Employees’ Rights And Responsibilities And Employers’ Ethical Responsibilities College Essay Help Service

Table of Contents
Introduction Employees' Rights and Obligations Employers' Ethical Obligations Ethical Business Conundrum Ethical Business Conundrum: Analysis Ethical Choices: Employer and Employee Viewpoints Ethical Choices: Explanation


People have rights and obligations in every aspect of life, and it is vitally important to respect them all. In order to attain excellent performance, success, and different benefits in the workplace, employees and employers must create mutual trust and understanding. This article will examine the rights and responsibilities of workers as well as the ethical obligations of leaders. In addition, some business ethical challenges and their explanations will be presented.

Employees' Rights and Obligations

The staff must perform their duties with care and deliberation. This condition is vitally important since it affects the company's performance and the safety of other employees. Employees have the right to a workplace free of any potential safety dangers, and they have the legal right to refuse to undertake any jobs that puts them in imminent danger of severe injury. This is extremely important to understand and respect, since it directly affects the health and lives of employees as well as the reputation of the organization and its leaders. Employees also have the right to be free from all forms of harassment, such as age, gender, religion, and race discrimination. Workers must feel protected and cannot be made to feel guilty for being young or female. If all employees are heard and treated with respect, the company's performance will be excellent.

Employers' Ethical Obligations

The legal and ethical obligations of the organization's leaders are separated. The second group consists of a leader's responsibilities for maintaining a positive reputation and strong connections with employees, including mutual trust and understanding. For instance, companies have a moral obligation to provide reasonable expectations, fair compensation, and a safe work environment for their employees.

Moreover, executives of the firm must guarantee that employees comprehend the organization's ethical policy. Employers must therefore organize ethics training and require all new hires to attend as part of the onboarding process. This is a key role of a company's management, given that not all employees are aware of ethical standards. Since it is crucial that individuals avoid immoral decisions and errors, they must learn how to avoid them.

Ethical Business Conundrum

An ethical business problem is a decision-making process difficulty including the need to choose between multiple possibilities, none of which may be viewed as morally acceptable in their whole. Even though the majority of these challenges have pretty simple solutions, they are incredibly difficult and difficult to resolve. Therefore, all leaders and employees must possess the skills and talents necessary to identify the optimal solution in such circumstances.

The event that occurred to Rose, a supervisor at a prominent corporation, a week ago is a prime example of an ethical issue in the business world. Mark, who is responsible for verifying and signing a balance sheet, asked his friend and coworker Mary to perform his duties that evening since he wanted to spend time with his son. Mary, whose occupation was completely different from Mark's, volunteered to assist her friend and accomplish his task. She made a big error while counting his cash drawer, which was discovered a week later and deemed a catastrophe.

When Rose, the supervisor, had to identify who was guilty, she was faced with an ethical issue. On the one hand, this was Mark's obligation, which he chose to avoid. If Mark were more responsible, he would not have allowed himself to breach the company's standards by leaving his job without authorization and asking a non-related individual to fill the vacancy. However, Mary also violated the organization's policy by agreeing to undertake someone else's duty, which led to a catastrophe.

Ethical Business Conundrum: Analysis

There are two ethical perspectives from which the mentioned business challenge might be evaluated. Utilitarianism is a moral philosophy that distinguishes between right and wrong by concentrating on the results of a situation. Mark will learn to be accountable for his responsibilities and truthful with his bosses if both employees are punished equally or differently. Mary will learn to fulfill only her assigned duties and to refuse her friends' inappropriate requests.

The second view, relativism, asserts that morality is decided by the cultural standards of an individual. Thus, what is right for one individual may be completely objectionable for another. Mark and Mary's decision to behave in this manner and jeopardize the company's profitability was understandably justified. Rose finds this unacceptable and chooses to punish both of them as a result.

Ethical Decisions: Perspectives of Employers and Employees

The business ERMC Aviation manages the contract for the Port Authority of New York and New Jersey, which is for the Airport Customer Experience Specialist program. Several days ago, Kevin, one of the program's supervisors, decided to remain late and finish off some work. Suddenly, he heard that his coworker Elena's PC was making irritating noises. Kevin, realizing that she had forgotten to switch off her computer, rushed to her table and discovered an odd email. It contained information about Elena's breach of the company's rules, which was not yet apparent to the leaders but had the potential to generate serious issues. Kevin was rather perplexed; he felt he had to report the incident, but he feared being punished for breaking the Privacy Policy.

Carol, a newly-hired manager, was confronted with yet another moral business problem. She began feeling dizzy at work a week ago, but because she was new, she did not want to take time off. Three days after she became ill, she suddenly realized she had made a significant error. This issue was already being resolved, but no one could determine who was responsible for its creation. Carol did not know if she should remain silent to protect her reputation or admit that she was at fault and should be punished.

Moral Choices: Explanation

In each of the instances outlined, there are two alternative choices. Kevin decides to disclose his colleague's error and defend his offense. He defended himself by stating that he did not intend to read Elena's e-mails in order to discover evidence against her. This spontaneous deed, however, allowed him to identify a grave error that posed a grave threat to the company's success and reputation.

Carol, however, chose to remain silent and conceal her error. She justified her decision by persuading herself that the problem she created was nearly eliminated and did not have major repercussions. Carol's justification for this error was that she lacked experience and that any new hire may have made the same error. In addition, she was rather ill, which prevented her from focusing on her task in the first place. In addition, Carol determined that if she told the truth, no one would benefit; so, she opted to help fix the problem while keeping her guilt a secret.

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Service Management: Customer Lifetime Value College Essay Help Service

Table of Contents
Abstract Presentation Policy on Customer Value Conclusion Citations


Customer lifetime value is a potent marketing management tool that, when utilized correctly, provides essential benefits.


Customer Lifetime Value is typically employed to maximize profits by analyzing customer behavior and business processes to identify and target customers with the highest possible net value over time. (Johnston, Clark, 2008)

Effective business requires that a company accord consumer value a higher priority than issues of competency. To give higher value, the marketing strategy should have a direct impact on three crucial business processes:

Management of Product Development and Supply Chain Relationship Management with Clients (Lowenstein, 1997)

The objective of the product development management process is to create consumer-required solutions. Supply chain management techniques involve the collection of data contributions and the efficient incorporation of these data contributions into customer decisions. (Johnston, Clark, 2008)

Customer Relationship Management is derived from the basic marketing standard. In reality, the objective is to provide customers with the most viable option available on the market. As a component of client lifetime value, customer relationship management goes beyond the transactional exchange and enables the marketer to value the customer's emotions, consuming behavior, and tendencies so that the consumer can be provided items and services before he or she requests them. (Autry, Hill, and others, 2007)

Customer Value Policy

It is critical to note that a good Customer value policy is only possible when four crucial factors come together. People, procedure, technology, and data are included. Customer data management gives insights into the possibility of customer needs, and the technology aids in tracking the characteristics and classification of consumers based on previous instances of consumer behavior. (Petrick, 2002) The technique reorients conventional business models to conform to the integrative approach of Customer Relationship Management by placing greater emphasis on the lifetime value of the customer than on the lifetime value of the product. The concept of customer lifetime value assists market analysts in analyzing the cost of recruiting, serving, and maintaining a certain group of consumers. (Johnston, Clark, 2008)

Transactional customer relations are regarded as the lower level of Customer Lifetime Value strategy, and the transition to relational customer orientation is essential, and generally regarded as the next step in expanding information-intensive tactics to assist in producing the types of connections organizational consumers search, to better meet value-grounded expectations of the business-to-business consumer, to enhance long-term loyalty, and ultimately, to create customer advocates. In general, businesses prefer to focus on either consumer behavior or consumer attitude data, but typically fail to combine the two. As a result, businesses should have a clear understanding of what their customers do or how they feel, but the majority still do not comprehend how transactional and relational data might be utilized to define both or the "total" customer relationship. (Schmitt, 2003)

Diverse factors motivate a company to declare or optimize its Service Management strategies in order to increase Customer Lifetime Values.

By integrating into the service and product supply chain, high service costs can be reduced. Inventory levels of service components can be reduced, hence reducing overall inventory costs. Enhance client satisfaction. Define the duration during which the lifetime value will be measured (e.g., 5 years) Define the rate of interest to be applied when calculating current values. Define the consumer's costs by adding the income, subtracting the expenses, and dividing by the period's current value.

(Ragins, 2003)

It is important to note that Lifetime Value is typically used to evaluate the appropriateness of a consumer's acquisition costs. For example, if the acquisition cost of a new consumer is $50 and their lifetime worth is $60, the customer is deemed advantageous and the acquisition of comparable consumers is important. (Johnston, Clark, 2008)

If a company accurately understood each consumer's lifetime evaluation, it might maximize its own inherent evaluation by expanding the number, scope, and depth of value-creating consumer relationships and decreasing the value-degrading ones. To do this, managers must predict how much income each client will contribute in the future and subtract the anticipated costs associated with acquiring, serving, and retaining each customer. (Johnston, Clark, 2008)

It is said that in actuality, very few businesses are able to compute customer lifetime value, making it nearly impossible to monitor customer lifetime value. The barriers relate to the organizational structures, decision-making processes, and preceding information of businesses. Actually, there are alternative approaches to recognizing the underlying value of customers that circumvent these constraints. Additionally, it is said that the inherent value might serve as a stepping stone for estimating and controlling the client lifetime value of a prospect. Johnston and Clark (2008)


In conclusion, it is essential to underline that businesses must recognize that customer value is more than just a communication tool with customers. Customer Relationship Management that focuses on marketing can provide valuable information to Product Development Management, enabling the organization and customer to make more informed decisions. Customer Value is the incorporation of vital marketing components, which must be balanced.


Autry, C. W., D. J. Hill, and M. O'Brien (2007). Attitude Towards the Customer: An Analysis of Product Return Incidents 19(3), 315 Journal of Managerial Issues.

Johnston, R., and G. Clark, "Service Operations Management," Financial Times/Prentice Hall, 2008.

Lowenstein, M. W. (1997). The Customer Loyalty Pyramid, Quorum Books, Westport, CT.

Petrick, J. F. (2002). Development of a Multidimensional Service Value Measurement Scale. 119+. Journal of Leisure Research, 34(2).

Ragins, E. J., and A. J. Greco (2003). E-Business and Customer Relationship Management: More Than a Software Solution. Business Review, 24(1), 25+.

Schmitt, B. H. (2003). Customer Experience Management: A Revolutionary Approach to Connecting with Your Customers. Hoboken, New Jersey: John Wiley and Sons.

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The Role Of Organizational Behavior And Management College Essay Help Service

Organizational behavior examines the actions of individuals within the framework of organizations (Schermerhorn, Hunt, Osborn & Uhl-Bien, 2010). Organizations are akin to living entities, such as the human body, which consists of numerous cells, tissues, and organs working in concert to sustain life. When a single organ malfunctions, the entire body is affected. Similarly, a company comprises of numerous individuals who manage and direct various divisions to ensure its survival. For an organization to be successful, all of its sections and departments must function as a single unit, much like the human body does. Models are organizational action systems that contain stated values, vision, objectives, leadership quality, and cluster dynamics. The models include autocratic, which believes superiority and official authority as necessary to regulate employee conduct. The collegial model asserts that cooperation is accountable for establishing workforce liability. The custodial paradigm posits that security requirements are paramount for all workforces. Leadership and people management are the focus of models. This is true because models center on human management. These approaches also emphasize the organizational ideologies (Schermerhorn, et al., 2010).

OB knowledge is essential for all employees in a business. Understanding OB assists in understanding oneself and interacting with others. It enhances one's abilities as a manager or entrepreneur, as well as teamwork. When people have understanding of OB, organizations will run efficiently, hence increasing production. Knowing many aspects of OB, like as motivation, leadership, and communication, facilitates efficient people management. Additionally, OB is a method of thought due of its transdisciplinary nature. A comprehensive understanding of OB facilitates comprehension of the organization's external environment.

Managers use organizational behavior to ensure the efficient operation of their organizations. It boosts managers' ability to create superior jobs based on their own and their subordinates' understanding. Since building managers typically delegate their responsibilities to others, OB becomes a valuable professional tool for them. OB assists management in comprehending the current difficulties of the workplace and the workforce. OB teaches techniques for managing the attitudes and actions of individuals and organizations. Individuals employed by the business have a significant impact on it. Workforces are the organizations' driving force since they do everything to assure deliverability. Individuals with diverse actions and perceptions must coexist within an organization. This complicates management, as supervisors must accommodate everyone in order to achieve their objectives. Certain individuals may not adhere to the organization's beliefs, hence complicating matters (Schermerhorn, et al., 2010). Uniqueness of an organization is essential for survival in the current climate of intensified competition. Several elements distinguish an organization from others. Included among these is organizational culture, which is a businesslike manner. In addition, the life cycle and size of the organization provide simple and adequate management. The source of the highest degree of leadership is the board, as it is led by the board of directors. The rapid rate of change in the external environment facilitates the fulfillment of client requirements. The organization's structure, strategies, and leadership style contribute to its uniqueness.

In this context, globalization refers to the international integration of economic, cultural, social, and technological factors. Diverse organizations have distinct cultures. Some are conducted in a businesslike manner, while others are informal or formal. As a result of globalization's predominance, organizations undergo a vast array of changes (Schermerhorn, et al., 2010). There have been modifications to both planning and leadership tactics. In addition, the organizational structure has been altered. This is the result of a multicultural culture in which people from many origins generate diverse organizational management views. It is of the utmost importance that personnel hold values and attitudes congruent with the organization's guiding principles. This would have detrimental effects on the organization, as it would be difficult to achieve its goals. Moreover, divergent views and ideals from what the organization expects typically result in management complexities. People would work to complete their jobs without adhering to the organization's ideals; yet, this could tarnish the company's reputation. Organizational diversity has both harmful and positive effects. Effective management of diversity and human growth generates a pool of innovative ideas, hence fostering healthy competition. It stimulates the generation of judgments. These two factors are vital in the rapidly changing corporate environment. They also promote teamwork, increased output, and comprehension.

Undoubtedly, working environments will continue to evolve, and organizations must learn to adapt. Strategies for adopting the OB models may incorporate a combination of leadership styles to accommodate a diverse workforce. In addition, there is a requirement for clear work definitions and staff motivation. Managers must also have extensive interpersonal abilities to effectively manage workers from diverse backgrounds. Typically, organizations utilize a variety of methods to prepare staff for an impending shift. This requires the effective dissemination of accurate information to employees. In addition, it is necessary to include them in decision-making processes that affect their work and well-being. Typically, this psychologically prepares them for the upcoming changes. Even though employees receive advance notice of changes, they may become resistant to them. This can be resolved by defrosting the current condition and aiding the transition to a new culture and environment. Finally, it is necessary to refreeze fresh techniques in an eternal state (Schermerhorn, et al., 2010). I foresee alterations to the organization and planning, as a single approach cannot achieve all of the organization's objectives. The organization would respond to planned changes by enabling individuals to act on the change's mission. In addition to planning to overcome opposition, it is necessary to combine improvements. Unanticipated change necessitates that managers convey the strain to the employees in advance and recognize their commitment to the firm.


Schermerhorn, J. Hunt, J. Osborn, R. & Uhl-Bien, M. (2010). Organizational Conduct. John Wiley and Sons, California

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Corporate Leadership Styles: Results And Mistakes College Essay Help Service

A leadership style is an approach and method used to provide guidance, assure the proper execution of plans, and inspire personnel in a company (Tittemore, 2003, p. 12).

Leader A is a leader of level 5. When he became CEO of the company a few years ago, not only was the company losing $2 million annually, but its stock price had also fallen to a low of $ 23 per share. Leader A was able to enhance the company's stock price by 128% during his tenure as CEO. Although the media credits the success of the firm to leader A, he has been observed avoiding this focus and instead giving credit for the organization's success to other leaders within the corporation. Leader A does not assign blame to others for the company's bad performance; rather, he accepts responsibility for the poor results.

The ambition of a level five leader is directed at the organization, not themselves. As a result, they frequently choose exceptional successors when their terms in office expire. This is because they are committed to seeing their enterprises achieve even greater success in the coming years. They appear confident despite the reality that most people fail to recognize that they are primarily responsible for the organization's success. In addition to displaying extraordinary levels of humility, it has been seen that level 5 leaders also exhibit profound professional will. In addition to having inspired standards, they cannot tolerate any type of mediocrity.

Leader B does his obligations with a transactional leadership style. According to him, implementation within an organization's command structure is the best approach. Nonetheless, leader B acknowledges the employees' achievements and pays them properly.

On the other side, leader C carries out his responsibilities using a transformative leadership style. Leader B's expectations for subordinates are excessively high, despite his efforts to inspire a sense of pride in the workforce. This might be inferred from the manner in which they carry out their day-to-day responsibilities inside the firm.

There are factors that influence how these leaders conduct themselves (Tittemore, 2003, p. 15). Leader C values the aims and expectations already defined by Executive A. According to leader C, inspiration and zeal for a vision frequently result in achieving significant accomplishment. Not only is a transformative leader proactive, but they also set new standards for their followers to adhere to. For instance, leader C consistently holds subordinates to high standards.

Transformational leadership also emphasizes others and ourselves (Tittemore, 2003, p. 19). As far as success is concerned, this is the case because this leadership style focuses more on groups and the organization as a whole (Tittemore, 2003, p. 20). This appears to be what Executive A is doing by recognizing collective work. He appears to take great pride in creating leadership within the organization to ensure its success and continuity.

This is the core tenet of this leadership style, which takes into account the overall health of the firm. The only way a leader can be inspirational is by embracing errors and bad performance. Instead of playing the blame game, Executive A accepts full responsibility for subpar results. In this instance, he is able to devise more effective methods for managing the organization by learning from his mistakes. Leader B holds a transactional leadership philosophy.

This leadership style places greater focus on completing tasks under the status quo (Tittemore, 2003, p. 24). He then directs subordinates in the direction of these objectives. By acting in this manner, he demonstrates his belief in the status quo, in which things must be conducted uniformly with other companies. A transactional style of leadership is bureaucratic. In this instance, a leader adheres to the organization's rules (Tittemore, 2003, p. 26). Leader B in our example believes in the line of command, but also acknowledges employee achievements and rewards strong performance. By insisting that staff take full responsibility for their tasks, he demonstrates his commitment to the transactional leadership ideals.

Leader B does not take full responsibility for poor performance and errors, but instead places the blame on subordinates. This pertains to the responsibilities they have been allocated. By adhering to the status quo, he seems to imply that all employees should be flawless in their respective fields. Considering the different backgrounds of personnel, this is not conceivable. Instead of correcting employees by listening to them, leader B punishes them for any failure.

The leadership style of leader B would have an impact on the organization if he were appointed CEO upon Executive A's retirement. The company may not continue to generate huge profits as it presently does. This will occur as a result of his leadership style. By directing subordinates in a particular direction, they will perceive him as an authoritarian leader and hence be unable to express themselves freely. In a broad sense, staff productivity will be significantly diminished. Leader B believes that a clear chain of command will promote accountability in the organization since employees will know what to do at any given time.

A good leader should accept full responsibility for subpar outcomes and devise a method for rectifying errors. Leader B believes that subordinates should bear personal responsibility for failures. Some supervisors may dread blame games, which may result in the long-term loss of talented employees. Despite the fact that this can make employees more accountable, they may occasionally repeat the same errors. This could wind up being expensive in some way. Employees should not be punished for mistakes; rather, there should be effective methods to determine why a certain error was made.

Leader B's style of leadership is incapable of molding subordinates into future leaders of the organization since they will always be cautious and scared of crossing his path and line. This type of leadership prevents people from exploring their gifts and developing their skills since they are tethered to their specified jobs and obligations. In actuality, the company may not boost innovation and adaptability. Because employees are accustomed to Executive A's style of leadership, they will find it difficult to adapt to leader B's approach. This will have a major impact on employee satisfaction. Due to alterations in the organization's approach to responsibilities, differences in leadership styles will have an effect on staff productivity.

The leadership style of leader C would also have some effect on the firm if he were appointed CEO upon Executive A's retirement. Productivity of employees will be strengthened and raised. He believes, for instance, that coaching subordinates in the right way will increase the organization's efficiency. Employees must be instructed on their day-to-day responsibilities so that they can devise the most effective means of carrying out their duties.

Because leader C is committed to developing a sense of pride in all employees' cooperation, the organization will have positive working relationships. Ultimately, this will boost employee happiness throughout the firm. In this situation, they will be able to communicate effectively and develop an effective formula. Additionally, employees will be highly adaptable and creative in their daily activities. The fact that their leader remembers their birthdays and other occasions will drive employees and workers to perform harder. In this situation, they will view him as a mentor who cares about the organization and their welfare.

If leader B were to succeed leader A as CEO of the corporation, his transactional leadership would have a number of effects on the organization. As a transactional leader, B would have a thorough understanding of the existing link between effort and reward. As a result, he is more likely to implement a program within the firm that attempts to recognize employees who have demonstrated excellent work performance, which is more likely to enhance their morale and increase their productivity.

In addition, leader B is more likely to use typical techniques of reward, inducement, punishment, and sanctions to exert control over the organization's employees. As a result of the nature of transactional leadership (Homrig, 2001), leader B is more likely to be focused on the challenges currently affecting the business. The sort of incentive that leader B is more likely to adopt as CEO of the company is one in which employees are rewarded for achieving the appropriate level of performance.

A transformational leader is able to effect change not only among individuals, but also in social structures. If leader C were to succeed leader A as CEO of the corporation, he would help bring about positive and beneficial change among the other employees, thereby fostering a sense of synergy. Moreover, as a transformational leader, leader C would be able to improve the morale, motivation, and performance of his/her followers.

Leader C may opt to deploy a variety of strategies to attain this objective. Some of these mechanisms include the capacity to connect with the organization's sense of identity, as well as one's own. As a result, they are frequently viewed as role models because they inspire others. If leader C were to become the CEO of the company, as a transformational leader he would certainly urge his followers to be more accountable in their work. Consequently, he is more likely to lead the company to greater heights of profitability and expansion.


Homrig, M. A. (2001). Web page on transformational leadership.

Tittemore, Jonathan A. (2003). Leadership on Every Level Toronto, Canada: Boskwa Publishing.

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Business Processes And Information Systems College Essay Help Service

What are organizational processes?

Business processes are a sequence of interrelated actions or tasks designed to achieve specific goals in a business or organization. Frequently, business processes involve the flow of knowledge, information, or material through several departments or parts of an organization as a series of interconnected procedures or activities. Typically, business processes are cross-functional, but in organizations with specialized activities, they may be limited to a single functional area. Human resource management, finance and accounting, sales and marketing, and manufacturing are among the common business operations.

Relationship between corporate processes and information systems

Information systems and business processes are related due to their similarities. The primary connection between business processes and information systems is their function in attaining company goals. By optimizing the flow of information, for instance, firms can increase the efficiency of their operations and processes. In a similar manner, firms employ business processes to increase the efficacy of their operations by enhancing the flow of materials to boost production.

A second similarity between business processes and information systems is that they both entail the processing of several inputs to get a certain result. Lastly, information systems are required to improve the execution of business operations by enabling many departments to accomplish activities concurrently.

Define business processes and explain their importance to organizations.

