Legal, social, and economics of Business Essay Example for Free

Legal, social, and economics of Business Essay The scenario in question gives us the portfolio of a person that likes to do things around the home and has come up with an idea that might benefit his/her home and perhaps other homes globally. Another version of this idea already exists on the market but the person believes his invention might further simplify and make the â€Å"appliance† more user friendly and safer. This person does not have available funds for the project and would therefore have to look to an outsider to complete the task at hand. The inventor has researched the market of the other â€Å"appliance† and found that it has an annual growth of 2%. He believes this invention could increase that growth because he thinks this invention might be used in many other â€Å"appliances† making the product quite versatile and therefore appealing to a wide range of markets. For the person to be able to make a wise decision about how to make his project a reality we look at three types of business, the sole proprietorship, general partnership and corporation, while considering the advantages and disadvantages. After looking thoroughly at these types of businesses, we try to make an informed decision in which type to recommend for the project, keeping in mind all the aspects of the persons â€Å"limitations†. These three types of businesses all have their advantages and disadvantages and based on those we determine that general partnership would be the smartest way to proceed, as the persons â€Å"limitations† minimize the chances of the two other options succeeding. Let us start by looking at closely at the three business types in question regarding the scenario. Sole proprietorship, a business owned and operated by one person. Advantages: He would be in full control, and accountable to no one but himself. In the case listed this could be good because he could manage his time between his business and the home equally, on the other hand it might also bring difficulties both to the home and business as one might suffer from the other. Managing a business by oneself must be a difficult task. It is easily achievable. The startup of a sole proprietorship would be easy, but does success come from ease? There must be some risks and difficulties involved. Less money to be raised for starting up the business. As written in the scenario, the subject does not have access to large funds, therefore this could be a less financially upsetting way to start. Disadvantages: He would be liable for all the debts of the business personally, there is no limit to his liability. Putting his family’s financial security at risk might not seem a good idea and hardly appealing to his spouse, but taking a considerable amount of risk would be necessary. He might find it difficult to attain funding. Being an individual with low â€Å"net worth† banks and other loan facilities might not want to take the chance of lending the money for the project. General partnership, two or more persons whom share monetary responsibilities. Advantages: Growth possibilities. As described in the scenario the idea could be usable with several â€Å"appliances† making the project likely to have considerable growth potential in time. Easier to attain funding. If two or more individuals take up partnership it is more likely to be appealing to monetary facilities to fund the project because two individuals are worth more than just one. Both partners are taxed as individuals. Only one level of taxation. Partners are taxed according to their partnership agreement and have full control over how their income is allocated in accordance to their interests as long as there is economic reason. Disadvantages: One person may be liable for all debts. If for example a person would only be letting someone use their name in the partnership agreement, that same person, even if he or she could prove never to have had anything to do with the business itself, could be liable. It is therefore extremely important to have a good, detailed partnership agreement that covers all aspects of the partnership. Conveyance of ownership can be arduous. If for example one of the partners died, the partnership would go to his next of kin or whomever is his or her heir. This could be a problem if that person is not interested in the partnership or for any other reason is unable to uphold the partnership agreement. Corporation, a business where owners have separate status from the business itself and are only financially liable at part. Advantages: The owners are only liable for the funds they bring into the business. There is an exception from this rule, if the incorporation of the company was not â€Å"up to par†, an owner can be held liable. The business is not reliant on the owners to continue. The board members can easily agree on â€Å"pushing† an owner out of the corporation, which can be become a reality in this particular scenario if the inventor or initial owner of the corporation does not have a â€Å"bulletproof† agreement and/or patent of the product of the corporation. If an owner dies or by any other means cannot uphold his status in the corporation it does not affect the corporation itself. Disadvantages: Costly startup. As written before, the subject is not a person of great means. Starting a corporation could be extremely difficult for this person. Rules and regulations. There are different rules and regulations in accordance with where the corporation is incorporated, for the subject it might be a wise decision to incorporate in another state than where he lives, which in turn could make the spouse unhappy for it would obviously make the home life difficult and/or resolve in them having to move the whole family to a new place. The owner as well as the business are taxed separately, making the income double taxed. â€Å"First, a corporation pays income taxes on company profits. Then stockholders pay taxes on their income (in form of dividends) returned by their investments.†( Ebert, R. J., Griffin,R. W. (2011), page 48) To make an informed decision regarding the type of business that best fits the person’s interests, abilities and the product, the first step for the person could be to have the idea assessed. There are several businesses that offer that kind of services and for this particular scenario it might be the best thing to do. From reading the scenario it is apparent that the persons spouse is insecure about the whole affair and by having the idea or invention assessed the inventor could get an experienced professional in this field to assess the product regarding manufacturing possibilities, consumer needs, legal aspects and distribution, before he jumps in â€Å"at the deep end† and puts his family’s financial security at risk. Having done that, based on the assessment, he could make an informed decision regarding the business type best suitable. After reading the scenario and studying the business types it would be likely that the best type in this case would be General partnership. That recommendation is based on the fact that the person is low on funding options and taking in consideration the families security, sole proprietorship seems too risky because the person would have to create large debts in the beginning to just produce the product, that is, if any type of monetary company would want to risk lending to the person in the first place. Also by opting for sole proprietorship, all obligations of the business would fall on the person, making the venture potentially minimize family time. Even though sole proprietorship could result in great personal success and money if all went as planned, the initial risk would be too great, especially when taken into consideration the fact that the person has little or no managerial skills. By choosing general partnership, the person could, after having the invention assessed, and perhaps patented the â€Å"appliance†, make detailed business plan that could be presented to one or more potential business partners with access to large funds and /or good credit, being careful in choosing someone who can bring to the table something that compensates his shortcomings, like his lack of managerial skills. General partnership also divides the risk, making the project more appealing to the persons spouse. By creating a â€Å"bulletproof† detailed partnership agreement it minimizes the risk of all factors of the disadvantages in general partnership. Choosing the corporation type at this time would not be wise because it requires large funds and could prove too large an undertaking for the person at this point. That however does not mean things cannot change in time.

