International Strategies & Management Plan of BMW

Question: Describe about the International Strategic Management of BMW? Answer: Introduction The strategic management is considered as the process of planning in order to develop strategy either in the context of domestic circle or international circle. Therefore, strategic management is helpful for the industries all around the globe to gain higher benefit from the international as well as from domestic market. The current study will be focusing on the key dilemma that has been faced by the company. The company has been focused on BMW. Therefore, the issues will be explained considering internal analysis of BMW and different strategy will be mentioned to have a deep understanding. Key Dilemma Faced by BMW High Cost Structure: It is evident that cost structure of BMW is relatively higher in comparison to other bigger car manufacturing company. The company is involved in producing quality and costly cars which is impossible for the middle income group people to buy the cars. Apart from that, company involve high cost in recruiting high skilled workforce (Avery and Bergsteiner, 2011). Therefore, it is one of the weakness of the company control their cost. Differentiation: According to Bailey and Ruyter (2012), differentiation signifies that the marketing mix is extensively different from and effective than what is accessible from the rivals. On the other hand, the product differentiation is treated as the core element of the company to gain healthy and higher market share and remain ahead of the major competitors. It is known that there are large numbers of options for the buyers of vehicle to buy from all over the globe that has the same functional characteristics which is involved in the costly cars. Therefore, BMW is forced due to such issue to manufacture and develop unique products so that they can cope up with the preference, taste and fickle requirements of the car lovers (Chen, 2013). Thus, the differentiation increases the budget of the company so that they do not lose their market share to other competitors available in the car industry. Innovation: The commitment towards the variety of product and innovation has lead to bigger challenges in the organisations. Therefore, the complexity of functions that are provided in the premium luxurious cars of BMW has multiplied the manufacturing cost of the company. On the other hand, Fang (n.d.) mentioned that product development is treated as the highly financially taxing in relation to BMW. The cost of developing or manufacturing a fresh model or port is relatively high, time overwhelming and holds key risks. Therefore, the company is facing with steep procedure of innovating prototypes and also receiving high risk level testing phase. Thus, the innovating the product is a serious issue which is faced by the company in order to maintain their market cap. Competition: The high level of competition from the competitors can make strategic planning of the company not to provide full support. As per Harbour (2012), the automobile industry is growing slowly which increase the intense competition among the big car manufacturing company. Therefore, it has affected the strategy of the BMW. The major competition that is faced by BMW is Toyota, Volkswagen and General Motors. Thus, in order to lead the market, BMW is forced to have merger and partners. BMW acquired Rover and further the company merged with Rolls Royce to become leader of the market in relation to luxury cars. Substitute Products: Jung et al. (2012) discussed that the threat of substitute product on the automobile market is related with the products, resources or materials that may have severe affect on the demand of the product both nationally and internationally. Apart from that, Kim (2014) mentioned that substitute product can take away the sales percent of the company and market share. Therefore, BMW is targeting premium consumers and not on the average customers. The premium buyers are targeted as for them quality matters that provide high comfort. On the other hand, Kgler and Kragl (2012) pointed that there are other car manufacturers that targets premium customers such as Mercedes, Porsche and Audi. Therefore, these are the possible substitute for the cars offered by BMW. Global Warming: Loch et al. (2001) proposed that global warming has become great concern all over the world. Therefore, the governments, non government enterprises and activists of environment are forcing the major manufacturing industries to go green and sustainable. Therefore, it has impacted the BMW to develop the car in expected way. The stable of BMW comprises BMW brand along with super luxury Rolls Royce and compact Mini. As per the sources, BMW has expected to sale over 2.1 billion vehicles a year by 2015 has faced with stern regulation to follow (Madhani, 2012). Therefore, it made the company to include extra costs in innovation for environmentally friend fuels or engines and also making investment into the alternative energy sources to run the cars. Internal Analysis: Resource Based View BMW functions in thirteen different nations with 24 manufacturing facilities. It is also known that most manufacturing site is possessed by BMW. However, Madhani (2012) mentioned that BMW group is not able to gain the similar economies of scale of the rivals due to holding three various premium