Battle of Culloden in the Forty-Five

CONCEPT NOTE ON SUPPORT FOR STREET CHILDREN IN KABUL

CONCEPT NOTE ON SUPPORT FOR STREET CHILDREN IN KABUL Background Justification The legacy of decades of war in Afghanistan led to a nationwide breakdown of social and economic structures. Poverty is the main determinant of child labour, many families consider not having other choice but to put their children to work. The United Nations Children’s Fund estimates that 31% of 5-14 years old are engaged in child labour and the net enrollement rate of primary school is just above 50% . Street work is one of the most intensive activity sector. Parents consider a valid solution to resort to it temporarily to face unexpected crisis. This sudden poverty can be the result of national, local or family events, including death and illnesses.†¦show more content†¦In Kabul City, more than half of the population is under 19 and besides the lack of birth registration and proper birth certificates, identity cards or school certificates, there is an endemic family poverty. The increasing number of street working children is due also to the change in family struct ure and high number of orphans; only half of school age children are enrolled in school . After the Taliban’s fall in 2001, the Afghan Government has been working with local communities, non-governmental organizations and international community (UNICEF became a leading partner in the reconstruction of the education sector, a relationship that continues today). Together, they have repaired hundreds of school buildings, provided safe water and sanitation facilities to more than 1,000 others, supplied more than 8,500 tents to house temporary classrooms and airlifted thousands of tons of school supplies into the country . Informal education plays a significant role in the education of street working children (14%), this is mainly due to education provided to them by NGOs in Kabul. When asked for reasons behind their lack of attendance at school and lack of education, child workers ranked their top 3 reasons as follows: necessity to work, high cost of school related expenses and their parents decision not to have the child enrol in school . In response to this situation, BDN proposes to give an opportunity to receive the

Manac Plc free essay sample

The assignment Background information You are the financial director of a large, ficticious company called Manac plc, which produces and sells a range of standard electrical goods. Production and sales take place across a number of countries. The company uses standard costing and absorption costing as part of its approach to strategic management accounting. The Board of Directors is concerned that the company is not meeting its budgeted target profits; the managing director takes the simple view that more sales mean more profits and that the products have not been priced to sell in sufficient numbers. While you are aware that this is a possibility you recognise that the real reason for the lower than expected profits may be more complex. You have therefore decided to conduct a full review of variances to identify those areas which have not met budgeted expectations. Assignment Requirements While this review is underway and to improve the board of directors understanding of the issues involved, you have decided to produce a report to the board of directors which addresses the following 3 topics: i. We will write a custom essay sample on Manac Plc or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page The models and concepts affecting the pricing decisions taken by organisations, critically reflecting upon their usefulness (maximum mark 33%). i. The role of standard costing and variance analysis in management accounting and a critically discussion of the value and limitations of variance analysis as a means of identifying key areas which have contributed to the overall profit figure (maximum mark 33%). iii. The advantages and disadvantages of introducing an Activity Based Costing system to replace the current Absorption Costing system (maximum mark 34%). The report should include critical evaluation of the models and concepts proposed outlining their merits and limitations. You may incorporate logical assumptions with regard to the company and use numerical examples to illustrate the models and concepts that you propose to adopt The University policy on cheating collusion and plagiarism will be applied to this piece of work. Guidance: Students are encouraged to be inquisitive and innovative in their approach as to what should be included in this report the following may be of some use in providing guidance as to what could possibly be included, although this is in no way meant to be prescriptive. The aim of the ssignment is to help you understand how key areas of strategic management accounting are demonstrated in practice by a large, international company. This will include investigating topics from throughout the course linked to the above issues. Some of the principles, concepts ad models will be more relevant to your chosen approach than others and so it is likely that different students will formulate different approaches to the problems. This is n ormal, it is not expected that all of the course content will be used in the analysis, concentrate on that which you feel is most important. As part of your work you might find