Extreme Apathy in John Guare’s Six Degrees of Separation Essay

Extreme Apathy in John Guare’s Six Degrees of Separation Many authors go to great lengths to explore the limits of human experience, testing realms beyond the imagination. Anything from physical boundaries to social boundaries are broken and thus redefined; Kafka explores the life of a man turned into a bug, Nabokov examines the life of a man ruled by a sexual desire that is taboo. With so much effort focused on the extremes of life, one work, a play by John Guare entitled Six Degrees of Separation, stands out. Certainly, the events are extraordinary; based on a true story, Six Degrees is the tale of a young con man, professing to be the son of Sidney Poitier, and his effect on the lives of several New York socialites. Paul is the Eliza Doolittle of the modern age, adopting all the skills, stories, and styles that make him the perfect houseguest. Paul's charisma ensures that at every encounter, his presence leaves its mark. One broke and broken young man named Rick, after losing his last dime and last shred of dignity to an encounter with Paul, throws himself from his third floor tenement apartment. From the way that the New Yorkers speak of their experiences with Paul, one would think that Guare has crafted yet another story exploring the range of human experience, probing the impact and significance of encounters among friends and strangers. However, as much as some incidents, such as Rick's suicide, suggest the extreme and most violent ends of the interaction, Guare's play leads us down a too familiar path to a rather harrowing conclusion: that the most unnerving edge of human experience is not, in fact, the most extreme and violent, but the most common and natural to human nature. Guare's play is peopled with characters ... ...e to present ourselves and have some hand in our own destiny, we are paralyzed. As Paul says, the end of Waiting for Godot is "Let's go. Yes, let's. They do not move" (25). At the end of the play, Ouisa is about to go to Sotheby's, but then pauses to watch Paul in her own mind. The lights go down as she remains on stage. Ouisa is not saved, and in the end we must doubt that she will find momentum enough to collect the substance that is required to have a life. Instead of moving into a life of meaning, she will float to Sotheby's, with a drink in hand and an urbane smile. One can picture the unwritten end to follow, Ouisa at Sotheby's "We had the strangest call tonight, that imposter that came into our lives, and you know, I had such a revelation about our lives . . ." NOTES [1] John Guare, Six Degrees of Separation. New York: Dramatist's Play Service, 1992.

