exemplification essay - 653 Words

Oct. 30, 2013 Prof. Farve Exemplification Essay Types of Irony Is it strange how love can be a source of happiness, but also cause a lot of pain? Yet people tend to search for love, and once these people find love it comes with both pleasure and ache. Irony plays a role in love because love is what people perceive as joy but also causes hurt, yet people still search for love. In Kate Chopin’s Story of an Hour, there are different forms of literary, situational, and dramatic irony used. The first type of irony which Kate Chopin uses is literary irony. Literary irony is expression of one’s meaning by using language that normally signifies the opposite. In The Story of an Hour, Louise says that her husband Brently is†¦show more content†¦In the end of The Story of an Hour, Louise walks down stairs to see that Brently is actually alive which causes Louise to fall into severe devastation and die. The last type of irony used in The Story of an Hour is dramatic irony. Dramatic irony occurs when the meaning of the s ituation is understood by the audience but not by the characters in the play. When the doctor in the story says, â€Å"She had died of heart disease, of a joy that kills.† The characters in the story, Josephine and Richards, think Louise died out of joy when Brently is actually found to be alive rather than dead. This realization causes Louise to fall into desolation and die because now she cannot live her life freely. Dramatic irony also occurs when Josephine thinks Louise is sick in her room when she is really experiencing joy. This falls under dramatic irony because Josephine thinks Louise is becoming sick due to Brently’s death, but the audience reading the story know that Louise is actually full of joy. In The Story of an Hour, Kate Chopin uses these different types of literary, situational, and dramatic irony in her story. Irony is the use of words to convey a meaning that is the opposite of its literal meaning, but there are also other types of irony such as sit uational which is situation in which actions have an effect that is opposite from what was intended. On the other hand, dramatic irony isShow MoreRelatedExemplification Essay1456 Words   |  6 PagesKandace Gordon Exemplification Essay Another minor dispute has escalated into yelling and screaming, throwing of objects and breaking of hearts. Words that shouldn’t be expressed between two loving people cause tears and feelings of hatred, anger and disrespect. This is just one of many problems that could have been effortlessly resolved before the mole hill grew to the size of Mt. Everest but of course walking away from the situation isn’t always the easiest thing to do. If she only turned herRead More Exemplification Essay: Welfare, A Vicious Circle1427 Words   |  6 Pages   Ã‚  Ã‚   Its Dianas turn at the tiny glass window. Her face burns red with shame as she is handed her monthly check. Two small children tug at her dress, their stomachs growling from a day without food. She looks down at her two children, her face filled with pain and guilt. What had happened to their happy life? With just the stroke of the pen across a divorce decree, Diana and her children were thrust into the humiliation of the welfare line. For two years now, Diana has tried to get backRead More Exemplification Essay: Separation of Church and State832 Words   |  4 Pages    Because of my strong beliefs, I have been called the Antichrist, a witch, an atheist, and a Satanist. Fervent Christians have told me that my â€Å"kind† is solely responsible for the downfall of American morals.    Actually, none of these labels fits me. I am not a witch because the only modern religion to practice witchcraft is Wicca (American Heritage 1381), and I am not a Wiccan. 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I remember when cruising was a popular activity on Main Street in Mesa for many years, until it was banned a few years ago. Now the controversy is over whether to ban cruising on Central Avenue in Phoenix. City officials are trying to reroute the weekend riders to Washington and Jefferson streets. Although cruisingRead More Exemplification Essay: Why The World Is Doomed1086 Words   |  5 PagesEvery day when looking out a window, people see a beautiful earth. The earth is intriguing, but hinges on a delicate balance. Many natural resources keep the grass green and the sky blue. Man has made quite an impression on our world, and has transformed the earths resources into tools to make life easy. However, mans manipulation on earth has become detrimental to the health of our planet and the safety of mankind. Through the use and production of r esources such as oil and energy, man is graduallyRead More Exemplification Essay: The Dead-end of Professional Sports1104 Words   |  5 Pages In 1995 Scotty Thurman was on top of the world. Thurman led the Arkansas Razorbacks to a NCAA basketball championship with one great performance after another. After this miracle season, Thurman made a decision that would change his fortunes. Rather than come back for his senior year and get his degree, he elected to make himself eligible for the NBA draft. With a NCAA championship under his belt, Thurman was confident he was ready for the NBA, but NBA scouts had different ideas. Thurman could onlyRead More Exemplification Essay: Mixing of Religion and the State1131 Words   |  5 Pages   We have based the very existence of our country on the belief that complete separation of church and state is best for the church and is best for the state. However, throughout history the roles between religion and American public life remain interwoven and continue to shape our beliefs and values. In order to begin to understand the role of religion in American public life, one must first recognize that religion is present in many aspects of ones life. Even though the United States ConstitutionRead MoreExemplification Essay: People Have a Right to Die720 Words   |  3 PagesWhat’s that you say Doctor? I’ve got cancer†¦ That doesn’t sound good, and by the way that you’re telling me, it’s probably worse than that. Well, I knew that this day was coming†¦ Doctor? I don’t know why, but I’m not as upset by this news as I thought I would be – but I do know one thing, I don’t want it to hurt. What will â€Å"Fred† choose to do? What is Fred allowed to do? 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Importance Of Outsourcing Of Logistics Function - Free Essay Example

Sample details Pages: 14 Words: 4251 Downloads: 2 Date added: 2017/06/26 Category Statistics Essay Did you like this example? Outsourcing and 3PL, as important business functions, have drawn attention of business operators as well as academic and scholars. A large number of studies have analyzed these areas from a theoretical perspective and a practical point of view. This section will start with the review of outsourcing regarding its definition and importance as well as motivations and concerns. Then, based on the correlation between outsourcing and 3PL, the section presents the concepts of 3PL and most challenges 3PL providers are facing. Lastly, the section shows what could be the current situation of Chinaà ¢Ã¢â€š ¬Ã¢â€ž ¢s 3PL industry. Outsourcing of logistics function 2.1.1 Definition and importance Razzaque and Sheng (1998) defined outsourcing as multiple logistics services provided by a single vendor on a contractual basis. Outsourcing is becoming more important today. Due to economic and competitive pressures, it is imperative for different enterprises to pay attention to their core competencies and turn to third-parties to undertake responsibility for other secondary corporate functions. Outsourcing can create profits by improving customer service level, providing high added-value to products, benefiting in exploiting new markets, and offering dedicated resources (Foster and Muller, 1990). By means of outsourcing, companies can obtain competitive advantage through cost reduction and increased responsiveness to market change. Don’t waste time! Our writers will create an original "Importance Of Outsourcing Of Logistics Function" essay for you Create order Motivation of outsourcing Several reasons lead private business as well as government agencies to outsource logistics functions: Avoid Capital expenditures à ¢Ã¢â€š ¬Ã¢â‚¬Å" It reduces capital investment in facilities (Richardson, 1995). This allows the using firm to spending where it can get the best return as in research, manufacturing, marketing, or other functions core to the organization. Increase flexibility à ¢Ã¢â€š ¬Ã¢â‚¬Å" This can enable firms to focus on the core business, question any function or department that is not producing revenue and adapt to changes in the market and access to leading edge technology. A third-party will be invited to help a company when demand increase dramatically beyond the capability of the company to fulfill (Razzaque and Sheng, 1998). Many 3PL providers specialize in logistics functions such as transportation, warehousing management and information technology. Cost savings à ¢Ã¢â€š ¬Ã¢â‚¬Å" To save costs is identified by most literature as one of the most popular reasons for why outsourcing occurs. In