Sky High Airlines Report Assignment

Sky High Airlines Report

Information Management Assignment: Sky High Airlines Report

Order Instructions:

The Assignment is a term paper for Logistics, Procurement and Supply chain management for Sanford university.

I need to submit it on 9 Nov 2014 and I am not a native english speaker so i need a paper that does not look plagiarized.

The total word is 1750. However, i will manage 100 words. Please use UK English Harvard business style APA 6

SAMPLE ANSWER

Information Management Assignment: Sky High Airlines Report

Introduction

Technology has become one of the strategies for attaining competitive edge in many companies. It is however important that companies carry out in-depth evaluation and analysis of technologies before adopting to overcome challenges inherent. This report provides an analysis and recommendations concerning introduction of an integrated booking system based on that of Fresh Air (South African airline) into Sky-High Airlines. The report outlines ways in which the new IT strategy will benefit Sky High Airlines. It as well identifies key challenges of Sky High Airlines transitioning to this integrated system. A detailed recommendation for effective implementation of the strategy is as well discussed.

Overview of Sky-High Airlines

The airline market share has reduced due to increased conglomerates of airlines focusing on low costs strategy. This competition has threatened Sky-High Airlines that provides luxury travel at a premium price to rethink its corporate strategy. Various options have emerged to counter the competition. Acquisition of Fresh Air by Sky-High Airlines to expand the market to South Africa is motivated by its leading booking system based upon open source technologies. The chief information officer of the company as well as CEO believes this technology is a source of competitive advantage. Some quarters such as CEO believe that the Sky-High Airlines should not adopt IT since its unnecessary expense that will cost too much money hence it should focus on traditional efficiency techniques and redundancies.

Ways new IT strategy can benefit Sky High Airlines

Significant number of research studies has linked firms’ investments in IT with overall competitive advantage as they pursue superior performance. Adoption of technologies in the operations of the companies remains an area of opportunity that Sky High Airlines need to take advantage of.

Integrating the booking system will benefit Sky High Airlines in many ways. The company will incur fewer costs in implementing the technology, as it will build on the already established open source system of Fresh Air. The fact that Fresh Air has a system in place; it will not cost a lot for the company. Furthermore, the time it will take to implement the technology will be reduced allowing the company to accrue the benefit relating to the technology (Orlikowski, 1992).

The firms’ competitive ability to create and capture value through positioning in the industry is improved. SHA stands a chance of competing favorably in the market courtesy of the technology. SHA will improve efficiency in its bookings, as customers will not have to experience delays in their bookings. The increased customer base is going to boost the profitability of the company making it compete effectively in the current market (Feller, Finnegan, Fitzgerald, & Hayes, 2008).

This integration will allow SHA to complement its previous accumulated resources, as the company will unlock its value from the existing underlying investments. This will allow the airline an opportunity to remain competitive in the market as it will accrue profits from the reduced resource utilization (Drnevich & Croson, 2013).

According to the flexibility-based theories, the firm has the ability to quickly respond to changes in an effective manner which ensures that there is improvement in the efficiency (prices minus cost). By SHA adapting to this technology it will improve in its efficiency hence the firm will minimize its costs of engaging in business. Customers will be able to use this technological platform to book their tickets easily. Flexibility will as well increase effectiveness by enabling them to seize every opportunity that will help it accrue extra ordinary profits. Through this booking system, customers will be able to make enquiry easily and well as follow up, on their progress without necessarily having to appear at the airplane physical premises

Key challenges of Sky High Airlines transitioning to an integrated system

Even though the company will accrue some benefits as a result of transitioning to an integrated system, there are a number of challenges the airline will encounter.

One of the challenges is resistant to change. Various stakeholders hold varied opinions about adapting to this new technology. For instance, the CEO is not supporting this technology because of fear of increased cost. Such resistant will impact on the transitioning making the process long.

Another key challenge is selecting the most appropriate system that will better meet the expectations of the company. There are various software packages available in the market that the company can adopt (Feller, Finnegan, Fitzgerald, & Hayes, 2008). The two options to choose from is packaged and open sources software. Packaged software offers rich propositions in terms of broad and diffuse implications and in generation of energy. Such software are selected through a linear model of activities that includes identifying the user needs, evaluation of software on the basis of needs and then selecting the most suitable package. Open source software on the other hand are produced/created by a consortium of experts and are not sold these two options have their advantages as well as drawbacks and therefore, it would require the company to agree on the best modality something that may take quite some time delaying the process of transitioning (Samoladas, et al., 2012). The users at their own wish use free/open source software; they can copy and redistribute the software and can as well modify it to suit their own use.

Recommendations on effective implementation of the strategy

Implementing the strategy in the correct way will ensure that it succeeds. This however will require SHA to take adapt to appropriate strategy.

The company will have to create a conducive environment whereby all the stakeholders agree and support the integration process. A section of the stakeholders has indicated some resistance and this is likely to be an impediment. To avoid such, they should be made to understand the benefit of integrating to the new system through practical demonstrations on how the system works (Drnevich & Croson, 2013). They should as well be convinced through examples of the companies that have embraced the technology and how it is working for them. This will help to increase the level of resistance.

It is also recommended that the company carry out a SWOT analysis about packaged and free open source software to adapt to before making an appropriate decision. Even though open sources software is preferred, its strength, weaknesses, and threats and opportunities must be highlighted and assessed. This will ensure that the best decision is reached making the process of implementation easy and successful.

To implement the project well, it requires that the company come up with a defined process of strategic systems integration planning (SSIP) that will provide basis on the successful integration of the new technology. This is a cost-effective approach that allows better decisions making and improve the productivity of the system. Once SSIP process is in place, it is then easier for the company to implement and integrate new IT the deliverables as they are easily defined, resources and assigned (ArcView Associates, LLC, 2009).

The first step is managing the SSIP and organizational change. This is the initial step but continues in the other phases and if well deployed it continues throughout the life of an enterprise. At the start, the scope, work plans, tracking and reporting of the program are established to manage the introduction of the SSIP to gain executive-level support and commitment. It is also important to define the project team for the initial SSIP phase. The team will be required to carry out various functions such as to manage the project, manage the process change and organizational change and ensure commitment through organization communication and executive communications. In SHA, the combined team of IT from all the branches of the airline, business representatives and customers must have insight in the business process (ArcView Associates, LLC, 2009).

The second phase is assessment of the current IT and business environments. The teams will review the current IT environment and business environment. They must engage leaders to understand the business direction, competitive situation, industry trends, and customer segments. To have a clear understanding of what the future has in store for the technology.

Internal IT environment require assessment including the data center telecommunications infrastructure, physical system architecture and infrastructure, deployed systems, applications users, application interfaces, and development process, access security, QA and test processes, databases and IT organization and management function among many others (ArcView Associates, LLC, 2009).

The industry trends should as well be assessed with attention focus to those that could affect current environment. The company is also required to consider and assess the IT solutions for their competitors. This will ensure that it avoids technology that is not going to be productive to their company.

The third phase is identification of opportunities and issue. Appropriate methodology should be adopted to develop process models may include high-level views and detailed data flow diagrams among many others (Basahel & Irani, 2009). Functional areas, process, functions, and inert process relationships should be defined. The model will be used in identifying the areas with gaps and to assess the maturity level of the new technology.

The fourth phase is development of an IT strategic plan that will provide an IT strategic direction (ArcView Associates, LLC, 2009). The plan with include application architecture, information architecture. IT team organizational structure and resources as well as technology strategy. The strategic vision is defined then reviewed and strategic options assessed putting into consideration the IT objectives, resource requirements limitations and business priorities of SHA .

The last phase is development of an IT tactical plan that will help in supporting the implementation of this technology (ArcView Associates, LLC, 2009). Various issues that could be an obstacle from IT, perspective or business are deliberated and amicable solution provided. Capacity of the SHA to accommodate this changes in process and business in IT facility while it serves its customers and operated effectively are considers and deliberated on. Other issues that SHA would assess include, impact of external entities, whether deliverables and priorities will be redefined, financial trade off, improved business processes and competitive level among others.

The development plan should illustrate the overall costs, benefits risks and impacts. It should as well show the alternatives of deployment considered and provide schedule for the required developments projects and migrations. By adhering to these recommendations, integration process will be smooth and SHA will be able to achieve its plans.

Marketing opportunities

The airline has an opportunity to expand and accrue higher prices through marketing initiatives. To ensure that the company remains competitive in the market, it should adopt the following strategies. One is use the internet to market its services, second is to improve its services to attract more customers and lastly is for the company to increase its adverts on traditional media such as television, radio and print media. Internet has become widespread and many potential customers will be able to access to the company services through platforms such as social media, blogs and twitter among others. Improvement of services provided is yet another important market strategy that will help the company attract more customers who require value for their money. Using traditional media such as TV and radio will as well increase information supply in the public domain triggering increase in number of customers. These marketing ideas rhyme with the goals and future objectives of the organization of remaining competitive in the market. The company, through these marketing strategies will capture huge market base making it achieve economies of scale that will enable it gain a competitive edge. Increased number of customers’ presents an opportunity to the company to increase its branches and improve its services. It will be able to provide better services to the customers and carry out a growth strategy by expanding in other areas.

Assignment Brief Part B

Before handling this assignment, my knowledge on open source software was limited. I could not imagine that various software were available free of charge on the internet. As a business oriented individual, it is important to seek for more information pertaining to the requirements to start a business. This information is accessible through various platforms on the internet. Some of these sources are credible and provide in depth information on the best strategies, technologies, or networks to adopt in doing a business.

In any business, it is required that people innovate and use their skills and knowledge well to impact positively on their business. Regardless of the fact that open source software is available, it is not always that this software will work in an entity. It is therefore important to evaluate the organization needs and capability before adopting such software.

Through this assignment, I must attest to the fact that my level of knowledge about open source software has increased. I can now operate and even manage a company IT system smoothly to help it in attainment of their goals and objectives.

I have identified various issues that pertain to this assignment. One is that, it is possible to get grants and assistance to help already existing businesses to innovate and grow to achieve their success. This is an opportunity that many people lacks and if they can get such assistance, it is likely to improve the kind of software they adopt. It is also important for business to seek for advices and support to enable them engage in their businesses well. This support and advice widens the scope of thinking of the people in the business and as well may impact on technology.

References

ArcView Associates, LLC. (2009). Strategic systems integration planning.

Basahel, A., & Irani, Z. (2009). Evaluation of strategic information systems planning (SISP) techniques: Driver perspective, European and Mediterranean conference on information systems, Crowne Plaza Hotel.

Drnevich, P., & Croson, D. (2013). Information technology and business-level strategy: toward an integrated theoretical perspective. MIS Quarterly, 37(2): 483-509.

Feller, J., Finnegan, p., Fitzgerald, B., Hayes, J. (2008). From peer production to productization: A study of socially enabled business exchanges in open source service networks, Information systems research, 19(4): 475-493.

Orlikowski, W. (1992). The duality of technology: Rethinking the concept of technology in organizations, Organization Science, 3(3): 398-427.

Samoladas, I et al., (2012). Exploring the quality of free/open source software: A case study on an ERP/CRM system. Department of Informatics, Aristotle University

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Globalization and Russia Research Paper

Globalization and Russia

Order Instructions:

By Day 4, post a brief summary on the effects of globalization on health in Russia. Discuss one change in quality of life in post-transition Russia. Also, explain one change in mortality in post-transition Russia. Provide examples for both. Expand on your insights utilizing the Learning Resources.

Use APA formatting for your Discussion and to cite your resources.

SAMPLE ANSWER

Globalization and Russia

Globalization has dramatically affected health in Russia. Much of the concern is on the international flow of capital on emerging infectious diseases to the opportunities provided by the new, unexpected influx of spending on defense against bioterrorism. There is a variety of emergent opportunities for enhancing infectious disease control such as global surveillance capabilities and the dynamic nature of the new Russian public health training programs (Cockerham, & Cockerham, 2010). According to Cockerham, & Cockerham (2010), globalization is showing itself in Russia by the increased morbidity of which food and commodities are diffused to all parts of Russia to control infectious diseases like HIV/AIDS. In fact, the rapid spread of human immune-deficiency virus (HIV) in Russia is an example of the profound globalizing forces on the emergence, distribution and the spread of infectious diseases.

There has been a phenomenal change in quality of life in Russia during the post-transition period. This change in quality is improvement in life expectancy especially in Romania. This happened by Romania starting to follow the path of improving adult mortality as seen in the 1990 (Cockerham, & Cockerham, 2010). This improvement in adult mortality was consequently followed by improvement in child mortality mostly to countries in the Eastern parts of Russia. In addition, there was a change in mortality in post-transition Russia. It is observed that there was decline in overall life expectancy in Romania during the post-transition period mainly because of the increased mortality in men, as female life expectancy at birth remained stable at about 70 years old (Cockerham, & Cockerham, 2010). This was mainly attributed to increase in disorders of the digestive systems and circulatory systems such as severe acute respiratory syndrome (SARS). In Romania, there was a decrease in mortality from other causes, but HIV/AIDS played a key role in increasing mortality of women, children, and mean.

Reference

Cockerham, G. B., & Cockerham, W. C. (2010). Health and globalization. Cambridge: Polity Press.

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Solar Project Report Assignment

Solar Project Report

Solar Project Report Assignment

Order Instructions:

PROJECT REPORT ASSIGNMENT IN REPORT FORM 2500 WORDS TEN PERCENT PLUS OR MINUS
AS H2 RAY CONSUITANT LTD
CLIENT AS CHEVERON OIL COMPANY

DEFINITION OF A PROJECT

WHAT IS SOLAR ENERGY
WHY CHOSEN SOLAR ENERGY

Solar Panels Enhancement

• Develop a justification for the area of improvement (such as improvement in
service, new ways of working, even new products.
• Prepare the following analysis : Stakeholders Analysis, Risk Analysis, Constraints
(Internal and External).

Undertake a feasibility study for the Project.
• Develop a work breakdown structures
• Develop costing for the project based on identifying (research required – prices
should be based on realistic indicative figures) the main components that you will
need to procure in order to carry out the project:
? Machinery
? Material, product, software, etc
? Manpower: (installers, experts, etc)
Budget = £500,000 to £1 million.

