The Responsible Leader and Manager Essay Example | Topics and Well Written Essays - 1500 words

The Responsible Leader and Manager - Essay Example As a team, the managers coordinate the company’s operations with a focus on satisfying customers and the community and maximising profits. This paper will explain how they use their personal, interpersonal and societal values to manage the stakeholders, including how they demonstrate their awareness of social issues and corporate citizenship responsibilities. Stakeholders The manner in which stakeholders are treated and managed is a crucial component in the revenue generation and success of a corporate outfit. It is the managers’ duty to ensure that stakeholders’ interests are met for the sake of creating beneficial relationships for business continuity. Some of the stakeholders of Debenhams are the customers, employees and corporate shareholders. Customers form the core purpose of any business’ existence. Employees bridge the gap between the company’s operations, products and services, and the customers. Schroder PLC, in its corporate shareholding capacity, has 202.9 million shares, representing a 16 percent shareholding (Baker 2010). The managers integrate their personal values with corporate values to lay strategies to manage the unique needs and interests of each group of stakeholder. Customers The managers at Debenhams understand that their customer base, running into millions, works hard to earn and afford their purchases. They know that quality products alone, without personal attention and appreciation, do not represent full value for customers’ money. They are motivated by the virtue of customer satisfaction to improve their services. They aim to be responsible and active participants in their communities of operation, which are basically made up of their customers. As a corporate entity, the company supports both national and local charities towards the well being of their customers. In a bid to acknowledge their customers’ choice to do business with them, the managers put them at the heart of their dec ision making. In an appreciative gesture that works both for the customers and the company, the customers’ shopping experience is made more exciting by modernising stores, introduction of new brands and products and a proactive customer service department. Products are manufactured to meet customers’ expectations in socially ethical environments and an assurance of quality compliance. The managers display their charitable cause by volunteering and fundraising. Reading this gesture as leadership by example, more volunteers and donors are attracted towards the events. In response to the ever increasing customers’ expectations of a fully fledged multi channel offer, the managers proposed an outsourced customer service department to a professional service provider (Irvine 2008). The outsourced service is committed to allow the customers several shopping options, and the company recorded an increase in sales within four months. This shows the managers’ awarene ss of the requirement to respond to customers’ queries promptly, professionally and effectively. In another show of valuing customers, the company apologised publicly to a customer who was given wrong prices for dresses at the Newcastle branch. After paying for the dresses following an

Qualitative methods assignment Essay Example | Topics and Well Written Essays - 1000 words

Qualitative methods assignment - Essay Example Findings presented or conceptualised in a way that offers new insights/alternative ways of thinking Discussion of limitations of evidence and what remains unknown/unclear or what further information/research is needed The authors has exhibit a deeper knowledge and understanding on the topic that they are studying with. They were able to mapped out evidences and supported by literatures of previous studies and theories. The main goal of the study is to have a clear comparison between the content and the quantity competitive and organizational stressors in elite athletes. The limit of the discussions was clearly stated that the validated statements shall focus on the stress relating to sports, personal and other matters were not considered. FINDINGS a) Appraisal Questions b) Quality indicators (possible features for consideration) c) Notes on study being appraised 3 How well does the evaluation address its original aims and purpose Clear statement of study aims and objectives; reasons for any changes in objectives Findings clearly linked to the purposes of the study - and to the initiative or policy being studied Summary or conclusions directed towards aims of study Discussion of limitations of study in meeting aims (e.g. are there limitations because of restricted access to study settings or participants, gaps in the sample coverage, missed or unresolved areas of questioning; incomplete analysis; time constraints) The aims of the study were consistent and there were no reasons to alter it at the end. Findings were clearly based on the aims of the study and it clearly nailed down the very core purpose of the study. The concluding statements were clearly cited from the introduction, where aims and purpose... Furthermore, the strong statements in the results were based from previous studies and related literature, which was the cornerstone in their superb conclusions. Although evidence were not fully utilized and presented, the literatures made it credible. Credible/clear discussion of how findings have contributed to knowledge and understanding (e.g. of the policy, programme or theory being reviewed); might be applied to new policy developments, practice or theory The authors has exhibit a deeper knowledge and understanding on the topic that they are studying with. They were able to mapped out evidences and supported by literatures of previous studies and theories. Discussion of limitations of study in meeting aims (e.g. are there limitations because of restricted access to study settings or participants, gaps in the sample coverage, missed or unresolved areas of questioning; incomplete analysis; time constraints) The aims of the study were consistent and there were no reasons to alter it at the end. Findings were clearly based on the aims of the study and it clearly nailed down the very core purpose of the study. The concluding statements were clearly cited from the introduction, where aims and purpose of the study was introduced. Thus, the questions and uncertainties on the preliminaries were clearly answered and re-stated in the conclusions. The samples were taken from

Men and masculinity Essay Example | Topics and Well Written Essays - 1500 words

Men and masculinity - Essay Example This implies that masculinity is not limited to men. Therefore, women may also display behaviours and characteristics that are masculine, for instance, many women have assumed the role of family providers. According to MensLine Australia (2012) masculinity is perpetuated through social set-up and enhanced through personal interactions. Traditionally, the avenues that made men gain honour included providing for their families and exercising leadership. The traditional family set-up was composed of the father being the breadwinner and the mother acting as the homemaker. Stereotypes about masculinity are often witnessed in many men, for instance, men would describe themselves as sports fanatics while avoiding soap operas that are viewed as feminine. Masculinity is often associated with the male; therefore, there is a big issue of personality in men. In case masculinity is threatened, most men would convey feelings of shame, hostility and guilt: hence they tend to overreact in the defens e of masculinity. It is irrefutable the aspect of masculinity in the contemporary world, has assumed a different perspective, which is contrary to the traditional disposition in matters related to masculinity and sex. Masculinity is viewed as a collective gender identity that is socially constructed rather than a natural attribute. In the modern society, different forms of masculinity exist that reflects factors such as class, race, age, geographical affiliation and religious affiliation (Lee, 2002). Although masculinity is normally identified in pluralistic terms, masculinities differ from one society to another. The hegemonic masculinity emanating from the societal construct is what men measures against. Masculinity directs most aspects of the male behaviour, especially sexual behaviour. The male gender values are constructed through interaction with the men’s lifestyle and his interaction with social environments. The perception of sex as a component of masculinity is depe ndent on the sexual encounters in the early stages of development. The traditional traits associated with masculinity are control, domination, aggressiveness, violence, toughness, emotional repression and competiveness. Masculinity traits are normally acquired at a tender age. For instance, some of the insults that the young school boys commonly use to refer to their weak colleagues are the accusation of being a girl (â€Å"Guys and boys masculine things. (n.d).). Ayers (2008) assert that most men engage in body building to maintain their masculinity. Research has also affirmed that most men think that portraying dominance and power wins them admiration from women. Masculinity tells men that their urge for love and respect can only be attained through being powerful, dominant and ultimately violent. However, Alilunas (2009) posits that such factors are irrelevant to women. Many studies have revealed the problem of sexual violence, sexualised violence and sex-by-violence as products of masculinity. The contemporary society portrays masculinity despite enhanced strategies geared towards minimising or eliminating it through modernization. The first indication is the sprouting of numerous interactive forums in the media that discusses issues related to the male gender while portraying bias towards the female gender. The current modernisation has seen the liberation of women in all aspects of life, ranging from

