Into Thin Air Paper Essay Example for Free

Into Thin Air Paper Essay Trusting others is a very difficult thing to do. It is important to trust others because humans cannot do everything by themselves. For example, Krakauers group had to rely on each other, so if one member is in trouble, another person had to help as soon as they could. If they do not trust each other, everyone would not make it up to the top of the mountain alive. Krakauer was afraid to be able to trust others because he felt very uncomfortable relying on inexperienced climbers, but he had to learn to trust them because he needs to survive the climb up the mountain. To climb a mountain, all climbers must have a group and a guide. Loyalty/respect of others on the mountain is essential because one can help another survive the journey. One must be willing to risk their own life and save another. The climbers lives are in the guides hands. Loyalty/respect is required for the guide because they give important information on how to climb properly and how to survive. An example from the book is how the guide, Rob Hall, helped an injured climber get down safely. At this point, it does not matter whom acts like what because the most important thing is for the people to survive the climb on Mount Everest. Climbing a mountain involves hard work, trust, and loyalty/trust. If one was not working hard or listening to the guide, his or her life is in danger. For example, one person did not listen to the guide when he was ill, so he was on the verge of dying because of his careless decision. This books highlights an important lesson: always trust and respect the people around you because they can always help you. People can make very poor decisions, and those who can help, help others to survive.

Effects of Health Inequalities on Infant Mortality

Effects of Health Inequalities on Infant Mortality Health and social policy assignment Introduction Longest (2002), the Health Policy Institute Director at the University of Pittsburgh in the United States, states that †Public policies are authoritative decisions made at the legislative, executive or judicial branches of government †¦ (which are) †¦ intended to direct or influence the action, behaviors, or decisions of others†¦Ã¢â‚¬  He continues, â€Å"When public policies pertain to or influence our pursuit of health †¦ then †¦ they become health policies.† (Longest, 2002). Longest vision of health policy is seen in United Kingdom as well as Europe in the same manner as â€Å"†¦ view of public health activism that sees little distinction between health policy and public policy as a whole† (Randall, 2000, p. 8). Petersen and Lupton (1996, p. xii) describe the new public health as â€Å"†¦ at its core a moral enterprise, in that it involves prescriptions about how we should live our lives individually and collectively†, which represent an approach that is much like Monnet’s plans for Europe (Fontaine, 1994, p. 12), which explains the European health policy as it exists today. As a unitary state, the United Kingdom’s central government directs most activity representing government functions. Social policy applies to those policies that governments utilize for welfare as well as social protection, the manner and ways via which welfare is devised and developed, and the academic study of social policy (Robert Gordon University, 2006). Social policy, in its primary sense is concerned with the welfare state and social services, and in its broader context represents the range of issues that extended beyond governmental actions, including the means that welfare is promoted as well as the economic and social conditions shaping its development (Robert Gordon University, 2006). William Beveridge offered the citizens of the United Kingdom â€Å"†¦ a blueprint for social advance and a modern caring state †¦Ã¢â‚¬  which would provide for citizens â€Å"†¦ from cradle to grave† (Randall, 2000, p. 5) which were foundations of the welfare st ate that Britain briefly embarked on after World War II that offered full employment, a minimum national safety net, free and equal access to health and education, and a state provision for welfare. The Beveridge Report aimed at the elimination what was termed the ‘five giants’ of want, ignorance, idleness, squalor and disease, which he believed â€Å"†¦ construed an investment to facilitate a healthier workforce that would be able to promote productivity† (Gormley, 1999, p. 31). Beveridge’s vision helped to serve as the foundation for the later development of the National Health Service. The National Health Service came into being in 1946 by the UK Minister of Health and enacted through the National Health Service Act 1946, the National Health Service â€Å"†¦ was created by a national consensus within Britain† (Rintala, 2003, p. 3). Prior to its creation patients in the United Kingdom generally were responsible for paying for their health care services with free treatment sometimes available at hospital that taught as well as charitiable hospitals (Gormley, 1999, pp. 14 – 21). As a country, the United Kingdom â€Å"†¦ has a long history of offering some form of assistance for the sick, destitute and poverty-stricken† (Gormley, 1999, p. 13). Evidence of the foregoing is found under the National Insurance Act of 1911 a small deduction was taken from wage payments, 4d, that was also aided by employer contributions, 3d, and the government of the UK contributed 2d (Spartacus Educational, 2007). Workers received free medical service as well as being guaranteed a payment of 7s per week for a term of fifteen weeks when unemployed that were paid at Labour Exchanges that also posted notices regarding job vacancies (Spartacus Educational, 2007). Aneurin Bevan is credited as being the architect of the â€Å"†¦ successful implementation of the National Health Service †¦Ã¢â‚¬  as a result of his â€Å"†¦ personal political skills† (Gormley, 1999, p. 36). The NHS today is Britain’s largest employer, and is managed by the Department of Health, controlling the ten Strategic Health Authorities which have the responsibility for overseeing National Health Service activities in specific areas (Bevan, 2006). The Strategic Health Authorities have the responsibility for the strategic supervision of the 302 Primary Care Trusts that oversee the general practioners and dentists, 29,000 and 18,000 respectively, along with the commissioning of acute services from the private sector and other NHS Trusts (Bevan, 2006). The National Health Services Trusts number 290, representing 1,600 hospitals, and also falling under the supervision of the Strategic Health Authorities are the NHS Ambulance Services, Care Trusts and Mental Health Services Trusts (Bevan, 2006). The National Health Services broad and comprehensive program(s) includes Special Health Authorities, Blood and Transplant, Business Services Authority, National Treatment Agency, National Patient Safety Agency as well as the National Insitute for Health and Clinical Excellence (Bevan, 2006). This document shall critically analyse the inequalities in health care services as it relates to infant morality in Northern Ireland. As of 2006, the infant morality rate for all of Ireland stood at 5.3, and in Northern Ireland stood at just under 6 in 2001 (Bureau for Vital Statistics, 2001) which is higher than the 5.1 for the United Kingdom, and a number of other European Countries (infroplease.com, 2007). The problem lies in the infant morality rate for children from the highly deprived areas who are fifty percent more likely to die in their first year than are babies from more affluent areas (BBC News, 2000). This is problematic in light of the provision for equal health care for all as mandated under the United Kingdom’s National Health Service. This examination of the health care system in Northern Ireland shall take into account why the infant morality rates are high as well as whether there are inequalities in the system and if so what they are and why they exist. The reason is to reach a determinatation as to the causes, and reasons for the higher infant morality rate as well as what is being done to reverse the occurance. The figures for infant morality in Northern Ireland have been showing a downward trend, yet the morality rates for infants from deprived areas indicates a mortality