Planilla N-400 para ciudadanía por naturalización

Se puede adquirir la ciudadanà ­a de los Estados Unidos de varias formas, entre ellas la naturalizacià ³n. El formulario N-400 es el indicado para iniciar estos trà ¡mites. Este artà ­culo te guà ­a de manera sencilla para que puedas completar sin problemas la planilla N-400 y puedas jurar como ciudadano en aproximadamente 6 meses desde la fecha de inicio de todo el proceso. Quià ©n puede naturalizarse y asà ­ convertirse en estadounidense Los residentes permanentes legales pueden adquirir la nacionalidad americana por naturalizacià ³n. Si bien tienen que pasar un nà ºmero de aà ±os como titulares de la tarjeta de residencia (green card) antes de poder aplicar. El  tiempo de espera  varà ­a segà ºn cà ³mo se consiguià ³ la green card. Aunque hay varios supuestos y excepciones la regla general es que los esposos de ciudadanos deben esperar 3 aà ±os, mientras que el el resto de los residentes deben esperar 5 aà ±os. Extensià ³n de la planilla para pedir la ciudadanà ­a y quà © te vas a encontrar En cuanto a la extensià ³n de N-400,  tiene exactamente 21 pà ¡ginas.   A tal fin, se hace una serie de preguntas divididas en 17 partes: Parte 1: elegibilidad.   Parte 2: Informacià ³n sobre ti (nombre, Nà ºmero del Seguro Social, fecha de nacimiento, solicitud de acomodacià ³n especial para la entrevista, peticià ³n de que se aplique una excepcià ³n para no presentar el examen de inglà ©s y/o cà ­vico, etc). Parte 3: Informacià ³n de contacto: telà ©fonos y cuenta de correo electrà ³nico. Parte 4: Datos sobre dà ³nde has vivido en los à ºltimos cinco aà ±os. Parte 5: Informacià ³n sobre tus padres. Parte 6: Con el objeto de poder identificarte fà ­sicamente al verificar un posible expediente delictivo, Inmigracià ³n te pide que le informes sobre ciertos datos personales: altura, color de cabello y ojos, grupo à ©tnico, raza y gà ©nero. Parte 7: Informacià ³n sobre las escuelas o universidades a las que has atendido en los à ºltimos cinco aà ±os y tus empleos en ese mismo periodo de tiempo. Parte 8: Descripcià ³n detallada de los viajes que has hecho fuera de Estados Unidos que han durado mà ¡s de 24 horas y que has realizado en los à ºltimos cinco aà ±os. Esta informacià ³n es muy importante ya que los residentes permanentes tienen limitado el tiempo que pueden pasar fuera de EEUU. Si lo sobrepasan pueden perder su condicià ³n de residentes y, consecuentemente, no podrà ­an aplicar por la ciudadanà ­a. Parte 9: Inmigracià ³n tambià ©n quiere saber con quià ©n està ¡s casado/a y con quià ©n lo has estado en el pasado. Es decir, la historia de tus matrimonios, divorcios, separaciones o estado  de viudedad.   Parte 10: Inmigracià ³n tambià ©n quiere saber toda la informacià ³n relevante sobre tus hijos: biolà ³gicos, adoptados legalmente (no simplemente de crianza) o hijastros. No importa la edad, si viven en EEUU o en otro paà ­s, si està ¡n solteros o casados o si son fruto de un matrimonio o de una relacià ³n extramatrimonial o anteriores al casamiento. En otras palabras, hay que incluir los datos de todos los hijos (incluidos los fallecidos). Parte 11: Informacià ³n adicional. Mà ¡s sobre esta parte, casi al final del artà ­culo, porque merece una explicacià ³n amplia. Parte 12: Tienes que firmar. En casos excepcionales de incapacidad fà ­sica o psà ­quica podrà ¡ hacerlo un representante, que deberà ¡ firmar primero con el nombre del representado y luego con el suyo propio, aà ±adiendo la aclaracià ³n designated representative. Esta persona NO es la preparadora que ayuda a llenar este formulario, si es que se precisa. Parte 13: Si tà º aplicas, pero es  tu esposa/o, primo, amigo, abogado, contable, etc, quien llena por ti este formulario, entonces deberà ¡ completar esta parte. Parte 14: Si tus conocimientos del inglà ©s son limitados y necesita que alguien te traduzca el documento, entonces tà º y la persona que te hace de intà ©rprete tienen que completar esta parte. Parte 15: Dà ©jala en blanco en el momento de llenar el formulario. Tendrà ¡s que firmar pero lo harà ¡s en el momento de la entrevista cuando el oficial de inmigracià ³n te diga que tienes que hacerlo .No antes. Parte 16: en el poco probable caso de que seas un prà ­ncipe, condesa, marquesa o conde de otro paà ­s o tengas otro tà ­tulo nobiliario, deberà ¡s renunciar a à ©l. Parte 17: Esta parte dà ©jala en blanco cuando llenes el formulario. Se trata de la parte de Juramento de lealtad a los Estados Unidos y se llenarà ¡ delante del oficial de inmigracià ³n en la entrevista. Explicacià ³n con mayor detalle de la parte 11   Se hacen muchas preguntas donde hay que contestar Sà ­ o No. Algunas ya existen en el formulario actual. Pero se incluyen muchas nuevas, mà ¡s especà ­ficas.  Se trata de determinar tu carà ¡cter moral y si eres un peligro para la seguridad. Hay preguntas de todo tipo, desde si has votado alguna vez en EEUU o te has declarado ciudadano sin serlo a si has pertenecido a la policà ­a o al ejà ©rcito de cualquier paà ­s, si has militado o colaborado directamente con un partido comunista o uno totalitario. Si has formado parte de un grupo vigilante, guerrillas, paramilitares, etc. Tambià ©n quieren saber si has sido arrestado o condenado por un delito o falta. Incluso si has colaborado en grado de tentativa en un delito del que ni siquiera has sido arrestado. Es muy importante entender cà ³mo contestar en caso de tener un rà ©cord sellado. Asimismo, Inmigracià ³n quieres saber si alguna vez has sido ingresado en un hospital mental o institucià ³n similar, si has tenido un problema grave con el alcohol, si consumes droga, si te dedicaste a la prostitucià ³n, si has ayudado a cruzar ilegalmente la frontera a un extranjero o si no has pagado una pensià ³n alimenticia, cuando estabas obligado a ello. La lista es muy larga y hay que contestar honestamente. Si crees que alguna respuesta te puede acarrear problemas o se te pasa por la cabeza la idea de mentir, entonces este es el momento de parar de llenar el formulario y buscar ayuda legal. Un abogado de inmigracià ³n es el à ºnico que puede proporcionar asesorà ­a legal para tu caso en concreto. Aquà ­ puedes acceder a una base de datos para buscar por tu localidad. Pero puedes tambià ©n pedir consejo a una organizacià ³n acreditada de ayuda a inmigrantes para que te refieran a un abogado de confianza. Detalles de seguridad del formulario N-400   Desde hace unos aà ±os esta planilla incluye un  cà ³digo de barras en 2D. Esto hace que segà ºn se va cubriendo el formulario en la computadora y se pasa de pà ¡gina, la informacià ³n se codifica.   Despuà ©s imprimes el formulario, lo firmas y lo envà ­as al USCIS. Al llegar a las oficinas de inmigracià ³n un escà ¡ner podrà ¡ descodificar rà ¡pidamente la informacià ³n y à ©sta  se incorpora  a su sistema de computacià ³n. Entre las ventajas del nuevo sistema destacan: Reduce tiempo y cantidad de trabajo para incorporar al sistema de computadoras de Inmigracià ³n la informacià ³n que contienen  las solicitudes.Evita errores de transcripcià ³n.De una manera muy rà ¡pida se puede compartir informacià ³n entre las agencias del gobierno que requieran acceso  ¿Cuà ¡les son los puntos bà ¡sicos con los que te tienes que quedar? El USCIS sà ³lo admite una  planilla actualizada que puedes obtener en ese enlace. Mentir en un formulario de inmigracià ³n para obtener un beneficio es un fraude de ley, lo que podrà ­a dar lugar a muchos problemas. En caso de dudas, lo mejor es aconsejarse con un abogado o con una organizacià ³n reputada de asistencia a migrantes. Despuà ©s de enviar el formulario con el pago correspondiente, recibirà ¡s una cita para presentarte en una oficina para que te tomen datos biomà ©tricos como huellas digitales y fotos. Posteriormente, debes pasar un examen de conocimientos cà ­vicos, histà ³ricos y de inglà ©s. Diversas organizaciones en todo EE.UU. brindan ayuda gratuita para tomar clases para preparar el examen de ciudadanà ­a. Si te da miedo el examen de inglà ©s, verifica si puedes  rendir el examen en espaà ±ol. Ademà ¡s, si tienes alguna discapacidad, comprueba si calificas para no rendir el examen o para pedir un acomodo especial. El à ºltimo paso es la jura de lealtad a los Estados Unidos y la adquisicià ³n de la ciudadanà ­a. En ese acto se entrega el certificado de naturalizacià ³n, que asà ­ lo prueba. Entrà ©nate para el examen de ciudadanà ­a con este test de respuestas mà ºltiples Uno de los pasos que implica adquirir la nacionalidad americana por naturalizacià ³n està ¡ tener que pasar un examen de conocimientos cà ­vicos.  Toma este test con preguntas reales para comprobar si està ¡s preparado.   Este artà ­culo no es asesorà ­a legal. Sà ³lo tiene un carà ¡cter informativo.

A Disease Is A Structural Or Functional Disorder - 1845 Words

A disease is a structural or functional disorder in humans that shows a series of specific symptoms. Though it is up for discussion as to when a disease would be considered new, Levin’s et al. (1994, p. 52-60) suggested, â€Å"A disease is recognized as new when its symptoms are distinct from any disease that has come before†. The enquiry into new diseases and how they come about sheds light into the modern human society in whom the disease might penetrate from. Nevertheless the following essay will put forward how humans are not always the hosts to new diseases and in fact may be imbedded from animal species. Also the main factor that has been contributed is the speed of transportation of these new diseases whether it is within boarders or air†¦show more content†¦Furthermore Ebola was a disease of great popularity in the recent year of 2014 where originality erupted in Guinea. Hayes (2009) describes the instability of Zika Virus and where it originated from i n how it was transported between boarders. Lastly SARS disease will be discussed in depth with reference to symptoms and transportation from person to person. The evolution of Human Immunodeficiency Virus (HIV) was originated from acquired immune deficiency syndrome (AIDS) is a pandemic disease in which creates unembellished harm of body cellular immunity and promotes decrease resistance to infection. This disease was formally predictable in patients of the United States in 1981 and the World Health Organization (WHO) estimated in 1988 that â€Å"five to ten million people worldwide are infected with AIDS† (Hunt 1989 p. 353-373). However the main catalyst of HIV was derived from the original host of an infectious chimpanzee in West Africa referred to as simian immunodeficiency viruses (SIVs) (Sharp Hahn 2010). The recent article ‘The Evolution of HIV-1 and the Origin of AIDS’ illustrated by Sharp and Hahn (2010) proposes that there is a likelihood of transportation of the disease between chimpanzee to human beings through â€Å"exposure to infected blood and body fluids during the butchery of bush meat†. It was put forward, that after years of observation, it was established that women who were diagnosed SIV-positive had a fertility reduction in regards to the

