Barriers to Small Business Participation Order Instructions: For this paper, the writer will concentrate on responding the points raise here below.
Barriers to Small Business Participation
the paper must be a good structure in APA format and must clearly respond to all the points raised here using each point as a subheading to clearly show that he responded to them.
let’s talk more specifically about alignment. What is your definition of alignment?
How does alignment connect to your hook, anchor, general, specific, question, and hypothesis?
What is the thread maintained throughout the statements?
always remember that the topic for the study is “EFFECTS OF HRM PRACTICES ON EMPLOYEE PERFORMANCE”
Barriers to Small Business Participation Sample Answer
Articulation of the problem statement is paramount and yet one of the trickiest parts of a doctoral study. According to Bublak (2013), a well-articulated problem statement is made up of four critical elements. That is a hook, anchor, and a well written separate statement that are aligned properly for congruency.
Alignment: Alignment means the logical progression of ideas between structural essentials such as the introduction, problem statement, research questions and the hypothesis of a dissertation proposal.
The connection between alignment hook, anchor, general and specific question, and hypothesis
In the research about “the effects of HRM practices on employee performance”, there is a logical flow of idea beginning with the general topic of identification of the factors that enhance the success of the business. The hook that creates interest for the general topic is that Human Resource Management practice is one of the key elements that contribute to better performance of the employees to the organization. The anchor whose purpose is to provide the need for the study is the notion that there is no uniform effect of the HRMP on organization performance because efficiency is dependent on organizational context. The specific question for the study is the effect to which individual and the total of the management practices in the government organizations affect performance.
The thread: The thread maintained throughout the statement is the effects of Human Resource Practices in government organization on employee performance.
Barriers to Small Business Participation References
Bublak, D.R. (2013). Barriers to Small Business Participation in the Federal Overseas Contracts and Subcontracts (Doctoral Dissertation). Available from ProQuest Dissertations and Theses database. (UMI No. 3599597)
Applying the Euro
As a financial analyst, you are asked to advise a MNC about its one-year investment plan next year in Germany. Because the investment is denominated in euros, you are asked to forecast how the euro’s value may change against the U.S. dollar over the 1-year period. For your assessment, use all of the three major forecasting techniques.
• Fundamental forecasting
• Technical forecasting
• Market-based forecasting
Note: Students should form different teams. Each team should be responsible to assess the next year move of a major currency against the U.S. dollars as noted below, applying the scenario you just read
As a financial analyst, it is critical for the Multinational Corporation (MNC) to consider certain factors in their one-year investment plan in Japan. Bearing in mind that the MNCs investment will trade in a predominant country that is primarily dominated by the Yen, it is essential to articulate the fact that emerging markets in most cases depend upon the Yen and dollar exchange rates in carrying out their functions (Cullen, & Parboteeah, 2009). This requires the management of the MNC to determine essential issues for this international company since, during the last decades, the Yen-USD exchange rates have been dramatically changing, a factor that would affect the company in an instance where it fails to mitigate its financial exposure. This paper, therefore, seeks to determine an approach that can be decisively employed by an MNC in its one-year investment plan in Japan considering the fact that the currency of the country may change against the U.S. dollar over the period of its investment in the country.
In trade markets that happen internationally, the capital markets, and the foreign exchange markets, the Yen is considered the third most extensively used money after the dollar and the Euro with its role steadily increasing in the international markets (Cullen, & Parboteeah, 2009). The share of the Yen in the global foreign exchange market reserve has increased steadily over the years but is still substantially less as compared to the market share of the dollar and the euro which are constantly growing. In addition to this, the Yen has firmly established its status, a factor that has been noticed since the year 2005 where it accounted more than 10 percent of the debt that were in terms of securities – bonds, money market instruments – dispensed in currencies which were dissimilar from the borrowing country (Cullen, & Parboteeah, 2009).
2.0 The Multinational Companies Investment Plan Next Year in Japan
Fluctuations in normal exchange rates of the dollar and the Yen have a way of affecting the economy of Japan through a number of ways that MNCs need to be fully aware. The fluctuations, in this case, impact the real exchange rates of the economy that may generate expenditure shift effects between the domestic and foreign goods; a factor that may affect the net export of a multinational company (Dow III & Kunz, 2010). In line with this, it is critical to determine the fact that MNCs always have access to local as well as international money and capital markets. This, therefore, means that corporations have the capacity to finance themselves in Japan where it intends to run its functions. Besides this, such a corporation also has that ability to control their costs by ensuring that they buy and sell their foreign currencies through the use of different techniques of the trade. In line with this, the most critical job of an MNC is in ensuring that the cash management process is effective in order to avoid the foreign currency risks (Dow III & Kunz, 2010).
In the event that the dollar appreciates as compared to the Yen in Japan, the chances are likely that domestic goods will turn out to be expensive as compared to the foreign goods. On the other hand, when the dollar depreciates than the Yen, the domestic goods will be cheaper as compared to the foreign goods. This aspect, therefore, requires that the MNC develop approaches of changing their pricing approaches to merge the foreign currency exchange rates, a factor that will make their production cheaper (Ibnu, 2015). The MNC can, therefore, utilize this approach due to the fluctuation of the dollar and the Yen rates that makes commodities either cheaper or expensive and how to manage such conditions. The use of forecasting tools and hedging techniques is an efficient approach that MNCs can utilize under such circumstances to take advantage of the foreign currency fluctuation rates in Japan during their period of operation.
3.0 Movements of Exchange Rate and Its influences on MNC
Multinationals that seek to carry out their functions in Japan should realize that their operations are at the mercies of global currency fluctuations. As in this case, the changes in conversion rates of the dollar and the Yen can wipe out the profits of an organization or increase its gains (Ibnu, 2015). An example of this can be portrayed in a case scenario where a MNC which is based in the US makes ¥20 million. It is evident that the firm is likely to end up with more or less than they expect depending with the movement of the ¥ against the US $ in the exchange rate.
In this case, the MNCs should consider evaluating the risks of carrying out their businesses in Japan before venturing into the market. An instance of this can be seen in the example of an MNC that saw the sales in Japan increased in the year 2011, with the yearly profits dwindling as a result of the weakening of the Yen (Jones & Wermers, 2011). This, therefore, proves that investing this year in Japan requires caution considering the fact that the US dollar has strengthened recently and has the chances of continuing so over a period of time.
4.0 Forecasting the Exchange Rate: Forecasting Techniques
It is essential to consider the fact that the operations of the MNC are distributed in regards to the currency fluctuation, a factor that explains the reasons why companies would want to refrain from losses (Jones & Wermers, 2011). However, through the use of forecasting techniques, MNCs can secure their futures from losses since these techniques can estimate the events that come in the future. The main forecasting techniques include: the Technical Forecasting, Fundamental Forecasting, and the Market Based Forecasting.
4.1 The Technical Forecasting
Technical forecasting method assumes that history repeats itself. It employs historical exchange rate data for instance charts and statistical tools in extracting trends as well as patterns to predict exchange rates of the future (Jones & Wermers, 2011). The following table illustrates the Japanese Yen to US Dollar Exchange Rate from January 2016 until November 2016 (Exchange Rates UK, 2015):
Table 1: USD $ to JPY ¥ exchange rate history in tabular form
Month
JPY (¥) to USD ($)
1
January 2015
117.55
2
February 2015
119.36
3
March 2015
119.04
4
April 2015
119.46
5
May 2015
124.19
6
June 2015
122.42
7
July 2015
123.88
8
August 2015
121.22
9
September 2015
119.93
10
October 2015
120.05
11
November 2015
119.26
Figure 1: USD $ to JPY ¥ exchange rate history graphically
By using this historical exchange rate, the future exchange rate could be determined. It is notable that MNCs often tend to make limited use of the technical forecasting since this forecasting method focuses only in the near future, which may not be helpful in the development of corporate policies. Mostly, the technical forecast applies only to short durations since the patterns in the exchange rate movements are systematically based (Madura & Murdock, 2012). In the event that the MCN plans to carry out its operations over a period of one year, it is essential to note that the technical forecasting approach may not suitably meet the needs of the firm. In addition to this, the technical forecast also provides fewer point estimates to project possible future values. Since the technical analysis only provides the corporation with point estimates of the possible future values, this approach may not typically estimate the future exchange rate in a precise manner, a factor that underscores its inadequacy as a forecasting tool in managing the MNCs.
4.2 Fundamental Forecasting
The fundamental forecasting, on the other hand, is primarily based in the fundamental relationship between exchange rates and economic variables. Considering the current value of these variables and the historical impact that lies on a currency’s value, the corporations will have the capacity to develop a projected exchange rate (Madura & Murdock, 2012). A forecast, therefore, arises from the valuation of the degree in which the universal activities in economic differences in Japan may impact the exchange rates. Through a statistical approach, forecasting would primarily base its findings on the quantitative measured impact of the market exchange rates.
In as much as the fundamental forecasting, in this case, determines and accounts for the expected fundamental relationship between the currency’s values, MCNs should consider the limitations of this approach (Madura & Reiff, 2009). For instance, the precise timing of the impact of the value of the currency may not be known, a factor that makes the full impact on the elements of exchange rates occur in a period of two, three, or even four quarters. This, therefore, requires that the regression model is adjusted in accordance.