How satisfactory is this view of Wolsey’s position as Henry VIII’s Minister Essay

Thomas Wolsey rose from being the lowly son of a butcher, through various posts in the royal service, to become Lord Chancellor in December 1515, and remained at the pinnacle of the King’s service until his fall in October 1529. To stay in power for so long, it needs to be established whether he spent his time as a ‘servant’ to the King, or as a authority in his own right. Historian G.R.Elton stated that, ‘He had lasted so long because †¦ he knew how to promote himself, and for most of the time, he knew how to keep henry satisfied.’ Elton’s words indicate what I believe are the two main factors in studying Wolsey’s ministry – how he served the King, and how much he did for himself. It is my opinion that Wolsey, despite his plentiful policy in areas of little interest to the King like social and governmental reform, remained so prominent in the King’s service due to his ability to serve the King, allowing Henry to live life as a young ‘Renaissance Prince.’ The King also felt relatively safe giving such power to Wolsey, as he didn’t pose a threat to his throne in the way that some nobles or those of royal blood may have posed. However nature of the relationship between Henry and Wolsey was unusual, as it was not like the archetypal master-servant relationship. In some of his letters to Wolsey, Henry signed off as ‘your loving friend and master,’ or referred to hims as ‘father’ in the spiritual sense of the word. George Cavendish, a contemporary, and Wolsey’s butler said â€Å"The king displayed a most loving disposition towards him, especially as he was most earnest and readiest among all the council to advance the King’s mere will and pleasure.† The friendship seemed to work both ways, and although it has been suggested that Henry took Hampton Court by force, I am in agreement with most historians that Wolsey gave it to Henry as a gift. To judge the extent to which Wolsey did serve his ‘master,’ it is necessary to analyse Wolsey’s work, and discover the true aim behind each of his major areas of policy. In studying Wolsey’s domestic policy, one must establish Henry’s role in this area, and in particular, what he wanted done and how much of it he was willing to do himself. As Henry was not the first son of his father Henry VII, he had not received the same royal training that his older brother Arthur had done, thus he had never really developed an interest in royal domestic affairs. While Henry VII chose to rule the country himself, Henry VIII saw ruling his country as delegating jobs to other people so he could live a youthful life, spending time hunting and enjoying himself with other men of his age. His lack of interest in day-to-day administrative affairs left a void to be filled, so the arrival in the his service of someone who not only excelled in the field, but was willing to serve his every need seems to have been the main reason for the King to keep Wolsey. As Lord Chancellor, Wolsey was effectively head of the legal system. However, as I established previously, Henry’s interest in fields such as this was limited, so he gave Wolsey power to do what he pleased (but he did have to approve Wolsey’s reform before it was implemented). Wolsey became a contriver of many policies of reform in the legal system, notably with his personal service in the Court of Chancery, increasing the administering of law of equity as opposed to common law, and with his revision of the role of Star Chamber in 1516, so that it would dispense justice and oversee fairness in the legal system. The question we need to ask is how much of this was done for the King, and how much did Wolsey do of his own accord, as arguments can be established for either opinion. By sitting in on the Court of Chancery, Wolsey was taking on a lot of unnecessary extra work, and his enforcement of equity (which was seen as dangerously close to Roman Law) is evidence to suggest that Wolsey allegiance may not have only lain with Henry, but with the Pope as well. However, Wolsey himself had little or no legal training, and the work he carried out was rather early in his ministry, which suggests that is ultimate aim was to please the King by offering him exciting new plans of reform to keep him happy. Also, the work he carried out in Star Chamber was demanded of him by Henry. It is my personal opinion that Wolsey’s needed to maintain the King’s interest and appear as though he was working directly to serve the King, and this seems to have been his main priority, as this was the key to remaining in the King’s favour. Wolsey’s background lay in religion rather than in law, so it seemed that anything policy he would implement would be more likely to reflect his own personal desires, rather than as a service to the King. In 1514, he was made Archbishop of York, and in 1518, he was promoted to Papal Legate (a position which was conferred on him for life in 1524), effectively making him the most powerful man in the church. The important question is that when serving the Pope in England, would he be acting for himself (and the Pope) or his master, the King? Wolsey’s first major policy in the church was the defence of ‘Benefit of Clergy.’ In the 1515 Parliament. This itself was a bold move for Wolsey, as he had only recently been given power, and to defend something that both King and Parliament didn’t approve of meant losing popularity. Nevertheless, Wolsey knelt to Henry to assure him that his power was totally unthreatened by the church. This evidence suggests that Wolsey may not have necessarily wanted to do everything that the King wanted, and he seemed to have some power of refusal over the King himself. In the church, we also witness Wolsey’s collection of offices, wealth and power, which we can hardly regard as a service to the King. His offices included Bishop of Durham and Winchester, Abbot of St Albans (one of the richest abbeys in England), as well his previous offices as Archbishop of York, Papal Legate and Lord Chancellor, providing examples of pluralism. He even charged clergy to carry out duties which he could not fulfil, in a gross example of non-residence. He derived a huge income from all of the above while maintaining power, placing him in a unique position, and freeing him up to serve the King in other ways. One third of land in England belonged to the church, and this seemed to be the one of the few aspects of the church that Henry himself was displeased with, thus it can be said that the dissolution of 30 monasteries between 1524-9 would have theoretically been done for the King. In practice, Wolsey kept a great deal of the revenue from the monasteries, diverting it to his school in Ipswich and his college at Oxford. Social reform was one of the areas of domestic policy that least concerned the King, so it seems likely that most of Wolsey’s action in this field would not be in service to the King. His attempt to reduce the injustice of ‘enclosures’ and ‘engrossing’ via the Enclosure Commission of 1517-9 was clearly of little consequence to the King, and was more likely to be an area of policy where the King gave Wolsey freedom to implement his own policy. The fact that Wolsey carried out policies for which there is little evidence of any involvement on Henry’s part suggests that Wolsey may have been more than just a servant to Henry. Wolsey’s immense activity in financial policy corresponds with Henry’s desire for money to carry out foreign expeditions against the French. The Act of Resumption of 1515, the Subsidies of 1513-5 and 1523, the Forced Loan of 1523 all reduced his popularity, but managed to quench Henry’s desire for money. However, Wolsey was seen to go one step too far to please his master in 1525, in asking for the Amicable Grant, while the forced loan of 1523 was still being collected. The country reached a state of near-rebellion, and more serious disturbances occurred in London, East Anglia and Kent. It was at this stage when the relationship between Henry and Wolsey faced its first major attack, and Henry blamed the whole fiasco on Wolsey to save himself. Wolsey himself had largely been opposed to his attempts to raise extra revenue for the King, yet he had been acting as the King’s servant, doing his bidding. To Henry, Wolsey was to act as a scapegoat in situations wh ere things went wrong. The other area of domestic policy in which conflict arose between Henry and Wolsey was in the Eltham Ordinances of 1526. Wolsey had been struggling to eliminate those who may have influenced the King. In 1518, he had attempted to expel Henry’s ‘minions’ or ‘young favourites,’ but his ‘governmental reform’ as he called it, was reversed by Henry, indicating some tension, but more importantly indicating to Wolsey that he could not consider overpowering the King. It was in the Ordinances of 1526 that Wolsey again went too far. In another bout of governmental reform, he was able to reduce the number of ‘Gentlemen of the Privy Chamber’ from 12 to 6, and he removed enemies such as William Compton, the ‘groom of the stool.’ The resultant lack of advisors around Henry angered him, and he was well aware that Wolsey was the cause of his seclusion. Wolsey had emerged as a competent organiser during the 1512-3 French campaign, and also organised the peace with France in 1514, proving himself to Henry as effective in diplomacy as well. Clearly, Henry was a king who sought glory, and was full of dynastic ambition. He wanted England to be as influential in European affairs as it had been in the time of Henry V. His jealousy of his French rival, Francis I meant that he would be seeking alliances against his traditional opponent. Wolsey on the other hand was a man of humanist tendencies, sought glory in diplomacy through his desire to become the ‘peacemaker of Europe.’ The Venetian Ambassador at the time stated that â€Å"Nothing pleases him more than to be called the arbiter of the affairs of Christendom.† In 1516, Henry wanted to renew his campaign against the French alongside the new leader of Spain, Charles V, but Wolsey managed to convince him to join a coalition against French action in Italy instead. Henry clearly trusted Wolsey sufficiently to trust his advice in this are, indicating that he held more importance than that of just a servant. One aspect of Henry’s personal policy is also revealing at this stage as to his relationship with Wolsey. In 1518, Pope Leo X was expressing some concern as to the advance of the Ottoman Empire into Europe, and sent cardinals around Europe to organise a unification of Christendom against them. Henry used his desperation to his advantage, refusing entry to Cardinal Campeggio, the embassy, unless Wolsey was made ‘legate a latere’ (papal legate), to which the Pope agreed. In this action, Henry can be seen to have depended somewhat on Wolsey, as he was essential to Henry in maintaining some degree of control over the church in England. Wolsey, seeing an opportunity to fulfil his personal aims, took diplomatic control of the Pope’s mission, and turned it into an international peace conference of more than 20 countries in London. The resultant Treaty Of London was signed in October 1518, and served as a great achievement for Wolsey. It not only brought together the great powers of Europe in a ‘universal and perpetual peace,’ but also put England at the centre of European affairs. More importantly, Wolsey had not needed to compromise the wishes of his master to achieve his role of peacemaker, as the treaty also allowed England’s standing in Europe to improve, which was one of Henry’s major priorities. Wolsey carried out more diplomacy to serve the King two days later, in an Anglo-French treaty in which a marriage between the Dauphin and Henry’s daughter Princess Mary was proposed. Henry was getting his most important desires fulfilled, and foreign affairs seemed to be going exceptionally well for Henry and Wolsey, until the death of the Holy Roman Emperor Maximillian, which saw Charles