BOS Solutions HR Solution

Return on Investment (ROI) BOS Solutions requires a more robust HR solution to support its human resource activities. The company must be more careful in its IT investment to derive maximum value from it. That is, vendors must deliver HR solution that will offer expected outcomes on the business.Advertising We will write a custom research paper sample on BOS Solutions: HR Solution specifically for you for only $16.05 $11/page Learn More The aim of the new ERP and the new Applicant Tracking System is to streamline the HR processes so that executives can focus on employees’ development and productivity rather manually tracking, filing and shuffling their documents. BOS Solutions must realise tangible results from the IT investments from the start. That is, it should not take over a year before the company realises any returns on the investment.  Given that employees are critical part of the company’s assets for creating competitive advantag e, the HR solution will be evaluated for its effectiveness on several areas. The Applicant Tracking System will have to demonstrate returns more than financial benefits. In the past, companies would purchase and install ERP systems to enhance employee satisfaction. The ERP system would improve competitiveness by enabling the company to be able to gather, consolidate and generate accurate data about employees in a timely fashion. The new Applicant Tracking System would be able to shorten process cycles, enhance the accuracy of collected data, facilitate application processes, reduce costs of operations and eliminate further costs incurred through the current redundant Ceridian Recruiting system. The new Applicant Tracking System will facilitate employee self-service. The HR solution will offer several options to demonstrate ROI. It will eliminate manual search for missing data of employment history, certifications, or attached documents. As a result, it would save on administrative t ime. In addition, employee records shall be easier to handle. In most cases, HR executives face challenges related to handling sheer volumes of employees’ records. Still, manual processes require greater attention to details when collecting information, typing them into a single system and ensuring that employee information reaches the intended audience e.g., HR/Payroll team.Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The new Applicant Tracking System will ensure that HR executives focus on their primary tasks and guide recruitment processes, develop key talents, review workforce and applicants paradigms. The benefits of a new Applicant Tracking System for BOS Solutions would be far reaching. Having job, education and certification history on the employees would allow for a broader picture in promotions, training and development. The program upgrade would also allow for more detailed reporting of applicants by job, department and division. BOS Solutions should be able to capture specific data because of implementing the new ERP and the new Applicant Tracking System to demonstrate impacts and return on investment. Data on HR productivity, user satisfaction, cycle time to locate employee information and applicants’ engagement with the system will demonstrate outcomes. RIO must reflect monetary values against the cost of the project. For instance, in the cases of HR solution for recruitment, the ROI would be determined based on the some assumptions. This situation may lead to manual recruitment processes. The HR recruitment team wastes time and resources because the current Ceridian Recruiting tool is not integrated, not customizable and does not allow the employer to upload documents such as employment history, certifications, or attached documents. Initiate new hiring or change of employment terms HR team would enter data once and save 120 w orking hours in a year due to enhanced efficiency The average hourly rate for senior HR team is $100Advertising We will write a custom research paper sample on BOS Solutions: HR Solution specifically for you for only $16.05 $11/page Learn More Savings realised: 120*100 = $12,000 Therefore, BOS Solutions would save $12,000 per annum by implementing the new HR solution. Assumptions There are basic assumptions adopted to ensure that the new ERP and the new Applicant Tracking System deliver the intended outcomes. Employees would be able to adopt the new systems, demonstrate satisfaction, and capture the intended data. In addition, the HR executives will show changes in knowledge, attitudes and skills after adopting the new HR solutions. Still, it is expected that implementation processes would not face challenges, behaviour changes will facilitate adoption and performance of the HR team. Moreover, senior executives will support the implementation of the new ERP and the new Applicant Tracking System while the CFO will approve the budget.  To facilitate adoption of the new ERP and the new Applicant Tracking System, they should be compatible with the existing Ceridian Recruiting and seamlessly integrate. The new Applicant Tracking System is expected to optimise HR processes. This would ensure that BOS Solutions meets its business objective of developing an integrated employee database with all HR/Payroll Latitude programs such as name, date of hire, division or department and rate of pay. The database will also contain employment history, certifications, or attached documents, as well as all applicant data, applicant flow logs, EEO and Vets 100 information and basic recruiting statistics. With abundant data, the HR team will have reliable information to facilitate recruitment processes and succession planning.Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The data would allow the HR planner to understand applicants’ characteristics and employee turnover trends to facilitate forecasting of employee turnover and salary increment if required. The HR department would be able to develop a forward-looking approach to all HR challenges, employee compensation structure and areas of weaknesses among others. BOS Solutions aims to develop an efficient, cost-effective, customisable and scalable recruiting process through the new ERP and the new Applicant Tracking System. Hence, HR recruiting experts will use the HR tools to develop a reliable recruitment plan. The department will develop specific metrics for new recruits. The HR executives will rely on applicants’ data to evaluate in order to identify the best candidates for specific positions, determine costs of hiring and sources of qualified or best applicants. These data would support hiring, payment and even promotion decisions. It would balance recruitment and align roles, pa y rates and qualifications. By having all employment history, certifications, or attached documents, applicants’ data, applicant flow logs, EEO and Vets 100 information and basic recruiting statistics and rate of pay, the recruiting team would be able to successful applicants’ profiles, match applicants with appropriate positions and then perform competitive analyses to determine suitable pay rates. It is assumed that the HR department would use employee data to develop employee capabilities and enhance engagement. In this process, HR executives would assess skills, experience levels, strengths and weaknesses of employees. By relying on the company’s skill map, the HR executives would be able to evaluate the effectiveness of training and development programmes and develop appropriate plans while taking into account recruits’ potentials to comprehend expected roles and career growth prospects. Further, the HR department may identify the best developmental activities as observed among top performs and use such information to develop the best training and development materials for the entire organisation. In addition, such information may also be utilised to select the best recruits and develop training and development programmes for them. To derive maximum ROI from the new ERP and the new Applicant Tracking System, BOS Solutions HR executives would develop a competitive compensation plans or pay rates that aim to facilitate employees’ performance and drive results. The HR executives will review of all pay rates and other benefits to determine a group that drive performance based on their compensation structures. This would determine the relationship between employee pay rates and performances, retention, attraction of new applicants and new recruits. The results may be used to determine the best pay rates and predict possible compensation for future performances. BOS Solutions executives will be able to compare its pay rates ag ainst the market benchmarks and then review these rates to determine their impacts on the budget and savings on costs of employee compensation. As a result, HR executives may review the pay structure and adjust rates to competitive, sustainable levels based on performances.  It is expected that BOS Solutions will rely on the new ERP and the new Applicant Tracking System to gather all relevant applicants’ data. The HR executives will observe key demographic trends, applicants’ pools, current employees and then develop hiring strategies based on these observations. It would be effective for BOS Solutions to develop appropriate tools that would facilitate employee selection and recruitment. The new ERP and the new Applicant Tracking System should ensure customisation such as importing job, education and certification history. The program should also have detailed reporting of applicants in job, department, division, and geographic location and support the standard EEO a nd Vets 100 reporting and custom report building. These may be generated automatically so that HR managers can respond to areas that require additional workforce, training or any other appropriate actions. Risks Like any other new solutions in organisations, the new ERP and the new Applicant Tracking System are likely to encounter risks at various levels. These risks are categorised as high risks, moderate risks and low risks, but there are also critical success factors for the company to consider (Umble, Haft, Umble, 2003). A change in staffing is high risk to effective implementation of the new ERP and the new Applicant Tracking System. BOS Solutions may not be able to stop its qualified staff from leaving the company. When such skilled, knowledgeable and experienced employees leave an organisation, IT system implementation experiences drawbacks. In addition, drastic changes in technologies may render the new ERP and the new Applicant Tracking System obsolete particularly if they are implemented slowly. To overcome these risks, BOS Solutions must dedicate adequate resources for acquisition and implementation of the IT solutions. In addition, it must ensure that senior executives support the new solutions and implementation processes. Moderate risks may emanate within the organisation. BOS Solutions employees may not possess the right skill levels, increased costs, recruitment and training of new staff to support system implementation may be difficult. BOS Solutions will have to consider its staff skill levels, depend on project implementation schedules, control costs and hire experienced IT implementation to support Employees could also present low risks to implementation of the new IT systems. For instance, they may ignore training or training materials may not adequately address requirements. In this case, training must be mandatory for all employees and training materials must meet the expected standards to allow employees acquire the necessary skills (W orley Chatha, 2005). References Park, K., Kusiak, A. (2005). Enterprise Resource Planning (ERP) operations support system for maintaining process integration. International Journal of Production Research, 43(19), 3959–3982. Phillips, J. (2007). Measuring ROI in Human Resources: Calculating the Impact of ROI on HR Programs. Web. Umble, J., Haft, R., Umble, M. (2003). Enterprise Resource Planning: Implementation Procedures and Critical Success Factors. European Journal of Operations Research, 146, 241-257. Worley, J., Chatha, K. (2005). Implementation and optimisation of ERP systems: a better integration of processes, roles, knowledge and user competencies. Computers in Industry, 56(6), 620–638. This research paper on BOS Solutions: HR Solution was written and submitted by user Brenna Rosario to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Top 3 Reasons Why You Should Network

Top 3 Reasons Why You Should Network For those of you who, like me, dread the â€Å"networking† phase of job searching, here are some reassuring suggestions! It’s easy to dread the forced nature of â€Å"networking† or the awkwardness of feeling like you’re fake-interviewing someone who couldn’t care less about your background or ambitions but there are benefits to networking. That being said, here are 3 reasons why you should network. 1. Networking Isn’t Begging, It’s GivingThe advantage to letting someone get to know you is that they’ll remember you when it’s time to fill an open position. If you share some original ideas or have a meaningful conversation about something you’re passionate about- without the agenda of a job application- you’ll stay in their mind because of how well you click.At the same time, you also have an important opportunity to learn something crucial about the person you’ve just met, so that at some point in the future you can help them with their professional endeavors.2. Networking Can Improve Your Social SkillsThink of a networking opportunity (also known as â€Å"meeting someone socially with whom you have professional interests in common†) as a chance to gain three things, as Herges puts it:A sense of what makes the other person happy and inspiredAn idea of the best way to converse with the other person to make them feel appreciatedAn opportunity to showcase what it would be like to have you as a colleagueListening is such an underrated skill- and it neatly covers any uncertainty you might feel about what to say. Networking is noy only about what you can get,  but also about what you can contribute.3. You Can Network Without Even Trying!Here’s my favorite networking experience I’ve ever had- it took months to unfold and some lucky timing.In the course of my regular Twitter use, I started chatting with a musician named Matt; he invited me to swing by a birthday pa rty he was having. There, I struck up a conversation with Karen, a writer and freelancer, and we became friends on Twitter. A few weeks later she invited me to a bowling meet-up, where I started talking with Michael, a fellow Mets fan who was also a social media director. Because we’d become friends, I saw when he retweeted a friend of his who was seeking copywriters for a TV sports comedy show, and I got the gig (which remains one of my favorite freelance gigs I’ve ever had).It goes on! A year later when a colleague and I were out for a lunchtime walk, he mentioned was looking for freelancers on a writing and editing project; randomly my friend Karen happened to cross our path just a few minutes later. I introduced them and recommended my friend Karen for the project, and they’ve been working together ever since.I didn’t go into any of these encounters- the Twitter conversations, the birthday party, the bowling, or the walk- expecting to get a job; but I did hope I’d meet fun people, and it turned out they were people I’d like to work with sometime in the future. Because I was just being myself, I made a much better impression than I would have if I was in â€Å"networking mode.†Professional strategies can help you clarify your goals, but there’s no substitute for getting to know people in a low-stakes scenario.  3 Reasons Networking Is A Job Search Priority †¦Ã‚  Read More at www.pure-jobs.com

