Managing Human Capital Essay Example

Managing Human Capital Essay I certify the content of the assignment to be my own and original work and hat all sources have been accurately reported and acknowledge, and that this document has not previously been submitted in it’s entirely or in part of any educational establishment. RAVIKUMAR P RATHOD. STUDENT ID: 0076LHLH0609 TASK 01: A. 1) abstract: From this report reader will able to understand HR managers role take in to consideration when there is change in external environment factors, and what human resource strategies will helps to became more competitive and how an organisation can take competitive advantage with various human resource practice within organisation. This part of the report will guide you around human resource strategies. A. 2 Key words: Role of human resource managers, organisational change, human resource practices, competition, benefits and drawbacks, communication channel, information technology and system, market, societal norms, external environment. (Words, -191) A. 3 INTRODUCTION: Human resource managers and leaders constant make efforts to accomplish successful and necessary change within the organisation. During this process, HR managers and leaders must follow certain approach to fulfil the necessary requirement to the organisation. Internal and external change can able to switch business environment. Moreover, organisational change and other development have become rife in communication for organisational leadership and management itself. However, the most important factor which affects the majority of the organisation is the competition. How accurately and fast organisation can compete with their product and services that another organisation supply. This will also analyse the organisations external environmental factors. Likewise, consumers uncertain demands and wants, and a new competitor enters into market. We will write a custom essay sample on Managing Human Capital specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Managing Human Capital specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Managing Human Capital specifically for you FOR ONLY $16.38 $13.9/page Hire Writer In the following paragraphs, this report will analyse, organisations human resource practises and role of human managers during the external change in organisations with relevant examples. For example 01, Virgin Corporation plans to enter in cold drinks business in USA. They want to launch their own brand virgin cola. As a result, many companies in US such as, coca cola and PEPSI may face more competition and they needs to do more efforts to remain their products more competitive and their share prices remain stable in the market. Moreover, new technology and information system plays vital role, because advance technology means, new products and services can be improve. Nevertheless, natural disaster or dynamic situation can made change in to organisation. Such as, gulf war or swine flu virus. John bra ton and Jeffery gold, 1999 human resource management: theory and practice, London, Mc Millen publication house. * â€Å"Market is uncertain, it change every time. It is always depend on the variety of products and consumer behaviour. As results, an organisation needs to react or lose customers. A. 4 Organisation and competition: The amount of varied competition relies on the market the organisation operates in. For example 02, Small businesses like, High street mall, city centre mall, Large size of businesses likes, Cock, PEPSI, wall mart, M amp; S. And a constant moving market where the technology is being invent fast like, cell phone market. These types of organisation and situations may boost competition externally like, * Decrease in product price * Better quality but increase in product price Large amount of investment in advertisement to increase brand loyalty and publicity. A. 4 Human resource practices at external change: The most vital part for human resource managers is planning for the external change is scanning means to examine the environmental situation to recognise scopes or potential dangers to an organisation. To ignore the external change can have divesting effect on a business. For example 03, Easter Island: misunderstanding their natural resources, the jungle in this issue; left the place unable to sustain life. Nobody knows what happen to the inhabitants. But we know why their presence became extinct. The same thing can happen to any organisation, which neglect (ignore) the external environment changes. A. 5 Information system and technology: Joseph martocchio, 2009, research in personnel and human resource management, Howard house, emeralds group publishing limited. Many organisation senior executive and mangers don’t know how technology can affect the organisation and can bring change in to organisation. So, organisation must upgrade their production firm, machinery and administration within the organisation. HR managers needs to consider regularly briefing about technology, as a result, the technology which they are using, is it right for them. This can helps to make their position more competitive in the market. For example 04, A mobile manufacture company must know about what types design, software and style are in demand in market. So, they can make their hand set more demanding and they can make their product different t han other producers. This can increase the selling ratio and company’s total revenue Moreover, having advanced and right technology can improve organisation standard and profits. This will also give opportunity to HR managers to make their organisation more challenging for their competitors. â€Å"Technology is queer thing, it brings you great advantages with one hand and it stabs you in the back with the other. † C. P. SHOW, 15 march 1971. New your times, NY Ecological and environmental issues plays vital role within organisation. Change in government’s policy for the industries can also bring major changes within organisation. Change in legislation can affect the organisation selling and purchasing policy. Robert l Mathis, john H Jackson, 2008. Human resource management, 9 Thomas learning Inc. US For example 05, * Changes in national minimum wage for the workers or inflation. * Increase in corporation and other national insurance taxes. * In addition, external trading policy and funds, grants, and initiatives. This is the sources of income for the organisation but they can bring change internally within organisation from changing trading policy. * Organisations often fundamentally challenge invited societal norms. Because organisation can suffers from support, financial and public as well. This are the sources can make major changes into organisation. Change in lifestyle and fashion can bring change. Likewise, various types of age group buy various types of products. So, change in the population affects the demand for the product. As a results, HR manager needs to considered external factors which may bring change in business, such as fashion and trend. For example 06, Change in taste, businesses must react quickly as possible. Like, * Mc Donald, offering more healthy food. Consumers are more aware about environment and are against exploitation. A. Human resource strategies and dynamic situations: Majority of entrepreneurs have gone to invest and efforts to define human resource policies, practices and procedures that comply with government legislation and consistent with their organisational culture and ethic. â€Å"John Bretton and Jeffrey gold, 1999. â€Å" Human resource management: theory and prentices â€Å"London, mac Milan press ltd p 152-70 * Major Service markets such as, fast food outlets, supermarket like ASDA and TESCO, Sainsbury’s. Majority of organisations work design are typically involve the two types of framework, mostly is Hertzberg. And some firms adopt Taylor’s. While, others are irrationalised practices. in both frameworks cost ,and labour cost are in competition due to consumers are very price sensitive. A. 7 Cost based competitive strategy : This strategy HR managers allows to sustain paying only the market – clearing wage and minimally with labour law. Most organisations pay their workers and employees as a government law. However, to take competitive advantage organisations can pay slightly more than minimum wage for workers. For example 07, In UK, for student or contingent workers minimum wage is ? . 93 per hour. However, many organisations pay six to seven pound per hour. This is higher than minimum wage. From paying more, organisation can keep contingent means part time workers who can work with flexibility and organisation can also get benefits from hiring part time workers. This helps to reduce corporate taxes. * The only firm which sustain their presence in the pressurised market condit ions that built outstanding brand identity. They can dominant market share and enjoy reputational benefits in labour market. A. 8 mix market and greater customer service strategy: Certain types of service markets such as, older care centre, hotels and BPO, where different types of customers and higher valued added customers can be targeted. There is a clear potential for job enrichment competitive dynamics than based around a mix of cost and quality based competition. * Human resource takes into count as a higher value added segments. Organisation can higher highly skilled employees with experience and or can provide necessary training to their employees, and it is simply necessary that there are profitable higher value segment and it is cost effective to invest employee training and development programmes. For example 08, Telecommunication company, when customer call to buy contract phone from the company , sales executive not only offers what customer ask but also offers many packages as per customer budget. And evermore, they also offer cheap and affordable bundle and other services such as next day delivery or in case hand set faulty or if you’re Not happy with the hand set. As results, company can keep customer for longer period and take competitive advantage by providing excellent customer service. A. 9 Expertise – driven: In today’s world, high level professional services and other knowledge intensive services, work organisation is always dealt with high level of employee discretion. High performance work system in the service sector, like, management consulting energises, banking sector, organisation typically invest to build employee skills, enhancing motivation and providing opportunities to participate. * According to Michal losey, 2005. â€Å"Resource management â€Å", Alexandria, Virginia, john Wiley amp; sons, Inc. â€Å"Committing to hiring experts, in other word, bring them into partnership. This will leads to emergent competitive strategies in their field of expertise. They plays vital role within the organisation. † For example 09, When founder of Walt Disney past away, Roy became owner of the Walt Disney, but in his hand, Disney not performing well, then Disney’s board of directors and shareholders decided to hire new chief executive officer for Disney. And Disney comes with new CEO Robert Eger. He is expert in his profession. And he increases the Walt Disney total revenue and establish new picture studio name touchstone. According to box all and steeneveld, 1999; greenwood el al, 1990; literature. It is essential to measures competitive