Thorn Queen Chapter Nineteen

I returned to my castle in shock-and in a downpour. My control of water let me shift the rain away from me, but after a while, I didn't feel like wasting the mental effort on it. It felt kind of good after such a hot day, and besides, I had a few other things on my mind. Like if it was going to rain every time I got aroused. That was not cool. I guessed I could handle it so long as it rained other times as well. I didn't want the connection to be so obvious. Hey, it's raining! The queen must have gotten laid. Ooh†¦is that hail? Must have been into some kinky shit today†¦. I was also debating whether or not having a guy stick his hand up your skirt and get you off was technically cheating or not. Okay, I supposed there wasn't much â€Å"technically† about it. I was getting caught up in gender stereotypes. If I'd gotten him off-say, like, by going down on him-there would have been no question of infidelity. So, this was no different. Fuck. How had it happened? One minute we'd been arguing†¦the next? Grope central. There'd been emotion and magic, and it had all happened so fast. I shivered, thinking of all the warnings about using strong magic. Was that to blame? Or just my own weakness? And at the same time, I couldn't also help but think that strong magic could solve a few of my problems. Excepting, of course, the problem of whether or not I should tell Kiyo what had happened between Dorian and me†¦ â€Å"Your majesty!† Nia went crazy when she saw my drenched state. She had a hundred remedies for me, but all I wanted was a simple towel and the jeans and shirt I'd arrived in earlier. Waiting for the servants to draw hot baths around here took too much time and effort; I could get back to Tucson and into my own shower or sauna much more easily. And after still being unnerved by Dorian, I was particularly anxious to return to what I saw as safety. Though lately, I was starting to think no place was safe anymore. Before leaving, I exchanged brief updates with Rurik and Shaya. I told Rurik that we had a date for demon hunting, and that Jasmine would indeed be going with us. His feelings on that were mixed. He knew her power was useful, but secretly-or, well, not so secretly-he was part of the camp that felt I should kill her. He seemed a little reassured about her, at least, because Girard had brought the custom cuffs as promised. They provided greater mobility for her but were even more limiting for magic. Judging from Jasmine's dismayed reaction, Rurik felt they'd been successful. Well, that was something, I supposed. And from the look on Shaya's face, Dorian's help with the ore was a good thing too-even if it had come with strings attached. â€Å"That was very kind of my lord,† she said. Both Shaya and Rurik often used the honorific â€Å"my lord† when discussing Dorian, as though he were still their master. I considered their old loyalty endearing but wondered if they'd ever feel like they truly worked for me. â€Å"It's expedited things immensely. You can't imagine how quickly things will move once the ore is processed.† She grinned, eyes gleaming as all sorts of plans and organizational thoughts swirled in her mind. â€Å"You must have been very pleased at what my lord did for you.† Well, â€Å"pleased† was one way of looking at it, I supposed. Oh, and I was happy about the expedited ore too. A strange feeling settled over me, that same one I got each time Dorian did something nice for me-sexual gratification aside. I had no idea what his role in my life was anymore, save that he was helping me a lot. Judging from Shaya's face, this was a big favor he'd done for me. An idea for repayment came to me. â€Å"Shaya†¦is Girard still here?† She nodded. â€Å"I gave him a room for the night, so that he wouldn't have to travel in the rain. Is that all right?† â€Å"Yeah, yeah. I just want to talk to him for a sec.† She led me to his room, and like before, he was overjoyed and overeager to see me. Seeing him reminded me of Leith, which gave me a small pang of regret. I still felt badly about what had happened with the Rowan prince, but there was nothing to be done about it. I couldn't return his feelings. Girard, fortunately, was a different matter. He wanted prestige and position for his talents, and I was more than willing to give that after explaining to him the project I wanted to commission. â€Å"Yes, your majesty. I can most certainly do that. Why, I can start sketching right now.† No doubt he was happy to work on something that wasn't part of Katrice's woodland animal collection. I left him to it, gushing with praise and how much it would mean to me. Girard was a nice guy, despite his ambition, and I decided I'd rather surround myself with those wanting job promotion over getting me into bed. I returned to Tucson at last, grateful to find the house quiet. Tim was out, but he'd left me macaroni and cheese-the good homemade kind with bread crumbs on top-and a note: Bitch receptionist called and wants to make sure you don't forget your job tomorrow. I hadn't forgotten the job tomorrow, but the reminder was a good one with as much as had been going on lately. One of the cats rubbed against my leg as I microwaved my dinner, and I absentmindedly scratched her on the head, wishing it was actually Kiyo's fox form circling my ankles. I didn't like the way he and I had left things, even if they'd ostensibly been friendly. There was still tension between us, and I couldn't shake the feeling that he just wasn't understanding me lately†¦and that Dorian was. Argh. Dorian. As I tossed my clothes on the bathroom floor-including that damned thong-I couldn't help but think of him again. Stop it, Eugenie. You're obsessing. Surely†¦surely I would have said no if we hadn't been interrupted earlier, right? Right? And Kiyo, Kiyo†¦what was I going to tell Kiyo? Just because we were having friction in our relationship, it didn't mean I had license to do what I'd done today. I had no respect for lies or any other subtle dishonesty. I didn't like that behavior in others. I didn't like it in myself. But after standing in scalding water for twenty minutes, no real answers about anything came to my mind. I finally emerged, my skin sufficiently plump and pink, and toweled off. After that, it was into comfy pajamas: blue and gray flannel shorts and a white cotton tank top. It might have been raining in the Thorn Land, but here it was dry and hot. Night had cooled the air somewhat, and I'd opened all the windows to air out the house. As a light breeze blew in, it took everything in me not to start tinkering around with the air. I could sense every particle, and the thought of controlling them sent a shiver through me. No, I scolded myself. I'd done enough today. I needed to have a no-magic-in-Tucson rule, I decided. Establishing that magic and men were issues that were not going to be solved tonight, I set out to work on another. It wasn't quite ten yet, which meant Roland would be up. Sprawling on the couch in front of the breezy patio screen door, I dialed him on my phone. â€Å"Eugenie,† he said with delight. â€Å"We've been wondering what happened to you. You haven't been returning calls. Your mother was worried, but I told her you were probably just busy.† I smiled. It was nice to have Roland in my life, someone who understood the ups and downs of this job. â€Å"I have been. Really busy.† I almost started to offer him the overflow of jobs I'd had Lara turn down for me and stopped myself at the last minute. If he knew I wasn't keeping up with my work, it would only trigger an alarm for him and subject me to questions I wasn't ready to answer. â€Å"Did you ever talk to Art and Abigail?† he asked. â€Å"Yeah,† I said, â€Å"and that's actually why I was calling you. I think†¦well, I think they're trafficking in gentry girls or something.† There were several moments of silence. â€Å"Trafficking? What does that mean, exactly?† â€Å"It means I think they're abducting girls and†¦I don't know. Either pimping them out or selling them or something equally disgusting. It's like a fairy sex trade.† One of the cats, a calico, came and made herself comfortable on my stomach. â€Å"Eugenie†¦I've known Art for almost ten years. I've known Abigail longer. What you're saying is absurd. You have to be getting bad information.† â€Å"They've both been sighted in the Otherworld, right around where their gate opens! I even talked to one girl who all but identified Art! She was totally traumatized, Roland. And both Art and Abigail live better than they should be†¦Ã¢â‚¬  â€Å"That's not evidence,† he said. â€Å"They're probably doing good business.† â€Å"In a town that size? Even with a gate like that, they can't have enough work to afford the stuff they have. You and I have a ton more jobs than they do, and we don't live that well.† â€Å"It's a moot point. This whole thing is far-fetched, and your evidence is sketchy. I mean, have you seen gentry girls tied up in his house?† â€Å"No,† I admitted. â€Å"Largely because he won't ever let me inside. Which is also suspicious.† â€Å"No, Eugenie, it's really not.† Roland sounded tired. â€Å"Look, it sounds like all you've got is circumstantial gentry evidence. And you know how they are.† â€Å"I know that their people are being taken against their will and possibly having horrible things done to them.† â€Å"Key words: their people.† â€Å"Are you saying it's okay for girls to be sold into a sex trade? After what happened to Mom?† â€Å"How can you ask me that?† he exclaimed. â€Å"But this isn't the same thing. We're not police who work both worlds. We protect humans. There must be someone over there whose job it is to protect them.† There is, I thought. Me. â€Å"Can you at least talk to Art?† I asked. â€Å"And what? Ask him if he's kidnapping gentry girls?† â€Å"Well†¦maybe you could pose it a bit more delicately.† I squelched a yowl of pain as the cat leapt up off me and onto the back of the couch. Her hair puffed up, and she twitched her tail in agitation. Not surprising. Both dogs had just entered the room. â€Å"I can't ask him that,† said Roland. â€Å"And what if he says yes? Then what are you going to do?† Dorian's words came back to me. Kill them. â€Å"Look, I don't know yet, but I just need to find out if-â€Å" I heard a low growl from one of the dogs and was about to yell at them to knock it off. The cats and dogs didn't usually fight, but every once in a while, there would be a brawl. I couldn't see the dogs, though, and the bristling calico's attention seemed to be on the screen door, not the floor. I sat up and saw the dogs sitting right in front of the door, staring out into the night as well. â€Å"Eugenie? Are you still there?† â€Å"Yeah, hang on a sec.† Balancing the phone on my shoulder, I stood up and instinctively reached for my weapons, which were on the coffee table. I shoved the wand and my silver athame under the elastic waistband of my shorts and took the gun and iron athame with my hands. One of the dogs growled again, and I slowly approached them at the door. â€Å"Eugenie? What's going on?