principle, outsourcing will occur to companies for cost reduction when their suppliers offer a service for a low price which however still can cover added overhead, profit, and transaction costs (Harler, 2000). Those companies which outsource their logistics functions to 3PL service providers usually agree that it is more cost saving than to fulfill the same logistics task in-house (Candler, 1994). According to Bradley (1995a), there are some other reasons of logistics outsourcing such as improving service level and customer satisfaction, using 3PL providerà ¢Ã¢â€š ¬Ã¢â€ž ¢s logistics IT systems, acquiring outside sophisticated professionals, combining service and minifying number of suppliers, integrating the process of supply chain, and increasing productivity. Concerns of outsourcing Despite the fact that outsourcing is now favored by most organizations, there are still many recognized potential barriers and problems related to outsourcing. Normally the most mentioned reservation which restrains enterprises from employing 3PL service providers is loss of control of 3PLs (Richardson, 1993a). Such tendency can be caused by different objectives and attitudes of the logistics service providers and users towards strategy, profits and service or skills (Axelrod, 2004, p49). The adoption of outsourcing might also lead to a situation in which critical knowledge associated with process and customers would leak to potential competitors (Jennings, 2002). Moreover, unrealized savings with a potential for increased costs, employee moral problems, losing touch with important information, unreliable promises of the providers, their inability to respond to changing requirements have been mentioned as potential risks as well. Each of these concerns should be recognized carefully by organizations that intend to outsource their logistics function, otherwise contract logistics can be another issue to deal with, rather than a catalyst or improvement (Razzaque and Sheng, 1998). Third-Party Logistics 2.2.1 Concept of 3PL à ¢Ã¢â€š ¬Ã…“Third party logistics serviceà ¢Ã¢â€š ¬? has been described in a few ways, including outsourcing of one single service such as transportation, and outsourcing of a set of complicated processs (Vasiliauskas Barysiene, 2008). Generally, 3PL provide not only just separate warehouse or transport functions but also multiple, bundled services (Leahy et al., 1995). It is also worth mentioned that freight forwarders and shipping lines are included in broad definitions of the 3PL industry (Rao and Young, 1994). On the basis of above definitions, Leib et al. (1993) used the following definition: à ¢Ã¢â€š ¬Ã…“Third-party logistics involves the use of external companies to perform logistics functions that have traditionally been performed within an organization. The functions performed by the third party can encompass the entire logistics process or selected activities within that process.à ¢Ã¢â€š ¬? The authors refer to the 3PL as a new industry and growing business environment has more expectations on 3PL. The usage of 3PL has been considered as logistics alliances at strategic level. Bagchi and Virum (1996, p.193) have developed the following definitions: à ¢Ã¢â€š ¬Ã…“A logistics alliance indicates a close and long-term, relationship between a customer and a provider encompassing the delivery of a wide array of logistics needs. In a logistics alliance, the parties ideally consider each other as partners. They collaborate in understanding and defining the customerà ¢Ã¢â€š ¬Ã¢â€ž ¢s logistics need. Both partners participate in designing and developing logistics solutions and measuring performance. The goal of the relationship is to develop a win-win arrangement.à ¢Ã¢â€š ¬? Compared with the prior definition, which focuses on the logistics functional activities, the final one emphasizes the duration of the relationship between the logistics service provider and user, and also covers an extensive range of promising logistics services (Halldorsson Larsen, 2004). Many articles have disclosed that 3PL industry has progressed steadily for ages (Liu, 2008). 3PL providers started as a traditional transportation or warehousing service providers from 1980s. Nowadays, 3PL companies provide a variety services including basis logistics service as well as value added services. Main challenges to 3PL service providers As the 3PL industry has continued to evolve, the 3PL provider, sitting in the middle between the manufacturers or suppliers (the buyers of the 3PL service, known as shippers) and the end customers (the consumer of the products), will need to balance the dynamic pulls generated by upstream and downstream entities, and thus faces challenges are unique to its position. Financial issues Although 3PL providers should develop skills, improve competencies, and provide more value-added service so as to survive and expand business successfully in this flourishing market, the main challenge for them is how to obtain business and achieve acceptable financial performance. Maintain profits under price pressures from customers The economic crisis has caused serious situations for both 3PL users and providers -82 percent of shippers now are implementing cost-cutting strategies and 60 percents are reconsidering their supply chain and relationships with 3PLs accordingly (Capgemini Consulting et al, 2009). As a matter fact, economic factor is a strong motivation for outsourcing, of which cost reduction and cost saving are the main concerns. One of the most significant motivations for outsourcing logistics functions to third parties is their professional knowledge and valuable experience in logistics industry which are costly for their customers to have in-house (Byrne, 1993). However, the decision of employing 3PL providers is usually influenced by the evaluation of cost/service trade-offs (Selviaridis and Spring, 2007). Hence, no matter what strategic stances the logistics providers take, they have to keep upgrading and improving their operational potentialities in the business environment (Sum Teo, 1999). Meanwhile, as price competition is inevitable and most customers are also price sensitive at present, 3PL providers still need to be cost conscious to achieve higher margins, and to prevent themselves from being priced out of the market. Financial stability Many articles have placed emphasis on financial firmness as a critical essential for logistics providers (Bottani Rizzi, 2006). Based on the empirical survey conducted by Boyson et al. (1999) financial stability was ranked as the most significant selection criteria for choosing 3PL providers because it reduce the risk in relationship. A 3PL services provider with stable financial standing can not only better satisfy its clients and implement cost reduction through a dedicated resource, but also diminish risks for logistics partners (Bowersox Daugherty, 1990). Accordingly, Boyson et al. (1999) assert that firms prefer providers demonstrating outstanding customer service level with low price and possessing solid financial stability. Nevertheless, the financial tsunami which has weighted down the world economy has resulted in steep decreasing in logistics demand with no doubt. On the one hand, according to Li Fung Research Center (2009), the clients of the logistics enterprises asked for price cut and longer credit term, and it is difficult for them to collect the payments form clients during such hard times. Bad debts and financial losses will be easily incurred by any imprudent credit management. On the other hand, the confidence for the banks to lend had been damaged by the tsunami. Banks are now only willing to provide loans to selected enterprises or projects, which limits the financing options of the logistics enterprises (Li Fung Research Center, 2009). Clearly, it has always been important for 3PL providers to maintain a sound financial condition to survive in the recession as well as to rise superior to others in the market. Information technology (IT) Capability of information technology IT-based logistics services is considered as significant factor by 88% of shippers, but only less than half (42%) of the shippers are satisfied with the IT capableness of their providers (Capgemini Consulting et al, 2009). Accordingly, such IT capability gap result in a few difficulties for both shippers and 3PLs to collaborate in an adaptive supply chain (Capgemini Consulting et al, 2009). Information is one of the most important elements in logistics management (Cheong, 2004) and it is definitely essential to assist logistics process with effective IT (LaLonde and Masters, 1994). IT capability can be enhanced by employing advanced software, such as electronic data interchange (EDI) networking, enterprise resource planning environments, simulation software, vehicle routing packages, carrier loading optimization tools, etc. (Qureshi et al, 2008). Hardware also may be utilized to facilitate operations and to increase the production efficiency, including radio frequency devices, servers, bar code printers and scanners, global positioning system (GPS), networking and internet/intranet connections, satellite tracking devices, etc. (Qureshi et al, 2008). 