Qantas Airways Growth and Operation

Question: Discuss about the Qantas Airways for Growth and Operation. Answer: Introduction: Strategic Management refers to a set of inter-related steps or actions that the management authority of an organization implements to increase the companys performance and production (Hill, Jones and Schilling 2014). If the strategies followed by a company results in superior performance, it is known to have competitive advantage. Successful strategies enable a company to reduce its cost structures, charge low prices, achieve market share and gain more profits than its competitors. This report examines the growth and operating strategies of Qantas Airways Ltd. the number one domestic airline of Australia and a leader in the Asia-Pacific region (Kumudha and Bhunia 2016). The assignment, firstly gives an overview of the above-mentioned airline company and the factors related to its operation and growth. Then it goes on to evaluate the companys strategies and the competitive advantages it has achieved over its rivals. Lastly, the paper examines whether further, more innovative strategies are required in order to maximize the companys performance, and if any, then the required strategies should be implemented to achieve success over its competitors. Company Background: Qantas is one of the ten largest airlines in the world and has been established in the year 1920 (Referenceforbusiness.com 2017). Qantas provides extensive domestic services in both Australia and New Zealand, and connects Australia to eighty-one destinations in forty other countries. The Qantas group comprises of five major segments, that is, Qantas Domestic, Qantas International, Jetstar Group Qantas Loyalty and Qantas Freight, generating over 15.8 billion dollar. The group strategy of Qantas is to deliver consistent and sustainable returns to share holders with safety being their first priority always. The company maintains a number of alliances and code share arrangements and a member of the one world global airline led by American Airlines and British Airways and is largest shareholder with eighteen per cent interest (Referenceforbusiness.com 2017). Macro and Micro Environment of Qantas: The term macro environment is used to describe the boarder national, regional and international context within which markets operate (Ellis 2016). This helps marketers to identify the main participants in any market; and how the forces of the wider world influence them. For Qantas Airways, the main factors are the socio-cultural, political and technological factors (Miqdadi 2017). In the case of Qantas, political factor plays an important role as it focuses on the domestic market. Most of the decisions taken by Qantas revolve around Australians, as is seen from their slogan, Spirit of Australians. They need to be sure that such initiatives are worthwhile and will not incur any financial losses in the domestic business in the face of competition. Socio-cultural factor is again important since Qantas is only focusing on the domestic market and they need to ensure that the aircraft satisfy the basic needs of its passengers by providing them with comfortable seat having decent space in between the rows for the tall Australians. In the case of technological factors, the competitors of Qantas are providing their employees with phone and email connectivity, whereas Qantas refuse to provide on flight entertainment to economy class passengers. Micro environment is made up of the immediate factors related to the particular industries or markets in which the organisation operates (Miqdadi, 2017). They are the organisation itself, existing and potential environment, value chain partners and market intermediaries, customers, competitors and publics. In the case of Qantas, the most important factors the organisation itself and the competitors. Comparing Qantas to British Airways raises the factor of choosing the organisation itself, because at certain point of time both the airways resisted change and lost a part of their market share to budget line subsidiary. This gave them certain satisfaction, leading the core business to remain the same and resist change. Due to the emergence of competitors, Qantas international market share dropped massively and they should focus on the issue to gain competitive advantage and thus remain ahead in the game. Competitive Advantage: Quantas Airways is considered one of the best airline companies in Australia. The Company is subjected to competition from Singapore Airlines and Virgin airlines. It uses its strategies to gain advantage over its competitors (Sollfelner 2016). They had been suffering from increased fuel prices overtime and had a hard time to maintain advantage over its competitors. In order to analyze the competitive advantage of Quantas both internal and external factors of the company has to be considered. The company gains competitive advantage over its rivals through minimizing threats and using opportunities. In order to do so Quantas regularly analyzes the external environment along with generating projections and modifying trends. The company uses a resource-based model in order to analyze costly to substitute, rare, non-substitutable and valuable resources and take strategic decisions in relation to its capabilities along with focus on core competence to develop competitive advantage, which i s sustainable (Frhlich et al. 2016). The company also uses the strategy of acquisition and mergers to gain more value than average for the services provided buy it. The company also ensures competitive advantage over its competitors by operating in high demand locations and markets indicating potential growth. The unique position of the company in the market is not the lone factor for providing sustainable competitive advantage. The company also has a valuable and established position in the industry, which makes the competitors imitate the services provided by the company however the company maintains an upper hand in the industry through cost effective strategies. A company can only maintain a competitive advantage when the production cost of the company is lesser than the market value of its services. Quantas effectively offers lower price for its services as compared to its competitors. Generic Strategies of Quantas: The company uses techniques like differentiation and cost leadership to operate in the industry. It does so by utilizing its unique position and advantage to cover different destinations around the world along with diverse services, which provide for different levels of service (King 2016). The services provided by Quantas are differentiated with respect to traffic in-order to reduce the operational cost of the company. This results in increased profit and revenue for the company along with a sustainable cost reduction and competitive advantage. The company uses all five forces provided by Porter towards its general strategies. The aviation industry faces lot high amount of competition both from domestic as well as international companies (Sarpong). This completion between the companies is mainly based on pricing, discount cycles, service improvements and market campaigns. Quantas in this case uses the strategy of diversification, produces diverse services, and maintain a huge diverse market to gain advantage in the industry (zman 2017). Service users are generally price sensitive and chose company based on the price provided by it with respect to its services. Service users also pay price on the basis of utility and quality of services provided by the company. The aviation industry is subjected primarily to service users who belong to the middle and upper class. They have ample choices when it comes to choosing in which airlines they want to travel. Because of such reasons, the company has chosen to operate with two braches namely Quantas and Jetstar for product differentiation and value respectively. The company however has to be careful so that this strategy does not confuse its service users. The company is highly recognized in the industry, which makes it trustworthy for the suppliers to do business with it. This helps the company to work along with them in order to reduce the operational cost along with preserving the existing margins. The suppliers of the company are dependent on it and therefore they comply with the terms and conditions provided by the company. However, when it comes to assets like jet fuel and construction suppliers hold a great or bargain power over the company. In such situation, Quantas binds the suppliers to contractual obligation for a specified period. Quantas effectively uses its manpower as labor is one of the key assets of the company without which it cannot function properly (Shukla 2016). The aviation industry demands large capital investment form companies who are willing to enter the market. However, there are many existing airlines companies in the industry, which force each other to operate at low margin costs resulting out off price reporting and price competition. The industry is also subjected to volatile prices of jet fuel. This discourages new companies to enter the market. Quantus have further been able to develop a loyalty program with the process of brand development, which helps them bind their customers to the company (Saglietto). The cost leadership and differentiation strategies of Quantas help the company to ensure that the customers are not switching to substitutes like road, rail and sea travel. Company Growth Strategies: The value of corporate strategy is mostly by the fact whether the business under the management is of greater value than if they were managed by a competitor or independently. In its dominant business strategy, Qantas operates with low level of diversification (Milan Pintar E-Portfolio 2017). Almost eighty-four per cent of its revenue generated from its passenger business airlines emphasis on a core set of capabilities and competences to generate above average returns in a single industry market. Through tangible and intangible resources, Qantas derive value neutral benefits (Milan Pintar E-Portfolio 2017). For example, external companies are attracted to its Loyalty products, not only to reach out to the crowd but also for a reputed association with Qantas. There are also several other diversified business line operated by Qantas such as Q-catering, QantasLink, Engineering and its in-flight magazine (UKEssays 2017). In order to increase their stakeholder value, companies pursue mergers and acquisitions; for growth, eliminate competitive threats, market expansion, operational synergies or to diversify (Milan Pintar E-Portfolio 2017). Qantas has included mergers and acquisitions in its organizational strategy over the last twenty years, which has led to an increase in its market power, diversification, vertical expansion, reorganized its competitive scope and expand capabilities. However, when Qantas went into joint ventures with JetSet Travelworld Limited in 2008, it had to incur huge financial losses. Thus, it can be said that these mergers and acquisitions have created very limited gain for Qantas, consuming capital investment and distracting strategic focus. International Strategy: Qantas ventured into Asia market after liberalization move that gave it a opportunity to create partnership between different investors (UKEssays, 2017). It gained competition in market with many start-up airline by holding majority share of Jetstar Asia, based in Singapore. Substantial population with large middle-class, increasing leisure activities and absence of competitive transport, helped in the constant growth of the industry in Asian markets. With the liberalization of bilateral services the market conditions in Asia improved, encouraging airlines to compete, improving the competitive condition and creating operational efficiencies. Qantas entry into Asian markets was very beneficial as it provided opportunities for revenue growth, increased market share and higher return profit due to increased scale of economy and lower salary cost in the Asian countries (Yimga 2017). To establish a strong hold in Asia, Qantas has leveraged its partnership, but should also make use for opp ortunities of acquisition and mergers in order to increase its above average returns. Qantas has many other alliances where they work together to deliver the same product. This strategy gave Qantas many opportunities to enter various markets with limited investment. Conclusion: The primary threat, which has been identified through this analysis, is the bargaining power of the suppliers. The main workforce of Quantas, which handles the operations, is unionized. Pay cuts and job reduction in the industry due to financial challenges have scared the unions. This has already resulted in strikes and loss of goodwill for the company. In order to operate successfully the company must establish a closer relation with the workforce and unions so that these events do not occur in the future. The division of the company into Qantas and Jetstar has led to confusion among the service users. Moreover, the customers are willing to use Jetstar more than Qantas because of lesser price offered by it resulting in the loss of brand value for Qantas itself. This concept has to be fixed by the company so that the value of its own premium airlines is not reduced. Qantas must keep up the good work and shift its focus on providing increased returns on the investments made by the shareholders along with increasing the profit margin of the company. The company through third parties provides travel insurance at present and in return, the company receives a very insignificant margin for referral. The company in this respect should either bargain with the third party providers or involve another service provider for the purpose of insurance in order to gain increased margin. References: Ellis, D., Global Airline Cooperation: Equity Stakes, Strategic Partnerships and Alliance Membership. In The 3rd International Aviation Management Conference 2016 (p. 63). Frhlich, K., Grimme, W., Hellmers, J., Holtz, M. and Nmeth, A., 2016. an assessment of the Success of Cross-border airline Mergers and acquisitions in europe. Liberalization in Aviation: Competition, Cooperation and Public Policy, p.197. Hill, C.W., Jones, G.R. and Schilling, M.A., 2014. Strategic management: theory: an integrated approach. Cengage Learning. King, J., 2016. european Liberalization: a view From afar. Liberalization in Aviation: Competition, Cooperation and Public Policy, p.371. Kumudha, A. and Bhunia, A., 2016. Customer relationship management and marketing practices in airlines industry-An empirical study. IJAR, 2(11), pp.39-43. Lafuente, E., Szerb, L. and Rideg, A., 2016. A System Dynamics Approach for Assessing Business Competitiveness. Milan Pintar E-Portfolio. (2017). Strategic Management Group report: Qantas case study analysis. [online] Available at: https://milanpintar.com/2015/10/25/strategic-management-group-report-qantas-case-study-analysis/ [Accessed 4 Feb. 2017]. Miqdadi, S. (2017). Qantas - Marketing Case Study. [online] Academia.edu. Available at: https://www.academia.edu/9278526/Qantas_-_Marketing_Case_Study [Accessed 4 Feb. 2017]. zman, M., 2017. Strategic Management of Innovation Networks. Cambridge University Press. Referenceforbusiness.com. (2017). Qantas Airways Ltd. - Company Profile, Information, Business Description, History, Background Information on Qantas Airways Ltd.. [online] Available at: https://www.referenceforbusiness.com/history2/40/Qantas-Airways-Ltd.html [Accessed 5 Feb. 2017]. Saglietto, L., Competitiveness. Sarpong, M.M.D., Journal of Strategy and Management. Journal of Strategy and Management, 9(4), pp.511-526. Shukla, U.K., 2016. International Business-Competing in the global market place. St Theresa Journal of Humanities and Social Sciences, 2(2). Sollfelner, B.H., 2016. How various macroeconomic and financial risks influence corporate strategic decisions in the global airline industry. UKEssays. (2017). The Corporate Mission Of Qantas Group Management Essay. [online] Available at: https://www.ukessays.com/essays/management/the-corporate-mission-of-qantas-group-management-essay.php?utm_expid=309629-42.KXZ6CCs5RRCgVDyVYVWeng.0utm_referrer=https%3A%2F%2Fwww.google.co.in%2F [Accessed 4 Feb. 2017]. Yimga, J.O., 2017. Airline code-sharing and its effects on on-time performance. Journal of Air Transport Management, 58, pp.76-90.