rate that is 50% higher than the overall average during the first year (BBC News, 2000). The signifacne of Tables 1 through 4 is to provide a foundational frameowrk from which to make comparisons of underlying reasons and facets attributing to higher infant mortality rates as a factor of inequalities to be discussed utilizing varied class, income, and other correlations. Table 1 – Neonatal Morality in Northern Ireland 1988 – 2003 (dhsspsni.gov.uk. 2004) Table 2 – Post-Neonatal Mortality in Northern Ireland 1988 – 2003 (dhsspsni.gov.uk. 2004) Table 3 – Infant Mortality in Northern Ireland 1988 – 2003 (dhsspsni.gov.uk. 2004) The preceding figures take on increased importance with regard to the nature of this examination when viewed in comparison to figures from other regions. Table 4 – Live Births, Stillbirths and Infant Deaths by Mother’s Country of Birth, 2005 (National Statistics, 2006) These figures represent the Northern Ireland population as a whole. An important facet in this examination is represented by economics. The region has a higher proportion of people that are receiving benefits for being out of work, large numbers who are not working and a larger population of low pay wage earners (Joseph Roundtree Foundation, 2006). In finding conducted by a study it was found that infants of lone mothers as well as those that belong to parents in manual social classes are of the highest risk regarding infant morality (Whitehead and Drever, 1999). They also found that the lives of babies has at the highest risk in lower income groups as tabulated by the numbers of live births, stillbirths, early neonatal, late neonatal and postnatal deaths for babies in all types of marriage and non-marriage circumstances (Whitehead and Drever, 1999). The ‘Black Report’ in 1980 presented the term ‘inequalities in health’ as a result of it uncovering the gap between the richest and the poorest concerning experiences in illness, life expectancy and accident rates (Unison, 2001). The broader context of inequality in health, which has bearing upon infant mortality rates is comprised of factors associated with access to quality services, along individual as well as group characteristics that can affect and or lead to unequal treatment and discrimination (Unison, 2001). The report by Unison (2001) also identified social and economic factors, broader economic and environmental societal conditions and risk factors that are a part of lower income lifestyles. These aspects directly affect not only the mothers, but also fathers of infants in that their personal health, choices before and during pregnancy may not constitute the best avenues to the development of healthy offspring. In addition the importance of prenat al care, treatments, diet, nutrition, exercise, abstinence from smoking, drinking, drugs and other damaging aspects is higher in the lower socioeconomic groups (Investing for Health, 2006). The report also drew attention to health inequalities as a factor of an individuals social class, gender, ethnic origin, religious beliefs, political opinion, marital status and sexual orientation that area aspects even though these discrimination potentials are addressed in Northern Ireland’s equality and human rights laws (Unison, 2001). The overall effects of the broader consideration, representing age as a facet in infant mortality rates is illustrated in the following Table: Table 5 – Standardised Mortality Rates for People Aged Under 75 (Health, Social Services and Public Safety, 2004) 1997 – 2001 1998 2002 The preceding clearly indicates the differences in mortality rates as referred to in the Unison (2001) study, as well as the underlying health / lifestyle aspects of smoking, drinking, nutrition, exercise and allied factors indicated by Investing for Health (2006). The Health, Social Services and Public Safety (2004) report indicated that life expectancy for mean and females in deprived areas represented 72.0 and 77.9 years as compared to the non-deprived males and females of 75.2 and 80.2 years. The preceding also reveals itself in infant mortality rates, as shown by the following: Table 6 – Infant Mortality Rates per 1,000 Live Births (Health, Social Services and Public Safety, 2004) The foregoing clearly indicates the vast differences as uncovered in the Unison (2001) and Health, Social Services and Public Safety (2004) reports where the infant morality rate in deprived areas is a staggering 23% higher. A factor in the overall causes and reasons attributing to higher infant mortality rates is also shown by the higher incidences of teenage pregnancy: Table 7 – Teenage Birth Rates per 1,000 Females Aged 13 – 19 (Health, Social Services and Public Safety, 2004) The preceding indicates a 70% deferential in2001, and 71% differential in 2002. Another factor in the higher deprived area infant mortality rates is immunization. Table 8 – Immunisation Uptake Rates, Children born in 1998 (Health, Social Services and Public Safety, 2004) Table 9 Immunisation Uptake Rates, Children born in 2001 (Health, Social Services and Public Safety, 2004) In seeking to equate the causes and reasons for the higher incidence of infant mortality rates in Northern Ireland as a result of socioeconomic class, and inequalities in health care, the facet of overall general admission rates for non maternity reasons represents a valid area to be explored. The rationale for the preceding is to seek to determine, in a general fashion, if the inequalities in infant mortality rates represents more of a factor of lifestyle, health and personal choices as opposed to inequalities in the health system with regard to treatment, discrimination and related factors that are much harder to prove as well as seeming less likely to be a broader system wide occurrence. Table 10 – Standardised Admission Rates (Health, Social Services and Public Safety, 2004) 2001 – 2002 2002 – 2003 From the preceding, the argument that inequalities in health care being available or offered to lower income or deprived individuals as a factor of race, martial status, or other discrimination aspects is not seemingly borne out by the above table. What this table does suggest is that there are increased health factors affecting this segment of the population that are more in keeping with poorer health lifestyle choices, nutrition, smoking, drinking and drugs. Further evidence of the preceding rational is supported by the waiting time for inpatient admissions that does not indicate a bias against lower income groups despite their higher incidence of health services utilization as shown in Table 11. And while the area of reference utilized for this aspect is not within the infant mortality confines, it does provide a general factor that does not seemingly support bias in treatment as a result of income, or social status. Table 11 – Waiting Times for Inpatient Admission Proportion of inpatient elective admission where the patient has waited more that 18 months, or 12 months for cardiac surgery (Health, Social Services and Public Safety, 2004) Further illustration that the health care system in Northern Ireland is not seemingly discriminating against individuals with a lower socioeconomic status, and or other facets of discrimination is indicated in the following Table: Table 12 – Median Ambulance Response Times (in minutes) (Health, Social Services and Public Safety, 2004) In further analising factors representing potentially inequalities in health care that contribute to higher rates of infant mortality, the following Table indicates that there is a higher incidence of mortality in rural wards, which are more likely to also be lower income: Table 13 – Infant Mortality Rates per 1,000 Live Births (Health, Social Services and Public Safety, 2004) Further support for the contention that inequalities in infant mortality in Northern Ireland are seemingly more of a product of factors inherent in the lifestyles, living conditions, health choices and educational background of individuals from deprived wards as opposed to the NHS discriminating and or providing a lower quality of care was reported by the BBC (2000) which advised that the Institute of Public Health was holding a conference to examine ways in which the inequalities in health would be addressed, focusing on social circumstances to build more