3PL services providers which adopt tracking and tracing devices can grant better services to users with quick responsiveness (Rahman, 2004). According to Byrne (1993), the need of sophisticated information technology is impe rative for logistics management to link members like manufacturer, carrier and customer in the supply chain. Sauvage (2003) proposed that to fully satisfy the variety of customersà ¢Ã¢â€š ¬Ã¢â€ž ¢ demand, LSPs should continuously employ advanced information technologies in order to enhance their service performance. It is unlikely for a firm which is lagging in a technology to move to a position of leadership (Jennings, 2002). Security of information systems The sharing of so much information inevitably leads to security concerns. It can not be denied that logistics service providers usually still lose customers annually due to issues of trust in privacy and security, though they keep attracting new clients (Pattel Conners, 2008). One possible mentioned security issue is that when a 3PL provider has to serve several direct competitors, the information in relation to all of them should be kept confidential (Grover et al., 1994, p. 38; Lacity and Hirschheim, 1993a, p. 24). Other than cost, security and privacy are also considered as major concerns by many companies when outsourcing. Compatibility of information systems IT compatibility acts an essential role in logistics activities such as forecasting, order purchasing, inventory replenishment and life cycle management (Anand, 2010). According to Arshinder et al. (2007), the information system of the whole supply chain is expected to be compatible. A compatible information system means comprehensible data are quickly shared among the parties throughout the supply chain (Arshinder et al, 2007) while incompatibility will lead to costly and time consuming process because information, though can be shared as well, is rarely in synchronization. At present, it is difficult for information to seamlessly flow throughout the network as international logistics often includes some different transportation modes and carriers. Moreover, there are diverse IT systems in the different trading areas. For example, Europe adopts Administration, Commerce and Transportation (EDIFACT) standards for EDI systems while the US follows the standards of the American National Standards Institute (Rao Young, 1994). These difficulties in global supply chain have challenged 3PLs regarding how to capitalize the gap to provide a distinct competitive advantage. Reliability of information systems As one of the major industry focus in the global logistics market, the field of information systems paid special attention to user satisfaction as an important performance measure (Ives and Olson, 1984; Robey and Farrow, 1982). Bailey and Pearson (1983) have pointed out that reliability is one of the critical criteria of customer satisfaction. There could be many unknown increased reliability risk which result from two major sections of technology. One is that new technology innovations or adoptions of 3PL providers may have an unclear reliability performance. The other is that an existing technology may be applied to a new market with unknown increase failure rates (Collins, 2005). To fulfill the promised logistics service reliably and exactly, 3PL providers must identify and remove uncertainty involved with technology reliability performance. Human Resource (HR) Lack of expertise There is a tendency that firms desire to acquire the expertise from third-party logistics providers who possess particular local knowledge of customs and infrastructure of destination countries in such a growing global market (Razzaque Sheng, 1999). Although one of the drivers for companies to outsource is to acquire resources and logistics professionals (Selviaridis Spring, 2007), the results of the research conducted by Georgia Institute of Technology et al. (2009) show that many outsourcing users donà ¢Ã¢â€š ¬Ã¢â€ž ¢t believe that 3PLs are in the capacity of strategic partners currently, 40% of shippers in the survey expect their 3PL service providers to continue focusing on execution, and a good many of them reckon that 3PL providers lack logistics expertise that would support userà ¢Ã¢â€š ¬Ã¢â€ž ¢s increasing outsourcing. Often-cited problems range from misunderstanding the demand of customerà ¢Ã¢â€š ¬Ã¢â€ž ¢s supply chain to inadequate professionals in given products and m arkets (Selviaridis Spring, 2007). In fact, customers are looking for 3PL providers that have expertise in multiple phases of the logistics process. An annual surveys of US 3PL firms indicates that à ¢Ã¢â€š ¬Ã…“company employee/expertiseà ¢Ã¢â€š ¬? is regarded by CEOs as the most important asset of the company for business success in the competition, however those same CEOs also agree that currently the most critical problem facing 3PL companies as à ¢Ã¢â€š ¬Ã…“finding qualified peopleà ¢Ã¢â€š ¬? (Leib and Randall, 1996b). Different culture Almost all members in the supply chain, including third party, have their own company culture which is definitely different from each other (Babics, 2005). According to Pagell (2004), the capacity of how to harmonize its own internal culture with the external different cultures of its customers is one significant factor that 3PL providers should note in the integration of operational services in supply chains. Mckeon (1991) states that for both 3PL providers and their customers, understanding each otherà ¢Ã¢â€š ¬Ã¢â€ž ¢s cultures and organizational structure is an essential factor to ensure a win-win outsourcing. Compatibility of culture and values is one of the keys to successful partnership which can result in long-term partnership (Qureshi et al, 2008). Culture conflicts often result in change orders, unexpected costs, and sometimes a negative impact on relationships (Kremic et al, 2006). In general, the ability of 3PL providers to understand the customer organizationà ¢Ã¢â€š ¬Ã¢â€ž ¢s culture is a basis for partnering. Inadequate education and training In order to remain competitive in the logistics market, 3PL providers have to be vigilant and agile to their customersà ¢Ã¢â€š ¬Ã¢â€ž ¢ needs, and continually seek to meet customer expectations as much as possible. Logistics executive should be aware that, due to rapid growth in the logistics industry, there could be a shortage of qualified logistics expertise (Yeung, 2006). Therefore, it is necessary for governments and educational services to allocate more resources, put logistics on formal curriculum, and provide more correlated training programs to fulfill the demand of the whole supply chain. The development of logistics, otherwise, might be constrained by lack of trained logistics personnel (Sum Teo, 1999). Ulengin and Uray (1999) indicate that in Turkey, senior management that is void of professional knowledge of logistics is the fundamental factor limiting the progress of logistics industry. Kerr (2005b) describes poor training as a à ¢Ã¢â€š ¬Ã…“black holeà ¢Ã¢â€š ¬? in China because neither the central government nor Chinaà ¢Ã¢â€š ¬Ã¢â€ž ¢s regulatory authorities do much to promote logistics training programs. Obviously, a firm with higher quality of human resources such as better education or training will have superior core competence in the market. Hence, it is imperative for 3PL service providers to offer more training programs to employees so that they can cope with competition in the future (Wang et al, 2006) Business Landscapeà ¢Ã¢â€š ¬Ã¢â€ž ¢s Globalization of 3PL market à ¢Ã¢â€š ¬Ã¢â‚¬Å" delivering service in new geographic regions The internationalization and globalization of 3PL providers has been boosted by the economies of scale and scope, by the internationalization and globalization of the competitors and by à ¢Ã¢â€š ¬Ã…“customer followingà ¢Ã¢â€š ¬? i.e. the internationalization of manufacturing firms, which à ¢Ã¢â€š ¬Ã…“may demand that the service supplier provides a global network and/or global experienceà ¢Ã¢â€š ¬? (Arvidsson, 1997, p.74). 3PL providers that take charge of their customersà ¢Ã¢â€š ¬Ã¢â€ž ¢ outsourced logistics function normally need to build up a logistics network to deal with the flow of the goods from the customerà ¢Ã¢â€š ¬Ã¢â€ž ¢s factory to the end customers (Cheong, 2004). In current global economic environment, manufacturing companies tend to establish partnerships with 3PL service providers and they desire to cooperate with some global freight forwarding companies (Lemoine et al, 2003). 