Bipolar Disorder Essay - 2622 Words

In life we all go through experiences that cause our moods to change for better or for worse. There are times that we experience degrees of great joy and happiness just as other times we experience great sadness and despair. These polar emotional opposites can be brought about by a cornucopia of circumstances such as the joy and excitement of getting married or the birth of a child to the deep sadness and grief over the loss of a loved one or one’s employment. Feelings of joy and feelings of sadness are normal parts of human life. Some however are unfortunate enough to be force to cope with these emotions to the extreme and on a regular basis. Some individuals must further cope with an ever present emotion rollercoaster, switching†¦show more content†¦During this time a person may be overly happy or outgoing and may be extremely irritable and feel agitated. During a mania the person’s behavior may change as well; becoming easily distracted jumping from one idea to another, talk fast and/or excessively, taking on new goal oriented tasks such as projects, suffer from insomnia, and acting on impulses of high risk activities such as gambling, shopping, or sexual gratification. There also exists a less severe yet still debilitating version of mania known as hypomania. Hypomania is classified as elevated levels of energy and impulsive behavior that are not as extreme as full blown mania (National Center for, 2010). Hypomanic symptoms may still last for at least four days and is the main manifestation of bipolar II (Peacock, 2000). On the other end of the spectrum, those suffering from bipolar disorder also go through periods known as â€Å"depressive episodes† characterized by long periods anxiety, feelings of inadequacy or emptiness, feelings of unwarranted guilt, and helplessness. During these episodes of depression individuals with bipolar disorder may experience behavioral changes such as having issues concentrating, problems remembe ring things, and difficulty in making decisions. They may also feel continually tired even when well rested, feel restless or irritable or experience changes in eating habits. In some cases, during depressiveShow MoreRelatedBipolar Disorder ( Bipolar )847 Words   |  4 Pagesâ€Å"Bipolar Disorder† Bipolar Disorder is a mental illness, which involves hypomanic episodes, which are changes in someone’s usual mood. Originally, Bipolar Disorder was called manic depression because it does share similar symptoms with people diagnosed with depression. Bipolar Disorder is a severe condition because it can cause mania, which then causes hallucinations and paranoid rage. (Bipolar Disorder) Bipolar Disorder is classified into two categories, bipolar type 1 and bipolar type 2. BipolarRead MoreBipolar Disorder ( Bipolar )829 Words   |  4 PagesBipolar disorder is an often devastating mental illnesses, with high emotional, social and economic impact on the lives of patients and family members [Jin and McCrone, 2015; Miller et al., 2014]. In recent decades, there has been significant progress in developing diagnostic methods for reliably diagnosing severe bipolar disorder (bipolar disorder type I) and some related bipolar â€Å"spectrum† disorders (bipolar type II disorder), and there has also been recent progress in identifying some of the geneticRead MoreBipolar Disorder ( Bipolar )956 Words   |  4 PagesBipolar Disorder Definition Bipolar Disorder is an increasingly common mood disorder that effects millions of people worldwide. In order to understand the plight of any psychiatric patient suffering from this ailment or to be prepared to treat this disease, it is pertinent to first fully understand what this mental disorder truly is. The first misconception surrounding bipolar disorder is that it is just one disease, contrarily it can be divided into two different sub categories. The National InstituteRead MoreBipolar Disorder ( Bipolar )1010 Words   |  5 PagesIntroduction/Overview of Condition Bipolar Disorder (BD) is a severe mental illness (SMI) characterized by dramatic mood â€Å"swings† between manic and depressed states. In their manic states, individuals experience an abnormally elevated mood characterized by extreme, grandiose gestures and ideas, inflated self-esteem, lack of sleep, constant talking, distractibility, poor judgement, and even aggression (Griggs). Individuals can be characterized as having either a hypomanic episode or a manic episodeRead MoreBipolar And Bipolar Disorder ( Bipolar )1397 Words   |  6 Pagesâ€Å"Bipolar robs you of that which is you. It can take from you the very core of your being and replace it with something that is completely opposite of who and what you truly are† (A. Reyan 2015). Bipolar disorder is a mood disorder that alters a person’s life, they can never go back to who they were before. â€Å"It is estimated that more than 10 million Americans suffer from bipolar disorder† (everydayhealth.com 2015). Bipolar disorder is broken down into two types; bipolar I and bipolar II disorderRead MoreBipolar Disorder ( Bipolar )1536 Words   |  7 PagesBipolar disorder has been gaining more and more attention over the last few years. With shootings on the rise, or at least the publicity of them, people are often pointing their fingers at mental diseases including bipolar disorder. An ongoing issue regarding mental illnesses, however, is the population has failed to fully understand what they truly are, the symptoms, and how to treat them. Bipolar disorder, which is commonly referred to as manic-depressive illness, is a disorder within the brainRead MoreBipolar Disorder ( Bipolar )1447 Words   |  6 Pages Bipolar disorder is a serious mental illness in which common emotions become intensely and often unpredictably magnified. Individuals with bipolar disorder can quickly swing from extremes of happiness, energy and clarity to sadness, fatigue and confusion. Bipolar disorder more commonly develops in older teenagers and young adults; it can appear in children as 6. The exact cause of bipolar disorder is unknown; there are two types of this disease: Types of the bipolar disorder: People with bipolarRead MoreBipolar Disorder ( Bipolar )1155 Words   |  5 PagesBipolar Disorder Research Paper What is Bipolar Disorder? Bipolar Disorder is an increasingly common mood disorder that affects millions of people worldwide. In order to understand the plight of any psychiatric patient suffering from this ailment or to be prepared to treat this disease, it is pertinent to first understand what this mental disorder truly is. The first misconception surrounding bipolar disorder is that it is just one disease, contrarily it can be divided into two different sub categoriesRead MoreBipolar Disorder ( Bipolar )1541 Words   |  7 PagesManic depression, also known as Bipolar Disorder is not your normal up and down mood change; it’s not like what most people experience, getting a little sad and getting over it. Instead it is extreme mood swing that â€Å"usually going from EXTREMLY happy to EXTREMLY angry† also include emotional highs and lows such as, depression and mania. Mood changes can happen as little as a few times a year or as often as several times a week; it depends on the person and thei r environment. At times, you feel veryRead MoreBipolar Disorder ( Bipolar ) Essay1544 Words   |  7 PagesBipolar Disorder or manic-depressive disorder is a disorder characterized by highs, manias, and lows, depressions, and can therefore be easily distinguished from unipolar depression, a major depressive disorder in DSM-5, by the presence of manic or hypomanic episodes (Miklowitz Gitlin, 2014). Bipolar disorder is generally an episodic, lifelong illness with a variable course (American Psychiatric Association, 2010). There are two classifications of bipolar disorder; bipolar I disorder and bipolar

Chipotle - 18199 Words

