The Battle of Kursk Essay Example | Topics and Well Written Essays - 5000 words

The Battle of Kursk - Essay Example The operations of this battle will also be considered, from its main operations on the German and the Russian side to the tactical operations carried out by the battling parties. The counterattacks involved will be detailed. The final outcome of the battle, including an analysis of the battle results will also be specified in this paper. These points shall serve as important details in further understanding this battle and its place in our global history. Body Background of the attack The Battle of Stalingrad spanning 1942-1943 was won by USSR. It was a battle which cost the German army dearly with the entire German Sixth Army killed during the battle. This seriously compromised the armed forces of the Axis powers which were being battered from all directions by the Allied troops. During the Battle of Stalingrad, Germany’s position in southern Russia gradually became vulnerable and as their Sixth Army became trapped by the advancing Russian troops, a huge gap in the German defenses was exposed (Mulligan, 1987). Other Soviet forces were eventually able to get through these defenses and as a result posed a threat to the Army Group A in Caucasus. The German Field Marshall Erich von Manstein was forced to resort to extreme measures to secure their stronghold in the war (Dunn, 1997). Various additional divisions for the war were established by pulling troops from non-threatened areas; even non-combat personnel were called into military service (Mulligan, 1987). Tanks in workshops were also commissioned into service. ... Various additional divisions for the war were established by pulling troops from non-threatened areas; even non-combat personnel were called into military service (Mulligan, 1987). Tanks in workshops were also commissioned into service. Eventually, the SS Panzer Corps arrived in Stalingrad, other units from the 11th Panzer Division and the 6th and 7th Panzer Divisions arrived and reinforced German armors (Restayn and Moller, 2002). These troops and equipment were set to launch a pincer-style attack against the Russian forces which was led by Armored Group Popov. This attack created a front line from Leningrad in the North to Rostov in the South. Right at the very middle of this line was a 200 kilometer area covered by the Soviets (Glantz, et.al., 1999). This was centered in the town of Kursk, between the German lines near Orel in the North and Belgorod in the South. With the entry of spring, both sides were forced by muddy fighting conditions to settle down and construct their plans for advancement (Glantz, et.al., 1999). German commander Manstein was of the initial belief that the best strategy for Germany would be to assume a defensive strategy using its panzer divisions to counter the Russian forces (Dunn, 1997). He also believed that the Russian army would concentrate its military advance against the Army Group South. He also suggested that their left flank be kept strong while they were retreating to their right on the Dneiper River (Glantz, 1990). He then suggested that a major military attack to the flank of the Russian army advance could follow. His suggestion was not favored by Hitler who was adamant against giving up any of the territory it was already controlling (Manstein, 2000). The German High Command (OKH) led by Colonel General

Assessing the feasibility of different techniques for providing fresh Essay

Assessing the feasibility of different techniques for providing fresh water to arid regions of the world - Essay Example The average water usage in the US is highest while Mozambique records the lowest water consumption per day. The goal has been the provision of secure and equitable access for all people and to ensure that water infrastructure and service delivery in standardized especially for the poor people (Conca, 2006, p, 164). These objectives are yet to be achieved because of population growth. Currently, provision of adequate water for the developing countries is a problem leading to the outbreak of water related diseases. The contaminants associated with water quality have diverse health effects as such it is not easy to make conclusive health based assessment of the situation. The problem may be severe like food poisoning or mild like dental fluorosis. (Gary, 1994, p. 39). The volume of water accessible by the population in the developing countries is significantly lower compared to that of developed country. In some cases, it is less than a third of the consumption of the developed countrie s. The volume of water consumed by Americans is 600 litres per day; Europeans consume 250 litres while Africans consume 30 litres. The volume of fresh water calculated from fresh water sources is approximated at 125 045km3. Despite the volume of fresh water, available supply of the fresh water to the population is not sufficient enough to meet their demand. Fresh water bodies Currently many of fresh water of lakes are facing degradation and volume reduction as a result of the global climate change. Many African nations cannot provide for the population safe water for domestic use. Piped water for the poor is still a dream, and at times, conflict arises as a result of water accessibility. In the sub-Saharan Africa, nomadic and pastoral communities fight over water sources leading to death and destruction of properties (De Villiers, 1999, p.105). The government of the country cannot supply the inhabitants with clean water, and infrastructure to those areas is poor. Flooding has two ef fects, which are, by the time of occurrence or duration. On health floods have two effects namely direct and indirect effects. Direct effects include changes in stream flow velocity which may carry boulders fallen trees resulting in drowning, injuries and contact with respiratory water borne diseases such as hypothermia and cardiac arrest(Galloway, 2009, p.179). Contact with polluted water will result in disease outbreak such as typhoid, cholera, and dysentery. In the Sub Saharan Africa, there are no fresh water bodies because the underground limning is salty leading to dissolving of the salt. The water source, therefore, cannot be used effectively without desalination Desalination Desalination is the most appropriate method of collecting fresh water in the arid areas, but has one main challenge namely the cost of the operation. Desalination can be used to change the water quality because; it involves the use of technology to obtain fresh water from the salt water offered by the und erground sources in the arid areas(Green, 2003 p. 34). Some of the best technology that could be used in the process includes the use of reverse osmosis and the use of other chemicals in extraction of the salts. Reverse osmosis uses membrane technology, which allows water molecules to sip through while blocking salt ions. There are other filters like he porcelain filters that can also be employed with ease. Some of

Dealing with Difficult Clients and Opposing Essay Example for Free

