The US Congress Essay Example | Topics and Well Written Essays - 750 words

The US Congress - Essay Example Senator Spector's website contained the same constituency topics; including flags, touring DC, appointments to military academies and internships; and actually had one more than Lott - how to get grants. His home page though was a bit more crowded and the major topic buttons were not as easily recognizable as Lott's; to his benefit, though, he had an email signup form on the front page and his office locations and phone numbers. Unlike Lott's page though, Spector had no search bar. The information on Wicker's home page was sparse at best. His navigation buttons were difficult to read and small which could make it very difficult for an older person. Also his main topic buttons had no drop down menus and instead of grouping categories together he too many individual tabs. He had no search bar. Lastly, Lewis' webpage was set up nicely. His category buttons were easy to locate, although they did not have drop down menus. He did, however, have two search bars: one for general searches and a Bill search which was innovative. He did not have a state map as did the two senators. All four of the congressman had a great deal of partisan information within their websites, although some were more blatant than others. Lewis' home page was mainly taken up with information on Bills, projects or acts he was personally involved with. However, his latest news was dated January 18 which made me wonder what he had been doing for three months. Wicker's home page dedicated almost half of the home page to hurricane relief aid. The lower portion had current news release links to his sponsored bills as well as three columns he pens. Spector's latest news was dated April 6th so information is being updated fairly frequently and like the others his news all dealt with legislations or committees is was actively working on. He did have an article, however, about bipartisan cooperation in oil and gas price discussions. Lastly, Lott's press release section was less cluttered with only one release displayed and a button to see more. He also had a link to his weekly radio address w hich according to the website he has been doing a weekly address since 1973. Of the four web pages Lott had the least partisan information portrayed on the main page. All four Congressmen have lengthy biographies posted on their websites explaining in detail the professional lives as well as their background and family information. Wicker has an extensive photo gallery. Lewis has the shortest biography of the four congressmen. One thing I did not like is the first paragraph spoke about his personal insurance business; ever the salesman I suppose. His photo gallery was set up nicely with different headings to select from which made it very neatly organized. Lott's biography was nicely laid out with his main headings labeled. This allows the readers to scan through for the particular area they are seeking. Lott only had one photo, his official Senate photo. Spector's biography was also nicely laid out clear and concise with nice visual representations. Spector also had no photo gallery which made me question if it was a Senate mandated, a Senate unofficial mandate or just a coincidence. Of the total appearance of the websites, by far, the most appealing was that of Lott. He had much better use of space. The pages did not seem as cluttered as that of Wicker and Lewis. Spector's page was laid out well too,

International Operations Management Essay Example for Free

International Operations Management Essay Nowadays every company wants to gain a competitive edge in the market and for that it leaves no store unturned . When any new development takes place although it has a good side to it but there are equally a lot of challenges attached to it as well. If a company is thinking of moving from batch processing to line processing there would be considerable concerns which the following departments might raise and might have to juggle with. The finance department might face the issues of capital investment rising from moderate to high level because if an automobile production line is there then it would not use ordinary machinery instead would require specialized machinery for its production. In a batch processing system the capital investment is usually seen to be moderate and when decision of venturing into line processing is taken then capital investments expects to be high. Variable cost might tend to lessen from moderate level of previous working seen in batch processing. Human resource department would also have to face issues like curtailing the number of labor content and workforce . Usually in assembly line processing the workforce is replaced by machinery and supporting mechanisms embedded in the systems like for example adding a conveyer belt to connect the activities which take place in the firm. (Lewis Slack, 2003). Labor content in batch processing is moderate whereas in line processing its low. (McHugh MuHugh , 1990) . This can be a concern of the human resource department because it would take decisions like lay off, transfer etc. The accounting department has to be on the toes because the level of transactions would increase as the volume would increase i. e. from moderate level of quantity produced to high level production. The entries have to be made on a continuous basis as volume or the quantity has risen. The information system which would be used for line processing will have to more swift and embedded with specialized softwares or systems which support line processing nature of work. The connected flow of working will have to be monitored efficiently. The system of monitoring will have to be modified so as to facilitate the current functioning. The marketing department might think of the fact that in the batch processing products involved were several and in line processing the products involved are less hence less responsibility, but the quality of marketing expertise would be expected to increase drastically. ( Heizer Render , 1991 ) . A batch process usually executes different production runs for different runs but it’s not in the case of line processing. The flexibility is usually seen to be low in line processing and therefore as in batch processing where flexibility is seen to be moderate might create concerns for the marketing department. The marketing department now will have to devise such ideas which are out of the box and facilitate such larger processing function . The marketing department has to design such products which entice the masses as they would now not have multiple products which can save their flagging reputation. (Weiss Gershon, 1989) To culminate I would state that whenever any other process flow is adopted then there are certain specifications which are to be considered and the various departments which previously followed a specific line of action need to have the insight of how to adapt to the other one in which they are opting to venture.

