IKEA Expansion Strategies

IKEA Expansion Strategies IKEA was established in 1943 by its founder, Ingvar Kampard when he was just 17 years old. During its early days, the company mainly supplied fish, Christmas magazines and a variety of farm seeds. In 1948, Kampard started to sell household furniture (Back 2). During this era, elegant furniture was expensive.Advertising We will write a custom essay sample on IKEA Expansion Strategies specifically for you for only $16.05 $11/page Learn More Therefore, young individuals usually inherited old furniture from their relatives since it was expensive to buy new ones given their minimal salaries. As a result, Kampard focused on selling high quality furniture that meets the needs, desires, and expectations of his target market at an affordable price. This strategy proved to be effective in the business operations as IKEA increased its market share in Sweden. Due to the viability of the business, the firm expanded its operations in Western Europe, America, and Asia (Bac k 2). At the present moment, IKEA is the leading furniture retailer in the world. It has over 300 outlets in 35 countries in the world. However, to achieve all this success, the company’s operations have been based on basic plans and strategies that have ensured that its operations are sustainable and profitable in the short run and in the long run. IKEA’s operations are based on its basic principle that aims at producing high quality furniture at the lowest price possible (Back 3). With this strategy, IKEA has been able to stand at a competitive edge over rival firms in almost every market that it enters into the world. In the USA for example, IKEA faced stiff competition from companies such as Wal-Mart and Costco that had low quality that were sold at low prices. On the other hand, companies such as Ethan Allen that sold high quality products at a high price (Back 3). To stand at a competitive edge, IKEA sold high quality products that meet the needs and desires of i ts target market at a low price. This strategy enabled the company to maintain its loyal and satisfied customers hence increasing its market share as well as its profitability. Success of IKEA Strategies IKEA success was also determined through its market analysis strategies. The company had a clear understanding of its target market, its purchasing power, and its tastes and preferences. Throughout its operation, IKEA has always been targeting young individuals who are between their 20s and 30s. This target group has a taste of elegance.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More However, it lacks the purchasing power to achieve this dream. Therefore, to meet the needs of this target group, IKEA has an effective pricing strategy that ensures that the final product is priced at the lowest price possible. The company sources its products from the cheapest manufactures within an d outside their target markets. In its early years, the products that were sold in the Swedish market were manufactured in Poland (Back 5). To reduce the operating costs in the US market, IKEA sourced its products from local suppliers to cut on transportation costs. This move ensures that the final product is not only sold at the lowest price possible but it is also of a superior quality, hence meeting the tastes and preferences of its target market. Modification of IKEA Strategies In the course of its operations, IKEA has modified its strategies to meet the requirements of its target market. For instance, IKEA’s location strategy has changed over time. All IKEA stores are located outside the city enhancing the shopping experience of customers. At the same time, the stores have been divided into different sections with each section containing a range of goods that can meet the specific needs of different customers. With the home assembly strategy, customers can easily carry t heir products and assemble them at the comfort of their homes. Most importantly, the stores are run by highly qualified, skilled, and dedicated individuals (Back 4). It has been the tradition of IKEA to employ young individuals who have the passion of the company rather than experienced individuals from other firms. Through extra-role performance and high quality service delivery, IKEA employees always meet the needs and desires of their customer. As a result, the customers are always satisfied with IKEA products, as well as the services they receive from the company. This has increased the global success that the company is enjoying. IKEA’s Current Strategy The operations of IKEA are based on the transnational strategy (Hill 402). To ensure that its operations are sustainable and profitable in the long run, IKEA has come up with strategies modified its store layout, store location and product line to suit the local market while entering the Chinese market (Back 3). In the pr ocess, the firm has greatly reduced its production hence selling its products at lower prices as compared to its competitors. This move was successful and by 2008, IKEA had 4 stores in China alone. Given the current market conditions, this strategy is effective since it has greatly increased the number of units sold hence increasing its global market share as well as its profitability.Advertising We will write a custom essay sample on IKEA Expansion Strategies specifically for you for only $16.05 $11/page Learn More Future Changes All businesses operate in a dynamic environment. Therefore, IKEA will have to modify its operations to keep up with market trends. For instance, the firm needs to enhance the application of internet technology to enhance its internal and external operations. IT will enable the firm to monitor its inventory and staff in an effective and effective and efficient manner. IT will also increase its profitability through online sales. Wi th the help of social media, the firm can enhance its relationship with its customers hence having a better understanding of their tastes and preferences. Through research and development, the firm can come up with better products, effective marketing and pricing mechanisms and better management systems. Back, Alison. IKEA: Furniture Retailer to the World. PDF file. Web. Hill, Charles. Global Business Today. New York: McGraw-Hill, 2011. Print.

Compliance cars are only produced to meet California mandate.