it helpful to briefly explore the underlying theory behind the key areas of investigation that you identify before applying them to report. With a total of 3,000 words you do not have a lot of room for long introductions so assume you are writing to a sophisticated audience who has a working knowledge of strategic management accounting and is well versed in business theory. Numerical example for illustrative purposes may be of use but should not be the main thrust of the work. If used they should be to provide evidence to support your findings from your other analysis of position and policies. If other sources are used remember to reference everything! Please avoid relying too heavily on descriptive sections reproducing information available from course material or the set text. It is your own logical, evaluation of the situation, the interpretation of course material and presentation, with critical analysis, of a coherent strategic plan that will attract high marks. Marking Guide The learning outcomes for this module assessed by this piece of work are Knowledge 1. Critically evaluate a range of key strategic management accounting models and concepts. . Critically understand of specific analytical skills in key areas within management accounting at local and international level

Analysis Into the Vertical Integration Across the Value Chain of Sony Essay Example

Analysis Into the Vertical Integration Across the Value Chain of Sony Paper â€Å"The greater a firm? s ownership extends over successive stages of the value chain for its product, the greater the degree of vertical integration† (Grant, 2010, pp354). The consumer electronics industry value chain is depicted below: Thus a firm can be said to be vertically integrated if it owns and operates each of these stages of the value chain. The consumer electronics industry has many players who produce goods for purposes such as entertainment, communication and work. There are many determinants of success, including technical innovation, price competitiveness and brand awareness. The degree of integration in the value chain can influence success within the industry. Examples of firms who manage the value chain differently include Apple, who integrates their product design and retailing, but outsources the manufacturing assembly of their products, whereas Dell keeps its product design and assembly in-house, whilst using market contracts for component manufacturing and retailing. This report focuses on the consumer electronics division of Sony, a well-known brand in the industry, whose five different stages of the value chain (same as above chart) is analysed in more depth below. 1. Product Design The first stage of the value chain is Product Design, which Sony keeps in-house. The company emphasises on â€Å"building high-performance, easy-to-use and beautiful products with a distinctive Sony flair† (Sony, 20111). Within the consumer electronics value chain, there are numerous benefits of the vertical integration of product design. Evidence suggests there is strong correlation between the launch of new products and market performance (Souder and Sherman, 2004). Consequently, new designs and products can capture and retain market shares and increase profitability (Tidd et al. , 2001). Thus by having ownership over the product design and innovation stage, Sony can maintain complete control in creating its own competitive advantages to have an edge in the market. We will write a custom essay sample on Analysis Into the Vertical Integration Across the Value Chain of Sony specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Analysis Into the Vertical Integration Across the Value Chain of Sony specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Analysis Into the Vertical Integration Across the Value Chain of Sony specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Due to the nature of product design, outsourcing would be unrealistic; Sony is likely to have Proprietary product technology unique to the firm e. g. their 3D technology. Consequently, there is incentive for the contracted company to behave opportunistically (Williamson, 1973), such as expropriating the technology and maybe even leaking it to rivals (Rao Novelli, 2010; Business Week, 2009), and so contracts of vast complexity would need to be written and agreed to prevent such opportunism, which is expensive (Williamson, 1973). Also, for the contractors to be incentivised to come up with the best technology or design, the contracts will have to be designed in such a way that the agency fees that the contractors will receive will be correlated to the market performance of the designed product, and this is extremely hard to measure or enforce in contract. Thus, the potential transaction costs (Coase, 1991), risks and complexity associated with Product Design far outweigh than the administrative and labour costs of vertical integration which makes outsourcing an unfavourable option. However, there are risks associated with keeping the product design process in-house. Most significantly, there is the risk of not having the flexibility, skills and capability to come up with groundbreaking technology and therefore fall behind your competitors. For instance, Sony failed to anticipate the trend towards mp3 technology which led to loss of market share in the portable music devices market in the early 21st century (Uggla and Verick, 2008). Further, the administrative costs of product design in-house are high, with Sonys investment in R activities amounting to JPY432 billion ($4. billion) in FY2010 (Datamonitor, 20111). On balance, vertical integration with respect to Product Design is the best strategy for Sony to adopt. Innovation within the technology industry is the key to success, and so Sony need to keep complete control over this process. 