Wednesday, October 30, 2019
Strategic Management Essay Example | Topics and Well Written Essays - 250 words - 4
Strategic Management - Essay Example ALDI opted for conservative methods to offer better quality and reduced prices. The strategy is presented to hold numerous benefits in expansion and retention of an increased market share. Furthermore, ALDI utilizes cheaper measures in advertising as compared to Amazon that spends majority of finances in marketing. This places ALDI at a paramount position to expand and increase the profits with increased income and reduced expenditure, especially in marketing (Stubblefield, 2006). The post critics on the shopping trends of consumers and the focus placed on the comparison of Aldi and Amazon. The German Aldi stores stock mostly their products and offer lower cart value at $0.25. The company saves money through failing to accept credit cards. This includes increased purchase of the cheap products to generate revenue. Amazon offers value in products through the online stores. This generates easier measures in shopping to offer the convenient sopping measures. These are the differences in the two stores with the consumers offered cheap expenses in Aldi and the convenient Amazon. These stores may serve as supplements in their positioning since they satisfy consumers in varied manners. The post offers the challenge on the preference of a company based on the strategies that they incorporate in their marketing
Monday, October 28, 2019
Cherish the Childrens Thinking Essay Example for Free
Cherish the Childrens Thinking Essay Do you think teachers should cherish the children’ s thinking? Most people think the teachers should treasure the children’s thinking and give the children a space to think freely. It is important for children to cherish their chance to think freely, because they may lose the imagination when they grow up. If all people in the world do not have imagination, this world would not have some new technology products and this society won’t progress. This world needs to keep the pace of progress because no progress is backwards, for example the gasoline is less and less in the world, if scientists can’t create a new energy, then gasoline will disappear. So, this world need to progress by imagination and creativity. The teachers should train and treasure the children’s imagination in order to develop this world and keep progressing. Nowadays, most people have lost the ability of imagining because they had seen too many real things, for example they can’t believe there are some aliens in this world. However, the children believe that the aliens are real in the world because the children are naà ¯ve and willing to trust anything. Thus, teachers should cherish the children’s freedom to think and make their thinking positive in order to develop their own better, earn more academic knowledge and change their lives in the future. Firstly, in order to get a better development of children, the teacher should make children’s thinking more positive. Ho (2007) argues that the American education is not advanced, but it is better in other ways than other countries from the article called â€Å"We Should Cherish Our Children’s Freedom to Think†. (page112) He compares the education of him and his son and discovers they are very different. He had to memorize something about academic knowledge, for example the main cities in the world, lines for Hamlet and a number of math formulas. In contrast, his son studied everything by some experiences, for example he drew a map from his home to school and label every street and building he passed when he was six years old. (Ho, 2007, page112) He agrees this learning method because this kind of education can help the children develop their ideas and creativity. The children are the hope of world, so the teacher must use current and suitable methods to educate the children in order that children develop better. Secondly, if the teachers make students study in the process of playing games and answer the questions actively, the children will earn more academic knowledge. If the children’s ideas are accepted by their teachers and their teacher praise them, the children will keep their thinking and want to get more praise. In this case, the teachers should praise the positive ideas of the children and veto the negative thinking. Ho’s teachers answered the question and gave them a correct answer only when they asked, and he didn’t have a chance to make a decision in many cases. However, his son got a good laugh and an A grade from his teacher when he asked his teacher question and told his teacher his ideas. (Ho) And Ho’s son learned the knowledge of history through play the role. (Ho) Those are good ways to educate, b ecause this way can make the student more confidence, more interested in study and study more industriously. Thus, they will get more academic knowledge. Finally, the people will be able to change their life through some original ideas if they keep their imagination and creativity. Nowadays, this world needs more new products that can attract your eyeballs. If you have the abilities of imagination and creativity, you can change the world. For example Steve Jobs, who is a legend in the world, changed the whole world. Because of his ideas, he created many technology products called iPhone, iPod, iMac and so on. Those products all changed the habits of people, for example many people always put the iPhone in the hand and watch it. Thereforeï ¼Å'the people of the whole world are fond of his product designed by him. Then he had become a rich and excellent man. Thus, we should treasure the thinking of childrenï ¼Å'either kill the imagination in order that they can get a better life in t he future and change this world. In conclusion, American education can make children think freely. For example Ho’s son drew a map when he was six years ago. Special method that is to praise children and play the role can make children earn more knowledge. Keeping the children’s thinking may make them get better life and become a person who can change the world such as Jobs. I think most countries can change their system of education and the teacher should use other ways to educate children. They should respect the children’s ideas and do not kill their imagination and creativity in order that children develop better, earn more knowledge and change their lives and world.