† Roland's voice was worried now. â€Å"I'm going to have to call you back.† I managed to disconnect the phone and drop it on the floor without losing the athame. Outside, the night was still, the only noises coming from the wind in the trees and the faint sounds of traffic on the far side of my quiet neighborhood. I closed my eyes a moment, reaching out to search for anything that didn't feel right in this world. Some shamans had this ability, but not many. The more time I spent in the Otherworld and among gentry, the more developed my senses became. Finally, I caught it. The sense of something Otherworldly. The animals, God love them, had noticed before me. Whatever this interloper was, it was keeping to the farthest edges of the house's property. It had apparently been lurking for a while, which seemed odd. â€Å"Ah,† I realized with a soft chuckle. â€Å"Stopped by the wards, huh, you son of a bitch?† I'd had a witch lay protective lines and spells all around the house when the attacks on me first started. It was kind of a magical home-security system. It wouldn't keep out everything, but it definitely thinned out a lot of my nuisances. I could have simply ignored whatever was out there, but the idea of Otherworldly creatures loose in my neighborhood didn't sit well with me. Sliding open the door, I slipped outside, every nerve in my body on high alert. I walked the perimeter of my backyard, keeping inside the ward's lines. My house was on a cul-de-sac, backing up to a small stretch of open, scrubby land before giving way to the next neighborhood over. I doubted whatever this was would be out in the front of the house, where it would be in sight of neighbors. Ah, no-not an it. They. I could sense more than one. Standing on tiptoe to peer over the wooden fence, I nearly missed his eyes on my first sweep. A rock elemental-that is, one of the gentry who lacked the strength to travel to my world in his full form. He was blocky and unwieldy looking, his stone body mottled black and white. I had only a second to make my assessment before he charged. His weight and strength cracked the wooden fence, and then-he hit the ward. It was like an invisible wall that bounced him back. His disorientation gave me what I needed. I dropped the gun and reached for my wand. Silver bullets weren't as effective against gentry as steel ones anyway, and I certainly wasn't going to fire off shots and possibly get the police called if I could help it. I channeled my will into the wand, ripping open a path to the Otherworld. My snake tattoo burned on my arm as I summoned the power of Hecate. I recited the incantation to finish the ritual. The elemental felt the magic of the banishing seize him but couldn't fight it. He was too weak. In a moment, he dissolved from this world, sent back to his own, leaving only a pile of rubble behind. Another shape appeared beside where he'd been, and I saw the dim lighting shine off water. Another gentry who hadn't been able to cross in his true body. He'd appeared as a water elemental, a man-shaped body of liquid that dripped and sloshed with each step. Stupid, stupid, I thought. Whoever he was should have known better. I didn't need a wand for this. My own magic would rip him apart- A hand suddenly jerked me backward, and I felt a knife at my throat. The hand gripping it was solid and flesh but tingling with magic. A powerful gentry, then. One with enough power to cross my wards and come over in body. Without hesitation, I kicked backward, dodging out of his grasp skillfully enough that the blade only nicked me. I turned to face him, glad I'd held on to the iron athame. He was no one I knew, young and good-looking, even with a scar on his cheek. He was well-muscled from physical activity, and the leather armor he wore over his red tunic suggested a possible military or guarding profession back in the Otherworld. In a weird flash, Jasmine's words came back to me. I know the difference between a bunch of gross beggars and trained soldiers. A coincidence, I decided. Any gentry brave enough to come seek me in my own world would likely have to be a good fighter. We circled, and there was a small smile on his face as he waited for an opening. I wasn't afraid. One-on-one combat I could handle, and I had long since developed the ability to banish while fighting. It was tricky but hardly impossible. Of course, as he lunged and I ducked, I realized I didn't need anything so complicated. Almost like an inhalation of breath, I sucked the air from around us, creating a miniwhirlwind that pulled the dust and sand from within my yard. I blasted it forward at him. He cried out as the sand blinded his eyes and immediately started rubbing them-which wouldn't do him any favors. I was about to start the banishing when I faintly heard the sound of chanting and a tingle of shamanic magic. Startled, I turned to find the source and instead saw the water elemental come charging through the opening in the fence his friend had made. Someone had broken the wards. I held out my iron athame to block him, though I knew it would only give me a few seconds. That was all I needed as I began to work the water magic that would tear him apart. A blow to my back suddenly shoved me forward, straight into him. Despite being made of water, he was solid, and his hands instantly grabbed hold of me. I twisted my head back and saw that the other gentry had recovered himself enough to come striding forward, though I could see tears streaking his face from where the sand had stung his eyes. I tried breaking free of the elemental's grip but couldn't match that physical force. Again, I summoned water magic and heard him groan in pain as his substance began to rip apart. Then, the other gentry was on me, punching me again and breaking my concentration. He started to reach around me once more with the copper blade, and then I heard a startled cry of pain from him as he was pulled away from me. I didn't look back to see what had happened but instead completed the magic on the water elemental. He exploded in a downpour that soaked me-great, twice in one day-and I immediately turned to see what else had happened. The other gentry was distracted, squaring off with someone else: Roland. Roland's own athame was out in his left hand, and he was simply relying on the strength of his other fist-which was considerable-to sock the gentry in the face. The gentry was strong, though, and got a few good blows in on Roland. Seeing my stepfather take those punches kindled an anger in me. Rather than begin a banishing, I called to the air again, sucking it from around the gentry just as I had Ysabel. Eyes widening, he dropped the blade, his hands going to his throat in an instinctive gesture to draw breath. There was none to be had, though. I leapt on him, knocking him to the ground and delivering a solid punch to the face in exchange for what he'd done to Roland. Around us, I felt the tingling of a banishing. Roland was opening up a hole to the Otherworld. He chanted the words and then snapped, â€Å"Eugenie, get away!† I did, jerking backward lest I get sucked in with the choking gentry. Power crackled around him, and a moment later, he disappeared, shoved back to his own world. Silence fell. I was sitting on the now-muddy ground, soaking wet with my heart pounding. Roland walked over and extended his hand to help me up. â€Å"What are you doing here?† I asked. He snorted. â€Å"You can't end a call like that and not expect me to show up.† â€Å"True,† I said. I was weak and woozy from the combat and the magic, and my bare legs were skinned up from the fight. I'd need some soap and antiseptic. â€Å"Thanks.† Roland shrugged, not needing my thanks. Even in the dimness, I could see the angry look in his eyes. â€Å"What the hell did you think you were doing?† Seeing as I'd just done several things, I wasn't entirely sure which he was referring to. â€Å"What do you mean?† â€Å"That.† He pointed to the spot where we'd banished the gentry. â€Å"You were†¦you were using magic to choke him!† â€Å"I was keeping him subdued while you banished him,† I growled, unwilling to admit I was kind of freaked out myself. It had all happened so fast. My only impulse had been to incapacitate the gentry. The means had just sort of happened. Realizing what I'd done-again-gave me a sick feeling. I'd sworn I'd never do it. â€Å"Pinning him with the athame would have worked! Where the hell did you learn to do that?† â€Å"I've picked up a few things here and there.† Roland's face was a mask of fury. â€Å"You have no business using that kind of magic, Eugenie. None.† My own anger was growing. â€Å"In case you've forgotten, that magic is in my blood.† â€Å"No,† he said softly. â€Å"I haven't forgotten. Which is why it's so important you don't use it. What else can you do? How long have been using this kind of power?† â€Å"It's not important. I can do a few things-things that have kept me alive when assholes like this come try to rape me-and it's not a problem. I can control it.† â€Å"You need to stop this. You need to stay away from the gentry. You're getting too involved with their world, with their magic†¦.† â€Å"It's part of who I am. You can't change that. And if you didn't want me taking drastic steps, then why'd you break the wards?† Roland frowned. â€Å"I didn't. I thought that gentry had.† â€Å"No, he crossed them, but his buddies were locked out-for a while, at least. Then I heard someone undoing them. It was our kind of magic. I thought it was you.† â€Å"Why on earth would I do that?† â€Å"Then some other shaman did.† The accusing tone in my voice provided no need for elaboration. â€Å"Stop this. Art and Abigail aren't out doing what you think. They certainly wouldn't break the wards so gentry could attack you. You think they're out in your neighborhood right now? One of the gentry must have done it. You were probably distracted.† â€Å"Have you lost all faith in me? All you keep saying tonight is that I'm wrong, that I'm mistaken. Roland, I know what shamanic magic feels like. Just like I know what gentry magic feels like, especially considering-as you keep pointing out-I use it all the time.† I'm not sure which part of my tirade did it, but I could tell he was done with the conversation. There was something weary in his face that made him look older than he was. â€Å"I'm not going to stand out here in the dark and argue with you, Eugenie. All I can ask is that if you can't control yourself for my sake, then think of your mother. Otherwise, do what you want.† â€Å"Roland†¦Ã¢â‚¬  But he was already walking away into the night, and as I watched the man I'd always regarded as my father leave, I uneasily wondered whose daughter I truly was.