2. Manufacturing Assembly Sony uses both in-house production and outsourcing for the manufacturing and assembly stage of thei r value chain (see Appendix A). In 2009, 50% of their total annual production was in their in-house factories in Japan, with 60% of this production destined for export to other regions (Datamonitor, 20111). There are some benefits of maintaining vertical integration in manufacturing. First and foremost, vertical integration will help with control and coordination throughout Sony? s value chain. By owning production factories and operating its own logistics, it is readily able to respond to changes in consumer demand or market trends, with no reliance on external suppliers. That is, it has full control over its operations. Further, Sony has „trade secrets? which it wishes to protect from its rivals. In an industry which is shaped by technological advancement, keeping such trade ecrets is therefore of great importance. Not adopting an inhouse manufacturing strategy will always bear the risk of these secrets being expropriated by others. Also, if Sony were to outsource, it may require its manufacturers to make transaction-specific investments (Grant, 2010). There is a need for trust and a strong relationship, as well as rigid contractual agreements, thus making the transaction costs potentially high. Therefore it can be seen that manufacturing in house could avoid a lot of complexity. However, keeping manufacturing vertically integrated poses several issues especially with a big part of their operations being based in Japan. Firstly, the average hourly wage rate in Japan is ? 5. 86 (Ministry of Health, Labour Welfare, 2011), compared to countries like China which the rate is only ? 1. 28 (BBC, 2011). This has significant implications on operation overheads, and so the administrative costs associated with vertical integration. Secondly, the appreciating Yen has further raised overhead costs and has driven up the price of exports in recent years and therefore has made Sony? products less price competitive (Euromonitor, 2010). Finally, Japan is prone to natural disasters, with the Tsunami in March 2011 causing a significant disruption in component production, resulting in reduced device volume sales of its smartphones by 1. 5m in the three months to June 30 (Financial Times, 2011). Thus, â€Å"vertical integration represents a compounding of risk insofar, as proble ms at any one stage of production threaten production and profitability at all the other stages† (Grant, 2010 pp358). A further disadvantage that Sony has through integrating manufacturing in their value chain is that it tends to lead to higher overall costs because you need extra layers of management to coordinate all the activities (Kennedy cited in Business Week, 2009). This money could be invested instead in product design which is the fundamental key to success for companies like Sony. Also, there are limited incentives for in house manufacturing to minimise costs or to respond promptly to internal requests or queries (Grant, 2010 pp357), which will affect efficiency in production. The current manufacturing strategy might have to be reviewed as the risks seem to far outweigh the advantages. 3. Distribution Distribution is another aspect of Sony? s value chain, which involves taking the finished product from its manufacturing bases to retailing outlets worldwide. With regard to its current distribution policy, Sony can be seen as being vertically integrated, with logistics principally handled by Sony Supply Chain Solutions, Inc, a subsidiary founded and owned by the Sony Group. (SCSS) (Sony, 20112) There are a number of benefits of remaining vertically integrated in the operation of this part of the business. Firstly, it enables Sony to have control over the process. They are able to avoid time delays which potentially could arise if they were to contract with an external company. Related to this is flexibility, whereby they can ensure they have a full lorry before sending out the shipment, which will allow for efficiency. For example, SCSS in Shanghai is utilising a combination of milk round routes and round trip trucks run to increase transportation efficiency, which is also contributing to reduced CO2 emissions (Sony, 20112). As they produce such a large volume of products every year, it is better to avoid the transaction costs associated with contracting out to another logistics company as the minimum optimal scale is reached (Grant, 2010). As the frequency of transactions are high i. e. there will be a large number of shipments per week, the variable transaction costs will be high, and this could be avoided by keeping it vertically integrated. However, there are disadvantages associated with vertical integration in distribution. Essentially, it is another part of the business to manage, and so can give rise to increased administrative costs through extra managerial