Compliance cars are only produced to meet California mandate. Let’s say you’re a Honda fan. Your father bought Hondas and you naturally followed. Now let’s say that you are interested in an electric vehicle (EV), and you know Honda has an electric version of the Fit hatchback. But, unless you live in California, Connecticut, Maryland, Massachusetts, New Jersey, New York or Oregon you can’t just waltz into your local Honda dealer for a test drive. Here’s why. A California Mandate Yes, the Left Coast is the reason that some electric vehicles are only available in a few states, and in some cases just one or two states. In 2012, the California Air Resource Board (CARB) mandated that automakers that sell at least 60,000 vehicles a year in the state - Chrysler (now Fiat Chrysler), Ford, General Motors, Honda, Nissan, and Toyota - must sell zero emissions vehicles (ZEVs) using the formula of 0.79 percent of their total California sales. Next year the number is bumped to three percent. Under the regulation, failure to meet the numbers would result in losing the ability to sell any vehicle in California. Thus, the Chevrolet Spark EV, Ford Focus EV, Fiat 500e, Honda Fit EV and Toyota RAV4 EV were born. They are called compliance cars because they are designed and engineered specifically to comply with the CARB requirements and allow the automakers to continue selling cars in the state.   Of the six biggest car companies, Nissan avoided the â€Å"compliance car† moniker with its Leaf electric vehicle that debuted in late 2011. It not only meets the CARB sales number requirements, but it also exceeds it. Plus, the Leaf is the top selling battery-electric powered vehicle across the U.S. Tesla is relieved from the CARB mandate, even though it sells roughly 1,000 Model S electric cars per month in the U.S., because of its small overall California sales numbers. Other States Sign On Under federal law, other states are allowed to adopt California’s emissions rules even if they are more strict than federal regulations. At this point, the District of Columbia and ten states have signed on to follow the Golden State’s lead with ZEV requirements of their own. They are Connecticut, Maine, Maryland, Massachusetts, New Jersey, New Mexico, New York, Oregon, Rhode Island, and Vermont. Now you know why Honda Fit EV availability is limited to seven states. And the other compliance cars? Chevrolet’s Spark EV and the Fiat 500e are both available in California and Oregon. The Toyota RAV4 EV, the lone electric sport-utility vehicle, is a California-only availability. RAV4 production will cease sometime this year as Toyota is betting on fuel cell vehicles. Lastly, sales of Ford’s Focus EV started in California but can be purchased at select dealers in 48 states. Oh, by the way, if you do live in a state where the Fit EV is available, you can’t buy one. Honda, for some reason, will only lease the car. And, like Toyota, Honda believes future ZEVs will be hydrogen fuel cell powered and will discontinue the compliance Fit EV next year. But Wait, There’s More As you might suspect, there’s more to this ZEV mandate thing than just engineering and hopefully selling enough compliance vehicles to satisfy CARB regulators. Since it’s not likely that Fiat Chrysler, Ford, GM, Honda, and Toyota can sell enough vehicles to meet the quotas, there is a way for these automakers to stay in the good graces of the state. Under the regulations, a certain number of credits are earned by every automaker for each zero emission vehicle they make. A ZEV is not limited to vehicles that use an electric-drive powertrain and rechargeable batteries. Included are electric-drive vehicles that employ a fuel cell to produce electricity onboard from compressed hydrogen gas fuel in an electrochemical process. A lesser credit amount is also given to plug-in gasoline-electric hybrid vehicles based on the amount of electric power provided. To date, the biggest winner in this credit derby is Tesla. How so? Well, credits awarded can be sold to carmakers that didn’t earn enough credits selling their compliance cars. Tesla has collected a very large number of ZEV credits, and in turn, has sold them for a very handsome sum of money. Buying these credits has allowed GM, Fiat Chrysler, and the others to continue to sell conventionally-fueled vehicles in the state. More Compliance Cars to Come In 2017, new requirements will be implemented. In addition to the six car companies affected by the current plan, BMW, Hyundai and its Kia subsidiary, Mazda, Mercedes-Benz, and Volkswagen along with its Audi unit also will be included under the new rules. But rather than waiting until 2017, these companies are getting a jump start. First out of the gate is BMW with its i3, the lightest and perhaps the quirkiest-looking electric vehicle. You can order one now in every state but expect at least a six-month wait for delivery. Electric vehicles coming later this year with limited distribution are the Kia Soul EV, the B-Class Electric Drive from Mercedes-Benz and the Volkswagen E-Golf. Hyundai is going a different route to meet the CARB mandate with its Tucson Fuel Cell.  It is arriving now at a select few California dealerships and is available with a lease only. There are also two EVs on the market that are not affected by California’s regulations. The Mitsubishi I-MiEV and the Smart Electric Drive have been on sale for a couple of years, although Smart has a small number of U.S. dealerships. And of course, Nissan’s Leaf and Tesla’s Model S are available nationwide. By the end of 2014, even with the addition of the cars from BMW, Mercedes, Kia and Volkswagen, the selection of electric vehicles will be very limited. Unless that is, you reside in California or one of the other states that have joined the CARB movement.