V become the new emperor, and imminent conflict between the newly strengthened Charles and F rancis I, would see the destruction of the glorious Treaty of London. In 1520, Wolsey’s service to his King in foreign policy continued, and faced with both sides of the conflict courting the support of England, he organised the splendorous meeting between Francis and Henry at the Field of the Cloth of Gold, which would have seemed like the beginning of a grand peace between the two countries. However, Wolsey had to sacrifice his role as peacemaker to appease Henry’s desire to benefit from the inevitable war, and at the Treaty of Bruges in August 1521, Wolsey served the King’s cause further by providing the possibility that Charles may marry the 8 yr old Princess Mary who Henry desperately wanted to marry off. The war itself provided no real success for England, and only further marginalized England as a minor power in Europe. Against Wolsey’s desire, Henry wanted to fight on during 1523, and Wolsey was obliged to carry out his duty, in the way that any ‘servant’ would, and England only met further wartime embar rassment. Despite Henry’s hopes of campaigning in 1524, Wolsey managed to convince Henry otherwise, and in the following year, Wolsey took the bold step of instigating a peace with France, and the Treaty of the More was signed in August 1525, and now, a force to face the might of Charles had begun. Wolsey began to slip back into his comfortable role as peacemaker, orchestrating the League of Cognac between France and the Papal States (Wolsey made England abstain from joining, so that England remained peaceful). Another Wolsey-organised treaty was made in April 1527 between France and England in the Treaty of Westminster, which declared perpetual Anglo-French peace, promised Francis’ second son to Princess Mary and threatened Charles with war if he didn’t join the peace. England was back at the forefront of English politics, thanks to Wolsey’s redemption from Henry’s war failures. However, this grew inconsequential, and just as Wolsey done what Henry wanted in foreign affairs, Henry’s desire for divorce grew urgent. Wolsey could reasonably expect to stay in power as long as he kept carrying out the King’s wishes, and despite his unpopularity and court faction working against him, it is clear that his inability to get Henry his divorce led to his downfall. Henry’s new love Anne Boleyn managed to convince Henry that Wolsey had no use any more – he couldn’t get a divorce and he hadn’t secured the King’s succession. In general, his ‘service’ was no longer required, and historian John Guy concludes that â€Å"Wolsey was destroyed because he had become a liability in the eyes of the king and was expendable. This has fundamental implications for reassessing his relationship with Henry.† Guy is correct is saying that this sheds new light on the nature of the relationship between the two men, and suddenly, Henry’s regard for Wolsey as a ‘loving friend’ became trivial. This essay has been able to establish that the majority of Wolsey’s policy was executed in service to the King. Wolsey may have acted for his own interest in certain areas such as the church and social reform, but this was only because of Henry’s lack on interest in the fields, and the trust that he placed in Wolsey’s service. I am therefore able to conclude that theoretically, Wolsey was the ‘King’s Servant.’ However, I say theoretically, because although Wolsey was a servant to Henry in his actions, the image created by the word seems to extreme for Wolsey. I believe that the relationship between Henry and Wolsey was strong and full of friendship when Wolsey did what was required of him. In reality, everyone in the kingdom was a servant to the King, and many people wanted to serve him more to gain more influence. In light of this, although he was a servant, it appears to me that the word ‘servant’ underestimates the immense of power that he had, despite the fact that the power was given to him by the King, and many other more complimentary words can be used to describe the importance of Wolsey to the King. Nevertheless Wolsey, as a minister, remained a servant to Henry throughout his time in power, and devoted the majority of his policy to the King’s service.

Internal Strengths And Weaknesses Of John Lewis - 2210 Words

Summary The aim of this report is to explore the internal strengths and weaknesses of John Lewis and the external threats and opportunities for this organisation. Secondly, it will explore how John Lewis could use this SWOT analysis to benefit them in the future. Introduction John Lewis is a British department store that operates in the United Kindom and is well known for its ‘Never Knowingly Undersold’ policy that brings quality products to the UK high streets and online shopping. A SWOT analysis is intended to analyse the organisation s current status and its potential for the future. Morrison (2011, p. 158) states that a â€Å"SWOT analysis is a strategic tool used by businesses to assess the organisation s strengths, weaknesses, opportunities and threats.† Using a SWOT analysis will encompass a detailed evaluation of the organisation for John Lewis, which could be used to benefit the company in the future. As Wetherly Otter (2008, pp. 24-25) says â€Å"The capacity of a business to take advantage of opportunities and resist threats will depend on its internal strengths and weaknesses.† But if John Lewis has the internal strengths to undertake a change a SWOT analysis will help as it was â€Å"designed to enable an organisa tion to take into account internal and external factors that may affect its strategic planning decisions and thus improve its prospects of success† (Harrison, 2014, p. 6). Main Body Strengths Customer loyalty/service Marketing Leading brands Quality RangeShow MoreRelatedINTERNATIONAL STRATEGY - ASSIGNMENT: Case study: Waitrose2838 Words   |  12 Pagesanalysed by internal and external factors. Different types of methods have been discussed in this assignment (e.g. PESTEL analysis, SWOT analysis). INTRODUCTION: Waitrose founded in 1904 by Wallace Waite, Arthur Rose and David Taylor. 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Metamorphosis And Zaabalawai - 1307 Words