levels, increased co-ordination across the business†¦ etc. If they were to outsource, such costs could be avoided. An external contractor is likely to offer a significant discount as they ship large volumes of goods, thereby reducing the transaction costs. As for Sony, it is important to ensure the timely and accurate delivery of their products in order to maintain a good relationship with retailers. Moreover, the scale of their distribution is large enough to make vertically integration a cost-effective option. In fact, they are profiting from their distribution subsidiary as they utilise their remaining capability to serve other companies. Thus vertical integration is the preferential strategy for Sony. 4. Marketing Sony? s marketing department prepares the marketing strategies in-house and then employs a number of advertising agencies to develop communication plans for each product genre. For example, the 2011 global TV ad campaign for Bravia, by Grey London, aims to drive awareness of Sony? s 3D TV and the Qriocity streaming service for musics, TV and films (Owen and Brownsell, 2011). However, the company does not just rely on the advertising campaign to build up its brand value, it also resort to public relations by appointing leading PR agencies to create and implement PR strategies to promote the Sony products and the brand, and handle the social media, press office and experiential PR (Sony Electronics, 2011). By employing the professional agencies and not creating/executing the campaigns themselves, Sony can utilise the marketing and PR expertise of the agencies that would be too expensive for Sony to develop themselves and too small part of the business for Sony to reach the optimal scale of efficiency (Grant, 2010, pp356). The transaction costs associated with outsourcing would be worthwhile. 5. Retailing Sony runs its retail operation with three types of vertical relationships: franchise agreements, direct-channel retail stores and partnership with other retailers. Sony provides extensive support to the franchisee on the store concept and operational issues such as staff training and marketing (FranchisePlus, 2007). The benefit of adopting a franchising model for Sony is cost savings as the franchisees bears the investment and fixed costs for their franchises (Carney and Gedajlovi, 1991). Also, as the franchisees ultimately own the businesses, they will be naturally motivated to manage their business well (Rao Novelli, 2010, pp238). However, a disadvantage of franchising is that Sony does not have control over the quality of the operation of the retail stores, which could potentially lead to a negative impact on the brand image if the franchisee although motivated, „gets it wrong?. Indeed, Sonex Communications, a company who operates Sony franchises across UK, recently went into administration (Donnelly, 2011). Also, with a franchising strategy, Sony could obtain little feedback on how their products are perceived by their customers, and this would hinder their research and development and product design processes. Lastly, there would be a loss of managerial expertise if most of Sony? s retail outlets are franchised and therefore managed by non-employees (Carney and Gedajlovi, 1991). Sony also directly owns and manages their online shop and some of its retail stores. Williamson (1979) pointed out the major benefit for companies to own its own retail outlets is that â€Å"adaptations can be made in a sequential way without the need to consult, complete, or revise inter-firm agreements†. For example, Sony has closed nefifth of its direct retail stores (TGDaily, 2011) and replaced them with its new flagship Sony Stores in March 2010 to improve customer experience. This level of flexibility could only be achieved if Sony owns their retail outlets. Also, through interacting with the customers in stores, Sony can receive customers? feedback on its product features and shopping experience directly, which would be useful to future product designs and developments. However, owning their retail st ores can incur high administrative costs which include management costs, overheads and wages. Additionally, Sony distributes its products through other retailers such as Currys, Argos, Wal-mart†¦etc. Sony could benefit from a wider distribution by selling their products through other retailers. The obvious setback of such a strategy is that with retailers also wanting to make a profit, Sony? s profit levels would be further decreased. However, the transaction costs associated with this are completely acceptable as Sony will be losing out a huge market if they give up on partnering with other retailers to sell their products. Appendix B shows that only 18% of people buy their computer straight from manufacturers. Therefore, providing that Sony continue to use reputable firms such as Currys to do so, there is no need to make changes to this aspect of their retailing strategy. It is difficult to judge which the best strategy out of these three is. However, market research has shown that recent trends suggest that less people are going to other retailers to buy their computers (Mintel, 2011). Taking this into account, and also the setbacks of the franchising strategy, the future for Sony on their retailing operations probably lies into owning more of their own retail outlets. Suggestions Analysis of Sony? current