brands. Moreover, it was mentioned that momentous investment in research and development is tough for the company to recover. Apart from that, Andersn (2010) pointed that research and development helps the company in gaining competitive advantage. Due to that, BMW is able to foresee and react quickly to the changes occur in the market. The strategic alliances with Alfa Romeo and Fiat were effective for the company to generate advantage from the cost savings and gain economies of scale. On the other hand, Colbert (2004) pointed that Resource based View can be effective in understanding and analysing the internal situation of the company. Therefore, the model will help in knowing the competitive advantage of BMW. Hasnelly and Sari (2012), explained that RBV consider resources as the major factors which helps in superior performance of firm. It is evident that key resource of the company that is BMW is technical design knowledge which is effectively converted into new products to meet the demand and expectation of customers. Moreover, in order to understand the competitive advantage of BMW, RBV model will be explained: Tangible assets: These are the related with physical things such as buildings, machinery, land, capital and equipments. Therefore, till 2013, BMW holds around 9456 million of intangible assets which gradually increases every year (Bmwgroup.com, 2015). Henard and McFadyen (2012) opined that physical resources can be easily purchased in the market; therefore, they bestow minimum advantage to the firm in the long term as the competitors can be able to obtain the similar assets at some point of time. Therefore, it can be understood that acquiring high or costly physical resources may not ensure high competitive advantage to BMW. Intangible Assets: Hunt and Davis (2012) described that these assets are whole thing except any physical presence and company still owns these assets. Some of the assets that relates to intangible are trademarks, intellectual property, brand reputation, etc. Therefore, in the case of BMW, the company has immense technical design knowledge which helps in manufacturing and developing high and superior quality luxury cars for the premium customers. The technical knowledge of the employees of BMW helps the company to gain competitive advantage and lead the market. On the other hand, the BMW possesses high brand reputation and highly branded product considered by all customers group. Therefore, the company organise all their effort to maintain their brand reputation and by providing timely service to the customers on demand (Insead.edu, 2015). Thus, it is known that intangible resources are the key source for the company to gain sustainable competitive advantage over the arch competitors. Apart from that, (Jugdev and Mathur, 2013) mentioned that heterogeneous and immobile has to be considered too: Heterogeneous: According to this assumption, capability, skill and other resources that company holds has to be different from the other company in order to receive competitive benefit. Jung et al. (2012) argued that if the organisations follow or possess similar amount of resources then it can be tough for them to exercise different strategies to gain advantage over each other. Therefore, BMW tries to focus on different resources and strategies that can help them to remain ahead and gain competitive edge. It is evident from the report of Automotive News; BMW brand has outcaste Mercedes and Audi globally in terms of sales. Therefore, as a result brand value of BMW rose to 6% in November 2014 to 158953 cars (Kim, 2014). Moreover, there is high demand in China and European markets for BMW cars. On the other hand, BMW has effectively focused on their electronic and communication technology to develop competitive benefits via e-marketing. Moreover, the company only manufactures car for o nly selected premium customers. The competition between Audi and BMW is an effective example as both the companies operate in similar industry and bare similar external forces. However, using different resources apart them and BMW is quite successful over the Audi in terms of profits and sells. BMW has high brand reputation and due to that Audi follow different strategy. Immobile: According to Kgler and Kragl (2012), the assumptions that RBV holds explains that resources do not shift from firm to firm and are not mobile. Therefore, such immobility does not allow company to use the resources and similar strategies followed in other company. In the case of BMW too, the company may not implement the same strategies that might be followed in Mercedes or Audi. Thus, the intangible resources of BMW such as technical design knowledge of employees cannot be copied by others. Figure 1: RBV Model The VRIO framework can be effective in examining the resources of the company whether it is efficient in providing competitive advantage or not. Valuable: The resources of BMW are valuable which helps in raising the value provided to the buyers. Therefore, BMW focus on differentiation so that cost of production can be controlled and helps in gaining competitive edge. The company try to provide unique product so that high security and comfort can be given to car lovers. Rarity: As per Yang, Ho and Chang (2010), the resources that are acquired by few industries are regarded as rare. The expert knowledge of the staff is rare which