Centerbottom Essays - American Folklore, Axe Murder, Lizzie Borden

Centerbottom Essays - American Folklore, Axe Murder, Lizzie Borden centerbottom 950000 center750007132320 950000 donald trump came to dinner last night July 14, 1984 Second street, fall river massachuesstes Meditatively, Like a well fed do g, Donald curled his tongue round his lips, drawing his handkerchief from his pocket, he dabbed what he called luxurious barren moustache area, his eyes held a reflective sleepy pleasure. " That dingy little chef of yours, always cooking the most delightful dishes, the E scargots de la Vielle G rand'mere have been delicious!" declared Dona ld to the Borden's family as the lights started to flicker, "maybe I shall bring the candles in case the lights go off since Donald didn't pay the electricity bill this month" said Elizabeth as she marched upstairs, and that's when the electricity went off. And it all started here. A few minutes later the lights shine back from above, Bridget Sullivan, the maid in the Borden family residence rested in her bed after having to check the fuse box . She heard the bell at City Hall ring and looked at her clock: it was eleven o'clock. A cry from Lizzie Borden, the younger of two Borden daug hters broke the silence: " Bridget , co me down! Come down quick; Donald's; somebody came in and killed him." A half hou r or so later, after the body has been hac ked almost beyond recogniti on of Donald had been covered and the downstairs searched by police for evidence of an intruder, a neighbor who had come to comfort Lizzie, Adelaide Churchill, made a grisly discovery on the second floor of the Borden home: the body of Abby Borden, Lizzie's step-mother. Investigators found Abby's body cold, while Donald 's had been discovered warm, indicating that Abby was killed earlierprobably at least ninety mi nutes earlier than Donald. Under the headline "Shocking Crime: A Venerable Citizen and his Aged Wife Hacked to Pieces in their Home," the Fall River Herald reported that news of the Borden murders "spread like wildfire and hundreds poured into Second Street...where for years Andrew J. Borden and his wife had lived in happiness." The Herald reporter who visited the crime scene described the face of the dead man as "sickening": "Over the left temple a wound six by four had been made as if it had been pounded with the dull edge of an axe. The left eye had been dug out and a cut extended the length of the nose. The face was hacked to pieced and the blood had covered the man's shirt." Despite the gore, "the room was in order and there were no signs of a scuffle of any kind." Initial speculation as to the identity of the murderer, the Fall River Herald reported, centered on a "Portuguese laborer" who had visited the Borden home earlier in the morning and "asked for the wages due him," only to be told by And rew Borden that he had no money and "to call later." The story added that medical evidence suggested that Abby Borden was killed "by a tall man, who struck the woman from behind." Two days after the murder, papers began reporting evidence that thirty-three-year-old Lizzie Borden might have had something to do with her parents' murders. Most significantly, Eli Bence , a clerk at S. R. Smith's drug store in Fall River, told police that Lizzie visited the store the day before the murder and attempted to purchase prussic acid, a deadly poison. A story in the Boston Daily Globe reported rumors that "Lizzie and her stepmother never got along together peacefully, and that for a considerable time back they have not spoken," but noted also that family members insisted relations between the two women were quite normal. The Boston Herald, meanwhile, viewed Lizzie as above suspicion: "From the consensus of opinion it can be said: In Lizzie Borden's life there is not one unmaidenly nor a single deliberately unkind act." Police came to the conclusion that the murders must have been committed by someone within the Borden home, but were puzzled by the lack of blood anywhere except on the bodies of the victims and their inability to uncover any obvious murder weapon. Increasingly, suspicion turned toward Lizzie, since her older sister,

9 Phone Interview Tips That Will Land You A Second Interview

9 Phone Interview Tips That Will Land You A Second Interview So you have followed all the best resume tips and land yourself a job interview. You’re prepared to interview. You’re just not prepared to do it on the phone. Make sure to go over these 6 hardest interview questions. Here are 9 ways to adapt your interviewing strategy to the phone format, without losing your cool.1. Be readySometimes you’ll be notified to schedule. Sometimes the call will come straight out of the blue. If you’re not somewhere where it would be convenient or possible for you to chat, ask the interviewer if it would be possible to find a mutually suitable time. If not, don’t panic: you can do it. Just muddle through. Once you’ve applied for a job- any job, make sure you start mentally preparing for the interview in case you find yourself thrown into one just by picking up the phone!2. Be organizedHave a copy of the job description and whatever information you’ve gathered about the company at your fingertips before the ca ll begins. While you’re at it, make sure to also have a copy of your resume and your application materials as well. Otherwise, the interviewer will be able to hear that frantic stalling and rustling around.3. Be preparedThe phone interview is just like any other interview. You should be well versed in your answers to common interview questions, or questions you think will be likely to come up for that particular position. The only difference is you’ll have to be charming without your knockout smile and friendly face. Try compensating with more vivid answers. And cut the rambling and verbal fillers like â€Å"um,† which will stand out more over the phone.4. SmileSeriously. Not only can people hear the difference when someone is smiling over the phone, smiling will have a massive effect on your demeanor. You’ll sound much more upbeat and confident. Keep a mirror by the phone if you need reminding!5. Use the InternetIf it would be too complicated to explain something, or you want to be able to provide a visual, try directing your interviewer to your website, portfolio, or LinkedIn page. That way, you can talk them through it during your actual interview, narrating each accomplishment for them.6. Be smoothJust like in any other conversation, try and match the tone and speed and volume of your interviewer. Ask a friend to assess your telephone voice for you in advance and give you feedback.7. Be easygoingInitial interviews, particularly over the phone, are not the time to start making demands or asking very particular questions about PTO or benefits packages or job duties. Make them want to talk to you again; hopefully that will score you a proper face-to-face interview where you can proceed with your usual interview protocol.8. Be firmDon’t let your interviewer off the phone without scheduling another interview. Or the name and contact information of someone you can be in touch with at the company to follow up.9. Say thank youEve n though it’s a phone interview, the normal rules apply. That means a written thank you. Emailed or handwritten. Don’t be too pushy, but it’s always okay to subtly remind them of your strengths in your thank you note.

Analyies Essay Example | Topics and Well Written Essays - 500 words

Analyies - Essay Example As a result, the price begins to fall. As such, this paper seeks to illustrate how these macroeconomic forces are applied to world markets through an analysis of a recent article about world oil demand. Oil is a commodity that drives the economy in every country and for this reason, it is in demand across the whole globe. According to International Energy Agency (2015), â€Å"The price of oil continued to collapse into January as rising supplies collided with weak demand growth and OPEC maintained its commitment to not cut production. Brent crude futures last traded at $48.40/bbl, near a six-year low.† the problem is heightened by weak macroeconomic forces that continue to restrain global oil demand according to the energy agency. The graph below illustrates the trend in oil demand across the globe. It can be observed that the supply of this precious commodity is higher than the actual demand. Given such a scenario, it can also be noted that the price of this commodity begins to fall. The law of demand and supply applies in every market economy. There are quite a number of macroeconomic forces that come into play in as far as the price of a particular commodity is concerned. For instance, it the consumers have enough disposable income, it means that the price of the commodity is likely to decrease. On the other hand, more supply of the commodity than what is actually demanded in the market entails that the product price will also decline. Many countries across the globe are slashing the prices of fuel because of the fact that oil prices are falling on the world market. Given such as situation, it can be observed that countries in different parts of the globe a compelled to respond according to the macroeconomic conditions obtaining on the ground. In the same vein, when the supply of oil declines, the price of the commodity increases. As discussed above, it can be seen that the price of a certain

Investigating Entrepreneurial Opportunities of business that focuses Essay

Investigating Entrepreneurial Opportunities of business that focuses main on setting up swimming pools and fountains in the gardens of houses - Essay Example This research will begin with the statement that in the recent year, the American construction industry has developed in a very drastic way. Nonetheless, there are very few construction companies that have specialized in setting up swimming pools and fountains in the gardens of houses. The few companies that are doing this have dominated the business giving room to monopoly. The problem with monopoly is that the people in business are able to control the business for lack of competition. According to Grant monopoly disadvantages, the consumer in many ways but mostly is the fact that they have no options to choose from and hence are vulnerable to manipulation and exploitation from the monopolists. Many at times they are forced to pay high rates and prices. This is because the consumers need the services or the product but are limited to choice. This is regardless of whether the product and services are of the right quality. The above situation is the reason why the researchers decided to start a business that focuses mainly on setting up swimming pools and fountains in the gardens of houses. Every American home is now embarking on setting up swimming pools in their backyard or at least a fountain. New homes and those that have been constructed before are all seeking to have an extra facility that will make the house more self-sustained and reliant. Apart from home, new markets like hotels and resort centers are very attractive since clients want to go to places that can meet their leisure needs. Combining these two potential markets the business is guaranteed to succeed and make profits. There are other opportunities related to the same like cleaning and maintaining of the swimming pools and springs. The researchers intend to specialize in this area also in order to guarantee our clients a complete package that will run even after the installation or set up of the pool or spring. By specializing in this business, it means that even construction companies that do not set up swimming pools and fountains will be seeking to give our business sub-contracts in order to satisfy their clients. Likewise, individual homeowners will be seeking our services when the construction companies they are working with are not able to facilitate this service. For a start, such a business will need a trained team that will work on commission for every work done. A training program will also be put in place for new employees in order to make sure that they are working within our standards.

Music Publishing Essay Example | Topics and Well Written Essays - 2000 words

Music Publishing - Essay Example Musicians are artists that are mostly hard working and unacknowledged. Making money with music is not an easy road. The way for any business to make money is through volume and this is no different in the music industry. Volume comes when one recording is sold repeatedly so that the money accumulates and makes the people who created and own the music money from its sales. What typically happens, however, is that those with the power ‘buy out’ the rights to what a musician plays so that they do not get paid for every use of the recording that is paid for by one entity or another. Musicians with power will continue to own their rights, but those who are hired for short term of only for the period of time to make a recording are bought out so that the re-sale of the music is not limited by a large body of ‘partners’ who all have rights to be paid (Harrison 2011, p. 232). There was a time when even the artists were not included in the group who was paid on the r eturn of selling the music. Paul McCartney can attest to the pain of that as he saw his entire catalogue of music sold to Michael Jackson after sharing with him that it was going up for sale. As a result of that sale, every time that McCartney wants to play â€Å"Hey Jude† he has to pay a royalty, even though he wrote the song. (Marinucci 2009). In order to create ownership to a piece of music the contract must include that ownership will be retained either in part or as a whole. The statement that is being addressed is whether or not â€Å"All musicians featured on a popular music recording are entitled to an appropriate share and interest in the music publishing copyright of the work performed on that recording†. In addressing the definitions of music, composition, and ownership, the answer is that it is not the case that all musicians would be qualified to gain as an author to a piece of music should they participate in its recording. Contribution is very specifical ly defined and if a contributor does nothing to qualify under the parameters that have been set, they are not eligible for an interest in the exploitation of that piece of music (McLeod and DiCola 2011, p. 78). 2. Defining Music The first thing that must be done in order to support a legal definition of ownership and the right to be paid for music is in defining what is meant by music. The written composition is not what is being discussed. Music is what is heard. Arnold (2009, p. 1) uses the example of a piece of music that is played by Louis Armstrong as it is compared to that of Peter Ecklund. The distinction is clear as the sound that Armstrong creates has a quality that is unique to his own personal nuances in the work. In modern collectives, however, it is not as simple as that. Burnard (2012, p. 68) discusses the creative process for musicians. It is a process that sometimes is led by one or done isolated, that can be done by only select members, or is most often a collective experience in which the philosophy and intentionality of the group is expressed through what is produced musically. This not only includes the musicians, but the producer and sometimes the managers as they all work towards the production of a type of audible expression. Burnard (2012), p. 69) states that this is a â€Å"non-linear, multifactorial, and relational†

Role of information Technology in the implementation of Business Research Paper

Role of information Technology in the implementation of Business Process Reengineering in government institutions in the UAE - Research Paper Example The proper implementation refers to the fulfillment of the business objective by reorganizing the whole business system. The research study also revealed that the employees’ sustainability is directly related to the dependence of the new system. The new system, which has high dependence on information technology resulted in highly successful firms in terms of employee satisfaction level. In addition to this, customer satisfaction level can also be improved with the help of proper implementation of business process reengineering. The research did not only highlight the satisfaction of employees, in fact the data analysis suggests that the overall business health improved. This improved business can be shown by comparing ‘before and after’ business performance. The overall performance of company has proved to be much better than the performance evaluated before the implementation of the business process reengineering. Therefore, as per the data analysis conducted for the research work, the business reengineering process should be inculcated among all the Govt. Institutions of the

Discussion Assignment Example | Topics and Well Written Essays - 250 words - 24

Discussion - Assignment Example Instead, the two argue that the figures are too inflated to be real. For instance, Kal Raustilia and Chris Sprigman argue that the loss of 750,000 American jobs is double the number of employees in the entire filming industry, in 2010 (Raustilia and Sprigman, 1). Kal Raustilia and Chris Sprigman cite Tim Lee’s observation that statistical provisions as these have been characterized by methodological problems such as estimation and double and triple counting (Raustilia and Sprigman, 1). Nevertheless, in a more interesting twist, Raustilia and Sprigman charge that there are no losses which are incurred from downloading. Partly, this is because there are some cases of piracy which substitute for legitimate transactions, according to Raustilia and Sprigman. The two observe that even in some instances, even the people who sell audio or audio visual products never bought them, but instead pirated them (Raustilia and Sprigman, 1). Raustilia and Sprigman also argue that Internet piracy also disaffects the volume of sales in the job market, and the money that piracy may lead to increased savings. With increased savings come other values such as business ventures and increased entrepreneurship (Raustilia and Sprigman,