Friday, October 25, 2019
Public Relations on Campus :: essays research papers
Public Relations on Campus      There are many problems on campus that could use public relation strategies. One that most comes to mind is the local business participation in campus activities. There are many local businesses that show support in Middle Tennessee State University at their bars or clubs, but they cannot be found at an on-campus event. It is like they use MTSU to improve their business and their name, but they cannot repay the favor. But to their surprise, they could use sponsoring campus activities as an excellent source of advertising.      The public relation strategy that they could use is coordinating special events. By being partial sponsors to these campus events, they could get their name out to numerous college students. In my opinion, this would probably be the best source of advertising for local bars or clubs welcoming college students. Sponsoring special events could increase the business in local companies while meeting the PRSA ethics code. RATV April 1, 2002 The Experience of M*A*S*H      For my interview, I chose to question my father. He said that through all the mediums of media, he could best relate to and remember the 1970’s hit series, M*A*S*H. He told me how it first started as a book by Dr. Richard Hornberger and later evolved into a movie and one of the highest rated television shows in history. He said that the show started in 1972 and ended eleven years later in 1983. Over its eleven year run, the show consisted of 256 episodes and countless awards. My father said that this show was very easy to relate to in that time and fit for anyone to watch. Through raw comedy, compassion, and drama, M*A*S*H became a household name and an addiction for many television enthusiasts like my father.      The comedy of M*A*S*H is what mostly attracted my father to the television every week. He said that the cast was irreplaceable and could never be duplicated.
Thursday, October 24, 2019
Police Professionalism Essay
Professionalism refers to the skill, competence or standards expected of a member of a profession. It involves the adoption of a set of values and attitudes by members of an occupation that are consistent with a professional ideology. Professionalization is a process of legitimization an occupation goes through as it endeavors to improve its social status.            The various characteristics of a profession include the following (Roberg and Kuykendall, 1993). A well developed body of professional literature materials. A high degree of generalized and systematic knowledge with a theoretical base. This is achieved through research. A high degree of self control of behavior governed by a code of ethics. The code of ethics is a statement of values ensures a high quality of serving. It   also guarantees competency of membership, honor and integrity. The code is a direct expression of the profession’s principles of service orientation. It emphasizes no personal gain and protection of the client. Membership in professional organizations and associations. Dedication to self-improvement. Existence of a unique, identifiable academic field of knowledge attainable through education. There is a system of testing the competence of members.  Police professionalism has been a focal point in the past for police reformers. The ambiguity of the role of the police has however seriously hampered efforts to professionalize the police because deciding on the proper role of the police is a necessary step to outlining steps towards professionalism.            Police professionalism can mean different things in different places and at different times making agreement on the requirement for a professional police force unlikely. Police professionalism may refer to police organizations as police officers, or both. Some police administrators refer to tangible improvements such as latest technology like computers and weaponry, as signs of professionalism. However this is not true in reference to the characteristics of professionalism.            Currently the police are struggling to meet the requirements of a profession. Clearly there is a growing body of professional literature on the police. Some Journals like police studies and America journal of the police contain reports of police research. There are also penodicals and a rapid expanding number of government reports on police that contribute more information on police operations and organizations.            A code of ethics for the police has been developed and modified by the International Association of heads of police. Although some police may be unfamiliar with its contents, indications show that many officers know the code exists. However the code of conduct offers little control over the police. This is because there is no professional standards committee that reviews and sanctions police for the violation of their own code. (Gaines, kappeler & Vaughn, 1999).            