Persuasive Essay Example | Topics and Well Written Essays - 1250 words

Persuasive - Essay Example Indeed, certain basic assumptions about the leadership qualities especially which relates to the individual approach of tackling issues and objectives, may create a vast difference to the results achieved. While leader is endowed with many qualities but exemplary leaders is one who encourages freedom of choice. Leaders are not pre defined and molded into certain stature. They are people who may be in the position to influence and motivate others to give their best. Organizational leadership assumes special meaning because it motivates and encourages others to strive towards common goals with renewed enthusiasm. It is equally important that certain basic assumptions about the organizational leadership qualities especially which relate to the individual approach of tackling issues and objectives, may create a vast difference to the results achieved. Leadership assumes special meaning because it motivates and encourages that target group within the population that plays a crucial part in the future of nation building processes. Through effective communication and dissemination of information, the leadership promotes empowerment. It is vital for leaders to empower other people so that their decision making power is greatly enhanced through exercising informed choices effectively. Empowerment can be broadly defined as freedom to exert one’s choices for their own good by implementing them. In the contemporary time, empowerment has become one of the most crucial issues among the masses as it directly influences the welfare of the individuals and the society at large. Empowerment facilitates realization of self worth, instilling self confidence in one’s ability to make independent decisions about themselves, especially with relation to their socio-economic and political decisions. Hence, an empowered person has more options and freedom to transform those choices into concrete action plans for the betterment of self and the

Men and masculinity Essay Example | Topics and Well Written Essays - 1500 words

Men and masculinity - Essay Example This implies that masculinity is not limited to men. Therefore, women may also display behaviours and characteristics that are masculine, for instance, many women have assumed the role of family providers. According to MensLine Australia (2012) masculinity is perpetuated through social set-up and enhanced through personal interactions. Traditionally, the avenues that made men gain honour included providing for their families and exercising leadership. The traditional family set-up was composed of the father being the breadwinner and the mother acting as the homemaker. Stereotypes about masculinity are often witnessed in many men, for instance, men would describe themselves as sports fanatics while avoiding soap operas that are viewed as feminine. Masculinity is often associated with the male; therefore, there is a big issue of personality in men. In case masculinity is threatened, most men would convey feelings of shame, hostility and guilt: hence they tend to overreact in the defens e of masculinity. It is irrefutable the aspect of masculinity in the contemporary world, has assumed a different perspective, which is contrary to the traditional disposition in matters related to masculinity and sex. Masculinity is viewed as a collective gender identity that is socially constructed rather than a natural attribute. In the modern society, different forms of masculinity exist that reflects factors such as class, race, age, geographical affiliation and religious affiliation (Lee, 2002). Although masculinity is normally identified in pluralistic terms, masculinities differ from one society to another. The hegemonic masculinity emanating from the societal construct is what men measures against. Masculinity directs most aspects of the male behaviour, especially sexual behaviour. The male gender values are constructed through interaction with the men’s lifestyle and his interaction with social environments. The perception of sex as a component of masculinity is depe ndent on the sexual encounters in the early stages of development. The traditional traits associated with masculinity are control, domination, aggressiveness, violence, toughness, emotional repression and competiveness. Masculinity traits are normally acquired at a tender age. For instance, some of the insults that the young school boys commonly use to refer to their weak colleagues are the accusation of being a girl (â€Å"Guys and boys masculine things. (n.d).). Ayers (2008) assert that most men engage in body building to maintain their masculinity. Research has also affirmed that most men think that portraying dominance and power wins them admiration from women. Masculinity tells men that their urge for love and respect can only be attained through being powerful, dominant and ultimately violent. However, Alilunas (2009) posits that such factors are irrelevant to women. Many studies have revealed the problem of sexual violence, sexualised violence and sex-by-violence as products of masculinity. The contemporary society portrays masculinity despite enhanced strategies geared towards minimising or eliminating it through modernization. The first indication is the sprouting of numerous interactive forums in the media that discusses issues related to the male gender while portraying bias towards the female gender. The current modernisation has seen the liberation of women in all aspects of life, ranging from

Marketing Analysis on Google Inc Essay Example for Free

Marketing Analysis on Google Inc Essay With the objective of â€Å"To organize the world’s information and make it universally accessible and useful† (Google, 2012), Google expands its business to strive towards becoming the leader of internet-related provider, in particular in Internet research and advertising technology. The company has expanded nationally and globally, providing its search service in a large number of different languages and countries through its own unique strategy. The report starts with a discussion about the market Google is operating in, how Google smartly manages its internationalisation and globalization strategy according to its own market position in different stage. Followed by the comment on whether its diversification strategy appropriate across the whole international market. The report then will evaluate this strategy mainly focus on the aspect of the potential to damage its own brand, especially based on the case of their failure expansion in the Chinese market. Then the report will look at impact for the market as Google fully enter the Android market, Google’s business model in terms of reating revenue will be described and processed by the critique of whether the model would be sustainable in the long term. The report finally will define the market Google operate in and how it enters into android market will be explained in detail. Additionally, there are some recommendations provided in terms of its sustainable development through the whole report. ? Defining the market which Google Inc’ operates in? The market in which Google operates in is collaborative and interactive; Google has acquired and merged with different companies, which have given it a competitive edge over other firms. It recently acquired Motorola and this brought a lot of speculation as to whether it could handle the hardware business without any prior experience or necessary skills According to the case (Tangirala and Debapratim, 2012), Google had no skills in the supply chain, monitoring physical stock or achieving efficiencies. However such acquisitions have benefited Google because it has been able to have more reach as it can now target mobile users with the new hardware business. Other