American Indian Movement History and Profile

American Indian Movement History and Profile The American Indian Movement (AIM) started in Minneapolis, Minn., in 1968 amid rising concerns about police brutality, racism, substandard housing and joblessness in Native communities, not to mention long-held concerns about treaties broken by the U.S. government. Founding members of the organization included George Mitchell, Dennis Banks, Eddie Benton Banai, and Clyde Bellecourt, who rallied the Native American community to discuss these concerns. Soon the AIM leadership found itself fighting for tribal sovereignty, restoration of Native lands, preservation of indigenous cultures, quality education and healthcare for Native peoples.​ â€Å"AIM is difficult to identify for some people,† the group states on its website. â€Å"It seems to stand for many things at once- the protection of treaty rights and the preservation of spirituality and culture. But what else? †¦At the 1971 AIM national conference, it was decided that translating policy to practice meant building organizations- schools and housing and employment services. In Minnesota, AIM’s birthplace, that is exactly what was done.† In its early days, AIM occupied abandoned property at a Minneapolis-area naval station to draw attention to the educational needs of Native youth. This led to the organization securing Indian education grants and establishing schools such as the Red School House and the Heart of the Earth Survival School that provided culturally relevant education to indigenous young people. AIM also led to the formation of spin-off groups such as Women of All Red Nations, created to address women’s rights, and the National Coalition on Racism in Sports and Media, created to address the use of Indian mascots by athletic teams. But AIM is most known for actions such as the Trail of Broken Treaties march, the occupations of Alcatraz and Wounded Knee and the Pine Ridge Shootout. Occupying Alcatraz Native American activists, including AIM members, made international headlines in 1969 when they occupied Alcatraz Island on Nov. 20 to demand justice for indigenous peoples. The occupation would last for more than 18 months, ending on June 11, 1971, when U.S. Marshals recovered it from the last 14 activists who remained there. A diverse group of American Indians- including college students, couples with children and Natives from both reservations and urban areas- participated in the occupation on the island where Native leaders from the Modoc and Hopi nations faced incarceration in the 1800s. Since that time, treatment of indigenous peoples had yet to improve because the federal government had consistently ignored treaties, according to the activists. By bringing attention to the injustices Native Americans suffered, the Alcatraz occupation led government officials to address their concerns. â€Å"Alcatraz was a big enough symbol that for the first time this century Indians were taken seriously,† the late historian Vine Deloria Jr. told Native Peoples Magazine in 1999. Trail of Broken Treaties March AIM members held a march in Washington D.C. and occupied the Bureau of Indian Affairs (BIA) in November 1972 to spotlight the concerns the American Indian community had about the federal government’s policies towards indigenous peoples. They presented a 20-point plan to President Richard Nixon about how the government could resolve their concerns, such as restoring treaties, allowing American Indian leaders to address Congress, restoring land to Native peoples, creating a new office of Federal Indian Relations and abolishing the BIA. The march thrust the American Indian Movement into the spotlight. Occupying Wounded Knee On February 27, 1973, AIM leader Russell Means, fellow activists, and Oglala Sioux members began an occupation of the town of Wounded Knee, S.D., to protest corruption in the tribal council, the U.S. government’s failure to honor treaties to Native peoples and strip mining on the reservation. The occupation lasted for 71 days. When the siege came to an end, two people had died and 12 had been injured. A Minnesota court dismissed charges against the activists who participated in the Wounded Knee occupation due to prosecutorial misconduct after an eight-month trial. Occupying Wounded Knee had symbolic overtones, as it was the site where U.S. soldiers killed an estimated 150 Lakota Sioux men, women, and children in 1890. In 1993 and 1998, AIM organized gatherings to commemorate the Wounded Knee occupation. Pine Ridge Shootout Revolutionary activity did not die down on the Pine Ridge Reservation after the Wounded Knee occupation. Oglala Sioux members continued to view its tribal leadership as corrupt and too willing to placate U.S. government agencies such as the BIA. Moreover, AIM members continued to have a strong presence on the reservation. In June 1975, AIM activists were implicated in the murders of two FBI agents. All were acquitted except for Leonard Peltier who was sentenced to life in prison. Since his conviction, there’s been a large public outcry that Peltier is innocent. He and activist Mumia Abu-Jamal are among the most high profile political prisoners in the U.S. Peltier’s case has been covered in documentaries, books, news articles and a music video by the band Rage Against the Machine. AIM Winds Down By the late 1970s, the American Indian Movement began to unravel due to internal conflicts, incarceration of leaders and efforts on the part of government agencies such as the FBI and CIA to infiltrate the group. The national leadership reportedly disbanded in 1978. Local chapters of the group remained active, however. AIM Today The American Indian Movement remains based in Minneapolis with several branches nationwide. The organization prides itself on fighting for the rights of Native peoples outlined in treaties and helping to preserve indigenous traditions and spiritual practices. The organization also has fought for the interests of aboriginal peoples in Canada, Latin America and worldwide. â€Å"At the heart of AIM is deep spirituality and a belief in the connectedness of all Indian people,† the group states on its website. AIM’s perseverance over the years has been trying. Attempts by the federal government to neutralize the group, transitions in leadership and infighting have taken a toll. But the organization states on its website: â€Å"No one, inside or outside the movement, has so far been able to destroy the will and strength of AIM’s solidarity. Men and women, adults and children are continuously urged to stay strong spiritually, and to always remember that the movement is greater than the accomplishments or faults of its leaders.†

What Was San Augustine Trying To Achieve In His Work, The City Of God

What Was San Augustine Trying To Achieve In His Work, The City Of God What Was San Augustine Trying To Achieve In His Work, The City Of God Why Was This Important To – Article Example What was San Augustine trying to achieve in his work, The of God? Why was this important to him? What arguments were made? What are the implications for any regime with a large Christian population?Name: Professor: Course: Date:What San Augustine wanted to achieve in the city of God? The main aim of san Augustine was to persuade the pagans. He saw that the inhabitants of the city had become so ungodly and wanted to show them that God was in control of the city. He was also trying to defend the Christians who lived in the city. The Christians used to receive much criticism from the pagans, which influenced St Augustine to rise for the sake of Christianity. He had the urge to encourage people to repent as Christ had shown them many favors, and they were not appreciating. He had a determination to prove Christianity right as the pagans were blaspheming accusing Christians of the attack by Goths in the reign of Alaric (Augustine, & Dyson, 1998).Importance of, the city of God to San Augus tine The city of God was important to St Augustine, as it did not show any discrimination to any individual or race. Even murders went to inhabit in the city whereas they could not stay in their cities. The city was a blessed nation according to St Augustine, which made him treasure the city (Augustine, & Dyson, 1998). Arguments made He argued that even the Romans who the barbarians spared due to respect for Christ also become enemies of Christ. There was increased pride and insult from the pagans who insulted Christians and through they were safe in the name of Christ from their enemies (Augustine, & Dyson, 1998).Implications of large Christian population in a regime Regimes with large number of Christians pose many advantages as well as challenges. First, there is peace in these areas. In addition, respect for humanity is key to Christians hence respect among the inhabitants is high. A regime with a large number of Christians faces a lot of criticism hence enmity by other religio ns (Augustine, & Dyson, 1998).ReferencesAugustine, & Dyson, R. W. (1998). The city of God against the pagans. New York: Cambridge University Press.