strategy in professional services firms in federalists rather than top down kind of way. * There are much more opportunities for human resource advantage in these expertise era. Experts can perform well and trained employees while there is external change within the organisation. A. 10 Conclusion: To sum up, it is clear that, HR managers and HR practices can transform due to uncertain market and government policies. HR must parallel the needs of his or her changing organisation and with the right HR strategy. Organisation can became more adaptive and resilient, fast to change in direction and customer centred. Moreover, HR managers can promote overall success of organisation from their practises and identify the organisations goal, mission, vision, values and action plans and they can measures how well it is succeeding in all this , how organisation gain sustainable competitive advantage. (Words: 1589 excluding abstract, keywords) A. 11 Recommendations: In my opinion, organisation must invest in employee development programmes, so they can gain knowledge about organisations product and services. Furthermore, organisation should hire a young graduates who are willing to work in challenging environment with flexibility, this allows organisation to become more competitive for their competitors in market. Moreover, businesses should have advance technology which becomes more competitive and helps to take competitive advantage. PART-02: discussion on compensation packages negotiated through collective bargaining agreements are a major cause of our inability to compete in many sector of the international market. B. 1 Abstract: From this part of report, reader will able to understand how organisations employers and trade union negotiate their agreement through collective bargaining and what are the factor affecting to compete many sector of the international market for the entrepreneurs. How types of agreements will affect the organisation and their employees. B. 2 Keywords: Human resource management , competitive advantages, compensation package, collective bargaining, international market, trade union, total revenue, union representative, negotiations, small and large scale businesses, wages and hours, promoters, agreements. Words – 135 excluding) B. 3 Introduction: According to Clive Jenkins, Barrie Sharman, 1977 collective bargaining P-156-8 Mc grew hill publication Inc. â€Å"Collective bargaining is a process whereby workers representative, employees and investors, and trade union through their representatives, treat and negotiate with a view to the conclusion of a collective agreement or rene wal there of the resolution of internal or external disputes within the organisation. † In the following paragraphs this report will analyse situation in for and against of collective bargaining in organisation and give recommendations and my opinion. In addition, a collective agreement normally in written agreement between employer and organisations union. On behalf of workers employed by the owner of the organisation, it also refers to organisations terms and condition of employment of the workers. And their right, privilege, and responsibilities within the organisation. * When employer hires workers, they can demand labour, and agree on a price for that labour. Moreover, the agreement accepted, consideration and intension to create legal relationship constitutes a bargain to which compliance can be sought in law. B. 4 INTERNATIONAL MARKET: Clive Jenkins, berry Sherman, 1977, â€Å"collective bargaining† p 156 Mc grew hill publishing Inc. During the process of negotiation between trade union and employers, employers almost always offer less than what they are willing to pay. They expect that there will be a negotiation of salary and other benefits. In international markets, there is no business without two different parties. Each may relate to different countries. Due to high demand of trade union especially when it’s higher value added segments, management’s authority and freedom are became much more restricted by negotiation rules in case of business is new to country. If trade union representatives are miss placed by the union, it can be irrational for the organisation and workers. Because during the process of agreement between employer and representatives disputes or unsuccessful negotiation can be resulted into union strike. This creates dynamic situation for the business and workers itself. * Compensation package negotiated through collective bargaining may create significant potential for polarization between workers and managers of the organisation. Furthermore, mostly negotiation in workers’ wages and salary can be became major cause for organisation in international market. For example 10, Recently, Subsidiary company of Wal-Mart, ASDA is paying some its Bangladeshi workers just ? 6. 70 for a 48 hour week. The proper living wage in the country would be ? 25. 90 per week. As a result, workers went to strike in Bangladesh their production firm, workers stop making products for ASDA. Due to this it affects international trade and organisations revenue. Source: METRO newspaper, 22 July 10. P 09 * However, collective bargaining agreements may cause disproportionate effect of relatively few active employees on the many in the bargaining unit. This is particularly the case when process involves a system wide structure of election. * It also increase bureaucratization and consume more time for making decisions. When trade union demand is high and varied it also leads to management obelised more control on organisation. And consume time to give respond to agreement. * Moreover, it also creates more difficulties for employers at small companies to have their voices heard. And it also increase management expense relates to negotiation and administration agreements. Furthermore, collective bargaining restricts organisation top management’s ability to deal directly with individual employees within organisation. This will affect the communication channel between managers and workers. It also increase dependence on the small scale businesses for particularly those requiring technological competence, they may be compromise. B. 5 employment policy: * Compensation packages through negotiated through collective bargaining agreements may became cumbersome and time consuming, requiring flexibility during negotiation process. As results, there will be increase burden on the employers to solve or define flexible plans to solve as the basic of negotiations with a trade union representative. * On the other hand, collective bargaining promotes fairness and consistency in organisations employment policies and personnel decisions within and across organisation. However, compensation packages negotiated through collective bargaining agreements eliminate ability of management to make unilateral change in workers’ wages, working hours and other terms and condition of the organisation employments policy. According to Randall Schuler, peter j doling, 1994, international dimensions of the HR management, second edition, wad worth publishing Inc. â€Å"compensation packages negotiated through collective bargaining agreement can make employee and employer relations worsened rather than improved under such an agreement. For instance, workers within organisation will resist innovation due to time motion study. Hig hly demand compensation packages by trade union, generally unfair and less motivating for the big investors. According to Carlos Diaz – Moreno 2002, university of Minnesota, Spain. â€Å"Negotiation between workers and entrepreneurs is major bargaining game in economics. In majority of cases, agreements are delay as the parties continue negotiations or agreements are never reached. † For example 11, Automobile Manufacture Company called TATA wants to introduce world cheapest car in India. There for they decided to build their production plat where land and taxes are in favour. They built their plant in SINGUR, WEST BENGAL. But increasingly violent protest by local workers and government forced to TATA to move their plant somewhere else. This is the major case of failure in negotiation between workers and employers at international market. As results, organisation has to face huge amount of loss and they have to stop their production plant and local workers lose their employment. * According to Merlo and Wilson, 1995. Literature review, â€Å"Delays in bargaining are the results of the uncertainty about the size of cake, and the identity of compensation packages through collective bargaining. During the process of collective bargaining agreements, trade union and board of director’s utility is not transferable. This factor captures an essential issue for the labour market negotiation. Generally, predict that workers are less patient than investors giving the firms more negotiation authority. * Negotiation process between workers and employers basically considered two factors, workers minimum wag e and working hour’s regulation. Employer must meet the requirement what government minimum wage policy law for the international market. As a result, collective bargaining agreements are major cause to our inability to compete international market because it is not necessary, workers and employers are agree to with their demand every time. In some cases, organisational external factor also make negotiation processes slow down. * In addition, during the process of compensation packages negotiated through collective bargaining workers always depend on their wages and specially, in some cases, when organisation is expanding along with total revenue of the organisation, workers demand will also increase. As results, workers and trade union realise their role and importance within organisation. Therefore, workers demand to increase their compensation packages or they may threaten organisation to gone into strike. This creates dynamic situation in many sector in international market. B. 6 CONCLUSION: To sum up, it is clear from the data, that union and employers played significant role during the process of collective bargaining agreement. It may discourage to investors at international market and encourage to seeking to creates attractive work situation prevent unionization at workplace. Therefore, I agree with this statement, that compensation packages negotiated through collective bargaining agreements are major cause of our inability to compete in many sectors of the international market. Each negotiator is searching for advantage and one has to down, as a result, inverse relationship between two parties. Compensation packages negotiated through collective bargaining process can create high impact situation at international market. Total package proposal is placed on the desk with an agreement of all elements crucial for settlement from trade union and employers in many sector of international market. B. 7 RECOMMANDATION: In my opinion, during the process of compensation packages negotiated through collective bargaining agreement, trade union must aware of the organisations profit and loss account, cash inflow ant out flow, and other balance shits and information provided in the financial reports of particular organisation with whom they negotiating. This can reduce burden from both parties and agreement in international market. Words-1538, excluding part01 and abstract, keywords and recommendation.