Prepared for: Chipotle Submitted By: December 14, 2011 I. Introduction to Chipotle Introduction Chipotle Mexican Grill is a leading force in its commitment to buy food from sustainable sources that do not have a negative impact on its menu pricing. Besides leading the way in the fast casual dining experience, it also supports farming initiatives that develop and practice best standards. Chipotle is also active in its environmental commitment to working to reduce its carbon footprint by reducing its reliance on fossil fuels through the implementation of various environmental initiatives, including green building and depending on solar power energy. It is also well known for its philanthropic activities, including its†¦show more content†¦Chipotle has continued to grow, today has 1,100 locations in 39 states, Toronto and Ontario, Canada, and London, England; its net income in 2010 was $178 million, and it has a staff of 26,500 employees (2010 Form 10-K, Chipotle). II. Identification of the Industry and Competitors Industry Definition and Competitors Chipotle Mexican Grill (NYSE: CMG) is a quick-service and casual Mexican-inspired restaurant chain based out of Denver, Colorado. The company takes pride in doing a few things exceptionally well: To serve high quality and delicious food quickly with an experience that not only exceeded, but redefined the fast food experience. Chipotle focuses on sourcing the best possible ingredients, serving the tastiest food, and growing the most capable team possible. Steve Ells started Chipotle in 1993, and expanded the chain to over 400 stores within 12 years. Chipotle is supported by the financial power and sprawling distribution network of owner McDonald s Corp, and is the largest Mexican-style concept among a number of fast-casual competitors that also have been picked up by quick-service companies in recent years (Peters, 2005). Major competitors include other Mexican fast casual locations such as Baja Fresh, Del Taco, Qdoba Grill, and market leader Taco Bell. Additional competitors in the broader market include other fast casual locations such as Panera BreadShow MoreRelatedChipotle3775 Words   |  16 PagesChipotle Mexican Grill in 2012- Can it hit a second home run? CONTENTS. Executive summary†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦3 Introduction†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦4 Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.4 1. Core competences†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...4 2. SWOT analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..4 3. Value chain†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...6 4. the chief components of strategy†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.7 5. the generic competitive strategies†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Read MoreEssay Chipotle1080 Words   |  5 PagesCase 5-gt; Chipotle: The Challenges of Integrity External Assessment a) General Environment Due to the fact that Chipotle is worried about providing customers with the best possible ingredients and in the same time, concerned of taking care about environment, animals as well as farmers, which in this case, are the main suppliers, we can encapsulate Chipotle in a Sociocultural segment. Another point that reinforces this statement is related to their employees and the way they benefitRead MoreThe Millennial Crisis : Love / Hate With Chipotle E Coli992 Words   |  4 PagesCrisis: Love/hate with Chipotle e Coli. Crisis Chipotles reputation and product were nothing short of stellar. Attracting customers from all walks of life but primarily from the millennial generation. The millennial generation tends to like simple, fresh food without artificial flavors or fillers from environmentally friendly restaurants. Chipotle in turns targets the millennial generation as one of their main stakeholders. For a time, the symbiotic relationship between Chipotle and the millennialsRead MoreFinancial Analysis: Chipotle1742 Words   |  7 Pages Company Background Chipotle Mexican Grill was a concept turned reality by a gentleman by the name of Steve Ells. Chipotle Mexican Grill provides excellent Mexican cuisine driven by a concept of â€Å"Food with Integrity†. The first chipotle Mexican grill was opened in 1993 in Denver Colorado. By the end of 1995 there were three. In 1996 alone, Steve Ells opened five more Denver-area restaurants growing by a total of eight stores in three years. By 1998 Chipotle Mexican Grill was showing muchRead MoreChipotle Swot Analysis2603 Words   |  11 PagesChipotle’s History: Chipotle Mexican Grill was originally opened in 1993, in Denver, Colorado. By 1996, there were eight Chipotle serving the Denver area. Chipotle brings on outside investors in 1998, and by 1999 McDonald’s became Chipotle’s majority holder. The company went public in 2006 and listed under NYSE with symbol: CME. As of Dec 2011, the company operates 1,230 restaurants in the U.S., two in Toronto, Canada, and two in London, England. The founder and CEO, Steve Ells, started withRead MoreThe Idea Of Chipotle Company1375 Words   |  6 PagesI. Overview The idea of Chipotle started with its founder, chairman and co-CEO, Steve Ells. His idea was to offer higher quality food, combined with the speed and convenience of fast food, giving birth to a new trend: â€Å"fast casual†. Chipotle offers a focused menu of burritos, tacos, burrito bowls (a burrito without the tortilla) and salads made from fresh, high-quality raw ingredients, prepared using classic cooking methods and served in a distinctive atmosphere. Chipotle opened with a single restaurantRead MoreChipotle : A Unique Experience1728 Words   |  7 PagesChipotle has many core competencies that make the restaurant have a unique experience. First, the restaurant believes in selling quality food at reasonable prices. Unlike other fast food restaurants, Chipotle has a commitment to â€Å"Food with Integrity† which increases the use of organically grown local produce, organic beans, organic dairy products, and meats from animals that were raised in accordance with animal welfare standards. This competency alone makes the restaurant stand out immenselyRead MoreStrengths And Strengths Of Chipotle1509 Words   |  7 PagesStrengths Strength 1: Largest Restaurant Chain in Market Segment, with highest share Chipotle has the largest share of the fast casual marketing segment in the Unites States. Chipotle has over 1,400 locations and plans to open an additional 140 locations this year. By holding the largest share of the market, Chipotle is able to trial, expand, and experiment with new ideas in certain geographic locations. Chipotle is able to trial new menu items and not have it affect the bottom line, and in additionRead MoreChipotle Mexican Grill ( Cmg )1423 Words   |  6 Pages Chipotle Mexican Grill (CMG) was founded in Denver, Colorado in 1993. It began when American’s were visiting fast food chains on a much more regular basis than in years past. Places like McDonald’s, Burger King, and Taco Bell initially seemed to be competition for Chipotle. However, a recent shift towards healthy eating, organic produce, and grass-fed meats has shifted the favor towards Chipotle. At the end of 2015, Chi potle Mexican Grill owned and operated 1,971 locations in the United States aloneRead MoreChipotle For The Fast Food Industry1088 Words   |  5 PagesI choose to explore Chipotle for this assignment because this brand has become a staple in the fast food industry in what I perceive a very short amount of time. I am currently a loyal customer of Chipotle, I have been eating at this restaurant for about 7 years now. I perceive this brand to represent quality fast food, consistently. The first Chipotle opened in Denver, Colorado in 1993, the business has now been operating almost 20 years. â€Å"The Big Three† - Mc’Donald’s (1940), Burger King (1954)

Companies’ behavior towards changes in the external environment Free Essays