3PL service providers with well-content characteristics, such as far geographical spread and wide range of services are popular among the shippers (Qureshi, 2007). As per Bottani and Rizzi (2006), companies favor the 3PL providers with wide range of advanced services more than those traditional ones which can offer mere single logistics functional service. However, supply chain requirement keep changing. Customer demand can change in spatial and temporal terms. In response to the shippersà ¢Ã¢â€š ¬Ã¢â€ž ¢ new requirement, 3PL service providers endeavor to extend service coverage geographically and to expand breadth of service so that they can fulfill the interest of their customers as an integrated logistics provider (Qureshi et al, 2008) Relationship with customers 3PL service providers are normally very concerned with the relationship with their customers because they attempt to establish a long-term one with the users (Cheong, 2004). Long-term customer relationships can enable 3PLs to provide more sophisticated services, reduce the risk of replacement, achieve more earnings, and avoid expense of developing new customer (Cahill, 2006). In addition, long-term relationship is built on the basis of mutual trust and sharing of risk and reward (Qureshi et al, 2008). Bothe shipper and 3PLs will benefit from such long-term relationship (Qureshi et al, 2008). Most of 3PL services users agree that logistics costs could decrease even more through strategic relationships with 3PL service providers. Langley et al. (2004) point out that the successful relationship with 3PL service providers will assist the users to achieve their major objective. Customer relationship management is necessary once a 3PL provider first establishes a relationship with a shipper. To keep customers satisfied and coming back, 3PL providers must demonstrate their capabilities and the value these capabilities provider to customers (Wisner et al, 2005). Third-party logistics service providers in China: China has become the most attractive country for more and more foreign investments, manufacturers, and retailers from all over the world, which results in the fast growth of the Chinese economy (Liu, 2008). Accordingly, the development of 3PL has been spurred in China and 3PL industry has achieved significant achievement. Currently, most logistics companies offer extensively various value-added services and have confidence in the continuous development of Chinaà ¢Ã¢â€š ¬Ã¢â€ž ¢s logistics industry. Many literatures have research the Chinese logistics area from diverse perspectives and some supply chain-related difficulties facing foreign 3PLs are identified. High transport cost It is not deniable that Chinese government has invested a lot in the logistics sector to improve traffic in recent years. However, poor transportation is still considered as one significant challenge for logistics industry in China, which may result in the increase in logistics cost and the decrease in company profits (Lau Zhang, 2006). Li Fung Research Center (2009) notes that the transportation occupies more than 50 percent of the total logistics cost in China, and undoubtedly the operation costs of 3PL service providers will still be ascending due to the price upswing of commodity and fuel. Another culprit is high local road tolls and other hefty transportation fees (Kerr, 2005b). Underdeveloped physical infrastructure Many MNCs find that it is difficult for them to implement coherent strategies in China because underdeveloped transportation system hinders their distribution and sourcing throughout the country (Speece and Yukiko, 1995). Although Chinaà ¢Ã¢â€š ¬Ã¢â€ž ¢s economy and industrial production have been developing rapidly, the current logistics system is loaded with new challenges as it can barely keep pace with the growth rate of economy (Carter et al, 1997). The undeveloped logistics infrastructure in China, including deficient highways, aged port facilities, and limited runways and airports, can hardly fulfill the growing logistics demand in the progress of new economy (Pollit, 1998). The insufficiencies of present distribution system have restricted foreign enterprises to immensely exploit the plenty opportunities in Chinaà ¢Ã¢â€š ¬Ã¢â€ž ¢s market (Goh and Ling, 2003). It is thus imperative that the distribution of products and services be supported by a reliable transportation system. The need for guanxi Literally, guanxi means relationship. It is noted that Chinese culture is quite distinct from Western culture in numerous aspects, including the way to conduct business (Jiang and Prater, 2003). Guanxi, which is an important concept for successful business in China, refer to à ¢Ã¢â€š ¬Ã…“relationship between peopleà ¢Ã¢â€š ¬? (Michailova and Worm, 2003). It suggests a conveyable, reciprocal, invisible and useful responsibility to dyadic personal relationships (Luo, 2000). It is not surprising that Chinese prefer to deal with people they know and trust. As Wang et al. (2003) indicated, guanxi which is created on the basis of mutually beneficial can lower risk as well as competition in business circles. Millington et al. (2006) also state that when looking for satisfying vendors, guanxi is more useful than other information from website, trade market or media. This implies that the knowledge and expertise to understand local circumstance and the communication skill with foreigners are absolutely necessary for establishment of a successful cooperation (Lightfoot and Almeida, 2007). Government regulation Kerr (2006) identifies that government regulation is still 3PL providersà ¢Ã¢â€š ¬Ã¢â€ž ¢ biggest challenge. The development of 3PL in China is obstructed by some barriers such as underdeveloped infrastructure and entrenched regulatory circumstance (Lau Zhang, 2006). In the meantime, various regulations set up by different provinces forcefully influence business activities so that the founding of national networks is hindered (Kerr, 2005). It also has made it difficult for 3PL providers in China to fully meet the requirements of their clients. Moreover, there are many regulations and rules for foreign 3PL providers who plan to enter China logistics market. According to Lai and Hsu (2007), foreign 3PL providers must apply for the class à ¢Ã¢â€š ¬Ã…“Aà ¢Ã¢â€š ¬? license issued by the Ministry of Foreign Trade and Economic Co-operation (MOFTERC) if they plan to establish subsidiaries as international freight forwarders in China. A survey conducted by Li Fung Research Center (2009) also identifies that the regulations and policies associated with logistics industry are not unalterable because the government will supervise the execution and analyze the effect of the existing ones and then will formulate new ones accordingly to boost the growth of the industry. It is true that a number of government departments which are involved in policies related to logistics industry have impact on the rhythm of changing regulation (KPMG, 2008). Local 3PL providers Chinaà ¢Ã¢â€š ¬Ã¢â€ž ¢s local logistics providers have been growing rapidly because foreign firms are increasingly looking to source there. To contend with foreign logistics providers, domestic companies have to upgrade facilities and enhance their service level (KPMG, 2008). Jiang and Prata (2002) indicate that in contrast with foreign 3PL entrants, local players are always in the close association with local or central governments. For instance, Sinatrans is a state owned company and is the only 3PL service provider in China who can provide a nationwide logistics service with full license. The authors also mention that a number of local 3PL providers at regional level have their own special strength in specific areas or specific business. Some of them even look for individual connection built directly with government officials à ¢Ã¢â€š ¬Ã¢â‚¬Å" which may be valuable in their daily business. Literature review summary This section has reviewed the literature ranging from some fundamental definitions of outsourcing and 3PL, to challenges for 3PL industry globally and especially in China which represents the current situation foreign 3PL providers are facing in China. In table 2.1, we summarize the above referred articles in each of the focus challenges. Table 2.1 No. Main Challenges Sub-challenges Author (Yr) Financial 1 Price pressure Selviaridis and Spring, (2007); Byrne, (1993); Sum Teo, (1999) 2 Financial stability Boyson et al. (1999); Bowersox Daugherty, (1990); 3 High transport cost Lau Zhang, (2006); Kerr, (2005b) Technological 4 Capability of information technology Cheong, (2004); LaLonde and Masters, (1994); Byrne (1993); Qureshi et al, (2008); Rahman, (2004); Sauvage, (2003) 5 Security of information systems Pattel Conners, (2008); Grover et al., (1994); Lacity and Hirschheim, (1993a) 6 Compatibility of information systems Anand, (2010); Arshinder et al. (2007); Rao Young, (1994) 7 Reliability of information systems Bailey and Pearson (1983); Collins, (2005) HRà ¢Ã¢â€š ¬Ã¢â€ž ¢s 8 Lack of expertise Selviaridis Spring, (2007); Leib and Randall, (1996b); Razzaque Sheng, (1999) 9 Different culture Babics, (2005); Pagell (2004); Mckeon (1991); Qureshi et al, (2008); Kremic et al, (2006) 10 Inadequate education and training Kim et al, (2008); Lai and Hsu (n.d.); Capgemini Consulting et al, (2007) Business landscape 11 Globalization of 3PL market Arvidsson, (1997); Cheong, (2004); Lemoine et al, (2003); Bottani and Rizzi (2006) 12 The need for guanxi Jiang and Prater, (2003); Michailova and Worm, (2003); Millington et al. (2006); (Lightfoot and Almeida, 2007) 13 Local 3PL providers Jiang and Prata (2002); 14 Government regulation Lai and Hsu (2007); Kerr, (2005); Kerr (2006); Lau Zhang, (2006) 15 Underdeveloped physical infrastructure Speece and Yukiko, (1995); Carter et al, (1997); Pollit, (1998); Goh and Ling, (2003)

Alexander The Great Has Truly Shaped And Inspired The...