Analysis of the strategy development in the vsm group

6. Case analysisBackground to the analysisThe overall analysis of the scheme development in the VSM Group is reasonably straightforward ( in hindsight ) . In 1997, the new CEO joined the company. Given that the new proprietors Industri Capital did non seek long term ownership, his undertaking was to do the VSM Group a profitable company that would be fit for an IPO within the following 5 old ages or so. At the clip, the VSM Group still had a strong production focal point and concerns tended to stop at the mill Gatess. Like most other shapers of run uping machines, it had been fighting with unsatisfactory profitableness. Summarizing up the state of affairs in a simple SWOT analysis shows that the VSM Group was strong on production and merchandise development but had less proficiency in pull offing the parts of the value concatenation between production and the client. Although the market as a whole had been worsening for decennaries, the upper sections ( computerised machines with emb roidery capacity ) were still profitable. Given its capacity for developing and bring forthing high public presentation run uping machines, VSM opted for a scheme with the expressed purpose of going the taking manufacturer of premium run uping machines. However, the deficiency of competency on the market side was all excessively evident to the new CEO. VSM needed to increase client orientation in all parts of the value concatenation, so it started to work intensively with its independent retail merchants to develop them and, optimally, bring on them to cover entirely with VSM ‘s merchandise lines. In add-on, VSM started to spread out the figure of to the full owned retail merchants to spearhead its merchandises in profitable markets. Within the company proper, information and preparation was aimed at transfusing the impression that the employees at VSM had merely one beginning of income, irrespective of place within the company: the client. The VSM Group was strong on both production and R & A ; D but the merchandise market options for sing merely its production accomplishments to seek low cost advantage in the mid and top sections of the market looked less promising. To go a market leader and accomplish true distinction, it needed to supply new superior merchandises while developing new competency to pull off the linkages between production and retailing. The new theoretical account ‘Designer 1 ‘ hence played a important function in VSM ‘s new scheme, as does its attempts to widen its competency into retailing. The Pfaff purchase can be viewed in visible radiation of this scheme. Although the acquisition of Pfaff was non rather in line with the new scheme of the VSM Group, it was aligned. When Pfaff came up for sale, the expressed end of the VSM top direction was to do an issue possible for their proprietor. The purchase of Pfaff would alter the construction of the industry but the programs for an IPO of the VSM Group would hold to be postponed. However, this was acceptable to the proprietor who antecedently had sought out structural trades in other industries. Further, the purchase of Pfaff did non include any production capacity in Germany. The mark of the VSM Group was the Pfaff trade name. In the procedure, VSM discovered the works in Brno, which was non a portion of Pfaff, but a subcontractor. However, its function in the production of Pfaff branded machines was so of import that VSM decided to purchase the works and do it a to the full owned subordinate of the VSM group. This was non in VSM ‘s original program and is a good illustration of how a procedure position helps usInstructor ‘s Manualunderstand how strategic determinations are developed over clip. A farther of import strategic determination was to maintain Pfaff as a full-range premium trade name analogue to the original Husqvarna Viking line. This determination was the consequence of a instead drawn-out procedure and the concluding determination was far from obvious at the beginning of the treatments. Overall, the VSM Group is remaining with its scheme: premium merchandises and commanding the value concatenation while remaining profitable. However, the purchase of Pfaff has delayed several of these aims. Although the figure of to the full owned retail merchants has increased, it has increased less than originally planned. Further, the work to incorporate the retail merchant web for the Pfaff line started at square one and needed a batch of attending. Last, the underestimate of the badness of the German market has tied up the top direction squad well and drawn extra financess from the Group. Turning now to the specific inquiries:6.1 There were a figure of coincident alterations in the VSM Group in theperiod 1997-2003. Is the VSM Group still the same company?The last 25 old ages of the VSM Group are a history of considerable contextual, organizational and market alteration. In 1977, the Husqvarna company, a big maker of place contraptions and forestry equipment, was taken over by its fiercest rival Electrolux. In merely a twosome of old ages, the company was integrated into the elephantine Electrolux. Still, resources and competencies really changed surprisingly small through the old ages. The fabrication works hardly changed and the merchandise development section had a long tradition with section directors and employees functioning long footings. The purchase of Pfaff added no production resources since the Karlsruhe works was closed. However, the purchase of the Brno production installation did add to production capacity although non production competency. Consequently , a resource audit will demo that few resources or basic competencies have really been changed during this period. ( Note that we talk about alteration in quality instead than measure. ) Rather, the alteration procedure has been directed towards beef uping the linkages between functional countries in the value concatenation. To this terminal, several methods have been employed. The development of a mission statement ( which really did non be prior to the reaching of the new CEO ) , organizational alterations ( composing top direction squad ) , the physical resettlement of the R & A ; D and selling sections to the same edifice and the VSM programme for educating retail merchants are illustrations of this.6.2 How would you depict the strategic capableness of the VSM Group in 1997? In 2001? In 2003?The VSM Group has ever demonstrated high proficient proficiency compared to its rivals. This is briefly illustrated in appendix 1 where the ancestors of the present administration are descri bed. The VSM Group was e.g. the first to do a self- lubricating stitching machine through the usage of sintered metal engineering. Its streamlining activities during the 1980s were besides successful in cut downing the parts ‘ count and cost. This meant directing design attempts non merely to fulfill the consumer but  © Pearson Education Limited 2005 Instructor ‘s Manual besides to run into the demands of the production section for designs that were possible to bring forth more expeditiously. Historically, the thoughts for merchandise inventions have come from the R & A ; D section with small input from the selling section. This is non to state that the development applied scientists were uninformed about client demands, but instead that market information was non collected and channelled though the administration. Although the VSM Group had for a long clip required all its merchandise applied scientists to run up actively in their trim clip, we have a authoritative instance of a product- orientated administration. To understand the administration in 1997 see appendix 1 where the company ‘s historical background is laid out. A factory has been located at or near the present site for more than 300 old ages. Get downing as a metalworks for guns in the 17th century, the activities at the Husqvarna works have shifted from guns to rifles to run uping machines as demand has changed through the centuries. Resource places ( the factory ) and competencies ( notably the metalworks and mechanics ) have been used to follow new schemes as induced by alterations in the environment. During the period 1997-2000, the VSM Group took a figure of actions to better the linkages between functional countries. First, the directors of the international gross revenues companies were brought into the top direction squad, which provided an sphere for strategic conversation with other parts of the administration. Second, the work on the formal scheme papers ( including the mission statement ) brought together different parts of the administration, both horizontally and vertically. The written paperss besides served to pass on corporate schemes and values in a new and consistent manner. The carefully managed scheme procedure seemed to pay off in footings of organizational committedness. Third, traveling the merchandise development and selling sections to the same edifice was another measure to associate proficient expertness and selling know-how to organize a whole. It is of import to observe that the alteration towards market orientation was an overall attempt that involved alterations in the top direction squad, a new fiscal accounting system, every bit good as the physical resettlement of sections. Furthermore, it should besides be noted that the increased focal point on pull offing linkages extends beyond the company ‘s ain administration. The company ‘s high engagement in the development of the independent traders is another illustration of pull offing linkages. To descry this the pupils need to hold on the construct of the value concatenation ( subdivision 3.6.1 ) so as to non restrict the analysis to resources and competency controlled through ownership. At a insouciant glimpse, it may look clear that the resource place of the VSM Group had changed markedly by 2003. It so owned the Pfaff trade name and it had new in-house production capacity at the Brno works, which was cost efficient and capable of consistent quality. On the â€Å"front end† of the value concatenation, new traders had been added. However, on closer review the alterations may non be that important. Pfaff had established itself as a high quality trade name and the new production installation in Brno did add capacity but no new or different competency to the company. As it was, the Pfaff purchase looks more like â€Å"more of the same† than echt alteration. By 2003, VSM ‘s strategic capacity had non changed appreciably in quality but in measure. The company still possessed expertness in merchandise development and had  © Pearson Education Limited 2005 Instructor ‘s Manual efficient production installations. In add-on, VSM had two strong trade names with a planetary presence. On the retail side, VSM is still go oning its quest to ‘transform ‘ its retail merchants to transport its trade names entirely. 6.3 Are the nucleus competencies in 2003 more robust than in 1997? It is straightforward to individual out the merchandise development capacity of the VSM Group as a campaigner for a nucleus competency. The new strategic way has increased the purchase of this competency every bit good as spawned the development of others such as pull offing linkages. However, it is questionable whether merchandise development capacity in itself may be called a nucleus competency ; the Brother company has emerged as an advanced rival with potentially deep pockets. However, the hardiness of a nucleus competency tends to increase when it is embedded in a specific organizational context ; the decision is that the hardiness has increased with the focal point on edifice linkages within the value concatenation ( subdivision 3.6.1 ) . Robustness besides stems from ownership. The coming of to the full software-controlled run uping machines has made package development really of import for the stitching machine manufacturers. The acquisition of the little package manufacturer EMNET was seen as strategically of import in position of the company ‘s committedness to â€Å"enhance the joy of sewing† . Harmonizing to VSM, it saw the tendency as traveling towards farther integrating between computing machine and stitching machine, doing the usage of a Personal computer a excess measure for e.g. the building of embellishment. If VSM were non in control of its embellishment package, it could intend that in the hereafter it would be forced to trust to a great extent on outside parties in order to supply the full merchandises. Interestingly, a similar state of affairs was at manus in the early 1980s when electronic co ntrols were introduced in run uping machines. The strategic options confronting the administration at that clip were either to develop the necessary competency internally or to purchase the services and parts from an outside provider. Finally, the company ‘s determination was to engage applied scientists with grades in electronics in order to develop the new engineering internally. In hindsight, interviewees from merchandise development acknowledge this as an of import strategic determination since some rivals ( e.g. Bernina ) lost of import land in developing their ain engineering. Know-how in electronics has subsequently proved to be a threshold competency for run uping machine makers except for the lowest market sections.6.4 What are the of import factors in the macro-environment that influence VSM and its industry?The PESTEL model may be suited here. Some factors may be thought of as structural drivers of alteration, i.e. factors in the macro-environment that affect the wh ole industry, and some may merely be of importance to the individual administration. A common mistake committed by pupils in this analysis is to seek to make full each missive in PESTEL with some content, nevertheless undistinguished. We have chosen to give a few illustrations that in the yesteryear have shown to be of importance. Concentrating on a few outstanding factors gives the pupils a opportunity to derive deeper apprehension of these factors alternatively of merely fundamental apprehension of a long ‘laundry list† of possible factors.  © Pearson Education Limited 2005Instructor ‘s ManualPoliticalAlthough the political environment in Sweden is really stable, trade policy issues between the EU and the US have threatened the VSM Group in the yesteryear. In the alleged â€Å"Banana War† in the late 1990s, US governments threatened to enforce a high ( 50 % ) surcharge on targeted merchandises such as run uping machines, in response to EU protectionist patterns know aparting against imports of American bananas. This menace was really existent and would hold meant serious losingss in VSM ‘s cardinal market for premium run uping machines. This illustrates the importance of accounting for political conditions between provinces, and non merely within provinces. Another issue could be the general liberalization of trade. Low or no duties on fabric imports have made apparels much cheaper in the Western universe, pass overing out big parts of the fabric industry in the US and in the EU. Cheaper vesture has wholly undermined the old inducement to run up.EconomicOnce once more, the economic environment in Sweden is moderately stable for a little province. However, Sweden has non opted to joint the European Monetary Union ( EMU ) . The Swedish krona hence floats against both the US dollar and the Euro. In the short tally, it is possible to fudge fluctuations in the exchange rates. In the medium tally, these fluctuations will impact the income of the VSM Group in domestic currency. In the yesteryear, the profitableness of the VSM Group has showed clear covariation with the exchange rate of the Swedish krona, both in 1982 ( when the krona was devaluated by 16 % ) and once more in 1992 when the krona dropped over 25 % nightlong as the policy of fixed exchange rate was abandoned. Even in 2003, the VSM Group had to get by with shriveling net incomes ( in domestic currency ) as a effect of the bead in the US dollar.SocioculturalUnder the rubric of sociocultural factors, we find some of the st ructural drivers of alteration in the stitching industry. LOMLOTs ( Lots Of Money, Lots Of Time ) were often used by the VSM Group to depict a turning group of retired persons, peculiarly in the US, with plentifulness of clip for leisure activities and money to pass. Sewing out of necessity is no longer of import for bring forthing demand: you can purchase much cheaper than you can run up. Rather it is ‘higher ‘ motivations in the Maslowian sense that drive many consumers. This alteration in consumer gustatory sensations has had an impact on the industry: the gross revenues of low priced simple machines have plummeted, while more advanced machines show steady gross revenues. The fact that it is now possible to bear down $ 5000+ for a consumer stitching machine ( the Husqvarna Viking Designer 1 ) is besides an index of this alteration. Given that run uping machines are no longer a necessity, there is no â€Å"automatic† creative activity of demand. As such, the sti tching machine is now viing with other types of leisure activities: fishing, golf, or going. The VSM Group has clearly recognised this and its mission statement contains the phrase â€Å"creating demand for more originative utilizations of sewing† .  © Pearson Education Limited 2005Instructor ‘s ManualTechnologicalThe more and more widespread usage of the Internet and its capacity for file transportation has made it possible to easy upgrade characteristics of the stitching machines through a simple download of package ascents. The top theoretical accounts from the taking makers make usage of the Internet to administer embellishment forms and package for the building of usage embellishment. In add-on, the VSM Group distributes ascents of the operating system of the stitching machine proper. As of yet, no theoretical account has a direct linkage to the Internet. Rather, package has to be downloaded via a Personal computer. In category treatment, this may open up informed guess about what new characteristics we might see, given the rapid development for new applications of information engineering in other countries.6.5 What are the forces of competition in the sewing machine industry?The instance text contains adequate info rmation to do it possible to execute a Five Forces analysis. More ambitious enterprise might include external beginnings of information. From experience, it has been noted that pupils may hold troubles with understanding the difference between competitory competition within the industry, which is one of the five â€Å"forces† , and the degree of competition, the dependant variable in the theoretical account. The information provided in the instance ( notably in portion 3 ) makes it possible to execute a Five Forces analysis ( subdivision 2.3.1 ) . Persistently low profitableness over the concern rhythm fundamentally defines the degree of competition as â€Å"high† ( in the Porterian sense ) . Competitive competition seems to be moderate with moderate degrees of merchandise invention, absence of monetary value wars, or aggressive selling towards retail merchants. However, altering purchaser gustatory sensations have meant diminishing overall demand for run uping machines, particularly on basic theoretical accounts. Buyers have high bargaining power due to low exchanging costs between trade names since the industry is mature with a dominant design. In add-on, the typical stitching machine retail merchant carries several trade names. Therefore, it could be concluded that it is the demand side that put downward force per unit area on the industry ‘s net income borders. From the analysis of the environment the pupils are asked to develop an thought of how the market will develop and what alternate places the histrions in the industry may take. Section 2.4 in ECS will likely be helpful here, peculiarly the Strategic Group Analysis in 2.4.1. Besides subdivision 2.4.2, Market Segmentation, will be a cardinal reading since VSM ‘s scheme is to travel after a niche section that is still profitable even though the entire market for run uping machines is worsening. Therefore, the job of specifying the industry and to execute a dynamic analysis will come into drama.6.6 What are the following strategic issues Viking will hold to turn to? What strategic options might be considered?For the VSM Group, two issues stand out: keeping proficient leading and pull offing the value concatenation. Extra issues are trade name direction and pull offing the Pfaff acquisition. Issues of way, methods and â€Å"success criteria† for scheme development are dealt with in c hapter 7 of ECS. In the short tally, this would be â€Å"protect  © Pearson Education Limited 2005 Instructor ‘s Manual and construct on current position† . However, in the medium to long tally, issues of merchandise and market development will come in the equation. The notes below should be considered in this visible radiation. The proficient proficiency of VSM has been a repeating subject in this instance. It is true that capacity for merchandise invention is a cardinal portion of VSM ‘s strategic capableness, but it should non be construed as the beginning of competitory advantage for VSM. In recent old ages, its rival Brother has introduced automatic threading, a utile characteristic soon non available from VSM. In all, Brother ‘s capacity for technology seems to equal that of VSM. Nevertheless, maintaining proficient leading ( as it manifests itself in new merchandises ) is one key to VSM ‘s overall scheme. A good set of applied scientists is portion of the equation but cognizing how to bring forth the right sort of invention is even more critical. Hence the accent on bridging spreads within the value concatenation to better flows of information and resources in both waies. The instance contains a just sum of information on the procedure intended to increase client orientation in all p arts of the value concatenation. This goes for the R & A ; D, production, and marketing sections every bit good as the retail merchants. The concatenation metaphor is suiting in this instance: a concatenation is no stronger than its weakest nexus. The most hard portion to manage is the nexus of the value concatenation that VSM does non command through ownership: the retail merchants. The retail merchants have a critical function in the company ‘s contact with the client. Any alteration in the preceding parts of the value concatenation will be â€Å"filtered† through this concluding nexus to the client. Therefore, VSM has put a batch of attempt and money into developing retail merchants and supplying them with support such as trade name particular store insides and subsidiary merchandises such as instructional pictures and forms. This procedure is ongoing, for both trade names. Customer dealingss are a resource that has to be managed by the company: they can non be bough t and they take clip and attempt to construct. In comparing, technology accomplishments are less dearly-won to develop. VSM ‘s increased attempts in selling and client dealingss provide increasing hardiness ( ECS, subdivision 3.4.3 ) to their strategic capableness. The integrating of the retail merchants into the VSM administration is taken to its logical terminal in the instance of the confined store-in-store construct developed for the US market. Exclusive franchise in the â€Å"Dealer-Partner† programme is besides a move towards increasing control of the retailing concern. The inquiry is: will the constructs that have been proven successful in the US besides be applicable to other markets, such as Europe and Asia? The transmutation of VSM from a product-orientated company to one of market orientation has merely started. From a â€Å"Madchen fur alles† covering all market sections, the aim is now to fulfill the selected client group. This is besides clear from the placement of the freshly acquired Pfaff trade name. The purpose is to construct a relationship with the client. A critical strategic issue is hence to increase the cognition about the targeted client group. The mark group is frequently described as middle-aged adult females with above mean fiscal resources. In VSM ‘s corporate slang, the acronym LOMLOTs ( Lots Of Money, Lots Of Time ) seems to capture some of the indispensable features of this client section. The selling scheme is to do the clients think approximately run uping as an activity that makes good usage of their trim clip, all the piece recognizing Husqvarna Viking and Pfaff as the premium trade names for this activity. 