Introduction: Ash from Iceland’s eyjafjallajokull volcano triggered an unprecedented shutdown of European airspace for six days until the 21st of April 2010, paralyzing many airports and trapping hundreds of thousands of tourists and business travellers. The flight ban was compulsory because ash can turn to molten glass in the high temperatures of an aircraft’s turbine and cripple the engine. The safety and security of travellers was the first priority of the airlines’ companies and accordingly they had to stop all their flights within Europe, which in turn affected the whole tourism’s industry including hotels. We will write a custom essay sample on Companies’ behavior towards changes in the external environment or any similar topic only for you Order Now BBC, 2010) However, each company had their own point of view on the best actions that can be taken in these types of situations and unique circumstances, depending on some of the business and economical theories and concepts. Nevertheless, to demonstrate and understand these actions Mrs. Judith Piggott’s experience with British airways and a local hotel is used. In this report, these theories will be presented and analyzed; in addition the way that the companies implemented them in this case will be exposed. Supply and Demand and how do they effect the price and the Market Equilibrium: To understand the local hotel’s attempt, which is lowering their price, the terms supply, demand and Market Equilibrium must be known. Firstly, the term demand means â€Å"the want or desire to possess a good or service with the necessary goods, services, or financial instruments necessary to make a legal transaction for those goods or services† (see appendix 1), and the relationship between price and quantity demanded is an inverse or negative relationship. This means that when price goes up quantity demanded goes down, and when price goes down quantity demanded goes up true for individuals, modules (e.g. Groups of consumers), whole markets. Secondly, the word supply in economics means â€Å"the amount of a product that the firm is able and willing to put on the market over a specified period† (see appendix 1). The market supply is the sum of the supply of all firms at any given price, there is a positive relationship between price and quantity, when price goes up quantity supplied goes up (Tucker, 2008). Finally and the most important term for our case is the Market Equilibrium, where the supply and demand intersect or in another words when the quantity of product supplied equals the quantity of product demanded at any given price (see appendix 2). (Wessels, 2006) Therefore, the Market Equilibrium is the goal for any firm to avoid any surpluses (see appendix 3) or shortages (see appendix 4). By understanding these concepts we can recognise that the local hote were concerned that because of the ash clouds, the coming customers’ numbers will be less than usual adding to that the other competitors in the market which will even lower the numbers more, consequently minimising the hotel’s chare from the whole market. Therefore, the hotel had to lower their prices firstly to avoid surpluses of empty rooms, and secondly to compete with the other hotels in the market. Gaining the customer loyalty: The regular company in the UK wastes from 20-40% of its customers each year. By acknowledging this issue and its negative influence on the company competitiveness and profitability, a firm must swap from the long accepted market share strategy to a completely different long-term approach to business, which is building the customer loyalty (Bell and Patterson, 2004). Boosted loyalty can bring cost savings to a firm in at least six areas: Reduced marketing costs (customer gaining or attracting costs require more pounds). Lower switching costs such as contract negotiation and order processing. Reduced customer turnover costs (fewer lost customers to replace). Increased cross-selling success leading to larger share of market. More positive word of mouth and better company image. Reduced collapse costs. Five advantages for making a first time customer a lifetime purchaser (Loyal customer): Sales go up, because the customer is purchasing more from the firm. The firm is strengthening their situation in the marketplace, when clients are buying from them instead of their competitors. Marketing costs decrease when the firm doesn’t have to spend a huge amount of money to attract repeat customers, since they already have them. In addition, as satisfied customers they tell their friends (Word of mouth marketing) thereby decreasing your need to advertise. Therefore, decreasing marketing costs. Avoiding price competition with competitors, because a loyal customer is less expected to be attracted away to another competitors by a discount of a few pounds. Finally, a satisfied customer is expected to sample the firm’s other product lines thus helping to achieve a larger share of customers. When a firm is spending less to attract new customers, it can afford to pay their staff’s better wages. Better salaries prompt a chain reaction, with huge benefits. If a company is able to maintain good workers, the company’s loyalty both internally and externally improves. Just as customer retaining has a positive influence on profitability, customer defection can have a negative influence. Defection by a long-term customer (Loyal customer) can cause an intense loss and affect the bottom line faster than defection by a new customer. Both of customer loyalty and satisfaction are two words that go into the Sales Strategic Plan. (Lawfer, 2004). Both of British airways and Thomson’s holidays tried to gain the customer’s loyalty and expand their customers’ base by their actions. For example, British airways paid off their customers the extra nights hotel’s fees, and they did that in a short period of time. Whereas companies such as Ryan air refused to do so. In addition, Thomson holidays were so generous and caring with their customers they paid for the extra nights, food and they even send their cruises to pick their clients and return them home. While, other companies where so mean and untruthful to their clients, they promised to pay for the meals and then retreat and demanded money for them. Which had a negative impact on their customer base. Thus lowered the number of returning customers and that can be seen clearly from Ryan air customer’s feedback. Even though British airways and Thomson holidays lost a huge amount of money on the short run, but they gained their customer’s loy alty and trust. Consequently, expanded their customers’ base, which will recover their losses in the long run (Reichheld, 1996). Conclusion: To sum up, the Iceland’s volcanic ash had a strong impact on the airlines industry and forced the companies to stop all their flight within Europe, which in turn affected the tourism industry as a whole. Companies’ actions towards this incident varied from one to another, depending on some of the commercial and economical theories and principles. Some of the companies such as British airways and Thomson holidays were looking more on the future and tried to maintain their customer base and gain their trust, by being helpful and truthful with their clients. On the other hand companies such Rayan air and some of the other holiday’s firms, were dishonest and looked more on the present and how to avoid losses. Even though British airways and Thomson lost a huge amount of money on the short run, but maintaining their customer base will allow them to cover these losses in the long run.In terms of pricing strategies the local hotel depended on the great understanding of the economical terms supply, demand and Market Equilibrium. They pushed the price down so they can raise the demand up and achieve the Market Equilibrium, and in turn avoid surpluses or shortages in rooms. Moreover, pushing the prices down will able them to compete with other competitors in the market and expand their market share. In my opinion British airways and Thomson holidays made the right strategic decision and approached the right actions, because of the advantages of increasing the loyalty and maintaining loyal customers that I mentioned previously. In addition, I think the local hotel were also successful in their pricing strategies, because if they did not push the prices down there would had been a huge numbers of unequipped rooms, and their losses would had been even grater. Reference list BBC (2010) Icelandic volcanic ash alert grounds UK flights. April 15, 2010 [online]. Available from: http://news.bbc.co.uk/2/hi/uk_news/8621407.stm [Accessed on April 22, 2011] Bell, C. And Patterson, J. (2004) Customer Loyalty, Guaranteed: Create, Lead, And Sustain Remarkable Customer. Massachusetts: Adams Media Lawfer, M. (2004) Why Customers Come Back: How to Create Lasting Customer Loyalty. New Jersey: The Career Press Reichheld, F. (1996) The loyalty effect: the hidden force behind growth, profits, and lasting value. Massachusetts: Harvard Business School Press Tucker, I. (2008) Macroeconomics for Today. Ohio: Cengage Learning Wessels, W. (2006) Economics. New York: BARRON’S How to cite Companies’ behavior towards changes in the external environment, Essay examples