Australian Indigenous Education in Modern Life Essay

Australian Indigenous Education in Modern Life - Essay Example There was also much concern over high unemployment rates in some ethnic communities, largely a result of economic recession and the decline of the manufacturing sector, which had previously provided a substantial portion of migrant jobs (Castles et al., 1986; O'Loughlin and Watson, 1997; VEAC, 1983, 1984). Since the late 1980s, discussions about the apparent success of professional and business migrants have supplanted the discourse of migrant disadvantage. As a result of the Federal government's increasing emphasis on credentials and skills in the migration programme, migrants' human capital endowments have increased, apparently resulting in higher labour force participation rates and better employment outcomes. The government argues that migration is more economically efficient than ever before, with migrants adding to government coffers rather than becoming a drain on the public purse (Ruddock, 2003). Contemporary academic research on migrant employment experiences neatly undersco res governmental discourses on migration policy. It is dominated by studies presenting a 'success story' narrative of recent, mostly highly skilled, migrants achieving increasingly positive outcomes in the Australian labour market. These are generally economic, quantitative studies based on the Longitudinal Survey of Immigrants to Australia (LSIA) (Cobb-Clark, 2000, 2001; Cobb-Clark and Chapman, 1999; Richardson et al., 2001, 2002; VandenHeuvel and Wooden, 1999, 2000). The LSIA, commissioned by the Department of Immigration and Multicultural and Indigenous Affairs (DIMIA), surveyed migrants about their settlement experiences during their first years in Australia. LSIA1 targeted migrants entering Australia between September 1993 and August 1995, surveying them three times: six months (wave 1), 18 months (wave 2) and three and a half years (wave 3) after arrival. LSIA2 targeted migrants entering Australia between September 1999 and August 2000, surveying them twice: six months (wave 1 ) and 18 months (wave 2) after arrival (see DIMIA, 2002, for more information about the LSIA). Weighted data were used in the analyses for this article to offset the attrition rate in the sample over the three waves. These studies continue a dominant tradition within social science research on migration, namely an approach derived from human capital theory. Essentially an 'application of neo-classical economics to labour markets' (Wooden, 1994: 220), human capital theory has become the prevailing wisdom within academic and business circles for explaining the economic success of individuals, firms and nations. Human capital theory emerged in the 1970s in the writings of economists such as Mincer (1974) and Becker (1975) to explain differences in individual earnings. Income was treated as a function of workers' investment in marketable skills, particularly in the form of training. Individuals were seen as making rational choices about investments in education and training that would i ncrease their productivity and thereby deliver suitable returns to them once evaluated on the market (see Blaug, 1976: 830). Applied to immigrants, as Wooden (1994: 220) notes, the theory proposes that 'differences in pay, occupational status, probability of employment, and so forth, between immigrants and natives reflect differences in the average

Annotated Reference List Assignment Example | Topics and Well Written Essays - 500 words

Annotated Reference List - Assignment Example stated the addictive behaviors are divided into three important categories which include physiological model, disease model and social learning model. Further in the article she writes about the importance of these models in schools. She emphasizes on school prevention programs which are health focused and promotion programs. The author also describes the implementation process of the above stated models in the schools. This article sends a message across to the prospective counselors at schools and those working with the children. It works as a good professional foundation to understand, what addiction is and how the addictive behaviors can be restrained. This is a peer-reviewed journal article written by Gerald A.Juhnke who is understood to be working for the University of Texas at San Antonio in the department of Counseling, Educational Psychology and Adult and Higher Education. This article provides an updated analysis on the information on the article contents published in the previous years. This article Journal of Addictions and Offender Counseling is published by the American Counseling Association therefore the content in the article remains authentic. The article is primarily directed for the adulthood age group. This article is a literature review based on the previous articles written. New information regarding the author’s demographics and other details has been analyzed to make it more authentic and reliable source in the library. This article is of interest to me as it helps me to go in to the details of each author who has contributed to this subject. Additionally, because it is a literature review it provides me with critical analysis on the past literature written on the subject. Laux, J. M., Dupuy, P. J., Moe, J. L., Lambert, E., Ventura, L. A., Williamson, C., et al. (2008). The Substance Abuse Counseling Needs of Women in the Criminal. Journal of Addictions & Offender Counseling, 29(1), 36-48. The authors of this article are from the

