Romanticism in American Lit

anRomanticism in American Literature brought us some of the world's greatest writers ever to live. Writers such as Edgar Allan Poe, Nathaniel Hawthorne, Herman Melville, Ralph Waldo Emerson, and Henry David Thoreau all wrote during the Romanticism period. Without them we would not have stories such Moby Dick, Resistance to Civil Government, The American Scholar, The Scarlet Letter, and Edgar Allan Poe’s most notorious works such as The Raven and Annabel lee. The Romanticism movement started in Europe and in the late 1820’s it worked its way into America. It was aimed as a rebellion against the enlightenment movement.It was also referred to as the American Renaissance because it was the rebirth of literary values lost previously in the enlightenment era and Puritanism era. American Romanticism was in a broad sense a new attitude toward nature, humanity, and society that espoused individualism and freedom. Characteristics of romanticism writing included the power of imagi nation, impulse towards reform, admiration for nature, and the fascination with death and the supernatural. Romanticism literature had two very different sides to it, one being optimistic and the other is pessimistic.On the optimistic side you had writers such as Walt Whitman, Margaret Fuller, Henry David Thoreau, and Ralph Waldo Emerson. Pessimistic writers included Edgar Allen Poe, Herman Melville, and Nathaniel Hawthorne. Edgar Allan Poe was a very dark romanticist and was also a very deeply pessimistic writer, but in a philosophical kind of way. He wrote poems, novels, and essays throughout his writing career, and he even developed the style of southern gothic writing. His poems often portray a character in despair and he explores the state of the mind a lot.Another trait of Poe is he uses a lot of symbolism and imagery for example his use of darkness and light in the poem â€Å"Annabel Lee†. Poe implies that the  Ã¢â‚¬Å"kingdom by the sea† is a bright, cheerful p lace where the sun shines on two young lovers, the narrator and Annabel Lee. Ironically, in another realm of dazzling light–heaven–the highest order of angels, the Seraphim grow dark with envy of the young couple. Under cover of night, they send a cold wind that kills Annabel Lee: â€Å"The wind came out of the cloud by night, Chilling and killing my Annabel Lee. But the narrator says he remains in a realm of light, for his soul and the soul of Annabel Lee are one. In the last couple lines, Poe emphasizes this point with light imagery: â€Å"For the moon never beams without bringing me dreams, Of the beautiful Annabel Lee; And the stars never rise but I feel the bright eyes, Of the beautiful Annabel Lee† (679). Poe’s writing goes down in history for being some of the best literary works to ever come out of this period in American literature. Poe was a pessimistic writer on the other hand was Henry David Thoreau who was a very optimistic writer.One quote a found from Thoreau was just to â€Å"love your life†. In his essay â€Å"Resistance to Civil Government† he shows his rebellion in committing to governments values and ideas. Is very clearly stated at the beginning when Thoreau says â€Å"The Government is best which governs least† (829). Thoreau was a strong believer of take action for our own principles and to start thinking for ourselves and if you want change make it happen if you think it’s right. Ultimately he was jailed for his beliefs.Those including not believing for paying for stuff that didn’t benefit people and also for not supporting the Mexican American war, but Thoreau said to make changes sometimes good people have to go to jail. The romanticism period came to an end in the mid 1860’s, and In conclusion the romanticism period in America was a chance for writers to break out of the cookie cutter mold of previous era’s and a chance for writers to get their views and id eas out to the world through their literature. Romanticism writing can be broken up into eight different key ideas.Individualism is the idea that every person on earth knows God in their own way, and we will find truth for ourselves. Emerson and Melville often fall into the category of individualism. Organicism is the concept that society or the universe is comparable to a biological organism, as in development or organization, everything is connected. Unity and diversity stated that things are made up of many parts, but they all come together to make a one whole object. Dynamic change is the idea that the whole world brought us to this one moment yet the world is in a constant state of change. Imagination, originality, emotional, and finally nature.

An Exploration of a Needs Orientated Approach to Care Planning Essay

The purpose of this assignment is to explore a needs orientated approach to care planning, through the use of a problem solving approach to care, and a nursing model. It aims to show an understanding of what both a problem solving approach to care, and a nursing model are; and to establish how various key elements of both are implemented in practice. The following citation by the Department of Health (DH) (2009) identifies what is intended by the process of care planning; Personalised care planning is essentially about addressing an individual’s full range of needs, taking into account their health, personal, social, economic, educational, mental health, ethnic and cultural background and circumstances. In order for the care planning process to be effective the need for both a problem solving approach to care and a nursing model is fundamental. The problem solving approach which will be discussed within this assignment follows the format of Assess, Plan, Implementation and Evaluation (often referred to as APIE) developed by theorists; Yura and Walsh in 1967. APIE offers a structured, systematic approach to nursing practice through the use of the methodical care planning stages highlighted above (Barrett et al, 2009). Nevertheless, broad literature research suggests that this process lacked effectiveness in meeting the holistic needs of the individual and so, the process was adapted to include two further stages known as; Systematic Nursing Diagnosis and Recheck to produce the acronym ASPIRE (REF). However, these amended stages will not be discussed widely within this assignment, and so the process of APIE will be referred to throughout. The nursing model developed by Roper, Logan and Tierney (RLT) in 2000, is one of several extensively criticised models commonly used in practice; to enable the facilitation of a holistic approach to care. The purpose of a nursing model is defined by Barrett et al as; Models give direction to the nurse about the patients and their needs and define nursing roles derived from the views, beliefs and values about people, health, the environment and nursing (Barrett et al, 2009 p. 42). As previously identified, RLT are keen to adopt an holistic approach to care as oppose to other models which only take into account a patients needs from a medical perspective. The RLT model has been acknowledged to reflect the current realities of healthcare within the United Kingdom (Barrett et al, 2009), consisting of five underlying concepts; Activities of Living, Lifespan, Independence-dependence continuum, factors influencing AL’s and individuality which (Roper et al, 2000) clearly state are interrelated with one another to emphasise the importance of holism. Pearson et al, along with many other nursing authors, highlight the significance of agreeing on a nursing model to be used together with the problem solving approach to develop an individualised care plan efficiently. Pearson et al (2005 p. 84) indefinitely state; ‘the ‘process’ cannot happen without an agreement on nursing’ as, whilst APIE provides the systematic framework as to how the care plan should be devised, the nursing model effectively identifies what should be considered at each individual stage (REF). The Royal College of Nursing (RCN) also supports the utilisation of a nursing model alongside a problem solving approach, in identifying that; It facilitates consistent, evidenced-based nursing care, and necessitates accurate, up-to-date care documentation (RCN, 2011). This assignment will also discuss how the RLT model and the problem solving approach are used to meet the biopsyhosocial needs of an individual, and also the strengths and limitations of using RLT’s model and a problem solving approach in relation to developing a care plan. An exploration of how the implementation of the RLT model and a problem solving approach allows the multidisciplinary teams (MDT) to use the approach to meet public health needs, will also be explored within this assignment. To support such discussions, a range of knowledge gained throughout this module and previous programme themes, as well as a formative care plan developed for a fictional patient known as Mabel Dunn (see appendix A); will be utilised effectually. Through the exploration of each stage of the problem solving approach in turn, and how RLT is utilised alongside this process, enables an extensive in depth analysis to take place whilst using the formative care plan as reflective material to support the discussion. Assessment is the initial stage of the nursing process. Roper et al consistently use the term ‘assessing’ to signify that it is an on-going process, and highlights its continuity throughout the patient’s episode of care (Aggleton & Chalmers, 2000). It is divided into two stages to allow for a holistic representation of the patient to be established (Barrett et al, 2009). Effective assessment allows the prompt identification of any changes in a patient’s health status, and if necessary; allows any action to be carried out immediately supporting the delivery of safe, effective care DH (). The formulation of an accurate assessment is a fundamental skill for a student nurse as outlined by the NMC (2004), and so it is important that a holistic approach is adopted for this skill to be achieved. An holistic approach supports the consideration of†¦Ã¢â‚¬ ¦.. needs,(THEME? ) which Pearson et al (2005) accentuates that without the holistic consideration of a patient’s needs; it could lead to an inaccurate representation of the individual. RLT portrayed their understanding of a holistic approach through the use of the 12 Activities of Daily Living (ADL’s); as they believe a patient is best understood in terms of how they carry out the ADL’s (Holland et al, 2003). The 12 actvities (AL) of daily living act as a framework in the assessment process by providing a means of categorising the information in a systematic format (ppt presentation). Barrett et al (2009, p. 45) clarifies; Each activity represents a particular type of behaviour that all of us carry out on a day to day basis, whilst interacting with each other and our environment. The idea surrounding the ADL’s was derived from the Human Hierarchy of Needs developed by psychologist Abraham Maslow in (), by offering a representation of the common elements of everyday living that ensure human survival, and also quality of life (Barrett et al, 2009/pearson ). Despite the main focus of RLT’s model been holism, it has been extensively criticised in meeting the holistic needs of patients in the past, as practitioners have used the ADL’s in a checklist format (Barrett et al, 2009) even though the use of the ADL’s has been stressed to be used in a broad format, to enable a comprehensive assessment to be sought effectively. This could potentially cause further complications†¦. It is for this reason as to why the proficient skill of assessment is fundamental before becoming a competent practitioner as, without a comprehensive assessment the patients’ needs will not be considered from a holistic perspective, and consequently the model will not be used for its principal purpose. Holland et al (2003) highlight that the 12 ADL’s can interrelate in many different ways and therefore potentially impact on one another encouraging an holistic account of an individual’s needs. As a practitioner it is important to understand that the ADL’s can interrelate with one another and therefore influence on each other http://www. dh. gov. uk/en/Healthcare/Longtermconditions/DH_093359 (DOH, 2009) . A holistic approach supports that only taking into consideration the individuals physical needs during assessment as oppose to the human being as a whole; could potentially lead to an inaccurate representation of the individual and therefore lead to difficulties in meeting the patients’ needs effectively (Pearson et al, 2005). The quality of assessment will be greatly enhanced by the participation of the client and carers to the assessment process ensuring that the client’s wishes are foremost and, wherever possible, the client’s own words are used to reflect their needs RCN It also decreases the potential for, or the severity of, chronic conditions and helps the individual to gain control over their health through self-care. RCN  The Nursing and Midwifery Council (NMC) emphasise the importance of the ability to effectively assess, plan, implement and evaluate care, forming the basis for the standards of proficiency as a student nurse (NMC, 2004). The concept of individuality is constantly emphasised by theorists as been crucial in the implementation of holistic care, and therefore stress the importance of taking a patient centred approach to care planning which will be discussed at a later stage within this assignment. Nurses have a major role in promoting health and well-being, as well as preventing disease and Roper et al see this as been an essential factor in the model for nursing (Roper et al 2000, p. 102) cited in (Holland et al, 2003) As previously stated, the stages of APIE interrelate in a cyclical context to allow for the establishment of a holistic, needs orientated approach to care delivery. The next stage known as Systematic Nursing Diagnosis was adapted due to criticisms of the approach lacking the concept of holism; one of the main focuses of the RLT model of nursing. Barrett et al (2009) accentuate how a nursing diagnosis differs from that of a medical diagnosis by establishing that; it places emphasis on a patients holistic needs, and so takes into consideration the physical, psychological, social and spiritual inferences of having a specific medical diagnosis. Hesook (2010, p. 200) also supports this statement in that; ‘health problems that are the referents of nursing diagnosis have been conceptualised from nursing perspectives in a variety of ways. Systematic nursing diagnosis can therefore be used resourcefully with RLT’s nursing model by allowing the nurse to reflect on the assessment stage formerly carried out, before beginning the planning stage to clarify the problems highlighted within the previous stage. Hogston & Marjoram (2006) acknowledged the fact that the original nursing process; APIE discussed in this assignment lacks this stage, arguing that the nurse does not have time to reflect on the assessment stage of the problem solving approach which affects the thoroughness of the care planning approach which could potentially lead to†¦. look at a limitation of SND†¦ ADD example of Mabel Dunn†¦ Planning Planning is the second stage of APIE and is also a multistage process which Barrett et al (2009) consider to involve the development of the care plan itself; based on information gathered within the former two stages. According to Within this stage, the nurse is accountable for setting appropriate goals and prescribing the relevant care to a patient to meet their holistic needs.