successful partnerships. One of the key aspects mentioned was that a survey found that babies born in deprived wards had a fifty percent higher incidence of death than those born in affluent areas (BBC, 2000). The report also indicated that males in the lower socioeconomic classifications have a higher incidence of dying younger and have higher chronic illnesses than males from managerial and or professional groups (BBC, 2000). The Institute of Public Health in Ireland (2005) in its ongoing concern regarding higher infant mortality rates in deprived wards has stated that poverty and educational levels of parents continues to represent the biggest threat in this area and that an improvement in poverty rates is an important area in reducing infant mortality. The consultation also pointed out that diet, nutrition, understanding of child symptoms and seeking medical assistance at the onset of problems along with better pre and post natal care are factors attributed to higher infant mortality in lower socioeconomic groups. The updated report found that the government of Northern Ireland has not provided core funding to broaden educational outreach programs aimed at educating mothers and families in the lower socioeconomic groups to the symptoms and dangers facing infants. It points to the lack of the preceding as a clear indication that the government does not consider this a priority (Institute of Public Health in Ireland, (2005). The consultation also advised that monitoring with respect to birth outcomes, vaccination rates, infectious diseases, institution and other facets need budgets to enable the health system to perform better follow up on children identified as living in or subject to these aspects to lower infant mortality rates. I t suggests that through increased partnership cooperation this could be obtained, however, that the commitment of addition funds and resources from the government is required in order to cause this to work. Internationally, the World Health Organization (2005) in its 56th Session held in New Caledonia stated that most child deaths could be avoided through the provision for more basic health care and detection, monitoring and follow up of pregnant mothers and newborns. The World Health Organization (2004) advises that to effectively reduce infant mortality, increased monitoring during the first month of life needs to be addressed as approximately 2/3rds of mortality occurs in the first month, with 2/3rd of that figure occurring in the first week. This holds implications for Northern Ireland in that an extended outreach, educational and monitoring program addressing the first month would effectively reduce infant mortality rates. Sweden, Norway and Demark provide an illustrat

Strategy Of Tesco To Nigeria Commerce Essay

Strategy Of Tesco To Nigeria Commerce Essay This report seeks to analyse the different modes of entry into a foreign market available to an organisation, showing their relevant strengths and weaknesses. For the purpose of this, Tesco Plc. has been chosen, showing the various entry modes available to the organisation as it seeks to diversify into the Nigerian grocery market. In an attempt to evaluate these entry modes, this report has been structured into three main parts: First, PESTLE and Porters five forces as tools used to assess the attractiveness of a given market were analysed showing their strengths and weaknesses. The second part of this report focuses on the value chain and SWOT analysis as analytical tools which can be used by an organisation to gauge its internal capabilities. Finally, the different entry modes available to Tesco such as; exporting, licencing, franchising, joint venture and wholly foreign owned enterprise (WFOE) were discussed and the most appropriate mode of entry recommended. 1.0 INTRODUCTION Strategy is a long term direction of an organisation (Johnson et al 2011). It is a long term plan of action designed to achieve a specific goal, directed towards the achievement of the set objectives of an organisation. According to Jones and Hill 2010, strategy is a set of related actions that managers take to increase their companys performance. It shows the plans and actions carried out by managers in an organisation to improve its performance and gain a position of advantage over its competitors. Strategy shows the position of the organisation in relation to its external environment, the strategic choices and directions available to the organisation and the action plan on how to achieve the strategies in line with the organisations goal and objective. Strategy is a design or plan for achieving a companys policy, goals and objectives; it is a design or plan that defines how policy is to be achieved (Davies 2000). Huff et al 2009, sees strategy as a purposeful attempt to achieve an objective. This shows that the strategic plan of an organisation is intended and directed towards the achievement of the objectives of the organisation. Corporate Level StrategyThree levels of strategy exist in an organisation; Business Level Strategy Operational Level Strategy Figure 1: Levels of strategy (Adapted from Johnson et al 2011) The corporate level strategy is a strategy that affects the overall scope of the organisation, the business level strategy is a strategy made at the strategic business units in an organisation and such strategy does not affect the whole organisation. While the operational level strategy deals with the processes or people used in implementing both the corporate and business level strategies. In an attempt to understand these concepts defined above, this report will address the market entry potentials and the different modes of entry available to Tesco in its bid to internationalise into the Nigerian grocery market, using relevant tools and framework. This report will be structured to address three different tasks: First the analytical tools used in gauging the attractiveness of a given market such as; PESTLE, Porters five forces, Porters Diamond, Scenarios, BCG matrix etc. Secondly, analytical tools such as Value chain, SWOT, Strategy canvas, Ansoff matrix, Value network etc. used to gauge the internal capabilities of an organisation, with emphasis laid on the value chain and SWOT analysis, will be assessed. Finally the different modes of entry available to Tesco, such as exporting, licensing, franchising, sales subsidiary, joint venture, wholly owned enterprise will be discussed in details in this report and the most appropriate mode of entry recommended for the organis ation. 2.0 ANALYTICAL TOOLS USED TO GAUGE THE ATTRACTIVENESS OF A MARKET A strategic decision maker has a range of analytical tools which could be used for this purpose, such as; PESTLE, Porters Five Forces, Scenario Analysis, Porters Diamond etc. these analytical tools helps the manager to assess the attractiveness of a given market in terms of cost, profitability, competition and other external factors which might influence the smooth operation of the organisation in the market. Scenario Analysis: Scenario analysis helps strategic decision makers to manage and minimize relevant risk and it also helps them to address key uncertainties which might arise in future. A scenario may depict an explanation of how some future state evolves including the sequence of events, conditions or changes that precede or cause the future states to occur (Linneman et al, 1983). Porters Diamond: This tool proposes that the characteristics of the national environment influence the competitive advantages of a nation (Mann and Byun 2011). Four interrelated determinants of national advantage have been identified in the work of Dogl et al 2012, that influence competitive advantage of organisations such as; factor conditions, demand conditions, related and supporting industries and firm strategy, structure and rivalry. In order to assess the attractiveness of a given market, emphasis will be laid by this report on the PESTLE and Porters five forces, bringing out their relative strength and weaknesses. 