of ideas and experience.For SMEs to develop busi ness closely involved with global markets, JETRO (2012b, p. 15) concludes, â€Å"they should focus their energy on ‘hito-zukuri (building people)’ in addition to ‘mono-zukuri (manufacturing products)’. † 4. . Conclusion In the course of the past decade, Japan’s small and medium enterprises have made significant progress in their international activities. More and more SMEs tap into business opportunities in overseas markets, especially in fast growing regions such as China and other emerging markets. In international comparison, however, Japan’s SMEs still remain laggards in terms of export orientation 13 nd foreign direct investment. As companies from Germany or other countries are expanding at an even higher pace, Japan’s SMEs risk to fall behind. SMEs that plan to expand overseas report many challenges and uncertainties, which the public support system tries to address. Barriers to entry have been lowered as assistance becomes readily available. Currently the Japanese government offers assistance to SMEs via several channels, including JETRO, SMRJ and the Japan Chambers of Commerce as well as through funding assistance for some overseas operations, for instance via loans by the Japan Bank for International Cooperation.Yet, as the Economist Intelligence Unit has pointed out, â€Å"lack of awareness and complicated application procedures hinder the take-up of such programs. † (EIU, 2010, p. 16). Despite all efforts, the number of SMEs involved in overseas activities remains strikingly low. This globalization gap cannot be explained by barriers to overseas expansion alone, as larger Japanese corporations or companies from other countries face similar challenges. They rather hint at much more fundamental issues, such as a lack of management resources and personnel with language skills and international experience.Internship programs, seminars and other initiatives address the issue of fostering  "global human resources†. But with a few dozen or even several hundred participants a year these initiatives are nothing more than a drop in the ocean. Most SMEs still lack a global mindset. In order to prepare hundreds or thousands of SMEs for their globalization efforts, a nation-wide effort in English education and intercultural training would be needed. Government programs cannot address all the problems small companies have in recruiting welleducated personnel.It is up to the SMEs to be creative and improve their image in order to attract better local and international talent. By focusing on their core strengths of quality, technology, and innovation, Japan’s SMEs need to create a brand reputation that will make them employers of choice for highly skilled workers and lift their image overseas. Germany’s â€Å"Mittelstand† can serve them as a benchmark. The dualism in Japan’s economy, which Michael Porter observed more than twenty years ago, has not been overcome.It seems to have become even more entrenched as large manufacturers relocate their production overseas and many SMEs are left behind. If Japan wants to keep its competitive edge, it has to help more small and medium-sized companies jump on the bandwagon of globalization. Should it fail, its economy risks to stray even further off course. 14 References Abbreviations: BMWI Bundesministerium fur Wirtschaft und Technologie / Federal Ministry of Economics and Technology EIU Economist Intelligence Unit JETRO Japan External Trade Organization JSBRI METI Japan Small Business Research Institute Ministry of Economy, Trade and IndustrySMEA Small Medium Enterprise Agency Bibliographical Sources: BMWI (2012), German Mittelstand: Engine of the German Economy: Facts and figures about small and medium-sized German firms, (www. bmwi. de). EIU (2010), SMEs in Japan: A new growth driver? , (www. managementthinking. eiu. com). JETRO (2012a), FY2011 Survey on the International Operati ons of Japanese Firms: JETRO Overseas Business Survey (www. jetro. go. jp). JETRO (2012b), Global Trade and Investment Report 2012: Companies and People Move Forward Toward Globalization – Overview (www. jetro. go. jp).JSBRI (2012), 2012 White Paper on Small and Medium Enterprises in Japan: Small and Medium Enterprises Moving Forward through Adversity (http://www. chusho. meti. go. jp/). Katz, Richard (1996), Japan: The System that Soured: The Rise and Fall of the Japanese Economic Miracle, M. E. Sharpe 1996. METI (2011), White Paper on International Economy and Trade 2011 Summary. Overcoming the earthquake disaster, and restoring and strengthening global economic networks (www. meti. go. jp). METI (2012), White Paper on International Economy and Trade 2012: Extending the Frontiers of Growth through global linkages (www. eti. go. jp). 15 Rakuten (2012), 2013-nendo-sotsu: Shinsotsu shukatsu ninki kigyo rankingu (Ranking of most popular companies for new graduates 2013), (http: //www. nikki. ne. jp/event/20120210/). Simon, Hermann (2012), Hidden Champions: Aufbruch nach Globalia: Die Erfolgsstrategien unbekannter Weltmarktfuhrer, Campus. SMEA (2012), Key Points of the 2012 White Paper on Small and Medium Enterprises in Japan (www. chusho. meti. go. jp/). 16 Figure 1: Export-orientation of Japanese SMEs 7000 6000 5000 4000 3000 01 02 03 04 05 06 07 08 09 Number of export-orientedSMEs Percentage among overall SMEs 4 3,5 3 2 1,5 1 0,5 Source: SMEA (2012), Key Points of the 2012 White Paper on Small and Medium Enterprises in Japan, p. 2 Figure 2: Number of workers in Japan at SMEs starting FDI in fiscal year 2002 (= Index 100) 114 112 110 108 106 104 102 100 98 96 95 96 97 98 99 00 01 02 03 04 05 06 07 08 09 Enterprises that started FDI in fiscal 2002 and continued through fiscal 2009 (n=53) Enterprises that did not engage in FDI at all between fiscal 1995 and 2009 (n=5103) Source: JSBRI (2012), White Paper on Small and Medium Enterprises in Japan, p. 95 17 in % 2,5