Marketing Strategy Woolworths Limited

Question: Discuss about the Marketing Strategy for Woolworths Limited. Answer: Introduction Marketing Strategy is the plan which is made to achieve the marketing goals and objectives of a company (Hill, 2012). Strategies are carried out on the basis of market research. Marketing Tactics are the methods and steps that help to turn the strategies into real and they are the means to achieve marketing goals (Ekanem, 2016). The report prepares the description of the organisation, its mission statements and the industry to which it belongs. The report will also briefly discuss its products, the 5Cs of the organisation, what all research the organisation does in order to collect the information. Further, market strategy will be developed and therefore tactics to apply the strategies which include the 7Ps of marketing mix. Description of Organisation Woolworths Limited popularly known as Woolies started on 5th December 1924 in Sydney as a retail chain which provides everything to everyone all the good things on a cheap rate (Woolworths, 2017). The public company is listed on Australian Stock Exchange. It is the second largest retail chain across Australia and New Zealand. It is the largest liquor takeaway of Australia. The company is headquartered in Bella Vista in New South Wales, Australia. The major processes are of the supermarkets of brands Woolworths and Countdown in Australia and New Zealand respectively. The liquor market is operated under the brands named Dan Murphys and BWS in Australia. The discount stores serves under the brand name of Big W in Australia. The pubs and the hotel services with the poker machines for leisure served under the ALH Group. Slogan The Fresh Food People was changed to Fresh Food People with the change in the logo which was changed into all new dark green colour from that of the red colour in t he brand campaign of 2014 by the famous Leo Burnett as it goes with idea of the company to serve people with the best of the fresh food (Ward, 2014). The mission statement of the company is to serve value and quality to each territory and state of the country (Woolworths, 2017). The products which are offered by the company are much diversified as they are into food, clothing, financial services and home ware also they maintain their own supply chain network (Woolworths, 2016). The objectives and strategy of the company is shown in the picture given below The 5Cs of Organisation Company- This aspect discusses the strengths and weaknesses and the opportunities and threats of the company. The strengths are the variety of the businesses which the company deals in which diversifies the risks of the company and draws out good return for the company. One of the major strength of the company is the corporate social responsibilities in which they are concern for the environment, employees, customers and all those who play a part in the company. They possess a strong brand name as they are focusing on reducing the carbon emissions year after year and promoting the idea of zero food waste (Woolworths, 2016). The weakness of the company is that they are not so popular in comparison to its competitors like Aldi and Walmart. The reduction in the profits in the petrol business and increase in their operation costs because of large businesses (Woolworths, 2016). The opportunities for the company are the vast customer database which can be used for offering customised offer s and facilities. The threats to the company are the intense competition with other players in the same industry. The recession trends in the economy and also the government intervention with respect to the health diseases that occur because of the liquor business. Customers- The market segment of the company are the masses as they offer products and services which can be consumed by everyone and anyone. In addition, the company is constantly making efforts in order to bring in customisation for its customers. The typical behaviour of the customers and the company is same as they want to purchase value for cheap rates and the same is from the companys end as they want to offer quality goods which are budget friendly. Collaborators- Company has its own supply chain network which manages all the distribution and transportation activities of the company. Their very own distribution centres are responsible for supplying the goods to their stores. The reason behind their own supply chain management system is that it reduces costs and ensures the proper management of all the activities giving the best of quality. Competitors- The competitor within Australia is Coles which is owned by Wesfarmers. Another major player who is on its toes to eat up the market share of all the other players is Aldi which is a German discount retail chain who is acquiring market share and attracting customers globally. It has also launched its store in Melbourne, Australia. Lidl is another German based supermarket retail chain. Tesco based in UK can be another emerging player. Context- This part will explain the PESTEL of the company. The political aspect is that the Australian government is introducing policies to eliminate competition between the two major players of the market that are Woolworths and Coles. Basically, this step is taken up with the idea of encouraging new entrants in the industry. The economic aspect deals with the change in the Australian dollar taking place over the period of time which can affect a companys economic growth. The social aspect deals with the concern of the company for its employees, suppliers and customers. It depicts the change in the customers needs and preferences in relation to the consumption of the food products. The technological aspect will deal with the advancement of technology in relation to that of its competitors. The company will search for organic technology to maintain the environmental sustainability and also it will store the perishable goods for a longer period of time. The environmental aspect direc tly hits the liquor business of the company which leads to various health diseases. The legal aspect talks about the regulations that are set by the Australian Competition and Consumer Commission violation of which can result in the costs and liabilities (Woolworths, 2016). Market Research The company collects information from the huge database of their customers. They do customisation for their customers from the data they have of the previous purchase history of the customers. Customers wants are very basic as they want value for their money. They want products which are affordable and of good quality. The major competitor to Woolworths is Aldi, Germany which is emerging as a strong player of the industry. Aldi is focused on to have a global presence. One of the competitors in Australia itself is Coles who is a threat to the company. The context of the company was purely the retail store but now the company is much into other businesses like fuel, logistics, financial services, hospitality, liquor etc. Therefore; so much diversification is also hindering the central aspect of the company i.e. the supermarket. In addition to this the companys fuel business is running into losses therefore; the companys profits of different sector are also getting influenced by the fue l business which is into losses. The company has collaborated with number of people in order to promote the sustainable living. This is done by joining hands with people who are world renowned so that customers also get influenced and therefore; it is beneficial for them and the society as well. The company shook hands with the famous songwriter Pharrell Williams who is a Grammy award winner and at the same time a philanthropist (Mail Guardian, 2015). South-African division of woollies is found to be one of the profitable entities. The company has chosen the best person to take the ideas of the sustainable projects of the company forward to people for their support. Another important collaboration of the company is said to be with its suppliers as they are the ones who improve the functioning of the company. The company especially being into the food business the role of the suppliers is significant because perishable goods are required to be delivered to the stores at the right ti me in order to reach out to the end users. In addition, the company promises quality to its customers therefore; the supply chain network has to be on its toes all the time. Collaboration with suppliers is important in order to achieve the sustainable goals of the company. Marketing Strategy The choice of the company for its target market is that they are shifting their business to consumer idea towards business to business (Williams, 2016). The reason behind the same is that they want to satisfy the needs of the businesses to buy foodstuffs. Grocery market in Australia is emerging at a rapid pace and the same the company wants to target by going for online expansion. Apart from this the company wants to change the perception of the brand from B2C. The company came up with idea as they found the need of their products and services at the business level. Businesses track different people for their needs of stationery, fruit and meat. Therefore; Woollies hit on the same need of the businesses so that they can get their fulfilments satisfied below one roof. Moreover, they are becoming more digital friendly so that businesses can save their time and money by just placing an order. The major advantage will be that they will become more renowned among the businesses as well. Value proposition refers to all the new, creative and innovative steps which are taken by the company to attract its customers (Osterwalder, et.al, 2014). The value proposition of the company was its various campaigns. The companys advertising partner Leo Burnett created and ad campaign for their client which featured birds with a jingle of the Cheap Cheap campaign in which they cut down the prices of many necessities like bread which was brought to 85cents from $1 (Caroll, 2015). Another was Woolworths reward programs which convert their current customers into loyal customers. The motive behind the loyalty program is to collect more and more information by inducing customers through discounts and gifts in return. Apart from this the company is even more near to its customers as never before. The reward loyalty program has involved around 6.5 million loyal customers (Robin, 2013). One of the most innovative steps of the company is their African unit of their company it is all the mor e appreciated when they joined hands with the American philanthropist Pharrell Williams to spread issues like environment awareness. Also the company acquired David Jones which proved to be another milestone in companys financial success. As a result of this acquisition the share prices of Woollies increased by 25 per cent in the capital market (Chibelushi, 2016). Positioning refers to how the product is being perceived in the minds of the consumers. The statement is analysis of the target market, the value proposition and their benefits (Gospe, 2011). The companys positioning statement is to become the brand which is devoted to its customers wholly and solely. The company also strives to make strong relations with its customers. They also want to provide value against the money and time spent by their customers (WHL, 2011). Marketing Tactics Marketing Mix is the central role to be performed by the marketing professionals of the company. It includes the 4Ps of marketing which is extending according to the needs of the any organisation. The best suited combination which of the Ps can be studied or analysed by the company (Felicia, 2014). The marketing mix consists of product, price, place, promotion, people, processes and physical evidence. The product mix deals with the satisfaction of the customer needs and design the products accordingly. This depicts that how much potential the product has to fulfil the needs of the target market segment. The price which the company has adopted is the market penetration pricing to attain the maximum market share. The company sustaining into the industry with competitors should also adopt competitive pricing strategy in order to beat the intense competition. The place mix deals with where and with how much ease the customers can get the products they want. Therefore; the stores, distrib ution centres should be located at the places which are convenient from the consumer perspective. The supply and distribution network should be very good to reach out to customers as and when required. The promotion mix is related as to how the customers will come to know about the new offer, products and services of the company. So, the company should go for both the innovative and traditional mediums of marketing their company. They should also keep in mind that their target market should be easily tapped by their marketing efforts and strategies. They can go for marketing activities inside and outside their stores because this will fulfil both the objectives of retaining the existing customers and attracting new ones. The people mix aspect is related to the people who are working for you and also for whom the company is working i.e. the employees, suppliers and the customers. The company has to make efforts to keep all of them happy and contended. The process mix aspect is for the procedure and policies that are followed by the company in order to give the best to its customers. The processes should be such that it moves in a flowing manner from manufacturing to reaching to the end user without any hurdle in between. In addition, if any hurdle occurs also then their back up plans should be very effective. The physical distribution is related to the tangible things which the company offers. Hence, company dealing in products they should take care of the packaging and quality of the products which will bring back their customers to them in turn of the experience which the company will provide. Therefore; the marketing mix will help to analyse the companys performance and accomplishment of its market ing objectives. Conclusion From the above report it can be concluded that the company is following various marketing strategies and tactics but in order to survive in the industry they have to constantly strive for implementing new and creative ideas in their business and marketing plans which will result into the value addition of the companys brand value. Companys different promotional techniques have given them a competitive edge in comparison to its competitors. The quality products at cheap prices have made them a brand name in Australia. All the recommendations given to the company will ensure the future growth and success of the company. Target market of the businesses will give the company and edge to become the leader of their industry as they will be recognised by the not only their customers but also the business customers as well. References Caroll, L., 2015, Woolies new value proposition - supermarket axes Cheap Cheap, viewed 30 January 2017, from https://www.adnews.com.au/news/woolies-new-value-proposition-supermarket-axes-cheap-cheap. Chibelushi, W., 2016, Woolworths South Africa: the art of innovation, viewed 30 January 2017, from https://www.africanbusinessreview.co.za/finance/2378/Woolworths-South-Africa:-the-art-of-innovation. Ekanem, A., 2016, Marketing Tactics That Sell: Some Dirty Tricks, Lulu Press, Inc. Felicia, S., 2014, The Marketing Mix Optimization. Annals-Economy Series, 1, pp.253-257. Gospe Jr, J.M., 2011, What is a positioning statement. An excerpt). The Marketing High Ground: The Essential Playbook for B2B Marketing Practitioners Everywhere, CreateSpace. Hill, M, E., 2012, Marketing Strategy: The Thinking Involved, Sage Publications, London, UK. Mail Guardian, 2015, Pharrell Williams collaborating with Woolworths, viewed 30 January 2017, from https://mg.co.za/article/2015-04-10-pharrell-williams-collaborating-with-woolworths. Osterwalder, A., Pigneur, Y., Bernarda, G. and Smith, A., 2014, Value proposition design: How to create products and services customers want, John Wiley Sons. Robin, M., 2013, Why loyalty cards are Woolworths secret weapon in supermarket wars, viewed 30 January 2017, from https://www.smartcompany.com.au/people-human-resources/leadership/30125-why-loyalty-cards-are-woolworths-secret-weapon-in-supermarket-wars/. Ward, M, 2014, Woolworths brings back Fresh Food People positioning in first brand campaign from Leo Burnett, viewed 29 January 2017, from https://mumbrella.com.au/woolworths-brings-back-fresh-food-people-positioning-brand-campaign-leo-burnett-243805. WHL, 2011., Our Customers, viewed 30 January 2017, from https://www.woolworthsholdings.co.za/investor/annual_reports/ar2011/integrated/executive/focus_areas/customers.asp. Williams, A, 2016, How Woolworths reinvented its B2C model to meet the B2B market, viewed 30 January 2017, from https://www.cmo.com.au/article/595918/how-woolworths-reinvented-its-b2c-model-meet-b2b-market/. Woolworths Group, 2016, Corporate Responsibility Report for the year 2016, viewed 29 January 2017, from https://wow2016cr.qreports.com.au/. Woolworths Group, 2017, Our Brands, viewed 29 January 2017, from https://www.woolworthsgroup.com.au/page/about-us/our-brands/. Woolworths Group, 2017, Strategy and objectives, viewed 29 January 2017, from https://www.woolworthsgroup.com.au/page/about-us/our-approach/strategy-and-objectives/. Woolworths Group, 2017, The Woolworths Story, viewed 29 January 2017, from https://www.woolworthsgroup.com.au/page/about-us/The_Woolworths_Story/How_We_Were_Founded/. Woolworths Limited, 2016, Woolworths Annual Report for the year 2016, viewed 29 January 2017, from https://www.woolworthsgroup.com.au/icms_docs/185865_annual-report-2016.pdf. Woolworths, 2016, Working For Woolworths, viewed 29 January 2017, from https://www.woolworths.co.za/store/fragments/corporate/corporate-index.jsp?content=corporate-contentcontentId=cmp205067.

Speak No Evil Essay Research Paper Freedom free essay sample

Speak No Evil Essay, Research Paper Freedom of look, and unfastened entree to media, are as cardinal to the endurance of Progress as the Sun and rain are to the endurance of planet Earth. Yet censoring remains a traditional response of any group that finds itself offended at another # 8217 ; s message or originative indulgence. The statement that because they serve the # 8220 ; public involvement, # 8221 ; media should volitionally accept a moral supreme authority to make up ones mind what will and what will non be disseminated is both uninformed and unsafe. The biggest job is that cipher will hold the chance to vote for the people charged with finding what information is left on the film editing room floor. Worse yet, certain lower life signifiers with an oculus on universe domination will ever happen ways to use this crude signifier of babysitting to their ain sinister terminals. Because the new communications paradigm calls merely for media to acquire bigger-not better-access to media is more dearly-won. We will write a custom essay sample on Speak No Evil Essay Research Paper Freedom or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page As corporate involvements pool their resources to command the most print and broadcast mercantile establishments allowable by jurisprudence, certain intelligence narratives will certainly be censored. Media is market-driven ( that is, it needs an audience ) , and less # 8220 ; marketable # 8221 ; narratives will ever be ignored. For illustration, merely cave inhabitants and the cable-TV impaired could hold perchance missed NASA # 8217 ; s most recent PR putsch, the landing of Voyager on Mars. Don # 8217 ; t believe that CNN, C-SPAN, MSNBC, CNBC and all the remainder were be aftering to have this as a major narrative from the beginning. The Media spun the Mars narrative large clip because Peoples were interested in it, the same manner we are ever interested in geographic expedition, at forcing boundaries. It # 8217 ; s the same ground the book Undaunted Courage is on the Best Seller list, and why film maker Ken Burns ( The Civil War, Baseball ) is giving Lewis A ; Clark his mega-mini-series intervention. Because Lewis A ; Clark were the baddest adventurers of all time, and, in the immortal words of Fleetwood Mac, heroes are so difficult to happen. Back to NASA. The narrative you likely haven # 8217 ; t heard much about is that this month, NASA intends to establish 72 lbs of Plutonium 238 into an orbit 300 stat mis high. An accident during takeoff potentially rain radiation poisoning down on 5 billion people. That’s non something the bean want to see above the crease of their newspapers, or peeping from the oral cavities of their Stepford Television news readers. How does this impact the consumer? # 8220 ; Shareholder economic sciences # 8221 ; typically drives up costs to advertizers and finally to those they are seeking to make with their clever jangles. Not even Nostradamus could hold predicted the broad scope of societal, political, fiscal and other points of position being filtered by this new concern theoretical account. Don # 8217 ; t like homosexuals? Use your media clout to barricade alternate life style plans that feature information about employment favoritism, HIV and other of import issues. Political enemies? It takes a batch of finding for a really few electors to understand that they normally merely hear one side of the narrative. The remainder of us haven # 8217 ; t rather figured it out yet. The Internet has come along at the really minute in history when freedom remains the end of people all over the universe, even those who have been repressed and controlled for 100s of old ages. Most of these people live in states unaffected by common Torahs and disinterested in any peculiar civilization # 8217 ; s societal mores. Any Government that tries to supervise even a fragment of the computing machine traffic that exists will make a enormous fiscal white elephant-funded by electors. It # 8217 ; s as if the dearly-won # 8220 ; war on drugs # 8221 ; hasn # 8217 ; t taught our state # 8217 ; s leaders a thing about the power of single pick and the futility of seeking to command single behaviour. It is impossible to set a childproof cap on the jeopardies of the universe, existent or practical. The Internet makes people cranky because it requires more persevering supervising of bush leagues, and excessively many parents merely don # 8217 ; t want to pass that much clip with their childs. The offense of those who would let any Government to try such a pointless undertaking is the stepping down of their ain duty to larn and learn appropriate value judgements to future coevalss.