2.1 PESTLE ANALSIS Pestle analysis is in effect an audit of organisations external environmental influences with the purpose of using this information for strategic decision making (CIPD 2010). It is an important macro-environmental audit tool, which shows the various factors in an organisations external environment likely to affect the operation of the organisation. These factors includes; political, economic, social, technological, legislative and environmental. Pestle analysis consists of carefully determining all these factors and finding out exactly in what way and to what extent these factors influence a certain organisation and it also provides the organisation with vital information about its environment; hence it is a mandatory analysis (Marketing Minefield 2012). Organisation Legislative Environmental Economic Social Political Technological Figure 2: PESTLE Framework of an organisation (Adapted from Marketing Minefield) Political: This represents the way through which the government and political situation of a country influence the performance of an organisation. Political forces can influence marketing decisions by setting the rules by which the business will be conducted (Jobber 2010). Some of the political factors which are likely to influence an organisation include; Political stability Tax policy and reforms Trade restrictions Consumer protection laws Government policies and rule of law The political instability evidenced in Nigeria at present and other government policies and laws are likely challenges to Tescos internationalisation strategy to Nigeria. Economic: Prevalent economic conditions in a given country will pose a great challenge to the operations of an organisation. According to Kotler et al 2008, the economic also consists of factors that affect the consumer purchasing power and spending pattern. Some of these factors are; Income distribution Labour cost Fluctuations in interest and exchange rate Rate of economic growth Inflation Cost of living Income distribution, poor infrastructure and inflation in Nigeria are some of the factors Tesco should consider before moving into the Nigerian market. Socio-cultural: Changes in the socio-cultural trends of a country such as the population growth rate, health, social attitudes, age distribution and cultural beliefs of the country can affect the operation of an organisation and therefore have a direct impact on the demand for the companys product. Technological: The rate of technological advancement today will pose a challenge to an organisation. Rapid change in technology is a huge factor that will influence an organisation. Hence organisations have to be aware of the current technological trend of the environment in which they carry out their business. Some of the technological factors likely to influence an organisation are; Internet and various information systems Speed of technology transfer Impact of emerging technologies. Research and development Legal: Laws such as, health and safety laws, consumer protection laws, licensing laws, competition and employment laws prevalent in any country will affect the smooth operation of organisations. Environmental: These are laws or factors on the surrounding environment of an organisation which can influence the way the organisations operates. Factors such as environmental laws and regulations, waste disposal, energy consumption, geographic location are likely to affect an organisation. 2.2 STRENGTHS AND WEAKNESSES OF PESTLE ANALYSIS STRENGTHS It provides the organisation with a better understanding of the prevailing conditions in their business environment. It helps organisations to detect or anticipate future problems and take necessary actions to avoid or cushion its effect. Opens up available business opportunities for the organisation to exploit. It encourages the development of strategic thinking within an organisation. WEAKNESSES PESTLE analysis could be time consuming and expensive to carry out. It does not take into consideration key players in the organisations industry such as the competitors (analysed by the five forces) which could be a great force to reckon. The analysis needs to be reviewed on a regular basis for it to be effective. Results of the analysis are often subjective and could be based on assumptions. 2.3 PORTERS FIVE FORCES Bargaining power of Suppliers Bargaining power of Buyers Threats of new EntrantsThe five forces framework helps to identify the attractiveness of an industry or sector in terms of the competitive forces (Johnson et al 2008). It offers a way of assessing the likely strength of competition in any given market (Blythe 2006). Competitive rivalry Threats of Substitutes Figure 3: Porters Five Forces Model (Adapted). The aim of the Porters five forces analysis is to identify the nature, strength and impact of these competitive pressures so that individual forms can create strategies that defend them from their impact or influence them in their favour (Kippenberger 1998). It forms a useful starting point for undertaking a competitive analysis (Brassington and Pettitt 2006). Threats of New Entrants: This refers to the possibility of new firms entering into the industry. New entrants into an industry have the potential of increasing the level of competition in such industry, thereby reducing its attractiveness. Some of the barriers of entry into an industry are; Economies of scale Capital requirement Customer Loyalty Experience Government restrictions (Licensing) The entry barrier in the Nigeria grocery market is low; hence this will not pose a challenge to Tesco moving into the country. Although there will be a strong retaliation from companies operating in the industry such as Shoprite and Spar. Threats of Substitutes: substitutes are products or services with similar benefits or attributes to a companys product. This may exist when the demand of a companys product reduces due to a change in the price or performance of a substitute product. Determinants of threats of substitute include, Price and performance of substitutes Relative switching costs to substitute products. Bargaining Power of Buyers: If the buyers have a high bargaining power, they can demand lower prices, product or service improvements and this will in turn affect the profit of the organisation. The most important determinant of buyer power is the size and the concentration of customers (Karagiannopoulos et al 2005). Bargaining Power of Suppliers: The bargaining power of suppliers will definitely affect the attractiveness of a given market. If suppliers of a companys products possess high power, they tend to fix the prices of their products and might eat up the profits of the company. Suppliers tend to possess more powers when; There few and concentrated suppliers Switching cost is high Suppliers provide a specialist or rare input. The bargaining power of suppliers in the Nigeria market could be between medium to high and Tesco has to consider this before moving into the country. A backward integration of maybe an alliance with the suppliers will be a good strategy to adopt in order to avoid the effect of suppliers powers. Competitive Rivalry: These are organisations in the same industry with similar products and services, also targeting the same customers. Threats from competitors are the most important challenge facing an organisation. The major competitors in the Nigerian grocery market which could pose a challenge to Tesco are, Shoprite, Spar and Mega Plaza. Tesco in order to avoid the effect of these competitors could be either cost focus by offering quality products at a reduced price or focus differentiation by targeting a different segment of the market. 2.4 STRENGTHS AND WEAKNESSES OF THE FIVE FORCES STRENGTHS The five forces shows the attractiveness of a given market It provides a detailed analysis of the key players in the industry such as the suppliers, buyers and competitors. It is a useful tool used in strategic planning in organisations. It opens up the relevant threats in the companys industry such as the threats from competitors. WEAKNESSES The model fails to consider other macro-environmental factors such as political, economic, legal etc. (like the PESTLE model) which might affect the operation of an organisation. Porters model does not pay much attention to non-market sources of change in an organisation (McGowan and Mahon 2000). It does not consider the possibility of creating a new market. 