Far from the madding crowd Essay Example for Free

Far from the madding crowd Essay In Far From the Madding Crowd, Thomas Hardy examines different types of love. Consider the relationships Bathsheba has with Gabriel, Boldwood and Troy; consider also Troys relationship with Fanny Robin. What conclusions does Thomas Hardy wish us to draw about the nature of love? Support the points you make with close reference to the text. You must also mention the social context of the novel and any relevant literary tradition. Bathsheba is a very vain woman who likes to think very highly of herself, in the first appearance she makes in the novel, she is admiring herself in the mirror. The last word in Chapter 1 is vanity. Hardy has established some of the features of two of the main characters and made us curious about this development of the relationship between Oak and this vain but handsome girl. Bathsheba was not a conventional woman of her time. She was an unusual for a woman of her time because she was very independent. She also refused her first offer of marriage although penniless and living with her aunt. Women at this time relied heavily on marriage. Women at that time often also married for security. Bathsheba is quite teasing with men, for example, when Gabriel Oak holds her hand, she suggests: But I suppose you are thinking you would like to kiss it? You may if you want to. But when Gabriel says, I will. She instantly says, No you wont! This shows that she is teasing, and she can get some men crazy about her. Her relationship with Gabriel has its ups and downs. Gabriel cares for Bathsheba so much but as the novel goes on, Gabriel realizes that there is no chance that he will marry Bathsheba because two other obstructions are in the way, the similarly vain Sergeant Troy and Mr. Boldwood. Bathshebas relationship with Mr. Boldwood is very awkward because, she only sent the valentine letter as a prank. It all started off when Liddy and Bathsheba were writing a Valentine letter to little Teddy Coggan. But Liddy suggests, What fun it would be to send it to the stupid old Boldwood, and how he would wonder! Bathsheba does not agree to the idea at first and says, No, I wont do that. He wouldnt see any humour in it. She was right. But Boldwood takes it so seriously and becomes absolutely obsessed with her, My life is a burden without you, I want you I want you to let me say I love you again and again! When Bathsheba tells him the truth about the Valentines card, Boldwood does not want to and cannot accept the fact that it was a joke and a prank: No, no, no. Dont say thoughtlessness! Make me think it was something more that it was a sort of prophetic instinct the beginning of a feeling that you would like me. Then Troy comes into the novel. During that period of time, there were strict rules governing the etiquette of behaviour about men and women being alone together and they certainly would not publicly touch each other or their clothes. This makes their meeting highly irregular. Bathsheba would be particularly vulnerable in this situation. Troy is similarly vain and teasing like Bathsheba, this enchants her, Thank you for the sight of such a beautiful face! He also often repeats the word, Beauty aimed obviously at Bathsheba. When they depart after their first encounter, she is very happy and feels flattered. She looks in the mirror (as usual) and repeats Troys words, Goodnight beauty! Bathsheba is aware of her beauty, and she feels that if some handsome man in uniform compliments her on her looks, then that is very rewarding for her and it boosts her self-confidence. Also, Troys showmanship with his sword swept Bathsheba off her feet. Also, because Bathsheba would have been very nai ve and inexperienced in the ways of love, she found it very hard to resist Troy. Bathsheba and Troys relationship, was more of a sexual love than a real love: She felt powerless to withstand or deny him. He was altogether too much for her. Another sign of Bathshebas vanity was that, she only married Troy because he had said he saw a more beautiful woman. So, Bathsheba went all the way to Bath just for Troy. But later on in the novel, Troy does not show that same feelings as when they first met. Instead, Troy becomes more involved into Fanny Robin and regrets ever turning her down. The type of love Fanny Robin loves Troy with all her heart; she even walks miles just for him. Many young women in the Victorian times would have eloped to marry soldiers. This was called Scarlet fever. This would be a disgrace to the girl and her family. Hardys aunt Martha was said to have eloped with a soldier When she asks Troy when they will be wed, Troy does not even understand what she is talking about. Fanny asks, When will it be? Troy then asks What? Then Fanny tries to remind Troy, That you promised. Troy again, forgetful, I dont quite recollect Then Fanny desperately says, O you do! Dont speak like that. It weighs me to the earth. It makes me say what ought to be said first by you. Fanny wants to get desperately married, but Troy wants her mainly for sex and for more of a casual relationship. Troy gets very angry and upset when he sees the coffin with Fanny Robin and the baby in it. Tragically, Fanny died of childbirth. The baby was still born. Many deaths occurred due to lack of technology including childbirth. He completely forgets about what he had with Bathsheba and thinks of what he could have had with Fanny. Troys reaction to her death and his disregard for Bathsheba shows he is the type of man who only wants what he cannot have. When Fanny was alive, Troy showed little interest in her predicament. I think that the message Thomas Hardy is trying to get out is that love can only be true, not just for jokes and pranks (the valentines letter. ) Love also has to have two people involved not like Fanny Robin and Troy at the start of the novel. In conclusion, Hardy ended the novel happily, because he knew that is what the readers wanted to read. The story was printed into a monthly magazine and for a Victorian readership; a happy end involved a marriage. Bathsheba was first attracted by Troys good looks and superficial charm and preferred these qualities to the more traditional ones of security and love offered by Oak and Boldwood. But when Fanny dies, Bathsheba finally realizes that Troys is actually a womanizer and he is disloyal. Hardy, himself did not rate marriage very highly as he had an unhappy marriage. So by the end of the novel, Bathsheba becomes more sensitive to others and realizes that she should have accepted Oaks initial proposal, rather than Troys, and that she would have been much happier with Oak.

The Effect of the Kyoto-Protocol on the Earth Essay -- Environment Fos

The Effect of the Kyoto-Protocol on the Earth In the article â€Å"Global-warming Rules Begin Feb.16† by Traci Watson published in USA Today, Watson’s explanation is that this protocol on global warming is likely to have a ripple effect on the USA, even though U.S. leaders have bowed out of this treaty to avoid its potential impacts on the economy. It seems to other writers that carbon dioxide may not contribute so much to global warming and that this protocol will have a bad influence upon the economy. On the up side, however, the amount of fossil fuel use in the entire earth will certainly be decreased by the Kyoto Protocol. Consequently, improvement of air quality and environmental preservation in the entire earth should be promoted. The United Nations Framework Convention on Climate Change was adopted in 1992 to address global warming and was brought into force in 1994. The third session of the Conference of the Parties to UNFCCC (COP3) was held in Kyoto in 1997, where the Kyoto Protocol was adopted. The Protocol stipulates that 38 countries, including developed countries and economies in transition, will reduce their Green House Gases (GHGs) including CO2 respectively to total emissions 5.2% below the 1990 level during the period from 2008 to 2012. For example, reduction below 1990 levels of 8% is required for the EU, 7% for the U.S., 6% for Japan, and 0% for Russia. Even though the protocol was adopted, this treaty can take effect only if it gets approval from countries with an emissions cap whose aggregate 1990’s emissions is more than 55% of the total CO2 emissions in 1990 of capped parties. The share of the U.S. in 1990 was 36.1%, that of Japan was 8.5% and that of Russia was 17.4%. This treaty had go... ...l basis. Consequently, what I want to suggest is that the rate of fossil fuel use in the entire earth will be decreased by the Kyoto Protocol. It is clear that improvements at least in air quality and environmental preservation in the entire earth are promoted by the plan. Furthermore, there is still the possibility of GHG reductions mitigating global warming. Works Cited Patterson, Tim. †Climate Change.† EnviroTruth.org. 10 April 2002. Tatsuyoshi, Saijo. †The Kyoto Protocol and Global Environmental Strategies of the EU, the U.S. and Japan.† January 2002. < http://www.iser.osaka-u.ac.jp/~saijo/pdffiles/kpjan02.pdf> Watson, Traci. †U.S., Not Part of Kyoto Pact, Will Still Feel its Effects.† USA Today. 24 November 2004.