companies it has collaborated with are HTC and T-Mobile on implementing the Android platform. Competition The environment is also quite competitive. Having to face giants like Apple, Microsoft and Facebook means that Google has to be highly adaptable and maintain their market share by being more aggressive in their marketing strategies. (Tangirala and Debapratim, 2012), Google says that their acquisition of Motorola will be able to intensify the competition. Motorola’s purchase will fully bring Google into the mobile market as they will now have hardware for their operating system Android, Also Motorola will strengthen the patenting of Google as they have more than 17,000 patents in their name. Apple and other mobile providers might feel threatened by this move. (Rusli and Miller, 2011) Diversification More to this, Google has not focused on its core business of being a search engine rather it is diversifying and looking for new opportunities for growth. Google has expanded into other segments such as maps and Google scholar, in the communications section there is Gmail and an enterprise segment where cloud computing and Google docs are involved, social networking among others. This means that Google is not only able to reach a wider audience but that it is able to spread risks. Diversification means that in case one area of their business fails they have an alternative to rely on. (Tangirala and Debapratim, 2012) Innovation Google’s survival could be attributed to its highly innovative structure. It has a culture of being innovative and an atmosphere that encourages employees to bring new ideas and creativity. However, Google must keep on innovating in order to outdo their competitors and to keep at pace with the changes in the highly volatile global environment (Tangirala and Debapratim, 2012) Infrastructure Together with all the companies that Google has acquired, they also have data centers and servers which it uses to create its web presence and to store information. These infrastructures increase reliability and make information access faster. Google Inc’ had a total of 90,000 servers by 2010 and they invested heavily on technology this gives Google a good platform. Pg. 4 Some of it is virtual for example cloud computing. (Tangirala and Debapratim, 2012) ? What’s internationalization and globalization strategy? In which way Google is going? Internationalization strategy is a development strategy that enterprises want to offer their products and services outside their home country, it usually reflected in the form of greater existence in different locations around the world. That is why internationalization also refers as international expansion (Stephen and Karin, 2002). Internationalization strategy is a development planning during the process of internationalized operation and management, which is designed to give the assistance of improving company’s competitiveness and environment adaptability. Corporations have adopted this strategy view overseas market separately. They treat the markets differently due to various markets’ features. Globalization strategy refers to the procedures of global integration, which incorporate the international operations and markets into a united strategic entity (Stephen and Karin, 2002). Corporations that use this strategy are generally powerful multinational enterprises, they attempt to monopolize markets in their own industries. However, if using this strategy inappropriately, it is more likely to have a detrimental effect on the whole company. The merit of globalization strategy is that companies can concentrate their efforts in building competitive advantages by leveraging capabilities and coordinating activities through boundaries. Which like a double-edged sword, the demerit is that it is hard to coordinate between each subsidiary as well as between headquarter and subsidiaries, because each host country has their own business characteristics. According to the collected evidences Google tends to be relying on the globalization strategy. To begin with, as mentioned above, one reason for companies adopting a globalization strategy is that they want to monopolize the market in their own industry. Definitely, Google achieved this goal. In October 2011, Google accounts for 82. 4% of the worldwide desktop search engine market share. Furthermore, in 2008, Google shifts its international marketing structure form representation offices to Research and Development center, and then to partnerships with other enterprises, which reflected that Google gradually integrated the competitive advantages from the alliance partnership and improved its own capabilities (Ronen, 2009). In addition, Google has many RD centers worldwide. For instance, if the software was RD in Israel, this software is not only specialized in Israel market, but also launched globally by using different languages. Therefore it is clear that Google did not focus on localizing their products or services for different markets nowadays. Finally, globalization is focusing on building united competitive advantage. In order to keep its competitive edges, Google transfers and share outcomes of technology innovations within various RD centers, and with alliance partnerships to connect the operation nd management activities from different counties and locations. Google’s retrieval from china, impacts upon globalization plan. According to the list of info-facts (2012), China is the second most powerful country in the world. And in Fleming’s (2010) report, â€Å"U. S. , China, and India will be the three most powerful countries in 2025†. These illustrate that China is a hugely influential nation around the world. Moreover, China has more than 500 million internet users (Efrati Chao 2012), and the number is still increasing. China is a market which cannot be ignored. Google’s retreat from the Chinese market has definitely impacted upon Google’s overall global expansion strategy. Most of the Asian countries have strong regional relationship and China has a widely impact on them. As we all know, eastern countries are in high context cultures, but, Google is from a low context culture which is totally different from high context culture. Their ways of running a business are quite different. It seems that if Google cannot operate successfully in China, it cannot operate well in other Asian countries either, such as Japan and Korea. And this will deeply impact its global expansion strategy. As the picture (adapted from Chardonneau’s slides) shown in appendix 1, Asia owns the biggest internet market, and Google’s coverage in Asia is so weak. If Google still wants to achieve its global expansion strategy, it has to come into the Asian market and first of all, Google needs to solve the problem in China. In fact, Google’s quit in China offers its competitors a good opportunity to enter into the Chinese market. After all, not all the international companies are unable to handle the operation problems in China. Since Google announced its retreat, its market share has declined 5% and its biggest competitor in China, Baidu has increased by 50% (Powell 2010). Other internet companies like Microsoft, Sohu and Tencent where all benefit from this great opportunity which offered by Google (Powell 2010). Cultivating your competitors will obviously diminish your own benefits. More and more powerful competitors will absolutely hamper Google’s global expansion. In addition, they need to keep putting efforts to the beta test before they aunch any new products into new market, especially in the Asian market. It needs to customize it according to different market to satisfy local consumers. As discussed above, one of the main reasons why Google failed in the Chinese market was because it did not use ICP, which is a compulsory for all websites operating in China (Zhou, 2009). ? Diversification strategy working in the international market The multi-diversification strategy is generally appropriate a cross the whole international market. This strategy is being used in different markets, while the only difference is whether it more focus on direct-diversification or indirect-diversification that depends on the intensity of competition on the core products. Briefly, since 2004 Google’s endeavor mainly focuses on encouraging innovation by bottom-up through the whole company. It acquires innovative companies to diversify into new areas or to add value to existing technologies and services (Kotelnikov, 2012). From â€Å"personalized web†, â€Å"Google News†, â€Å"Website Optimizer† to acquire technology to put up online display and banner advertisements by buying out â€Å"DoubleClick†. Followed by the direct diversification, Google, starts to expand its new product line through indirect diversification strategy. For instance, Google enters the social networking space through launching â€Å"Orkut†, â€Å"Google Checkout† then was launched as a payment gateway for online buyers and â€Å"Google