Business processes consist of a series of interrelated, structured operations or activities designed to provide specified products or services for a particular consumer group. Business processes, including operational, managerial, and supporting processes, are essential to businesses because they allow them to run efficiently and achieve their objectives. Incorporating diverse business processes promotes businesses' adaptability and responsiveness to dynamic business contexts. Frequently, organizations design their business activities to be carried out by many functional units in order to generate flexible process chains.

How do systems serve the various management groups within an organization, and how do enterprise-wide systems enhance organizational performance?

Companies utilize a variety of business systems, including transaction processing systems, executive support systems, and decision-support systems, among others, to enhance the effectiveness of their business processes. The transaction processing systems are required for the management of ordinary business transactions, whereas the executive support systems supply the senior management with crucial information for making business choices.

The decision-support systems integrate sophisticated analytic models to enable the management of an organization to make crucial decisions swiftly. Business systems that link corporate processes improve organizational performance by boosting the flow of information and facilitating quick decision-making, hence enhancing organizational responsiveness. In addition to enhancing security and accountability in transactions, the business systems reduce the risk of fraud-related financial losses.

Describe the characteristics and functions of Transaction Processing Systems (TPS) in a commercial setting.

Four essential properties of transaction processing systems are controlled processing, inflexibility, dependability, and rapid response. In transaction processing systems, controlled processing entails supporting, enforcing, and maintaining specific organizational needs or processes with minimal volatility. If transaction processing systems are inflexible, each transaction is processed in the same manner regardless of the client, time, or operator.

The inflexibility is essential because it prevents non-standard activities that would lead to inconsistent corporate operations and results. For transaction processing systems to be reliable, their failure rates must be extremely low in order to prevent disruptions to corporate activities. In the event that an actual breakdown of the transaction processing system occurs, the systems should also have recovery and backup mechanisms that are efficient and precise. Finally, the rapid reaction of the transaction processing systems implies that the systems must have a short turnaround, and this assists in eliminating delays in production and customer service.

Describe the attributes of Management Information Systems (MIS) and differentiate MIS from TPS and DSS.

Management information systems are intended to give managers with the information they need to make choices, indicating that management plays a significant role in the design of these systems. Moreover, management information systems integrate a variety of functional and operational operations conducted by management. The management has greater control over information flow and business activities as a result of the centralization of the systems.

Effective management information systems integrate diverse data pertinent to an operation in order to generate meaningful projections that enable managers to make informed decisions. Lastly, management information systems must provide all the essential data required to make a comprehensive managerial decision.

The major difference between transaction processing systems and management information systems is that transaction processing systems collect data from company processes. Management information systems, on the other hand, use secondary data, such as compressed and summarized data obtained from transaction processing systems, to make business decisions. In addition, the management information systems utilize data from internal sources, whereas the decision-support systems also utilize data from external sources in addition to data from the MIS and TPS. In addition, the DSS is flexible, whereas the MIS is supposed to be rigid.

Describe the characteristics of decision-support systems and the business advantages they offer.

The first characteristic of DSS is that the systems feature user-controllable interactive interfaces. Instead of replacing middle-level decision-makers, decision-support systems are also employed to provide and enable supplementary services for consumers. DSS are advantageous to businesses because they provide complex tools for collecting and analyzing data to improve decision-making. DSS also offers user-friendly and interactive interfaces that facilitate company operations.

Describe the properties of executive support systems and differentiate them from DSS.

The executive support systems are customized to facilitate the decision-making of certain top management. Frequently, the executive support systems of a company consolidate data from various divisions to provide top management with more insight into business operations. The executive support systems are also concerned with strategic, non-routine, and long-term decisions, whereas the DSS concentrates on various, short-term objectives. Organizations utilize DSS to make routine choices frequently.

Describe how enterprise software enhance business performance

Modern firms operate in extremely dynamic and competitive business contexts that necessitate greater responsiveness to unforeseen circumstances. In addition, the firms must improve the delivery of customer service, the execution of business processes, and the rate of production, among others. The usage of enterprise apps enables firms to integrate operations across varied business divisions and organizational levels in order to generate a consolidated view of company activity. In addition, enterprise applications facilitate the exchange of data between organizations and outside parties, such as suppliers, customers, and regulatory agencies.

Define enterprise systems, supply chain management systems, customer relationship management systems, and knowledge management systems and describe their business benefits

Enterprise systems are the computer programs utilized by complex companies to provide data analytics, reporting, information exchange, and business processes. Among the advantages of enterprise systems are increased customer satisfaction, enhanced efficiency and coordination, and increased organizational adaptability.

Supply chain management systems are software programs used to manage the flow of information, funds, and commodities between suppliers and customers. Among the benefits of supply chain management systems include the ability to track the movement of items, improve coordination, and reduce inventory.

Customer relationship management systems are computer programs that aid in evaluating and managing customer data and interactions in an effort to increase customer retention and satisfaction. Customer relationship management system features include the consolidation of customer information for marketing and sales objectives.

Knowledge management systems are information technology systems used to store and retrieve data needed to improve cooperation, access knowledge, and mine hidden facts. Businesses can profit from knowledge management systems by extracting, storing, and distributing information used to improve business operations.

Why are collaboration and social business systems so crucial, and what technologies do they employ?

Systems for social business and collaboration are essential because they facilitate the improvement of organizational communication and brand visibility. Social business and collaboration technologies are also essential because they enable businesses to adapt to shifting business conditions. Cloud collaboration services like as Cyberlockers and Google Tools, virtual meeting systems, Microsoft SharePoint, and IBM Notes, among others, are utilized in social business and collaboration platforms.

Explain why collaboration and social business have become so vital in business today.

Collaboration refers to the process of working with other individuals to achieve clear and shared objectives. Social business is the use of internal and external social networking platforms to involve suppliers, consumers, and employees in company processes. In modern enterprises, social business and cooperation are essential because they facilitate innovation, information exchange, and the ability to adapt to shifting business conditions.

Describe a collaboration-friendly organizational culture and business procedure.

A supportive organizational culture encourages the participation of all employees in organizational decision-making and progress, regardless of their hierarchical position. In a supportive corporate culture, low-level employees are empowered to participate in decision-making, and hybrid communication systems that permit both vertical and horizontal communication are utilized. Instead of compensating individual employees for organizational achievement, collaboration's business operations entail constructing teams and rewarding them for accomplishment.

Describe the various collaboration and social business tools.

Handheld devices that enable employees to communicate with one another or with customers are included among the social business and collaboration tools. Additionally, businesses employ instant messaging, social networking sites, and email to interact with and collaborate with distant or remote individuals. WebEx, Groove, and Lotus Notes enable employees to communicate and store documents online via video conferencing and cloud storage, respectively. Wikis that facilitate the sharing and storage of information and Google Apps used for activities such as the sharing of videos, spreadsheets, and text are additional social business and collaboration tools.

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Global Staffing Strategies In Acquisition Cases College Essay Help Service

Table of Contents
Executive Synopsis Introduction Acquisition-related issues Conclusion References

Executive Synopsis

The purpose of this report is to investigate the many functions of human resource management. The evolving duties of HRM in light of the acquisition and other alterations to an organization's overall strategy are examined. The corporation is responsible for recruiting and keeping employees.


Mergers and acquisitions are vital for a company's growth and diversity. It always results in diverse cultural and occupational challenges. The bulk of organizational cultural and work-related challenges can be resolved by creating an effective HR system. Human resource management is a body of knowledge defining the nature of work and a set of policies and procedures governing the employment relationship. Human resource management (HRM) is the practice of optimizing the use of human resources to fulfill organizational objectives. Humans and their potential effectively and methodically drive a business. Historically, human resource management was known as personnel management. The human element is vital to the effective operation of any business. “Human Resources (HR) management has evolved from an administrative function to an enterprise-wide strategic partner. ” (Tresero, 2008).

Employees are an organization's biggest asset; without them, day-to-day company operations such as managing cash flow, conducting commercial transactions, communicating via various forms of media, and interacting with consumers cannot be done. The HRM function includes a variety of activities, the most important of which are determining the company's staffing needs and whether to use independent contractors or hire employees to fill these needs, as well as recruiting and training the best employees, ensuring they are high performers, resolving performance issues, and ensuring personnel and management practices comply with various regulations. Additionally, HRM involves the maintenance of employee benefits, salary, employee data, and personnel rules. The employee manuals will contain these facts at the time of hire. Human resources differ in numerous dimensions, including personality, culture, attitude, beliefs, education, age, etc. In order to motivate and direct employees towards the company's goals, it is necessary to comprehend the human component in an organization. Human Resource Management is focused on concepts and methods designed to boost worker motivation, productivity, and performance. ” (What is HRM, 2008).

Each organization has its own own culture or set of values. An organization's culture comprises the roles, values, beliefs, and behavior patterns of its personnel. Continuous organizational changes have an effect not only on the organization but also on its people. Human resource managers are responsible for the proper treatment of individuals inside a business, as well as for recruiting individuals, assisting them in performing their duties, rewarding them for their labor, and resolving their issues. Staffing, performance evaluations, salary and benefits, training and development, employee and labor relations, safety and health, and human resource research are all responsibilities of HRM managers. HRM managers should be familiar with the job evaluation and analysis process, which evaluates the actions, abilities, and knowledge required for an employee to do a certain job, and so entails the process of gathering information about the job. Through the job description and work definition, this is achieved. The job description outlines the duties, responsibilities, working circumstances, and activities associated with a certain position. The credentials, experience, knowledge, skills, or abilities required to execute a job are outlined in the job description. One of the most crucial organizational characteristics is the ability to adapt to the current hypercompetitive global environment (Harvey, Novicevic & Garrison, 2004, p.275-294). The HR manager's duties vary from organization to organization. It changes depends on the organization's size, nature, and functions. “Without a sufficient supply of qualified managers, the likelihood of a worldwide firm gaining a competitive advantage is drastically reduced. ” (Harbey, Speier & Novicevic, 1999, p.459-476).

Human resource management entails developing systems, procedures, and environments that improve employee performance and satisfaction. There are numerous career routes and opportunities available within the field. Each HRM function has its own set of values and ethos. The management of human resources and other areas must collaborate to ensure organizational success and international competitiveness. In order for a company to achieve prosperity and increase its earnings, it must achieve reasonable objectives in each of these areas. “The impact of human resource management (HRM) on the effectiveness of mergers and acquisitions (M&A) is timely and demanding. ” (Weber & Fried, 2008). Staffing is the process of locating the right person with the correct skills and attributes for the right position. Performance evaluations are used to evaluate employees. Training and development aid an organization's personnel in having a clear understanding of their work and how to establish their own motivational concepts. Maintaining positive employee and labor relations is essential. Special safety and health programs are implemented for the betterment of employees, and research is conducted to enhance the effectiveness and growth of human resource management inside a firm. All of these processes will affect employee turnover and can have a substantial effect on an organization's morale and output. Human Capital Management assists firms in creating resource planning. It emphasizes the significance of proactively anticipating Human Capital changes through planning and provides fundamental planning procedures, considerations, and methods. ” (Human capital management planning: Overview, 2008).

HRM's primary objective is to assist a company in achieving its strategic objectives by attracting, retaining, and effectively managing its workforce. Employers who place a premium on staff morale and motivation typically enjoy increased productivity and improved quality. Important communication operations involve the transmission of information from management to employees. To tackle global issues, it is vital to comprehend the human component in the business through the HRM concepts and practices. The importance of understanding how multinational businesses (MNEs) may function more efficiently is growing as a result of globalization. ” (Florkowiski & Schuller, 1994, 827-851).

After an acquisition, the HR manager's tasks will increase, and he or she will be required to be more strategically oriented and flexible in global as well as local settings, with effective global human resource management systems.

Questions pertaining to the acquisition

The acquisition is the strategic decision a company makes to maximize its growth through the implementation of improved production and marketing tactics. “An acquisition occurs when a business acquires and ultimately controls another business. ” ((n.d.), Mergers and acquisitions: Introduction).

When a business decides to enter the foreign market, there are both benefits and drawbacks. The business is in a position to make decisions on staffing, marketing plan, export strategy, etc. In addition, a market study is required to comprehend the segment to be pursued, and a competitive analysis is necessary for developing additional marketing plans.

"An acquisition can be defined as the act of one company acquiring effective control over the assets or management of another company without any combination of the companies." ((n.d.). Mergers and acquisitions: Takeovers and acquisitions).

The purchase might be either amicable or coercive. A forceful takeover is known as a takeover. The acquisition will result in numerous opportunities and management challenges. For an acquiring firm to accomplish its investment objectives, the level of employees at the new company is of utmost importance. To adapt to the new global strategic environment, it is vital to train both selected new personnel and existing staff. In addition, various other employee-related issues will occur when removal decisions are made. If employees are terminated, it is possible that settlement costs will be costly, and it will be challenging to determine who stays and in what positions and who is let go. This depends significantly on the nature of the acquisition. The fundamental objective of addressing the amount of management staffing is to identify redundant positions and the most qualified personnel. Typically, the purchasing business initiates such a procedure. Typically, sending expatriates to a new place is more expensive than employing local qualified workers and executives. ” (Simon et al., 2008).

Staffing, performance evaluations, salary and benefits, training and development, employee and labor relations, safety and health, and lastly human resource research are among the most essential HRM management responsibilities. To have prior knowledge of the qualities of these functions, we must be able to comprehend the job analysis procedure, which identifies the abilities, knowledge, and actions necessary for a person to accomplish a certain job. Consequently, it entails the collection of information regarding the task. This is accomplished through the job description and job definition process. Staffing is the process of locating the right person with the correct skills and attributes for the right position.

M&A is a corporate or organizational strategy intended to accelerate growth and profitability through the purchase or sale of a business entity. (Gunu, 2008).


The acquisition allows the organization to expand its activities. To achieve success following the purchase, it is essential to keep the skilled and knowledgeable people currently in place. Time is required to select new staff, delaying operations and incurring fees for training and development. HRM is responsible for addressing the cultural impact of acquisitions and other concerns. The HR department must implement training and development for the new system in addition to enhancing employee skills. Organizations that are able to endure and compete in an ever-changing economy are those that are strategically prepared for future problems via effective leadership development methods, programs, and systems.


Florkowiski, Gary. W., & Schuller, Randall. S. (1994). Auditing human resource management in a global environment: abstract, Informa World, vol. 5, no. 4, pp. 827–831, 2008.

Gunu, Osman Masahudu (2008). Mergers and acquisitions pose a threat to employees and shareholders. Knol: A Knowledge Unit. Web.

Harbey, Michael, Speier, Cheri, and Milorad Novicevic (1999). The role of inpatriation in global staffing:

Harvey, Michael, Milorad M. Novicevic, and Garry Garrison (2004).

Staffing obstacles for worldwide virtual teams. 2008 Web access: Science Direct, 14 (3), 275-294.

Planning for human capital management: an overview (2008). BNET: The Premier Resource for Management. Web.

Mergers and acquisitions: takeovers and acquisitions (n.d.). Busimess.gov.in is an online business knowledge resource as of 2008.

Acquisitions and mergers: Introduction (n.d.). Business Link. 2008. Web.

Simon, Sebastian., et al (2008). Global Production: Implementation Bringing new facilities up to full performance. Springer Link. Web.

Tresero (2008). Staffing Pyramid illustrating the functions and duties of human resources. Hub Sites Web.

Human Resources Management (2008). Web.

Weber, Yaakov., & Fried, Yitzhak (2008). Human resource management. Human Resource Practices in Mergers and Acquisitions. Web.

[supanova question]

Whole Foods Market Company In China College Essay Help Service

Executive Synopsis

Whole Foods Market is an American firm specializing in the manufacturing and selling of organic foods. The company has branches in Canada and the United Kingdom. Whole Foods Market has identified a need among China's affluent consumers who favor organic products of superior quality. It hopes to address this issue by developing organic food outlets in the nation's principal cities.

The food scandal that engulfed China caused people to alter their eating habits. Today, the majority of Chinese prefer a healthy lifestyle. Therefore, they consume organic foods. High demand for organic foods exists in China. However, the nation does not generate enough goods to meet the increasing demand. China is a big organic food importer. There are numerous subsidiaries of foreign organic food enterprises in China. The bulk of organic food producers do not target upscale consumers. Customers like premium-priced, high-quality products. However, the majority of businesses sell their organic products at modest prices. It causes high-end clients to question the products' quality. Additionally, businesses stock tiny quantities of organic products. Therefore, they are unable to fulfill the market.

Whole Foods Market will open stores in Beijing, Shanghai, and Guangzhou in an effort to satisfy the needs of upscale clientele. It will target affluent individuals, white-collar professionals, and high-income groups. These customers have extensive knowledge of organic products and are willing to pay a premium for superior goods. The company will strive to produce high-quality goods. In addition, the company will offer the products at a premium price to recoup production expenses and instill a sense of quality in consumers. Whole Foods Market will focus solely on selling organic products. It will allow the company to distinguish itself from its rivals.


Due to the notion that they are safe, organic foods are gaining appeal around the world. In China, consumers are torn between purchasing local foods that are inexpensive and safe imports (Lu et al. 921). Recent food scandals have caused many Chinese to avoid purchasing local cuisine. The majority of affluent and middle-class consumers favor organic foods because they are unadulterated. Consequently, the demand for organic goods in China has increased dramatically. Local businesses can barely meet market demand. Foreign corporations have the possibility to invest in China. China has a food safety regulation that holds food makers liable for the quality of the substances they use. Despite the passage of the food security law, the demand for imported food goods continues to rise.

In 2018, the Chinese are anticipated to spend at least $77 billion on food imports (Lu et al. 927). People continue to migrate to urban centers. It suggests that the demand for food goods is anticipated to increase over time. Organic foods are no longer considered luxury items in China. As the disposable income of the majority of households increases, more families are moving to organic goods. According to a study done in Shanghai and Beijing, customers are willing to pay a premium for organic foods (Lu et al. 931). The vast organic food industry in China makes the country a viable target for multinational corporations such as Whole Foods Market. This paper will outline the Chinese market strategy Whole Foods Market should employ.

Market Analysis

Market Overview The evolution of Whole Foods Market

Austin, Texas serves as the headquarters for Whole Foods Market. The business was founded in 1980. Four businesspeople came up with the concept of establishing a supermarket specializing in the selling of organic foods. They constructed the first store and hired 19 staff. At the time, there were very few firms in the United States that dealt with natural foods. Consequently, there was little competition. It allowed the company to expand and open several outlets across the nation. According to Harbin and Humphrey, Whole Foods Market increased its market share through merger and acquisition (3). The company acquired Whole Food Company in 1984, allowing it to enter the New Orleans market (Harbin and Humphrey 5). The company is well-known for producing high-quality organic foods. Whole Foods Market's goods do not include sugars, hydrogenated fats, artificial flavors, colors, or preservatives. It adheres to the National Organic Program's stated guidelines. Currently, at least 33.6% of the American market is served by the company (Harbin and Humphrey 9). It competes with corporations such as Walmart, Fresh Market, and Kroger.

In addition to producing and marketing organic goods, the company is also involved in environmental management activities. For example, it promotes sustainable fishing methods. Whole Foods Market has made investments in renewable energy to protect the environment. The corporation vowed in 2008 to eliminate non-biodegradable packaging materials (Harbin and Humphrey 13). It no longer uses plastic bags for product packaging. Whole Foods Market has outlets in both the United Kingdom and Canada, despite its reliance on the American market. The firm is in the process of opening stores in international locations.

Organic food's history in China

Decades passed with no market statistics for China's organic food industry. However, this did not indicate that the nation did not manufacture and market organic foods. Pei et al. assert that China has produced and sold organic foods for decades (415). Perhaps the lack of statistics regarding the country's organic food business might be attributed to the historically low demand for natural products. Today, demand has increased dramatically. China is the world's leading producer and importer of organic foods. In fact, the country is the fourth largest organic market in the world. China is the world's largest producer of natural raw materials (Pei et al. 417).

A 2010 survey determined that the nation produced at least ten million tons of organic products. It devoured 70% of the food and exported the remainder to other countries (Pei et al. 419). The country's organic market continues to expand at a rapid rate. Over fifty global firms already export organic foods to China. Nevertheless, the Chinese market remains unmet. An Indian market research organization, Ken Research, predicts that the Chinese market would expand (Pei et al. 420). The majority of Chinese are concerned about food safety. In addition, the number of middle-class households and the educated population continue to grow. Thus, many individuals can now afford organic goods, resulting in market expansion.

Analysis of SWOT Strengths

Whole Foods Market has a long history in the natural products market. As a result, the business has established a reputation. Brand reputation is one of the company's strengths. Whole Foods Market is a globally recognized brand, not only in the United States. The company is able to attract a large number of clients due to its reputable brand. Due to its popularity, there is no question that the company will swiftly adapt to the Chinese market. Qiao et al. mention Whole Foods Market's strength as its commitment to quality (380). The organization has extensive experience producing organic products. Whole Foods Market produces its foods using novel techniques. It helps to produce high-quality goods and reduce production expenses. Whole Foods Market is distinguished from rivals by its production of high-quality items.

The majority of competitors produce low-quality goods. It emphasizes the reason why their prices are so low. According to Qiao et al., Whole Foods Market has a positive organizational culture (382). It allows the business to attract and keep a motivated workforce. Indeed, there are no expenses associated with staff turnover. By retaining a committed workforce, Whole Foods Market is able to maximize output and reduce human resource costs. According to Qiao et al., Whole Foods Market designs their stores in an aesthetically pleasing manner (384). In order to attract clients, the company's leadership ensures that the stores have an attractive atmosphere. The company's storefronts are easily identifiable from a distance. They have attractive displays that pique the curiosity of consumers. Customers are practically compelled to visit Whole Foods Market's stores.


Whole Foods Market's reliance on the American market is one of its principal drawbacks. The organization has numerous locations around the United States. Therefore, it is susceptible to the U.S. economic crisis. A recession in the United States would have a devastating effect on the company's success. Another deficiency of Whole Foods Market is the price of its merchandise (Qiao et al. 386). The business sells organic foods for a premium price. Even while the price plan allows the corporation to generate a substantial profit, it prevents it from exploiting a large market. The corporation cannot target price-conscious customers. At present, Whole Foods Market relies on a limited number of suppliers. Thus, the company's bargaining position vis-à-vis its suppliers is weak. The company's ability to sell its products at competitive prices is hampered by its dependency on a small number of suppliers. Additionally, it hinders the company's capacity to rapidly expand its market share.


Whole Foods Market currently operates stores in the United States, the United Kingdom, and Canada. The business has failed to exploit the global market. Thus, it can expand its operations to other global markets. In industrialized nations, the demand for organic foods is high. Thus, Whole Foods Market has the opportunity to open stores in countries such as China, France, Germany, and Singapore. Due to the fact that the Chinese market is underserved, Whole Foods Market has the possibility to enter this country.

According to Harbin and Humphrey, the company has the opportunity to expand its supply chain (15). Complementing the company's expansion would be the expansion of the supplier chain. Whole Foods Market could easily obtain raw ingredients from various places. Eventually, the company would be able to offer competitively priced items. Harbin and Humphrey note Whole Foods Market's competitive pricing as another opportunity (16). The corporation charges premium prices for its items. It mostly targets wealthy and middle-class individuals. It might increase its market share by providing competitively priced products. A minor decrease in prices would not negatively impact the company's reputation. As a result, it would be able to target a large customer base.