Growth and expansion of Arcelik Home Appliances

Growth and expansion of Arcelik Home Appliances Introduction Arcelik Home Appliances is the leading manufacturer of home appliances in Turkey with a market share of 50% in the domestic market as at 2003 (Ghemawat, 2008). It supplies the market using two brands namely Arcelik and Beko. The company has adopted an international expansion strategy and has already been marketing its products to more than one hundred (100) countries mainly in Western Europe, Eastern Europe, Latin America, Asia, and North Africa (Ghemawat, 2008). Arcelik was originally founded to produce metallic office furniture in 1955 but diversified into production of household appliances shortly after. It has been hailed as the first company to introduce appliances such as washing machines and refrigerators to the Turkish households. Arcelik would face further challenges when it became apparent that the Turkish government would be participating in the European Communitys tariff reduction which was meant to reduce to zero from 1992 to 1996 (Ghemawat, 2008). The challenge would be competition from other manufactures from the European Community who would be able to sell their products at more competitive process in the domestic market. Arcelik overcame this challenge by investing heavily in research and development thereby substantially improving the quality of their products. The company is currently the leading holder of patents in the Turkish market. This strategy cemented its market leadership in the domestic market as consumers preferred to spend a little more to obtain goods whose durability could be assured. This preference was also enhanced by Turkeys fluctuating market where inflationary forces were highly unpredictable with the greater odds being to the consumers disadvantage. Arcelik would later grow to establish its market dominance in Turkey for decades but would later face challenges that would trigger its focus on international expansion to ensure its survival and growth. Arceliks motives for international expansion The focus on international expansion by Arcelik was triggered by the economic crisis that hit Turkey in 2001. This crisis had led to soaring levels of unemployment and a significant reduction of market demand by an estimated figure of 35% (Ghemawat, 2008). This strategy mainly comprised increasing exports as well as engaging in international acquisitions. The economic crisis in Turkey must have proved to Arcelik the vulnerability of firms wholly dependent on domestic markets. Pressures from business cycles, inflation, interest rates, exchange rates and political forces are prevalent in domestic markets. On the other hand, international markets tend to be better insulated from such pressures since they will rarely apply across several countries. Economic crisis in one market would normally not be prevalent in the rest of the markets hence multinationals can ensure stability by marketing their products across many countries. Arcelik had to get a way to survive the economic crisis in 20 01 and as well ensure that future company performance was stabilized by reducing its level of vulnerability to domestic market fluctuations. Arcelik also sought to focus on international expansion in order to increase its level of production and increase its economies of scale (Ghemawat, 2008). This means that with additional production, the cost of producing each unit product becomes significantly lower hence allowing a company to make higher margins per unit or allowing them to charge lower per unit without incurring any losses. Economies of scale allow a company to remain competitive in the ever-evolving economies. To ensure that the economies of scale do not end up in accumulation of dead stock, or in the escalation of warehousing and storage costs, Arcelik would need to look to markets that would be able to support its intention of increasing the economies of scale through a larger demand. The national demand within Turkey would not be able to absorb these additional products h ence the rationale behind Turkey looking to expand international trade. The level of demand for home appliances in Europe alone is about 25% of world demand (Ghemawat, 2008). Arcelic sought to tap into this huge demand to support its competitiveness and the large levels of production occasioned by their strategy of maximizing on the economies of scale. International expansion can also be explored where a company seeks to lower its production costs by having a significant proportion of their production done from regions where the cost is lower than in the domestic market. One of the major factors of production that normally influence the decision of overseas production is labour. When considering labour, it is imperative that a company weighs between the benefits of the savings from paying the lower labour cost, the differences in the productivity of the workers between the higher wage and lower wage areas, and the transport and storage cost implications. It is also worth noting that in many cases, where the labour costs are low, other factors of production such as land would also be relatively lower. The labour cost in Western Europe is estimated to be five times that in Turkey. Labor cost in Turkey is three times that in Eastern Europe (Ghemawat, 2008). In China, it is four times lower than in Turkey. Labor productivity also varies and must be taken into account. For instance, in China, labour productivity is just half of that in Turkey. Additional transportation costs are determined by both the distance between the production facilities and the legal environments of the countries through which the products must cross to get to its intended markets. Access to international markets is crucial to any organization that seeks to expand itself. Domestic markets will often in many cases be found insufficient to support the growth targets that the companies set for themselves. They are also in many cases unable to enable an organization to recoup the investments the y may make in