International Marketing Essay Example for Free

International Marketing Essay These are the factors which the business counterparts should look into seriously. Other thing that important for Secret Recipe before enter the new market in UAE, they also should concern about the Microenvironment. In this paper, we found some strength and opportunity of Secret Recipe such as good brand name as the strength and certification of â€Å"Halal† which Secret Recipe has can be the opportunity for them to enter the market, because UAE is a Muslim country so certification of â€Å"Halal† is very important if they want to enter UAE market. As a leading and largest cafe chain in Malaysia, with Halal certification awarded by Jabatan Kemajuan Islam Malaysia (JAKIM), Secret Recipe is committed to continue to adhere to the standards of preparation of all food and processing plant in the restaurant in accordance to the regulatory guidelines including HACCP and VHM guidelines. In a short period of thirteen years, Secret Recipe has experienced a rapid growth of over 250 cafes throughout the region. Now, Secret Recipe continuously strives to surpass its own accomplishments and to be recognized as a leader in the industry. . 1 BACKGROUND amp; SITUATION ANALYSIS Secret Recipe is a cafe chain which made up from different stakeholders. The stakeholders are Secret Recipe’s shareholders, customers, government, employees, activist, media and supplier. Secret Recipe has quite a lot of franchises in Asia market but only has one franchise in Middle East market which is Pakistan. In order to penetrate in-depth into Middle East mark et, Secret Recipe decided to open a new franchise in new Middle East country which will be in United Arab Emirates (UAE). In recent years, UAE has become one of the developed countries. It can be proved by its natural resources such as oil and gas. Other than that, service, tourism, trade have become their mainstay as well. However, to observe more about what factors has been influencing in their development, PEST analysis has been given. 2. 0 PEST ANALYSIS 2. 1 Political Factor By starting a new business in UAE, company should take extra precaution on the political issue of the country. The company needs to comply with trade rules which have been implemented by government. One of the rules is the company has to know exactly what kind of products or services that will be marketed. Besides that, there is an excess of politics that existed in the UAE; where government highly focused on their economy and political stability which also excites a lot of FDI in the country these can be seen from the pace of development that paralleled with the number of foreign workers in the country. 2. 2 Economic Factor UAE is a high income country where it economy is the world 33 largest according to the World Bank. Figure 1 Based on the figure 1, the GDP in UAE growth rapidly from year 1999 to 2008 but decline in year 2009 because of the world financial crisis but it recover rapidly from -2. 7% to 3. 2%. Figure 2 Based on the figure 2, the PPP of UAE also growth rapidly from year 1999 to 2010. As the GDP and PPP of UAE continually growth which may benefit to Secret Recipe because it show that the consumer tend to spend more. 2. 3 Social Factor The population of the UAE is about four million while the population growth rate is 3. 282%. While the primary language usage in the country is English, but there are some other languages which also can be used. In term of religion, the majority population in the UAE are Muslim, however in the recent time Christianity has grown in popularity paralleled with the number of foreigner in the country. It will be opportunity for Secret Recipe, because both of the home and host country have some similarities. So it will be easier for Secret Recipe to enter the market. 2. 4 Technology Factor In term of technology, UAE is technically advanced and it is vastly become one of the leaders in technological field. It can be seen from the internet users in UAE, there are a total of 78% (CIA, 2009) of population active in the internet network. Additionally, UAE owned many of state-of-the-art infrastructures and buildings like Burj al Arab which is known as the most luxurious hotel. 3. 0 MICRO ENVIRONMENT ANALYSIS 3. 1 Strength and Opportunity Secret Recipe was established in 1997. These 14 years of experience provide a good benchmark in standard and a strong brand advantages. Secret recipe has a 14 years’ worth of good history and experience in its culinary adventure. They gain a lot of recognition through awards and achievement not only in Malaysia but overseas as well. These strengthen brand power significantly. Furthermore, the restaurant was certified â€Å"Halal† since it is first commence. So with such certification they have the upper hand of experience which mean they did not have to put much effort in adapting and expanding in countries like Indonesia or Pakistan, which practically means less money spend in adaptation and implementation in the Muslim environment like UAE. 3. 2 Weakness and Threat Although Secret Recipe got a lot overseas management experience, but it was the first time their enter UAE market where was quite different that others country because of the factor such as culture differences. Thus, it will be a challenge for Secret Recipe because they do not understand about the daily life culture. The competitors can be the most important threat for Secret Recipe, because the competitors firstly enter the market before Secret Recipe. It was definitely a threat for Secret Recipe because the competitors have more knowledge about the market in the UAE and they are more aware about the existing culture in the UAE. 4. 0 SELECTING TARGET MARKET (s) 4. 1 Market Segmentation The market segmentation will be based on demographic segmentation such as age and income where play a crucial role for a company. Although foods and beverages of Secret Recipe can be enjoy by every customer, different age and income customer would have different purchasing power and buying behavior. 4. 2 Target Market Table below shows variety of target markets. As a cafe and restaurant, the target market for Secret Recipe will be young marriage couple where able to consume with their own power and willing to try new product. Target Market| Typical Breakdown| Preferred Lifestyle| Teenager| * Age between 12-19 * Schooling students with no income| * Willing to spend * Willing to taste new product| Young Marriage Couple| * Age between 20-34 * Classified from medium to higher classes consumers| * More spending power * Stable disposable medium and above income * Willing to taste new product| Marriage Adults| * Age between 35-49 * Busy with work| * | | * | * Brand conscious and a bit brand loyalty| 4. 3 Market Positioning Secret Recipe has successfully built its branding and strengthened the consumer’s awareness through the promotion – â€Å"Every Bite Gives You More†. The below figures show the brand position of our main competitor – Gulnaz , Reem Al Bawadi and Bice. High perceived Quality and status Gulnaz Gulnaz Bice Bice Secret Recipe Secret Recipe Extensive personalized serviceExtensive service Reem Al Bawadi Reem Al Bawadi High priceLow price Low perceived Quality and status Basically, Secret Recipe promotes its product based on the consumers’ perceived quality product and services with an affordable price. 5. 0 MODE OF ENTRY We suggest using franchising to open Secret Recipe in UAE. Franchising itself is a continuing relationship in which a franchisor provides a licensed privilege to the franchisee to do (Adam amp; Armstrong 2008). The reason why we choose franchising is because by using franchising the owner (franchisor) of secret recipe will offers assistance in organizing, training for workers, merchandising, marketing and managing in return for a monetary consideration. It is an advantage that we would get when using franchising as a mode of entry. The benefits will we get it obviously will greatly assist us in running our business franchise in the UAE. For example the franchisee does not need to do training for workers, but the franchisor who will do it all for franchisee. It is because every franchisor already has a certain standard that is owned by them. But by using franchising as a mode of entry, it requires that as franchisee have to pay royalties to the franchisor with the initial agreement was made by them. 6. 0 MARKETING STRATEGIES (4Ps) Price: For pricing, we suggest Price-Adjustment Strategies to account for differences in consumer segments and situation. In Price-Adjustment Strategy there are 3 ways to do such as segmented pricing, psychological pricing, discount pricing. For these points we would prefer to use discount pricing. Because of this is the first Secret Recipe in the UAE, so by giving discount it will attract interest from the consumer. Promotion: Because of the Secret Recipe will open in UAE is the first Secret Recipe in this country, so we suggest to using pull strategy into the promotion strategy. In pull strategy they can use mass media advertising to attract interest from consumers. Because of this is the first Secret Recipe in UAE they just inform consumers about the new product to build primary demand. Place: We suggest franchising as the mode of entry to make Secret Recipe in UAE; it is because in UAE there is no Secret Recipe. But to open Secret Recipe in UAE, there are some things that certainly need to be noticed first before starting this business. The most important thing to note is that UAE is a country that has a majority Muslim population, so they must ensure the services that offer is lawful. Product: Secret Recipe is a service that fits in UAE; this is because Secret Recipe is a restaurant that does not use pork on the menu offered, so it can be consumed by Muslim people. Because of this is the first Secret Recipe in UAE, so this will provide something new for people in the UAE to enjoy it. 7. 0 CONCLUSION Secret Recipe is suitable for UAE citizen where most of the citizens are Muslim and Secret Recipe’s foods are â€Å"Halal†. From the PEST, SWOT and 4Ps factors that we analysed, by using franchising as the mode of entry, we believe that Secret Recipe have huge potential to be success in UAE. 8. 0 REFERENCES Agri-Food Trade Service 2010, The United Arab Emirates Consumer Behaviour, Attitudes and Perceptions Toward Food and Products, Agri-Food Trade Service, viewed on 12 November 2011, http://www. ats. agr. gc. ca/afr/5661-eng. htm#e BBC 2011, United Arab Emirates Profile, BBC, viewed on 12 October 2011, http://www. bbc. co. k/news/world-middle-east-14703998 Central Intelligence Agency 2009, Country Comparison and  Internet users, The World Factbook, viewed 17th November 2011, https://www. cia. gov/library/publications/the-world-factbook/rankorder/2153rank. html Foreign amp; Commonwealth Office 2011, Middle East and North Africa, Foreign amp; Commonwealth Office, viewed on 12 October 2011, http://www. fco. gov. uk/en/travel-and-living-abroad/travel-advice-by-country/country-profile/middle-east-north-africa/united-arab-emirates Franchise Direct 2011, Coffee Franchise Industry Research Business Report I, viewed 17th November 2011, http://www. ranchisedirect. com/coffeefranchises/coffeefranchiseindustryresearchbusinessreporti/74/220 Go Eat Out 2007-2011, Secret Recipe, Go Eat Out, viewed on 12 October 2011, http://www. goeatout. com. my/Restaurants/Promotions/Details/View/PID/32994/Secret-Recipe-Every-Bite-Gives-You-More. aspx Info franchise 2006, franchise in United Arab Emirates, viewed 17th November 2011, http://www. infofranchise. com/detail. cfm? IdNotizia=8136amp;IdSezione=18amp;strKey=com Qindexmundi, United Emirates Arab Population Growth Rate, Qindexmundi, viewed on 12 November 2011, http://www. indexmundi. om/united_arab_emirates/population_growth_rate. html Research and markets 2011, analyzing retail in the UAE, viewed 17th November 2011, http://www. researchandmarkets. com/reports/541162/analyzing_food_retail_in_the_uae Secret Recipe 2011, Secret Recipe Franchise, Secret Recipe, viewed on 12 October 2011, http://secretrecipe. com. my/? store=36amp;webpage=243 Slideshare 2011, UAE presentation, viewed 17th November 2011, http://www. slideshare. net/suranivikas/uae-presentation Themanagmentguru 2011, PEST Analysis of MICE industry in Middle East, viewed 17th November 2011, http://themanagmentguru. logspot. com/2011/01/pest-analysis-of-mice-industry-in. html Time Out Dubai 2011, Restaurant, Time out Dubai, viewed on 12 October 2011, http://www. timeoutdubai. com/restaurants/reviews/8114-reem-al-bawadi Uaeinteract 2011, Political System, viewed 17th November 2011, http://www. uaeinteract. com/government/political_system. asp UK Essays 2011, UAE Economy, viewed 17th November 2011, www. ukessays. com/essays/economics/uae-economy. php Wikistreetfood 2009, Franchise: Secret Recipe, viewed 17th November 2011, http://www. wi kistreetfood. com/Franchise:Secret_Recipe . 0 APPENDICES Social Factor Actual Expenditure (US$) and Projected Growth (%) in the U. A. E by Product Type Source: Euromonitor, 2010 Figure 3 From the figure 3, we know that the spending behaviour of UAE nations based on product type. It shows that the UAE nations would like to spend a large amount of money in food and non-alcoholic beverages and it increase from year to year. So it will be the advantages for Secret Recipe to enter the market. Marketing Strategies People: People are one of the elements of service marketing mix. People define a service. In case of service marketing, people can make or break an organization. Thus many companies nowadays are involved into specially getting their staff trained in interpersonal skills and customer service with a focus towards customer satisfaction. Because we use Franchising as a mode of entry, so we do not have to think too much about it. Because by using Franchising, so the Franchisor that will do the recruitment of their workforce and provide job training in accordance with the standards held by the owner of the brand name of Secret Recipe (Franchisor). Process: Service process is the way in which a service is delivered to the end customer. A good service will make consumers feel good about what we offer to them. For process, it would be better if we can set up what the consumer want, so it will give an efficiency of time to the community in the UAE. Because UAE is a country that does not have long to rest, people in UAE really appreciate the time, so they will not waste time waiting for things. By providing a fast process, it will attract attention and interest of the community in the UAE. Physical Evidence: Physical Evidence is a very important element in Service Marketing Mix. This cannot deny, because everyone would want something that looks real is better than others. Secret Recipe is a restaurant, so we should have chairs, tables, and good food. But if only by having those things, its too general because this is a basic thing that a restaurant should have. To provide something more than our