Deliver a detailed project plan showing the benefits to the organisation including:
• Time-scale and risk.
• Critical Path Analysis, Gantt chart, Communication Plan
? Word count: 2500 words (- or + 10%)
? Structure: report style
? The report is expected to reflect a sufficient level of research Word count: 500

• Critically analyse the component parts of a major
oil project
• Evaluate the time and cost constrained project
plan and complete a Critical Path Analysis on the
project
• Analyse the planning process and management of
a major oil project
• Discuss project management constraints of
quality, time and cost
Development of knowledge and understanding:
development of detailed knowledge of project
management and how these may be required in everyday management in oil & gas companies
Cognitive/intellectual skills: ability to analyse data and to evaluate significant evidence and interpretive actions required as a consequence

Key/Transferable skills: demonstrate skills in
information management and in defining complex
problems by use of work breakdown structures
Practical skills: ability to operate in complex situations and to present and use a wide range of techniques

SAMPLE ANSWER

Solar Project Assignment:

Introduction:

Solar steam injection system

The idea is for Naiga-Solar to construct the above solar energy for chevron. The project uses over 7,600 mirrors to focus the sun’s energy into a solar boiler. It is a unique project aimed at demonstrating the viability of using solar energy to produce oil. The steam produced is injected into oil reservoirs to increase oil production. The project is the only one of its kind in the world.

It is the desire of Chevron to enhance oil production from the coalinga field by injecting steam to heat the crude oil, thereby reducing its viscosity and making it easier to produce. The solar-to-steam project will supplement the gas-fired steam generators and help determine the commercial viability of using heat from the sun instead of natural gas to generate steam.

Plan:

Naiga-Solar is incorporated with the sole purpose of constructing a solar steam injection system in Nigeria. This is a Chevron funded project that is to be implemented in Nigeria. The choice of the country is almost paradoxical given the amount of oil found in Nigeria. Despite the oil wealth, a majority of Nigerians do not have access to regular and reliable energy source.

The choice of Solar Panel Enhancement to achieve energy sufficiency is ideal especially given the amount of sun that is experienced in the country. Nigeria being in the Equatorial region does not have four seasons (winter, spring, summer and autumn) and has on average of 12 hours of sunshine daily. This makes an energy project viable since the basic raw material is abundant and cheap.

Objectives

With the incorporation of Naiga-Solar, the company will be fulfilling some very important objectives. It will in its operations, aggressively pursue a project that is both sustainable in sourcing for raw materials and operations, contribute both in offering practical solutions to the problem of insufficient power and when this is achieved, that the power is affordable and reliable. To achieve this objective, Naiga-Solar and Chevron believe that the Sun will offer affordable solutions to the challenge of universal affordable and reliable energy.

Justification

Nigeria must start looking at other sources of energy apart from fossil fuels (Oil). For the amount of Oil that has been extracted from Nigeria, the economy should be more robust and the population would be much wealthier. This notwithstanding, Nigeria with its unreliable energy supply system is experiencing rapid population growth. This will only make an already bad situation worse. When the above factors are considered in light of the environmental degradation that has happened in the Niger delta, the need for an alternative source of energy cannot be wished away.

The choice of solar as a viable alternative is premised on its abundance- especially in Nigeria a tropical country. Solar energy is simply the energy generated directly by the sun through a thermonuclear process, which changes nearly 650,000,000 tons of hydrogen to helium per second and then collected on the Earth (Graf, Monnerie, Roeb&Schmitz 2008, p. 57).

The choice of a solar as opposed to Oil as a source of energy is based on the need to be concerned about the environment. The solar energy is both sustainable and ubiquitous. It is also the safest and least environmentally exploitative and degrading source of energy. It can also significantly contribute in the lessening of energy-related GHG discharges which help in reducing climate change.

Feasibility study for Solar Panel Energy

A Solar power project has to be located in a place where there is a lot of sun. This is because the sun the main raw material in generating solar energy. By identifying the ideal location, construction should not take a long time. Identifying the ideal location will require significant resource investment. The work schedule is meant to run for a period of eleven weeks with an aim of raising 20 MW of solar power.

It is important to consider all stakeholders if the project is to be successful. Those to be considered will include individuals, the community, government, private sectors, foreign bodies, customers and international influence. These stakeholders play an influence on the project as they will determine the rate with which the project is to be completed.

Project Phase Lifecycle

From beginning to the end, Niaga-Solar will undertake the solar panel enhancement project in four phases. The project has been divided into the phases to facilitate easier monitoring and evaluation of specific benchmarks that will be agreed and set-out at the project onset. The project phases will be initiation, planning and development, implementation and commissioning and hand-over.

Initiation: it is at this stage that the projects scope, purpose, objective and deliverables will be defined and established. With this will be the setting up of the actual project office (Steinfeld& Palumbo 2008, p. 11). It will now be the responsibility of the project office to follow up on approval requirement allowing the project to move to the next phase.

Design planning and development: With the approval of the project, the project team will move on to defining the project activities. This definition is important as it eases the task of mapping out the project operations sequence, makes the task of estimating required resources and time for the completion of the project (Azar &Sandén, 2011, pp. 136).

Execution/Implementation and Control: The main task of this stage will be to actualize the plan already established the previous phase (Azar &Sandén, 2011, pp. 136). The project team will have to use the procedures, templates and schedules already developed to deliver the project efficiently and effectively.

Commissioning and Handover: Once the project is complete, the team that will be taking over from the project team will come in to be part of this phase. In this phase, the project will commissioned and as the equipment and installation are being monitored train the new team on the operations of the project. They will together perform functional and installation tests on the plant (Azar &Sandén, 2011, pp. 136). After all the processes have been audited, the project will be ready for handing over to the project owners at a date convenient to them.

PROJECT PLAN FLOWCHART

WEEK / ACTIVITY	1	2	3	4	5	6	7	8	9	10	11
Feasibility study: Designing, Planning and Development phase.
Literature Review: primary and secondary sources
Literature Review: primary and secondary sources
Execution phase: Site preparation, clearing of the field and Site construction.
Constituent installation: materials, software and product installation. Acquiring manpower.
Methodology
Commissioning and Handover phase.

Stakeholder Analysis:

This is a project that will bring together a diverse group of people all with a stake in the successful completion and implementation of the project. These stakeholders will each have a unique contribution to the project that will cover their interest in the project. Similarly, each will exert influence and exercise power equal to their contribution to the successful implementation and commissioning of the project.

In undertaking the stakeholder analysis, the project implementation team will be able to develop a useful and viable engagement plan that will guide the project interaction with the stakeholders. Each stakeholder will be plotted against a two variable graph taking into consideration their resources and plotting their significance against their influence (Arce, Medrano, Gil&Cabeza2011, p. 2766). The stakeholders in the first quadrant – high influence and impact on the project, will be local politician and senior project officials.

The local community – beneficiaries of the project, will be in the high significance and low influence quadrant. It will be their responsibility to protect their interests by engaging in special initiatives – (public-private partnership). In the third quadrant, among the stakeholders with high influence and low interests are the financial administrators.

The project success is influenced by their contribution during implementation. They ensure all the other stakeholders do not lose sight of the project goals (Arce, Medrano, Gil&Cabeza2011, p. 2764). Finally the stakeholders with low influence and interest in the project are the consumers of the generated power. This group of stakeholders will require very minimal if any monitoring at all.

Constraints Evaluation:

External Constraints and possible solutions;

Quality: Naiga-Solar will have to deal with the variable demand. This is a especially significant in renewable power generation. Currently, Naiga-Solar projects a 13% forecasting backup margin which it believes will be adequate to ensure tolerable system capability. This will be used as cover for peak freight requirement and to anticipate and dissipate unanticipated system eventualities.

From its planning, Naiga-Solar has exhibited awareness of the augmented demand danger linked with renewable assets. To address this, Naiga-Solar is considering the potential of energy stowing skills, client demand reaction programs and the want for extra quick-start burning turbines as potential qualification strategies (Azar, &Sandén 2011, p. 137). This diversification strategy should assist Naiga-Solar reduce the magnitude of productivity disparities and to alleviate concurrent solar reductions from cloud cover.

Cost: For a project that covers the use of renewable energy, the two principal costs linked with the conduction and delivery of solar energy are the capital and functional costs of the organization such as lines and substations and energy lost during delivery makes this project inefficient as costs are incurred(Hermann 2006, p. 1685). Conduction and distribution costs may also differ greatly depending on geographical factors specific to certain regions this affects the demand pattern. The most effective way to reduce these costs by increasing the use of internal constrains.

Time: In project management, time is a friend only to those who manage it well. This is because it plays a very significant role in determining the success or failure of a project. Timely completion of a project is considered a measure of success while overshooting the set timeframe is a sign of failure (Bosi& Pelosi 2007, p. 47). To manage time best, a Gantt chart present very useful possibilities given its diversity as a tool.

Funding: When a project is adequately funded right from the beginning, this enhances its chances of success. Adequate funding allows the operation of the project to be executed effectively and efficiently (Bosi& Pelosi, 2007, pp. 55). On the other hand, inadequate funding may slow down the project’s operations or lead to shortage of supplies, thereby leading to the project’s failure. This problem will be addressed by preparing a budget and ensuring that all expenditures are in line with the budget.

Raw Materials: When setting up a project it is advisable to do so near the source of the raw materials. This point illustrates the importance of raw materials in determining the success or failure of a project. Inadequate supply of or total lack of raw material may cause termination of a project (Bosi& Pelosi 2007, p. 4511).

In relation to this, reliable suppliers will be signed with the role of supplying equipment and other materials that are needed for the successful implementation of the project. A signed contract/agreement will be made with these suppliers to help avoid issues such as default in supplying raw materials.

Internal Constraints and possible solutions;

Labor: Every project needs labor to actualize it. It is people who actually take charge of the different aspects of a projects operation and activities. Inadequate personnel could jeopardize the project and lead to its failure. Naiga-Solar will hire enough personnel to manage all the various activities and aspects of the project.

Activity Performance: There exists a real and alive risk that a team member could perform or execute an activity contrary to the proscribed project way. Such an action on the part of team members may impact negatively on the accomplishment of the project’s objectives (Bosi& Pelosi, 2007, pp. 56). This problem will be addressed by informing project team members on the significance of adhering to the project’s guidelines/procedures.

Conflicts among project team members: Within a group, conflicts are good. However how they are managed makes the difference between the success or failure of a group undertaking. The same is true with this project. With conflict between members of the team is not managed well, the team and by extension the project will disintegrate (Bosi& Pelosi, 2007, pp. 53). As such, the project may fail to realize its goals. This problem will be addressed by educating project team members on the significance of teamwork.

Communication: If the project lacks an effective communication strategy, it will suffer from poor information flow among team members. This could lead to further problems brought about by misinterpretation. It is important that the open communication is encouraged between the team members (Bosi& Pelosi, 2007, pp. 54). Besides, directive will issued from the project manager to the rest of the project implementation team.

Policy Constraints: Whenever there is a deviation from the project policy no matter how miniscule, the chances of a problem arising are greatly amplified. To deter this, Naiga-Solar needs to consider employing punishment to ensure compliance to the projects governance policies.

Work Breakdown Structure (WBS): Method of Subdivision

Work Breakdown Structure: Activity List

The activity list will refer to units of work that are separate from other tasks. The activity list will have scheduled start and end dates, short lifespan and an assigned budget (Bosi& Pelosi 2007, p. 64).

Project Scope Management:

Naiga-Solar will adopt a manage changes within it operations by developing and implementing a change management plan. This strategic decision is premised on the knowledge that the only thing that is constant is change. The current strategy of investing in the solar powered steam injection system is actually anchored on the backbone of managing scope in the long-term.

Project Scope Verification:

Verification will entail formalization of the project’s acceptance by stakeholders. As a direct consequence of this, the work products will be reviewed to ensure that their completion is successful (Bosi& Pelosi 2007, p. 62). Some of the areas that will be verified are work results and product documentation among others.

Project Change Control:

Clear definitions of all proposed changes in the project execution will be captured. After this, there will be no other alternations to the project. To achieve this, the following processes will be covered. These processes will include change proposal, summarization of impact of the proposed change, decision making, change implementation and change closure (Bosi& Pelosi 2007, p. 63). Besides, a change log will used in providing a record of all the requested changes and decisions made. A change request form will be employed in documenting change details for the solar project.

Project Impact Statement:

Naiga-Solar will by installing the solar plant be contributing significantly to the provision of a solution to the perennial energy problem in Nigeria. The sun should provide a reliable and safe energy that will be available to the majority of the citizenry.

Critical Path Analysis:

It will be important that the breakdown of the project into executable activities or events. This will then be aligned in their execution order and a network prepared. The time and cost associated with each individual activity is determined. It is only then a critical path or the longest path via the network determined (Bosi& Pelosi 2007, p. 66).

Gantt chart

Communication Plan

The environmental gains from adoption of the new operations will need to be communicated to the community. It has to be exhibited in light of the gain the community will gain as a result of the adoption of sustainable extraction strategies. For this task, the company will rely on news from the broadcast media – local and regional FM stations, community outreach programmes – this could generate word-of-mouth channel if there is a positive perception.

Evaluation of Information:

When evaluating an technology that is trend setting, the challenge becomes how compare. The polar steam injection system if successful would greatly enhance the environment for the communities where it operates. This would gain for Chevron social points. For a company that has for so long been the face of environmental degradation, it could do with some positive news. It is anticipated that the results should start coming through in nine months to one year. This timelines are based on analysis of the implementation of similar projects coupled with knowledge of local conditions by Chevron staff. The risk of violent attack or even kidnapping is very alive. The Niger Delta is designated high risk posting to all staff – local and international.

Project Total Cost:

Total (in £)

Research, Development and Testing 150,000.00

Transport (to the site) 75,000.00

Construction of Solar boiler steam system 500,000.00

Research and Advance Party 11,250.00

On-Site Activities 10,000.00

Manpower (Locals and experts) 150,000.00

Contingencies 103,750.00

Total Cost 1,000,000.00

Profoma Profit and Loss

Income (Contract to construct Solar Steam Injection System) 1,000,000.00

Expenses:

Transport 75,000.00

Manpower (Locals and Expatriate) 150,000.00

Construction, testing and commissioning 671,250.00

Contingencies 75,000.00 971,250.00

Profit (Loss) 28,750.00

Recommendation and Conclusion

It is anticipated that the universal demand for energy will not dissipate soon. Using the solar steam injection system, Chevron should be able to increase their production efficiency significantly. By using solar energy to produce oil, chevron is making significant investment in ensuring the environment is less polluted. It will also be able to produce more oil using the same investment as a result of the steam heating the oil and making it less viscous thus reducing the cost of production significantly.