may not be easily possessed in everyone. Therefore, BMW has bunch of expert technical expert that helps the company in designing and manufacturing the cars that best suits the demand of the premium target market. Thus, it can help in receiving higher rivalry benefit. Imitate: Masondo (2003) discussed that the resources that are costly can be expensive for the other firm to substitute or imitate for their benefit. Therefore, BMW used the technology for their benefit. Thus, in that case company has started BMW applications such as BMW Connected, BMW Magazine, BMW Mobile Configurator and The Ultimate Drive which can be costly for other car manufacturing companies such as Maruti Suzuki, TATA Motors, etc. Organise: The firms may not be able to receive sustain competitive gain if the resources are not aligned or organised in the company. BMW effectively try to organize their available resources and human resources to remain the leader in terms of luxury cars and attain sustained competitive benefit. Market Based View of Strategy Internationality Moreno, Pinheiro and Joia (2012) propounded that market based view of strategy is involved in structuring the policies and strategy of the company relying on the nature and trends of the firms environment considering both internationally and domestically. Therefore, it helps the company in choosing the market combination for their specific products in order to remain ahead in the market and attain competitive gain. Thus, in order to understand the MBV of BMW, Porters generic Strategy Strategies will be employed. Cost Leadership: The cost leadership strategy focuses on the attainment of the sustainable leadership where the industry sets out to be the least cost provider of services and products in order to gain high market share. The industries apply such strategy to attract the customers and encircle large customers for long term benefit (Morrissey and Phillips, 2007). In the case of BMW, the company has never focused on cost leadership approach as they majorly target premium automobile segment and premium customers which can be known from there three brands that are Rolls Royce, Mini and BMW. On the other hand, it has been found that in 2010, the costs of research and development and labour cost touched 3 billion in US and Germany. Differentiation: Otubanjo (n.d.) discussed that the organisations adopt differentiation strategy by focusing on the uniqueness of the product or pricing the product so that buyers can get attracted towards the product and remain loyal to company. On the other hand, in case of BMW, the company focuses on developing sustainable competitive gain by focusing on technology, customer focus, innovation and their brands by developing premium cars majorly for the luxury market around the globe. Trapped in between: The industries that follow differentiation, cost leadership and focus and fails to attain goal fall into middle and does not gain competitive advantage. For instance, acquisition of Rover by BMW in 1994 and they tried to apply differentiation strategy with focus strategy both in mass market and premium market and due to that leadership style and organisational culture in Germany and UK collided. Moreover, it led to loss of 3.2 billion (Ou, Varriale and Tsui, 2012). Therefore, the company decided to focus on differentiation focus strategy for their Rolls Royce, BMW and Mini brands for the future. This helped in penetrating to premium market in large, mid-size and small segments. Focus: The focus strategy is implemented by the organisations by targeting a group in order to serve them with their product and services. Moreover, organisations target the customers only those that best suits their product and ensure effective earnings and sales. Therefore, BMW finds an option in the niche small automobile market for their Mini brand. On the other hand, as the cars of BMW are too costly, therefore the company only focus on high income group people as they can bear the cost and own a car which may be not possible for the middle income group people. Thus, target premium customers of China, India, US and other nation. Globalisation and Localisation Strategy of BMW Rui and Si (2010) opined that BMW has employed different marketing mix to increase the sale of their cars to various socioeconomic groups and aggressively emphasizes on the premium groups. On the other hand, the company has initiated the objective of segregating the premium market via optimizing fit among the buying behaviour of the customers and the marketing mix in order to increase the sale in that part. Apart from that, the company considers the customers that look for higher standard quality, performance and luxury. Therefore, BMW takes in account such requirement of customers into their automobiles so that large benefit can be received from international market and increasing market share and gaining competitive advantage. Moreover, it is know that BMW offers trendsetting and attractive products that range from 3 to 7 series which significantly focuses on the wealthy consumers. Thus, it helps BMW in making mark in global market and become leader of luxury car. Apart from that, Zhu (2012) mentioned that global marketing strategy of BMW represents leadership via innovation. Therefore, the company has shifted their position to sheer driving delight from the eventual driving machine. It represents