Between Realism and Idealism

A great deal of conflict in the social life of individual people has been brought about by the existence of these concepts raising some questions of importance. Should an individual aim so high to an extent that is impossible to reach or aim average that is achievable?Should the individual assume on optimistic stand or a pessimistic one? Should the individual be good to others or fair to them? The existence of the various branches with regard to these categories proves that idealism or realism is never right with respect to all the branches.The issue of idealism and realism as a debate addresses the issues of whether an individual’s life as well as actions should be good as has been offered by the dogma of the Christians way of life. The issue of whether the individual should possess a caring sense as well as be fair with regard to the daily life is a determinant of whether the individual is living in a realistic or in an idealistic way of life.As for example, the issue of whe ther an individual an individual should drink or not depends on the stand the individual has taken with regard to the two extremes. It is evident that a person can drink and do no evil to the others while another person who does not drink at all may cause harm of significantly high magnitude to the life of others.It is a clear fact that each individual person is potentially capable for being good internally. In a realistic sense however some people are so static with regard to matters of change. As pertains the issue of whether the individual should drink or not, the goodness or the fairness of this will highly depend on the stand that the individual has taken.It is a possibility that one individual drinks and commits no harm to others while another person refraining from the activity may be of great trouble to other people. Furthermore the Christian Bible does not condemn drinking as an activity, but drunkardness as the effect of the activity (Tomuschat 83).As a clear guide as to t he best stand to take in life, a conservative approach to life is the most noble approach whereby the actions of the individual are determined by the need to be fair, obey the rule of justice as well as equality in a real life situation. It is good to make all the people get what is right for them, treating everybody in the same way and judging everybody the actions responsible for the person.The decision by the individual to arrange for a Sunday trip will also depend on the stand that the individual has taken since the trip may exhibit different motives. A trip that is meant for good as well as for the service of others is justified even at the context of the bible (Tomuschat 113).The contrasting belief is for people to live in a life of goodness, mercy as well as equality bearing in mind that every person bears intelligence which is a guide towards the actions taken, all of which are backed by some reason.The capacity for understanding is a clear lead to goodness. A fair treatment to all the people is important sign if the individual underwent a bad life in the childhood or is subjected to unconducive circumstances that fall beyond the control of the individual is a result of poverty wages, there occur a requirement for compensation so that everyone enjoys life in an equal capacity. The negligence of other people is responsible for the actions of others in the light of the considerations of the fallibility of people. Human beings are prone to making mistakes and this is so natural.A good person may be apprehended and aligned in the court of law for having committed a mistake. In the light of this argument, the possession of a Christian wife or otherwise similarly depends on the stand of the individual wife in as far as the two extremes of realism and idealism are concerned. The Christian wife is supposed to be a model for idealism, a stand which if defeated by realism, which bears potent influence to the behavior as well as the action of human, is equivalent with having a wife who is not a Christian (Tomuschat 213).ConclusionIn the consideration of the argument between justice and goodness, non is comparable to what God is in a position to handle which is usually in a perfect way and being neither rebel nor conservative and offering a question less situation as regards the correct balance in existence between the boundaries of justice on one side and grace on the other.In the case of the human being, who posses the characteristics of inferiority with respect to several aspects they can only grasp these concepts independently and one at every opportune time thus facilitating into parties of different orientations. It therefore important for an individual to lead a life of self awareness, that is instrumental towards the discovery of the stand of the individual with respect to idealism or realism.Work citedChristian, Tomuschat, Between Idealism & Realism. 2nd ed. USA: Oxford UniversityPress, 2004.  

Oka Conflict of Canada Essay Example | Topics and Well Written Essays - 1250 words

Oka Conflict of Canada - Essay Example From this discussion it is clear that political conflicts are the most common form of conflicts occurring among many regions around the world. These disputes are caused by different reasons and despite their nature being political; the fundamental course defines the actual conflict. Environmental conflicts refer to disputes occurring between different interest groups because of existing resources available within the natural environment. These conflicts are defined through the various natural resources available within the environment, which might be lost or gained following the occurrence of the conflict. The nature of the Oka conflict results in the identification of the conflict as being environmental. The disputed land that the conflicting parties were interested in contained numerous resources that the government and the Mohawk community were interested in keeping. The hard-line stands that each party maintained contributed significantly in the development of the conflict, from a simple dispute, to become a full-blown conflict between different parties. The failure to effectively resolve the environmental dispute resulted in the explosion of the dispute to become a conflict. As the paper highlights the environmental dispute involved land, which was utilised by the Mohawk community as their ancestral land although the community did not have sufficient prrof of ownership of the land. Documentation for the land ownership by the community had not been of any significance until the dispute occurred. The community had lived within the confines of the land and developed an attachment to the land, which would be extremely difficult to break. This community has been involved in numerous land claims with the government, which have always been rejected by the government. The local community had continuously sought injunctions to prevent the occupancy of the land by foreigners but the government had always rejected their applications.

Process and Project Planning Essay Example | Topics and Well Written Essays - 2000 words

Process and Project Planning - Essay Example This report examines the problem of N&F manufacturing by analysing the models that could be used to forecast sales in order to helot eh firm determine potential sales and avoid losses. Forecasting Models and their Significance Sales and the revenue that is realized from sales are very significant to any organization that operates with the aim of maximizing profits. The relevance of sales revenue cannot be ignored since it helps an organization meet its expenses such as payment of its employees, raw materials and meeting fixed costs. Due to their significance, it is necessary for an organization to forecast the expected sales over a given period of time in order to determine its level of production. Effective sales forecast is necessary for future planning of an organization. For instance, accurate sales forecast could enable an organization decide its future operations especially in terms of diversification. A company is able to choose the line of diversification given correct sales forecasts for the different lines of operations. Most industries are characterised by free entry and exit whereby new firms could enter the industry while other companies could leave the industry. Sales forecasts are relevant in helping new entrants venture into a given profitable industry. The sales forecasts included in business plans are vital for decision on entry into a given industry. As noted by Morwitz (2001), sales forecasts are a central section of a business plan given that a new company has not historical sales data. The forecasts are used by business financial providers such as banks to provide capital for investors. Lastly, sales forecasts are important in determining the amount of inventory to be kept by an organization (Morwitz, 2001). Sales Forecasting Model for N&F Manufacturing Forecasting involves various methods that do forecasts mainly from judgmental sources and statistical sources of data. Judgmental forecasting methods have been called qualitative while meth ods that derive their data from statistical sources have been referred to as either quantitative or time series methods. In spite of the differences among the different forecasting methods, judgmental and statistical methods are integrated together and therefore applied simultaneously while undertaking sales or cost forecasts of an organization. Although many methods could be used to forecast the sales of Air New Zealand, this study seeks to explain two methods that are direct sales extrapolation and causal approaches to sales forecasting. a) Direct Sales Extrapolation Extrapolation methods utilize historical statistical data on sales of a company to predict the future performance of the firm in terms of sales revenue. The most common of extrapolation technique is the exponential smoothing that assumes that more recent data of sales of an organization is weighted heavily. The other assumption and principle of this method is that it utilizes long time series data for sales of a firm when developing a forecast model. According to Meade (2001), reliability of the data used in the study is a principle that cannot be ignored. The reliability of data used for forecasting is not debatable if the forecast is to be useful to the organization. Simple accurate, timely and