IFRS Essay Example | Topics and Well Written Essays - 250 words

IFRS - Essay Example U.S. GAAP consist the accounting standards whose history date back since 1930s. The standards were put in place by the American Institute of Accountants following the stock market crash in 1929. Between 1938 and 1939, U.S. GAAP was established under the pressure of the chief accountant of Securities and Exchange Commission (SEC). The chief accountant required AIA to provide substantial standards to be observed when performing accounting practices. A special committee was formed thereby recommending several accounting and reporting standards as well as introduced the concept of â€Å"financial statements.† This paper summarizes the difference between IFRS and US GAAP as well as gives you an understanding of what these two set of standards are. 1. Under US GAAP Inventory is carried at the lower of cost or market, where market is current replacement cost. LIFO permitted. Under IFRS Inventory is carried at a lower of cost or realized value. Realizable value is the best estimate of the amount expected to be realized considering the business purpose. LIFO is prohibited 2. Under US GAAP Inventory write downs are write down to lower of cost or market creates a new cost basis. Reversal of previously written down amounts are prohibited. Under IFRS previously written down amounts can be reversed up to the original impairment loss if the reason for impairment no longer exists. 3. When determining a method for long lived asset impairment under US GAAP you must use the two step approach. Must perform the recovery test and if not met you must then perform the impairment test. Under IFRS you can use a one-step approach. 4. Under financial documents, US GAAP required financial statements to incorporate a balance sheet, income and cash flow statements, changes in equity and footnotes. Also, US GAAP required that current and non-current assets be separated while interests are incorporated in liabilities on a separate entry

The Extent To Which Creating Value To Customers And To The Firm Are An Essay

The Extent To Which Creating Value To Customers And To The Firm Are An Intrinsic Part Of Marketing Today - Essay Example The actors can create value and make offers for potential values. In some occasions, both service providers and customers play significant roles in value creation process. This brings the issue of clients being the value co-creator. Gronroos (2011, p.1) points out that the customer is always a co-producer of value as far as creation of customer value is concerned. Understanding value creation and co-creation value are essential because it enables individuals to meet their stated goals successfully. Value creation deals with value-in-use, which is produced by clients. The process that contributes to value-in-use for customers is essential in producing value for clients. The value-in-use covers all the activities performed by the company and customers in business process. Moreover, the both customers and firms play significant roles in value creation process. Customers are the user of the products; thus, they create value for themselves through integrating organization resources with o ther crucial available resources in a self-services process (Gronroos 2011, p.9). Contrary, the firm play the role of resource provision to customers; thus in the process they create value to customers. The resources integrated and utilized by customers or firms must be created by someone. Self-evident manufacturing is one of the essential roles of firms that they play in the process of value creation of customers. Designing, development, manufacturing and delivering of resources are all the necessary process for creating value in-use (see figure 1 below). This means that they facilitate value creation of customers; thus contributing to successful business... The report stresses that marketing management philosophies are the key, critical tasks of creating effective customer and organization value; thus improving business performance. There are numerous ways through which organizations conduct their marketing activities. These include production, promotion, distribution and pricing concepts, which are combined as the marketing mix. The societal marketing is one of the marketing management philosophies that aim to improve the wellbeing of the society. This is through focusing on consumer value creation and satisfaction of their needs. This paper concluded that understanding value creation is essential, and marketers should understand it in the new sense of satisfying the needs of customers rather than making sales in marketing practices. Therefore, companies nowadays strive to maintain and attract new customers through creating customer value. The employ varied marketing strategies, which include marketing promotion, product differentiation and pricing strategies in achieving effective business performance. They empathize on the significant of marketing management philosophies that will enable them to maintain and improve customer of organization values. Lastly, marketers incorporate technologies in the business process such use of Internet and social networking sites in order to achieve competitive advantage. However, poor incorporation associate with inadequate technical skills impact significantly customer and organization value in the marketing practices.

Sports Tour Business Research Paper Example | Topics and Well Written Essays - 3250 words

Sports Tour Business - Research Paper Example The skiing business is highly seasonal in nature. The actual ski season lasts from mid-December through to April if it is short. It lasts from the weekend before Christmas day to the end of March. In terms of pricing various factors are put into consideration such as: - This is the period between September and January. January is the back to school period, which ushers the start of the peak ski holiday booking period. September is the start of operator's main marketing programs. This is between February and April. Many operators discount to fill the later shoulder season dates of March and into April. Easter falling in April helps to extend the ski season, while Easter falling in March tends to shorten the ski season although Easter dates in March will tend to sell better because of the perception of better show in March than in April. This is the period between May and August. It sees a trickle of bookings with operators offering special deals and bookings in centers to get as many early bookings as possible. This period will also be used to focus on the supply side of business as well as finalizing marketing campaigns. However, this is not an ideal situation in terms of operations and finance and to supplement revenues in the otherwise quieter summer season. (d) Late Booking Phenomenon This is booking made three weeks or less in advance of the departure date. The internet has been the driver of this through the advent of a multitude of late booking sites, as well as snow report sites that publish real time snapshots of ski slopes through web cams and up to the minute reports on snow conditions. In determining the revenue to be generated from skiing, the following assumptions are made: - There is always an increment of 5% in the price of ski package holiday over the next three years. The current price being 677. The growth in the number of ski package holidays in the next three years (other factors held constant) is 3%. The current number being 3,500. Source: industry analysis Therefore: 2007 2008 2009 Price 677 711 746 Growth 5% Number of Packages 3,400 3,502 3,607 Growth 3% Revenue 2,301,800 2,489,922 2,690,867 Cash Flow Payment delay is typically 30 days to suppliers (airlines and accommodation agencies). Ski tour operators take a booking deposit of approximately 35 - 150 per person. The remainder is payable in full prior to departure/commencement of the holiday which is ideally10 weeks before departure but in practice holiday balance can be chased up until the ticketing period, which generally three to four weeks before the departure date. Late bookers can also be subject to cover the administrative expenses of getting tickets to the airport for collection by the customer the day of departure Management and cash implications The figures show a growth in price and demand of 5% and 3% respectively. To maintain this price and demand growth, management has to undertake certain issues such as: - Provide online bookings - This will smoothen booking exercises for customers who are busy Low cost airlines serving ski