288  © Pearson Education Limited 2005Instructor ‘s ManualBy 2003, the Pfaff line of machines had non been re-engineered automatically ; the basic engineering used is ‘old ‘ Pfaff. However, with new theoretical accounts designed by VSM ‘s ain applied scientists, integrati ng between the trade names will presumptively be more marked both in production and in R & A ; D. The inquiry is, will VSM be able to continue the differentiations between the trade names? There are many analogues that could be made to the auto industry on this issue, e.g. with the Volkswagen pudding stone. The selected scheme is dearly-won ; the debut of advanced merchandises and services is dearly-won. These costs have to be passed on to the consumers and the latest theoretical accounts retail for approximately $ 2000 to over $ 5000. Consequently, the demand for volume may merely be satisfied by a planetary presence. Market incursion in the US is good and in Europe critical stairss are being taken to increase it ( the acquisition of Pfaff is one portion of this ) . However, the instance of Asia is more debatable. In 2001, the VSM Group established a little presence in Tokyo, Japan, but gross revenues are fringy. This may be considered an effort to turn organically but what other o ptions are within range? Is the Asiatic market â€Å"worth† viing for or are resources better spent on consolidation and defense mechanism of VSM ‘s nucleus markets? VSM ‘s quest to â€Å"create demand for originative sewing† means that it has started transforming itself into a company offering more and more services ( after gross revenues, embellishment, run uping categories ) . The balance of the company is altering. The acquisition of Emnet and the quickly spread outing figure of package applied scientists underline the importance of a cognition base in calculating. The command for enlargement in instruction will besides necessitate development of new competencies. In the words of one interviewee, the run uping machine in the hereafter may work as â€Å"an ordinary printer† , the of import portion being forms, instruction and inspiring magazines. Consequently, an interesting strategic issue is how to equilibrate the traditional strength of the company, merchandise development, and the formation of competencies in information engineering and instruction. This is besides a inquiry of company individuality. Take one illustrati on. In interviews with the cardinal persons in the top direction squad, the figure of machines sold frequently surfaced during treatments on public presentation. The interviewees discussed the history every bit good as the hereafter in footings of gross revenues of hardware. The implicit in image was that the figure of machines was decisive for the success of the company, and direction should be focused on the relation between produced machines and gross revenues of machines. The nexus between gross revenues, production and logistics was emphasised. However, in a market-orientated company with the purpose to construct durable relationships with the clients, the figure of machines is simply an index of how many client relationships are initiated. Rather, the end must be to make an administration that aims to increase client satisfaction, advancing a uninterrupted hard currency flow from each of these relationships. One possible scenario could e.g. be that VSM will sell its machines a t a monetary value that is to a great extent subsidised and alternatively range profitableness through the gross revenues of forms and instruction. In this scenario, wholly new linkages between resources and competencies would be critical for the success of the company.  © Pearson Education Limited 2005Instructor ‘s Manual6.7 How does the scheme of the VSM Group fit its strategic capableness with its environment? How did it alteration from 1997 to 2003?A treatment of VSM ‘s scheme and its development physiques on the interplay between strategic stretch and fit – stretch in footings of considerations for bing resource places and tantrum in footings of constructing new resources to capture a place on the chosen merchandise market. In 1997, VSM already had several of import resources and competencies that served as the footing for the new scheme. First of all, VSM possessed an active R & A ; D section and an efficient production installation. It besides had a trade name name that was good regarded in most markets. However, its selling section chiefly supplied merchandise descriptions and run uping forms and was small involve in merchandise development. The market as a whole had been worsening for decennaries but the top section was healthy and VSM ‘s merchandise line was comparable to that of its rivals. Although the major histrions were endeavoring for distinction, most of them were featuring full merchandise ranges with similar characteristics on their theoretical accounts. VSM ‘s strategic analysis suggested that concentrating on the more expensive designs ( computerised run uping machines with embroidery capacity ) would do sense in visible radiation of the altering sociocultural factors act uponing the possible clients for run uping machines. VSM ‘s strong place in the US market likely influenced this decision well. Clearly, following a distinction scheme in footings of the â€Å"strategy clock† ( ECS, subdivision 5.3 ) , VSM seemed to travel clockwise towards a place of focussed distinction. The new top-of-the-line theoretical account â€Å"Designer 1† was instrumental in accomplishing this end. However, accomplishing a function as market leader was non every bit simple a s establishing a new superior merchandise and so merely bring forthing it ; it needed to make its clients. The sewing machine concern is dominated by little independent retail merchants, normally transporting several trade names. Controling the selling attempts of the retail merchants was hence peculiarly of import when seeking to sell a merchandise at about duplicate the monetary value of any machine from the competition. Further, VSM ‘s mission to make demand for its merchandises necessitated closer control of the communicating with its clients. To pull off the nexus between the production of run uping machines and the selling of run uping machines, VSM started an extended programme where independent retail merchants were invited to the Husqvarna works. On site, they toured the premises, received preparation on the new theoretical accounts and information on VSM scheme. In add-on, VSM besides started to supply complete store insides and developing programmes for terminal use rs. It besides closed contracts with selected retail merchants to go sole traders of the Husqvarna Viking scope of merchandises. In exchange, these retail merchants received extended selling support. The scheme development procedure combines elements of both stretch and tantrum. VSM ‘s original resource place had a batch of influence on its new scheme and in this regard, we have a instance of â€Å"strategic stretch† . However, some of VSM ‘s resources were non equal for this scheme. This was clear in relation to the selling maps of the value concatenation. In 1997, VSM has really small control over the selling activities pursued by its local traders. The value of proactive alterations earlier in the value concatenation hence threatened to be suboptimal since the possible benefits would non make its clients. Constructing this new resource ( i.e. pull offing the linkage between assorted parts of the value  © Pearson Education Limited 2005Instructor ‘s Manualconcatenation ) was deemed necessary to capture the targeted place on the merchandise market. In add-on, VSM had unequal co-operation between the R & A ; D and selling sections. In an attempt to promote increased co-operation and communicating, the R & A ; D and selling sections were moved into the same edifice. Previously, the R & A ; D section had been located near to the production line. In this regard, the scheme development was a inquiry of tantrum. The purchase of Pfaff meant adding new resources similar to what already existed in the VSM Group. The Pfaff trade name was strong and perceived every bit high quality. But pull offing two planetary trade names needed clear boundary lines. The pick to see the Pfaff trade name as being on a par with the Husqvarna Viking trade name was in line with the corporate scheme. The distinction between the trade names is founded on the penetration that perceived value and monetary val ues are by far the lone dimensions on which we map strategic groups ( see ECS, subdivision 3.3 ) on the market for run uping machines. Turning to features of the clients instead than the merchandise itself enabled VSM to utilize the value of the trade names in footings of being perceived as technologically advanced and dependable, while providing for a larger client group in its market communicating. Adding the Pfaff trade name allowed the VSM Group to make new client groups without stretching the trade names excessively much. Again, similarities with the auto industry, e.g. Volkswagen, may be interesting to discourse. 6.8 The instance starts with the reaching of the new CEO. What function did Mr. Runnquist drama in the transmutation of the company? How of import is he for the hereafter of the company? The strategic leading of the new CEO Svante Runnquist has several of import facets and many of the techniques can be readily recognised in ECS, chapter 10. Collaboration, instruction and communicating, intercession and way are all portion of the CEO method to enable alteration and construct committedness. First of wholly, the window of chance for him was at that place: the company had been sold and the CEO was freshly on the occupation. Furthermore, the new proprietor Industri Kapital had expressed demands on profitableness, so there was a touchable external force per unit area sensed by the administration. Finally, he seemed to be â€Å"the right individual in the right place† , coming to a production-oriented house which severely needed to upgrade the selling competency. The first thing Svante Runnquist did was to get down the development of a new mission statement and a scheme papers. Hitherto, the company had chiefly used activity programs to steer the short tally operations but no catching mission statement existed for either internal or external usage. The scheme procedure had some of import characteristics. First of wholly, representatives from selling, R & A ; D, production and finance were all included in the top direction squad working on the paperss. Second, in-between direction had to take part in the reappraisal and farther development of the scheme paperss. This made for committedness to subsequently phases. Third, the scheme as a procedure was emphasised by doing the scheme development in the top direction squad an on-going activity. The simple visual aspect of the stapled scheme underlined that this was non cast in rock.  © Pearson Education Limited 2005Instructor ‘s ManualWhy was Svante Runnquist successful in his attempts to advance market orientation in the company? Given that the fortunes were favorable, the persuasive rhetoric of Svante Runnquist surely played a portion. The proactive orientation of the scheme was met with some agnosticism among in-between direction since more urgent affairs seemed to exceed their docket. To counter this, Svante Runnquist illustrated the demand for alteration utilizing illustrations or narratives from other industries that had been capable to unforeseen alteration or reorganization. The demand to concentrate on the traders was illustrated by an in-house version of the value concatenation ( dubbed â€Å"The Viking client staircase† ) . It clearly illustrated that the traders and VSM were portion of the same value concatenation, that it was merely the trader that really met the clients and that the lone beginning of income for the value was the conc luding client.6.9 At two points in clip, the CEO of the VSM Group opens up a wide treatment on the strategic issues. What issues are discussed and why does he affect a larger group of the administration on these issues?In this instance, corporate-wide treatments on strategic issues are initiated at two points in clip. In 1997, the crafting of the original mission statement was discussed from top direction down to the store floor. Subsequently in 2000, the integrating of the Pfaff trade name line brought about a similar procedure. Albeit limited to a smaller circuit of people than in 1997, the procedure still involved people good outside the top direction squad. From interviews with the Chief executive officer it is evident that the aim was to derive legitimacy for the scheme. The issues discussed in both these procedures were really much related to corporate individuality ; the mission statement is formulated in footings of company features and â€Å"who we are† . The 2nd cas e of unfastened treatment on a strategic issue was initiated in relation to the Pfaff purchase. The integrating of the Pfaff trade name into the VSM Group was besides more a inquiry about corporate individuality. The image and feel of the new trade name and associated merchandise lines had to be discussed in relation to the bing Husqvarna Viking trade name and what the people working on it were approximately. Both these procedures seem to be sincere efforts to affect people of the administration in something that finally concerned their professional individuality. However, one time these procedures were closed through formal determinations, the CEO smartly argued for their execution. â€Å"You need to stand on the barricades† , as Svante Runnquist expressed it. It is interesting to contrast other strategic determinations to these really unfastened procedures. The determination to buy Pfaff was purely an matter between the proprietors of the VSM Group and the top direction squ ad. The same goes for the purchase of the Brno works. The deficiency of a wider procedure around these really of import determinations suggests that direction respect these issues as following instead than explicating scheme.