Linguistics structure and meaning in literary discourse Essay - 1

Linguistics structure and meaning in literary discourse - Essay Example The main terms used in the analysis are literary discourse, structure and cultural environment. The main sub issues involved in each point are gender relations and colonialism as a part of meaning in literary discourse. The structure of the chapter, dialogues and short remarks represents a unique meaning of the text, its linguistic peculiarities and cross cultural significance. Thesis The chapter reflects phonological, syntactic, morphological and semantic uniqueness of the text and its meaning. The chapter under analysis reflects complex syntax as a marker of literary discourse. The stereotypical hierarchy of superior western literature/inferior postcolonial literature dominates most literary study and it is clear that the establishment of Afrocentric criteria poses an important challenge to the traditional patterns. On this view, generalizations about syntactic structure are statable independently of considerations about interpretation or use. Meanings are composed of semantic primitives, e.g. concepts like 'banana' and 'eat', that are members of particular conceptual categories like Thing and Action. Moreover there are correspondence rules that map representations at one level into representations at another. Syntactic structures are explicit, more or less well understood, and relatively easy to specify and manipulate. It is possible to state generalizations, both true and false ones, in terms of the properties of the syntactic representation.

LEAP organization Essay Example | Topics and Well Written Essays - 2000 words

LEAP organization - Essay Example The non-profit organization was separated from its own body by the initiator through the assistance of Becky Moore of the United Way and Pastor Tommy Vallejo. It later on became the leap and got its IRS 501 (c) 3 statuses on 29th April, 2009. In addition, Pastor Harris was also active in opening the Emmanuel Family Life Center for the organization to function (Clarksville Online, 2015). The leap organizations have made strong partnerships with the home, business community, media and organizations helping the youth in the society since it opened its doors. The leap organization expects all middle and high school students to take part in a media contest (Leaporg.net, 2014). The students make multimedia products like videos, posters, websites, games, photo essays, public service statements, and documentaries. These products focus on the importance of institution learning and how to get ready for it. The leap organization build up and reinforce communities of dynamic nationality with values of enlightenment, academic achievement, leadership, and perseverance through hope, faith and love by offering tutoring, mentoring, affordable housing, and various assistance programs (Leaporg.net, 2014). The organization also give educational field trips, counseling, career development, and community service learning opportunities for students’ aged 11 to 18 years at no cost. These are some of the services and products of a leap organization: The youths that willingly register in the organization’s agenda benefit from inventive and amusing leadership forums. The youths gain knowledge and apply necessary skills of leadership, for instance, conflict resolution, team building, goal setting, public speaking, and etiquette. The leap organization provides a project based, hands on learning understanding for the youth during interactive job inclination training (Leaporg,

Environment and society Essay Example | Topics and Well Written Essays - 250 words

Environment and society - Essay Example However, this may not affect the general public. Unhealthy AQI, 150 t0 200 (red), has an association with health effects upon the general public. Here, sensitive group members suffer more severe effects than others. Very unhealthy AQI, 201 to 300 (purple) comes with emergency conditions health warnings. This seems to affect the entire population. Maroon color (hazardous AQI- 301 TO 500) means health alert that can come with health effects upon all people. The current AQI, Friday November 01 2013 at 5:00 AM EST is good but with some moderate AQIs in some states. There are also negligible spots of â€Å"Unhealthy for sensitive groups† AQI (AirNow 1). We also have unhealthy AQI as a spot around Spokane. The forecast AQI is good with some spots of moderate AQI. The factors that could be responsible for the differences between the current National AQI and the forecast AQI could be particulate matter content of the air and the prevailing winds. The AQI loop shows a general green, good AQI with the extreme western part showing moderate AQI. The colors keep changing from time to time, but the general good, green AQI is maintained. The loop for ozone is green showing that the lower atmosphere is free of harmful ozone. PM loop although covered by green, good AQI, keeps changing in some parts. The observed difference is because ozone disruption or changes take a long time to be noticed. The AQI for Philadelphia is good with a value of 33 (AirNow 1). Current conditions are moderate with the health message to unusually sensitive people to avoid prolonged exertion. The map for ozone shows a general good condition with stability. The current PM for Philadelphia is good, but with moderate conditions to the western and southern parts. The process of carbon capture and sequestration takes place through three steps. These include capture of carbon dioxide from industrial processes and power plants (EPA 1). The captured carbon dioxide is then

Any leisure activity that you like Research Paper

Any leisure activity that you like - Research Paper Example Tourism is indeed an activity that brings many returns for countries that have beautiful sceneries that attract domestic and international attention. Many people travel to different places worldwide just to see and learn about different sea and land biodiversity. This paper examines tourism as a form of leisure that often take part in whenever I have taken time off my business and house chores along wide my family and friends. It also examines the evolution and ecological footprints that have been brought about because of this leisure activity, as well as the motivating factors that influences our participation in this activity. Tourism, as a form of leisure, refers to the process of visiting and tourism various places within or outside a country for fun. In the process of this tourism, people get to learn how different plants and animal diversity exist in the natural habit. People that often like to participate in tourism as a form of leisure often enjoy seeing animals in parks feeding and resting or managing their lives in different ways (Rojek, 2005). Tourism is an activity that has evolved over the time to reach its status that people enjoy in current times. Initially, tourism in its first phase, involved people traveling for reasons related to pilgrimage and trade alone (Matias, 2009). This was before 1840 A.D, when people who did not travel were often neglected and despised. The second phase of tourism came in during the time of industrial evolution, during this time railway and other forms of transport had been developed, making it easy for people to move from one place to another. During the period of industrial revolution, the team engine was introduced by James Watt, which transported many people at a time (Matias, 2009). The need for taking time from work activities and explore other opportunities within the borders of a country increased

Soft power Essay Example | Topics and Well Written Essays - 500 words

Soft power - Essay Example The first problem is that a country has diverse individuals who can either choose to like the attraction or not. In addition, whether the appeal will result to the capacity to influence the country’s policy depends on the groups in the country who deem it attractive and not forgetting. In addition, the level of authority in policymaking is equally important. Secondly, policy making at national level proves to be more intricate compared to the personal level. It has diverse dynamics that emphasize mainly on coherent deliberations (Fan 150). The situation gives little space for emotional elements and consequently minimizes the soft power effect. Fan (150) affirms that since soft power proves to be both uncontrollable and impulsive, it would be difficult to exercise it in an organized and synchronized manner. Soft power implies the ability to shape the inclination of others. Whether power can operate effectively at state level will remain questionable. This is true because soft power exercised by a certain country may have a positive impact on the partisan elite and have undesirable influence on the public in another country (Szczudlik 46). Several complicating factors are responsible for shaping the association amid countries. The situation leaves soft power playing a minimal role towards such a relationship. Ultimately, strategic interests determine the relationship amid countries as opposed to soft power. In addition, one cannot envision a country having enormous soft power without the back up of hard power. It is not strange that the United States is a superpower that possesses immense hard and soft power. The situation implies that countries may share a common agenda or cultural affiliations and still create some form of distance regarding matters of national relationships. The association amid China and Japan proves to be a good example to attest this occurrence. Szczudlik (46) argues that regardless of the historical cultural affiliations and

Industrial Hemp Essay Example | Topics and Well Written Essays - 2250 words

Industrial Hemp - Essay Example Since 2007, the commercial value of hemp has grown tremendously. Today it is considered to be the fastest growing bio mass ever known to exist. It produces around 25 tons of dry matter per hectare per year. In modern agriculture a normal average yield is tipped to be 2.5-3.5 t/ac. As a crop, hemp is also very environmentally friendly and does not require many pesticides or herbicides. Contemporary research has not focused much on soil fertility and hence there is very little data available on that front. Results and analysis show that a high yield of hemp may lead to high yielding wheat crop. Hemp is hence one of the most ancient domesticated plants that ever existed. (Citizen) There are various varieties of Hemp out there. There is cannabis sativa, sativa vary. And sativa. These are grown for industrial use whilst on the other hand sativa indica is generally known to have poor fiber quality. Its primary purpose is for use for recreational purposes and for medicinal drugs. Talking ab out the differences in the plants at chemical level, their major difference rests in the amount of tetraydrocannabinol that is genetically produced in the plants. It is secreted by epidermal hairs called glandular trichomes and can be easily made out on genetical grounds. (Melody) There are some oil seed and fiber varieties of cannabis as well. They have been approved for industrial hemp production and can produce very little amount of psychoactive drug. They don’t produce any physical or psychological effects. On the global scale China is the leading producer of hemp. It is also produced in Europe, Chile and Korea. Benefits and Many Uses of Industrial Hemp: Hemp is used for reasons that are manifold. It is said to produce above 50,000 products in the United States itself. These include the manufacture of textiles, cordage, and nutritional products. Cordage can be produced in varying tensile strength. The bast fiber is normally blended with some other organic fibers for insta nce flax, cotton and silk. These are used in the production of apparel and furnishing and have cotton and hemp in the ratio of 55:45. However 100% pure industrial hemp can also be used. It is just that more commonly it is blended and mixed with cotton. The two fibers inside the hemp tend to be woodier. Because of their characteristic properties they are used commonly in non-woven items, mulch, litter and animal bedding. (Alberta) Hemp is also used in the production of oil-based pained, as a moisturizing agent in creams, for cooking and even in plastics. Basically, the oil present in the seeds gets oxidized when exposed to air. This helps in the extraction of oil and the use of Hemp in oil based products. Hemp seeds have been very fruitful in their use as bird seed mix and now they are also used to make fishing bait, Food: The chemical composition of Hemp seeds is very interesting. They contain essential amino acids and essential fatty acids which are important for a healthy balanced human life. These can seeds can be eaten raw, can be cooked with meal, and even made into hemp milk. This milk is used to prepare tea and in baking. The fresh leaves of hemp are also eaten in salads by many. Some of the most popular products made via hemp include cereals, waffles, nut butters and hemp tofu. There are some companies who try to gain more value out of industrial hemp. They try