Alexander the Great has truly shaped and inspired the entire world as one of the greatest and most successful military leaders in history. Alexander has influenced many writers, as he is included in the national literatures of some eighty countries. At the age of just thirty, Alexander had conquered what was known as oecumene (the inhabited world). Alexander the Great has become worldly recognized and lives on to this day as a modern hero who took on, conquered the world and spread Hellenic culture. Alexander III of Macedon was born in the royal palace in Pella, the capital of Macedon, in July 356 B.C. The people of Ancient Macedonia were considered to be â€Å"barbarians† or backward foreigners from a Greeks perspective even though the Macedonians spoke and followed Greek culture. Alexander was born three years into the great military commander of King Philip II’s of Macedon’s reign and Olympias, a princess who belonged to a strange religious cult, from the neighbouring country of Epirus. The two were very passionate and dynamic characters, and their traits and actions shaped their son’s destiny along with his tutors Aristotle, Lysimachus and Leonidas of Epirus. Demosthenes in 341 BC stated, â€Å"Philip is no Greek†¦ He is a filthy wretch from Macedonia,† . The Macedonians were clearly hated by the Greeks and the country was considered to be a peasant, farming state. Defeating these stereotypes about Macedonians, Alexander lived the priv ileged life of a young prince in the royalShow MoreRelatedThe Sistine Chapel Essay2464 Words   |  10 PagesItalian Renaissance. Every year millions of people travel to the Vatican to see this impressive work . 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Information Systems and their Importance to Springfield Hospital

Questions: 1. In order to help SAH Management, define what Information Systems are and briefly explain how information systems are Important to Future Operations at SAH. 2. Identify and list the Specific Business and System Problems faced by SAH and list these Problems in order of Priority. 3. What are the Key Information requirements of SAH? For each Information requirement you have Identified, discuss how this Information would Enhance or Improve SAHs Competitive Position. 4. Which Specific Information system(s) can help SAH in Managing their Business problems, making business decisions and fulfilling the information requirements identified in the previous question? Be specific in how they will help in these areas. 5. Explain how SAH could strategically utilise the Internet, intranet and extranet to engage with key stakeholders and fulfil Communication and Collaboration requirements. 6. Change Management is an important concept to Business Organisations. How could SAH best Manage the Organisa tional changes that would occur with the Implementation of the Information Systems changes you are proposing? 7. For various Stakeholders at SAH, including its Customers and Employees, what are some of the possible security and ethical issues that may arise with the Introduction of their Information System. Answers Introduction Business organizations vary in size and in the type of products or services they offer. Effective handling of data and coordination of departments in the organization is an ideal aspect that determines staff performance and service delivery. Technology has to be incorporated in the conventional processes of the organization to ensure customers are served to the expectation and to help management and staff work as a unit. The Knowledge of information systems is, therefore, important in assessing how efficient the operations of a business can be with the integration of technology in their activities. 1.Information systems and their importance to Springfield Animal Hospital Information systems have integrated a network of components that coordinate in collecting, storing, processing data and delivering information, knowledge or products (Wallace, P.2014). The adoption and use of information systems for Springfield Animal Hospital will make it easy for the different animal sites to work as a team, management will be able to monitor progress, consistency in pet records, instant feedback, and notification for meetings, accurate staff data and quick processing of payrolls. Proper utilization of information across the animal sites will encourage more people to take their pets for grooming and accommodation. Online booking of services and consultation will increase the customer base because through the internet more people learn about their services. Information systems are classified according to the use of information in the organization (Wigand, R.2003 ). Modern business demands the application of informatics to address the need for information management and business functions. The two categories of information systems identified are; operations support system and management support system (Alter, S. 2002). Operations support system facilitates the update of the organizations central database, controls production, supports transactions and ensures effective internal and external communication. Operations support system is further categorized as; transaction processing system, process control system and Enterprise collaborative system. Management support system, on the other hand, presents information to managers to take action. In this information system, information is put in a specific format to help managers in the decision making process. Management support system is also categorized into; management information system, d ecision support system, expert system and accounting information system (OBrien, J.A. Marakas, G.M, 2011). Springfield Animal Hospital has to install the various information systems in particular departments to help both management and staff in their performance of tasks. 2.Problems faced by Springfield Animal Hospital Various business and system problems are facing Springfield Animal Hospital which needs to be addressed in a specific order of priority they are; Records of the number of pets and the site they are located, staff records and files, records of equipment and customers of the organization: A system that ensures all data is stored is stored safely and in a secure environment. The sites owned by Springfield Animal Hospital should have the ability to share information. The organization should be able to hold regular meetings and realize effective communication channels. Automation of supplies and consumables to the sites has to be effected. The organization requires an online platform to enable them to get feedback from customers and for online booking of services. 3.Key Information Requirements The organization should have information on the number of pets in the sites, names of the owners of pets being groomed or accommodated and the location in which the pets are located. This knowledge is important because customers feel part of the firm and confident of the services offered. An online platform gives information on how customers rate the services. Feedback and comments from customers are part of the relevant information that management use to adjust and satisfy customers. Information on staff and their welfare are necessary to ensure a supportive working environment is created for them to perform better. Motivation to work can be transferred to customers having a good perception of the organization. 4.Information System Suitable to SAH The operations support system is essential in addressing the information needs of business using the collaboration system which encourages team effort across the departments. This system information will be shared across the various sites and improve their services. Management information system will be critical in helping management to make everyday decisions that improve service delivery and performance of staff. 5.Strategic Use of Internet, Intranet, and Extranet The Internet is a world-wide network of computers accessible to people who have their Internet Protocol (IP) address that shows the location of their computer. SAH can use the internet to come up with an online platform where the company is advertised, and customers can request for services or comment on the type of services they received. The intranet can enable staff to access internet services within the company which helps different departments to coordinate and shares information consistently. Extranet services will allow the SAH sites located outside the main premise to operate on the organizations intranet and keep them in touch with the main offices. All these networks enhance teamwork and performance (Koh, S. Maguire S. 2009). 6.Organizational changes during information systems implementation The adoption of information system requires change management strategies to retain continuity and relevance (Pugh, D. S. 2009). The important changes are; embarking on training staff for them to have relevant knowledge in using a computer and adjusting to operating with the new system. Management should hire technical staff with experience in information systems to implement the changes. The gradual orientation of customers into the online platform is also necessary for them to shift and get used to the new system. 7.Security and Ethical Issues Unauthorized staff can access data files and cause a security threat to confidential information that belongs to management. Staff with ill intentions can easily manipulate data in their favor. I t is important for each department to be in control of their files by having a password to minimize interference. Computer systems also have to be protected against physical damage and disruption of normal operations. They should be placed in safe places and undergo regular technical repair (Schmidt, A. 2012). Ethical issues that arise with the introduction of information systems include; access to personal data that causes invasion of privacy ob both staff and management and the tendency to copy information from the system instead of staff carrying out a recent study to come up with original work (Winston, M. Eldebach, R. 2014). References O'Brien, J. and Marakas, G. (2011). Management information systems. 1st ed. New York, NY McGraw-Hill/Irwin. Alter, S. (2002). Information systems. 1st ed. Upper Saddle River, Nj: Prentice Hall. Wallace, P. (2014). Introduction to information systems. 2nd ed. Pearson. Wigand, R. (2003). Introduction to business information systems. 1st ed. Berlin: Springer. Pugh, D. and Mayle, D. (2009).Change management. 1st ed. London [etc.]: SAGE. Koh, S. and Maguire, S. (2009).Information and communication technologies management inturbulent business environments. 1st ed. Hershey, Pa.: IGI Global (701 E. Chocolate Avenue, Hershey, Pennsylvania, 17033, USA). Winston, M. and Edelbach, R. (2014).Society, ethics, and technology. 1st ed. Boston, MA:Wadsworth Cengage Learning. Schmidt, A. (2012).Security and privacy in mobile information and communication systems. 1st ed. Berlin: Springer.