Negotiation Paper Essays

Negotiation Paper Essays Negotiation Paper Essay Negotiation Paper Essay Thomas could not decide what to do. Rodgers asked for advice from all sorts of people including his parents. His father knew someone who worked at a car dealership and they set up an appointment to go meet with him. Upon entering the car dealership for his appointment Rodgers brought all his information with him that he had previously gathered from other resources. When starting to negotiate the dealer asked Rodgers to take a look around at the cars to see what type of car he wanted to Invest in. Rodgers already knew what he wanted and how much he wanted to spend. He expressed this to the dealer and he explained to the dealer what his bank had already stipulated. The dealer responded by telling Rodgers he can get him in the car he wanted at a better interest rate and it would be a 2010 vehicle. The dealer asked what color car he wanted and Rodgers replied silver. The dealer began working on the sale. The dealer ran Into a problem with that particular vehicle, the amount was over what Rodgers credit said he can afford (debt to orator)_ So the dealer asked Rodgers If e would be willing to switch to a light blue car with just a few thousand miles on it but it still was a 2010. Rodgers agreed. The dealer started re-working the sale. After a while the dealer told Rodgers he can get him into that vehicle at a lower interest rate but he needed $500 more towards the deposit. Rodgers wanted a little bit more to the contract If he was going to put down $5,500. The dealer worked some more. Finally, the dealer said the best he could do was a lower Interest rate with the same amount of deposit, with an added car protection maintenance plan for five years for the care, ND the final total of the car would be less than what he initially intended to spend. To sum it up Rodgers drove away in a vehicle that he really liked for a final total after deposit of $13, 543, an interest rate of 7. 9%, the car was a 2010, low miles, with the five year protection plan, the car only had one previous owner, the car had been in no car accidents, and a low monthly note. According to McGraw-Hill negotiating Is not only common but It Is also essential to living an effective and satisfying life. Negotiation is an agreement that has been agreed upon between two or more arties. Negotiations can occur in all different kinds of circumstances such as, business, government, personal individuals, legal proceedings, nations, marriages, parenting, and divorce. Attitude plays an important role in negotiations. Attitude has the potential to be positive or negative in a negotiation. Negative attitude can cause Intense emotion between the parties Involved. Conflicts can escalate and this can cause a Dreamlike In ten negotiation. Having a positive Attlee can possibly De able to lead to reach an agreement. This can possibly help maximize gains in the estimation. Positive and negative discrete emotions can be strategically displayed to influence task and relational outcomes and may play out differently across cultural boundaries (Spokesman, Rosette, and Thompson). Each negotiation situation is different, and is also influenced by a person style or emotions. Often negotiation is looked at as something bad, because it implies a difference in the parties involved. Understanding more about negotiations will allow the parties involved to manage the negotiation with confidence. This will most likely increase the chance of the outcome o be positive for all parties involved. Negotiation should not be confrontational. An effective negotiation is when there is communication with all parties involved and working together to find a solution. The attitude that a person takes in a negotiation sets the tone for the interaction between the parties. It is normal to become emotional in a negotiation. Keep in mind the more emotional one gets the less one is able to channel the negotiation in constructive ways. It is very important to maintain control. Overall, Rodgers did his research before entering the car dealership. Rodgers knew what his goal was and he went into the dealership with a positive attitude. Having a positive attitude Rodgers had more confidence going into the dealership. Rodgers knew that if he had a negative attitude going in it may have had a detrimental effect on the negotiation. Having a negative attitude going in could have cause the negotiation process to begin with distrust and clouded both parties judgment. This would have also narrowed the individual focus of attention and change the mind of both parties general goal from reaching the agreement.

Censorship and the Global Network Essay Example | Topics and Well Written Essays - 1500 words

Censorship and the Global Network - Essay Example Nowadays lots of countries think over the problem of internet censorship implementation. But, in accordance with the Committee to Protect Journalists data, the countries with high level of filtration of internet content (China, Cuba, Kazakhstan, Iran, etc.) are suppressing the human rights of the citizens by restricting the access to free media. Moreover, the authorities often resort to some illegal methods, such as spying on journalists by means of the internet, sabotaging of their work and even different forms of violence. So, it turns out that the global network censorship serves the particular interests of some people. Key words: global network, internet censorship, filtration of internet content, CPJ. CENSORSHIP AND THE GLOBAL NETWORK Due to the growing number of Internet users, the governments of some countries resort to new, more sophisticated methods of restriction of access to information, including so-called e-censorship. Censorship is perhaps one of the most controversial topics for discussion. Many people, much understanding of this phenomenon. The generally accepted notion of censorship implies restrictions on the free form of the exchange and dissemination of information. The official reason for this restriction is a legally approved need to protect the interests of the state, society and its institutions. Internet censorship in the conceptual sense means limitation or suppression of access to information on the Internet, including the prohibition or restriction of the location or other information. On the one hand, trying to control the Internet is the same as trying to fight against windmills, at least, in those states, where the citizens' opinions matter and can influence public policy. On the other - in some countries (China, North Korea, Iran, Kazakhstan), where the total control over the joints of state networking with international ones is executed, it is possible to limit the exchange of information. Sure, it is possible, even despite the fact, that from the technical point of view the efforts of one country to monitor the whole widely ramified structure of the Internet are not enough (Madsen, 2005). The Internet censorship implies not only blocking or closing of any Web resource, but also a traffic analysis, the organization of the pseudo-opposition web resources and the application of punitive measures against the authors of the publications or the owners of web servers. For example, â€Å"in December 2000, the United States Congress passed legislation requiring Internet blocking technology to block pornographic materials in all public schools and libraries funded through certain federal programs† (Glanville, 2008) . It should be noted that the USA belongs to the countries with the nominal level of internet content filtration. CENSORSHIP AND THE GLOBAL NETWORK Today in most European countries there are no settled at the legislative level mechanisms of the Internet censorship implementation, in the true sense of this term. But who said that censorship, as well as Internet censorship, is the exclusive prerogative of the state? In fact, it is customary to distinguish several types of censorship: corporate, military, moral, political, religious. For example, the concept of corporate censorship includes the process of blocking (at times - very hard) any unsolicited information about a company or its business partners. Independent media are also subject to some kinds of censorship, because very often their

Destination Management - Japan Essay Example | Topics and Well Written Essays - 2500 words

Destination Management - Japan - Essay Example Also, international tourism receipts reached a record of US$1.030 trillion, up from US$928 billion in 2010. Tourism growth worldwide will be at a more moderate rate of 3.3% per year as compared to the average of 4.2% witnessed over the last six decades. The presence of emerging economies will add an average of 30 million arrivals per year, compared to 14 million from advanced economies. As a result, there will be a shift in the global market share by 2030. Japan Tourism is relatively a new attraction in Japan. In 2003, the first initiative was established to attract 10 million international visitors to Japan by 2010. This was later updated in 2007 to grasp a better understanding of foreign visitors and to increase satisfaction with the hope of creating repeat visits. As the country continued with efforts to make the shift from being a â€Å"Trade Nation† to â€Å"Tourism Nation,† the central government enacted its first tourism policy, making tourism a priority. As a re sult, the Japan Tourism Agency was created in order to promote the country abroad. The Japanese economy is facing many challenges, most notably a lower birth rate and aging population. Tourism brought US$608 billion (4.9% of GDP), while creating employment for 4.06 million people, and 6.3% of total employment during 2009. Okinawa Tourism has traditionally flourished in Okinawa. Regarded as the â€Å"Hawaii of Japan†, it has been a popular destination for domestic visitors, accounting for 95% of total domestic arrivals. The contribution of tourism to GDP in 2009 was 4.6%, which is quite significant when compared to other â€Å"big destinations† in the world (USA - 3.4%, Australia - 4.3%, France - 3.7%, and Japan - 3.4%. Okinawa is uniquely situated within a 1,500 kilometer radius from most major cities in Southeast Asia; however, the percentage of international tourist arrivals from this area is low. The advantages compared to other beach destinations like Bali, Phuket, and Cebu are accessibility, safety, and cleanliness. For the last few years, the share of the international markets, especially from Mainland China, Hong Kong, Shanghai, and Korea, grew steadily with a visa relaxation scheme and additional flights. In order to develop an untapped market, analysis and research on a destination competitive environment is evaluated. Destination Management Tourism is no longer about changing cultures and history; the industry has evolved into a brand. The results of the Travel and Tourism Competitive Index and Country Brand Index are used to evaluate countries’ progress over time in each category. This is necessary to improve a country’s competitiveness, growth, and prosperity. Although Japan has a strong country brand, it scored poorly in its affinity of the country and must strengthen the country’s creative and innovative industries. Okinawa can benefit from Japan’s strong country brand to develop its competitive identity. The second part of the section studies the structure and role of the government in tourism development. The transparency of tourism organizations in Okinawa is questionable. For an industry that is economically significant, tourism is weak politically. The government needs to be inclusive and engage participative decision makers and influencers in destination management. In the event of a crisis, it is the government’s role to provide ample opportunities for the media to gain access full and accurate information in

Reflections on Connection of Chemisty to Franciscan Value Essay

Reflections on Connection of Chemisty to Franciscan Value - Essay Example One must acknowledge that this concept is similar to the Franciscan value of transformation as it applies in the life of an individual who realizes the need to change aspects of living or character traits whenever a critical situation calls for it though such event occurs within the same person and transforms him or her not physically. Thus, during transformation, the nature or identity is kept because the energy stays as energy and the person is still a person but the difference between the initial and final states would necessarily distinguish one form of energy from the other and if a person has improved or worsened compared to the first condition. â€Å"Diversity†, as another Franciscan value, may be perceived in Chemistry subject as it pertains to various possible chemical reactions that proceed spontaneously out of four types being simple, combination, single replacement, as well as double-displacement. In school, students come from different socio-cultural backgrounds and while this sets barrier in communication, dealing with classmates of diverse ethnic origins helps one learn to adjust with different types of people. Likewise, chemical compounds whether ionic or covalent are formed out of reactants in diverse number when a metallic element combines with another metallic or non-metallic element to produce one such type of substance. Then when this is made to react with other substances of distinct atomic composition, a diverse set of products may be recovered yielding useful materials that are available for regular human consumption. The value of diversity in an academic institution works in the same manner for the challenges encountered on interacting with individuals under a variety of circumstances and personalities pay off by providing opportunities toward personal growth. Besides transformation and diversity,