value-chain indicates that changes can be made to their manufacturing and retailing. Manufacturing Assembly Firstly, Sony should move most of their manufacturing away from Japan to other countries. Since it is expensive and extremely complex to set up their own factories in other countries, the best option for Sony will be to vertically de-integrate and outsource its manufacturing to c ompanies in lower cost manufacturing countries such as China. By doing so they will avoid the high employee wages in Japan and thus have a positive impact on their cost structure and allow them to be more price competitive in the market. Further, â€Å"dispersing production activities to various locations around the globe where each activity can be performed most efficiently can lower costs† (Rao Novelli, 2010, pp281). If they were to base their production sites in a variety of geographic locations, they minimise the risk of production hold-ups through factors such as natural disasters, diversify the risks of currency fluctuations as well as being closer to their customers and so reducing transportation and distribution costs. Further, there is an extensive global demand for their products, which lowers the minimum efficient scale of production, and so it would be economical to manufacture their goods in several locations. An ideal decision will be to reduce the manufacturing in Japan to the level just satisfying domestic demand (currently 60% of the production in Japan are exported), and to also keep the manufacturing of the innovative products in-house in Japan to minimise the risk of intellectual rights infringements. Also, by de-integrating manufacturing from their value chain, they will be able to focus on their core competence of Product Design. Extensive outsourcing has been a key feature of fast-cycle product development throughout the electronics sector (Grant, 2010, pp358). Costs savings will arise through a reduction in the co-ordination and control of sub units within the business, and so fewer management levels, as well as the fixed costs of manufacture. Sony will be able to invest money saved into Product Design whilst simultaneously being price competitive against other companies such as Apple. In fact, it is consensus that the blame for Sony? s poor performance in recent years is largely down to them not being able to keep up with their competitors in terms of product design and innovation. However, there are risks and disadvantages with adopting this strategy. By outsourcing the manufacturing process, Sony will be outsourcing the „know-how? of its products; its proprietary product technology which is unique to Sony. There is risk that the supplier will expropriate the technology for their own use or that they will sell it on to Sony? s competitors (Rao Novelli, 2010, pp294), which would lead to a loss of competitive advantage in the product design stage of the value chain. However, Sony can apply for Intellectual Property Rights (IPR) to minimise this risk. By being legally protected, Sony can ensure their property is protected, with the existence of an IPR acting as a deterrent to the outsourcing company of opportunistic behaviour. However, there will be legal costs incurred throughout this process, which is a form of transaction cost. Further, there could be the problem of asset specificity which makes it unfavourable to outsource. If Sony develops some groundbreaking technology whereby in the manufacturing process an investment in specialised equipment is required, the supplier that they outsource the manufacturing to may have to invest in specialised assets to produce their goods, which increases transaction-specific spending. Mutual dependency between the supplier and Sony is created, where each party might fear that the other will abuse the relationship by seeking more favourable terms. It may be difficult to find a supplier who is willing to invest in the technology to manufacture products which are specific to Sony, as they may feel they are becoming reliant on Sony as a source of income, which could act as an inhibitor of trust between the two parties. Further, the supplier will know that Sony is dependent on them and so there is an incentive to charge a higher price and act opportunistically. Thus Sony will need to ensure that they have contractual agreements in place to inhibit opportunistic behaviour, which increases transaction costs. However, where closer supplier-customer ties are needed – particularly when one or both parties need to make transaction-specific investments – then a longer term contract can help avoid opportunism and provide the security needed to make the necessary investment (Grant, 2010, pp363). Thus Sony should establish long term contracts with the outsourced companies. However, the setting up of long term contracts will be a form of transaction cost incurred. A final problem of outsourcing is hold ups. This could be eliminated by contracts that fully specify prices, quality, quantities, and other terms of supply under all possible circumstances (Grant, 2010, pp356), but yet this also contributes to transaction costs. It can be seen that transaction costs are always worrying yet inevitable for companies looking to de-integrate. However, to look at it from a positive perspective, the transaction costs of outsourcing in this industry is relatively ow. This is because