research and development in time. The complexity and the level of innovations in the global market is advanced and often leads to production of new and better fulfilling products. This significantly reduces the product life cycles and the companies engaging in research and development need to gain assurance that their investments can be recouped before the products lose demand. This assurance can only be found by marketing extensively in the international markets where the demand is much larger and can ably support the level of sales needed. Arcelik was motivated to focus on international markets since it had opted to distinguish itself as a research and development specialist who focused on the production of quality and durable products. These features would mean that it would need to charge relatively higher prices for the products. On the other side, the products from other European countries were finding their way into Turkey due to the zero tariff arrangement with the European countries. The entry of other products in Turkey meant that Arcelik would either have to lower their prices in order to maintain its domestic share market, or expand its operations to European and other markets in order to maintain or increase its level of sales to clients that focus more on quality, suitability and durability of the products they purchase. Arceliks options for expansion In order to realize its goal of expansion into the international markets, Arcelik has adopted a number of options to help them realize this goal. The international market entry options adopted by Arcelik include use of exports, international acquisitions, use of private label contracting, and product diversification. Organic domestic growth and use of exports Arcelik ensured growth domestically by ensuring reliable accessibility to the market using exclusive distributors and agencies who also served as centres for offering after sales services. This exclusive network also served as an entry barrier for any new market operators. Exporting entails maintaining the companys operations in the home market and selling the products in overseas markets (Giroud, Sinkovics, and Yamin, 2011). It is hailed as the least costly mode of foreign market entry but at the same time the most vulnerable to various entry barriers as government regulations. The cost effectiveness of this entry method is enhanced by the fact that it requires no involvement with the foreign governments or the companies operating in the target market. It is often seen as the best mode of entry for an organization operating on a lower scale. With subsequent growth of exports, the company may open sales agencies in the foreign markets to be the link with the companys clients overseas. By 2003, Arcelik had grown to be the leading player in Estonia and Lithuania with a market share of 25% in these two markets. It also had a commanding presence in the rest of Eastern Europe. The presence of Arceliks sales agencies helped grow significantly in Western Euro pe with a markets share of 15% in the United Kingdom. Arcelik also conducted a successful export strategy gaining a 70% market share in Romania with its Beko brand. The net effect of these exporting strategies was a significant increase in Arcetiks production capacity from 440,000 to 750,000 in 2003 and 2004 respectively (Ghemawat, 2008). International acquisitions This mode involves a company buying out another firm operating in the target market hence assuming full legal rights over it. This method is hailed as the best mode of expansion into other markets since it grants a company total control over the foreign subsidiary as well as full profits generated thereafter (Giroud, Sinkovics, and Yamin, 2011). The full control over the activities of a subsidiary is viewed as essential in ensuring they run in accordance with the philosophies of the parent company hence ensure the goals of the company are achieved as intended. The targets for acquisition would need to have the unquestionable ability to complement Arceliks growth strategies. Arcelik would also evaluate the foreign firms brands and take consideration on how these brands would help strengthen them as well as complement their capabilities. The target subsidiarys contribution to sustainable growth was also a key factor. Arceliks acquisitions in 2002 include Bloomberg, Electra, and Flavel and Leisure in Germany, Austria and the UK for the two latter brands (Ghemawat, 2008). They also acquired Arctic in Romania. The acquisitions of brands in the target markets was likely informed by the fact that many consumers tend to prefer purchasing brands that they can identify with: the brands they consider national brands. These acquisitions tremendously increased the product range offered by Arcelik and lead to its significant growth within the European markets. Use of license contracting Licensing involves the company transferring certain rights to another firm to enable it manufacture products using its brand. In licensing, the consideration that the licensor gets is only the royalty or the license fee (Giroud, Sinkovics, and Yamin, 2011). It does not take part in profit sharing or any other marketing processes of the licensee. Licensing offers the advantage of enabling a firm to avoid government regulations and other restrictive policies such as tariffs and quotas. It also enables market penetration without involving extensive capital expenditures. However, this method is highly restrictive in the level of control the company can have over the activities of the licensee. There is also the risk of the licensee gaining the technical expertise and becoming a competitor in the production of close substitutes after the expiry of the mutual arrangement. Arceliks production in 2004 comprised 40% from various licensing arrangements (Ghemawat, 2008). This complimentary effo rt helped ensure Arceliks brand presence in the Europeans markets. Diversification into other businesses within Turkey In order to enhance further growth in the domestic market, Arcelik sought to