The Metamorphosis and Zaabalawai: An Exploration into the Meaning of Life What is the meaning of life? Many philosophers and religions have attempted to answer the question of what, if anything, gives an individual a purpose. Nevertheless, contrasting metaphysical interpretations have created a perpetual discussion on the ontology of an individual. Consider western monotheistic ideology, existentialism and nihilism. Western monotheistic ideology outlines the purpose of existence as living to the standard of perfection defined by the religion’s god and exemplified by the religion’s messiah1. Contrarily, Existentialism is based on the proposition of existence coming before purpose: an individual will give himself purpose through his own†¦show more content†¦The investigation begins by introducing The Metamorphosis, a story that depicts Gregor Samsa’s absurd metamorphosis into an insect. Through an external force, Gregor is faced with a contradiction he cannot resolve and seizes to be understood by the world around him. However, through this isolated torment, the reader connects further with Gregor, as his only form of communication is through internal dialogue as the story progresses. Moreover, Gregor has no extraordinary qualities and is shown to be a selfless individual, as his anguish before becoming an insect was brought forth by a job he was only employed at because of his yearning to support his family (Kafka, 1205). As Gregor is such an average and self-sacrificing individual, the audience is forced to question the motive of the author. That is, why is Gregor Samsa the target of such an absurd punishment? And that is Kafka’s thesis in the story. Kafka is daring the audience to question his motives, forcing the audience to contemplate how such an average person can be chosen to undergo such cruelty. All individuals have an insect they can morph into and it is analogous to the absurdity of life. The conflict between an individual’s tendency to seek an inherent value in their existence a nd their inability to find one creates a fundamental dissonance, shown metaphorically as an insect.

Different Types of Entry Modes Explained for Japanese...

1.0 Introduction Japan, one of the most important garments markets in the world with almost every brand available. Many Readymade garments companies from all over the world want to take advantage of this large and diversified Japanese garment market. This report will give a brief description about Fashionable, a readymade garment company from Australia who want to enter into the Japanese market with their readymade garments. This report will also give information about the Japanese market. The main aspect of this report will be to discuss the various modes of entries available and the most suitable mode of entry Fashionable should choose to enter the Japanese market with its advantages, disadvantages and reasons to choose that particular†¦show more content†¦More than 130 titles of fashion presses are distributed and their impacts on the dissemination and diffusion of fashion trends are deemed substantial in the Japanese market (Sakaguchi, 1992 as cited in John Fernie, 2004), together with t he impacts of the role model ï ¬ gures of the time and the peer pressures/interactions within and between social groupings. Amongst the 4,000 stores directly operated by Italian luxury fashion houses worldwide, Tokyo has the largest concentration of those brand boutiques, accounting for 188 shops, which is followed by Milan (124), Seoul (108), Paris (92), New York (76) and London (72) (Senken Shimbun, 2000 as cited in John Fernie, 2004). From the above discussion it can be seen that the Japanese Readymade garment market is very big and competitive in nature. The market fluctuates according to the changing fashion trends and the taste of the people. 4.0 SWOT Analysis The overall evaluation of a business’s strengths, weaknesses, opportunity, and threats is called SWOT analysis. SWOT analysis consists of an analysis of the external and internal environments (Philip Kotler, 2006). 4.1 Internal Environments Analysis 4.1.1 Strengths †¢ The main strength of the company is that Fashionable manufactures high quality of garments at very competitive price. †¢Show MoreRelatedManagement Course: Mba−10 General Management215330 Words   |  862 PagesHughes−Ginnett−Curphy The Art of M A: Merger/Acquisitions/Buyout Guide, Third Edition Reed−Lajoux and others . . . This book was printed on recycled paper. Management http://www.mhhe.com/primis/online/ Copyright  ©2005 by The McGraw−Hill Companies, Inc. All rights reserved. Printed in the United States of America. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a databaseRead MoreStrategic Marketing Management337596 Words   |  1351 Pages241 246 248 250 251 255 261 4 Market and environmental analysis 4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10 Learning objectives Introduction: the changing business environment (or the new marketing reality) Analysing the environment The nature of the marketing environment The evolution of environmental analysis The political, economic, social and technological environments Coming to terms with the industry and market breakpoints Coming to terms with the very different future: the implications for marketingRead MoreOne Significant Change That Has Occurred in the World Between 1900 and 2005. Explain the Impact This Change Has Made on Our Lives and Why It Is an Important Change.163893 Words   |  656 Pages2000 (the collapse of the Soviet Union, the reunification of Germany, the surge of globalization from the mid-1990s) and afterward (9/11, or the global recession of 2008) when one could quite plausibly argue that a new era had begun. A compelling case can be made for viewing the decades of the global scramble for colonies after 1870 as a predictable culmination of the long nineteenth century, which was ushered in by the industrial and political revolutions of the late 1700s. But at the same timeRead MoreDeveloping Management Skills404131 Words   |  1617 Pagesmymanagementlab is an online assessment and preparation solution for courses in Principles of Management, Human Resources, Strategy, and Organizational Behavior that helps you actively study and prepare material for class. Chapter-by-chapter activities, including built-in pretests and posttests, focus on what you need to learn and to review in order to succeed. Visit www.mymanagementlab.com to learn more. DEVELOPING MANAGEMENT SKILLS EIGHTH EDITION David A. Whetten BRIGHAM YOUNG UNIVERSITY