Can Companies Use Mentoring to Increase Employee Retention? Essay

All businesses, from an entrepreneurial start up to an established company, need mentoring. The entrepreneurs of those companies require mentoring as well. A mentor can help a fellow peer develop important business skills, support them in making important career and life decisions and put them in touch with needed network contacts. The purpose of my report is to analyze the results of putting a mentoring program in place in a company and why it can reap rewards for the employees and the organization. The key variable that I will be focusing on is employee retention since â€Å"SHRM, the Society for Human Resource Management, estimated that it costs $3,500.00 to replace one $8.00 per hour employee when all costs — recruiting, interviewing, hiring, training, reduced productivity, et cetera, were considered† (Blake 2006). Imagine the cost to the company when considering a $40,000 a year corporate employee! (DegreeSearch.org) Mentoring can be an influential tool in familiarizing employees to an organization’s culture and help them grow in their jobs. It can be tremendously valuable to have someone who has your best interests at heart and can explain the facts of your corporate culture and offer treasured advice. Informal mentoring has been going on continually, but companies are increasingly identifying that formal mentoring programs can provide momentous benefits for both the employee and the organization. Positive benefits include is statistical growth in employee retention, growth and satisfaction. The focus of my analysis was the increase in employee retention vs. Articles: Blake, Rose. Employee Retention: What Employee Turnover Really Costs Your Company. WebProNews. July 24, 2006. Bridgeford, Lydell. Mentoring Programs Still Have a Place in the 21st Century. Employee Benefit News, August 1, 2007 Corporate Leadership Council. (2005). Mentoring: From Theory to Action. Corporate Leadership Council, 18. DegreeSearch.org (2011), Mentors Make a Difference Infographic. Dunnett, R. (2012). Mentoring matters. Director (00123242), 65(6), 50-53. LESTER, P. B., HANNAH, S. T., HARMS, P. D., VOGELGESANG, G. R., & AVOLIO, B. J. (2011). Mentoring Impact on Leader Efficacy Development: A Field Experiment. Academy Of Management Learning & Education, 10(3), 409-429. Miloff, M., & Zachary, L. J. (2012). Mentoring to Develop Strategic Leaders. T+D, 66(4), 102-104. Offstein, E. H., Shah, A. J., & Gnyawali, D. R. (2011). Effects of CEO-BOD Mentoring on Firm Competitive Behavior. Review Of Business, 32(1), 75-88.

Business Models and Planning Chapter Questions Assignment - 2

Business Models and Planning Chapter Questions - Assignment Example The researcher states that international ventures are defined as project prospective transformed to processes with investment coupled with adequate risk. International ventures undergo different situations in the business world. First, Human resource management has been a big issue that must be solved to boost economic situations in the world. Human resource activities comprise of everyday practices of managing people and formulating policies in given organizations. The human resource offers the platform to indicate how workers will be managed. Majority of organizations are getting into fresh global markets so as to develop and sustain competitive advantages in the competitive environment. According to Hoque, human resource creates a tussle between the employer and employees when issues such as salaries rise. To accomplish international expansions, many organizations have resorted to using different market strategies. Another important event is co-operation. Studies indicate that glo balization has created an effect for organizations to collaborate thus seeking new opportunities to work together instead of identifying situations to achieving majority control. Whereas control plays a pivotal role in international ventures, co-operation is crucial in enhancing chances of success in international business ventures. Attempted control of the business and pursued efforts of co-operation requires trust from various patterns. Trust is crucial in management efficiencies. Manipulation also affects international business ventures. It is very clear that new ventures could manipulate the environment through ganging up with well-established companies. Manipulation implies creating changes in an environment in order to attain uniformity between venture and the environment. The act of manipulation could be regarded as an opportunistic and purposeful attempt to influence, co-opt and control both evaluations and institutional pressures.

Relationship between Video Games among Children and Violent Behavior Research Paper

Relationship between Video Games among Children and Violent Behavior - Research Paper Example A few years ago, movies and television shows were monitored keenly to ensure they do not pollute the minds of young people by disseminating inappropriate ideas or information to this generation of people. In of that light, all forms of programs or movies that were aired in televisions or cinemas were viewer discredited with parental guidance information being provided to the appropriate audience the shows fit (Anderson and Dill 772-790). Â  However, children were able to access inappropriate information such as pornographic scenes and violent murder situations in video animations; a genre of movies that is very popular among the young generation. The emergence of video games revolutionized the digital media since children were now more involved in these form of media through active participation in the games. Psychologists believe that what children are exposed to in their tender age shapes the kind of character and behavior they develop later in life. Thus, it is prudent to state that violent video games can be linked to the violent behavior of children because most of the acts in the games are exhibited in real life situations (Sherry 410-415). Video games account for the violent behavior exhibited by children in their later years in life because of the psychological influence they have on the development of a child. Â  There are various genres of video games on the market. Some are strategy in nature and thus tend to test and enhance the ability of the player to coordinate his/her hands and mind while at the same time improving a user’s problem-solving skills to enable him/her overcome the numerous occasions of dilemmas they face in life, which require him/her to make prompt decisions. In addition, there is another genre of video games that replicate movies, especially the ones based on science fiction (Sherry 423).

Global Tax Management Essay Example | Topics and Well Written Essays - 2500 words

Global Tax Management - Essay Example To absorb a reduction in the corporate tax rate, the US government will have to extend the corporate tax base and remove or scale down the corporate tax expenditures: accelerated depreciation, domestic manufacturing production deduction, and the research and development tax credit, that reduce capital costs, increase new investments, and encourage job creation. This will result in an increase on the cost of new investments and reduced wages and productivity. Therefore, America should not increase the corporate tax rate and should retain the territorial system, but also combine it with worldwide territory to ensure the government does not lose revenue. The biggest factor that determines Foreign Direct Investment in the country is GDP, a study of 46 countries established that there is a direct correlation between corporate tax rates and foreign direct investment. Countries with low corporate taxes attract more foreign investments compared to countries with higher rates. To increase profits, Multinational Enterprises (MNEs) invest in countries with favorable economic conditions and tax rates. Empirical evidence for Organization for Economic Co-operation and Development (OECD) countries shows the negative FDI inflows and increased taxation. There is increased lobbying for the Internal Revenue Code to be revised, for simplification of corporate and personal taxes. Globally there has been a shift towards the flat tax regime, where citizens and business are charged at a harmonized tax rate, with everybody paying an equal amount. Advocates of the flat system argue that there are many benefits that accrue from using this system, the system itself is very simple, with easy to comprehend tax codes, both the taxation authority and the taxpayer benefit. Governments primarily adopt the system, as an enticement to attract companies and the general citizenry to paying taxes. Because everyone will be paying

The Women's Movement in the United States Essay

The Women's Movement in the United States - Essay Example This paper shall describe and explain the women’s movement from 1848 to 1920, including the social and political events which eventually led to the 19th Amendment. Various major feminist groups fighting for women’s right to vote will also be discussed; a comparison of these groups would also be considered. A discussion on why the women’s movement faltered during the 1920s after women got the right to vote shall also be considered. This paper is being discussed in an attempt to establish a comprehensive discussion on women’s rights, including its highlights and how these highlights impacted on the current rights being enjoyed by women. Although major moves towards the establishment of women’s rights were first seen in 1948, previous actions to secure it were already being sought through smaller and minor activities and movements even before 1948 by women and different organizations. Angelina and Sarah Grimke are two of the women best known for their contribution to the establishment of women’s rights. They went through slavery and wrote various literature expressing their negative opinions about it. Angelina Grimke, in 1938, was the first woman to address the Massachusetts legislative body on the abolition of slavery; she also strongly expressed her desire for women’s equality and full citizenship. Other abolitionists also expressed their outrage against sexual discrimination and in 1848 they organized the first Woman’s Rights Convention in Seneca Falls New York. In their Declaration of Sentiments, echoes of the Declaration of Independence were heard, pointing out that â€Å"all men and women are created equal† and therefore, they share the same inalienable rights – those of life, liberty, and the pursuit of happiness. Their declaration also expressed the need to change government policies, especially those which have traditionally been oppressive towards women. This Convention also supported various declarations, especially those which relate to legal and educational reforms which were not gender prejudiced. Finally, the convention also resolved that women had the right to secure their inherent right to vote. Their demands were immediately rejected and even scorned, especially by the religious leaders and other male leaders. Only few men expressed any form of support for women’s rights and sentiments. The women were however persistent in their objectives and they found allies in each other. Two of these close allies were Elizabeth Cady Stanton and Susan B. Anthony whose persistence found their way to the pages of the book ‘History of Woman Suffrage.’ The American Civil War momentarily interrupted the women’s rights movement, however, the war was also able to secure one of the goals of the abolitionists – the abolition of slavery. As soon as the war ended, the women again persisted in the cries for equal opportunities and equal rights. T hey believed that since efforts were also being made to grant black men their votes, they too should be granted the same right to vote. These hopes would however be dashed as their persistence was apparently falling on deaf ears. They were continually being turned down and suppressed in their fight for equal rights. As a result, the women’s movement was split and became less effective in the years that would follow. In 1868, women’s rights to vote became even more endangered when the

Features of Employment Relations Systems and their Impact on the Essay

Features of Employment Relations Systems and their Impact on the Position of Women in Labour Markets - Essay Example Reduced levels of unemployment indicated that few households lacked a working adult. During this period, most of those working in different institutions were high school drop-outs with an estimated one third of the total population of the United Kingdom working in the manufacturing and agricultural industries. However, the 21st century has seen none of the above features in still existence in many economies across the globe. Most, if not all jobs are now evenly distributed across all genders with a host of households in each country having more than one member in the labour force. On the contrary, the steady rise in unemployment rates is an indicator that there are a number of families in which no member is employed or has a definite job. An increase in education and improved formal structures for learning has seen a rise in the number of high school graduates and college/university graduates as well; hence an increased mass of human resources available to the market. In addition, th e emergence of other fields and or industries, for instance, finance, business services as well as property management, building and construction services has resulted in the creation of more stable jobs than the manufacturing and agricultural sector could provide. ... The Employment Relationship An employee relations system can be referred to as a legal concept used by organizations and or institutions in different countries worldwide to refer to the relationship between an employer and their employees for whom the employees perform certain activities (work) under defined procedures and conditions but in return for salary and or wages. Employee relations help the employer and the employee to come up or develop obligations and rights to govern the performance of both the employee and the employer towards the success of their respective organizations and or institutions. Over period, this tool has acted as a medium through which employees gain access to various benefits, obligations and rights that are related to employment with respect to social security and laws of labour. According to Verma (2003), â€Å"an employee relations system is the key point of reference for determining the nature and extent of employers’ rights and obligations to wards their employees.† (p. 519). Today, intense changes are taking place in the contemporary world of work with particular concern on the labour market. These changes have led to subsequent emergence of new types or rather forms of employment relationships. As a result, market flexibility has been increased as well as an increase in the number of employees uncertain of their status of employment and thus falling out of the normal protection scope of employment relationships. This is a challenge that is described by the International Labour Office’s Director as follows: â€Å"The State has a key role to play in creating an enabling institutional framework to balance the need for flexibility for enterprises and security for workers in meeting the changing demands of a global economy. At