Dealing with Difficult Clients and Opposing Essay The State Bar of California and the Office of Section Education and Meeting Services are approved State Bar of California MCLE providers. Points of view or opinions expressed in these pages are those of the speaker(s) and/or author(s). They have not been adopted or endorsed by the State Bar of California’s Board of Governors and do not constitute the official position or policy of the State Bar of California. Nothing contained herein is intended to address any specific legal inquiry, nor is it a substitute for independent legal research to original sources or obtaining separate legal advice regarding specific legal situations. Dealing with Difficult People by Steven G. Mehta There seems to be no shortage of difficult people in the practice of law. Perhaps there is something in the water, or perhaps it is the economy. But no matter where you go, difficult clients or opposing counsel seem to be popping up out of nowhere. Indeed, take the case of the hypothetical mediator who had a recent encounter with an extremely difficult party who wanted to sabotage the mediation from the very beginning. The client insulted her own attorney, wouldn’t let the other parties speak, accused her attorneys and every attorney in the world of having no heart or emotions and being liars and accused the mediator of lying about the merits of the case. To top off her venom, she had already reported her attorneys to the bar and at every turn was trying to avoid resolving the case. At one point, one of her attorneys walked out of the mediation. In short – she was the mother of all nightmare parties. Unfortunately for mo st attorneys and mediators, they have met this type of client/party at some point in their career. Therefore, it is critical to understand how to deal with such difficult clients and opposing counsel. First, this article will identify some of the different types of difficult clients. Second, it will discuss general strategies on how to deal with difficult people. Finally, it will provide specific tools on how to deal with difficult clients or opposing counsel. The following are the most common types of clients that can walk into your office. Usually, this angry client will be very hostile towards you and others. Your staff may dread dealing with this person. Sometimes, it is unclear why the person is so angry. Be assured that this person’s anger will only get worse during litigation. Moreover, some or all of that anger will spill over to you and your staff. †¢ The vengeful or zealous client. Typically a vengeful or zealous client will be vengeful about many things and not just the cause for what you are being hired. This person will usually make it known that they are bringing the fight based on principle. Many times this desire for vengeance will overcome any sense of rationality. †¢ The obsessed client. This client cannot stop thinking about the case, the injury, the wrong, and what can be done to address this problem. This client could easily call you several times a day to make sure that you are on top of the case. You could likely get too much information rather than too little. †¢ The emotionally needy client. This client is often emotionally fragile and insecure. Many times this person will be in a co-dependent relationship and is seeking to embroil you in another co-dependent relationship. This person may find it very difficult to make decisions. Mediation Offices of Steve G. Mehta 25124 Springfield Court, Ste. 250, Valencia, CA 91355 Tel: (661) 284-1818 Fax: 661 284-1811 Email: [emailprotected] Offices: Valencia Los Angeles ÂThe angry or hostile client. †¢ The dishonest or deceitful client. Often this client will not tell you all the information they know to be relevant or will tell you the wrong information. †¢ The unresponsive client. This client often wants the appearance of an attorney who is providing independent advice but in reality doesn’t want your advice. This client simply wants you to rubber stamp his or her actions. Often, this client will reject your advice because it is contrary to her own. As stated by Sheila Blackford, author of Recognizing Difficult Client Types, â€Å"Clients often come to lawyers to determine the consequences of actions they have already taken or have decided to take.† Often these clients don’t want you as a lawyer, but are â€Å"forced† by others or circumstance to hire a lawyer. Beware that just as they are unwilling to accept your advice, they may also be unwilling to pay the bill for advice they do not want. Finally, there may be a combination of these t ypes of clients. You could end up with an angry, vengeful client that is obsessed. If that is your client, turn in the other direction and run. If this ends up being your opposing counsel, then in the famous words of the Robot in Lost in Space, â€Å"Danger, Will Robinson, Danger!† Now that difficult clients have been identified, it is helpful to look at some strategies that attorneys can use to combat both difficult or nightmare clients and opposing counsel. First, start out by examining yourself. Everyone can be difficult to deal with at times. Before you can determine whether the other person is the problem, make sure that you aren’t the problem. Are you over overreacting? Are you having a bad day? Why is this person affecting you? What buttons of yours are being pushed, and why? After examining whether you may be part of the communication problem or that you have misinterpreted the comments made towards you, then you will have a better idea as to whether this person is being offensi ve or difficult or whether it is you. In examining yourself, it is important to understand that everybody has an instinctual reaction to act when attacked. This is hardwired in our brains from the stone age days where we had to either react to a threat (fight) or flee from the threat (flight). In modern days, the threat is usually not physical, yet the body still gives issues the same fight or flight reaction. People end up having an immediate need to affirmatively right a wrong or injustice against them. More likely, a person can end up wanting to immediately defend his or her actions or position. This is partially because the attack against a person is affecting his or her internal observation of self worth that person’s standing in the community or amongst his peers. Often people feel the need to show that they are correct and that the other person is wrong. This knee jerk reaction, however, can do more damage than good. Indeed, when having such a reaction, most people perceive that it makes them feel good; but shortly thereafter, they regret having said and done what they did in the heat of the moment. The strategies listed hereafter are not in chronological order; but instead are different strategies that can be employed depending on the situation. First, PRESS THE PAUSE BUTTON. In sports after a particularly difficult call by the referee the commentators will press the pause button on the action and show an instant replay at a slower pace. This tool is not just beneficial in sports. The pause button can be very powerful in helping to deal with difficult people. The length of the pause can depend on the situation. In the case of a minor issue, you might treat the matter with a small pause, giving yourself just enough time to think. Indeed, this is exactly what attorneys tell their clients in preparation for deposition. After the question is asked, wait for a brief second before answering. That pause can help to avoid making a huge blunder by saying the wrong thing. In other cases, you might need a longer pause. You could simply ask for a five-minute break or ask to use the restroom; whatever excuse you need to give to allow yourself a moment to think. Once you have hit the pause button, you can then consider the comment or action, its impact on the scheme of things, and what you might want to do in response. Take for example, the case of one mediator. In one particularly nasty mediation, when a party insulted the mediator’s integrity to its foundation, the mediator simply took a moment to pause in the mediation to let the sting of the initial insult pass. Then he asked take a five-minute break while he digested the information just conveyed. Then when he returned, he simply moved the mediation forward as if the comment had never been made. Once the party realized that she couldn’t get a reaction to her insulting comments, she was forced to stop making them. Another rule to consider is that â€Å"You don’t have to win every argument.