Chrome† which is a representor of a desktop browser, see appendix one. Firstly, in the current global market, Google’s diversification strategy take the development of its core products as a priority. It makes a great contribution on perfecting its core competencysearch engine, which is the most profitable product. Additionally, it also increases the reputation of â€Å"innovation† for Google all over the world. Multi-products line adds more values for the consumers will become the main competitive advantages for Google in the long-term in the international market. Therefore, the benefit of diversification strategy is to protect current market share and attract potential customers by World of Mouth. Particularly, Google launches early nd often in small beta tests before releasing new products into the market, with many markets becoming more and more competitive as a result of new competitors from global or deregulated markets, those who innovate best will win in the future (Kotelnikov, 2012). Secondly, while even through the company put great efforts to add more value on its core products, the competitors also come up with substitute products, for example, â€Å"Powerset† from Microsoft and â€Å"Search Monkey† just launched by Yahoo attack the weakness of Google, providing a much flexible search engine. Google needs to add up more new product lines to create and exploit economies scope. In particular, â€Å"Baidu† whose market share in China is up to 78. 3%, while only 16. 7% of â€Å"Google’s Hong Kong Site†(Baidu, 2012). Google can use its direct-diversification strategy, which pays attention on internal growth of search engine to increase its market share in the market, which doesn’t have a strong competition, such as Australia. The indirect diversification strategy should be used in the market that already has some strong competitors such as China, Korea. It is certain that the risk of this diversification strategy is there is a huge investment in the new businesses and the majority of the new businesses haven’t started making profit for Google. However, take current global market trend into consideration, the strategy will work in the long term in the international market. If we look closely at year 2009, revenue from ads on their sites accounted for 83% of the total. Compared to 2008, this item represented 90% of Google’s total income. Nevertheless, the growth rate of these â€Å"windfall† is, so far, relatively modest (Sebastian, 2010). Thinking of Google, what product stands out? But are there too many? Is Google too ubiquitous now is an arguable question in recent years? â€Å"I think that, ultimately, we do have too many products and we need to condense them,† Marissa Mayer, Google’s VP of Search, said Friday at the SXSWi conference in Austin (Matt McGee, 2011). According to the map of Google’s product in the appendix, Google products now covered in many different fields such as search engine, social network, music, mobile system etc. But there is people say As Google Becomes More Ubiquitous, They Get More Sloppy (Jeff Y, 2012) Google is taking information from almost all of your Google services (Tsukayama, 2012). It was very serious privacy issue and been intensely discussed. Google makes its money by selling yourself; by knowing where you live, what videos you like watching, and your entire search and surfing history, Google sells targeted advertising to the tune of tens of billions of dollars per year. Selling you is 96% of Google’s revenue stream. ( Anthony, 2011). Google was not obligated to pay a fine for doing so but the brand was damaged to some extent. Google also faces the risk from failed product or services. It comes down to having too many things going on at once. At Google, quality control is slipping. (Jeff Y, 2012). For example, Google lunched Google Buzz in February 2010, it was considered a threat to Facebook and twitter but its been shut down very soon in November 2011 by Google because of the lack of users and the late show in the market compare with twitter. The failure of Google buzz damaged not only the real money but also the trust and confidence of consumers toward the brand. (Rob, 2010) Besides, with too many successful products, customers may lose what the brand Google really represents which is also a risk of brand damage. Were very aware that our business is based on the trust of users and if damaged then thats the worst thing we could do. The new privacy director said. (Google, 2010) But will all these factors really hurt Google? The answer is uncertain. As we can see from the Googleland map in appendix , Googles main product is always the search engine and they use all the other products to support it. Today, with approximately 70 percent domination of the global search market, the omnipotent, omniscient, omnivorous and ubiquitous Google keeps upping the ante to stay on top of the search engine game. (Callari, 2012) Therefore some people argued that as long as people still use and trust the Google search engine, the Google brand will not be hurts seriously. Google’s foray into Android market, all around impact. In this section, we will focus more on Google’s capability after it has bought Motorola and gain access to becoming one of mobile phone providers with its own Android OS. After Google has bought Motorola, there are a few implications to mention here. First of all Google will be the owner of all patents from and therefore will be of a great support for Google when their mobile phone enters the market where Apple is a dominant player (Reisinger, 2011). During the launch of a new phone company is most likely to be sued by their competitor arguing over the originality of the phone. Therefore after having Motorola as a patent support Google may save a lot of money in this aspect. Secondly is that Google now has a capacity to create and manufacture their own mobile phone and tablet PC. The benefits of buying Motorola also extends to the field of hardware that Motorola has been in for sometimes, what Google has bought to it self is the hardware manufacturing ability, ranging from TV top box, internet TV to internet router and live stream (Bryant, 2011). Therefore again apple will have to be careful since now Google has a potential to fight Apple not just in the field of mobile phone but also as a TV top box provider i. . Google TV (Purdy, 2011). Thirdly it is not clear that when the new Motorola, Google phone is released, it will come with the newest Android OS or not. But move to buy motorolla to gain access to manufacturing capability can really affect Google’s android mobile partner. One clue to this argument is current news about Samsung, which has been Google’s main Android phone provider, has announced that its mobile phone in a short future will also feature the windows operating system (The Sydney Morning Herald, 2012). Although the news said it was all about Samsung providing more variety to the consumer, but it can also be thought of an uncertainty avoidance move by Samsung who might feel an aggressive move by Google coming into the hardware market. Perhaps besides Google and Motorola as the two winners from the incident, Microsoft surprisingly might gain benefit from this incident (Wortham, 2012). This move from Google is actually what Microsoft is hoping for because besides Google, the only well know non-phone maker operating system is the â€Å"windows 8† from Microsoft. The moment of changes to watch out for is the time that Google’s partners feel that they are indeed competing against Google instead of having Google as their partner (Wortham, 2012). Microsoft windows 8 here will then act as a preferable alternative operating system for those ex-Google’s partners to adopt. So what will happen in short-long run for the market? In the short run it will not change much because the majority of the mobile phone relies on Android OS. Breaking off partnership with the OS they rely on is really not a good idea in the short run. Also since by law after closing the deal that Android will still remain free for another five years (Waugh, 2011). In the long run the story may be entirely different. It is expected that mobile phone manufacturers may start thinking about an alternative plan according to Google’s moves. If Google still keeps its promise that buying Motorola is just for its own defense, then it is still a great idea to have such a big company as your support (Wortham, 2012). How does Google create revenue? To scrutinize the business model of Google Inc, one impressive feature in this model is that Google offers free resource to the end user. Analyzing the reasons behind it, Google’s philosophy is to share information universally and make it accessible globally (Google, 2012). Thus, the characteristic of free is a necessary catalyst which accelerates Google to become the largest search engine company around the world. By doing this, advertisers have become the main income rather than the end users.