Basics of finance and investment Essay Example | Topics and Well Written Essays - 1500 words

Basics of finance and investment - Essay Example Bad news is always remembered more because it is human nature that people’s miseries create a stronger impact in our minds. But it should also be remembered that if there is a Leeson, there is also a Warren Buffet. Money was lost on internet stocks, but just before that, money was also made on the same internet stocks. And Bernard Madoff was one of a kind, who took advantage of people’s confidence to him as a SEC consultant. There was nobody before or after him who operated at the level he did, because the there is usually in place an effective regulation of the market and most such operators are caught early on (Arnold, 2004). If there are no extreme developments such as market crashes and financial crises, investing for value long-term has always been sound strategy for enhancing wealth. There are several vehicles for investment: the savings account, the money market, certificates of deposit and common stocks are some of them. Each of these instruments is associated with a particular level of rate of return. The rate of return is the percentage gain an investment makes – in short, how much yearly earnings are expected as a proportion of the capital invested. The rates of return fluctuate, but they maintain a more or less consistent relationship with those of the others. For instance, the savings account in a bank would normally have the lowest rate of return which is denoted by its interest rate. The money market placement has a slightly higher interest rate, followed by certificates of deposit, and then the stock investment. The average rates of return for each of these instruments is shown in th e second row of Table 1 (source: UK National Statistics Online). The rate of return plays an important part in the concept of compounding. In compounding, the returns that have been accumulated for one year becomes part of the

Software Engineering Essay Example for Free

Software Engineering Essay Like most of the things, quality attracts the person it signifies the performance and appearance of the product. It matters a lot of the standards in a business for the outcome of the products. Just like this, Software has also good quality requirements and better ways to ensure its outcome. The following are the measurement methods and acceptance criteria for assessing the characteristics of the software: 1. Software Engineering Culture and Ethics Ethics can play a significant role in software quality, the culture, and the attitudes of software engineers. 2. Value and Costs of Quality The notion of â€Å"quality† is not as simple as it may seem. The customer will have some maximum cost in mind, in return for which it is expected that the basic purpose of the software will be fulfilled. 3. Models and Quality Characteristics [Boe78; McC77] ISO/IEC has definedthree related models of software product quality (internal quality, external quality, and quality in use) (ISO9126-01) and a set of related parts (ISO14598-98). Software Quality Management Processes defines processes, process owners, and requirements for those processes, measurements of the process and its outputs, and feedback channels. It involves: (1) Defining the required product in terms of its quality characteristics. (2) Planning the processes to achieve the required product. Through this we can assure Software Quality, this means ensuring that the problem is clearly and adequately stated and that the solution’s requirements are properly defined and expressed. And then we can verify and validate for assessing the intermediate products. For purposes of brevity, reviews and audits are treated as a single topic in this Guide. Five types of reviews or audits are presented in the IEEE1028-97 standard: 1. Management reviews 2. Technical reviews 3. Inspections 4. Walk-throughs 5. Audits Of course the management also has to review the software, the purpose it is to monitor progress, determine the status of plans and schedules, confirm requirements and their system allocation, or evaluate the effectiveness of management approaches used to achieve fitness for purpose. After this is the technical review to evaluate a software product to determine its suitability for its intended use. During the technical review the management should also inspect to detect and identify software product anomalies. The audit is to provide an independent evaluation of the conformance of software and processes to applicable regulations, standards, guidelines, plans, and procedures. The definition of Software Engineering is broad, so it needs to discuss its disciplines which it shares common boundary. These are two Related Disciplines: 1. An informative definition (when feasible) 2. A list of knowledge areas Related Disciplines Areas: 1. Computer Engineering computer engineering embodies the science and technology of design, construction, implementation and maintenance of software and hardware components of modern computing systems and computer-controlled equipment. 2. Computer Science identifies the following list of knowledge areas (identified as areas in the report) for computer science. 3. Management 4. Mathematics 5. Project Management – is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements. 6. Quality Management is defined in ISO 9000-2000 as â€Å"coordinated activities to direct and control an organization with regard to quality.† 7. Software Ergonomics the field of ergonomics is defined by ISO Technical Committee 159 on Ergonomics as follows: â€Å"Ergonomics or (human factors) is the scientific discipline concerned with the understanding of the interactions  among human and other elements of a system, and the profession that applies theory, principles, data and methods to design in order to optimize human well-being and overall system performance. 8. Systems Engineering is an interdisciplinary approach and means to enable the realization of successful systems.