† As noted above, often the reason a person jumps into the fray is because she wants to prove that she is right. This is difficult for lawyers because they are trained to advocate their position. However, proving that you are right with a difficult person can simply entrench that person even further; and even though you may feel that you are right, the other person will never agree. Sometimes the best response is to let it go and have the satisfaction that you know that you are right. Another important strategy is to employ ACTIVE LISTENING skills. An important sign of respect for another person is to actually listen to what that other person has to say. How many times have you been in a situation where someone has said:â€Å"You aren’t listening to me. One of the most powerful tools in addressing difficult people is using active listening skills. Active listening skills include avoiding any distractions – such as that pesky Blackberry – and really trying to under stand the other person’s positions and concerns. All too often attorneys are already working on their response while the other person speaks. clarify what you understand about the other person’s statements. Ask whether your restatement is an accurate version of what the other person feels. Sometimes, depending on the person, you might mirror some of the nonverbal cues the person displays. Studies show that by mirroring non-verbal gestures, the other person will feel more connected with you. Ask questions that elicit more information from the other person. Depending on the person, you may have to spend a considerable amount of time using active listening skills. However, at the end of such a process you might find that the difficult person is much less difficult. It is also important when dealing with difficult people that you try not to give that person an excuse to be even more difficult. As such, when you communicate your concerns or feelings try to avoid using terms that target the other person, such as â€Å"you† phrases which target the other person’s behavior. Instead, talk about your experience s using â€Å"I† phrases, such as â€Å"I was upset when I heard the comments.† This approach helps to avoid attacking the other person or accusing the other person of something. Match communication styles. Generally, people fall into three categories: Audio learners, visual learners, or Kinesthetic (or touch) learners. You can tell which style a person favors by the language she uses. Think about whether the other person is using visual language such as color, seeing, and pictures or whether the person is using audio language such as hearing, sounds, vibrations, etc. Then try to match their language by using words that relate to those styles in your responses. For example, with a visual person you might comment, â€Å"I see your position,† but with an audio person you might say, â€Å"I hear what you are saying.† If the difficult person puts you in a position where you are required to respond, ask that person what exactly he is upset about. This will help to demonstrate that you are interested in solutions rather arguing. This strategy then can allow you to incorporate active listening once the person explains to you their concern (irrational or otherwise). Finally, if after an unreasonable attack against you, consider agreeing with a small portion of the statement. This can accomplish several things. First, it can help you avoid jumping in to defend yourself and continuing the unhealthy communication. More importantly, however, it can allow you to create something in common with the angry person and may appease their irrational anger. These general strategies can be very useful in dealing with all types of difficult people. But what about the difficult client or lawyer? There are several specific strategies to work with these individuals. First, there is a saying that the best client you will ever have is the one that you don’t take. In other words, sometimes it is far better to not take a client than to take a client and have nightmares wondering if you are going to be called by the Bar or se rved with an unjustified malpractice suit. matter how lucrative, are just not worth the risk and the stress. Many times if the client is difficult as a prospective client, that person will only get worse during the representation. If you don’t have the luxury of refusing to represent a certain person, establish boundaries. You can limit your involvement to specific interactions. You can also establish boundaries for when and how many calls you might take on a particular topic. One lawyer has a written guideline for all of his clients which establishes what the lawyer will and won’t do in the legal process, including responding to calls on the weekend. Third, you can establish specific requirements for your clients in the very first meeting and before you sign the retainer. Along those same lines, one of the major frustrations for attorneys is clients that have unreasonable expectations of the result and process. By providing the clients with a detailed explanation of what they can expect, and what you expect, y ou can minimize difficult communications. This principle can also work very effectively with opposing counsel. If counsel is abusive to you or your staff, you can set down ground rules for future communications. If those ground rules are not honored, then you can limit your communications. For example, one lawyer lets the opposing counsel know that if there are any further abusive phone calls, then all further interactions will have to be in writing. Moreover, if the opposing counsel persists in his or her actions, then all writings will not be by fax or email, and will only be accepted and given in the mail. One lawyer has gone so far as to require that all conferences be videotaped. Unfortunately due to the nature of the practice of law which involves conflict scenarios, there will continue to be difficult people in the practice of law. There are many strategies for dealing with difficult people. This article has only addressed a few of them. However, armed with these strategies, it is possible to substantially decrease the number of difficult interactions and the stress related to those interactions. Research sources: http://www.abanet.org/lpm/magazine/articles/v36/is4/pg41.shtml Pyschology Today. http://www.psychologytoday.com/articles/200609/dealing-difficultpeople Steven G. Mehta, Esq. is a full time mediator based in Los Angeles with offices in Downtown and Valencia and specializes in emotionally complex cases involving elder law, injury cases, and employment disputes. He can be reached through his website at www.stevemehta.com. Mediation is a tool to help people recognize their responsibility for things, to negotiate a solution and to move on with their lives. My role is to allow them to present their side, to ensure that they are heard and to help them achieve a resolution.† What, exactly, is Mehta’s magic? Understanding human dynamics. â€Å"Anyone can learn the law,† he points out. â€Å"Understanding people is where my expertise lies. There are two sides and two emotions to every story. I care about them both.† But there’s a huge chasm between understanding human dynamics and getting two frustrated, angry parties to agree. Mehta is very definitive about what it takes to bridge that gap and bring the parties together. â€Å"My ability to connect with each participant and develop trust is absolutely essential,† he says. â€Å"Then, I need to be creative about solutions. Finding a mutually satisfying settlement is as much art as it is law. Finally, I never give up. Nothing is impossible. The impossible just takes a little longer.† In the end, there is almost always an answer. When it’s over, it’s a solution the parties chose. â€Å"They feel empowered. Grateful. Relieved,† Mehta says. â€Å"Most importantly, they feel free to move on with their lives.† Now, that’s a masterful job.