Brand Community Analysis

Brand Community Analysis As the development of communication technology and global market, the concept of Brand Community was fist defined as ‘a specialized, non-geographically bound community, based on a structured set of social relationships among admirers of a brand’ by two social scientists, Albert M. Muniz, JR and Thomas C. O’Guinn (2001). This essay will firstly give a brief overview of brand community, and then point out three main characteristics and further discuss these features of brand community based on the article by Muniz and O’Guinn (2001) using the supporters of Manchester United Football Club as an example.Brand community is a customer-customer-brand triad. It reflects on a collection of brand-centric social group stressing the use of brand and the relationship formed by emotion between consumers (Muniz and O’Guinn, 2001). Furthermore, McAlexander, Schouten and Koenig (2002) have extended this model to the extent that brand communit y is actually a customer-centric network and aim to provide customer special brand-related consumption experience. They have also emphasized the concept of brand experience in a community.Any brand experience comes from the interaction among members, and at the same time customers also construct the meaning of the brand in the process of interaction and experience. Subsequently, by the research in the abandoned Apple Newton, Muniz and Schau (2005) found brand community can be regarded to a kind of religious affiliation. Manchester United Football Club (MUFC) is a famous professional football team founded in 1878 in England. It is the best supported in Europe (Rice, 2009) and probably the most popular football club in the world.According to the article by Cass (2007) from Daily Mail, the number of worldwide MUFC supporters was closed to 333 million in 2007. In this case, I assume the fans of MUFC all are the members of the club community and they principally consume match tickets and club-related products. Muniz and O’Guinn (2001) raised 3 basic characteristics for brand community, like other traditional communities, which respectively were a shared consciousness, rituals and traditions and a sense of moral responsibility. The most important shared consciousness is group awareness.It means there is an implicit relationship between community members and members can be distinct from others. Rituals and traditions is a vital social process. Brand and the meaning of brand community with their history, culture and consciousness can be duplicated and passed on through ritual and traditions. Moral responsibility indicates that community members are responsible for each other. These 3 characteristics show the nature of brand community. For the sense of consciousness, members feel a great relation toward one another is more important than the connection to the brand (Muniz and O’Guinn, 2001).That is why two main organisations for MUFC supporters in the UK, Independent Manchester United Supporters Association (IMUSA) and Manchester United Supporters Trust (MUST), were established to let like-minded people join together and formed local communities. IMUSA has even set up a committee to better represent the interest and voice of supports. Supporters from all around the world can also just easily use web-based communication tools such as Twitter, Facebook, and forums like MUFC fansforum (http://community. manutd. com/forums/) to share updated news and maintain connections.On the other hand, members, ‘also set them apart from others and makes them similar to one another’ Muniz and O’Guinn (2001) claimed, especially try to distinct them from the main competitive brand in the market. This regards to oppositional brand loyalty. In this MUFC case, the oppositional brand is its main rivalry in the Premier league located in the same city – Manchester City Football Club (MCFC). Fans from MUFC always differentiate them against MCFC supporters. Members usually said MCFC is built by money, just an upstart and a noisy neighbour.Most of the community members despise this kind of team because they think MUFC has the glories that MCFC lack of and embodies the passion and excitement of the world's most popular sport (Hill and Vincent, 2006). Muniz and O’Guinn (2001) indicated rituals and traditions focus on sharing consumption experience with the brand. Supporters sing several specific songs during the match regarding to different circumstances to encourage and cheer the team. Those songs have already become a kind of spiritual symbol of the MUFC brand, and therefore will be passed on each time they are sung in matches.Celebrating the history of the brand is crucial for maintaining community and reproducing culture (Muniz and O’Guinn, 2001). For the MUFC community, the most vital history is the trophies they gained. After MUFC won their 19th English top league title last season, the Barclay s Premiership Trophy Cup was being demonstrated around the world for the whole summer in 2011. This tour is not only presenting the precious trophy cup to supporters but also a promotion of the great history of MUFC to further raise reputation and attract new members.Sharing brand stories is another important means of maintaining and creating community (Muniz and O’Guinn, 2001). MUFC fans always mention either face to face or on internet about the classic victory of the champion league final in 1999 in Munich. This can be related to viral marketing by which positive image and consciousness of the brand and community can be delivered through word of mouth or improved by the internet network effects. ‘The sense of moral responsibility is what produces collective action and contributes to group cohesion’ Muniz and O’Guinn (2001) said.There are two traditional shared missions: intergrading and retaining members and assisting members in the proper use of the br and. Firstly, it is crucial to retain existing members and obtain new ones. The fundamental way for MUFC to save and fascinate supporters is to keep winning. Getting consistent good record and reputation will really help the brand to attract and retain members. MUFC also gives discount to the existing official members to renew their membership and buy season tickets in the following year. Thus members can gain benefit from their loyalty.Secondly, moral responsibility also provides assistant normally in problem solving and shares brand-related information. For instance, members share transport information in away games on fansforum. In conclusion, the notion of brand community has been extended in recent years and become a usual marketing phenomenon. The three key characteristics represent the essence of brand community and each of them has its own manifestation. Due to the improvement of communication way, members of brand community are more convenient to communicate and the brand i s also easier to build connection with customers and create brand communities.Looking to the future, I believe brand community will become a crucial and staple marketing strategy. Reference: Cass, Bob (2007). â€Å"United moving down south as fanbase reaches 333 million†. Daily Mail (London: Associated Newspapers); 15 December 2007. Manchester United official fansforum: http://community. manutd. com/forums/t/84281. aspx Manchester United Membership benefit: http://www. manutd. com/en/One-United/Member-Benefits. aspx McAlexander, J H, Schouten , J W, and Koenig , H F. Building brand community[J ] . Journal of Marketing; Jan 2002; 66, 1; ABI/INFORM Global p. 8 Muniz Albert M. Jr. and Thomas C. O’Guinn (2001), Brand Community, Journal of Consumer Research; March 2001; 27, 4; ABI/INFORM Global p. 412 Muniz Albert M. Jr. and Schau, H J. (2005), Religiosity in the Abandoned Apple Newton Brand Community, Journal of Consumer Research; Mar 2005; 31, 4; ABI/INFORM Global p. 737 Rice, Simon (6 November 2009). â€Å"Manchester United top of the 25 best supported clubs in Europe†. The Independent (London: Independent Print). Vincent, John, Hill, John S. (2006) Globalisation and sports branding: the case of Manchester United.

