Introduction to operations and supply chain MANAGEMENT Case Study

Prologue to tasks and flexibly chain MANAGEMENT - Case Study Example All things considered, the kind of estimate is request and it is at showcase level since the quantities of deals appear to be expanding in the market where the firm works. This model has been picked on the grounds that it utilizes a progression of interest perceptions over some undefined time frame in a sequential request so as to create figures. In this manner, the Last Period Model has been chosen since it is expected that the interest of every one of the three drivers is continually expanding with time. This model accept that the degree of interest for the present time frame is utilized as a conjecture for the following time frame. For every period, it tends to be seen that the ebb and flow request of every driver is by all accounts expanding as delineated in the table of information given. Accordingly, this is a reasonable model that can be utilized to figure request of the drivers offered by Top Slice Company. 2. As indicated by the Last Period Model, Top Slice Company ought to have the extended stir cell ready for action before the finish of June 2012 as introduced in the table given. For every month, it very well may be seen that the all out number of the three drivers is expanding by a normal of around 25. For example, in January 2012, the quantity of drivers fabricated was 2559 and in February of that year they expanded to 2584 demonstrating an expansion of 25 drivers. In March 2012, a sum of 2609 drivers were produced again demonstrating a normal increment of 25 drivers from the earlier month. In this manner, the finish of June is the perfect time frame to have the stir cell fully operational. As noticed, the momentum work cell is fit for delivering just 2700 drivers every month. Given the month to month normal increment in the quantity of drivers made, it very well may be seen that before the finish of June, around 2675 drivers would be fabricated and by July, the greatest limit of 2 700 would be reached. Accordingly, it is savvy for Jacob to start the extension of the work cell prior so as to dodge bothers when the present work

Effects on Divorce on Children Essay

Anyway a few people imagine that its a simple procedure to get a separation two separate roperties and marking papers may appear to be a simple undertaking a few anyway there are serious issues can emerge from the separation like who is going to keep the timeshare in Aspen. Yet, one crucial issue emerges with the nearness of kids and how it will influence them over the long haul examines recommend that youngsters that experience separate from express indications of misery for instance carrying on in school. Separation is Just as hard on the kids as it is the grown-ups and on the off chance that they neglect this their kids may be influenced for even a very long time to come indicating worry for this may forestall this. The greater part of all separations include youngsters younger than 18. Separation doesn't just influence the couple, however now like never before their youngsters get stirred up in the, occasionally monstrous, procedure of separation. An essential inquiry each parent ought to consider is will separate have impacts on youngsters and is remaining together for their prosperity the best goals, if not what are the perfect ways to deal with limit the childs trouble? The general explanation I picked this point is on the grounds that after a separation numerous small kids are befuddled. They are confounded in light of the fact that they are in some cases excessively youthful to nderstand what is happening so they will in general shout for help yet their folks disregard them. At that point they can once in a while begin to carry on in school and their folks know why they are doing it yet can't assist them with communicating their sentiments. This subject is sociologically significant on the grounds that small kids need assistance understanding what separation is and how to adapt to it. These explanation Ill make certain to try clarifying them further and utilizing solid insights taken from investigations of offspring of separation. This inquiry should intrigue nearly everybody that plans of getting hitched later on. Separation obviously isnt something that couples need or even expect in a marriage however lamentably such occasions happen that lead to separation and it is urgent to know how it might influence youngsters over the long haul. David Masci the writer of the article Å"Does separate from transform kids into disturbed grown-ups? contends that separation may transform youngsters into upset grown-ups, and I concur in light of the fact that he gives suitable proof to help his hypothesis. His contention that is bolstered by new research indicating that practically 50% of all kids in the United States need to manage their folks disintegration of marriage nd these a portion of these youngsters give indications of pain in the later year. Principally probability of wellbeing, enthusiastic, and social issues, lower scholarly accomplishment and an expanded danger of separation when they wed. What's more, Å"early sex, with only one parent present pregnancy, liquor and medication misuse, misconduct and self destruction are more pervasive among young people from separated from families than among those from unblemished families  (Masci) I wholeheartedly embrace what David Masci contends. While numerous kids grow up driving sound and profitable lives after a separation happens, they are at more serious hazard for passionate and physical issues. A few kids are more genuinely influenced by separate than others. Be that as it may, some don't encounter genuine, long haul passionate issues A childs enthusiastic security likewise turns out to be progressively delicate during this troublesome time of separation. Fears that the two guardians will relinquish the kid are normal. Contingent upon the age of the youngster, a portion of the manners in which a kid may communicate this enthusiastic uncertainty might be a lot of outrage, coordinated both toward others and themselves visit disrupting of guidelines, rest issues, opposing guardians or educators, visit blame, expanding separation or withdrawal from loved ones, tranquilize and additionally liquor buse, early sexual action, considerations of self destruction or savagery. Numerous offspring of separation accept that they caused the separation or that they accomplished something incorrectly that made one or the two guardians not have any desire to be with them. These emotions can make a youngster feel miserable, discouraged, and irate. These negative feelings can add to different issues, for example, unexpected weakness, trouble in school, and issues with companions, to give some examples. Guardians can enable their kids to maintain a strategic distance from a portion of the negative results of these feelings by utilizing Å"emotion coaching,  a procedure of helping youngsters know about and talk about their feelings. Youngsters who experience the separation of their folks for the most part are bound to battle socially contrasted with kids from flawless families. They are bound to be forceful, have less fortunate associations with same-age kids, and have less dear companions. Likewise, these kids and youngsters give off an impression of being less associated with extracurricular exercises, for example, sports or music, and other improvement programs, for example, after-school classes or summer programs. This is likely because of less cash to pay for such exercises, less accessibility of guardians to drive the kid and go to exercises and occasions, metal continuous moves, and visiting and care plans that interfere with investment in group activities and different exercises. Kids and adolescents who experience the separation of their folks may wind up getting less parental oversight. Subsequently, a few researchers accept that these youngsters might be progressively defenseless to the impact of their friends and this builds the odds of them engaging in degenerate conduct, including medication and liquor use and smoking. By and large, look into has not discovered huge contrasts in how young men and young ladies will in general change in accordance with separate. In any case, it appears that young men, more than young ladies, will in general be increasingly forceful toward others and this can prompt their companions and friends dismissing them. Young men might be to some degree bound to act in insubordinate manners at home and in school; young ladies might be fairly bound to encounter tension and wretchedness. A childs age when their folks separate is another factor that guardians stress over. Yet, separate on kids has not demonstrated a reliable example. A few investigations recommend that sentimental connections later on for offspring of separation can be influenced as a result of their encounters as a little youngster. Furthermore, ome researchers accept that offspring of separation are less inclined to learn critical social abilities in the home, for example, participation, arrangement, and bargain that are essential for achievement throughout everyday life. Youngsters presented to elevated levels of contention between their folks, both when a separation, may figure out how to display the poor correspondence of their folks.