LOreal company Project analysis

LOreal company Project analysis Many cosmetic brands are popping up recently, perhaps, due  to  the increasing consumers of products that beautify and enhance the physical appearance of a person. Even though the market is already full of the said cosmetic brands, the company LOreal Groups could still  be considered as the leading supplier cosmetics and hair-color. (LOreal Introduction profile) Company Profile   Before the facial cosmetics, LOreal was known as a hair-color formula developed by French chemist Eugene Schueller in 1907. It was then known as Aureole. Schueller formulated and manufactured his own products which were sold to Parisian hairdressers. It was only in 1909 that Schueller registered his company as Societe Francaise de Teintures Inoffensives pour Cheveus, the future LOreal. Scheuller began exporting his products, which was then limited to hair-coloring products. There were 3 chemists employed in 1920. In 1950, the research teams increased to 100 and reached 1,000 by 1984. Today, research teams are numbered to 2,000 and are still expected to increase in the near future. Through agents and consignments, Scheuller further distributed his products in the United States of America, South America, Russia and the Far East. The LOreal Group is present worldwide through its subsidiaries and agents. LOreal started to expand its products from hair-color to other cleansing and bea uty products. The LOreal Group today markets over 500 brands and more than 2,000 products in the various sectors of the beauty business. Such includes hair colors, permanents, styling aids, body and skincare, cleansers and fragrances. Indeed, the LOreal Group has reached the peak that all cosmetic brands sought after. Many factors contribute to the success of the Company. These will be discussed further in the proceeding parts of this study. (LOreal Introduction profile) http://photos7.flickr.com/8100492_df5327a9c4_m.jpg Since October, the most famous general public cosmetics brand, LOreal Paris, launched its products for men named: Men Expert. LOreal group already sold a range of cosmetics products for men with Biotherm or Lancà ´me brand for example, but it was the first time it launched these products with LOreal brand. With seven different products, LOreal Paris wants to touch all targets: Young men with their skins problems, adults men with their first tiredness signs but also matures men with their first wrinkles. LOreal Paris suggests as well specifics products for men such as shaving products or after-shave lotions. The prices of this range are between 2, 80 and 9, 95 à ¢Ã¢â‚¬Å¡Ã‚ ¬. They are reasonable because these products are marketed for general public. (LOreal Introduction profile) Global branding LOreal is a good illustration of how global branding can be used to generate new growth opportunities without in any way reducing responsiveness to local needs. LOreal has a portfolio of popular brands that embody their country of origin. The French company believes that two beauty cultures dominate the French and the American. The two flagship brands, LOreal and Maybelline, have distinct positions. LOreal is positioned as a French product, with supreme elegance, high prices and sophisticated packaging. Maybelline on the other hand, represents an American value for money product which is perceived as street smart and attempts to convey the urban American chic.Owen Jones feels that creativity in a large organization such as LOreal can be stimulated through competing brands2: It sets one research centre against another research centre, one marketing group against another marketing group. They fight among themselves and in so doing, we hope, also beat the competition. In line with this philosophy3, LOreal has set up two creative headquarters, one in Paris and the other in New York. Owen Jones explains: (LOreal policy) We set up a counter power in New York with people that have a totally different mindset, background and creativity. The two hubs undertake collaborative research efforts but are competitors when it comes to marketing. LOreals American brand, Redken, competes with Preference, the companys brand in France. Owen Jones feels that healthy competition will motivate the French and American companies to perform even better. (LOreal policy) Table I LOreal: Summarized Profit and Loss Account (Figures in $ Million) 1999 1998 1997 Sales 10,825 13,417 11,522 Gross Profit 3,733 4,864 4,298 Net Income 702 839 664 Net Profit Margin (Percent) 6.5 6.3 5.8 LOreals global marketing efforts have been spearheaded by Owen Jones himself. Press reports describe his habit of moving around on the streets in overseas markets, trying to understand customer needs. Owen Jones says*: We have this great strategy back in the head office of how we are going to do it worldwide. But when you go out and look at what is happening, is there a big gap between your projections and the reality of what you see and hear? It is so important to have a world vision because otherwise decentralized consumer goods companies with many brands can fracture into as many little parts if somebody isnt pulling it back the other way the whole time with a central vision. (LOreal policy) Table II LOreal: Geographic Segment Information (Sales for 1999) $ Million Percentage of Total Western Europe 5,995 56 North America 2,972 27 Other regions 1,837 17 Total 10,804 100 Having already established itself in Europe and the US, LOreal is now seriously looking at emerging markets. Its acquisition of Soft Sheen is expected to help LOreal to penetrate the African markets. L Oreal has been rapidly expanding in India since it set up shop in 1997. It is already the market leader in Mexico. LOreals experience in China reflects some of the challenges it faces in emerging markets. The companys move to use the glamorous Chinese movie star, Gong Li to sponsor its products has not paid off. Looking back, some analysts feel that LOreal should have preferred a sponsor with the girl next door looks as ordinary customers could not relate to Gong Li. When the movie stars contract came up for renewal, L Oreal decided to involve other sponsors in place of the earlier exclusive arrangement. One important market where LOreal continues to be weak is Japan, the second largest cosmetics market in the world with annual sales of about $ 25 billion. Among the problems which the company faces in Japan are the countrys complex distribution network and strict health and safety regulations. LOreal recently regained control of Maybelline from local cosmetics maker Kose which had purchased the rights prior to LOreals takeover. Notwithstanding these problems in Japan, LOreal seems well placed to continue its global thrust. The French company has seen double digit growth for the last 10 years. As Business Week has reported, LOreal has developed a winning formula: a growing portfolio of international brands that has transformed the French company into the United Nations of beauty. (LOreal policy) LOreal: The Global Presence Marketing Strategies Customer Satisfaction (Product; Price) The LOreal Group is known for their continuous innovation in order to improve the quality of their products and the services they have to offer to their consumers. Part of their strategic plan is to cater to the best interest of their costumers, in other words, costumer satisfaction. Through giving a wide variety of products, consumers have a whole gamut of products and services that they can choose from and which best serves their preference. The range of their prices caters to the demands of women, from the younger ones to the aging, from the affluent to those with lower budget for cosmetic products. Through constant research and passion for innovation, the LOreal Group best caters to the demands of women of different cultures. The Company also sees to it that they know the latest trend, or better yet, set the trend in the market as to attract more consumers. (Padambanam, 2010) Control of the Company A very vital aspect in the success of a company is how their leaders handle and run the business. In fact, the LOreal Group is very particular in the governance of the Company. The Board directors and the Board members are well aware of all of their duties required by their respective functions and of their collective mission, for it is in their hands that the Companys future depends on. The Board members are also obliged to act with due care and attention to their duties in order to carry out their responsibilities. (Padambanam, 2010) Worldwide Marketing (Place of Distribution; Promotion) Part of the LOreal Groups strategic plan is the marketing of their products worldwide. From the bloom of LOreal during its primary stage, the Company already catered to the demands of women worldwide. In line with this, they are also well aware of the diversities of women around the world. Part of this strategy is to formulate products that suit other women from other parts of the world. Through research and development of their products, the LOreal group has already covered most parts of the globe and still got high approval ratings from their clients. Just recently, the LOreal Groups received the Diversity Best Practices 2004 Global Leadership Award for embracing diversity, not only in their employees, but also in their consumers (Anonymous, 2004). The Companys taking consideration of women of color is especially appreciated by its consumers for they are also being given the chance to enhance their features and embrace their diversity without having to conform with the traditional concept of beauty, particularly that of the white Caucasian women. The LOreal Group also has employees who are considered minorities, such as the women and people of color. Valuing of the peoples culture and ideas is important to the LOreal Group, in order to best serve the interest of the consumers, the employees and the Company. (Padambanam, 2010) D. Impeccable Advertising (Promotion)   During the early days of advertising, LOreal commissioned promotional posters from various graphic artists to publicize the Companys products. The 1950s brought about a new advertising medium, particularly the movies. LOreal made its on-screen debut during this period and in 1953 won an award advertising Oscar, the first in a long series of awards. Today, LOreal takes on actresses or different personalities of all ages that best exudes the vision of the Company. Famous personalities enable average individuals to relate to their personal lives, that they can look as good, and so ensures higher sales. (Padambanam, 2010) Example Marketing in India In business, as in life, its important to be in the right place at the right time and thats clearly been the aim of French cosmetics giant LOreal in India. LOreal Paris, Lancome and Garnier tried and tested a variety of innovation and marketing strategies that appear to have paid off. Today, LOreal reportedly has 41.5 per cent share of the market in India for hair conditioner, around 20 per cent for hair coloring products, and 6.5 per cent and 4.6 per cent for the skincare and shampoo markets respectively. Meanwhile, it is the countrys leading player in the salon products sector. Different strategies of marketing of products in India:- (Padambanam, 2010) Going Local Garnier mens product For its consumer products brands Garnier and LOreal Paris, adapting to local culture and preferences has been critical. Increasingly our blockbusters have been India innovation-led products, .Garnier redesigned its Excellence hair-coloring product that involved more manual work to mix the dye. But at a quarter of the international retailing price, it meant new consumers were more willing to buy the product. Other successes include an oil-based shampoo, Garnier Fructis Shampoo + Oil, to match the frequent use of hair oil, as well as products for previously-dormant segments such as anti-wrinkle creams and mens skincare Growing the customer base In the emerging markets, product penetration is low, providing generous room for growth.  Theres a huge growth and a desire to consume even within segments that have a lot of usage like shampoos, there is a desire to upgrade to performing products. In India there is a heterogeneous market and each one has its own preferences. On all fronts, the growth is very high. Consumer goods are also showing healthy growth rates of about 15 percent. (Padambanam, 2010) Segmenting markets   Luxury products may be selling in Indias cosmopolitan cities like Delhi, Mumbai and Bangalore, but their small customer base also makes them highly competitive markets, whether for cosmetics, fragrances or accessories. . Additionally, there is a very large opportunity in the middle market where consumers want to consume but not at very high price points, a challenge for international players like LOreal that face brutal competition from successful local brands like Marico and Dabur India and consumer goods giant Hindustan Unilever. (Padambanam, 2010) ANSWER 2 LOreal Policy LOreal is required to have an understanding of its different cultural distinctions: à ¢Ã¢â€š ¬Ã‚ ¢ Reflect consumers diversity of origins within teams at every level In terms of nationality, ethnic or social origin, age, while maintaining standards of excellence in terms of competencies. à ¢Ã¢â€š ¬Ã‚ ¢ Promote gender equity within teams Promote the access of women to positions of responsibility, facilitate gender equity in functions that are currently over-staffed by men or women (Marketing, Industry), and ensure equal treatment in terms of salary. à ¢Ã¢â€š ¬Ã‚ ¢ Encourage the employment people with disabilities. à ¢Ã¢â€š ¬Ã‚ ¢ Valorize work experience in anticipation of a longer work life. à ¢Ã¢â€š ¬Ã‚ ¢ Develop an inclusive managerial culture, respectful of all. Diversities Matrix LOreal based its approach on a Diversities Matrix, composed of 6 priority dimensions and 7 action levers: (Padambanam, 2010) http://www.loreal.com/_en/_ww/html/company/Img/diversity/matrice.jpg Translating Commercial Websites: LOreal has links to numerous country specific website Again a very good example of global marketing strategy.The Web is not only a new channel for information exchange but also a powerful instrument for businesses to reach potential customers. With well-maintained multilingual websites, a company can not only project its image across borders but also sell goods online without the material presence of a shop front (Malaval, 2001 p.204). Commercial websites are seen as a necessary marketing move to reach out to visible and invisible customers in a real as well as avirtual world. The following discussion of commercial website translation takes into account the interaction and interdependence of three elements, namely the Web, translation and advertising. On at least two counts the translation of commercial websites coincides with advertising translation. First and foremost, advertising and websites are in essence mass communication devices in modern society. Therefore it is crucial to take into account elements of advertising translation i n order to investigate website translation. (LOreal Introduction profile) C:UsersKanikaAppDataLocalMicrosoftWindowsTemporary Internet FilesContent.WordNew Picture.png The figures above are the homepages of LOrà ©al websites in English and Chinese languages. These images suggest that there are at least two templates for websites, with figure 1-1 and 1-3 sharing the same layout and the other two another. The figures of different LOrà ©al websites offer certain guidance for the discussion. First of all, the verbal elements are undoubtedly an important aspect in the investigation of translational activity. Nonetheless, the layout and other non-verbal elements altogether provide insight into whether or not images/meanings are translated. In figures 1-1 to 1-4 for instance, the spokesperson and color scheme are very obvious differences. In the global website, the spokesperson in the homepage is a scientist who won a competition sponsored by the company. Clearly the image involved here aims to promote a recent campaign and is thus placed in the eye-catching place, indicating the companys intention to create a positive and involved corporate image. Yet it is important to be aware that this is a temporary promotional event and the image can be replaced anytime after the promotional period. The images of the spokesperson in the Taiwan and Hong Kong websites are the same, featuring an actress based in Hong Kong. The spokesperson in the simplified Chinese website, however, is yet another Chinese actress with whom the local audiences are more familiar. Aside from the image appearing on the homepage, the logo of the company is placed differently in the two templates. The template of the global website presents the logo at the upper-left corner, whereas the Hong Kong website template has the logo occupying nearly one-third of the webpage. (LEE, 2009) Conclusion: In business, as in life, its important to be in the right place at the right time and thats clearly been the aim of French cosmetics giant LOreal in India For nearly two decades, the owner of brands like Maybelline, LOreal Paris, Lancome and Garnier tried and tested a variety of innovation and marketing strategies that appear to have paid off. Today, LOreal reportedly has 41.5 per cent share of the market in India for hair conditioner, around 20 per cent for hair colouring products, and 6.5 per cent and 4.6 percent for the skincare and shampoo markets respectively. Meanwhile, it is the countries Innovating for a local market, both with product and pricing, as well as an aggressive marketing strategy, have proved particularly effective, says Dinesh Dayal (MBA 84J), LOreal Indias chief operating officer. Its really a mixture of intuition, hard market research and the power of our global RD which yielded the right kind of innovation.