Porters 5 Forces Analysis of Starbucks Essay Example For Students

Porters 5 Forces Analysis of Starbucks Essay Management and Planning – CE00317-2 Group Assignment Learning Outcome: The written report of this assessment is designed to assess students’ ability to: 1. define, describe and discriminate between strategy and planning and show an understanding of the vocabulary of the subject applied to the management of a business organisation 2. describe and discuss a typical planning process including the role of qualitative and quantitative forecasting, modelling and dealing with uncertainty, through the use of recognised planning techniques 3. emonstrate and discuss the effective use of some techniques of strategic auditing and environmental analysis as applied to a typical organisation. 00 4. discuss and criticise some important issues relating to organisational design and orgnisational culture. Group Assessment: One Written Essay (50%) The work will normally be done in pairs. The work will include the analysis of an existing situation, the application of analysis techniques (in troduced in lectures and developed in tutorials) and the presentation of conclusions using similarly-acquired techniques. It is intended to promote and assess practical research skills. Read the case study (Page 6 onwards) and answer the following questions: 1. Using an appropriate model, analyse the ways in which Universal has provided a superior level of service to its customers. (30 marks) 2. Using the information provided in the case scenario, strategically evaluate the performance of the company up to 2004, indicating any areas of particular concern. (30 marks) 3. Matthew Black is well aware that the achievement of the growth targets for the 2005 to 2007 period will depend on successful implementation of the strategy, affecting all parts of the company’s activities. Explain in detail the key issues affecting implementation and the changes necessary to achieve Universal’s ambitious growth strategy. (20 marks) 4. What criteria would you use to assess whether Universal is an ‘excellent’ company? (20 marks) Assessment Requirements: A written report of approximately 2,500 words that synthesises and critically evaluates management and planning issues from the case study. State the number of words used at the end of the assignment. You may include diagrams, figures, appendices etc. without word penalty. A sliding scale of penalties for excess length will be imposed. The penalties will be as follows: Up to 10% excess words:no penalty 11-20% excess words:- 5% penalty 21-30% excess words:-10% penalty 31% plus excess words: cannot achieve more than a pass grade (50%). Guidelines: A written report must be compiled in a suitable format that must incorporate the following: †¢ A clear and concise outline of the practical management and planning issues; †¢ Generation of conclusions that draw upon both theoretical and practical aspects; †¢ Use of appropriate terminology that will indicate a thorough understanding of management concepts; †¢ Suitable referencing of he materials used to support arguments put forward that will indicate competence in the academic issues discussed; †¢ Evidence to suggest a more in-depth understanding of the planning concepts being reviewed and their practical applications; †¢ Written content and structure that will demonstrate practical benefits being derived from the module, reading lists and rese arch required for the assignment; †¢ A wide range of sources used and cited (a minimum of 5 and not before 1999). †¢ Full referencing of material and sources cited that incorporate the Harvard Referencing System. Mark Distribution for assignment The mark allocation for the assignment will be as follows: ? 30 % of the mark will be allocated for familiarity with subject/material and evidence of original thinking. ? 30% of the marks will be allocated for Quality of argument/reasoning; the depth of analysis; expansion of ideas/argument and recognition of wider context/complexity of topic ? 10 % of the marks will be allocated for the relevance of answer to task set; the accuracy of details; consistency of focus and the organisation of ideas. ? 10% will be allocated for the ease of comprehension; appropriateness of language; fluency of style and the use of punctuation, grammar, etc. 10% will be allocated for the presentation format; word count and length ? 10% will be allocated for the use of supporting evidence; acknowledgement of sources: references, quotes, statistics and range and relevance of bibliography Assessment Guidelines Grading Criteria: The criteria below detail the areas which will be taken into account when the assi gnment is marked. 1. Pass assignments are expected to be legible, tidy, well organised and written in clear understandable English. The report should include an executive summary or abstract at the beginning and end with clear conclusions and recommendations. If you have any problems with report formats please do not hesitate to contact the module tutor. 2. High grades need to demonstrate sustained coherent analytical ability. A systematic approach to analysis and evaluation is required for grades 60% to 70% for grades at the higher end of the scale, integration and synthesis is a requirement. The quality of the arguments used to develop and support prescriptions/recommendations are, the essential test of integration. 