Role of Human Resources Function Essay Example for Free

Role of Human Resources Function Essay Nowadays, the world of business is shrinking day by day, technology has conquered almost every place of the business sector with its different technological instruments and equipments, which perform and accomplishes the role two times greater than a human accomplishes. In midst of these innovations, a number of companies give credit to the role of human resources for their success and prosperity in their business and service sectors. (Frembrun, 1984) Subsequently, the role of human resources and the need of proper human resources management have been significantly given importance for their proper management, in order to achieve better and long-term positive results in a company. In this regard, we will try to define, analyze, and discuss various aspects of human resources management and their different functions of recruitment, selection, and planning of human resources in a company in this paper. An educational hypothesis or a business practice, in which employees are managed through its theoretical and a practical procedure, is termed as Human Resource Management. (Goss, 1994) Mainly, the employees with varying needs and goals are given primary importance in this hypothetical discipline, and do not allow the consideration to think of them as basic business resources, for example, filing cabinets and trucks. (Ferris, 1995) Practitioners see the Human Resource Management as a more innovative analysis of workplace management, rather than the older traditional approach. (Frembrun, 1984) Managers of an enterprise are forced through its methods to express their goals with specificity, so that workforce may understand and undertake them easily. The academic theory of Human Resource Management’s basic assertion is that humans are not degraded as just machines. (Marta M, 2005) Therefore, an interdisciplinary assessment of populace is necessary in the workplace. As a result, psychosomatic, sociological, industrial fields, and post-structuralism, post-modernism critical theories engage in recreating a major role in the aforementioned regard. (Zwieg, 1991) In recent years, varieties of performance enhancing and progressive human resource management practices are adopted by the U.S. companies, to improve their competitiveness in the global marketplace. These recommendations may be unsurprising, because the way of managing people in an organization influence its performance was more emphasized by the professionals and academics. (Mckenzie, 2002) Therefore, many testimonials were produced in the last decade to the value of progressive human resource management practices and their regarding systems. While assuming the staffing selection and its quality, many employers seek fresh graduates for the colleges, with a major in human resources, industrial or labor relations, human resources administration. (McNeil, 2004) Rest of them seems to be looking for the graduates with a business background or a kind of arts education. Previous experience is an asset for many specialized jobs, for example, the jobs of arbitrators, mediators, and managers. Due to overwhelming supply of these qualified college graduates, keen competition for the jobs is expected from the employers. (Burke, 2005) In particular, improvement of the performance of organizations is widely due to the staff involvement, empowerment, job redesign, extensive employee training; team based production systems, and performance-dependent inducement compensations. (Hutton, 2004) The success of any organization is very significant in regard of attracting the qualified employees and their matching for the suited jobs. (Chelladurai, 2006) However, it is impossible for many large enterprises to allow the top management to be in the close contact with the employees. This connection is provided by the labor relations, training, and human resources managers and specialists. (Tayeb, 2005) In the past, the performance of the managerial functions of an organization was related to these abovementioned workers, such as handling employee benefits, interviewing, recruiting, and hiring new staff as per the policies and the requirements of the top management of the organization. (Dransfield, 2000) Nowadays, top executives are consulted regarding the strategic planning to manage the tasks by these human resources employees. These workers have come up from their behind the camera work to leading the corporation by their suggestions and improving the policies. The financial success of an organization is due to the significance of the human resources management department, and therefore, is recognized by the senior management. (Bach, 2005) These workers are also helping the organizations, in an effort to augment their productivity and morale, performance and their business results by using employee skills and providing required training and giving opportunities to develop themselves, to increase the satisfaction of the employee in their working environment. While some jobs do not require close contact with the public, but still, dealing with people is an important key factory of the human resources job. (Jackson, 2006) A human resources generalist in a small business handles every aspect of human resources work and may require a variety of knowledge for this purpose. However, in a large corporation, the management and development of human resources programs and policies is frequently done by the top human resources executives. (Dransfield, 2000) Several departments are supervised by the human resources director, with an experienced manager, likely to be specializing in any one human resources activity, like benefits, training, compensation, development, and employment or employee relations. However, the placement and employment managers do the supervision of hiring and supervision of workers and various employees. (Jackson, 2006) In the recruitment, the college campuses are often visited by the aforementioned specialists, and screening the applicants occasionally. In order to discuss wages, promotional opportunities, and working conditions with prospective employees, these specialists must familiarize themselves with the policies and the organization, itself. They should also update themselves with the equal employment opportunity and affirmative actions guidelines, like, Americans with Disabilities Act, etc. (Marta M, 2005) Equal employment opportunity statistical reports are complied and submitted by the equal employment opportunity officers, and delegations, in an attempt to investigate and resolve grievances regarding corporate practices for possible violations. (Mckenzie, 2002) Employer relations representatives are usually seen in the government agencies, maintaining working relationships with local employers. Promotion of use of the public employment programs and services is also sustained by these rep resentatives. Specialization programs in specific areas like position classifications or pensions are conducted by job analysis specialists for the employers. These analysts collect and examine job duties information, which explain the training, skills, and duties, required for each job. Expert knowledge of the job analyst is also required, whenever an organization introduces a new job or when reviewing existing jobs. (Tanke, 2000) Research and planning work is conducted by occupational analysts in large firms. Studying the effects of industry and professional trends upon employee relationships and occupational classification systems is also a concern for these analysts. However, compensation managers establish and maintain pay system of a firm as their principal job. Staff specialists assist them, devising ways in order to ensure equitable and fair pay rates. (Buhler, 2002) Surveys are also conducted to examine the comparison of their rates with the other companies, and to examine the pay scale of their firm with the changing laws and regulations. Reward systems such as pay-for-performance plans are also designed by these managers to manage their firm’s performance evaluation system. (Carrell, 1992) As a part of the planning process, the health insurance and pensions plans are managed by the employee benefits managers and specialists. In addition, life, accidental death, and dismemberment insurance, disability insurance are also offered by some firms, to meet the necessities of workforce change, for example, child and elder care, employee assistance, and wellness programs, etc. Changing Federal and State regulations and legislations should be updated, which may affect employee benefits. (Buhler, 2002) Training plays a significant role in the success of an organization. Therefore, training and development programs for employees are conducted by training and development specialists. Increasingly, management recognizes that business results are achieved by increasing individual and organizational performance, building worker’s loyalty to the firm and enhancing productivity by developing their skills and quality of work. So, training is nowadays recognized as a business imperative, while presenting it as a method of improving employee morale and developing their skills. (Rothwell, 2003) The complexity of the work environment, the organizational and technological change’s rapid pace, the constantly generation of the new knowledge due to the growing number of jobs, determines the need of training in an organization. In addition, insights have been provided by the advances in learning theory into the ways of adult learning and the different ways of organizing an effective training for the employees. Planning, directing, and organizing this wide range of training is done by these training specialists. New employees are given the opportunity of on-the-job training and orientation sessions, in order to improve and maintain their job skills and simultaneously, preparing them for the jobs requiring greater skill. Supervisors are also helped by these specialists in order to deal with employees effectively. (Ferris, 1995) International human resources managers are also emerging specialties, which requires the handling of human resources issues related to an organization’s foreign operations. Secondly, human resources information system specialists process human resources information through their developed and applied computer programs, for the matching of job seekers with different job openings, and the handling of other human resources matters. (Ferris, 1995) Classes for the enhancement of the marketable skills of the workers are also offered by most of the specialized organizations in human resources. Certification programs are also offered by some institutions, which help in the advancement opportunities. The International Foundation of Employee Benefit Plans is an example of these programs, where a designation is conferred to the persons after completing a college level courses series and passes the related exams. (Ulrich, 1997) In terms of selection and recruitment, a thorough job analysis for the determination of level of the skills, technical abilities, flexibility of the employee, competencies is considered very important by the professionals. At this point, the consideration of both the internal and external factors is imperative, which can have an impact on the employees’ recruitment. Current and future trends of the labor market, such as education level, skills, government investment, etc. like issues and that out-with the power of an organization are the external factors. On the other hand, organizational culture and management styles can be controlled, predicted, and monitored easily as the internal influences. (Ulrich, 1997) Consideration of the ethical and legal implications should be necessary in an organization regarding their decisions concerning human resources management policies, which are made to protect employees from racial or ethnic conflicts, such as white employees in the comparison of African-American subgroups. (Foulkes, 1989) Awareness of the rise in discrimination, unfair dismissal, and harassment cases regarding different race and sex, and their harmful effects on employees and organization should be in the employers. A foundation for an increasing interest in diversity during work has been provided by the Anti-discrimination legislation over the past 30 years. In order to understand the different responses of individuals to the labor market’s changes, one should try to understand the different perspectives, such as geographical spread, professional structure, and generational disparity. The organization should consider the distance of traveling for the work while offering the pay. When deciding the requirements and eligibilities of a post, one should also think about the influencing factors, like transportation and infrastructure of the area. (Webb, 1989) During the recruitment and selection process, there may not be any effect of blocking people on the discrimination of race, color, and creed. People with disabilities should also be entertained for the employment opportunities and promotions. Essentials functions should be reflected in the screening, recruiting and interviewing of the candidate. It is appreciable in the human resources, if the people of different color, and disable people may be included in the selection committee. (Mabey, 1998) In the recruitment, an organization can also employ, based on targeted approach. In this case, a request is post to the human resources administrator, in order to approach jobseekers for the vacancy. This request is then reviewed by the administrator to check the arrears at its extreme extent. After the request is approved, the targeted recruitment plan is implemented and then the aforementioned specialists match the jobseekers with the required vacancy. Â  Regarding the affirmative action, it does not end when an employee is placed after the employment process. All the employees should be treated fairly and equitably are some of the logical and subsequent efforts of this action. The goals of workforce diversity will be accomplished greatly, if the administration of reasonable and sound human resources policies will be in a consistent manner. (Frembrun, 1984) In addition, steps should be taken to ensure that equal opportunities are provided to the ethnic or racial minorities, women, and disabled people. It should also be equally important that the workplace environment should be a positive one as these minorities move into the more depressed state where they are considerably unrepresented. (Hristozova, 2006) Conclusively, we have tried our best to explain and understand the Human Resources Management in relation to its recruitment, staffing, training, placement, and planning in a business organization. All these abovementioned aspects play a vital and crucial role in the success of a particular business association, which has been significantly dealt with sensitivity and importance by the professionals and company managers. References Charles J. Frembrun. (1984). Strategic Human Resources Management. John Wiley and Sons. David Goss. (1994). Principles of Human Resource Management. Routledge. David Ulrich. (1997). Human Resource Champions. Harvard Business School Press. Dr Christopher Mabey. (1998). Human Resource Management. Blackwell Publishing. Dr Gerald R Ferris. (1995). Handbook of Human Resource Management. Blackwell Publishing. Elena Hristozova. (2006). Human Resource Management in Consulting Firms. Springer. Fred K. Foulkes. (1989). Human Resources Management. Prentice Hall. Gerald R. Ferris, Sherman D. Rosen, Darold T. Barnum. (1995). Handbook of Human Resource Management. Blackwell Publishing. Gisela M. Webb. (1989). Human Resources Management in Libraries. Haworth Press. J. Steven Mckenzie. (2002). Opportunities in Human Resource Management Careers. McGraw-Hill Professional. Janice (EDT) Simmons-Welburn, Beth McNeil. (2004). Human Resource Management in Todays Academic Library. Libraries Unlimited. Mark C. Zwieg. (1991). Human Resources Management. John Wiley and Sons. Marta M. (2005). Managing Human Resources in Latin America. Routledge. Mary L. Tanke. (2000). Human Resource Management for the Hospitality Industry. Thomson Delmar Learning. Michael R. Carrell. (1992). Personnel/Human Resources Management. Maxwell Macmillan International. Monir H. Tayeb. (2005). International Human Resource Management. Oxford University Press. Packianathan Chelladurai. (2006). Human Resource Management in Olympic Sport Organizations. Human Kinetics. Patricia M. Buhler. (2002). Streetwise Human Resources Management. Adams Media. Robert Dransfield. (2000). Human Resources Management. Ca-Print-Harcourt_Heinemann. Robin W. Hutton. (2004). How to Set Up an HR Department. Lorman Business Center. Ronald J. Burke. (2005). Reinventing Human Resources Management. Routledge. Stephen Bach. (2005). Managing Human Resources. Blackwell Publishing. Susan E. Jackson. (2006). Strategic Human Resource Management. Blackwell Publishing. William J. Rothwell. (2003). Planning and Managing Human Resources. HRD Products.

Economic Roles of a Business Essay Example for Free

Economic Roles of a Business Essay A business is an organisation that attempts to satisfy the needs and wants of a community by providing goods and services, however, a business does not exist only to serve the community, it also exists to maximise the financial investments of their owners. This is done through the social and economical role of a business. Economic roles are concerned with the financial impacts that the activities of a business have on various groups in the business environment. The economic roles are wealth creation, employment and innovation. Social roles are focused on the impacts of a business on the community. Social Roles are entrepreneurship, choice and quality of life. Economic roles are important for a business as they can increase the value and funds via wealth creation, employment and innovation. Wealth creation is done by increasing sales and developing strategies to promote brand awareness and sales. This will increase the value of the funds that owners have invested in the business. Businesses also generate increased wealth for the community. The profits generated are then taxed by the government in order to fund essential services such as improving educational, health and transport facilities. Employment is where the owners of a business will employ other people to perform various activities within the business. The goods and services that businesses provide to the community are formed using knowledge, skills and effort of human resources, because of this, employment is an important function in business. The third economic role, innovation can be defined as the process of improving the features of a product. It could also apply to the production process where improved methods of production are implemented. The new methods may make use of fewer resources and result in increased output, which would benefit the business in many ways. In the business environment, innovation is crucial for a business to maintain its competitive advantage over other businesses. The social roles of a business impact communities by improving their quality of life, choice in products and providing entrepreneurship. The quality of life of a community is improved through the variety of products and services provided by businesses. Organisations spend millions of dollars each year in business research and development to find ways to improve the quality of life. Many of the products that businesses provide are wants and not needs; they are often aimed at providing greater convenience for those with a busy lifestyle. An example of this is pre-prepared meals. Through the production of these products, the financial investments of the owner of the business are maximised. Most businesses operate in a competitive market; this means there is a large number of competitors offering similar goods and services. This provides a range of choice for the consumers. This choice encourages businesses to provide their products and services at the lowest possible prices, with the highest quality. Choice also encourages a business to be innovative and different from their competitors so that their product will be the one chosen by the consumer and profits can be made. An entrepreneur is an individual who has developed particular ideas and is willing to take a risk to execute these ideas through a business. They take risks by thinking up strategies for their ideas to be successful; this is why they pursue different goals as part of the operation of business. Through business entrepreneurs are given an opportunity to make their ideas a reality. The economic and social roles of a business, wealth creation, employment, innovation, quality of life, choice and entrepreneurship, are important to maximise the financial investments of the owners, without them, a business would not thrive or gain profits.