Business Proposal CRM Replacement System †Click to Get a Solution

Question: Discuss about the Business Proposal for CRM Replacement System. Answer: Introduction The research emphasizes on the importance of CRM (Customer relationship management) replacement system with the help of a case study of Tangle Corp. The organization manufactures as well as delivers widgets to customers of the Asia Pacific region. After identifying some business issues, the line management team of the organization prepared a proposal for the executive management team in order to incorporate CRM replacement system. It is important to mention that the line management team analyzed their existing CRM system along with its impact on their day-to-day operations over the past six weeks. Based on their customer service capability, revenue potential and likely future outcomes, they came to the point that they need to change their current CRM system. Huge Challenges are there in bridging the gap between inventory system, accounting system and CRM system. The major reason behind this is their poor CRM system. It has been found that they have the opportunity to take their servi ce to a higher level. The issues and challenges are the major constraints that restrict them to make growth. It is expected that the organization would able to acquire sustainable competitive advantage and cost effectiveness by improving their CRM system. It is essential to mention here that the new system would involve significant investment in terms of cost, time and motivation. Problem Statement The line management team of the organization analyzes the current issues of their business and found that they have several site issues, sales issue, production issues, and technology issues. The expensive Sydney warehouse increases their expenditure what they need to control. On the other way, many warehouses need to be expanded. Investment is needed in these areas to increase the capacity of the warehouses. Besides, they fail to deliver customer satisfaction due to their different hours of operations of different sites. It has been found that their Singapore office is much larger than it is needed. This clears the fact that they fail to manage their costs well as investment properly. Apart from the site issues, some sales issues are also there. It has been found that the sales in New Zealand has been declining as the customers are unsatisfied for their poor service. Besides, the weakest supervision is the prime reason behind the poor performance of the sales staffs in Perth. Moreov er, they keep the customers record in their local offices only. As a result, it becomes difficult to help each other's customers. They have been experiencing increasing sales in Thailand and thus there is a need to open an office for permanent staffs. Along with that they confront strong competition from the competitors of Asian region. It has been found that the Perth factory manufactures unique widgets which have a high demand in other locations also. However, they fail to meet the customers' demand as they face shipping issues due to the slow arrival or high cost. Apart from this, they have huge technological issues which is their major weakness in competing with the competitors. The sales admin offices have no standard IT (Information Technology) deployment. They have different operating system for different sites. Besides, they cannot transfer the calls between the sites as the phone systems are disparate. Furthermore, the outdated company website does not support any interaction with their internal system and customer information. Proposed Solution Research Aim and Objectives: The major objectives of the research are framed in the below section: To analyze the current CRM system of Tangle Corp To demonstrate the issues that the organization is confronting currently To evaluate the importance of the CRM replacement system To illustrate a number of recommendation for improving their customer satisfaction level To find the ways of improving their cost effectiveness CRM Definitions Here, it is essential to elaborate what about the CRM system which specifies the need of a new CRM system in an organization. The prime purpose of CRM is to manage the relationship with the customers effectively. Through establishing effective CRM, the managers aim to increase revenue as well as profit by delivering the highest possible customer satisfaction. This includes all the customer oriented processes such as sales, marketing and technical support. However, ineffective CRM system can be the biggest weakness that prevents an organization to make growth. On the other way, the effective CRM system encompasses the entire activities including customer-centric services and product design Besides, it is the process of working on software capabilities regarding automating, tracking, and organizing communication with customers. It has been found that the sometimes the organizations need to replace or rebuild their CRM system to improve their customer relationship. The CRM operations ar e mainly used by the sales management team and some other company executives who are not so responsible about reducing the cost. However, it has been criticized that they generally cost them far more times than to save them. It is important to add in this context that the leaders should incorporate effective communication process with the employees in order to motivate as well as lead them in the right direction. Selection method Some specific methods and techniques would be used in selecting as well as implementing the new CRM system. The new CRM system would be framed and strategized by gathering the responses of all the stakeholders. Their opinions and viewpoints are important as they are key people who can improve the customer satisfaction. It is expected that the process would bring out the fact that the poor management system is the prime reason behind the issues they are facing at present. The complex as well as ineffective CRM system creates constraints in managing the business operations properly. Besides, it has been found that the leaders do not interact with the stakeholders by pursuing proper communication process. The stakeholders are not directed and motivated by the leaders and thus their performances are hampered. In such circumstances, it is require to change the CRM system for the betterment of their business. Implementation In implementing the new CRM system, the leaders of the organization would concentrate mainly on the staff training and IT infrastructure changing process. Staff training highly depends on the new system and the ability of both the leaders and staffs. Besides, the time of the training would also vary because of the different roles of the stakeholders. The production staff are expected to need two hours of training, whereas the sales staffs might need training of half a day. Furthermore, the administration staff would need a full day training. The leaders would incorporate the repetition based training programs so that they can enhance the efficiency of the staffs. In this context, it is important to