2.5 COMPARISON OF THE PESTLE AND PORTERS FIVE FORCES From the discussions of both analytical tools, the PESTLE focuses more on the macro-environmental factors that can affect an organisations operation and fails to take note of the key players in the organisations industry such as suppliers, buyers and competitors whose impact could also affect an organisation. The five forces while trying to bridge the gap by analysing the organisations immediate environment, took into recognition the buyers, suppliers and competitors, which is an important player in the industry. However, it fails to have a broader view and consider other factors within the organisations external environment which can affect the operation of the organisation. 3.0 ANALYTICAL TOOLS USED TO GUAGE THE INTERNAL CAPABILITIES OF A COMPANY Analytical tools such as the value chain, SWOT, value network, strategy canvas etc. are available for use by a strategic decision maker to assess the internal capabilities of a company moving into a new market. However, for the purpose of this report, the SWOT analysis and the value chain will be used, showing their respective strengths and weaknesses. 3.1 POTERS VALUE CHAIN A value chain is an interrelated series of processes that produces a service or product to the satisfaction of the customers. It involves internal linkages between a firms core processes, its supporting processes and its external linkages with the processes of its customers and suppliers (krajewski et al 2007). A value chain therefore refers to all those activities that support the process of value creation in an organisation. There are a lot of activities grouped into the primary and supporting activities that shows the internal capabilities of a firm as it creates value for the whole organisation. IT Infrastructure Supporting Activities Inbound Logistics Human Resource Margin Finance Procurement Outbound Logistics Services Marketing and Sales Operations Margin Primary Activities Figure 4: Porters Value Chain (Adapted) According to Kippenberger 1997, the value chain is designed to show the total value of a firm and consists of the firms value activities aimed at improving its margin. The values chain evaluates each activity in the organisation and the way it creates or adds value to the whole organisation through its margin (profit). The way an organisation creates value through its activities creates a good position about the organisation in the minds of its customers. This suggests that if an organisation creates adequate value through its activities and its relationship with its customers, it will gain a competitive advantage over its competitors and increase its margin as well. For Tesco to survive in the Nigeria grocery market, it is important that it understands and improve on its internal capabilities (resources and competences), thereby creating adequate value through its activities as this will give it a competitive advantage over its competitors. A companys competitive advantage largely depends on how it manages all its value creation activities in relation to competitors in the same industry. Tesco can create value for its through its activities by: Offering unique product or service. High quality and low-priced products (being cost focus). Immediate response to the changing environment and customer needs. Developing distinctive capabilities to meet the needs and demands of customers effectively. 3.2 STRENGTHS AND WEAKNESSES OF THE VALUE CHAIN STRENGTHS The value chain shows the activities and the processes involved in creating value in an organisation. Information provided by the value chain forms a basis for an organisation to develop alternative strategies. It enables an organisation to identify its internal capabilities, strengths and weaknesses. Value chain helps the organisation to determine its value creation to customers; this will enable them to note areas of improvement. It reveals an organisations competitive position with competitors in the same industry. It enables organisations to determine their strategic position and make good strategic decisions. WEAKNESSES The value chain analysis is designed only for the organisations internal purposes. Value chain activities of an organisation cannot exist individually; hence cooperation between the activities is required for the chain to function properly (Glaser 2008). It focuses more on profit and how to increase the margin of the organisation. 3.3 SWOT ANALYSIS Undesirable DesirableA SWOT analysis is a structured approach to evaluating the strategic position of a business by identifying its strengths, weaknesses, opportunities and threats. It provides a simple method of synthesizing the results of the marketing audit (Jobber, 2010). A SWOT analysis of an organisation shows a summary of the organisations traits or competences, which are its strengths and weaknesses, as well as the competitive factors it faces in its environment (opportunities and threats). A good SWOT analysis of an organisation will expose the opportunities available to the organisation as well as the threats which could pose a challenge to the smooth operation of the organisation. A proper understanding of the SWOT of an organisation will enable the organisation to convert its weaknesses into strength and the threats in its environment into opportunities. Strengths Weaknesses Uncontrollable Controllable Threats Opportunities Figure 5: SWOT Framework (Adapted from Novicevic et al 2004) The SWOT analysis shows a summary of the firms marketing situation which encompasses the findings form the internal and external strategic analysis that provides the back-end planning perspective of controllable and uncontrollable variables/events (Novicevic et al 2004). According to Duarte et al 2006, a SWOT analysis is a way to analyse the environment, allowing for the segregation of the environment into internal strengths and weakness and the external opportunities and threats as well as positive and negative environment. For Tescos internationalisation strategy, a SWOT analysis of the company should be properly carried out to assess its internal capabilities through its strengths and weaknesses, and its ability to survive in the environment by overcoming the threats and turning them into opportunities. SWOT analysis of Tesco Plc. is shown below; Strengths Weaknesses Strong brand image Unique products Strong financial position Large size Good customer service High reliance on the UK market Exposed to macro-economic issues in some markets Opportunities Threats Strategic alliances Diversification into new markets Increase international growth Develop additional services Strong and stiff competition Economic recession Political instability and government policies Fluctuations in exchange rate Figure 6: SWOT Analysis of Tesco Tesco has to adopt the conversion and matching strategies in order to use its internal capabilities to overcome its weaknesses and threats in the environment. Hence, weaknesses can be converted to strengths, threats into opportunities and its strengths matched with the opportunities. 3.4 STRENGTHS AND WEAKNESSES OF THE SWOT ANALYSIS STRENGTHS SWOT analysis is used to assess an organisations competitiveness, capabilities and core competences. It guides the organisation in setting objectives for strategic planning and decision making. It exposes the opportunities available to an organisation as well as the threats. It aids the organisation to take advantage of its strengths to address the weaknesses. WEAKNESSES High dependence on external factors relies on the PESTLE analysis and other environmental scanning models. It does not provide solutions or offer alternative decisions to issues identified. While SWOT is useful to profile and enumerate issues, it does not provide actual strategies to implement and take advantage of opportunities while leveraging strengths (Helms et al 2011). 3.5 COMPARISON OF THE VALUE CHAIN AND SWOT The value chain focuses on the internal capabilities of the organisation as it strives to improve on its activities to create more value while satisfying the needs of its customers. It fails to analyse external threats to the organisation or opportunities which could be explored by the organisation. Also, the value chain seeks to improve the margin of the organisation through it activities, rather than evaluate the strengths and opportunities which could be of great help in improving the margin of the organisation. SWOT analysis on the other hand, while trying to look at the internal capabilities of the organisation through its strengths and weaknesses, also considers the relevant threat and opportunities in the organisations environment. This guides the organisation in setting its objectives for strategic planning and decision making. Hence, an understanding of the SWOT analysis is very essential for any organisation as this will form the basis upon which it creates value for itself. 