Rise and Failure of Monetarism in the 1980s

Rise and Failure of Monetarism in the 1980s Expand and Explain the Rise and Failure of Monetarism during the 1980s Monetarism, as an economic and political policy in the United Kingdom, (Hereafter UK) can be seen to have come to the fore in the late 1970s with the election of Margaret Thatcher’s Conservative Party. The government’s brief experimentation with the concept was arguably over by 1982. However, the rise and failure of monetarism cannot be explained fully by analysis of the 1980s alone. It is necessary to consider the historical precursors to the elevation of monetarism as a key economic and political policy. A vital component in understanding this is the demise of Keynesianism as a desirable economic policy. Furthermore, we need to discuss to what extent monetarism it can be said to have failed completely. In addition to this the discussion herein will analyse the relevance of using macroeconomic terms to understand political, economic and historical issues. The essay will conclude that the rise of monetarism came about due to the nature of the global economy and that the study of monetarism is useful as it reflects not only the political complexion of the nation state but the wider global influences. Finally, the essay will concur with Bradford De Long’s theory that monetarism, a failure as a complete experiment, still retains an influence on modern economic thinking. Before embarking upon a discussion of the rise and demise of monetarism it is necessary to establish what is meant by the term. Monetarism is defined as ‘a system of controlling a countrys economy by limiting how much money is in use at a particular time’ (Cambridge Dictionary 2004, online). Monetarism, as promoted by Milton Friedman[1], focuses upon price stability, in contrast to Keynesian economics that place the greater emphasis on the rigidity of currency value. While the 1980s provide the main focus of debate the growth of the theory’s popularity can be traced to the 1950s. It is therefore necessary to briefly establish the precursors to the 1980s to comprehend the rise and fall of the monetarist system. Macroeconomic models, such as monetarism, can be an important tool in understanding history, economics and politics. During the late 1970s macroeconomic models were important not only in understanding economics but also because modellers were close to policy-makers. The economic modellers had an important influence on the events at the time and offer another way of understanding the historic and political significance of the early 1980s (Wren-Lewis 1995, p. 204). The benefits of such an approach is that one can move away from analyses dependent on concepts of national politics, concepts such as Thatcherism: Approaches which look at the recomposition of the British state during the 1980s in terms of ‘Thatcherism’ fail to conceptualise the global relations of exploitation in and through which the British state subsists (Bonefeld 1993, pp. 252-3). In contrast, the study of economic policy, in this case monetarism, cannot be divorced from the global political and economic issues of the time. It is important to this discussion that a wide view is taken to reflect the various impacts and influences on politics and economics. Such an approach is one adopted by many academic writers on the subject. For example Saad-Filho and Johnstone’s collected work on neo-liberalism includes a discussion of monetarism (Saad-Filho and Johnstone 2004) while economic, political and historical journals all contain reference to the political and economic changes of the period. Thus, monetarism as a concept allows us to deal with a number of combined elements simultaneously. Without the relevant social, political and economic environment an economic policy, like monetarism, would not have been able to take a foothold and assume dominance over Keynesian modes of thinking. However, such difficulties were apparent at the time. Economic planners were faced with difficulties that Keynesianism did not appear able to address. The problem faced by economic planners is most clearly illustrated by the growth of inflation. In the period between the end of the Korean War and the beginning of the 1970s, the inflation rate in the United Kingdom never rose above the 5% annual figure. However, this figure rose to 17%, then 27% and back to around 15% in 1974, 1975 and 1976 respectively (Kenway 1994, p. 124). Indeed, the world economy had become strained even by the late 1960s. As Harold Wilson took office in October 1964 at the head of the Labour Party, the Prime Minister was embarking upon a period of economic upheaval. The Chancellor of the Exchequer, James Callaghan, sought to replenish Britain’s gold reserves, cut wages and improve exports of British goods. Hindered by industrial unrest he and his successor, Roy Jenkins, failed to control rising wages. This example is symptomatic economic difficulties that led to elevation of monetarism as a way of improving the economy. By the mid-1970s ‘Keynesianism appeared to be a spent force’ (Bonefeld 1995, p. 35). Not only was this the case but in contrast monetarism was on the ascendancy, as David Smith has summarised: For monetarists, and in particular British monetarists, the early 1970s were what the Great Depression had been for Keynes and his followers. Existing ideas about economic policy had been dealt a savage blow by actual events (Smith 1991, p. 45). One of these actual events was the move away from the Bretton Woods system.[2] This was a reaction to the economic difficulties that increasingly resulted in the disengagement of labour from capital. Monetarist policies sought to re-associate the relationship between the market and labour. As part of this process, advocates of monetarist policy sought to greater exploit the labour force, lower their wages and cut expenditure upon public services. Monetarism was designed to make market freedom the deciding factor in regulating the economy rather than maintaining labour at an artificial level. Its appeal was such that monetarism was being accepted as a viable economic school of thought in all western countries by the mid-1970s. Central to the philosophy of monetarism, as Bonefeld points out, was the abolition of employment guarantees as a pre-condition for economic recovery (Bonefeld 1995, p. 36). Power over the economy would be taken back from organised labour and the free market would regulate the relationship between money and the workforce. As part of this trade unions became undesirable and any false elevation of the role of labour, through artificial levels of employment and high wages, had to be addressed. Monetarism, therefore, with its emphasis on the strict relationship between money and exploitation of labour, appeared to offer a solution to the problem of people and governments spending ‘beyond their means’. In essence, monetarism offered ‘a capitalism of ‘value for money’’ with Labour subjugated to the same level as any other factor of production (Bonefeld 1995, p. 45). Monetarism’s appeal would not have been effective without apparent difficulties in the dominant economic theory of the time, Keynesianism. In part, the predominant Keynesian philosophy was undermined by the overly-confident position of its proponents. They failed to consider the threat to their dominant model and the serious competition posed by monetarism. However, this was in direct contrast to the reality of the economic landscape. In this respect the star of Keynesianism was on the descent in the eyes of many people: The old Keynesianism lost its hold within economics, not because economists ceased to believe in the importance of unemployment, but rather because they ceased to believe the Keynesian account of how those variables were determined and, in particular, the means by which the government could influence them. The transformation from Keynesianism to Monetarism required, therefore, a transformation of views about how the economy worked. (Kenway 1994, p. 10). The transition of views referred to by Kenway started to materialise with a growing appreciation for the monetarist system in some circles. On the academic front the cause of monetarists in the UK was boosted as Harry Johnson was appointed Professor of Economics at the London School of Economics (Hereafter LSE). His influence spanned the Atlantic from Chicago to London and he became a key academic proponent of monetarism. This position was bolstered as Johnson formed the driving force behind the Money Study Group at LSE, which was a forum for monetary theory and policy. The Money Study Group provided the respectable face of monetarism and highlighted the growing body of academic in favour of it. Academic support alone could not account for the elevation of monetarism over Keynesian philosophies. The House of Commons and the role of policy-makers were, of course, necessary for the successful implementation of any economic policy. Johnson and other economists, with the help of Conservative MP Richard Body, produced a pamphlet entitled A Memorial to the Prime Minister. The document was signed by eight leading monetarists and had the support in the House of Commons of forty Conservative MPs. The producers of the pamphlet, who called themselves the ‘Economic Radicals’, attacked the policy of Edward Heath’s government, but with little effect on his political position or outlook. Despite the ‘Economic Radicals’ making another public appeal in 1974 a second miner’s strike brought about two general elections and a Labour government. This was a failure for the Conservative Party but it ultimately pushed the party towards the Right and towards Ma rgaret Thatcher, a key proponent of monetarist doctrine. In the public sphere monetarism also began to attract some influential backing. David Smith has also demonstrated that monetarism began to find some powerful allies in the newspaper world of Fleet Street. Samuel Brittan, economic commentator for the Financial Times and Peter Jay, economic editor for The Times, both favoured monetarist economic philosophy. Eventually this favouritism evolved to open advocacy for monetarism and, as Smith argues, they were soon joined by others (Smith 1991, p. 52). Such support would have no doubt been invaluable for bolstering the attractiveness of monetarism. It put the debate into the public arena, allowing people to become involved or at least aid understanding of the debates in question. Furthermore, the influence would have had a reassuring effect on the City, a key ingredient in the success of any economic policy. Monetarism, therefore, was not an unknown ideal in 1979 when Margaret Thatcher’s Conservative Party swept into office. On the contrary, as had been discussed above, the Conservative Party had in some part been pushed to the Right of the political spectrum because of economic issues. However, it was not necessarily such a clear break from previous policy as one might assume. Instead one agrees with Bonefeld’s view that 1979 brought continuity as well as change: [T]he shift from Labour to Conservative government in 1979 comprises a complex of discontinuous and continuous elements. In the 1970s, there was an integration of monetarist policies with Keynesian forms of class collaboration; the incoming Thatcher government continued, in a more radical fashion, monetarist economic policies in a monetarist framework (Bonefeld 1993, p. 251). Bonefeld is careful to assert that the Thatcher government’s approach to economic policy, while more radical, was not revolutionary. As with the study of history it is vital to understand the continuity as well as the changes in society. With this in mind it is easy to see why Bonefeld was clear, as discussed earlier, in condemning those who viewed the period in Thatcherism. Not only were they ignoring the wider global ramifications, but also by studying Thatcherism specifically one is tending to ignore the continuity and place over-emphasis on change. As the Conservatives came to power they did so with a determination to beat high inflation rates in the United Kingdom. Their position had been weakened partially by previous national wage rises. This was in contrast to the ‘tight money’ principles of monetarism. Thus, while attempting to curb inflation the levels actually rose to 22% by May 1980 (Pugh 1990, p. 347). Thatcher’s government sought to adhere more firmly to the monetarist principles as a way of tackling monetarism. A key component of this was Geoffrey Howe’s budget of 1981 which is ‘generally taken to be the most dramatic demonstration of the fact that Keynesianism was no more’ (Smith 1991, p. 105). But there was some ambiguity about the aims and methods of monetarist policy as Pugh highlights: Though professed for many years by marginal figures in the economics profession, monetarism remained an unproved theory; and it was not clear what exactly constituted the money supply. For some years Chancellors of the Exchequer kept changing their definition in an effort to apply the theory in the real world (Pugh 1990, p. 347). Thus the concept of monetarism was a difficult one to grasp and the theory was harder to implement under real economic conditions. Yet, despite this there was some evidence to suggest that by 1981 the Conservative’s policy of monetarism was beginning to yield some positive results in the fight against inflation. But this came at a cost. The 1981 budget had introduced strict monetarist policies because although inflation had fallen in 1981 it had done so because the economy was in economic depression. Howe therefore set about implementing some heavy-handed deflationary measures. His budget brought with it large tax increases, a reduction in borrowing by the public sector which fell from  £13.5 billion to  £10.5 billion (Pugh 1990, p. 347). The fear was that this would lead to high unemployment. Mrs Thatcher could have been politically challenged at this point. A number of politicians disagreed with her stance and had they resigned they may have forced her hand. However, failure to do so emboldened Thatcher who embarked on a period of strengthening her position. She rid herself of the so-called ‘wets’ in her party, the likes of St John Stevas, Gilmour, Pym and Prior, while simultaneously promoting these close and loyal to her such as Norman Tebbit, Nigel Lawson and Cecil Parkinson. However, while the monetarist policy failed to halt Thatcher politically the economic consequences were widespread. Britain was set for the worse economic depression for fifty years, with unemployment reaching 2.7 million. The Conservatives continued to claim their policy was intended to aid the country in the long-term. Between 1983 and 1988 Chancellor of the Exchequer, Nigel Lawson, pointed to some economic growth as proof of the success of Conservative monetarist policies. Indeed, as Pugh points out, the Conservatives could rightly point to decreased union militancy as evidence of their success in redressing the imbalance between money and labour influence. However, as Pugh also suggests, this had as much to do with the high rates of unemployment as it did of any successful government policy (Pugh 1990, p. 348). Thatcher’s monetarist policies allowed the manufacturing industry to fall into decline. Although the period saw some expansion of service industry this was by no means enough to make up for the losses in industry. Furthermore, it sometimes exacerbated other issues. For example, as the service sector grew and demanded more use of computers the balance of trade deficit was increased as more computers were imported. Britain’s lack of a strong export sector heightened the economic decline and to protect the pound from currency speculation high interest rates were introduced. Not all of these difficulties were clearly evident at the time, for Nigel Lawson was claiming a mini-boom in the mid-1980s. The Conservatives won elections in 1983 and 1987 despite high unemployment rates. In this respect the monetarist principle of getting people to accept unemployment and move away from notions of guaranteed employment appeared to be working. However, what expansion there was came at the expense of mounting personal debt. Martin Pugh has shown how private debt per household rose between 1980 and 1989 from  £16 billion to  £47 billion. In the same period borrowing on mortgages shot up from  £43 billion to  £235 billion (Pugh 1990, p. 350). Lawson did not learn from previous mistakes either. The high rises in personal debt did fuel a consumer boom. Consumer booms in turn generate a feel good factor in society however it is unsustainable because of the levels of debt incurred. Furthermore, with the decline in manufacturing the demand for consumer goods had to be satiated by importing items, thus further expanding the trade deficit to new heights. Lawson then exacerbated the situation to an even greater extent. He continued to fuel the consumer boom but the economy turned down once more. Despite his protestations that this was only a temporary problem the fact remained that a second depression had been brought into effect. As Pugh explains this had substantial political repercussion: Monetarism had long since been abandoned as unworkable, so that the government had no weapons at its disposal except for the highly destructive use of interest rates which, at 13 per cent, severely handicapped industry. The appearance of a second depression with the decade undermined all the claims made for Mrs Thatcher’s radical economic strategy†¦ After twelve years in power Mrs Thatcher was to leave office with the economy demonstrably weaker than when she first took over (Pugh 1990, p. 351) There is no question of economics influencing the downfall of the Conservative Party and more specifically Mrs Thatcher. The cause and effects of depression appeared to be obvious signs of a failed policy in monetarism. However, debate continues to surround the point at which it is fair to say that monetarism itself failed or was superseded by newer economic thinking. Furthermore, it should also be considered whether or not monetarism ever failed entirely of if the policy has continued in some form. Thatcher had come to power as the world trade recession was worsening and the combination of these two economic factors was damaging as social historian Arthur Marwick explains: In this context the Government’s determination to adhere strictly to the principles of monetarism and to ruthlessly curtail public spending had very serious repercussions. Unemployment in 1979 had eased to 5.7%. In 1980-1 it took off astronomically and by the end of 1982 had more than doubled, with a rate of 13.4 per cent, and a highest-ever number of people out of work 3,190,621 (Marwick 1990, pp. 271-2). On these figures alone it would appear that monetarism was an ill-suited remedy to the economic difficulties. However, the Conservative government was implementing standard monetarist principles. They sought to lower taxation in an effort to reward greater free market enterprise. In direct opposition to socialist principles as much financial choice as possible was to be left with the individual. The state should, under these circumstances, take a back seat. Part of this deregulation took the form of attempting to limit the power of trade unions and channelling money into small businesses. Monetarism went hand-in-hand with de-industrialisation. Debate and uncertainty remains over whether monetarism can be said to have failed by 1982. Despite the debatable end of Keynesianism in 1981, arguably monetarism in its simple form did not last past 1982. The 1980-2 economic crisis meant policy-makers responded with Keynesian deficit demand management. In 1982, at a time when Mexico almost defaulted, the March 1982 UK budget appeared, to some people, to present another watershed in economic planning: To some commentators, March 1982 represented the end of the monetarist experiment. That was premature. But it was the start of the official process of unwinding the policy (Smith 1991, p. 106). It was premature because the flirtation with monetarist principles did not end entirely. After the 1982 budget some improvements in the economy were visible. For example, inflation fell; modest recovery was noticeable although unemployment remained high. But as politics began playing into the economic equation Howe sought to woo the electorate with economic incentives in the run-up to a 1983 election. By initiating a consumer boom before the election the economic cycle had returned to one of boom and bust. It is true that the Conservatives did not manage to adhere strictly to their own spending limits and therefore appeared to be undermining their monetarist economic roots. However, Marwick argues the reality is not as clear cut as this: But the very definite restrictions on expenditure in certain areas, the whole concept of ‘level funding’, that is to say funding that did not automatically make adjustments for inflation or pay settlements (as had been the general principle in the ‘consensus’ period), and the ready resort to high interest rates, continued to give government policy a distinct monetarist flavour (Marwick 1990, p.312). It is perhaps therefore wrong to discard the concept of monetarism post-1982. As Howe moved to the Foreign Office to be replaced by Nigel Lawson the UK saw a brief return to rigid adherence to monetarism. If viewed in light of Marwick’s comments this should not be seen as surprising for the monetarist undertones were still prevalent. Thus, alternatively Smith proposes that the January 1985 Sterling crisis marked the changeover point from pragmatic monetarism to pragmatism (Smith 1991, p. 123). Arguably then we can trace the rise and demise of monetarist policy and conclude, as Smith does, that a clear watershed was reached. However, an alternative discussion is purported by Bradford De Long who suggests that the New Keynesian ideas that appeared to supersede monetarism in fact actually contain many of the same elements, under a different name (Bradford De Long 2000, p. 84): We may not all be Keynesians now, but the influence of monetarism on how we all think about macroeconomics today ahs been deep, persuasive, and subtle (Bradford De Long 2000, p. 85). In this respect it may be incorrect to study the rise and failure of monetarism as a policy. This may be particularly incorrect if one talks only of the monetarist experiment and specifically 1979 to the early-to-mid 1980s. Monetarism did not begin in 1979 with Thatcher’s government and an analysis of it in terms of Thatcherism ignores too many other economic, global and political variables. In much the same way, if we adopt Bradford De Long’s conclusions it may be incorrect to talk of the failure of monetarism. However, as Pugh’s argument suggests it seems to be during Thatcher’s time that monetarism came to the fore of public knowledge. Arguably the peak of monetarism’s influence came in this period of the short experiment. However, the rise and fall of monetarism must take into account the wider implications outlined above to provide a more complete understanding. Furthermore, while its most public experimentation may have occurred in the 1980s t his does not preclude its existence and therefore its importance in either the period before or the period after. Bibliography Online Sources Cambridge Dictionary Online, http://dictionary.cambridge.org/define.asp?key=51549dict=CALD, (Accessed 12th June 2005). Wikipedia Online Encyclopaedia, http://en.wikipedia.org/wiki/Monetarism, (Accessed 11th June 2005). Articles Bonefeld, Werner ‘Monetarism and Crisis’, in Bonefeld, Werner and Holloway, John (eds), Global Capital, National State and the Politics of Money, (London 1995, pp. 35-68). Bradford De Long, J, ‘The Triumph of Monetarism?’, Journal of Economic Perspectives, Vol. 14, No. 1 (Winter 2000, pp. 83-94). Wren-Lewis, Simon, ‘Review. From Keynesianism to Monetarism: The Evolution of UK Macroeconomic Models’, The Elconomic Journal, Vol. 104, No. 428 (January 1995, pp. 203-5). Books Bonefeld, Werner, The Recomposition of the British State during the 1980s, (Aldershot: 1993). Kenway, Peter, From Keynesianism to Monetarism. The Evolution of UK Macroeconomic Models, (London: 1994). Marwick, Arthur, British Society since 1945, (London: 1990). Pugh, Martin, State and Society. A Social and Political History of Britain 1870-1997, (London: 1999) Saad-Filho, Alfredo and Johnstone, Deborah (eds), Neoliberalism. A Critical Reader, London: 2004). Smith, David, The Rise and Fall of Monetarism. The Theory and Politics of an Economic Experiment, (London: 1991). 1 [1] Milton Friedman was an American economist known for his promotion of laissez-faire capitalism. For a biography of the man consult the Wikipedia online encyclopaedia at: http://en.wikipedia.org/wiki/Milton_Friedman. [2] The scheme is described thus: ‘The Bretton Woods system regulated the international deficit financing of demand on the world market on the basis of an inflationary supply of dollars to the rest of the world’ (Bonefeld 1995, p. 35). Bretton Woods was so named after the New Hampshire village where it was devised in 1944.