Marketing Analysis of BQ | SWOT

Marketing Analysis of BQ | SWOT Introduction A strategy is developed by a consideration of the resources of the organisation in relation to its environment, the prime purpose being to add value Dobson (2004). According to Stredwick (2008), Strategic analysis is concerned with the strategic position of the organisation. It consists of the organisations values, culture, resources and its environment. It tackles the following questions: what are the key characteristics of the organisation, what changes are going on in the environment, and how will these affect the organisation and its activities. In addition, a detailed internal and external environmental analysis including an assessment of culture enables the organisation to make a strategic choice and also help in the strategic implementation. Therefore, the report will use different tools such as SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis in relation to Michael Porter five forces analysis to highlight where BQ (UK) is, and the environment it operates in, is strategically and where it could be in the future and the nature of competition. It looks at internal factors, the strengths and weaknesses of BQ, and external factors, the opportunities and threats facing the business. Besides, PESTLE (Political, Economic, Socio-cultural, Technological, Legal and Environmental) analysis is another tool to be used to analyse the macro external environment. Johnson (1992) Cultural web will also be used for the assessment of BQ culture. BQ Profile BQ was the first national DIY retailer and has been in the DIY business for more than 30 years. Richard Block and David Quayle (BQ) wanted to bring value, longer opening hours and a broader product range to everyone. In the 1980s it bought the Scottish DIY chain Dodge City and eventually became part of the Kingfisher Group. Today, BQ is the UKs leading DIY and garden centre retailer and its stores offer approximately 40,000 inspirational home improvement and garden products for the homemaker, occasional to serious DIY and trade professionals. Swot Analysis of BQ UK Strengths, Weaknesses, Opportunities Threats (SWOT) analysis is a tool of environmental scanning aimed at analysing both the internal (strengths and weaknesses) and external environment (i.e. opportunities and threats) to see whether the organisation can seize new opportunities given its strengths and face new threats despite its weaknesses. Thus, a SWOT analysis is a well-rounded analysis which goes well beyond the internal environment. Strengths Leading brand and good reputation BQ is the number one leading brand in the UK and is twice the size of its competitor. It has a market size of  £31bn as regard to the size of repair, maintenance and improvement market. Being the number one position in the UK market, BQ has a major strength as they are ahead of their rivals. Furthermore, BQs reputation is strong and popular which means people view it with respect and believe in it, for example, BQ is supporting Prince Charles in his Preserve the Rainforest. Increased market share BQ has a market share of 14% where it employs 22,602 employees and has 321 stores in the UK (http://www.kingfisher.co.uk/index.asp?pageid=33 accessed [19/10/10]. Thus, BQ will continue to grow in the home improvement and garden sector. Their increased market share is a key to their success as it boosts reputation, profit and the value of the organisation. Constantly creating new, differentiated, Innovative and wide range of Products BQ offer around 40,000 products in stores. BQ also has its strong own-label such as BQ car boot protector, BQ Foot pump and so on. BQ has innovative, well displayed products and they are also continuing with their renewal programme which includes updating product ranges such as launching their first fair-trade products and designing more eco-products. Thus, BQs innovation keeps it a front-runner in the home improvement and garden centre as it is regularly re-launching and designing new products. Hence, having a product differentiation strategy makes BQ at a better competitive advantage. Sites BQ has some good positions and new opening opportunities. BQ has 321 stores in the UK. They also encourage more eco stores such as their eco flagship store is located in New Malden and boasts innovative developments such as 108 underground bore holes, 100 metres deep which heat and cool the store with energy from the earth. Moreover, for the first year 2010/11 half progress, three large and 1 medium stores revamp (kingfisher strategy progress, March 2010). Thus, this is a strength which shows the overall performance of the BQ. Adding value to the organisation Adopting Michael Porter (1985) value chain concept through all its primary and supporting activities, BQ Delivering Value programme of self-help initiatives is working well, meaning now it generates significantly higher profits and cash flow from its operations and a much better return on capital for its shareholders [www.kingfisher.com]. Technological strengths BQ have embraced technological advancement in their business. For example, it has their own website where customers can shop on line namely, www.diy.com, thus facilitating e-commerce. In addition, BQ intranet facility also helps in improving its internal communication system where policy and procedures of the company can be accessed to all employees. Furthermore, on the 4th august 2010, BQ has launched its first iDIY APPS which makes it easier for customers to get the job done by having BQ experts available for them whenever needed. It is new at apple store and free to download for I phone and I pad users. Moreover, a range of green technologies have incorporated into new stores at BQ. Good customer relationship management More than three million customers come at BQ (UK) doors every week. Thus, BQ has an extensive customer base, which is a major strength regarding sales and profit. Besides, BQ retain their customers by giving them the opportunity to create, design their own product according to their taste. BQ offer different types of discount for regular shoppers which also help in customer retention such as the diamond card which offer 10 % discount off to the over 60s every Wednesday off selected purchases or products, Trade Discount Card which also offers discounts for trade customers and Corporate Gift Cards which receive discounts for bulk spending. Effective Human Resource Practices BQ has been awarded again for the fourth year running the Gallup best workplace award. Besides, on the 22nd June 2010, BQ UK also scoops the top award at institute of internal communications [www.kingfisher.com]. BQ UK is also recognised for its constant emphasis on employee training in order to improve customer satisfaction. For example, 15 500 employees of BQ UK have completed a Retail Skills Level 2 NVQ or Home Improvement Knowledge Qualification awarded by City Guilds. BQ has a very experienced workforce which drives the organisation with knowledge and expertise. In general, we can therefore comment that BQ UK concentrate on the soft side of human resource management. They invest in people through good communications, teaming and training. A participative management style BQ has an organic or flatter organisational structure which reflects its culture. Employees are empowered and have freedom of expressing new ideas. Thus, BQ unlocks the potential of its employees. At BQ, they have been busy laying the foundations for future growth. For example, they recently launched a Dragons Den-style panel to help them filter new innovative and creative ideas from staff which is called the Innovation Den. This, therefore, encourages a culture of entrepreneurship and empowerment. Financial resources BQ has improved their financial performance; this can be proved by the key performance indicators such as the operating margin which has increased from 2.8% in 08/09 to 4.9% in 09/10. Thus, the rigorous focus on generating improved cash flow from operations, reducing the investment in working capital, whilst tightening controls over capital expenditure, has yielded a significant reduction in financial net debt [www.kingfisher.com ] Effective waste and recycling management Reducing waste help to improve efficiency of organisation, thus, so far BQ has 48 % less carbon emitted from waste. They have tried to manage their production in a systematic way through the use of technology. They encourage customers to return old products and packaging for recycling. Low threat of new entrance (one element of Porters five forces analysis) Being the market leader, having a market size of  £31bn, concentrating on product differentiation; economies of scale; having cost advantages; having high capital requirements and being part of kingfisher, the third largest home improvement retailer in the world, BQ, has low threat of new competitors. Bargaining power of suppliers: one element of Porters five forces analysis BQ maintain strong relationship with their suppliers, for instance, ensuring that their suppliers provide them with eco-friendly products. Thus, the bargaining power of their suppliers is low, which makes BQ having a competitive advantage. Weaknesses As per kingfisher business review, august 2010, BQ like to like sales has increased on seasonal products such as garden products; however, one weakness will be that sales of garden product will be reduced due to winter weather which will discourage customers to invest in their gardens. BQ website, diy.com, has a poor e-commerce ratings as they were ranked bottom overall, with customer scans of 50%. In addition, the site got only two star ratings for price and product out of five stars. Furthermore, they also have delivery issues; from over packaging and delays to time slots which shows how BQ is wasting both its time and resources and also reveals their inability to adapt quickly to change. Opportunities BQ is to expand its offer in to the trade market, with the triumphant trial of Trade Point stores in nine of its large UK branches. As customer tastes keep changing, for example many people prefer to use eco-friendly products, thus an opportunity will be to broaden BQs customer by offering several trials of new or expanded product categories. Thus, this will expand the product/service lines by BQ which could help them to raise sales and increase their product portfolio. In addition, products which are cash generators and are at the maturity stage on the product life cycle can finance the rising star at the growth stage and even the question mark that are at the introduction phase. To open more eco-stores, thus, meeting the companys aim of being a sustainable business. Integrate advanced ICT (information communication technology) in business process to improve efficiency and effectiveness such as having an ERP (Enterprise Resource Planning) system. Reinforce its web design to facilitate effectiveness e-commerce. Redesigned and reduced the size of packaging on a number of lighting products, removing significant amounts of plastic and polystyrene. This will help in handling waste appropriately. Further international growth. BQ has several stores in the UK and Ireland. It also operates in china. BQ has a number of highly skilled staff, which is an opportunity for them to explore as expertise of their staff can help B Q to bring the business forward. Threats Industry Rivalry (one element of Porter five forces analysis) Focus (DIY) Limited; Wickes and Homebase Limited are the top UK industry rivalry. Homebase limited is the second market leader in home improvement and garden centre retailer in the UK. Homebase with its sister company Argos (750 stores) booming rapidly, shows a recorded sales figure of  £1.57 billion 2009/10 and profit margin was  £41.2 million 2009/10 (www.homebase.co.uk). Although, BQ are going to open some Trade points, Homebase has already a robust supply chain partnership with Argos. Being the first one to introduce loyalty cards, Homebase have an advantage in retaining customers. Homebase allow customers to collect and redeem nectar points. Even BQ has a system of processing nectar points, but this is available only on their website, even though, points are spent, not collected. In addition, Homebase is also recognised for choice, style and customer service across the wider home enhancement market. In addition, according to the Observer (31st October 2010, by Zoo Wood), analysts verdict stated that Homebase is planning to buy Focus (DIY) limited, if the acquisition is confirmed, BQ would be facing big competitive challenges, and may even lose its number one market position in the UK. Thus, the nature of competition where BQ operates is fierce. Tax increases can place additional financial burdens on BQ Changes in the way consumers shop and spend and other changing consumer patterns could be a threat to BQs performance For example, during the recession, many customers buying behaviour pattern changes, most likely, they will not spend money in home improvement or garden products. In addition, wallpapers colour paint can also be changed according to the colour fashion trend. BQ could be threatened by the high bargaining power of customers that they can influence BQ pricing strategies. BQ is susceptible to slowing UK housing market. For example, in the UK, sales declined by 2.6% to  £4.3bn in March 2009, as the recession hit consumers upgrading their homes. In addition, Kingfisher state that UK home improvement market has fallen down which will not only affect the sales, but will also affect the companys profitability and performance. http://news.bbc.co.uk/1/hi/business/7965018.stm accessed [19/10/10]. Ultimately, when strengths, weaknesses, opportunities and threats are identified, BQ implement the three strategies which can be formulated: a) matching strategies: match strengths with opportunities; b) conversion strategies: converting threats into opportunities and/or weaknesses into strengths; c) creative strategies: they can also be creative and try to identify hidden strengths. PESTLE Analysis of BQ PESTLE (Political, Economic, Social, Technological, legal issues and Environmental) analysis is used as a tool to analyse the external macro environment. It deals with those six factors that affect the organisation. Although the items in a PESTLE analysis rely on past events and experience, the analysis can be used as a forecast of the future. Besides, Kotler (1998) claims that PESTLE analysis is a useful strategic tool for understanding market development or decline, business position, prospective and direction for operations Political Factors Employment legislation According to Balchin (1994), For employment legislations, the government supports retailers to provide a mix of job opportunities from flexible, lower-paid and locally-based jobs to highly-skilled, higher-paid and centrally-located jobs. BQ has a flexible workforce of 60%; BQ does provide work for a diverse of people, such as students; people aged 45 plus; and under 25. In addition, increasing the retirement age up to 66 year old by 2020 will make BQ to review its HR policies to formulate new strategies. Besides, due to the increase of tax (VAT 20%), BQ price strategies need to be reviewed. However, BQ has requested to the government and European Commission to reduce the VAT to 5% on energy saving products to make it affordable to all www.diy.com . BQ is working in partnership with the government to promote sustainable growth For example, BQ is helping the Government Launch of the Green Loan Pilot Scheme where BQ is partnering the London Borough of Sutton in an experiment of the governments new (PAYS) Pay as You Save Scheme www.crp-news.com . Besides, BQ is helping the government to provide security equipment at reasonable prices and as affordable as possible to secure 45,000 homes. Government also offers BQ with vouchers to help in preventing burglary (National Security). Thus, having a good relationship with the government may help BQ in the future, such as having tax breaks, good public relations and strengthen their reputation. Economic Factors Economic factors are of concern to BQ, as they are likely to influence demand, costs, prices and profits. One of the most significant factors of the economy is high unemployment levels which have mainly increased due to the recession. The recession causing an increase in unemployment has decreased the effective demand for many goods, adversely affecting the demand required to produce such goods. For example, in 2008 the UK home improvement market declined by around 4% as the economic environment worsened, impacting consumer spending. BQ was badly affected by the weak housing market, that have made them concentrate on different marketing strategies of how to attract; retain or acquire the customers. BQ GDP (Gross Domestic Product) estimates for 2010 is 1.5 % This really shows the contribution BQ has made to boost the economy by producing its product within the countrys border. A positive GDP also indicates an avenue for economic growth which leads to higher living standards and greater prosperity for individuals. It also supports businesses to be profitable, which creates employment and income. Increase interest rates by 4% in 2011 and an increase in inflation rates will affect both BQ and the consumers. Therefore, the economy is likely to experience falls in consumption and investment. Social Factors Shifts in values, culture and lifestyle Norms, values and paradigms form the socio-cultural environment. They have impact on corporate strategies. For example, there has been a shift of lifestyle where nowadays people are more concerned of the environment issues occurring, such as the Green House Effect, the widening gap of the ozone layer, and so on, thus, they are more prone to consume eco-friendly products which help in maintaining a sustainable environment. Thus, to adapt with this socio-cultural shift, has pushed BQ towards the being responsible to the environment and support ethical behaviour. For example, they have designed new eco products and open new eco stores by using green technologies, such as QUEST environmental management system. In addition, BQ social responsibility which can reflect upon its culture, are divided into four section: Their diversity strategy (value of respect for people), Environmental impact (life cycle and make up of products); Ethical (how and where to buy our products) and Community (their better neighbourhood approach). Demographic changes Demographic changes such as the ageing population and an increase in female workers have made BQ to review its employment policy, for example, this made them concentrate on benefits offered to older workforce. In addition, having an ageing population has also influenced BQ in developing different marketing strategies to retain older customers such as the diamond discount card which offer 10 % discount off to the over 60s. Source: Hogarth, T. and Michael C. Barth (1991) Moreover, families are nowadays having fewer children, and having an ageing population, will result in a shortage of skilled labours in the market. Thus, this had led to the recent introduction of legislations such as the entrepreneurs visa, point-based systems and working visa. Therefore, BQ should acknowledged these changes and review its employment policy accordingly. Education In order to promote children skills, BQ has launched its nationwide job done initiative by teaching children DIY skills as a curriculum for the future. In addition, to educate both women and men about the use of DIY tools, BQ has introduced its IDIY apps. Technological Factors Technology is a major micro environmental factor which has influenced the development of BQ products and services. The new technologies benefit both customers and the company: customer satisfaction increases as products are readily available, services can become more personalised and shopping more convenient (Data monitor Report, 2003). BQ utilises the following technologies: New tracking technology: BQ is using TaqMan operation campaign technology Decorating card technology Variety use of low carbon technologies including solar panels and ground source heat pumps for New Malden eco store. And, in the future, solar system can be used in most homes as a replacement for gas and electric heating. BQ joined SEDEX- a web-based system that provides a membership based data exchange where it provides them with greater visibility at all levels of their supply chain. Legal Factors Many government legislations and policies have a direct influence on the performance of BQ. For instance, Kingfisher retail board ensures that BQ adopt the code of practice to guarantee ethical business practices among its employees, suppliers, contractors and investors. For example, BQ has an anti-bribery and corruption policies and procedures in the light of the new UK Bribery Act 2010. The existence of powerful competitors with reputable brands generates a threat of intense price wars and robust requirements for product differentiation. The governments policies for monopoly controls and reduction of buyers power can limit entry to this sector with such controls as license requirements and limits on access to raw materials (Mintel Report, 2004; Myers, 2004). Thus to device politically correct pricing policies, BQ set reasonable prices for its products. Environmental Factors In 2003, there has been greater pressure on many companies and managers to recognise their responsibility to society, and act in a way which benefits society overall (Lindgreen and Hingley, 2003). Thus, in 2008, BQ signed a three year partnership with BioRegional to move towards becoming a One Planet Living business in order to reduce its impact on the worlds resources. BQ is awarded chain-of-custody certification for both Forest Stewardship Council (FSC) and Programme for the Endorsement of Forest Certification schemes (PEFC). In addition, Graiser and Scott (2004) state that in 2003 the government has planned to introduce a new strategy for sustainable consumption and production to minimise waste reduce consumption of resources and minimise environmental damage. Thus, this has pushed BQ in developing strategies such as making use of a new supplier measurement system call QUality-Ethics-SafeTy (QUEST) to ensure that the green policy is respected in accordance to the sustainability standards. However, BQ commitment is that they will force all timber products to be source certified, and also developed enforcing principles to engage its environmental campaign on suppliers. In this circumstance, question can be asked about power relations between BQ and suppliers: could other companies do what BQ is doing? Do BQ have that much power which it holds over its supply base? According to New (2003), he states that BQ does not have that power to change the way the supplier operates as green purchasing policies would vary between firms context. Assessment of BQ Culture According to CWL Hill G R Jones (2001), an organisational culture is the specific collection of values and norms that are shared by people and groups in an organisation and that control the way they interact with each other and with stakeholders outside the organisation. Cultural Onion What is right and proper? What the organisation should seek to achieve? The basic assumptions of the group The way we do things around hereCulture can be compared to an onion with three layers. Figure : Cultural Onion; source: Trompenaars Hampden-Turner (1997) Cultural Web One of the most commonly used ways of making sense of an organisations culture is to use the cultural web (Johnson, 1992). It is a schematic representation of the elements of an organisations culture in such a way that we can see how each element influences the paradigm. The cultural web theory is also a useful analysis for management as it represents the fundamental assumptions related to political, symbolic and structural aspect of the organisation. Figure : cultural web. Source: Johnson (1992) Cultural web theory application is an effective tool in assessing the cultural environment for BQ. As mention before, the cultural onion contains layers of norms, values, and paradigm and also the ways of doing business within and outside the company. Hence, the concept of cultural web is the demonstration of these actions taken for granted for understanding how they associate and influence the strategy (Veliyath and Fitzgerald, 2000; Johnson and Scholes, 2003). It is also used to bridge the gap between actual and desired culture through adaption of future strategies. Culture can be examined through the interpretations of how the organisation behaves, including, rituals, stories, structures, routines and systems. This shows the clues about the taken-for-granted assumptions (Paradigm). BQ has a very friendly, welcoming and supporting approach in the routine ways that shows how staffs behave towards each other, and towards those outside the company that can make up the way people do things. The control systems and measurements are continually under the management review to display the competence of the staff and bosses decisions. For instance, control systems on its quality of service, its strong environmental supply chain system, and the behavioural control of its staffs by having a good HR policy. The rituals of the organisations life are, corporate gatherings, the special events which BQ stresses what is mostly important and reinforce the way things are done. Symbols represent different basics such as Titles, Logos, uniforms or the type of language and expressions commonly used which becomes a shorthand image of the nature of the organization. BQ has already a recognised eye catching Orange colour as its logo as well as its uniforms. The brand and the logo signify a lot to people inside and outside the organisation. Nevertheless, BQ is recognised for using similar orange colour logo and store layout from the American giant DIY retailer, Home Depot, thus, the question is how innovative and unique is BQ as regard to its logo and brand positioning? What will happen to BQ if Home Depot comes into UK market? Power Structures are the core assumptions that contribute to the paradigm and are likely to be made by the most powerful management groupings in the organisation. And, as for BQ, its power relies in the environmental and ethics department, how to make people more committed to the environment and as well as to develop their core values. Continuous meetings and communication at every level of the organisations hierarchy signify a strong internal environment and a flat (organic) organisational structure. Conclusion The report entails a detailed environmental analysis of BQ including an assessment of culture. BQ had adopted influential identities by making their DIY model into a virus and outlaying it out into the culture via a range of channels: cultural sponsorship, consumer experience, political controversy, and brand extensions. The report has used mainly SWOT and PESTLE to conduct the environmental analysis. Although they are powerful tool for analysis, they do have some limitations. For example, they are only good for the person who makes it. For instance, in SWOT analysis strength can be seen as a weakness by another person. Thus, it lacks of validity and reliability. However, conducting an environmental analysis will help to formulate generic strategies for the company to have a competitive advantage. Furthermore, the industry life cycle can also be viewed as an extension of PESTLE analysis as it is a way of showing how certain PESTLE factors influence the development of an industry over time. For example, it was the changes of PESTLE factors that caused BQ to move from growth to maturity and back again. Besides, due to a dynamic environment, strategy formulation should be viewed as a route to continuous learning. The excellence of a formulated strategy and the speed of its implementation will hence depend on the quality of BQs intellectual and behavioural learning processes.