mention that the total training program would be spread out over several days. The administration staff would be trained first and then the production staff and sales staffs. Apart from this, they would improve their network infrastructure. It has been mentioned before that the current network infrastructure is poor and thus improvement is required. Some systems such as inventory control, billing, email and many more are needed to be upgraded. Besides, a new CRM software solution can be one of the most essential tools in this process. They need to make sure that the all the clients and office information will be centrally stored in the CRM system software. It would help all offices and staffs to communicate with each other and provide better service to the customers. Costs and Risks It has been mentioned before that the new needs time and investment as well. In this context, it is important to mention that this would be benefitted in the long run. It is expected that the new system would reduce the present issues and help them to enhance their revenue as well as profit. The total expenditure is divided into one-off cost, non-expense one off cost, and monthly cost. One-off Cost: The expected cost for implementing the new CRM system is framed in the below table. Item Expected Cost Planning and Preparation $ 18,000 Initial server setup $ 4,500 Data Migration $ 3,000 Project Management $ 2,500 Staff training $ 8,000 Total $ 36,000 Non-Expense One-off Cost: The non-expense one off cost includes the time they would invest for implementing the new system. It is demonstrated below: Time to train the staffs Time to improve the data accuracy by direct entry Monthly Cost: It is predicted that 22 of admin staffs need to access all the system simultaneously. However, the cost has been predicted based on the number of users. Concurrent monthly users Monthly cost per user Total monthly cost 26-40 $ 47.50 $ 1,235 - $ 1,900 41-60 $ 45.00 $ 1,845 - $ 2,700 61-100 $ 42.50 $ 2,592 - $ 4,250 Benefits The expected benefits are: The productivity of all the staff would be increased The revenue and the profit from customer data mining and targeting would be increased The effectiveness of the tailored production services would be increased The service providing ability would be enhanced Competitive advantage As they would able to resolve their problems, they can concentrate on other factors also. Besides, the new CRM system implementation is a long term strategy which would help them to maximize their revenues as well as profit. As, the prime focus is to improve the customer relationship, it would help them to acquire competitive advantages. In the cases, when the customers are satisfied with the service and product it provide, they would tend to purchase from this organization. In the long run, they would able to obtain sustainable competitive advantage. Costs savings It is expected that the new CRM system would enhance their cost effectiveness also. They would able to minimize their expenditure along with maximizing the revenue. However, it is important to mention that it is possible only in the long run. This is because, the new system would increase the cost initially, in the short-run only. Conclusion and Recommendation: It is concluded that the business is presently confronting several issues due to having poor CRM system. Low satisfaction level of their customers is the prime challenge in acquiring competitive advantages over the major competitors. However, based on the expected outcome of the research, a number of recommendations are brought out. To incorporate modern CRM system with better network infrastructure To include CRM software solution so that all the information is stored centrally and available to all offices and office staffs To incorporate SaaS (Software-as-a-Service) Model to deliver a software based solution To motivate all the staffs for engaging in the new work environment To provide training programs to all the employees in order to enhance their work efficiency in monitoring the CRM system The recommendations are framed by based on the expected data analysis and outcome. It might vary in the final research.

Rock of Ages Case Study free essay sample

Executive Summary Rock of Ages (ROA) is an industry leader in granite quarrying and manufacturing, specializing in memorials. With nine quarries ranging through Vermont, Quebec, Pennsylvania, North Carolina, and recently Ukraine, ROA offers a variety of granite colors and grades for the selective consumer. Until January, 2008, ROA also had a retail division dedicated to memorials. Although ROA has been in business for over a century, economic factors in a global economy are eroding on their once rock-solid consumer base. Specifically, ROA has operated at a loss over the last several years, with 2008 being a transition year due to the discontinuation of the Retail division. This case study serves to evaluate ROA’s strategic direction given both internal and external environmental factors using best-of-breed analysis tools. Table of Contents Executive Summary2 Rock of Ages Case Study 2 Table of Contents2 Introduction3 Mission and Goals4 Situation Analysis5 SWOT Analysis10 Porter’s Five Forces12 Sustainable Competitive Advantage13 Resources and Capabilities14 Performance Measures16 Strategic Integration17 Bibliography22 Introduction Rock of Ages is in trouble. We will write a custom essay sample on Rock of Ages Case Study or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page The following pages illustrate ROA’s declining performance over the last five years in revenue while operational costs continue to rise. Return on equity plummets while debt continues to climb. This diminishes shareholder value for ROA, and impacts their long-term viability. The time for action is upon them. To evaluate the appropriate strategy to revitalize ROA’s business, we employ several analyses essentially inspecting the company from separate facets as though it were a prism. First, we analyze the current strategy and direction. What does the organization already have in motion to change their fiscal landscape? Next, we perform situational analyses of ROA by evaluating both internal and external factors which have shaped their current situation. These include: A financial analysis over the last five years, marking both long and short term trends. SWOT analysis to determine where ROA shapes their future, and where the present situations are allowed to shape ROA. Porters Five Forces analysis to evaluate how well ROA is positioned to respond to competitive pressures and which area of competition require immediate response. A competitive advantage analysis appraises how ROA differentiates them from the competition, and whether this advantage is sustainable. After gathering the data from these analyses, it’s used to create performance measures and mapped to strategic integration throughout the organization. The case study ends with recommendations based on the analyses for ROA to regain market share and preserve brand equity. Mission and Goals Founded in 1885, Rock of Ages (ROA) is nearing its 125’s birthday as a granite quarrying and manufacturing company. Priding themselves on lasting granite memorialization, the company sells wholesale memorials to independent retailers in the US and Canada. Until January of 2008, ROA operated three separate lines of business: Manufacturing, Quarrying, and Retail. The Retail division has been discontinued, allowing the company to focus on the remaining two core business divisions. ROA’s newly revised strategy now focuses on the following elements (ROA, 2008): Strategic alliances With the Retail division’s discontinuation, business partnerships with local and regional retailers, funeral directors, and cemetery owners is critical to ROA’s continued growth and success. Direct sales of private mausoleums and civic memorials Local, state, and federal funding are available for creating and renovating civic memorials. One of the recent commissions for ROA produced the world’s largest