China's economy continues to expand. As a result, the disposable income of many households has increased. It indicates that many individuals can afford organic foods. Youth participation in the labor force has expanded dramatically. The majority of young adults have moved to major cities in pursuit of employment. On the other hand, many individuals are aware of the advantages of organic foods. The majority of Chinese are mindful of what they consume. They favor purchasing imported foods because they perceive them to be safer. A rise in the consumption of organic foods not only in China but around the world presents Whole Foods Market with an excellent business potential. The company's market is destined to expand. The development of technology has made it simple for businesses to sell their items without creating physical locations. The opportunity exists for Whole Foods Market to invest in online retail outlets. It will enable the corporation contact customers in locations where it has no physical presence. Whole Foods Market has the ability to partner with organic farmers and Chinese grocery retailers. It would be advantageous for the business to distribute its products and acquire its raw materials locally.


The competition from competitor corporations, such as Wal-Mart, Century Mart, and Carrefour, is one of the greatest risks that Whole Foods Market faces. According to Chen, Wal-Mart markets itself as a socially responsible company (47). The company portrays itself as dedicated to addressing all clients' demands. The fundamental product of Walmart is their retail service. The company's strategy of providing effective services has enabled it to gain a large clientele. Employees of the organization assist customers in locating products in the store. Even though Wal-Mart sells organic goods, it carries tiny quantities of these items. Therefore, it cannot satisfy the market. Chen asserts, "Wal-Mart employs an everyday low price (EDLP) pricing strategy" (51). The corporation routinely reduces the prices of organic groceries. As a result, it attracts numerous clients. Due to its limited stock of organic items, the company is unable to accommodate all of its clients.

To sell its items, Wal-Mart employs a plethora of promotional methods. In each store, the company does personal selling. In addition, the company advertises its products on television, online, in newspapers, and on billboards. In addition, the corporation performs sales promotions by providing clients with discounts. Currently, Wal-Mart has many locations throughout China. The retail locations are crucial. Thus, they are readily available. Moreover, they offer customers an excellent shopping experience.

Carrefour describes itself as a firm focused on products and customers. It strives to manufacture products that meet client desires. The corporation currently profits from the sales of both organic and inorganic food products. However, it focuses mostly on selling inorganic food products. Chen contends that Carrefour carries modest amounts of organic items (56). Therefore, it cannot satisfy China's demand for the products. The company's items are sold at standard prices. The pricing plan is intended to help Carrefour attract a large number of clients. To advertise its organic foods, the company employs an integrated marketing communications strategy. Carrefour runs television ads (Wang et al. 31). At addition, it performs direct marketing in all of its retail locations. The firm employs sales marketing to acquire clients. It also offers discounts on organic foods to encourage consumers to purchase these items. Carrefour distributes its merchandise through six types of outlets. It consists of hypermarkets, hard discount stores, supermarkets, cash-and-carry stores, convenience stores, and e-commerce (Wang et al. 31). The corporation operates stores in all of China's main cities.

Century Mart advertises itself as a unique and distinguished brand. Indeed, it is one of the most prestigious retail chains in China. The business carries both organic and inorganic goods. However, it sells predominantly non-organic foods. Century Mart offers inexpensive natural products. However, its prices are more expensive than Walmart's. Chen claims that Century Mart offers low-priced merchandise to entice people (62). Although the company sells organic foods at affordable costs, it does not generate large profits since it carries insufficient amounts of the products. Century Mart advertises their products on television. In addition, the corporation engages in direct marketing in its retail locations. Employees connect with clients directly and convince them to buy organic products. In order to win consumer loyalty, the corporation gives discounts and samples. Multiple Century Mart locations in China assist the delivery of organic and inorganic items. Chen hypothesizes that the corporation opens fifteen stores every year to compete with Walmart (64).

Market Segmentation and Geographic Targeting

Market segmentation is the process of dividing consumers into various categories. It aids in identifying and satisfying mutual wants. According to Wang et al., market segmentation aids a business in developing an effective marketing mix (33). Different types of consumers in China seek organic foods. Therefore, a business must comprehend the numerous consumer segments and their preferences. Geographic, demographic, and psychological characteristics will be used by Whole Foods Consumer to segment its target market. Regarding geographical considerations, the organization will target customers who reside in the core cities.

Whole Foods Market plans to establish locations in Shanghai, Beijing, and Guangzhou. The fundamental rationale for concentrating on major metropolitan areas is the huge demand for organic foods. Moreover, organic foods are not expected to remain unsold for long. The major urban centers have constructed transport networks (Wang et al. 35). Therefore, the corporation will have an easier time transporting their items to the market. The vast majority of urban residents are employed. Their disposable income is substantial. Therefore, they are able to afford organic meals. Whole Foods Market plans to charge premium rates for its items. Customers in remote areas would be unable to afford the company's items.


As previously stated, Whole Foods Market will charge premium rates for its items. The company will target affluent metropolitan residents. In addition, it will target the white collar and high-income classes. The company will mostly target young people. Currently, the majority of Chinese between the ages of 18 and 39 are employed in the big cities. They must purchase food because they have no other options. Fear of food contamination compels them to rely on organic items. According to Wang et al., women make up the largest proportion of organic product purchasers (36). Today, many Chinese women have joined the labor force. Whole Foods Market will target city-dwelling female employees.


The rise in the incidence of diseases related with improper eating has prompted individuals to be vigilant about what they consume. Currently, the majority of Chinese are cautious about the food they consume. China runs the majority of its industries on coal. The country's ecosystem is severely polluted. Many individuals avoid purchasing non-organic foods out of concern that they may be contaminated. There has recently formed a group of health-conscious consumers that favor organic products. Whole Foods Market will attract customers who seek a healthy way of living. These individuals prioritize their health. They have an extensive understanding of organic products and their benefits. According to Xiu and Klein, organic food consumers prefer to shop at natural stores (465). They do not shop at conventional supermarkets. Organic items command a premium price from consumers. They are just concerned with the quality of the food products.

Perceptual Map

Walmart, Century Mart, Carrefour, and City Shop will be Whole Foods Market's competitors. Century Mart and Wal-Mart attract customers that are price-conscious. As a result, they sell their items at reduced pricing. Carrefour, on the other hand, sells its organic products at standard rates. The three businesses carry limited quantities of organic groceries. Thus, they are unable to adequately serve their target market (Xiu and Klein 468). City Shop targets affluent customers. The corporation charges relatively high pricing for its items. However, it does not sell a substantial amount of natural products. Whole Foods Market will target wealthy and affluent customers. Thus, the corporation will charge premium prices for its items. Whole Foods Market specializes in the sale and production of organic products. As a result, it will stock its items in large quantities. The organization will have the opportunity to serve numerous consumers. Cost and quality are anticipated to be the most important aspects for consumers.

Consumer Possibility

Today, a large proportion of the Chinese population resides in major urban centers. The populace is dependent on food purchases. In the recent past, a food crisis in China caused many individuals to reject non-organic foods. Currently, many individuals prefer to consume organic foods. Despite the strong demand for natural foods, the country does not generate sufficient quantities to meet market demand. Consequently, numerous international enterprises export organic foods to China. According to Xiu and Klein, the majority of businesses sell their merchandise at low costs (469). Therefore, the wealthy and those with large incomes do not purchase the products. They question their caliber. No corporation in China currently targets the wealthy, high-income groups, and white collar class. Consequently, Whole Foods Market will target this market niche.

The majority of wealthy individuals do not purchase non-organic products. Moreover, they do not care about the price of organic products so long as they fulfill the required standard of quality (Xiu and Klein 470). Therefore, Whole Foods Market has a chance to market to this segment. The business has extensive experience producing organic meals. Moreover, it is recognized for producing high-quality goods. Therefore, it is more equipped to meet the demands of this market area. In China, there has been a significant shift in household composition recently. Many families consist of three members. Chinese citizens adhere to the one-child policy. Therefore, most families have only one child. As a result, they are able to buy high-quality foods and luxuries. Moreover, the majority of Chinese support animal rights (Yin et al. 1364). They refrain from purchasing products containing animal-based substances. Instead, they choose to utilize goods comprised of plant-based components. It emphasizes the reason why many individuals utilize organic products.

Target Segment

The bulk of organic food purchasers are young adults and high-income individuals. The youths consist of individuals between the ages of 18 and 39. They reside in major cities. Whole Foods Market will target wealthy and high-income individuals and families. These are those that like to shop at natural supermarkets for groceries. In addition, people are willing to pay a premium for superior products. According to Yin et al., women are the predominant purchasers of organic foods (1364). Therefore, the company will mostly target wealthy ladies. Consumers associate pricing with a product's quality. They believe that high-quality goods are costly. The majority of food companies in China sell their products at inexpensive prices. Therefore, the wealthy population questions their quality. Consequently, no manufacturer meets the demand for organic food among the wealthy population. Whole Goods Market strives to satisfy the demands of this market by delivering premium-priced organic foods of superior quality. To instill a sense of quality in the minds of customers, the corporation will sell things for premium costs.

Whole Foods Market is a supermarket that sells "responsibly sourced, premium organic and natural foods" (Yin et al. 1366). The organization has extensive experience in the organic food market. It strives to meet the requirements of all consumers. Consequently, it examines the purchase habits of customers to uncover unmet demands. Whole Foods Market will position itself as a socially conscious organization in China. It will provide customers with specialized services. In addition to meeting the needs of the target market, the company will exceed consumer expectations. The purpose is to earn clients' trust. It will ensure that clients receive value for their money by providing products of high quality. In addition, Whole Foods Market will continually develop novel approaches to meet client demands. The stores will have surroundings that are representative of the target market. In other words, Whole Foods Market will transform its stores into locations where customers can socialize with their friends.

Marketing Mix

Customers on the Chinese market are willing to pay a premium for superior products. It also has clientele who are price-sensitive. Companies such as Wal-Mart, Century Mart, and Carrefour attract customers that are price-conscious. The cost is the optimal point for their target customers. It emphasizes why the businesses sell their items at low prices. Whole Foods Market will target affluent customers with substantial disposable cash. It will target clients whose primary concern is quality.


Whole Foods Market will target affluent, environmentally and health-conscious consumers. Customers are eager to spend any amount of money on high-quality products. As a result, Whole Foods Market will adhere to safety regulations when producing its products. It will sell only products that are not only fresh, but also meet all nutritional requirements. Whole Foods Market will ensure the integrity of its production procedures. The organization will provide a comprehensive selection of items to fulfill the demands of all consumers. Organic product selection is limited at Wal-Mart, Carrefour, and Century Mart, which is one of their shortcomings (Yin et al. 1366). Consequently, Whole Foods Market will be the exclusive retailer of natural products in bulk. In actuality, the company will focus only on the manufacturing and selling of organic products. Whole Foods Market's leadership recognizes that people have diverse nutritional choices. Thus, the business will sell products to all types of customers. It will carry items for persons with dietary preferences such as vegetarianism.


Customers associate a product's price with its worth. Wealthy customers avoid purchasing inexpensive items because they believe they are of inferior quality. In this approach, Whole Foods Market will charge premium rates for its items. Quality is one of the ideal characteristics of its target market. Thus, the corporation attempts to instill a sense of quality in its target customers by offering more expensive products than its competitors. The high-income and white-collar classes value the benefits of organic foods. They are willing to pay premium pricing for high-quality goods (Yin et al. 1367). Moreover, wealthy members of society tend to identify with a certain class. They do not shop in stores frequented by the middle class and the impoverished. The sale of organic products at premium pricing will deter the poor and middle-class from shopping at Whole Foods Market. The stores will cater solely to the wealthy and working class. The company will eventually succeed in capturing its target market.


Cost and target market determine the advertising techniques employed by organizations. Effective marketing strategies depend on the company's ability to contact consumers. Chen argues that it is essential to comprehend the social life of the intended market (52). It would aid in identifying the most suitable channel for product advertising. Whole Foods Market caters to wealthy and well-educated customers. They are individuals who interact through social media sites. In addition, people utilize both print and digital media to stay informed. Whole Foods Market will advertise its products on television. The corporation will advertise its items through major television networks. In addition, it will use local newspapers and health publications to promote its products. The majority of wealthy individuals are tech-savvy. Therefore, the corporation will develop a website for marketing purposes in China. In addition, it will leverage social media sites like as Facebook, Sina Weibo, and Twitter to communicate with customers and collect feedback.


Some organic items must be introduced to the market when they are still fresh. Therefore, it is essential to construct organic food stores in places with established transportation. Whole Foods Market will focus on upscale consumers. It will establish locations in major cities such as Beijing, Shanghai, and Guangzhou. The businesses will be carefully placed in high-traffic areas to attract a large number of customers. Whole Foods Market will eventually collaborate with local stores to facilitate the distribution of organic foods. The bulk of working individuals rarely visit retail establishments (Chen 54). Therefore, people prefer to shop online. Whole Foods Market will establish an online store for consumers who lack the time to visit its physical locations. It will ease product delivery to clients who are unable to visit the company's retail locations. Below is the organization's perception map.

Implementation Planning

China's organic food industry is underdeveloped. Whole Foods Market should utilize the market as quickly as possible. Utilizing an integrated marketing communication approach, the organization will increase its visibility in China. It will sell its items via television and billboards for six months. Advertisements for the company will air on major television networks. In addition, billboards will be placed on the streets of Beijing, Shanghai, and Guangzhou. The company will sell itself using social media, its website, and a mobile application. Whole Foods Market will create accounts on Sina Weibo, Facebook, and Twitter, as the majority of its target consumers use social media. The accounts will aid in both the marketing of organic products and the collection of consumer feedback. The majority of Chinese citizens own smartphones. Whole Foods Market will therefore invest in a mobile application. The application will assist in the promotion of the company's products. It will also enable online shopping for customers.

For three months, Whole Foods Market will utilize celebrity endorsement. It will employ well-known celebrities such as Daniel Wu. In addition, the company will partner with other companies, such as Taobao, to facilitate product distribution and raise public awareness. In the organic food market, efficiency is key. Whole Foods Market will collaborate with regional farms to increase its efficiency. The company will work with Chinese organic farmers. It will allow the company to acquire raw materials at a discount. The company will also distribute natural items through brand licensing. It will permit companies that offer personal care items to utilize its logo. In addition, the company's products will be featured in prominent television series and films. Whole Foods Market will employ point-of-sale technology to engage with customers and collect feedback. Employees will be encouraged to interact directly with clients to better comprehend their requirements.


China's desire for organic foods has increased dramatically. Since the food scandal, consumers are cautious about what they consume. They favor purchasing imported organic foods. Several foreign enterprises currently export organic products to China. However, no businesses target wealthy and high-income individuals. Whole Foods Market will target this particular market niche. The corporation will charge premium prices for its items. It will also strive to produce quality goods. Whole Foods Market will have locations in the major metropolitan areas. In addition, it will deploy an integrated marketing communication strategy to reach its intended audience.

Sources Cited

Effects of Different Types of Trust on Consumer Perceptions of Food Safety: An Empirical Study of Consumers in Beijing Municipality, China, by Chen, Weiping. China Agricultural Economic Review, vol. 5, no. 1, 2013, pp. 43-65.

Whole Foods Market, Inc., by James Harbin and Patricia Humphrey, Journal of Case Research in Business and Economic, vol. 2, no. 1, 2010, pp. 1-19.

Extending the Theory of Planned Behavior: Factors Influencing Intentions to Avoid Food Containing Dairy Products.

British Food Journal, volume 112, number 9, pages 919-933, September 2010.

The China Melamine Milk Scandal and Its Implications for Food Safety Regulations, by Pei, Xiaofang, et al. Food Policy, vol. 36, no. 3, 2011, pp. 412-420.

"Melamine and Other Food Safety and Health Scares in China: Comparing Households with and without Young Children," by Qiao, Guanghua, et al. Food Control, vol. 26, no. 2, 2012, pp. 378-386.

"Chinese Consumer Demand for Food Safety Attributes in Milk Products," by Wang, Zhigang et al. Food Policy, vol. 33, no. 1, 2008, pp. 27-36.

"Melamine in Milk Products in China: Examining the Factors That Led to Deliberate Use of the Contaminant," by Changbai Xiu and Kurt Klein. Food Policy, volume 35, number 5, pages 463-470, 2010.

"Consumers' Purchase Intention of Organic Food in China," by Shijiu Yin et al. The Journal of the Science of Food and Agriculture, volume 90, number 8, pages 1361-1367, August 2010.

[supanova question]

Canterra Bros Firm’s Vittoria Coffee Marketing Plan College Essay Help Service

Executive synopsis

The document depicts a marketing strategy for Vittoria coffee. The analysis in this paper is about the coffee industry. The purpose is to establish a marketing strategy that will result in a greater competitive edge for Vittoria coffee. In the situational analysis, a corporate analysis is considered. The situational analysis also analyzes the company's internal and external environments. Using a SWOT analysis, Vittoria coffee's strengths, weaknesses, opportunities, and threats are identified for the purpose of conducting a business analysis. To estimate the success potential of Vittoria coffee, an analysis of its target market is also conducted. Various marketing aspects are addressed in the marketing plan to ensure that the product is repositioned on the market effectively. The budget and implementation plan explain the cost and length of time necessary to reposition the product on the market. Finally, assessment and control mechanisms are discussed.

Introduction and examination of the circumstance

Canterra Bros is a privately held Sydney, Australia-based company in the food and beverage business. The company was founded by Carmelo and Orazio in 1947. Initially, the company was engaged in the manufacture of European cuisine in Australia. As time progressed, the company's management identified an opportunity in coffee production. Consequently, the company began roasting coffee in 1958. The firm's decision to adopt this kind of coffee roasting was motivated by the notion that fresh coffee has a superior flavor. The company has existed for fifty years and is today Australia's leading supplier of pure coffee. Strong management has enabled the company to become the market leader in Australia. It is classified among Australia's top 500 private firms. The management team is comprised of an external board of directors, with Les Schirato serving as managing director. In addition, it has a great human resource due to the integration of a thorough recruitment process and staff training program. The company has offices in every Australian state and in New Zealand. Canterra Bros specializes in the manufacturing of a variety of products, including Gelateria ice cream, Vittoria coffee, and Jarlsberg cheese. The company's business strategy entails developing a brand that will result in the highest level of consumer satisfaction.

Internal evaluation

In the manufacturing of Vittoria coffee, the company is able to meet the national and international coffee demands of its clients. The company has enjoyed a 22.8% compound annual growth rate during the past three years. Approximately 41% of the Australian coffee market is currently controlled by Vittoria coffee. Since its founding, the company has exhibited a rapid growth rate. This is demonstrated by the company's huge increase in revenue from $2.5 million in the 1980s to $135 million in 2009.

The company's advantageous position in the Australian market has resulted in a substantial competitive advantage. This is attributable to the management's adoption of an effective market communication strategy. The management of the company has consistently applied the 'expertise strategy' into the production of its coffee goods. The management has implemented multiple communication tactics to effectively enter the market. This includes the use of print media, television, and radio, as well as participation in corporate social responsibility via funding social events (Cammile, 2004).

The company's management has also implemented an efficient ethnic marketing strategy. According to Michael, Allywn, Sylvain, Elijah, and Valarie (n.d., p. 1), an ethnic marketing strategy is a promotion plan that considers the complete consumer base within an ethnically diverse culture. Through this technique, the company is able to target diverse market niches within society, so efficiently fulfilling them. The strategy for selling Vittoria coffee in Australia has been successful. This is because Australia has a large proportion of citizens of Italian descent. Through ethnic marketing of Vittoria coffee, the company has successfully blended Italian culture into Australian society. The company has been able to incorporate Italian ancestry into their marketing strategy through ethnic marketing.

The administration has devised a comprehensive distributional strategy that combines direct and indirect distributional tactics. The company distributes Vittoria coffee to domestic wholesalers and retailers as part of its direct distribution strategy. Regarding indirect distribution, the administration has implemented the use of agents. For instance, Richfield Brands & Services Company handles the distribution of Vittoria coffee in the domestic market. The use of agents allows Vittoria coffee to access the whole worldwide market.

External evaluation

The coffee market in Australia is quite lucrative. This is because the number of coffee drinkers has increased throughout the years. This is because coffee culture has emerged among Australian consumers. In contrast, there has been a growth in the number of companies entering the industry due to its profitability. This has led to a 28% expansion in the roast coffee market segment. According to Oliver (2006, paragraph 3), the industry's profitability has led to the rise of coffee franchise chains in Australia. Such companies within the market include Gloria Jeans. The growth of franchise businesses has led to a rise in coffee consumption in Australia. Additionally, the increase in consumption of roast coffee is related to the availability of facilities that make its preparation simple. This is because technological progress has been made in Australia.

According to a study conducted by Euro monitor International, the number of coffee shops in Australia increased by 25% in 2004.

Additionally, coffee sales grew by around 29% in these locations. The growth of coffee culture among Australian consumers is especially prevalent among young adults.

According to John (2006, p.2), Australia's economy has grown steadily over the previous several decades. Australia's unemployment rate has decreased due to the country's economic progress. This has increased the nation's Gross Domestic Product. As a result, the disposable income of consumers increased dramatically, as did their rate of spending. From 1995 to 2005, the disposable income of consumers climbed by an average of 1.4% per year to reach its present level of USD 694. John (2006), on page 2, says that a new consumer trend has emerged in Australia. This has ultimately resulted in a shift in consumer demand for retail merchandise. Convenience in regards to buying for consumer products is one of the criteria that consumers consider. In addition, improved awareness has led to an increase in consumer power. As a result of the proliferation of communication channels, this has occurred. According to John (2006, p.3), consumers care more about the quality of the merchandise they purchase from stores.

According to the Australian coffee industry (Anon., 2004, p. 1), coffee consumption in Australia has increased by 65 percent since the mid-1990s.

In 2005, coffee sales in Australia totaled A$840.

According to the Australian coffee industry (Anon., 2004, Para. 2), coffee consumption increased by 5% in 2008. Coffee (2004) states that instant coffee sales in Australia total $425 million annually. Vittoria coffee has experienced significant competition from Nescafe coffee in recent years. This is evidenced by the fact that Nescafe instant coffee has a 70 percent market dominance in Australia, whilst Vittoria coffee has only a 41 percent market share. In addition, international competition exists on both the home and international markets for Vittoria coffee. This is evidenced by the entrance of Starbucks and Gloria Jeans into the Australian market.

SWOT analysis

Strengths Weaknesses Opportunities and dangers

On the international market, Vittoria coffee is well-known. Canterra Bros is now able to promote the product on a global scale because of its brand awareness. The production of roasted coffee, such as Vittoria coffee, is labor-intensive. Regarding coffee, the beverage market is not saturated. This enhances the likelihood of the company expanding its global market share. On the international market, major firms such as the Starbucks Company and Gloria Jeans present intense rivalry.

The company is financially sound. This allows the company to undertake continual and thorough market research. Lack of quality coffee beans required to produce Vittoria coffee. Greater likelihood of the company expanding its Vittoria coffee product line. This will result in a rise in its consumption among a variety of customers. Local customers and tourists favor coffee over wine during celebrations. augmentation of consumer dynamics. Regarding consumer goods, the consumers' tastes and preferences fluctuate frequently. This renders the market unpredictability. Consideration of health issues and hygiene, for example (Stuart, 2000).