Free Essays on The Power and The Glory

The Extended Allegory in The Power and The Glory Graham Greene pieced together The Power and the Glory from his own personal memoirs in 1940 after a three-year trip to Mexico. Drawing from his own observations of a small town torn between the anti-religious laws of the secular government and the people’s religious beliefs, Greene created the story of a Catholic priest being pursued by the police to illustrate the conflicting relationship between the church and state (Greene 2-4). Greene used his experiences in Mexico to create an extended allegory that illustrates the conflict between the two world views and, in turn, reveals his own values and philosophy. Drawing from his experience in Mexico, Greene developed a "whiskey priest," a character introduced to Greene by a friend in Mexico in a story of a drunken priest that christened a child by the wrong name, to embody the religious world view. The priest, who remains nameless throughout the novel to emphasize his allegorical role, is less an individual than a symbol of the "Church [and] of the cumulative wisdom of the past, in short, of Western Humanism" (DeVitis 89). The priest, however, is seen as a traitor to the state and to his religion. The last Catholic priest in a secular Mexican state, the priest’s photograph is hung next to that of a notorious American gangster on the wall of the police office. The priest’s tendency towards gin, cowardliness, and his moral weakness make him a traitor to his faith and religious order. On the allegorical level of the novel, the priest’s flight from the police is seen as a "flight from God" and away from becoming a saint (DeV itis 90). Refu! sing to accept his destiny of being captured by the police and becoming a martyr for his faith, partially out of fear of pain and his own refusal to abandon the Catholic people of the state, his escape becomes a journey of self-recognition. Only after a "half-caste," a "Judas figure of evil and ... Free Essays on The Power and The Glory Free Essays on The Power and The Glory The Extended Allegory in The Power and The Glory Graham Greene pieced together The Power and the Glory from his own personal memoirs in 1940 after a three-year trip to Mexico. Drawing from his own observations of a small town torn between the anti-religious laws of the secular government and the people’s religious beliefs, Greene created the story of a Catholic priest being pursued by the police to illustrate the conflicting relationship between the church and state (Greene 2-4). Greene used his experiences in Mexico to create an extended allegory that illustrates the conflict between the two world views and, in turn, reveals his own values and philosophy. Drawing from his experience in Mexico, Greene developed a "whiskey priest," a character introduced to Greene by a friend in Mexico in a story of a drunken priest that christened a child by the wrong name, to embody the religious world view. The priest, who remains nameless throughout the novel to emphasize his allegorical role, is less an individual than a symbol of the "Church [and] of the cumulative wisdom of the past, in short, of Western Humanism" (DeVitis 89). The priest, however, is seen as a traitor to the state and to his religion. The last Catholic priest in a secular Mexican state, the priest’s photograph is hung next to that of a notorious American gangster on the wall of the police office. The priest’s tendency towards gin, cowardliness, and his moral weakness make him a traitor to his faith and religious order. On the allegorical level of the novel, the priest’s flight from the police is seen as a "flight from God" and away from becoming a saint (DeV itis 90). Refu! sing to accept his destiny of being captured by the police and becoming a martyr for his faith, partially out of fear of pain and his own refusal to abandon the Catholic people of the state, his escape becomes a journey of self-recognition. Only after a "half-caste," a "Judas figure of evil and ...

Social Work - Welfare Agenda Essay Example | Topics and Well Written Essays - 500 words

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International Relations Research Paper Example | Topics and Well Written Essays - 750 words

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Psychological Effects of Single Parent Family

Psychological Effects of Single Parent Family CHAPTER 1: INTRODUCTION The purpose of this project proposal is closely observer the psychosocial problems faced by adolescents from single mother families in the state of Selangor which has higher level of divorce and separation cases. Thus, the intent of this proposed study firstly is to identify, the influences of the family, social system and socioeconomic issues which cause the rise of psychosocial problems of the adolescents from single female parent families, such as anti-social behaviour. In that regard, there are three chapters in this project proposal. Chapter 1: Introduction, provide a discussion around the basic theme and problem statements which contribute to psychosocial problems of the adolescents. The purpose of qualitative research of face to face interview is to wear down the objectives acting upon the adolescents from single mother’s family. Chapter 2: Through the literature review extends the analysis and provokes an idea from the theories. Chapter 3: Qualitative research method of facial expression to face interviews were utilized to identify (N=5) adolescents from the age of fifteen to eighteen from single mother families, (N=5) of their mothers and (N=1) from the NGO, in order to interpret and explain the societal phenomenon of adolescent from single mother families. The determination is to address why anti-social behaviour occurs among adolescents from single mother families and also how to and implement methods to prevent and overcome anti-social behaviour among these adolescents, with the help and associate with the aid of others, such as, government, NGOs, relatives and friends. 1.1  Background of study The focus of the background study reveals increase as in separation and divorce levels due to several factors and influences. From previous studies, single parent family in Malaysia is growing faster than other family relationships. The arrangement of two parents in the family is broadly conceived as an accepted family, and the single parent family is known as a sort of non-accepted family. (Baharudin, R., Et al. Journal of comparative Family Studies, 2011). Established on the article from (Overturf, J. V., Downs, B., 2003) it states; parental monitoring is an important connection of adolescence risk behaviour. The full point of adolescence is really essential to the maturation of any person. The identifying features of this period make it unique from other aspects of development. It is a transitional period from childhood to maturity; it requires an atmosphere full of passion and understanding to do well. (Ajidahun, B. O., 2011). Therefore, adolescents from single mother families may experience peculiar psychological and emotional problems of separation anxiety, sorrow, anger, depression, aloneness, and poor sexual self-identity. (Meier, P.D. Minirth, F. B. el ta, 1991). Hence, the significance is likely employed in several risk behaviours, such as antisocial behaviour is high. Anti-social behaviour is considered a personality disorder and brings up to behaviour that lacks affection for others with a high chance of harming others without feeling guilty and an evident failing of most emotions. (Kalat, J.W., 2008). The development of antisocial behaviour among teens could be drug abuse, vandalism, bullying, and gangsterism. Nevertheless, based on studies (Lee et al., 2007; Chiah, 2009), it has been discovered that adolescent from single mother families were more frequently taken in social problem behaviours than their twins in two-parent households. Hence, the context of this background work is founded on face to face questionnaire, interviews in order to gather information that comprises samples of (N=5) adolescents from NGO residential home for the teenagers which residing in the City of Petaling Jaya, Selangor and (N=5) of their mothers and (N=1) from the residential dwelling. The interviews questionnaire is used to pack out the collection primary data in this field to assess the findings of the research. In addition, based on the qualitative analysis from the work of other researches on anti-social behaviour among these adolescents from single mother families, the factors highlight the realization of several reasons in this area. The important results of the conditional relation of this background study for the adolescents from single mother families seriously need more attention and counselling in the field that becomes problems for them. Parents attention is recommended as revealed in this study, the adolescents need a conducive environment where they can look for help and affirm to resolve their problems inside their families. Therefore, through the interview samples as well as the interpretation of literature and journals, and research has facilitated to improve and determine the levels of the different social classes’ problems. Aside from the discussion of background study, the following section in particular addresses the problem statements. 