The influence of smoking cessation after diagnosis of early stage lung Dissertation

The influence of smoking cessation after diagnosis of early stage lung cancer on prognosis - Dissertation Example The researcher states that a practice of burning a substance like tobacco or cannabis and inhaling or tasting it is called Smoking. Cigarettes are the most common method of smoking. Pipes, Bidis, Cigars, Hookahs etc are other methods. A research shows that â€Å"half of all long term smokers will die† (It’s Never Too Late to Quit Smoking, Says Study 2012) due to disease related to smoking it suggests that â€Å"even non smokers† are prone to these diseases. Worldwide a â€Å"large number of people† are killed because of these diseases. Study shows that â€Å"one out of two people† die due to their habit of smoking and that too many at their mid age. There is lot of harmful effects on the body like – †¢ Temporary increase of â€Å"blood pressure† and heart beat further straining the heart and blood vessels. †¢ The chances of â€Å"heart attacks, strokes, paralysis and weakness† (Pai 2011). There are â€Å"numerous cancers† associated with smoking. †¢ Smoking at young age â€Å"reduces IQ† of a person. The â€Å"blood circulation† is not proper which affects the body and skin. This also leads to weakness. †¢ It â€Å"damages the retina† thereby affecting the eyesight. †¢ Smoking â€Å"causes the bones to become weak† (Nutrition and Weak Bones 2010) leading to fractures. †¢ â€Å"Fertility† related problems are seen in both men and women. †¢ Smokers are prone to â€Å"kidney, stomach† related diseases. †¢ It also leads to â€Å"lung cancer† â€Å"Pregnancy† related issues are found in women who smoke. The new born child is also adversely affected. People who smoke have a â€Å"shorter life span.† Smoking can cause different types of cancer. These include Lung cancer, Mouth cancer, Throat, â€Å"Stomach† Esophagus, cancer of Kidney, cancer of Bladder, cancer in Pancreas etc. Lung cancer is one amongst the most â€Å"deadliest form of cancer.† (Epidemiology of Lung Cancer n.d.). Every year aboutâ€Å"7.5 million people die† (U.N. Summit as World Cancer Toll Increases 2012) of lung cancer. The â€Å"survival† (Lung Cancer Survival Rate 2011) of the lung cancer patients depends on it’s diagnose stage and type. Now the question arises what exactly is Lung cancer. Due to series of changes in the cells in the lungs they tend to grow abnormally and â€Å"out of control† (Eldridge 2012). This type of behavior in the lungs is known as Lung cancer. This can occur any were throughout the lungs. Lung cancer is mainly classified in to two types, 1. â€Å"Small Cell Lung Cancer† (Lung C ancer n.d.). 2. â€Å"Non Small Cell Lung Cancer† (Lung Cancer n.d.). Small Cell Lung Cancer: Study reveals that around â€Å"10% to 15 %† (Lung Cancer (Small Cell 2012) of Lung cancer patients suffer from Small Cell Lung Cancer (SCLC). It â€Å"spread quickly† (Patient Information: Small Cell Lung Cancer Treatment (Beyond the Basics) 2012). It is more found in people who smoke than those who do not smoke. SCLC is considered as the â€Å"most aggressive form of Lung cancer† (Lung Cancer (Small Cell 2012). It tends to develop in the â€Å"bronchi† (Lung Cancer 2012) which is present in the centre part of the chest and later spreads to the other parts of the body. Small Cell Lung Cancer is also known as â€Å"oat cell cancer, oat cell carcinoma and small cell undifferentiated carcinoma† (Lung Cancer (Small Cell 2012). SCLC has further two other forms namely- â€Å"Small cell car cinoma (oat cell cancer)† (Small Cell Lung Cancer Treatmen t (PDQ ®) 2012): This is one of the most malignant kinds of cancer. It grows within the lungs. â€Å"Combined small cell carcinoma† (Small Cell Lung Cancer Treatment (PDQ ®) 2012). – It is a lung cancer which has different stages. It emerges in the form of a tumor in the lung tissue. Non Small Cell Lung

Parallel Path by Kevin Clark Essay Example | Topics and Well Written Essays - 750 words

Parallel Path by Kevin Clark - Essay Example The constant comparison between the two couples becomes a source of repetition in this poem. This serves the purpose of persuading the readers to think about the ever-changing reality of human relationships. The poet repeatedly refers to the woman’s stepping away from her guy in an attempt to emphasize upon such a difficult decision of her life. She pretends to be confident and her pretension shows that she might be shaky in her decision. As she slowly steps away from him, she might be weighing the pros and cons of making such a decision. So the metaphor is hardly an amusing embellishment or diversion, an ‘escape’ from the harsh realities of life or of language. It is made out of, and it makes those realities. Their ‘opposite and discordant’ qualities are given, by metaphor’s interactive function, a form and an integrity, a role and an order. In this sense, man’s reality is formed by the metaphorical processes that inform his language. (Noppen, 61-62) The main metaphor of this poem is ‘parallel path’. It evokes images of people walking on parallel paths and this term is ironic in the sense because even though the sad couple is walking on a parallel path of the happy couple, yet their destinies are poles apart. Parallel path carries different meanings for both couples. One is destined to be together; while the other couple is splitting up. But the poet admits that even for the happy couple, there are no guarantees, which means that anything can happen. This is rather a realistic and practical approach to life and relationships. By believing in the uncertainty of life and staying prepared for the unexpected helps a person in the long run. It saves one from the shock of a sudden break-up and enables a person to enjoy life to its fullest. Time is also a significant metaphor that records the happy, sad or tough phases of people. It  seems that the sustainability of relationships between the two couples has been gauged over a long time period of time.  