3. Evidence of reading and some understanding of models and concepts is needed to achieve a pass grade . Integration of theory and practice is expected for any grade above 50%. 4. You are expected to clearly state any assumptions you make, and support statements and theories by referencing to appropriate sources. if it is missing]. CASE STUDY: Universal Roofing Systems Introduction Universal Roofing Systems is a family owned and managed business specialising in the design, assembly and installation of low maintenance PVC roofing products for domestic housing. These products include PVC fascia boards and rainwater drainage systems. Today's Society Is A Dangerous and Corrupt Place EssayThis gave the company the flexibility to vary the number of teams according to the level of customer demand. Installation took place throughout the year, though it could be affected by winter weather. The two man teams were given comprehensive training in installation and customer care. Payment was by results and responsibility for correcting any installation faults rested with the team doing the particular installation. Sales and marketing Marketing and promotion were recognised as key to getting the company’s name known and its reputation for a quality installation service established. Comprehensive sales support materials were created for use by the canvassers and sales representatives. Sales representative were able to offer significant discounts to house owners willing to make an immediate decision to buy a Universal roofing system. In addition Universal received a significant income stream from a finance house for roofing systems, sold on extended payment terms. Universal offered a unique 10-year guarantee on its installations and proudly announced that over 30% of new customers were directly recommended from existing satisfied customers. The growth of the company had led to showrooms being set up in six large towns in the region and the business plans for 2005 and 2006 will see a further nine showrooms opening in the region, each of which costs ? 30K. Brand awareness was reinforced by the continued use of up-to-date Mercedes vans with the company’s logo and contact details prominently shown. Company structure and performance By 2005, the organisational structure of the company was in place, based on functional responsibilities. Matthew was now Managing Director, Simon was Operations Director with responsibility for the installation teams, and Matthew’s wife, Fiona, was Company Secretary and responsible for the administration and scheduling side of the business. Two key appointments had facilitated Universal’s rapid growth. In 2002, Mick Hendry was appointed as Sales and Marketing Director. Mick had 20 years of experience with direct sales in a large installer of PVC windows and doors. Through his efforts, Universal achieved a step change in sales growth, with sales increasing from ? 1 million in 2001 to ? 3 ·3 million in 2002. However, the increased costs involved meant the company made a loss of some ? 250,000. 2003 saw sales increase to ? 5 ·4 million and a profit generated. 2004 saw further sales increase to ? 6 ·8 million and a net profit of about ? 400K. Matthew recognised the increasing pressure on his own time and an inability to control the financial side of the business. 2003 saw Harry Potts appointed as Finance Director and put in much needed financial and management information systems. Future growth and development By 2005 Universal had seen 10 years of significant growth and was facing some interesting decisions as to how that growth was to be sustained. Firstly, there was the opportunity to move from a largely regional operation into being a national company. Indeed, the company’s vision statement expressed the desire to become ‘the most respected roofing company in Britain’, based on a ‘no surprises’ philosophy that house owners all around the country could trust. Economic factors encouraging growth looked fairly promising with a growing economy, stable interest rates and house owners finding it fairly easy to raise additional funding necessary to pay for home improvements. Secondly, there was a real opportunity to develop their share of the commercial housing market. The government had committed itself to a significant improvement in the standard of housing provided to people renting from local authorities and housing associations. Despite the appointment of a Commercial Manager to concentrate on sales into this specialist market, Universal had real difficulty in committing sufficient resources into exploiting this opportunity. In 2002 commercial sales represented over 11% of total sales, but currently commercial sales were around 5% of the total sales. Such were the overall growth predictions, however, that to maintain this share of sales would need commercial sales to more than double over the 2005–7 periods. Without the necessary commitment of resources, particularly people, this target was unlikely to be realised. Universal’s products also need to be improved and this largely depended on its ability to get into partnerships with its large PVC suppliers. There were some encouraging signs in this direction, but Universal’s reliance on PVC opened it to future challenges from installers using more environmentally friendly materials. Above all, however, the rate of projected growth would place considerable pressures on the senior management team’s ability to manage the process. The move towards becoming a national installer was already prompting thoughts about creating a regional level of management. Finally, such had been the firm’s growth record that its inability to meet the budgeted sales targets in the first quarter of 2005 was causing real concern for Matthew and Simon. Table 1: Information on Universal’s current sales and financial performance (? ’000) (where appropriate)