In depth study on IKEA

In depth study on IKEA The scope of this paper is to conduct in-depth study on IKEA, the global home furnishing retailer from different perspectives. The report consists of IKEA corporate and business strategies in global markets, the firm previous experience in US and business model IKEA applied in Asian countries. 1.2 Objectives The objective of this paper is to produce a comprehensive report to CEO with the aim of determine IKEA strategic position in the future. The report critically assesses IKEA current market positioning and challenges IKEA have to overcome in order to sustain the competitive advantages. SWOT analysis is used to provide clearer picture regarding the firm internal performances in term of strengths and weaknesses, as well as the external opportunities and threats. Meanwhile, macro environment issues will be evaluate by using PESTEL analysis to capture IKEA potential growth and firm competitiveness. Recommendation to promote IKEA future growth will be provide base on strategies review. 2.0 Company Background 2.1 Industry and Company Background In 1943, a Swedish entrepreneur Ingvar Kamprad established IKEA. The name of IKEA came from its founder name Ingvar Kamprad, the farm Elmtaryd and home country Agunnardy where Ingvar Kamprad grew up. IKEA has developed rapidly as a global home products retailer. The corporate structure mainly divided into two divisions which are operation and franchising. Operation covered the management of majority stores, design, purchasing, supply functions and manufacture of furniture, which manage by a private profit Dutch company, INGKA Holding. In 1982, Kamprad established Stichting Ingka Foundation, a non-profit foundation that control over INGKA Holding. Ingka Foundation chaired by Kamprad and five executive committees which included her wife. The IKEA trademark and concept is owned by separate Dutch firm, the Inter IKEA Systems based in Luxembourg. Every IKEA stores pay 3% of sales to Inter IKEA as a franchise fees. IKEA consumers are mainly distributed into four different geographic region s, Europe, America, Middle East and Asia. The vision of IKEA is to provide a better living solution which is affordable and its mission statement is to offer functional and stylish low price furniture which everyone could afford. 2.2 Company Product and Services IKEA seized retailer chain that sells flat pack furniture, kitchen and bathroom accessories across the world. The furniture designed to be self assembled in order to reduce transportation cost. Besides, the company include traditional Swedish food restaurant in their stores, which serving Swedish meatballs, smoked salmon, lingo berry tarts and cream source. Additionally, thoughtful part of IKEA is many stores have play area for children named Smaland, where parents able to drop their children to playground while shopping and pick them up at another entrance. 2.3 Corporate and Business Strategies The impressive growth of IKEA lies on the distinctive corporate and business strategies. IKEA employ marketing mix strategy to position its brand identity in the market. Armstrong et al. (2006) explains that marketing mix strategy is a business model tools that focus on product, price, place and promotion. IKEA provide wide range of product selection. Although the product functional category is same, IKEA designed it in different features. For example, IKEA laptop stand act user friendly like a small table allow customers to use their laptop while lying on sofa. In term of pricing, IKEA flat pack furniture able to reduce transportation cost which resulted in price saving. Moreover, IKEA tend to locate in suburban area. This factor helps cut operational cost and able to provide more parking spaces for customers. Besides, Armstrong et al. (2006) also mentions that promotion is a marketing communication that consists of advertising, personal selling, sales promotion and public relations . IKEA promote their products by mail order service and free distribution of catalogue which enables IKEA cut cost in furniture storage. To improve competitiveness, IKEA modified the value chain strategy. Bartol et al. (1993, p.211) explains that Porter argues a business able to improving and value adding by focus on the key internal activities in the value chain. However, the independent (1994, p.9) states that IKEA integrate the value chain by create a two directional value adding system between customers and suppliers. On the other hand, IKEA used to expand by franchising method in their globalization strategy. Currently, IKEA has further explored their globalization strategy by joint venture. Evans et al. (2000) states IKEA joint venture strategy enable the firm minimizes the financial risk, expand the expertise network and get to know local market better. 2.4 IKEA Performances According to IKEA group fiscal year 2010 report, the independent (2010) states that IKEA currently opened 280 stores in 26 countries. The total sales archived 23.1 billion euro by 2010, raise 7.7% compare to its 21.4 billion sales in 2009. The net profit increased 6.1% at 2.7 billion euro. The IKEA market share mainly distributed in Europe which is 79%, North America 15%, Asia and Australia 6%. The distribution of purchasing per region is Europe 62%, Asia 34% and North America 4%. In term of growth perspective, IKEA demonstrated sustainable sales improvement which was average 21.9 billion euro in the past three years, 21.2 billion euro in 2008, 21.4 billion euro in 2009 and 23.1 billion euro sales by year 2010. 2.5 SWOT Analysis of IKEA 2.5.1 Strengths IKEAs distinct strategies have successfully shaped it strengths in competitive furnishing environment. The strengths comprise of strong global brand recognition that able to retain group of customers. Another strength is distinctive business strategies allow IKEA control over the products design, low pricing and global sourcing materials. Backward integration is one of the strength as well that permit IKEA enjoys economies of scale. 2.5.2. Weaknesses The weaknesses of IKEA derive into few elements. IKEA niche markets concept did not work in every country. Another potential barrier is IKEA over emphasis low price products may lead to their customers doubtful in products safety. Furthermore, IKEA has limited manufacturing capabilities by its own due to global sourcing strategy. 2.5.3 Opportunities An outstanding corporate realized that encounter weakness is the key of opportunity. The firm has foreseen the great opportunities in developing countries where IKEA may put more concentration on outsource his business in some developing Asia countries which is potential because of low cost manufacturing for example Cambodia. Meanwhile, India high population rates also one of the huge markets for IKEA expansion. IKEA may improve the existing its customers network by promote more online shopping. 