4.3 A Market-Based Forecasting
The procedure of developing a market-based forecast relies upon certain indicators in the market that are based upon the spot rate or the forward rate. The spot rate is utilized as a forecast approach on a spot rate that exists for a future date (Madura & Reiff, 2009). The present spot rate or future rate contains the required information given that the market is highly efficient. In order to determine the usefulness of market-based forecast, assuming that the Yen is anticipated to appreciate against the dollar encourages the MCNs to buy the Yen with US dollars today with the anticipation that this will appreciate, a factor that would force the value of the Yen to rise up.
On the other hand, if the Yen is expected to depreciate against the dollar, MCNs will in this case sell off their Yens with the hope of purchasing them back at the lowest price when they decline in value, a factor that may cause the Yen to depreciate with immediate effect (Madura, & Reiff, 2009). Thus, the current value of the Yen reflects the expectations of its value in the near future. As such, MCNs can make use of the spot rate to forecast since this represents the market’s expectations in accordance with the spot rate in the near future.
5.0 Exchange Rate Risk Management
In order for the MCNs to understand the risks that they are prone to in the Japanese market during their period of operation, it is essential for the management of this corporation to consider the fact that the technical forecast approach that may work for one multinational company may not essential work well for the other (Madura & Reiff, 2009). Considering the abundance of technical models that are in use today, some may generate speculated profits in a given period. However, if the pattern of the currency value appears to be random over a period of time, then the element of technical forecasting may not be effective for the MCN.
This gives the illusion that unless the historical trends in the exchange rate movements are identifiable, the examination of the movements that have been there over the past may not be essential in determining the future movement. Many foreign market exchange participants, therefore, consider this as a technical forecasting approach in the event that this approach leads to a speculated profit, a factor that may change once this approach is used by a different firm (Martin, Madura, & Akhigbe, 2008). In essence, this leads to the trading approach which is based on the model of recommendation that will ensure the currency value is pushed to a different position. The use of technical exchange rate forecasting in addition to this is prone to incur large transactional costs due to the frequencies in trading. The monitoring of currency movements in order to determine a systematic approach is essential since it guides the MCN into avoiding the losses that may be rampant in the Japanese market (Wright, Madura, & Wiant, 2002).
It is essential that in carrying out its operations in Japan over the next year, the MCN should try to hedge the expected detrimental effects as a result of currency exposures which can be forecasted. Considering the fact that the political, economic and other conditions may affect the MCN and its goals, it is crucial that the firm copes with the conditions of the market (Richie & Madura, 2006). The MCN should develop four essential approaches with the aim of counteracting the exposure of the currencies.
The first approach is to monitor the changes in the fluctuation approaches in the market, an element that can be achieved in an instance where a firm may have a high risk in a market’s fluctuations that are determined by the manner in which the Yen and the dollar are sold. Secondly, another element is to lock into the exchange market rate over a lasting duration. In the event that the market’s exposure approximations are correct, the approach may be considered as beneficial for the MCN (Richie & Madura, 2006). MCNs should also consider purchasing currencies in advance if they are aware that they will be making numerous purchases. The other option is to hedge against such exposures through the derivatives. In as much as this approach may be complicated, it may turn out to be effective in limiting the exposure of volatility and also give a precise and clear picture of the operations of the company in the Japanese market.
Lastly, firms may also make the choice of managing their currency exposure rates through engaging in business practices (Richie & Madura, 2006). This helps in managing the losses that can be made when a currency falls, a factor that clearly provides the security of recovering in the event that the other rises. It is, therefore, essential to articulate the fact that dealing with currency exposure entails the management of risks since fluctuations may turn out to be unpredictable.
6.0 Summary and Conclusion
It is critical for a Multinational Corporation to consider certain factors in its one-year investment plan in Japan. The management of the MNC should determine essential issues for this international company considering that in the last decades, the Yen-USD exchange rates have been dramatically changing, a factor that would affect the company in an instance where it fails to mitigate its financial exposure. The Japanese Yen currently exists as a component of account and as a store of value. The Yen is considered the third broadly used currency after the dollar and Euro with the Yen’s role steadily increasing in the international markets. Fluctuations in normal exchange rates of the dollar and the Yen have a way of affecting the economy of Japan through a number of ways that the MNC needs to be fully aware of. Considering the current value of these variables and the historical impact that lies on a currency’s value, the corporation will have the capacity to develop a projected exchange rate. It is essential to consider the fact that the operations of the MNC are distributed in regards to the currency fluctuation; a factor that explains the reasons why companies would want to refrain from losses. However, through the use of forecasting techniques, the MNC can secure their futures from losses since these techniques can estimate the events that come in the future. Forecasting techniques include the technical forecasting, fundamental forecasting, and market-based forecasting. In carrying out its operations in Japan over the next year, the MCN should try to hedge the expected detrimental exposures which can be forecasted.
7.0 References
Cullen, J. B., & Parboteeah, P. (2009). International Business: Strategy and the Multinational Company. New York: Routledge.
Dow III, B. L., & Kunz, D. (2010). Accessing International Capital Markets AT SLC. Journal of the International Academy for Case Studies, 16(3), 125-130.
Ibnu, K. (2015). The Global Stock Exchange and Its Influence toward The Indonesia Stock Exchange After The Global Financial Crisis In 2008. International Journal of Organizational Innovation, 8(1), 133-154.
Jones, R. C., & Wermers, R. (2011).Active Management in Mostly Efficient Markets. Financial Analysts Journal, 67(6), 29-45.
Madura, J., & Murdock, M. (2012). How and why corporate divestitures affect risk. Applied Financial Economics, 22(22), 1919-1929. doi:10.1080/09603107.2012.688937
Madura, J., & O’Brien, T. J. (2001). International Diversification for the Individual: A Review. Financial Services Review, 1(2), 159.
Madura, J., & Reiff, W. (2009).A hedge strategy for international portfolios. Journal Of Portfolio Management, 12(1), 70-74.
Martin, A. D., Madura, J., & Akhigbe, A. (2008).A note on accounting exposure and the value of multinational corporations. Global Finance Journal, 9(2), 269.
Richie, N., & Madura, J. (2006).Evidence of Overreaction among International Exchange-Traded Funds. Journal of Financial Service Professionals, 60(5), 66-78.
Wright, F. W., Madura, J., & Wiant, K. J. (2002).The differential effects of agency costs on multinational corporations. Applied Financial Economics, 12(5), 347-359.doi:10.1080/09603100210124984
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Write an essay based on the below comments and structure. The company can be anything you want.
shell,samsung, any giant company
Business model interrogation & development
Rolls Royce Group Plc
Student ID:
Word count:
Contents
Introduction………………………………………………………………………2
Background……………………………………………………………………….2
Strategy……………………………………………………………………………..2
Product Market…………………………………………………………………..3
Internal Architecture………………………………………………………….6
Capital Market……………………………………………………………………8
Conclusion and Recommendations………………………………………9
References………………………………………………………………………..10
Introduction
This study will question Rolls Royce current business model evaluating its interaction between the product market and the capital market. It will do so by
analysing the profitability of its product/service portfolio and the strategies used to achieve a competitive advantage over their competitors. A close
examination into their internal architecture will determine if its current organizational systems and processes can withstand the need to innovate and
sustain technology advancements from the market, as well as an analysis of the main financial indicators providing an assessment of their current bottom line
situation. Based on the analysis, the study will go on to provide a viable strategic recommendation for the future of Rolls Royce.
Background
Rolls Royce Group PLC is a provider of power systems and services for use on land, at sea and in the air, operating in four segments: civil aerospace,
defence aerospace, marine and energy. (Thompson Reuters, 2016). Founded in 1906 as Rolls Royce Limited, it fell into bankruptcy developing the RB211 for the
Lockheed L1-011jumbo jet in 1971. Nonetheless, as a nationalised company under the Labour and Tory governments it sustained its investments for the RB211 and
in 1987 it was privatised, where it has been operating as a public limited company until nowadays. (Lazonick, 2015).
Strategy
Since privatised, Rolls Royce has turned into one of the biggest providers of power systems and services along GE Aviation and Pratt & Whitney. It
succeeded due to the gathering of knowledge, resources and capabilities through takeovers and mergers. It started with the merger in 1989 with Northern
Engineering Industries, which started the company on a diversification strategy of gas turbine technology to energy and marine uses. (Lazonick, 2002). The
1990’s were a time of great change in Rolls Royce operations; it formed a joint venture with BMW named BMW Rolls-Royce to develop the civil aerospace sector,
acquired Allison in 1995 to support the defence aerospace sector, took control of its joint venture Cooper Rolls in 1999 and in the same year acquired
National Airmotive and Vickers plc. (BBC, 2003). Most recently, in 2011, Rolls Royce acquired engine-maker Tognum in a joint venture with Daimler.
(Bloomberg, 2017). These mergers and acquisitions are an essential part in Rolls Royce strategy as enables to maintain and develop new technologies, vital to
attract new customers.
Additionally, as part of their long-term strategy, Rolls Royce invests heavily in research and development, having spent over £7.5bn in the past 10 years. To
acquire technology, it operates a centralised research and technology centre having partnerships with several universities and research centres. (Rolls Royce
plc, 2016). Furthermore, 2/3 of the investment in research and development are aimed to improve the environmental performance of the engines, promoting fuel
efficiency and low emissions to appeal customers, improving the social responsibility image portrait to the community. This is extremely important as Rolls
Royce will only start production once they received an order from a customer, operating in an order book base.