Impact of Training and Development case study of mobilink

Impact of Training and Development case study of mobilink The working title of the study is initially drafted as Impact of Training and Development on Employee Performance and the Organisation Case Study of MOBILINK. In particular, the research will focus on how training and development affects the performance of both employee and the Organisation. Employees are increasingly demanding change, choice, flexibility, and variety in their work; suggesting that with the de-layering of organizations and  empowerment  of individual employees, the future for both the organization and the individual lies not in promotion to successively higher levels of management, but rather in developing the value of the individual as human capital (Seidler, 1996). The value of human capital is enhanced by acquisition of higher performance potential such as new tasks, functions, and KSAPs (knowledge, skills, abilities, personal attributes) (McGregor, 1988). The paper discusses in detail the research proposal of the topic. Training and Development (TD) basically deals with the acquisition of understanding, knowledge, techniques and practice. In this research proposal, the background and problem of the study are presented; the objectives of the study are formulated. Here, vital concepts, questions and assumptions are stated. Finally, the methodology to be used is discussed. Research Problem: The key problem that will be addressed in this study is how TD affects the performance of both employees and the Organisation. The following research questions will be given answer to in the course of the study. Discussion of the Employee Training and Development in MOBILINK. i.e. in what specific ways does TD improve the performance of the staff and organisation. Discussion about other supportive elements or approaches that enhance the Training and development requirements according to the globalisation. Conclude the effects as much as the benefits that the employee can get and the positive return for the business in carrying out of training and development. I will use the case study method that will permit my study to observe, evaluate and formulate its own analysis concerning to the subject of training and development. Purpose of the Study: The purpose of the study is to simply establish the sound answer on the effects of the training and development on employees and the organisation. The research specifically examines the employee training and development program within the  Organisation and their positive return to the business. Moreover the study provides discussions made by other authors regarding employee training and development. The study believes that training has a big relationship on the level of understanding, knowledge, and skill of an employee. In other way, the training also creates a big advantage for the organization in their incorporation that can be admitted as part of the organizational system. In addition, the training can comes in different forms and should not be stick in one training strategy or techniques for there are many reasons that might trigger to its development. Objectives of the Study: The primary objective of this study is to investigate how effective is employee training and development at MOBILINK. In employee training and development literature, human resource is the greatest source of the improvement of a business. Likewise, it is necessary to study the current practices in company training and development that are supposed to contribute to the enhancement of the employees skills and organisational performance.   To address this objective, the researcher will conduct a survey on the new employees perception of their training under Mobilink. Moreover, the survey intended to find out if new employees were satisfied with their jobs in their first four weeks in the company. In addition, management personnel were interviewed to evaluate their views on effective employee training and development program and on employee retention and attrition. Literature Review: Training and development is essential to organizations which seek to gain a competitive advantage through a highly skilled and flexible workforce, and are seen as a major element to high productivity and quality performance. A skilled workforce can increase productivity by producing a higher level of work with greater value. The organisations seek to ensure the availability of reliable workforce to aid in the realisation of its strategic business plan. To achieve this goal, the company should train and development career (Wilson, 2005). It is worth noting that different companies have different approaches to their business.Further, education seems to be the same for the students of the same profession. This has the indication that the ultimate skills and experience enjoyed by the employee reflects their training in a particular organisation (Wilson 2005,p.102).Employee engagement practices are instrumental in promoting employee commitment to the mission and objectives of an organisation. According to the principles of effective human resource management, training and Development of employees is one of the reliable tools of ensuring their satisfaction at the w orkplace (Bureau of Labour Statistics, 2009). This is due to the fact that training eliminates the demoralisation aspects brought by failure to efficiently realise ones expectations at the workplace. In addition, training gives employees an opportunity to achieve their professional career goals while earning a living. All these are important are important in meeting the social and economic responsibilities of both the individual and the organisation.Training and career development serves the important role of strengthening the reputation of an organisation. Reputation remains the best marketing tool for the products and services of any business. On the other side, the reputation of a company is defined by the effectiveness and reliability of its services to the customers (Aidele 2009, p.76). This means that an organisation should have in place a strong workforce to meet its market demands. This calls for engaging in employee training and career development since such is vital tools in promoting innovative solving of problems. Still, providing training and development gives the organisation the competitive advantage of identifying the best talent for its workforce as it eliminates certification qualifications to engage in seeking actual capabilities of its employees. Business leaders are always looking forward for the success of the organization and therefore, they should create a kind of strategy that can undergo the midst of challenges (Meek, 2007). Historically, the training suggests that there are benefits that the training might deliver in the entire organization. One predictable result is the improvement in the level of performance of the people. Another is the minimization of the organizational cost and the capacity of the employees to answer the consumer needs (Shea, 2008). Many people have seen Training and Development as inseparable but according to the report ,Developing the Developers by Megginson Pedler (1991) its been shown that most managers viewed Training Development as different and wanted to keep them as two separate terms. This report made the following definition; Training: The relatively systematic attempt to transfer knowledge or skills from one who knows to one who does not know. Development: Working with individuals or organisation to enable them to cross a threshold which has qualitative significance to them and their life. The importance of employee training and development has long been recognized as a crucial issue for businesses (Ford et al., 1997).There are many elements involve in perusing the training and development in an organization. In organizational view, the active employee involvement and training is considered as one of the strategic concerns of the organizational leaders. Organizations personalized different training and development processes and procedures that can achieve the best result in the businesss sustainability. People, as the key for the organization, are the main target of the training therefore the training among the business leader help them to provide the valid reason in creating the appropriate decision for the entire organization or/and have a great impact on their managerial skills and styles (Johnson, 2001; Farvaque, et al., 2009) Furthermore, the training and development for some business analysts were considered as a partnership or enhancing the employer-employee relationship (2009). Human capital is treated as a key to success for all industries. Human Resource Management practices play a pivotal role to gain profitability and market share that ultimately enhance the organizational performance in long run (Qureshi, 2006). But in the current scenario, enterprises are facing problems in terms of scarcity of brilliant workforce, dramatic rise in Retirements, poaching of key people by competitors, and increasing turnover. As the business environment becomes increasingly competitive, organizations need to focus on improving all areas of their business especially human capital because the performance of the people employed has a major impact on profitability (Lloyds, 2010).It is now commonly accepted that employees create an important source of competitive advantage for firms. As a result, it is important that a firm should adopt best TD practices to make best use of its employees. The above trend has led to increased interest in the impact of HRM on organizational performance, and a number of studies have found a positive relationship (Gelade and Iivery, 2003). Research studies have demonstrated that training has a positive influence on organizational performance. Zwick (2006) stated that increasing the training intensity has a positive and significant effect on establishment of productivity. In the same way Bartel (1991) also demonstrated a direct and positive relationship between productivity and training program. The amount of training is an important antecedent for firms who wish to improve their productivity (Savery and Luks, 2004). But Cunha (2002) found no significance of training on organizational performance. Moreover, effective staff training and professional development can help to produce positive youth outcomes and increase retention of youth workers (Fancsali 2002, Huebner et al. 2003, Astroth et al. 2004, Hartje et al. 2007). There are many models of training and development that have made greater progress into organizational settings, which have began to have a greater impact on instructional design. Specifically, Instructional Systems Design (ISD), Human Performance Technology (HPT), Performance-Based Instructional Design (PBID), and Total Quality Management (TQM), all of which originate from research in the area of organizational development. Role of Theory: Training and Development has been increasingly used in the literature as well as in the Business world as a critical concept redefining the borders between business, society and State. Extensive literature exists on the concept of T D. For the purpose of my research, I will use the theories developed about it. Methodology and Methods: Research Approach: I will get most of my research information through the books, Journals, Internet and newspaper articles. Webster and Watson (2002) states that the major contributions are likely to be in the leading journals. It can also come from some Official documents provided by the clients such as information about their system, IT infrastructure, training facilities and others. Information can also come from official policy manuals, plans and other stuff which is not confidential for the company. Research Context: My case study will be focus on MOBILINK Pakistan, exploring its methodology of Training and Development to streamlining and improving the efficiency of its employee and the organisation. Given below is the brief introduction of Mobilink and Training and Development used in the organization: MOBILINK Introduction: Orascom Telecom Holding S.A.E. (Orascom Telecom) or (OTH) was established in 1998 and has grown to become a major player in the telecommunication market in the world. OTH is considered among the largest and most broaden network operator in the Middle East, Africa Pakistan. Mobilink GSM (PMCL), a subsidiary of Orascom Telecom, was awarded a license in July, 1992 and started its operations in 1994, and has become the market leader both in terms of growth as well as having the largest customer subscriber base in, Pakistan a base of over 30 million and growing. Mobilink provides the most extensive network coverage footprint across Pakistan through an integrated technology infrastructure in more than 5,000 cities, towns, villages, and countless remote destinations, including International Roaming in 110 countries through 300 partner operators. There are about 5000 employees currently working in Mobilink of which 4500 are working on permanent basis and 500 on temporary basis, with average of more than 800 employees hired every month. Among them approximately 5% are managers and operatives are 40%, rest are either contractual or not directly related to core business. Training and Development in MOBILINK: On contacting personnel in the Mobilink office it was found out that Mobilink mostly trains its employees by On Job Training which means that the employees are trained as they perform their jobs and along with their duties. The manager or supervisor guides them how to perform their jobs and guides them to efficiency in the work. Internees are trained in various departments and then mostly hired by Mobilink itself and their training is basically teaching them the ropes and the basics of everything. On a general basis the training done in Mobilink can be divided into two categories: à ¢Ã¢â€š ¬Ã‚ ¢ Soft skill training à ¢Ã¢â€š ¬Ã‚ ¢ Technical Training Graham Burke, One of the the President PMCL Mobilink, said Mobilink will provide proper training programmes to its employees in order to make them more aware of their responsibilities Sampling Plan: Sampling involves taking a certain number of people to get them contributed in the research by taking their views about a matter or conduction of interviews about the topic under research. To add to emphasis to the studys purpose to analyse respondents opinion, interviews will be conducted from relevant persons in Mobilink. Data Acquisition Method: Primary data will be collected by adopting a qualitative approach by taking different focus groups, this will provide insight and inform the interview process (Threlfall,199;Gilbert,2008). I will conduct structured interviews from few of the employees in Mobilink. Interviews will be recorded. Observation sheet will be filled by the researcher during the interview whereas some of the modifications will be made if necessary to explore a particular issue irrelevant to Training Development. Project Planning: Time Scales: The part of the research dealing with data collection from secondary sources will take approximately 4-6 weeks. Compiling and analysing of data collected from interviews and observations will take 6-8 weeks approximately. Final research will provide the study hypothesis in 6-12 weeks approximately. Quantitative method can be used for measuring, qualitative tools require a strong reserve of insight and reflection to tease important patterns out of a body of observation (Babble, 2010, pp.51).The size and scope of these was limited to cost, but the study seeks to be representative of the main classifications of members and main geography, although this remains a popular methodology (Stokes and Bergin, 2006). For this purpose by using Sampling which involves taking a certain number of people to get them participated in the research by taking their opinion about a matter or conduction interview about the topic under research. To add to emphasis to the studys purpose to analyse respondents opinion, interviews will be conducted from relevant persons in Mobilink, for this purpose researcher will go to Pakistan in February for getting the require data. Ethical Issues: In order not to interfere with the daily timings of the interviewees, I will arrange timings with the manager of the Mobilink during my visit to Pakistan in February 2011 these Questionnaires will not last for a long period of time , the confidentiality of respondents identity is my foremost responsibility not to disclose it to some one else. Discussion: Provisional work Schedule:

Electronic Commerce :: social issues

Electronic Commerce Initially, the Internet was designed to be used by government and academic users, but now it is rapidly becoming commercialized. It has on-line "shops", even electronic "shopping malls". Customers, browsing at their computers, can view products, read descriptions, and sometimes even try samples. What they lack is the means to buy from their keyboard, on impulse. They could pay by credit card, transmitting the necessary data by modem; but intercepting messages on the Internet is trivially easy for a smart hacker, so sending a credit-card number in an unscrambled message is inviting trouble. It would be relatively safe to send a credit card number encrypted with a hard-to-break code. That would require either a general adoption across the internet of standard encoding protocols, or the making of prior arrangements between buyers and sellers. Both consumers and merchants could see a windfall if these problems are solved. For merchants, a secure and easily divisible supply of electronic money will motivate more Internet surfers to become on-line shoppers. Electronic money will also make it easier for smaller businesses to achieve a level of automation already enjoyed by many large corporations whose Electronic Data Interchange heritage means streams of electronic bits now flow instead of cash in back-end financial processes. We need to resolve four key technology issues before consumers and merchants anoint electric money with the same real and perceived values as our tangible bills and coins. These four key areas are: Security, Authentication, Anonymity, and Divisibility. Commercial R&D departments and university labs are developing measures to address security for both Internet and private-network transactions. The venerable answer to securing sensitive information, like credit-card numbers, is to encrypt the data before you send it out. MIT's Kerberos, which is named after the three-headed watchdog of Greek mythology, is one of the best-known- private-key encryption technologies. It creates an encrypted data packet, called a ticket, which securely identifies the user. To make a purchase, you generate the ticket during a series of coded messages you exchange with a Kerberos server, which sits between your computer system and the one you are communicating with. These latter two systems share a secret key with the Kerberos server to protect information from prying eyes and to assure that your data has not been altered during the transmission. But this technology has a potentially weak link: Breach the server, and the watchdog rolls over and plays dead.

First Impressions in Pride and Prejudice Essay -- essays research pape

Pride and Prejudice was originally and appropriately titled â€Å"First Impressions.† This romantic and philosophical novel demonstrates to its readers how first impressions can drastically get in the way of romantic relationships. First impressions are generally inaccurate, as in the case of Elizabeth Bennet and Fitzwilliam Darcy, and also the case of Jane Bennet and Charles Bingley. The first impressions can, however, be accurate, such as in the case of Elizabeth Bennet and William Collins. In this so-called â€Å"relationship,† Elizabeth understood all along that Mr. Collins was a particularly disgusting man who liked to fawn over everyone he met. Mr. Collins, however, thought at first that Elizabeth was exactly like all of the other girls of her time period: submissive and unintelligent. Readers of Jane Austen’s novel can easily gain knowledge of the fact that Mr. Collins was completely wrong about her. The majority of the novel Pride and Prejudice centered around the conflict between Elizabeth and Mr. Darcy. The two first met at a ball in Meryton, and both decided that they hated each other before even getting to know one another. This is one example of how first impressions can ruin potential relationships. for instance, before Mr. Darcy even knew what Elizabeth was like, he concluded from seeing her that she was not particularly pretty, and that she was â€Å"slighted by other men.† (Austen, 10) On the other side of the situation, when Elizabeth overheard this insulting comment, she also jumped to conclusions. She deduced that Mr. Darcy was a selfish, rich snob. These first impressions caused them to spend most of the novel hating each other. Even when Mr. Darcy finally got over his first impressions about Elizabeth herself and propos... ...e fond of a person just by looking at them, or even by their place in society. For instance, just because you think that a person is a rich snob, that does not mean that they are a rich snob in all actuality. In the defense of Mr. Darcy, for example, the person you are judging might just be reserved and introverted. In Elizabeth’s defense, however, it is also not appropriate to criticize people because of their external appearance. It is also unwarranted to write people off as â€Å"slighted by other men.† (Austen, 10) To cut a long story short, the development of the plot demonstrates to readers that everyone makes mistakes. Particularly selfish mistakes, on the other hand, can demolish and devastate potential relationships until the problem is worked out, and both opposing parties resolve to set their extremely selfish desires free and give each other a fair chance.

Reforming Globalization

Walden university Alexandra Salsas August 3, 2014 Globalization is an objective with which all companies include nowadays; the global expansion allows firms to increase their profitability and thus consequently the profit growth. As the article mentions the pursuit of a Just society involves carefully balancing two contradictory necessities with regard to the corporate sector.Since reparations are responsible for much of the wealth and many of the Jobs in a modern economy, at the same time, however, even as the corporate sector is fostered, Justice and fairness require that these firms not be permitted to exercise disproportionate power, that is for getting the best employees and with that Increase the profit growth.When people talk about the company In the best way this Increase the profitability for this company that which one uses In a bad way Its power or act wrong with customers or employees. Global expansion arises because of the need to encourage the corporate sector, which Is rooted In the fact that corporate-driven economic development dramatically raises living standards and thereby reduces the Injustices associated with deprivation.Similarly, the people who live In poor countries legitimately seek the broadly distributed Improved levels of health, education, and material comfort that are promised by a future of economic development, globalization allows this economic development of countries around he world, and companies to increase and create more franchises need this obtaining a global country increase the offers for employees and with that people get better living conditions as it said.The rules governing the global economy emerge from multilateral talks that reflect the bargaining power of the negotiating countries, power that in turn broadly corresponds to the size of each country economy. Global expansion, profitability, and profit growth aid both the company as the country where they found.

Productive Opportunity Essay

Productive opportunities depends on multiple things, the advancement of technology, the availability and access to resources, and also what producers and entrepreneurs can think of at the given time. Choosing a combination of productive and financial opportunities help maximize wealth. They key in finding a productive opportunity is a high degree of awareness of the factors that distort judgment A perfect capital market is when buying and selling do not affect prices. â€Å"In a perfect capital market the corporation is regarded only as a means of generating wealth, because the present value of the dollar returns it generates is the only feature relevant to its owners.† Understanding your resource, resources is a source or supply from which an organization gains profit. Typically resources are materials or other assets that are transformed to produce benefit and in the process may be consumed or made unavailable. From a human perspective a natural resource is anything obtained from the environment to satisfy human needs and wants. Organizations operate by people making decisions. A manager plans and organizes a team by executing decisions. The effectiveness and quality of those decisions determines how successful a manager is. With this being said â€Å"the goal of the manager and owner remain the same as long as market value is maximized.† Opportunity is all around us but yet at the same time sometimes we never see it. In business we look for new ways to market our business, reach our target market, build on online community and through this all we overlook the opportunity that is all around us. We are learning to create opportunity my maximizing our market value. In conclusion, â€Å"in a perfect capital market, the market value of the ï ¬ rm is determined only by the cash ï ¬â€šows it can generate and not by the source of funds used to ï ¬ nance those operations. The task of management is to create wealth by ï ¬ nding productive opportunities with average rates of return exceeding the market rate of interest.† Fabozzi, Frank J. (2011-12-01). Financial Economics (Page 46). Wiley. Kindle Edition.