capitalize on its elaborate distribution network to provide consumers with additional products. By 2004, Arcelik was offered various types cellular phones and was already getting into arrangement with various Japanese firms to act as distributors of various electronic products. The diversification proved to be a great success and further cemented Arceliks leadership in the Turkish market. Additional Options for Expansion Arceliks ambitious goal of achieving revenues of three billion Euros in the next year may be difficult to realize unless additional methods were employed to ensure its continued growth in the international markets. Domestically, Arcelik could opt to but out local competitors in a bid to solidify its hold on the local market. This solidification would help reduce the downward pressure on its product prices by reducing the significance of competition locally. In addition, the additional channels of distribution gained through any such acquisition would act as an entry barrier to any foreign firms hence ensuring steady domestic growth. Internationally, Arcelik could embrace a number of methods to ensure its continued growth. These methods include engaging in Joint ventures, franchising and use of strategic alliances. Joint Ventures Joint ventures involve the formation of a partnership arrangement with a different company where the parent companies provide the resources to operate it, share responsibility on management, and share profits realized thereafter (Giroud, Sinkovics, and Yamin, 2011). This type of venture is especially popular where it comes to sharing the intelligence and technical knowhow required for research and development. With their determination to distinguish themselves as the masters of innovation and product development, this method can be used to ensure its rapid growth. Instead of engaging in competition with the already existing companies in the foreign market, Arcelik could identify a strategic partner who knows the market remarkably well. They could then research into the market needs in a bid to try and unveil any unsatisfied demands in the market. Having found the features lacking in the products found in the market, they could, through the joint venture develop new products that woul d suit this need and capture the unreached market. This method would be convenient to Arcelik since it would not involve many unnecessary government regulations that normally bar entry. In addition, such a venture, if well implemented would easily capture the market as it would be riding on the goodwill and distribution network of the strategic partner in the foreign market. Franchising Arcelik needs to consider franchising in order to minimize the risks involved with the licensing as it currently practices. Here, Arcelik would transfer some rights to the franchisee to produce the products under its brand but will reserve the right to provide some aspects of technical support (Giroud, Sinkovics, and Yamin, 2011). This way, Arcelik will be able to be abreast with the activities of the franchisee. In addition, in Franchising, the royalty is based on the amount of sales hence Arcelik will be able to generate higher revenues in the event the franchisor is able to realize significantly higher sales. Franchising is easy to start since the franchisor incurs minimal capital cost hence Arcelik can expand into more foreign markets with relative ease. Moreover, the franchisee assumes all the risks and foots for all costs of labour and facility establishment. The company will also be able to avoid any political risks associated with foreigners operating in national markets. Arc elik can therefore easily expand its scale of production without worrying about high capital expenditure hence edging closer to achieving the revenue targets Strategic alliances A strategic alliance differs from joint ventures in that it does not necessarily involve formation of a legal entity. Strategic alliances are formed to enable companies use each others distribution networks, technologies, production capacities, management experience and others (Giroud, Sinkovics, and Yamin, 2011). One very essential factor in ensuring product penetration in the market is the distribution network. This has been evident in the manner in which Arcelik has been able to capture the domestic market by using effective distribution networks in Turkey. Arcelik should also try to replicate this experience in the foreign markets. However, by virtue of the fact that its a foreign market, they may not have the resources to establish an effective distribution network in those markets. It would therefore be relatively more convenient to identify foreign companies with a distribution network that serves their target customers effectively, and then enter into a strategic alliance wit h them. This may be companies offering similar products or those making completely different products. When the products are easily available to the consumers, they more likely to buy these products and this would lead to an increase in the amount of sales realized by Arcelik. The strategic alliance could also involve sharing of certain technologies between the companies in question. Arcelik could choose to leave the production of a certain product components to a company with a comparative advantage in its production in exchange for providing a component which it can produce more efficiently. This exchange could lead to lowering the production cost which would be useful in helping the company become more price-competitive in the market. Conclusion Arceliks growth is mainly dependent on how the company can enter and prosper in the international markets. This is because it is already commanding the domestic market in Turkey and may have limited growth opportunities locally. Growth and diversification are often related as is evident from Arceliks company history. Arcelik has grown in the past by steadily improving on the product range that it offers to the market and this diversification should be continued to ensure continued growth.