that company now seriously considers the emotional factors of the customers. Further, Yang, Ho and Chang (2010) pointed that BMW has adopted centralised and unified brand strategy for their Asian and American market. The company also followed mass customisation as a worldwide strategy. For instance, product diversification of product lines of BMW can be understood as: 6 series $20000-$50000 5 series $40000-$50000 3 series $60000-$70000 On the other hand, BMW to incorporate their localised strategy, they engage local people to acts as distributors. They visit to different locations and demonstrate the features of BMWs cars to the customers. Moreover, company provide training to 25,000 local employees to provide best service to the customers (Tzifakis, 2012). The company focuses on advertising to attract the local premium customers at large. Planned and Emergent Corporate strategy The planned strategy is considered as prior planning before completing falling into operations. Therefore, the company, BMW plan all their resource requirements, human resource requirements, strategic goals and other requirements so that set goal can be achieved within the stipulated time frame (Rui and Si, 2010). Therefore, the company broadly mention their vision, goals and intentions to be achieved. On the other hand, emergent corporate strategy arises when there are consistencies in the actions (koreatimes, 2015). Moreover, if find sudden error in the operation and action then it will be an emergency situation where the organisation will have to implement strategy otherwise it may affect the operational process. Therefore, BMW is effectively involved in studying the changes that may occur in the market so that they can be ready to accept such changes and significantly meet the demand of the customers (Ou, Varriale and Tsui, 2012). Responsiveness and Synergy Responsiveness is concerned with effectively reacting to the market, customers or to other factors. BMW is highly responsive towards their customers in providing details about the cars. On the other hand, if the company finds that spending power of the customers has increased then the company in gradually increases the price of cars (Nerys, 2009). For instance, the spending power of people of China has increased and due to that BMW has also increased their price in China by 5%. Apart from that, if changes occur in the market, then BMW make adjustments in their operation so that they do not suffer huge losses (Kgler and Kragl, 2012). Further, in context to synergy, the cooperation between BMW and Rover to gain higher benefit and provide better luxury car to customers. On the other hand, PGE has partnered with BMW in order to test the performance of EVs in demand response programs. Therefore, it helps both the firm to work cooperatively and serve the customers (Greentechmedia.com, 2015). Conclusions The strategic management is effectively involved in structuring and implementing the objectives or initiatives adopted by the top management of the company. Moreover, it is evident that strategic management supply direction to the organisation so that higher advantage can be gained from the market and operational process. The strategy is effective in expanding business in foreign soil. The current report has focused on the strategic nature in context to BMW and key dilemma that is faced by the company has been discussed. References Andersn, J. (2010). Resource based competitiveness: managerial implications of the resource based view. Strategic Direction, 26(5), pp.3-5. Arsov, A. (n.d.). Who is Stronger? German Stock Exchange Xetra or BMW? The Case of 2014. SSRN Journal. Avery, G. and Bergsteiner, H. (2011). How BMW successfully practices sustainable leadership principles. Strategy Leadership, 39(6), pp.11-18. Bailey, D. and Ruyter, A. (2012). Re-examining the BMW-Rover affair: a case study of corporate, strategic and government failure?. International Journal of Automotive Technology and Management, 12(2), p.117. Bmwgroup.com, (2015). 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Thailand Essays - , Term Papers, Research Papers

Thailand Thailand, formerly Siam, officially Kingdom of Thailand, kingdom in Southeast Asia, bounded by Myanmar (formerly known as Burma) on the north and west, by Laos on the northeast, by Cambodia and the Gulf of Thailand (Siam) on the southeast, by Malaysia on the south, and by the Andaman Sea and Myanmar on the southwest. The total area of Thailand is 513,115 sq km (198,115 sq mi). Bangkok is the capital and largest city. IILAND AND RESOURCES Thailand lies within the Indochinese Peninsula (see Indochina), except for the southern extremity, which occupies a portion of the Malay Peninsula. The country's extreme dimensions are about 1770 km (about 1100 mi) from north to south and about 800 km (about 500 mi) from east to west. The physiography is highly diversified, but the mountain systems are the predominant feature of the terrain. A series of parallel ranges, with a north-south trend, occupy the northern and western portions of the country. Extreme elevations occur in the westernmost ranges, which extend along the Myanmar frontier and rise to 2595 m (8514 ft) atop Doi Inthanon, the highest point in Thailand. The peninsular area, which is bordered by narrow coastal plains, reaches a high point of 1790 m (5860 ft) atop Khao Luang. Another mountain system