There are a number of professional policed associations especially for chief executive officers. Organizations like Fraternal Order of the police are oriented toward rank-and-file officers as well but they have typically served as organizations and collective bargain agents. In recent years there has been expansion of professional organizations among police planners, investigators and others.            On dedication to self-improvement, currently there are no national minimum standards for either departments or police personnel. Many states do not even allow training on a constant basis after completion of the basic training program. However among the progressive police personnel, there is an increased interest in establishing high police officer standards.            A study in police has lately emerged. Many college-level academic programs in policing and criminal justice have emerged. Regardless of the quality of the programs and consensus on the topics covered in these programs, there is increasing number of officers earning undergraduate and graduate degrees in police science, law enforcement, and criminal justice programs.            Regardless of these achievements however, attainment of police professionalism remains an elusive goal. Dedication to the attainment of professional standards exists among some police executives and totally lacks among many others.            Many officers resist this pursuit of professionalism on the basis that their jobs are blue collar shift works that involve little need for advanced education. This reduces dedication to self-improvement. In addition unionization of police officers sometimes inhibits progress toward professionalism. Therefore there cannot be a universal number that will accurately reflect the police personnel needs of all jurisdictions. There are various ways of determining the appropriate number of police personnel for a given jurisdiction (Roseberg & Kuykendall, 1993). These include; Intuitively. Comparatively. By workload. The intuitive approach involves little more than an educated guess and is often based on tradition (personnel numbers from previous years). The approach is based on the number of crimes cleared or total number of arrests. These means, many administrators may demand more police officers be hired as crime rates increase. However it is noted that differences in crime rates should not be attributed to variations in the number of police. The research conducted by Bayley, 1994 found out that increases in the number of police closely parallel increase in crime rates. People tend to hire more police when crime rates increase, but this has no effect on the rate of crime increase. Comparative approach involves comparing one or more urban centers like cities using the ratio of police officers per one thousand population units. If the comparison city has a higher ratio of police to population, it is assumed that an increase in personnel is justified to at least the level of the comparison city (Roseberg & Kuykendall, 1993). The exclusive use of this method to compute police personnel needs is not recommended. Communities have unique characteristics concerning areas covered, crime rates, economic strength, mile of roads and others. These have an impact on the quantity of personnel required to fulfill service requests.            Workload requires a clear information system, expressed performance standards, well-elaborated community expectations and prioritization of police activities (Roberg & Kuykendall, 1993). The workload analysis of patrol usually involves various steps which include documenting total patrol workload occurring. Determining the time taken to handle the workload, translating the data into number of patrol officers required, determining the number of patrol officers needed on different days and times and how best to assign patrol officers to various areas (Cordner & Sheehan, 1999).            The computation of patrol workload is complicated by the issue of uncommitted crime. Sometimes measurement of police demand services can be based on â€Å"work generating†variable like citizen calls for police service and others.            Although the workload analysis has been shown to be methodologically sound, few jurisdictions use this form. Administrators cite the cost, complexity of the formula and extensive data collection as the limitations that hinder using the workload formula. References Bayley, D. (1994). Police for the future. USA: Oxford University Press. Cordner, G. & Sheehan, R. (1999). Police Administration. USA: Anderson Pub. Co. Gaines, L., Kappeles, V. & Vaughn, J. (1999). Policing in America. USA: Anderson Pub. Co. Roberg, R., Kuykendall, L. (1993). Police and Society. USA: Wadsworth Pub. Co.