statue of Pope John Paul II at over 30 feet tall. (ROA Civic, 2008) Personalization ROA seeks to provide a product line with enough variability to meet the needs of anybody in search of a memorialization solution. Expansion of quarries and quarry business Until recently, ROA focused the business on domestic quarries only; owning and operating ten quarry properties in the US and Canada. ROA recently brokered a partnership with VIKA, Ltd. , a Ukrainian quarrying company, to broaden their product offering and remain competitive with overseas competition. Reduce overhead and streamline operations Having recently sold the Retail division, ROA seeks to decrease redundant job functions and administrative office space costs. ROA focuses on product differentiation through quality. The only company who offers a perpetual warranty (guaranteed forever), ROA products set the standard for granite memorials. Situation Analysis ROA’s situation is defined largely by recent financials. They have demonstrated year over year decline in revenue, profit, and net income since 2003 as demonstrated in Figure 1 (below). (MSN Money, 2008) Figure 1 ROA’s 2006 and 2007 financials have been resubmitted to accommodate for the discontinuation of the Retail organization, providing skewed trend lines. However, one will still note continued decline of net income between 2006 and 2007 in spite of a slight increase in both revenue and gross profit. This additional loss has been attributed to the costs of discontinued operations (Retail), and constitutes a $5. 2 million cost in 2007. The resubmission of 2006 financials have repositioned 2006 as a bounce-back year for some key metrics. Figure 2 (below) illustrates improved fixed assets turnover and inventory turnover, with a minor decline in total asset turnover. Figure 2 Figure 3 Not all key metrics show positive gain since the 2006 resubmission due to the Retail discontinuation. Figure 3 (right) shows continued decline of return on equity following the same trend line as 2003-2004. This demonstrates poor performance for stockholders. While return on equity falls, ROA’s debt ration continues to climb. Years 2006-2007 show this trend leveling off, and the current ratio in figure 5 has started to climb. These ratios will need to significantly improve to increase the company’s liquidity. Figures 4 5 While sales performance appears dismal, recent trends are largely due to the resubmission of the 2006 financials and the discontinuation of Retail. Sales revenue increased approximately 10% between 2006 and 2007 with the restated financials removing the Retail division. Figure 6 Figure 7 (below) evaluates the company’s assets and liabilities over time. This more clearly illustrates the benefit of selling the Retail organization, as the working capital once again approaches the current liabilities, and current assets are back on the rise. Again, as ROA reduces debt their market attractiveness will improve. Figure 7 Financial Summary While much of the fiscal landscape is in a period flux for ROA due to the discontinuation of the Retail business line, much work is left to put them on the road to financial recovery. Based on the company’s performance and analysts predictions, few investors would risk ROAC in their portfolio. (MSN Money, 2008) SWOT Analysis Highlights of the strengths, weaknesses, opportunities, and threats currently met by ROA are illustrated in figure 8 (below). Figure 8 (Chapman, 2008) Strengths ROA has a long history of product quality. Backed by the industry’s only perpetual warranty, ROA stands behind their product for the customer and the customer’s heirs forever. The quality begins with the type of stone quarried from the Earth, as many of ROA’s quarries yield granite composition among the best in the world. (Granite Museum, 2008) In addition to quality, ROA also moves more quantity of granite than any other quarrying company in the US. (USGS, 1997) These factors have drawn and kept a talented workforce at ROA, and provided a brand name well recognized in the granite industry. Weaknesses Although ROA demonstrates generations of granite expertise, there are some modern day business challenges which impact ROA’s profitability. Distribution channels are in need of expansion to reach a broader and more diverse customer segment. While this must be driven through key business partnerships, better management of enhanced distribution partnerships will require investment in information technology systems to integrate the ROA web presence with consumers, partners, and suppliers. ROA suffers from limited RD funding, relying on an industry as stable and solid as the product they sell. With consumers growing increasingly demanding in terms of customization, ROA needs to stay ahead of the curve in terms of innovation. Perhaps a prospective customer could upload a photo and see various types of stone to virtually carve it onto in an effort to facilitate better and faster sales. Putting choice into the hand of the consumer will create another differentiating factor for ROA to sustain their competitive advantage. Opportunities Threats Some of the external factors for ROA present themselves as opportunities rather than threats. For example, the rate of cremation is rising – currently ~25% and expected to rise to ~40% by 2010 (see figure 9 below). This presents an opportunity for the growing customer market that need an alternate method for memorializing these loved ones. A new product or deviation from the existing product line would be required to meet this need. Figure 9 (CANA, 2006) SWOT Summary This SWOT analysis reinforces ROA’s key strengths (branding, quality, labor force) which the company should continue to maintain. More importantly, however, is the revelation of the weaknesses in the organization (distribution, RD, strategic partnerships) and threats (overseas competition, labor unions) requiring a plan of action. This case study’s recommendations for that plan can be found in the Conclusion and Recommendation section. Porter’s Five Forces ROA’s competition framework is illustrated in Figure 10 below. Porter’s framework maps out the five competitive pressures for an industry. Figure 10 For ROA’s quarrying and manufacturing divisions, the larger threats stem from buyer power and substitution. Buyer power is a significant force as ROA maintains high pricing in comparison to the competition. ROA seeks to differentiate their product offering through quality and their perpetual warranty, charging a premium for these services. Buyer power is also emphasized by the growing number of alternative solutions available for memorialization. Lower cost bronze markers are common for cremation memorials, as well as spending alternatives for the urn. In these instances, the granite products ROA is known for are losing market demand, and as a result consumers have a higher bargaining power. Another of the forces in need of attention is industry rivalry. In conference calls with Norwich MBA students, ROA representatives have stated overseas competition is the fastest growing threat. â€Å"A granite company in China can quarry, manufacture, ship and resell a product for less [cost] than it takes [ROA] to create a finished product. † (Brock, 2007) While ROA contends these overseas monuments are inferior quality, this source for price competition creates diminished profit margins for ROA. Summary Similar to our SWOT analysis, we’re seeing a common theme for ROA to focus on specific areas of the business: Overseas competition Price Dwindling market segment Need for strategic partnerships (distribution, retail) Focusing on these factors will stabilize the company and provide a basis for sustained competitive advantage. Sustainable Competitive Advantage ROA’s competitive advantage is based on quality in raw materials, quality in manufacturing, and the industry’s only perpetual warranty. While these differentiating factors allow dominance over a portion of the target consumer market, the remaining consumers are less discerning on quality and more