Comparing the Hero in Beowulf and Sir Gawain and the Green Knight Essay

Beowulf and Sir Gawain – True Heroes Heroes come in many forms. The construction of "the heroic" has taken many forms, yet traits such as: courage, honor, and loyalty, reappear as themes throughout the "hero" personality. The characters of Beowulf and Sir Gawain each represent a version of a hero, yet each comes across quite differently in their story. A hero can be said to truly win if he remains constant to his noble values when put in any situation that crosses his way. When measured by that criterion, Sir Gawain stands out above Beowulf as a true hero, due to his command of both personal and spiritual power through the use of thought, as well as valiant deeds. The character of Beowulf stands as a hero to the ancient Danes because of his actions. He is constantly being cited as a "war-chief" and a "gold-giver" (61). Beowulf has achieved fame through what he has done with his own hands. His identity as a leader is based upon the Danish society’s emphasis on personal action, as opposed to the delegation of responsibility through conscious thought. It is this very sense which spurs Beowulf to fight the dragon: "In my youth I engaged in many wars. Old guardian of the people, I shall still seek battle, perform a deed of fame, if the evil-doer will come to me..." (59). Beowulf derives his power from a strong link to the past. Without his history of glorious deeds, he would see himself bereft of the very power which qualifies him to be a good King. Beowulf’s bravery never comes in to question, he does meet every challenge head-on, with deadly attention. The society which labels Beowulf as a legendary hero, recognizes his actions and his bravery as a integral part of his definition as a hero. Without the society to support th... ...or a chivalric Knight embodies the battle of the righteous self against corruption. Gawain’s strength comes from his discovery of his own flaws. Beowulf’s ideals concerning honor and nobility exist only within the context of his society. Remove him from other people, and his life would be meaningless. This is the true flaw of Beowulf, which the character of Gawain, by the end of his story, comes to realize. The notion of "winning" can be applied at all times to the personality of the chivalric Knight. The battleground becomes the mind, which is separate from the realm of reality. Beowulf does not have the capability to win, without the recognition of his fellow warriors. Within the mind, all sorts of battles are waged. The true winner is the person who can learn from that struggle, and who is able to apply that knowledge within both solitary and societal venues. Â  

A Visit to a Famous City

A few months ago my father and I visited Singapore, one of the most famous cities in Asia. Singapore, a small island, lies at the southern and of West Malaysia. A long and narrow piece of land joins Singapore with Johore Hahru, the southern-most town of West Malaysia. Singapore is now an independent state. The city of Singapore is extremely beautiful. It is well known for its centers of business and other activities. There are many places of interest such as the Tiger Balm Garden, the Botanical Gardens and Raffles Museum.There are also many important centers of learning such as the University of Singapore, Science Centre, the Nanyang University and the Polytechnic. Being a famous city, hundreds of people come everyday from various parts of the world to do business or to enjoy the sights of the city. Singapore therefore has large and beautiful airports and its harbors are full of ships. There are many night schools where people who cannot go to the day schools for some reason or other can continue their studies. And, the government of Singapore is still doing its best to make further improvements in the city for the benefit of the people.During my stay in Singapore, I went out everyday with my father to see the beautiful and interesting places and things in the city. One day we went to the Tiger Balm Garden where I saw several statues of people, animals and other strange creature beautifully made and kept. The sea near this garden makes it a pleasant place to visit. We spent almost half of the day at this place. Another day we visited the museum where I saw hundreds of curious things preserved for scholars and others. It was indeed an education to see all those things.There is so much to learn here that every visit by any person is sure to add to his knowledge. I also visited some of the harbors and saw the large ships anchored there. The sight of the ships aroused a desire in me to cross the oceans and go round the world. I was indeed deeply impressed by activi ties at the harbor. Then every night, I went round the town and visited some of the parks and other places of interest. The numerous lights and the constant stream of traffic kept the city alive. I visited a few of the cinemas as well. In short, I enjoyed every moment of my stay in this famous city of Singapore.

Centre for Clean Technology and Environmental Policy (CSTM) School of Management and Governance The WritePass Journal