2.5.4 Threats IKEA facing extreme environmental threats among competitors, some of the new entry companies adapted IKEA low cost strategy and imitated its flat pack furniture concept in the markets. On the other hand, global economy recession may reduce consumers buying power in emergent markets. Likewise, political instability may influence IKEA business performance. Chapter 3: Main Body 3.1 Assessment on IKEA Current Strategic and Distinctive Competitiveness In order to archive competitive advantages among competitors, IKEA adopted Porters generic strategy which comprise of differentiation strategy, differentiation focus, cost leader and cost focus which enable IKEA differentiate their brand identity among competitors. IKEA uphold its differentiation concept by offering high quality and low cost products to archive competitive advantages. Porter (1985) states that differentiation aims at deliver products and services that are different from the product mix of their competitors at a premium cost. The company provides functional style of self assembly furniture which material used is source globally to reduce the cost. Guardian (2005) describes that IKEA able to cut their prices at an average of 2% to 3% each year to compete in some markets segment. To sustain the differentiation strategy, IKEA may focus in adding more additional features into different products and keep the products user friendly. Adoption of differentiation focus allows IKEA to focus on particular segmentation market. Porter (1985) illustrates that differentiation focus means of differentiating its product within smaller number of target market segment. Recent years, IKEA concentrate its segmentation markets by opening trading office globally to serve customers better. Venorika (2006) states that IKEA opened 46 trading offices in 32 countries by 2006 where the suppliers need to fulfill IWAY code of conduct in supplying materials. To fulfill variety of local demands, IKEA should ensure the suppliers and designers constantly customize some of their products to provide range of choices. The advantage of being cost leader in market is able to draw attention and attract customers in long run business. Guardian (2005) illustrates that IKEA attain cost leaders by working together with its suppliers, provide technology and consultation. Likewise, cost focus can be mutual benefits for manufacturer and consumers where manufacturer save its cost of production and consumers enjoy the cost saving harvest. For example, the benefits of global sourcing where Captell (2005, newspaper) states that one of the IKEA best selling products Klippan sofas price was $354, by 2006 the price has drop to 202. To sustain cost focus, IKEA should critically examine some suppliers and further diversify its major suppliers for their materials. For example, Map of The World (2006) states that Canada, Russia and United States are top timber producing countries. 3.2 Organizational Gaps to Date Increasingly globalization is an enormous challenge for IKEA. To sustain, IKEA should further integrate their management by letting its independent business group has greater managerial decisions to effectively implement business process and boost quicker respond during crisis occur. Carrillat et al (2004) illustrates management that market driving is described to be outstanding in implementing unique business process, figuring market structure and value adding to their organization. Secondly, a company that provides professional service able to retain customer loyalty. Rowley (2005, pg 574-578) states customers loyally are company business core assets in the competitive market environment which add value to a business future. IKEA may review their service policy while dealing with customers flow during weekends. It can be archived by retraining their staffs to handle more customers efficiently. Alternately, the company can increase their manpower by hiring part time workers which is lower cost. Development of information technology has increase convenience in searching broad information. Brent (2005, pg 2) explain that a comprehensive information system allows company strategic core to be flexible, scalable and effectively operating in a high stress and limited resource environment. Hence, IKEA should utilize the information technology resource by promotes online shopping to resolve weekend customers flow issue. 3.3 Performances of Current IKEA Strategy 3.3.1 Analysis on IKEA challenges in US market. IKEA in United States In the mid of 1980s, IKEA entered United States to challenge an entirely different culture. IKEA success in United States doesnt come easily. Although the low price products always preferences of consumers but IKEA still faced difficulties at the beginning stage. Measurement standard and size of furniture were the major issues to IKEA. Nordin study (2002) illustrates one of the customer feedbacks emphasized they were drinking out of vases to refer the size obstacle. In order to delight American markets, IKEA realized the importance of modify its products design to suit local needs. By the mid 1990s, the independent (2003) states that IKEA has successfully increased the revenue from USD 600 million to USD 1.3 billion and became IKEA third largest markets after Britain and Germany by 2002. PESTEL analysis for United States I. Political Factors The research by Wayne et al. (2006, p.101) states that United States exercise constitutional republic in their political system for decision making process. The government promotes equality of laws which is fair to all everyone, therefore the policy has resulted equal opportunity to enhance trade freedom. However, governments tax policies play important role that impact business competitiveness during economy recession. For example, the independent (2009) states tax reform act enacted on 1986, the incentive has benefits individual but loaded burden to corporate. II. Economic Factors The United States gained steady growth of GDP in the past decade. Wright et al. (2007, P.185) illustrates that the capitalist mixed economy result in well developed infrastructure and high productivity that lead United States become the world largest economy. Nevertheless, the saving and loan crisis during 1980s and 1990s has great impact to United States business and financial system. Timothy et al. (2000) states from 1985 to 1995 United States insured thrift institutional deficit from 3,234 to 1,645 has resulted raise in interest rates. III. Social Factors United States is one of the largest countries with highest populations in the world. Adam et al. (2001) illustrates that United States society consists of multicultural immigrants and vary in ethnical diversification. Understand different levels of American culture are a challenge as well as opportunity to overcome barrier in order to compete with local markets. For example, IKEA strategy of niche markets has failed due to American cultural preference in bigger size products. IV. Technological Factors The science and technology advancement have shaped American success in various aspects including economic, education system, infrastructure and legal institutions. Rapid growth of technology provides job opportunities and promotes growth in business markets. In addition, the facilities and expertise available has encouraged foreign investments. Linda et al. (1991) describes that technological advancement is essential for economic growth. Porters Five Forces Model Analysis for IKEA I. Rivalry The competitors try to adapt IKEA strategy by offer low price and functional furniture products. In low end market, Wal-Mart tends to cut price and do promotion on their furniture products. Conversely, Ethan Allen aims for high end market by offer functional quality products with comfort shopping atmosphere. Tewary (2002) states the furniture markets in United States are highly fragmented, the top ten furniture retailers were just stand 14.2% of total markets share. However, IKEAs strength to deliver brand identity in both ends allows the company to develop in coming future. II. Substitutes Currently, IKEA effective global sourcing strategy and unique supply chain management has allows the firm leading without threats of substitute. Moreover, IKEA