projects, in a northern and southern direction, through central Thailand. At its southern extremity, the system assumes an east-west trend and extends to the eastern frontier. Doi Pia Fai (1270 m/4167 ft) is its highest peak. The region to the north and east of this system consists largely of a low, barren plateau, called the Khorat Plateau. Making up about one-third of the country, the plateau is bordered by the Mekong River valley. Between the central and western mountains is a vast alluvial plain traversed by the Chao Phraya, the chief river of Thailand. This central plain, together with the fertile delta formed by the Chao Phraya near Bangkok, is the richest agricultural and most densely populated section of the kingdom. AClimate Thailand has a moist, tropical climate, influenced chiefly by monsoon winds that vary in direction according to the season. From April to October the winds are mainly from the southwest and are moisture laden; during the rest of the year they blow from the northeast. Temperatures are higher, ranging from about 26? to 37? C (about 78? to 98? F), while the country is under the influence of the southwestern winds. During the remainder of the year the range is from about 13? to 33? C (about 56? to 92? F). Temperatures are somewhat higher inland than they are along the coast, except at points of great elevation. Annual rainfall is about 1520 mm (about 60 in) in the northern, western, and central regions, about 2540 mm (about 100 in) or more on the Thai portion of the Malay Peninsula, and about 1270 mm (about 50 in) or less on the Khorat Plateau. Most rain falls in summer (June through October). BNatural Resources. Thailand is rich in natural resources. Among the known mineral deposits are coal, gold, lead, tin, tungsten, manganese, zinc, and precious stones. The rich alluvial soil along the Chao Phraya and other rivers constitutes another important resource. Natural gas deposits were discovered offshore in the 1970s, reducing Thailand's reliance on imported petroleum. CPlants and Animals Jungles and swamps, scattered through the coastal areas of Thailand, have extensive tracts of tropical trees, including mangrove, rattan, ironwood, sappanwood, ebony, and rosewood. The upland areas are also heavily wooded, the most valuable species being teak, agalloch, and oak. In addition, a wide variety of tropical plants and fruit trees, including orchid, gardenia, hibiscus, banana, mango, and coconut, occur in Thailand. Many species of animal inhabit the jungles and forests. Elephants, widely used as beasts of burden, are abundant. Other large animals include the rhinoceros, tiger, leopard, gaur, water buffalo, and gibbon. The Siamese cat is, as its name implies, indigenous to Thailand. Thailand has more than 50 species of snakes, including several poisonous varieties. Crocodiles are numerous, as are various species of fishes and birds. IIIPOPULATION About 75 percent of the inhabitants of Thailand are Thai. The largest minority group consists of the Chinese, who make up about 14 percent of the total population, and most are Thai nationals. Other minority groups include the Malay-speaking Muslims in the south, the hill tribes in the north, and Cambodian (Khmer) and Vietnamese refugees in the east. The population of Thailand is 80 percent rural. APopulation Characteristics The population of Thailand is about 59,450,818 (1997 estimate), yielding an overall population density of

Public School Licencing essays

Public School Licencing essays FOR POST SECONDARY EDUCATION INSTITUTIONS The purposes of the rules are: (a) To establish a procedure for the licensing of post secondary education institutions (colleges, universities, correspondence schools offering degrees, etc.) with the exception of the University of Wyoming and the Community Colleges of Wyoming (21-2-102 and 21-2-103) or any post-secondary post secondary education institution possessing current accreditation by a recognized and accepted accrediting agency. (b) To establish minimum standards for post secondary education institutions until accreditation by a recognized and accepted accrediting agency may be achieved. (c) To protect persons enrolled in a course of study in post secondary education These rules are promulgated pursuant to W.S. 21-2-401 and 403 of the Private School Licensing Act, and have been adopted by the Wyoming State Board of Education in accordance with the Wyoming Administrative Procedure Act (W.S. 16-3-101 through 16-3-115). They are effective upon filing with the Secretary of State. These rules govern the operation of all post secondary education institutions not accredited by a recognized and accepted accrediting agency as defined by rules of the Wyoming Department of Education, which are located within the state, or have their principal place of business out of state but do business in the state. These rules do not apply to any parochial, church, or religious school as defined by W.S. 21-4-101(a)(iv), home-based educational programs as defined by W.S. 21-4- BC 101(a)(v), aircraft flight training schools approved and authorized by the Federal Aviation Agency of the United States of America, or a school teaching techniques of outdoor recreation, leadership, ecology, or conservation domiciled in the state of Wyoming. nor do they apply to post secondary Instit accredited by a recognized and accepted accrediting agency ...