that most products in this industry is standardised (Financial Times 2005), and many other players in the electronics market outsource their manufacturing, such as Apple, suggests that there are many potential companies who have the capabilities to manufacture Sony? s products. Setting aside the potential possibility of the asset specificity problem, the existence of many buyers and selle rs in the market, with a number of alternatives, reduces the transaction costs and switching costs (Grant 2010). Retailing In the short term, Sony should continue with the structure that it adopts i. e. a mixture of franchises, ownmanaged retail stores and other retailers. However, once their brand recognition and reputation improves after a few years, they should reduce the number of franchises, and instead increase the number of retail outlets they own (especially in developing countries). The reason that immediate change in the retail ownership is not needed is because brand reputation and recognition is extremely important in determining if retail outlets will succeed. Brands like Apple with outstanding brand recognition could afford to own and open their own retail outlets, while as for example for less well-known brands like Alba, it will be really risky to operate their own retail stores. Therefore, it is recommended that Sony spend a few years on improving its product design and innovation and therefore improving its brand recognition before owning more retail outlets. As stated previously, the existence of a feedback loop is the main incentive for Sony to own their retail stores as opposed to franchises. To compete at the very top level, Sony ought to be cutting the edge in product design and innovation, and the feedback loop could really be of great help. Also, Sony needs to be opening more retail outlets in the developing countries to strengthen their established presence in the market, as Sony has a better brand recognition in those countries. For instance, in 2010, Sony? s sales in India grew faster than the market (Sony, 20113). Also, by having control over the continual investment in opening retail outlets, it will contribute towards increasing Sony? market share and ensure that the direction the brand is going is defined according to their plans rather than the franchisees?. They will be able to monitor the quality of the stores and react quicker to changes in consumer tastes, something which they have less control over if they were to continue store expansion through franchise agreements. Further, Grant (2010) said â€Å"not only do manufacturing and retailing require very d ifferent organisational capabilities; they also require different strategic planning systems, different approaches to control and human resource management, and different top management styles and skills. Therefore, if Sony were to de-integrate the manufacturing process in the value chain, they can focus on Product design and Retailing, adopting a suitable organisational structure like Apple, who display a robust financial position the companys total revenue increased to $65,225 million in FY2010 from $19,315 million in 2006, representing a compounded annual growth rate (CAGR) of 36% (Datamonitor, 20112). Their growth in the market is attributable to a strong brand image of technical innovation, which Sony is capable of too. The risks of reducing and eventually phasing out the franchise agreements are that there will be increased administrative costs of integration. There will be a need for more managers to control the process. However, the greater the operation i. e. the number of retail stores they manage themselves, the lower the minimum efficiency scale. Thus as they expand the number of stores they operate themselves, they will become more efficient, and so reduce the fixed costs of vertical integration. Also, it is worth mentioning that the main focus for Sony? future development is product design and innovation, so as long as owning more retail stores could help in this aspect, the transaction costs could be negligible. Conclusion Suggestions made to the current value chain of Sony are to serve for one sole purpose, which is to increase the profitability and market share of Sony. This is going to be achieved with a focus on improving product design and innovation, something which Sony has been fal ling behind their competitors in recent years. Therefore, by outsourcing more manufacturing and owning more retail shops, Sony? investment capital, managerial expertise and strategy focus could be reshuffled and used on product design and innovation, which hopefully will see Sony catch up with its competitors and reach the heights they previously were in the late 20th century. References BBC, 2011. China minimum wage up by 21. 