innovation designs at all time able to satisfy trend of consumers demand. John Leland (2002) states typical Americans shopper like new things, travel abroad, take challenges and functional technology. Thus, IKEA consistently revise the fashion design style of furniture able to tag along consumers trend. Power of Buyers Consumers have limited choice on selection by specific retailer, due to particular retailer focus in certain perspective for example, design, quality, service and pricing. IKEA stands advantage on all. Therefore, the bargaining power is little for consumers. Nordin study (2002) illustrates that customer visit to IKEA able to find good design and low pricing products. Therefore, in IKEA internal perspective, the consumers bargaining power is little. New Entrants Most of the IKEA stores are located outside the cities to avoid massive traffic and provide bigger parking space. IKEA did not expand the markets in metropolitan areas, so there is potential for another furniture retailer to offer low price products to compete IKEA markets share. Tewary study (2003) shows that United Stated furniture reported USD 67 million sales by 2002 and keep on growing. Hence, some of the retailers may seize opportunity in sharing the furniture markets. Power of Suppliers IKEA has high demand in timber for their products. The supplier needs to bids contracts for supply raw material to IKEA. Meanwhile, IKEA will provide consultation in term of technology and training to ensure the consistency of material quality. Hence, the supplier bargaining power is low. Due to green environmental issues, it can impact the timber supply. Knight study (1998) shows that more than 200 million hectares of forests vanished due to development became the barriers of supply raw materials, Green Agreement of Tariffs has signed allows corporation to seek more profitable forest. Factors to Consider in Assessing Industry Attractiveness. Factors High Impact Low Impact Description Ref 3.3.2 Growth Potential and Competitive Advantage IKEA Secure in China IKEA in China In 1998, IKEA opened its first furniture store in Beijing, China. The company core target customers are the middle class young people which are around 30 years old. IKEA realized that different strategy need to be use while entry a new market. Lee et al (1998) states that China has numerous differences in culture, political, economic and business models compare to Sweden. Among the challenges, Trompenaars et al. (2004) illustrates that as a new business entry, language is one of the main barriers for IKEA enter China market. To win Chinese customers heart, IKEA has the Chinese translation named of Yi Jia which means comfortable and family. PESTEL analysis for china PESTEL analysis critically evaluates IKEA potential growth and present arguments on its competitive advantage to secure in China. I. Political Factors China exercise communism in their political system. In China, the government controls all the resource activities. Capdevielle study (2007) states that China enacted reform and opening up policy that opened its market to attract foreign investment in 1978. The policy provided opportunity for many multinational companies to expand their business in China. However, government tax polices influence markets growth. A study of Li et al. (2007, p.26-27) illustrates that 70% of foreign investment enterprise reported loss due to the transfer pricing measure enacted by China in 1990s to control the wealth out of their nation but China has slowly loosen the trade policy to promote business growth. Presently, IKEA adapted joint venture strategy to share risk of losses as well as dealing with government policy to archive competitive advantage. II. Economic Factors The joined of China into World Trade Organization (WTO) has result the country economy growth rapidly. Phang et al. (2010) describes that China is the second largest world economy after United States by 2010 with the GDP of $1.337 trillion. The strong economy growth has raised China people purchasing power toward the housing demand which can be a huge potential for furniture industry. Wang (2003, p.121-143) states that housing investment annual rates has increased by 20% which is currently urban Chinese most important property. Nevertheless, IKEA facing competitive challenges in China local markets due to government weak control on intellectual property. Imitation of brand pattern which offer in very low price often found in China markets. Therefore, IKEA global sourcing strategy and supply chain management effectiveness which constantly offer low price products determine the company growth. III. Social Factors China has the world largest population. A study by Judith et al. (2010, p.4) illustrates that population of china has risen approximately to 1.35 billion by 2010, the world largest population and estimate to be peak during 2030 which is 1.5 billion. From the social point of view, that is a great opportunity for foreign investor to fight against the business markets share. However, the population aging issue and the one child government policy in China should be taking into consideration due to IKEA targeting young middle class people. Bloom et al. (2008, p.40) states that China population aging and low fertility rates could result impact on future economic growth. IV. Technological Factors Over the past decade, China has archive significant improvement in their science and technology development. The rapid improvement in research and development drive manufacturing industry expansion and create more jobs opportunity. Wang (2007) illustrates that china government implement policy to raise the ratio of RD to GDP, resulted sustainable growth which reported 1.4% by 1996 compare to 0.7% of GDP in RD during 1987. Nonetheless, lack of local core technology may increase foreign company cost in buying the technology license and import to China. For example, the independent (2006) states due to the lack of core technology, local company paying 20% to 40% of price for each computerized numerical control machine. Yet, IKEA stand advantage with the unique value chain management in providing technology consultation for their suppliers to maintain long term business relationships. 3.3.3 IKEA Current Strategy on Market Diversification (China) IKEA Diversification in China Globalization is the current trend for most of the companies nowadays. However, Brooks et al. (2004, P.233) illustrates that there is certain level of risk to invest in foreign country. To gain market share in new entry countries especially Asia, IKEA corporate and business strategies determine its sustainability and competitive advantage among competitors in future. For example, IKEA globalization strategy in Asia country, China, comprise of joint venture, localization and pricing strategies. Joint Venture First of all, IKEA decided to joint venture with local companies in China due to one of the macro-environmental element which was China government policy. Capdevielle et al (2007) elucidates that China practice joint venture policy to gain mutual benefits and principal of equality for their nation. Dealing with entirely different culture, IKEA adapted passed experience in globalization to analyze China market. Joint venture strategies add value to IKEA by sharing risk of losses. Bragssington et al. (2003, p.106) points out that full analysis should be conduct in order to informed the expansion decision to contribute the success in investment. Localization To continually growth IKEA business after joint venture, the firm adapted