Problemas de viajar fuera de USA con visa U

Problemas de viajar fuera de USA con visa U   Si has aplicado para una visa U para và ­ctimas de crà ­menes,  incluidos algunos casos de  violencia domà ©stica,  Ã‚  o si tu solicitud ha sido aprobada puede que desees viajar fuera de EEUU. Pero,  ¿se puede hacer? La respuesta es que nadie puede impedir que se viaje. Pero es muy aconsejable no hacerlo. La razà ³n es que puede que no puedas regresar a Estados Unidos. Incluso si puedes, tomar su tiempo porque tendrs que ir al consulado y esperar por los trmites correspondientes.   Por estos motivos, si ests en Estados Unidos y has pedido una visa U o si tu aplicacià ³n ha sido aprobada es muy recomendable que sà ³lo viajes   a otro paà ­s si es absolutamente necesario, siendo aconsejable que antes de viajar consultes tu caso con un abogado de inmigracià ³n especialista en este tipo de casos. Como este es un asunto muy serio, en este artà ­culo se explica quà © puede pasar si se viaja fuera de Estados Unidos, tanto mientras se tiene la solicitud de visa pendiente como si ya ha sido aprobada. Quà © se debe hacer si se necesita viajar  y tambià ©n quà © momento es el ideal para viajar.  ¿Quà © puede pasar si se viaja  fuera de Estados Unidos con visa U? Si sà ³lo has aplicado  por la visa U ante el USCIS mediante el envà ­o de la planilla (forma) I-918  pero todavà ­a no tienes respuesta y viajas fuera de Estados Unidos necesitars ir a una embajada o un consulado americano para obtener la visa para regresar. Pero el proceso puede demorarse meses. En estos casos hay que esperar por la decisià ³n del USCIS. y aprueba la solicitud, iniciar la tramitacià ³n del visado. Y eso en el caso de que se apruebe. Si la aplicacià ³n de la visa U ha sido aprobada y viajas despuà ©s de dicha aprobacià ³n al extranjero tambià ©n es necesario ir a una embajada o consulado americano   para poder regresar. Esto es asà ­ porque cuando el USCIS hizo su aprobacià ³n el à ºnico documento que entregà ³ fue un documento conocido como I-797C. Esto es simplemente una Nota de Accià ³n en la que se reconoce el estatus, pero no es una visa. Por lo tanto, hay que obtener una en una oficina consular de los Estados Unidos. Y este proceso puede demorarse meses. Adems, tanto en el caso de que se viaje fuera de EEUU cuando sà ³lo se tiene presentada la aplicacià ³n por la visa U como cuando se tiene aprobada la solicitud se corre un riesgo grande que que al presentarse al consulado la visa no sea aprobada. Las razones pueden ser variadas: Al estar en el extranjero no se ha recibido alguna notificacià ³n importante del USCIS.El gobierno considera que con este viaje se ha abandonado la peticià ³nEl gobierno dicen que al estar fuera se incumple con la obligacià ³n de colaborar con las autoridades, que es un requisito de este visado.Se puede considerar que no se sufre del alegado sufrimiento fà ­sico o psà ­quico que se ha alegado al solicitar la visa.  ¿Puedo viajar si antes de salir de Estados Unidos se solicita un advance parole? Esta opcià ³n sà ³lo es posible si la persona a la que se le ha aprobado la visa U ha pedido un ajuste de estatus mediante el envà ­o de la planilla I-485. Sà ³lo en este caso, y nunca antes, es posible solicitar  el advance parole. En todo caso resaltar que es necesario poder alegar razones vlidas para el viaje. No se trata de que simplemente se quiere ver a la familia, etc. Problemas muy serios a tener siempre en cuenta   Si un inmigrante ha permanecido en Estados Unidos ilegalmente por ms de seis meses seguidos se le va a aplicar el castigo de los tres y los diez aà ±os. Esto hace que sea muy problemtico salir del paà ­s porque puede ser dificilà ­simo volver a entrar hasta que pase el tiempo impuesto en el castigo. Y esto es asà ­ incluso en los casos en los que se viaja con un advance parole en mano y al llegar a las aduanas y fronteras de EEUU no se permite ingresar al paà ­s.  ¿Cundo se puede viajar sin problemas fuera de Estados Unidos? Realmente lo ideal es cuando ya se obtiene la tarjeta de residencia, tambià ©n conocida como green card. La visa U puede transformarse despuà ©s de 4 aà ±os y mediante un ajuste de estatus en una residencia. Una vez que se obtienes ya se puede viajar y regresar a Estados Unidos. Este es un artà ­culo informativo. No es asesorà ­a legal.