Should You Use Emojis In Business Emails

Should You Use Emojis In Business Emails Emoji’s are common keepsakes that are used to express emotion between friends and family members interacting with each other through various social media platforms, SMS texts and emails.They usually make communication more lively and engaging with the people that are closest to us or ones we know well enough.But while there are no restrictions to using these cute icons, you can’t really get that kind of freedom in office environments. If you’re including smileys or any other emoji in one of your work emails, especially if it’s being sent to your boss, is it going to help you build rapport or will your boss think it’s unprofessional? Do you think it would be a bold move to send a bunch of poop emoji’s to your colleague?If you’re an office worker who’s thinking about the kind of emoji that would be appropriate for their office email or whether you should include them at all, we can shine a bit more light to your dilemma with this article.Over here, we’ve tried our bes t to unravel the subtle nuances of using emoji’s at workplaces and work out the best course of action for you.WHATS THE PURPOSE OF EMOJIS?If there’s controversy surrounding the use of emoji’s in work emails and other forms of business communications, then why are we so enticed by them? Wouldn’t be for the best if we just stop thinking about them?The only possible answer we can come up with for this is so that we can convey our message better to the recipients.This is especially the case when communicating with emails as they lack the emotional cues that accompany face-to-face or phone interactions or conversations. There is plenty of room for misunderstanding if we cannot decipher the facial expressions or tone of voice behind an email.Messages that are supposed to be positive can be perceived as neutral and neutral messages can be perceived as negative.If, let’s say, after writing a detailed and generous message to your boss resulted in a brief one-line response, then the re is a chance that your boss may have been impressed with your work, but you can’t tell without seeing their face in a face-to-face meeting or hearing their voice through the phone.EMOJIS USED AS COMMUNICATION SHORTCUTIf there was any semblance to the infamous phrase “a picture is worth a thousand words,” it might as well be with emojis in a way that keeps communication brief and to the point.A 2014 study reveals that we use emoticons in our emails to show the recipients how to interpret our messages rather than directly convey emotions. An example of this is when we include a smiley face after a line that was intended to be a joke.But think of the possible consequences that you could be facing when you send a winking emoji to your boss. Are you trying to communicate more effectively or are you damaging the true purpose of your message?EMOJIS IN WORK EMAILS IS A NO-GO You may want to pass up on using emojis in your work emails especially given the discouraging results produce d from a recent study called The Dark Side of a Smiley: Effects of Smiling Emoticons on Virtual First Impressions.This one observation from the study is the most jarring one of all:“….unlike actual smiles, smileys do not necessarily convey feelings of warmth, but in fact, decrease feelings of competence. This, as a result, undermined information sharing.”The study consists of three experiments and was conducted by Arik Cheshin from the University of Haifa, Ella Glikson from Ben-Gurion University and Gerben A. van Kleef from the University of Amsterdam.In the first experiment, 203 undergraduate students University of Amsterdam were randomly assigned one of four things:A photo of a smiling personA photo of a person with a neutral expressionA greeting text with smileysA greeting text with no smileysThe students were asked to rate the warmth and competence of the greeting text and the person shown in the picture. The results found that students rated the person smiling in the phot ograph as being higher in terms of warmth and competence than the one with the neutral expression. Ironically, they rated the greeting text with no smileys as warmer and more competent than the one with smileys.The second experiment involved 90 English-speakings people from 29 countries residing in North and South America, the Middle East and Western and Eastern European. Over here, the subjects had to read an email, rate the warmth and competence of the sender, write an email in response and also guess the gender of the sender.The results found that including smiley faces in the email didn’t affect the perception of warmth, though it did lower the perception of competence. The subjects’ email responses to the original email that had a smiley face contained less information and they also assumed the sender was female, even though it didn’t affect the rating of warmth or competence.Finally, in the third experiment, 85 US citizens who were recruited using Amazon’s Mechanical T urk, were told to read an email from a new employee to an unknown administrative assistant that included a question about either a social gathering (indicating an informal situation) or a staff meeting (indicating a formal situation).The subjects were then asked to rate the warmth and competence of the sender. For the formal situation, including smileys in the email apparently had no effect on the subjects’ perception of the sender’s warmth, but it lowered their perception of the sender’s competence.As for the informal situation, including smileys in the email increased the perception of the sender’s warmth but showed no effect on the sender’s competence.In other words, using smileys or emojis in your communication with someone whom you don’t know very well may have them:Not perceive your message as “warm.”Probably think of you as “less competent.”Include a less sufficient response to you because they might assume you’re incompetent.The point of this study is t o show you that using smileys in texts and emails may make you less competent and not seem warmer.One thing to note is that these studies don’t use an excessive amount of smileys, like at the end of every word possibly hinting that the sender is perhaps unbalanced. Also, the test emails did not put smileys in inappropriate spots such as “You’re getting fired :)” or “I stuffed pudding in everyone’s shoe :).”Rather, the study simply implies that a merely including a smiley or two can affect how people view you, kind of a superficial way how one might judge you.Still, it does present bad news for 76% of the American working population who often use emojis in professional environments according to a study conducted by the Kelton Global surveying 1,000 American workers with smartphones. The percentage of emojis used for that survey were:64% happy face16% thumbs up7% winking face3% heart3% surprised face3% sad face2% thumbs down1% angry faceOh, that’s gonna sting! So give n the information, we’ve got so far, does this mean we should exclude emojis from the professional field until the ends of time?Not exactly!You see, the same survey showed that 78% of the working community never felt emotionally connected with those they worked with and that 33% of them wished that they could better express their emotions during business communications. What’s more is that 75% of those who were surveyed expressed interest in using emojis in business communications more often.The study also states that including a smiley can be a good substitute especially if you already have a relationship with the recipient.So what do we make of this?It simply means that if used in the right context, emojis can be pretty handy. And while that’s a relief, you might be asking yourself now, “what is the right context?” Glad you asked! Here is a list of the contexts where you can and cannot include emojis.EMOJIS YOU SHOULDNT USEHere are the types of contexts where emojis must not be considered:Your boss or any other superiorSomeone, you don’t know well or don’t have a relationship withCoworkers whom you have a rough relationship withClientsA more inherently formal workplace (typically one involving wearing a suit and tie)A message about an unfortunate request or bad news (like adding a frowny face when asking someone to work over the weekend could end annoying the recipient instead of making them feel better)Completely replacing words (using a heart emoticon instead of using the word “love”)Ambiguously-worded messages (to the only solution to this is to write clear and unambiguous messages)WHEN CAN EMOJIS BE USEDHere’s a couple of contexts where you can use emojis to build rapport:Delivering quick emails to the team you’re really tight withCoworkers if the workplace environment is casual or informal (like at most tech startups)Someone who is cool with using emojis as passionately as you areUsing Slack or other professional apps to chat with your teamHere’s a graph that provides a better view of the kind of emojis that are acceptable and unacceptable:Source: CNBCStill, one can only imagine whether the perception and acceptability of emojis will change as everything becomes more digitized and mobile and whether the ones who grew up with technology (millennials) can pave the way for change at workplaces.Recently, there may be some glimmer of hope to that given the increasing use of platforms such as Twitter, Slack, and texts.And with the lack of facial interaction due to the elevated dependence on electronic devices, people may want to connect emotionally through digital channels. Perhaps there may even come a day where we can write an entire memento using nothing but emojis.Interestingly, the study has a number of limitations, some of which include the sample sizes, which are not large enough and may not even reflect the diversity of the people out there.What’s even more strange is that the researchers didn’t even do a detailed report on the individuals, companies or professions in the samples.Looking back at all that, it may be possible that the researchers may have had a selective bias against emojis. It’s not far from the truth because there are workplaces that are more welcoming of emojis than others.Although not necessarily for those who are part of the nuclear program or also in medical facilities can you imagine what patients would say about doctors putting smiley faces on medical reports?TO EMOJI OR NOT TO EMOJI?So really, what is the bottom line then? Should we use emojis or emoticons at workplaces or not?Well, if you’ve never used them before or just don’t like using them in general, then it’s probably for the best you don’t poke around with them for any occasion, especially if you’re starting out at an organization.But if you want to try and get into the groove of it, then start at a slow pace and don’t shy away from asking your friends, family members or colleagues at catching you up to speed.Start by using the smiley face at home first, but don’t overdo it as doing so will have people questioning your sanity.If you prefer using emojis at your workplace, get a feel of your company’s culture first and whether it is even fine to use social media, to begin with. Inspect what your colleagues are doing and remember not to go overboard while you’re at it.Be careful not to just stick to smiley faces as every person reacts differently to certain things.One colleague, client or boss might not mind smileys as much, but the next may not be so welcoming of them. That’s why it’s a good idea to tailor your pattern of communication.In fact, it’s better to reserve those smiley faces sparingly and not right away. For instance, you can’t just put in a smiley for someone you don’t know by saying “Can I work at your company? :)” or “It’d be nice if our organization can serve you :).”But once you’ve proven your worth to the company, you may be more comfortable using smileys with colleagues (and bosses possibly) more frequently than when you were starting out.3 TIMES WHEN YOU CAN USE EMOJIS IN WORK EMAILSEmojis are usually a staple when it comes to communicating with our friends and loved ones back at home, but when it comes to writing professional emails to colleagues, clients, and our boss, emojis are generally out of the question.As we previously discussed, by adding an emoji or a smiley face to your work email, recipients may not perceive of you as either warm, optimistic, competent or serious.So to give you a more strategic stance on using emojis in professional emails, look to these three most opportunistic moments:1.  When You’re Sending Logistical And Short EmailsThere are some when we engage in a constant back and forth email exchange with our colleagues in a manner that is similar to instant chatting.So it’s okay to drop an emoji or two or more in these situations since they aren’t actually supposed to be official declarations and since you know the recipient really well. For instance, “Are you having lunch at McDonald’s like me? :-)”2.  When You’re Attempting to Diffuse a SituationDuring stressful moments, especially like when you and your colleagues are focusing all of your hard work and resources into completing a crucial project before the deadline, adding a smiley face to an email is ideal for boosting the morale of your co-workers.Another place where it’s okay to include a smiley face would be when you’re trying to cheer a colleague or colleagues after getting into a heated debate or argument just so you can empathize with what they’re going through.3.  When Trying to Be Welcoming to SomeoneNew employees or recruits are basically people who just have to learn to get to know the place they’re about to devote most of their times too, not to mention learn its various norms and traditions about how things work around here.But if they feel a bit uneasy on thei r first day, you can send them a welcoming email with a smiley face emoji as a friend rather than someone who’s just a professional wooden door that’s showing them the way in. A smiley face is a sure sign of saying “you’ve got a friend in me.”CONCLUSIONSo in retrospect, emojis are not universal and need to be used sparingly or strategically, whichever one suits you best. They must never ever be used to when you have to communicate with your colleagues, clients, and bosses about important updates regarding your business or in serious situations like meetings and conferences.The only time you are open to using emojis is when you’re trying to diffuse a situation, welcoming a new recruit, being short and to the point and only if the recipient has a good enough relationship with you.