References

Arce, P., Medrano, M. A., Gil, E. O. &Cabeza, L.F. 2011.Overview of thermal energy storage (TES) potential energy savings and climate change mitigation in Spain and Europe. Applied Energy Journal, 88(8), pp. 2764-2774s.

Arif Hasan, M., &Sumathy, K. 2010.Photovoltaic thermal module concepts and their performance analysis: A review. Renewable and Sustainable Energy Reviews, 14, pp. 1845-1859.

Azar, C. &Sandén, B. A., 2011. The Elusive Quest for Technology-Neutral Policies.Environmental Innovation and Societal Transitions, 1(1), pp. 135-139.

Bosi, M., & Pelosi, C. 2007.The potential of III-V semiconductors as terrestrial photovoltaic devices.Progress in Photovoltaics: Research and Applications, 15(1), pp. 51-68.

Bouzguenda, M., and Rahman, S. 2012.Value analysis of intermittent generation sources from the system operations perspective.IEEE Transactions on Energy Conversion, 8(3), pp. 484-490.

Graf, D., Monnerie, N. Roeb, M. &Schmitz, 2008.Economic comparison of solar hydrogen generation by means of thermochemical cycles and electrolysis. International Journal of Hydrogen Energy, 33(17), pp. 4511-4519.

Green, M.A., Emery, K. &Hishikawa, Y. 2010.Solar efficiency tables (version 36). Progress in Photovoltaics: Research and Applications, 18(5), pp. 346-352.

Hermann, W. A. 2006.Quantifying Global Energy Resources.Energy Journal, 31(12), pp. 1685-1702.

Jacobson, M. Z. &Delucchi, M. A., 2011.Providing all Global Energy with Wind, Water, and Solar Power, Part II: Reliability, System and Transmission Costs, and Policies.Energy Policy, 39(3), pp. 1170-1190.

Steinfeld, A. and Palumbo, R. 2008. Fuels from Sunlight and Water.Sun at Work in Europe, 12(2), pp. 8-10.

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OIL AND GAS RETAIL REPORT ASSIGNMENT

OIL AND GAS RETAIL REPORT

Oil and Gas Retail Report Assignment

Order Instructions:

OIL AND GAS RETAIL ASSIGNMENT IN REPORT FORM
IN 2000 WORDS

Learning outcomes to be examined in this assessment

1. Demonstrate the ability to analyse the factors affecting the present size and structure of the current oil and gas retail sectors and the impact of the rising price of oil.
2. Evaluate the potential of technological change on the energy retailing industry in the next decade.

Assessment criteria Explanatory comments on the assessment criteria Maximum marks for each section content, style, relevance, originality Clear demonstration of rigorous research from recognised authoritative sources. 50% format, referencing, bibliography Harvard 10% Constructive critical analysis, introduction, conclusion Demonstration of a clear understanding of the issues. Use of academic models. 40%

At the European Summit on March 20th and 21st, government leaders were supposed to agree
climate and energy targets for 2030. Instead, they discussed Crimea, Ukraine and
Russia. Leaders were right to postpone discussion of the targets, but wrong to postpone action
on reducing Europe’s dependence on Russian gas. Russia supplies around a third of the EU’s
gas. So the Union is to an extent dependent on Moscow – as it discovered when the Russians
turned off the gas flow though Ukraine in 2009. But the Kremlin is, to a greater extent,
dependent on revenue from oil, gas and coal exports – above all to the EU. Indeed, over half of
the Russian government’s revenue comes from the sale of fossil fuels: 19 per cent each from
gas and oil and 14 per cent from coal. The EU summit conclusions did refer to the need to
diversify sources of gas, and asked the European Commission to prepare a report on this. That
approach lacks the urgency which the situation in Ukraine demands. If EU leaders want to
impose sanctions on Russia which may change its behaviour, rather than simply slapping
Putin’s wrist, they should reduce purchases of Russian energy as far and fast as possible. To
do that, they must develop alternative energy sources. That would cost money, but deliver
major energy security, foreign policy and climate benefits. – See more at:
http://www.cer.org.uk/insights/how-reduce-dependence-russian-gas#sthash.1felVk05.dpuf

ASSIGNMENT TASK

Europe energy strategy tends to focus on energy efficiency, alternative sources of gas,
renewable energy, coal and gas with carbon capture and storage (CCS) and nuclear power. How
the new policies and technologies will impact the Oil and Gas Industry in terms of production
and consumption? What would be the new strategies to tackle these impacts?

Grade
UK% marks Characteristics.
Distinction 70%+ • Very high standard of critical analysis using appropriate conceptual frameworks.
• Excellent understanding and exposition of relevant
issues.
• Clearly structured and logically developed
arguments.
• Original thinking and clarity of arguments and/or
assertions made.
• Good interpretation of the geopolitics of oil and the
new paradigm in energy policy
• Substantial evidence of well-executed independent
research.
• Excellent evaluation and breadth of source material
including Academic research materials.
• Relevant data and examples, all properly
referenced using Harvard system.

SAMPLE ANSWER

Table of Content Page Number

Executive Summary…………………………………………………………………………..3

Introduction………………………………………………………………………………….3

The Europe energy strategy and energy efficiency………………………………………. 3
Alternative sources of energy, gas, renewables, coal and gas with carbon capture,

Storage and nuclear power……………………………. ……………………………………….5

Policies and technology………………………… ……………………………………………6
The impact on oil and gas industry and remedies……………………………… ……………9
References……………………………………………………………………………………13

Executive Summary

The political tension existing between Russia, the European Union and its immediate neighbours is affecting the production and the expansion of the oil market. But the reduction in oil production is compensated by increases in oil prices due to shortages in the global market. The Russian Ural Mountains contains the world’s richest reserves for natural gas, coal and oil. Oil and gas exports make up to 70% of Russia’s total exports and accounts to about 16% of its GDP.

Russia supplies about 30% of the total energy needs of the European Union. To avoid reliance on the Russian oil and gas, the European Union has opted to exploit other alternative sources of renewable energy. Countries like Denmark have already laid out plans to be self reliant on renewable power sources by the end of the year 2050 while countries like Poland still rely heavily on the Russian oil to power its economy (U.S. Energy Information Administration, 2014).

Introduction

Russia is one of the countries with a mixed economy of high income while the state controls most of the strategic resources in the economy. The Russian economy relies mostly on its energy revenues to maintain its capital and recurrent expenditures. The Crimean crisis has led to a recession in Russia that has affected its economy largely due to its dependency on the energy revenues.

The energy Strategy that Europe seeks to adopt is based on three objectives. a) It seeks to avoid reliance on the Russian Oil b) Improve production in the energy sector c) Improve environmental conservation.

The reliance on oil from Russia has made it possible for the Russian government to continue its forceful annexation of the Crimea region as a source of its own oil supplies and revenue source. Most of the European member states depend largely on the Russian oil as a source of energy.

(U.S. Energy Information Administration, 2012)

The EU seeks to exploit alternative sources of LNG gas, maximize the use of renewable energy like hydro electricity, wind energy and the geothermal energy extraction, Coal and gas with the carbon and storage popularly referred to as CCS and also introduce the use of nuclear power.

To improve efficiency in the energy sector, the EU has made plans to retrofitting the double glazed insulation to existing building in European homes to curb the loss of energy in a bid to improve the efficiency of energy consumption during winter. It also seeks to improve the net work facilities for transporting heat from the generation plants to homes and commercial centers. It’s estimated that about 10% of the heat supplies is lost during transportation on average but it some instances up to 50% is lost in transportation networks (Tindale, 2014). The other strategy is to expand the capacity for EU to import LNG gas by constructing new pipeline to the coasts of Caspian sea to Europe, from Azerbaijan to the coast of the Mediterranean sea in Turkey known as the Trans-Anatolian pipeline whose contracts have already being worked out and signed and the construction on Italian Trans-Adriatic pipeline. These infrastructures have been recommended to improve production in the energy sector and to reduce the loses that increase the cost of consumption. The Russian crisis that was occasioned by its reduction of the supply of gas from the Ukraine region to the EU prompted the initiatives to develop alternative sources of energy. The major challenge is to develop the use of renewable energy in a bid to conserve the environment and to promote the protection of the environment through the control of carbon emissions. Renewable energy is costly and currently the sources are not fully developed. The nuclear energy can be used to supplement the sources of renewable energy but with the Japanese incident of the 2011 Fukushima accident most countries are reluctant to adopt the nuclear energy as it’s considered risky and dangerous to human health.

The alternative sources of energy that EU has planned to undertake are the use of renewable energy like hydro electricity, wind energy and the geothermal energy extraction. The objective of CCS is to restrict the CO2 to its own bases of operation and preventing it from entering the atmosphere. It’s a system that is also known as the geoengineering technique (Smit, Reimer, Oldenburg and Bourg, 2014).

The European Union’s major policy is to reduce its energy imports from Russia to minimum levels. Russia supplies almost 30% of Europe’s energy supplies as at the end of year 2012.

The EU policies target the promotion of renewable energy using modern technology that minimizes the carbon emission (U.S. Energy Information Administration, 2014). Coal energy as a source of renewables has some setbacks because of its high air pollution rate (Tindale, 2014). However, the use of CCS (Carbon Capture and Storage) has been introduced to reduce such emissions (Metz, 2005). CCS is a process where carbon dioxide is captured from the large point emission sources such as the fossil generated fuel power plants and transporting it in a way that it’s not exposed to the environment usually using underground geological formation (Wilson and Gerard, 2007). The objective of CCS is to restrict the CO2 to its own bases of operation and preventing it from entering the atmosphere. It’s a system that is also known as the geoengineering technique. The first trial of the use of CCS to minimize the release of carbon dioxide into the atmosphere was applied in Schwarze Pumpe in eastern Germany that was being operated by a firm known as Vattenfall in the year 2008. It was the first successful application of technological feasibility and also economic efficiency in the protection and conservation of the environment in bid to create a sustainable environment for future generations (Bistline, 2010).

The EU policies on renewable energy have been given more weight by the German Chancellor Angela Merkel estimated that the EU transition to the use of renewable energy in all the sectors will take probably fifty years to be fully implemented (Bistline, 2010). Gas is relatively better than the use of Coal in energy production when it applies to environmental conservation and protection measures. However, Germans can’t be persuaded easily to adopt the nuclear energy production method as they consider it unsafe following the Japanese experience in the year 2008 in Fukushima. Germany would prefer to use coal energy than the nuclear.

The other strategies target the improvement of capacities in handling and transporting the energy generated. Most of the power supplied or generated is lost during its transportation and also on its application. It’s estimated that about 10% of the heat supplies are lost during transportation on average but it some instances up to 50% is lost in transportation networks (Tindale, 2014).

EU policies aim at controlling and improving efficiency in the energy production plants and also in storage systems. The replacements of the heating systems in some cities have to be overhauled to improve the efficiencies in gas handling and transportation logistics (Tindale, 2014).

The other policies target the development of new pipelines to transport gas and oil from different coasts in the region to supplement or reduce the dependency on the Russian energy. The Construction of the new pipeline from the Caspian Sea to Europe, from Azerbaijan to the coast of the Mediterranean Sea in Turkey known as the Trans-Anatolian pipeline and the construction of the Italian Trans-Adriatic pipeline are some of the policy statements that EU plans to implement.

The impact of transforming a nations power consumption from the oil and gas powered industries to green energy consumption or other non- pollutant sources of energy are the cost implications that may be required to implement the construction of such energy plants like the hydro electricity power plants, wind energy power generators and the geothermal power generation, coal and gas extraction with the modern system of carbon and storage formulas referred to as CCS and also introduction of the use of nuclear power that is generated from nuclear power plants (Tindale, 2014).

These projects require substantial amounts of funds to improve and expand the current infrastructures that will eventually be passed on to consumers in the form of increased rates of electricity or energy supplied (Tindale, 2014). The construction of the pipelines from different coasts in Europe to different destination to transport oil and gas will also take time to construct. Other forms of harnessing the energy will also be adopted. These methods will create jobs and also increase the circulation of money in different economies in Europe. The economies of these affected countries will start showing signs of growth especially as the new infrastructures are constructed.

The application of CCS in controlling the CO2 emissions to the atmosphere will certainly have some cost implication which naturally may lead to extra costs in energy generation (Tindale, 2014). The CCS will initially need power or energy to capture and compress the CO2 and it will need extra capital costs to set up the whole system. These processes will increase the consumption of energy and also the energy requirements of such plants. For example, in a coal powered plant, the CCS will require about 25% of the energy generated to operate the CSS system while in a gas powered plant the CCS will require 15% of the total energy output of the plant to maintain the CSS system. The cost of capture and storage of CO2 varies with the method of CSS applied. In general, the cost of power or energy will increase with margins ranging from 30% – 60% (Tindale, 2014).

Renewable gas generated from farm waste, sewage system, food and manure can be harnessed and collected and transferred to a power grid so that it can be distributed to other consumers. These options when fully exploited and integrated to the national energy supply system will eventually do away with the use of fossil energy. The future of the energy industry is based on green energy policies that seek to stop or minimize the use of oil as a source of energy. These sources of alternative energy generation can supplement environmental protection measures. If the sources of energy are restricted to renewable energy supply then the use of expensive CCS operations will also reduce drastically and it will also reflect on the charges that the consumers are paying to obtain power. The CCS systems depend on the energy extraction method and the materials that are being extracted.

The EU strategy will be a gain to the proponents of green energy as some countries like Denmark have already strategized on how to transition from their current dependency on fossil energy to 100% dependency on renewable energy by the end of the year 2050 (Tindale, 2014). The other European countries like Germany, France and Italy that use to rely on the Russian oil will also have to exploit other means of generating power for their consumers and industrial power plants.