The company has an exceptional management team. This allows for the creation and execution of marketing plans that effectively target the whole market. Additionally, the team has been consistent in enhancing the marketing strategy. Difficulties successfully differentiating the coffee's quality. This limits Vittoria Coffee's ability to compete (Tippy, 2009). Emergence of coffeehouses, expansion of eateries, and expansion of supermarkets. There have been global increases in the number of coffee shops and supermarkets. This creates a new market for Vittoria coffee as the attitudes of more consumers toward coffee consumption shift. Increased competition within the business as a result of more companies entering the food and beverage industry.

Adoption of an efficient channel of distribution. Costly promotion of the goods over the entire market.

Due to the industry's significant fragmentation, the number of replacements has increased.

Objectives and objectives

By redefining the company's brand, the management hopes to boost the company's profitability by a 30% margin within the next fiscal year. In addition, the company's management aims to increase Vittoria's market share in both the domestic and international markets to 55 percent. This will allow it to get a greater competitive advantage and become the global market leader for coffee.

Along with expanding its market share, the management of Vittoria coffee seeks to increase the degree of customer satisfaction among its users. This is because a high degree of consumer satisfaction will result in a greater competitive advantage and, consequently, a rise in the firm's market share as a result of higher sales.

Target market and segmentation

The firm's management has targeted the entire worldwide market in order to efficiently achieve its aims and objectives. This is owing to the fact that the market contains several consumer groups with varying product requirements. Taking into account the range of client likes and preferences, the company's management will perform a thorough consumer market research in order to successfully comprehend their needs.

In consideration of the target market, management would use demographic data such as age to segment the market (Arthur & Stephanie, 2008). Individuals aged 25 to 45 comprise the majority of the target market (Tiffany, 2009). This is because they constitute the largest proportion of the global population. Additionally, this client segment is more worried about the health implications of coffee. In delivering coffee to the market, the company will also consider adolescents and children. This is because they constitute a major share of coffee consumers. To ensure customer satisfaction, the company will consider enhancing the coffee's quality. This is accomplished by incorporating the concept of specialized drinks. This will allow the company to regulate the quality of Vittoria coffee from the moment the coffee beans are harvested. For the quality of Vittoria coffee to be excellent in the eyes of consumers, the company's management must implement an effective blending plan. The plan for blending should consider a variety of coffee blends from different origins. The production method will also involve the reduction of the beverage's caffeine concentration. Its will allow the company to satisfy the needs of this target market. By satisfying this population's demand for coffee, the company will be able to grow its sales volume. The company anticipates a 10% yearly growth rate for this target market.

Additionally, the corporation will segment its market based on the consumer's income level. This is owing to the fact that income levels of consumers vary greatly. The firm's management will be able to determine the product's price more effectively if it takes into account the income level of consumers.

Regarding market positioning of Vittoria coffee, the company's management will evaluate the product's market price (Bradley, 2009). Price consideration will help the company to more efficiently establish the market price for Vittoria coffee. It will also help the company to implement an efficient packaging strategy in terms of package size. The company's management should ensure that coffee is packaged in tiny quantities so that low-income consumers may acquire the product. The Vittoria coffee will be able to permeate the entire market with effective pricing.

To properly position Vittoria coffee on the worldwide market, the company's management will consider the flavor quality of the coffee. This is owing to the fact that consumers want a fresh coffee brand. The company's management will assure consistency in the flavor of Vittoria coffee.

Marketing strategy


In order to improve the quality of Vittoria's coffee, the company's management will also consider expanding the number of product lines. The product lines will be enhanced by the use of an efficient blending approach. The method for blending will consider incorporating coffee beans from various places. This will aid in satisfying the coffee needs of diverse consumer segments on the global market.

Pricing technique

In order to reposition Vittoria coffee within the market, the company's management will revise its pricing approach. This is achieved by taking into account the price sensitivity of consumers and their income level. The company's pricing approach for its Vittoria coffee blends will be a value-based strategy. This will enable it to determine a price that reflects the value produced from the product's consumption. The company's management will also determine effective price points. Through price points, the company will incorporate the consumers' psychological concept. The price point that the firm will set is $15.59 for every 1kg of Vittoria coffee. This price point will result into the consumers

Canterra Bros Firm’s Vittoria Coffee Marketing Plan College Essay Help Service


Culture has a particular impact on management techniques and the administration of human resources (Hofstede, 1980). As culture influences the values and ideas of cultures and therefore their work environment, it is essential to comprehend the various cultural implications on human resource management. In the United States and Japan, human capital is managed in a manner that is distinct (Gump, 2006 ; Paik & Teagarden, 1995; Hatvany & Pucik, 1981). Japanese businesses are distinguished by their insistence on a high level of dedication and their use of principles such as job flexibility, cooperation, and minimal status disparities (Wood, 1996). Recent study in the field of human resource management (HRM) indicates that employee participation enhances the financial success of a company (Ichniowski & Shaw, 1999). Large Japanese manufacturing companies are recognized for their particular work system participative management style, which boosts employee engagement and performance. US and Japanese manufacturers' personnel management approaches continue to diverge significantly. Despite the fact that many U.S. manufacturers have implemented participative management approaches, there is still a notable disparity in practices (Ichniowski & Shaw, 1999).

The question arises as to why a comparison between Japanese and American automobile manufacturers is necessary. The global automotive business has grown highly competitive (Bélis-Bergouignan et al., 2000). The global market share of American companies has been negatively impacted by the proliferation of Japanese automobile manufacturers. Especially the massive trade deficit of American automakers has sparked controversy over the international competitiveness of American businesses. Researchers have demonstrated that the socio-cultural practices and superior manufacturing skills of Japanese automakers have contributed to their industry leadership (Hatvany & Pucik, 1981; Ichniowski & Shaw, 1999; Gump, 2006 ).

Currently, the recession in the US market and GM's plans to lower its scheduled output (Washington Post, 22 January 2009) indicate that Japanese manufacturers have reached a turning point in establishing their market dominance. Toyota saw a 4 percent loss in sales despite a decline in worldwide automotive demand, compared to GM's 11 percent decline (Washington Post, 22 January 2009). But it is essential to comprehend why Japanese companies continue to expand while American automakers fail to do so. As previously highlighted by experts, the explanation for this is the former's dedication to high levels of performance and human resource-centric management style. The performance of Japanese manufacturing enterprises is significantly superior to that of their American counterparts. Human resource-wise, their absenteeism rate is low, their attrition rate is half that of U.S. enterprises, and their employee engagement is significantly greater (Hatvany & Pucik, 1981). Although one could argue that the difference in level of commitment between Japanese and American organizations is not attributable to cultural differences in management methods, earlier research has established that the gap is not related to cultural variables (Hatvany & Pucik, 1981). Actually, Hatvany and Pucik (1981) demonstrate that Japanese enterprises operating in the United States achieve the same level of productivity and efficiency as their Japanese counterparts.

The purpose of this study is to compare the human resource practices of General Motors (GM) and Toyota. The article will focus on the hiring, training, employee relations, and management procedures of these companies in order to compare their HRM methods to those of General Motors. The article will begin by comparing the procedures of Japanese manufacturing firms to those of their American counterparts and attempting to determine where the differences lie. Then, I will present an overview of the automobile business with a focus on the HRM practices of Japanese automakers. Then, we will compare the HRM practices of GM and Toyota in depth, highlighting the fundamental disparities. Therefore, the purpose of the paper is as follows:

Comprehend the HRM practices of Toyota and GM that differ. The impact of recruitment and training techniques on organizational performance. Elements of similarity and dissimilarity. If necessary, recommend the potential for change for both companies.

Given these objectives, the paper's conclusion will provide a comprehensive analysis of where the disparities exist and why they persist. But before we focus on the HRM methods of Toyota and GM, we must grasp the differences between Japanese and American manufacturing procedures in general.

Differences in US and Japanese Practices

This section will compare the HRM practices of Japanese and American manufacturing companies. This section attempts to demonstrate an overview of HR practices generated from a review of prior research undertaken on manufacturing businesses in order to comprehend the differences in their HR practices. These studies' methodology ranged from intensive on-site interviews (Ichniowski & Shaw, 1999) to questionnaires (Pil & MacDuffie, 1999; Gump, 2006 ). We shall first examine the HRM practices of Japanese industrial firms.

Japanese Industrial Corporations

Group Work

Previous study demonstrates that Japanese manufacturing units are distinguished by considerable worker participation in problem-solving and job rotation. Vishu kanji are the problem-solving teams that are crucial to the operations of Japanese manufacturing companies (Ichniowski & Shaw, 1999). Work teams consisting of no more than six to eight members, including a team leader, are a direct means of implementing continuous improvement. The primary objective of the teams was to cut costs, improve productivity and efficiency, product quality, worker safety, and the environment. Ichniowski & Shaw (1999) also discovered that 55 percent of the time committed to these activities occurred outside of his usual shift hours, for which he was reimbursed, whereas the remaining time occurred during his regular shift hours.

Job Mobility

Job rotation is another method that has gained enormous relevance in Japanese industry. An entry-level worker begins with a simple task in the process line and is subsequently rotated through all the tasks in the line according to their level of difficulty (Ichniowski & Shaw, 1999). In this case, it is envisioned that production workers will be able to master all line occupations during their first decade of employment.


In Japanese companies, the staff selection procedure is conducted through campuses of colleges with which the companies have close ties. Regional high schools and vocational institutions serve as a source of fresh employees for the companies' factories (Ichniowski & Shaw, 1999). The screening process consists of a test of the candidate's English, Japanese, and mathematical skills, and for graduates of industrial schools, a test of their specialized talents, such as mechanical or electrical engineering. After the selection process is complete, staff orientation is emphasized heavily. During the first year of work, employees receive on-the-job training from their supervisors or senior coaches, who attempt to teach them the company's policies and the nature and conduct of the job.


Technical, production, problem-solving, and communication skills are taught through training (Ichniowski & Shaw, 1999). All of this training is intended to enhance the performance of the worker in the production process. The training is prepared for the employee's entire career and is meant to allow him to go through the training process based on his advancement in the workplace. During their first year on the job, new employees undergo off-site production skills training. Then, they are trained on-site through a process of job rotation. After seven to eight years, when staff have acquired comprehensive understanding of their production process, they are trained again off-site in small groups. As personnel are subsequently trained and promoted, they receive management, safety, and technical skills training.

Compensation structure

The pay structure of Japanese manufacturing enterprises consists of four primary components (Ichniowski & Shaw, 1999). First, there is the wage pay that is based on seniority and the amount of years an employee has worked for the company. This constitutes the majority of the compensation. The second step is to deliver merit-based pay differentials to employees based on their superiors' performance evaluations. Even though this constitutes a large portion of the income, seniority-based wage pay creates the greatest disparity. Third, a portion of the bonus is determined by the company's semi-annual or annual profitability. And the fourth component is based on the employees' knowledge, skill, and amount of responsibility for each position.

Overall, the Japanese system of human resource management is founded on a participative, team-based production system that emphasizes job rotation, training, and maximum employee performance commitment. Furthermore, it is evident from the preceding discussion that Japanese companies value the lifetime employability of their employees. According to Hatvany and Pucik (1981), the Japanese management approach is centered on the company's human resources, and strategies are formulated based on human resource concerns. In a summary, they demonstrate that HRM concerns result in the following strategy: long-term employment of employees, a "unique company philosophy," and a participatory management system (1981, 9). These initiatives result in the following HRM practices:'slow promotion, complex appraisal system, emphasis on workgroups, open communication, consultative decision making, and concern for the employee' (Hatvany & Pucik, 1981, p.9) These HRM-based management methods are a distinguishing characteristic of the Japanese that is believed to be their secret to great productivity (Hatvany & Pucik, 1981).

Dissimilarities with US Companies

Traditional human resource management (HRM) in the United States is characterized by tightly defined roles, strict work regulations, and incentive-based pay tied to output quantity rather than quality. There was no tradition of managers sharing financial information with employees because the management style was not participative. The management practice and strategic planning approach was primarily top-down. Training for workers was nonexistent, necessitating on-the-job learning, and supervision was provided by a large number of foremen (Ichniowski & Shaw, 1999). A lack of coordination and communication existed between personnel. Given these fundamental contrasts between Japanese and American production processes, I will now attempt to comprehend the HRM practices of the automotive businesses, particularly GM and Toyota.

General Motors versus Toyota

This section will compare the HRM practices of General Motors and Toyota. But before we begin the comparison, I'd like to describe the strategic approach that GM has taken thus far. (Bélis-Bergouignan et al., 2000) GM's global strategy was controlled by the company's multidimensional structure and a continuous endeavor to segment the home market in the best way feasible. (Bélis-Bergouignan et al., 2000) The corporation has adopted a multi-domestic strategy with a stronghold in two key regions, namely North America and Europe. However, GM had previously failed to infiltrate Asian markets like as Japan (Bélis-Bergouignan et al, 2000). Toyota has implemented a localized globalization strategy. They have focused on expanding their global market, but have attempted to incorporate regional characteristics into their operations (Bélis-Bergouignan et al., 2000). Their technique is "maximum spatial hierarchy," which is termed as "pragmatic internationalization" (Bélis-Bergouignan et al., 2000, p.49). Consequently, we can see that the two companies' globalization strategies diverge significantly. Toyota competed for a share of the worldwide market, but GM maintained a bi-regional approach until the year 2000. These strategic differences explain why it is anticipated that the organizations' HRM practices will vary. Following this, we will compare the HRM practices of Toyota and GM.

Recruitment Process

Toyota's hiring procedure is comparable to that of other Japanese companies. They primarily recruit from campuses of undergraduate institutions and colleges. Toyota has lasting relationships with high schools (Bishop, 1992). The system is such that the corporation informs the schools of the number of employees it requires and informs the schools that it needs the “best’ students for those positions (Bishop, 1992, p.42). They employ pupils with the best grades on national exams taken by students. As a result, Toyota focuses on fundamental talents such as probability theory and statistical analysis rather than MBA recruitments as is common in the United States (Bishop, 1992). In American businesses, emphasis is placed on hiring MBAs or engineers who have already been instructed in manufacturing fundamentals. But Toyota believes in intensive training for front-line staff, which enables them to gain hands-on experience, unlike American corporations. Thus, Takeuchi, Osono, and Shimizu have claimed that "Toyota views employees as knowledge workers who accumulate chie – the wisdom of experience – on the front lines of the company" (Takeuchi et al, 2008, p.98) Unlike other American companies, GM emphasizes college degrees and MBAs in its recruitment process (Bishop, 1992). In the instance of some Mexican facilities, where GM hired ninth-graders, the company occasionally makes an exemption (Rothstein, 2004). Thus, we can observe that GM's recruitment method differs from that of Toyota, which adheres to a rigorous rule of only hiring recent college graduates. Despite the fact that it recruits from technical institutes and management schools, GM occasionally must hire workers who have not even completed high school (Rothstein, 2004). GM places a premium on experience when selecting new personnel, particularly expertise in related positions or certain technical skills. However, Toyota emphasizes the candidate's willingness to learn (Pil & MacDuffie, 1999).

Instruction and Advancement

Toyota places a high priority on people (Takeuchi et al., 2008), and as a result, they believe in thorough employee training (Bishop, 1992). Therefore, Toyota invests a substantial amount in its human resource development (Takeuchi et al, 2008). Since GM adopted a lean manufacturing approach, they gave their staff with considerable training in technical skills. As a result of a very high degree of absenteeism and attrition, the company decided to hire individuals with less education and, therefore, fewer career opportunities. As a result of modifying their recruitment procedure, GM was required to teach these employees to satisfy their performance requirements. Therefore, they utilized several skill sets, job rotation, and training (Rothstein, 2004).

Toyota, on the other hand, had always invested heavily in employee training and development. Toyota pushes its engineers to master the subtleties of engineering by requiring them to "get their hands dirty" (Liker & Morgan, 2006). According to studies, Japanese vehicle companies provide more training for all employees than American ones do (Pil & MacDuffie, 1999). In Toyota, training is not just a method of skill improvement, but also a technique of socialization that guarantees employees share a uniform set of attitudes.

EBay Company’s Brand Position Analysis College Essay Help Service

Executive Synopsis

Branding is essential to the success of any organization. It is comparable to human identification, in which a person is identified by others based on certain distinguishing characteristics. Businesses and organizations spend a substantial amount of money to ensure that their brand is prominent in their respective markets. Branding not only ensures uniformity, but also influences consumer loyalty. eBay is a unique instance because it must consider both its own branding and the branding of all sellers that sell things over the platform. The essay examines eBay's brand and argues that the brand has been harmed by a concentration on particular products owned and created by the platform's vendors.

eBay's brand value has been diminished by its poor reputation, which in turn has weakened the brand's position on the market. In order to boost eBay's brand, the article recommends that a number of branding factors must be taken into account. The aforementioned components include brand positioning, brand identity, brand image, and brand equity. Although there are numerous tactics that can be used to strengthen eBay's brand, it is recommended that social media marketing be employed. One of the grounds for the recommendation is that eBay is a completely digital platform, and social media may assist promote it without incurring additional costs. In addition, social media is a global market, extending eBay's reach beyond the United States and a few industrialized nations.


eBay is one of the earliest e-commerce platforms in the globe. It was founded in 1995 and was mostly involved in the selling of illegal or counterfeit goods (White 2012, p. 17). The multibillion dollar company belonged to Pierre Omidyar. Numerous individuals would use the platform to trade stolen items or merchandise that was difficult to locate in mainstream and online businesses. Currently, however, the rand has shifted to a more credible e-commerce platform for legitimate company. It is crucial to note, however, that the brand has evolved over time.

White (2012) claims on page 17 that eBay's brand has been impacted by its terrible beginning. Several measures have been implemented by management to improve the public image of the organization. Several of the tactics have shown to be effective. However, some have been unable to assist in enhancing the company's brand. Maintaining a positive public image has been the company's greatest challenge to far. Johansson and Carlson (2015, p. 12) claim that it is difficult to maintain a positive public image in the digital environment. A strong brand is the only way for management to ensure their company's excellent public image. It might be claimed that eBay is determined to establish a dominant brand in e-commerce for this very reason. eBay, although being one of the very first e-commerce platforms, is not currently ranked among the top e-commerce platforms due to its bad image, limited brand power, and intense competition. Following is a brand analysis of eBay. Several theories and concepts will be emphasized in an effort to identify the market power of eBay's brand. A description of the brand, the brand's positioning, and an analysis of the brand will be discussed. Then, recommendations will be made on how to make the eBay brand more dominant on the market.

The Name

What is a Mark?

Batey (2016, p. 153) defines a brand as the visual and aural impressions that build a mental image of a product, service, or business. Consequently, everything that reminds someone of a company or product is a component of that company's or product's brand. Some opponents have suggested that the concept of a brand is also associated with an emotion or feeling and does not need to be a physical object. For instance, the Christmas spirit is strongly connected with Coca-Cola, indicating that the corporation has incorporated Christmas into its brand (Leibtag 2014, p. 45). One may claim, based on an analysis of eBay's brand, that the corporation employs a blend of strategies with an emphasis on emotions. It is important to note at this point that this essay will solely examine the present eBay brand.

Background Information on eBay

Industry sector. eBay falls into the e-commerce market segment. The e-commerce industry brings together merchants who offer goods and services via the Internet. Online payment for services is also available. Despite the fact that e-commerce organizations have physical offices, the offices do not keep products, and their website functions by bringing together traders on a dependable platform.

Major opponents. There are five significant competitors to eBay. Amazon, Bonanza, Etsy, Rakuten, and eBid are examples. eBay's competitors all offer services that are identical or nearly identical to eBay's.

Figure 1: Competitive Profile Matrix for eBay (Light & Kiddon 2015, p. 19).

Target market. eBay's target market consists of online buyers and sellers aged 10 and older. In addition, the target market is global.

The brand hypothesis Under the brand theory, we shall explore the umbrella brand, the product brand, and the endorsing rand strategy.

(Source: Mahdi, Mobarakabadi & Hamidi 2015, p. 111).

Umbrella Brand

As previously said, eBay brings together several sellers and consumers on a single platform. Therefore, any company that uses the platform has its own brand. In addition, each product sold by the many companies has its own brand. The overarching brand is eBay. As opposed to unique firm boxes, etc., the present eBay brand includes the usage of customized shipment boxes. As previously said, the umbrella brand is also dependent on human emotions. Due to this, the new brand fosters a sense of unity despite diversity. The emblem uses several hues to denote distinctions. However, the usage of multiple colors in a single logo signifies unity.

The Product's Label

The product brand relates to the specific eBay products. One could claim that eBay has no influence on the product's brand. While this is true, the fact that the corporation has begun selling products with its own brand demonstrates uniformity. Thus, despite the fact that the product brand may vary, the packaging for all eBay-purchased items is same. Additionally, the strategy promotes and reinforces the umbrella brand.

The Origin Brand

eBay has also promoted the umbrella brand using the source brand. Nonetheless, much remains to be done. Source brand is frequently used to associate each product generated with a single brand. In the case of eBay, regardless of product brand, all products would be labeled according to eBay requirements. The use of eBay shipping packages highlights the source brand to some extent.

(Source: Mahdi, Mobarakabadi & Hamidi 2015, p. 111).

The Brand Being Advised

The endorsing brand refers to the single brand used in all items related with a particular company. In the case of eBay, every product sold on the marketplace would have a brand ambassador. In this way, eBay's brand promotes the rest by permitting merchants to sell on its platform. However, there are no distinguishing characteristics that can be highlighted to demonstrate how eBay's brand endorses the others. As previously indicated, the corporation has not incorporated its own branding into the many products provided on its marketplace.

Marketing Positioning

How is a brand positioned? According to Chernev (2015, p. 5), brand positioning is the placement of a product relative to its competitors on the market. eBay has an excellent brand position. Amazon is the company's largest competition. Amazon's stance as a brand. Amazon enjoys a more advantageous brand position than eBay (Hutt & Speh 2013, p. 34). Even though the two e-commerce companies have existed for about the same amount of years, one could argue that Amazon is more reputable than eBay. Amazon has demonstrated greater innovation and creativity than eBay, which is regarded as antiquated. Brand positioning statement for eBay A brand positioning statement is a directive that directs the presentation of a product to those who must utilize it. Despite the fact that eBay lacks a brand positioning statement, one can be proposed to satisfy the objectives of this assignment. It is suggested that eBay's brand positioning statement read as follows: “Our brand, eBay, is positioned toward individuals over the age of 10 with internet access who are interested in trading on an easy, time-saving, and secure platform for any high-quality, genuine, and legal product they desire, from anywhere in the world. The analysis of brand positioning and competitors led to the creation of a perceptual map. People's association of Amazon with legitimacy is the company's biggest asset. As said, eBay has been associated with the sale of illegal goods. Amazon has also adopted a global strategy, but eBay is mostly connected with the United States. Indeed, the fact that Amazon has more online advertisements than eBay provides the former a stronger market position than the latter.

The first chart is a positioning map.

Brand Evaluation

Brand Image and Identity

One could argue that brand identity and image are inextricably linked. In truth, the terms are frequently used interchangeably, albeit incorrectly. According to Franzen and Moriarty (2015, p. 19), brand identity consists of a brand's emotional and cognitive components. These are the emotions and mental perceptions a user has whenever the brand is encountered. In contrast, the brand image is how the corporation wants the public to perceive its products. One could argue that the company's vision for its brand is vastly different from what the public perceives. While analyzing eBay, one may say that the brand's attractiveness derives from a number of factors.