Strategy of Growth Example For Free - Free Essay Example

Sample details Pages: 13 Words: 3962 Downloads: 3 Date added: 2017/06/26 Category Business Essay Type Research paper Tags: Development Essay Did you like this example? There are three tactics which can support a strategy of growth. Firstly a firm can adopt internal or organic development. For example Glaxo Smith Klein (GSK) a large UK drugs business reorganised its research and development (RD) operations to improve expansion. Secondly, another UK pharmaceutical company AstraZeneca carried out takeovers of bio-science firms (mergers and acquisitions MA). Compare and contrast these two approaches to growth by discussing their relative advantages and disadvantages. Use examples from any relevant sector, not just Big Pharma. Summary The paper presents a contrast between conservative and aggressive growth options. It discusses mergers and acquisitions, organic growth and alliances using examples from a range of industries which include online businesses, brewery firms, soft drink giants and also a major pharmaceutical industry merger. In examining the interface between the different growth options the paper posits that they are not mutually exclusive and one may lead to the other, whereas a portfolio of growth options is strategically astute to have. The advantages, disadvantages and issues surrounding the growth options suggest that it is a risk-benefit premise that underpins the value perceptions from a chosen growth route. Competitive situations and resourcing s aspects also govern the choice a chosen route. Don’t waste time! Our writers will create an original "Strategy of Growth Example For Free" essay for you Create order 1. Introduction This paper discusses the different routes to growth that an enterprise might take. Given the growing popularity and mixed success of aggressive growth option of mergers and acquisitions, the paper compares and contrasts them with more conservative options like organic growth and alliances. It first presents the interface between the different routes and then focuses on their relative advantages and disadvantages. The contrast is also brought out in discussing needs, and in highlighting the issue of achieving synergies for delivering greater value under the different growth routes. The paper focuses on organic growth and mergers and acquisitions in the main, with some development of the context of alliancing in comparing the two. It closes with some strategic highlights from the discussion. 2. The Interface and Non-Exclusive Nature of the Growth Options Strategic growth options for a firm usually take three forms. These are growth through alliances with other firms in different areas ranging from RD to distribution and other forms of joint ventures; growth through mergers or acquisitions (MA) à ¢Ã¢â€š ¬Ã¢â‚¬Å" that implies creating a new entity through a merger or an expanded firms through an alliance and; organic development that is essentially about growing as an organism through overtime development using investment from surpluses the firm creates from its operations to acquire more assets, personnel and diversify or expand into business areas (Sudarsanam, 2003, p. 70). While these are different options they are not necessarily mutually exclusive. An organisation can follow one option or the other simultaneously. For example a global firm can alliance with another in a new market for purposes of accessing its distribution network while continue to grow organically in another market it has a very entrenched position in . In still another market where competition is intense and competitors are vying for key suppliers it may engage in vertical integration with acquisitions along the supply chain. The example of Pepsi is a validation of such simultaneous occurrence. It acquired key bottling firms in Mexico at three times the price they were worth in early 1980s; this affected the growth of its competitor Coca-Cola very adversely. Similarly Pepsi tied up with Thumps-Up the Indian soft drink brand to penetrate the market before making an offer of acquisition that Thumps-UP could not refuse (Weston et al., 2003). This synergetic and partnered penetration also worked well with making a foreign brand get acceptance in India, which had traditionally been very resistance to foreign brands. In the meantime of course Pepsi continued to grow organically in other markets and later in the markets it thus entered through more externally oriented growth options i.e. alliances and mergers and acquisitions. This example opens up one more dimension of the interface between the different strategic options. This is about one leading to the other. The most familiar one is the alliance option leading to a merger or acquisition- where the former is essentially a taster that builds confidence in the merger. After merger or acquisition the strategising for organic development becomes very crucial, because two different legacies come into play à ¢Ã¢â€š ¬Ã¢â‚¬Å" moving forward as one firm is bereft with challenges (Datta, 1991; Mintzberg et al., 2003, p. 129). The following figure captures this interface. Organic development is a stable option while an alliance is an option with an external locus that can (but not necessarily will) lead to an MA, while MA itself is a function of further and focussed organic development. Alliances can also result in further progress along the partnership trajectory or withdrawal, contingent on how the issue of mutual benefits and over time trust shapes up. An MA in contrast à ¢Ã¢â€š ¬Ã¢â‚¬Å" if it fails can also lead to disposal or a de-merger as is sometimes called, which is very difficult and costly to do (DePamphilis, 2008, p. 531). It can also require organic development that is not à ¢Ã¢â€š ¬Ã¢â‚¬Å" normal but calls for restructuring as well to co-opt the new organisation that comes into being requiring a merger of two legacies. Figure 1: Interface and Non-Exclusive nature of the Growth Options 3. Advantages and Disadvantages of the Growth Options This section extends the contrasts the organic development and the mergers and acquisitions option, building on the prior section that outlines there nature and mutual interface. In doing so it also invariably engages a comparison with the alliances perspective which is the third and arguably the midway perspective intertwined with the other two as explained in the preceding section. The disadvantages and advantages of the growth options are discussed and then summarised. Because of its internal locus of control organic development is easier to control. It is an incremental growth option which builds on core competencies and feeds on rents the firm draws from its operations to fuel expansion. To this extent while it is slower relative to other options it also entails lower risk. Even if debt financing is subscribed to à ¢Ã¢â€š ¬Ã¢â‚¬Å" it is leveraged on current operational throughput and not on future estimates as in mergers and acquisitions, where such estimates are hig hly contingent on the success of a complex post-merger acquisition process (Ghoshal and Gratton, 2002, p. 34). The organics growth option often involves more upfront revenue costs even if debt financing is subscribed to. Furthermore its value in terms of surprising competition because of its slow trajectory is low. Competition is likely to predict the outcomes and resultant value a firm will draw from its investments in organic growth. Alliances and Joint Ventures are a step up from the mergers and acquisition process they transcend limited competencies by alliancing and drawing the resources of the partner. In many cases such alliances lead to much superior value than would be possible given the constrained and limited scope of one enterprises resources and capabilities. This unlike organic development moves can usually surprise competitors but can also crumble easily because it is a partnership based on a perception of mutual benefit. Only when it goes beyond benefits to trust can it be rather stable. It does not give real control to anyone enterprise and usually each tries to get more value out than the other. Relative dominance of collaborators may shape an alliance that is not only stressful but is likely to sometimes result in sub-optimal value for both parties. However, when it transcends the benefit harnessing premise to trust between partners it can sometimes sow the seeds for a rather amicable merger and acquisition (DePamphilis, 2008, p. 539). Mergers and acquisitions do not usually arrive by joint ventures but independent of it. They are closely guarded secrets even if deliberated for considerable period of