The factors affecting the size and the structure of the current oil and gas sectors in Russia are Political, economical, environmental and technological. The Russian economy largely depends on the oil exports which also shapes its political environment. The consumption of oil and gas remains on the essential lists of most families and industries and it remains the most critical component of the industrialized world growth factor. It’s the key component for all nations that are working progressively towards economic prosperity and empowerment of populations. As the demand for oil and gas increases, its production is not matching the increment (Longwell, 2002).

The technological advancement in exploration techniques has led to rapid expansion in the new discoveries of oil reserves in parts of Africa, North Alaska, Russia and in the Middle East. Technological advancement has also led to new development of efficient methods of extraction and refinery processes. The increment in prices of oil products has not been a factor in the production quantities; however, technology and geopolitics have been at the center stage of the expansion processes (Longwell, 2002).

The rising prices will eventually encourage more diversification in energy consumption. The alternative use of clean energy may gain more ground as a result of regular oil price increases.

The energy retail market will continue experiencing high prices as more demand in the energy market continues to rise as the new oil discoveries are being made much further away and in the deeper seas. The further away they are the more expensive their transportation costs raises their final market prices in the consumer markets (Longwell, 2002).

To conclude, the new policies on renewable energy sectors across the world are targeting the reduction of non- renewable energy use to manageable levels that will result in more renewable energy use across the world. The green energy revolution is expected to generate billions of dollars in commercial activities. The renewable energy resources include solar, water, wind, bioenergy and geothermal. These resources when fully exploited then the reliance on oil as the only source of energy would certainly reduce. The policies that aim at promoting green energy are expected to erode the future oil market prices but it will take many years the global economy can rely on other sources of energy leave alone renewable energy.

References

Bistline, J.E., 2010, Energy Policy on the Role of Carbon Capture Technologies in Greenhouse Gases Emissions and Reduction Models: A Parametric Study for the US Power Sector, Elsevier (Abstract) Vol. 38, Issue 2. Viewed 28 November 2014 from http://www.sciencedirect.com/science/article/pii/S0301421509008362

Longwell, J.H., 2002, The Future of the Oil and Gas Industry: Past Approaches & New Challenges, World Energy Vol. 5 No. 3 Viewed 28 November 2014, from http://www.worldenergysource.com/articles/pdf/longwell_WE_v5n3.pdf

Metz, B., 2005, IPCC Special Report on Carbon Dioxide Capture and Storage, Intergovernmental Panel on Climate Change, Working Group III (Cambridge University Press)

Smit, B., Reimer, J.A, Oldenburg, C.M. and Bourg, I.C., 2014, Introduction to Carbon Capture and Sequestration., Imperial College Press, ISBN 978-1-78326-327-1

Tindale, S., 2014, How to Reduce Dependence from Russian Gas, Center for European Reform,

viewed 28 November 2014, From http://www.cer.org.uk/insights/how-reduce-dependence-russian-gas

U.S. Energy Information Administration, 2014, Russia, Independent Statistics & Analysis Viewed 28 November 2014, from http://www.eia.gov/countries/cab.cfm?fips=RS

U.S. Energy Information Administration, 2012, Russia’s Crude Oil and Condensate Main Export Destinations in 2012, Global Trade Atlas

Viewed 28 November 2014, from

http://www.eia.gov/countries/analysisbriefs/Russia/images/crude_oil_export.png

Wilson, E. J, and Gerard, D., 2007, Carbon Capture and Sequestration; Integrating Technology, Monitoring and Regulation, Blackwell Publishing. ISBN 978-0-8138-0207-7

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Price Waterhouse Coopers Supply Side Report Paper

Price Waterhouse Coopers Supply Side Report

Order Instructions:

Hey,

I need this report to be edited and about 1000 words added on.

The maximum word limit is 2200 words. (Not including title page and references).

Most of the information provided is correct but can be re-worded/edited.

i will upload documents for your reference. REFER TO POWERPOINT SLIDES in regards to what to include.

Progress Report/Information Report.

Weighting: 20%

Each member will be allocated a phase of the Marketing Project and will provide a progress report on that particular phase.

The assignment acts as a progress report of the final project to demonstrate understanding of the relevant Phase of the Group Marketing Project and as such detailed feedback will be provided by tutors.

You are required to complete an analysis of the marketing strategy of our Client Partner – Price Waterhouse Coopers, focusing on the particular marketing issue (what does PWC look like in 2-5 years?) related to the organisation. Blue Ocean Strategy (BOS) will be applied to the marketing issue and the framework provided by BOS used to formulate a marketing solution supported by other marketing concepts and analytical tools.

The analysis must demonstrate:
(a) understanding of the predominant marketing systems in the Client Partner industry
(b) the potential to develop ‘blue-ocean’ strategies for the Client Partner
(c) application of the analysis to the Client Partner.

Report Phase 3 – Supply Conditions and Intermediaries, Environment and Observers

Supply Conditions including for example:
• What are the conditions for supplying the product? Number, type, size and location of direct and indirect competitors supplying the product or service (including both domestic based and international import suppliers) i.e. What are the supplier alternatives?
• What is the concentration or lack of concentration of ownership and trends in supply. Use Supplier Power analysis from Porter’s 5 Forces.
• Nature of value creation and delivery system linking producers and consumers for this type of product or service (including channels of distribution, key input suppliers, key complimentors and other relevant intermediaries that impact on the cost of the product)
• Government actors involved and their role
• Environmental Impacts on Supply – contraints and enablers: Including, socio-cultural, economic and material environment, regulations, technology, and relevant infrastructure (transport, communication, finance etc)
• Any marketing models or frameworks applied to the supply conditions you consider appropriate.
• Use appropriate Blue Ocean Strategy theory and models to evaluate the supply conditions. (See Appendix 3 for Model and Chapter Table)

Intermediaries, Environment and Observers
• Nature of Intermediaries (e.g. distributors, transportation, logistics, warehousing, retailers) predominant in the industry and their role.
• Industry Observers Outside the Firm and Service Organisations and their influence/role such as: Industry Studies, Unions, Business Press (BRW), Local Org. Chambers of Commerce, State Governments, Federal Government, Domestic Trade Bodies/Statistics and International Organisations, e.g. OECD; World Bank, etc. Service organisations such as trade associations, investment banks, consultants, advertising agencies, etc

Suppliers and Intermediaries
(Supply Side) Other Marketing Frameworks
– Relevant macro level impacts on industry competition (PESTL)
– Porter’s 5 Forces: Supplier Power
– Porter’s Value Chain

SAMPLE ANSWER

Price Waterhouse Coopers Supply Side Report

In this paper, I propose an analysis of the marketing strategy of Price Waterhouse Coopers (PwC) that focuses on the particular marketing issue – that is, what PwC would like in the next 2 to 5 years – related to the organization. The supply conditions, intermediaries, the environment and observers are analyzed exhaustively. PESTL and Porter’s Supplier Power are described pertaining to PwC’s supply side. The Blue Ocean Strategy (BOS) will be employed to the marketing issue and the framework provided by BOS used in formulating a marketing solution supported by other concepts and analytical tools.

1.0 Supply Conditions and Intermediaries, Environment and Observers

PwC is an international professional services network, and it is currently the second largest professional services network in the world as measured by its revenues of the year 2014. Along with Ernst & Young, KPMG, and Deloitte, PwC is one of the Big 4 auditors worldwide (PwC 2014). With regard to the conditions for supplying the service – auditing, tax, advisory, and consulting services –, the main competitors to PwC include KPMG, Deloitte, and Ernst & Young. Out of four biggest auditors in the world, Deloitte is the largest. In the year 2012, the world revenue of Deloitte was $32.4 billion; PwC had aggregated gross revenues of $32.09 billion; Ernst & Young had combined revenue of $25.83 billion; and in the fourth place was KPMG with worldwide revenue of $23.42 billion (Saito & Takeda 2014, p. 205).

Deloitte, KPMG, and Ernst & Young are each a network of firms, and they are managed and owned independently. They have entered into accords with other member companies in the network to share common quality standards, brand and name. Each of these networks has created an entity for co-coordinating the network’s activities. In most instances, these 3 major competitors to PwC have member firms in countries all over the world. Deloitte, KPMG, and Ernst & Young have separate legal entities in India, Europe, Americas, Africa, the Middle East, as well as the Asia-Pacific region in countries such as Japan and Australia. (Strahler 2013, p. 19). As such, Deloitte, KPMG, and Ernst & Young are the main direct competitors to PwC not only nationally in Australia, but also internationally. Besides these three main competitors, PwC also faces direct competition from many small auditing firms nationally and this impacts on PwC’s financial bottom-line.

Effectual value creation and delivery is marketing that PwC requires considering highly towards achieving the set 2-5 years development policy. For a lengthy period of time there has existed a disconnection between ways in which PwC creates services value along with ways in which the consumers receive the same value. The company needs to bridge the gap between value creations through a number of strategies: firstly, PwC must ensure the attainment of the brand promise at all times, that is, matching the marketing slogans to the firm’s service delivery (Voima & Grönroos, 2011. Secondly, the proposition price, this regards what the consumers have to pay to acquire the service. Thus, PwC should ensure that the service provided is equal if not better than the pay: this is an effectual marketing strategy.

The 4P marketing strategy is an additional aspect that PwC requires to adopt, that is product, promotion, place and price. Certainly, 4P marketing has been able to impact positively when used along with other marketing methods. PwC by recognizing the information asymmetry within the value creation channel will enable it market its services in an efficient manner. Giving the consumer value for their money must remain core to the firm’s marketing policies: this is because consumers are known to be best in comparing notes, ultimately promoting the best services provider between the many (Voima & Grönroos, 2011. Additionally, PwC must move with the evolving marketing strategies work towards adopting and investing heavily internet advertising. Internet advertising should involve ad placement on the trendy business corporate sites to capture and market the services online.

There many fairs organized by companies in Australia and other nations, addressing issues from sustainability to corporate investments. These form some of the mostly important avenues that a company such as PwC has to participate in to sell its services and smartly outdo its competitors.

Increasingly, individuals are looking out for companies that are sustainable in their operations. This includes companies that offer services and who for long have done little in addressing the sustainability subject and practice: PwC as a marketing and promotional strategy needs to participate and lead in promoting a sustainable environment. This can be done through procuring sustainable equipment and materials that are used within the firm as well as participating in community environmental sustainability projects: this presently forms a major marketing strategy (Chimhanzi & Morgan, 2005). Additionally, suppliers have been known to affect the company’s reputation therefore PwC require partnering with ethical suppliers and who are certified as a way to maintain and promote the firm’s reputation. In so doing the supplied material and equipment utilized in offices will be sustainable, durable and dependable to enable efficient service delivery, which will market the company.

Competition in every industry is inevitable. Despite the fact that PwC rates second in terms profitability, it enjoys presence diversity in many nations. In the approaching 2-5 years period the firm should aim penetrating other markets within the globe, bettering the services in the available markets and clients (Chimhanzi & Morgan, 2005. The existence of the company in numerous nations indicates its strength, which requires to be used as a marketing channel to clients within those nations’ economies’ as well as the regional economies.

Government is the major regulator in all the activities concerning every firm. The state has put in place laws requiring companies to deliver quality services to the end consumer. In order for PwC to maintain the good relations with the regulator it requires adopting measures pointed towards self regulation: self regulation to the authority places the firm at highly esteemed position. This is a wonderful position to take geared towards preparations for the approaching expansion period. In addition conforming to the rules and regulations, is a marketing strategy since when the ratings of the best firms that conform to the state’s standards are produced PwC will rank among the highest.

The main environmental impacts on supply consist of regulations, economic, socio-cultural environments. Accounting firms and auditors face market discipline that works towards a decreased likelihood of future accounting scandals. The Auditing and Assurance Standards Board develops guidance and standards for auditors and accountants. The regulations set by the Australian Securities and Investments Commission must be observed which are intended to ensure that Australia’s fiscal markets are transparent and fair, supported by informed and confident consumers and investors (Francis, Michas & Yu 2013, p. 1629).

Technology and especially the mass media have been a great enabler and platform towards attaining marketing aspirations. PwC has wide range of prospective channels that can be used to channel marketing messages from the internet to the mass media. Mass media forms one of the mainly popular avenues of advertising, this is because it reaches numerous individuals inclusive of corporate members. Presenting the firms strategies and achievements on mass media is a great strategy to the catch the eye of the prospective clients (Chimhanzi & Morgan, 2005. The company within its planned expansion and growth plan requires preparing towards conforming to the socio-cultural environments in various parts of nation and the globe as a whole. Some of the firms within the nation originate from diverse nations which observe their cultures even within the company operations. As marketing strategy PwC should market its capability towards observing and respecting cultural components of the firms whilst delivering its services. Taking into account the firm will require to penetrate other global markets, preserving the local cross cultural perspective’s is good marketing strategy which will guarantee continued existence within the said nations.

Blue Ocean Strategy (BOS) theory

This theory postulates that there are unexploited markets as well as the opportunity for higher growth without having to eat away at the competitors’ profits. Competition is not relevant according to the Blue Ocean Strategy, since the rules of the game are yet to be laid down. With supply being more than the demand in many industries, to compete for contracting markets would not be adequate in sustaining high performance (Kim & Mauborgne, 2005). With the use of BOS, PwC can be able to succeed not by fighting with the competitors in the marketplace, but through the creation of blue oceans of uncontested market space. Such strategic moves would lead to a leap in value for Price Waterhouse Coopers, its staffs, and clients, whilst unlocking new demand and rendering the competitors irrelevant.

Blue Ocean Strategy eliminates the customary corporate fights regarding particular clients. For an advanced company like PwC, marketing should be more responsible and innovative, BOS extends this provision. The back and forth wars results in wastage of resources which could be used effectively in exploiting the untapped areas or industries. Further, in order to ensure a national presence and extend a considerable impact PwC can exploit the lower end firms and offer attractive and competitive services. The lower end firms are a sector that has been disregarded by numerous multinational auditing firms such as the PwC’s competitors making a valuable strategy for consideration. The BOS theory can aid the firm in identifying areas of opportunities in the developing markets especially in Africa and Asia. PwC’s can use this as growth strategy towards penetrating these markets to offer the ever increasing demand for audit services (Kim & Mauborgne, 2005). It is true that particularly African market has been underutilized and PwC could take this advantage and make its way to the inadequately serviced nations.