The first concern is the use of the letter e. Grammar-wise, the term "eBay" is incorrect due to the fact that the first letter is little and the second letter is large. Indeed, one may initially believe it is a typographical error, but the word stands out wherever it is used. Second, the letter e represents the nature of the platform. eBay is, as said, an e-commerce site. Consequently, the letter 'e' also represents the 'e-commerce' component of the firm.

The second element that distinguishes the eBay brand is the usage of various colors. As said, the brand's logo was recently updated. The current logo consists of the colors green, yellow, blue, and red. One may argue that the branding concept and logo were copied from Google (Liu 2015, p. 26). In spite of their diversity, the various hues employed create a sense of unity. In a sense, it endorses the products supplied on the platform, while at the same time conveying that diverse individuals can still readily access the platform regardless of their location. Towards this goal, one could argue that Kapferer's brand identity prism is the optimal branding theory for eBay (Kapferer 2012, p. 158). The hypothesis posits that users typically associate an emotion with a brand, which in turn results in brand loyalty (which will be discussed later on in the paper).

Figure 2: The Brand Identity Prism of Kapferer.

(Source: Mahdi, Mobarakabadi & Hamidi, 2015, p. 111).

Another suitable concept of brand identity is the De Chernatony model (Mahdi, Mobarakabadi & Hamidi, 2015, p. 115). The concept posits that a mix of the product's personality, positioning, and vision and culture will result in a powerful brand.

Figure 3 depicts the De Chernatony Model.

(Source: Mahdi, Mobarakabadi & Hamidi, 2015, p. 116).

Since eBay lacks a physically strong brand, it must devise a plan to ensure that people recognize it as the greatest e-commerce site. There are multiple ways eBay can accomplish this. The first is by packaging all of its materials with eBay's logo. The corporation can also use the digital advertising platform to advertise its new brand to its clientele. Since the bulk of its consumers are online, digital marketing would be easier and more effective than traditional marketing alone. Since the issue of legality has tainted eBay's reputation, the platform must prohibit the sale of unlawful items. Even though this will take some time, it will ensure that the company's existing public image is transformed into a positive one. eBay must emphasize that its brand is user-friendly, efficient, and secure. eBay may take advantage of the fact that safety has become a big concern in e-commerce.

Brand Value

Fournier, Breazeale, and Avery (2015) describe brand equity as the product's significance. Several factors contribute to the value of a brand. The first factor is the product's market demand. Among the queries posed in this context is, "How many sales does the product record?" What market position does the product hold? What is the market demand for the product? Secondly, stakeholder behavior also affects brand equity. Egger, Gula, and Walcher (2016, p. 15) believe that the personal interests of many stakeholders can influence the value of a product. One might claim that there are three sorts of stakeholders when studying eBay. The first participant is the vendor, who advertises their products on the website. The second stakeholder is the customer, who peruses the many product categories and purchases what he or she desires. The third and last stakeholder is the eBay management team and staff, who work behind the scenes to create all of the aforementioned links.

Consequently, there are two primary techniques to analyze eBay's brand equity. The first aspect is the company's financial health. eBay is a multibillion dollar international corporation. According to Vulich (2014, p. 31), the company's stock has appreciated by 16.5% over the past year and there are only 1.4 short positions. This indicates that the brand's stakeholders hold it in high regard and are preserving it to ensure profitability. The second strategy for analyzing eBay's brand equity is consumer awareness. A matrix on consumer awareness has already been presented (Chart 1). It is evident from the matrix that consumer awareness of the brand is high. However, as previously mentioned, the majority of eBay users reside in the United States. This indicates that the brand is not as popular in other countries as it is in the United States.

Similarly, Keller's Brand Equity Pyramid is a valid method for analyzing eBay's brand equity (Rossolatos 2014, p. 17). The concept implies that all brand-affecting aspects should be organized in a hierarchy and prioritized in the same order. In addition, the approach focuses on the consumer rather than the company. The model is worthy

Creative Accounting Practice College Essay Help Service


Creative accounting is an increasingly common accounting strategy among worldwide businesses. The practice will adhere to globally established regulations and standards but diverge significantly from their spirit and norm for the benefit of the companies. Therefore, creative accounting will aim to overstate or understate the firm's value whenever doing so appears advantageous. The method also aims to deviate from internationally established revenue recognition norms. The new technique rejects the historical cost method of valuing assets in favor of valuing them at their current market price in order to reflect their genuine value. This paper aims to provide a comprehensive analysis of creative accounting.

How the practice became prevalent

Accounting ingenuity inspires external users of a company's financial reporting to have more faith and trust in the organization's management. Consequently, the technique employs comparable accounting standards and guidelines, however they may occasionally be modified to suit the specific purpose. The majority of the company's management agrees that such manipulations may distort the genuine and fair image, but claims that such actions are intended to promote growth and development. According to management, the objective of creative accounting is to maximize the industry's growth potential. Therefore, the reports may be modified to facilitate the company's access to a loan or external money that may be required to expand its operations. Additionally, the method can be implemented to reduce the company's regular liabilities, such as loan repayments and taxes. Having suffered considerably from previous economic recessions, the business world favours market valuation of assets and liabilities due to the fluctuating economic climate.

Due to the current accounting practice's poor performance, businesses have adopted the new creative accounting procedures. The current accounting practice is accused of having extremely broad definitions of accounting principles, which various firms have interpreted differently, so undermining its uniformity. Firms are unable to maintain basic accounting standards, thus they end up falsifying their books of account to represent the genuine asset and liability values. Therefore, the creative accounting practice pushes for a true value to be reflected in the accounting records. Many businesses seek to inflate the worth of their assets to get new investors to join them. To lower their leverage situation, they understate their liabilities. Therefore, the creative accounting practice arose to inflate profit figures to overstate the firm's value and attract potential investors (Shah, 1998, p.9). The primary distinction between contemporary international accounting practice and creative accounting is that the latter prioritizes accurate and fair reflection, whilst the former does not. In addition, the new system utilizes accounting techniques, such as off-balance-sheet financing, to overstate and exaggerate revenue recognition and nonrecurring items.

Accounting creativity also undergoes periodic changes as it strives to stay pace with new price developments. Firms assert that the diversity of present principles inhibits the development and progress of numerous firms around the world. Although the primary objective of accounting standards development was to assure consistency, firms' divergent interpretations made it difficult. The new practice typically employs aggressive and novel methods to resist and manipulate accounting systems (Mulford & Comiskey, 2002, p.39). The approach pushes the company to utilize its market advantage to ensure its survival and competitiveness. In order to convince the readers of their financial statements that they are performing well on the market, they tend to exaggerate profits during economic downturns. Although the action has a good effect on the current and future of the company because the investors keep their initial investment, additional loss may be incurred. Therefore, creative accounting deviates from the firm's co-objective, which is typically to maximize the wealth and interest of its shareholders. Therefore, the adoption prioritizes the welfare of the organization over that of the stakeholders.

The managers and other top officials of a company alter the financial reports to favourably influence the firm's present contractual commitments with external investors. In reality, the managers rely on creative accounting to conceal the actual performance of the company. Therefore, their primary purpose is forcibly altered in order to escape the true repercussions that performance decreases bring. Therefore, the firm's earnings and revenues are modified utilizing a novel and aggressive accounting technique. The managers also utilize the gaps in the current financial rules in order to achieve the desired projections, which ultimately sustain the company's fiscal state. The primary influences on creative accounting are market expectations, personal realizations, and the position of the firm. However, when a company fails to meet market expectations, aggressive earnings management is implemented (Duncan, 2002, p.1). To reverse a company's declining performance, fabricated numbers will be used. Additionally, management may utilize creative accounting to inflate their practical involvement inside the organization. In addition, the company manipulates the reports in order to maintain its top-performing status even during economic downturns.

How the procedure operates

The practice enables accountants to modify accounting reports to get the desired outcomes. It employs a distinct revenue recognition mechanism designed to overstate the firm's assets and understate its liabilities. The off-balance sheet financial records are also manipulated to enhance the firm's perceived value. Similarly, the practice exaggerates non-recurring factors to overstate a company's existing financial capability (Barreveld, 2002, p.135). When the management determines that a bonus should be paid to an investor, they artificially inflate earnings, as such payments are often only made at specified profit levels. And in order to reduce the company's tax liability, less profit will be recorded. Due to the fact that financial institutions primarily evaluate the firm's perceived risk, businesses typically underestimate their bad debts, inflate their earnings and assets, and understate their liabilities to reduce their risk criteria. This manipulation enables the company to qualify for a loan at a significantly reduced interest rate. The creative accounting uses a distinct reporting method intended to influence a potential investor's choice to purchase the company's stock. As the majority of investors anticipate investing in low-priced shares and companies with growth prospects, businesses reduce their profitability to gain market share. In this scenario, the company overstates obligations, stock levels, cost, and expenses while understating profits and assets (Beneish, 2001, p.3). In addition, the company would delay revenue recognition to ensure that some revenues are not recorded in the books of account.

Adverse effects of the practice on the financial report users

Creative accounting is a dangerous technique that might negatively affect the financial statements' intended purpose. This strategy fosters unethical and unlawful behavior that may ultimately damage report users. For instance, exaggerated profit projections will entice potential investors to invest in uneconomical areas. Since the economic success of most businesses is typically determined by their financial reports, potential misrepresentation will have a substantial impact on the report's purpose and focus (Abdel-Khalik, 1998p.148). The government also loses enormous sums of money due to corporations' false tax evasion. The company's profits are significantly lower than those used by the taxing authority to determine its tax burden.

Failure to reflect genuine and just ideals undermines accountability on the part of the management staff. As senior executives and fund managers, they must always be willing to accept the company's outcomes. The manipulation has also had a negative impact on the financial institutions that lend money to unqualified businesses. The misleading financial reflections also give a company the false impression (Riahi-Belkaoui, 2004, p.54). The general public may therefore continue to hold a favorable opinion of an institution experiencing economic decline; however, the real issue arises when the company projects a profitable image while its internal operations continue to experience financial difficulties. The share price valuations may also be problematic if the financial statements are incorrectly defined, in which case the capital market authority may create erroneous share price values that considerably mislead potential investors.

My individual thoughts on creative accounting

Personal opinion dictates that creative accounting is an illegal technique that should not be encouraged among businesses. This is due to the fact that the practice not only breaches accounting standards and principles, but also causes governments to lose enormous sums of money. The approach also misleads the general population, which relies primarily on these reports to make economically feasible judgments. In addition, the practice applies improper revenue recognition practices intended to advance the organization's aims. When a company wishes to reduce its tax liability, it may therefore understate its income and delay payments on purpose. In such a case, the company typically employs aggressive accounting strategies to minimize profit levels. To fake its current debt position, the company may attempt to estimate its liabilities and other financial obligations incorrectly. By doing so, the financial institution will incorrectly compute the risk level they will ultimately use to determine the interest rates on the advanced loan. Loans extended to high-risk businesses typically carry high interest rates, whereas low-risk businesses are charged lower rates.

Therefore, businesses frequently falsify their financial accounts to portray a low-risk posture. Some companies record excessive provisions in their books of account, which helps them reduce their taxable income. Equally, creative accounting permits some minor violations of financial reporting, which, when aggregated, amount to a major violation (Reynolds, 2005, p.1). The crafty and deft accounting tricks upheld by the technique can consequently significantly impede financial reporting's primary aim. According to my understanding, the financial statements of a company should provide a true and fair depiction of its financial status, and any distortion might significantly hinder the subsequent efforts needed to reverse a slump. In such a situation, the management may not take the necessary steps to help the company grow and flourish economically. The behavior consequently not only misleads external users, but also significantly impacts an organization's internal processes. Therefore, I concur that creative accounting has detrimental effects on both management and external readers of financial reports.

The technique can encourage greedy and ambitious business leaders to advance their own interests. Therefore, such leaders may end up jeopardizing the firm's resources by engaging in dangerous and unproductive endeavors, which may have a negative impact on the firm's future. Such fund managers may also illegally evade paying tax obligations, which may have negative repercussions for the company (Epstein, Nach & Bragg, 2009p.864). A company that fails to timely and accurately report its tax liability may face legal action. As a result, additional costs may be spent to pay fines and penalties for contract violations.

Because external audits may uncover fraudulent changes in the books of accounts, corporations that practice creative accounting typically reject external audits. Therefore, financial institutions and other external users of financial reports have significant doubts about their veracity. If an investor sees complexity in the financial reporting, he or she should be cautious since the company may have employed creative accounting techniques. Creative accounting is primarily intended to take advantage of the numerous unsophisticated users of financial statements (Baralexis, 2004, p.5).

Several of the advantages of worldwide accounting standards

The standards promote uniformity in accounting practice. Since comparable companies will be forced to prepare similar financial statements, comparison becomes simple. Additionally, the standards encourage truthful and fair representations in the financial accounts, which enhances their dependability (Epstein, Nach & Bragg, 2009, p.135). Therefore, potential investors can base their decisions only on the financial data. The method also encourages external auditing checks, which may aid the company in identifying financial records anomalies. Since identical standards are expected to be adhered to, the government can employ these auditors if they suspect a company is attempting to distort its financial accounts. Therefore, tax avoidance will not result in a significant loss.

Accrual accounting is utilized by businesses, which promotes managerial responsibility. The reports also support internal and external users' financial report openness (Ruppel, 2009, p.87). Accrual accounting also helps the business allocate its resources wisely and effectively. Such allocations contribute positively to the growth of the company. In contrast, the approach has been criticized for lacking proper disclosures of assets and liabilities. Accrual accounting is sometimes accused of increasing a company's tax liability because no liabilities may be deferred. Additionally, the accuracy of accruals accounting is disputed. This is because its microeconomic foundation is typically regarded as poor. When it comes to procedures for revenue recognition, the GAAP provides a uniform method of accounting. Given the widespread usage of financial statements in the decision-making process, it is essential to establish a globally accepted mechanism for ensuring consistency.

How accounting standards have improved favorably to prevent creative accounting

Numerous governments across the globe have adopted business sector accounting to enhance financial reporting. Therefore, different industries construct their financial statements differently based on the field in which they operate. The new financial reporting intends to enhance public sector accountability (Benito, et al, 2007, p.8). The technique is also intended to increase the public's financial knowledge. It ensures the accuracy of the reports used in decision-making by placing an emphasis on efficiency. Some governments also utilize dynamic accrual accounting to reflect the adaptable and ever-changing nature of accounting (Vinnari & Nasi, 2008, p.6). In order to accommodate varied market shifts, more adaptable revenue recognition methodologies have been adopted. Therefore, efforts have been focused on replacing the present generally accepted accounting standards (GAAP) with a new accounting method. This action is intended to provide consistency in the preparation of financial statements regardless of the business's industry. In addition, the new method would strive to drastically reduce the number of GAAP standards. The GAAP revenue recognition principles will continue to apply to the majority of transactions. This is due to the fact that the new practice does not intend to replace the principles, but rather to enhance them to ensure the efficiency and effectiveness of financial statements.

The new procedure will not have any effect on retail transactions or long-term contracts. According to the board, income should be recorded once the goods have been delivered to the customer (Bragg, 2004, p.74). This action is intended to ensure that all performance requirements are reflected in the accounting records. To provide for

American Airlines’ Management Principles College Essay Help Service

Table of Contents
American Airlines – Context Four Management Functions: Leading SWOT Critical Issues

American Airlines – Context

American Airlines, founded in 1926, is one of the major airlines in the world. Doug Parker is the chief executive officer, and the company's headquarters are located in Fort Worth, Texas. There are presently 1,337,000 employees at all airline locations (“American Airlines Group (AAL) 2020”). Despite the global pandemic, the corporation is a leader in the transportation industry, with $43.7 billion in annual sales (American Airlines Group (AAL), 2020).

The four functions of management are:

There are four basic management functions: leading, controlling, operating, and planning. The first role of management is to lead, and the Board of Directors and Leadership Team compose American Airlines' leadership (“Corporate structure,” 2020). Robert D. Isom serves as the company's president, and the airline's leadership style is democratic. According to the CEO, the best way to thrive in business is not by being ruthless or cruel, but by establishing strong personal relationships, as business is the ultimate team sport (Moreno, 2016, para. 1). As a result, successful leadership is achieved through communication and trust, which are emphasized by the executive leadership.

The second function of management is controlling, which is the measurement-based evaluation of current performance. It also consists of adjustments, which can be further classified as staff adjustments and budget adjustments. Robert Isom, the President of American Airlines, oversees operations and pricing, while Derek Kerr, the Chief Financial Officer, manages the budget (“Corporate structure,” 2020). Even if employees have previously demonstrated that they are the best examples of work, the manager must remain vigilant. Even the most conscientious employees might begin to lose concentration and make mistakes. Consequently, one must regulate employees and modify their job, and this applies to all procedures that important to the organization.

The third role of management is operation, often known as organization. Robert Isom, the President of American Airlines, oversees operational responsibilities and procedures (“Corporate structure,” 2020). This element entails delegating general functional responsibilities and allocating the company's critical resources. It is absurd to expect the team to complete the task at hand when they have been given valuable directions but are lacking all the required resources. Therefore, it is necessary to devote everything necessary for productive work. For instance, if the office has uncomfortable chairs or slow computers, the employee will battle with these issues rather than concentrating on their primary objective.

Planning is the fourth function of management and one of the most important first phases. This element includes operational, tactical, and strategic planning. The CEO of American Airlines is intimately involved in all planning activities, and this is particularly true for strategic planning. The planning function consists of determining the organization's goals and the actions its members should take to accomplish them. A complete examination of the current state of the organization is performed as part of the planning process. It is assured that the set objectives of the organization's actions are specified and communicated to individual structural links and performers.


The size of American Airlines, which makes it more adaptable to high-stress events such as coronavirus pandemics, is its greatest asset. In addition, American Airlines implements excellent loyalty programs, such as AAdvantage, which motivate customers to use exclusively its services. The corporation maintains a great reputation within the sector, and the public mainly trusts the airline. Its solid financial position is partially attributable to its size. As in the case of United Airlines, the NAACP discouraged individuals from utilizing the company's services owing to suspicions of discrimination, but there is no evidence and a high level of disagreement (NAACP, 2017). In addition, the airline encounters technological difficulties with scheduling.

In the event of opportunities, American Airlines can aggressively expand and extend routes by entering the market in an appropriate manner following the shutdown. Because the vast majority of airlines are either weakened or eliminated from the market, the corporation can take advantage of the circumstance. Its size and solid financial position enable it to re-enter both domestic and foreign markets with an eye toward acquisitions and branching out. However, the greatest threat is COVID-19, as the lack of vaccines and certification delays mean that new waves of infection are always possible. The readiness of governments to implement lockdowns renders the operations of American Airlines insecure and perilous. Large size imposes additional maintenance and fixed expenditures, which might transform the airline's current status from favorable to negative.

Core Problems

COVID-19 is the largest of the key difficulties because it is both an external threat and an internal issue. The existence of the virus necessitates testing and additional safeguards for any attempt at operation. Although American Airlines conducts pre-flight testing, a single error or failure of the testing system might result in the spread of the virus and damage to the airline's reputation. Another fundamental issue with American Airlines is its reluctance to embrace industry breakthroughs and novelties, which retards the rate of improvement (Sumers, 2019). The airline has significant issues with the customer satisfaction part of its business operations.

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Asian Inc.’s Situational Analysis College Essay Help Service

Table of Contents
Introduction Current goods and services Current Target Market Existing Distribution Network (s) Competitor Systems The Impact of Outside Forces on Asian Inc Summary of Cited Works


Harold Yee founded Asian, Inc. in 1971 with the intention of strengthening the Asian American community and those residing in northern California by fostering their economic and social development through the provision of the required infrastructures (Asian, Inc para. 1-2). The general objective is to diminish or eliminate dependency in these communities. Asian Inc eliminates these groups' dependence by fostering their collaborative business, social, and economic growth. It has addressed the challenges of Asian American communities for a long time by providing services such as financial counseling, education on growth chances, and house ownership opportunities, among others, in order to empower people economically so that they can become independent.

In its goal statement, Asian Inc. commits to empowering Asian American communities economically. The primary objective is to provide sufficient business, education, and housing possibilities to empower and empower these communities. Harold Yee, the founder of the corporation, emphasized the need of affirmative action in creating opportunities for Asian Americans. Asian Inc has fulfilled the ever-growing requirements of Asian Americans with poor and moderate incomes for more than three decades. They utilize both public and private lender capital to make monies available to satisfy the financial needs of the community, as well as to purchase homes and expand companies.

Current goods and services

The organization offers a vast array of services, including business services, housing services, and programs such as E4 as well as workshops and events. All of these initiatives are geared toward educating Asian Americans and providing them with chances for social and economic advancement. These aspects of development will result in their independence and empowerment.

Low- and middle-income Asian Americans receive property management, services for first-time purchasers, and foreclosure intervention and prevention programs. First-time homebuyers are educated on the home-purchasing process and how to finance it. Low- and middle-income earners are the primary market for this product. Monthly education sessions are held by the company to provide Asian Americans with pertinent information about mortgages and foreclosures. This training is beneficial since it familiarizes them with the home-buying process. This allows individuals to make educated judgments regarding successful house ownership. The majority of workshops are conducted in Mandarin, Hmong, Vietnamese, or Cantonese for locals and individuals from other regions.

The company collaborates with cartels, federal agencies, and the government to help its clients purchase property. Under this service, the corporation offers a number of home ownership-supporting services. Education empowers individuals to make informed decisions and provides insight into the home-buying process. The organization then conducts pre-qualification interviews to determine who is eligible for mortgage financing. This is determined by their income and ability to pay back the mortgage. This also helps the organization evaluate the loan amounts for which individuals are eligible. After the interview, those who qualify are directed to loan officials who authorize the clients and the amount for which they qualify. In addition, loan personnel approve these customers for unique mortgage plans. At this point, the individual is fully qualified for the special mortgage based on the required qualifications. The individual is subsequently granted access to a home aid program where he is assisted in purchasing the type of home he desires. The type of residence relies on the mortgage amount approved by the lending officer. The individual is then notified about a property for sale and offered housing counseling in order to equip the individual with information about the purchase agreement. The client is subsequently awarded a certificate of education and counseling to demonstrate that he has received comprehensive training on home ownership.

The other housing service is foreclosure prevention and intervention, which safeguards mortgage borrowers against lenders in the event of failure. The organization instructs clients on how to avoid making costly financial blunders that are likely to result in catastrophic losses. The following counseling sessions prevent foreclosures: in-depth financial counseling, debt management measures and debt management payback systems, credit management tools, and access to community resources.

The final component of housing services is property management. As the corporation seeks to promote actual property ownership among Asians, it has assumed responsibility for ensuring that the properties are well-maintained. This ensures the continued good condition of the properties over time.

These consist of the supplier clearing house, NORCAL MBEC, request for bids, plan on file, and census institutions. MBEC's mission is to provide excellent services to minority business enterprises (MBEs) and to support their growth through strategic partnerships. MBEC promotes MBEs by playing the following roles:

It provides strategic business advice in a variety of fields. It provides strategic and management services to enterprises wanting to launch new operations as well as those wishing to grow their current operations. There are also market development consultations to help MBEs develop their markets. In addition, MBEC advises MBEs on the best financial models to employ and how to control costs and minimize wasteful expenditures. MBEC also offers operational analysis consults for MBEs. MBE operations are intricate and require operational rules. If they do not manage their firms professionally and examine their operations adequately, they are likely to incur losses that could force them out of business. Another area where MBEs require consultations is structural development. The company's operations and growth are heavily dependent on its organizational structure. The company's organizational chart should be well-organized so that the movement of power is advantageous to the company. In the organizational chart, each individual's qualifications should correspond to their position. Additionally, there should be harmony in the company, meaning that all employees should operate in unison to enable the efficient operation of the business.