Wednesday, October 23, 2019
AGRANA †From a local supplier to a global player Essay
The home market from the European Union is one market which everyone has free movement with goods, services, capital and people. This was not always the way if we look back before the time of the EU we had a Europe which was overfilled with conflicts and wars. Because of the foundation of the EU we got a lot of opportunities in the Western Europe and in Central and Eastern Europe but also challenges because it’s not easy to bring so many different countries together with different rules, cultures, norms and ethics under one big Union. Western Europe The Western Europe refers to the countries in the west of Europe, where the distinction is different depending on the context. But the borders between Western Europe and CEE were once determined by the ratio of power between USA and UDSSR during the Cold War. Europe was then divided in half by the Iron Curtain. Opportunities: One big opportunity for Western Europe is that the firms can get cheap human capital for their own work. Even today a blue-collar worker in Germany earns a lot more than in Poland. Another point is that the firms can invest in other enterprises from the CEE. So they can grow extremely fast as we have seen this with the AGRANA Company. With the difference in culture between Western Europe and CEE the firms can enter in a new market which can be really profitable. Challenges: But the fact, that the firms can get so cheap human resources, is on the other hand also a problem. Because of the cheap human resources, the own home country workers will lose their job and the unemployment rate of the country will rise. Another challenges is, that firms from the CEE area can expand to the Western Europe area, so there is the danger, that it will get dumping prices. The other culture and norms makes the whole situation a lot harder. The firms have to consider lots of different aspects. When they don’t do that the new branches cannot rise and flourish in the CEE countries. These are a few challenges for the Western part of Europe and it is not easy to solve these problems. Central and Eastern Europe The Central and Eastern Europe countries include all the Eastern bloc countries west of the Iron Curtain, which was collapsed in 1989-90. Also included are the three Baltic States Estonia, Latvia and Lithuania. Opportunities: For the CEE states the integration of EU markets brought with it many opportunities to grow economically and politically. One of the big opportunities is that the CEE countries can benefit from the higher level of living from the Western Europe countries. Everybody can work easier and live in another country. So if you want to leave your home country and settle down somewhere else that is no longer a problem. We still see this phenomenon to this very day in the Western European countries. More and more people are coming to live in the country than emigrate. The firms which can make business in the CEE countries are creating new workplaces and paying taxes on the profit. So the whole country and the government have the chance to raise their level of living. Challenges: Of course there are on the other side also challenges for the CEE countries. One of them is that the countries have to pay attention to their own experts in the country. A lot of firms in the Western part of Europe want to win the elite of the country over. This can be very dangerous for the own economy. The second aspect is that because of the globalization the poverty gap is getting bigger and bigger every day. The CEE countries have to be very careful that they don’t lose the access to the industry states. Question 2: From a resource-based view, what is behind AGRANA ´s impressive growth? â€Å"AGRANA was founded in 1988 as a holding company for the Austrian sugar and Starch industry. Operations started with 3 sugar plants, a potato starch plant and a corn starch plant.†â€Å"Nowadays, AGRANA is one of the leading suppliers to the multinational brands around the world with revenues of US $ 2.6 billion and capitalization of $1.4 billion. In the last two decades, it has become a global player with 52 production plants in 26 countries with three strategic pillars: sugar, starch and fruit.†The resource-based view focuses on a firm ´s internal resources and capabilities, for instance rare knowledge in the refining and processing of agricultural raw materials like AGRANA. These specific knowledge is a big advantage for the AGRANA company and not easy to copy by other competitors. â€Å"After the reorganization of the European sugar market by the European Union, AGRANA was motivated to look for new directions to ensure future growth of the enterprise. AGRANA decided to diversify into the fruit-processing sector in the future.†This was a really well-chosen decision, because AGRANA was able to transmit their core competence of the refinement process comparatively easy to the fruit sector. With the existing knowledge â€Å"AGRANA focused on fruit preparations and the manufacturing of fruit juice concentrates to sell them globally to fruit juice and beverage bottlers and fillers.†An analysis of the dates of the Tables 4.1a and c (AGRANA plant locations) shows, that the fruit sector is mostly responsible for the impressive growth of the AGRANA Company in the last years. In only four years (from 2002/3 to 2006/7) AGRANA ´s plant locations increased from totally 20 plant locations (15 Sugar, 5 Starch, 0 Fruit) to 53 (10 Sugar, 4 Starch, 39 Fruit). It is noticeable that during these four years the reduction of the number of sugar and starch plants was completely compensated by the new fruit plant locations. Moreover, AGRANA expanded during the growth period across the world. Especially with the fruit sector AGRANA practiced plant ´s in countries like Argentina, Brazil, China and USA for example. The key to the impressive growth of AGRANA and particular the fruit sector were firstly acquisitions and secondly â€Å"the ability to integrate those acquired into the group to realize synergistic effects†. It started with the acquisitions of Denmark ´s Vallo Saft (presence in Denmark and Poland) and Austria ´s Steirerobst (presence in Austria, Hungary, Poland Romania, Ukraine and Russia) in 2003. Furthermore, this was followed by acquisitions of France Atys Group (largest acquisition, 20 plants across every continent), Belgium ´s Dirafrost and Germany ´s Wink Group. â€Å"AGRANA ´s most recent expansion was a 50-50 joint venture with Xianyang Andre Juice Co. Ltd. in China.