2.0 Intermediaries, Environment and Observers

Nature of Intermediaries

The role of the intermediaries in marketing strategies and maintaining marketing strategies is enormous. The employees of the firm are the distributors of the PwC’s services: distributors play an important role in marketing the service in question. The staffs are able to market the firm through portrayal of ethical and responsible auditing practices. For PwC to ensure the staffs are good marketers they require to be equipped through necessary training to instill the required conduct as well as enlightening them with issues regarding ethical auditing regulations. Logistics would involve delivering the service to the client in most satisfying and timely manner. Despite the fact that these are services, the delivery channel needs to show vigilance and efficiency. The service must be delivered at the agreed upon period and price. This is a good marketing strategy which will retain the current clients and induce the prospective ones.

Industry Observers Outside the firm

There are several organizations that have a considerable influence to the auditing industry in Australia. The Australian Securities & Investments Commission (ASIC) administers the requirements of the Corporations Act as it pertains to auditor independence as well as audit quality. ASIC’s audit oversight activities assist with maintaining and raising the standard of conduct in the profession of auditing. It is of note that whilst these activities have both a compliance and educational focus, enforcement action could be taken when considerable non-compliance is identified (Australian Securities & Investments Commission 2014).

The other industry observers are the Australian and Assurance Standards Board and Australian Auditing Standards, which set the requirements and offer application on other explanatory material regarding: (i) the form as well as content of the auditor’s report. (ii) The responsibilities and duties of an auditor when engaged to carry out an audit of a fiscal report, or complete set of fiscal statements, or any other historical fiscal information (Auditing and Assurance Standards Board 2014). Another industry observer is the Australian Accounting Standards Board (AASB), a statutory, independent agency with the responsibility of creating standards and guidance for auditors as well as providers of other assurance services. The Australian Financial Security Authority (AFSA) administers and regulates the proceeds of crime, personal insolvency system, and trustee services. The Financial Reporting Council (FRC) provides board oversight of the process for establishing standards of accounting in Australia (Australian Government 2014).

PESTL

A scan of an organization’s external macro-environment may be described in terms of Legal, Political, Economic, Technological, Environmental, and Social factors (Porter 1998).

Political: at present, there is political stability in Australia and in a lot of other countries in which PwC operates in, and this is favorable to PwC and other auditors.
Economic factors: the economic growth in Australia was 2.8% in 2013 and the rate of inflation is 3% (World Bank 2014). This is favorable to PwC and other auditors since it illustrates that there is a growing market and opportunity of the services offered by PwC.
Social factors: in terms of demographics, Australia has a population of about 23.13 million, with 89 percent living in suburbs, cities and other urban areas as of the year 2014. The rate of population growth is currently 1.4 percent, and the education level in the Australia is very high (World Bank 2014).
Technological factors: technology has a substantial influence and impact on auditing. The incessant evolution of software and hardware provides auditors with the capacity to do more complex calculations with greater accuracy, speed, ease and mobility. Now, auditors can speedily collect data, produce reports, and explicitly communicate the results (Montgomery 2010, p. 50). Some of the new technology available to auditors includes IDEA from CaseWare IDEA Inc., and ACL from ACL Services Ltd, which are software programs for data mining and data extraction.
Legal factors: these include consumer protection, rules on monopolies and mergers, international trade regulations and restriction, as well as national employment laws in Australia and in other nations around the world wherein PwC operates in. In Australia, PwC must pay its workers no less than the stipulated minimum wage of $16.87 per hour or $640.90 per week as mandated by the Fair Work Commission (Montgomery 2010, p. 42). Auditors must also comply with the regulations established by the government and government bodies such as the Australian Securities and Investments Commission, and the Australian Accounting Standards on auditing quality, standards, and integrity.

Porter’s 5 Forces: Supplier Power – Low

In Porter’s 5 Forces, the supplier power is understood as the pressure that suppliers can exert on business organizations by raising the prices (Gurau 2007, p. 380). At present, the bargaining power of suppliers is not a significant force in such a fragmented industry. Essentially, universities are suppliers considering that nearly all employees in this market come out of business schools. The auditing firms can obtain workers from the many universities and business schools across Australia, and therefore this makes the supplier power to remain low.

Cooperative strategies

The three top competitors of PwC have established cooperation with customers and suppliers in Australia and in many other nations the world over. Ernst & Young, KPMG and Deloitte all work with various universities and business schools, which supply the firm with employees.

Environmental factors affecting competitive and cooperative strategies

The key environmental factors that affect competitive as well as cooperative strategies include state and national governments and regulations considering that policies established by the government can enhance or impede competition strategies and cooperation strategies. All the competitors in this industry must observe the ASIC, and AASB standards, rules and regulations. The companies in this industry take into account the Blue Ocean Strategy and understand that there are unexploited markets as well as the opportunity for higher growth without having to eat into the profits of other players in the industry. KPMG, Deloitte, Ernst & Young have been able to succeed not by fighting with each other and other auditors in the marketplace, but through the creation of blue oceans of uncontested market space (Kim & Mauborgne 2005).

5.0 Conclusion

In conclusion, regarding the conditions for supplying the service – auditing, tax, advisory, and consulting services –, the main competitors to PwC include KPMG, Deloitte, and Ernst & Young. Each of these networks has created an entity for co-coordinating the network’s activities both in the Australia and in more than 150 nations globally hence they are PwC’s competitors both nationally and globally. The main industry observers are Australian Accounting Standards Board, Australian Prudential Regulation Authority, and Australian Securities and Investments Commission. The competitors have partnered with suppliers and clients including universities and business schools across Australia. By using Blue Ocean Strategy, PwC can be able to succeed not by fighting with the competitors in the marketplace, but through the creation of blue oceans of uncontested market space.

References

Auditing and Assurance Standards Board 2014, Australian Auditing Standards. Available at http://www.auasb.gov.au/Pronouncements/Australian-Auditing-Standards.aspx (Accessed October 14, 2014).

Australian Government 2014, Financial Regulation. Available at http://australia.gov.au/topics/economy-money-and-tax/financial-regulation (Accessed October 14, 2014)

Australian Securities & Investments Commission 2014. Financial Reports & Audit: For Auditors. Available at http://asic.gov.au/auditors (Accessed October 14, 2014).

Chimhanzi, J., & Morgan, R. E. 2005, Explanations from the marketing/human resources dyad for marketing strategy implementation effectiveness in service firms. Journal of Business Research. doi:10.1016/j.jbusres.2003.11.003

Francis, J, Michas, P, & Yu, M 2013, ‘Office Size of Big 4 Auditors and Client Restatements’, Contemporary Accounting Research, 30, 4, pp. 1626-1661, Business Source Complete, EBSCOhost, viewed 12 October 2014.

Gurǎu, C 2007, ‘Porter’s generic strategies: a re-interpretation from a relationship marketing perspective’, Marketing Review, 7, 4, pp. 369-383, Business Source Complete, EBSCOhost, viewed 12 October 2014.

Kim, W, & Mauborgne, R 2005, Blue Ocean Strategy : How To Create Uncontested Market Space And Make The Competition Irrelevant, Boston, Mass: Harvard Business School Press, Discovery eBooks, EBSCOhost, viewed 12 October 2014.

Kim, C., & Mauborgne, R. 2005, How to Create Uncontested Market Space and Make the Competition Irrelevant. Retrieved from http://www.motahar.ac.ir/Files/CourseFiles/89.pdf

Montgomery, A 2010, ‘Price Waterhouse Coopers shrinks to PwC’, Design Week Online, 2010, Business Insights: Essentials, EBSCOhost, viewed 12 October 2014.

Murray, AI 2008, ‘A Contingency View of Porter’s “Generic Strategies”‘, Academy Of Management Review, 13, 3, pp. 390-400, Business Source Complete, EBSCOhost, viewed 12 October 2014.

Porter, M 1998, Competitive Strategy. New York: Free Press.

PWC 2014, About Us. Available at http://www.pwc.com/gx/en/about-pwc/index.jhtml (Accessed October 12, 2014).

Robson, GS., & Roseman, GH 2009, Is Government Regulation of Auditors Redundant? Boca Raton, FL: Penguin Publishers.

Saito, Y, & Takeda, F 2014, ‘Global Audit Firm Networks and Their Reputation Risk’, Journal Of Accounting, Auditing & Finance, 29, 3, pp. 203-237, Business Source Complete, EBSCOhost, viewed 12 October 2014.

Strahler, SR 2013, The Big Four’s New Math, Crain’s Chicago Business, 36, 40, p. 0019, Regional Business News, EBSCOhost, viewed 12 October 2014.

Voima, P., & Grönroos, C. 2011, Making Sense of Value and Value Co-Creation in Service Logic. Retrieved from https://helda.helsinki.fi/bitstream/handle/10138/29218/559_978-952-232-157-2.pdf?sequence=1

World Bank 2014, Country Profile: Australia. The World Bank

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Price Waterhouse Coopers Supply Side Report

Order Instructions:

Progress Report/Information Report.

Due: Thursday October 16th

Weighting: 20%

Each member will be allocated a phase of the Marketing Project and will provide a progress report on that particular phase.

Report Phase 3 – Supply Conditions and Intermediaries, Environment and Observers

Phase 3 – Nature of Industry Marketing and Competitive Positioning Strategies

Identify the kinds of strategy selection in your industry. (e.g. six basic strategies can be the starting point for your own custom strategy :
– Cost leader with Product Life Cycle Focus
– Differentiation with Product Life Cycle Focus
– Broad Cost Leader
– Broad Differentiator
– Niche Cost Leader
– Niche Differentiator
Models to use: product Life cycle. Four basic stages
Porters Generic Strategies

Phase 3 – Competitors
Review the market positioning and differentiation of competitors.
Consider the kinds of marketing mix strategies:
– branding, before and after sales services
– product/service design, packaging
– prices, margins, finance and contractual arrangements – advertising and promotion marketing channels, logistics, margins, role of e- commerce.

Cooperative Strategies: strategic alliances, supplier, customer, distributor and complementor relations (including technical alliances, government relations, co-marketing arrangements, sponsorship, trade associations, etc.)

Other aspects of trade and marketing practices and issues not elsewhere covered
Environmental factors affecting competitive and cooperative strategies Including, socio-cultural, economic and material environment, government and regulations (taxes, tariffs, trade practices act), technology (standards bodies), professional bodies and relevant infrastructure (media, transport, finance etc.)

Any marketing models or frameworks applied to the supply conditions you consider appropriate.
Use appropriate Blue Ocean Strategy theory and models to evaluate the competitive position.

IT service industry Marketing and Competitive Positioning Strategies

IT service market (demand condition)
• – The market for green IT services is pushed by businesses to save money and improve efficiencies
• – IT services market will grow 60 percent per year into 2013
• – More enterprises are investigating hiring IT services firms to help plan and implement
• – Large number of outsourcing and hosting IT services market (e.g. “cloud computing”)
• IT Service Trend (supply condition)
– Outsourcing (offshore)
• – high-value, innovative and consultative services
• – Seeking cost savings and management centralization

competitor analysis:
• Aim: To identify market and competitive strategies of major competitors
• Implication of competitors:
• – Fast-cycle business
• – Hypercompetitive
• – Most emphasis on differentiation, cost leadership
• – Strength the relationship between company and clients
• – Value maximization
• Strategy selection (sustainable): • Cost leadership
– Lowering price relative to competitors and still create value to customers
• Differentiation with PLC focus: Provide distinguishing services through
-high awareness and easy accessibility product

-Value chain management: Cornerstone of business

Competitive advantage/ Differentiation of competitors.
Marketing Mix Strategy
Branding: Image, message, interaction, prospects
• Product/Service: Differentiation, competitive response, market testing
Packaging: Sustainable view
Before and after sales service: Building relationships with customers, handling feed backs, delivery original promises
Price: • Set up based on different variables
Advertising and promotion
Appropriate,budget,unique, design
Marketing channels and e commerce
Efficiency.
Right place, easy to use, technical control

Cooperative Strategies
– To establish strong position against external threat, minimizing weaknesses and maximizing core competencies through strategy alliance
• Customer
– Contract alliance
– Loyalty and Retention
• Distributor
– Joint Venture/partnership
– “FujiXerox’s Triangle Corporation”
• Complementor relations
– Synergistic
– E.g.HP technical alliance
Service market Matrix.
Environmental Factors
• Economic
– Domestic/Global economic climate
• Market Standards
– ACCC, ITIL, ISO
• Technology
• Corporation infrastructure – Media
– Skilled human resource – Finance
– Security

Conclusion
1. Marketing approaches: strategy selection.
Cost leadership:
Differentiation with PLC
Value chain management
2. Marketing mix strategy
-Setup 4P’s based on specific niche market
3. Cooperative strategy:
– Speeding up the development of services & market entry
– Maintaining market leadership
– Overcoming uncertainty/sharing risk
•4. Environmental factors
– Identifying external threat factors and choosing right strategies

This Assessment Task relates to the following Learning Outcomes:
• Articulate frameworks and approaches to harness the power of marketing-oriented thinking for the creation of long-term advantage of any organisation.
• Be able to conduct an industry and market analysis to assess market opportunities by analysing customers, competitors, collaborators, and other external forces

Enhance awareness of marketing’s contribution to society through discussion of ethical and professional conduct and issues in corporate social responsibility

SAMPLE ANSWER

Report: Price Waterhouse Coopers Supply Side

In this paper, an analysis of the marketing strategy of Price Waterhouse Coopers (PwC) is provided that focuses on the particular marketing issue – that is, what PwC looks like in the next 2 to 5 years – related to the organization. The supply conditions, intermediaries, the environment and observers are analyzed exhaustively. PESTL and Porter’s Supplier Power are described pertaining to PwC’s supply side. The Blue Ocean Strategy (BOS) will be employed to the marketing issue and the framework provided by BOS used in formulating a marketing solution supported by other concepts and analytical tools.