Centre for Clean Technology and Environmental Policy (CSTM) School of Management and Governance Centre for Clean Technology and Environmental Policy (CSTM) School of Management and Governance 1 Background and Rationale for the Study1.1 Background1 The Concept of CSR1.1.1 Definition of CSR1.1.2 Sustainability1.1.3 Scope of CSR1.1.4 CSR International StandardsThe Global Reporting Initiative:SA8000: Ethical Trading Initiative Base code:AA1000:ISO (esp. 14000 9000):The OECD Guidelines for Multinational Enterprises: 1.2 Corporate Social Responsibility1.3 Problem Statement1.4 General Research Objective1.5 Research Question1.6 The Scope and Significant of the Study2 Review of Related Literature2.1 CSR in Today’s Company Success2.1.1 Elkington’s Triple Bottom Line2.1.2   CSR Aspect1.1.1  Ã‚   CSR Stakeholder1.1.1 CSR Initiatives1.1 Concept of CompetitivenessInternational competitiveness:National competitiveness:Local competitiveness:1.1 Corporate Social Responsibility and Competitiveness1.1.1 CSR impact on Image and Reputation1.1.1 Cost Saving1.1.2 CSR related Risk Management1.1.3 Increasing Revenue1.1.4 CSR impact on Human Resource2 Research Methodology and Pl anning2.1 Research Design1.1.1   Research Strategy Selection1.1.1 Data Collection1.1.2 Sample Selection1.1.1 Data Analysis1.1.2 Validity and Reliability1.2 Research Framework1.1 Planning and Timeline3 ReferenceRelated 1 Background and Rationale for the Study 1.1 Background Since the early nineties of the 20th century, Corporate Social Responsibility has received tremendous attention from different industries in China. It is because sustainability has had a significant impact on the global economy and social values. In this background, corporate social responsibility has become a worldwide social campaign. It was against this context that China’s exported-oriented labor-intensive industries realized how important to initiate CSR activities originated from the global supply chain, which can be regarded as passport for entering into global market and certificates for enhancing brand recognition and images. In China, Textile industry is the first open and export industry and it is also the first exporter and manufacturer of textile due to labor-intensive industry structure. Taking the advantage of exported-oriented policy for economic development, Chinese textile and apparel industries have been expanding their business boundary beyond domestic market to global scope. Meanwhile, more and more Chinese textile and apparel companies had been initiating CSR activities within companies. The reason for CSR initiatives does not come from recognition of potential benefits, rather than pure certifications for conducting international business. It is because developed countries, like USA and Europe, which are main clients of Chinese textile and apparel industry, thought China’s CSR activities is inefficient in terms of overtime working, low level salary and low labor standards. Due to these inefficient aspects of CSR, it makes China’s textile and apparel industry to be perceived wit h cost saving advantages. Therefore the global importers began to scrutinize the behavior of China’s textile and clothing industry in perspective of CSR, and asked them for CSR certification. However, most of CSR initiatives conducted by Chinese textile and apparel companies are not fruitful as they should be. For a long period, it seems that lots of companies confronted with the dilemma between CSR and competitiveness performance, which hinder the further spread of CSR in textile and clothing industry. There are several reasons contributing to this situation, including low level of CSR awareness and lack of enabling connection between competitiveness and CSR initiatives. Even though, CSR has become one of the central issues on the agenda of Chinese Organizations today, but is still a long way from being centre stage on corporate strategy (Stewart, 2006). One of the key problems is the lack of understanding about how CSR can have impact on competitiveness (Porter and Kramer, 2006). There are many studies trying to analyze the relationship between CSR and financial performance (Chand, 2006), but without satisfactory results. However, the financial performance cannot imply a long-term competitiveness (Porter and Kramer, 2006). In addition to financial performance, there are variety of aspects on value chain, implying a long-term competitive. The relationship between CSR and these aspects should be explicated analyzed in order to shed light on the potential power of CSR in terms of enhancing long-term competitiveness advantage. The purpose of this paper will explore the nature of the relationship between CSR and competitiveness among China textile and apparel companies, to demonstrate CSR can have positive impact on companies’ competitiveness. To achieve this purpose, one can argue that the competitiveness factors in textile sector can be summarized in terms of high product quality; niche market/product differentiation strategies; efficient processes; research and development; flexibility and fast response to market changes; HR and organizational culture[2], as described in Table1. The research in based on questionnaire survey in 2011 in Zhejiang Province. It is one of the most important textile and apparel production and export bases of China. Most of enterprises in Zhejiang Province are exported-oriented and small-medium-sized. However, the CSR consciousness is weak, and CSR relating issues such as pollution, tax-evading and the friction in terms of long working hours and low level salary, occurs f rom time to time. As an important base of textile and apparel in China, the enterprises in Zhejiang Province are confronting with various challenges in terms of lack of CSR initiatives and decreasing amount of export. It is mainly due to lack of awareness of how CSR can impact on long- term companies’ competitiveness. Therefore, it is a typical and representative area to study with in order to promote the spread of application of CSR standards in companies with low level CSR consciousness and those considering CSR standards as a redundant investment. The following Table ranks aspects of competitiveness according to their importance. Table 1 Competitive Profile of Textile Sector Source: Andre Martinuzzi, Sabine Gisch-Boie,Adele Wiman (2010). 1 The Concept of CSR The concept of CSR originated in the developed countries. This section reviews its definitions, relationship to sustainability, its scope and international standards. The extent of economic development stage in China is different from the developed economics, therefore, the recognition of CSR will be different comparing to that in the developed economics. The discussion will be deferred until section 1.3. 1.1.1 Definition of CSR Despite the awareness of CSR can be traced back to 1924 when Oliver Sheldon first proposed the concept, it is in the last twenty years that CSR has become an critical part of the international business environment. Main reason contributing to this situation stemmed from consumer and civil society pressures for companies to conducting business in a socially responsible way while pursuing profit. In developed countries, this can be reflected on asking companies to act beyond what the law requires them to do. The following are several examples of the definition of CSR. By these definitions, CSR is: â€Å"Being socially responsible means not only fulfilling legal expectations, but also going beyond compliance and investing more into human capital, the environment and relations with stakeholders.†(European Union, 2001) â€Å"The continuing commitment by business to behave ethically and contribute to economic development, while improving the quality of life of the workforce and their families as well as of the local community and society at large.†(World Business Council for Sustainable Development, 2001) â€Å"Operating a business in a manner that meets or exceeds the ethical, legal, commercial and public expectations that society has of business† (Business for Social Responsibility, see BSR, 2006) What these definitions shed light on is the broad recognition of contingent stakeholders that not only include shareholders, but also workers, the local community, and society as a whole. While the shareholders are only concerned about companies’ profits, other stakeholder cares about humane treatment of the workforce, the environment, the coherence of society, as well as product quality. In many, circumstances, these two strands of interests conflict with each other. 1.1.2 Sustainability The original meaning of sustainability, as defined by the Brundtland Commission, is meeting the needs of the present generation without compromising the ability of future generations to meet their needs. When put this concept into corporate world, it means that the way companies conducting business should contribute to the sustainability development of society. In other words, sustainability is about ensuring long-terms business success while contributing towards economic and social development, a healthy environmental and a stable society. (Developing Value, 2005) There are three components of sustainability, often referred to as â€Å"the three P’s†, â€Å"People, planet, and Profits†, or the â€Å"Triple Bottom Line† (Developing Value, 2005). Broadly speaking, the meanings of sustainability coincide with those of CSR. This report will use CSR to the responsibilities companies own to society. 1.1.3 Scope of CSR According to a UNIDO report (UNIDO, 2002), there are three generations of CSR. The first generation focuses on philanthropic activities. At this stage, companies regard CSR as a pain reliever that helps them to improve public image among the general public. The second generation incorporates CSR as one of a company’s integral business strategies that bring tangible gains. This generation of CSR sheds light on business case and makes it a really voluntary action of the company. The third generation goes one step further and calls for companies to actively pursue public good, that is, to make the pursuit of public good an intrinsic part of their goals. Currently, companies are in the transition from the first generation to the second generation and the third generation has yet to come. The following Tableshows different action within different generations. Table2  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Scope of CSR in Different Generation Source: UNIDO (2002) Area of action First generation Second generation Third generation Focus of accountability From Legal and traditional stakeholder to Direct stakeholders, short-term impacts To Broad range of stakeholders, long-term impacts Business case From Pain alleviation To Cost-benefit rationale To Strategic alignment Level of engagement From Compliance with legal responsibilities To Harm minimization To Social value creation Degree of influence From Market actions to Market remolding to Policy influence 1.1.4 CSR International Standards Worldwide concerns over CSR and cross-border auditing have raised the need of international standards. Some of the standards are guidelines for voluntary incorporation of CSR into company management systems; other requires certification. The UNIDO report provides a sample of CSR standards. The Global Reporting Initiative: â€Å" The GRI is a long-term multi-stakeholder, international undertaking whose mission is to develop and disseminate globally applicable sustainability reporting guidelines for voluntary use by organizations reporting on the economic, environmental, and social dimensions of their activities, products and services.† (GRI, 2000) The GRI was a result of the coalition for Environmentally Responsible Economies In partnership with the United Nations Environment Program. SA8000: This was developed by Social Accountability International. It has a standard for workplace conditions and a system for independent verification of companies’ compliance. Besides drawing from usual industrial standards ensuring product quality, it also adds several elements of human rights. Ethical Trading Initiative Base code: This is a global standard for employment and working conditions, linked directly to ILO Conventions and the UN Declaration of Human Rights and Rights of the child. It is a partnership with three types of members, i.e., companies, unions, and NGOs. AA1000: this is an accountability standard developed by the Institute of Social and Ethical Accountability. It focuses on securing the quality of social and ethical accounting, auditing and reporting. ISO (esp. 14000 9000): The International Organization for Standardization (ISO) administers over 11,000 standards. CSR-related ISO standards mainly focus on customers, staff and suppliers in the delivery of quality system for products (ISO9000) and environmental (ISO14000) management. The OECD Guidelines for Multinational Enterprises: The guidelines provide voluntary principles and standards for responsible business conduct consistent with applicable laws. They aim to ensure that the operation of international enterprises are consistent with government policies, to reinforce relationship between enterprises and society, to help improve the foreign investment climate and to enhance their contribution to sustainable development. 1.2 Corporate Social Responsibility To most of Chinese enterprises, the concept of CSR has not strong influence the way enterprise conducting business. It is because they are not familiar with such concept. The introduction has been regarded as an necessary step when China is entering into the wave of globalization. The initiative of CSR in China can be summarized into three phases (Zhou, 2006). The first phase is from 1999 to2000. China began to introduce the concept of CSR. It is mainly by auditing domestic suppliers by international companies. The second phase from 2000 to 2004, was Mr. Zhou calls â€Å"the wait –and-see years†. In this period, the domestic suppliers underwent intensive auditing effort and requirement from their overseas business partners. The trend cause the attention of several key government ministries including the Ministry of Labor and Social Security and the Ministry of Commerce. The main concern from this government department focuses on how CSR can be used as a non-tariff barri er in terms of Chinese exports. As a result, Chinese official and scholars did not take immediate action, but rather a wait-and-see attitude toward CSR. The third phase was from 2004 until now. The main feature of this period was seen commitment of business, governments, media, and scholars in the introduction and implementation of CSR. The most fruitful achievement has been active initiatives from the society. Government and business sectors have good cooperation to promote CSR and integrate it into core business strategies. in addition to establishing several government organization in order to promote the wild spread of CSR and enhance CSR performance of Chinese companies, the Ministry of Commerce launched China’s own CSR standard and in 2005, textile industry had initiative to implement a standard specifically for the industry, China Social Compliance for Textile and Apparel Industry, or CSC 9000T. The textile industry was the first industry to undergo pressures from their business partner abroad as China is the largest textile exporter, so it is very reasonable to initiate CSR in textile sector. Beside the efforts from government and business initiatives, the media can also be accounted as an increasingly important promoter. Although, there may be no CSR mentioned in repots, but they help to reveal the serious violation of labor right, environmental regulations and product quality accidents. (Y.YAO, 2008) The China News Weekly is a news organization. It promotes CSR through various activities. One of these activities is the annual international forum for social responsibility, which invites renowned government officials, people, scholars and other stakeholders from business sectors. From 2006, it has been held two times a year. Many international companies such as Intel, HP, Samsung, and Shell together with large domestic companies such as Lenovo, Haier, and Cosco have joined in the forum. One of the form events is to issue the award called â€Å"Most Socially Responsible Company†. The award stared in 2005 and became the most influencing award in China. 1.3 Problem Statement This study will explore that if it can be proclaimed a relationship between the implementation of CSR standard and competitiveness performance. Currently, China’s economy is gradually melting into the wave of globalization, there is imperative requirement from international companies for compliance under international standards as the CSR one. In some cases, this is seen as a precondition for continuous business. Furthermore, Chinese companies have been undergoing serious CSR auditing. The pressure from abroad promotes the spread of CSR certification in China. However, the starting point of its implementation should not just narrow on overcoming the trade barrier, a certification for export, compliance with national laws or fulfill the requirement from abroad business partners, but on truly comprehending how does the implementation can influence the business performance and what benefits can CSR standards actually bring? The main theoretical hypothesis is that companies implem enting CSR standards can gain a competitive advantage in Chinese market. It is the combination of this consideration that has led the researcher to carry out an investigation on relationship between implementation of CSR standard and competitiveness performance. 1.4 General Research Objective The objective of this study is to promote certification of CSR in China by demonstrating there are positive relationships between CSR and competitiveness indicators. Due to the enormous number of companies in the Chinese context, this study will focus on the textile and clothing companies in Zhejiang Province. 1.5 Research Question The aim of this research work is to analyze whether the implementation of CSR standards contribute to improving companies’ competitiveness. Therefore the driven research question of this study can be established as following: What is the relationship between CSR and competitive advantage? What initiatives have Chinese companies conducted in the last years as part of the CSR reports? What is the perception of CSR reports in the last years? (Benefits? or Pit holes?) What lessons can be learnt from literature about relationship between CSR and competitiveness? How can CSR be considered as a source of competitiveness? (crossing criteria between CSR and competitiveness) 1.6 The Scope and Significant of the Study This study will mainly focus on exploring the relationship between CSR and companies’ competitiveness indicators of textile and clothing industry in Zhejiang Province. The study will cover the existing CSR initiatives in companies, the impacts from CSR, and relationship between CSR and competitiveness. The survey groups were selected from companies with CSR report in Zhejiang Province. It is hoped that the study will useful to promote wild spread of CSR standard in Zhenjiang Province and in China as a whole. By demonstrating the connection between CSR standard and competitiveness, it will make companies realize that investment on CSR is not just focusing on image improvement in short term, but also enhancing competitiveness in long term. The targeted groups will also benefit from the study as they will be able to go beyond the superficial understanding of benefits brought by CSR. The knowledge and experience stemmed from participation in survey will also help them revise and improve the CSR practice. The research will be as a pilot study for further study in investigating the relationship between various aspects of CSR and competitiveness. This will lead to the prevalence of CSR implementation in China’s different industry. 2 Review of Related Literature A review of the key issues in the existing literature related to the CSR, Competitiveness and its relationship will be presented under this chapter. It will primarily focus on CSR and competitiveness. Then, It will also go further to discuss the relationship between CSR and competitiveness. 