Marijuana Legalized: How It Can Positively Effect Our Society Essay

The dispute over the legalization of cannabis sativa, more commonly known as marijuana, is one of the most controversial issues ever to take place in the United States. Its use as a medicine has existed for thousands of years in many countries across the globe. Legalization should be considered despite efforts made by groups who say marijuana is a harmful drug that will increase crime rates and lead users to other more dangerous substances. The legalization of marijuana can improve our society by helping with our economy, freeing legal resources, and benefiting the overall health of the nation though medical uses. Helping the Economy Our economy in America is hurting right now. We need something to help boost it and bring our country out of debt. Taxation on legalized marijuana could help aid in this goal. Assuming the taxes are comparable to tobacco, a $40 billion marijuana market would yield about $16-20 billion in taxes (Nelson, 2010, para. 24). There are worries that the black market will undercut the legitimate sales of marijuana, which might be very true, the same thing has happened with tobacco. Having the security of knowing where the marijuana is coming from and that it was grown without harmful chemicals, altered by a third party, and knowing it is a quality product is a deterrent to black market purchases. Marijuana would also still be illegal to purchase from the black market. If marijuana were legalized it would open up a whole new commerce in industrial hemp farming and the products that are made from it. The products that can be made from hemp number over 25,000 (Hemp Facts, 1997). A few of those products include paper, clothing, rope, fuel, and building materials. Hemp can be cultivated once or in som... ...chool to buy marijuana that it is alcohol because alcohol is controlled and age restricted. Since 2001 marijuana use in high school students has gone down (Marijuana - InfoFacts – NIDA, 2010). If marijuana is controlled the same way I believe that its use will only reduce further. People should make their own decision if they want to smoke marijuana. They deserve the right to exercise their own freedom of choice when considering using marijuana. It should be taxed and regulated to help our country’s economy and it will open up a whole new industry for hemp products. Legalization will help free up money and resources to focus on more serious crimes. Its medicinal properties help people with various types of illnesses and pain from injuries. Further research and studies will only open up more uses for cannabis. Its benefits far outweigh its negative effects.