Micromax Info Essay

Regd. Office: 21/14, Naraina Industrial Area, New Delhi-110028. CODE OF CONDUCT FOR DIRECTORS, SENIOR MANAGEMENT, OFFICERS AND EMPLOYEES OF MICROMAX INFORMATICS LTD. MICROMAX INFORMATICS LIMITED is committed to conducting its business in accordance with the applicable laws, rules and regulations and with highest standards of business ethics. This code is intended to provide guidance and help in recognizing and dealing with ethical issues, provide mechanisms to report unethical conduct, and to help foster a culture of honesty and accountability. Each Director, senior manager, officer and employee is expected to comply with the letter and spirit of this code. The Directors, senior management, officers and employees of the Company must not only comply with applicable laws, rules and regulations but should also promote honest and ethical conduct of the business. They must abide by the policies and procedures that govern the conduct of the Company’s business. Their responsibilities include helping to create and maintain a culture of high ethical standards and commitment to compliance, and to maintain a work environment that encourages the stakeholders to raise concerns to the attention of the management. A present, overall, contents of this Code are in practice, being already followed by the Directors and the Senior Management, however, in compliance with the new Clause 49 of the listing agreement, the Code as set out below, is to take effect from the date, when approved by the Board in its meeting 1. APPLICABILITY: The Code is applicable to all the members of the Board of Directors, Senior Management, Officers and employees of the Company. Senior Management shall include all executives holding the positions of Director (Non-Board Member/s), Sr. Manager, Managers, Asst. Managers and all head of the departments excluding Board of Directors. Such personnel shall hereinafter be treated as members of its core management team. 2. DILIGENCE: The Directors, senior management, officers and employees are to exercise due diligence in attending to their respective duties and obligations in the best interest of the Company. 3. CONFLICTS OF INTEREST: The Directors, senior management, officers and employees should be scrupulous  in avoiding ‘conflicts of interest’ with the Company. In case there is likely to be a conflict of interest, he/she should make full disclosure of all facts and circumstances thereof to the Board of directors or any Committee / officer nominated for this purpose by the Board and a prior written approval should be obtained. A conflict situation can arise: a. When an employee, officer, senior manager or Director takes action or has interests that may make it difficult to perform his or her work objectively and effectively, b. The receipt of improper personal benefits by a member of his or her family as a result of one’s position in the Company, c. Any outside business activity that detracts an individual’s ability to devote appropriate time and attention to his or her responsibilities with the Company, d. The receipt of non-nominal gifts or excessive entertainment from any person/company with which the Company has current or prospective business dealings, e. Any significant ownership interest in any supplier, customer, development partner or competitor of the Company, f. Any consulting or employment relationship with any supplier, customer, business associate or competitor of the Company. 4. TRANSPARENCY: The Directors and the Senior Management are to ensure that their action/s in the conduct of business are transparent, except where the confidentiality of the business requires otherwise. Such transparency shall be brought through appropriate policies, procedures, and maintaining supporting and proper records. 5. FAIR DEALING: Each director, member of core management team, officer, and employee should deal fairly with customers, suppliers, competitors, and employees of group companies. They should not take unfair advantage of anyone through manipulation, concealment, abuse of confidential, proprietary or trade secret information, misrepresentation of material facts, or any other unfair dealing-practices. 6. HONEST AND ETHICAL CONDUCT: The Directors, senior management, officers and employees shall act in accordance with the highest standards of personal and professional integrity, honesty and ethical conduct not only on Company’s premises and  offsite but also at company sponsored business, social events as well as any places. They shall act and conduct free from fraud and deception. Their conduct shall conform to the best-accepted professional standards of conduct. 7. CORPORATE OPPORTUNITIES: Directors, senior management, officers and employees owe a duty to the Company to advance its legitimate interests when the opportunity to do so arises. Directors, senior management, officers, and employees are expressly prohibited from: a. Taking for themselves personally, opportunities that are discovered through the use of Company’s property, information, or position, b. Competing directly with the business of the Company or with any business that the Company is considering. Using Company’s property, information, or position for personal gain. If the Company has finally decided not to pursue an opportunity that relates to the Company’s business activity, he/she may pursue such activity only after disclosing the same to the Board of directors or the nominated person/committee. 8. BUSINESS INTEGRITY: The Directors and the Senior Management are to ensure that the Company carries out its business as per accepted practices of business integrity, ethical standards, fair play and conduct, honestly, legitimately and as a fair competitor. 9. WORK PLACE: The Directors and the Senior Management are to ensure that there is gender friendly work place, equal opportunities are given to men and women, and there exists good employment practices. 1 0. QUALITY OF PRODUCTS/SERVICES: The Directors and the Senior Management are to endeavor that the products / services of the Company meet the accepted standards of quality including that of ISO 9001 and any other standard/s, and also the specifications of the legal authorities/laws so that customer satisfaction is ensured. Moreover costs are kept reasonable. 