MBEC advises MBEs on networking possibilities so that they can communicate effectively with suppliers and key players in their particular industries without wasting available opportunities. Networking enables a business to discover where to obtain its needs and where to offer its products and services.

MBEC provides procurement support to MBEs as well. MBEC is responsible for ensuring that the procurement processes for MBEs are carried out appropriately. The micro, small, and medium-sized enterprises (MBEs) are educated on procurement opportunity forecasts to guarantee that their firms are well-equipped and conduct procurement at the optimal time. The MBEs are also assisted in negotiating contract bids with third companies. MBEC consultations help facilitate the bidding procedure for MBEs. The businesses are well-informed and may therefore enter into fair, profitable, and cost-effective business transactions. Under procurement help, MBEs are also counseled on sales leads to ensure they sell at the appropriate price, thereby fostering client loyalty.

MBEC also offers consulting on financial services to MBEs. The best sources of financing, such as loans and working capital, are recommended to MBEs. MBEC also supports firms in acquiring incorporation and operation certificates. This facilitates the administrative procedures associated with getting the necessary credentials.

The other business service supplied by Asian Inc. is the distribution of census data to underprivileged populations without access to such services. Asian Inc works with the United States Census Bureau to ensure the success of the census in these communities. They create census information centers in the United States and other regions, such as Puerto Rico. The company also provides free access to census facts and data.

Asian Inc. also offers workshops, events, and community outreach activities. There are both foreclosure and first-time home buyer workshops. The most recent foreclosure training was held in San Francisco on March 13, 2010. Among the several topics addressed were the making home affordable program, loan modification, budget analysis, and other foreclosure mitigation measures. All of these debates attempted to improve the lives of income-earning minorities. There is also a workshop for first-time homebuyers designed to educate or advise individuals on how to purchase their first house. Certificates of homebuyer education are awarded upon completion of the program.

Other services include projects such as the Opportunity Center, the Green Campaign, and E4 training (environment, energy, efficiency and education).

Current Target Market

The current target market for Asian Inc. is the Asian American community's low- and middle-income earners. These are the individuals who require economic empowerment and those who aspire to obtain or purchase a home. Also targeted are first-time homebuyers and those in need of mortgage modifications. The other target market is comprised of minority business enterprises (MBEs) in need of consulting services in operational analysis, marketing development, procurement help, and structural development, amongst other areas. The target market also includes all those groups that need economic empowerment through workshops and activities. The company arranges events and courses in order to empower its consumers economically.

The other market consists of disadvantaged communities with census-related issues. The company coordinates with the United States Census Bureau to guarantee that census exercises for such groups are conducted fairly. The company creates census information centers in locations where they believe such services are necessary.

Existing Distribution Network (s)

Asian Inc. collaborates with a variety of partners in order to provide its clients and potential clients with enhanced services. Among its important partners are the Northern California Minority Business Enterprise Centre (NORCAL MBEC) and the Supplier Clearing House (Asian Inc para. 1-4). The Northern California Minority Business Enterprise Council obtains its funding from the federal government of the United States, which manages the activities of the Minority Business Development Agency and is governed by Asian Inc. The MBEC's primary services include loan packaging through its Financing and Bonding branch, business consulting services, and contracting services (NORCAL MBEC para. 1-3). The company assists qualifying marginalized individuals and entrepreneurs in Northern California who wish to expand their businesses in terms of production scale, capacity, and size. This partnership benefits these businesses and individuals by providing them with strategic financial, marketing, networking, and structural development information, as well as other services in the procurement processes involving formation of contracts, bidding, and forecasting on the benefits they are likely to derive from their investments.

The clearing house also assists Asian Inc in providing better services to minority Asian Americans by auditing the status of women and other minority business owners and groups in both their individual and business capacities, so that Asian Inc does not have to repeat itself when dealing with these individuals (Supplier Clearing House para. 1-2). These two companies supply these services directly to Asian Inc. and its clients, facilitating communication and information accessibility for all parties.

Competitor Systems

Asian Inc faces competition from other businesses in Northern California that offer comparable services, as the majority of these businesses target the same demographic of Asian Americans with middle and low incomes. California is home to around forty percent of the nation's Asian Americans, including Japanese, Filipinos, and Chinese. This constitutes around fourteen percent of California's total population as of July 1, 2007 (US Census Bureau para. 3). This is a sizable population, and numerous institutions have devised their own strategies to aid in their economic, social, and financial development. Some of these businesses are non-profit organizations, while others are profit-driven enterprises. This is due to the success of Asian Inc. and other companies providing comparable services.

The fact that these businesses are all targeting the same customers indicates that they have devised strategic methods to remain competitive. Their competition is mostly based on the quality of services provided, the cost of these services, the network these companies have been able to establish, and the amount of publicity they participate in. Profitable businesses pose the greatest threat since they may engage in more aggressive advertising campaigns and provide lower rates for their products and services due to their larger financial bases. The majority of Asian Inc's competitors are engaging in actions that will provide them a competitive advantage in the future, therefore the company's future competitive threats are expected to increase. This pertains to the acquisition of new technology and improved methods for offering quality services.

The Impact of Outside Forces on Asian Inc

Asian Inc. is not an exception when it comes to feeling the affects of the business environment, as companies are typically subject to the effects of the business environment in which they operate. These impacts fall under the following categories:

These include the financial and economic position of the target market of the organization. The target market's income depends on the occupations they hold and the income they earn from those jobs. In general, the income levels of Asian Americans have increased, and the majority of them have started and run their own enterprises (US Census Bureau para. 15). This means that Asian Inc's products and services are more accessible to members of this community, and therefore Asian Inc is in a stronger position to continue improving the lives of these individuals. The global economic crisis impacted both the company and its clients in terms of mortgage payments, but with the economy showing signs of recovery, the company is better positioned to meet its goal of delivering cheap housing to its target market. The crisis resulted in a large number of foreclosures and payment defaults, but the company is working to educate its clients on how to better deal with the situation and prevent them from making hasty decisions based on information provided by rival companies seeking to make quick money by exploiting the distress the Asian American Community has been experiencing as a result of the economic crisis (Asian Inc para. 1).

Technological and Political Factors: Due to the fact that people and businesses are continually innovating more efficient and effective methods of doing tasks, technology advances periodically. This applies to both the product and service sectors. Asian Inc. has begun doing research in their zone of operation, allowing them to acquire information regarding the demands of their target population and develop enhanced services in accordance with the newest technology. Asian Inc. has vowed to establish a fund and computer learning facilities to assist members of the Asian American community in developing and enhancing their skills (Asian Inc para. 10). By giving direct money for such activities as those carried out by Asian Inc., the government lends its support. This type of political goodwill benefits these businesses, since they are permitted to do their operations with minimal interference. Political stability in the country provides a beneficial working environment for the corporation, as they are able to function without worry of political unrest that could cause problems for the business.


Asian Inc has always supported the Asian American population, particularly those with low to middle incomes, to realize their house ownership ambitions, and it continues to do so today. The fact that they have been in business for so long provides them an advantage because they have a deeper understanding of the industry in which they operate. By providing information on issues related to home ownership to new and existing buyers and foreclosure information to those wishing to sell their homes, they assist the Asian American community in making informed decisions, thereby reducing the likelihood that they will make decisions that could be financially or otherwise detrimental to them.

Threats: Asian Inc. continues to face competition from organizations offering comparable services; as a result, it must embrace new technologies, procedures, and processes to remain competitive in respect to these other firms.

Opportunities: The company's primary objective has always been to improve people's lives, and it has succeeded in doing so in California; thus, it can do the same for Asian Americans in other regions of the country by making expansion and sustainable growth its top priority.

Sources Cited

"About Us." Asian, Inc. Asian Inc. 2009. Web.

"Business Services" is the offering from Asian Inc. Asian Inc. 2009. Web.

"Foreclosure Prevention & Intervention," Asian Inc. Asian Inc. 2009. Web.

"Organizational Highlights," Asian Inc. Asian Inc. 2009. Web.

About Us, Northern California Minority Business Enterprise Center. NORCAL MBEC. 2009. Web.

"Who We Are" — Supplier Clearing House The Supplier Clearing House, Web site, 2009.

"Asian/Pacific American Heritage Month: May 2009," US Census Bureau, US Census Bureau. 2003. Web.

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Knowledge Management Analysis In Organizations College Essay Help Service

Table of Contents
Comparing IMS and KMS Using Agricultural DSS Knowledge Analysis to Select KMD Methodologies The Value of the Knowledge Cycle Reference for Lambe's Presentation Wilson on Implicit and Tacit Knowledge

In contrast IMS and KMS

According to Galandere-Zile and Vinogradova (2004), information management systems (IMS) and knowledge management systems (KMS) serve the same objective frequently. Despite their common usage, it is impossible to ignore the reality that IMS and KMS are distinct. IMS is used primarily for the storing and administration of information. KMS is more involved since it comprises the creation of knowledge (typically achieved by combining information with experience and context), as well as its storage, retrieval, application, and evaluation of its effectiveness. In addition, KMS functions are more sophisticated than IMS functions with comparable names. These include communication, document management, accessibility, visualization, and fundamental search capabilities.

IMS is used by some businesses to handle incompatible explicit knowledge (Galandere-Zile & Vinogradova 2004). KMS, on the other hand, is utilized for knowledge management. Additionally, the latter is used to combine networks, computers, and databases in support of KM. KMS is also more suitable for organizations with an enterprise-wide information and communication infrastructure. Notably, computer systems and other technologies facilitate KMS. In other words, they serve as KMS enablers. IMS is frequently used to manage information across departments within the same corporation.

The second key distinction between IMS and KMS is that although the former is intended to give better information for usage inside an organization, the latter is intended to provide intelligence, which is the foundation for better decision-making within an organization. Due to the fact that knowledge is formed from information based on context and experience, it is argued that knowledge management systems are frequently assisted by information management systems.

Considerations on KMS Components Employing Agricultural DSS

Prior to digging too further into this topic, it is necessary to define KMS components and agricultural DSS, and then to establish their relationship.

Components of the KMS are the mechanisms that assure its effectiveness. They include the elements that ensure KMS is developed in a way that is compatible with an organization's structure. KMS components also include proper software on the system, the right knowledge among personnel, retrieval and application of information, and evaluation of KMS to ensure its efficacy.

An agricultural DSS is a computer-based system that helps managerial and technological agricultural decision-making (Matthews et al. 2008). A DSS for agriculture is anticipated to assist many planning levels within an organization, including management and operations personnel. Knowledge management systems are frequently used in DSS because a well built agricultural DSS is based on interactive software that can evaluate raw data, existing knowledge, and/or business models to provide decision-useful information.

Similar to other DSS, an agricultural DSS should include the knowledge base, the decision model, and the user interface. Therefore, the KMS components should be most suitable to the knowledge base component of the agricultural DSS. Since users are also an important aspect of the DSS architecture, KMS components in an agricultural DSS context would need to evaluate how best to facilitate the creation and utilization of knowledge among a large number of farmers. Considering that farmers may have varied crops in the field, animals on their farms, and agricultural preferences, the KMS software should be adaptable to handle all variables.

Knowledge Evaluation

Knowledge analysis is an organization's attempt to comprehend its knowledge. The procedure entails an examination of scenarios about how "knowledge is created, transferred, and utilized" (Goldkuhl & Braf 2001, p.4). In other words, knowledge analysis involves analyzing the origins, deployment, and use of knowledge.

One could argue that the quality of knowledge is only as good as the source information. How knowledge is deployed influences the decoding and interpretation of knowledge by its recipients. It also influences their comprehension, enjoyment, and motivation to utilize the available knowledge. Effective knowledge analysis should therefore enable an organization to identify whether the sources of knowledge are legitimate and whether the appropriate routes for knowledge distribution have been utilized. The study also determines whether the existing knowledge has been appropriately exploited.

In certain instances, knowledge analysis can occur in context; this is known as contextual knowledge analysis (Goldkuhl & Braf 2001, p.4). In such a scenario, the development, transfer, and usage of knowledge are evaluated in light of particular organizational circumstances. During analysis, a distinction is made between general knowledge and specialized knowledge, with the former being a type of information that nearly everyone in an organization is required to possess. On the other hand, the latter type of knowledge is tacit, requiring practice and experience to obtain. When examining tacit knowledge, an organization must consider whether its members were purposefully selected to receive it. Additionally, knowledge analysis permits the categorization of knowledge gathered for various causes and objectives.

Selection of KMD Methodologies

According to Rinkus, Johnson-Throop, and Zhang (2003), KM design techniques often adhere to standardized engineering and design technologies. Such principles are preferable because they guarantee that an organization's KMS will be compatible with existing, proven methods of managing knowledge. Notably, the principles do not account for the organizational, social, and cognitive difficulties that are unique to a diverse workplace. According to Rinkus et al. (2003), the failure of designers to take into consideration the diversity of work contexts can be solved by a more human-centered computing system. Considering that the majority of KM designs are computer-based, boosting the human-computer interaction would be the optimal method for choosing a design that will likely meet all the knowledge management demands of a company.

Another potential strategy is to ensure that the fundamental structure of KMD is efficient and user-friendly. If intended for usage in a group setting, the KMD should be prepared to handle group-level knowledge capture, distribution, and application.

It would also be crucial for those responsible for the creation of KM designs to realize and respect the necessity for collaborative and asynchronous workspaces in the KMS, particularly if the KMS is intended for usage in a group setting.

Overall, Rinkus et al. (2003)'s argument that the design of KM should be founded on an in-depth assessment of the organization's existing technical knowledge is convincing. In addition, designers must examine (and include) the cultural, organizational, cognitive, and social elements of individual or group KMS users. Then and only then will they be able to design a KMD that is effective in a given organizational environment.

The Value of the Knowledge Cycle

Since knowledge is not constant, it goes through a cycle beginning with its formation. According to Lenci (2010, p. 289), knowledge "evolves over time; it reproduces itself, generating new information." This is backed by the fact that some of what we know in the past has been erased from our memories, never to be recalled again. Technically, there are instances in which knowledge becomes obsolete, signifying its demise.

People generate or acquire information for a particular reason (Lenci 2010). In the process of applying gained knowledge, a person may gain understanding of processes and entities, leading to innovations and developments. Occasionally, the development of new information happens during the knowledge cycle. Once the new knowledge becomes dominant, the old knowledge becomes obsolete or is no longer regarded necessary. When the first laptops were created, for instance, they were based on the expertise that had previously enabled the creation of desktop computers. As the demand for laptops and other portable devices rises, PC manufacturers who still know how to produce desktop PCs may find themselves focusing more on the production of laptops and other portable devices. Future generations may not possess the same knowledge and experience as the current generation in order to produce desktop PCs. In other words, the information required to manufacture desktop PCs spawned new knowledge that permitted the manufacturing of laptops, and the knowledge required to manufacture laptops spawned new knowledge necessary for the development of smaller devices such as tablets and smartphones. Thus, the knowledge cycle is responsible for the innovations and changes that occur inside companies and society.

The Presentation by Lambe

In his first presentation, Lambe (2009) examines knowledge audits and says that organizations do them for a variety of reasons. These include identifying knowledge assets and where to locate them, identifying existing knowledge gaps in the organization, using the identified knowledge gaps as evidence to justify the development of corporate taxonomies, identifying priority documents for migration into a portal, and using audit results to establish knowledge management priorities and KM strategies.

As a knowledge consultant, Lambe (2009) appears to have correctly identified the primary reasons why auditing knowledge is necessary. One gets the feeling from his presentation that a knowledge audit is essential for any organization seeking to determine its knowledge level. Additionally, it appears that through knowledge audit, a company can have a better understanding of numerous elements of its assets. For instance, the business can identify the users of its information, the services or products they generate, and the variables that give it a competitive market position. A company is also able to comprehend its human-centered knowledge, particularly regarding the human resource's management, leadership, creativity, and specialist skills.

Lambe's presentation explains further that the knowledge audit enables the business to have a deeper understanding of its culture, procedures, leadership, standards, and management principles. In other words, the audit is an excellent source of information regarding the organization's infrastructure. Auditors also evaluate the organization’s product design, brand name, logo, and in some circumstances, trade secrets, allowing the company to gain a deeper understanding of its intellectual property. However, the effectiveness of a knowledge audit would depend on the data collection and analysis methods used.

Wilson on Implicit and Tacit Understanding

Wilson considers tacit knowledge as a sort of knowledge that, in some instances, the possessor of the same knowledge is not even aware of. Thus, he contends that tacit knowledge cannot be collected and can only be acquired by seeing those who display it. He faults several authors (i.e. Nonaka 1991; Nonaka & Teuchi 1995, cited by Wilson 2002), claiming that they either misunderstood the concept of tacit knowledge or purposefully misrepresented it, hence promoting the assumption that tacit information can be captured.

According to Wilson (2002), any knowledge that may be communicated – such as through beliefs, views, paradigms, and/or schemata – is implicit knowledge and not tacit knowledge, as proposed by Nonaka and Takaeuchi (1995 cited by Wilson 2002). Wilson remarks that implicit information can be expressed, despite the fact that it typically cannot. Specifically, Wilson (2002) contends that implicit knowledge is the information that individuals take for granted since they are aware that they possess it. As a result, he contends that it should not be confused with tacit knowledge, which is knowledge that the majority of people are unaware they possess.

Wilson's arguments seem to make a great deal of sense, especially considering that he has used examples to illustrate the confusion that Nonaka and Takeuchi (1995, cited by Wilson 2002) introduced into the knowledge literature by not using the correct term for the type of knowledge they were describing.

If Wilson’s (2002) observations are accurate (and I am confident that they are), it would appear that confusion between tacit and implicit knowledge is widespread. A cursory examination of the literature indicates, for instance, that tacit and implicit knowledge are used interchangeably.


Where is the line between an information system and a knowledge management system?, Galandere-Zile, I., and Vinogradova, V. (2004). Managing Global Transitions, vol. 3, no.2, pp. 179-196.

Goldkuhl, G., and Braf, E. (2001). "Contextual knowledge analysis – understanding knowledge and its relations to action and communication." The 2nd European Conference on Knowledge Management.

Conducting a knowledge assessment. Green Chameleon and Straits Knowledge.

The lifetime of knowledge, Lenci, A. In C Huang, N Calzolari, and A Gangemi, Ontology and Lexicon: A Perspective on Natural Language Processing, Cambridge: Cambridge University Press, pages 289-305.

Wither agricultural DSS?

Rinkus, S., Johnson-Throop, K.A & Zhang, J 2003, ‘Designing a knowledge management system for distributed activities: a human-centred approach’, AMIA Annual Symposium Proceedings, pp. 559-562.

Wilson, T.D 2002, ‘The nonsense of ‘knowledge management’’, Information Research, vol.8, no.1,  Web.

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Corona Beer In The Global Markets College Essay Help Service


Although Heineken is the most recognizable beer brand in the world, Corona is Heineken's closest competition in the exporting beer sector. Corona beer is simple and extensively consumed during home barbecues, beach parties, and picnics in Mexico. In 2006 and 2007, the beer surpassed Heineken in popularity in Mexico. Its sales are ranked fourth worldwide. Its breweries are listed in the top 10 worldwide. In the present beer industry, marketing plays a crucial part in maximizing beer sales. Grupo Modelo, as a participant in this industry, must evaluate a variety of competitive strategies in order to surpass its principal competitors, FEMSA and InBev.

Identify and discuss the global beer market trends

The usage of beer originated in the fourteenth century. Since that time, the global beer market has followed a distinct pattern. Initially, the majority of the industry was done at the nation's borders. Industry was predominantly localized. However, the last two decades, beginning in the 1990s, have experienced a significant industry transformation. This revolution has focused on the expansion of the sector outside national borders. It was first observed in North America and Western Europe. Other nations in Latin America, Eastern Europe, and Asia followed this pattern by extending their businesses internationally. This tendency has gradually spread to other nations; in 1998, the 10 largest brewers held a 34% part of the worldwide beer industry, however in 2008, their market share had increased to 59%.

In 2008, firm acquisitions sparked a revolutionary shift in the worldwide marketplace. Heineken acquired Newcastle, Carlsberg acquired Scottish, and InBev acquired Anheuser-Busch. The industry has observed significant trends. Initially, the growth rate has accelerated in recent years. A five-year examination of the growth rate reveals a 3.5% increase in revenues. This growth has primarily occurred in the world's largest beer market, China, as well as Eastern Europe and Africa. Significant mergers and acquisitions have decreased the number of leading brewers from ten to four: SABMiller, Carlsberg, which accounts for half of the global sales and three-quarters of the global profit, Heineken, and Anheuser-Busch. Another trend is the increase in sales of premium brands. Aware of authenticity, consumers are purchasing premium products at a higher rate than other brands. Marketing has increased globally. This has increased the number of young individuals exposed to top beer knowledge, leading to an increase in the number of young alcohol consumers in the sector. Concerns about health have motivated a significant portion of the market to purchase premium products. People are focusing on beers that are more polished and do not offer health risks.

Discuss how Modelo's international expansion was made feasible through strong collaborations with seasoned local distributors.

Modelo's brewing operations began in 1925. Initially, their approach was centered on the Mexican market and surrounding regions. In 1979, Modelo made its first international expansion effort. This was an attempt to penetrate the United States through the beer industry. It entered the United States market with its best-selling brand, Corona. In its entrance, the company utilized a combined distillery. This distillery was acquired by Barton Beers Ltd. The move was a shrewd strategy that contributed to the company's successful entry into the American market. On the US market, Barton beer was well-known. In addition, Barton Beers' extensive marketing expertise was made possible by their extensive experience. The business was well-known in more than 20 states in the United States. The corporation imitated Corona’s “Fun in the sun” slogan in the United States, which led to additional popularity.

Corona partnered with Anheuser Busch to sign a pact that was mutually advantageous for both firms. The conditions of the arrangement were extremely advantageous for both parties. Modelo became the only exporter and importer of Busch beers in Mexico. Anheuser-Busch received the opportunity to make beer for the Mexican market through Los Angeles, Texas, California, and Texas-based companies. This well-considered plan led to definite sales. By 1997, the company's sales in the United States had increased, and it had become the market leader in beer importation. Therefore, its partner brewers in the United States rose to the top 10. Additionally, Modelo Company gained greatly from its agreements with NAFTA. This partnership allowed the corporation to get off to a solid start in North America while simultaneously penetrating the Mexican market. The NAFTA cooperation allowed Modelo to become exempt from regional trade barriers.

Identify and discuss the next overseas market Modelo should enter, as well as the entry strategy it should employ.

Corona’s plan for entering the United States was meticulously crafted and allowed the brand to soar to the top of the Mexican-American beer industry. Additionally, the corporation rose to fourth place in worldwide beer sales. As with any other business, the organization encountered obstacles. The corporation had successfully captured a significant portion of the U.S. market through effective marketing. On the other hand, the corporation faced competition from its rivals. In order to compete on the U.S. market, competitors upped their marketing and sales budgets. Consequently, Corona sales began to decline in the United States. A merger with industry titans such as Coors, Heineken, and InBev might help Corona reverse its decreasing trend on the US market and propel it back to the top.