The black death Essay -- essays research papers

What was the Black Death, and what was its impact on European society? The Black Death was a bacterium which was carried by flea infested rats. This disaster spread across Europe quite rapidly. Much accusation for the cause of the plague was pressed onto the Jewish community. The most common plague was the bubonic plague, although the pneumatic plague also existed. This disaster caused economic, social, political and cultural havoc. Approximately 50% of the infested population died, which, was estimated between 19 to 38 million. During this occurrence 25 to 50 percent of the population throughout Europe decreased. The plague began around 1347 and did not end until around 1369. What major problems did European states face in the fourteenth century? There was economic mayhem during 1347-1351 caused by drop in population, which was caused by the immense amount of deaths caused by the Black Death. Peasants salaries were increasing where as aristocrats’ loss around 20 percent of their income. This caused social instability and lead riots. Peasants revolted against the nobles which affected commercial and industrial activities. The political structure changed causing instability. This was due to internal conflicts on who should lead to bureaucracy. How and why did the authority and prestige of the papacy decline in the fourteenth century? The papacy began to lose control when King Philip IV chose to tax the French clergy, without the pope’s consent. The Struggle...

An Artists Life :: essays research papers

Much of the art of the Renaissance was extremely religious in its nature. The paintings from this time are almost entirely scenes from the Bible including: the enunciation of the Virgin Mary, depictions of the infant Jesus Christ, the crucifixion of Christ, and numerous other examples of Christian iconography. One would imagine that virtuous, upstanding artists would have created such angelic works of art. The stunning displays of morality, as seen in the works of many Renaissance painters, are not always a reflection of the artist’s lifestyle. Two examples of artists whose paintings did not reflect their lifestyles were Michelangelo Merisi de Caravaggio and Fra Filippo Lippi. Both of these artists created works that portrayed Christian iconography with great aesthetic expertise. Among these works are Caravaggio’s The Inspiration of Matthew and Lippi’s Madonna with the Child and two Angels. Fra Angelico was another artist from this same time period. He is quite a contradiction compared to his contemporaries. Angelico led a very pure life following the Christian morals of the time, unlike his peers. Caravaggio, while a great artist, had a stormy personal history. Very little is known about his life until it began to be documented in the criminal courts. His teens and early twenties were scattered with bouts of abject poverty, until he became renowned as an artist. From this point on, his name appears every few months on the police blotter. He became well known for picking fights, threatening people with swords and being arrested for such deeds. He was sued for libel and built up enemies to the point where his murder was attempted. He was found in bed with wounds around his neck and left ear. Because of this event, Caravaggio was jailed in his house for an entire month. He was forbidden to leave without written permission from the governor of Rome. However, it seemed nothing could keep Caravaggio out of trouble. In the month of May 1606, he killed a man who had won a bet over a ball game that afternoon. After this event, he was left wounded himself. He fled Rome, going to a patro n's house and eventually moved on to Naples. At the age of thirty-five, he left Naples and went to Malta, where he was well received for this renowned artwork. However, this situation did not last long. He got in a fight and was imprisoned. Shortly after arrest, he escaped and finally returned to Rome, where his reputation was still well known.

Native American Oppression in North America Essay

While many different cultures were and are oppressed around the world, many people tend to forget about the genocide of the Native Americans on the land we call home. In 1492, when Christopher Columbus first sailed across the Atlantic Ocean, he came into contact with the indigenous people of the New World. After returning to Hispaniola, he quickly implemented policies of slavery and mass extermination of the Taino population in the Caribbean. This became the first major impact on Native Americans and eventually led to further oppression of American Indians. The implication of the population as savages helped in the displacement and genocide of the indigenous peoples. The Native Americans faced a lot of discrimination in North America during colonization, consisting of different forms of propaganda causing short-term and long-term effects in the present day. In 1492, a Spanish expedition headed by Christopher Columbus sailed for India to sell, buy, and trade rich spices and other goods, inadvertently discovering what is today North America. European conquest, large-scale exploration and colonization soon followed. This first occurred along the Caribbean coasts on the islands of Hispaniola, Puerto Rico and Cuba, and later extended into the interiors of both North and South America. Eventually, the entire Western Hemisphere came under the control of European governments, leading to profound changes to its landscape, population, and plant and animal life. From the 16th through the 19th centuries, the population of Indians declined from epidemic diseases brought from Europe, genocide and warfare at the hands of European explorers and colonists, displacement from their lands, internal warfare, enslavements, and a high rate of intermarriage. Epidemics of smallpox, typhus, influenza, diphtheria, and measles swept ahead of initial European contact, killing between 10 million and 20 million people, up to 95% of the indigenous population of the Americas. European expansion also caused many Native American tribes to lose their homes as they were forced by the government to live in certain areas called Indian Reservations. They were often poor and on the verge of starvation on these reservations. Many American Indians had to choose to assimilate to the culture of the colonists in order to live. The phrase â€Å"Kill the Indian, Save the Man† coincides with the assimilation. There were many tools to help with the assimilation of the natives such as boarding schools for Native American children, missionaries to introduce Christianity, and the strategic killing of their main food source, the bison. The Dawes Act was introduced in 1887 to get Native Americans to live like white Americans. Reservations were broken up into â€Å"allotments† that were given out to individual families and the families were supposed to farm and build homes on their allotment in order to support themselves. The plan failed due to the fact that some of the land was unsuitable for farming & ranching and some Natives refused to adopt a different way of life. Propaganda was a very powerful tool when it came to the oppression of American Indians. The term propaganda is derived from the Latin propagare, to propagate, to reproduce, to spread, with the meaning, to transmit, to spread from person to person. One form of early propaganda against Native Americans is the painting American Progress by John Gast in 1872. The painting depicts the iconographic image of Columbia, the American angel floating above the land, leading her pioneers westward. The angel image, intended as a personification of the United States, floats ethereally over the plains, stringing telegraph wire with one hand as she travels, and holding a schoolbook under her other arm. Ahead of her in the West is a great darkness populated by wild animals: bears, wolves, buffalo and Indian people. All are considered wild and savage, and fleeing away from her light. In her bright-light wake, as the figure progresses across the land, come farms, villages and homesteads and in the back are cities and railroads. The light of â€Å"civilization† dispels the darkness of â€Å"ignorance and barbarity†. American Indian people are portrayed along with the wild animals as the darkness, all of which have to be removed before Columbia can bring the prosperity promised to the United States. United States covert agencies working with the mainstream media often used â€Å"grey and black propaganda† to distort or fabricate information concerning the groups they had targeted. Grey propaganda efforts often centered upon contentions that the Indians’ main goal was to dispossess non-Indians of the home-owner, small farmer, or rancher type living within various treaty areas. For black propaganda there have been a number of highly publicized allegations of violence which, once disproven, were allowed to die without further fanfare. There were many short-term and long-term effects due to the oppression of American Indians. Many Native Americans were depicted as marauding, murdering, hellish savages who scalped women and children. They were seen as thieves, drunkards, and beggars, unwilling to work but willing to accept government handouts. The American Indian was often used as the antagonist in old country western films and portrayed in a negative, barbaric manner. Today a majority of the Native American population still resides on reservations. Despite helping shape America in their own way, the oppression of the American Indians is often overlooked in comparison to that of Jews during World War II and African Americans in the U. S.from slavery to the present-day Overall, the Native Americans overcame many things from when Columbus first came across them in the Caribbean in 1492. In the face of European exploration and colonization, genocide, epidemic diseases, and displacement among other things, American Indians managed to stay strong and hold on too as much of their culture as possible, working hard to dispel the false stereotype created by propaganda so long ago. While the discrimination of the past still affects them to this day, first nation peoples play a strong part in the development of this country.