11. PROTECTION AND PROPER USE OF COMPANY’S ASSETS: The Directors and the Senior Management are to ensure to protect Company’s assets and property and the same should be used only for legitimate business  purposes. 12. CONFIDENTIALITY: The Directors, Senior Management, Officers and Employees shall maintain the confidentiality of confidential information of the Company or that of any customer, supplier or business associate of the Company to which Company has a duty to maintain confidentiality, except when disclosure is authorized or legally mandated. The Confidential information includes all non-public information (including private, proprietary, and other) that might be of use to competitors or harmful to the Company or its associates. The use of confidential information for his/her own advantage or profit is also prohibited. 13. COMPLIANCE WITH LAWS, RULES, AND REGULATIONS: T he Directors, senior management, officers and employees shall comply with all applicable laws, rules, and regulations. Transactions, directly or indirectly, involving securities of the Company should not be undertaken without pre-clearance from the Company’s compliance officer/Company Secretary. Any Director, member of core management team, officer or employee who is unfamiliar or uncertain about the legal rules involving Company business conducted by him/her should consult the legal department of the Company before taking any action that may jeopardize the Company or that individual. 14. RELATIONSHIP WITH CUSTOMERS AND SUPPLIERS: The Directors and the Senior Management are to endeavor that their dealings with the customers are given due importance, value is created and relationship of trust is built. In dealing with suppliers it should be the endeavor that supplies are based on need, quality, service, price, and appropriate terms and conditions. 15. SHAREHOLDERS: The Directors and the Senior Management are to ensure that the rights of shareholders are met as per law and good corporate practices, and all efforts are made to provide best services to them. 16. COMMUNITY ACTIVITIES: The Directors and the Senior Management are to endeavor that the Company be a trusted corporate citizen and, as an integral part of the Society, fulfills its responsibilities and duties to the societies and communities in which it  operates. 17. CODE OF ETHICS FOR CHIEF FINANCE OFFICER: Honesty, integrity and sound judgment of the senior financial officers is fundamental for the success and reputation of Action Construction Equipment Limited. The professional and ethical conduct of the senior financial officers is essential to the proper functioning of the Company. The senior finance officers as well as Directors of the Company shall be bound by the following code of ethics: 1. Act with honesty and integrity, including the ethical handling of actual or apparent conflicts of interest between personal, financial and professional relationships, 2. Make full, fair, accurate, timely, and understandable disclosure in reports and documents that the Company files with, or submits or makes periodically, to the shareholders, government authorities, and to the public, 3. Comply with governmental laws, rules, notifications and regulations applicable to the Company’s business, 4. Disclose to the Board or any committee/officer designated by the Board for this purpose, any material transaction or relationship that reasonably could be expected to give rise to any violations of the code including actual or apparent conflicts with the interests of the company, 5. Promote prompt reporting of violations of the Code of Ethics to the Board of Directors or any person/committee designated for this purpose, as may be necessary, 6. Respect the confidentiality of information acquired in the course of employment unless legally obliged to disclose and ensure that no such confidential information is used for personal advantage/benefit, 7. Maintain the skills necessary and relevant to the Company’s needs, 8. Act in good faith, responsibility, with due care, competence and diligence without misrepresenting material facts, 9. Refrain from any inappropriate or undue influence of any kind in all dealings with independent auditors, and avoid any actual or apparent conflicts with analysts, 10. Achieve responsible use of and control over all assets and resources employed or entrusted to them, 11. Promote ethical and honest behavior within the Company and its associates, Chief Finance Officer should adhere to both the code of business conduct and the code of ethics of the Company. Violation of the code of ethics will lead to appropriate disciplinary action including dismissal from the services of the Company any  deviation/waiver from this code can only be affected on the sole and absolute discretionary authority of the Board or any person/committee designated by the Board for this purpose. 18. INTERPRETATION OF CODE: Any question or interpretation under this Code of Ethics and Business Conduct will be handled by the Board or any person /committee authorized by the Board of the Company. The Board of Directors or any designated person/committee has the authority to waive compliance with this Code of business conduct for any Director, member of core management team, officer or employee of the Company. The person-seeking waiver of this Code shall make full disclosure of the particular circumstances to the Board or the designated person/ committee 19. COMPLIANCE WITH THE CODE OF CONDUCT: Compliance with this Code of Conduct is an obligation. The Directors and the Senior Management are to ensure that this Code is communicated to, and understood and observed by all employees. The Directors and the Senior Management shall affirm compliance with the Code, on an annual basis. The Board expects employees to bring to their attention, or to that of Senior Management, any breach or suspected breach of this Code. Compliance with this Code is subject to the review by the Board and complemented by the Audit Committee of the Board. Any modification/s, amendment/s, or review of this Code shall be done by the Board.