Marketing Strategy for Low Income Consumers

Marketing Strategy for Low Income Consumers After evaluating the Case Study Unilever in Brazil(1997-2007): Marketing Strategies for low-income consumers the following points are credible. After the long recession period Brazils economy is growing and that is reflected on consumers purchasing power(Increased by 27% for the poorest 10%) and market is also growing with 17% annual rate. After analysing various options, I think it would be beneficial for Unilever to choose a strategy for Market development by introducing existing brand from its Latin American portfolio like Ala. New Marketing Mix should consist Good Quality, Low Price, Attractive packaging, Specialized Distribution system and Promotion. Changes in a new marketing strategy is urgently required for Unilever as PG is very aggressively reactive (By acquisition, re-imagining and re-positioning of brands.) Ala should be priced $1.55/Kg (Approx) and should be launched in both box and sachet packing. Sachet packing will be offered with free extra quantity due to cheap packaing cost. We can introduce 2kg 3kg bags with attractive price. Unilever should introduce a new distribution management system that includes both Generalist Wholesaler and Specialized Distributors. Unilever need to build direct relationship with 75,000 small shops by giving credit and incentive. Unilever also be having an option to start production of Ala in NE region, as government is providing lot of tax Incentives that will help Unilever to produce at low cost. Consumer Behaviour Like any other country Brazilian consumers also have their own beliefs, values and lifestyle. Washing is one of the major activity for women in NE and various sentiments and emotions like pride, care, pleasure and satisfaction are attached to it. Washing is a medium of socializing for women in NE, because only 28% household own a washing machine and mostly they wash their clothes in a public laundry, river or pond. Women in NE wash clothes using laundry soap and around 73% thinks that for cleaning clothes bleach is necessary. Current usage of detergent powder is just for giving good smell to clothes. Decision making process for buying a detergent powder in NE is based on several criteria as shown in Table 1. (Solomon et al, 2009 p.155) Table 1: Evaluation Criteria [Source: Exhibit 5 : Unilever in Brazil Case Study] 30% (51.06 Million) of Brazils population earn less than $125 a month. More specifically 25.4miliion in NE and 25.62 Million in the SE.NE consumers are very price sensitive. Diagram 1 Around 40% of Northeast population is illiterate and they generally buy products on the recommendation of local shopkeepers, word of mouth, television advertisements, visual identity and graphics. (Solomon et al, 2009 p.158) In spite of low Income, NE consumers are very self esteemed and sensitive about their social status and cleanliness, so they wash clothes more frequently 5 times a week compare to 3.9 times a week in SE. Washing can be considered as Ego need (Higher-Level Need) for NE consumers according to Maslows Hierarchy of Needs. Abraham Maslow (1970) in his study of Consumer behavior proposed a Hierarchy of Needs and related Products. And refereed Self esteem as Ego based need. (Solomon et al, 2009 p.161) Physiological Need (Water, Food, Sleep) Safety Need (Security, Shelter) Belongingness (Love, Friendship, relationships) Ego Needs (Prestige, status, self esteem) Self Actualization Higher -Level Needs Lower-Level Needs NE Customers needs with respect to washing is more Ego based (Pride, Self Esteem Status) Diagram 2: Maslows Hierarchy of Needs and related Products (Maslow, 1970) [Adapted and modified from Solomon et al (2009), Marketing Real People,Real Decisions,Page 161.] Market Analysis Major Brands in Market Unilever is a Market leader in Brazils detergent powder market with 81% Market share followed by PG with 15% market Other local brands(4%). In Northeast region Unilever is having 75% market share followed by PG 17.5% and others with 7.5% market share. NE Detergent powder market is growing with 17% annual growth. Table 2: Main Players in NE Detergent Market [Source: Exhibit 7 : Unilever in Brazil Case Study] But unlike NE Detergent powder market, Laundry market ($102 Million, 81,250 tons) is totally different and growing with 6% annual growth, Unilever is a market leader in Laundry soap market as well with one brand Minerva (19% market share) and major competitor for Unilever is ASA with a brand Bem-te-vi (11% market share). Table 3: Main Players in NE Laundry Soap Market [Source: Exhibit 7 : Unilever in Brazil Case Study] Strategic Competitive Analysis Unilever has segmented market by geo-demographic segmentation based on Income(High Income Low Income) and geographic locations (SE NE) and currently targeting the high income consumers in SE.(Solomon et al, 2009 p.215-220) Unilever has positioned their products in market with respect to various key features of products like Omo with remove stain with low quantity, Minerva with Emotional appeal and Pleasant smell and Campeiro with Low cost. Whereas PG has started reacting very aggressively after taking in consideration of growing Brazils economy by acquiring Quanto, Odd Faces and Pop from Bomrill. And after making some manufacturing changes, launched Quanto as Ace, Odd Faces as Bold and kept Pop (the low price brand) unchanged. PG positioned their products like Ace with Whiteness, Bold with Softness and Pop with low cost. Table 4: Current Strategies of Various Brands ASA (Local Brazillian Comoany), also segmented market by geo-demographic and currently targeting Low income consumers in NE. ASA positioned its brand (Invicto) in market by focusing the low income consumers. Invicto is one of the key competitor of Campeiro in low income consumer segment. After analysing the complete market situation, I found that currently PG is the most active player of the market though PGs market share is not much high (As they acquired all the three brands this year.). So I think PG will give very tough competition to Unilever in a long run. SWOT Analysis The SWOT analysis is the method of understanding Internal and External Environment of an organization (Kotler 2000, Page 46 and Solomon et al, 2009 p.66). SWOT analysis of Unilever provides a summary of Strengths, weaknesses, opportunities and threats. Strengths Threats Opportunities WeaknessesInternal Environments External Environments Diagram 1: SWOT Analysis Internal Environment Strengths Good Market reputation with 75% market share. High quality products Differentiated Products Brand Awareness Weaknesses Demographic market Segmentation Weak distribution system Lack of Expertise in Customer relationship Management Week RD and marketing expertise External Environment Opportunities NE is a very high potential market (48 million). NE detergent powder Market is growing by 17% annual growth. Unilever can capture NE low income market to enter first in it. Increase in purchasing power of poorest 10% consumers. Brazilian government providing tax incentives for encouraging investment in NE. NE women wash clothes more frequent then SE, so it leads to higher consumption. Threats Economic downturn might affect the growth and sales. PGs RD and Marketing Expertise Cannibalization Local NE detergent manufacturers. Marketing Strategy Segmentation Diagram 2: Distribution of Social Classes Northeast Southeast Unilever had segmented the complete Brazilian market into two segments based on location and Income (demographic Segmentation). (Solomon et al, 2009 p.215-220) But I think Unilever need to create a new segment that will focus consumer in Social class E- E+, because we have 53% (25.44 million) in NE and 21% (25.62 million) in SE. Both the region is having equal number of low income consumers (as per percentage of total population in region). So this new segmentation will target not only NE low income consumer but SEs low income consumers as well (30% (50.70 Million) of Overall Brazil population). Table 5: Distribution of population as per social classes [Source: Exhibit 2 : Unilever in Brazil Case Study] Targeting Market Till now Unilever is a Market leader by targeting High Income Consumer segment (SE). For entering into Low income consumer market, Unilever need to prepare and implement a new targeting strategy because its a very huge market segment (53% NE and 21% SE). So what will be the Unilevers possible targeting strategy? Igor Ansoff (1957) in his study on Strategies of Diversification suggested a marketing tool (Market growth Matrix) and as per Ansoffs market growth matrix, Unilever is having two potential options out of four: Unilever is targeting new market segment, so option 12 automatically neglected. (Ansoff, 1957 p.113) Existing Product New Product Market Penetration Diversification Market Development Product Development Unilever can launch a Completely New Product in NE after RD and according to NE customers need. Unilever can Re-position existing brands or launch brand from existing international portfolio. Market. Diagram 3: Ansoffs Market Growth Matrix [Adapted and modified from Ansoff ,(1965), Corporate Strategy ,Page 109.] Existing Product in Existing Market (Market Penetration) Unilever is already having 87% (National Average is 81%) market share in SE with three brands. New Product in Existing Market (Product Development) Unilever is a market leader in SE higher Income segment, so no need to launch Ala. Existing Product in New Market (Market Development) Market Development can be the best strategy for Unilever in current scenario because Unilever is already having a good brand image in NE. Unilevers main challenge is to develop a market and try to change the washing habit of Low Income consumers by shifting them to detergent powder from laundry soap. New Product in New Market (Diversification) Diversification is the most risky option compared to the others because we are moving into the market with a New Product in which company is having very little or no experience. Market Penetration Product Development Market Development Diversification Low Risk High Risk Diagram 4: Risk associated with Market strategies In the current situation Unilever should choose the 3rd Option (Market Development), because Unilevers existing market (SE) is already developed with 87% Market Share (Option 12) and currently Unilever is looking for expand his business in NE and to capture low income consumer in SE as well. What all options are currently available to Unilever in Market development? Positioning the Product (Marketing Mix) Positioning Positioning New Brand in NE market by fulfilling customers need Distribution Specialized Distribution High availability Price Low Price (affordable) Product Fulfill NE Consumers need Good Smell Low Price High Quality Promotion TV Advertisements Sponsoring local Events Sample distribution Diagram 5: Marketing Mix [Adapted and modified from Ansoff , Lars Perner, 2010 http://www.consumerpsychologist.com/cb_Segmentation.html.] Product Strategies Unilever is having four options to position Product in NE market. Brand Extension of Omo (A cheaper version of Omo): It is a very risky option and will lead to high cannibalization. (Solomon et al, 2009 p.290) Re-positioning Minerva: It can be an option but Minerva is a bit costly product ($2.40 WP) for Low income consumers and reducing price and compromising in Quality can damage a brand image and lead to cannibalization. Re-positioning/Brand Extension Campeiro: Camperio is available in the market since 1984 and having just 6% market share. It is currently positioned as a Cheap Low Quality product in NE consumers, so Re-positioning of Campeiro is very time taking and a costly affair. (Solomon et al, 2009 p.228) Introduce a brand from the international portfolio: Without taking risk with existing brands, this can be a potential option for Unilever to introduce a new brand from its international portfolio like Nevex, Ala or Marsella (Latin America). I think It can be Ala (Means WING in Portuguese), only brand that is having a meaningful name. Ala can be positions between Minerva and Campeiro in terms of quality and below Campeiro in terms of price by effective marketing planning. Since NE consumers like Omo very much and currently use detergent powder just for good smell, so the fragrance of the Ala should be same as Omo and if possible Unilever should launch Ala in 2 or 3 different fragrances. Alas Packaging should be Proper, Attractive and cost effective packaging. Ala should be available in the market in a pack of 1kg, 500gm in both cardboard pack and plastic pack (Save detergent from moisture) and 250 gm 100gm in plastic sachets. Plastic sachet cost just 30% of Cardboard pack, so Unilever can offer consumers an additional quantity in plastic bags in same price. Ala will be priced between $1.5 and $1.6 per Kg, so we can easily offer an extra 20% to 25% quantity in plastic bags as Cardboard box cost $0.35 and Plastic Pack $0.10. (Solomon et al, 2009 p. 307 and Kotler, 2009 p.195) Table 6: Product Packing Matrix *Extra Quantity on plastic bag because of low cost of packaging Consumers always get attracted by special offers and additional quantity of product and since Unilever is the pioneer in the market, it will help Unilever to achieve good market share. While launching Ala, we can give some introductory offers like buy 1kg and get 500gm and 2kg and get 1kg free. Pricing Strategies Currently Unilever has priced (Whole Sale) product Omo with 22.45%, Minerva with 11.63% and Campeiro with 9.68% profit. Ala will also be priced with 9.15% (Approx) profit to wholesalers at $1.55 (Approx) that will be the lowest priced detergent powder available in the market as per the data available in case study. Best quality product in the lowest cost will be the USP for this Ala. (Solomon et al, 2009 p.370-374) Table 7: Cost Profit Calculation Matrix [Source: Exhibit 10 : Unilever in Brazil Case Study] Plastic Sachet packing reduces total cost of production by 25%, but NE consumers are having special attachment with boxes and Plastic Sachet Packed Product is assumed as low quality product. So we will introduce Ala in both box and plastic sachet packing where on the latter we give 25% extra quantity. Table 8: Profit difference in Box Sachet Packing *will offer 25% extra quantity Promotion Strategies Currently Unilevers promotion strategy is 70% above-the-line and 30% below-the-line. But for Ala it need to be changed to 40% above-the-line and 60% below-the- line, as low income consumers more attracted and relies on word of mouth publicity, small shop displays, holdings, sample distribution, free gifts etc. But moving towards below-the-line promotion not only Unilever can achieve better results in a low income consumer market but can also save money on promotions. (Solomon et al, 2009 p.37, 398-406) Ala should be promoted with the key messages like best quality, good smell, Care, Pride and self esteem. Ala will Packed in colorful box and sachet with the indication of quality and good fragrance by showing flowers etc. Point of purchase also need to be modified accordingly because several time consumer make decision changes by viewing point of purchase promotion and shopkeepers advice. (Solomon et al, 2009 p.167) Shopkeepers also need to be taken in confidence by providing credit and incentive. Target Audience (Women between 20 -50 years) Budget and Promotion Objective ($0.20/kg and Emotional appeal (Like Care, Pride and Good Smell) Designing Advertisement Media Type (TV, Outdoor Advertising, Public Relations and Sales Promotion by sample distribution, shop displays etc). Evaluation of Promotion Diagram 6: Promotional Strategy development [Adapted and modified from Solomon et al ,(2009), Marketing Real People Real Decesion ,Page 109.] Distribution Strategies The most important thing to make any product successful and to increase revenue, sales and market share is a good distribution system. You cant sell, what isnt there7 (Solomon et al, 2009, Page 494) With the Ala, Unilever is targeting to gain business in a low income consumer market that will be possible only when the product will be available on traditional retail shops (Main point of purchase for Low income consumers). For targeting the high income consumers in the big supermarket Unilevers current distribution system is well sufficient but to target low income consumers Unilever should take help from specialized distributors as well. (Solomon et al, 2009 p.498-500) Unilever need to make some changes in the distribution system by creating the proper mix of Generalist Specialized distributors, so the product will be available at as many as locations possible. New distribution mix can be applied in SE as well because there are also 21% of low income consumers. New distribution system will not only captures more ground area but also reduce the cost of distribution.