New York City and Palmolive Naturals free essay sample

Created in 1806 by William Colgate, Colgate-Palmolive Company is an American multinational consumer products company dedicated to the production, distribution and provision of household, health care and personal products, such as shampoos, and oral hygiene products. Economic Standing in 2011 , according to Ian Cook, Chairman, President and Chief Executive Officer of this company, the Companys 2011 global business net sales grew 7. 5 percent and global unit volume from continuing businesses grew 4. 0 percent. The company achieved its profit goals, with diluted earnings per share increasing 4%, and despite continuing increases in material costs, an intense competitive environment and volatile macroeconomic conditions worldwide they were able to remain stable (â€Å"Message from the CEO†). Colgate-Palmolive has been a leading brand in the dental care and household industry for many years. Colgate-Palmolive is currently reporting that their 3rd quarter profits have increased 1. 7 percent. Not to mention that the company’s stock has risen 15 percent from the start of 2012. The company is making a dramatic change; Colgate’s current financial situation is very stable. We will write a custom essay sample on New York City and Palmolive Naturals or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page They have been increasing their net sales every year from 2008 to 2012; they have gone from $15. 33 billion in 2008 to $17. 1 billion in 2012. Colgate had a 58. 4% gross profit margin in the fourth quarter of 2012. Colgate is constantly trying to find new ways to increase the sustainability profile of their products. Colgate- Palmolive stresses the idea of meeting customers’ expectations as their needs change. Colgate also has a strong commitment to safety and quality. Taxes- sales tax on purchase of supplies, employee taxes, and income taxes also represent part of their major fixed costs. During 2013- Colgate had a one-time after tax due to the re-measurement of balance sheet of Venezuela as a result of currency devaluation. This obviously contributed to the increase in fixed expenses reported on their latest financial report. COLGATE-PALMOLIVE COMPANY IN THE PHILIPPINES Arthur Brent, as the leader, started operating Palmolive Company in Baracca Street, Binondo, Manila in 1926. Only five people began selling imported products from the United States. The products sold during early days were Octagon Laundry Powder, Crystal White Laundry Bar and Pompeia cosmetics. In 1928, after the slow start, new vigor was added to the Palmolive Peet Company through another merger this time with Colgate Company, Colgate Ribbon Dental Cream and Cashmere Bouquet toiletries were added to the product range. The previous merging and adding Palmolive soap to their product increased the sales during the period of 1928-1930. In 1935, William M. Pearce succeeded W. T. Schraeder as manager of the Colgate-Palmolive Peet Company. In 1942, J. C. Rebaza, foreign sales and advertising manager of the parent company, visited Manila to conduct an extensive study of the Philippine market and distribution techniques. As a result of this visit, a decision was taken to introduce the direct selling system throughout the islands. When Japanese soldiers, during their occupation, sealed Binondo office and looted the nearby company warehouse on Dasmarinas Street, company operations were brought to a half. The officer in charged of the company, James Carpenter, was taken as a prisoner and upon his instruction, some of the employees managed to risk their lives to preserved the company records. War left the company in ruin and in economic depression as well as the country. In 1946, Colgate-Palmolive Peet Company resumed operations as Carpenter reestablished it after his release in 1945 in key areas such as Manila and the nearby provinces resulting a sales of 2 Million for the year. As fast growing demand for Colgate-Palmolive products, the company organized with a capitalization of 1. 5 Million and constructed modern manufacturing complex in Intramuros and Makati and all the products quickly became a great success. After the companys boost in the previous years, they had achieved the key objective of surpassing sales of P100 Million. This achievement was coupled with the second expansion-the Constitution of an additional 22,000 square feet of warehouse and modernized facilities. As each year went by, the company surpassed the expected sales and made them one of the five subsidiaries in the entire Colgate World with the most outstanding performance and won the prestigious Presidential Award. To date, Colgate-Palmolive Philippines, Inc. holds leadership position in the market. It continues to find new ways to innovate in production, marketing and sales as well as in being the best place to work. (www. ColgatePalmolive. com) 2. MISSION AND VISSION STATEMENTS VISSION STATEMENT As we plan our strategies to sustain growth for the years to come, our core values of Caring, Global Teamwork and Continuous Improvement will continue to drive our future initiatives. † (http://www. makingafortune. biz/list-of-companies-c/colgate-palmolive. htm) Caring The Company cares about people: Colgate people, customers, shareholders and business partners. Colgate is committed to act with compassion, integrity, honesty and high ethics in all situations, to listen with respect to others and to value differences. The Company is also committed to protect the global environment, to enhance the communities where Colgate people live and work, and to be compliant with government laws and regulations. Global Teamwork All Colgate people are part of a global team, committed to working together across countries and throughout the world. Only by sharing ideas, technologies and talents can the Company achieve and sustain profitable growth. Continuous Improvement Colgate is committed to getting better every day in all it does, as individuals and as teams. By better understanding consumers and customers expectations and continuously working to innovate and improve products, services and processes, Colgate will become the best. MSSION STATEMENT: As a Company that strives to be the best truly global consumer products company, we are committed to doing business with integrity and respect for all people and for the world around us. (http://www. makingafortune. biz/list-of-companies-c/colgate-palmolive. htm ) 3. CORPORATE OBJECTIVES Having a broad target and goal, the company would be laying out different objectives including: †¢ Increase in market share †¢ Increase market coverage †¢ Maintain marketing lead †¢ Instill brand loyalty †¢ Influence consumer behavior regarding shampoo consumption †¢ Increase satisfaction ratings †¢ Counter possible competitor’s attack strategies. In connection with the enumerated objectives and goals the company is also concerns in: * Engaging To Build Strong Brands: Engaging with consumers is at the heart of Colgates focused global strategy, which drives the Companys strong performance and market share gains worldwide. Stronger consumer engagement begins with better insights. We are obtaining deeper and more meaningful consumer insights and using them to strengthen product development, packaging and the communications we deliver through our integrated marketing campaigns. * Engaging to Build Our Brands with the Profession: Colgate is driving engagement and building our leadership with professionals to strengthen their endorsement of brands. This, in turn, builds market share and brand loyalty. * Engaging to Build Our Brands with Our Customers: Across retail environments, whether small rural stores or large global chains, Colgate is working closely with its retail partners to share expertise and provide shoppers with the best value and service. Colgate is engaging its customers worldwide by sharing unique shopper insights, providing innovative in-store marketing communications and merchandising techniques, and developing and executing joint business planning initiatives. * Innovation for Growth: At Colgate, developing innovative new products is a key driver of profitable growth. Colgates consumer innovation centers, in strategic locations throughout the world, are focused on developing insight-driven innovation that provides value-added new products across all price points. * Effectiveness and Efficiency: Integral to Colgates global strategy is the ability to generate funds to invest in business growth. Through both established efficiency programs applied to all aspects of our business and ongoing identification of new ways to find savings, the Company constantly strives to improve its organizational capabilities and speed, while reducing costs. Programs are wide-ranging and include many small initiatives amounting to millions in savings that fund new product development and marketing activities, as well as helping to deliver strong profitability. * Leading to Win: At Colgate, we have long believed that our values-based culture forms a strong foundation for good governance which leads to good results. Employees at all levels learn to take personal responsibility for being leaders, and they commit to conducting business with the highest integrity, incorporating Colgates values of Caring, Continuous Improvement and Global Teamwork into all business activities. Colgate also demonstrates leadership as a member of the global community. 