Essay --

In the United States there has been a big increase in obesity in the last 50 years. There has been much controversy on who is to blame for the increase of obesity people or fast food restaurants. Many think that it is the fast food companies fault but they are mistaking the only person to blame is people themselves not McDonalds, Burger King, KFC, etc. People take advantage of the privilege of fast food to the point that they can’t take responsibility for their own actions so they have to blame everyone else but themselves. If people would control themselves, stop being lazy, and have more responsible parents there would be much less obesity. People need to start taking responsibility for their own actions and stop blaming fast food for their obesity. People have free will; no one is forcing them to eat a big greasy burger from the fast foods restaurant with large fries and a large soda. People choose to eat that no one puts a gun to their head and forces them to make a purchase of an unhealthy meal. They buy it at their own risk knowing what can come from eating fast food all the...

Working as a Housekeeper Essay -- essays research papers

Today's workers and families are overworked and stressed. After working through a 9-to-5 job, feeding and putting the children to bed, the last thing anyone wants to worry about is cleaning the house. Weekends are spent running errands and spending quality time with friends and family members. Therefore, many families are looking for outside assistance with housekeeping. In the past, housekeepers were thought of as the "hired help" and were thus treated like 18th century scullery maids. This is no longer the case. Housekeepers have reached a well-deserved level of respectability for their highly appreciated services. Starting a house cleaning business is an easy job for most people because there is very little start up cost involved. To help you get started, here is a step-by-step set of instructions to send you on your way to engaging in this highly profitable business. The first thing that you need to do before seeking out your clientele is to develop a business plan and policy. For starters, you need a name. Choose a name that denotes an air of sophistication. You don't want a name like, Tim's Cleaning Service or A-1 Cleaners. Those names are much too common and do not reflect any sort of professionalism. Try something original such as, Homestead Helpers. Such a name stands out from the many "fly-by-night" and unreliable services. Once you've chosen a name for your business, the next important step to take is to insure your business. As a house cleaner you are a sole-proprietor. This entitles you to the status of an independent contractor. This means that your profession is no different than that of a plumber, electrician, or a freelance writer. Insurance is a must have. For one thing, it eases the minds of your future clientele. Put yourself in their shoes; would you want an uninsured person coming into your home, handling your personal articles, and perhaps doing so while unattended in your home? Probably not. Having insurance will put you on top of the list for jobs, as most house cleaners do not carry insurance. The insurance will also give you piece of mind. You will not have to worry about your personal assets being seized in a lawsuit because someone accused you of stealing a family heirloom. Unfortunately, as with many service professions, dishonest people have tarnished the respectability of independent contractors, so you'l... ...ou money on graphics and design. A business card display ad catches people’s attention far quicker than a worded classified ad. Given the independent contractor status, and depending on the tax laws of your state, you are eligible for various tax deductions. For example if you own your own home, you can set up a small office space and take deductions for the square footage of the space, utilities, a computer, office supplies, phone calls, and cleaning supplies that you might purchase. Also, advertising and insurance costs are tax deductible. Many of the same deductions can be used for people who rent their home or apartment. Check with your local state's laws of taxation to see which deductions you can use. House cleaning is a highly profitable profession, with some house cleaners making $15-17 an hour, so be sure to report all of your income to the IRS. As an independent contractor, you can open an IRA account and start saving toward your retirement. In conclusion, I feel housekeeping is a respectable profession. The payment can be benevolent, and you can pick up habits for your own home, to keep a respectable looking residence. Also, no special talents or education is required. Working as a Housekeeper Essay -- essays research papers Today's workers and families are overworked and stressed. After working through a 9-to-5 job, feeding and putting the children to bed, the last thing anyone wants to worry about is cleaning the house. Weekends are spent running errands and spending quality time with friends and family members. Therefore, many families are looking for outside assistance with housekeeping. In the past, housekeepers were thought of as the "hired help" and were thus treated like 18th century scullery maids. This is no longer the case. Housekeepers have reached a well-deserved level of respectability for their highly appreciated services. Starting a house cleaning business is an easy job for most people because there is very little start up cost