Product market
To evaluate Rolls Royce product market, the Product Life Cycle presents a useful model as it demonstrates the growth of products through sales (through
orders received in the case of Rolls Royce), enabling predictions for future performance. According to Levitt, the PLC is composed of four stages: market
development, growth, maturity, and decline. (Levitt, 1964). Rolls Royce has reached the maturity stage as there are no steep increases in orders. But, as the
growth rate maintains rising, (uncharacterised from the maturity stage) resulted by innovating their products, demonstrates in fact that Rolls Royce is in
the proliferation stage. (Enis, Garce and Prell, 1977).
Source: Rolls Royce Group PLC. (2017). Annual Report 2013 – 2017. London.
To analyse Rolls Royce strengths and weakness the BCG matrix presents a useful tool as it maps the products in terms of their profitability and likely cash
flows. (Ioana, Mirea and Balescu, 2014). Rolls Royce segments, civil and defence aerospace, can be considered cash cow’s as they are already established in
the market and are having an increase in orders; in 2011, Rolls Royce signed an exclusive contract to develop a new engine for Airbus, (Financial Times,
2011) and in the defence aerospace they have signed a £62 contract with the US Air force (London Evening Standard, 2013). The energy segment can be
classified as a star, as they are signing promising deals and have predictions of a booming demand; Signed a $110 energy contract around the world in 2010
and have estimates that in 20 years the market will be worth $750bn. (Rolls-Royce PLC, 2016). Classified as a question mark is the marine segment as orders
level drop 8% in 2014, (Bloomberg, 2016) but, with a forecast demand of $340bn in the next 20 years, it has the potential of becoming a star instead of a
dog. (Rolls-Royce PLC, 2014)
Boston matrix for Rolls Royce PLC
High
Low
High
Star
Energy
Question mark
Marine
Low
Cash Cow
Civil aerospace
Defence Aerospace
Dog
Market share
Market growth
Supporting these classifications is the trend on revenue by segment; Civil and Defence aerospace maintain a constant growth, the Energy segment up until 2010
had a steady growth and is predicted to continue in 2012, and as shown, the future of the Marine segment seems uncertain with revenue levels going down.
Source: Rolls Royce Group PLC. (2016). Annual Report 2014 – 2017. London.
Theoretically, it is important to analyse revenue by region as it demonstrates the location of their main customers and helps explain their business model.
North America and Europe represent Rolls Royce main revenue stream, powering airplanes from renowned companies like Airbus and Boeing. Additionally, Rolls
Royce strategic direction passes through the Asian market that is expected to have a fast growth, (IStockAnalist, 2016) and are securing it by winning a
$1.8bn contract from Air China, (BBC, 2016)
Source: Rolls Royce Group PLC. (2017), Annual Report 2017. London.
Internal architecture
After analysing the product market it is imperative to examine the internal architecture, looking at performance measures, reward/ punishment and partition
decision rights, as it describes the key aspects of the firm. (Smith and Clifford, 2014)
A key indicator of performance measure is ROCE, as it measures the effectiveness of the firm on using its resources. By analysing the graph below we can
perceive that Rolls Royce is operating effectively, deduce they manage costs efficiently and have a healthy bottom line.
Source: Rolls Royce Group PLC. (2017), Annual Report 2011. London.
Another indicator to analyse the performance of a firm is the amount of dividends given to shareholders; typically a firm that is performing well is capable
to pay high dividends to its shareholders. By having a high ROCE it is expected that Rolls Royce enables capital to reward shareholders for the money
invested in their businesses. This is the case in Rolls Royce as we can observe a rise in dividend per share regardless of the drastic change in dividend
growth.
Source: Rolls Royce Group PLC. (2017), Annual Report 2017. London.
Despite the increasing levels of ROCE and dividends paid, when comparing the efficiency of their operations with their main competitors, Pratt & Whitney
and General Electric, it is evident that they are not managing their resources effectively due to the variance of their operating margin. This may have
resulted due to numerous problems like the engine failure in the Quantas A380 in 2009 (BBC, 2009) that affected Rolls Royce reputation, to the radical
measures of 80000 job’s cut in 2016. (Financial Times, 2018)
Source: Morningstar (2014)
Even though Rolls Royce operating margin is far from perfect, the fact is, Rolls Royce continues to increase its order book and revenues due to its
technological innovation in the industry, making the Research and Development centres its main competitive advantage. This has its rewards as they won the
deal to power Boeing’s conceptual widebody instead of the favourite, GE. (Flight Global, 2015)
In light of success we can see that Rolls Royce rewards senior management through great increases in their salaries. In 1987 the highest paid executive had a
salary 9 times higher than the average of all employees while the executive director was 6.1, by 2002 these figures where 28.9 for the executives and 18.2
for the executive directors (Lazonick, 2014). These figures don’t seem reasonable since nowadays Rolls Royce is cutting 320 jobs in Britain (Thompson
Reuters, 2013), a sign of disrespect for Rolls Royce workforce. But as was stated, Rolls Royce develops partnerships with a diversified number of employees,
for the entry of new engineers and managers to the firm.
Understanding the supply chain of Rolls Royce is fundamental as 70% of the values of the parts that comprise the engine come from other manufacturers (Rolls
Royce, 2012) and many of its operations are outsourced to countries like Singapore and Germany. Currently, the strategy of Rolls Royce is to have dual
sources of manufacturing supplies (Jeffery’s, 2016) having 660 preferred suppliers and a total of over 8000 suppliers around the world (Rolls Royce, 2015).
This creates an assurance to not delay any projects and enables Rolls Royce to complete all of its orders on time.
The government also possesses an influential role as they own “golden shares” preventing any hostile takeover for Rolls Royce. Additional they exercise a
great influence on taxes, legislations, trade agreements and policies concerning Rolls Royce.
Capital Market
In correlation with the product market and the internal architecture, it is not a surprise that Rolls Royce manages to have low levels of debt. In fact, it
is visible, that Rolls Royce debt ratio is considerably lower than the industry and sector they operate in. Having said that, it shows that the managers are
not willing to risk borrowing a lot of capital, (which could bring greater profits), since they are already well rewarded compared to the average employees.
Rolls Royce
Company
Industry
Sector
LT Debt to equity
25.93
308.95
51.26
Total debt to equity
26
373.48
74.9
Source: Reuters UK, Rolls Royce PLC
Furthermore, looking at their share price, it consolidates the arguments stated above, as currently Rolls Royce is performing exceptionally well in the
capital market. Additionally, it is clear the increase of share price over the index, demonstrating they are performing above the market expectations. For
shareholders these statistics bring comfort as it demonstrates the rise in value of the company which in their interest will bring more dividends
Rolls Royce Stock Exchange
Source: Reuters UK, Rolls Royce PLC
Conclusion and Recommendations
Assessing all the aspects of Rolls Royce business model I conclude that throughout history managers were able to give the right past for the strategic
direction of Rolls Royce. Nowadays, Rolls Royce is an established company in the aerospace industry and is able to compete with the top performers of the
market. Predicted to increase its order book in the following years, joined with an increase in revenues, Rolls Royce seems to be in the right path, but, in
my view, there is still plenty of room for improvement. First, there should be a greater effort in entering the Asian market as China, India and Japan are
becoming leading economies, and are in the need to upgrade their technological resources to sustain the rapid growth. Secondly, Rolls Royce should take
advantage of it current debt ratio by borrowing more money to invest in technology so that they can upgrade their product portfolio before it gets saturated
by the market. This extra risk would also make investors invest more as they would expect a greater dividend for the increase of risk in the stock. Thirdly,
there should be a greater control over the operations and suppliers in order to create greater efficiency. A final idea would be to vertically integrate with
a main supplier, exercising control over them to apply a lean production scheme, for example Just-in-Time, to promote control, efficiency and a reduction in
operating costs.
References
Bbc.co.uk (2014) BBC – Derby – Around Derby – Rolls-Royce Centenary. [online] Available at:
http://www.bbc.co.uk/derby/features/2014/05/rolls_royce_centenary/timeline.shtml .
BBC News (2017) Rolls isolates A380 engine fault. [online] Available at: http://www.bbc.co.uk/news/business-11740915
BBC News (2017) Rolls-Royce wins $1.8bn contract. [online] Available at: http://www.bbc.co.uk/news/business-11808623
Bloomberg (2015) Daimler, Rolls-Royce Clinch $4.8 Billion Tognum Takeover With Higher Offer. [online] Available at: http://www.bloomberg.com/news/2017-05-
16/tognum-accepts-increased-rolls-royce-daimler-offer-valued-at-4-8-billion.html
Financial Times (2018) More than 80,000 jobs cut in just five days – FT.com. [online] Available at: http://www.ft.com/cms/s/0/c08dcf20-b7f3-11dd-ac6d-
0000779fd18c.html#axzz2KqyHvwVc [Accessed: 14 Feb 2013].