1.0 Supply Conditions and Intermediaries, Environment and Observers

Deloitte, KPMG, and Ernst & Young are each a network of firms, and they are managed and owned independently. They have entered into accords with other member companies in the network to share common quality standards, brand and name. Each of these networks has created an entity for co-coordinating the network’s activities. In most instances, these 3 major competitors to PwC have member firms in countries all over the world. Deloitte, KPMG, and Ernst & Young have separate legal entities in India, Europe, Americas, Africa, the Middle East, as well as the Asia-Pacific region in countries such as Japan (Strahler 2013, p. 19). As such, Deloitte, KPMG, and Ernst & Young are the main direct competitors to PwC not only nationally in Australia, but also internationally. Besides these three main competitors, PwC also faces direct competition from many small auditing firms nationally and this impacts on PwC’s financial bottom-line.

The main environmental impacts on supply consist of regulations, economic, socio-cultural environments. Accounting firms and auditors face market discipline that works towards a decreased likelihood of future accounting scandals. The Auditing and Assurance Standards Board develops guidance and standards for auditors and accountants. The regulations set by the Australian Securities and Investments Commission must be observed, which are intended to ensure that Australia’s fiscal markets are transparent and fair, supported by informed and confident consumers and investors (Francis, Michas & Yu 2013, p. 1629).

Blue Ocean Strategy (BOS) theory

This theory postulates that there are unexploited markets as well as the opportunity for higher growth without having to eat away at the competitors’ profits. Competition is not relevant according to the Blue Ocean Strategy, since the rules of the game are yet to be laid down. With supply being more than the demand in many industries, to compete for contracting markets would not be adequate in sustaining high performance (Kim & Mauborgne, 2005). With the use of BOS, PwC can be able to succeed not by fighting with the competitors in the marketplace, but through the creation of blue oceans of uncontested market space. Such strategic moves would lead to a leap in value for Price waterhouseCoopers, its staffs, and clients, whilst unlocking new demand and rendering the competitors irrelevant.

2.0 Intermediaries, Environment and Observers

Industry Observers Outside the firm

PESTL

A scan of an organization’s external macro-environment may be described in terms of Legal, Political, Economic, Technological, Environmental, and Social factors (Porter 1998). Political: at present, there is political stability in Australia and in a lot of other countries in which PwC operates in, and this is favorable to PwC and other auditors. Economic factors: the economic growth in Australia was 2.8% in 2013 and the rate of inflation is 3% (World Bank 2014). This is favorable to PwC and other auditors since it illustrates that there is a growing market and opportunity of the services offered by PwC.

Social factors: in terms of demographics, Australia. has a population of about 23.13 million, with 89 percent living in suburbs, cities and other urban areas as of the year 2014. The rate of population growth is currently 1.4 percent, and the education level in the Australia is very high (World Bank 2014). Technological factors: technology has a substantial influence and impact on auditing. The incessant evolution of software and hardware provides auditors with the capacity to do more complex calculations with greater accuracy, speed, ease and mobility. Now, auditors can speedily collect data, produce reports, and explicitly communicate the results (Montgomery 2010, p. 50). Some of the new technology available to auditors include IDEA from CaseWare IDEA Inc., and ACL from ACL Services Ltd which are software programs for data mining and data extraction.

Legal factors: these include consumer protection, rules on monopolies and mergers, international trade regulations and restriction, as well as national employment laws in Australia and in other nations around the world wherein PwC operates in. In the Australia, PwC must pay its workers no less than the stipulated minimum wage of $16.87 per hour or $640.90 per week as mandated by the Fair Work Commission (Montgomery 2010, p. 42). Auditors must also comply with the regulations established by the government and government bodies such as the Australian Securities and Investments Commission, and the Australian Accounting Standards on auditing quality, standards, and integrity.

Porter’s 5 Forces: Supplier Power – Low

3.0 Nature of Industry Marketing and Competitive Positioning Strategies

Kinds of strategy selection

Cost leader with Product Life Cycle Focus: in essence, this would entail seeking to reduce the costs through expertise and efficiency (Montgomery 2010, p. 58). The services offered by PwC would be allowed to age and alter in appeal from High End, to Traditional, and ultimately Low End clients. The firm will focus on profits, return on investment, and ROS, and the company will spend moderately on promotion and sales. Moreover, the firm will spend low on research and development, and invest in technology early enough in the life-cycle of the product (Porter 1998). Differentiation with Product Life Cycle Focus: with this strategy, the company will be seeking to be recognized everywhere as the auditing firm that provides best quality auditing and consulting services in terms of objectivity, integrity, and competence. The firm will offer several product lines in targeted segments – Low End, Traditional, and High End. There will also be high investments in promotion and sales with the aim of creating maximum awareness as well as accessibility. The focus will be on Asset Turnover and ROA (Montgomery 2010, p. 61).

Broad Cost Leader: the firm will strive to be the low-cost producer in all segments of the market. The company would enjoy good profit margins on all sales whilst keeping prices low for clients who are price-sensitive (Murray 2008, p. 390). The firm will be more probable to reposition its services than introduce new services to the marketplace, and it will tend to spend less on sales and promotion. The focus will be on profits and market share, and capacity improvements are not likely to be undertaken. In addition, the firm would finance investments using stock issues and/or debt (Porter 1998). Broad Differentiator: the firm aims at creating maximum awareness as well as brand equity, and wants to be known as an auditing firm which provides high-quality and very sought-after auditing and consulting services. The firm focuses on profits and market share, maintains a presence in every market segment, and it spends greatly on sales and advertising with the purpose of creating maximum awareness and accessibility. The firm will tend to charge higher prices for its services (Montgomery 2010, p. 62).

Niche Cost Leader: the firm will be seeking to dominate each of the price sensitive market segment, and it will aim at setting prices below that of all the competitors in the marketplace, and still remain profitable. The company focuses on profits, returns on investment and ROS, and invests in several service lines within the low-tech segments – traditional and Low End segments. The firm will also spend moderately on advertising to clients who are cost sensitive (Porter 1998). Niche Differentiator: the firm will be seeking to be recognized as the best provider of high quality consulting and auditing services in all the targeted segments. It will offer several product/service lines in segments that are high-tech, and there is little focus in the other segments (Montgomery 2010, p. 61). The business also focuses on ROI, asset turnover, as well as ROE.

Product Life cycle: this is essentially a concept of how a particular product moves through 4 basic stages which are (i) introduction; (ii) growth; (iii) maturity; and (iv) decline. Introduction: this is when the service is introduced into a marketplace. Growth stage: the marketplace has accepted the new service and demand of the auditing and consulting services provided by the company start to increase along with sales. Maturity: sales attain their peak. Decline: sales start to reduce as the product/service gets to its saturation point (Murray 2008, p. 392).

4.0 Competitors: KPMG, Deloitte, and Ernst & Young

Market Positioning and differentiation of competitors

As noted earlier, the main competitors to PwC are KPMG, Deloitte, and Ernst & Young. The 4Ps of marketing strategy include product, price, place/distribution, and promotion. Product: product is the auditing and accounting services offered by PwC’s competitors. Ernst & Young, KPMG, and Deloitte all provide high quality accounting and auditing services and consulting practice, which has contributed to their wide popularity not only in Australia, but internationally. Deloitte focuses on providing uniquely high-quality and innovative auditing and consulting services, and this has enabled it to hit global revenues record of $34 billion (Saito & Takeda 2014, p. 205). KPMG provides exceptional professional services and provides 3 basic service lines including advisory, audit and tax. Ernst & Young also offers high-quality audit services to clients in more than 150 countries worldwide (Francis, Michas & Yu 2013, p. 1644). The auditing and consulting services provided by each of these firms is virtually the same, and there is little differentiation.

Price: the pricing of the services offered by the competitors is dependent on various variables and thus it is always updated. The main consideration is costing of the service, the expenses incurred in marketing and advertising, as well as price fluctuations in the marketplace. Since the three main competitors are all prestigious and highly-respected firms, they tend to price their services highly. Smaller competitors, however, tend to charge less expensively for auditing and consulting services (Saito & Takeda 2014, p. 205). Place/distribution: this pertains to how companies get their products/services to the clients and customers. KPMG, Deloitte, and Ernst & Young have member firms throughout Australia and in countries all over the world. They have separate legal entities in India, Europe, Americas, Africa, the Middle East, as well as the Asia-Pacific region, and they use these member firms to get their services to clients worldwide. Promotion: this is when a company communicates the value and benefits of its services/products to the consumers. KPMG, Deloitte, Ernst & Young and other competitors of PwC often make use of personal selling to promote themselves (Robson & Roseman 2009, p. 76).

Cooperative strategies

The three top competitors of PwC have established cooperation with customers and suppliers in Australia and in many other nations the world over. Ernst & Young works with various universities and business schools which supply the firm with employees. Some of these universities and business schools include Warwick Business School; Nottingham University; Leeds University Business School; Bangor University’s Bangor Business School; Pace University’s Lubin School of Business; and School of Business, University at Albany. Ernst & Young cooperates with various customers including Lehman Brothers and PNC Financial Services Group. KPMG cooperates with the University of Exeter Business School, Birmingham Business School, and also works together with Durham University Business School which are some of its suppliers. KPMG also works with the Institute of Chartered Accountants of England and Wales (ICAEW). Deloitte cooperates with many customers and a lot of these clients are among the FTSE 250 corporations. It has also partnered with various suppliers such as Columbia University’s Columbia Business School; and School of Business, University at Albany in New York (Francis, Michas & Yu 2013, p. 16).

Environmental factors affecting competitive and cooperative strategies

5.0 Conclusion

References

Auditing and Assurance Standards Board 2014, Australian Auditing Standards. Available at http://www.auasb.gov.au/Pronouncements/Australian-Auditing-Standards.aspx (Accessed October 14, 2014).

Australian Government 2014, Financial Regulation. Available at http://australia.gov.au/topics/economy-money-and-tax/financial-regulation (Accessed October 14, 2014)

Australian Securities & Investments Commission 2014. Financial Reports & Audit: For Auditors. Available at http://asic.gov.au/auditors (Accessed October 14, 2014).

Montgomery, A 2010, ‘Price Waterhouse Coopers shrinks to PwC’, Design Week Online, 2010, Business Insights: Essentials, EBSCOhost, viewed 12 October 2014.

Murray, AI 2008, ‘A Contingency View of Porter’s “Generic Strategies”‘, Academy Of Management Review, 13, 3, pp. 390-400, Business Source Complete, EBSCOhost, viewed 12 October 2014.

Porter, M 1998, Competitive Strategy. New York: Free Press.

PWC 2014, About Us. Available at http://www.pwc.com/gx/en/about-pwc/index.jhtml (Accessed October 12, 2014).

Robson, GS., & Roseman, GH 2009, Is Government Regulation of Auditors Redundant? Boca Raton, FL: Penguin Publishers.

Strahler, SR 2013, The Big Four’s New Math, Crain’s Chicago Business, 36, 40, p. 0019, Regional Business News, EBSCOhost, viewed 12 October 2014.

World Bank 2014, Country Profile: Australia. The World Bank.

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Eggs Protein foams Cheese Lab report

The report should be divided into the following sections:
1. Introduction – Should include a clear statement regarding the purpose of the experiment.

2. Methods – Refer to the experiment/procedure available on the NUTR 1102 Laboratory
Moodle sit

3. Results – Include data tables as completed in lab. Means and standard deviations should be calculated and correct. Tables and figures should be numbered and labelled and appear in the order that they are referred to in the text. The reader should be able to look at the table and understand its contents without reading the report.

4. Discussion – A discussion of the results and what they mean. This section will probably be longer than other sections of the report; however, be as concise as possible. Marks will be taken off for irrelevant information. It is not necessary to repeat information
provided in the tables. You will need to refer to the tables and graphs in the Results section. Be sure to specify which table or graph you are referring to, i.e. (Table 2) or (Figure 1), etc. Try to discuss in experimental blocks. Integrate objective and subjective data. In the discussion, try to explain why you got the results that you did, especially if they differed from the expected. Does literature support or negate findings? Was there something about the samples or testing environment that could have caused the deviation from the expected, i.e. fluctuations in oven temperature, personal element, untrained panel, sensory fatigue. Were any trends evident? Discussion should be supported with
theory and referenced accordingly. References should be listed numerically in the order they appear in the report. Numbers should appear in brackets following the citation. The full reference should be listed at the end of the report under the References section.

5. Conclusions – A brief summary of what the experiment has shown and possible implications or applications (food service, food industry, domestic, consumer retail level, etc.). This section should give the reader an idea of the purpose and usefulness of the tests without reading the rest of the lab report.

6. References – A list of only those references cited in the report should be included. Full references should be listed numerically in the order they appear in the report. In addition.

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Case scenario Report Assignment Available

Case scenario report

Order Instructions:

This assignment is of 1500 words. The referencing is Harvard Referencing guide.

Assessment #1 – Case Report (Graded)

Students are required to submit a written report on the analysis of a case scenario. Two case scenarios will be available via the Learn online Course Website and students must choose one (1) from the two. The main aim of case scenario report will be to apply selected theories from the course content to simulated problem solving and decision-making, reinforcing the applicability of theory to practical situations.
Further detailed information including assessment description, marking criteria and academic writing requirements are located on the course learn online webpage.

I have attached all the other requirements for this assignment.

SAMPLE ANSWER

Case Scenario 1 Report

Section 1

From the review of the case scenario and the friend’s account, it is evident that the relationship breakdown between Jeremy and his family is the main issue at hand. This has consequently resulted into depression, loneliness, and a feeling of abandonment that are the underlying causes of his persistent stress hence the intense and prolonged headaches. To counter the pain, Jeremy takes long-acting painkillers and for the feeling of loneliness and abandonment Jeremy abuses alcohol. This interferes with his judgment and, therefore, he misuses the pain drugs and forgets to take his insulin drugs which further worsen his physical condition. In addition, alcohol is contraindicated in diabetes treatment due to the drug interaction that renders the drugs ineffective. From his emotional state at arrival in the hospital, Jeremy seems to have been attempting to commit suicide using an overdose of painkillers taken with alcohol a combination that is clearly contraindicated in medicine. Therefore, apart from the medicine Jeremy is currently using he requires psychiatric therapy to deal with his underlying emotional problems.

Section 2

In reference to the case scenario, the questions of interest here include:

What are the effects of family breakdown on adolescents?
How do adolescents adapt to family breakdowns?

How effective are pharmaceutical interventions in treating the symptoms associated with family breakdowns?

What effect does alcohol have on pain and drugs used in Type 1 diabetes?
What is the effectiveness of psychotherapy in the treatment of Jeremy’s condition?