time. When they occur and/or are announced they can cause a ripple in the industry and also surprise competition. Mergers and acquisitions fundamentally extend competencies by integrating new ones provided these new ones do not conflict with the old ones/ the other set of competencies, but act as complements. The economies scal e and scope in production and in reach to markets also stands extended if there is not much duplication or conflict in drawing synergies (Harrison, 1991, p. 178; Sirower, 1997, p. 17). In essence the search for parties with true complementary resources is critical for drawing synergies for benefits from an MA. Not only the merger and acquisition costly but it hits profits in the short run due to market uncertainty in the short run and also focus on integration than operational excellence that is required in the immediate aftermath. This aftermath can extend to several years as in the case of GlaxoSmithKline (GSK) than came together as a consequence of the merger between GlaxoWellcome and SmithKlineBeecham in 2000. The post-merger integration activities continued for almost the next few years. For instance, the post-merger integration of project practices was rolled out after initial smoothening and alignment of resources only in 2003 and then took another few years of refineme nt based on feedback to get firmly in place. Though this was a successful merger the process itself was costly in terms of resource commitment (Weston et al., 2003, p. 151). Similarly the dilemma faced by AmBev the merged entity from the coming together of Anthartica and Brahma took even longer to stabilise because of fundamental nature of the business of these two Brazilian brewery firms. One was conservative and the other rather ambitious in terms of marketing and product selection. This impacted some incongruence in how the combined top leadership made strategic decisions post-merger. Another important thing to note is that in the rushed market manoeuvres of the 1990s it was always an explicit dilemma à ¢Ã¢â€š ¬Ã¢â‚¬Å" whether to focus on integration or go for more mergers and acquisitions. Though AmBev opted for the latter and was successful- it was a risky manoeuvre to invest in MAs without realising true synergies from past MAs (Mintzberg et al., 2003, p. 130). This also brings forth another aspect of managerial hubris that can be fuelled by successful MAs initially and making the top leadership run on this trajectory of high risk for very long periods. The case of Saatchi and Saatchi that found this to be its nemesis is aft cited as an example of MA moves that went on for too long, were led by managerial hubris and eventually led to organisational decline, because synergies were not appropriated (Minztberg et al., 2003, Haleblian et al., 2009). The risk mergers and acquisitions entail puts an argumentative quotient to their speed. They are not really fast if one were to look at the time it takes to draw synergy, and if done careful require more time than usually appreciated to scope a relationship like in an alliancing arrangement. As Faulkner and Bowman (quoted in: Gaughan, 1994) say: Of the various opportunities to growth which may exist, the option of acquisition [and merger!] is by far the riskiest, unless pursued after an extend ed period of close collaboration with the target company [between the target companies] as a partner In summary the relative advantages and disadvantages can be summarised as follows: Table 1: Summary of Advantages and Disadvantages of growth Options ROUTES TO GROWTH Organic Development MA Alliance and Joint Ventures Advantages Easier to control Arguably perceived to be Fast (but in reality could be painstakingly slow if Post merger integration issues are not tackled well) Opens exciting opportunities Builds around core competencies Extends Competencies and opportunities Transcends limited competence Lower Risk Surprises Competitors in many cases Surprises Competitors in some cases Disadvantages Slower Costly May crumble easily-backing out easier May involve upfront revenue costs More Difficult and riskier given the history of MA à ¢Ã¢â€š ¬Ã¢â‚¬Å"performance indicators ambiguous Collaborators may dominate Unlikely to surprise competitors Hits Profits Doesnt give control-arguably lower quality earnings (Adapted from Gaughan et al., 1994, p. 355-412) 4. Synergetic Growth and Drawing Synergies In organic growth option synergetic growth is a given because the locus of control is internal. Any improvements in profitability and performance say in RD and market growth indicate the synergies that have been accumulated and delivered for growth. The incremental value is usually slow but clearly aligned to organizational resources and capabilities. The idea becomes more nuanced when one speaks of two entities coming together to shape a new one as in an MA. The sense for doing this will only when the combined value is greater than the sum of the parts i.e. greater than the sum of their value generation when they were apart. This is where the contrast of value, synergies and also expectations between organic growth and mergers and acquisitions becomes much amplified from a perspective of rationale (Larsson and Finkelstein, 1999, p. 21; Sirower, 1997, p. 41). Synergy theory expects that there is really something out there which enables the merged /combined entity to create shareholders value. In other words synergy is ability of merged/combined entity to generate higher shareholders wealth than the stand alone entities. Economically it can be said to translates into ability to further limit competitors ability to contest their or the targets current input markets, processes, or output markets, and/or ability to open markets and/or encroach on their competitors markets where these competitors cannot respond. Clearly the shift in synergies or expectations about it is only incremental in the case of organic development in the case of mergers and acquisitions this is rather radical (Sirower, 1997, p. 34, 45) The two main types of synergies are operating and financial synergy- as discussed in literature that tried to examine the efficacy of merger and acquisition cases. Operating synergy refers to the efficiency gains or operating economies that are derived in horizontal and vertical mergers. Financial synergy in the main refers to the possibilit y that the cost of capital can be lowered by combining one or more companies. One of the main sources of operating synergy is the cost reductions that occur as a result of corporate combination. These cost reductions may come as a result of economies of scale (decrease in per unit cost due to the increase in size or scale of the company). The other is economies of scope which is the ability of the firm to utilize one set of inputs to provide a broader range of products and services. Financial synergy refers to the impact of a corporate merger or acquisition on the costs of capital to the parties in the MA transaction. However whether financial synergy actually exists is a matter of dispute within corporate finance. The combination of firms can reduce the risk if the firms cash flows are not perfectly correlated. If the transaction lowers the volatility of cash flows then the suppliers may consider the firm less risky (Filatochev and Toms, 2003, p. 900). Drivers of synergy a re thus a whole gamut of factors in mergers and acquisitions in contrast to routine and linear combination of production and operations feeding into strategy in organics development. This relative complexity in mergers and acquisitions is as outlined in the figure below. These combine and augment each other for delivering synergy which is the indicator of an MA transaction. Factors such as strategic relatedness, culture and modus operandi of the transaction influence the extent of and time taken to achieve synergy levels that are stated in the transaction objectives. It is not that these factors do not appear in organic development scenario à ¢Ã¢â€š ¬Ã¢â‚¬Å" only that they are streamlined and dormant as concerns because of the stable platform of incremental and slow pace of investment with mostly lower expectations of returns compared with MAs (Haleblian and Finkelstein, 1999) Figure 2: Amplification of a complex set of factors in MA relative to organic growth (Adapted f rom: Weston et al, 2003, p. 43) For example, in the case of the eBay à ¢Ã¢â€š ¬Ã¢â‚¬Å"Skype transaction in the middle of the last decade operational synergy in this vertical integration is argued in context of economies of scope given the ideas of creating more users, increasing presence abroad, the role of real time communication in e-commerce