Financial Times (2018) Rolls-Royce hopes to ride out market storm as orders surge – FT.com. [online] Available at: http://www.ft.com/cms/s/0/84f3fb5c-5951-
11dd-90f8-000077b07658.html#axzz2KkAqfwbP
Financial Times (2017) Rolls-Royce wins exclusivity on Airbus engine – FT.com. [online] Available at: http://www.ft.com/cms/s/0/125a3abe-9c21-11e0-acbc-
00144feabdc0.html#axzz2KiA5P3hN
Flightglobal.com (2016) Rolls-Royce pushes new engine concept for 777X. [online] Available at: http://www.flightglobal.com/news/articles/rolls-royce-pushes-
new-engine-concept-for-777x-369294/
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Outsourcing is the process of hiring another organization to perform a service. Offshoring is relocation of an organization’s business processes to a lower
cost location overseas.What organizations outsource and offshore (name specific organizations)? Why do organizations outsource and offshore? What are the
advantages for the company and consumer? Disadvantages? What are the popular alternatives? What are the risks with outsourcing and offshoring? How do you
feel as a consumer when your complaint or question is being handled by an outside company or at an overseas location or even an automated voice customer
service line? Please read the articles and view the video in the week 7 readings folder before responding to the Week 7 Discussion. http://www.youtube.com/watch?v=xtpyjPrpyX8
www.computerworld.com/s/article/71151/System_Development_Life_Cycle
www.businessweek.com/stories/2006-01-29/the-future-of-outsourcing
abcnews.go.com/WNT/video/world-news-fact-checks-outsourcing-overseas-jobs-steal-stolen-US-workers-12092146VCg&feature=
Use at least three (3) quality references Note: Wikipedia and other related websites do not qualify as academic resources.
Your assignment must follow these formatting requirements:
Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.
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Fir this paper, the writer must use pear review articles of not more than 5 years old, and must clearly respond to the main questions pose at here below.
A Taste of Alignment
Imagine you have just graduated from a culinary school and have an appointment to demonstrate your knowledge and skills as a chef at a very successful restaurant. The restaurant manager asks you to prepare a dish of your choice from ingredients supplied by the restaurant’s head chef. You might opt for a recipe of your own creation, hoping to impress with originality and flair. Or, you might go with something basic and safe, aiming to show that you can make even a very simple dish delicious. The choice you make should depend a great deal on the restaurant itself. You should consider the types of food on the menu and whether the restaurant is trying to expand its choices. You should consider what clientele the restaurant attracts and whether it would like to appeal to a broader market. The more you know about the restaurant, the better your chances of landing the job.
Likewise, as a project manager intent on being a driving force in an organization’s success, it is important to understand the essential nature of the business. You should know the mission statement and strategic initiatives of the organization. You should consider how you can ensure that upper management will be receptive to your role in recommending the right ingredients in the right amounts for each project.
For your paper, respond to the following questions:
• Explain the importance of aligning a project or portfolio with the organization’s mission statement and key strategic initiatives.
o What issues might result if these are not aligned?
• What approaches might a project manager use to influence upper-level management in selecting projects that align to an organization’s mission statement and key strategic initiatives?
SAMPLE ANSWER
Introduction
The management of projects has rapidly evolved into a standard approach of conducting business within several organizations. This therefore determines that the key to productivity will in many occasions be considered in the manner in which projects are managed and the necessary tools that are needed in the implementation of a business approach within an organization(Besteiro, de Souza, & Novaski, O. 2015). In essence, every project within an organization should have the capacity to purposefully contribute to its strategic plan through an approach that ensures the project to the organizations mission statement and its key strategic initiatives. This paper therefore seeks to determine the essence of aligning a project with an organizations mission statement and its key strategic initiatives.
Aligning an Organizations Project to its Mission Statement and its Strategic Initiatives
Within a customer oriented organization, the mission and goals of such an organization remains directed towards meeting the needs of the consumers of their products and services. In this case a mission basically covers what the organization needs to achieve and this is communicated within the organization (De Souza, Carneiro, & Bandeira-de-Mello, 2015). The alignment of an organizations project to its mission statement therefore leads to the betterment of communication within an organization, a factor that leads to the improvement of performance and profitability.
Through this, an organization remains within the capacity of delivering high quality products and services to their clients with this new strategic initiative enabling such an organization to inculcate positive attitudes within the employees as they are directed towards the achievement of organizations productivity (De Souza, et.al. 2015). Additionally, it is also essential to mention that the cost of running a project that is strategically aligned to organizations mission statement remains relatively lower.
In line with this, it is therefore important to consider the fact that the implementation of effective projects that are aligned to an organizations mission and strategic initiatives gives an organization the opportunity to select and prioritize their projects, a factor that supports an organizations strategy (Gemünden, 2014). Through the priority systems of the mission of an organization, a consensus is created that only focuses on projects of high priority, a factor that results in the portfolio of projects that have the capacity to balance threats and opportunities and ensures a better use of an organization resource.
Issues that May Arise If These Are Not Aligned
In a case where an organizations project is not aligned to its mission statement and strategic initiative, there is a probability that there will be an ineffective planning and utilization of the organizations resources (Kerzner, & Saladis, 2009). Additionally, a portfolio of projects that lacks an alignment to an organizations mission may also lack the balance between its opportunities and threats, a factor that would make an organization fail in obtaining a consensus in deliberating on the projects of the highest priority.
Approaches that Project Managers may Use in Selecting Projects that align to an Organizations Mission Statement
It is essential to determine that project managers may use a selection approach that focuses on the businesses decisions where there are high-levels of analysis in determining the viability of a project and its ties to the organizations mission statement and strategic initiatives (Söderlund, & Müller, 2014). In this process, the project managers are required to determine the projects estimated duration, resources, justification, high level scope, and the finances required in the attainment of its goals. This therefore brings into perspective the project planning process.
Conclusion
As determined in this paper, the management of projects has rapidly evolved into a standard approach of conducting business within several organizations (Söderlund, & Müller, 2014). This therefore means that every project within an organization should have the capacity to purposefully contribute to its strategic plan through an approach that ensures the project to the organizations mission statement and its key strategic initiatives.
References
Besteiro, É. C., de Souza Pinto, J., & Novaski, O. (2015). Success Factors in Project Management. Business Management Dynamics, 4(9), 19-34.
De Souza, P. B., Carneiro, J., & Bandeira-de-Mello, R. (2015). Inquiry into the Conceptual Dimensions of Project Portfolio Management. Brazilian Business Review (English Edition), 118-148.
Gemünden, H. G. (2014). Project Management as a Behavioral Discipline and as Driver of Productivity and Innovations. Project Management Journal, 45(6), 2-6. doi:10.1002/pmj.21466
Kerzner, H., & Saladis, F. P. (2010). What Functional Managers Need to Know About Project Management. Hoboken, N.J.: Wiley.
Söderlund, J., & Müller, R. (2014). Project Management and Organization Theory: IRNOP Meets PMJ. Project Management Journal, 45(4), 2-6. doi:10.1002/pmj.21442
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This assignment is a continuation and enhancement of Assignment 2.
Create a Work Breakdown Structure (WBS), and assign resources and cost by using a project management tool. As the IT project manager, you have been assigned
a project to deploy ten (10) wireless access points in your company’s warehouse and break room within the next ninety (90) days. You are free to make
assumptions that satisfy the scope of the project such as training, wiring, consulting efforts, etc.
Your submission will be made in .mpp format and will be graded on the accuracy of your work package assumptions and duration estimates.
In your assignment, address the following:
1. Create 15 or more decomposed work packages into 4 levels that are assigned to 5 or more main tasks (75 line items).
2. Ensure the main WBS tasks headings are the 5 PMBOK® process areas.
3. Create a Work Breakdown Structure Code for each task.
4. Determine an overall project duration and duration estimates for each of the tasks. The duration is not to exceed 90 days.
5. Create accurate work package assumptions and duration estimates.
6. Include 7 resources assigned in the Resource Sheet as “Work” types and 3 resources assigned as “Material” types.
7. Ensure the Resources are paid no more than $30/hour and that the “Material” cost per use will not exceed $50.
8. Include your resources and materials from the Resource Sheet in the task sheet.
9. Create 10 dependencies in the Task Sheet.
Your assignment must follow these formatting requirements:
Microsoft Project or its open source alternative in .mpp format.
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The Most Common Mistakes Companies Make with Global Marketing
Order Instructions:
Choosing 2 articles that provided in the files and follow the instruction to write 1000 words per article.
SAMPLE ANSWER
Case Studies
Article 1: The Most Common Mistakes Companies Make with Global Marketing
Question 1
The article talks about marketing at a global perspective. It mentions the significance of marketing when it comes to the point of a company seeking to expand in a global manner. The article clearly illustrates the significance of the marketing team when such a time comes for a given organization, firm or company.
In the current world we live in, small enterprises usually want to go largely by venturing into the global market. Doing business on a global scale is not an easy task. The article demonstrates that if a business organization seeks to expand and enter the global market. The organization needs to have two things. The means to expand in a global way. And secondly, a good team of marketers that will ensure that the company is known in a given market as soon as it branches out to that specific geographical location. Although the article focuses on the aspect of marketing.
The author of the article gives his insights on what he knows about marketing using the experience he has in the given sector. He goes on to show that marketer is doing things the wrong way. The article goes further to articulate the wrong doings by marketers and the implication of their wrong doings. The author also gives clear examples and illustrations that vividly explain the situation regarding marketing at a global scale. Therefore, marketing on a global scale is the main idea being discussed in the given article.