7% despite economic cooling [online]. Available from: http://www. bbc. co. uk/news/business-15456509. [Accessed: 29 November 2011]. Business Week 2009. Can Outsourcing Save Sony? [online]. Available from: http://www. businessweek. om/globalbiz/content/jan2009/gb20090130_697510. htm. [Accessed 28 November 2011] Carney and Gedajlovi, 1991. Vertical Integration in Franchise Systems: Agency Theory and Resource. Strategic Management Journal, Vol. 12, No. 8 (Nov. , 1991), pp. 607-629 Datamonitor 20111. Sony Corporation [online]. Available from: http://360. datamonit or. com. ezp1. bath. ac. uk/Product? pid=881B16EF-3BEC-4BDD-B10A-26FAB18DEC3B [Accessed 26 November 2011]. Datamonitor 20112. Apple Inc [online]. Available from: http://360. datamonitor. com. zp1. bath. ac. uk/Product? pid=5B0A0C20-9BB6-4284-A575AC0F2261F45Cview=SWOTAnalysis. [Accessed 30 November 2011] Donnelly, C. , 2011. Sony Centre owner calls in administrators [online]. Available from: http://www. channelweb. co. uk/crn-uk/news/2112104/sony-centre-owner-calls-administrators. [Accessed 30 November 2011] Euromonitor International 2010. Sony Corporation [online]. Available from: http://www. portal. euromonitor. com. ezp2. bath. ac. uk/Portal/Pages/Analysis/AnalysisPage. aspx. [Accessed 26 November 2011]. Financial Times 2005. Severe pressure on prices, missed opportunities, the need to buy big components and the threat of new format wars are making life difficult for a consumer products group that has lost some of its proprietary grip, writes Michiyo Nakamoto Financial Times:London Financial Times 2011. Sony Ericsson blames loss on Japanese earthquake; Mobile Telecoms. Financial Times: London. FranchisePlus, 2007. [online]. Success Story-The Dividend From Dedication, Jan Feb Issue, 2007 (Vol 3. Issue 6. ) Available from: http://www. ranchise-plus. com/success230107. asp[Accessed 29 November 2011]. Grant, R. , 2010. Contemporary Strategy Analysis: Text and Cases. 7th ed. Wiley Htlounge, 2010. Sony fighting against Apple by opening its own retail stores [Online]. Available from http://www. htlounge. net/art/11050/sony-fighting-against-apple-by-opening-its-own-retail-stores. html. [Accessed 28 November 2011] Hobbs, J. , 1996. A Transaction Cost Approach to Supply Chain Management. Sup ply Chain Management: An International Journal, Vol. 1 Issue: 2, pp. 5 – 27. IPR, 2011. What is Intellectual Property? [online]. Available from: http://www. ipr. co. uk/intellectual_property_guide/what_is_intellectual_property. html. [Accessed: 29 November 2011] Kay, J. , 1993. Foundations of Corporate Success: How business strategies add value. Oxford: Oxford University Press. Ministry of Health, Labour Welfare, 2011. Minimum wage [online]. Available from:http://statsjapan. com/t/kiji/11521. [Accessed: 29 November 2011]. Mintel, 2011. Desktop, Laptop and Tablet Computers UK August

Difference Between a Book Report and A Book Review

Difference Between a Book Report and A Book Review The difference between book report and book review is critical, so you have to pay close attention to what you are expected to come up with: if you need to sum up and enumerate, youre in for a book summary (book report), but if you need to analyze, you want to write a book review. There is a great deal of confusion when it comes to discussing book reports and book reviews. As a matter of fact, these two terms keep used quite interchangeably, while a deeper dig-in shows some principal differences between the two. If you submit a book report and you were asked to write a book review, your grade is most likely to go down. The opposite situation, i.e. when you submit a book review instead of a book report, may also entail adverse consequences. Book review writing is believed to require greater intellectual effort than book reports, thats why your marker will most likely forgive you this mistake. HOW TO WRITE A BOOK REVIEW Speaking of differences, first of all, you will have to understand that a book report is simpler (a more primitive if you will) kind of writing, where you have to narrate re-tell the story. A book report is practically identical to a book summary  and they can be used interchangeably. In contrast,  a book review requires you to analyze the book and see beyond the obvious. In it, you will need to examine its contents, understand the plot, the main message of the book, see if the author has managed to convey the message to the reader; you will also have to state strong and weak sides of the book and say whether or not you like it. More differences between the two terms are as follows: LENGTH.  Book report will usually take 200-250 words. Book reviews will range from 200 words if its a simple book to 1000+ words if its a piece of scholarly literature that needs thorough analysis and evaluation. ACADEMIC LEVEL.  Book report is considered to be a K-12 level assignment. Book review is more of a college-level type of assignment. STRUCTURE.  The structure of two papers resemble one another: first off, you would need to introduce the author, the book, state when and who the book was published by. You would need to mention characters, mention the plot, genre, and major themes. MESSAGE.  If you write a book report, you would need to simply sum up the book plot, characters, state major themes and say a few words about the major characters. If you are writing a book summary, the main idea is to say whether or not you like the book, whether or not you would recommend this book to other readers and why. HOW TO WRITE A BOOK REPORT Either of these assignments is generally easy to write, however, each has its own nuances that you need to know. If you have either a book report or a book review to write, feel free to contact us for assistance and we will be happy to help. Our team of professional writers will be glad to help you through book report or book review writing. In the end of our cooperation, you will have learned how to tackle these assignments effectively and ace your assignments.