involved. To help you get started, here is a step-by-step set of instructions to send you on your way to engaging in this highly profitable business. The first thing that you need to do before seeking out your clientele is to develop a business plan and policy. For starters, you need a name. Choose a name that denotes an air of sophistication. You don't want a name like, Tim's Cleaning Service or A-1 Cleaners. Those names are much too common and do not reflect any sort of professionalism. Try something original such as, Homestead Helpers. Such a name stands out from the many "fly-by-night" and unreliable services. Once you've chosen a name for your business, the next important step to take is to insure your business. As a house cleaner you are a sole-proprietor. This entitles you to the status of an independent contractor. This means that your profession is no different than that of a plumber, electrician, or a freelance writer. Insurance is a must have. For one thing, it eases the minds of your future clientele. Put yourself in their shoes; would you want an uninsured person coming into your home, handling your personal articles, and perhaps doing so while unattended in your home? Probably not. Having insurance will put you on top of the list for jobs, as most house cleaners do not carry insurance. The insurance will also give you piece of mind. You will not have to worry about your personal assets being seized in a lawsuit because someone accused you of stealing a family heirloom. Unfortunately, as with many service professions, dishonest people have tarnished the respectability of independent contractors, so you'l... ...ou money on graphics and design. A business card display ad catches people’s attention far quicker than a worded classified ad. Given the independent contractor status, and depending on the tax laws of your state, you are eligible for various tax deductions. For example if you own your own home, you can set up a small office space and take deductions for the square footage of the space, utilities, a computer, office supplies, phone calls, and cleaning supplies that you might purchase. Also, advertising and insurance costs are tax deductible. Many of the same deductions can be used for people who rent their home or apartment. Check with your local state's laws of taxation to see which deductions you can use. House cleaning is a highly profitable profession, with some house cleaners making $15-17 an hour, so be sure to report all of your income to the IRS. As an independent contractor, you can open an IRA account and start saving toward your retirement. In conclusion, I feel housekeeping is a respectable profession. The payment can be benevolent, and you can pick up habits for your own home, to keep a respectable looking residence. Also, no special talents or education is required.

Sex & Violence in the Media Essay -- Essays Papers

Sex & Violence in the Media On February 1, 2004, millions of Americans sat down around their television sets with their family and friends to watch the biggest sports event of the year: Super Bowl XXXVIII. Inside the Reliant Stadium of Houston, Texas, the New England Patriots beat the Carolina Panthers 32-29 in one of the closest games in recent history; but this year it wasn’t the football game or even the commercials that had people talking. It was an incident that occurred during the halftime show that involved pop singers Janet Jackson and Justin Timberlake that ended in millions of Americans having the privilege to see the left breast of Janet Jackson for a few moments. This single issue may not have been a huge ordeal in itself, but it brought to surface some very pertinent questions about how far was too far in the media, what the government should do to control it, and what effects sex and violence in the media were having on American culture. The events that took place during the halftime show of the Super Bowl may have shocked and angered many parents for exposing such sexual behavior and nudity to their children, but there were also a great number of people who questioned why people were so upset over a few seconds of screen time that Janet Jackson’s left breast received. After all, it was simply part of the female anatomy. Many people argued that it wasn’t just nudity, that it was â€Å"softcore† pornography because of the sexual conduct that was behind the performance. It is understandable that Jackson and Timberlake’s routine was full of sexual innuendo, but the majority of young children usually don’t pick up on such behavior and thus a simple â€Å"wardrobe malfunction.† Whether the performance during the halftime ... ...ildren, teenagers, and adults in many different ways. While some people were outraged by the Super Bowl incident and others believed it was merely an accident that could have been prevented, the event put to the test some fundamental questions concerning how much power the media should have. Because the FCC is on a rampage right now trying to put an end to these problems, many networks are implementing new features such as the ten second delay, and others are trying to promote the use of V-chips (prevent children from viewing objectionable material) and reminding Americans of the rating system that is on the television. But the fact is, television is free to the public, and the public is watching. As sex and violence increasingly fill our television sets, our minds become more adjusted to such behaviors and we forget to grasp reality and focus on the important things.