e.t.a. Economies of scale have been implied in the idea of creating and enabling faster communication between buyers and sellers. EBay also acquired resources to compete with rivals ranging from Google, Microsoft et al from a perspective based on Porters five forces model (discussed in Mintzberg et al,, 2003, p. 131). There is some argument about how the markets would see this integration given that Skype was seen as potentially more volatile. Though there is insufficient financial information to comment further on financial synergy, the mode of acquisition pay-out being linked to performance and with sales improvement- the argu ment may contribute to stability and financial value perception of the MA deal. The rolling acquisitions eBay made also resulted in making the suppliers of capital a bit apprehensive like : is it too many too quickly, will it be a case of indigestion. Clearly the MA mode brings external control and external interface into play that goes beyond just the external entity being merged with or acquired. Also, the eBay and Skype deal looked at a gestation period contingent on performance. This was de-facto not a complete deal in conventional MA terms but arguably a progression from a quasi-alliancing kind of a mode to a complete acquisition. Organic development at eBay was argued to be costly relative to just acquiring Skype (given video-voice based real time communication technologies). However, this perception of cost as argued in acquisition justification talks is sub-optimal; the costs have to include the risks of integration, investment of resources in facilitating and intern alizing the acquisition à ¢Ã¢â€š ¬Ã¢â‚¬Å" among others. The Ebay and Skype integration did not last long, with eBay selling off Skype in 2009 (TC News, 2009). From a true cost perspective that sometimes includes unforeseen elements including firm reputation, it is rare to find an MA that is less costly than organic development. Of course when a success and with returns factored in MA is a option that promises returns that are much higher- I a typical high risk high return setting that characterizes growth options. Also while an alliancing though could be a competitive strategic option in the case of Ebay-Skype, Skpye was an acquisition target for competitors like Goggle and Microsoft, making it sensible for eBay to go for an acquisition. However, in hind sight eBay could do with a mix of growth options across the transactions it has made with the 18 companies (all acquisitions) to closely ponder where and if, it could go for alliancing or organic development in some cases instead of acquisitions to optimize usage of company resources (TC News, 2009; Harrison, 1991). 5. Contrasting Key Performance Indicators and amplified needs Another complex process that entails Mergers and Acquisitions is a view on the key performance indicators that becomes inherently complex. As the list of generic key performance indicators suggests- almost all become amplified. For example retention of existing customers while in organic growth is subject to standard marketing strategies in MA it also becomes a function of realigning brand equity related perceptions. The list in the table below also have some elements that are explicit in terms of mergers and acquisitions like on achieving synergy and integration and also systems alignment and personnel leaving (turnover). This creates new pressures for management- alternate processes and even internal change projects have to be set up. This is also a validation for the earlier assertion that it can in effect be time consuming and because of such diverted attention, among other things MA can hit profits in the short run. Table 2: A perspective on performance concerns Perspective Key Performance Indicator Customers Retention of Existing Customers Efficiency in Delivering Services Financial Synergy Components Captured to Date Timely Financial Reporting Timely Cash Flow Management Operational Completion of Systems Analysis Reassignments to all Operating Units Resources Allocated for Workloads Human Resource Percentage of Personnel Defections Change Management Training Communication Feedbacks Organizational Cultural Gaps between companies Number of Critical Processes Defined Lower level involvement in integration (Adapted from: Weston et al., 2003, p. 55) Likely challenges for eBay are going to be related in the main to systems analysis to integrate Skype voice and video communication into the auction-sale-purchase system it has. Skpye is seen as a smaller more rebellious company intent on keeping its individuality even when it is a part of eBay. In this sense cultural gaps and communication-feedbacks between companies will need to be addressed very carefully (Weston et al., 2003, p. 114). Performance monitoring i.e. synergy components captured over time for the proposed performance linked payout may also need clear upfront guidelines. The resources of eBay are stretched given the rolling acquisitions it has made; it was initially interesting to see how it deployed resources for the post-merger integration initiative (TechDirt, 2006). There are also other issues that can be used to contrast the needs of the MA process versus the organic growth option. One of these that merit a m ention at the close of issues and characteristics discussed in the paper is the role of regulatory bodies and how they perceive either. In the case of organic growth the impacting regulations are mostly operational but in the case of MA regulatory authorities pay close attention to what is the impact of an MA on the industry competition and consumer interests. 6. Conclusions This paper has shown a clear case for contrast between mergers and acquisitions and organic growth, and has also contextualized the midway route of alliancing. In highlighting issues, concerns and relative merits and demerits the paper is particularly oriented towards highlighting the relative risk of MA and clarifying the mistaken perception that they are quick. They can be rather slow as well given the need for achieving synergies through post-merger acquisitions. Among other things another highlight has been the implications for organizations to adopt a mixed portfolio of growth strategies contingent on the situation and resourcing strengths. REFERENCES Datta, D. K. (1991). Organizational fit and acquisition performance: Effects of post-acquisition integration. Strategic Management Journal, 12(4): 281-29 DePamphilis, D (2008). Mergers, Acquisitions, and Other Restructuring Activities. New York: Elsevier, Academic Press. pp. 520-543 Filatotchev, I. and Toms, S. (2003) Corporate Governance, Strategy and Survival in a Declining Industry: A Study of UK Cotton Textile Companies, Journal of Management Studies, 40, 4: 895-920 Gaughan, P. (1994). Readings in Mergers and Acquisitions. Blackwell, pp. 127-444 Ghoshal, S. and Gratton, L. 2002. Integrating the enterprise. MIT Sloan Management Review, 44(1): 31-38. Haleblian, J. Finkelstein, S. (1999). The influence of organizational acquisition experience on acquisition performance: A behavioral learning perspective. Administrative Science Quarterly, 44(1): 29-56. Haleblian, J., Devers, C. E., McNamara, G., Carpenter, M. A., and Davison, R. B. (2009). Taking stock of what we know about mergers and acquisitions: A review and research agenda. Journal of Management, 35: 469-502 Harrison, J. S.(1991). Synergies and post-acquisition performance: Differences versus similarities in resource allocations. Journal of Management, 17(1): 173-190. Larsson, R. and Finkelstein, S. (1999). Integrating strategic, organizational, and human resource perspectives on mergers and acquisitions: A case survey of synergy realization. Organization Science, 10(1): 1-26. Mintzberg, H. Lampel, J. Quinn, J.B. and Ghoshal S (2003) The Strategy Process: Concepts, Contexts Cases, Prentice Hall, pp. 123-134, 231-327. Sirower, M. L. (1997). The Synergy Trap. New York: The Free Press, p. 13-71. Sudarsanam, S (2003). Creating Value Through Merger and Acquisitions: The Challenges, an Integrated and International Perspective, 1st Edition, Prentice Hall. pp. 33-78 TC News (2009) EBAY sells Skype, Available online from https://techcrunch.com/2009/09/01/confirmed-ebay-s ells-skype/ [Accessed 21 November 2011] TechDirt (2006) Still Waiting To See The Magical Synergies Of The eBay-Skype Mergerhttps://www.techdirt.com/articles/20061113/005402.shtml [Accessed 22 November 2011] Weston, J.Fred, Mark L. Mitchell, J.Harold Mulherin (2003) Takeovers, Restructuring, and Corporate Governance, 4th Edition, Prentice Hall. pp. 13-56, 112-167

Analysis Of The Poem An Unknown Girl And Still I...