Modelo teamed with Anheuser-Busch in 2006 to penetrate the Chinese market. This was a strategic decision because China provides a substantial portion of the global market. However, it would be more prudent to focus on strategy than on which country to enter. The strategy should be to collaborate with companies who have already established customer loyalty in the countries being targeted, as opposed to the current strategy of collaborating with import corporations.

Diversification of products can be a highly effective business strategy. Similar to its competitors, such as Budweiser, the corporation should focus more of its efforts on developing additional malt beverage brands to expand its market share. As a worldwide corporation, innovation must be heavily targeted in regions where beer consumption is on the rise, such as China, India, Eastern Europe, and Africa. The existing brands should be updated to be country-specific. Each country has unique demands and preferences, and brands should be tailored to be more country-specific. Additionally, Modelo produces Pacifica Clara and Negra Modelo. These two other beers have superior flavor to Corona. However, Pacifica Clara and Negra Modelo are promoted and marketed less than Corona. To raise its revenue on overseas markets, the corporation can increase its promotion of these other brands. On the other hand, increasing its advertising through radio, satellite, and the Internet can be a highly effective strategy for increasing sales. Innovative slogans other than the well-known "fun in the sun" might increase the effectiveness of advertising on foreign markets such as the United States.

Moreover, reaching the undiscovered Cambodian market will play a significant role in building a market for the organization. The most effective plan for conquering the Cambodian market will be to form a cooperation with companies that have already established a foothold in the Cambodian beer industry, such as Cambodia Brewery Cam brew.

Discuss the issues posed by InBev to Modelo and how the company could respond strategically to the industry titan.

Modelo is currently the best. How the company will preserve its leading position becomes the greatest difficulty. Even though the company has utilized advertising well, competitors have increased their advertising budgets. A crucial tactic that Modelo can employ to compete with InBev is an acquisition strategy. To expand, the corporation needs purchase lesser competitors in its field. This plan will assist the organization in increasing its revenue and retaining its market leadership position. Additionally, the corporation faces a significant difficulty with its image. Given that the corporation is Mexican, many people identify it with the unrest and volatility of its own country. Initiating a PR campaign is a critical approach that can assist the organization in addressing its image problem. A PR strategy will assist the company in identifying the source of the problem and developing a successful education campaign to transform its negative image into a positive one.

Discuss if Modelo should diversify its company, what kind of businesses it should enter, and why.

Diversification will significantly increase Modelo's sales. Its competitors have initiated a diversification strategy by introducing new flavors to their existing brands. By diversifying, the Company will oppose the strategies of its competitors. As a worldwide firm, however, diversification will play a significant part in the creation of country-specific brands. Brands that are suited to the specific demands of the country will assist in gaining a larger share of the international market. Also, package diversity can be useful in addressing the image difficulty in overseas nations.

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CSR Advantages And Disadvantages In Business College Essay Help Service

Table of Contents Summary Introduction Corporate Social Responsibility and Sustainable Development The benefits of CSR Standards Negative Aspects of CSR Standards Critical Evaluation Implications Based on Practice Conclusion References


Corporate social responsibility is a chance for businesses to enhance their operations, encourage their employees, and attract new customers. It comprises of specific norms and regulations known as CSR standards that can be created by reputable international organizations such as the International Organization for Standardization or the United Nations. In this paper, CSR and its standards will be defined, followed by a review of their primary advantages and downsides. The implementation of ISO 2600 or UNGC may elicit a range of good and negative responses from employees of small and large businesses around the world.


Today, businesses must adhere to a variety of standards, regulations, and laws and develop plans in order to provide services or products, remain competitive, and take advantage of available opportunities. Corporate social responsibility (CSR) is a vital aspect of any organization that generates debates and discussions on multiple levels. CSR remains, from a global viewpoint and despite the current uncertainty, a good investment topic for many companies.

According to Chernev and Blair (2015), corporate social responsibility is a tool that improves an organization's reputation and encourages customer cooperation. It is, on the one hand, a policy for integrating into the established business model. CSR is a sort of self-regulation that can be fostered either voluntarily or mandatorily. Despite business views towards CSR, firms continue to adhere to norms and requirements.

CSR is comprised of several standards that must be developed or have been established by specialized organizations. A CSR standard is a tool that is prearranged inside the framework for sustainable development and is characterized by such concepts as accountability, transparency, ethical behavior, and respect for stakeholder interest/the rule of law/international norms of behavior/human rights (Idowu, Dragu, Tiron-Tudor, & Farcas, 2016, p. 138).

It seeks to outline the principles and methods by which organizations must develop their conduct and recognize all environmental and social concerns. Nonetheless, it is vital to differentiate between regular codes of conduct that can be produced by the company that will employ them and standards provided by third parties and imposed on organizations in accordance with existing international laws.

There is no single classification method that can be used to organize CSR standards. For instance, Painter-Morland and Bos (as cited in McDonald, 2015) classify standards into three main categories: principle-based (human rights or environmental principles are used as guidelines), reporting-based (performance based on global issues), and certification-based (audits to determine a company's performance based on third-party certifications). This list is not exhaustive and may include process-based or outcome-based standards, depending on the tasks organizations wish to accomplish (Camilleri, 2015).

This essay will focus on two types of CSR standards, process-based (ISO 26000) and principle-based (the United Nations Global Compact), their advantages and limitations, and their practice-based consequences for different business organizations.

Corporate Social Responsibility and Sustainable Development

It should not matter what industry a firm is in if it decides to build a CSR strategy and utilize available chances. In one of the Forbes pieces, chief sustainability officer Dave Stangis concedes that for CSR programs to be successful, they must combine key business aims and the strategy such that it makes intuitive sense (Ludema & Johnson, 2018). Another essential method for sustainable development is maintaining relationships with communities and learning from their experiences (Ludema & Johnson, 2018).

The objective of CSR is to establish a climate in which businesses may display respect for and recognition of society's role in their success, as well as the opportunity to profit from the community's resources. The advantages of utilizing CSR in business include the strategic management of stakeholders, the identification of ethical and moral components, and the formation of obligations that can assist in regulating the actions and behaviors of persons and organizations (Bhinekawati, 2017). In the present corporate environment, organizations can choose CRS norms and criteria voluntarily, which eliminates the possibility of comparing the accomplishments of different companies within the same framework.

There is no precise explanation of what CSR is and why businesses must adhere to its guidelines. Numerous CEOs deem it essential to manage their work in accordance with CSR methods and to contribute to a beneficial societal influence. CSR becomes a competitive concept when businesses are able to engage in culturally competent discussions with current and potential clientele (Moodie, 2015). The likelihood of a significant increase in the number of CSR standards demonstrates the expansion of social concerns, human rights, and environmental issues that must be acknowledged by contemporary organizations.

The benefits of CSR Standards

Numerous contemporary corporate organizations concur that CSR standards have a favorable impact on their performance and growth. The ability to attract and retain people is one of the most prevalent instances of how CSR guidelines may benefit businesses (Murray, 2018). 75% of 1,000 individuals choose to work for companies with excellent CSR procedures, and 83% remain loyal to the chosen organization despite their goals to tackle social and environmental issues (Murray, 2018). People's rights, as well as environmental and social problems, are appropriately articulated within the framework of standards based on principles.

As a sort of CSR standards, principle-based standards emphasize rules that incorporate a variety of previously stated ideas and concepts to reflect current corporate responsibility concerns. The United Nations Global Compact (UNGC) is among the finest examples of CSR standards based on principles. It comprises of ten fundamental ideas that may be easily adopted into the goals and policies of businesses worldwide (UN Global Compact, 2018). There are four major classifications:

Human rights (according to which businesses must defend human rights and never exploit clients); Labour principles (according to which corporations should encourage freedoms and negotiating rights, eradicate all types of forced or child labor, and prohibit employment discrimination); Environment (which mandates that businesses discuss environmental concerns, encourage environmental responsibility, and deploy environmentally friendly technologies); Anti-corruption (according to which business companies should avoid any form of corruption, including bribery and blackmailing).

Process-based principles specify the actions businesses should be prepared to take when deciding to work in a particular environment. Establishing working relationships in society is one of the most important responsibilities of any organization, and a single error can result in unanticipated and unmanageable effects. In 2010, the International Organisation for Standardisation, generally known as ISO, creates guidelines for corporations to operate in a socially responsible manner.

In the same manner as the UNGC principles support human and labor rights, ISO 2600 establishes the requirements for contemporary businesses to recognize the value of accountability, transparency, consumer issues, international conventions, and stakeholder interests (International Organisation for Standardisation, 2010). If businesses wish to develop a positive reputation and work with a large number of individuals, they must adhere to the CSR principles defining ethical standards and respect for all business parties.

Additionally, performance in compliance with CSR standards is characterized by a variety of internal and external advantages. Comparing the performance of competitors affords businesses the opportunity to detect non-financial hazards and implement preventative measures, comprehend the relationship between financial and managerial issues, boost returns, and decrease expenses (Saeidi, Sofian, Saeidi, Saeidi, & Saaeidi, 2015). In addition, the external benefits include the supply of information that can play a significant part in final choices to stakeholders and the promotion of new marketing tactics to improve performance ("The value of corporate social responsibility," 2014).

Individuals that opt for ISO 2600 certification enjoy a strategic advantage and the opportunity to boost their competitiveness and promote a favorable image, with all the relevant rights and concepts recognized (Ajeti, 2016). CSR promotes planning and overcoming risks in organizational management, which is a significant benefit for modern businesses.

Using CRS standards, both process-based and principle-based, provides numerous personal benefits as well. Customers are able to place their trust in businesses and have confidence in the quality of services provided when employees are pleased with their working conditions. The research conducted by Vazeos (2018) demonstrates that more than fifty-five percent of consumers pick products from socially responsible firms.

Increased brand knowledge among employees boosts their motivation and sense of accomplishment, resulting in a 20% rise in firm profitability (Vazeos, 2018). Increased worker morale is a significant factor that contributes to the development of a company's image and the promotion of healthier communities (Arora, 2016). It is difficult for businesses to manage the changing environment or stop recruitment and target allocations; thus, CSR is an opportunity to rely on some guarantees and cultivate brand loyalty (Arora, 2016). CSR, in a nutshell, fosters loyalty, assurances, and stability among employees and clients and makes modern businesses competitive and financially viable.

Negative Aspects of CSR Standards

Despite the numerous positive features of CSR requirements, businesses must recognize that being socially responsible is not always advantageous. Organizations must exert significant effort to attain the desired outcomes and prioritize generating profits. Occasionally, individuals are unable to recognize the benefits of social responsibility and forget their direct duty as employees, but become active in CSR projects. Milton Friedman, a renowned economist, is one of the most ardent opponents of CSR norms, believing that social issues should never be the primary focus of businesses, but rather a part of how the market system operates (Carroll & Brown, 2018).

Therefore, the downside of CSR requirements is that they are imposed on businesses at the expense of their actual duties and responsibilities. Friedman permits the solution of social and environmental issues until they can be identified as community investments in financial activities (Calton, 2018). Nonetheless, it should not be a priority for those in the corporate world, but rather a supplemental objective to be attained. Companies must consider society, yet shareholders' needs and anticipated profits cannot be ignored.

Another disadvantage of CSR guidelines is that they are incompatible with all industries and businesses. For instance, the automobile sector necessitates the development of air-polluting vehicles. Volkswagen's reluctance to push pollution control or emphasis on environmentally friendly vehicles demonstrates that CSR requirements do not play a key part in becoming the world's leading automobile manufacturer (Dans, 2015).

Despite the fact that automobiles pollute the environment and degrade the quality of the air, many people continue to use various vehicles to save time, enjoy comfort, and keep up with the times. Companies in the tobacco sector either adhere to CSR norms or do not. People who are aware of the negative effects of cigarettes on human health and the environment smoke, use other tobacco products, and believe they can maintain their social responsibility if they do it in designated areas.

Lastly, the need to adhere to CSR guidelines results in additional costs and higher prices for services and products. Both principle-based and process-based standards necessitate unforeseen expenses and audits. Companies must hide their activities or even employ additional specialists in order to comply with standards and monitor organizational behaviors and managers' interests (Lin, Chang, & Dang, 2015). People can easily lose interest in performing their jobs well if the number of expenses incurred does not equal the number of advantages achieved. Companies may consider various ways to compensate their losses, such as reducing wages or increasing pricing, which could result in dissatisfied employees and customers searching for cheaper alternatives.

Critical Evaluation

The necessity of implementing CSR guidelines is related with both positive and negative elements for businesses and society. For instance, many businesses find it important to implement ISO 26000 or UNGC requirements. Compared to ISO 2600, where the authors devote particular attention to themes such as human rights, labour, environment, economics, consumers, and community development, the UNGC authors present little information about community and consumer issues (Gradert & Engel, 2015).

However, the removal of this description does not significantly reduce the number of users. Some businesses consider it customary to just discuss human rights, employment, and the environment, saving time for their own financial or organizational problems. Balcerowicz (as mentioned in Ksiak, 2016) concedes that regardless of the chosen standards, businesses must demonstrate that they are socially responsible and have the necessary social license to continue offering their products and services. In this instance, the benefit of ISO 26000 and UNGC standards for businesses is the acceptance of local communities to introduce new brand representations and to have clear contexts for service/product development.

Society can benefit from CSR norms and the enhancement of product and service quality. According to Mullerat (quoted in Ksiak, 2016), the decision to adhere to ISO 2600 or UNGC enables the elimination of flaws and the reduction of complaints. Any business, regardless of size, that has the opportunity to achieve specific enhancements and favorable outcomes must take use of it.

In turn, society is afforded the opportunity to study a model of well-organized services and ideas and may elect to adopt it in their daily lives. (Ksiak, 2016) A company's success is a community's success in terms of hiring more people, changing prices, and establishing favorable conditions. Free training and presentations, master classes for the population, and direct communication between a firm and a client encourage individuals to purchase a company's products or services with confidence in their quality and suitability.

In addition to Friedman, who typically criticizes CSR and its application by modern businesses, a number of other researchers exhibit a negative or, at the very least, circumspect approach regarding CSR guidelines created by ISO or the United Nations. Ksiak (2016) emphasizes the possibility of organizational hypocrisy. Today, it is simple to create the appearance of adhering to CSR guidelines by making a variety of emphatic remarks about the significance of environmental protection, human rights, and employment equity. However, even the most observant clients may be deceived and confused by the public relations campaigns and special discount events provided.

Implications Based on Practice

There are numerous applications of CSR guidelines in practice. The primary objective is to ensure that leaders and managers understand the fundamentals of human rights, environmental protection, and work circumstances and adhere to the rules created by renowned international organizations. It is possible to discover information about the Organisation for Economic Co-operation and Development, the International Organization for Standardization, and the United Nations, as well as their standards for various businesses and commercial activities (Gradert & Engel, 2015).

Then, it is anticipated to compare the desired outcomes of the selected standards and, eventually, to select a single source for a firm to rely on in order to become socially responsible.

Adventure Tours Australia: International Marketing Plan College Essay Help Service

Executive synopsis

The marketing plan pertains to Adventure Tours Australia, an Australian travel company. The company is preparing to enter the worldwide market by launching a new trip package. The new vacation product includes visits to numerous Egyptian destinations. During a situational analysis, the company's history and mission statement are identified. In addition, the firm's financial and nonfinancial objectives are specified. In a SWOT analysis, the firm's strengths, weaknesses, opportunities, and threats are identified. In addition to analyzing the tourism industry and the internal and external elements that may impact the new product, the situational analysis includes an examination of the tourism industry. In addition, the marketing strategy is assessed in light of criteria such as the target market, market segmentation, and positioning. The target market is comprised of both individual and institutional consumers. When segmenting the market, numerous aspects are considered. These variables consist of behavioral, psychographic, and demographic factors. In addition, the marketing objectives for the introduction of the new products are determined. Consideration is given to a range of marketing mix techniques relating to product, price, promotion, and distribution in order to effectively launch the new travel package on the market. In addition, an action plan outlining the numerous tasks that will be undertaken to ensure the successful launch of the product is developed. In addition, a promotion budget is developed that estimates the costs the company would expend to increase product awareness in the marketplace.

Situational Analysis

Company description

Adventure Tours Australia is a company operating within the Australian tourism sector. The company was founded in 1993 and is headquartered in Norwood, South Australia. The company organizes nature-based vacation for small groups of energetic travelers. Active travel includes a variety of activities, including ecotourism, adventure, and cultural exploration. The company's tour operations are done in all Australian areas. Additionally, the company has opened offices in Germany and the United Kingdom. The company operates in Victoria, Tasmania, South Australia, the Northern Territory, Queensland, New South Wales, and Western Australia. The company has eight operational hubs and a broad network of offices in Australia, enabling it to undertake more efficient marketing for its services. It employs 230 human resources personnel. The company serves an annual average of 100,000 foreign consumers. Over the years, the company has been able to position itself as Australia's premier tour and travel agency. In addition, the company provides a variety of travel services ('Company profile', paragraphs 1-3).

The company's management plans to develop its tourism-related trip packages by entering the international market. When entering the worldwide market, the company's management incorporates both active and passive tourism. Passive tourism is tourism that focuses primarily on relaxation and minimally on active pursuits. Additionally, the management plans to include soft adventure into its foreign market activities. Soft adventure is strongly related to passive tourism. Soft adventure is a tourist product that mostly involves planning vacations to various countries as part of a new experience, learning about other cultures and natural beauties. Soft adventure requires minimal skill yet provides a high amount of psychological fulfillment (Hague Para. 1). Egypt is the country of destination that the company's management has considered.

Mission statement

The administration of Adventure Tours Australia is dedicated to ensuring that customers receive excellent value for their money. This is accomplished through delivering a high-quality, enjoyable, and memorable experience to clients at an affordable price.

The management is also dedicated to fostering positive relationships between the company, its employees, and its business partners.


Financial goals

The company's management seeks to enhance the company's financial stability. This will allow them to acquire the necessary facilities to deliver its tourism products to domestic and international clients more efficiently. This will allow the company to achieve its profit maximization target.

Non financial aims

The management of the organization is committed to fostering client loyalty. This is accomplished by ensuring that all of the company's activities are geared toward customer satisfaction and by providing a wide range of consumer groups with satisfactory travel packages. This will be accomplished by expanding its product offerings.

In addition, the management's purpose is to ensure that the company works in a socially responsible manner.

The company's management is also committed to expanding into additional tourism product categories.

SWOT analysis

Strengths Weaknesses Opportunities and dangers

Having been in operation for 16 years, the company has a knowledgeable and skilled human capital. It also offers a comprehensive training program for its tour guides to assure the highest level of customer satisfaction ('Adventure Tours Australia Group', paragraph 7). Financial restrictions. The company lacks sufficient financial resources to acquire all tourism technologies. Increasing globalization rate. More nations are allowing foreign corporations to invest in their economies by opening up their economies. By organizing visits to diverse foreign tourist locations, the company can enhance its market share ('Tourist industry trends', paragraph 3). Increased degree of competition as a result of a rise in the number of enterprises entering the industry as a result of its profitability (Ehmke, Fulton, Akridge, Kathleen & Sally 8).

The company has the resources necessary to efficiently service its clients. Included are skilled guides, camping gear, and well-equipped vehicles. Foreign direct investment has not allowed the company to penetrate numerous countries. There is a high likelihood that operations will become more efficient as a result of the expansion of information technology. Information technology development has led to the creation of electronic commerce, which promotes the tourism sector (Marcus& Werner 1). Reduction in the purchasing power of the consumer. The current economic crisis has caused a change in consumption habits. Consumers are emphasizing the acquisition of needs (Master Para. 3).

A successful distribution strategy. The company has an extensive network of offices in Australia. This allows a huge number of clients access to the company's trip packages.

As a measure to boost economic expansion, the government is pushing more tourism industry investment. Political instability can have a negative effect on the company's operations, as tourism is highly influenced by the political atmosphere.

The company offers a variety of tourism options to small groups of active travelers.

Existing businesses such as Horizon Travel present competition.

Industry analysis

Over the past two decades, the Australian tourism industry has experienced explosive expansion. This has resulted in its contribution to the economic progress of the nation. During fiscal years 2002-2003, the industry contributed 4.2% to Australia's gross domestic product (GDP). The Australian tourism business is growing increasingly competitive at present. More local companies are entering the international market by offering travel packages that incorporate adventure into overseas travel. This is the result of increased customer demand. The majority of Australians integrate tourism into their lifestyles. This is a result of Australia's economic growth ('Tourism in Australia' 15).

There is a significant likelihood of the company's success on the Egyptian market if it offers vacation packages to active travelers. This is due to a combination of circumstances.

For example, Egypt is a good travel destination for active travelers. Due to the fact that there are several things active travelers can learn, this is the case. For example, Egypt has a culture with profound roots that extends back many years (Dunn Para. 8).

Egypt's political atmosphere is relatively stable compared to those of other Middle Eastern nations. This is due to the fact that the government has created a policy to promote economic growth by ensuring political stability in the country. The government has also created rules that encourage foreign investment in the country's tourism sector. Egypt's infrastructure is highly developed, which boosts tourism. In addition, the government is expanding the infrastructural network in order to develop the tourism attraction sites located in desert areas ('Privileges of tourism investment in Egypt' Paragraphs 2-4).

Active tourism requires a comprehensive understanding of the trip destination. This is owing to the fact that travelers want in-depth knowledge of a variety of topics pertaining to their travel destination, which increases customer satisfaction. These concerns have to do with culture, religion, history, and biodiversity. Those who partake in cultural tourism as part of active tourism, for instance, require a high level of mental enrichment. To be able to achieve these requirements, the travel agency must satisfactorily answer consumers' questions. Adventure Tours Australia employs qualified and skilled tour guides to guarantee customer satisfaction.

Marketing Strategy

To successfully launch a new product to the market, it is essential to design a complete marketing plan that takes into account the target market, market segment, and product positioning. (1)

Target market

When releasing the new travel product package, management did a market analysis to evaluate the level of client demand diversity. The company's management has targeted both institutional and individual clients. Institutional clients include companies who organize annual trips for their employees as an employee incentive tactic. Institutional clients also include businesses that organize executive travel to international business conferences. In addition to universities and other higher institutions, the management considers educational institutions to be institutional customers. This is owing to the fact that these educational institutions organize excursions for the purpose of educating students on a variety of topics. Individual clients targeted, on the other hand, include families who have incorporated tourism into their consumption.

Market segmentation

Management has incorporated four kinds of market segmentation criteria in order to effectively provide the new tourism experience-based product. These variables include demographic, regional, psychographic, and behavioral characteristics ('Market Segmentation', Paragraph 1). Considered demographic characteristics include an individual's income, family size, occupation, religion, and level of education. The management determined through consumer market research that the level of income has a significant impact on consumers' purchasing habits. In addition, people are altering their lifestyles and becoming more appreciative of tourism products. Consumers' selection of vacation destinations is also influenced by their degree of education. The management determined, for instance, that consumers with a high degree of education are more inclined to value trip packages that result in improved mental enrichment.

Considered psychographic variables include values, interests, and attitudes. Because individual and institutional customers have diverse interests, attitudes, and values based on their socioeconomic class, personality, and way of life, these aspects were evaluated.

The nature of the users has been added as a behavioural element in the segmentation of the market. Individual clients, such as families, purchase tourist items such as travel mostly on special events and holidays, as determined by management. Institutional clients, on the other hand, have a well-developed plan for their tours.