Buyer Behaviour - Analysis of The Ritz Hotel Assignment

Buyer Behaviour - Analysis of The Ritz Hotel - Assignment Example With reference to the Ritz Hotel this paper aims at evaluating how consumer motivation, perceptions, learning and attitude formation could influence purchasing. In order to attract the maximum number of customers, it is important for a business to have the knowledge of how rational consumers will make their decisions on consumptions. Consumers usually have specific desires and preferences that can always be represented by a numerical utility function. In the choices made by consumers, it can always be said that the they intend to solve an optimization problem. The optimization of choice usually has three components, namely: the object of choice, which refer to the specific thing being chosen; the objective function, which refers to the purpose the object is supposed to serve; and the constraints, which basically restrict a consumer’s choice of certain products (Foxall 2004, p. 92). In making choices, consumers are always inhibited by budget constraint. Budget constraint implies that consumers can only consume what they can afford. In relation budget constraint it can be said that the Ritz being a 5-star hotel and having the pricing policies is likely to be unattractive to low income earners. According to the Maslows hierarchy of needs, the choice of a consumer can also be affected by how much the product or service is of importance to their life(Tyagi & Kumar 2004, p. 111) However, Ritz Hotel is likely to be highly favored by user preference. In a situation where a consumer’s choice is not hindered by budget constraint they are likely to choose the services offered by the Ritz Hotel because of the high quality. For example, high minimum bets and entry fee for the casino have not hindered those who can afford it from visiting the casino. The preference will likely be as a result of the completeness and transitivity of the services

How has Modern Technology improved Emergency Response Capabilities Assignment

How has Modern Technology improved Emergency Response Capabilities - Assignment Example The software development is focused to develop methods to generate high resolution fused data studies to create three-dimensional product view among other features for correct forecasting to generate accurate weather alerts, which is just one of the various features of the software development (NWS, 2012). Future is full of new possibilities in the fields of technology for emergency communication in the time of disasters. Technology advancements also offer new challenges to apply new innovations in the current Department of Homeland Security (DHS) programs. The ongoing communications programs need to be revised for assimilating future additions of modern technology. Cyber Security & Communications (CS&C) has always played a leading part in the overall security of the nation’s 18 important infrastructure divisions under Homeland Security President Directive-7 (HSPD-7). CS&C is behind all the government communications programs related to priority services such as GETS, which is a White House initiated emergency telecommunications service, offering communications support to all government and non-government missions (DHS News, 2012). Emergency management in the context of interstate collaboration can better help in making a quick response to catastrophic disasters. Such an agreement named the Emergency Management Assistance Compact (EMAC) is based on mutual help in collaboration with other states, facilitating states to take collective action against natural and human disasters, mostly before the availability of federal disaster assistance. Emergency management can be well understood by discussing EMACs call to Hurricanes Katrina and Rita to attend to the critical requirement for evaluation of emergency management at the local level. A studious evaluation of news reports, government papers, and reports from related organizations needs to be conducted to reach at some conclusion on the extent and way of EMACs execution and its conduct at the time of response functions.

Enron-The Smartest Guys in the Room paper Essay Example for Free

Enron-The Smartest Guys in the Room paper Essay Answer the following questions based on the film Enron: The Smartest Guys in the Room (2005). 1. (a) Describe the ownership structure at Enron. (b) How did the ownership structure contribute to the Enron scandal? (15 points) When Enron became a publicly traded company, the employees and executives had more incentive to manipulate earnings and financials. With the shift in structure, there were more external stakeholders to satisfy, which caused the company to focus on short-term results, rather than long-term interests. The company went as far as to trade all sorts of things, including weather and broadband, in order to gain support from investors. Enron got a lot of that support. Investment banks put about $25 million each into the company. With high stakes and image on the line, Enron manipulated earnings to drive stock prices up through mark-to-market accounting to please its stakeholders. 2.(a) Describe the following three leaders: Ken Lay, Jeff Skilling, and Andy Fastow. (b) How did EACH leader contribute to the scandal? (20 points) Ken Lay was a very ambitious man. He was the son of a poor Baptist preacher. Because of Lay’s humble roots, Lay worked several jobs as a kid. He always dreamed about being a businessman one day and making huge wealth for himself. Lay believed he could have a better life with more wealth. He also believed in government deregulation. Lay had a PhD in economics. He aggressively pushed for deregulation of energy markets in Washington. His goal was to liberate businessmen from government’s hold. He took advantage of government letting energy prices float with the market, and started Enron Corporation through a few mergers. Jeffrey Skilling, former CEO of Enron, was said to be â€Å"incandescently brilliant† by many at Enron. In reality, he was a risky, danger-seeking gambler. Skilling had a Darwinian view and strongly beli eved in the idea of â€Å"survival of the fittest†. He