Both poems â€Å"An Unknown Girl† and â€Å"Still I rise† have a very different narrative story and both poets use various different poetic devices to draw empathy and sympathy from their audiences, however both poems covey an overall positive mood. In the poem ‘Still I Rise’ by Maya Angelou, the poet uses repetition, metaphors and similes to express to her audience about how she has overcome racism in her life through demonstrating a strong, proud and defiant attitude to inspire others. In the poem â€Å"An Unknown Girl†, Moniza Alvi also uses poetic techniques such as metaphors, personification, alliteration, repetition and similes in order to depict her journey in rediscovering her cultural identity. The title â€Å"Still I Rise† is short and simple but yet very powerful. The title serves to set the scene for the entire poem. Maya Angelou uses the phrase of the title throughout the entire poem, and the repetitive nature makes clear what the entire point of the poem is. 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Alaska Milk Free Essays

string(65) " so that they can enjoy their fruitful years in their existence\." Dear Wilfred Steven Uytengsu, Jr. , My name is Joselito T. Santos Jr. We will write a custom essay sample on Alaska Milk or any similar topic only for you Order Now and I’m a senior at San Beda College, majoring in legal management. As a graduating student of the said college an important school paper requirement for one of my subject which is Strategic Management should be accomplished to graduate. I’m writing to express my interest in making a Strategic Management paper for your prestagious company which is the Alaska Milk Company Philippines. Documents such company documents, financial documents and marketing documents will be needed for the progress of my paper. I will assure that all of your documents will be taken care of and only be used as reference for the progess of my paper. Im hoping you will help me and in return I will provide your company a great Strategic Management Plan for the development of your company. Thank you. Sincerely, Joselito T. Santos Jr. ALASKA MILK CORPORATION OUR VISION†¦ Is to be a leading consumer foods company with a diversified portfolio of consumer food brands and products that are market leaders in their respective categories. OUR MISSION†¦ PRODUCT DEVELOPMENT We will continue to build on the strengths and competitive attributes of the ALASKA brand and develop its full marketing potential. We will develop new products and identify market opportunities, mindful of our task to be responsive to the ever changing and growing needs of our consumers. CUSTOMER SERVICE Customer relationship is an integral part of building the Alaska business. We aim to provide our partners in trade the best and most efficient service, making use of leading edge technology to ensure timely product availability and accessibility. We strive to know and understand our customers fully to bridge the gap between what they need and what we can give. QUALITY Ultimately, the consumer whom we serve and their level of satisfaction with our products become our final judge and jury. We are committed to deliver high quality milk and other consumer food products from production to consumption. We will respond to the call to deliver higher quality nutrition to every Filipino home. PEOPLE We recognize that our people, the Alaska Team Members, are on of our most important assets and we are committed to promote their safety and welfare. Their wealth of experience, ideas, dedication and strong work ethic lay the foundation for the Company’s continued success. It is our goal as much as it is theirs, to pursue and reach their full potentials through continuing education, training, and skills-enhancement programs. We challenge each individualby providing the opportunity to contribute to the Company’s endeavors. PROFITABLE GROWTH Growth that creates value for our shareholders is paramount. We will deploy our resources on investment opportunities that are within our core competence and yield excellent returns relative to its risks and which are consistent with our growth objectives. SOCIAL RESPONSIBILITY We recognize our role in nation building by promoting the protection of the environment and taking part in various community-building projects that help enhance and uplift the quality of life of the underprivileged and the marginalizedsectors of our society. Original Mission Product and Services Yes We will develop new products and identify market opportunities, mindful of our task to be responsive to the ever changing and growing needs of our consumers. Quality Yes We are committed to deliver high quality milk and other consumer food products from production to consumption. We will respond to the call to deliver higher quality nutrition to every Filipino home. Market No Concern for survival and profitability Yes We will deploy our resources on investment opportunities that are within our core competence and yield excellent returns relative to its risks and which are consistent with our growth objectives. Technology Yes We aim to provide our partners in trade the best and most efficient service, making use of leading edge technology to ensure timely product availability and accessibility. Philosophy No Self Concept No Concern for Public Image Yes We recognize our role in nation building by promoting the protection of the environment and taking part in various community-building projects that help enhance and uplift the quality of life of the underprivileged and the marginalizedsectors of our society. Concern for Employee Yes We recognize that our people, the Alaska Team Members, are on of our most important assets and we are committed to promote their safety and welfare. Revised Vision Is to be a leading and the number one dairy consumer foods company in the Philippines both Luzon,Visayas and Mindanao regions with a distinct and well known various consumer food brands and products that are market leaders and highest profit earners in their respective categories, Revised Mission Product and Services Yes We will develop new products and identify market opportunities, mindful of our task to be responsive to the ever changing and growing needs of our consumers. Quality Yes We are committed to deliver high quality milk and other consumer food products from production to consumption. We will respond to the call to deliver higher quality nutrition to every Filipino home. Market Yes We are committed in building a brige connecting all Filipinoes who are not just living in Luzon but also Filipinoes who are living in Visayas and Mindanao and targeting all economic classes in the Philippines such as the upper,middle and lower classes by providing new a product with quality and affortability. Concern for survival and profitability Yes We will deploy our resources on investment opportunities that are within our core competence and yield excellent returns relative to its risks and which are consistent with our growth objectives. Technology Yes We aim to provide our partners in trade the best and most efficient service, making use of leading edge technology to ensure timely product availability and accessibility. Philosophy Yes We provide consumers with our products a choice to make their bodies to be more healthier and fit. Have a healty lifestyle and to live longer so that they can enjoy their fruitful years in their existence. You read "Alaska Milk" in category "Papers" Self Concept Yes We recognize that the company for so many years our company touches the hearts of all Filipinoes and with that we are one of the top supplier of consumer products in the Philippines. So we believe we provide provide products that has quality and affortability Concern for Public Image Yes We recognize our role in nation building by promoting the protection of the environment and taking part in various community-building projects that help enhance and uplift the quality of life of the underprivileged and the marginalizedsectors of our society. Concern for Employee Yes We recognize that our people, the Alaska Team Members, are on of our most important assets and we are committed to promote their safety and welfare. New Mission and Vission Vision Is to be a leading and the number one dairy consumer foods company in the Philippines both Luzon,Visayas and Mindanao regions with a distinct and well known various consumer food brands and products that are market leaders and highest profit earners in their respective categories, Mission Product and Services Yes We will continue to build on the strengths and competitive attributes of the ALASKA brand and develop its full marketing potential. We will develop new products and identify market opportunities, mindful of our task to be responsive to the ever changing and growing needs of our consumers. Quality Yes Ultimately, the consumer whom we serve and their level of satisfaction with our products become our final judge and jury. We are committed to deliver high quality milk and other consumer food products from production to consumption. We will respond to the call to deliver higher quality nutrition to every Filipino home. Market Yes We are committed in building a brige connecting all Filipinoes who are not just living in Luzon but also Filipinoes who are living in Visayas and Mindanao and targeting all economic classes in the Philippines such as the upper,middle and lower classes by providing new a product with quality and affortability. Concern for survival and profitability Yes Growth that creates value for our shareholders is paramount. We will deploy our resources on investment opportunities that are within our core competence and yield excellent returns relative to its risks and which are consistent with our growth objectives. Technology Yes Customer relationship is an integral part of building the Alaska business. We aim to provide our partners in trade the best and most efficient service, making use of leading edge technology to ensure timely product availability and accessibility. We strive to know and understand our customers fully to bridge the gap between what they need and what we can give. Philosophy Yes We provide consumers with our products a choice to make their bodies to be more healthier and fit. Have a healty lifestyle and to live longer so that they can enjoy their fruitful years in their existence. Self Concept Yes We recognize that the company for so many years our company touches the hearts of all Filipinoes and with that we are one of the top supplier of consumer products in the Philippines. So we believe we provide provide products that has quality and affortability Concern for Public Image Yes We recognize our role in nation building by promoting the protection of the environment and taking part in various community-building projects that help enhance and uplift the quality of life of the underprivileged and the marginalizedsectors of our society. Concern for Employee Yes We recognize that our people, the Alaska Team Members, are on of our most important assets and we are committed to promote their safety and welfare. Their wealth of experience, ideas, dedication and strong work ethic lay the foundation for the Company’s