General Mills Motivational Profile

General Mills has been making food products for 150 years and is the 6th largest food producer in the world. Consumers recognize General Mills as the makers of Gold Medal flour, Cheerios cereal, and Betty Crocker cake mixes. But General Mills also produces Progresso soups and even the organic lines, Muir Glen and Cascadian Farms. Internationally, General Mills provides other products to 130 countries. Employees recognize General Mills as a positive place to work because of the company’s commitment to a strong ethic of service, achievement, and integrity. General Mills encourages its employees to volunteer and gives five percent of every pre-tax dollar to charitable organizations. While taking care of communities, General Mills also takes care of its employees with benefits ranging from corporate childcare to a generous vacation package and flexible hours. Because employees feel valued and inspired, General Mills enjoys a very low rate of employee turnover. For more than 100 years, General Mills has been dedicated to enriching people’s lives. General Mills stands by its commitment to championship brands, championship people, championship innovation, and championship performance. The company develops superior products designed to make consumers’ lives â€Å"easier, healthier, and more fun,† (General Mills, Values, n. d. ) General Mills endorses a philosophy of community action, corporate social responsibility, and integrity. Since 2000, the company has donated five percent of its pre-tax profits to charitable organizations. In 2009, General Mills gave more than $90. million dollars to support education, food banks, and overseas development. For example, through General Mill’s ‘African Women and Children’s Hunger Project, experts share food growing technologies with villagers in Africa. 15,000 villagers now have access to grain processing equipment and 20,000 villagers have improved access to water for crop irrigation. General Mills’ culture of philanthropy extends to its employees. Over 82% of the company’s volunteers report volunteering to their organization of choice or one supported by General Mills. Additionally, General Mills encourages charitable contributions by matching employees’ donations, dollar for dollar, to nonprofit groups. They have given millions of dollars to support education, food banks, and the arts. In 2009, Forbes magazine ranked General Mills as the 4th most respected company in the United States and the 11th most respected company in the world. General Mills uses innovative strategies worldwide to reduce its environmental footprint, starting with its product packaging. The paperboard used for General Mills’ cereal is made from 100 % recycled paper, and has been for decades. The company is working toward reducing energy use by 15% and greenhouse emissions by 20% in the next year. General Mills has also set tough goals for creating healthier food products. Almost every product line is undergoing research and redevelopment to produce products that include more whole grains and less salt and sugar. General Mills believes in conducting business with integrity. The code of conduct report outlines the company’s belief in maintaining the highest standards of quality in relationships, products, and conduct. The report states that the company will treat people fairly, keep its promises, and maintain the trust of consumers and investors. General Mills requires employee adherence to careful management of finances and assets, compliance with all local, national, and international laws, and the avoidance of conflicts of interest. General Mills has 30,000 employees worldwide and is the 6th largest food company in the world. With operations in over thirty countries, General Mills values a diverse workforce and has a strict no-discrimination policy. The company seeks talented, bright employees from many backgrounds. Additionally, General Mills places value on creating community partnerships throughout the world. Through respectful communication and an appreciation for different customs and cultural practices, the company has forged positive business and community relationships worldwide. General Mills is publicly held and includes a board, stockholders, and managers. The Chief Executive Officer and Chairman of the Board, Kendall J. Powell joined the company in 1979 as a marketing assistant. Over the years, he took on increasingly responsible positions and is an example of the company’s commitment to developing its employees. Additional employees come from a variety of backgrounds, including marketing, health and nutrition, finance, production, research, and communications. General Mills ranked 155 on the Fortune 500 list of the best companies to work for and holds position 90 on Fortunes 1000 best companies to work for in 2010. This is up nine positions from 2009. The average annual pay in the most common professional job is approx $46,200. Not only is General Mills recognized by respected financial reporting businesses such as Fortune, but is highly regarded as a great place to work by its employees. One fact that supports the idea that General Mills is a great place to work is the company is named on Fortunes â€Å"Top Company: Low Turnover† list that includes companies with a 3% voluntary leave during the past 12-month period. With such a low turnover rate, the first question that comes to mind is â€Å"What makes this company so great? † One important factor may be that the company has several attractive family-friendly benefits. Recently the infant-care center at headquarters was expanded by 43 percent, and the company subsidizes 25 percent of infant care costs. This fact alone would certainly make this company an attractive choice to many family oriented workers. General Mills employs approximately 17,000 workers in the United States. General Mills reports that â€Å"employees who lead healthy, fulfilling lives are more likely to make a strong contribution in the work place. † There are a multitude of factors that support this believe and contribute to the low turnover rate recognized and reported in Fortune. Some of the supporting factors include: generous vacation time, paid holiday, and summer hour benefits. For example, from Memorial Day to Labor Day, headquarter employees are offered an option to work longer days Monday through Thursday and work a half day on Friday. Flexible work schedules and telecommuting when business conditions allow are available. The company also offers paid leave for new fathers and parents who are adopting children. General Mills has received many corporate recognition awards. A few notable recognitions include: Fortune’s â€Å"America’s Most Admired Companies† and â€Å"100 Best Companies to Work for. † General Mills has also received recognition by Working Mother magazine as â€Å"Best Companies for Woman of Color,† Business Week â€Å"America’s Top Givers† and Business Ethics â€Å"100 Best Corporate Citizens. † Another important note is General Mill’s commitment to diversity may also play a major role in retaining employees for a longer period. General Mills published that they see diversity as a strategy rather than a policy. The company believes that his strategy gives them a global advantage as well as a competitive advantage when drafting and marketing products. Their commitment to this strategy is supported by the fact that they aggressively seek minority suppliers to provide the services that make their products possible. As part of this focus, they set minority business entrepreneur purchasing goals. They also develop relationships with national minority organizations and build employee support and development. With this in mind, I think it is clear that this company strives to stay focused on people. They understand reinforcing values that are important to people through happy employees, good brands, innovation and performance, will result in long term commitments from their employees and long term profits from their customers. On May 16, 2007, before the Joint Economic Committee, Scott A. Weisberg, Vice President, Compensation, Benefits, and Staffing for General Mills Incorporated stated, â€Å"we strive to be a â€Å"cradle-to-grave† employer, which means we hire many of our employees at the entry level and hope they spend their entire career with General Mills. We believe this continuity translates into performance and a competitive advantage in the marketplace. Our benefits package reflects this core philosophy – our benefits are imbued with incentives to encourage people to stay. Our defined benefit pension program is one of our principal vehicles to reinforce employee retention. † This is the philosophy that drives General Mills motivational strategies, which have resulted in an employee retention rate doubled that of their competitors. Their recruiting approach is to attract top candidates with the intention of keeping them for their entire working tenure to draw on their expertise as they evolve into mentors (Ziegler, 2009). General Mills acknowledges the success of the company is strongly connected to their employees. For these reasons, General Mills is one of the top companies to work for. When employees leave, especially long time employees, a significant loss of knowledge and experience leaves with them. The cost to search for and train new people is substantial. According to Kelly Baker, vice president of Corporate Diversity for General Mills, â€Å"to attract and retain and keep those people very, very focused and productive we need to offer a place where they want to be (WCCO, 2008). † General Mills achieves this by offering some of the most comprehensive benefit and incentive programs in the country. According to one employee, it was the benefits and incentives that attracted them to the company and has definitely keep them there (WCCO, 2008). Another employee commented about being more productive because of the on-site conveniences and concierge service (WCCO, 2008). The benefits and incentives offered by General Mills create a workplace that motivates employees intrinsically and extrinsically. These benefits and incentives are designed to help employees achieve a balance between work and home life. The motivational techniques applied by General Mills gives the company the ability to create a flexible, inclusive, and challenging workplace, which in turn drives productivity and innovation. If General Mills has one area in which they can improve, it would be how long employees have to wait for promotions. Low voluntary turnover is a double edged sword. The benefit of retaining employees is the knowledge base, work experience, reduced recruiting and training costs. The consequence is promotions are harder to come by because employees stay in the workforce longer. The risk to General Mills, they may see more voluntary turnover as younger workers decide to move on to companies in which the chance for promotion is more attainable. One approach General Mills could take is asking employees if there is a particular area of the company they are interested in learning. For example, a person in human resources may be interested in learning about strategic planning. The human resources employee is matched to a mentor in the strategic planning department and begins training. Now the human resources employee has the opportunity to promote in either department. As General Mills continues to grow and expand internationally, their strong vision of community partnerships and service will help them adapt to economic and cultural changes. General Mills will continue to provide high quality foods to consumers while fostering a work environment that elicits high performance from every employee.ReferencesGeneral Mills Corporate Website (2010) Careers. Why work at General Mills. A great place to work. Retrieved May 4, 2010, from http://www.generalmills.com/corporate/careers/basic_benefits.aspx General Mills (n.d.) General Mills Social Responsibility. Retrieved May 7, 2010 from http://www.generalmills.com/corporate/commitment/2010_CSR.pdf WCCO. (2008, May 29). Go inside 1 of the best places to work. Retrieved from http://wcco.com/business/best.work.places.2.736220.html Weisberg, S. (2007, May 16). Testimony to the joint economic committee. The economic impact of elder care. The employer perspective. Retrieved from http://jec.senate.gov/archive/Hearings/05.16.07%20Elder%20Care/Testimony%20-%20Weisberg.pdf Ziegler, S. (2009, May 21). General Mills is a place employees come to say. Star Tribune. Retrieved from http://www.startribune.com/business/44610022.html