Corporate strategy: steakhouse case Essay

Generally the efficiency of the production is neglected but as Outback embarks on a differentiation and niche strategy that doesn’t affect its competitiveness. All other building blocks of competitive advantages are addressed, its products are of excellent quality, its products as well as the management system and the organisational structure are innovative and its customer responsiveness is outstanding. Opportunities and Threats The strategic position of Outback is mainly determined through companies that are in the same strategic group: moderate price and high quality dinners. The opportunities and threats are mainly the same for that strategic group, the entry into another group might be desirable and would result in a diversification strategy. Industry Structure According to Porter’s Five Forces Model, the restaurant industry is highly competitive. The rivalry among established companies is very high as Outback operates on the one hand in the highly fragmented restaurant industry and on the other hand has to compete directly with a few big chains. The demand conditions depend to a high degree on the general economic situation, but the US market in general can only accommodate a limited number of restaurants. The exit barriers are very low. The risk of entry of potential competitors is high as the barriers of entry are very low. The bargaining power of buyers is moderate, all customers account for only a marginal part of the revenues but as the demand is very elastic they tend to switch to the competitors if they are not fully content. The bargaining power of suppliers is moderate to high, the company doesn’t depend on one single supplier, but on high quality. The threat through substitute products is quite high, steaks could be replaced through poultry or completely different meals. Macroenvironment The macroeconomic environment influences the restaurant industry to a high degree as a decline or growth of the economy influences directly the demand for restaurant food. Further, the US market will be saturated with around 550-600 Outback restaurants, this offers the opportunity of further growth in the next few years but simultaneously imposes the threat of saturation of the national market and induces the need for an international option. In the social environment, the greater health consciousness leads to a lower consumption of red meat. Normally this would be a threat, but as it can be assumed that people just switch to going out to eat red meat this could be an opportunity for even greater extension of the business. Furthermore Outback could include healthier options into its menu and diversify into other segments of the restaurant industry. A good opportunity is the expansion into the international market to overcome US-market saturation. A  problem could be the lack of international experience. Question 2 – Are Outback’s various strategy components sustainable in the domestic market ? Can they be imitated ? Are they transferable to the international markets ? Why ? Why not ? 1 – Strategy components sustainable in the domestic market The basic strategy of Outback, a famous US steakhouse chain, was a success, because the concept was simple: provide a high quality service for an affordable price. The average price is between 15 and 20 $, so, we can deduce that the target of the chain is middle and upper middle classes. However, most of restaurants share this idea, particularly for this highly competitive domestic market. Outback found enough distinctive competencies to reach its actual level. Outback has different key strategies, which explain the success of the company. The experience accumulated by the three creators permits to develop an entrepreneurial spirit and to increase the acknowledge on the steackhouse chain market. These abilities have given to the top managers the capacity to create relevant strategies. – Positioning of the company Outback is a steakhouse’s chain, which decided first to respond at the demand of middle and upper classes basic American consumers. So, they have to afford good report price-quality, which depends first of all of the quality of the meal and the services provided by the personal. Meals are simple but correspond completely to the wishes of the American consumers. The quality of Outback is insured because of the fact they are only open during the night and not twice pro day, which corresponds to the expected target by Outback and the needs of the last one. – Organisation structure In five years, the network of franchises growth by 400 %. This fact pushed the company to develop a strong logistic network and also privilege the relationship with a few suppliers, which became real partners of the company. This gave us the opportunity to gain a high quality product and trustworthiness can be established. For the suppliers, the advantages are valuables because they know that they will continue their products if they still provide the same level of quality expected. For Outback, it gives the opportunity to obtain low prices and security of the food. The high number of restaurants asked for a relevant logistic structure in order to provide the best product on time for all franchises. In order to gain economies of scale, Outback allowed a franchise system. This gives the opportunity to reduce costs and to be implemented in various areas without high investment departures. Following the growth of the company, Outback changed the organisational structure to be more efficient and have more control on the brand image. They are developing better relationship between the headquarter and the partners. These latter have now stock options. This salary plan gives them motivation and accuracy in their job, because it guarantees a real engagement from the employees. – Human resource’s strategy A real consideration of the human resource is done by Outback. The corporate estimate that better working conditions and working schedule give more motivation to the employees. They feel comfortable within the company and are readier to answer at the injection of the headquarter. – Location strategy After study of the location and demographics particularities of a county, it seems that all the restaurant are established in specific distribution area. They set up the restaurant near dynamic neighbourhood and easy to go, which remains middle class population. – Communication policy At the beginning, Outback privileged local target population. Then, they extend their communication network by sponsoring specific events, as sport or charity events. A lot of support as television, billboard and radio are used because it is the best way to touch an important number of potential consumers. 