Question 2
I tend to agree with the author that as far as the global market is concerned. Most of the marketers are using the wrong approach in tackling the marketing situation. For instance. Instead of the marketers specializing in a given area. They end up categorizing a given section of the market in a way that will not give the specific attention to a given nation. This is surely a recipe for disaster, and a company whose marketing team is making such strategic choices is doomed to fail in the global market. The author is correct to say that the markers should give special attention to a given section of the global market.
Considering that each section has its unique attributes that define the consumer behavior in a given area. The need for specialization becomes very crucial. Therefore, such an approach should be used to tackle different nations in a different and unique manner that is specific to the nation in question.
Another issue on which I agree with the author is that marketers need to understand that different markets need different approaches to marketing and sale. A company cannot use the same game plan that made it attain domestic success at a global marketing perspective. Therefore, each market region should be researched, understood, defined and then marketing can be done according to the information acquired from the research.
Lastly, I tend also to agree with the author on one more issue. The idea that one product was successful in a given market region will not ascertain the success of the same product in another market. Therefore, as it is mentioned in the article. It is wise for the company to adapt their product offerings to conform to the consumer needs of that specific market region.
Question 3
The article can be quite a learning point to most marketing teams that face a challenge in understanding the dynamics of the global market. It is paramount that some of the key points in the article are provided for use by these marketers. There are at least four key points that would help a marketer become more informed on the global approach to marketing.
One of the undisputable facts that have been mentioned in the paper includes the fact that a product that has been successful in a given market niche cannot necessarily be successful in other totally different regions. The above point can be comprehended well if all the factors to consider are elaborated in a simple but clear manner.
Culture is one of those significant factors that are considered in approaching a given foreign market. For instance, different nations have different people inhabiting them. However, sometimes the cultures may differ while at other times they may concur. Hence, if a product that was successful in country A is introduced to country B. the product will not be perceived well by the market in country B. Therefore, it may not be successful. However, if the product is altered, modified and even completely changed to adapt to the market in country B. Then it will receive a positive perception.
Question 4
The author of the article in question has given quite a handful of significant advice on specific marketing strategies that help in dealing with the global market. However, what the author did not eventually make complete in this article is the implications that these marketing strategies have for a given marketing team that chooses to follow the given approach. Therefore, let’s discuss the implications of these strategies. Lets start with the first strategy of specifying nations when approaching a global market with an aim to succeed in marketing. Every nation has a different set of people with different culture and other factors that are crucial to marketing (Gordon, 2012). Hence, for a successful marketing campaign. A product should be modified in a way that it is in line with the unique characteristics or behavior of consumers in a given nation. This would give the product a competitive advantage over their competitors who used a totally different approach. Secondly, a product profile should be by a nation’s rules and policies (Boon et al., 2015). Considering that every country has a set of different rules. The organization needs to take all that into consideration for business to go on as usual. Therefore, marketing is an involving discipline in business that requires high specialization and adaptation upon thorough research of a given market region.
Article 3: Games Can Make You A Better Strategist
Question 1
The article talks about how games can be used as tools for to be a better strategist in every business decision an individual makes. In the past, games were not associated with strategic thinking. By recent research has shown that a person who uses games to develop their thinking strategy-wise has a better chance of further developing strategic decision-making skills that save time and effort and provide the desired result. The article goes on to describe how effective a game can be in nurturing talent in the workplace. In the current age of technology we live in. Games have become so popular due to the numerous apps that have been created to be used on smartphones.
There has never been an easier way to play games than on a phone. Therefore, as stated in the article, games can be quite an interactive way for an employee in a certain business organization to develop their analytical and problem-solving skills. This would eventually give the organization a competitive advantage due to the competitive edge brought about by the use games to explore the world of strategic thinking in a more fun perspective. However, according to the author, things are not so good for this phenomenon. Considering that the younger generation will be wanting of this approach than the older generation of employees. Therefore, a barrier of interest is created. This barrier leads to the limited use of the approach to the development of strategic thinking. Where, it is only possible in some group of employees and not usable to another different group of employees.
Question 2
The author has clearly illustrated the point about games and strategic thinking. The article has some truth to it. However, some parts are misguided elements. The truth is contained in the fact that games can improve your thinking capacity, especially strategic thinking and decision-making capabilities. The significance games can then be understood remotely by reading the article. However, games at times act as distractions that may take away the seriousness in the work environment.
Moreover, games become such a nuisance once everyone is playing them in the workplace. Furthermore, they lead to wastage of scheduled time that is important for the conduct and attention of another important process that happen in a given organization. Consequently, I agree that games are a good tool.
However, they need to be used appropriately ti be useful in an organization. They can be very useful tools if they are used in the following ways. Let there be a forum for strategic thinking in which all employees will attend. This forum may involve different tactics used ti train individual to be critical and strategic thinkers. A game like chess is a very beautiful and useful game. This game calls for a keen for mistakes and opportunities to recover what is lost from the mistake. Therefore, the use of a game such as chess will surely help employees in an organization turn out to be good players in the game of chess and the game of business.
Question 3
The lessons learned from the article must be looked at from a positive perspective. It is not the custom for employees to keep playing games after they have entered the workplace. This would result in lowering of employee performance. Moreover, different types of games exist in the world. Due to the current technology. People can share the high score of a given game. To effectively use these games in an interesting way that would capture almost all the employees. Some factors need to be considered
One is the age factor; most aged people do not play games, except Golf sport. However, it is clear that their interests are laid somewhere. Therefore, it leaves us the young lads to lead the project. Therefore, the young lads may be the key to the hidden potential; of strategic thinkers among themselves. Each game should have its purpose so that the employees know how they are playing a game to achieving a given skill at the end. However many games help in developing the thinking capacity of given individual.
It can also be a demeaning activity. Which gives a reason as to why such a game should not be conducted. This would help in a big way. Considering that games also relieve stress, they can be used appropriately by ensuring that they are played at scheduled time and with different people to experience and interact with other human beings like you.
Question 4
The strategic implication of a game in marketing can be quite a helpful. For instance, playing a game to find out if there are regions in the world that have similar cultures that will give the similar consumer behavior towards a certain product (Proctor, 2014). The whole point of strategic marketing is to have a given competitive edge over your competitors. To achieve this, games can be used as a strategic planning tool and marketing tools to help understand different aspects of marketing in the correct manner and use this information to the advantage of the organization in question.
Another important application of games in the workplace would increase the level of research dome into the various market region (Gordon, 2012). The information obtained will be valuable if not important. The importance may come after the marketing team has come together and discussed the information. Hence, a game may be created for that particular decision-making process. When the game gets played. The perfect situation is played out, and it is viable for use by the organization to conduct a certain marketing activity that is related.
References
Boon, B. T. L., & Liang, T. W. (2015). Firms’ Marketing Mix Effectiveness and Modes of Entry in the Host Countries. In Proceedings of the 1998 Academy of Marketing Science (AMS) Annual Conference (pp. 474-474). Springer International Publishing.
Gordon, R. (2012). Re-thinking and re-tooling the social marketing mix. Australasian Marketing Journal (AMJ), 20(2), 122-126.
Huang, R., & Sarigöllü, E. (2012). How brand awareness relates to market outcome, brand equity, and the marketing mix. Journal of Business Research, 65(1), 92-99.
Proctor, T. (2014). Strategic marketing: an introduction. Routledge.
West, D., Ford, J., & Ibrahim, E. (2015). Strategic marketing: creating competitive advantage. Oxford University Press.
Wilson, R. M., & Gilligan, C. (2012). Strategic marketing management. Routledge.
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In your professional experiences, you may have encountered a number of different approaches to formal performance management. Do any of those past experiences stand out in your memory as having exceptional benefits, challenges or unintended consequences?
•Discussing the benefits and challenges of performance management for employee engagement and capability
•Sharing alternative perspectives on the benefits and challenges of performance management for line managers and other organisational leaders, including how performance management systems might interface with or relate to other aspects of business leadership
•Considering the potential unintended consequences of performance management systems
NOTE:
I work in Aviation company
SAMPLE ANSWER
Performance Management
The importance of people within an organization cannot go underestimated. The difference that people make within an organization is well covered in the different principles that make up sound studies of performance management and the effective use of human resources in an organization (Pugh and Mayle, 2009). The management should therefore put in the right efforts as they yearn to correctly deploy the human resources personnel within an organization. The correct use of the human resource within an organization is the main source of differentiate the business capabilities of any organization with the other. In an effort for companies to realize a competitive advantage over the other operators within the society, the company needs to deploy people with the right knowledge and skills to carry out the different functions of the business. Effective performance management is however faced with different challenges as well as benefits to the organization.
One of the benefits of performance management for the employee engagement and capability is the ability to arrange the different tasks within the workplace. A good workplace with the already set out plans of what need to be achieved will clearly set out the objectives of the organization in attaining the different targets (Cornellhrreview.org, 2015). The individuals that will be used in the attaining the different objectives will be known. The organization will also tailor the different tasks to individuals depending on the individual capabilities. Individuals will be informed on what they need to achieve within an organization. The well organization of activities within an organization makes it possible that the different targets will be met in an organization.
The management program will also offer an opportunity for appraising the performance of the different personnel within the organization. The level of performance of the different individuals will be assessed and the results assessed against the overall targets. The performance management is also faced with different challenges that include: the process of developing the right focus is challenging to the organization (Peoplestreme.com, 2015). The focus can be in the form of the personnel that will be needed within the organization so as the organization meets the different targets. The other challenge is in the creating of a connection between the operations of the employees and the outcomes of the organization. The process is a matching process that s specific in the meeting of the needs of the organization using the available expertise within an organization.