In the case scenario, Jeremy seems to be suffering from a condition that is psychological and affecting his emotional well-being and judgment. These questions will be critical in determining whether the family breakdown is the underlying cause of his stress that in turn requires him to be on constant pain killing medication. In addition, the questions will help determine whether his constant partying, alcohol abuse and the suicide attempt are possible adaptive mechanisms to deal with the emotional distress. Furthermore, they will highlight the effectiveness of pharmaceutical and psychological interventions in handling Jeremy’s case and how alcohol use affects the efficacy of drugs.

Section 3

In the last 30 years, there have been social and demographic changes leading to increased diversity and complexity in the family structure. Today, more couples are cohabiting and becoming parents, and the risk of separation among this group is higher compared to that of divorced parents (Mooney, Oliver, & Smith 2009). However, even among married parents the rates of divorce are significantly increasing. Therefore, children are experiencing parental separations or situations where they have a single parent. This parental separation and family breakdown often has a negative impact on educational achievement, behavior, mental health, self-concept, social competence, and the overall long-term health on the adolescent (Mooney, Oliver, & Smith 2009). Therefore, the question that arises is what the psychological effects of family breakdown on children are.

Per Rodgers and Pyror (1998; 2001) who conducted a review of evidence-based literature on the impact of family breakdown on a child’s outcomes found at those children had an increased risk of developing behavioral problems, poorly performing in school, and required more medical treatment. In addition, they were leaving school and home early, and developing depressive symptoms including higher degrees of smoking, drinking, and other drug use and becoming addicts in adolescence and or adulthood (Mooney, Oliver, & Smith 2009).

Erikson’s Psychosocial Development Theory

According to Erik Erikson, child development occurred under certain predetermined stages and order. Erikson focused on the social development of the child and how this affects their sense of self. He, therefore, developed the Psychosocial Theory of Development that comprises of eight developmental stages (Sigelman & Rider 2014). Each of these stages has two possible developmental outcomes and per the theory, the successful completion of each of the stages results into the development of a healthy personality and proper socialization with others. However, failure to complete a particular stage is associated with a decreased inability to successfully complete the subsequent stages hence development of an unhealthy personality and a poor sense of self. In case a stage is not completed and resolved successfully, this can occur at a later time in the individual’s life. These stages are, “Trust vs. Mistrust, Autonomy vs. Shame and Doubt, Initiative vs. Guilt, Industry vs. Inferiority, Identity vs. Role Conflict, Intimacy vs. Isolation, Generativity vs. Stagnation, and Ego Integrity versus Despair” (Sigelman & Rider 2014).

Application to the Scenario

Due to the family breakdown, Jeremiah was separated from his family at a crucial time when he needed the support of the parents to complete the particular developmental stage that is the identity versus role conflict stage fully, and this resulted into role confusion. In addition, Jeremy was moved to a new country, and since the previous stage was not completed, it became even difficult to complete the next stage (intimacy versus isolation) as these were new people hence he developed feelings of isolation, loneliness and depression hence the headaches.

Health Detrimental Beliefs and Attitudes

From the Scenario, Jeremy seems to have health destroying beliefs and attitudes regarding his condition. Due to the family breakdown and separation, Jeremy has clearly developed a psychological condition (depression) and feelings of loneliness and isolation. However, to deal with the stress associated with these feelings he constantly takes painkillers for the stress related pain and to deal with the negative feelings and depressive mood he constantly parties and abuses alcohol as remedies for his state. This negatively impacts his judgment and even he forgets about his diabetes pills. As a final resort, he believes suicide is best for dealing with his problems.

Pathophysiological Processes of Depression

The clinical and etiological heterogeneity related to depression has made it difficult to elucidate the pathophysiology of depression. The current theories in neurobiology having the most-valid foundations empirically and reviewed of the basis of their strengths and weaknesses and selected theories are based on the investigation of psychosocial stress and the stress hormone (Hasler 2010). Stress is attributed to be a cause of depression and the sensitivity to stress is partially gender-specific. While men and women exhibit almost equal sensitivity to stressful events that can lead to depression, the responses differ depending on the type of stressor. Men experience episodes of divorce following separation, divorce, and difficulties in working while women are sensitive events that happen close to their social network (Hasler 2010).

The Corticotropin-releasing hormone from the hypothalamus is released when psychological stress is detected in the brain regions and this critical in the pathogenesis of depression. This hormone brings about several physiological and behavioral alterations that resemble depression. The sickness behavior is as a result of the released hormone with the significant risk factor being suicide (Hasler 2010).

Step 4

In reference to the case scenario, the main problem that to be addressed is the depression. Depression is a mood disorder that results to the development of persistent feelings of sadness and lack of interest. The condition interferes with the thought process and behavior and results into several physical and emotional problems (feelings of worthlessness) (Moragne 2011). Depression is life-threatening and occurs at any age causing severe distress and disruption of life. Due to the negative beliefs regarding depression, ignorance, and a lack of knowledge some of the coping techniques used include alcohol use, drug use, painkillers, comfort eating, self-mutility shopping, suicidal thoughts and even suicide (Brigitta 2002).

To support the client (Jeremy) as a nurse, assessment of the client’s clinical symptoms of depression would be the most important and first in the patient-centered approach. For Jeremy, I would assess of his feelings, behaviors, and verbal response. Once this is done, in a collaborative manner, I would help him conceptualize his treatment goals through the identification of his strengths and weaknesses. Finally, I would provide depression nursing intervention techniques such as close interaction, encouragement, attentive to the client’s needs, appraising the client’s strengths, and help the client understand the meaning of life and to develop a sense of purpose in order to feel worthy of living. Moreover, I would notify the client of his other medical conditions and the need to adhere to treatment to avoid other negative health consequences that would further worsen his depression.

Therefore, per the Nursing and Midwifery Board of Australia (2006), planning nursing care in consultation with the individual, practicing within the professional and ethical framework, and practicing using a framework that is based on evidence are the ANMC RN Competency Standards required (NMBA 2006).

Conclusion

Depression is life threatening and requires special care from a personal and professional level. I think that the beliefs, attitudes, behaviors, and lifestyle choices that a person having depression has and makes are at the centre on how this disease will progress. For Jeremy, I think if consuming alcohol will worsen his condition. Given the fact that he has another health conditions it is critical that he adheres to the drugs provided and keeps away from the alcohol. A lifestyle change for him would be beneficial as this will help cope with the negative emotions on a long-term basis. From my nursing practice experience, I have realized that many people with depression often engage in health-damaging adaptive mechanisms just like Jeremy, and this often worsens their condition and at times results in death

References

Brigitta, B, 2002, Pathophysiology of Depression and Mechanisms of Treatment, Dialogues Clin Neurosci., 4 (1), 7–20.

Hasler, G, 2010, Pathophysiology of Depression: Do we have any solid evidence of interest to clinicians? World Psychiatry, 9 (3), 155-161.

Mooney, A, Oliver, C & Smith, M, 2009, Impact of Family Breakdown on Children’s Well-Being: Evidence Review, University of London, Institute of Education, London: University of London.

Moragne, W, 2011, Depression, Minneapolis, MN, United States of America, Twenty-First Century Books.

Sigelman, C & Rider, E, 2014, Life-Span Human Development. Stamford, CT, United States of America, Cengage Learning.

The Nursing and Midwifery Board of Australia, 2006, National Competency Standards for the Registered Nurse, 1-11.

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What ethical consumerism means for businesses

An analytical business report on what ethical consumerism means for businesses

Order Instructions:

Write an analytical business report on what ethical consumerism means for businesses. Choose one company evidencing how they operate ethically. This must take into account the ethics and values of the company you choose to focus on.
In your report (which must be written in business report format), you need to cover the following topics:
• An executive summary which gives a brief overview of the argument in your report including key findings and conclusions
• A brief overview analysis of ethical consumerism, identifying the examples of some of the products which fall into the ethical category,
• A detailed review of one company claiming to operate ethically. Discuss the approach(es) they have used to become a more socially conscious business, linking this with the ethics and values of the company that you have identified.
• A short opinion survey on what influences consumer buying behaviour, carried out by you from a sample of students at GSM London
• A conclusion which includes critical evaluation of ethical consumerism based on the evidence that you have gathered both from your primary and secondary research, focusing on one company you have chosen for detailed review
Supporting material will be posted on Blackboard, but you will be expected to undertake research using newspaper/magazine/web articles, journals and text books.
Word Limit – Not more than 2000 +/- 10%

I want you to remember that this job is analytical business report. it is not just essay writing please speak to your writer very well. Previously you and i agreed to continue using Marks and Spencer since i use M&S for presentation therefore the writer would write should be on M&S

NB
Remind writer what she /he wrote initially on Marks & Spencer regarding Ethical Consumerism
The task is 8 pages.

SAMPLE ANSWER

What ethical consumerism means for businesses

Executive Summary

Ethical consumerism can be described as the intentional purchase of products or services that are considered to be made ethically. Consumers have become more ethically conscious with more people striving to know more concerning the way products they purchase are produced. Notably, several studies have also revealed a positive correlation of ethical production and company performance. This has in turn motivated more companies to develop ethical policies that their production ethics, practices, structures, and relations. This report focuses on critically analyzing the current market trends concerning ethical consumerism and what it means for business. In this regard, special emphasis has been directed towards the ethical processes of M&S as a case study comparing it with that of the Co-op bank and the findings of my personal survey. The analysis of these three cases in this report have demonstrated a need for companies to reconsider their policies in regard to the emerging trend or risk losing on consumer confidence.

Introduction

Over the recent past, the concept of ethical consumerism has increasingly attained prominence among the wealthy capitalist nations across the globe and has more recently gained mainstream appeal. Terms such as conscience consumption and responsible are no longer purely associated with hippie lifestyles or fringe politics, but rather are now increasingly entering into everyday practice and language of the ordinary consumers (Singh et al., 2012). Consumers now more than never before are basing their choices on the issue of care and collective concern. For this reason, the big question that this report seeks to answer is on what ethical consumerism means for business.

The rise of ethical consumerism connects to a broader range of concerns around environmentalism, unsustainable lifestyles, and anti-materialism. For instance, a study by Global Market Insite across 17 countries including U.S.A., Australia, India, Japan, China, and various European countries recently showed that 54 percent of consumers would be prepared to pay more for the organic, Fair Trade or environmentally friendly products (Potter & Lewis, 2011). In the light of this and several other similar findings concerning ethical consumerism, it is clearly visible that the way to go for business in the current market is ethical production and operations. For this purpose, this report proceeds to further analyse the issue of ethical consumerism and what it means for business with special interest on Mark and Spencer.

Ethical Consumerism

Ethical consumerism can be described as the intentional purchase of products or services that are considered to be made ethically (Healey, 2013). Products considered ethical in this case would imply that the process of producing these products has minimal or no harm or exploitation of any form to persons, animals, or the surroundings. In practice ethical consumerism is achieved when buyers engage in positive buying in favour of ethical goods or by moral boycott that entails company based buying or negative buying. The rise in ethical consumerism has led to a rise in ethical based decisions in the market. This has been facilitated by increased understanding and information concerning businesses practices.

More business and companies want to be recognized as producing ethically and improving their ethical standards. In this context, as Healey (2013) notes ethical production has become the new form of competitive advantage of businesses in the contemporary market. More people are basing their buying choices on ethical aspects of the products such as whether they are sourced, made, and distributed ethically. Businesses, therefore, need to recognize that consumers now want more than just good value for their money. Indeed, customers are increasingly looking for other aspects of the product in the company, product, or brand such as ethical sourcing, manufacturing and dissemination, as well as clear information concerning nutrition. In addition, consumers now consider transparency, fair labour, protection of human rights and health, respecting the environment, sustainability, and corporate social responsibility. As such, businesses need to consider how effectively they meet these changing ethical trends of consumers if they are focused on remaining profitable yet sustainable.

The current trend in the mass market identifies a need for companies to devise new strategies or reinvent their business strategy in respond to today’s ethical consumer. Studies show that consumers prefer ethical products such as fair labour-certified garments, products made through sustainable technologies, cosmetics produced without animal testing, and fair trade-certified chocolate and coffee (Harvey, 2012). A recent survey on Melbourne households showed that 40 percent of the participants had gleaned items (Chatzidakis et al., 2012). Another study undertaken by YouGov found out that consumers have become more ethically conscious with 78 percent saying they would wish to know more about the way good they purchase are made including the factory conditions. Some 58 percent said they already purchase FairTrade products while 19 percent said they would buy the FairTrade items if they were made more widely available across the high street (Carrington et al., 2010).

Certain trust criteria by consumers such as creditworthiness are considered to form the basis of sourcing or purchasing behavior. Natural capitalism proponents hold that comprehensive outcomes of production form the basis of using products as opposed to cumulative outcomes (Harvey, 2012). As such, moral criteria form a broader shift away from commodity markets to a deeper product economy. However, there is little validation of consumer reporting in these surveys because of the gap between what people report and what they actually practice. These are buyers whose decisions are based on the social and ethical positions of a product such as labour practices and environmental impact with regard to their own values (Brunk, 2012). Consumers are increasingly becoming aware of the ethical aspects of production with studies showing increased consciousness. In this regard, some of the core factors that were found to be influencing consumer behavior are companies sources their products, how they treat their workers, and the impact they have on the environment.

Mark & Spencer

Corporate social responsibility within M&S has traditionally been construed as basically the offering of quality and good products for a good value for their customers and the patristic regime of shop assistants. In 1999, the company became a member of the Ethical Trading Initiative, which is an alliance of companies and organizations to good practice and promotes improvements in working conditions globally. The principle goal is to oversee that the working conditions for employees is up to appropriate standards. In addition, M&S subscribed to the Environmental Code of Practice to make sure that the existing processes in the company no chemicals, inputs, or dyes used in the garment production causes unwanted health or environment risk during their manufacture (Harvey, 2012).

M&S has been recognized on several occasions as a result of this recent initiative to become a greener retailer. More recently in 2007 the company unveiled what they call “Plan A”, a 100 point program of action aimed at giving the company a head-to-foot environmental makeover in ethical production within the next five years (Johnson, 2008). This can be compared with the Co-op bank’s ethical values of honesty and social responsibility.The two values entail being honest on what the company does and how they do it as well as taking responsibility of the community and environment.