Andrea Bocelli Essays - Music, Singing, Entertainment, Free Essays

Andrea Bocelli Essays - Music, Singing, Entertainment, Free Essays Andrea Bocelli is well - known around the world for his unique voice and performing with the songs from classical style to pop. Andrea Bocelli was born on September 22, 1958 in the Italian province of Pisa, in Lajatiko , and from an early age was very gift ed with musical talents. In 1970, Andrea won her first singing contest, Margherita d'Oro in Viareggio, performing the song "O sole mio " and 1994 , Bocelli produced his first disc, "Il Mare Calmo Della Sera", which was released, becoming the Golden Disc. Andrea performs Mattinata by Leoncavallo and sings a duet with maestro Pavarotti, " Notte e Piscatore " Morante . He also performs in the finale of Brindisi from La Traviata along with Nancy Gustavson , Georgia, Andreas Vollenweider and Brian Adams. Andrea was awarded many awards, including the Luciano Cirri Prize in Rome for his achievements and as a representative of Italian culture in the world. For the same reason, he is honored with the Caruso Award, as well as the national award for merits in the field of music as the best classical performer, the award in America as the best performer in the world.

A QA Interview With Film and TV Critic Troy Patterson

A QA Interview With Film and TV Critic Troy Patterson Troy Patterson wears many hats, though hed hate that cliche. Hes a book critic for NP, TV critic at Slate.com and the film critic at Spin magazine. He also written for a host of other publications including The New York Times Book Review, Mens Vogue, Wired, and Entertainment Weekly. Patterson, who calls Brooklyn home, is a wickedly funny and nimble writer who crafts sentences like this one about Jon and Kate Gosselin, the feuding couple at the center of Jon Kate Plus 8: She is a moaning 34-year-old harpy with highlights as wide as mountain-bike tires sporting an asymmetrical haircut suggestive of a wounded stork. He is a sullen 32-year-old layabout whose skate-punk sideburns and gelled forelocks signal boring bad news. And, on the show, both struggle to act half their age. Or read his take on The X Factor: People like to talk about how reality TV attracts exhibitionists. This was literalized last night when a pervert at the Seattle audition dropped his pants, inspiring Paula Abdul to discreetly vomit. If we set him aside, the most memorable rejectees were the geriatric husband-and-wife team of Dan and Venita. They warbled off key through Unchained Melody, wore clothes too transfixingly tacky to rate as vintage, and were mildly lobotomized in manner. If this were a tryout for a dinner-theater adaptation of a David Lynch film, they would have definitely gotten a callback. Heres a QA with Patterson. Q: Tell me a little about your background: A: As a kid and teenager in Richmond, Virginia, I was a big reader Twain, Poe, Hemingway, Vonnegut, Salinger, Judy Blume, detective novels, out-of-town newspapers, Cheerios boxes, whatever. I got hooked on magazines by way of Tom Wolfe and Spy. I went to college at Princeton, where I majored in English Lit and edited the campus weekly. After graduating, I lived in Santa Cruz, California, for a little while, working in a coffee shop and freelancing for the local alt-weekly. Those were the clips I used when I applied for a magazines jobs in New York. I worked at Entertainment Weekly for seven years, where I started as an assistant and later became a book critic and staff writer, and I left EW on my 30th birthday to freelance and to fool around writing fiction. In 2006, I went to Slate, where Im on contract, and subsequently picked up regular gigs reviewing movies for Spin and books for NPR. Q: Where did you learn to write? A: I think that all writers educate themselves through practice, practice, practice. It helps to have good instructors along the way (mine include nursery-school teachers to Toni Morrison) and to hunker down with the usual guidebooks (Strunk White, William Zinsser, etc). Q: Whats a typical workday like for you? A: I dont have a typical workday. Sometimes I write all day, sometimes I write for 90 minutes. Sometimes its all reading and reporting and research. Some days Im running around watching movies or recording podcasts or schmoozing with editors. Then theres keeping up with the news, fending off publicists, replying to hate mail, and staring at the ceiling trying to come up with ideas. Q: What do you most like/dislike about what you do? A: May I quote Dorothy Parker? I hate writing; I love having written. Q: Is it hard being a freelancer? A: You betcha. And success, though dependent on hard work, is also contingent upon pure luck to a ridiculous degree. Q: Any advice to aspiring writers/critics? A: Forget it; go to law school. But if youve got too much passion to resist becoming an arts journalist, then try to learn something about a broad range of history and cultureShakespeare, horror flicks, fashion, philosophy, politics, everything. And dont worry about developing your voice; if you study your elders closely and try to write naturally, itll develop itself.

Interaction design Assignment Example | Topics and Well Written Essays - 750 words

Interaction design - Assignment Example levant parts of the system are visible by use of suitable affordances that include; buttons, links, dropdown arrows, mouse cursor and highlight on mouse over. The scrollbars provide moving up and down affordances while the icons provide clicking on affordances (Rogers 115). Feedback implies sending information back to the user about what has been done like highlighting and animation and combinations of these. When login button is clicked on a â€Å"depressed† look is evident .Also constraints provide users with a range of usage possibilities e.g. Date time picker for birthday date. Efficiency on the other hand is evident in status updates and comments. When users write comments and post updates, the feed is immediately brought up to date. As a result the users get the feeling similar to natural result of typing. Facebook responsiveness truly encourages interaction among pals. Facebook has personalisation options that allow users to personalise pages and manage different features of their accounts. This flexibility attracts greater attention from the users and gives a more delighting user experience. Facebook tabbed chat feature gives users firmer sense of control and organization over their chatting actions. This feature also allows the users to perform more  than one task at the same time and use other Facebook features while chatting. Locus of attention is predominant in Windows with a darkened background. Upon selecting a picture a modal window with a dark background opens. The system is designed to block all the contents in the background, by doing this the users attention is drawn to the picture. The overall effect is to enable the user to view and interact with the picture with little effort. Errors and error recovery mechanism is proper. This help users recognize and diagnose errors. The place for displaying error messages is at the centre and is highlighted to get the users attention. The Error messages indicate what went wrong, where, and what the