2- Can they be imitated ? On the domestic market, Outback has many steakhouse chain competitors. Each brand is trying to find a niche. But some strategies can be easily imitated such as the geographic implementation and the target. The thematic of the restaurant was existing before the creation of Outback and the system of franchise is not adopt only by the restaurant chains. But Outback is able to put some entries barriers. The experience of the top manager is very helpful and contribute to create a trustworthiness from the employees. The synergy between the suppliers and the franchises gives at Outback more confidence on the future and more competitive. 3 – Are they transferable to the international markets ? Why ? Why not ? The concept of steakhouse chain, as Outback, seems to be adaptable in foreign countries. The company has two choices. First of all, it can keep its concept of American steakhouse chain within foreigner culture. Or it can also adapt to the country culture and has the ability to modify its concept and integrate it completely in the country chosen. Outback has the opportunity to internationalise its strategy, but the company has to take care about the way to do it. -The food habits is a first problem because a lot of Muslim countries cannot consume beef. Outback has to do a geographic selection -According to the policy of a country, the American restaurant can or cannot be set up as in Irak or North Korea. The American corporate culture can be a barrier of establishment too. – Outback has to think about the suppliers network. Some solutions appear as food exportation or licensing. But these strategies have a mean disadvantage: the local population may expect to eat local product -Outback has to change the organisational structure in order to integrate an international division. The structure can add a foreign operations department to their existing structure and contribute to use the same control system. 3.- The countries, which Outback should enter, are in hierarchic descending order as follows: 1.- SOUTH KOREA Advantages:1)Good economic development.2)Politically stable.3)Easy to import American style to South Korean.4)Infrastructures improvements. Disadvantages: Obstacles for US firms (regulation for labeling, sanitary standards) Modifications needed: Need to be financially sound company, because South Korea is an emergent market with big opportunities of growing and so that big investments will be needed. The firm will have to adapt to the sanitary standards, they will have to cope with occasional problems related with quarantine of some products. 2.- UK Advantages: 1) Common language, business practices facilitates US entry 2) No restriction on foreign ownership and movement capital, labor flexibility. Free enterprise and open competition in UK. 3) UK find US goods and services very attractive.4) Abolition of internal trade barriers (UK as a gateway to the rest of EU).5) Very good communication network Disadvantages: As UK is a gateway to the rest of European countries is of vital importance the role-play in UK, depending whether is successful or not the European adventure will be better or worst. Modifications needed: Very low rate of modifications are needed to enter in the UK market, as we have said previously US and UK have common language and have very close culture. 3.- CANADA Advantages:1)Business practices similar to US and US goods are well received in Canada. 2) Very good economic development.3) Very good communication network and very close to North America, which will reduce communications and transportation costs. Disadvantages: The linguistic and cultural problems that are taking place in Canada make a tense situation. Modifications needed: As a result of the disadvantages related before it would be necessary to have employees with knowledge of French and/or English. 4.- MEXICO Advantages: 1) They have improved infrastructures 2) Despite the economics problems there are opportunities for North American firms but they will provide low cost products, because of the low buying power of Mexican people. 3) Duty free to exports.4) It is geographically very close to North America, so that transportation as communications are easier. Disadvantages: 1) Political reforms, which make of Mexico not a very stable country.2) No good economic development. Modifications needed:1)As we have written is necessary to change the prices in order to adapt to the low buying power of the Mexican people.2)Related with the previous point it would be interesting to create a pool in order to  avoid the possible devaluations in the national currency. Germany and Japan are more difficult markets to enter into by the company. See appendix for advantages, disadvantages and changes needed. 4.- As result of the previous SWOT analysis we can observe that Outback has the opportunity, the intention and the necessity to expand the company into the international market. OPPORTUNITIES Incomes have risen globally, so that there is more money to expend on, when primary needs are fed another kind of needs appear. Outback has to take advantage of this and enter into new markets. Related with that the increasing number of women entering the work force which means that if traditionally women have to cook, nowadays they don’t have too much time for it, and so that restaurants with good quality food and family oriented are highly valued by working women. In other side demographic concentrations of people in urban areas, which make necessary to have different offers of restaurants. A good opportunity is the willingness of younger generation to try new products, we have as an example the Japanese young people. Although in Japan still remain some conservative customers, new generations are willing to try new kind of products coming for another countries. Also is very important to point out the improved international transportation, this is very important because can reduce the costs of export restaurant’s assets into another international country, as we have already said. Although there are very similar firms operating at the moment in the market, US food themes are very popular abroad. In order to reduce market saturation Outback has used joint ventures with an Italian chain (Canabba’s Italian Grills) INTENTION We see the will to expand when for example, in 1994 the firm didn’t pay dividends despite the good profit, the reason was to invest the money to be able to expand to international markets. NECESSITY The saturation of the US fast-food chains make that Outback looks for new countries where it can operate and grow there are very similar firms operating at the moment but US food themes are very popular abroad. Although in order to reduce this market saturation Outback has used joint ventures with an Italian chain (Canabba’s Italian Grills)