driven by price. To meet the needs of this consumer segment, ROA will need to offer a lower priced alternative product line. This can be accomplished through overseas partnerships, similar to the VIKA partnership in the Ukraine. Limiting themselves to the premier segment of a diminishing market will spell ROA’s doom. To protect the ROA brand’s association to quality, the lower-end product marketing could be done under a separate business name. The following table lists the resources and capacities for ROA. Resources and Capabilities Table 1 Importance Relative Strength Comments RESOURCES R1. Finance 9 2 ROA has shown steady decline year over year. R2. Technology 5 2 ROA has not made significant investments in technology to enable the business R3. Plant Equipment 8 8 These facilities are key components to ROAs continued success R4. Location 4 8 ROA operates in Vermont in close proximity to their quarries R5. Distribution (dealership network) 9 6 With sale of the retail division, the distribution network is critical. R6. Brands 7 7 ROA has a strong brand in the industry CAPABILITIES C1. Product Development 6 5 ROA must develop new products to meet changing market needs C2. Purchasing 7 4 ROA needs to perform a cost benefit analysis for overseas procurement of raw and semi-finished product C3. Engineering 8 9 ROA has a strong skilled labor force C4. Manufacturing 8 7 Additional cost-saving measures may be available through partnerships. C5. Financial Management 9 4 Though the Retail division has now been discontinued, the company has suffered financial losses year over year. C6. RD 5 1 No real RD investment C7. Marketing Sales 8 5 Limited web presence, lack of integrated CRM C8. Government Relations 8 8 Much of the Civic Memorial business is dependent on this business line. C9. Strategic Management 9 6 Discontinuing Retail was a sound decision, but was it too late? The company needs to get a few profitable quarters to satisfy shareholder concerns. Figure 11 Several key strengths and weaknesses are evident based on this evaluation. Of particular note is R1- ROA’s financials. This has been an area of weakness due, in large part, to the Retail organization. By discontinuing Retail, ROA has stepped onto the road to financial recovery, yet there are still additional steps needed to ensure that recovery takes place. These are addressed in other key weaknesses, such as partnership management, market incentives for distribution dealers, and contraction of operational expenses. Focusing on ROA’s strengths, engineering and manufacturing remain core assets to the company. The government relations ROA has been making are also strong assets for the organization, allowing growth in the civic memorial business where federal funding is required. Performance Measures Through the SWOT, Porter’s Five, and Resource and Capabilities matrixes, we have identified several strategic areas within ROA which are core to the growth and business success. Table 2 (below) captures these objectives with key performance measurements. These metrics above are broken into the strategic areas of financial, customer, internal processes, and learning and growth. Table 2 Strategic Performance Areas Objectives Measures Actual (2006) Actual (2007) Change Financial Cash Flow Positive net cash flow Net change in cash $ 1. 36 Mil. ($ 1. 39 Mil) ($ 2. 75 Mil. ) Revenue Increase sales Gross sales $ 50. 16 Mil. $ 55. 55 Mil. $ 5. 39 Mil. Debt Decrease debt Current Liabilities $ 47. 00 Mil. $ 27. 87 Mil. ($19. 13Mil. ) Customer Dealer relations Improve relations Dealer based sales N/A N/A N/A New products Introduce new low end product lines Customer adoption of new product N/A N/A N/A Customer satisfaction Survey to evaluate customer satisfaction Survey results N/A N/A N/A Internal Processes Manufacturing costs Decrease costs Manufacturing COGS $ 17. 6 Mil. $ 18. 0 Mil. $ 0. 4 Mil. Inventory Turnover Maintain or improve Inventory Turnover 1. 77 1. 89 0. 12 Distributor relations Improve relations Distributor survey N/A N/A N/A Learning and Growth Employee Satisfaction Maintain or improve Employee survey N/A N/A N/A Core skill competencies Improve skills Skills testing N/A N/A N/A The financial section outlines areas of positive performance, but also opportunities for improvement. Revenue improved 10% between 2006 and 2007, and debt fell 40%. While these numbers are drastic improvements, they are tempered with the discontinuation of the Retail business line, providing uncertainty on the sustainability of the recovery trend. More troubling is the slip in cash flow, as it fell from a positive $1. 36 million to a negative $1. 4 million. One will note that many of the metrics necessary in other sections are unavailable. These are metrics critical for the organization to monitor, and have either been ignored or are not publicly unavailable. Dealer relations are of particular importance with the discontinuation of the Retail organization. Strategic Integration Many suggestions brought about from these analyses are consistent with ROA’s stated mission and goals. However, while the goals ROA works towards are correct, there is still some question on the strategy in place to achieve those goals. Table 3 (below) suggests a point rating for the various segments of the business. The following section will delve into each of these initiatives in further detail. Table 3 Functional Initiatives BSC Performance Areas Affected Objectives Measures Change (2006-2007) Points HRM Human Capital Focus on strategic job families to decrease overhead SGA Increased $0. 11 Mil 15 Finance Financial Perspective Increase Profit Net Income ($1. 19 Mil) 25 Marketing Customer Management Process Increase customer base Number of sales N/A 25 Operations Inventory Turnover Increase quality, reduce errors Number of returns 0. 12 15 Change Leadership Organizational Capital Successful discontinuation of Retail and subsequent cultural adoption Strategic job employee satisfaction N/A 20 The order of importance suggested of 1) Finance 2) Marketing 3) Change Leadership 4) Operations 5) Human Resources are based on ROA’s SWOT and Porters 5 analyses. The company has been in steady fiscal decline over the last 5 years, and every effort must be made to limit overhead and spending while increasing sales in this pivotal time. To carry these sales out, a new marketing effort is required, and strategic partnerships with retailers and distributors are a core component to that effort. Based on the recent company changes and forecasted changes necessary, leadership must focus on careful strategic communication to bolster morale and align culture with the new business direction. These new directions require operational processes and systems in place to enable the business. Finally, the company cannot afford to lose the talent which provides their competitive advantage. The human capital component must focus on retaining key performers during this transition period. Conclusions Recommendations Following the suggested order of importance listed in the previous section, we begin the recommendations with Finance. As a publicly traded company, ROA has a fiduciary responsibility to their stockholders. (Friedman, 1970) Today, that responsibility is in direct conflict with the strongly held cultural values of ROA. The company has been slow to react to the overseas threat in availability and price, and has suffered significant market erosion due to this sluggishness. ROA prides themselves on being a US (and Vermont) company, and as a result of their industry and location are subject to significant overhead due to US Labor Union rates. While the quality of these skilled workers remains a differentiating factor, ROA must find ways to either lower domestic costs or increase offshore investments and partnerships to lower operational costs and provide a product line priced appropriately for the less discerning market segment unwilling to pay a premium for their product. This leads us into marketing recommendations. With the discontinuation of Retail, ROA is