Body Shop PLC Unilever PLC Essays

Body Shop PLC Unilever PLC Essays Body Shop PLC Unilever PLC Paper Body Shop PLC Unilever PLC Paper The Body Shop and Unilever are unmistakably one of the leading international companies providing a wide range of products including but not limited to beauty products or what is commonly known as cosmetic products. And while beauty products are becoming increasingly popular, owing to frequent media exposure the public has contested the use of animal testing in the manufacturing of such products. ‘Animal testing’ in its’ simplest sense, means that animals are being used for the testing of a product during its development. This is usually done in improving products already in the market, though it also applies in the formulation of newer market products. Unavoidably, the animals being used are harmed in the process and deaths of these animals are an accepted reality (Animal testing, 2007). The Body Shop advocates one of it’s’ core values to be against animal testing- that is, the organization believes that carrying out these tests on animals is immoral and not necessary and should also be prohibited (Our Values: Against Animal Testing, 2007). However, in the similar website it was stated that campaigns against animal testing have been done since 1998 until the year 2002 but these bans were postponed due to the fact that alternative testing procedures are not properly identified as meeting the standards of the Organization for Economic Cooperation and Development (OECD). In response to this, The Body Shop finds such as ‘totally unacceptable’ along with their partners in animal protection groups. Their official website did not however, discuss extensively about their alternative tests; they have only stated that the company is able to choose from over 8,000 ingredients which should be able to create their products. According to them the materials have already been used in many safe applications and a lot of the ingredients could be found in native preparations used for generations. These ingredients however, were not sufficiently mentioned or explained and as such there could be no basis in determining whether the ingredients could be really alternatives to animal testing or are just derivatives from animals and the like. In terms of adopted measures to combat animal testing wherein there was insufficient discussion on their alternative testing methods, it was only said that in developing their products they use irritection, a substitute for the rabbit eye test and they also employ human volunteers for skin patch tests. Contrary to The Body Shop, Unilever which is also a leading home-product and cosmetic firm states in its official website the eventual need for testing on animals (Unilevers policy on animal testing, 2007). Generally, they explain that in cases where no other means may be possible to test or ensure the safety of their products (for instance, there are regulatory bodies which demand for testing of finished products, in some countries this may actually be the law), only then will animal testing be used. In the midst of such dilemmas, Unilever similarly seeks alternative ways for animal testing or reduction of it. In their website, it was mentioned that the company has been active in finding alternative approaches to animal testing by spearheading a program. The company claims that they have been very effective at reducing the quantity of animal testing done although by how much percent has the company been really effective we do not know. Researches were also conducted though it is not directly stated whether regarding these researches are about animal testing itself and more than 50 papers are said to have been published in the course of the last five years in a peer-reviewed scientific literature. Mention of this peer-reviewed scientific literature however (perhaps a journal), was absent. There also appears to be no such peer-reviewed literature that is in their website’s library. So the issue on animal testing has already been presented from the official websites of these two companies themselves. Inasmuch that both are sympathetic to the cause of protecting animal rights, it appears that both are lacking solid evidences in their efforts against the use of animal testing. It is however, substantial to study this issue from other perspectives as well so as not to be biased. Other sources reveal that The Body Shop is not in fact practicing what it is promoting (Beyond McDonalds: Whats wrong with the Body Shop a criticism of green consumerism -). In relation to our case, this website states that the company is in fact using preservatives, synthetic colors, fragrances and nonrenewable petrochemicals. Most of their products are said to be using only little botanical-based ingredients. The source also reveals that the company routinely treats some products by exposing them to ultraviolet radiation in order to kill bacteria. The radiation used in the process however, is from uranium which is non-renewable and can not be disposed of safely. Furthermore, the source states that ingredients used in the company’s products have also been tested on animals by other companies. This source also states that they admit ingredients which have been tested on animals before 1991 or ingredients which have been tested since 1991 for purposes other than cosmetics. Gelatin or crushed bone, which comes from animals, was also apparently found in some Body Shop products. In addition according to another website, animal testing may be stopped if companies would only use ingredients which have already been admitted as safe for use (Heavily Soiled! Boycott cruelty! ). It is in fact ‘substantial consumer benefits’ which Unilever justifies for animal testing. In a statement which may have been originally taken from Unilever, the source reveals that until alternatives are fully-validated by the government, animal testing will have to be continued for the purpose of ‘enhanced safety’ or ‘substantial consumer benefits. ’ This as found out is similar to the case of Body Shop wherein the company finds failure of alternative tests to the OECD ‘totally unacceptable. ’ Therefore, both companies due to no acceptance by government legislation of alternative testing are invariably led to still carry out animal testing. Despite of negative feedbacks however from other websites, The Body Shop according to another source appears on the list of PETA companies which do not perform animal tests (PETAs Companies that DONT Test on Animals List , 2006). The People for the Ethical Treatment of Animals or PETA is an organization for animal rights and the organization work extensively to protect animals in farmlands, laboratories, the clothing enterprise and entertainment industry (PETAs Mission Statement). Inclusion of these companies in the list however, should be examined carefully as there are companies especially those that are prominent in the market which are influential. Meanwhile, according to another source, Unilever which is a leading producer of home, health and beauty products was mentioned to be among one of the companies that do animal testing (PepsiCo Declares No More Animal Tests! ). Where companies cite reason for animal testing to be required by law or that there are regulatory bodies requiring finished products to be first tested before release to the market, another source surprisingly reveals that there are companies which still do animal testing despite not being required by law. According to the Global Action Network, a non-profit organization focusing on oceans, sustainable agriculture, wildlife, animals in entertainment, animals in biomedical research and companion animals as well as globalization; cosmetics, personal care, and household cleaning products are not required by law to be ‘animal tested’ and so there is no excuse for companies which continue to do with animal testing even if it is not being required by the law. Similar source cites The Body Shop to be among companies that do not do animal testing (this ‘don’t test’ list includes companies which have either signed PETA’s statement of assurance or they provided a statement saying they did not conduct or hire other companies to do animal tests which are not required and that they do not plan to in the future). On the other hand, from the same website, Unilever was mentioned to be among those that conduct animal tests despite not being required by law. The list has been compiled by PETA and inclusion of said companies in the list that permit or conduct animal testing is not because the companies were required by law to do animal testing but because companies are not even required to have cosmetics, personal care, and household cleaning products to be tested and yet they continue to permit or conduct animal testing (Lifestyle: Choose Cruelty-Free Products: Companies that DO Test on Animals). Perspectives on animal testing by the two companies are presented from numerous sources. In an electronic document by the Unilever Company itself (Unilever Comments to the Commission Proposal on the Globally Harmonized System of Classification and Labelling of Chemicals (GHS), 2006), the company stated that in response to a new legislation which is introduction of a new method for classifying and labeling chemicals, the company is concerned that this should encourage animal testing. The electronic document has cited however that the company has been helpful in founding of the European Partnership on Alternative Approaches to Animal Testing (EPAA). This is a joint initiative by the European Commission, trade federations and a number of companies in numerous industries (EPAA Home). A major event advertised in the website however, is predicting adverse effects on human from substances without animal testing. It is only hoped that better alternative measures have been developed that could replace animal testing and at the same time do not compromise safety or risk assessments of humans to products. Generally however, the best way that could be done in support against animal testing is to boycott companies which continue to do so in spite of non-requirement of law. On a personal level, I think it’s best if we ourselves do not demand for stronger, more improved products. That is, if we want to avoid the necessity for animals to be tested first of these products to be ensured of OUR safety. References: Animal testing. (2007, May 8). Retrieved June 29, 2007, from Biology-Online. org: biology-online. org/dictionary/Animal_testing Beyond McDonalds: Whats wrong with the Body Shop a criticism of green consumerism -. (n. d. ). Retrieved June 29, 2007, from The Body Shop in the McSpotlight: mcspotlight. org/beyond/companies/bodyshop. html EPAA Home. (n. d. ). Retrieved June 30, 2007, from European Prtnership to Alternative Approaches to Animal Testing: http://ec. europa. eu/enterprise/epaa/index_en. htm Heavily Soiled! Boycott cruelty! (n. d. ). Retrieved June 29, 2007, from British Union for the Abolition of Vivisection (BUAV): Campaigning to end animal experiments: buav. org/campaigns/household/soiled. html Home. (n. d. ). Retrieved June 30, 2007, from European Partnership for Alternative Approaches to Animal Testing: http://ec. europa. eu/enterprise/epaa/index_en. htm Lifestyle: Choose Cruelty-Free Products: Companies that DO Test on Animals. (n. d. ). Retrieved June 30, 2007, from Global Action Network: Animal Testing: Choose Cruelty-Free Products: gan. ca/home. en. html Our Values: Against Animal Testing. (2007). Retrieved June 29, 2007, from The Body Shop: Our World, Our Community: thebodyshop. com. au/ourValues. cfm? valueID=1 PepsiCo Declares No More Animal Tests! (n. d. ). Retrieved June 30, 2007, from Caring Consumer. com (A Guide to Kind Living): caringconsumer. com/products_pepsi. asp PETAs Companies that DONT Test on Animals List . (2006). Retrieved June 29, 2007, from ethicast. com: portable ethical information: http://ethicast. com/petas_companies_that_dont_test_on_animals_list PETAs Mission Statement. (n. d. ). Retrieved June 29, 2007, from PETA: People for the Ethical Treatment of Animals: peta. org/about/ Unilever Comments to the Commission Proposal on the Globally Harmonized System of Classification and Labelling of Chemicals (GHS). (2006, October). Retrieved June 30, 2007, from Unilever: http://ec. europa. eu/enterprise/reach/docs/ghs/consultation_replies/061020_Unilever_severalcountries_Comments_I. pdf Unilevers policy on animal testing. (2007). Retrieved June 29, 2007, from Unilever: feel good, look good and get more out of life: unilever. com/ourvalues/environment-society/sus-dev-report/consumers/animal-testing. asp