2.1 CSR in Today’s Company Success 2.1.1 Elkington’s Triple Bottom Line In 1994, John Elkington defined this term as the Triple Bottom Line as a guideline for companies to focus not only on economic performance but also environmental and social values. The three bottom lines have three important aspects in terms of economic, environmental, and social bottom lines. The lines some times are also referred to 3Ps in terms of Profit, Planet, and People (Elkington, 2001). The basic rationale behind this approach is that sustainable companies must be financially secure, must minimize or ideally eliminate its negative environmental impacts, and must act in conformity with the expectations which society places on companies (Juholin, 2007). The economic line refers to the regular accounting of financial performance. It is conducted through mandatory accounting due to laws, annual conference with stakeholders, and reports. The second bottom line refers to environmental aspects. It focuses on environmental accounting with the aim to identify costs and benefits in the accounting system related to the environment. The last line refers to social bottom aspect. It is concerning impact companies have on people (Elkington, 2001). When it comes to the Triple Bottom Lines and its linkage to CSR, Elkington (2004) states that â€Å"it is a tem which is often used to describe companies’ success in those three areas. Elkington (2001) further recommends that the Triple Bottom Lines could be regarded as a framework for companies measuring and reporting their progress in the three areas, the 3Ps. The Triple Bottom Line involved in CSR is a broad term (Elkington, 2001). In the meanwhile, other researchers have dug a bit deeper into the subject of what areas companies are responsible for (Andriof Mclntosh, 2001) 2.1.2   CSR Aspect Current CSR seems to be an unclear defined concept, which includes so many diverse concepts. These concepts are related to different aspect of CSR, for instance, environment, public relationship and stakeholder. The following framework presented by takes all the concepts into considerations. The framework is presented in Figure 1, which can assist companies to analyze their current CSR position and give a direction to develop CSR. The issues can be classified into fourteen aspects, when companies think of CSR. The following Figure categorize different CSR aspects into internal environment; external environment; mixed. Source: Kok et al (2001) There are several reasons why most of companies should use this framework. One reason is that I can be utilized in CSR planning process in order to analyze existing internal and external practices. Second, it can help companies identify its weaknesses and strengths. Third, it can make the development of CSR simpler as it provides existing data for companies’ CSR implementation. Finally, it can find identify the ones who are able to contribution to CSR activities. (Kok et al, 2001) 1.1.1  Ã‚   CSR Stakeholder The term â€Å"stakeholder† has a wild scope according to O’Riordan and Fairbass (2008). It has been defined as meaning â€Å"all groups and individuals who can affect or are affected by the achievements of an organization’s mission†. Stakeholders can be regarded as crucial element in companies’ external environment, and they act either formally or informally, individually or collectively, and can so on positively or negatively affect companies. (O’Riordan, 2008 and Fairbass, 2008) Based on above consideration, therefore, it is crucial for companies to find out to whom they are responsible and how far that responsibility extends, and then, prioritize different stakeholder groups as different companies has different situation. After this companies should evaluate stakeholder expectations through dialogue and incorporate these expectations into its CSR plan ( Castka et al, 2004) There exists subtle difference between investments in CSR activities and regular investments. CSR investment activities should focus on lying on pursuit of trade-off between profit maximization and stakeholder demands satisfaction ( Castka et al, 2004). The following Figure shows companies should balance profit from CSR and its demand for CSR. Castka et al, (2004) 1.1.1 CSR Initiatives In terms of initiatives, there are mainly six areas, which are included in most of companies. The following Table shows six major initiatives are proposed together with their respective benefits and concerns Table3 Six Dimensions of CSR Initiatives Source: Kotler and Lee (2005) 1.1 Concept of Competitiveness There is lack of clearly defined concept of competitiveness. It is because there is too much diverse perspectives and different levels of analysis when conducted competitiveness analysis. By analyzing the different definitions of competitiveness perspectives, it is possible to establish a common basis. Competitiveness is generally defined as â€Å"Ability of a firm or a nation to offer products and services that meet the quality standards of the local and world markets at prices that are competitive and provide adequate returns on the resources employed or consumed in producing them[1]†. The factors, which determines the capability of firm or nation to outweigh the ability of its competitors is the capacity to utilize its own resources as effective and efficient as possible in order to obtain a better performance. Based on this consideration, it is important to analyze different actors on the competition arena. The following will distinguish three basic actors: A single firm or plant. At this level, the concept means that companies can produce goods and services more effectively and efficiently than its counterparts. In order to achieve this ideal performance, companies should relay on competitive factors, mainly focusing on efficient utilization of some inputs. A paper from OECD (2003) states â€Å"Competitiveness is primarily a matter of being able to produce goods that are either cheaper or better than those produced by other firms†. This statement is similar to what Jenkins (1998) states â€Å"A firm is competitive if it can produce products or services of a superior quality or at lower costs than its domestics and international competitors. It is therefore synonymous of a firm’s long-run profit performance and its ability to compensate its employees and provide superior returns to its owners†. A group of firms. At this level, the competitiveness means that different groups of companies utilize competitive factors, (For example, companies in similar industrial sectors, but in different nations), to gain a better performance on the local or international markets. In this case, to aggregate the performance of the single firm in the same operating in the same cluster can be regarded as the most effective way to measure the competitive performance. This level has closely connection with previous one, but not the same. Actually, a competitive industry can be regarded as the combination of a number of high competitive firms. A territorial context. At this level, the concept implies that the competitive performance of nations or regions is combination of wide range of performances at the industry, firm and plant levels, and of their interactions with the institutional and social factors (cosmic report, 2009). So, this level cannot be simply regarded as the aggregation of the previous ones. After the identification of the actors on different levels, we can go forward to the issue related to the dimension of competitiveness. Based on previous analysis, at least three dimensions of competitiveness can be defined: International competitiveness: At this level, competitiveness mainly refers to the success with which an entity (i.e. a country, a sector/industry, and a firm) competes against overseas counterparts (cosmic report, 2008). The OECD provided the most important and widely-used definition of international competitiveness: â€Å" the degree to which (a country) under free and fair market conditions, produce goods and services which meet the tests of international markets, while simultaneously maintaining and expanding the real incomes of its people over the longer term† (OECD) National competitiveness: At this level, it focuses on how to measure competitiveness in terms of growth of Gross Domestics Product or Gross National Product, GDP and import export flows. National competitiveness, from perspective of most authors, rest on how efficient a country can allocate its resources and utilized at micro level. Local competitiveness: At this level, two elements relating to link between territorial localization and competitiveness seems to be key elements. The first is that economic, entrepreneurial and technological activities tend to agglomerate at certain places, leading to patterns of regional and local specialization. The second is that the competitive performance and development of a firm seem to be determined to a considerable extent by the conditions that prevail in its environment, and that the conditions in the immediate proximity (cosmic report, 2008) After the analysis of the competitiveness actors and arenas, the next step will go deeply into the crucial variables affecting competitiveness together with the ways to measure them. There are many factors influencing competitiveness on different level according to previous analysis of actors and arenas. In addition, different definitions of competitiveness in terms of different levels also provide clue for measuring the concept of competitiveness. By evaluating existing approach, two major methods can be distinguished for measurement (cosmic report, 2008): The first one focuses on analyzing the drivers of the competitiveness. For instance, resource productivity at firm level, the degree of internationalization at sector level). The second one tries to investigate the external effects of the competitiveness success. For instance, market performance by market share; the turnover growth rate. With the consideration of the ways to measure competitiveness, it is important to remember that competitiveness can be regarded at different levels of aggregation. Each one may be composed and influenced by different variables. (Cosmic report, 2008) Based on above analysis, competitiveness can be measured at three different levels in terms of Macro level; Meso level; Micro level as described in Table The research mainly focuses on the second level of competitiveness, which is on Meso level. The indicator in the Table3 for measuring competitiveness is a ground base for companies who are going to analyze its competitiveness capability. But each sector has its unique feature, therefore, it is wise to develop corresponding competitive indicator based on this ground base. Based on this consideration, the competitive indicators in textile cloth industry were identified based on the general indicators, including high product quality; niche market/product differentiation strategies; efficient processes; research and development; flexibility and fast response to market changes; HR and organizational culture, which are regarded as the most important indicator for measuring competitiveness in Textile and clothing industry as described in Table1 1.1 Corporate Social Responsibility and Competitiveness There is lack of literature on CSR and competitiveness, despite the number of this kind of study has increased exponentially in past few years. Most of previous studies tried to prove there is positive relationship between CSR and financial performance (M Tsoutsoura, 2004), although the results is mixed. Other researchers have came up with alternative approaches, such as creating a competitive advantage by generating stakeholder value (Freeman,1984), appraising how CSR can have influence on competitiveness such as reputation and image(Marc Vilanova,  Josep Maria Lozano  and  Daniel Arenas, 2008), or conducting case studies related to CSR, which conclude that implementing CSR contributes to both short-term profits and long-term competitiveness (Juholin, 2004). Weber (2008) proposed five main areas of benefits from CSR activities by extracting from existing research on CSR business benefits as described in Figure 3 Weber (2008), pp240 1.1.1 CSR impact on Image and Reputation A company’s image plays very crucial role in pursuit of business success, which can be influenced by communication with stakeholder and reputation of a company. It is kind of unconscious response which people have when they talk about a company (Weber, 2008). The image of companies cannot be influenced by single factors but when these factors combine with each other, companies can suffer from this combination dramatically. A reputation of a company is important and valuable assets. A positive one may bring many benefits to a company, however, a negative one may cause significantly harm to it. A company reputation is closely tied up with its stakeholders’ emotional beliefs about it. Image is not as the same as the reputation as it can change very quickly, but reputation needs long period to develop. Reputation needs to be consistent performance and deliver these performances to stakeholders. (Weber, 2008) The following Figure shows factors influencing companies’ reputation. Montgomery Ramus, 2003 1.1.1 Cost Saving Companies can significantly reduce costs by substituting materials during the implementation of CSR strategy, by improving communications with corresponding stakeholders, which can contribute to time saving or increasing chances to assess to capital. All these benefits related to cost saving can be derived from CSR related activities. (Weber, 2008) 1.1.2 CSR related Risk Management CSR can also be regarded as a mean to either reduce or manage CSR related risks. Through CSR assistance, company can better manage CSR related risks, including avoiding customer boycotts or negative press. (Weber, 2008) 1.1.3 Increasing Revenue CSR can contribute to revenue increase either directly by CSR-driven niche market or indirectly by image or reputation improvement. (Weber, 2008) 1.1.4 CSR impact on Human Resource CSR plays important role in stimulating motivation. It is because people may be motivated by the facts that they are working for a company with better environmental record or better working conditions, or the facts that they may participate in CSR related activities, including volunteering program organized by company (Weber, 2008), as   motivation mostly is value-driven rather than money-driven. Good payment is also important factors, which cannot be neglected as it is basic need of all employees. However, making employee feel proud of place where they are working for is also important. â€Å"Employee retention is most strongly influenced by the behavior of the organization and its senior leaders as well as the learning and career development opportunities available for employee,† said Hamish Deery. CSR includes concern for employee s’ wellbeing as well as a concern for the environment. Through CSR activities, companies can create these benefits for employee. It has more possibility to maintain employees. Hamish Deery also mentioned that â€Å" in this current tight labor market, companies that do not engage and empower through a range of initiatives such as providing training or personal and career development opportunities, are going to end up struggling to keep quality employee,†. So CSR activities plays crucial role in companies’ retention. Furthermore, companies with good CSR practice can also have influence on attractiveness of companies. (Weber, 2008) This attractiveness also plays important role when it comes to recruitment process. Numbers of companies have noticed that it is important to attract talent employees as these employees are value asset of companies as well as important part in creating competitiveness advantage. Therefore, company should realize the important role CSR activities play in recruitment of quality employees. 2 Research Methodology and Planning This section will elaborate on the research approach for the intended study on CSR and competitiveness. It will explain the methods that will be utilized in data collection to help in the achievement of the research objective. This section will also elaborate on how to analyze and manage the collected data under derived from planned activities within the time frame. 2.1 Research Design The project duration is from May to September 2011. In order to achieve the research objective, close-end questionnaire will be submitted by email to companies with CSR standards; and in-depth interviews aims to obtain real experience about relationship between CSR and competitiveness from mangers in Zhejiang Province’s textile and clothing companies. The project therefore, will focus on combination with survey and interviews in order to explore the relationship between CSR and competitiveness. The following Tableshows how research questions will be answered and what kinds of methods; information sources; preparation will be need for answering these questions. 1.1.1   Research Strategy Selection The strategy of the study will focus on survey. Survey approach refers to a systematic method for gathering information from a sample of individuals for the purpose of describing the attributes of the larger population of which the individuals are members[1].The survey approach has been chosen because the researcher intends to analyze the relationship between CSR and competitiveness in a statistics way. The relationship between these two concepts are so abstractive that it will be difficult to shed light on the linkage without survey approach as it provides numbers and trends in diagram, which is more visual than words description. There are two kinds of survey in terms of how to structure survey. The following table shows categories of survey and its key features. Table 6 Aspect of Survey Method Source: adapted from Dawson, Catherine, 2002 1.1.1 Data Collection The research was initiated by the use of academic literature in responding to CSR, competitiveness and their relationship. Primary data were collected through interviews both face to face and phone correspondence. Primary data will be information collected directly from the interviewees in efforts to directly understand individual experiences. Meanwhile, through the questionnaire, data will also be emerged as primary data, which the researchers used to validate some of the information collected. In terms of second data, it includes literature, report and article collected as theoretical framework. 1.1.2 Sample Selection Due to the enormous textile and clothing companies in China, it is time and cost consuming to include the entire population in the research, which refers to census study as the data is gathered on every member of the population. A small, but carefully chosen sample will be used to represent the population. The sample reflects the characteristics of the population from which it is drawn. There are two ways to conduct sampling: probability and non-probability. Probability methods refer to that each member of the population has a known non-zero probability of be selected. In non-probability, members are selected from the population in some nonrandom manner.6 The following table shows the categories of sampling and key features. Table7 Aspects of Sampling Source: Kumar, Ranjit, 2005 The author of this research is using convenience sampling. This method is used in exploratory research where the researcher is interested in getting an inexpensive approximation of the truth.6when choosing the sample of this research, the author have certain criteria to direct the selection. The criteria refer to â€Å"companies with best CSR performance† awarded by CSR organization in China[1], which guarantee the representative of sample. 1.1.1 Data Analysis In order to demonstrate the relationship between CSR and competitivness, firstly, six competitive indictors were defined including high product quality; niche market/product differentiation strategies; efficient processes; research and development; flexibility and fast response to market changes; HR and organizational culture. These indicators have the most representative features in terms of competitiveness in textile industry. Then, a correlation between CSR and these six indictors can be established through analyzing data collected by questionnaires. By linking CSR and these six competitiveness indicators and analyzing them, the purpose of this research can be fulfilled. Data analysis will be done after data collection since the raw data should be code and put into SPSS software. The data collected from the interviewers will be analyzed based on the literature study CSR and competitiveness. By using SPSS, it is very easy to testify whether there is a relationship between CSR and competitiveness indicator. Such data will also be further judged by information from interviews. 1.1.2 Validity and Reliability Polit and Hungler (1993) refer to reliability as the degree of consistency with which an instrument measures the attribute it is designed to measure. The questionnaires will be sent to different companies, which will be answered and conducted by target groups, reveal consistency in response. Questionnaires will be designed in interviewee’s language in order to make it easy to understand, in order to reduce issues related to miscommunication. Following the interviews, the questionnaires will be translated into English in order to guarantee its consistency and readability. Avoiding data collector bias can also ensure reliability. The researcher’s being the only one to administer the questionnaires minimized data collector bias. The validity of an instrument is the degree to which an instrument measures what it is intended to measure (Polit Hungler 1993). Content validity refers to the extent to which an instrument represents the factors under study. To achieve content va lidity, questionnaire includes a variety of questions on the knowledge of CSR, competitiveness indicators and CSR impacts on these indicators. Questions will be based on information gathered during the literature review to ensure that they will be representative of what researchers should know about CSR, competitiveness indicators and CSR impacts on these indicators. Content validity will be further ensured by consistency in administering the questionnaires. The questions will be formulated in simple language for clarity. Clear instructions will be given to the target groups. There will be also limitations in the research in terms of duration, width and depth of data collection, opportunity to test results and recommendations. 1.2 Research Framework The research framework is presented in Figure 9 below. It is in three sections: section (a) shows the literature review related to CSR and competitiveness which then leads to the development of key dimension of indicator of competitiveness. Section (b) illustrates how research process are going to go forward based on literature review and survey results analysis. Section(c) shows how the results obtained from analysis will then be used to demonstrate the relationship between CSR and competitiveness. 1.1 Planning and Timeline With the consideration of above research framework, the different activities are presented as indicated in Table8 Table8 Activity Plan 3 Reference