Marketing Plan For Renault Twingo

Marketing Plan For Renault Twingo According to our class, MC 600, Business Policy, we have to write a business plan about a product of our company. In this case it is supposed we are working for Renault Car Company, and we prepare the business plan for one of our products, which is Renault Twingo, regarding the Greek market. To develop successful strategies and action programs, we need up-to-date information about the environment, the competition, and the market segments to be served. Often, analysis of internal data is the starting point for assessing the current marketing situation, supplemented by marketing intelligence and research investigating the overall market, the competition, key issues, and threats and opportunities issues. As the plan is put into effect, we will use advertising and other forms of research to measure progress toward objectives and identify areas for improvement, if results fall short of projections. Finally, we will use marketing research to learn more about their customers requirements, e xpectations, perceptions, and satisfaction levels. This deeper understanding will provide a foundation for building competitive advantage through well-informed segmenting, targeting, and positioning decisions. Thus, the marketing plan should outline what marketing research will be conducted and how the findings will be applied. EXECUTIVE SUMMARY In the first section we have to summarize the main goals, recommendations and points of our project in order to be accepted by the managers. Our project will target in reclaiming Renaults superiority in Segment A by positioning Twingo as one of the best overall proposals in the segment. It will be placed between mainstream, e.g. Fiat Panda and trendy cars such as Smart, and FIAT 500, targeting mainly style-oriented, younger customers, who are more willing to buy a 3-door car. Moreover we can get a competition advantage by differentiate the target groups by multiple versions. Authentic to Expression: Refers to a mainstream target group, practical. Dynamic: Refers to female group with several dynamic characteristics. GT: More Sporty and masculine profile. We will exploit connectivity and customization features to enhance youth appeal and trendy factor (Dynamic, GT).We will promote practicality and versatility to enhance its mainstream appeal (Authentic, Expression).Systematically attract first-time-buyers and exploit opportunities to up-sell them within the brand. Finally we will use competitive fleet policy (10% discount on retail price) to support retail sales (despite lack of 5 doors). Generally we will exploit limited editions for conquest sales and for maintaining trendyness. By these actions we target at about 1500 sales, both retail and fleet, for the year 2010 in Greece. This is a partition of 7, 6% and 1, 4%, respectively, as shown in the image below. CURRENT MARKET SITUATION In order to analyze the current marketing situation, we will discuss about the overall Greek Market, identify the market segments we will target and provide information about the companys current situation. Renault: The Company (briefly) In 1899 Renault Frà ¨res is founded by Marcel and Fernand Renault. In 1903 the sales network expands and the first subsidiaries are set up outside France. In 1975 managed by Bernard Vernier-Palliez, Renault comprises the state-owned Rà ©gie (104,000 employees) and the subsidiaries set up through diversification (118,500 employees) and by 1980 Renault was Europes leading vehicle manufacturer. In 1997 Twingo arrives in the market. Range Segmentation MARKET DESCRIPTION We will examine the target segments and provide context for the marketing strategies. We will examine the economic position and the general situation of Greek Market, MAVA which is the official Renaults representatives, the Purchase Behavior of the target group in which we are interesting in and the current situation of the Competition. EXTERNAL ENVIRONMENT: Greek Market Situation Real GDP average growth 4,1% (10yr), 4.2% (3yr). Slowing growth in 2010 reflects weakening growth in fixed investment and exports, due to strong Euro. Consumer spending even if slower growing retains its momentum and will continue to be the main contributor to 2010 GDP growth driven by real wage growth (4%) and employment growth. Spending on consumer durables, in particular, remains strong (sales of household equipment increased by 5.6%, as did car sales). Household debts account for 37.8% of GDP vs 61.6% for EU-13. Consumer credit growth remains strong at a (stabilized) 20%. Deposit growth reached 14.4% in 2007 vs 10.5% in 2006 Greek economic climate index in rise from mid-2005 to September 2007, decreasing slightly in October; remains higher than European index. Greeks more willing to buy a car in 2010 than EU-27 or EU-13 average. The positive effect of direct tax reductions is expected to be compensated by the increase of VAT by 1-2 percentage units in 2010 or 2011. Internet penetration at 40% of ages 13-70 years old (13-24: +60%, 25-44: +30%). Broadband connection penetration currently at 6.9% of households (EU-27avg at 16.2%).Average monthly cost at à ¢Ã¢â‚¬Å¡Ã‚ ¬28.3 (vs à ¢Ã¢â‚¬Å¡Ã‚ ¬25.4 in France and à ¢Ã¢â‚¬Å¡Ã‚ ¬46.8 in Spain). Average speed at 6,6 Mbps (vs 44,1 in France and 6.9 in Spain). A change in the registration tax is not considered feasible for the time being. Liberalization of diesel car market (in Athens and Thessaloniki) remains stagnant, AMVIR (Greek Association of Importers) now pushes for freeing up the diesel LCV market. AMVIRS (Greek Association of Importers) current position to the Government is for a gradual and mid-term alignement of the taxation system with the emissions norms. All data: European Commission, Eurostat, National Bank of Greece, except Internet data (independent surveys). All data: European Commission, (*) Ministry of Economics Finance. INTERNAL ENVIRONMENT: Renault in Greece MAVA Implement ready, in-house software to track real-time MAVA/Dealer stock, order, invoice and registration data. Based on the above, specify and implement a new monthly marketing reporting system, specified with and covering the needs of Management, Renault and Marketing. Exploit Renault-specified PER4 Dealer training program (analytic proposal to be submitted by end of March 2010) to provide a business case for dealers to endorse change, total customer satisfaction and a new culture vis-avis Renaults forthcoming product assault. Budget 50.000à ¢Ã¢â‚¬Å¡Ã‚ ¬. Starting from 2011 (along with new Megane), consider an extensive communication plan to change current perceptions of Renault and gradually establish it among top-of-mind brands in Greece. Given approval, Marketing will provide a comprehensive route map by end of June 2010 to be finalized by end of 2010 and be implemented starting from 2011. This will include a thorough proposal on the approach and process leading to an action plan by end of 2010. Deployment of the new brand identity graphic guidelines within the company and to the dealer network (core elements, stationery, printed forms, advertising, local communication -publications, events etc), starting with the new Twingo launch campaign, including follow-up and evaluation on the extent of deployment, according to time-plan imposed by Renault (12 months). The PURCHASE BEHAVIOR of the target group Stage 1: Initial interaction with the brand