1.3  Problem Statements This research aims to identify the psychosocial problems of adolescents from single mother families. The issue of divorce and living in fatherless families, infidelity of husband and wife, financial issues, emotional and psychological problems and social stigma are some of the major ones. (Faizah bte Abd Ghani Azian Abd Aziz, 2013). Their troubles are often pushed under the carpet, but manifest in anti-social behaviour which includes poor academic performance, relationship with teachers, school mates, mother or father, siblings, relatives and the public at large. They also resort to anti-social activities including drinking, which frequently result in adolescent pregnancies. My study samples are (N=5) adolescents between the ages of fifteen to nineteen, (N=5) single mother and (N=1) from the residential homes for the teenage boys in the state of Petaling Jaya, Selangor. 1.5  Research Questions In this research, these are the questions which my research will be addressed: What are the psychosocial problems of the adolescents from single mother families? What are the factors that influence the development of adolescents from single  mother families? What is the mother involvement in psychosocial problems of their adolescent’s  development? To what extent the changes come about when the adolescents stay in the NGO  residential homes for the teenagers? These research questions are directed at seeing the chief objectives of this study, which look at the factor causing psychosocial problems, such as, anti-social behaviour in the adolescents from single mother families. 1.4  Research Objectives The intent of this proposed research objective is to limit the possible factors that carry the potential to delay the effective operation of the psychosocial problem of the adolescents from single mother families. It is also aimed at the objective as stated below: To find out the psychosocial problems among the adolescent. To identify the factors that influencing the development of adolescents from single  mother families. To find out what is the mother involvement in their adolescent’s development. To determine what is the mother involvement in psychosocial problem of their  adolescent’s development. To find out what extent the changes come about when the adolescents stay in the  NGO residential homes for the teenagers. 1.6  Study Contribution This research covers (a) The definition of a psychosocial problem among the adolescent from single mother families. (b) The factors of psychosocial problems. (c) The mother involvement in psychosocial problems of their adolescent’s development. (d) The changes occur when the adolescents stay at the NGO homes. The responses to the interview questions and samples will be held through from a residential home for the teenage boys which residing in the City of Petaling Jaya. This chapter closes the call for the proposed research in psychosocial problem among adolescents from single mother families. The financing will be gained from the scope, significance of the problems and aims. The next chapter of this research covers the pertinent literature, letting in the factors, causes and solutions. Additionally, the recommendations proposed will also be discussed, such as, with the psychosocial, socioeconomic and the ecological problems and also how the adolescents from single mother families can seriously consider living a better lifestyle?

Play dough activity Essay

I discussed with my manager that i was going to carry out a play activity. The project i have chosen to do is the making of play dough. I have chosen this activity because i feel this is a great pastime and a great experience between me and the children. I say this because the children can actually take part in the making of the product. I think this activity will help them to learn about colours, shapes†¦ My manager confirmed the activity and she was really pleased with idea and she also thought this would be a great learning experience for the children. I already have a recipe on how to do play dough, but my manager confirmed one more time all the ingredients: flour, food colouring, salt, oil and water. I make the play dough activity with four Montessori children. The first thing i did it was to get all my materials ready: small basin, large spoon, flour, salt, oil, water, paint, shape cutters, rolling pin. In this activity children can develop Motor skills -Using play dough h elps a child practice using certain physical skills with the hands when they manipulate the dough with their fingers. Children can practice skills such as pinching, squeezing or poking while they play with the dough. Cognitive Development-Using play dough helps a child practice using imagination and other cognitive abilities such imitation, symbolism and problem solving. This helps the child learn more about his environment as he makes and mimics everyday objects with the play dough. Emotional Development-Using play dough may help a child to calm down when frustrated or angry. Holding and squeezing the play dough can produce a calming effect on the child and is useful for teaching anger management skills. Additionally, children may feel more comfortable expressing themselves in other ways while their hands are busy. Social Development-Using play dough may help a child develop social skills as she plays along with other children with the dough. Additionally, making play dough is an opportunity for a child to practice cooperation and sharing with a caregiver. Physical development. Using play dough may help a child to develop motor skills needed for writing and drawing. Language development. Because of the interactive nature of play dough use, children need to listen, understand the communication of others, speak, and practice their oral communication skills as they mold and manipulate their play dough  constructions. Science understandings. The tactile experience of manipulating play dough helps children develop a deeper understanding of how matter changes (physics) and encourages them to use scientific thinking as they observe changes, make predictions, and talk through differences in the materials they are using. Mathematics concepts. Mixing up a new batch of play dough with adults is one way in which play dough engages children in mathematical learning as they measure and count recipe ingredients. Discussions about shape, relative size (greater than, equal to, or less than), height, length, and weight provide additional opportunities for children to develop mathematical understandings. Literacy Learning. When paper and writing utensils are added to the play dough area, children can make signs, labels, and create stories related to their play efforts. Exploring and thinking- children used their senses, their minds and their bodies to find out about and make sense of what they see. They used the imagination to create new shape or different monsters from play dough; they are imitating in special the mothers in the kitchen when are cooking; are making gestures as adults ;are playing and talking about the experience. Identity and belongings-children build respectful relationships with others; they express their own ideas, preferences and needs, and have these responded to with respect and consistency; they feel that they have a place and a right to belong to the group; Well-being-i n the play activity children were happy and playful; they were interacting to each other; the group activity make them feel comfortable and contents. Communication-children used a range of body movements, facial expressions, and early vocalisations to show feelings and share information; they interact with other children by listening, discussing and taking turns in conversation; children used language with confidence and competence for giving and receiving information, they asked questions and request too. Through this activity i found the children had great fun. Children were very excited about the fact that they were going to help me make the play dough. They were full of all different questions. Over all i felt the activity went very well.