H&M Hennes & Mauritz Ab in Retailing

Hennes & Mauritz (H&M) AB in Retailing December 2009 Scope of the Report Retailing – Hennes & Mauritz  © Euromonitor International Scope †¢ This global company profile covers the following products focusing on the year 2009: Retailing: US$10,430 billion Store-based Retailing: US$9,829 billion Non-Store Retailing: US$601 billion Clothing & Footwear Specialist Retailers: US$791 billion Homeshopping: US$190 billion Internet Retailing: US$243 billionDisclaimer Much of the information in this briefing is of a statistical nature and, while every attempt has been made to ensure accuracy and reliability, Euromonitor International cannot be held responsible for omissions or errors Figures in tables and analyses are calculated from unrounded data and may not sum. Analyses found in the briefings may not totally reflect the companies’ opinions, reader discretion is advised Learn More To find out more about Euromonitor International's complete range of business ntelligence on industries, countries and consumers please visit www. euromonitor. com or contact your local Euromonitor International office: London + 44 (0)20 7251 8024 Vilnius +370 5 243 1577 Chicago +1 312 922 1115 Dubai +971 4 609 1340 Singapore +65 6429 0590 Cape Town +27 21 552 0037 Shanghai +86 21 63726288 Santiago +56 2 4332226 2 Retailing – Hennes & Mauritz  © Euromonitor International Strategic Evaluation Competitive Positioning Geographic Opportunities Category Opportunities Brand and Operational Strategies Recommendations 3 Strategic EvaluationRetailing – Hennes & Mauritz  © Euromonitor International Key Company Facts Hennes & Mauritz (H) AB Headquarters Regional Involvement Stockholm, Sweden Asia Pacific, Eastern Europe, North America, Western Europe, Middle East and Africa Clothing and footwear specialist retailers, homeshopping, internet retailing H robust performance in battle with Inditex †¢ The world’s second largest clothing and footwear Sector Inv olvement World clothing and footwear 1. 7% (2009) specialist retailers share 1. 5% (2008) Retail sales value growth (US$) -4. 1% (2009) 17. % (2008) specialist retailer in 2009, behind Inditex, and ahead of Gap, H continued to record strong sales growth in 2008 and 2009. This was achieved partly thanks to a strong performance in its largest market, Germany, with sales in local currency terms up by double-digits. †¢ Inditex’s and H battle for the world’s largest clothing and footwear retailer position is closely fought, while Gap, which was the world’s largest player in this channel until 2007, has been significantly left behind by the leading two. Hennes & Mauritz (H) AB – Sales excl.VAT vs Profit After Tax 90,000 SEK million 80,000 70,000 60,000 50,000 40,000 30,000 2004 2005 2006 2007 2008 Sales excl VAT Profit after tax 18,000 14,000 12,000 10,000 8,000 6,000 SEK million 16,000 H profits remain healthy †¢ H registered sales excluding VAT of S EK88. 5 billion (US$13. 7 billion) in 2008, an increase of 13% over the year, with profit after tax also up 13% to SEK15. 3 billion (US$2. 4 billion), which highlights the group’s high margin. †¢ Its major rival, Inditex, recorded revenue of EUR10. 4 billion (US$14. 5 billion) in 2008, up 10% on the previous year, with net profit up 0. % to EUR1. 3 billion (US$1. 8 billion). Gap registered sales of US$14. 5 billion, down 8% in the year, as it suffered from poor conditions in its core US market, though the company’s net profit grew by 16% to US$967 million, helped by cost savings. 4 Strategic Evaluation Retailing – Hennes & Mauritz  © Euromonitor International Q3 results: Resilient Performance, Continued Expansion Hennes & Mauritz (H) AB – Q1 to Q3 Sales excluding VAT (SEK billion) Profit after tax (SEK billion) Net margin (%) 73. 4 (2009) 62. 2 (2008) 10. 2 (2009) 10. 2 (2008) 13. 9 (2009) 16. (2008) Resilient performance, with sales driven by stor e network expansion †¢ H sales excluding VAT grew by 13% to SEK23. 6 billion (US$3. 4 billion) in the third quarter ending August 2009. Group profits after tax continued to rise, up by 4% to SEK3. 5 billion (US$506 million). †¢ However, same-store sales declined slightly in local currency terms, with consumer sentiment remaining subdued and hindering sales of non-grocery retailers, especially in the US, while the German market was resilient and strong gains were made in Italy. †¢ For the nine months to August 2009, sales were up by 18% to SEK73. billion (US$10. 6 billion), with growth boosted by new store openings. Profits after tax were up by 0. 2% to SEK10. 2 billion (US$1. 5 billion). Low inventory levels were a major factor contributing to keep costs down. Inditex records lower sales growth than H †¢ Inditex recorded revenues up by 7% to reach EUR4. 9 billion (US$7. 1 billion) in the six months to July 2009. Growth in Asia’s emerging markets continued to boost revenues, especially in China and Hong Kong, offsetting a negative economic environment in its Spanish domestic market where it saw a strong decline in like-for-like sales. Although impacted by the recession in Europe, Inditex’s profits were resilient, helped by efficient cost controls. The group recorded net income down by only 8% on the previous year to EUR375 million (US$550 million), despite sustained investments in network expansion. 5 Hennes & Mauritz (H) AB – Net Sales excl VAT vs Profit After Tax 75,000 72,500 70,000 SEK million 67,500 65,000 62,500 60,000 57,500 55,000 52,500 50,000 2008 Q1 to Q3 Net sales excl VAT 2009 Q1 to Q3 Profit after tax 12,000 11,500 SEK million 11,000 10,500 10,000 9,500 9,000 8,500 8,000Strategic Evaluation Retailing – Hennes & Mauritz  © Euromonitor International SWOT – Hennes & Mauritz (H) AB Brand recognition: low price and style Combining style innovations and low prices are staple attributes of the H br and on which it has built strong consumer recognition. High profile advertising and collaboration with designers help make stores shopping destinations and raise the desirability of its ranges. Operational efficiency A strong control of the whole logistics process helps H achieve low costs, while low inventory contributes to maintain margins.Reliance on outsourcing The reliance on production outsourcing, unlike other rivals such as Inditex, puts H at greater risks of damaging its reputation in terms of product quality and poor labour conditions in developed countries. Modest presence in emerging markets Despite being a global player present in 33 markets, H has developed its presence in Europe and North America mostly, unlike Inditex operating in over 70 countries including many emerging markets. Strengths Weaknesses Opportunities ThreatsInternet retailing The rapid growth of clothing and footwear sales through internet retailing is expected to continue and give H opportunities to r each a wider audience, especially in its core demographic target, teenagers and young adults, whose purchases are often influenced by the internet. Untapped potential in emerging markets Urbanisation, increased disposable incomes and changing lifestyles making the population more aware of fashion trends give major growth opportunities in large emerging markets such as China and Russia. There is also potential in markets where H is absent such as Turkey and Romania.Non-food expansion of grocery retailers Hypermarkets and mass merchandisers including Carrefour, Target, Tesco and Wal-Mart are set to continue developing their offer of non-food products and compete directly against H in the value segment of clothing and footwear retailing. Fast fashion becoming more competitive H faces a growing threat from a number of direct competitors with increasingly global ambitions at the low-priced end of the market such as Associated British Foods with Primark, Fast Retailing with Uniqlo and Mar ks & Spencer, alongside a resurgent Gap. 6 Strategic Evaluation Retailing – Hennes & Mauritz Euromonitor International Key Strategic Objectives and Challenges Speed to market and price strategy Fast product turnaround, flexibility and speed to market are major elements determining fast fashion retailers’ operational efficiency. H record is strong comparable to Inditex in most aspects, although Inditex has an advantage regarding speed to market, as a result of its vertical integration business model. In the midst of the global economic crisis particularly affecting clothing and footwear specialists, H chose to avoid heavy discounting in order to maintain its margins and profits.However, more aggressive price wars may force it to discount more and hit its margins. Ongoing international expansion with a focus on emerging markets H presence in emerging markets is less important than Inditex’s, which has a major store network in Latin America and more stores in the M iddle East and Africa. Expanding in emerging markets remains a priority for H, although growth prospects remain strong in developed markets such as Canada and the US where it can enter numerous new cities, especially in Southern States where it has a modest presence.H CEO KarlJohan Persson appointed in July 2009 restated the group’s global expansion targets, although it appears to be slower than expected, with around 160 new stores likely to be opened out of 225 initially planned for 2009. Maintain brand image and increase desirability Collaborations with designers will need to be continued and reinvented to make products more desirable, make stores more popular shopping destinations and strengthen the emotional bond with consumers and H.Distinctive store layout has been used successfully by Inditex with its Zara chain to convey the desirability of its clothes, and this is a strategy that H could also implement to make the store designs a more important aspect of its strategy . This could allow H to maintain an advantage over smaller rivals with increasing global ambitions for their brands such as Primark and Uniqlo. Late entry into internet retailing Although growth in internet retailing sales is particularly promising for clothing and footwear retailers, H has been a late entrant and will struggle to seize the opportunities offered by this channel.It has left numerous other retailers including pure play internet retailers such as Amazon and Asos and the homeshopping specialist Otto take a lead. Hence, it will be difficult for H to target these consumers and generate traffic to its websites, although it could rely on high-profile advertising and innovative sites to succeed. 7 Retailing – Hennes & Mauritz  © Euromonitor International Strategic Evaluation Competitive Positioning Geographic Opportunities Category Opportunities Brand and Operational Strategies Recommendations 8 Competitive Positioning Retailing – Hennes & Mauritz Euromonitor International H Performs Strongly but Growth is Matched by Inditex †¢ International expansion and fashionable product assortment led to strong growth for H and its main rival Inditex, despite a marked slowdown in 2009 due to the global economic crisis and the strength of the US dollar. Clothing & Footwear Specialist Retailers – World – Retail Value RSP excl Sales Tax – US$ – % Year-on-Year Growth 28 24 20 16 12 8 4 0 -4 -8 -12 2005 % y-o-y growth A C B 2006 World C Mode Brenninkmeijer & Co INDITEX – Industria de Diseno Textil 2007 2008 Hennes & Mauritz (H) AB Gap Inc, The 2009A – H sales record strong growth, on a par with C, thanks to global store network expansion. However, Inditex outperforms H thanks to more aggressive network expansion not only in Western Europe, but also in emerging markets. B – Gap under-performs its main rivals, hindered by a strong reliance on its low-growth domestic market and a less aggressive price s trategy than H. Gap’s image also suffers from a product assortment perceived as more staid than H and Inditex’s. C – The rise of the US dollar against other global currencies in 2009 is causing a fall in value sales for all retailers.H low-priced positioning and its wide global presence helps the company remain resilient in a challenging environment for non-grocery retailers. 9 Competitive Positioning Retailing – Hennes & Mauritz  © Euromonitor International Competitive Context: Inditex and H on the Rise World – Top 10 Clothing & Footwear Specialist Retailers 2005-2009 Company name INDITEX – Industria de Diseno Textil Hennes & Mauritz (H) AB Gap Inc, The C Mode Brenninkmeijer & Co Ross Stores Inc Fast Retailing Co Ltd Shinamura Co Ltd Limited Brands Inc Benetton Group SpA Burlington Coat Factory Warehouse Corp 5-year 2009 % 2005 2006 2007 2008 2009 trend share ?Gap loses its crown †¢ Gap saw declining sales in 2007 3 3 2 1 1 1. 7 ? ? ? ? ? ? ? ? 2 1 4 6 8 12 5 11 2 1 4 6 8 14 5 12 3 1 4 5 8 11 7 10 2 3 4 5 6 11 7 8 2 3 4 5 6 7 8 9 1. 7 1. 5 1. 4 0. 8 0. 8 0. 5 0. 5 0. 5 and 2008, due to unfavourable economic conditions in its US domestic market, which accounted for 81% of its global sales through the clothing and footwear specialists channel. †¢ Compared to H, Gap’s higher price positioning hindered its sales, especially in 2008 and 2009 as the global economic crisis dampened consumer spending. Fast Retailing and Shinamura rising Japan-based Fast Retailing posted a strong performance among the top ? 10 10 12 14 10 0. 4 10 global players, helped partly by the strengthening of the yen to the Note: 2009 provisional data US dollar. Competing with a similar price positioning to H, Fast Strong growth for H, overtakes Gap but is surpassed by Inditex Retailing expanded outside Japan, †¢ Strong sales growth for H over the 2005-2008 period enabled it to especially in China and South overtake key rival Gap . H business model based on low-priced fast Korea, and announced at the end of fashion proved highly popular with consumers. 