At this stage, customer has not fully developed the need to purchase a new car and collects information / perceptions / impressions by various channels that result in top-of-mind awareness of specific brands. Brand Influence at this stage comes from creating impressions and emotional territories through: Advertising: emotional positioning. Press relations: word of mouth is especially important for the small Greek society and especially women, who mostly turn to friends and family for advice. B-T-L Promotions: help relate the brand to values and behaviors. Stage 2: Actual investigation At this stage, customer assesses technical and tangible factors (however still through an emotional process), identifying possible solutions to his/her needs. This results to the shortlist. Provided that the brand has passed the test of the first stage, the choice criteria are: Performance (20-28) Roominess and reliability (29-45), with price and equipment as common denominators. Customers first choose a brand and, subsequently, the model it offers in the segment they need. French Cars in general provides to their customers: Elegance Alternative Focused in comfort Luxury Feminine Unreliable Weak USP Design Progression Affordability Customers Character Twingo Characteristics Renault Twingo differentiates its target group depending on the version: Twingo Authentic to Expression Mainstream, practical Twingo Dynamic Feminine Twingo GT Sporty, masculine In general its target group is men and women 20 35 years old. Twingo means fan, joy, entertainment combined with all the above characteristics of a French Car. PRODUCT REVIEW In continue, we have to outline the main characteristics and summarize extra information needed about our product, Renault Twingo. Renault Twingo is characterized by: Modern, Pleasing Design Roomy, practical and occupant-friendly An assertive personality underpinned by dynamic styling Communicative and occupant-friendly: New Twingo features an Audio Connection Box (in UK we will be calling this system multi-functional Tune Point) which enables personal music collections stored on USB keys, portable MP3 players or iPods ® to be played through the cars audio system and operated via the steering wheel-mounted controls. My Twingo philosophy: buyers can customize their new car inside and out thanks to a range of decorative decals for the exterior and a selection of innovative accessories such as the Organizer Box and Makeup Box for the interior. Appeal to young clientele, essentially urban-dwellers hooked on new technologies Chassis derived from the B-segment and a power train range featuring the new TCE (Turbo Control Efficiency) 100hp petrol engine, which offers class-leading performance and fuel consumption, New Twingos superior dynamics, set it apart from its predecessor. Optimizing cabin space and interior versatility, by making full use of the cars compact dimensions (length: 3.60m). Interior is extremely modular thanks to its four independent sliding seats. Safety was at the forefront of the New Twingo design teams priorities. New Twingo is the first model to be renewed within the framework of Renault Commitment 2011 and had to meet an extremely exacting brief in terms of quality and profitability. Supplementary information about models: A. TWINGO Twingos agile handling makes it perfect for nipping in and out of city traffic. With its compact length of just 3.60 m, Twingo is a cinch to park and a delight to drive. It also stands out with its pure, contemporary styling. Twingo brings drivers a dynamic and pleasant drive. Our primary consumer target is middle- to lower-income people who need a car with pleasing desing but also comfortable and easy to use. All versions of Twingo carry the Renault eco ² signature. They emit less than 140 g/km of CO2, contain renewable materials and recycled plastic, and are produced at the ISO 14001 certified Novo Mesto plant in Slovenia. B. TWINGO SPORT Renault has produced an affordable high-performance car which sits alongside Clio and Mà ©gane Renault Sport in the Renault Sport range. Renault Twingos existing lines are underpinned by a more curvaceous, athletic stance and the newcomers sporty calling is further emphasized by its wider front and rear wings, profiled sills and spoiler. Twingo Renault Sport is the response of Renault Sport Technologies experts to a two-pronged challenge, namely to deliver sports performance while at the same time ensuring that the new car is easy to use on a day-to-day basis. Twingo Renault Sports chassis is both responsive and finely tuned to provide precise, balanced sports handling, while specific work on the pitch of its new 133hp 1,598cc engine reveals its punchy temperament. C. TWINGO GORDINI R.S. The return of the Gordini name is to be marked by the introduction of a new chic and sporty version of Renault Sports pocket rocket which takes a current-day stance on the cues long associated with the Gordini world. Twingo Gordini R.S. features a gleaming Malte Blue lacquered metallic finish, plus two white racing stripes, in keeping with tradition. The front and rear bumpers are enhanced by gloss black details, while the fog lamp surrounds, exterior mirror housings and lip spoiler are all picked out in a contrasting white finish. Gordini Series badging either side refers back to the heyday of the Gordini Cup when the qualifying heats of the different meetings were known as sà ©ries. This exclusive exterior styling package is rounded off by a choice of either blue or black diamond-effect 17-inch aluminum alloy wheels. To ensure that it befits Gordinis glorious motor sport heritage, the latest addition to the Twingo range is based on the same performance/equipment package as the Renault Sport version: Sport chassis with 17-inch wheels for outstanding road-holding performance that is equally suited to everyday motoring, a feisty, responsive 1.6-litre 133hp petrol powerplant with a distinctive, specially-tuned engine pitch under acceleration, precise, incisive steering for even greater fun at the wheel, powerful, durable braking performance. The fashionable and sporty label of the Renault Sport range with its elegant finish and strong design codes, the Gordini label builds on the renowned expertise of Renault Sport, and offers a fresh interpretation of its values. Renault naturally opted to build on the reputation of Renault Sport Technologies (RST) in order to transform the Gordini legend into a reality. Renaults sports branch has prolonged the Gordini heritage through its renowned expertise in motor sport and the development of its sports models. COMPETITIVE REVIEW The direct completion for Renault Twingo in Greece is FIAT Panda, CHEVROLET Matiz, HYUNDAI Atos, PEUGEOT 107, SMART ForTwo, TOYOTA Aygo, KIA Picanto, CITROEN C1, VOLKSWAGEN Fox, DAIHATSU Cuore, FORD Ka, OPEL Agila. The Total Market Sales are showed below: As we can see, the segment dominated by Panda Koreans (low price models, therefore strong in fleet sales) followed by TPCA trio (Toyota, Peugeot, Citroen Automobile), upward indication for ForTwo and Cuore and downward indication for Matiz, Atos and Fox. The 3-Door Sales Direct Competitors VS Renault Twingo 3-door versions appeal to first-time buyers, seeking for looks and style, who are willing to spend more for differentiation. Fleet Sales VS Retail Sales Direct Competitors VS Renault Twingo Segment leaders retain significant contribution