Starbucks’ Mission & Strategic Choices

Starbucks' Mission and Strategic Choices: Are They in Alignment? Executive Summary This paper examines strategic management, which encompasses business decisions and actions that: define the organization's mission and objectives, determine the most effective utilization of organizational resources, select best courses of action to meet its mission, and seek to assure the effectiveness of the organization within the environment. This case study evaluates the strategic management process, and applies those concepts to a practical case study of Starbuck’s mission statement. This case study is presented in the format of a formal business report – prepared by a consultant and presented to the Starbucks' Board of Directors and CEO – that provides an analysis of Starbucks' mission and strategic choices, and a summary of the alignment of those strategies to its mission. This report is based on a critical review of the Starbuck mission statement, goals, and objectives, which is then compared against the strategic choices that Starbucks has made (e. g. product differentiation, research and development, operations) to determine how well Starbuck’s strategic choices are aligned to the company’s mission and vision. Finally, this study answers the question: Will the company continue its past  success? Randy Tanner, 2009 Starbucks' Mission and Strategic Choices: Are They in Alignment? Cover Sheet: Starbucks Corp. 2401 Utah Avenue South Seattle, WA 98134 Phone: 206-447-1575 Fax: 206-682-7570 Web Site: http://www. starbucks. com Business Plan presented to:Howard Schultz, Chairman of the Board, President, CEO Starbucks Board of Directors Prepared by:Randy S. Tanner Statement of Purpose:Analysis of Starbucks' Mission and Strategic Choices: Are They in Alignment? Table of Contents Executive Summary4 Background4 Company Description4 Starbucks' Mission, Vision, Goals and Objectives. 4 Strategies. 5 Management Team. 6 Business Model. 6 Infrastructure7 Offering. 7 Revenue Model. 7 Pricing. 8 Customers. 8 Competitors. 8 Stakeholders. 8 Marketing Strategy. 9 Financials. 9 Analysis10 Company Analysis. 10 Current Marketing Mix Strategies (Product, Price, People, and Promotion). 10 Current Target Markets10 Market Analysis. 10 Competition & SWOT Analysis. 11 Competitive advantage. 12 Financial Analysis. 12 Conclusion13 Are Starbucks' mission and strategic choices in alignment? 13 Will the company continue its past  success? 13 Executive Summary Are Starbucks' mission and strategic choices in alignment? Yes. The strategies of innovation, product differentiation, and customer experience are directly aligned with Starbucks published mission â€Å"to establish Starbucks as the premier purveyor of the finest coffee in the world,† while â€Å"inspiring and nurturing† the spirit of their customers. Starbucks continues to apply strategies to expand its product offering in both breadth and depth. Coupled with this strategy is the expansion of alternate distribution channels to multiply the potential in increased revenues. Each offering in the product portfolio reinforces the brand name and quality experience described in the company’s vision statement. The recent focus on increasing profits in existing stores is not a shift of business strategy, but more of a symptom of business maturity – less waste equals more profit. The corporation has tempered its original goal of market dominance by saturation – slowing its growth in new stores – to market dominance with more efficient and more profitable stores with its strategy of disciplined expansion in key markets. The strategy of using the Seattle’s Best segment, vice Starbucks to expand the base of corporate customers also supports Starbucks’s prime mission. This elevation of Seattle’s Best does not create a corporate-sponsored competitor to the nearby Starbucks stores, but does serve as an alternate distribution channel for the company’s expanded product line. Therefore, this strategy supports the overall brand quality of Starbucks as the â€Å"premier coffee,† yet captures additional customers that do not seek the branded Starbuck experience and would likely choose one the niche competitors. This strategy can cater to a slightly different clientele – in both coffee stores and supermarkets – and increase overall corporate revenues. Will the company continue its past success? Yes. A continued emphasis on customer satisfaction, coupled with effective strategies that develop new product lines, will stimulate revenue growth and stabilize share prices. The current vision and path summarized by Starbucks president and CEO, Howard Schultz, is a commitment to â€Å"continually improving our customer experience as the roadmap to renewed growth and increasing profitability,† with emphasis on continued application of previously successful strategies, â€Å"we will continue to innovate and differentiate, two perennial hallmarks of the Starbucks brand. † (Starbucks Financial Releases, 2009) Background Strategic management is â€Å"a company-wide process that includes  a long-term plan of action that assists in achieving  an  organization's objectives and  fulfills company vision,† (course material) and is comprised of four major elements: situation analysis, strategy formulation, strategy implementation, and strategy evaluation. (Bushman, (2007) This Strategic Management process includes the following steps: (Luca, 2009) 1. Developing a Vision/Mission/Goals and Objectives 2. Analyzing the environment company (internal and external) 3. Identifying internal Strengths and Weaknesses and external Threats and Opportunities (SWOT) 4. Articulating  strategic choices at the business, functional, and corporate levels 5. Selecting a strategy or strategies, based on in-depth internal and external analyses, to accomplish vision and mission goals. These strategies may exist at several levels: business, functional, corporate, and global. Company Description According to the company’s Factsheet (2009), Starbucks was founded in 1971 in Seattle’s Pike Place Market. The original name of â€Å"Starbucks Coffee, Tea and Spices† was later changed to â€Å"Starbucks Coffee Company. As quoted from Google Finance (Starbucks Corporation, 2009), Starbucks, together with its subsidiaries, â€Å"purchases and roasts whole bean coffees and sells them, along with fresh, rich-brewed coffees, Italian-style espresso beverages, cold blended beverages, complementary food items, a selection of premium teas, and coffee-relate d accessories and equipment, through Company-operated retail stores. Starbucks also sells coffee and tea products and licenses its trademark through other channels. Starbucks produces and sells a range of ready-to-drink beverages. The business segments of the Company are United States, International, and Global Consumer Products Group (CPG). The CPG segment includes packaged coffee and tea sold globally through channels, such as grocery stores and operates through joint ventures and licensing arrangements with consumer products business partners. † Starbucks' Mission, Vision, Goals and Objectives. Mission statements are â€Å"fundamental to the survival and growth of any business,† (Analoui and Karami, 2002) and â€Å"set the direction and goal for the long term, reflecting the strategic intent. (course material) According to Germain and Cooper (1990), an appropriate mission statement serves to â€Å"promote a sense of shared expectations amongst employees and communicate a public image of the firm to important stakeholders and groups in the company's task environment. † Starbucks’ mission statement as stated in the corporate Factsheet (2009) is â€Å"To establish Starbucks as the premier purveyor of the finest coffee in the world while maintaining our uncompromising principles as we grow. The company’s stated Vision, Goals, and Objectives may be found listed as â€Å"Our Starbucks Mission† in the corporate website (The Company, 2009). This vision is expressed as â€Å"To inspire and nurture the human spirit— one person, one cup, and one neighborhood at a time. † Some of the company’s objectives – referred to as â€Å"guiding principles† – included in that strategic vision focus on: 1. Quality of the coffee 2. Robust partnerships 3. Human connection to customers 4. Unique atmosphere of the retail stores that encourages social interaction 5. Being accepted as neighbor in the community 6. Obligation to shareholders (long-term success and profitability) Strategies. The original focus since the company’s beginning has been on product differentiation, in both the product and the store setting. This strategy emphasizes a premium product served in a unique atmosphere. Some claimed tactics employed to execute these strategies are to: (Factsheet, 2009) †¢ Provide a great work environment and treat each other with respect and dignity. †¢ Embrace diversity as an essential component in the way we do business. †¢ Apply the highest standards of excellence to the purchasing, roasting, and fresh delivery of our coffee. Develop enthusiastically satisfied customers all of the time. †¢ Contribute positively to our communities and our environment. †¢ Recognize that profitability is essential to our future success Historical Strategies for business growth noted in the 2006 shareholder’s meeting included continued expansion of retail stores, and exp ansion of the company’s portfolio of unique and innovative products â€Å"to appeal to a broad consumer base. † (Business Wire, 2006) These products included: †¢ Premium and proprietary food offerings as a component of the Starbucks Experience. Introduction of warm breakfast items in Company-operated stores by 2008. †¢ Joint venture with Apple