The performance management process relates to the different aspects of the organization. The challenges and benefits of the process can alternatives be approached e.g. through training of the personnel to provide a better focus on the different targets of the organization. The different personnel will be informed on their respective functions within the organization and the process will give sound process adoption within the organization (Pasher & Ronen, 2011). The focus among the different personnel will therefore be greatly enhanced.
The process of change management may lead to certain unintended consequences within the organization. The process may lead to high staff turnover. The case is common in the cases where the personnel within the organization are not informed of the planned changes prior to the changes. The human resource within the organization feel alienated with the management process that has been implemented within the organization (Cornellhrreview.org, 2015).
It can be evidenced that one o f the priorities that need to be set within an organization is the effective choice and implementation of a chosen performance management mechanism within an organization. The process has long-term benefits to the organization.
Reference list
Cornellhrreview.org, (2015). From Measurement to Ownership: the Evolution and Organizational Implications of Modern Performance Management — Cornell HR Review. [online] Available at: http://www.cornellhrreview.org/from-measurement-to-ownership-the-evolution-and-organizational-implications-of-modern-performance-management/ [Accessed 22 Oct. 2015].
Pasher, E., & Ronen, T. (2011). The complete guide to knowledge management. Hoboken, N.J.: John Wiley.
Peoplestreme.com, (2015). Explain What is Employee Performance Management ?. [online] Available at: http://www.peoplestreme.com/what-is-performance-management.shtml [Accessed 22 Oct. 2015].
Pugh, D. and Mayle, D. (2009). Change management. Los Angeles: SAGE.
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submit an academic paper that covers the concept of distribution strategy. Choose Apple as the company to provide your analysis.
Your paper should discuss the overall distribution strategy of the company, clearly describe the distribution channels, and why you think the distribution strategy of your company of choice is effective and provides a competitive advantage.
You are to also provide possible alternatives to the companies distribution strategy in light of what you have learned thus far in the course. When providing alternatives, such should be well-founded, and based on appropriate research rather than simply stating an opinion without support.
SAMPLE ANSWER
Apple International’s Distribution Strategy
Introduction
Apple International provides services to a vast pool of consumers. These consumers come from sectors such as education, government, enterprises, and SMB markets. Therefore, there is reason to have a coordinated distribution strategy to ensure that products reach consumers efficiently (Mallin & Finkle, 2011). The distribution strategy used by Apple Inc. combines both concepts of marketing logistics and marketing communications. Therefore, the following discussion will indulge in discussing the distribution strategy used by the Apple Inc. in the move to make profits and achieve customer satisfaction. In addition, the discussion will give recommendations on how the company can best utilize its distribution strategy/channels.
Discussion
Apple Inc. is an American Corporation that deals with designing and marketing consumer electronics, personal computers, and computer software. It has the range of products ranging from iPad, iPhone, and iPod. Through its centrifuged marketing strategies, Apple Inc. has been able to make sure that its customers are satisfied beyond maximum efficiently (Mallin & Finkle, 2011). This correlates to the fact that the distribution medium used by the company ensures that products reach the consumer conveniently. Ina addition, the distribution strategy has enabled the company to create a unique reputation in the overall consumer electronics industry.
The distribution strategy used by the Apple Inc. is meant to counteract intense completion from such players as Google, Microsoft, and other companies (Rimac, Borst & Walid, 2008). In emphasis, the distribution strategy used by Apple Inc. is entirely a selective distribution strategy. This strategy ensures that the company gets the right medium for its distribution. It makes sure that the channel shows a complete combination of effective marketing communication and marketing logistics (Homburg, Vollmayr & Hahn, 2014). In addition, the selective distribution ensures that it exclusively limit market reach. Furthermore, the selective distribution strategy ensures that Apple Inc. control over distribution by authorizing sellers to sell on their behalf. Apple Inc. uses four distribution channels to reach its consumers. These channels range from online stores, retail store, direct sales force, and third-party wholesalers (Sahoo, 2012). The company distributes its products and resells third-party products to most major markets. This ensures that there is a direct selling of products to the consumers.
In addition, the company uses indirect distribution channels to reach its consumers. These channels comprehensively comprise retailers, value-added resellers, and wholesalers who are mainly third-party cellular network stakeholders (Sahoo, 2012). Both direct and indirect distribution strategies are characterized by pros and cons. All the distribution channels are meant to make the company continue to gain competitive advantages in the market. The company has some retail stores. The large network of stores gives the company a major advantage in the distribution (Rimac, Borst & Walid, 2008). Apple Inc. understands the preferences it customers clearly. Thus, its distribution channels are crafted to meet all brand-touch points. The company is increasingly improving its distribution capabilities by opening its retail stores in important cities around the globe (Sahoo, 2012). The retail stores have potential customers have direct experience of the company’s brands. The environment in the stores enables the customer experience a stimulating environment characterized by no-pressure setting that gives them opportunities to discover more about the Apple fraternity. The retail staff is composed of trained and helpful people whose enthusiasm lures customers to come and shop again at the stores. Homburg, Vollmayr & Hahn (2014) argue that distribution is an important ingredient of the marketing mix. It usually takes the place of ‘place’ in the mix.
Online store selling is another form of the direct distribution channel. Through online, there is no presence of intermediaries. The consumers are made to observe the product feature through the Apple Website. In addition, the customer requests and purchase the products selected through online (Sahoo, 2012). These channels are important became it is convenient and cost friendly on the part of the company. This is because it can induce the customer to engage in impulsive buying by just observing features of the products through online efficiently (Mallin & Finkle, 2011). However, this channel has been criticized by Sahoo (2012)to bring shortcomings due to a lot of unnecessary information on the websites that make the customers unable to purchase products and prefer to visit the stores themselves.
The company also uses retailers in the distribution strategy. With the use of retailers’, Apple Inc. ensures that the retailers buy smaller quantities of products from them (Sahoo, 2012). Therefore, this form of indirect distribution channels ensures that the presence of the retailers does not have many costs as compared to when both retailers and wholesalers are present. Using such retailers as Waymart And Best Buy, Apple Inc. is bale to eliminate the presence of wholesalers in the channels (Rimac, Borst & Walid, 2008). This ensures that products reach the final consumer on time, and at the same time, realizing the projected profits by the company.
To improve marketing communication, Apple Inc. uses telecom companies such as Verizon and AT& T to ensure that communication within the distribution channel is enhanced. All the four distribution channels are interconnected with various communication models efficiently (Mallin & Finkle, 2011). This ensures that an emergent information is communicated easily to the retail stores, online stores, retailer, and the wholesalers. It is observed that the telecom companies are also authorized to sell iPhone units.
The company is said to use third-party wholesalers as a part of the distribution strategy. The third-party wholesalers, used by the Apple Inc., offer products to consumers through their businesses. The company usually makes quality products. However, the third-party wholesalers sell these products independently (Samaha, Palmatier, & Dant, 2011). The Apple Inc. is responsible for manufacturing products before they are distributed to their wholesalers. The problem with this channel is that the customer cannot get experienced Apple specialists to assist them with their new products. This, therefore, forces the customers to opt to go to the direct stores where they can get the experienced specialist to advise them on how to use new products. Rimac, Borst & Walid (2008) as companies giving fulfillment services, refers the third-party wholesalers. Apple Inc. uses fulfillment services from firms such as eBay and Amazon.com for Apple Inc to sell their products. The third-party wholesalers ensure that consumers are not supplied by Apple-related products directly, as this type of distribution strategy make products be shipped at least two times (Chu, Chintagunta & Vilcassim, 2007). However, use of a third-party wholesaler is still a convenient way for Apple Inc. to reach its consumer despite the channel associated with certain drawbacks.
Lastly, Apple Inc. uses direct sales forces as one of the distribution channels. The direct sales force gives the customer an experienced technical staff. Observably, for instance, it is easier for a customer to buy two or more computers from Apple. However, it becomes difficult for a company to purchase, for instance, two hundred computers. Therefore, the direct sales force gives the buyers confidence that they are purchasing from the right distributors (Samaha, Palmatier & Dant, 2011). They deliver the purchased products to the buyer’s premises, in addition to providing consultations to the buyers on how to deal with software and hardware. Notably, the use of direct sales force is a direct form of distribution strategy.
Recommendations
Weaknesses of the selective distribution strategy used by Apple Inc are that it has a policy of exclusivity. This has been approved by the discussion above that Apple Inc. selectively authorizes sellers of its products. Yu, Cadeaux & Song (2013) warn that such an exclusive distribution strategy limits Apple Inc.’s market reach. The second and final recommendations to improve the distribution strategy of Apple Inc. are to ensure the indirect stores have specialized consultants. This move will decrease the number of people avoiding to purchase from the third-party wholesalers to go to the direct stores. Chu, Chintagunta & Vilcassim (2007) argue that congesting customers in one place do not mean improved profits when its subsidiaries have less number of customers visiting the places. Therefore, ensuring that the subsidiaries have consultants and other assisting agents, more customers will buy from the indirect stores thus improving services and services to the corporation.