far more dependent on strategic partnerships in distribution and retail. Incentives for these partners are critical, and must be compelling enough to differentiate ROA from other granite wholesalers. ROA needs retailers and funeral home directors to sell ROA’s product line preferentially and only use a competing brand to save a customer sale. To facilitate this brand loyalty, ROA needs current marketing materials for consumers and information which is readily available and emphasizes ROA’s competitive advantage (quality, skilled labor, perpetual warranty) over the competition. ROA also needs a product line and pricing schedule which meets the needs of a broader segment of the market base. The ROA website needs a partner portal, such that retailers can sell ROA products through ROA’s site, as well as manage inventory and orders to ROA. This brings us to operations recommendations (we’ll address leadership at the end)†¦ One critical facet of operations is inventory management. ROA’s inventory turnover is too low. By implementing a partner portal, orders can be integrated into both lines of business (Quarry and Manufacturing), ensuring lead times are effectively managed and inventory reduced. As ROA increases its offshore presence, this type of a management system will be increasingly important to highlight areas of surplus and shortfall. By setting expectation with business partners accurately, ROA is enabling their partners to succeed, which in turn will anchor the partnership into the future. As ROA chooses where to allocate capital funds, marketing and operations should receive funding specific to these initiatives. As mentioned, ROA differentiates itself based on quality, and much of this quality stems from the skilled craftsmen and artisans which create their product offerings. Quality is core to ROA’s business, and outsourcing or off shoring these strategic job functions would likely lead to diminished quality, thereby destroying the competitive advantage ROA offers. Therefore ROA should maintain the finishing and final quality assurance inspection of all products domestic, but increase the offshore supply of raw materials (granite) and have products semi-finished shipped in. This will reduce both quarrying and manufacturing overhead, while maintaining the high levels of quality ROA is known for. The final section for recommendation is leadership. ROA’s leadership team has taken a bold step forward with discontinuation of the Retail division. However, it was done too late. The business has sustained years of lost revenue due to the failing Retail division. The leadership team has invested in offshore opportunities with VIKA. This, too, was done too late. International competition has eroded ROA’s consumer base and undersold their pricing structure. The first point of concern in evaluating ROA’s leadership is the sluggish reaction to threats and opportunities rather than proactively maneuvering the company for quicker responses. Now is the time to unite the company behind the manufacturing and quarry divisions to ensure positive momentum from the sales of Retail. Now is the time to confront the international competition threats by investing in offshore opportunities. Now is the time to solidify the relationships with distributors and retailers with strong incentives to bolster ROA’s sales and reinforce the market branding. The second point of concern is the culture in ROA which has lead to this situation. With the discontinuation of Retail, the company is provided with a rare opportunity to capitalize on the sense of urgency ensues to create change. (Kotter, 1996) With a carefully articulated vision and strategy, ROA has the opportunity to change the culture in the company from a lethargic reactive one to an energetic, proactive culture less likely to balk at the investment of an offshore manufacturing facility. Focusing inward on resource alignment is as critical (if not more so) as the external factors in ROA’s stated strategy. (ROA, 2008) Bibliography

Immigration and Discrimination essays

Immigration and Discrimination essays Since the birth of America, the United States has been a place of hopes and dreams for the downtrodden trapped by poverty, famine, and political instability in their homelands. These masses have historically turned to the United States as a way to make a better life for themselves and their families, but these people have not always found the lives they dreamed of making in the United States. The United States has a rather shameful history of treating its immigrants poorly. Immigrants throughout the history of the United States have been avoided, persecuted, and discriminated against; and yet they have borne these overwhelming burdens because as miserable as their conditions in America have been, they have always been better than those in their homelands. The Chinese immigrants to this country in the mid-nineteenth century had several motivations for leaving their homeland. Some came to the United States to escape the turmoil of the Opium War that had taken over China at the time. This conflict between China and Great Britain exploded when the Chinese government outlawed the importation of opium and ordered the destruction of British opium stored in the city of Canton, at which Great Britain immediately declared war on China(Morrow 29). This conflict, combined with the vast problems of poverty and famine in China caused many of the Chinese to look toward the United States for a solution. Around the same time these events were taking place in China, the California gold rush was picking up momentum in the United States. Only a handful of Chinese were living in the United States when gold was discovered in 1848, but news of the discovery soon reached China. According to one account: ...many saw this as an opportunity to escape the extreme poverty of the time. Many peasant families were forced to sell one of their children, usually a girl, in order to survive. Paying forty dollars cash or signing a contract to repay one hu...

Global Warming Blog Assignment Example | Topics and Well Written Essays - 500 words

Global Warming Blog - Assignment Example Coal, as a source of energy is not safe for the welfare of the universe (Singer 2001). Carbon compounds are the main constituents of coal. Once the carbon compounds are heated for the production of energy, they are released into the atmosphere. The carbon fumes released during the combustion of coal to release energy result to erosion of the ozone layer. This leads to increased global warming. The Greenpeace non-governmental organization has been on the forefront in fighting the use of coal but instead other environmentally friendly sources of energy. The background to the use of coal as a source of energy is based on the fact it is readily available in different states in the United States of America. Therefore, some people view this as an unexploited avenue hence their decision to use the mineral as a source of energy. Others engage in the coal business to increase their returns and make profits. This is not wise considering the intensity of the impacts after the use of coal as a source of energy. The issue surrounding efforts to stop the use of coal as a source of energy is to some extent of moral nature. The use of coal is an unethical act because the impacts derived from it are of a negative nature in relation to the environment (Veizer 2005). Therefore, with the knowledge of the negative impacts of using coal as a source of energy, then it is immoral to continue using the mineral as a source of energy. As long as the impacts derived from using coal affect the environment negatively, then it becomes unethical and immoral to continue using the energy from coal. The dilemma that community members may be faced with on the matter would be the purchase and use of environmentally friendly sources of energy apart from coal. These may be expensive but better in terms of environmental conservation. It might be tricky for some members of the community to embark on using