The organisational culture and employee behavior Essay

The organisational culture and employee behavior - Essay Example The following qualities will be examined in detail in the essay; All the above character traits can be used by leaders to influence organisational culture and hence employee behaviour. First of all, there will be a need to change corporate communication in order to create an open and transparent organisational culture. This can be achieved through giving clear communication thus eliminating here-say among members of the organisation. This enhances the way employees perceive themselves and will also affect their behaviour (Robbins, 2004) Decision making within any organisation needs to be done in such a way that it enhances independence. Employees need to feel that their respective organisations trust them to the point of allowing them to make decisions within the organisations. Experts have suggested that organisations where there is less bureaucracy in the process of decision making are generally more efficient. The reason why this occurs is that most employees will not waste time trying to maintain protocol. Details of how mangers can achieve this will be examined in the essay. Leaders need to motivate their employees. There are various ways in which this can be achieved; through reward systems, through allowances, flexible working hours and holiday provisions. Employees can also be motivated by possessing greater autonomy in the decision making process. Details of how managers can achieve this will be analysed in the essay. The overall effect of motivation is that it makes workers more energised. This can create a culture of hard work and will be manifested through employee behaviour. These interlink age will be elaborated further in the essay. (Dessler, 2001) The essay will also look at other quality traits that managers can utilise to influence their employees. This can be achieved through justice and honesty when handling employee cases. Leaders also need to employ

Whether Organizations Should Use Formal Mentoring Schemes Essay

Whether Organizations Should Use Formal Mentoring Schemes - Essay Example It is evidently clear from the discussion that employees’ morale holds the key for the eventual decisions that are made for them when it comes to imparting training and the related facilities. There must be an effort to mobilize the employees more and more and seek from them a feedback mechanism so that their role comes out significantly well within the related context of training regimes. The formal mentoring schemes within the organizations of today are shaping up because there is a need to address the challenges which have come up. The employees know little with respect to social and personal pressures which engulf their domains and it is only natural to understand that formal mentoring schemes would help resolve these issues in entirety. A mentor is defined as an individual who serves as a teacher or a trusted counselor whose main task is to act wise and thus guide and advise on different issues and matters. As far as the formal mentoring schemes and activities are concern ed, they are always very organized and have a serious disciplinary regime within them. Mentoring is more inclined with personal development relationship than anything else; focusing on the experienced senior who imparts the much-needed knowledge and help towards the unknowing junior. The former is regarded as the protege or an apprentice who works to best effects to make sure that the person who is being given the formal mentoring remains on track and is guaranteed to receive the benefits of mentoring in the long run scheme of things. The formal mentoring happens through a professional development process, where formal communication hierarchies are embedded and the information is passed across a number of different significant channels. This formal mentoring is therefore very elusive and takes care of the areas which are not covered by informal mentoring regimes in place. One must comprehend the fact that formal mentoring requires face to face conversation and linkage, helping towar ds building the long-term credibility of the protege and indeed the organization from a strategic perspective. The difference between formal and informal mentoring lies in the fact that since formal mentoring takes care of the employees from a very formal setting, the latter comes about in a haphazard and random manner. What this means is the philosophy that informal mentoring can be held anywhere within the domains of the organization and it basically takes care of the employees on a very one to one level, where the legal codes of inviting employees over for the mentoring programs and activities are not held as such.

Critical paper for the film Whatever Works by woody Allen Essay

Critical paper for the film Whatever Works by woody Allen - Essay Example His most reoccurring theme in this movie is hard and painful life experienced by many Americans. He further manages to bring out the uncertainty of life. Through these issues, we as humans can reflect on our lives and learn to appreciate our time on earth due to the inevitability of death. His work provides an insight into the philosophy of life to the current and future generation. Like Boris, the present and future generations will realize that harsh realities of life and sufferings impact them enormously, as well as their works. With proper planning and wise decisions, people can easily evade misfortunes and lead better lives, not like the one led by Boris. What I find interesting is that Boris continually insults people, but despite this, people still love him. He does this in a humorous, innovative, and creative way. He adopts impressive and witty lines to inform the people of their foolishness and stupidity in the movie. It is evident when he is accused of hitting a young child with a chessboard, but he defends himself by stating, â€Å"I did not hit with it, I picked it up and dumped the piece on his head as an object lesson, to shake him out of his vegetable torpor†. It is interesting to learn that Boris does not come across as sour and unpleasant to the people he always insults. Majority of the people like and appreciate him since he is uniformly funny especially when delivering his insults. However, Allen appears to be provocative in his movie. I find the scenes in his film depicting majority of Americans as conservative and sexually repressed provocative. To him, any American citizen outside New York is ignorant and unenlightened on the current lifestyle. In addition, he says that they are homosexuals who do not find opposite sex attractive, but would rather make love to sheep. This movie provokes the rest of Americans. It creates bad blood between the rest of America and New York. Such words can cause

Sourcing Material and Services Essay Example | Topics and Well Written Essays - 250 words - 1

Sourcing Material and Services - Essay Example hese three are related in that strategic sourcing furthers the procurement process with a greater focus on the impacts of decisions on procurement and purchasing. It works cross-functionally in the firm so as to help in the realisation of the overall business goals of the organisation. These three have undergone evolution over time. As documented by Coyle et al. (2012), the traditional sourcing process involved tactical sourcing, limited supply base and functional purchasing. Then came strategic sourcing which emphasized on supplier relationships and non-traditional supply base. The e-enabled procurement provided capability for e-sourcing, e-procurement and e-commerce. This paved way for integrated sourcing or supply chain which involves sourcing for a strategic supply chain process and seamless integration of the sourcing process and supply chain activity. To evaluate suppliers, companies should seek to establish relationships or alliances with them so as to enable them ascertain their ability to supply quality materials adequately over the given period of time and at an optimum cost (Coyle et al., 2012). Quality supplies of materials ensure quality final products. Companies should also evaluate the ability of the supplier to contribute to its competitive advantage: to promote low cost, niche orientation or differentiation. According to Mangan, Lalwani and Butcher (2008), evaluation could be undertaken through competitive bids or direct negotiations. Recently, Internet auctions have also become popular evaluation