Healfast Health Center & Nursing Home Essay Example | Topics and Well Written Essays - 2250 words

Healfast Health Center & Nursing Home - Essay Example With a healthy nation, USA is likely to have potential personality to achieve its set objectives, goals and aims as well as experience an increased in the living standards and life expectancy of individuals. Ohio is also struggling to ensure enough healthcare facilities and services to meet citizen’s health needs. In particular, Monroe town requires additional healthcare facilities and services. The following is a plan outlining a strategy by which Healfast Health Center will define and dominate a new perspective of providing healthcare services and facilities to residents of Monroe town and to the extended United States of America. In a bid to be the best amongst existing healthcare facilities within Monroe town, the proposed health center and nursing will have caring for the elderly who have been rejected in the society. By being a nursing home to the elderly other than the sick is likely to create more opportunities for Healfast Health Center and Nursing home. This plan outlines how the ‘about to be formed’ health center and nursing will take up such opportunities and many more in a bid to not only meet forecasted targets but also to surpass the same. Moreover, this business plan will also outline how the aforementioned services are going to be achieved within both short and long time whilst trying to explain acquisition of competitive advantage over its competitors. A business must have driving factors such as the mission, vision, and objectives. The mission, vision, and objectives of the proposed health center and nursing home is included within this plan. Analysis of the Healfast Health Center and Nursing Home coupled with its organizational culture provides a better understanding of the business. The philosophy under which this health center will operate is â€Å"

The applied significance of teambuilding Research Paper

The applied significance of teambuilding - Research Paper Example The paper tells that the new century has offered a myriad of challenges to managers from all over the world. The impact of globalization and the technological advances that have basically shaped the way businesses are conducted are very real and pressing concerns for business today. Moreover, these developments have paved the way for the emergence of a new breed of workers. These people have been able to almost literally transcend time and space since they are basically prized for their intellectual capabilities and special technical skills. These people are known as knowledge workers. It is very important that managers recognize the existence of these knowledge workers and be able to utilize them to their full potential. Moreover, with the many challenges hounding companies today, teams have been very much relied upon in order to be able to get thru difficult challenges as well as to succeed in many endeavours. However, it is very important for the teams to be composed properly and be able to choose the members well. Furthermore, it is important to have a clear definition and be able to set the expectations of team members as well. Hence, it is very crucial also to be able to set the roles of each team members so that they may work harmoniously towards the achievements of the predetermined goals and objectives. Clearly, these are people that are central to the team building process. Thus, as the functional area primarily concerned with manpower, the human resources department must play a central role in the team building efforts of companies. This will ensure the proper implementation of necessary guidelines so that the team building process will be successful. Hence, Hackman (1993) has put forward excellent examples in order to get these things done whereby the flight trainings that involve flight crews have different functions interdependent in order to bring the group’s goal into fruition. Timing events and the various developments are also necessary . In building teams, it is also important for the members to have a clear understanding when to step up and take the helm for the group. It is important for the different members to take turns at the spotlight and indeed the team members must be ready when the time comes for them to be the one to move forward for the sake of the team (Gersick, 1988). Teambuilding There have been many challenges affecting businesses today among which are the pressing forces of globalization and technological innovations that have enabled companies to utilize various automation processes in place of manual labor. However, despite the many changes that has strongly shaped and continuously form the business landscape, manpower has continuously been the force that companies have continuously relied upon. Though there are automation options, certain processes still require human touch in order to be able to get things done. Consequently, these automation processes usually lessens the labor employed but th ese machines still require human elements to make them function. Thus, manpower continues to be a key enabler for companies to go about their businesses and be able to bring about the realization of their strategies and to bring into fruition the target successes that are being talked about in the boardrooms. Hence, there is the all too important learning and growth perspective in the Balanced Scorecard (BSC). The BSC has four perspectives namely the financial perspective, customer perspective, internal business process perspective and the aforementioned learning and growth perspective. In its most basic sense, the strategic activities illustrated in the BSC seem to have its roots from the learning and growth perspective. Of course there are variations to the model but still, the learning and growth illustrates the need to capture the all too important elements of a company’s manpower which continues to be a crucial enabler in the success of a company’