008 its intentions to open stores in †¢ However, Inditex recorded a stronger performance than H, thanks to a European markets and in the US. more aggressive expansion strategy, especially in emerging markets. The latter was partly helped by a greater reliance on franchised outlets. Although †¢ As Japan’s second largest clothing and footwear retailer, Shinamura’s H new store opening strategy was also ambitious, its presence in ranking was also boosted by emerging markets remained modest compared to Inditex’s. avourable exchange rates, but also †¢ Inditex also benefited from a vertical integration business model enabling it to thanks to new store openings. renew collections more frequently than its main rivals, including H. 10 Competitive Positioning Retailing – Hennes & Mauritz  © Euromonitor International H and Indi tex Neck-and-Neck †¢ H and Inditex have both been highly successful in the clothing and footwear specialists channel over the 2004- 2009 period. Their positioning based on low-priced fast fashion enables them to appeal to a wide range of consumers, especially since 2008 and with the major world economies entering recession.Their fast fashion business model also gives the two players the flexibility to change collections rapidly to adapt to consumer tastes, although Inditex has the edge over H in this respect. †¢ International network expansion was also a major part in driving sales of both companies, although Inditex has a greater presence in emerging markets, especially thanks to a wide reach in Latin America. Thanks to its greater reliance on franchising, new market entry requires fewer resources and entails less risk for Inditex than for H, which is more biased towards company-owned outlets. Although both companies saw their World – Retailing Sales 2004-2009 reta il sales in US dollar terms hit by the fall in the value of the euro 15,000 against the US dollar, they retained their lead over Gap. The latter’s 12,500 strong dependence on the US market proved a disadvantage, as it suffered 10,000 disproportionately from the recession in its domestic market in 2008 and 7,500 2009, which it could not offset with expansion in emerging markets, where it remains absent. ,000 †¢ In addition, Gap adopted a less aggressive pricing strategy than its 2,500 peers, thus losing share rapidly to H and Inditex, but also to players 0 in other channels in the US such as 2004 2005 2006 2007 2008 2009 mass merchandisers Target and WalHennes & Mauritz (H) AB INDITEX – Industria de Diseno Textil Mart. Retail value sales rsp excl tax (US$ mn) 11 Competitive Positioning Retailing – Hennes & Mauritz  © Euromonitor International Overall Stagnation in Sales per OutletWorld – Top 10 Clothing & Footwear Specialist Retailers – Sales per Outlet 2004-2009 – US$ Fixed Exchange Rates Company name INDITEX – Industria de Diseno Textil Hennes & Mauritz (H) AB Gap Inc, The C Mode Brenninkmeijer & Co Ross Stores Inc Fast Retailing Co Ltd Shinamura Co Ltd Limited Brands Inc Benetton Group SpA Burlington Coat Factory Warehouse Corp Note: 2009 provisional data 2004 3,130,909 7,103,455 5,233,467 7,658,816 6,571,607 5,663,966 3,168,427 2,541,956 916,038 8,482,203 2005 3,222,196 7,072,943 4,976,290 7,435,090 6,719,945 4,185,028 3,129,442 2,686,424 911,815 9,062,259 2006 3,245,793 7,102,853 4,882,942 7,276,803 6,967,172 3,720,254 3,222,800 2,799,494 896,071 9,090,081 2007 3,374,326 7,194,397 4,648,360 7,195,536 7,136,890 3,884,908 3,196,295 2,778,019 913,342 9,032,800 2008 3,291,002 7,279,016 4,180,204 6,979,826 6,784,922 4,520,068 3,201,177 2,636,235 949,993 8,904,762 2009 3,267,473 7,303,864 3,753,935 6,843,244 7,238,611 5,203,178 3,163,917 2,543,005 960,191 8,068,446 % growth 2004/2009 4. 4 2. 8 -28. 3 -10. 6 10. 1 -8. 1 -0. 1 0. 0 4. 8 -4. 9Modest growth in sales per outlet for most players, including H †¢ The growth trend in sales per outlet broadly matches the trends in overall sales growth for the top four global retailers, with H and Inditex outperforming C and Gap. Higher sales per outlet for H compared to Inditex largely reflects H larger average outlet size. †¢ Downward price pressure and prevalent discounting in apparel retailing, accompanied by the growing reliance on production outsourcing to low labour cost countries in the clothing industry, contributed to the stagnation or slight decline in sales per outlet for most retailers, especially for C and Fast Retailing. Sharp contraction for Gap †¢ Gap’s higher-priced positioning and its relative resistance to discounting led to a sharp drop in sales per outlet, as it pted to maintain its margins at the expense of overall sales growth. 12 Retailing – Hennes & Mauritz  © Euromonitor International Str ategic Evaluation Competitive Positioning Geographic Opportunities Category Opportunities Brand and Operational Strategies Recommendations 13 Geographic Opportunities Retailing – Hennes & Mauritz  © Euromonitor International A Global Player Still Dependent on Western Europe †¢ Among H top 10 global markets in 2009, all of them were located in Western Europe apart from one, the US. This highlights the company’s modest presence in emerging markets. Western Europe will account for 84% of the group’s sales in 2009.This proportion exceeded 90% in 2005, which illustrates H relative success in expanding its presence globally in order to offset the maturity and saturation in Western Europe’s clothing and footwear retailing. †¢ The company’s largest market, Germany, will account for 26% of world sales in 2009. No other market had a share of global sales exceeding 10%, while the domestic market, Sweden, accounts for 5%, which shows that H is not overly dependent on the economy of a single market. In comparison to H, Inditex is more dependent on its domestic market, which will generate 37% of its world sales in 2009. Both companies seek to extend their global reach, especially in emerging markets, although Inditex has a clear lead in this respect.Hence, H operates in 33 markets as of October 2009, compared to around 70 markets for Inditex. Hennes & Mauritz (H) AB – Clothing & Footwear Specialist Retailers (Company's 10 Largest Markets) 2. 0 1. 5 %CAGR 2009-2014 Netherlands Norway Spain 1. 0 Austria 0. 5 Sweden 0. 0 -0. 5 -1. 0 -1. 5 -2. 0 -2. 5 0 25,000 50,000 75,000 100,000 Market Size 2009 (US$ mn) 125,000 150,000 175,000 France Switzerland USA Opportunity Zone Germany United Kingdom Bubble size shows company sales in market, range displayed: US$536 – 3,497 mn 14 Geographic Opportunities Retailing – Hennes & Mauritz  © Euromonitor International Western Europe: Ongoing Expansion for H&M and Inditex H& M has a wide presence covering most Western European markets, in which its two main competitors are Inditex and C&A. All three companies have seen their share increase over the 2004-2009 period at the expense of smaller players, especially those with a national presence only. †¢ The shares of H&M and Inditex were driven by aggressive continuous network expansion across most markets. H&M has seen major ongoing store network expansion in most major European markets in 2008 and 2009, especially in France, Germany, Italy, Spain and the UK. Its business model has proved to be relatively recession-proof, thanks to its low prices. †¢ C&A has been distanced by the two largest operators.Positioned as a value retailer targeted at families, C&A lost ground thanks to a less fashionable image and an inferior international presence. The company is absent from major European markets including Italy and the UK, and over 50% of its sales in Western Europe are derived from the German market . Clothing & Footwear Specialist Retailers: Retail Value RSP excl Sales Tax – Company Shares by GBO 4 % value share 3 2 1 0 2004 2005 2006 2007 2008 2009 14 12 % value share 10 Hennes & Mauritz (H&M) AB Company Shares – Top 6 Markets – Clothing & Footwear Specialist Retailers – Retail Value RSP excl Sales Tax 8 6 4 2 0 2004 2005 2006 2007 2008 2009 C&A Mode Brenninkmeijer & Co Hennes & Mauritz (H&M) AB INDITEX – Industria de Diseno Textil France Netherlands SwedenGermany Spain United Kingdom 15 Geographic Opportunities Retailing – Hennes & Mauritz  © Euromonitor International Western Europe: Primark Emerges as New Major Player Primark expends beyond the British Isles to emerge as a new European player †¢ Primark, owned by Associated British Foods, only recently expanding outside Ireland and the UK with its first outlets in Spain in 2008 and Portugal and test stores in Germany and the Netherlands in 2009, has ambitions to develop a wid e pan-European network. A new market entry is planned in Belgium in 2010. The success recorded by its first stores in Spain indicates that it could become a major Europe-wide player. With a strong brand image based on low prices and trendy collections following fashion trends closely, Primark targets teenagers and young adults, thus competing directly against H&M in terms of demographic and price positioning. Clothing & Footwear Specialist Retailers – Western Europe and United KingdomRetail Value RSP excl Sales Tax – Company Shares by GBO 6 5 % value share 4 3 2 1 0 WE – Hennes & Mauritz (H&M) AB WE – Associated British Foods Plc (ABF) 2005 2006 2007 UK – Hennes & Mauritz (H&M) AB 2008 2009 UK – Associated British Foods Plc (ABF) 16 Geographic Opportunities Retailing – Hennes & Mauritz  © Euromonitor International Recent and Planned Market Entries: Japan, South Korea †¢ Although geographic expansion has been a central feature o f H&M’s strategy, it has focused until recently on Europe nd North America, in contrast to Inditex venturing in several markets in Latin America and Asia Pacific and C&A’s major presence in Brazil. Recent new market entries in Japan in September 2008 and the planned entry in South Korea in spring 2010 confirm H&M’s adoption of a strategy to be less dependent on Europe and North America. Successful new entry in Japan in 2008 †¢ With its first store in the upmarket shopping district of Ginza in Tokyo, H&M’s market entry was successful. Initial reception was very favourable to the new chain, with around 50,000 shoppers visiting the Ginza store over the first week of opening, and a second Tokyo store was opened in November 2008 in the trendy district of Harajuku. The Harajuku outlet was the first H&M worldwide to sell the fashion labelComme des Garcons, with a collection designed by the Japanese designer Rei Kawakubo. This strategy helped create anticipa tion ahead of the new store opening among fashion-conscious consumers and gives H&M a more exclusive image in Japan than it has in other markets. †¢ Two more outlets in Tokyo are planned by the end of 2009 and a fifth is due to open in 2010, in Osaka. In order to expand faster in the mature Japanese market and to match the scale of its larger rival Inditex, H&M is considering acquisitions to be a possible expansion strategy. Intense price competition in Japan †¢ In a market hit by severe recession in 2009, price competition for clothing and footwear items has intensified. This as highlighted by mass merchandiser chains Justo (Aeon), Ito-Yokado (Seven & I) and Seiyu (Wal-Mart) starting to offer jeans at around ? 1,000 in 2009. Among H&M’s most direct competitors in terms of price and image, the dynamic player Fast Retailing with the Uniqlo chain combining low price and fashionable ranges, followed a similar price move in 2009. However, regardless of price H&M has an advantage in terms of fast fashion in being able to source and offer new products and refresh its collection more frequently than Fast Retailing. South Korea – following in the footsteps of Inditex †¢ Following its successful entry in Japan, H&M plans to open its first outlet in South Korea in March 2010 at a flagship store in Seoul’s business district of Myungdong.In a market less saturated than Japan’s and with fewer major international clothing and footwear specialist chains, H&M is expected to be successful. However, similarly to Japan, H&M enters after Inditex has already established a footprint in 2007 and expanded rapidly since. 17 Geographic Opportunities Retailing – Hennes & Mauritz  © Euromonitor International Further Growth in Large Emerging Markets: China, Russia †¢ With little presence in emerging markets, H&M is attempting to catch up with rivals, especially by expanding in large emerging markets, especially in China and Russia. Ongoing expansion in China to continue †¢ Following market entry in Hong Kong in 2007, H&M expanded rapidly in 2008 and 2009 with new stores in mainland China.Sales in China accounted for almost 1% of global sales in 2009. The first outlet in Beijing was opened in April 2009 south of Tiananmen Square, with H&M becoming the first foreign retailer to be present in this newly renovated part of the city. In order to create more anticipation around the store opening among consumers, it coincided with the launch of a new collection in collaboration with the designer Matthew Williamson. H&M’s presence in China is expected to continue expanding rapidly through new store openings, both in existing cities and by entering new cities where it can target the rapidly growing number of middle-class urban consumers. Among H&M’s global rivals, although Inditex expanded in China and Hong Kong earlier than H&M and has a stronger presence with more outlets, it has a less developed su pplier network in Asia than H&M, and as a result it can struggle to offer competitive prices to compete against H&M and also against local players, which may lead to the adoption a more differentiated positioning than in other markets. †¢ With Gap planning to enter China in 2010, it is likely that a greater number of international clothing and footwear specialist retailers will enter the market. Competing in a similar price segment to H&M, Fast Retailing announced at the end of 2008 its long-term objective to have 100 Uniqlo outlets in China. Russia – untimely entry but sound long-term prospects †¢ H&M opened its first store in Russia in Moscow in March 2009. However, suffering from a fall in gas and oil revenues, the country’s deep recession in 2009 is worse than previously anticipated and makes H&M’s market entry untimely.Rival Inditex has developed a major presence in Russia over several years, which has allowed the group to take advantage of the bo oming economy until 2008 to expand and establish a wide customer base. Longer term, H&M is set to emerge from the recession relatively unscathed thanks to its low-priced positioning and to have major growth prospects. Key point: With no presence in Latin America unlike C&A and Inditex, H&M could benefit from entering the large markets of Brazil and Mexico where its low prices should help build a major customer base. 18 Geographic Opportunities Retailing – Hennes & Mauritz  © Euromonitor International Franchise Deals Give New Middle East Opportunities Middle East and Africa expansion set to gather pace †¢ H&M’s presence in the main Middle East market, the United Arab Emirates, continued to increase rapidly in 2009 hanks to the franchise agreement signed in 2006 with the Kuwait-based company MH Alshaya Group. †¢ Opting to expand through franchise stores and using a similar growth model as Inditex represents a major new development in H&M’s global expan sion strategy in emerging markets, which is likely to help accelerate its global expansion. †¢ Thanks to the partnership with Alshaya Group, H&M entered the markets of Bahrain and Oman in 2009, and also opened its first two stores in Egypt in the second half of the year. H&M is likely to enter other new markets in the Middle East and Africa by the end of 2009, or in 2010, including Lebanon. †¢ Under another franchise deal signed with the local company Match Retail, H&M plans to enter Israel in 2010.Dedicated store concept for Saudi Arabia †¢ As store concept adaptation is an important ingredient in the success for foreign retailers operating in the Middle East and Africa, and require close attention, franchise partners are in a better position than H&M to implement new concepts. †¢ For example, in order to comply with local sharia law that forces shops to have segregated areas for men and for women, for its market entry in Saudi Arabia in autumn 2008, H&M opted t o adapt its store concept to be only open to women and staffed by women. 