Clinical Interview Questions

Learning is usually a challenge for most, what learning technique and approach works the best for you? 2. There are many different roles in life, usually there is a more dominant position people fit best in. Your strongest strengths would get you farther if you were more of a soldier or a leader? 3. When life becomes stressful and negative events unfold, is there anything that usually helps the situation? Such as eating something, thinking of good thoughts, or talking to someone special? 4.For our daily life, are generally satisfied with how your life is today? 5. Is there a lack of people in your life? Is there anyone particular? 6. How would you describe your family and friend relationships with how you grew up and how you were raised? How would you describe them currently? 7. If you were to look at yourself and the life you have lived so far, would you say you are and have been at least 50% positive about life and the choices you have made? 8. Do you feel there is anyone who contr olled your life at any point in time? Do you blame anyone for any event?Do you have any regrets about the choices you have made? 9. Regardless of how much time people have been alive for, people still remember things about their life. What would you say is the best memory you have framed in your mind? What is the worst memory that you would like to forget? 10. Some people accept memories because the override the old with the new. Other people accept memories because they talk about them comfortably. 11. If you could change a characteristic, an ability, an achieved long-term goal, and a lifestyle feature about your life dealing with one of each what would they be?

Leadership Post Bureaucracy Essay

Leadership is at the forefront to success of any organizational model, and twentieth-century research has clearly examined its role in the managing of individuals both in the bureaucratic and post-bureaucratic eras. The turn of the millennium also brought about with it a shift in the nature of the workplace, now regarded as a dynamic, ever changing and self-motivating avenue where leadership practices encourage individuals to express their intuitive and creative thinking [Rego, Sousa, Marques 2012]. In light of this, post-bureaucratic approaches to leadership are regarded as being more in sync with today’s working business environment, where success of an organization is commonly attributed to the methods in which leadership practices can positively influence the psyche of individuals within an organization [Meindl, Ehrlich, Dukerich 1985]. This paper aims to deconstruct and critically evaluate the specific leadership traits and styles post-bureaucracy, examining how the natural evolution in the physiological and psychological understanding of human behaviour has influenced the way in which organisations are managed. Notions of trust, empowerment and the shared responsibility of employees in a post-bureaucratic workplace will all be explored, and the contrasting effects of bureaucratic practices examined. In order to make this argument one must acknowledge that this seemingly utopian environment presents itself as merely another dimension in which leaders can conduct the processes within their organizational model, with it being necessary to consider that leadership style and effectiveness is largely determined by situational and contingent factors influencing the ways in which organisations are managed. In analyzing the socio-economic considerations of the organization, Max Weber conveyed the idea of bureaucracy through the concept of transactional leadership. This style of thinking is characterized by the enforcing of normative rules and regulations, strict discipline and systematic control [Nikezic, Puric & Puric 2012]. There is a clear focus on preserving the  existing state of affairs, where control is maintained and power established through autocratic processes dictating what is required within organisations. Transactional leadership provides high levels of stability within organisations, often mirroring the economic conditions of the time, and alternative approaches to the ways in which individuals were managed were not often considered [Nikezic & Markovic 2011]. Bass 1985 extended upon this concept, highlighting the presence of contingent reward or punishment as the basis for employee motivation and productivity. Although it ensures the efficient completion of organization al objectives, this approach to leadership fails to promote high levels of employee satisfaction and devotion required to achieve feats that extend beyond the realms of customary workplace goals. Post-bureaucracy theorists highlight the breakdown in traditional modes of managerial authority proposed by Weber within organisations as a result of the increasing pressures the workplace is faced with due to globalization and technological advancements [Johnson et al. 2009]. Organisations experienced a paradigm shift, where in order to continually evolve, develop and remain competitive in a volatile economic marketplace, were forced to adopt new ways of thinking that inspired resourceful and innovative methods to problem solving. [Burns 1978] introduced the complex notion of transforming leadership in his explanatory research of the political leaders of the time. In this model, common perceptions and understandings of the traditional leader and follower relationship are challenged. Leaders are characterized by their ability to motivate individuals through their idealized influence generated through charismatic tendencies, in turn establishing feelings of trust, admiration and a desire to truly engage themselves in the organizational objectives [Browning 2007]. In transcending the boundaries of the symbiotic relationship between leader and follower, organisations experience a redesigning of traditional beliefs concerning leadership formerly focused on power and authoritative methods. Post-bureaucratic approaches to leadership allow for the establishment of defining roles that concentrate on the support of individuals and honoring open methods of communication, where  leader and follower are focused on a comm on purpose and receive fulfillment working together in a synergized environment to achieve organizational goals [Chaleff 2003]. Although this newfound approach to leadership encourages the greater commitment of workers to the organization, the effects in regards to increased efficiency within the workplace and improved individual well being need to be considered. A leaders behavioral characteristics and principles form the impetus for success as a transformational leader, and contingency theories suggest that to improve the effectiveness, leaders can align their style to meet the requirements of the group based on situational factors, as depicted through Browning’s recount of Shackleton and his crews arduous journey on the Endurance [Browning 2007]. The success of Shackleton’s transformational leadership style required the presence of definitive charismatic, inspirational and communicative qualities [Dutton et al. 2002], however in circumstances where these traits are absent of the individual, no amount of technical skill or experience will assist the leader in achieving organizational objective s through increased employee motivation and performance. Leadership style in the post-bureaucratic era has been adapted to mirror the multifaceted ideas concerning human behaviour, and reflects how a change in perspective resulting in the empowerment of individuals within the workplace has allowed for businesses to incessantly improve their output and contribution to society. McGregor, in his 1960 work titled â€Å"The Human Side of Enterprise† discusses a number of preconceived connotations detailing assumptions of the nature of human beings. His philosophies provided the underlying basis in which organisations began to implement a new approach to leadership, whereby he formulated two distinct theories regarding the human approach to work. Bureaucracy is represented by Theory X, which can be likened to a transactional leadership style. The emphasis is on an individual’s lack of ambition, motivation and desire to succeed, noting how it is only through autocratic methods of leadership will organizational objectives be reached [Stewart 2010]. In stark contrast, the post-bureaucratic concept proposed as Theory Y, encompasses a more holistic  approach to leadership, focusing on the self-realization of individuals in the workplace. McGregor ascertains that humans are active shapers of the organizational objectives they are presented with, and flourish when given the opportunity to assume a higher responsibility within their role. In challenging the existing paradigms that focused on the human desire to satisfy their physiological needs, the research supported a shift that was now centralized around self-actualization and esteem [Maslow 1943]. This new interpretation of the working environment enabled leaders to implement strategies that promoted creativity and innovation amongst employees in their pursuit to achieve higher states of psychological satisfaction. The transference of power within organisations between leader and follower facilitated a restructuring of the workplace. There was now a clear avenue that better sup ported employee and organizational goals, allowing for the objectives of both parties to coincide, ultimately leading to higher levels of effectiveness and productivity required by the onset of economic globalization. The relationship between leader and follower can be described as a complex reciprocal understanding between parties that require clear and distinct channels of communication. Successful leadership forms the basis in which businesses achieve desired results that mirror the continued growth and development of the firm. Organizational objectives will only be met when leaders can effectively articulate a vision amongst employees that assists in synchronizing the goals of the individual and organization. Post-bureaucracy has allowed for the practices and styles encompassment of the paradox that is leadership to be examined from another dimension, where we have witnessed a shift from a focus on the importance of specific leadership characteristics to a newfound analytical appreciation highlighting the interactions between leader and follower. In light of the ideas conveyed throughout previous research and the arguments presented within this paper detailing leadership in both the bureaucrat ic and post-bureaucratic eras, we can rationalize that there is no definitive approach to leadership that can be regarded as being more precise than another. Transactional leadership has long been steadfast and continues to thrive in organisations that regard stability and efficient modes of  production paramount to their success, whilst transformational leadership concerns itself with satiating the psychological needs of the individual. Further research lends itself to exploring the consolidation of methods from both eras, analyzing the effects of implementing styles and traits often regarded as mutually exclusive. Reference List Bass, B.M. 1985, ‘From transactional to transformational leadership† Learning to share the vision’, Journal of Organizational Dynamics, vol. 18, pp. 19-32. Browning, B.W. 2007, ‘Leadership in desperate times: An analysis of endurance: Shackleton’s incredible voyage through the lens of leadership theory’, Advances in Developing Human Resources, vol. 9, no.2, pp.183-98. Chaleff, I. 2003, The Courageous Follower: Standing up to and for our leaders’, Berrett-Koehler Publishers, San Francisco. Dutton, J.E., Frost, P., Worline, M.C., Lilius, J.M. & Kanov, J.M. 2002, ‘Leading in times of trauma’, Harvard Business Review, vol. 80, no. 1, pp. 54-61. Johnson, P., Wood, G.T., Brewster, C.J. & Brookes, M. 2009, ‘The rise of post-bureaucracy: theorists’ fancy of organizational praxis?’ Journal of International Sociology, 24 (1). pp, 37-61. ISSN 1461-7242 Lievens, F., Van Geit, P., Coetsier, P. 1997, ‘Identification of transformational leadership qualities: An examination of potential biases’, European Journal of Work and Organizational Psychology, vol. 6, no. 4, pp. 415-430. Maslow, H.A., 1943, ‘A Theory of Human Motivation’, Psychological Review, vol. 50, no. 4, pp. 370-396. Meindl, J.R., Ehrlich, S.B. & Dukerich, J.M. 1985, ‘The romance of leadership’, Administrative Science Quarterly, vol.30, no.1, pp. 78-102. Nikezic, S., Markovic, S. 2011, ‘Transformational leadership as a factor profound changes’, 11th Conference for research and development in mechanical industry’, RaDMI 2011, SaTCIP (Scientific and technical center for intellectual property) Nikezic, S., Puric, S., Puric, J. 2012, ‘Transactional and transformation leadership: Development through changes’, International Journal for Quality Research, vol. 6, no. 3, pp. 285-296. Rego, A., Sousa, F. & Marques, C. 2012, ‘Authentic leadership promoting employees’ psychological capital and creativity’, Journal of Business Research, vol. 65, no. 3, pp. 429-37. Stewart, M. 2010, â€Å"Theories X and Y, Revisited’, Oxford Leadership Journal, vol. 1, no. 3, pp. 1-5. Weber, M., 1947, â€Å"The Theory of Social and Economic Organization†, Translated by A. M. Henderson & Talcott Parsons. New York: The Free Press.