implemented a group called the Performance Review Committee. The committee was involved in the â€Å"rank and yank† system, in which the bottom 15 percent of the company got fired each year. This ultimately led to numerous unethical actions and turning a blind eye to fraud because of employees’ determination for job  security. Skilling was a former nerd, and went on to change himself. He was very admired at Enron. When he got Lasik surgery, everyone else did too. Skilling was responsible for making energy into a tradable entity and for his advocacy of mark-to-market accounting, which was the main tool for Enron’s earnings manipulation. Fastow was a very greedy man. He served as CFO of Enron. He was responsible for running numerous companies that partnered with Enron. He mainly worked to cover up the financial fantasy land that Lay and Skilling had created. He was hired before age 30 by Skilling to join Enron. He always idolized Skilling and wanted to please him. He ended up hiding about $30 billion in debt through his companies. In addition, he skimmed off many of the deals he made, using Enron stocks as collateral. Fastow did not have a strong moral compass, and would play to the greed of the investment banks. He would offer investment banks accounts for their silence. One analyst, John Olsen, star ted to question the firm, and weeks later, was fired by the investment bank because Fastow paid off the bank with big Enron accounts. 3.(a) Describe the organizational culture at Enron. (b) How did the organizational culture contribute to the Enron scandal? (15 points) The culture at Enron was very cut-throat and filled with greed. Money drove the company and its employees. In fact, even the elevators had displays of the stock prices. The company was overtaken by hubris as well. Everyone was on the bandwagon—the accounting firm, investors, executives, and employees. The entire company thought it was changing the world. Everyone was blinded by arrogance, greed, and money. Enron was always portrayed as a super power in the market. It was said that is someone wanted to be part of the market, they had to go through Enron. In addition, many employees, including Skilling, were former nerds and had something to prove. There was a very macho culture at Enron. Skilling would organize dangerous, macho trips for employees and big clients. The stories from these adventures became legend. One man almost died from a flipp ed Jeep. Stories like that were legendary in the office. The culture ultimately led Enron to scandal because of the ideas it had put into people’s heads—that money drove everything and cash was king. 4.(a) Describe the performance management/reward system at Enron. (b) How did the performance   management/reward system contribute to the Enron scandal? (20 points) The reward systems were big. The executives and employees were all fans of the â€Å"pump and dump† system in which the employees drove the stock prices up, and would them sell the stocks off. The company was consumed by stock prices, as stocks were a large part of the compensation structure at Enron. Even the elevators had stock prices posted, so people could be reminded daily that there was more money to be made. The cash bonuses were extravagant too. In fact, a 25-year-old made a $5 million bonus. Executives were given multi million dollar bonuses. In addition, to prevent anyone from raising any flags, Enron played on the greed of the outside accounting firm, Arthur Anderson, as well as law firms. In fact, in 2001, Arthur Anderson got $1 million a week to keep things quiet and go along with everything. The la w firm was paid off handsomely as well. Analysts at investment banks would never really look into things because of greed as well. Because of all the bonuses, outsiders turned a blind eye, as did employees, which ultimately gave way to the scandal that ensued. 5.(a) Describe the regulatory/oversight weaknesses for Enron. (b) How did the regulatory/oversight weaknesses contribute to the Enron scandal? (15 points) Enron sought to take advantage of the low level of government regulation and the hyper capitalism created by the reigning consumer culture of the time. The company was run by a group of intelligent individuals who recognized they could take advantage of the government failure of low regulation. Early on while working for Enron, Lay founded many friends within Congress, including the friendship of George H.W. Bush and George W. Bush. The government helped in pork barrel legislation for the company, granting it even more power. In addition, Bush senior helped secure millions of subsidies for Enron and helped promote Ken Lay as ambassador of deregulation at large. In addition, even energy-specific regulators turned a blind eye. Pat Wood, chair of FERC, was recommended by Lay as chair, and would work with Enron in lack of government in tervention. Even the power plants in California were working with Enron at one point. Enron could call someone at a power plant and cause rolling blackouts in parts of California,  driving energy prices up. With support from the government and very low regulation and intervention, Enron had a clean path to scandal. 6.Describe three (3) specific ways, which are directly related to the above factors, that Enron-like scandals could be prevented in the future. (15 points) 1. Publically-traded companies should have a strong board of directors that oversees the company and does not have investment in the company. Greed drove Enron to do what it did, but a board of directors who has no stake in the company would be more objective and ethical in decision-making for the company. 2. There should be less compensation tied to stock performance, as that was a large incentive for fraud at Enron. People’s earnings were tied too closely to stock. 3. Analysts should be help more responsible for their actions. The investment banks they worked for got sued, but who’s to say the analysts who turned a blind eye ever got punished? They made the banks lots of money, so they probably kept their jobs and got a slap on the wrist. More consequence in the public eye would deter these actions in the future.