Strategic and SWOT Analysis of British Airways The WritePass Journal

Strategic and SWOT Analysis of British Airways Introduction: Strategic and SWOT Analysis of British Airways Introduction:BA Strategy:Resource Based Theory:SWOT Analysis of British Airways:References:Related Introduction: Strategic planning is the process that an organization undertakes to ascertain its mission and way forward. Strategic planning helps an organization provide a direction to implement and achieve its objectives both in the short and the long run. It is nevertheless very significant to comprehend and distinguish that every plan that is chalked out by the organization cannot be termed as strategic. For that reason it is very important that the strategic intent of an organization is entrenched on the actions and policies that will have a deep effect on future positively in an organization. Seeking out new markets customer attraction or the expansion of business operations are some pointers which an organization look forward to strategically. (Schneider and De Meyer, 1991) Mintzberg and Waters (1985) assert that in order to realize a strategy the initial phase of strategy formulation should be error free, otherwise the strategy would not be executed in a befitting manner. Therefore the strategy development process should follow a pre-designed path to achieve the objective. This can be illustrated in the following figure. As a result the strategy can be regarded as the behavior of a business. Like every behavior, a strategy is also influenced by factors that are interior and also exterior. The internal values of any organization are the controllable factors and the culture and capabilities of an organization determine the strategic course. In this era of globalization the resources which a particular organization have is not the only aspects influencing an organization strategy, it is also strongly influenced by external factors which is a significant factor in molding an organizations services and products and its eventual acceptance by the consumers. (Bourgeois, 1985) said that the main theory in strategic management is that a match amid environmental conditions and organizational capabilities and resources is of paramount importance to an organizations performance, and that a strategists job is to find or create this match. The types of plans are long, medium and short term plans to make them work and effectively put into practice the organizational strategies Mintzberg et al (2005). These different plans are then used to line up all organizational activities for a positive way forward. (De wit et al, 2004). Another important element of strategic planning is to position the business in a way that it thrives for a longer period of time. The Strategic Planning Model is as follows: A brilliant strategic plan that is conceived in a realistic way might be ineffective for the reason that of ineffective implementation. This proper implementation relates to the internal capabilities of an organization that takes account of the resources, the workforce and other technical support to maximize the effectiveness of a strategy. In general it takes several years for an organization to make optimum use and benefit from a strategy. (Child, 1972). The reason being that economic conditions or the poor market conditions in a particular industry have a strong bearing on the success of a strategic approach. The organization chosen to study in the light of the resource based theory and its evaluation with regards to its strategic capabilities is ‘British Airways’. A brief intro of British Airways (BA), it is the flag carrier airline of the United Kingdom the largest airline in the UK based on fleet size, international flights and international destinations. British Airways was considered the largest UK airline by passenger numbers from its creation in 1974 until 2008, when it was displaced by low-cost rival Easy Jet. (History of British Airways, 2011). It is in the process of merging with Spanish airline Iberia. It is a member of the one world alliance together with Iberia, American Airlines and others. The strategic planning in the airline industry can range from the implementation of lean management programs to empowering employee to make the customer service better. In addition, the airline industry has witnessed the mergers and strategic alliances between airlines to strengthen their position in the market. The modern marketplace has also emphasized on the airlines being responsible to the community. This has surfaced up as a feature that can facilitate the organization to expand the competitive advantage. BA Strategy: The goal of British Airways is to present better-quality service to its customers, stakeholders and employees alike. The workforce of British Airways is a significant positive feature that strives to offer utmost advanced and pleasing service to its consumer. Their mission statement also retells their aim to achieve the status of the best airline universally. To be successful, the administration of British Airways has to show commitment to their business and believe in it more than anyone else. An essential facet of British Airways in conducting a thriving business is to correspond each and every portion of their business purpose to all the stakeholders. This stimulate them in order to get the superlative out them in view of the fact that information is authority and British Airways expand by empowering employees and other stakeholders so that they can counteract the danger of competitors. As stated in the annual report a good example is how British Airways makes sure that the departure is always on time. This is one of the foremost determinants of a good client services relationship management in the airline industry. (BA annual reports 08/09) Resource Based Theory: The Resource-based view of strategic management deals with resources and capabilities of an organization which allows the organization to make profits and a sustainable competitive advantage in the market it’s operating in. As explained by Capron et al, in the resource based theory the foremost source of competitive advantage is the firm and not the industry. (Capron et al, 1999) A firm’s competitive advantage is based on the firm’s resources in the form of assets and its inherent abilities to do better than its competitors. (Barney, 1991) The resource based theory view for British Airways competencies and resources are, with regards to resources, BS has a fleet of 200+ aircrafts over 500+ destinations worldwide (britishairways.com/travel/bafleet/public/en_gb),BA providing extra services such as Holidays and London eye name change.(http://travelwithkids.about.com/od/londonwithkids/ss/londonsightsee_7.htm). BA has the sole access to London Heathrow terminal 5 and also the image of BA counts as it a globally known brand and its long standing in the industry.(britishairways.com/travel/terminal-5-changes/public/en_gb?gsLink=searchResults) With regards to BA competencies in view of resource base theory, it has training schools for customer service and simulators and cabin members training. (bestaviation.net/school/british_airways_flying_club/ Also there comes the safety aspect as it fly and manage passengers in a safe manner in different destinations they operate in. It is recognized as a training centre by the City and Guilds, by qualifying all cabin crew with NVQ Level 2 and being the 1stUK airline to be granted such status. (http://press.ba.com/?p=334) THRESHOLDCA SWOT Analysis of British Airways: The strengths of BA are its brand image, alliances, its size and stability and its sole access to LHR terminal 5. The weakness are its reliability and trust aspect, laggards in terms of innovation and change and its employee management. The opportunities that BA has to grow more as a favored airline is its emergence in new markets, its quality system (SkyTrax) and competitors failing to deliver. The external threats with which BA is faced with are open skies agreement, its environmental awareness, global economic crises and lower cost competition by Ryan air, Easy Jet etc. (www.britishairways.com) PESTAnalysis of British Airways: Political: The BA has to comply with government heavy regulation to continue its operations. Due to war on terror the security has to beefed up with advanced measures so as to keep the consumers safe and confident in relation to their continued travel with BA as a preferred airline. Economic: The world going through severe crisis, so in order to manage fluently the BA should have cost cutting measures in place like reducing company travel to cover the loses also it is in a poor light with regards to the weak exchange rate of Pounds against Euro. The Oil prices are fluctuation which in turn affects BA operational cost and finally the crisis has reduced consumer spending to a large extent. (British Airways Corporate Responsibility Report) Social: The UK has an ageing population as stated in 21st century challenges, which gives BA the chance to tap in as older people has more time in hand to travel and for leisure. Technological: BA is investing in new technologies, its good from BA perspective as it must make sure that they remain updated to compete also they should beware of the strict new legislation with regards to environmental regulations. (British Airways, Technology, 2011) Environmental: BA takes care of environment seriously and in this regard as BA recognizes that in providing the economically and socially vital service of air transport they have an impact on planet and that is why in 1992 we became the first airline to report our environmental performance.(British Airways Environment, 2011) Legal: Good employee relations to avoid any legal wrangling and regulation of trade unions to avoid any strikes, also it has an open skies agreement. British Airways Business Performance since 2008: It says in the BA annual report 08/09 that BA is   re-inventing the way it worked and the intent is to create a leaner organization with a culture based on performance and a culture through the flagship program i.e. Compete 2012. (BA annual report, 08/09, the way we run Business) Compete 2012 is a strategic initiative taken by BA through which it intends to achieve its vision of becoming the world’s leading global airline. This plan entails a 360 degree approach as in focusing in issues pertaining to the environment, relationships with suppliers and a new note and the BA tradition of supporting consumer friendly initiatives. The sponsorship in sporting events is a huge business with its existence globally. Events like Olympics and World Cup Football are the mega events that entice the organizations to align themselves with the event. British Airways has bagged the rights to be the official sponsor of the Summer Olympics to be held in Londonin 2012 as well as the Paralympics games. The airline is also entitled to use the logo of the London Olympics.