localization strategy to suit local Chinese culture. For example, the independent (2005) illustrates that IKEA localization strategy consists of offer wide range of Chinese market products that tailor customers preference as well as the design of showroom is constructed accordance to Chinese style. Despite of it, IKEA also focus on Chinese sub-culture to lure the local customers. Copeland et al. (1986) states that Chinese preference on decoration in red color during Chinese New Year which means good luck and fortune. Recent years, one of the most exclusively IKEA localization effort was during Chinese New Year. In 2006 Chinese New Year, many IKEA products designed with red rooster to welcome the Chinese year of rooster. Pricing Strategies IKEA based on its low price strategy in offering wide range of quality products to consumers. Usunier (2000) elucidates that product price is always a vital communication element between buyers and sellers. To compete with local furniture retailers, IKEA has dramatically slashed their products price and outsourced locally to reduce cost. Song (2005) points out that currently 70% of IKEA selling products are made in china and certain products has slunk 70% of its original price. For example, the tray BAGN for eating on bed purposes cost RMB 29 in 2007 compare to its price RMB 89 during 2000. Chapter 4: Recommendation To survive in the changing environment, IKEA have to constantly adapt changes and aware on customers preference trend. Several elements IKEA may focus to improve its value proposition as well as to maintain competitive advantages. 4.1 Justification on IKEA diversify strategy in China Joint venture strategy in China has improved IKEA operational network and culture understanding. Jonsson (2008) states that IKEA react more responsive to the local Chinese demands due to the sharing knowledge of Chinese culture with joint venture partners. Recent years, Capdevielle (2007) points out that IKEA has currently offer typical Chinese furniture such as Chinese kitchen wares. IKEA pricing strategies in China have significant progress throughout the years. Wei (2007) illustrates that by 2002 IKEA overall products price drop 12% and sales increase by 35% in 2003 compare to year 2002. Despite of it, IKEA move further to improve their customers service. Wei (2007) also mentions that IKEA started to provide delivery service with a little charge and even free of charge for deliver their products for those area are near. 4.2 IKEA Diversification on New Asia Country As the global business operational costs increase for example labor cost. IKEA may look for alternative opportunity to source its business from developing country. Cambodia can be IKEA potential business expansion due to the broad agriculture activity and strong GDP growth in recent years. Mohan (2005, p.10) points out that there is potential growth in future for Cambodia as an agriculture dependent country due to the labor cost advantage. Furthermore, Purcell et al. (2010, p.9) states the opened policy of Cambodia government in joining the ASEAN and WTO has increased the GDP 9.6% by 2007. The political and economic factors are vital elements IKEA should consider while entering into a new market. 4.3 Continue Focus on Innovation Innovation is a key in adding value to development of organization. Drucker (2002, p.95-103) states that capability to be innovative in an organization is the key to endure business grow. IKEA has a very different innovation perspective compare to others organization. Victoria et al. (2007, p.46) illustrate that IKEA posses unique forms of innovation in introducing new technology, widening the low cost products design range to maintain long term suppliers and consumers relationship. Victoria et al. (2007, p.46) also mentions IKEA focused on technological innovation by online products provision and supply chain management which contributed to the growth of its business. The critical factors to continue IKEA success in innovations are all level of consumer centric innovation, further analyzes the segmentation markets by research and innovative marketing campaign to match local preference. 4.4 Reviews on Strategy Competitiveness For IKEA to lead furniture industry as a market driver, the firm should periodically review and enhance the existing strategies. Adaption of blue ocean strategy enables IKEA to seek the value of innovation by cost reduction and differentiate it products to meet customer needs. Kim (2005, p.4) explains that blue ocean strategy enable corporate to create new customer value and provide lasting core competitiveness. Moreover, blue ocean strategy challenges the traditional business concept in breaking market competition and growing organization brand identity. Continually review the business strategy provides bigger picture and direction for an organization to attain growth in future.

A Stylistic Analysis of Blue Eyed Soul Essay -- soul roots, gospel blu

The aim of this essay will look at how Blue-eyed soul relates back to it's parent genre, Soul; through analysis of musical features. Blue eyed soul is typically described as White musicians who have recreated soul music of the 1960's (Encyclopedia Britannica, 2013). The somewhat ambiguous term refers to White musicians who â€Å"emulated black vocal styling and phrasing, and often covered black songs but also established themselves as recording artists with audience crossover skills† (Cooper, 2010, p.1). How musically different is the sub-genre, Blue-eyed soul to Soul or is it only a category which conformed to society norms of the 1960's? Soul roots relate back to stylist elements of Gospel, Blues, Jazz and Rhythm&Blues (Brown 1982 cited in Borthwick and Moy, 2004; Pruter, 1993). It was once under the category of Race music which defined all African American music. Soul is seen as a rise of African-American civil rights movement and is classify as the â€Å"essence of black culture† (Bowman, 2012, p.439). Soul is known for the group of labels, such as Stax and Motown, that had built and produced many of the well known soul artist we know of today. Many of the artists that began the rise of soul came from other musical genre background including Jazz, blues and gospel, for example Ray Charles and Sam cooke. Sam Cooke had a professional Gospel career before becoming known for his smooth soulful style with his secular lyrics and a more Pop sound, a good example of this is Twistin' the night away. The song has prominent vocals and the instruments stayed more in the background. For Soul, the focus on vocals is typical and before singer songwriters were popular, it was the delivery and presentation from the vocalist, to interpret the lyrics i... ...33 (5), 663-693. Neal, M. A. (2005). White chocolate soul: Teena Marie and Lewis Taylor. Popular music, 24(3), 369-380. doi:10.1017/S0261143005000577 Myers, M. (2012,12 July). The song that conquered radio. The wall street journal. Retrieved from http://uk.wsj.com/ Phil Spector's wall of sound. (2009, 14 April). BBC news. Retrieved from http://www.bbc.co.uk/news/ Pruter, R, (1993). The Blackwell guide to Soul recording: edited by Robert Pruter. Oxford: Blackwell Publishers. Shaw, A., (1986). Black popular music in America: from the spirituals, minstrel and ragtime to soul, disco and hip-hop. New York: Schirmer Books. soul music.(2014). Encyclopà ¦dia Britannica Online. Retrieved 06 January, 2014, from http://www.britannica.com/EBchecked/topic/555198/soul-music Tymieniecka, B. (Director) (2009). Da doo ron ron: The story of Phil Spector. [DVD]. US: Charley Films.