4.0 INTERNATIONAL MARKET ENTRY MODES There are several foreign market entry modes available to organisations seeking to internationalise into new markets. According to Sun, H. (1999), entry modes are seen as the forms of capital participation by an organisation in international enterprises and two basic entry modes exist; wholly owned subsidiary and joint venture. Internationalisation strategy of an organisation will involve great resource commitment; hence the mode of entry is a very important strategic decision to avoid failure. However, for Tescos strategy to enter into the Nigerian market, the following entry modes are available to them; exporting, licencing, franchising, alliances, mergers and acquisition, sales subsidiary, joint venture and wholly foreign owned enterprise(WFOE). 4.1 EXPORTING According to Joynt, P and Welch, L. (1985), most organisations begin their international operations through exporting rather than other means of entry such as licensing or foreign direct investment. Exporting as a mode of entry into a foreign market involves the exportation of countrys product into a foreign market. This could be driven by the need to extend customer base, increase profit, or due to limited growth potential in the home country. Exporting is particularly important in the exchange world system and it is largely used as a mode of entry into foreign markets for manufactured goods firm, especially those in the early stage of internationalisation (Khemakhem 2010). Exporting could be either direct, where the goods of an organisation is exported directly to a partner firm in the country or indirect through the use of intermediaries. 4.1.1 STRENGTHS AND WEAKNESSES OF EXPORTING STRENGTHS It is considered as the easiest, simplest and most used mode of entry. Risk involved is minimal due to limited investment. It creates an opportunity for the organisation to study the overseas market preferences before investing in the country. Exporting helps an organisation to achieve economies of scale by manufacturing its products in one location and exporting to a larger market. It is cost effective and improves the margin of an organisation. WEAKNESSES Trade restrictions and laws in some countries could pose a huge challenge to exporting. Transportation cost and distribution channel problems. Stiff competition from indigenous firms. Export licenses and custom laws may vary in different locations. 4.2 LICENSING This is a form of contractual agreement whereby the licensor grants access to property rights which could be patents, trademark or know-how to the licensee in exchange for some form of payment. According to Okoroafo (1992), licensing is seen as direct investment royalties, license fees and other fees for the sale of intangible property rights including patents, industrial processes, trademarks, copyrights, designs, know-how, techniques etc. 4.2.1 STRENGTHS AND WEAKNESSES OF LICIENCING STRENGTHS Licensing creates an opportunity for future investment into a given market. It enables expansion with limited direct exposure to risk and low investment. It creates rapid entry into a foreign market. Creates access to new markets not easily accessible by exports or other modes of entry. It maximizes return from an investment. WEAKNESSES There is limited control due to the contractual agreement. Difficulty in identifying what to licence. Terminating the agreement might be difficult till the expiration of the contractual duration. Licensing can create competition as the foreign partner might become a competitor. 4.3 FRANCHISING Franchising is a special form of licencing in which the franchiser makes a total marketing program such as brand name, logo, products or method of operation, available to the franchisee for a fee (Gillespie et al 2004). Franchising is often used for indirect entry into a foreign market and most local service firms get the exclusive right to a marketing concept, which may also include right to a certain operational mode (Gronroos 1999). In franchising, the franchisee obtains the right to sell the franchisors product or use his brand name or logo for business purposes, this method has been adopted by organisations in recent times and its mostly seen in the fast food industries. 4.3.1 STRENGTHS AND WEAKNESSES OF FRANCHISING STRENGTHS Franchising encourages rapid growth and expansion. It involves a low cost of investment with minimal risk. Franchisor can tap on the franchisees wealth of experience, financial and managerial capabilities. Franchising improves brand development. WEAKNESSES There might be cases of the franchisee giving the brand a bad reputation. Control restrictions on how the business would be run by the franchise agreement. There might be reduced margins or profit if the franchisee fails to manage the business efficiently. Difficulties experienced by the franchisee may directly affect the franchisor. 4.4 JOINT VENTURE Joint venture is a form of strategic alliance where two or more organisations pull resources together to create a separate legal entity. It is seen as a contractual agreement and a mode of entry into the foreign market, whereby a foreign firm brings in its wealth of experience and expertise to create a business with an indigenous organisation. Joint venture allows the firms to pull and combine their resources together for the purpose of creating a new entity. The parties involved share the risk, expenses and profits from the venture together. According to Davis et al 1996, joint venture provides a vehicle for the cooperation between organisations with different but complementary strategies. 4.4.1 STRENGTHS AND WEAKNESSES OF JOINT VENTURE STRENGTHS It creates access to organisations into foreign market and increases their distribution network. Inherent risk involved in the business, operating expenses and losses is shared between the two organisations. Joint venture pulls resources, expertise, core competencies and capabilities from different organisation to create a new entity. It creates synergy, sharing of skills, technology and experience between the organisations involved. It gives competitive strength to the new organisation and creates a stronger defence against competitors. WEAKNESSES There might be conflict of interest between the organisations. Problem of control and management of the new venture. Profit is shared between the organisations involved in the venture. Cultural differences, economic and political systems in the foreign environment might pose a challenge to the venture. 4.5 WHOLLY OWNED FOREIGN ENTERPRISE This is a mode of foreign market entry where an organisation creates its own enterprise in another country. For instance, Tesco moving into the Nigerian grocery market and open new Tesco stores. This mode of entry is different from the others because the organisation has sole ownership and management of the new enterprise. A wholly owned enterprise is seen as a permanent enterprise in the host country wholly owned by the entrant, where profits and responsibilities are assigned exclusively to th

turbo units :: essays research papers