To accommodate client demand for travel, management has designed a new trip package that encompasses multiple geographical regions.


Positioning is mostly utilized as a communication tactic in the tourism business (Harsha Para. 1).

The company's management has implemented an efficient positioning strategy for its tourism items. The strategy comprises providing diverse customer groups with high-quality, experience-based travel products for its numerous tourism destinations. Positioning is further strengthened by its pricing strategy. This has allowed the company to establish a great reputation in the minds of its customers. By combining experience-based tour products, the management is able to evoke in the minds of clients pictures of excellent travel places. Customers' perceptions of a high level of satisfaction enable the company to distinguish its new travel product from those of its competitors.

Marketing purposes

In entering the foreign market through the introduction of a new travel product, management hopes to accomplish a number of goals. Included are the following.

Within one year, raise the firm's sales revenue by a margin of 40 percent. Within one year following the introduction of the new tourism product, raise the company's market share by a margin of 25 percent. Increase consumer and institutional awareness of the new tourism product and its comparative competitive advantage over other tourism products. On both domestic and international markets, product awareness efforts will be conducted. The management hopes to raise the size of the company's customer base by 20% during the next year.

Marketing mix

The management has developed thorough marketing mix plans to ensure the successful introduction of the product.


Active and passive tourism will be incorporated into the new trip package. This will make it appealing to a wide range of buyers. The package will include travel to a variety of Egyptian tourist destinations, including Cairo, Alexandria, the Nile River, and temples. The vacation package will include the Egyptian Museum in Cairo, which is home to an extensive collection of antiquities and artifacts. Customers will be able to see all 107 halls of the Egyptian Museum, including the Tutankhamun Gallery, the museum's most popular attraction (Egyptian Museums' Paragraphs 3-5).

It will also comprise viewing the different pyramids located near the Nile in Egypt. The administration of the company has included the most popular pyramids in the tour package, including those at Giza and the Sphinx. In addition, the travel package will include a tour of the 62 tombs of Egyptian pharaohs in "the valley of the kings." Consider Alexandria's Roman Amphitheatre, Pompey's Pillar, the national museum, and Farouk's palace as potential tourist attractions. Individual and institutional clients will be addressed by the active travel package to these destinations.

To combine soft adventure, the company's management has designed a package that provides consumers the opportunity to select the activities they prefer, such as Nile River sightseeing by canoe, rafting, diving, and camel trekking.

Pricing technique

The firm's management determined from consumer market research that consumers are price sensitive and desire utility maximisation (Watson 3). To ensure that the new tourism product is successfully introduced to the market, the company's management has implemented a competitive pricing strategy. This is accomplished by incorporating the penetration pricing technique (Kyle Para. 1). This will necessitate establishing a pricing for the vacation package that is relatively lower than that of rival companies. A competitor market research will be conducted to establish the competitors pricing strategy. Penetration pricing strategy will ensure that the firm attracts a large number

Criminal Justice Workplace Observation College Essay Help Service

Currently, organizations encounter a variety of managerial issues. Ineffective leadership is one of the fundamental limitations facing the majority of organizations. The tendency is discernible across all institutions, including those involved with criminal justice. As a previous employee of a criminal justice agency, I have encountered a range of problems. Ideally, multiple aspects influence the operational atmosphere of a criminal agency. Some of these elements include organizational factor and dynamic factors (Griffin & Moorehead, 2012). Leadership in a criminal justice institution has profound effects on employee conduct. Consequently, these manipulations also impact employee integration and socialization. In my previous organization, the highlighted components played a crucial role. This pertains mostly to the overall performance of the organization. Evidently, various factors influence the efficiency and effectiveness of teams. Consequently, it is essential to examine some of these unique aspects. This paper examines crucial factors that affect the well-being of criminal justice organizations. In addition, it offers essential insights regarding the best practices. The management must consider a number of these best practices for the effective mitigation of negative effects.

My prior organization's leadership style appeared to have influenced everything. Upper management's approach of bureaucratic leadership had detrimental effects on all employees. The decision-making processes occurred at the highest level (Kania & Davis, 2011). These endeavors lacked employee engagement and active participation. It is essential to note that no agents were satisfied with this management and leadership system. The leadership strategy affects multiple other organizational domain categories. The management, for instance, created an inadequate corporate culture. The majority of regulatory frameworks were authoritarian and autocratic. Furthermore, the laws were indifferent to employee welfare. Observably, protection for minority or disadvantaged groups was low. Without sufficient guidelines, field activities were performed. This caused the majority of agents to perish. These negative effects seeped down to the lower levels of implementation over time.

Leadership that is transformative guarantees that people are valued and included in all decision-making processes. Consequently, this is also visible in the application of fundamental strategic management ideas (Stojkovic, Kalinich & Klofas, 2012). The agency for criminal justice failed to recognize that employees are the most important internal stakeholders. In addition, the company avoided external influence and directives from other possible stakeholders. Community groups are additional vital stakeholders who may provide essential guidance to all organizations. In the case of my organization, however, external stakeholders were completely marginalized.

This egregious oversight undermined community policing activities. As a result, the agency failed to stem the rising rate of criminal activity in society. Instead, leaders emphasized bureaucratic structures. This behavior continues to impair the effectiveness of the organization and the well-being of its employees. The agency's ability to achieve its goals was hampered by a deficiency of cooperation and connections with other similar organizations. It is obvious that multisector activity increases operations' ownership. Aside from this, such alliances may strengthen measures to increase capability. Knowledge transfer and the exchange of experiences are transforming factors. This is because they contribute to the expansion of people' abilities. These qualities also apply to the entire organization (Griffin & Moorehead, 2012). However, the agency lacked the initiative to form such beneficial partnerships. Insightful lessons can be drawn from these examples. For illustration purposes, it is essential to note that inadequate leadership impacts every part of a business.

To revitalize their performance, every management must incorporate novelty and innovation into their operations. Regarding my organizations, the competent authorities must take a number of factors into account (Kania & Davis, 2011). These programs must concentrate on empowering all parties involved. For example, all stakeholders must be involved in initiative decision-making. A shift toward inventive and revolutionary leadership will enable the administration to achieve extraordinary performance standards. Employees must have autonomy and be motivated. In addition, these must be accompanied by appropriate and comprehensive regulatory frameworks. Moreover, systems must be transparent. This necessitates that all communication and feedback procedures be spelled out in detail.

The effectiveness of an organization is determined by its culture. It also ensures that all employees are adequately satisfied. Therefore, the management must involve all employees and stakeholders in the formation and defining of an active organizational culture. Urgent action is required to rebrand the agency's mission, vision, and strategic policy statement. Therefore, management must advocate for it (Griffin & Moorehead, 2012). There must be interventions designed to garner the interest and participation of external community groups. Among these are the building blocks of corporate social responsibility programs. These can be accomplished through the development of constructive sporting and competition events, sponsorship, and civic education.

The management is tasked with transformative duties centered on achieving a high degree of performance and efficacy. Effective leadership requires capacity building and employee orientation. Moreover, efficient communication and feedback systems are essential elements of transformation. The department of human resources must aim to design competitive programs that promote employee well-being. These factors must be given top importance if the organization is to achieve satisfactory results.


Griffin, R. W., and G. Moorehead (2012). Organizational behavior: people and organization management South-Western/Cengage Learning, Mason, Ohio.

Kania, R. R. E., & Davis, R. P. (2011). Managing Criminal Justice Organizations: A Theory and Practice Introduction. Burlington: Elsevier Science.

Stojkovic, S., Kalinich, D. B., & Klofas, J. (2012). Administration and management of criminal justice institutions Belmont, California: Cengage Learning & Wadsworth

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Kaffeine: Coffee Business Analysis In Nepal College Essay Help Service


It is acceptable to assert that the Kaffeine case involves a number of significant concerns that must be addressed. If they wish to maintain a profitable company over the long run, entrepreneurs must consider a variety of factors. Both their internal and external business environments provide a number of hazards that may result in subpar performance. On the other hand, the given circumstances present prospects that can serve as a solid foundation for the development of the Kaffeine business. Therefore, it may be prudent to do an in-depth examination of the company's business position in order to determine whether establishing the company is an appropriate action or not. In this paper, the SWOT and Porter's five forces analyses will be applied to address the concerns of location, target market, initial investment, and pricing strategy, as well as make recommendations for the company.

Description of the Organization

Ajay Shrestha, Nishant Pradhan, and Mahendra Gurung decided to establish a coffee company in Nepal in 2013. They intended to acquire the vacant one-story building in the busiest thoroughfare in Kathmandu, the nation's capital. The young entrepreneurs had an ambitious plan to establish a vast chain of cafés under the name Kaffeine. Each team member had exceptional knowledge of how to start a business in Nepal, as well as significant connections that would contribute to Kaffeine's success. Nevertheless, despite the city's rapidly expanding economy and rising demand for coffee, the team had numerous factors to evaluate and analyze in order to demonstrate significant future performance.

The Major Issue

Despite the fact that the business climate may provide the company with a variety of benefits, there were significant risks that could lead to significant issues. Beginning with the selection of a suitable target market and bean supply and ending with the initial expenditure, each of the aforementioned might be viewed as a potential impediment. The entrepreneurs intended to enter a highly competitive market with significant entry barriers, a risky decision in and of itself. Nonetheless, the team's experience and other favorable variables may be a necessary condition for high profit margins. Consequently, the primary challenge may consist of doing a thorough market analysis to identify all existing and potential hazards, as well as correlating investments with the company's requirements.

SWOT Analysis

It may be asserted that the selection regarding how a business environment will be examined is highly significant. Numerous academics have maintained that the SWOT analysis is still relevant and is not out of date (Phadermrodab et al., 2019; Buyukozkan & Ilicak, 2019). The SWOT analysis identifies many potential obstacles to business operations, as well as their strengths and opportunities. Therefore, it may be reasonable to do this analysis within the context of Kaffeine and its founders.

The knowledge and experience of Shrestha, Pradhan, and Gurung is one of the most crucial characteristics of Kaffeine. This experience could lead to the avoidance of a multitude of issues that young entrepreneurs encounter during their initial business endeavors (HWY Pro, 2017). In addition, the team possesses a number of crucial connections that could facilitate the company's early development. The location of the premises is also a benefit; Kaffeine will be located one block away from Durbar Marg, one of the busiest streets in Kathmandu.

It should also be noted that Nepal's mountainous geography facilitates the production of premium coffee beans. Nepal's special high-altitude environment is ideal for the harvesting of these beans. Although the quality may vary greatly among Nepalese coffee growers, the issue could be resolved via careful selection and examination. Cooperation with domestic farmers would result in lower prices for the product when compared to imported and branded alternatives.

Nonetheless, the framework of business processes contains a number of significant flaws. The biggest one is the country's sluggish economic growth, which can lead to unpredictable domestic demand and several difficulties for entrepreneurs, such as excessive taxation. The other concern of the same nature is subsistence farming, which poses a significant obstacle to the cultivation of coffee beans. In addition, there is a dearth of finance and inadequate electricity in the country. It should be noted that the latter issue can be resolved by acquiring a pricey generator, which does not appear to be a significant issue. The business owners are prepared to make a substantial investment of Rs4,800,000 to meet the costs.

Additionally, Kaffeine has a lot of options with considerable expansion potential. Nepal's location between two major economies – China and India – may account for its consistent coffee exports. Therefore, the team might explore the possibility of profitable international redistribution of coffee. Furthermore, local demand for coffee in Nepal has increased significantly since 2008. Such an opportunity could inspire the entrepreneurs with faith that their business will generate substantial profit margins in the long run. When Kaffeine becomes a full-scale and well-known chain in the future, they may even import some branded coffee. However, initially, the second step appears wrong because it would require an excessive amount of useless investments. It might be argued that Kaffeine has numerous prospects that allow for further expansion.

The young entrepreneurs must also be aware of a few potential risks. Considering that Nepal is placed between India and China, it is evident that a precise level of political tension may occur. India imposed a blockade on Nepal's economy in 1989, for example (Bhattarai, 2015). Such circumstances contributed to a wide range of difficulties, from industrial to social. This had a severe impact on Nepalese entrepreneurship and inhibited the formation of many businesses.

Then, the Nepalese coffee market may be described as highly competitive. Additionally, there are four established coffee shops in the area that are Kaffeine's principal competitors. Among them is the well-known and famous Himalayan Java Coffee brand in Nepal. This company has the strongest market presence and stands out from the competition. Such competition cannot be deemed monopolistic because Himalayan Java Coffee does not often manipulate pricing or utilize its market dominance to drive out rivals (Banton, 2019). However, the competition with the latter company will be the most challenging for Kaffeine, particularly in its early phases.

In conclusion, the SWOT analysis suggests that establishing the Kaffeine company would likely result in predominantly favorable outcomes. All the discussed shortcomings and risks may be offset by the fact that, despite Nepal's modest economic growth and difficulties, Kathmandu is an ideal location for businesses. There is also a major player that prevents the market from being defined as perfectly competitive (Hayes, 2019). However, the team's knowledge and experience will also serve to level the playing field.

The Five Forces Analysis of Porter

The examination of Porter's five forces has earned a reputation as an effective tool for evaluating the external influences that influence a company. It is a simple but sufficient technique for assessing a company's competitiveness, taking into account key external environment factors (Mukherjee, 2018). Appropriate analysis leads to the creation of a sustainable and profitable strategy that can serve as the basis for any company's performance. It seems plausible to infer that the cited analysis is a suitable tool for evaluating the external conditions of the Kaffeine company.

Competitive Competition

It is essential to understand how intense the market rivalry is. Since the 2000s, there has been a dramatic increase in the number of coffee entrepreneurs in Nepal (Rauniyar & Burke, 2012). In addition, Himalayan Java Coffee, Kaffeine's most formidable adversary, is one of the company's primary rivals due to the proximity of their cafés. Additionally, it should be noted that there are three additional competitors close to Kaffeine that could be deemed notable actors based on their performance and target market.

Supplier Power

As the company has a multitude of domestic and international suppliers from which to chose, it may be assumed that its supplier power is minimal. Nevertheless, selecting the ideal coffee producer is a crucial concern for Kaffeine. It makes sense not to spend extra money on imported and branded beans when a domestic source may give a high-quality product at a lower price. As quality in Nepal varies substantially, it is essential to select a dependable producer.

Buyer Power

The purchasing power may be judged to be moderate for the following explanations. First, there are competitors to which customers can simply switch when selecting a coffee shop. On the other hand, the outstanding location attracts a large number of clients, thus their flow is likely to remain consistent. In addition, the corporation wanted to attract a diverse clientele, including businesspeople, tourists, and students. Considering Kaffeine's crucial location, representatives from each party will undoubtedly visit the café. All costs associated with marketing and internet presence appear reasonable; attracting and retaining customers is crucial.

Threat of Replacement

The country's culture is marked by the widespread consumption of coffee and tea. As coffee is a niche product in Nepal, the threat of substitutes is negligible (Ethirajan, 2013). It is reasonable to assume that it is difficult to replace or substitute coffee from the Nepalese market. Participating businesses with developed and adequate business strategies have numerous potential to generate substantial profits.

Threat of New Admission

Finally, entrance barriers are relatively high due to intense competition and the need for substantial early investments. In order to enter the Nepalese coffee market, one must overcome numerous dangers and obstacles. It is essential to do in-depth market research, choose a suitable supplier, offer affordable and reasonable prices, and maintain long-term competitiveness. The listed qualities demand large resources and a unique company strategy, both of which are typically difficult for inexperienced and youthful entrepreneurs to develop. As stated previously, this is not a trait of the Kaffeine team that might lead to the determination and application of judgments.


As indicated by the conducted SWOT and Porter's five forces analyses, the young entrepreneurs' decision to establish Kaffeine may be a wise one. However, there are identified problems that must be addressed. Initially, it may be advantageous for the corporation to collaborate with a domestic bean supplier in order to significantly reduce bean expenses. Examining the dependability of a producer may incur additional costs, yet such a course of action looks reasonable in the long run. Even though Kathmandu is a rapidly rising metropolis, a variety of electricity-related issues may arise due to the country's slow economic growth. This might secure the café's uninterrupted and reliable operation.

In addition, Kaffeine must select its primary target market due to the intense competition. It will be extremely tough and costly to compete with a behemoth like Himalayan Java Coffee, which caters to tourists and upper-middle-class consumers (Himalayan Java Coffee, n.d.). Thus, it seems acceptable for Kaffeine to target students and visitors; since tourists frequent the area, there will be enough clients for both Kaffeine and Himalayan Java Coffee. To fulfill the needs of this target audience, the team might create a conducive environment for study and casual chat, which would be its unique selling proposition. It should be noted that targeting businesspeople may not be a viable option because they tend to place a premium on brand recognition, which is costly for Kaffeine. The company's rates may range between Rs150 and Rs200 when working with a domestic provider. If the team follows the latter strategy, the initial investment of Rs4,800,000 appears adequate.


Banton, C. (2019). Monopolies on the market Web. Bhattarai, T. N. (2015). Remembering the Blockade of 1989. Nepali Times. Web. Buyukozkan, G., & Ilicak, O. (2019). Selection of strategic elements for social media based on a SWOT analysis with numerous preference linkages. Kybernetes, 48(3), 451–470. Ethirajan, A. (2013). Nepalese Farmers Reap the Benefits of Coffee Cultivation. The BCC News. Hayes, A., web page (2019). Excellent competition Himalayan Java Coffee Web (n.d.). Arabica Coffee Beans from Nepal. Web. HWY Pro (2017). The significance of business experience. Web. Mukherjee I. (2018) Applying Porter's five force framework to emerging markets – considerations and suggestions Strategic Marketing Issues in Emerging Markets, edited by A. Adhikari (pp. 307–316) Springer. B. Phadermrodab, R. M. Crowdera, and G. B. Wills (2019). Analysis of importance and performance based SWOT analysis. 44(1), 194–203, International Journal of Information Management. Rauniyar, I., & Burke, J. (2012). Nepalese farmers capitalize on the worldwide demand for coffee. The Guardian newspaper. Web.

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Amazon Inc.’s Transaction Processes And Risk Management College Essay Help Service

Table of Contents
Amazon's Personal Information Security Measures Major Transaction Processes of Amazon's Shipping Transactional Process Important Risk Mitigation Controls Conclusions and Suggestions Sources Cited

Amazon is a global online retailer with over 150,6 million mobile users who utilize its E-commerce website to make purchases (Warrier et al. 7). The organization offers all aspects of customer desires, including cloud computing services, website development, and data storage contracts. Initially, in 1994, the company sold books; in 1998, it expanded to include the sale of PC games and music (Warrier et al. 7). Continuous development of the company's web services transformed Amazon into a technology company in addition to an online retailer. In 2006, the company added cloud computing capabilities to its range of web services (Warrier et al. 7). The organization evaluates numerous cultures in various countries to determine customer behavior and perception, so gaining an understanding of consumer thinking. Therefore, the corporation analyzes the obtained or studied data to discover the elements that influence the purchasing power of consumers.

Amazon's Personal Information Security Measures

Amazon's transaction processing system is its greatest distinguishing feature compared to other online retailers. The solution protects clients' data from external assaults and enables fast product purchases. Amazon employs the Secure Sockets Layer (SSL) encryption technology for delivering encrypted client order information or credit card information to its servers (Ivanov 9). The system's specific functions propose products to users based on their previous searches, a data mining technique. These features increase the website's interactivity and consumer satisfaction.

Transactional Operations of Amazon Company

Order placement, contacting Manufacturers, order acknowledgment, product Shipping, and product delivery are Amazon's primary transaction procedures. The buyer who wishes to purchase a certain product from the company's e-commerce website places the order. The supply chain management system is integrated with Amazon Pay and a web service that handles customer product information (Ivanov 12). The information gathered from the company's website is forwarded to a database management system based on Oracle, which gives reliable feedback regarding order tracking and shipping. A customer relationship management system that encrypts order data and credit card information is essential for the delivery shipment system.

Shipping Operational Procedure

When a customer places an order, Amazon sends an email to the vendor immediately after the item is picked. Depending on the customer's information, payment methods, and the amount, the email procedure can occasionally take up to 20 minutes. Amazon provides the seller with comprehensive order information, including the quantity of products sold, pricing, and the company's purchase fee (Muhammad et al. 1235). A vendor must ship the purchased items to the buyer, print the packing slip, and confirm the shipment sequence. In the event of a misunderstanding, Amazon provides the order page where all the information about the purchased products is available for reference.

The seller must print the packing slip including the product's shipping details, rip off the top portion, and attach it to the package. Alternately, the seller can use Amazon's shipping services by clicking the Buy shipping button, entering the package's weight and dimensions, and selecting the optimal shipping option. However, Amazon FBA orders simplify delivery for vendors (Muhammad et al. 1235). In this instance, the business is liable for all shipping procedures. The seller is alerted through email that the product has been sent, and the order page contains transaction details. The service provides additional benefits. For example, a seller might request Amazon FBA shipment services to ship a product from its warehouse through the customers of other online retail organizations, such as eBay. The seller accesses Seller Central by selecting Manage Inventory, selecting the sold goods, and specifying the customer's shipping address and email address from the Create Fulfillment Order page (Muhammad et al. 12237). Shipping costs vary by shipping method and rely on the amount the seller or purchaser is willing to spend. The seller then reviews the shipment information and clicks “Place Order” to finalize the transaction.

Essential Risk Mitigation Controls

Amazon keeps its information systems up-to-date, promoting scalability, security, and efficacy to enhance customer and merchant communication. To prevent product shortages, the corporation maintains an inexhaustible supply. During the epidemic, however, the corporation saw a surge in demand that resulted in price gouging (Tripathi 252). Immediate after the World Health Organization declared Covid-19 a global epidemic, the US Public Interest Research Group discovered that Amazon raised the price of hand sanitizers and face masks by 50%. (Tripathi 252). As a result, Amazon removed almost half a million "high-priced offers" from its e-commerce website to comply with federal price gouging regulations. Amazon expanded its high-demand product inventory to retain customers and preserve shopper confidence.

Conclusions and Suggestions

Internal control focuses on the risk assessment that handles business risks that may pose or threaten the company's financial reporting and compliance growth plan objectives. Amazon's internal controls ensure that everything proceeds as planned and that any potential risk may be efficiently minimized using predetermined procedures. Amazon should set stringent laws to prohibit price-coughing and devise effective measures to combat such instances in emergency situations. In spite of this, the corporation should give a part or page where customers can report possible breaches committed by seller customer service. Amazon should maintain a regular communication flow with its suppliers and sellers in order to forecast the most in-demand items and secure their availability.

Sources Cited

Ivanov, Dmitry. Supply chain viability and the COVID-19 pandemic: A conceptual and formal generalization of the four most important adaptive techniques. International Journal of Production Research, volume 2021, pages 1 to 18.

Muhammad, Marjan, Muhd Rosydi Muhammad, and Khalil Mohammed Khalil. A review of Amazon.com with respect to Shariah-compliant e-commerce transactions. Middle-East Journal of Scientific Research, volume 15.9, issue 9 (2013): 1229-1236.

Companies, COVID-19 and respect for human rights. Business and Human Rights Journal 5.2 (2020): 252-260. Tripathi, Salil.

Warrier, Uma, et al., "Factors that Contribute to Amazon.com's Success as an Online Shopping Platform."

IJTHAP 4.1.2021: pp. 7-17.

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