on both fleet and retail sales. The ForTwo, Fox and TPCA trio appeal more to retail buyers. Despite drop of fleet sales, Picanto compensated with strong retail sales. MARKETING STRATEGY As a volume carmaker, Renault has long been recognised for the quality and inventiveness of its products in the small car segment and New Twingo is no exception. Since its unveiling at the 1992 Paris Motor Show, Twingo has revolutionised the world of city cars. In response to shifts in customer demand across the span of its 14-year life, Twingo took the form of seven different collections and a long list of striking special and limited editions. The European small car market has been reasonably stable since 2000, yet that hasnt prevented it from being extremely competitive, owing to the presence of the traditional European makes and, more recently, the advent of newcomers from Asia. Even so, Renault stands out as a major player in the segment and New Twingo reinforces the brands line-up with a view to optimising its coverage of this end of the market. With a length of 3.60 metres, New Twingo is a practical, communicative, compact car. New Twingos mission is twofold, the first being to build on its ever-growing reputation as Twingo owners were loyal to the car and replaced it with another Twingo. The second aspect of the models mission involves reaching out to a new clientele seeking a safe, versatile, practical and feisty package with compact dimensions. One-third of European small car buyers are aged under 35, including 11 per cent who are under 25. Amongst its new targets, New Twingo seeks to appeal to this young clientele, essentially urban-dwellers hooked on new technologies and for whom the car is seen as a symbol of freedom, as well as an extension of the world in which they live. New Twingo covers all these criteria thanks to its unique personality and unprecedented connectivity for its segment, not to mention its inherent versatility, driver appeal, travelling comfort and dynamic, reassuring handling. Strategy and Marketing employs 150 people from diverse backgrounds, including 12 different nationalities. The five key functions in Renaults Marketing Department 1. Marketing product and services manager Their role is to develop the most attractive selection of products and services for a given range of vehicles. They adapt their choice to each national market without overlooking the brands identity and sales targets. They help elaborate marketing strategy, analyse sales figures for their models, and constantly look for ways to sell more. 2. Product positioning consultant They draw on different surveys and studies to propose ways to improve the brands positioning and image. Working with the different range managers, they decide how a model should be positioned and what audiences to target. They then adapt this positioning to each country. 3. Price consultant They draft a price strategy for each model in every country. Another of their functions is to examine across-the-board pricing methods and procedures. Strong interpersonal skills are important as they are in daily contact with the markets and other marketing experts. 4. Trend forecaster Their task is to analyse market trends and sales forecasts for each vehicle in a range of countries. Their conclusions help the factories plan production in line with the dealerships probable needs for vehicles to satisfy customer demand. 5. Planning studies manager They pilot the sales and marketing planning system, assess Market Areas needs for economic modelling, and adapt planning tools accordingly. They train the national plan coordinators in the use of planning tools and methods. They also analyse each countrys budget and strategy plans to then compile a group-wide synthesis. Positioning The new Renault Twingo hopes to appeal to the small car segment and the initial first car buyer segment while also appealing to families who wish to acquire a second car, or to those using their car in urban or city areas. This car interests distinct and different groups of car buyers so there is a need for careful product positioning in the mind of the consumer. Some considerations when positioning a new car might include: first car or small car users who expect specific design qualities from a car families who want a second car to get them from A to B or to complete the school run twice a day and who will also want different features young people looking for personality from their car perhaps more sporty features or individual and distinctive design finishes. New Twingos key target market is young dynamic people. Renault has a marked advantage in this area because it is known for its keen pricing and is also an established, highly recognisable brand that young people can relate too. Price Strategy Renault has a clear understanding of its key target market (young people and other price-conscious car buyers) and has designed pricing strategies to best address their needs and the positioning of the New Twingo. In the case of the New Twingo it is imperative that it be keenly priced and also that running costs are low. The price quoted by Renault is the price you will pay at the dealership. The starting price is 8790à ¢Ã¢â‚¬Å¡Ã‚ ¬ and it can reach the 13100à ¢Ã¢â‚¬Å¡Ã‚ ¬ depending to the model and the equipment included. All the dealers provide the option to buy the car with a small amount in advance and then with monthly installments. Price Positioning by Model Direct Competitors VS Renault Twingo 8k: Koreans (high contribution of fleet sales). 9k: Panda (has also the widest coverage). 9-11k: Twingos core competition. 12k: Smart. 13-14k: Twingo GTs main competition (Panda 100 C2 VTS). Distribution Review In this level we have to analyze Renaults distribution network around the world and specifically in Greece. Renault its an international industrial organization with 38 industrial sites in 17 countries which ensure that production occurs close to markets and unique standardization which guarantees the same level of quality throughout the world. International production capacities are expanding rapidly. Major projects of development are in Russia (a partnership signed with the AvtoVAZ automaker), and Morocco (work began on a new industrial complex in Tangiers). A launch to the dealers is different to launching a car to the public. Increased demand for a car is also known as a pull factor as it essentially pulls the product through the distribution channel from the manufacturer toward the consumer. In order to succeed at getting the product to the consumer, Renault has an International network of agents or dealers who carry its cars in the companies stable. This means that support is given to the Renault dealers around the world to promote the new model in a way that generates demand for the new car. Our channel strategy is to use selective distribution all over Greece. During the first year, we will add channel partners until we have coverage in all major greek markets and the product is included in the major car catalogs and even Web sites. The Renault Production Way: Guarantees the same quality standards throughout the world, Enhances Group performance (plant specialization according to car segment, development of plant capacity to produce different vehicles on the same production line, continuous improvement of the workstation, etc.), Ensures the Groups commitments to the environment (100% of