Henry Lee Lucas Essay Example for Free

Henry Lee Lucas Essay Henry Lee Lucas On July 11th 1983, a drifter named Henry Lee Lucas was arrested for illegal possession of a fire arm by a felon. Lucas was not at all happy about being locked up, because they were supposedly depriving him of cigarettes and coffee. After being locked up for 4 days, he admitted to one of the jailers that he had â€Å"done some bad things†. He told that he had killed for the last 10 years. He was already a suspect in 2 murders, and the offices were sure that they would soon have enough information to close these 2 cases. Lucas admitted that he had killed Kate Rich and Becky Powell. While in court for these murders, he admitted that he’d had sex with the body, cut it into pieces and burned it in a wood stove. He also said that he had killed at least a hundred more. Police started questioning Lucas about other unsolved murders all over the country. He would admit to them and tell them some details about the crime that would link him to it. Over a period of time, he started offering more information about murders that he had not even been questioned about. He said that he usually picked up hitchhikers then he would quickly kill them and have sex with the body because he preferred sexual contact with a corpse. He generally used a knife or strangulation, but said that he liked to try different methods so that he didn’t leave a pattern for the police to follow. Lucas also later confessed to killing his mother. He said that she was an alcoholic and was mean to him. Some claims say that she supported the family by bootlegging and prostitution. Lucas claimed that his mother made him watch her entertain her clients. He claims that after walking out of the room one time because he was disgusted with her actions, she found him and hit him in the head with a wooden board. He said that after that, he had dizzy spells and headaches. On January 11, 1960, Lucas and his mother got into an argument and Lucas grabbed a knife and plunged it into her neck. He was convicted of second degree murder and sentenced to 20 years. He served 10. Another claim that he made was that of one of his mother’s clients. He said that this man turned him on to bestiality by showing him how to have sex with the corpse of a dog or sheep. He said that he first killed someone just before he turned 15. He said that the reason was so that he could see what it felt like to have sex with a human. Lucas had a traveling companion/lover named Odis Toole. Toole supposedly assisted Lucas in these heinous crimes. Toole’s niece, Becky Powell, began to travel with them. Lucas began to fall in love with her. He decided to take Becky for himself, so he and Becky left Toole and went to TX. Toole was not happy about them leaving. He had lost his longtime lover and his niece. He supposedly killed several people over a 6 month period of time. He also confessed to kidnapping and killing a small boy named, Adam Walsh. Adam’s father was inspired after the killing of his son, to start the popular show, America’s Most Wanted. After living in TX for a while, Becky wanted to come home. Lucas resisted, but later told her to gather her things. They began to hitchhike. He continued trying to get her to change her mind. She did not. At one point, they got into an argument and she slapped him. He took his knife and stabbed her in the heart. He drug her off over and embankment and had sex with her corpse. He cut her up into 9 pieces and spread them over a field. He later returned and gathered the pieces and buried them under a tree. He then returned to where they were living in TX, and to a lady named Kate Rich. He wanted to kill again. He asked Kate if she wanted to help him look for Becky (knowing that she was dead). She agreed and went with him. He drove to the end of a dirt road and stabbed Kate in the side, puncturing her heart. He was immediately aroused. He dragged her from the car and had sex with her body. He cut her up, also, and took her back to where they were living in TX and put her in a stove to burn her remains. After much investigation, and examination of the times and places that some of the murders took place that Lucas had admitted to , police began to question whether or not he was telling the truth. They later figured out that he was lying about several of the instances, because some of them were even committed when he was locked up for other crimes that he had committed. It was also found that he was known to be in a different place when he claimed to have killed in another state many miles away. Lucas claimed to have committed over 360 murders. It was eventually claimed that the police were so interested in closing some of their open murder cases that they would show Lucas the case files to â€Å"refresh his memory†. He in turn used it to his benefit by tying himself to the murders by telling evidence that was never released to the public. The police actually cleared around 213 cases through Lucas’ confessions. He was convicted of only 11 homicides; although some criminologist say that he was responsible for between 40-50 murders. In 1998, Gov. George W. Bush of TX commuted the death penalty that Lucas was handed, to a sentence of life.