to launch a Starbucks Entertainment Area on iTunes. †¢ Introduction of a heated-on-demand vending initiative, †¢ Expansion of its Kraft relationship to distribute Starbucks coffee into supermarkets. Recent changes to this original approach – which were in response to the recent economic downturn and drop in share prices – are aimed at retaining customers, rather than gaining new ones. According to Howard Schultz, the company’s CEO, â€Å"The issue at hand†¦ is the cost of losing your core customer. (Adamy & Wingfield, 2009) These changes in business strategy shift the focus from mark et saturation with additional stores to: (Starbucks Newsroom, 2009) 1. Increasing profits in existing stores, 2. Expanding the product base, and 3. â€Å"Disciplined global store expansion in key markets. † While continuing with the strategy of product expansion (to even include some non-food products), Starbucks has tempered its desire for continually opening new stores. This â€Å"disciplined† approach includes more niche targeting in key markets and even opening, or converting to, a Seattle’s Best vice Starbucks. Some of the new tactics announced at the 2009 Shareholders Meeting to implement this strategy include: †¢ A $500 million structural expense reduction to align the company’s cost structure to its current business strategy †¢ Focused efforts to improve operational efficiencies with technology investments, and better training for store managers †¢ Emphasizing the concepts of value and quality to the customer with selective price incentives †¢ Launching VIAâ„ ¢ Ready Brew instant coffee to tap the $17 billion instant coffee market †¢ Expanding alternate foodservice channels Management Team. Corporate organization and key management team members include: (Reuters, 2009) Howard SchultzChairman of the Board, President, CEO Troy AlsteadChief Financial Officer, Chief Administrative Officer Arthur I. RubinfeldPresident – Global Development Martin P. ColesPresident – Starbucks Coffee International Clifford BurrowsPresident – Starbucks Coffee US Paula E. BoggsExec VP, General Counsel, Secretary Michelle GassExec VP – Marketing and Category Olden C. LeeInterim Exec VP – Partner Resources, Director Dorothy J. KimExec VP – Global Strategy, Office of the CEO Peter D. GibbonsExec VP – Global Supply Chain Operations Culver, JohnExec VP, President – Global Consumer Products, Foodservice & Seattle's Best Coffee Business Model. According to Osterwalder, Pigneur, & Tucci (2005), a company’s business model includes: infrastructure, offering, customers, and revenue model. 1. Infrastructure – the core capabilities and competencies, partnership network, or business alliances, and value configuration (what makes it mutually beneficial for a business and its customers). . Offering – the value of products and services offered for a specific customer segment, and how it differentiates itself from its competitors. 3. Customers – includes (1) the target audience for a business' products and services, (2) the distribution channel used to reach the customers (includes marketing and distribution strategy), and customer relationship management. 4. Revenue model – the cost structure and revenue flows that define the company’s income. Infrastructure. Starbucks infrastructure (sales & distribution model) began as a basic shopkeeper model[1]; brewing and serving fresh, premium quality coffee in a relaxed â€Å"neighborhood† atmosphere. This model chooses a location frequented by targeted customers, employs low-wage workers, and establishes repeat business based on customer satisfaction and ease of access. Recent strategic management emphasis is trending toward, or adapting part of the Loyalty or Service Quality model to reinforce the perceived quality of the product. Part of this model is based on the belief that it is cheaper to keep customers than gain new ones. Offering. The Starbucks brand portfolio is marketed as premium and, therefore, is luxury goods, relying on â€Å"consumer discretionary spending to drive sales. † (Hattery, 2009) This portfolio includes Starbucks Entertainment, Starbucks Hear Music, Tazo, Ethos water, Seattle’s Best Coffee, and Torrefazione Italia Coffee – offers a variety of products and services through its retail stores and other channels, including: †¢ 30 blends of Coffee †¢ Handcrafted Beverages – fresh-brewed coffee, hot and iced espresso beverages, coffee and non-coffee blended beverages, and Tazo ® teas. Merchandise – home espresso machines, coffee brewers and grinders, premium chocolates, coffee mugs and accessories, and gift items. †¢ Fresh Food – baked pastries, sandwiches, and salads. †¢ Starbucks Entertainment – selection of music, books, and film from both emerging and established artists. †¢ Global Consumer Products – bo ttled Frappuccino ® beverages, Discoveries ® chilled cup coffee, DoubleShot ® espresso drinks, Starbucks ® Iced Coffee, whole bean coffee and Tazo ® teas, Starbucksâ„ ¢ Coffee Liqueurs, and a line of premium ice creams. †¢ Starbucks Card – a reloadable pre-paid debit card. Revenue Model. Starbucks’ revenue model includes its cost structure and revenue flows. Starbucks operating costs are directly influenced by fluctuations in the commodity prices (milk and coffee beans) which have risen sharply in the past. Starbucks purchases teas and primarily Arabica coffee beans directly from international markets in Costa Rica, Africa, Asian Pacific, and China. The wholesale price of coffee beans is unstable and often susceptible to dramatic price changes from a variety of weather and political events that may, or may not, affect global production. These reactionary prices can remain elevated for several years. Coffee prices in 2008, for example, were 20% higher on average than 2007, resulting in Starbucks paying an average price of $1. 42 per pound of green (unroasted) coffee. The price of Milk futures also rose dramatically from $13 to $18 per hundredweight in March, 2007, falling only recently to $17 in September, 2009. Starbucks’ revenue flow from its company operated coffeehouses relies on discretionary consumer spending, and can be affected by negative economic conditions. In fiscal 2008, Starbucks generated $10. billion in revenue through the sale of whole bean coffee, food, equipment, and beverages. The distribution channels included both its retail stores and specialty operations. [pic] Figure 1 – Revenue Categories Company operated retail stores (7,238 stores in North America and 1,979 international) generated 84 percent of the total revenue. (Hattery, 2009) The remaining 16 percent was generated through the specialty operations segment, which is chartered to â€Å"develop the company's brand through third parties outside the traditional coffeehouse. This segment channels, and percentage of specialty operations revenue generated, include: 1. Licensed Stores (48 percent) located in airports and supermarkets that generate licensing fees, royalties, and retail revenue from coffee, tea, and CDs. 2. Foodservices Operations (25 percent) sells Starbucks coffee to restaurants, offices, hotels, and Barnes & Noble Cafes under different licensing contracts. 3. Packaged Tea and Coffee (21 percent) sold at various food stores. 4. Branded Products (4 percent) like ready-to-drink beverages and ice creams sold through partnerships with Pepsi and Dreyer's. Pricing. Starbucks has maintained a premium pricing strategy for its branded premium quality coffee beans and unique customer experience. Customers. Starbucks serves approximately 50 million customers a week in its stores. The target market is defined as â€Å"young (25-to-45 years old) professional men and women, in higher income brackets with stressful lives (at work, home, or both). Most members of this target market live in the suburbs and commute to work in urban areas. † (Holmes, Bennett, Carlisle, Dawson, 2002) Competitors. Although Starbucks maintains a â€Å"dominant position in the specialty coffeehouse market and has no single clear rival in the sector,† (Hattery, 2009) competitors include other specialty coffee shops, doughnut shops, and restaurants. The closest specialty coffeehouse competitor is Caribou Coffee, with only 415 stores, with the major competition being â€Å"dispersed among the thousands of independent or small-chain coffee shops (i. e. , Die drich Coffee, Inc, Coffee Heaven Intl. , Autogrill S. p. A. Stumptown Coffee Roasters, Intelligentsia Coffee & Tea, Inc), and McDonalds Corp[2]. Stakeholders. Starbucks’ organizational stakeholders include both individuals and groups â€Å"who have an interest (give-and-take) relationship with the firm. † (course material) These internal and external stakeholders of Starbucks are identified as: shareholders, employees (including board members, executives, managers, supervisors, and baristas), customers, suppliers, local communities, and global alliance partners[3] Marketing Strategy. As described in VoteForUs (n. d. ), since the company’s inception in 1971, its marketing strategy has â€Å"ignored the traditional advertizing avenues of billboards and commercials and focused on seven fundamentals to differentiate Starbucks from other cafes. † These fundamental areas of marketing focus are: (VoteForUs, n. d. ) 1. Perfect Cup of Coffee – an emphasis on product quality (rich, delicious taste and aroma) to support the premium pricing structure. 2. Third Place – creating the â€Å"third place† for everyone to go to between home and work. This is another differentiation technique, aimed to create a unique and relaxing experience or atmosphere with which Starbucks could be branded. 3. Customer Satisfaction – ensure that customers feel the uniqueness of enjoying their Starbucks coffee experience. 