continued success. It is our goal as much as it is theirs, to pursue and reach their full potentials through continuing education, training, and skills-enhancement programs. We challenge each individualby providing the opportunity to contribute to the Company’s endeavors. Chapter 1 Introduction Alaska Milk products were first manufactured in the Philippines in 1972 through Holland Milk Products, Inc. (HOMPI), a partnership between AMC’s former parent company, General Milling Corporation (GMC), an industrial foods company with interests in flour, feed and soy bean milling, and a Dutch dairy company, Holland Canned Milk International B. V. HOMPI initially manufactured liquid canned filled milk products, (evaporated and sweetened condensed milk) and eventually expanded to manufacture powdered filled milk and UHT milk products division up until AMC’s spin-off and incorporation as a separate and independent corporate entity in 1994. It was also a time when the company embarked on a major expansion program which prompted the company to tap the capital markets through an initial public offering (IPO) to raise funds for the capacity expansion of its powdered milk facilities. Alaska Milk shares were listed in the Philippine Stock Exchange in 1995. Post-IPO, GMC held 66% of AMC while 34% was left in free float to the public. In mid-1997, however, GMC transfered its 66% ownership in AMC to individual shareholders of GMC through a property dividend, thus fully divesting its interest in AMC and enabling management to consolidate and focus its efforts in pursuing AMC’s interests in the consumer foods industry. Currently, management and strategic partner Campina Melkunie hold 56% while 44% is in public free float. For over thirty years, AMC has emerged as one of only two major players in the Philippine milk industry, consistently maintaining brand leadership in the liquid canned milk category and holding a strong and growing position in powdered milk. It has also expanded into higher value-added milk products, particularly in UHT/Ready-to-Drink milk category. Apart from growing its core businesses, AMC endeavors to diversity and explore opportunities in related consumer products with global food companies that will complement AMC’s existing revenue base. In 1972, Alaska began caring for the Filipino family by providing quality milk products for good nutrition and health. Since then, it has shown its caring in other ways: through programs that promote sports development, campaigns that foster good values among children and product innovations aimed at enhancing the Filipino’s health and welfare. It is this commitment to the Filipino that has made Alaska a leading brand. In 1996, the mission of caring for the Filipino and bringing nutrition to each home grows stronger than ever, as Alaska looks forward to the next 25 years. Board of Directors Our board of directors have successful careers in businese, academe and public service. With their wealth of experience, they add significant perspective and direction into how management shapes and executes business strategies. ANTONIO H. OZAETA Chairman of the Board JUAN B. SANTOS Vice Chairmanof the Board WILFRED STEVEN UYTENGSU, JR. Director ROBERTO F. DE OCAMPO Independent Director GRAHAME S. TONKIN Independent Director JOSE R. FACUNDO Independent Director MICHAEL R. B. UYTENGSU Director ATTY. RAMON ESGUERRA Director DR. BERNARDO M. VILLEGAS Independent Director Our senior management team shares the same mission, vision and values — driven by a sense of accountability to be successful as individuals and as a company. WILFRED STEVEN UYTENGSU, JR. President and Chief Executive Officer JOSELITO J. SARMIENTO, JR. Senior Vice President Chief Financial Officer ARNOLD L. ABAD Vice-President, Accounting Controller MA. BELEN M. FERNANDO Vice-President, Marketing SANTIAGO A. POLIDO Vice President, Corporate Affairs FRANCISCO T. IDIAN Vice President, Sales AARON D. FULTON Director, Operations THOMAS NILSSON Director, UHT Operations REYCELLE M. RODRIGUEZ Director Materials Management ALFREDO B. JAVIER Asst. Vice President, Internal Audit ANSELMA G. CABANTAN Asst. Vice President, Information Systems II Research and methologies Research Design Data that will be used for the company analysis will be gathered from the websites of Alaska Milk Company, documents and other papers will be get from a connection working inside the company and other government agencies such Securities of Exchange Commisions and National Statistics Office. These government offices have the relevant informations for the paper to progess To assess Alaska’s performance relative to its competitors, audited financial reports for 2010 and 2011 will be obtained from Alaska Milk Company as well as its key competitors from the Securities and Exchange Commission. Aside from getting and providing financial data, the published annual reports in general circulations such as newspaper will also serves as a good source of internal and competitor information. Statements from the corporate website of Alaska and its competitors will be used to determine recent developments, marketing activities and other internal and competitor information. To be able to benchmark the pricing of the company relative to its competitors, various. Scope and Limitation This paper will be limited to Alask Milk Coporation dairy food ventures in the Philippines. This paper intends to create a product which has a high demand in the food market and making a dairy product that will be competing to an exisiting market. The paper will focus on how can the company attract consumers to buy, earn profit and compete in the Philippine food consumer market in providing a new product such as a milk tea powder and making an exsisting dairy product such as white cheese product. The paper will only concentrate to the introduced new business product such as the caramel milk tea powder and white cheese productions of Alaska Milk Company. It’s other products will not be tackled in this paper. Due to the timing of the submission of this paper, only the 2011 Annual report will be used. The strategies recommended in this paper will affect the financials of the company in 2012 up to 2016. Major Assumptions * Alaska Milk Company will be the first food consumer company to produce caramel milk tea powder drink all over the Philippines. Alaska Milk Company will be the first food consumer company to sell milk tea products in a low a price compare to its competitors. * Alaska Milk Company will be the first food consumer company to commercial and sell low priced nutrious white cheese products. * Alaska Milk Company White cheese product will be the number one cheese product in the Philipppines taking the place of other cheese product competitors. * The percentage in come of Alaska Milk Company will increase due to high demand of its new product III. External Analysis How to cite Alaska Milk, Papers

Quiet The Power of Introverts in a World That Cant Stop Talking by Susan Cain

Book Overview The book, â€Å"Quiet: The Power of Introverts in a World That Can’t Stop Talking† by  Susan Cain is a product of more than five years of research. Therefore, it is an essential tool for personal development. Besides, the author says that she is an introvert.Advertising We will write a custom book review sample on Quiet: The Power of Introverts in a World That Can’t Stop Talking’ by Susan Cain specifically for you for only $16.05 $11/page Learn More She has experienced the pain that introverts are subjected to in environments where they have to relate with extroverts. Hence, the book is a product of both research and the author’s personal experience. The author defines two personal characters, an introvert and an extrovert, as the main characters linking a person to the society. However, the book focuses mainly on introverts, which the author considers as the forgotten characters who once helped in the f oundation of the American society. A normal person is either an introvert or an extrovert. According to the author, the majority of the successful people in the world are introverts. However, it is ironic that the conditions set in churches, schools, and workplaces among others favor the extroverts (Cain, 2012). She says that the total population of introverts is approximately one-third of the whole humanity, and thus they should be valued by presenting them in environments and conditions which are best suited for their human character. Cain says that introverts are the best leaders in the human population. She argues they are charismatic, and they can influence large groups of people towards their desired cause of actions and liking their opinions. She claims that introverts are liked because they are quiet in nature even when subjected to chaotic situations. Their character enables them to think creatively about the best solutions to problems. And they often give the best ideas. A dditionally, in a workplace introverts produce the best results when given the opportunity to think and work on their own. Apparently, they are not antisocial, as they are normally perceived as being quiet and often shy. On the contrary, they prefer doing things on their own since they believe in their capabilities. Since an idea is developed, introverts build loyal alliances using their ability to cooperate with other people while working together for a common goal.  The author is sure that the Western society evolved from a culture of character whereby introverts were respected in addition to being given opportunities to do their best.Advertising Looking for book review on american literature? Let's see if we can help you! Get your first paper with 15% OFF Learn More This argument expresses the author’s pain coming from a cultural change. She argues that the American society valued human character as a person was glorified for the good result of work done be hind the scenes. Therefore, the society did not care much about the background information of the person, but rather about the relevance of his/her work to humanity. Additionally, the author complains about the modern offices are designed to favor extroverts. The designs are meant to allow groups and team works, as they are perceived to be the more productive than individual working setups. However, extroverts like competition as opposed to introverts who prefer person promotions. Interestingly, Cain says that introverts have restorative niches, which could either be a place that they go to rebuild mental strength whenever they are exhausted or things they like doing. She ends by calling for a quiet revolution where the world will give introverts a chance to give their best in quiet conditions. Leadership According to the author, introverts are the best leaders that the world has ever had and can still have. She told us that introverts can build loyal alliances. They are charismatic leaders in most cases. Most importantly, they have great self-esteem when influencing people who belong to their culture (Fulmer et al., 2010). Interestingly, an introvert leader likes working alone and in quiet environments. Introverts can create efficient solutions and smart ideas – and this assertion implies that introvert leaders are