The Strategic Group Mapping Model Marketing Essay

The Strategic Group Mapping Model Marketing Essay For the purpose of this report, the industry of choice was the cereal industry. The cereal industry is highly competitive with numerous businesses competing for an increased market share. The cereal industry is influenced by customer spending and customer lifestyle. In recent years, consumer behaviour has altered with customers becoming more health conscious. As a result of this, business within the cereal industry have introduced new products and modified existing products to appeal to health conscious customers. Based on research conduct, the following trends were identified within the cereal industry: Consumer behaviour changes Health conscious customers The main businesses within the cereal industry are Kelloggs, Nestlà ©, Weetabix, Flahavans and Odlums. Breakfast apart from being a necessity for breaking the fast, it is also seen as a social ritual amongst the majority of cultures around the world.  [1]   Three main trends emerge from an analysis of the industry: Acquisitions, Automation and Consolidation. The nature of the cereal industry is oligopoly as there are just a few firms dominating the industry. The key players were identified as Kelloggs, Origin Enterprises (Odlums), Nestle, Weetabix and Finegrove Holdings Ltd. (Flahavans).The breakfast cereal industry can be divided into two categories; hot breakfast cereals and Ready to Eat (RTE). The key drivers to operate in this industry were identified as: Reformulation of nutritional ingredient, Product differentiation, Contracts for raw materials, Economies of Scale and Creative advertising. The industry as a whole has an abundance external macro environment factors which are clearly seen in the PESTLE. Porters five forces identified medium barriers to entry, threat of substitutions and supplier power, but highlighted high buyer power and competitive rivalry. From using strategic mapping it was emphasised that players in the industry modernised /changed their strategies to respond to key trends in the industry. From analysing the five key players in the industry, it is clear that all have similar product diversification, product development (Ansoff growth matrix) Strengths, weaknesses, opportunities and threats(SWOT Framework). Industry Landscape There were three key trends found from the players in the cereal industry. Kelloggs have consolidated 42 business websites into one website in order to give a clearer brand identity and to enhance the customer experience. In relation to automation, these players currently use technological advanced machinery to aid them in production and packaging. Finally in May 2012, 60% of shares from the Weetabix Food Company have been acquired by Chinas Bright Food Group while the remaining 40% is owned by Lion Capital. From these trends, there are issues that affect these players, in terms of market saturation and fluctuating prices for wheat and oats. These are potential threats for this industry as reported by Business Insights which states; cereal products have reached a level of saturation in many Western markets, so adding value and following consumer desires will be key to successful product lines. In order to combat this market saturation, businesses need to research, understand and acknowledge consumers requirements. The fluctuating prices of oats and wheat could affect each business within the cereal industry. The price fluctuations are a result of difficulties experienced during the growing seasonal period. Rising prices due to increasing costs for logistics and ingredients are primarily going to affect the breakfast cereal industry and its key players in the future. Cereal products could be sourced globally; however, there is a decline in international cereal production due to weather conditions  [2]  . If this continues, it could lead to cereal prices escalating and increases being passed down the distribution channel. There is increasing pressure for new product development amongst the industries key players. This could potentially increase market share and enhance revenue for the niche players such as Flahavans and Odlums, while allowing market leaders such as Kelloggs the opportunity to prevent smaller businesses from obtaining market growth. There is an increase in health conscious customers and in the future, this may define the product lines produced by the key players. From the acquisition of Weetabix, Bright Food Group has vowed to globally expand the Weetabix business by entering the growing breakfast cereal market within Asia. Changes to food consumption patterns within Asia have resulted in businesses entering Asian regions and selling food and beverages to consumers. Nationally, the cereal industry is worth à ¢Ã¢â‚¬Å¡Ã‚ ¬200 million per year with a profit between 40 45%. In relation to the current market position of these players, Kelloggs would be classed as the leader due to a 44% market share. With Nestle and Weetabix as the market followers, these businesses have a sizeable market share and remain competitive within this industry. The niche players, Flahavans and Odlums, are not as profitable as competitors, particularly Odlums who do not provide an extensive range of products. Competitive rivalries could arise between these industry players, as all competitors have similar products aiming at similar target markets. The threat of substitutes is also an issue for these players; as there is a rise in own brand products, such as Dunnes Stores and Tesco. These products are being introduced into the market due to the changing consumer spending habits. As this industry could be seen as oligopolistic, the power over suppliers and buyer could potentially increase, however for the niche players, the competition could intensify. Generally the cereal industry targets family oriented markets. In relation to Kelloggs and Nestle, they could be seen to target children, as these players introduce characters to their brands in order for the children to be attracted to these products. Weetabix, Flahavans and Odlums target mature audiences which can be seen to be under the family orientated market. For each key player, they must hold competitive advantage in order to sustain the market. The threshold resources that any player should have to operate within this industry include; finance, customer loyalty, brand awareness and a wide product range. Unique resources, such as Flahavans and Odlums, are particularly focused on the Irish aspects of the product. This involves the methods of producing the product and jobs that are created within the country. Irish consumers are value driven, however Irish products are important to these consumers. In previous years, Kelloggss held a very dominant position within the industry, however this has changed substantially as more competitors have entered the market and have impacted the profit obtained by Kelloggs. In 2010, there was a net income rise of Kelloggss, which has since fallen from $1.2 billion to $961 million and emphasises a dramatic decrease. In 2012, the share price of the business was volatile as it declined to $46.33 in July, however increased to an acceptable price of approximately $60 in December. The size of Kelloggs reduces the threat of a takeover occurring and exiting the market would not be foreseeable for Kelloggs. Kelloggs use of Corporate Social Responsibility (CSR) is at the forefront when communicating with customers. This is highly evident in Give a child a breakfast campaign launched in October 2011 as this campaign highlighted the benefits of children eating breakfast. By highlighting this campaign, it improved the public perception of the company. Financial reports released for 2012, illustrated that the Nestle group as a whole had a successful financial year. It shows an increase in profit for the year by $1.8 billion. The cereal range of the business is represented in this figure which displays a positive financial performance for Nestle. Previously, Nestle has experienced a negative public image; Nestlà © attempts to divert criticism of its baby food marketing activities  [3]  . Nestle continuously attempt to improve their CSR identity within the eyes of the public. Bright Food Group generated revenues of approximately  £7.5 billion last year which indicates it has a large resource base to expand the Weetabix brand into more foreign markets. The acquisition of Weetabix would indicate that there is a high demand for cereal products globally as well as within its existing markets. The Weetabix brand has a long association with the British and Irish markets and has successfully reflected a positive brand image. However, the recent acquisition could have a positive and negative impact as it could be viewed as the loss of another indigenous company to a foreign multinational and may dilute the brand value. As Flahavans is a privately owned family operated business and similar to Weetabix, is not listed on any stock exchange. Flahavans is an established brand and retains the majority of the market share in relation to hot cereal breakfast in Ireland. This brand has a positive image among Irish customers and assisted the expansion into markets such as the UK and US. Flahavans is associated with Bord Bia and outlines the nutritional value of eating porridge as part of a healthy balanced diet. As the business is proud of its heritage and is a small player within the industry, the possibility of an acquisition may be unattractive to an established player. Odlums is part of the Origin Enterprise Group, which is listed on the Irish Stock Exchange and experienced an increased share price within the last year. The Odlums brand is well known within Ireland, primarily for their baking products. It could be perceived that the public have less recognition for the porridge range. The brand image is viewed positively and is also associated with Bord Bia. Within the cereal industry, there are certain aspects which could affect key players in the future. In terms of Kelloggs, they have primarily grown through merger and acquisitions. If all the key players follow this trend and grow like Kelloggs, they could possibly maintain market share growth. Further brand building of key players, could allow for growth in new divisions, for example Weetabix introducing a new range of biscuits. The majority of dominating businesses have a strong portfolio of products with great brand identity amongst its market share. If the key players continue to invest and grow their brand portfolio, it would be expected to have a positive long-term effect on those businesses. There is a possibility of a new pecking order in terms of the hot breakfast cereal market segment. At present, Flahavans is the market leader in this category. However, Kelloggs have developed a product, Kelloggs Corn Flake Porridge  [4]  , to compete against Flahavans porridge. This product has not been launched in Ireland, but could potentially dominate the market in the future. Currently, the key players are extending the life of their consumer recognisable products rather than removing them from the market place.  [5]  Customers would be willing to purchase familiar products and be more inclined to purchase new products launched by a trusted brand. The key players have adopted an extension strategy of their products. From analysis of the Ansoff Matrix  [6]  on the key players, it was evident that they had the same strategy which included the retention of existing customers and attraction of new customers by means of product development and product diversification. The key players are currently adopting marketing strategies to ensure that their brands are in the evoked set of their target markets while going through the decision making process and the customer chooses their product. HRM Strategies Nestles mergers and acquisitions provides the business with a wider selection of employees which can be used strategically to further develop the companys competitive advantage. However, this method may not be feasible as employees may feel their opinions to be underappreciated and lack participation with front line decisions. In the case of Weetabix, their use of motivational goals drives their use of HRM, which furthers their competitive advantage by providing a recognised and admirable work environment, which could be then used strategically to attract additional talented candidates. In comparison to its competitors, Flavaghans is a considerably smaller company, mainly because of its family ethos. These sorts of companies generally limit new additions of staffing in order to reduce costs. However with the utilisation of their flat hierarchy which enables all departments to work together closely, this allows for a competitive advantage, which does not directly affect necessary recruitment and selection. In a sense Flavaghans has used their limit of recruiting for a more quality staffing experience which then follows through to competitive advantage. Odlums have used their HRM strategies competitively in order to gain talented managerial staff in the company. This can be seen in their quality staff members, who have all had quality previous employment and education. This is a clear competitive advantage for odlums, and has formed them as an elite group of staff. Kelloggs, although they use extensive research and development which effectively provides solid results and provides a clear competitive advantage. It has been recognised that although management positions are favourable, their staff motivation and drives are low, therefore we can indicate that HRM strategies are not of concern to Kelloggs.  · Are the Strategic HRM policies of the key players in alignment with its overall strategy? In essence Nestles vision of good food, good life is very much in alligment with its strategic HRM policies. Through the use of mergers and acquistions, Nestle has managed to collect different types of talent, in order to provide quality behind its overall strategy of good life, good food in its product. External Environmental Analysis Strategic Group Mapping Model Strategic Group Mapping Analysis Nestle is identified with having a high variety of products coupled with a high average price of à ¢Ã¢â‚¬Å¡Ã‚ ¬3.53per 500g Kelloggs is on par with Nestle however Kelloggs have a larger variety of products and slightly higher average price of à ¢Ã¢â‚¬Å¡Ã‚ ¬ 3.54per 500g. Both breakfast cereal companies are positioned as having a large variety of products with a high retail price targeting the same market segments. Kelloggs target families with products such as cornflakes, rice crispies , frosties , all bran, crunchy nut and coco pops as well as the health conscious adult woman with their special k range  [7]  . Nestle target families with products such as nestle cornflakes, cheerios. Target kids and teens with nesquick, cookie crisp,cocoa puffs products and their adult with their fitness range.  [8]   Weetabix is more differentiated from Nestle and Kelloggs. Weetabix primarily targets the health conscience consumer market segment whereas Nestle and Kelloggs target a proportion of that segment. Weetabix is identified with having a low variety of products combined with a high average price à ¢Ã¢â‚¬Å¡Ã‚ ¬3.49per 500g. Weetabix is a market leader with a 12% market share  [9]  (just behind Kellogg which leads brand sales with a 42% value share)  [10]   Flahavans is a market leader in the hot breakfast market segment with a 65% share of the hot breakfast cereal market  [11]  and a 7 % share of the overall breakfast market  [12]  .they have undertaken a hybrid strategy since 2008 by extending their product range and making their product more convenient to the consumer i.e quick oats. flahavans is identified with having a low variety of products (i.e hot oats) coupled with a low average price à ¢Ã¢â‚¬Å¡Ã‚ ¬1.25 per 500g.flahavans solely targets the health conscience individual/families. Odlums holds a relatively small proportion of the hot breakfast cereal market and is identified with having a low variety of products combined with a low average price of à ¢Ã¢â‚¬Å¡Ã‚ ¬1.15 per 500g. Kelloggs and Nestle are the most expensive of the companies, their higher price is justified by their larger variety of product offered. Weetabix, Flahavans and Odlums are the least expensive of the companies with is due to their low product range however their prices may increase in the further due to the perceived customer benefits of their products. Internal Strategic Capability Analysis Kelloggs Company Background The Kelloggs Company was established in 1906 by W.K. Kellogg. By continuing to use the same technique in producing the product since this time, the Kelloggs brand has grown successfully over the last 100 years with products reaching 180 countries worldwide. Kelloggs primarily produce breakfast cereal products, along with toaster pastries and snacks, such as, cereal bars and winders. In 1922, the Kelloggs company arrived in Ireland with products being sold throughout the country. As Kelloggs now is the leading brand in the breakfast cereal industry in Ireland and the UK, the business was one of the first to introduce nutritional labelling on their packaging, back in the 1930s. With their successful launch in the 1950s of the cereal products Frosties and Special K, in the 1980s new products, such as Crunchy Nut Corn Flakes, was launched into the Irish market. The W.K. Kellogg Institute for Food and Nutrition Research was opened in 1997. This is where the engineers, nutritionists and food scientists would investigate the quality of the produce used. This facility also catered for the alternation in the reduction of salt used in breakfast cereals in 2010, along with vitamin D been added for children in 2011. The Kelloggs Company have various locations worldwide including North America, Europe Middle East, Asia, Africa, Oceania and Latin South America. The Headquarters for Kelloggs is located in Michigan. Kelloggs Cultural Web Model Kelloggs Ansoff Product / Market Growth Matrix Market Penetration By utilising this strategy, this would benefit Kelloggs in terms of continuing to remain competitive within the market and stabilising their position as a market leader within Ireland and UK. Over the years Kelloggs have dramatically increased their product range to cater for a wider customer base. Kelloggs provides cereals for children and adults to accommodate for their different lifestyle requirements. By continuing to penetration this market at a relatively low risk for the business, Kelloggs would need to implement a strategy in order to maintain their market share by using their existing products while retaining their current customers. This strategy would need to be developed by increasing brand awareness of their products, for example charity events or competitions, in order to remind customer their products. Product re-launch could be another penetration for Kelloggs in terms of retaining their existing customers. Through customer involvement and push marketing strategies, these methods could help Kelloggs to secure their market share or have the possibility of increasing their customer base. New Products and Services As the cereal industry is a competitive market and developing the ability to be distinctive from the existing competitors could be a challenge for Kelloggs. In order to increase the customer base, Kelloggs developed products in the areas if toaster pastries and snacks. These developments allowed the business to explore new products while retaining their existing customers. Market development Market development is an important aspect for Kelloggs to grow within the cereal market. Currently Kelloggs offer a porridge product which is available in South Africa however are not obtainable within Ireland and the UK. Gluten free products from the US are also not available within these