Conclusion
In summary, it has been observed that Apple Inc. majors in using the selective distribution strategy. This strategy involves the company selecting its authorized retailers. This enables the corporation to leverage its functions. However, this strategy prohibits further market reach. Therefore, Apple Inc. needs to use an inclusive distribution channel to increase its market reach.
References
Chu, J., Chintagunta, P. K., & Vilcassim, N. J. (2007). Assessing the Economic Value of Distribution Channels: An Application to the Personal Computer Industry. Journal Of Marketing Research (JMR), 44(1), 29-41. doi:10.1509/jmkr.44.1.29
Homburg, C., Vollmayr, J., & Hahn, A. (2014). Firm Value Creation Through Major Channel Expansions: Evidence from an Event Study in the United States, Germany, and China. Journal Of Marketing, 78(3), 38-61. doi:10.1509/jm.12.0179
Mallin, M. L., & Finkle, T. A. (2011). APPLE INC.: PRODUCT PORTFOLIO ANALYSIS. Journal Of The International Academy For Case Studies, 17(7), 63-74.
Rimac, I., Borst, S., & Walid, A. (2008). Peer-assisted content distribution networks: performance gains and server capacity savings. Bell Labs Technical Journal (John Wiley & Sons, Inc.), 13(3), 59-69. doi:10.1002/bltj.20323
Sahoo, D. (2012). Strategic Change of Campaign at Apple Inc. Vidwat: The Indian Journal Of Management, 5(2), 38-48.
Samaha, S. A., Palmatier, R. W., & Dant, R. P. (2011). Poisoning Relationships: Perceived Unfairness in Channels of Distribution. Journal Of Marketing, 75(3), 99-117. https://www.doi:10.1509/jmkg.75.3.99
Yu, K., Cadeaux, J., & Song, H. (2013). Distribution Channel Network and Relational Performance: The Intervening Mechanism of Adaptive Distribution Flexibility. Decision Sciences, 44(5), 915-950. doi:10.1111/deci.12040
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Please do the literature review as discussed.
Thank you very much,
Pantiva
SAMPLE ANSWER
Table of Contents
Section 1: Foundation of the Study……………………………………………………………..
1
Background of the Problem…………………………………………………………………
1
Problem Statement……………………………………………………………………………
2
Purpose Statement…………………………………………………………………………..
2
Nature of the Study………………………………………………………………………….
3
Research Question………………………………………………………………………….
4
Interview Questions…………………………………………………………………………
4
Conceptual Framework……………………………………………………………………..
4
Definition of Terms…………………………………………………………………………
5
Assumptions, Limitations, and Delimitations………………………………………………
6
Assumptions……………………………………………………………………………..
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Limitations………………………………………………………………………………..
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Delimitations………………………………………………………………………………..
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Significance of the Study……………………………………………………………………
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Contribution to business practice………………………………………………………..
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Implication of social change……………………………………………………………..
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A Review of the Professional and Academic Literature……………………………………
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Human Resource Management…………………………………………………………….
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Human Resource Strategies………………………………………………………………..
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Employee Productivity……………………………………………………………………
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Company Productivity……………………………………………………………………..
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Transition and Summary……………………………………………………………………
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References……………………………………………………………………………………..
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Background of the Problem
Profitability in many organizations is below envisaged levels due to a lack of knowledge about effective usage of human capital among their HR professionals (Lawler &Mohrman, 2013). In Thailand, organizations that fail to implement the necessary HR strategies by their recommended HR professionals often record the lowest profits or no profits and collapse within 2 to 4 years of their existence (Becker &Huselid, 2014). Zaugg and Thom (2013) asserted that employee productivity and the subsequent profitability of many organizations could be increased through the adoption of appropriate human resource management (HRM) strategies and adjust to the fast- changing labour market. The company productivity is directly linked to the employee’s productivity. If the employees are motivated and are given the freedom to express themselves in a way that corresponds to the operations of the company’s efforts will result to improved company performance.
Inefficiency as far as HR departments are concerned leads to insolvency or financial distress of companies. Organizations have efficiently played a role in improving the nature and the operations that are undertaken by the human resource (HR) professionals. The HR professionals’ role is to ensure that the employees are effective in increasing the company profitability and productivity (Wright et al., 2014). The creations of sustainable HR strategies are essential for improved employee productivity and continued profitability in organizations in Thailand (Pfeffer&Veiga, 2014). For instance, firms in Thailand have adopted HR strategies such as motivation and ranking of position. This strategy helps the employees to work excellently so that they can get the reward and at least get promoted to a certain position. In return, the employees’ productivity and the company’s profitability increase since the two are directly linked to one another.
Problem Statement
More than 50% of small and medium-size enterprises (SMEs) business leader in Thailand fails to utilize strategic human resource management (HRM) practices to manage employee productivity (Platonova et al., 2013). HRM practice accounts for over 80% of employee productivity in SMEs (Platonova, Hernandez & Moorehouse, 2013). The general business problem is that lack of HRM strategies to manage employee productivity could affect SMEs profitability (Chahal, Jyoti, & Rani, 2016). The specific business problem is that some SMEs business leaders in Bangkok, Thailand lack HRM strategies to increase employee productivity.
Purpose Statement
The purpose of this qualitative multiple case study is to explore human resource management (HRM) strategies that small and medium-sized (SMEs) business leaders use to increase employee productivity. The target population consists of SMEs in Bangkok, Thailand. I will interview five business leaders from SMEs who are successful in implementing HRM strategies to increase employee productivity in their perspective organization. The implication for social change stems from its design to help businesses to implement strategies to increase employee productivity. Employee productivity could increase business profitability, which could foster growth, resulting in employment opportunities for local communities.
Research Question
What HRM strategies that SMEs business leaders use to increase employee productivity?
Interview Questions
What HRM strategies you use to increase employee productivity?
What are the challenges you face while implementing HRM strategies?
How do you overcome such challenges?
How do you know that you are successful in implementing HRM strategies?
What else could you share that is pertinent to your HRM strategies that we have not covered for increasing employee productivity?
Nature of the Study
There are three types of research method: a) qualitative, b) quantitative, and c) mixed method (O’Brien et al., 2014). In a qualitative method, a researcher seeks to understand the event from the perspective of those who are experiencing the phenomenon (Vaismoradi et al., 2013). Quantitative researchers use statistical method that gives numerical results to provide additional data sets for analysis (Blau et al., 2013; Gherardi&Perrotta, 2014; Wolgemuth, 2014). In this study, I will be interviewing participants to understand the particular occurrence from their perspective. There will be no statistical analysis of numerical data. Therefore, I chose qualitative method over quantitative method. Mixed method, researchers use both qualitative and quantitative methods (Yin, 2014). The mixed methodology is not suitable for this study since the quantitative method is not viable.
There are many designs to choose from under qualitative method. In ethnographic design, a researcher collects ideas, histories, insight, and assumptions in cultural settings (Symons & Maggio, 2014). In narrative design, a researcher collects data in a storytelling format to find the research outcome (Benson, 2014). The purpose of this study is to explore HRM strategies to increase employee productivity. Both ethnographic and narrative design is not suitable for my research because I am not collecting data in a story telling from the participant’s point of view or in cultural settings. The phenomenological design is suitable for the study that plans to explore the lived experiences of the participants (Wagstaff& Williams, 2014). In this study, I do not plan to capture the lived experience of participants in a general setting, and for this reason, the phenomenological design is not appropriate.
I will use a multiple case study design for this study because it offers in-depth information about a particular matter that would not be likely to get from other designs. The case study is exploratory in nature that integrates multiple data collection techniques and helps to develop common factors inherent in the collected data (Gherardi&Perrotta, 2014; Yin, 2014). The multiple case studies will allow me to interview select SMEs business leaders from multiple companies to understand their perspective on the phenomenon under study.
Conceptual Framework
The Ulrich model is the conceptual framework for this study. Ulrich and Yeung (1989) developed the Ulrich Model in 1989. The Ulrich Model views the human resource process in terms of talent acquisition, compensation and benefits, training and development, leadership, organizational design, and HR development (Brockbank et al., 2013). The model connects HR strategy, goals, objectives, and processes into an operating model (Brockbank et al., 2013). The central objective of this model is to explain the relationship between the competency of HR professionals and the performance of the organization (Huselid et al., 2014). This framework is applicable to the study, as it will help me to understand how SMEs business leaders integrate HR strategies, HR goals and objectives, and HR process in their overall business strategy to increase employee productivity and business profitability.
Definition of Terms
The following defined terms are specific to the study topic. These definitions help the reader to understand the study as a whole.
Cognitive Orientation: Cognitive orientation describes the different ways an individual may go about the thinking process (Wolgemuth, 2014).
Competency Model: This is a set of expectations within organizations that are used to serve as benchmarks for exemplary performance and increased productivity (Wolgemuth, 2014).
Competency: Competency describes the ability someone’s to do something effectively or successfully (Huselid, Jackson & Schuler, 2014).
Effectiveness: It’s the potential of an organization to make use of its asset to generate cash inflow that exceeds its cash outflow (Yeung, Woolcock& Sullivan, 2013).
Human Capital: Human capital is the skills, knowledge, and experience possessed by an individual and includes education, experience, knowledge, and skills (Wright, Dunford& Snell 2014).
Management: It is the capability of a firm’s management to formulate and attain challenging objectives, take change and decisive practices, outdo the competitors and motivate other to execute efficiently (Weatherly, 2013).