4. Creating a Starbucks Community – this marketing strategy has even expanded to create a community around their brand. On their website, individuals are encouraged to express their experiences with Starbucks history, and the company strives to â€Å"personally† join in the discussions. 5. Smart Partnerships – create strategic partnerships that expand business opportunities and increase sales. 6. Innovation – a strategy to continually create new products or services that support their customer base or add new customer segments. (different coffee flavors, more food on their menu, and one of the first to offer internet capability in their stores) 7. Brand Marketing – The Starbucks marketing strategy has always focused on â€Å"word-of-mouth† advertising and viral marketing, letting the high quality of their products and services speak for themselves. Financials. Evaluating the company’s financial statements since the economic low point of May 2008 – with its first quarterly decline in profit, and 38 percent stock plunge – Starbuck’s has managed to maintain a healthy balance sheet. Consolidated company revenues for Q3 2009 were $2. 4 billion, compared to $2. 6 billion in 2008, reflecting a five percent decline in store sales. Quarterly financial sheets verify the reduction in operating income and corresponding slight increase in net profits. With the cost realignment scheduled to be completed in 2009, operating costs are expected to drop further. Total revenues for Q2 2009 show a positive rebound with a sustained upward trend over the last two quarters. Share prices – which bottomed around $8. 00 during Dec08 through Mar09 – have stabilized around $19. 00 for the last quarter. In response to the implemented cost reduction strategies, Standard & Poor’s raised the company’s short-term debt ratings (from â€Å"A-3† to â€Å"A-2) and â€Å"revised its outlook to ’stable’ from negative,† (Ogg, 2009), reaffirming the â€Å"BBB† corporate credit rating. According to Ogg (2009), â€Å"S&P believes that the company’s performance will continue to stabilize and that the credit metrics will continue to improve or remain at the current levels. † Analysis Alignment in the framework of strategic management refers to the mutual agreement and enforcement of the company’s vision, mission, and goals with its business strategies. These strategies are employed to achieve and maintain a competitive advantage in the market segment, and ensure long-term profitability for the company. Company Analysis. This company analysis focuses on three factors or issues involved in maintaining a competitive advantage. These factors and issues are: (1) current target markets, (2) current marketing mix strategies, and (3) the strengths and weaknesses of the Company. The company's marketing mix strategies are discussed in relation to the Five P's of Marketing. The elements of Five P's of Marketing include product, price, place, people and promotion. (Nimetz, 2009) These factors are explored in comparison to Starbucks’ published mission, vision statements, and guiding principles. To establish Starbucks as the premier purveyor of the finest coffee in the world while maintaining our uncompromising principles as we grow. †¢ To inspire and nurture the human spirit – one person, one cup, and one neighborhood at a time. † Current Marketing Mix Strategies (Product, Price, People, and Promotion). Starbucks built its coffee stores on the principle product of Arabica coffee beans. T his product was marketed as a premium quality item that â€Å"† The pricing scheme followed the premium quality scheme, offering the customer more than a cup of coffee. Starbucks stores became the â€Å"third place† to go to and enjoy a unique atmosphere. One new strategy that CEO Howard Schultz brought with him was the emphasis on the role of sales clerks, or Barristers who brewed and served the coffee. Specialized training for employees reinforces their role in the customer’s perceived value of the product – the unique Starbucks experience. The promotion tactics employed by Starbucks broke with traditional concepts and avoided advertising, relying on word-of-mouth or viral advertising techniques where satisfied customers willingly share with others, and promote the Starbucks experience. This viral advertising has proven quite effective. Current Target Markets. For most Starbucks most consumers, coffee is not just coffee, but more of a ritual – a deserved reward. However, although the targeted market of professionals contains a significant percentage of higher-income professionals, the recent decrease in sales (and corresponding drop in shares) implies that they too are affected by the economic downturn and willing to reduce their â€Å"rewards. † Market Analysis. A market analysis reviews the specific market segment being targeted, and examines the demographic and social data required to â€Å"know your customer. This required information concerning the targeted customer includes: †¢ Who they are †¢ Where they are †¢ How to reach them †¢ Identifying their needs (what justifies premium price) †¢ Size of market †¢ Percentage of market captured †¢ Market growth potential Starbucks market for its coffee stores is targete d at 25- to 45-year-old professionals looking for solitude, or social interaction, without alcohol. This higher-income crowd of young, college-educated represents a group which tends toward higher luxury-consumption levels. The failure to successfully add drive-through service to its stores clearly differentiates its clientele from McDonalds or Java Hut customers whose needs or to grab a quick caffeine jolt on the way to or from work. According to Euromonitor International Plc,[4] Starbucks has captured 52 percent of the global specialty coffee market. According to Mintel (global consumer research firm in Chicago) Starbucks controls 43 – 73% of the U. S. market share[5] in coffeehouse sales in 2005, with its closest rivals being Caribou Coffee, and Peet's Coffee and Tea. Competition & SWOT Analysis. The SWOT analysis identifies and evaluates a company’s internal factors (strengths and weaknesses) and external factors (opportunities, and threats). This analysis helps to focus on key issues to consider in strategic planning. The following details are an updated paraphrase of the SWOT analysis from Marketing Teacher (2007): Strengths. †¢ Starbucks Corporation is a very profitable organization, earning in excess of $459 million in 2008. The company generated revenue of more than $10. billion in 2008, exceeding revenue for 2007. †¢ It is a global coffee brand built upon a reputation for fine products and services with approximately 9000 cafes around the globe. †¢ Starbucks is know as a respected employer that values its workforce, and was one of the Fortune Top 100 Companies to Work For in 2005. †¢ The organization displays strong ethical values and an ethical mission statement that emphasizes its commitment to environmental lea dership. Weaknesses. †¢ Starbucks has a reputation for new product development and creativity. However, they remain vulnerable to the possibility that their innovation may falter over time. †¢ The organization has a strong presence in the U. S. with more than three quarters of their cafes located in the home market. An increased percentage of international cafes would help to spread business risk. †¢ The organization is dependant on a main competitive advantage, the retail of coffee. This could make them slow to diversify into other sectors should the need arise. Opportunities. †¢ New products and services can be retailed in their cafes, such as Fair Trade products. The company has the opportunity to expand its global operations with the emerging markets for coffee in India and the Pacific Rim nations. †¢ Additional co-branding with other manufacturers of food and drink can be pursued. †¢ Capitalizing on the Seattle’s Best brand in both the retail and franchise markets could diversify revenue streams and spread business risk. †¢ With recent economic conditions, and dwindling disposable income, Starbucks could pursue a larger market share of the home-brewed coffee market with increased advertising. Pursuing additional partnerships with manufacturers of other goods and services has potential to decrease Starbuck’s dependency on it single competitive advantage in retail coffee. Threats. †¢ Starbucks has been branded and marketed as a luxury item, relying on the disposable income of its targeted customers. Regional, or national economic instability can be reflected quickly in revenue loss. †¢ Future growth of the coffee market is uncertain. A change in the current fad of coffee shops would significantly impact Starbuck’s major source of revenue. †¢ Starbucks is exposed to unpredictable cost increases in wholesale coffee and dairy products. Recent growth in the coffee house market has attracted many competitors, including copy cat brands and national restaurants that pose potential threats to S tarbuck’s competitive advantage. Competitive advantage. Starbucks established an early dominance in the market segment of coffee houses, and sustains its competitive advantage[6] through differentiation[7] by capitalizing on a unique experience that offers ambiance and unusual product variety. The primary strategies employed to establish market dominance were branding, creativity, and saturation by store expansion. 1. The branding strategies include quality product, personal service, a sense of community, and environmental responsibility. This strategy is strengthened by market and demographic analyses to slightly customize each store to the local city/community personality. 