†The chosen consistent acquisitions policy of AGRANA ´s CEO Johann Marihart was only possible because of existing relationships and a huge amount of capital. AGRANA benefited from existing relationships to the food and beverage industry from the sugar and starch sector, whereby the diversification into a new sector was a bit more straightforward. With the existing relationships it was easier to find on the one hand acceptors for the new AGRANA products and on the other hand new business partners in the area of distribution for example. Furthermore, â€Å"Johann Marihart believes that growth is an essential requirement for the manufacturing of high-grade products at competitive prices.†For this very reason, AGRANA is prospecting for new growth opportunities in the future. Hence, AGRANA has started to diversify into the biofuel sector to ensure future growth and expansion of the company. Question 3: From an international perspective what challenges do you foresee AGRANA facing as it continues its expansion into other regions such as Asia? The impressive growth of the AGRANA Company is connected with an expanding strategy in Europe as well as in other continents like America and Asia. With this strategy AGRANA discovers new regional, cultural and language challenges for instance. AGRANDA already have a lot of experience in Asia because in 2006 they acquired a 50 % stake in concentrates manufacturer Xianyang Andre Juice Co. Ltd the company is located in the province Shaanxi China and also in 2008 AGRANA started a second joint venture for apple juice concentrate in Yongji China. But maybe they might have the problem of adapting to a different business culture. The business model that AGRANA use in Europe and the western world might not work as well in Asia. AGRANA will have to be flexible and adapt to the business characteristics of that certain country that they expand too. Many Asian countries have certain business characteristics that are deeply related to the countries tradition and these traditions will not in most cases be changed. Because of this many of AGRANA’s business standards such as work ethics and management styles may not match up well with Asian culture. In Asia a lot of administrative tasks that have been made easy in the west can be very time consuming. Many procedures that would be handled electronically in the West need a lot of paperwork which need to be filled out and stamped by hand. Cultural misunderstanding from miscommunication could be one of the biggest challenges that AGRANA will have to face. It might be very hard to make a business deal in Asia because of communication problems as there are a lot of English speakers in Asia but not many of them would have a strong enough understanding of both Chinese and western culture to help in business negotiation situation. Also Many Asian countries have high context cultures and AGRANDA would be more used to operating in low context cultures like in most of Europe. â€Å"In high context cultures communication relies upon unspoken conditions or assumptions.†This means that â€Å"yes†does not necessarily mean â€Å"yes†and this could be a major challenge for AGRANDA as they would not be used to this. Also another challenge that AGRANA might face would be that their products might not be as popular in these regions and because of this it might not be as profitable for the company to open a branch in Asia. Some of the infrastructure might not be very good in some eastern Asian countries so things like transportation of their products might not be delivered very safe or as efficient as in their European branches. Also because of climate and pollution it might cost more money to keep the products fresh. ARGANDA might have trouble with human resources because in the western world employees give a lot of responsibility and would have more flexible lines of authority whereas most of the Asian workers are more accustoms to a hierarchical structure in which each worker has their own role. All in all AGRANDA cannot guarantee success in another region but if they stay sensitive to the areas culture and local traditions for instance they can at least avoid some basic mistakes. Question 4: Compare the growth strategy of AGRANA to that of Danisco, one of its competitors in the sugar market. Which strategy do you expect to be more sustainable in the long run? To sum up the second question, AGRANA ´s impressive growth strategy is affected by acquisition associated with the diversification into the fruit sector. AGRANA acquired competitors particularly in Europe and expanded around the World and led them to be one of the biggest players. â€Å"The Danisco Company is a Danish bio-based company with activities in food production, enzymes and other bioproducts as well as a wide variety of pharmaceutical grade excipients.†â€Å"Danisco employed 6800 people in 17 countries†and â€Å"is one of the world’s leading producers of ingredients for food and other consumer products and was also one of the biggest sugar producers in Europe until the divestment of its sugar division to Nordzucker in 2009.