Renaults production sites are committed to ISO 14001 (environmental management standard) certification processes), Reinforces safety throughout the world. Renault has a distribution network all over the world-Americas, Europe, Eurasia, Asia and Africa. The official sales partnership in Greece is PGA motors at Marousi, Athens. Moreover Renault motors are sold by almost 31 agents-sales points all over the country. SWOT ANALYSIS In the next step of our marketing plan, is the SWOT analysis. SWOT analysis is a strategic planning method used to evaluate the Strengths, Weaknesses, Opportunities, and Threats involved in our project. It involves identification of the internal and external factors that are favorable and unfavorable to achieve our objective. Strengths: Strengths and strong points of our car. Weaknesses: Internal weaknesses of Renault Twingo. Opportunities: external conditions which are helpful to achieving our objective. Threats: external conditions which could do damage to the objective. Identification of SWOTs is essential because subsequent steps in the process of planning for achievement of the selected objective may be derived from the SWOTs. STRENGHTS My Twingo philosophy-Modern, Pleasing Design Roomly, Vertisile interior 1.2-litre TCE (Turbo Control Efficiency) engine. WEAKNESSES Evidence of cost cutting Thrashy, and engine noise is intrusive at motorway speeds. Disputed wheel positioning OPPORTUNITIES Increase fleet sales Are there emerging trends on which we can capitalize? Increased demand in segment A THREATS Pure fleet sales Extreme competition in segment A- Fiat 500, C2, Smart Many offers and uprising Car industries with cheap products Marketing Communication Strategy Pre-publicity in the form of motoring reviews and test drives are critical to the success of a trade launch as this activity must generate sufficient consumer curiosity and interest in the new model. In this way, we will give the opportunity to experts and driving correspondents or journalists, to assess the merits of the new Twingo before the rest car-buying public. We will also try to hold open weekends in dealers garages where customers can come along to test drive the new car. By getting potential car buyers to test drive a car, product usage increases. This will have a knock on sales of the new car. The primary above the line medium we are going to use to promote and communicate the new car is through advertising. In the case of the New Twingo, the main advertising mediums going to be used, aside for those used when communicating with the trade, are outdoor billboard advertising and TV and radio advertising. New Twingo advertising themes and images include ideas of surprise, independence, spontaneity and versatility. Key factual messages that need to be also included are the smart design of the car, the value for money and cost of the car and the low running costs. Advertising Expenditure Evolution During Jan-Oct 2010, the advertising expenditure of the segment has decreased by 33,3% since all major competitors launches have been conducted before 2010. Share of Spending Chevrolet Matiz is, by far, the leader of the segment. Smart has no TV investment (only magazines and BTL activities). MediaMix TV and Magazines are the main media during Jan-Oct 2011 Large increase of TV against Magazines in 2011 is due to launches having taken place in 2010, reflects tactical advertising in 2010. Share of Voice Adults 18-34 8 Matiz acquire, by far, the highest SOV due to small average duration of spots. COMMUNICATION OBJECTIVES 2010 Create a buz among young potential customers to support Twingos positioning as a trendy choice. Differentiate creative and media mix according to target group ( mainstream, women, men). Draw on the values of Twingo I to retain existing customers (modular design, simplicity of entry versions). Implement an integrated launch campaign (adaptation of international launch) to fight clutter by competitors launches and spice-up brand image. Media Use Use of TV as main medium (MAD TV included as the only youth music channel). Use short TVCs to increase SOV. Creative use of magazines (lifestyle advertorials photo shootings etc): lifestyle, womens, youth titles. Creative use of radio (lifestyle testimonials). Joint events (Asterix movie sponsorship). Use of Internet and New Media with creative penetration (ambient media). Use of outdoor at urban regions (5 major cities). Content Communicate the accessories youth-targeting features (personalization connectivity). Communicate price affordability. Use GT version to communicate TCE USPs. Press Maintain a Press test-drive fleet of 2 cars (Dynamique GT). 2011: Communicate RS and limited editions (ATL and Press). 2012: Introduce tactical communication. Competition Launching Media Plans 2010 2012 Media Plan Marketing research Using research, we are identifying the specific features and benefits that our target market segments value. Feedback from market tests, surveys, and focus groups will help us develop the next model of the new Twingo. We are also measuring and analyzing customers attitudes toward competing brands and products. Brand awareness research will help us determine the effectiveness and efficiency of our advertising and promotion. Finally, we will use customer satisfaction studies to provoke positive reactions to future buyers. Controls There is no planning without control. Marketing control is the process of monitoring the proposed plans as they proceed and adjusting where necessary. If an objective states where you want to be and the plan sets out a road map to your destination, then control tells you if you are on the right route or if you have arrived at your destination. Control involves measurement, evaluation, and monitoring. Resources are scarce and costly so it is important to control our marketing plans. Control involves setting standards. We are planning tight control measures to closely monitor quality and customer service satisfaction. This will enable us to react very quickly in correcting any problems that may occur. GLOBAL Quality and profitability at the core of the X44 project As part of the new model offensive set out in Renault Commitment 2009, New Twingo had to meet an extremely specific brief in terms of quality and profitability. Renaults latest small car will be produced at the Novo Mesto factory in Slovenia. Upon his arrival as President of Renault in May 2005, Carlos Ghosn instructed engineers to optimise the cost effectiveness of the X44 project. Twingos replacement needed to meet a raft of quality- and appeal-related targets at an extremely competitive cost. Initially delayed to ensure it responded even more closely to customer demand, the project then picked up speed and the cars development was completed within 21 months of the new designs approval. Controlled production-related costs The technique of carry-over served as a powerful lever in achieving this feat. Certain components from previous projects noted for their reliability and effectiveness were incorporated into the new vehicle. In addition to being a pledge of quality, this approach also eliminated unnecessary design costs and lead-times. Although an entirely new car in its own right, New Twingo incorporates parts from the chassis used for Clio II whose quality earned it recognition in 2006. Constraints associated with the adaptation of production plant were similarly m