How The Turbo Unit Works The Compressor Side To keep it brief and simple, a turbo unit compresses the intake of the engine by means of a fan. Essentially, the fan pulls in air on one side and then it pushes it out the other (see diagram A, here it's referred to as the compressor wheel). A fan performs the function of moving air; however we are still left with the task of compressing the air. In order to compress the air; we must then contain it within an enclosed space (this is the compressor housing). Once the intake is compressed it gets sent out to the engine. This process of compression is what's technically referred to as "boost". When one is running more "boost" this person is essentially running more compressed air out of his turbo unit. This is usually related to the size of the unit itself. However, certain factors can limit the degree to which boost varies with the size of the unit. As this gets too technical within the scope of the article, I will leave it to a later discussion. The Turbine Side So far we understand how the compressor side allows for more air to flow into the engine, but we must now understand what it is that makes the compressor wheel turn fast enough to create the boost in the first place. In turn, we are brought into the turbine side. A turbine is a term used to describe a fan like object that gets propelled by the flow of air, water or steam. In a hydroelectric power plant, the Turbine is propelled by the flow of water which then turns a generator. Within the scope of the turbo charger, the turbine is propelled by the flow of exhaust gases that come out of the engine. So the more exhaust that flows out of the engine, the faster the turbine will turn. Again, like the intake side, pressure can only be created if the flow of air is kept within an enclosed space; for this reason, we have the turbine housing. Ups and Downs of Turbo Chargers While the turbo unit does provide ample cranking power, it is very dependant on the reciprocating process which I described earlier. This implies that we must somehow power the unit before it begins to give us anything in return. So its one of those deals where you got to give it something before it gives you anything in return.

Capital Punishment Essay: The Death Penalty and the Eighth Amendment :: Argumentative Persuasive Topics

The Death Penalty and the Eighth Amendment   Ã‚  Ã‚  Ã‚   Is the death penalty consistent with the Eighth Amendment's prohibition against the imposition of cruel and unusual punishments? This essay will address this question and present a short history of the death penalty in America.    The Supreme Court considered particular applications of the death penalty in the 1940s and 1950s. In each case it upheld the state's action without addressing the larger issue of the death penalty's constitutionality. In the 1960s, the NAACP Legal Defense Fund, led by Professor Anthony Amsterdam mounted a full-scale attack on the death penalty. Adopting a "moratorium strategy," the LDF succeeded in blocking all executions for five years, creating a "death-row logjam."    In Furman v Georgia in 1972, the Court invalidated all then-existing death penalty laws based on the inherent arbitrariness of their application. Most observers at the time concluded that there would never again be an execution in the United States. They were wrong. In 1976, in Gregg v. Georgia, the Court upheld Georgia's new capital-sentencing procedures, concluding that they had sufficiently reduced the problem of arbitrary and capricious imposition of death associated with earlier statutes.    The Court continued to face questions concerning the application of the death penalty: to non-murderers, to minors, to mentally disabled prisoners, to racial minorities. One such case is McCleskey v. Kemp, a challenge based on a study that showed murderers of white victims were far more likely to be sentenced to death than murderers of black victims.    The Eighth Amendment says: Excessive bail shall not be required, nor excessive fines imposed, nor cruel and unusual punishments inflicted (Constitution).   How does it square with the actual facts of capital punishment: 1. The average inmate put to death in 1998 spent ten years and ten months on death row. 2. In 1998, 285 people were sentenced to death. 3. At the close of 1999, Texas has the most prisoners on death row (39), followed by California (31), and Alabama and Florida (25 each). 4. Over 3,500 prisoners are currently on death row. 5. Thirty-nine states have death penalty laws on their books.    One of the most eloquent attacks on the death penalty ever delivered in an American courtroom came in the Leopold & Loeb Case in 1924. Clarence Darrow's eloquence is often credited with saving the lives of two confessed teenaged murderers.

The Jungle Descriptive

The Jungle As the sun rose over the horizon it awoke the jungle slowly and efficiently. Soon I could hear the morning birds chirp with all their heart and that triggered joy and excitement in my soul. A morning breeze toured the jungle making the flowers and leaves tango with rhythm and finesse as though they were experts. The lush evergreen trees stood so firm as if the roots were clinging for their very life, in the distance there was a Crystal River and a waterfall as its source.I could hear the rampaging rapids after the dip of the waterfall which slowly converted into a swift river forcefully turning at every bank. The river cut through the middle of the jungle and diverted into another as a tributary. Finally, the lions, the big boys of the jungle roared to announce their presence after their pleasant peaceful slumber after gnawing on a flavorsome gazelle the night before. The leopards however, refused to announce their presence not only because they are a conventionally shy sp ecies but to also stay under the radar so they could catch their morning meal more easily.I slowly knelt down and let my hands explore the terrain beneath me although it looked rough and sandy it was cool and comforting and after a few moments my body was persuading me not to let go, as I listened to my body trying to induce me, more and more I felt the urge not to let go I wanted to kneel there the whole day and let the sand satisfy my dry hands, but I did not let it manipulate me and slowly I started to get up. As I was getting up a chameleon caught my eye even though it was skillfully disguised, I bent down again then reached out to touch it.I could see the centre of the neck throbbing faster as I was getting closer, it was hesitating possibly thinking I was a new addition to the jungle and wanted to feed on it. It, however, did not move, as I reached its airspace I touched its skin with my bare finger tips, it felt rough and scaly. The throbbing on its neck soon slowed down as i t realized I had no interest in eating it, I slowly backed out of its airspace and stood hurriedly and once again I was mesmerized by the extraordinary view.As I observed the jungle I noticed a grape tree not too far from where I was, so I quickly dashed next to it and took a look at its beauty which put me in a day dream for about five seconds before I regained my senses. I spotted a ripe grape screaming â€Å"eat me†! I reached for the grape with all my soul, as my mouth began to water, I snatched it violently eager to please my taste buds and quickly placed it in my mouth. I let the grape roll underneath my tongue and back on top where I balanced it as my body prepared for godliness.As my mouth began to flood with saliva signaling it can’t wait any longer, I crushed the grape with my first molars and the flavor exploded as if I had set of a bomb. I could feel, taste and analyze all the different flavors and dyes as if I was a living chromatogram, my taste buds eased with satisfaction as the appetizing juice ran down my throat followed by the violet exterior. I stood there with my eyes closed, captivated by what I had just experienced and convinced that this was truly the work of God.The aroma of the vegetation of the whole jungle mixed all together and formed a smell that engulfed the air around me creating heavenly humid atmosphere. I took a deep breath in not wanting to exhale and wishing that it could be a replacement for oxygen, I could feel little drops on the tip of my nose that were tickling me. As I basked in this atmosphere it felt like I was in another dimension, and that I had escaped from this planet to paradise. As evening approached I laid back on the comforting sand witnessing the sunset which said â€Å"goodnight† to the whole jungle.The more the sun went down the quieter it became and the nocturnals would be saying â€Å"good morning† to each other and they would start preparing to catch their breakfast. The bird s were slowly returning to their nests, the lazy lions were already asleep, the lurking leopards had returned to their resting place and the sneaky serpents had swiveled their way home. Soon the sun had completely descended and the full moon appeared bright with is stars that were constantly winking at me. The whole jungle was pin drop silent; it had fallen asleep, as did I.