19 Retailing – Hennes & Mauritz  © Euromonitor International Strategic Evaluation Competitive Positioning Geographic OpportunitiesCategory Opportunities Brand and Operational Strategies Recommendations 20 Category Opportunities Retailing – Hennes & Mauritz  © Euromonitor International Modest Growth Forecast for H&M’s Main Channel †¢ H&M’s sales through the clothing and footwear specialist retailers channel will account for around 97% of its sales in 2009. This channel is forecast to record modest growth over the 2009-2014 period. While channel sales were hindered by the global economic crisis in 2008 and 2009, they are likely to recover to some extent, although they will remain affected by low price pressures on clothing prevailing within this distribution channel as well as in other channels.H&M has stronger prospects than most other clothing and footwear specialist players thanks to its wide international presence and low-cost and flexible business model allowing the group to undercut most rivals while remaining at the forefront of fashion trends. †¢ The remainder of H&M’s sales is accounted for almost equally by homeshopping and internet retailing, although the latter is increasingly supplanting the former, mirroring the wider industry trend. Expanding internet retailing presence will help offset the growing saturation of clothing and footwear retailing. Unlike Inditex, which is also present in the furniture and furnishings stores channel in a number of markets under the Zara Home brand, H&M does not operate other store-based formats. Hennes & Mauritz (H&M) AB – Global Retailing Presence & Prospects by Channel 9 8 7 6 5 4 3 2 1 0 -1 0 100,000 Internet retailing % CAGR 2009-2014Clothing & footwear specialist retailers Homeshopping 200,000 300,000 400,000 500,000 600,000 Market Size 2009 (US$ million) 700,000 800,000 900,000 Bubble size shows company sales in this channel (2009). Range displayed: US$169 – 13,118 million 21 Category Opportunities Retailing – Hennes & Mauritz  © Euromonitor International Battling Against Hypermarkets and Mass Merchandisers Grocery retailers and mass merchandisers increase price pressure on clothing and footwear specialists †¢ Clothing and footwear specialist retailers are increasingly seeing more intense competition from rivals operating †¢ †¢ †¢ †¢ mostly in other store-based channels, such as mass merchandisers and hypermarkets.As H&M is positioned in the low-priced segment in clothing and footwear retailing, it is vulnerable to the direct competition from these channels and needs to cultivate its clear competitive advantage in terms of fashion and desirability. An example of the intensifying competition affecting clothing and footwear retailers is the price war between Fast Retailing (Uniqlo) and mass merchandisers Aeon (Jusco) and Wal -Mart (Seiyu) in Japan to sell jeans at around ? 1,000 in 2009. In the US, Gap’s sales have been eroded by the success of mass merchandiser Target’s aggressively priced clothing ranges. In Western Europe, the expansion of major hypermarket operators including Auchan, Carrefour, Tesco and Wal-Mart into non-food products is set to continue as they seek to improve margins.Although this trend has slowed down to some extent in 2008 and 2009 due to the global economic crisis, with grocery retailers refocusing at least temporarily on more recession-proof food items, the longer-term trend is expected to see hypermarkets attempting to be more competitive in their offer of clothing and footwear, with more appealing ranges to compete more directly against specialist non-grocery retailers. In the UK, Wal-Mart’s Asda chain, thanks to the increased sales of its George apparel range in 2009, threatens to overtake Marks & Spencer and Associated British Foods’ Primark cha in to become the country’s largest clothing retailer. Tesco saw clothing sales improve in the first half of 2009 alongside growth in non-food sales, up by 8%. Meanwhile, Sainsbury’s is planning to increase space allocated to non-food ranges in 2010 and 2011 and widen the reach of its successful TU range of clothes by offering it at more stores. 22 Category OpportunitiesRetailing – Hennes & Mauritz  © Euromonitor International Internet Retailing: H&M’s Late Entry H&M and Inditex both rise to the challenge and plan to develop internet retailing †¢ Beyond store-based rivals, clothing and footwear specialist retailers are increasingly battling against internet retailers and most of them react by developing or expanding their own online retailing activity. With consumers’ familiarity with ordering online generally on the rise, coupled with efforts from internet retailers to make their websites more visually appealing and user-friendly, consumersà ¢â‚¬â„¢ confidence in ordering clothes via the internet has been strongly boosted. Major homeshopping retailers which are also leading players in clothing, for example, Otto, are increasingly moving online. Similarly, H&M’s homeshopping sales in Austria, Germany, Netherlands and the Nordic countries are gradually migrating to internet retailing. The company’s significant experience in homeshopping in these markets prepares it well to tackle the logistics aspects to make internet retailing operations efficient across European markets. †¢ Both Inditex and H&M made announcements in 2009 indicating that they are gradually joining the fray and expanding online in most European markets. Inditex will start operations in major European markets by early 2010, while H&M will launch its website in autumn 2010 in the UK.Thanks to its wide product assortment, the vast choice increases H&M’s chances of success in internet retailing although this requires the site to be d esigned in a way to be easy to navigate. †¢ However, H&M is a late entrant in the channel and appears to have made a protracted move, with a plethora of major other operators including Amazon, Asos, the John Lewis Partnership, Marks & Spencer and Tesco having already obtained a strong foothold in UK online clothes retailing. Rival Gap also plans to launch its own website in the UK, following its earlier initiative in 2009 to sell its products on the Asos. com website. In the US, Gap has a multibrand website and offers combined delivery on cross-brand orders.Aggressive expansion from internet retailing specialists and grocery retailers †¢ Major grocery retailers have high ambitions for online clothes sales, as shown by Tesco’s relaunch of its UK clothing website in September 2009 offering private label and brands, and with Wal-Mart’s Asda offering the George label at Asda Direct since 2008. Websites of grocery retailers also often offer the added convenience o f click-and-collect services. Among specialist internet retailers, Amazon’s acquisition of the US online clothes retailer Zappos for US$850 million in August 2009 signals its ambitions in apparel retailing, and its low prices and high number of visits from customers give it key competitive advantages.Key point: With internet retailing making price comparisons between retailers easier, H&M should focus on advertising its low prices and promotions on its transactional website, while also emphasising the more fashionable design of its clothes in order to differentiate its website from Amazon and the grocery retailers. 23 Retailing – Hennes & Mauritz  © Euromonitor International Strategic Evaluation Competitive Positioning Geographic Opportunities Category Opportunities Brand and Operational Strategies Recommendations 24 Brand and Operational Strategies Retailing – Hennes & Mauritz  © Euromonitor International H&M: A Widely Recognised Global Brand Strong brand a wareness and image †¢ H&M’s strong brand image is associated with value and stylish collections, helped by the collaborations with famous designers. The latest example is the creation of the Jimmy Choo collection to be launched in November 2009.Such events create a great amount of publicity and media coverage to generate added footfall. †¢ In a similar way to Inditex, H&M relies on opening stores at a few flagship locations in major cities in order to build its brand image. Examples of such stores include the Harajuku store in Tokyo and the Champs Elysees store in Paris planned for 2010. †¢ Highlighting the H&M brand’s high level of awareness, it was ranked 21st among the top 100 most valuable global brands according to Interbrand in 2009, with a value exceeding US$15 billion. In comparison, Zara ranked only 50, while Gap came in at number 78. High-profile advertising with celebrities is widely used by H&M, unlike Inditex.H&M spends around 5% of its reve nues on advertising. H&M Brand geographic Asia Pacific, Eastern involvement Europe, Middle East and Africa, North America, Western Europe Brand channels Clothing & footwear specialist retailers World ranking & share 1 and 1. 6% (2009) in clothing and footwear specialist retailers Multi-brand approach from Inditex †¢ In sharp contrast to H&M’s almost exclusive Brands other than H&M gain greater importance †¢ The more upmarket COS successfully launched in the UK in 2007 enabling the group to target wealthier customers and potentially increase its margins. It was subsequently extended to other markets: Belgium, Denmark, Germany and the Netherlands. The Swedish chain Monki, acquired in 2008 and known for its sophisticated and colourful store designs, is not being rebranded and was expanded outside Sweden in 2009 with two stores in Denmark. This should allow H&M to diversify its customer base. reliance on its eponymous brand, Inditex has adopted a strategy based on build ing a vast brand portfolio including Bershka, Massimo Dutti, Pull and Bear, Zara and Zara Home. †¢ The key competitive advantages resulting from this company’s multi-brand strategy is its ability to target a wide range of consumer groups with brands and products tailored to various tastes in order to bring exclusivity and differentiation. The level of independence of the company’s major brands is also an important aspect of Inditex’s capacity to adapt quickly to changing market conditions. Group synergies are ensured thanks to the group's vertical integration, which also contrasts with H strategy of outsourcing. 25 Brand and Operational Strategies Retailing – Hennes & Mauritz  © Euromonitor International Operations and Private Label Strategies Production outsourcing vs.. vertical integration †¢ H sources around 70% of its product assortment from Asia and over one third is purchased from China. It relies heavily on outsourcing production, with over 21 production offices worldwide (10 in Europe, 10 in Asia and 1 in Africa) liaising with over 750 factories.In contrast, Inditex sources the majority of its products from Europe, and most of its production is made in-house in order to cut the time lag between product design and in-store availability. †¢ Although production in Asia helps H undercut Inditex on price, it also makes it more vulnerable to currency fluctuations, with the value of the US dollar strengthening in 2009 against European currencies and making imports from Asia more expensive in its main market, Europe. This reduced at least temporarily the scale of its competitive advantage over Inditex. Low inventory levels †¢ H operational efficiency is reflected in the level of inventory being usually low thanks to the frequent renewal of its collection.However, the focus on reducing inventory in order to protect margins has been detrimental to sales in some months in 2009, especially over the summer, when the company had relatively few items available for markdowns. Although H generally achieves low inventory costs, it is likely to be often surpassed by Inditex in this respect. As one of the pioneers of the fast fashion business model with new ranges being introduced every two weeks, Inditex is particularly efficient in incorporating feedback from stores daily into the development of new products, thanks to vertical integration and as such, H cannot replicate this model. Private label ranges under various names †¢ All of H product assortment consists exclusively of private label. Private label ranges have various names to arget different genders and customer types. For example, Hennes is targeted at 25-35 year-old women, L. O. G. G. is a casual sportswear label and MAMA is a maternity range. Key point: As European consumers’ awareness of ethical issues increases, H is vulnerable to negative publicity surrounding working conditions at factories producing its clothes in Asia. Since it outsources a greater share of its products from Asia than Inditex and has less control over its supply chain, H auditing of factories must be strict and transparent to limit the chances of poor labour conditions being publicised and tarnishing its brand reputation. 26 Retailing – Hennes & Mauritz Euromonitor International Strategic Evaluation Competitive Positioning Geographic Opportunities Category Opportunities Brand and Operational Strategies Recommendations 27 Recommendations Retailing – Hennes & Mauritz  © Euromonitor International Key Recommendations Develop more premium chains alongside core low-priced offering †¢ H focus on affordability remains Internet retailing to be differentiated and wide-reaching †¢ As H is a late entrant in the New market entries and expansion in existing markets †¢ Entering into new emerging a core element of its success and contributed to make the retailer resilient in a recessionary economic environment. Alth ough its low-priced and fashionable image with its eponymous brand H should not be jeopardised, in addition to cultivating it, the retailer should also attempt to widen its customer base and especially target wealthier consumers with its other banners such as COS and Monki stores offering edgy fashion. This could also help increase profits once the economy recovers and consumers become less cost-conscious. internet retailing arena in most European markets and arrives in a crowded and competitive market where Amazon and Otto have made inroads, it will need to offer innovative transactional websites that can convey effectively the textures, colours and finish of its clothes in order to differentiate its offer but still highlight the low prices. H presence in internet retailing could also be extended to markets where it does not seek to open physical stores, mirroring the example of Marks & Spencer delivering products to around 80 countries since autumn 2009. markets, especially in nei ghbouring markets to those where it operates, offers considerable growth opportunities for H. †¢ Romania and Turkey are large European markets where the store concept is likely to be popular and where rival Inditex has developed a major store network. In Latin America, Mexico offers opportunities in the value segment of clothing and footwear retailing. Although it is well covered by C and Wal-Mart, H can cater for more fashionconscious consumer groups. In Asia Pacific, H burgeoning presence could accelerate by expanding to new cities, especially in China and Japan. In the latter market, new store concepts and collections or new banners such as COS and Monki could be tested. 28 Retailing – Hennes & Mauritz  © Euromonitor International Experience more†¦ This research from Euromonitor International is part of a global strategic intelligence system which offers a complete picture of the commercial environment . Also available from Euromonitor International: Global Bri efings The state of the market globally and regionally, emerging trends and pressing industry issues: timely, relevant insight published every month. Global Company ProfilesThe competitive positioning and strategic direction of the leading companies including uniquely sector-specific sales and share data. Country Market Insight Reports The key drivers influencing the industry in each country; comprehensive coverage of supply-side and demand trends and how they shape the future outlook. 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