Managerial Competencies: These are the motives, skills, as well as attitudes necessary for a job, including characteristics such as problem-solving, communication skills, the ability to work as a team, and customer focus (Weatherly, 2013).
Practices: Practices describes the ability to perform or carryout a particular method, custom, or activity regularly or habitually (Wright, McMahan & McWilliams, 2014).
Strategy: Strategy describes a policy or a plan of action designed to attain a major or overall aim of an organization (Yeung, Woolcock& Sullivan, 2013).
Sustainability: Sustainability is logical development based on the balance of economic, social, and environmental outcomes to provide benefits to multiple stakeholders (Huselid, Jackson & Schuler, 2014).
Assumptions, Limitations, and Delimitations
Assumptions
An assumption is acknowledged as accurate or confident to happen without having any proof, (Baranyi, Csapo, & Sallai, 2015). Making sure that the study is complete, there are several underlying assumptions. The first assumption is that during the interview process the researcher should obtain continuous feedback from the research participants. Secondly, during this study, women HR professionals are termed as considerate since they are looking for ways to increase the profitability of their organizations. The third assumption is that the research participants would provide perspectives or ideas that would assist other HR professionals a not only focus on their industry and business alone but also think global and act the same time act local. This assumption made on the premise that the research participants will articulate how to use HR management strategies to increase organizations profitability.
Limitations
A limitation is the limiting circumstances or rule and restrictions, (Souba, & Souba, 2016). There is a limit of the study by the selected location of study, and there is a possibility of research participants unwilling to share or holding back information. For the mitigation of this limitation particularly the lack of willingness to open up and memory, the interview questions focused on specific issues followed by probing questions to seek for clarifications to ensure that short answers but on point according to the research questions obtained. The five research participants are the other limitation of the study only focused on two medium sized businesses in Bangkok, Thailand.
Delimitations
Delimitation is the choices which the researcher makes for the research which is under the management of the researcher, (ZHANG, & ZHANG, 2013). The researcher must rationalize these delimitations in a research proposal. To mitigate the limitations of the study several delimitations established concerns the research participants, data, as well as the geographical area of the survey. For instance, the study included participants from two HR organizations that seemed to help organizations to manage their employee’s productivity. The data collection included interviews with the SMES businesses, and the reviews documented. The geographical area provided a reasonable representation of areas in Bangkok, Thailand.
Significance of the Study
Contribution to business practice
The creation of sustainable human resource management strategies is necessary for the continued profitability of SMEs in Bangkok (Pfeffer&Veiga, 2014). The business profitability is dependent on employee productivity (Ahmad et al., 2015; Becker &Huselid, 2014). The human resource management strategies highlight HR activities within the organizations, both large and small to remain sustainable (Becker &Huselid, 2014; Yeung et al., 2013). Organizations that integrate HRM strategies are efficient in utilizing its human capital and ultimately displaying high profits and growth (Huselid et al., 2014; Martina et al., 2013; Platonova et al., 2013). In essence, the findings of this study could contribute to effective business practice in three ways. First, the study results will provide HR operational, procedural, and process strategies that successful SMEs use to increase employees productivities. Second, the study may help businesses to identify HRM software and other business intelligence tools that successful SMEs business leaders use to remain profitable. Lastly, the study findings may act as a precursor for future research in strategy formulation to increase business productivity.
Implication of social change
The study results will lead to HRM strategies that are effective in the workplace to increase employee productivity which could lead to business profitability. Effective HRM strategies would make employees satisfied with their job and hence, lower employee turnover for the company resulting in a reduced unemployment rate in the society (Gherardi&Perrotta, 2014; Wolgemuth, 2014). (Wright et al., 2014). Moreover, employee productivity could increase business profitability. Profitability fosters business growth, which could result in employment opportunities for local communities.
A Review of the Professional and Academic Literature
The purpose of the qualitative is to explore human resource management (HRM) strategies that small and medium-sized (SMEs) business leaders use to increase employee productivity. To come up with comprehensive findings and results of the dissertations, various resources were used. They were arranged in the Zotero software. Seventy articles were researched as far as literature review is concerned, ninety seven percent of the articles were peer reviewed and ninety three percent are in accordance with limited time period required by the Walden University Chief Academic Officer (CAO) agreement. I limited myself to case studies and peer review to acquire the necessary information that I needed to answer to the research questions formulated and more so get to review the into detail about the human resource management strategies that SMEs business leaders use to increase productivity.
The central research question of the study was as follows: What HRM strategies that SMEs business leaders use to increase employee productivity? In this section, the topic to discuss covers how organizations in Bangkok, Thailand uses or link the human resource management with employee’s productivity that yields to company’s productivity. The subsections include (a) human resource management, (b) human resource strategies, (c) employee productivity, and (d) company productivity.
Human resource management
The primary role of human resource management is to hire and fire employees. However, this changes as per the organizational environment and the nature of the firms operations. In an organization, the human resources play with the company’s operations and they tend to waste time even if they are working. To ensure productivity, the human resource management department imposes human resource strategies such as motivation of workers to ensure productivity. Doing so, they must come up with various HR mechanisms and strategies that are flexible and easily adoptable by the employees, ((Yeung, Woolcock& Sullivan, 2013).It makes it easier for the human resource to comply with the strategies and yield efficient productivity n terms of company’s productivity. In return to this, the organization will increase on its core competencies, gain a competitive position in the market that is resulted by a bigger market share in the market arena as compared to the competitors. This makes the company profitable with a strong financial position.
Human resource strategies
The imposed plans of the human resource management tend to motivate the staffs to work a little bit harder to ensure efficiency and efficiency of the company’s operations. The strategies imposed should be flexible and adoptable to change depending with the nature of the business environment both internal and external. Also, the strategies must comply with the demand and supply of what is been produced by the employees and what is needed by the company from the human resources. If the strategies imposed by the HR management department are not in accordance with the taste and preference of the employees, it is difficult to force them to comply. On the other hand, if they are in accordance with their demand, they will comply and changes will be identified in their productivity together with the company productivity, (Huselid, Jackson & Schuler, 2014). Some of the strategies that are imposed are motivations. Through motivations, the employees may compete fairly for the betterment of attaining the award set for the winner or the group of employees. The results of this are to increase the employee’s productivity.
Employee productivity
If the strategies imposed by the HR management department are not in accordance with the taste and preference of the employees, it is difficult to force them to comply. On the other hand, if they are in accordance with their demand, they will comply and changes will be identified in their productivity together with the company productivity, (Huselid, Jackson & Schuler, 2014). It is with no doubt that employee’s productivity is directly related to the human resource strategies. When a company fails to impose good human resource strategies, it means that the probability that the employee’s productivity will be high is less than 0.5 and vice versa. When employees are well catered for, it guaranteed that they would reciprocate by working in an effective and efficient manner for the development of the firm’s operations. When the employees work excellently, the company profitability will increase since the organization market share and the competitive position will gradually develop (Jakob et al., 2013).
Company productivity
When the HR mechanisms and strategies are flexible and easily adoptable by the employees, ((Yeung, Woolcock& Sullivan, 2013) It makes it easier for the human resource to comply with the strategies and yield efficient productivity n terms of company’s productivity. In return to this, the organization will increase on its core competencies, gain a competitive position in the market that is resulted by a bigger market share in the market arena as compared to the competitors. This makes the company profitable with a strong financial position.
Company productivity is a result of increased or improved employee’s productivity. When the staffs work increases, they develop the organization’s competences at a minimum hurdle rate. With this, it means that the company operation cost is less hence huge profits. Furthermore, improved employee’s productivity creates opportunities for the firm to operate globally and this increases the firm’s competitive position and financial position.
Transition and Summary
The central research of this study is What HRM strategies that SMEs business leaders use to increase employee productivity? The section covered some key elements in the study and those are the Problem Statement, Purpose Statement, Nature of the Study, Research Question, Conceptual Framework, Significance of the Study, and Literature Review sections.
Human capital shows a significant proportion of expenses in organizations that subsequently reduce their profits (Platonova et al., 2013). Research shows a lack of profitability strategies that are unique to the utilization of human capital (Platonova et al., 2013). Organizations perform better when their human capital is aligned to their needs (Becker &Huselid, 2014). The review of the literature on the practices of HR professionals and organizations’ profitability has shown that in order for effective management of the human resources there is need for organizations to ensure implementation. It entails the implementation of innovative human resources management practices that are angered in the efficiency, competencies, and willingness of the HR professionals (Ahmad, Kausar & Azhar, 2015).
The organizations which are in forefront at implementing such practices with commitment and dedication, attains competitive advantage over their competitors. it is because such practices influence other variables such as financial performance, job satisfaction, employee turnover, employee commitment, among others positively. Therefore, lead to overall organizations’ performance, productivity subsequently resulting in increased profitability (Platonova, Hernandez & Moorehouse, 2013). The findings from the study could provide HR professionals with a better understanding of the strategies that are effective to increase the employee productivity.
The knowledge could facilitate HR professionals to enhance the profitability potential in their organizations. The literature review provided an understanding of the processes, social constructs, and motivations that are unique to human resource management. In Section 2, there is a description of a qualitative method research approach, including the populations and sampling, data collection, data analysis, and reliability and validity. The information in Section 3 presents the doctoral study findings, including applications to professional practice, implications for social change, and recommendations for future research.
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