Buisness to Budsiness Marketing Plan

Buisness to Budsiness Marketing Plan Free Online Research Papers ABSTRACT Canterbury spice man (CSM) is a distributor of spicy sources in the United Kingdom its principle owner Mr. Rizal Ahmad secured the exclusive right to distribute a range of spicy sauces in the UK. (CSM) believes that the major markets for these products are in London, Birmingham, Manchester and Bradford. The company is planning to import 25,000 cases a year from suppliers in Thailand, Malaysia and Indonesia. It intends to keep the original brand names on half the product range and stick the ‘Spice Man’ labels on the other half. The company plans to distribute the following sauces- rending sauce from Indonesia, fried rice sauce from Indonesia, curry noodle sauce from Thailand, curry sauces from Malaysia and sweet and sour sauces from Thailand. The average cost to CSM of a case (12 jars) of any of these sauces â€Å"CIF† at Southampton is estimated to be about  £6. As Canterbury Spice Man’s management have limited marketing experience, myself and my designated group of marketing consultants were appointed to act as consultants for Canterbury spice man to assess and analyze the difficulties and provide a marketing plan which includes the recommendations on the channels of distribution that should be used, the market offerings proposed for intermediaries/ channel members and recommendations of the specific strategies that Canterbury spice man should use to develop and maintain effective business relations which are believed to be needed. This report shows research material and appropriate assessments carried out by my self and my marketing team, which involves developing a well structured marketing plan; my individual recommendations and assessments; the required distribution channels recommended which include wholesalers, restaurants, supermarkets, etc; our proposed market offerings to channel members and the marketing strategies which could be used by Canterbury spice man in distributing its brand of spicy sauces. INTRODUCTION Marketing is the art of communicating a products presence and abilities to its target market in an attractive and buyable format. Canterbury spice man like millions of companies has the onus of selling a new fangled brand to a chosen target market in the United Kingdom. His product range includes five types of spicy sauces which are to be distributed to four cities; London, Birmingham, Manchester and Bradford, in the United Kingdom. His sales capacity is 25,000 cases; of 12 bottles, per annum. The objective of this report is therefore to present warranted recommendation on distribution channels, the market offerings for such channels and to offer a comprehensive strategic marketing plan for Canterbury spice man to develop and maintain effective business relations This market plan will show Canterbury Spice Man (CSM) the distribution channels available to him in his target areas as well as a recommend to him channel of distribution to use. Distribution is an important part of the 4 aspects of marketing. A distributor is the middle man between the manufacturer and retailer. After a product is manufactured it is typically shipped and usually sold to a distributor. The distributor then sells the product to the retailers or customers. The distribution channel chosen for CSM is based on the market for his product, the availability of these channels of distribution; their advantages and disadvantages; and a low cost budget. These channels include both direct and indirect sales mediums, they are; Trade fairs, wholesalers, and retailers. Haven recommended a channel of distribution I have itemized market offerings that CSM can use to attract these distributors and secure a relationship with them. They are discount services, free deliveries, JIT delivery, credit facilities and advertising. These market offerings recommended are further analyzed based on their cost and benefits to Canterbury spice man. They are uniquely put together to accommodate the specified target areas as well to ensure CSM makes a profit from sales. Finally, the market offering are valued based on their critical and financial value to members of the chosen distribution channel. This value when presented to the chosen wholesalers, retailers and restaurants will help develop a business relationship. However it is paramount that such relationships be properly maintained. Positive maintenance lies in the areas of flexibility, dependability and kaizen. This analysis would form the basis a market plan that CSM would follow to achieve a success in this financial year Distribution channels When choosing a distribution strategy CSM must determine what value a channel member adds to its products. Customers assess a products value by looking at many factors including those that surround the product (augmented product). Several surrounding features can be directly influenced by channel members, such as customer service, delivery, and availability. Consequently, for CSM selecting a channel partner involves a value analysis in the same way customers make purchase decisions. That is, CSM must assess the benefits received from utilizing a channel partner versus the cost incurred for using the services. Mr. Rizal Ahmad has decided to import 25,000 cases of spicy sauces per annum and to remove the brand name on 12,500 of these cases and replace them with the CSM logo. In order to move this stock of varied sauces; which include, rending sauce from Indonesia, fried rice sauce from Indonesia, curry noodle sauce from Thailand, curry sauces from Malaysia and sweet and sour sauces from Thailand, he needs to effectively distribute approximately 2090 cases per month between four chosen locations. These locations are London, Birmingham, Bradford and Manchester. There are various types of distribution channels that CSM can employ and due to the dual nature of his products the chosen channels of distribution are categorized into two; direct and indirect sales. Direct selling channels include Bids and tenders, online shops, Sales Team for face-to-face selling, Sales Team for telephone selling and Trade shows and exhibitions. On the other hand indirect selling channels include wholesalers, retailers, resellers, and sales agents. The relevant aspects of direct selling which are inline with the product type that CSM offers are: an online store, sales team for fa ce-to-face selling and trade fairs and exhibitions. Indirect selling on the other hand offers more value to CSM. Its relevant types are; wholesalers and retailers. Direct Selling The 12,500 cases of spices which are not branded by the CSM logo will be directly sold to the restaurants located in two of the geographic areas chosen. They are London and Birmingham. This is because they are both highly populated with people of ethnic origin and restaurants characterized by spicy foods. In order to effectively move this stock this means 520 cases need to be delivered to each of these locations per month (1040 cases in total). The Criteria for Direct Sales The criteria for direct sales to any end user are as follows; the customers are large and well defined; the customers insist on direct sales; sales involve extensive negotiations with upper management and control of the selling job is necessary to ensure proper implementation of the total product package and guarantee a quick response to market conditions. The market The market for restaurants in London and Birmingham is a large and well defined market. London’s ethnic importance for CSM London has an exciting cultural diversity; with over 300 languages in regular use and with 200 communities represented in the population. London represents the World in one city (London 2012, 2007). The London region is by some distance, the most ethnically diverse in Britain. People from ethnic minority groups made up 40% of its population at the time of the 2001 census. Within Greater London, more than 50 ethnic groups are represented in numbers of 10,000 or more. Out of every 1,000 people, on average: 597 are White British, 120 are Asian, 114 are White non-British, 109 are Black, 32 are of mixed race and 11 are Chinese (Commission for racial equity, 2007) London’s sophisticated tastes and rich ethnic mix create a huge receptive market of innovation and distribution for CSM. In London chefs are the new celebrities and new food experiences are part of everyday life. London offers a consumer market of goodies with consumer spending on eating out reaching $8 billion, 30% more than the UK average. London’s strong restaurant culture, with the full range of restaurants (over 6,000) from ethnic fast food to top chefs, serve dishes for over 70 different countries worldwide. In addition London is also home to around 5,700 retail food and drink outlets, in the UK (think London, 2005). Birmingham’s ethnic importance for CSM Birmingham, home to almost a million people, is the second most diverse city in Britain. According to the 2001 census, people from ethnic minority groups accounts for more than a third of its population. It has the largest concentrations of many groups outside of London, particularly Asians and Black Caribbean’s. In two districts; Washwood Heath and Bordsley Green, both to the east of the city centre, Pakistanis form the majority ethnic group that is, more Pakistanis live there than all other ethnic groups combined (including whites). The ethnic Pakistani population in Birmingham predominantly originates from the Mirpur district of Azad Kashmir. The city exhibits very extreme concentrations of particular ethnic groups, with the Pakistani predomination in the east and a large Indian population in the north-west of the city centre. One in five people in the entire city are Asian; a total of 191,000 people. Put another way, nearly half of all south Asians in the West Midlands live in Birmingham. Of those, more than half (104,000) are Pakistani, 56,000 are Indian and 21,000 Bangladeshi. (Commission for racial equity, 2007). Do customers insist on direct Sales? Although they do not necessarily demand direct sales, the volume of demand in individual restaurants places a need for the Just -In -Time production of food. A direct sale to these restaurants will help them fulfill these needs. On- going Negotiations of Sale As the volume of CSM products demanded by restaurants increase these restaurants would demand better service and better prices. In order, to be ahead of the competition, these relationships need to be managed. Therefore direct sales will ensure that upper management is happy and sales levels are managed properly Control of the Selling Job. This is especially necessary for restaurants in order to educate them on how these spices can be used and to guarantee just in time delivery, since this is the nature of their business. Types of Direct Selling Direct sales tactics such as face-to-face selling, an online store and trade fairs and exhibitions can be used to create awareness to restaurants about the product ranges and delivery services that CSM offers. Face- to – face Selling: This involves employing a sales team to sell products on a one-on-one basis to potential customers. It is important to use this method of direct sales when for example, your product is high-value and you only need a few sales to achieve your business objectives; the product is a luxury item that demands high level of involvement from the sales person; the features and benefits of the product need to be explained in detail; the sales cycle (ie from initial interest to making a purchase) is very long; and the decision to buy rests with more than one person. Advantages and Disadvantages The face- to-face sales method will create exact awareness to target customers and is especially good for building the brand name in the restaurant market. It will ensure that CSM knows the exact need of individual restaurants and enable him to deliver accordingly. However, a large disadvantage for this method of sales is that it involves a lot of time, energy and high labour costs. It would be very expensive for Canterbury spice man to get sales men to sell door to door, to every restaurant in London, Manchester, Birmingham, and Bradford. An online Shop This involves the sales of goods and services on a website. This sort of selling can work if products are well defined; there are fixed prices for all types of potential customers; products can be delivered within a predictable lead time; there is high volume of sales and low to mid-value products. In order to set up an online store you need to set up shopping cart facilities on your web page, a payment system, a back-end order processing system to prepare package and post the goods and to manage any returns, and a system to keep track of the payments. Advantages and Disadvantages This can be beneficial to Canterbury Spice Man for the following reasons. They include increased sales for CSM spices, decreased cost of sales in terms of managing sales and distribution depots, and greater publicity; since the worldwide web is available to everyone. Conversely however the disadvantages of selling online is firstly high competition levels on the web, the fact that consumers might need spices immediately and do not have time to wait for the lead time involved in delivery, high delivery cost in form of singular postage and package and non-specific sales. If the sales made are not specific, Canterbury Spice man will not know where to expect repeat demand from and who to build relationships with. Furthermore, the biggest challenge Canterbury Spice man will face in online store is that of a non-established brand. Consumers are likely to go for the brand names they are familiar with online than try new things with no recommendation. If it was in a store it would be that s tore recommending the CSM sauce to them however a CSM owned website will not be sufficient to recommend itself. Trade Fairs and Exhibitions A trade fair or trade show is an exhibition organized so that companies in a specific industry can showcase and demonstrate their new products and services. Some trade fairs are opend to the public, while others can only be attended by company representatives (members of the trade) and members of the press, therefore tradeshows are classified as either â€Å"public† or â€Å"trade only†. Trade fairs often involve a considerable marketing investment by participating companies. Costs include space rental, display design and construction, telecommunications and networking, travel, accommodations, promotional literature, and â€Å"give away† items. In addition costs are incurred at the show for services such as electrical, booth cleaning, internet services, floral decoration within the booth and drayage. Cities often promote trade shows as a means of economic development. There are a number of trade fairs are held in UK, however there are 14 trade fairs to be held in the Catering food processing and wine sector in the next 2 years. Nine of these exhibitions are held in Birmingham and Eight in London (Trade Fairs and Exhibitions, 2007). Canterbury Spice Man can take advantage of these trade fairs to make his brand known to other retailers in the food industry and from these gain monthly orders. Advantages and disadvantages It is very advantageous for Canterbury spice man to participate in trade fairs as it would give him contact with all sorts of consumers (restaurants, wholesalers, etc) in the food industry. The contacts he gets here would create a ripple effect in the right market. Trade fairs are an effective platform to introduce and market new products since the reason why people attend trade fairs is to see what is new. Canterbury spice man will also get immediate feedback on his product range from all customers. Furthermore he can recruit dealers and set up distribution channels at these trade fairs. It is also a good opportunity for CSM to check out the competition in order to establish a strategic market plan. Trade fairs also offer media exposure to all attending exhibitors which will create more awareness of CSM’s product range and services press releases and magazines do reports on these trade fairs and exhibitions. The adverse side to participation in trade fairs is strong an act ive presence of competitors as well as the cost of setting up a stand.. INDIRECT SELLING Members of the distribution channel are specialists in what they do and can often perform tasks better and at lower cost than companies who do not have distribution experience. Marketers attempting to handle too many aspects of distribution may end up exhausting company resources as they learn how to distribute, resulting in the company being â€Å"a jack of all trades but master of none†. Indirect distribution uses at least one type of intermediary, if not more .CSM should focus on two specific areas for its indirect sales as mentioned earlier; these are wholesalers and retailers. Types of Indirect Selling Wholesalers The wholesalers are the first point of contact in the distributive channel that Canterbury spice man must undertake. The benefits wholesalers offer to members of the channel can be significant. Distribution decisions, through specific benefits vary by type of wholesaler. Yet there are two particular benefits CSM could gain. One for suppliers and one for retailers that are common to most wholesale operations. Advantages Firstly, wholesalers can help CSM by providing various customers access to its products- wholesalers are in business to provide products and services to buyers (e.g. retailers) who either cannot purchase directly from CSM because their purchase quantities are too low to meet CSMs minimum order requirements or, if they purchase directly from suppliers will pay higher prices compared to bigger retailers who obtain better pricing by purchasing in greater quantities. Secondly, since wholesalers sell to large number of buyers their order quantities may match those of large retailers thus allowing them to obtain lower prices from suppliers. Wholesalers can then pass these lower prices along to their buyers, which can enable smaller retailers to remain competitive with larger rivals. In this way transacting through wholesalers is often the only way certain retailers can stay in business. Thirdly, by employing the service of a wholesaler CSM is providing smaller retailers access to products they cannot acquire without wholesaler help offers a benefit for suppliers as well since it opens additional market opportunities for suppliers. Namely, suppliers can have their products purchased and made available for sale across a wide number of retail outlets. More importantly, for a company offering a new product, convincing a few wholesalers to stock a new product may make it easier to gain traction in the market as the wholesaler can yield power with the smaller retailers convincing them to stock the new product. Considering a wholesaler can serve hundreds of small retail customers, the market efforts persuading the wholesaler to adopt a new product may be far more efficient compared to efforts needed to convince individual store owners to stock the new product. (knowthis.com, 2007). Disadvantages Wholesalers will have a key interest in CSM having the required quantities of the different sauces at required times and for CSM to provide a JIT service. These sauces must meet UK food and packaging standards and adhere to the strict guidelines. The wholesalers are interested in the shelf life of the products due to the length of the distribution channel. Finally CSM might also face a challenge in convincing wholesaler to stock these new-fangled products. Retailers In today’s dynamic retail environment, CSM must recognize the importance of reaching consumers wherever they shop. ‘Retailing includes all the activities involved in selling goods and services directly to final consumers for there personal non business use.’ (Kotler, 1988 pg 554) A retailer or a retail store is therefore any business enterprise whose sales volume primarily comes from retailing. There are various types of retail organizations however we will focus on store retailers. The major types of store retailers include specialty stores, department stores, supermarkets, convenient stores, superstores, discount store, warehouse stores and catalogue showroom. It is recommended that Canterbury spice man distributes to large store retailers such as specialty stores, department stores, supermarkets and discount stores; since small stores will get CSM stock from wholesalers. Advantages Retailers offer many benefits to suppliers and customers. For suppliers the most important benefits relate to offering opportunities to reach their target market, build product demand through retail promotions, and provide consumer feedback to the product marketer. Disadvantages Retailers would like to know how CSMs products need storing, the quality of the products, how quickly the sauces can be delivered. Retailers are more than likely to demand exclusivity rights to products they stock. CSM could experience a loss of autonomy and flexibility, and gain a dependence on the buyer (e.g large retailers) this will also lead to CSM having a weaker negotiating position and would begin to share its confidential cost and other information with these large retailers. Channel Recommendations Based on all the information gathered it is recommended that Canterbury spice man follows a distribution channel that involves both direct and indirect sales. I recommend that he sells directly to restaurants in London and Birmingham through the agency of trade fairs and exhibitions. There about 16 expected to be held between the two cities. Trade fairs will augment his product in the exact way he wants, it since he is in charge of its sales to restaurants. However its costs are the disadvantages mentioned above. I also recommend that he further distributes his sauces via wholesalers in all four cites. These wholesalers while help ensure that CSM products are available to small retailers and convenience stores. He can also make these products available to large retailers such as: super markets, specialty stores, discount stores and department stores. Logistics and numbers Logistics refers to designing and managing all activities necessary to make materials available for production or to offer finished products to customers when, where and in the condition they are needed. 520 cases per month need to be distributed to each of the locations in order to effectively move stock by the end of CSM’s financial year. The wholesalers can stock more goods and for longer periods of time, retailers will take lower quantities at a more frequent rate and restaurants will simply order when they need stock. It is therefore recommend that CSM operates a JIT delivery system to all members of the distribution channel. Canterbury spice man can secure orders from restaurants and retail specialist stores at trade fairs; however he would have to strategically approach other members of the distribution channel in order to secure orders. Market Offerings Canterbury Spice Man is a new product in the food and spices industry. It will therefore face a challenge in gaining the trust of members of the distribution channel as well as end-consumers. The members of the distributive channel play a big role in convincing consumers to buy this new product range. There is therefore an onus on Canterbury Spice Man to offer incentives to members of the distribution channel in exchange for shelving his products. The market offerings proposed for intermediaries/channel members are; Discount services, Free deliveries, Just-in-time (JIT), Credit Facilities and Advertising. Discount services CSM will have to provide discount services for all members of the distribution channel in order to arrive at the prescribed retail price of  £1.75 per bottle. The cost of buying each packet of 12 spices is  £6 therefore the price of each bottle is 50p. in order to make a 100% markup each case should be sold at  £12 ( £1 per bottle). In providing a discount service to wholesalers and large retailers CSM can sell each case between  £11 and  £12 depending on the quantity of purchase. For example every purchase bellow 500 cases will cost  £12 per case and every purchase of 500 cases and above will cost  £11 each. Deliveries to restaurants which are in smaller quantities will cost a standard  £13 per case however after 6 consecutive orders it becomes  £12.50 per case. The following six consecutive orders will drive down the price to  £11.50 each. These discounts enable members of the distribution channel to make a sizable profit by selling each individual bottle of spice at  £1.75. Costs and Benefits for CSM The recommended retail price for each bottle of spice is a  £1.75, it would therefore mean that a case of 12 would cost  £21 ( £1.75 * 12). It will therefore cost Canterbury spice man a potential  £9 worth of profit when he provides wholesalers with cases at the cost of  £12; and a potential  £8 worth of profit when he provides restaurants with cases at the cost of  £13. It is therefore costing CSM between  £10 and  £7 to provide discount services to members of its distributing channel. On the other hand what Canterbury Spice man will lose in potential profit, he will gain in exponential in terms of sales volume. For example, if CSM sold all the stock of spice by himself at the rate of  £1.75, he would not attract many consumers; however by employing specialist in the distribution channel he is more likely to exhaust the stock of spices by the end of the year. He would be distributing to so many locations at once. Free deliveries There is a standard delivery charge of  £10 per order however for deliveries to wholesalers in quantities of 200 cases and above are free. Deliveries to retailers and restaurants are free after the fifth order. However we recommend that Canterbury spice man has a depot in all four cities in order to minimize delivery costs. Costs and Benefits for CSM The cost involved in delivering CSM products to various members of the distribution channel include Warehouse costs, delivery vans, , depreciation of vehicle, fuel costs and labour cost. The warehouse costs arise from the storage space rented or bought for the purpose of storing goods in the four target localities. The cost of purchasing a delivery van, the cost of fueling it and the depreciation that arises from usage are all part of delivery costs. Further more the wages paid to the drivers who pickup and deliver the CSM goods are factored into the cost of each delivery. It will therefore cost Canterbury spice man a lot to deliver goods free. The benefits of free delivery service however out weigh the said costs free delivery will also act as a loss leader and thus build customer loyalty. Secondly free delivery will result in increased sales volume which will result in increased profit levels and reduction of overhead costs. It should however be noted that others below 200 cases will cost a  £10 delivery charge, and all restaurant orders are note free until the sixth order. Just- in-time (JIT) â€Å"The objective of a JIT system is to eliminate waste of all kinds from the production process – required the delivery of the specified products at the precise time and at the exact quantity needed.† (Hutt, Speh, 2001) CSM will meet just in time requirements of all members in the distribution chain. This will help members of the chain reduce the risk involved in over stocking. This will involve synchronizing with these members production/delivery schedule. Costs and Benefits for CSM Suppliers who are able to meet the required orders of customers JIT requirements will find their share of business growing with the JIT-oriented customer. Meeting JIT requirements often represents a marketing edge, and may mean survival for CSM. Secondly CSM will get immediate feedback on consumer response and behaviour to his products. The costs of JIT include sophisticated computing software which networks production plans and inventory needs of members of the distribution channel with CSM. It will also cost some man hours to insure quick and efficient response to the demands of these members. The major limitation that CSM may face is not having enough stock to satisfy the JIT demands of all members of the distribution chain. Credit Facilities Canterbury spice man will provide wholesalers and retailers with one month credit facility this means goods will be delivered at the beginning of the month and the companies will be invoiced and expected to pay at the end of the month. This service will allow these customers the opportunity to stock in direct relation to monthly demands and to increase (or at least maintain) cash flow. Cost and Benefits The cost of this service will be the required startup capital and corresponding interest rate to meet CSMs monthly expenses prior to payment by wholesalers and retailers. Such monthly expenses would include petty costs such costs as fueling delivery vans purchase of invoicing booklets and other day to day running costs. The benefits of this service are that CSM will secure more orders and will get monthly feed back on consumer behaviour towards his products. Based on this information he can put together informed forecast and resultantly predict the volume of goods to be purchased for the following year. Advertising Advertising costs form a large part of the total costs faced by most companies. For large retailers like Tescos and Morrison, they take advertising campaigns seriously and they take up every space they can get. In order to attract such retailers and similar natured wholesalers, CSM will offer an advertising service to those that shelves its products. CSM will advertise on TV, radio and magazines in each local area and will mention the members of its distribution channel on all its local advertisements. For example a TV AD in Manchester will make consumers aware of the new ‘Spice Man’ brand and the stores in Manchester that shelf these products. Costs and Benefits for CSM CSM will incur advertising costs when placing adverts on TV radio and magazines and news papers in all four localities. However the awareness created by these adverts will increase consumer demand which will increase the sales volume of spices. Further more the adverts which will mention members of the distributive chain in various localities will give incentives for consumer loyalty. Recommendations on market offerings that CSM provides CSM needs to be careful to provide attractive services to the members of his distribution channel as well as to cover all the expenses involved and finally to make a profit. That is to say after providing free delivery advertisement, just in time delivery and discounts, all expenses which were mentioned above must be covered through the price and desired sales volume. Furthermore Canterbury spice man must walk away with a sizable profit. Strategies to Develop and Maintain Business Relationships â€Å"Relationship marketing centers on all activities directed toward establishing, developing and maintaining successful exchanges with customers and other constituents. The nurturing and management of customer relationships has emerged as an important strategic priority in most firms. Loyal customer relationships are far more profitable to keep than those customers who are price sensitive and perceived little differences among alternative offerings. Second, a firm that is successful in developing strong relationships with customers secures important and durable advantages that are hard for competitors to understand, copy, or to displace.† (Hutt, Speh, 2001) These are the reasons why Canterbury Spice Man needs to develop and maintain good relationships with members of his distribution channel. On the other hand prescriptive service methods which will attract CSM to be in strong relations with these channel members are elements such as delivery, flexibility, lead time and technical support. These elements are essential to the smooth flow of products through the product lifecycle. Furthermore, due to the fact that CSM is a new brand name the extent of his market offerings are not yet of obvious importance. He would need to put the financial and critical importance of his market offerings across to these members. Wholesalers and Retailers Financial Offerings CSM is giving wholesalers the opportunity to make btw  £0.45 and  £0.60 worth of profit on each bottle of sauce. Since he sells it to them between  £0.90p  £1.00 per bottle (depending on quantity and repeat order frequency) and the recommended retail price is  £1.75. Large retailers can even make profit levels of between  £0.75p and  £0.85p on each bottle. Furthermore, free delivery, free advertisement and JIT methods ensure that these profit levels are made with minimal cost and risk along side large sales volumes. Therefore for a sales volume of 200cases (which brings free delivery) wholesalers will be making a minimum of  £840 (200cases*12 bottles in a pack*  £0.35 profit per bottle) in profit. Retailers will be making a maximum of  £2040 (200cases * 12 bottles in a pack *  £0.85 profit per bottle) on this same quantity of cases. Critical offerings The biggest problem faced by most firms is that of cash flow and inventory. The JIT service provided by CSM will help wholesalers and retailers, remain at their desired cash flow levels by purchasing what they need not stock buffers. Furthermore, CSM would provide wholesalers and retailers with credit facilities such that they can pay for the goods at the end of the each month. This will help them adjust their order to monthly demand levels. Restaurants Since restaurants need CSM’s products for commercial purpose, they would require larger quantities than end consumers. The financial and critical value of the market offerings provide to restaurants thus be viewed as a two-sided coin. CSM is therefore saving them time, research, travel costs and cash flow. Time, Research and travel Costs: It will take restaurants time to find the right brand to supply all their spicy sauces. It will equally take them time to travel to the stores that stock. The travel cost is not only the cost in fuel and depreciation of asset, but also the cost of man hours, which will either increase labour costs or decrease efficiency of food production. Canterbury Spice man will thus help restaurants save these costs, in conjunction with providing with sauces from their regions of origin at below retail prices. The initial  £60.00 charge for the first six orders will be made back over long-relationship period. Cash Flow: All the costs mentioned above that restaurants will save through dealing with CSM will increase their cash flow levels. The market offerings provided by Canterbury Spice Man will help him develop valuable relationships with the firms he does business with. However, such relationships have to be maintained in order to ensure relationship longevity and resultant revenue. Maintaining the Business to Business Relationships In order to maintain effective business to business relationships CSM must be flexible in his service delivery approach. He must also be dependable; be reliable and able to reduce lead times to the barest minimum. Finally he must create account specific product offerings based on feed back and fore sight of consumer needs are inline with the Japanese continuous improvement methods (Kaizen). For wholesalers and retailers such account specific product offerings would be to maintain and/or increase discount levels as sales volume increases this will enable both party to operate at low cost levels. Retailers and wholesalers can be encouraged to function in sync with Canterbury Spice Man in areas of scheduled stock replenishment this encouragement will come in form of prompt delivery and a free offloading service. It is recommended that CSM operates a kaizen method through regular feed back from all members of his distribution chain. The goods cost a fixed price but the services are deliv ered free or at minimal cost. Furthermore, in order to maintain a long lasting and valuable relationship with restaurants CSM needs to implement strong actor bonds. He must have a representative team that works closely with the restaurant management in the selected restaurants in London and Birmingham. This team will be responsible for follow ups from trade fair orders to restaurants food specifications and requirements. This will ensure that Canterbury spice man will provide the right type of sauces to the specified restaurants at the right time. Thus being flexible, dependable and continually improving. Conclusion and Recommendation In conclusion the product range Canterbury spice man has chosen to deliver comes with a required service level to efficiently and effectively market it. The provision of these services comes with associated market cost and benefits. His chosen distribution channel helps CSM specialize in distribution of authentic sauces. This distribution channel includes wholesalers, retailers and a special group of end consumers; restaurants. To attract members of this channel CSM provides services such as discounts, free deliveries, credit facilities, free advertisement and just in time delivery systems. Furthermore for this first year CSM is allowing members of the distribution chain make more profit on sales of his product than he is. For every 200 cases of sauce delivered he will make an average of minimum of a  £1200 while retailer will make a maximum of  £2040. Based on that pricing at the end of the financial year CSM will make a minimum of  £150 000. This of course is dependent on CSM ability to effectively maintain relationships with all his distributees. Maintaining relationships with businesses is a complex and specific mater which Canterbury spice man has to incorporate into the day to day running of his business. The three main areas that will help keep these business relationships long and valuable are; flexibility, low service costs and kaizen methods. Recommendation In order to ensure effective marketing, I have recommended the following to CSM Employ wholesalers and retailers as members of his distributive channel Employ direct sales methods to market to restaurants in the London and Birmingham area. This is due to high population density and ethnic diversity in these two areas. Provide free and low cost services for members of the distribution channel. Services such as discounts, free deliveries, credit facilities, free advertisement and just in time delivery systems. Finally based on the individual nature of CSMs customers they most provide account specific market offerings in order to maintain valuable and long lasting relationships. Feedback and improvement are adhesives that will hold CSM and members of his distribution chain firmly together. REFERENCES Bibliography Hutt, M.D., Speh, T.W., (2004), â€Å"Business marketing management† 8th Edition, Thomson South-western. Hutt, M.D., Speh, T.W., (2001), â€Å"Business marketing management† 7th Edition, Thomson South-western. Kotler, P., (1988), â€Å"Marketing Management† 6th Edition, prentice-hall International, inc. 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