Garden for the Blind :: Architecture Design Essays

Garden for the Blind I love the idea of creating a garden for the blind. Blindness is something I have given a lot of thought, as I have Glaucoma, an eye disease that untreated leads to blindness. Doctors said that had I not been diagnosed, I would have been blind by the age of ten. Luckily, in my case, they did catch it and I am able to see. Being so close to losing my sight has made me think very seriously about life as a blind person; and I often try to do everyday things with my eyes closed, such as getting ready for bed and playing the piano, to see how much of an adjustment I would have to make. The first thing that I notice when I try to do something with my eyes closed, is the immediate need for touch. Although the other three senses, audio, olfactory, and taste are also important and I plan to incorporate them into my garden as well, however, my main focus will be on the sense of touch. To begin with, the area designated for the garden is fairly steep, therefore it is necessary to decide how to set the path through the garden. Our class trip to the Butterfly Rain forest, and being able to go through blindfolded, was a great resource for ideas on creating this garden, particularly with the need to create an environment that is easy to navigate without sight. Stairs provide obvious difficulty for a garden for the blind, therefore, I have decided to use sloping ground, which although more expensive, would be safer and an easier environment to navigate. Also, as an additional benefit, the garden would be wheelchair accessible. To line the garden path, either a natural pressed dirt ground, or a highly durable short sod ground could work, both of which are natural options. However, recycled tires, much like the surface of nice running track surfaces, would make an easier to maintain surface, that incorporates recycled materials and gives more of a response to t he act of walking by adding an extra bounce (in addition to being even more wheel chair friendly than the previous two natural options). The main focus of the garden that I think would create an extraordinary environment, unlike anything else existing, would be the incorporation of marble statues periodically along the path that visitors to the garden would be encouraged to touch. Garden for the Blind :: Architecture Design Essays Garden for the Blind I love the idea of creating a garden for the blind. Blindness is something I have given a lot of thought, as I have Glaucoma, an eye disease that untreated leads to blindness. Doctors said that had I not been diagnosed, I would have been blind by the age of ten. Luckily, in my case, they did catch it and I am able to see. Being so close to losing my sight has made me think very seriously about life as a blind person; and I often try to do everyday things with my eyes closed, such as getting ready for bed and playing the piano, to see how much of an adjustment I would have to make. The first thing that I notice when I try to do something with my eyes closed, is the immediate need for touch. Although the other three senses, audio, olfactory, and taste are also important and I plan to incorporate them into my garden as well, however, my main focus will be on the sense of touch. To begin with, the area designated for the garden is fairly steep, therefore it is necessary to decide how to set the path through the garden. Our class trip to the Butterfly Rain forest, and being able to go through blindfolded, was a great resource for ideas on creating this garden, particularly with the need to create an environment that is easy to navigate without sight. Stairs provide obvious difficulty for a garden for the blind, therefore, I have decided to use sloping ground, which although more expensive, would be safer and an easier environment to navigate. Also, as an additional benefit, the garden would be wheelchair accessible. To line the garden path, either a natural pressed dirt ground, or a highly durable short sod ground could work, both of which are natural options. However, recycled tires, much like the surface of nice running track surfaces, would make an easier to maintain surface, that incorporates recycled materials and gives more of a response to t he act of walking by adding an extra bounce (in addition to being even more wheel chair friendly than the previous two natural options). The main focus of the garden that I think would create an extraordinary environment, unlike anything else existing, would be the incorporation of marble statues periodically along the path that visitors to the garden would be encouraged to touch.

Athens VS Sparta Essay

Athens and Sparta were two of the greatest Greek city states ever. Not only do these two cities have many differences but they also have some things in common too. But only one could be the best, was it Sparta or Athens? Many people think that Sparta and Athens were completely different, but this is not true, they had many similarities. To start off they were both two of the most powerful and important city states in ancient Greece. Sparta with it amazing army and Athens cultural legacy, they both set the stage for the history of ancient Greece. These two cities’ also had very strict social classes, for example in both city’s wealthy land owners were the top class and slaves were the bottom class. Sparta and Athens were both strong in certain militaristic areas. Athens had very powerful Navy, while Sparta had one of the best Army’s in ancient times. Lastly, both belonged to leagues of allies. Sparta belonged to the Peloponnesian league and Athens belonged to the Delian League. Although Athens and Sparta have things in common they were more different than they were alike. For example the lives of the Spartans revolved around war, preparing for war, educating their kids for war and conquering other countries during war. While Athens had other priorities, like culture, art, education and unification. Spartan children were only educated in the art of battle and taught how to fight, while Athenian children were educated in math, music, poetry and sports. Spartan women also had more rights than Athenian women. Women in Athens were not allowed to leave their homes or participate in any events; they were considered property of their husbands and were responsible for the household duties. On the other hand Spartan women were educated in reading and writing, could participate in sports, own their own land and were treated more as equals. Sparta was one of the first places in the world to start women’s rights. The governments in these two city states were also very different. In Athens there was a direct democracy, meaning all the male citizens of Athens could vote on the laws being passed. Athens believed that all citizens should be included in government decisions and tried to unite the people. Sparta though, had an Oligarchy which was ruled by 2 kings who were usually in command of the armies. Lastly, the cultures of Athens and Sparta were very different. Athens was a united beautiful city full of art, architecture, literature, philosophy, science, medicine and they enjoyed a variety of luxurious foods in their diets. Although, Sparta on the other hand was not very unified, extremely military based and the people didn’t enjoy many luxuries for example the Spartan diet mainly consisted of pork, blood, salt and vinegar. Athens and Sparta were both wonderful cities but only one could be the best, and that was Athens. Athens was the better city in pretty much all aspects of life. The people prospered in Athens they enjoyed fine dining and art, unlike those in Sparta. Athens focused on so much more than just war; this is why Athens was the city that had some of the best cultural achievements in ancient society. They made beautiful art, medical advancements and were one of the first democratic governments, paving the way for countries today like the USA. Athens was cleaner, nicer and prettier which would have made it a much more enjoyable place to live. Athens may not have had as good of an army as Sparta but in the end cultural and society advancements are more important than having the best army in the world. All these reasons and more just shows how much better Athens is than Sparta. Two of the most powerful cities’ in the ancient times, Sparta and Athens were alike and different. They were both unique in different ways and each thrived in different areas. But in the end, it is an obvious choice that Athens was clearly the better Greek City State.