1. GENERAL ENVIRONMENT ANALYSIS A. POLITICAL LEGAL FACTORS play a vital role for the business prevailing in the country. If the government is inactive then the company advances at a standard rate but the other way round , a drastic fall can be seen. (http://news. morningstar. com/) A number of laws regulating consumer products have a great impact on what type of products Colgate Palmolive is able to distribute, but also legal and regulatory forces serves as a tool to protect their products including shampoo from being stolen or imitated. Because Colgate Palmolive is a multinational corporation operating in more than 200 countries, the manufacturing, packaging, labeling, distribution, advertising and sale of shampoo products are subject to extensive regulation which could have negative effects on the success of the company. For example, there are several products that may contain ingredients considered hazard for human consumption, a new regulation prohibiting the use of a specific substances or ingredients that will affect the distribution of a particular product containing such components. This could also lead to negative reaction from consumers of Colgate Palmolive products. Consequently, Colgate Palmolive must meet requirements for labeling shampoo products accordingly with governmental regulations for each of the countries they operate in. Political forces are very important to a company like Colgate-Palmolive, especially when doing business internationally; it may constitute a disadvantage when trying to engage in international trade and dealing with other countries’ regulations and laws. If Colgate is linked to people getting sick by using their products, one can guarantee that government officials are going to intervene. Consequently, political forces of the marketing environment have a great potential to influence marketing decisions and strategies. B. ECONOMIC ENVIRONMENT FACTORS could directly affect decision making process. If the country experiences inflation then, it will have a negative impact on the running business. (http://news. morningstar. com/) Economic forces are one of the main evaluators of a business because it influences both customers and marketers. A little change in the economy can affect supply and demand, buying power, willingness to spend, and competitive behavior. Colgate-Palmolive company relies strongly on a customer’s buying power and willingness to spend, which will be affected by economic circumstances. C. SOCIO-CULTURAL FORCES are factors to be considered like religious and cultural key values which are relevant for the survival of the product in the industry because people will repel the product that there religion and culture do not prefer. (http://news. morningstar. com/) Understanding sociocultural forces is a prerequisite in order to successfully conducting business, especially in such a competitive market. In Colgate Palmolive this forces greatly influence the marketing mix. Hence, in an international market sociocultural forces have an enormous effect on how marketers design their marketing strategies and approaches to customers. Demographic and Diversity characteristics can lead to changes in how people live and ultimately influence their choices of products, brands, and spending behavior. When launching Ta new product or promoting existing ones, Colgate Palmolive have to take into account each one of them to successfully market its products and decrease its risk margin, population demographic focus on whether the product is gender neutral or not, how will it be promoted, does it appeal more to females or males? , what age group will be more interested in obtaining the product, and ways they can reach this market to let consumers know about the product. D. TECHNOLOGICAL FORCES are factors that on which values cannot be ignore. Technology vary in the passage of time. Techniques and methodologies must be up to date for keeping the product preferable in the market. (http://news. morningstar. com/) Technology can sometimes be a key tool in maintaining competitive advantage. Social media has change the ways we communicate and market our products especially shampoos, making it easier for marketers to introduce new products to consumers and get almost instant feedback on products or ideas marketers introduced or are planning to introduce to consumers. It can also represent a threat when the disclosure of negative information about the product rapidly spread through social media. For a company like Colgate Palmolive technological forces can mean new ways to distribute their product and advertising as well. Maintaining a positive image and consistency in the quality of products can minimize the risks of negative feedback. 2. TASK ENVIRONMENT ANALYSIS A. COMPETITORS. As customer prefer certain brands , switching cost in this industry are low. It does not cost anything for a customer to buy one brand of shampoo instead of another. (http://news. morningstar. com/) â€Å"Keep your friends close, and your enemies closer. † This quote is the perfect definition of describing Competitive forces. Almost every business has a rival, Pepsi vs. Coke, and many others. Colgate is no exception; it has to deal with other companies , which produce substitutes products like Pantene , sunsilk and others. With all these potential competitors Colgate needs to constantly develop new products and new marketing strategies to make their products stand out to the consumers. B. THREAT OF NEW ENTRANTS. Given the amount of capital investment needed to enter certain segments in household consumer products, we suspect the threat of new entrants in fairly low in the industry. (http://news. morningstar. com/) Along with intense rivalry from existing competitors, Colgate-Palmolive Company has to deal with new competitors. Today, the shampoo market is exploded with a dramatic increase in new entrants. These numbers reinforce the seriousness of the threat of new entrants that Colgate-Palmolive will have to contend with when they launch Colgate Palmolive Naturals Shampoo. C. THREAT OF SUBSTITUTE PRODUCTS. With in the consumer products industry ,brands succeed in helping to build a comparative advantage , but even the pricing power of brands can be eroded with substitutes such as store branded private label offerings. (http://news. morningstar. com/) The introduction of the new products and the high competition in advertisement promotions will be a big threat deals with substitute products. Products whose offering discounts would be a big threat in Palmolive naturals Shampoo. Naturally, consumers would prefer those substitute products offers discounts and low prices than products offers none and a high one. D. BARGAINING POWER OF SUPPLIERS. More than likely , consumer products company face some amount of supplier power ,simply because of the cost they incur when switching suppliers. (http://news. morningstar. com/) Colgate Palmolive company depends for its outsource manufacturing for the Palmolive naturals shampoo ingredients. Hence, Palmolive Naturals shampoo has decided supplier advantage in the relationship with the Colgate Palmolive Company. The company needs to maintain a healthy relationship with suppliers to reduce risk of a costly supplier switching process. E. BAGAINING POWER OF CUSTOMERS . Consumer products company face weak. Major consideration that we should take into account were the retailers rather than individuals. (http://news. morningstar. com/) One of the factors which can cause customers bargaining power to grow is when the switching costs for customer are low. Even if Colgate-Palmolive Company were to position Palmolive shampoo as the most expensive shampoo brand on the market, it is still a relatively inexpensive product, compared to many daily purchases . Therefore, buyers can easily switch between shampoo brands without giving the decision much thought. To combat this threat, Colgate-Palmolive could position Palmolive naturals shampoo as a superior shampoo brand that customers can not afford to be without. The Colgate-Palmolive Company culture, company values, the people, the diversity, the way the company respects all their employees, the opportunities to grow, the fairness in decisions, the transparency of doing business, the management that takes care of company performance and financial health to guarantee the business for shareholders and employees, and of course the products are what the company differ from others. 1. CORPORATE STRUCTURE Colgate-Palmolive Company, is a global leader in the area of oral care and personal care. It is a company serving hundreds of millions of consumers worldwide. The small soap and candle business that William Colgate began in New York City early in the 19th century and now for over 200 years, Colgate has focused on driving growth by continuously improving products and processes. History reflects the strength and innovation that Colgate people have used to constantly transform the Company and identify new opportunities. Governance is an ongoing commitment shared by Colgate’s Board of Directors,the management and all Colgate people. At Colgate, good corporate governance believes strongly accompanies and greatly aids long-term business success. This success has been the direct result of Colgates key business strategies, including its focus on core product categories and global brands, people development programs emphasizing pay for performance and the highest business standards. 2. CORPORATE CULTURE The Colgate culture is one that reflects values of caring, global teamwork and continuous improvement, as well as an unwavering commitment to integrity in everything that was done. Building skills and developing Colgate people is critical part of success. Colgate provides all employees worldwide with a series of training programs focused on building leadership skills. Valuing Colgate People, Managing With Respect and Fostering an Inclusive Work Environment are only a few of them. Fostering an Inclusive Work Environment provides a broad awareness of diversity and skills to work with diverse teams and to serve an increasingly diverse customer base. Colgate leaders take responsibility for valuing the contributions of all Colgate people and have the knowledge and skills necessary to transform the work environment into one where all employees can contribute fully to meet the business goals. Colgates success is created by Colgate people who work together as a worldwide team, using their individual strengths to achieve business results. This strong global teamwork requires a company culture in which everyone works well together and truly values one another. The company supports an environment where everyones ideas are shared and respected. Colgate Palmolive Company believes that culture and values afford opportunities for everyone to have an important impact on the building of business. The company is constantly striving toward a more diverse workplace, which benefits the Company and enables them to more successfully meet the needs of consumers around the world. 3. MARKETING Colgate is seen as a market leader and a company that cares. The company is involved in the community and have a non-typical corporate image. Colgate-Palmolive Company are selling internationally for a long time. Financial records show that the company’s net sales are increasing from:15564 (dollars in millions) in 2010 ,16734 (dollars in millions) in 2011, to17085 (dollars in millions) in 2012. Financial summary of the company shows: Net income attributable to Colgate-Palmolive Company and earnings per common share in 2012 include $70 (dollars in millions)of charges related to the 2012 (dollars in millions)Restructuring Program, $18 (dollars in millions)of aftertax costs related to the sale of land in Mexico and $14 of aftertax costs associated with the business realignment and other cost-saving initiatives. To date, Colgate-Palmolive Philippines, Inc. holds leadership position in the market. It continues to find new ways to innovate in production, marketing and sales as well as in being the best place to work. 4. RESEARCH AND DEVELOPMENT Colgate is a very well known Company. In Research and Development the company has the opportunity to create products that at the end will be used by millions of people. The company is concern most on product development and quality of the products produced. One should be responsible in communicating to each other to assists each others work. Research and development is a continuos process. Currently the company is still spending more in this department to assure long term goals and in the process of innovating products to cope up with economic changes and consumer expectations. 