Explain How to Plan Essay

Define the key concepts and principles of assessment Assessment is the way of finding and documenting that learning has taken place. It also enables you as the assessor to identify if the learner has achieved the required competencies, skill and knowledge needed at the given point of assessment towards their qualification. Assessment need to be a regular process built into the training program. The starting point of assessment is the pre-course information. It must be explained when assessment is taking place and what form the assessment will be in. Criteria for success must also be given. Explain the responsibilities of the assessor Attending meeting, exhibitions, award ceremonies, presentation events; Carrying out assessments in accordance with organisations requirements; Checking the authenticity of any whiteness testimonies; Completing and maintaining safe and secure records; Countersigning other assessor’s judgements; Dealing with any appeals made against your assessment decisions; Following organisational and regulatory body procedures; Identifying and dealing with and barriers to fair assessment; Implementing internal and external verifier’s action points; Liaising with others involved in the assessment process; Making judgements based on the assessment criteria; Maintaining occupational competencies; Negotiation and agreeing assessment types and methods; Making best use of different assessment types and methods; Providing statistics to managers; Reviewing learner’s progress; Standardising practices with other assessors; Supporting learners with special requirements; Working towards relevant qualification; Identify the regulations and requirements relevant to the assessment in your own area of practice The Health and Safety (First-Aid) Regulation 1981 Provide adequate first aid equipment, facilities and people. Health and Safety at Work (MHSW) Regulations 1999 Assess the risks on anyone who may be affected by their activities. The Safeguarding Vulnerable Groups Act 2006 Duty to register and undergo vetting process if working with vulnerable groups Equality Act 2010 Non-discrimination of age, disability, gender, race, religion/belief and sexual orientation. Q2 – Understand different types of assessment record Compare the strengths and limitations of a range of assessment methods with reference to the needs of individual learners ASSIGNMENT – Several activities or tasks, practical or theoretical, to assess various aspects of a qualification over a period of time. Strengths Challenges a learners potential Consolidate learning Several aspects of a qualification can be assessed Some assignment are set with clear criteria by awarding organisation Limitations Ensuring all aspects of the syllabus are covered Can be time consuming to prepare and assess Must be individually assessed with written feedback Assessor may be biased when marking CASE STUDY / SCENARIOS – Hypothetical situation, a description of an actual event or incomplete event, enabling learners to explore the situation. Strengths Can make topics more realistic enhancing motivation and interest Can be conducted individually or in a group Builds on current knowledge and experience Limitations If assessed in a group roles need to be individually assigned an personal contribution assessed Time should be allowed for a debrief Must have clear outcomes Can be time consuming to prepare and assess CHECKLISTS – A list of criteria that needs to be met to confirm that competence or achievement. Strengths Can form part of an ongoing record of achievement or profile Assessment can take place when the learner is ready Ensures all criteria are met and records are kept Limitations Learners may lose their copy and not remember what they’ve learnt ESSAYS – A formal piece of written text that has been produced by the learner for a specific topic Strengths Useful for academic subjects Can check your learners language and literacy skills at specific levels Limitations Not suitable for low level learners Marking can be time consuming Plagiarism can be an issue Doesn’t normally have right or wrong answer so can be difficult to grade Learners need good writing skills EXAMINATIONS – A formal test that should be conducted in certain conditions. Strengths Can be Open Book, enabling learners to have books and notes with them Some learners like the challenge of a formal examination and cope well Limitations Invigilation required Security arrangements before and after need to be in place for papers Learners may have been taught purely to pass the examination Learners may be anxious HOMEWORK – Activities carries out between sessions like answering questions on that day’s learning to confirm knowledge. Strengths Learners can complete at a time and pace that suits them Maintains an interest between sessions Encourages learners to stretch themselves Consolidates learning so far Limitations Clear time limits must be set Learners might not do it, or get someone else to do it for them Must be read/marked and individual feedback given OBSERVATIONS – Watching learners perform a skill. Strengths Enables skills to be seen in action Learners can make mistakes enabling them to realise what they’ve been doing wrong Can assess several aspects of a qualification at the same time Limitations Timing must be arranged No permanent record Questions still need to be asked to confirm understanding Assessor might not be objective with decision Q3 – Understand how to plan assessment Summarise key factors to consider when planning assessment Subjects can be either non-accredited (no formal certificate) or accredited (certificate issued) in which case delivery and assessments are monitored by awarding organisation to ensure guidelines are followed. Therefore before assessing:- You need to be fully aware of the program and the qualification that you are assessing You must confirm relevant policies, requirements and qualifications of the particular subject You must know when the learners are ready to be assessed Evaluate the benefits of using a holistic approach to assessment Explain how to plan a holistic approach to assessment Explain how to minimise risks through the planning process.