(British Airways official carrier for London Olympic Games 6 February, 2008.) British Airways has also started a campaign known as Compete Me 2012 program. This program is instituted in conjunction with the London Olympics 2012. The underlying idea of initiating this program is to tell the audience about the way employees approach their work at British Airways. The very core of this program is to instill the spirit British Airways team have in pursuing a task. (BA Annual report 08/09) In the wake of independent auditors report with respect to the statement of the group and the company, it is to be seen that British airways failed to meet their financial target for the reason that of the unprecedented downturn in trading conditions. On the other hand, the move to Terminal 5 saw a step-change in BA operational performance and we achieved record-breaking punctuality and customer recommendation scores. Operating margin is the main way we measure our financial  performance. BA in 2002 set the target of achieving a 10 per cent operating margin through the economic cycle and in 2007/08 and delivered this for the first time in its history. (BA Annual Report 08/09) Source: BA Annual Accounts Report 08/09 With respect to the operational bit of BA as mentioned before the move to Terminal 5 has delivered record-breaking levels of operational performance. Terminal 5 Ready to Go performance for 2008/09 averaged 46 per cent with a record high in March 2009 of 64 per cent. The   ‘Ready to Go’ deals with how many of British Airways flights are all set for leaving at three minutes before the scheduled or planned departure time and spotlight on the feature of the departure procedure. As good performance at Heathrow drives good performance across the network, BA delivered its highest ever network-wide Ready to Go performance of 53 per cent. This translated into record levels of flights departing on time and within 15 minutes, as well as record levels of customer satisfaction with punctuality, as recorded by our GPM survey. (BA Annual Report 08/09) 2008/09 Source: BA Annual Accounts Report 08/09 With respect to Porter 5 forces after studying the annual report, BA competitive rivalry, is High, as in Long haul flights the distinction is minimal with regards to pricing and services and in short haul there are many players, BA power of suppliers, it is restricted by operational costs and a sole dependence on supplier for fuel, also as seen in the recent strikes the employees use trade unions to increase their bargaining power, which gives it a standing of High in this area. Power of Buyers, BA have little bargaining power and increased internet use by consumers have made them aware of the deals and situations, it is rated Medium.(BA Annual Report 08/09) The Threat of new entrants, the strength of BA is Low in this segment as, airline industry is a hard environment to break in as a new entity due to the costs associated with it. Also there are sufficient and strict barriers for exit which in reality kills the chance of any new entrant. The Threat to substitute is also Low, in view of the fact that it has very limited substitutes for long haul flights however for short haul flights there is a substitute available i.e. Ferry or Eurostar.(BA Annual Report 08/09) BA potential future strategy for the organization to grow its position in international and global markets: The study of BA various functions and practices as an organization from the strategic perspective it can be stated that British Airways prioritize its major functions, or in another words the resources that would help them to increase revenues are given due consideration, like the 2012 Olympics in London. Prioritization involves focusing on the particulars that really matters. For that reason it is crucial to prioritize things so that the company may not lose focus on issues that need urgent attention. For a business to be flourishing it is important that it must be able to decide what resource should be devoted and what not (Bailey and Johnson, 1995). The decision on what is important is key to prioritization. The planned stride of British Airways demonstrates a thriving position for the airline. British Airways has shown that their planning for the future is tactical and the marketing and management disciplines are intact accordingly. The alliance that British Airways has made is a strategic approach and the need of the moment. This will not only assist British Airways to curtail cost, it is also an excellent step to get hold of more customers. The planned objective in addition gives them the alternative to make the most of their assets in venture that would provide more benefits. London Olympics 2012 would give British Airways a chance to showcase their product to a larger audience. This strategy is an excellent platform that can reignite a new image of British Airways among the people. Furthermore as the business would increase during the Olympic Games, there is every likelihood for British Airways to increase the market share. However this should not be a strategy that might be pursued in the short run. The task might be intricate, but British Airways must try to convert the first time customers in to loyal customers.     However for the aforementioned goal to achieve, British Airways will have to demonstrate dedication, preparation and implementation. Owing to the worldwide economic crisis unpredictable challenges tackle the airline industry. British Airways will also feel the pressures of the market forces. The alterations are the typical in airline industry that is very vulnerable to financial, regulatory, safety, environmental and extra exterior strains that are ahead of the entire control of management. The flourishing airlines will axis on well-situated basics when defining their upcoming groundwork. The catch is to be acquainted with what consumers require and how the airline can act in response to the recessionary situation. British Airways strategic initiative is a vital element in the idea of budding a business uniqueness of British Airways. This approach development all the plans that are executed from the viewpoint of all the stakeholders of the British Airways. They must make sure that all the employees channelize their effort for the identical objective, i.e. the productivity of the airline. On the other hand, this success is not only calculated in financial expressions. British Airways has revealed to the humanity that they are in addition paying attention to be extra answerable and contribute to the public in special ways. After considering each and every strategic plan started by British Airways, they have opted for motivating and significant actions. The present situation of British Airways gives a general idea of sound decision that adds to the airline’s approach formulation. The airline’s approach in addition facilitates to enlarge an outlook picture of the kind of strategic options that are or can be functional in prospect. References: Bourgeois, L. (1985), Strategic goals, perceived uncertainty, and economic performance in volatile environments.AcademyofManagementJournal, 28, 548-573. Barney, J.B. (1991), Firms resources and sustained competitive advantage, Journal of Management, Vol. 17, No. 1, pp. 97-122. British Airways (BA) 2008/09 Annual Report and Accounts. britishairways.com/cms/global/microsites/ba_reports0809/pdfs/KPIs.pdf www.britishairways.com britishairways.com/cms/global/microsites/ba_reports0910/pdfs/Strategy.pdf British Airways (2011), http://press.ba.com/?p=334 Best Aviation, (2011) bestaviation.net/school/british_airways_flying_club/ British Airways (BA) britishairways.com/travel/bafleet/public/en_gb) British Airways Corporate Responsibility Report (2009/10),britishairways.com/cms/global/pdfs/environment/ba_corporate_responsibility_report_2009-2010.pdf)) British Airways,Technology (2011)britishairways.com/travel/csr-air-new-technology/public/en_gb British Airways Environment,(2011)britishairways.com/travel/csr-environment/public/en_gb BA annual report, 08/09, The way we run Business. britishairways.com/cms/global/microsites/ba_reports0809/pdfs/Workplace.pdf British Airways official carrier for London Olympic Games 6 February, 2008. dancewithshadows.com/flights/british-airways-olympics.asp BA Annual report 08/09 britishairways.com/cms/global/microsites/ba_reports0809/our_business/strategy7.html Bailey, A. and Johnson, G. (1995). ‘Strategy development processes: a configurational approach’.AcademyofManagementJournal, Best Paper Proceedings: 2–6. Capron, L. and Hulland, J. (1999), Redeployment of brands, sales forces, and general marketing management expertise following horizontal acquisition: a resource-based view, Journal of Marketing, Vol. 63, April, pp. 41-54. Child, J. (1972), Organizational Structure, Environment and Performance: The Role of Strategic Choice, Sociology, 63 (1), 2-22. De Wit, B. Meyer, R. (2004), Strategy: Process, Content, Context. 3rd Edn.London: Thomson Learning. De Meyer, A. and Schneider, S. (1991), Interpreting and Responding to Strategic Issues: The Impact of National Culture, Strategic Management Journal, 12 (4), 307-20. History of British Airways, Wikipedia (2011), http://en.wikipedia.org/wiki/History_of_British_Airways#2010 Head, K (2007), Elements of multinational strategy illustrated. Mintzberg, H., Ahlstrand, B. Lampel, J. (2005), Strategy Safari: a guided tour through the wilds of Strategic Management. NewYork: Free Press. Mintzberg, H. and Waters, J. (1985), Of strategies, deliberate and emergent’. Strategic Management Journal, July–September: 257–72. Travelwithkids (2011) http://travelwithkids.about.com/od/londonwithkids/ss/londonsightsee_7.htm 21st Century Challenges, RGS-IBG Royal Geographical Society withInstituteofBritish Geographers(2011), 21stcenturychallenges.org/focus/britains-greying-population/ thinkingmanagers.com/companies/british-airways.php scribd.com/doc/23329171/British-Airways-Strategic-Plan marketingweek.co.uk/brands/ba/

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