5. OPERATIONS AND LOGISTICS Colgate-Palmolive Company was a strong multinational company and has a real commitment in caring its people which is essential to the success of company,s operation. Also the company should value Consumer Marketing, Customer Development/Sales caused they are the primary source of income. Aside from that :Two key factors have played a role: The leadership that the company exhibits and the commitment and passion that has to put into achieving goals and leading change (innovation). 6. HUMAN RESOURCES Colgate company has a strong company values, focus on people development and long reputation as a company with high ethical standards. The company values its people most that s why the company should spent time ensure appropriate payment for performance and recruitment. 7. INFORMATION SYSTEM The company must have an information system especially for its operations internationally. Since Colgate-Palmolive Company is dealing with the local and international market ,it must use the internet for customer orders , marketing and promotions. With the aid of internet and information system ,the company can improve its performance better than usual. Information technology system can increase revenue by online promotion and advertisement. An inventory management system and accounting system could be an aid in inventory maintenance and assist managerial decision making process. STRENGTHS WEAKNESSES OPPORTUNITIES THREATS WOT analysis (alternatively SWOT Matrix) is a structured planning method used to evaluate the Strengths, Weaknesses, Opportunities, and Threats involved in a project or in a business venture. A SWOT analysis can be carried out for a product, place, industry or person. It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable to achieving that objective. (HTTP://en. Wikipedia. org/) THE FOLLOWING ARE THE STRENGTHS , WEAKNESSES , OPPORTUNITIES , AND THREATS FACED BY THE COLGATE-PALMOLIVE COMPANY. 1. STRENGTHS: PALMOLIVE NATURALS is a well-known brand of shampoo produced by Colgate-Palmolive Company. It is the best brand market leader in the Philippines since 1996. COLGATE-PALMOLIVE COMPANY as the worlds leader in personal care sales which includes shampoos, toothbrushes, and toothpaste. It is globally recognized brands that provides a competitive advantage to the company and strengthens its dominant position in the market. The company’s good distribution system and strong relationship with wholesalers and big retailers can be used to create an extensive coverage for the brand. It can influence the way Filipinos see the benefits of using Palmolive Naturals as it claims to contain natural ingredients. Palmolive Naturals is the mass market shampoo of Colgate-Palmolive. It was positioned as a shampoo made from natural ingredients . (a). Palmolive Naturals Shampoo is a well-known brand of shampoo produced by Colgate-Palmolive Company. (b) It was positioned as a shampoo made from natural ingredients. (c)It belongs to a company with strong consumer research group ,that is good in pioneering products (d) The company’s promotion and good distribution system including strong relationship with wholesalers and big retailers can be used to create an extensive coverage for the brand. (e) An imported shampoo brand that offers low prices compared to other competitors. 2. WEAKNESSES Colgate-Palmolive Company Inc. does not have as many internal weaknesses as it does strength. (a)Packaging is capital intensive and can be too costly. (b)Company support for brand presence in the small sari sari stores was weak and some regions in Visayas and Mindanao have poor coverage. (c)Product life cycle for shampoos are becoming shorter due to weak promotional support. (d)Company’s failure to consider other cultures and lifestyles. 3. OPPORTUNITIES Opportunities can be identified in the environment. A high growth rate could project probable consumption in the future. High satisfaction rating would lessen the tendency for trying new brands. This situation can be targeted by quality products which can be satisfied thus creating such loyalty in the product brand. The increasing sales growth for sachets opens a greater market for the shampoo industry which could be targeted and considered through marketing. Opportunities in general environment include: (a)High demand of product consumption in some populated location such as Metro Manila. (b)High satisfaction ratings decrease the tendency to try new brands as a result consumer loyalty ends to increase. (c)Technological advancements which are relevant in management decision making process. (d)Rapid growth of demand in personal health care products including shampoos. (e)Preferences of customers toward Palmolive Naturals Shampoo other than some brands. 4. THREATS Aside from the opportunities that can be identified in the external environment, there are also threats that could have impacts on the company. There is intense competition, which is common in any industry. It could force the product brand to spend on defending and keeping its market lead. This is considered as a serious threat because if the brand is not able to compete, it may lose its current position which is being the market leader in the shampoo industry. Aside from intense competition, there is also a decrease in consumer loyalty. It is a threat because it leads to brand switching, which is very common in the current environment. The areas in which these brands are good are in distribution and therefore its availability, and its lower price relative to Palmolive Naturals. Some of these threats include: (a)Potential competitors exist in shampoo industry including competitors offering cheaper products with packaging advantage. (b)Growing competition from other domestic and international brands including branded and those unbranded ones. (e. g Pantene , Sunsilk) (c)Many fake and expired products are sold by some retailers. (d)Product development of substitute due to technological advancement. (e)Change in economic conditions. (eg. Deflation, inflation) Alternative 1: Intensified marketing and product developments in current markets. Luzon area is a good market in the present and contains much potential in the future. Though its growth rate is relatively slow compared to the national market, opportunities lie on the consumption which is double the national market. Thus, it creates the following advantages and disadvantages. ADVANTAGES: This alternative will enhance products through, 1. ) innovations and additions, 2. ) intensive product promotions, 3. ) creation of new products or new variants of the product 4. ) strengthen product positioning in the market, 5. ) increase in market share is possible, 6. ) consumer loyalty in goods can occur 7. ) market will arise DISADVANTAGES: 1. ) a high competition can drool this down. 2. ) the nature of frontal attacks from major competitors would be hard for the company to take again the lead in shares . 3. ) more costly cause of the marketing efforts. 4. ) intense changes, innovations, product development, packaging, promotions and advertisements will be too costly to the firm since these require technologies which are cost-generator. 5. ) high opportunity cost . Alternative 2: National market expansion and development (outside Metro Manila) and new Palmolive Naturals variant development . The Metro Manila market for shampoo is saturated and the competition within the area is quite intense. With more than hundred brands of shampoo available to the market, the slowing market growth and increase in shampoo consumption, chances for growth in Metro Manila seems to be small. The following are related advantages and disadvantages in this alternative. ADVANTAGES: 1. ) it adopts a mobile defensive strategy and a bypass attack strategy against its competitors. 2. ) gain boosts in market share by expanding the market itself, and by attacking holes in the shares of the competing markets. 3. ) the company will take advantage of the current high market growth rate capture as much of the market as possible. 4. ) could lead Palmolive Naturals to be a cash cow in the long run, in the future being a market leader in a slow growing national market. 5. ) it aims to increase sales and presence nationwide. DISADVANTAGES: 1. ) expansion and market development may be too costly. 2. ) strong relationships with sari-sari stores need to be established and distribution to these other places could be cost intensive. 3. ) cost intensive process would be in increasing consumption of shampoo and influencing their buying behavior. 4. ) the company needs to increase promotion and visibility in the form of commercials and advertisements. 5. ) research development would also need to be generously funded because of proposed new product developments that the department would have to work on. Alternative 3: Shift of Focus to brand. This alternative will shift the focus intensity to Palmolive Naturals brand. Since in the shampoo industry, cannibalism of products can highly occur, this strategy could be a way in further attaining higher market shares in the industry. Upon shifting to more promotions for the Palmolive Naturals better opportunities can be captured. Naturals will be now positioned premium and will be then used to attack other shampoo brands. If given much advertisements Palmolive now can acquire higher market shares. Furthermore, this creates the following advantages and disadvantages. ADVANTAGES: 1. ) could also make the company avoid cannibalism of products. Since it is also becoming too costly for the company to promote Palmolive Naturals. 2. ) investing the fund to its product line could possibly bring more cash inflows . DISADVANTAGES: 1. ) it would be hard for the consumers to have a repositioning change. It would confuse them of what really is which. 2. ) a shift upward in positioning would be harder compared to a shift downward. Alternative 4: Product promotions , positioning and strong consumer research group. This alternative will tackle more of innovations and appearance, and position of the product in the market. Being a market leader before in the area of Metro Manila, and being frontally attacked by Pantene and other brands through same strategies like salon penetration and same variants introduction, Palmolive Naturals in now a market challenger and is eager to capture again the lead in the Metro Manila market. Advantag

Capital Punishment Essays (782 words) - Operation Overlord

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