2. The creativity strategies emphasize â€Å"constantly looking for new ideas, new products, as well as new experiences for guests. † (Thompson & Gamble, 1999) Successful products are retained while weaker products are eliminated in a continuing cycle of process improvement. 3. Although growth in the store expansion strategy has peaked, new stores are still being added. This strategy has been modified from saturation by area concentration, to a more disciplined approach, that identifies key markets, based on market analysis that emphasizes individual store profitability. (Adamy & Wingfield, 2009) Financial Analysis. Starbucks has a solid financial status with multiple revenue streams from multiple coffee related products. A look at Starbucks Profit and Loss and Cash Flow tables[8] (shown in Table 1) reveals a slight dip in gross revenue, but a positive trend for increased net income. This is probably a result of the recent cost restructuring and emphasis on store profitability. Future revenue streams from coffee house sales are expected to increase from a combination of stable sales and higher efficiency. Revenue streams from alternate distribution channels show a slight, but steady increase, further bolstering Starbuck’s solid financial foundation. |In Millions of USD |Jun 2009 |Mar 20099 |Dec 2008 |Sep 2008 | Jun 2008 | |Revenue |2,403. 90 |2,333. 30 |2,615. 20 |2,515. 40 |2,574. 00 | |Total Revenue |2,403. 0 |2,333. 30 |2,615. 20 |2,515. 40 |2,574. 00 | |Gross Profit |539. 10 |470. 20 |481. 80 |393. 50 |452. 60 | Total Operating Expense |2,199. 90 |2,292. 40 |2,497. 50 |2,501. 20 |2,595. 60 | |Operating Income |204. 00 |40. 90 |117. 70 |14. 20 |-21. 60 | |Income Before Tax |217. 30 |34. 90 |98. 30 |-1. 20 |-33. 20 | |Net Income |151. 50 |25. 00 |64. 30 |5. 40 |-6. 70 | |Table 1 – Quarterly Financials Conclusion Are Starbucks' mission and strategic choices in alignment? Yes. The strategies of innovation, product differentiation, and customer experience are directly aligned with Starbucks mission â€Å"to establish Starbucks as the premier purveyor of the finest coffee in the world,† while â€Å"inspiring and nurturing† the spirit of their customers. Starbucks continues to expand its product offering in both breadth and depth. Coupled with this strategy is the expansion of alternate distribution channels that will multiply the potential in increased revenues. Each offering in the product portfolio reinforces the brand name and quality experience described in the company’s vision statement. The recent focus on increasing profits in existing stores is not a shift of business strategy, but more of a symptom of business maturity. Less waste equals more profit. The corporation has shifted its goal from market saturation – slowing its growth in new stores – to market dominance with more efficient and more profitable stores with its strategy of disciplined expansion in key markets. Using the Seattle’s Best segment, vice Starbucks to expand the base of customers for the greater corporate good requires close examination. As a corporate-sponsored competitor to the nearby Starbucks stores, this strategy seems in conflict with the prime mission. However, as an alternate distribution channel for an expanded product line, this strategy supports the overall brand quality of Starbucks as the â€Å"premier coffee,† yet can capture some additional customers that do not seek the branded Starbuck experience and would likely choose one the niche competitors. Seattle’s Best can cater to a slightly different clientele – in both coffee stores and supermarkets – with a different set of customer needs, while increasing overall corporate revenues. Will the company continue its past  success? Yes. A continued emphasis on customer satisfaction, coupled with effective strategies that develop new product lines, will stimulate revenue growth and stabilize share prices. The current vision and path summarized by Starbucks president and CEO, Howard Schultz, is a commitment to â€Å"continually improving our customer experience as the roadmap to renewed growth and increasing profitability,† with emphasis on continued application of previously successful strategies, â€Å"we will continue to innovate and differentiate, two perennial hallmarks of the Starbucks brand. (Starbucks Financial Releases, 2009) References Adamy, J. & Wingfield, N. (2009). Starbucks brews new strategies to fight slump. Wall Street Journal (Europe), p. 4. Retrieved July 11, 2009, from ProQuest Newsstand. (Document ID: 1662578621). Analoui, F. and Karami, A. (2002). CEOs and development of the meaningful mission statement. Corporate Governance, 2(3), 13-2 0. Retrieved August 31, 2009, from ABI/INFORM Global database. (Document ID: 181714601). Bushman, M. (2007). The major elements of the strategic management process. Associated Content website. Business and Finance. Retrieved August 31, 2009 from http://www. associatedcontent. com/article/196677/the_major_elements_of_the_strategic. html. Business Wire (2006). Starbucks Coffee Company Outlines Core Strategies to Continue Delivering Long-Term Shareholder†¦ Retrieved August 27, 2009 from http://www. allbusiness. com/services/business-services/3918047-1. html. Factsheet (2009). Starbucks website – About Us. Retrieved August 22, 2009 from http://www. starbucks. com/aboutus/Company_Factsheet. pdf. Germain, R. and Cooper, M. (1990). How a customer mission statement affects company performance. Industrial Marketing Management, 19(1), 47. Retrieved August 31, 2009, from ABI/INFORM Global. (Document ID: 1129254). Hattery, E. (2009). Wikinvest website. Starbucks Corporation. Retrieved September 1, 2009 from http://www. wikinvest. com/stock/Starbucks_(SBUX) Holmes, S. , Bennett, D. , Carlisle, K. , and Dawson, C. (2002). Planet Starbucks – To keep up the growth, it must go global quickly. Business Week, (3798), 100-110. Retrieved August 27, 2009, from ABI/INFORM Global. Document ID: 160883051). Marketing Teacher (2007). SWOT Analysis Starbucks. Retrieved September 24, 2009 from http://www. marketingteacher. com/SWOT/starbucks_swot. htm. Nimetz, J. (2009). The Five P's of Marketing: Do they apply to SEM? Retrieved August 27, 2009 from http://www. searchengineguide. com/jody-nimetz/the-five-ps-of. php. Ogg, J. (2009). Starbucks Snags S&P Upgrade (SBUX). 24/7 Wall Street website. Retrieved September 1, 2009 from http://247wallst. com/2009/08/28/starbucks-snags-sp-upgrade-sbux/. Osterwalder, A. , Pigneur, Y. , & Tucci, C. 2005). Clarifying business models: Origins, present, and future of the concept. Communications of the Association for Information Systems, 16, 1. Retrieved August 28, 2009, from ABI/INFORM Global. (Document ID: 919406501). Reuters (2009). Officers and Directors for Starbucks Corporation. Retrieved August 27, 2009 from http://www. reuters. com/finance/stocks/companyOfficers? symbol=SBUX. O. Starbucks Corporation (2009). Google Finance. Retrieved August 11, 2009 from http://www. google. com/finance? q=NASDAQ%3ASBUX. Starbucks Financial Releases (2009). Starbucks posts strong third quarter fiscal 2009 results. Starbucks website – About Us. Retrieved September 1, 2009 from http://investor. starbucks. com/phoenix. zhtml? c=99518&p=irol-newsArticle&ID=1309655&highlight=. Starbucks Newsroom (2009). Starbucks details strategy for profitable growth. Retrieved August 27, 2009 from http://news. starbucks. com/article_display. cfm? article_id=184. The Company (2009). Corporate website – About Us. Retrieved August 22, 2009 from http://www. starbucks. com/aboutus/overview. asp. Thompson, A. and Gamble, J.

6th Grade Math Word Problems with Answers

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Is the world more or less stable after the end the cold war - Essay Example Particularly, both Russia and United States broke underlying war tensions that they suffered for over four decades. Shortly after World War II, the Cold War became inevitable as both Eastern and Western blocs expressed their bid to become superpowers. Massive investments in this respect crippled social, economic, and political developments around the world. As a result, rival countries focused on their enemies at the expense of the local population. After the Cold War, concerns and interests for local populations heightened. An economically crippled Russia had to strategize on social and economic growth as financial crisis loomed in the country. On the other hand, United States and her NATO allies mobilized resources for both domestic and international progress. These domestic interests and subsequent bids for global economic and political transformation changed international relations in diverse and dynamic ways. An end to the Cold War came with the dissolution of the Soviet Union (Hogan, 1992). This marked the start of a long process of diplomatic relationships among global countries. For the United States, it was time to influence global political developments as the only standing superpower. To do this, United States installed military alliances and posted troops in different countries around the world. In so doing, United States pushed for a more stable world in the post-Cold War era. The presence of U.S military in foreign states carried no war-like threats or intimidation. Rather, foreign nations welcomed the move because it favoured global peace and coherence. Critical to note, however, is that such a move was not expected to be plausible to every state that hosted U.S military personnel. The successful installation of military alliances and posting of military personnel in foreign countries was not without challenges. Amid critical underlying challenges, the presence of U.S troops around the

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