found to be appealing because they believe in their work. Moreover, they are focused on achieving the desired results unlike of extrovert leaders who do not truly understand their ideas and rather would aspire to influence other people into believing. In leadership, joy comes to one who is motivated by the delight experienced in pursuit of an activity, not to a leader seeking rewards. Hence, introverts are best suited as charismatic and transformation leaders since they are not motivated by fame or rewards. A transformational leader endeavors to inspire followers to achieve goal. In the process of making people move to an objective, an intro vert leader finds joy because he or she can sense progress. People are delighted to work with such a leader. On the other hand, an extrovert leader is not satisfied until s/he gets a reward. Therefore, s/he is likely to impose unnecessary force to followers, which could often lead to fatal results.Advertising We will write a custom book review sample on Quiet: The Power of Introverts in a World That Can’t Stop Talking’ by Susan Cain specifically for you for only $16.05 $11/page Learn More The ability to work alone is a strong quality of a leader because when things is getting tough she or he cannot rely on the opinions of other people in creating simple solutions. This aspect compels followers to have great trust in him/her, which creates the deserved respect for a leader. Everybody aspires to be led by a person who is independent minded as opposed to an individual who relies on the opinions of others when making decisions. It does not rul e out the view that leaders should consider the opinions and suggestions of their followers. On the contrary, it is a weakness for a leader to rely heavily on the opinions of others since s/he has no confidence in his/her decisions.  Moreover, an introvert leader can make decisions quickly and change them slowly. According to scientists, making quick decisions does not mean arriving at a conclusion that would initiate action, but rather getting into the process of making decisions. It means that an introvert leader decides what to do early enough before things go wrong. Since s/he believes in his/her decisions, s/he does not count on other people to help in making a decision. However, after making a desirable decision, an introvert leader calls others into corporate efforts by taking action through their ability to build alliances. The introvert human character is essential in leadership since people have great faith in an independent-minded leader with the ability to make decisio ns quickly before things get out of hands. Additionally, people like leaders who do not rush towards rewards and fame and end up building bad relationships with followers in the process like in the case of extrovert leaders. Job Satisfaction One of the greatest problems that people are having in the contemporary world is the lack of satisfaction in their daily lives (Goldberg et al., 2006). Job satisfaction is a great determinant of human success, and it is subject to character, the environment, and relations. Cain urges people who are looking for careers suitable to their characters in terms of being either introvert or extrovert. A person should work in conditions suitable to his or her nature, it’s the only way to carry on your work duties as well as one can. Afterward, they should analyze the nature of work environment that their careers are best suited. This method would help a person from falling into unsatisfactory jobs.Advertising Looking for book review on american literature? Let's see if we can help you! Get your first paper with 15% OFF Learn More Introverts are not well suited to open-space offices because their type of character requires quiet environments. If an introvert gets a job in an open-space office and s/he is forced to work in groups, there are high chances of being unsatisfied. On the other hand, extroverts are best suited to open-space office setups since they enjoy working in groups as well as in environments where there are other social activities going on. Consequently, an extrovert person cannot fulfil the tasks s/he is given when s/he works apart from a team in quiet little place.  Looking into the main determinants of job satisfaction, which are character, environment, and relations, extrovert and introvert characters play a major role in each of these qualities. Doubtless, an introvert gets job satisfaction differently from an extrovert. An introvert would feel satisfied working in a job that allows individualized working set up in a quiet environment. The less people, noise and interferences are, the b etter an introvert can work. This person likes giving the best in the work. It implies this person would value independence in generating ideas and decisions, and thus opt to work in a closed office setup (Laney, 2013). On the other hand, an extrovert would want to work in an environment full of other people, and thus open-space office is the most preferred setup. S/he can’t bear being alone. S/he have to deal with the colleagues and want to be a part of a team. A lack of communication with an extrovert person’s coworkers can badly influence the work results. It may be surely said that the quality of work performance depends on the work environment. So working conditions that does not favor group work would make this person being unsatisfied in the job. However, Cain (2012) argues that introverts build alliances, which then implies that they are good in teamwork. Hence, the working environment should allow an introvert person to cooperate with others as well. On the ot her hand, extroverts should work in environments that allow group works for them to give their best. So, this is a quite simple rule – don’t leave an extrovert person alone, don’t let the other people interfere into an introvert person’s work.  As mentioned earlier, introverts like working by themselves after they build alliances with other people to achieve the desired results. Therefore, the working conditions should give introverts the opportunity to work by themselves as well as other people to experience job satisfaction. On the other hand, extroverts like working in groups and Cain (2012) argues that they value competition more than personal promotion. And the working conditions should allow them to work with other people to get job satisfaction for themselves. Motivation and Goal Setting Understanding human character is essential when setting goals in life. An introvert ought to understand that s/he is well suited to quiet environments. Therefore , s/he should set achievable goals under quiet conditions. On the other hand, an extrovert ought to understand that s/he works well in conditions that allow group work and other social activities going on. In life, motivation and goal setting are relevant when considering career and leadership, which are the basic elements of human success.  As it was said, the author agrees that a person should take time and survey careers that are favorable to his/her career. And s/he has to follow our rule – If you’re an introvert person, forget about open-space offices and noisy meetings. You won’t be able to fulfil any complicated task. If you’re an extrovert person – look for team work, you need to discuss everything you’re doing, and refuse remote or project job offers where you’ll have to work alone or at home. The main goal is to have a career that guarantees job satisfaction. In some situations, people are motivated due to the benefits whi ch could be money, rewards, or promotions depending on a job. However, the author argues that human character plays a major role in determining the kind of benefit that should be a main source of motivation. An introvert does not get motivated due to rewards like the case of an extrovert. On the contrary, introverts draw motivation from the process in pursuant of the desired result. An introvert is best suited for demanding tasks since the motivation is in pursuant of results, which guarantees a likelihood of achieving the desired results. (Kahnweiler, 2013).  Therefore, goal setting in a career is different for both introverts and extroverts. An introvert finds joy in pursuing results and ready to devote all his or her time and resources to the problem and solve it by all means. S/he is likely to set goals attached to demanding tasks that a career has to offer, and especially those related to the development of solutions to serious problems in a given field. On the other hand, an extrovert sets goals attached to results. He or she would strive to stay away from demanding tasks since there is no motivation for these tasks. An extrovert needs some strict indicators which let him or her know that the work is done.  On leadership, both introverts and extroverts have different ways of motivation and goal setting. An introvert wants to lead whenever s/he is motivated by the pursuit of desirable results such as solving a social problem that has been persistent for too long and people are willing to follow someone with a solution.  Besides, the main goal is to get the desired results, but there is motivation in achieving these results. But an extrovert enjoys fame and rewards since s/he draws inspiration from competition that a social phenomenon has to offer. Therefore, there is no motivation in the course of leadership if there are no noticeable achievements that would garner him/her fame and rewards. The extrovert leader is highly likely to use unjustifiable means to achieve the desired results, which cannot be the case for introvert leaders. Hence, the introvert character endeavors to achieve hard-earned results that do not necessarily bear rewards (Thompson, 2008). On the contrary, extrovert character seeks results that have rewards and fame. In some cases, extroverts do not care about the means through which results are achieved. They’re too concentrated on a goal, and often their performance turns up more poor than expected. References Cain, S. (2012). Quiet: The Power of Introverts in a World That Can’t Stop Talking. New York, NY: Crown Publishers. Fulmer, A., Gelfand, M., Kruglanski, A., Kim-Prieto, C., Diener, E., Pierro, A., Higgins, E. (2010). On ‘Feeling Right’ in Cultural Contexts: How Person-Culture Match Affects Self-Esteem and Subjective Well-Being. Psychological Science, 21(11), 1563 – 69. Goldberg, L., Johnson, J., Eber, H., Hogan, R., Ashton, M., Cloninger, C., Gough, H. (2006). The i nternational personality item pool and the future of public-domain personality measures. Journal of Research in Personality, 40(1), 84–96 Kahnweiler, J. (2013). Quiet Influence: The Introvert’s Guide to Making a Difference. San Francisco, CA: Berrett-Koehler Publishers. Laney, M. (2013). The Introvert Advantage: How to Thrive in an Extrovert World. New York, NY: Workman Publishing Company. Thompson, E. (2008). Development and Validation of an International English Big-Five Mini-Markers. Personality and Individual Differences, 45(6), 542–548. This book review on Quiet: The Power of Introverts in a World That Can’t Stop Talking’ by Susan Cain was written and submitted by user Ayanna Parker to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.