countries. These products could have a dramatic effect if Kelloggs introduced these products into the Irish and UK market, as it could heighten the competition amongst competitors and attract new customers to their products. Conglomerate Diversification In order for Kelloggs to diversify into an unrelated market would be a difficult challenge for the business. A market that Kelloggs have diversified into is the snack food market. This is evident from the acquisition of Pringles in early 2012. This market could be seen to be difficult to operate as it does not relate to the cereal industry and the business may not have the necessary knowledge of the snack food industry. Nestle Nestle Company Background Nestle was founded in 1866. As the company began to grow, it merged with another established company, Anglo-Swiss Condensed Milk Company in 1905. From this merger, Nestle acquired Rowntrees of York in 1988. Within Ireland and UK, Nestle is one of the key players in the food industry with 19 locations employing over 7000 staff. Nestle is also one of the key exporters for these two countries, with exporting products over  £300 million worth to 50 countries worldwide every year. With the mergers and acquisitions previously mentioned, this gave Nestle the ability to diversify their product portfolio to cater to a wider target audience. Nestle Ireland and UK expanded to sister companies such as Nestle Professional, Nestle Waters, Nestle Nutrition, Nestle Purina Petcare, Lactalis Nestle Chilled Dairy Company Ltd, Cereal Partners UK, Nespresso and Jenny Craig. With these sister companies, Nestle was able to produce popular brands such as, breakfast cereals Shreddies and Cheerios, Go Cat pet food, Nescafe, Kit Kat and beverages Nestle water and Nesquik. Nestle have Headquarters in Ireland and UK, with their factories primarily in the UK. Globally, Nestle are located in Africa, Oceania, Europe, and Asia and North and South America. Nestle Cultural Web Model Nestle Cultural Web Analysis Paradigm Nestles ethos Good food, good life is a clear indicator of where nestles drive originates. This can be clearly defined as Nestles collective experience which is applied to situations in order to make sense of strategy. For example nestles acquisition of Alcon Laboratories Inc. provided an increase of food technology competencies behind their foods thus confirming their initial ethos of good food, good life. Stories: Nestlà ©s is regarded as the largest food business company in the world; this has been experienced through the use of mergers and acquisitions and primary food nutrition values. Nestle acquired Crosse Blackwell in 1950 and Rowntree Mackintosh in 1988 to name a few. It operates in 86 countries and is the largest shareholder of LOreal. It has also been ranked at 1 in the fortune global 500. However, Nestle cereals received bad press in 2011, with the accusations of incorrect nutritional information on their cereal products. This apposed their believes of nutritional value in good food. Symbols: Nestle is a Swiss made multinational country which strives in power and direction. It is a professional company, which has used mergers and acquisitions to its advantage in its early years and continues in this fashion today. Nestle receives great admiration publicly. Power: Nestles power structure is very hierarchical, many field employees feel like progression is limited and not balanced for all employees. However when we consider their previous paths to this power (mergers and acquisitions) we can interpret their power drive as continuous and dedicated. Also another interesting fact is that Nestle is primarily a Male dominated organisation, which creates the concerns of the glass ceiling effect for women, which can be regarded as discouraging and an imbalance on gender equality. Organisational structure: Nestles Organisational structure is revolved around innovation and expansion. Innovation through their ethos of good food, good life, this can also be seen in their portfolio of innovating products such as baby formula and instant coffee. Their constant collaboration makes their company quiet segmented, however this approach has proven to be successful. In addition to this organisational structure, employees felt that quick decision making is not a competency of Nestles senior managers. This could potentially bring up the issue of potential lose in employee involvement, which can in most circumstances be valuable. Control systems: Nestle offer attractive pension plans in order to control employee systems. This is a lot more attractive for long term employees who are in the office. However, a majority of employees expressed that there is no work life balance plans to keep employees motivated and balanced in home and work activities. In contrast to their attractive pension plans, it can be assumed that Nestle is clearly monitory focused with employees. In addition we found that Nestle do not micro manage their employees, although this is more enjoyable for the employee, it can be interpreted that nestle need to grasp control systems in order to keep employee focus in activities. Routines Rituals: On a day to day basis, Nestle offer flexible working schedules for their staff. This communicates a laid back working environment, however due such hierarchical stances, strategy and direction is driven from headquarters. This tells us that on field employees are not driven on performance, as that type of belief is left to the senior managers in the company. It can be widely assumed of how advantageous it is for all employees to have access to Nestlà ©s international training centre in Switzerland. This can be seen as a prestigious opportunity for all Nestles employees to excel in. Creating Shared Value and meeting our commitments is Nestlà ©s view on expansion into different countries and reaching further customer segments globally. Nestle Ansoff Product / Market Growth Matrix Market Penetration: Like all cereal brands, Nestle is no different in wanting to expand further within markets such as the UK and Ireland. In order to do this they face a major obstacle in that they are the second largest behind Kelloggs who have a 45% market share of the breakfast cereal market. However, as revealed late last year, the company is looking to expand its brand further within the region of Northern Ireland and in order to help achieve its objectives they have enlisted the services of GM marketing to help expand the brand through the use of online technologies and refined marketing strategies. The first phase within the marketing strategy will see the core brands used to help identify the Nestle brand as well as using pre priced cereal boxes which may be cheaper or the same price as their competitors. Even though this is a low risk strategy the level of success of such a strategy can also be miniscule. If this strategy vastly increases the market share of Nestle it will have an impact on the market share of their competitors but at the same time it may not increase the market share of Nestle sufficiently to have a major impact on their competitors. It may take a considerable amount of time and may cause an impact within other areas that Nestle focus time and resources on. This strategy should be taken with a prudent approach in mind so as not to harm other categories that Nestle positions its brand. New Product Services: Research and development is an integral part within the Nestle company as they look to introduce product development within all of the categories that it positions its brand. This is clearly evident within the company as they employ 4,500 people globally within its RD departments as well as using external research provided by scientists, doctors who work within world renowned universities. This aspect of building bridges externally allows the company to further innovate within the area such of nutritional and healthy foods as well as numerous other categories. A core belief that exists within the Nestle group is to think global act local. When looking for new ways in which to introduce new products within existing markets they place the customer at the core of the product. This is recognisable in the way that they cater to various customer groups with breakfast cereal brands such as Nestle Multi Grain Cheerios focusing on all members of the family, Nesquik for teenagers and children and Nestle Fitness for people who place a high importance on keeping in shape. Nutrition is a vital element within the Nestle core beliefs and values but they also put a lot of effort into ensuring that good quality taste is never sacrificed in the cereals that they provide. Product development is a strategy that Nestle have continuously looked to improve upon since it identified that nutrition, health and wellness was to be the core strategy that it developed its products upon. Although it is a costly strategy the financial benefits on a global scale seem to outweigh the costs for Nestle. Market Development: Organisations would ideally like to operate as if the world were one large market, ignoring superficial regional and national differences but still making sure that marketing activities fit to the practices and cultural characteristics of genuinely different markets (Lee and Carter, 2008) The Nestle brand is recognised on a global scale and has a vast portfolio as it does not primarily focus on cereals which can be identified due to its large divergence into similar but also unrelated areas such as baby food, chocolate bars, beverages and many other various categories. However, they do not focus each of these categories on a global scale as not all of their products would be successful within each of the segmented markets. Even though each of the categories are not launched on a global scale it does not mean that they would not be successful within different markets as alterations could be made in relation to; How the product is packaged and designed The type of market