†However, to look at the things in the right sequences: â€Å"Danisco had been created in 1989 by a merger of three companies aiming to create a strong Danish company that could compete in the EU common market after its completion†The new company reinforced the foods, food ingredients and packaging businesses, particularly in the sugar sector, â€Å"Danisco first consolidated its dominant position and Denmark, and then grew by acquisitions.†But after the reorganization of the European sugar market and also because of the intensity of competition in the sugar market, Danisco was motivated to alter and started a longtime transformation process. In 1997, the new CEO Alf Duch-Pedersen of Danisco â€Å"started focusing on becoming a global food ingredients company.†During the following years, Danisco started to acquire lots of ingredient and similar companies to initiate the transformation. The first step to become a global food ingredients company was to acquire the Finnish ingredient company Cultor in 1999 and at the same time the divestment of the De Danske Spritfabrikker Company (spirits and liqueurs) and branded foods and food packaging. In June 2004, â€Å"Danisco acquired the Rhodia Food Ingredients Company which becomes Danisco ´s dairy cultures division. The division is one of the two leading producers of dairy cultures and food safety products†. Rhodia is located in France and is an international operating company with a worldwide presence in Asia Pacific, Latin America and North America for instance. This will be followed by the acquisition of Genencor International in 2005, â€Å"which became Danisco ´s enzymes and bio-chemicals division†. Furthermore, Danisco invested in new research establishments in Shanghai, China for example. In contrast to AGRANA, Danisco divested as well, for example the flavor division to Firmenich. But the most important decision was the divestment of Danisco ´s sugar division to the German Nordzucker AG. With the divestment of the sugar division, which was one of its main divisions in the past, the transformation process was completed. During the transformation process the internationalization of sales of the company increased rapidly. It is mentioned that the sales outside of Denmark rose from â€Å"69 per cent 1995 to 88 per cent in 2004 and over 95 per cent after the sale of the sugar division†. In addition, it is impressive to see that the turnover of Danisco was â‚ ¬ 1.7 million in 2009 and that the turnover consisted mostly of all the continents, that means that Daniso has become a global player operating all over the world. â€Å"After the transformation, Danisco was positioned as a specialized supplier of food ingredients based natural raw materials. Its customers included global food giants such as Unilever, Kraft, DANONE and Nestlà ©, as well as regional and local players in all major economies.†In a final step, Danisco were acquired by the DuPont Company in 2011. â€Å"Danisco ´s attractive industrial enzymes and specialty food ingredients businesses have clear synergies with the DuPont Applied BioSciences and Nutrition and Health businesses.†This merger advances both companies ‘global efforts to provide sustainable solutions and to ensure future growth and expansion of the company. Summing up one can say that AGRANA grew by acquiring a lot around the world and by diversifying their business. Danisco grew by internationalizing their sales, transforming their business to the leading producers of ingredients for food and selling their previous businesses in order to focus on the new ones. The most important difference between these two growth strategies is that AGRANA wanted to ensure future growth by diversifying into other products with their existing knowledge. Danisco wanted to guarantee future growth by transforming themselves into a leader in a niche market. To answer the last question we want to define â€Å"Sustainability in the long run†. Sustainability or sustainable strategy at its most basic level â€Å"suggests that a company will improve its chances of survival in the future by ensuring that resources used by the business are responsibly managed and maintained.†Moreover, â€Å"in business, it is the ability of a company to develop and implement winning strategies that lead to long-term success†and the ability to decide â€Å"when to stay on course with the proven strategies or when it is time for change.†We expect the AGRANA’s strategy to be more sustainable in the long run thanks to their diversified sources of income such as their three main pillars: starch, sugar and fruit. AGRANA has more sectors to play on so AGRANA is not as dependent of a specific product sector like Danisco if business does not go as planned. The opportunities of growth are also bigger, because AGRANA has more capital and AGRANA has more companies to sell their AGRANA products to in the future because AGRANA is present worldwide and especially in emerging markets. In addition, AGRANA is part of a safe market, AGRANA ´s three pillars are always in demand also due to the fact that the earth population will grow. Moreover, AGRANA could enlarge their product line by diversifying to another sector with their existing knowledge as well as the fruit sector. All in all, AGRANA has a very good sustainable business strategy and we think that AGRANA will continue to be very successful in the future. Resources: http://www.danisco.com/about-dupont/duponttm-daniscor/history/ http://www.agrana.com/en/agrana-group/about-agrana/history-of-agrana/ http://www.us-pacific-rim.net/the-five-biggest-challenges-for-businesses-in-china.html http://www.mapconsulting.com/articles1-177/BusinessSustainabilityTheStrategiestoAchievetheLeadershiptha- tMakesItHappen http://www.wisegeek.com/what-is-long-term-sustainability.htm http://www.rhodia.com/en/about_us/worldwide_presence/index.tcm http://en.wikipedia.org/wiki/Agrana#History
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