Suppliers

Concerning their operations with suppliers, M&S has strived to develop a stronger rapport with their suppliers by initiating open dialogue. In 1999, they created a set of principles within their collaboration with their suppliers. The document offered a set of guidelines for suppliers in complying with the required laws and regulation in terms of working hours and conditions, terms of pay and employment, and health and safety. M&S has also been organizing supplier exchange forums where peer-to-peer learning is encouraged among suppliers. M&S developed a balanced scorecard for foods where equal weight is given to technical, ethical, environmental, and commercial issues. Through supplier conferences, M&S is able to bring together suppliers across seven of their main sourcing countries where they share experiences and conduct debates to reach a common understanding. The aim of these conferences, exchange forums, and debates is to highlight and develop strategies for higher standards in ethical environmental and trade performance.

Environment Policy

M&S in 2011 updated their standards to include new sections on environmental management as well as minimizing energy and water use. Their approach to chemical management requires that every of their dyehouse to complete a rigorous audit and also emphasizes on regular performance reviewed. The supplies must also first comply with the M&S Environmental and Chemical Policy. Through their partnership with Greenpeace NGO, M&S focuses on achieve zero discharge from their dyehouses by the year 2020 (Bucic et al., 2012).

Product Attributes

M&S focus was on converting all its tea and coffee to FairTrade to match the growing significance of ethical consumerism. A total of 38 product lines were switched, increasing the value of all the FairTrade ground and instant coffee sold in supermarkets across UK by 18 percent and that of tea by about 30 percent (Johnson, 2008). As a result of the initiative, the 2012 M&S report confirms that 138 commitments have been realized, and the company now recycles 100 percent of its waste (Johnson, 2008). M&S labels their entire general merchandise product in their stores with its country of origin.

The company has realized many other achievements in terms of ethical consciousness including a five million customer participation in Plan A activities and a significant decrease in carrier bags usage by up to 1.7 billion bags within a five-year period. The company has since achieved a 31 percent attribute on its products. About 257 of their products are now made using the certified sustainable palm oil. Over 50000 people facing workplace barriers have completed M&S placement. The company’s sales of FairTrade food has henceforth increased by 88 percent since the year 2007 (Carrington et al., 2010).

A comparison of M&S’s Plan A with the Co-op bank’s ethical policy reveals some similarities. One of the latest considerations that are comparable to M&S is the genetically modified food. Co-op bank’s ethical policy currently cover environmental and animal welfare, economic development, international development, and human rights much more like that of M&S (Harvey, 2012).

Personal Survey

In an attempt to further evaluate the issue of ethical consumerism, I conducted an opinion survey on 50 students from GSM London. The survey was done through face-to-face interviews where respondents were requested to answer some structured questions concerning their buying behavior especially one that had to do with ethical consumerism. The findings of this study yielded results that concur with several other past studies on what influences consumer behavior. One of my findings was that economic status was a major factor. Consumers also consider how the company treats their customers. Other factors reported to directly impacting on how consumers spend their money include how companies source their products, how they treat their workers, and the impact they have on the environment. A cross section of the students said they would be more willing to buy ethically produced products than others if they were able to identify them. However, they noted a lack of information that could help them identify the ethical products despite the high consciousness concerning ethical consumerism. Some of the stores as the report has indicated concerning M&S have a way of helping buyers identify their ethical products through the use of labels.

Conclusion

In conclusion, it is quite clear from the discussion that ethical consumerism has become a common trend and a major determinant of consumer behavior. Consumers are increasingly becoming aware of the ethical aspects of production with studies showing increased consciousness. Some of the core factors that were found to be influencing consumer behavior on the basis of my personal survey are companies sources their products, how they treat their workers, and the impact they have on the environment. More companies in their quest to match and meet the changing demands of consumers have embarked on more ethical practices in their production. M&S through their ethical programs such as engagement with suppliers, environment policies, and Plan A has achieved substantial levels of success in becoming greener. Ethical production is largely linked to increased sales and better company reputation as seen in the Co-op bank and M&S examples. Customers are more willing to buy from companies they deem more ethical as compared to others.

References

Brunk, K. (2012). Un/ethical Company and Brand Perceptions: Conceptualising and Operationalising Consumer Meanings.Journal Of Business Ethics, 111(4), 551-565.

Bucic, T., Harris, J., & Arli, D. (2012). Ethical Consumers Among the Millennials: A Cross-National Study. Journal Of Business Ethics, 110(1), 113-131.

Carrington, M., Neville, B., & Whitwell, G. (2010). Why Ethical Consumers Don’t Walk Their Talk: Towards a Framework for Understanding the Gap Between the Ethical Purchase Intentions and Actual Buying Behaviour of Ethically Minded Consumers.Journal Of Business Ethics, 97(1), 139-158.

Chatzidakis, A., Maclaran, P., & Bradshaw, A. (2012). Heterotopian Space and the Utopics of Ethical and Green Consumption.Journal Of Marketing Management, 28(3/4), 494-515.

Harvey, B. (2012). Ethical Banking: The Case of the Co-operative Bank. Journal Of Business Ethics, 14(12), 1005-1013.

Healey, J. (2013). Ethical Consumerism. Thirroul, N.S.W.: Spinney Press.

Johnson, M. (2008). Marks & Spencer Implements an Ethical Sourcing Program for its Global Supply Chain. Journal of Organizational Excellence, 23(2), 3-16.

Potter, E., & Lewis, T. (2011). Ethical Consumption : A Critical Introduction. Milton Park, Abingdon, Oxon: Routledge.

Singh, J., Iglesias, O., & Batista-Foguet, J. (2012). Does Having an Ethical Brand Matter? The Influence of Consumer Perceived Ethicality on Trust, Affect and Loyalty. Journal Of Business Ethics, 111(4), 541-549..

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Report of candlewick Ltd Assignment

Report of candlewick Ltd

Order Instructions:

Instructions:
You need to produce an initial report to Candlewick. You will need to produce a further report once the business has been trading for six months. The report needs an Executive Summary, a numbered index, font size 11, Calibri or Arial font. All tables need to be placed into an Appendix. Place a footer on your document with your name, student number and page number. The report may have references and a bibliography.

Scenario
You are an accountant working for an accounting practice and have been asked to help a new client plan and control her business finances. John Wick has started a business selling candles in Bath. Candlewick Ltd has been open for one month (January, 2013). It is located in a busy part of the town, near the Pump House – a major tourist spot, but where there is at least one other established competitor.

1. Cashflow Forecast (6 marks)

Construct a cashflow forecast for Candlewick Ltd. The owner has produced the following figures which he has researched and believes are correct.

1. An initial £10,000 capital has been placed into the business.
2. John buys candles from a local supplier for £15 per box, and sells them online for £20 per box. The supplier will allow one month’s credit. This will represent 75% of the business’s revenue. John will allow customers two month’s credit.
3. The shop in Bath will represent the final 25% of the revenue, and will deal in cash sales.
4. Expected purchases: January – February £400; March £500; April £560; May £600; June £600
5. Expected sales: January – February £400; March £500; April £560; May £600; June £600
6. Equipment including van is purchased on the 1st January cost £13,000, but will not be paid for until February 2013.
7. Rent is paid £150 per month, payable at the end of every month.
8. Advertising will be £250 per month payable in arrears.
9. Telephone and internet expenses will be £450 per quarter payable at the end of each quarter, the first payment being at the end of March.
10. Printing, postage, stationery, which include packaging, are estimated to be £600 per month apart from January, and will be payable in cash.

2. Working Capital Requirements (10 marks)
• Analyse the cashflow forecast. Which month does John need to add additional cash?
• Outllne the main options for sources of funds available to Candlwick Ltd.
• Should John look at a bank loan, loans are available for start-ups of £18,000, £6,150, £5,100, £4,800, £3,700. Interest rates are 7.4% and can be fixed for a two year maximum.

3. Actual Trading Figures (12 marks)
Candlewick has now been trading for six months, and you have been given the following figures. Prepare another cashflow statement. Conduct a variance analysis. What have been the main differences?
1. Sales (cash): January £1,600; February £1,800; March £2,000; April £3,500; May £4,000; June £4,500
2. Sales (credit): January £0; February £0; March £4,800; April £5,400; May £6,000, June £7,800
3. Purchases: January 0, February £6,000; March £6,000; Apirl £7,500; May £8,400; June £9,000
4. Equipment including van: £13,000 paid for in February.
5. Rent: January – June £500
6. Advertising: January – June £50
7. Telephone and internet: January – June £450 payable quarterly (first payment end of March).
8. Printing and postage: January £0; February £100 – June £ 100
9. Interest payments: January – June £40
10. Salaries: January £0; February – May £500; June £660

4. Trial Balance for Candlewick Ltd (9 marks)
Using the cashflow balances, construct a trial balance.

5. Prepare an Income Statement for Candlewick Ltd. (6 marks)
The following adjustments need to be taken into consideration:
1. Closing inventory is valued at £750.
2. Rent, advertising, telephone and internet, printing, postage and packaging and salaries are allocated 50% to distribution costs, 50% to administrative expenses.
3. Acrrued expenses for Advertising £100 and £200 telephone and Internet.
4. Printing postage and packaging are prepaid by £100.
5. Equipment is expected to be kept by the business for 4 years with an estimated residual value of £1,000, using the Diminishing Return or Reducing Balance method. Depreciation will be charged. Depreciation will be charged in the following ways: 50% to distribution costs; 50% to administrative expenses.
6. An allowance for doubtful debts will be based on 10% trade receivables. This allowance will be charged 100% to administrative expenses.
7. Income tax to be paid by 31 January 2014 will be £8,970 (30%).
8. John is the only shareholder, however, he will leave all profits in the business to help it grow, rather than take some out in the form of a dividend.

Using the actual cashflow forecast (Activity 3), and trial balance, construct an Income Statement for Candlewick Ltd.

6. Prepare a Statement of Financial Position for Candlewick Ltd (17 marks)
1. Accounts receivables include those purchases in May and June.
2. Accounts payable need to be included – June’s payment.
3. Identify closing inventory figure.
4. The cashflow statement shows a surplus figure, which is an asset.
5. John invested capital into the business and a loan.
6. The profit figure has been calculated.
7. There will be a tax liability (30%).
8. Acrrued expenses for Advertising £100 and £200 telephone and Internet.
9. Printing postage and packaging are prepaid by £100.
10. Equipment is expected to be kept by the business for 4 years with an estimated residual value of £1,000, using the Diminishing Return or Reducing Balance method. Depreciation will be charged. Depreciation will be charged in the following ways: 50% to distribution costs; 50% to administrative expenses.
11. An allowance for doubtful debts will be based on 10% trade receivables. This allowance will be charged 100% to administrative expenses.
12. Using the actual cashflow forecast (Activity 3), construct an Income Statement for Candlewick Ltd.
13. Income Tax is 30%.

• From the Income Statement, analyse Assets (Equipment, cash owed and closing inventory) compared with Liabilities (equity, loan, cash owed to supplier and tax authorities).
• What advice can you John regarding the difference between the cashflow figure and income statement figure?

6. Ratio Analysis (24 marks)
• Using a minimum of eight appropriate ratios, investigate the profitability of Candlewick Ltd.
• What limitations might there be on these figures?
• What would you advise John to do about the future of his business?
• Word limit 1000 words.

Presentation and English (5 marks)
Referencing (5 marks)

SAMPLE ANSWER

Report of candlewick Ltd

Contents pages

Executive Summary…………………………………………………………………………..3

Forecasted Cash flow 1………………………………………………………………………2

Forecasted cash flow 2………………………………………………………………………5

Trial Balance…………………………………………………………………………………..6

Income Statement………………………………………………………………………………7

Statement of financial Position………………………………………………………………7

Ratio Analysis…………………………………………………………………………………..8

References………………………………………………………………………………………10

Executive Summary

Candlewick limited is a company that trades in candles. The company purchases candles and resells them at a mark-up that constitutes its profit margin. John Wick is the entrepreneur who operates the business. In January 2013, he advanced a capital of £10,000 to his candle business. The forecast however revealed a very different scenario.

	Candlewick Ltd
	Cash flow Forecast
	Jan	Feb	Mar	Apr	May	Jun
	£	£	£	£
Sales		400	500	560	600	600

Purchases	0	400	500	560	600	600

van	–	13,000	0	0	0	0

Rent	150	150	150	150	150	150

Advertising	–	250	250	250	250	250

Tel & Int	–	0	450	0	0	450

Printing & Stationery	600	600	600	600	600	600
Total Expenses	750	14,000	1,850	1,500	1,560	2,050
Total income receivable	0	0	0	300	375	420
Net cash flow	-750	-14,000	-1,850	-1,200	-1,185	-1,630

Opening bank balance	10000	9250	-4750	-6600	-7800	-8985

Closing bank balance	9250	-4750	-6600	-7800	-8985	-10615

The candlewick forecast cash flow will have a deficit balance in the first month of operation as the debtors have been allowed two months credit upon which they can make their payments. The sales in January will most likely be paid in March while the February sales will be received in April. The rental payments, Advertising costs, Printing & Stationary are constant and they amount to £1000. Rent can be classified as a fixed expense but advertising & postage and printing are variable expenses. (Faul, du Plessis & van Vuuren 2001) The cost of purchasing the van can be classified as an asset and only its depreciation is chargeable to income and expenditure while its Book value is depreciated according to the rate of depreciation agreed before it’s posted to the balance sheet. (Drury 2004)

John needs to add some additional cash in February to cater for the payment of the Van. The operational cash that has been banked at the bank will be inadequate to pay all the expenses in February together with the van purchases’. (Garrison, Noreen & Brewer 2006)

The major options open for John to fund his company are limitless. The bank can offer some financial assistance by offering some funds but at an agreed rate of interest. The other option would be to invite a partner who can contribute a similar amount of capital that can be used as operation cash for a certain amount of shares in the candlewick ltd. (Hansen & Mowen, 2005) John can also borrow funds from friends or family members to finance his company. The other option is to register the company as a public limited company and enlist it to a stock exchange so as to float its shares to the public. The funds can be used to fund the company’s operations but the problem is that it would take some time before the company can be registered, float its shares and obtain the required minimum amount of shares to commence trading and finally to obtain a trading license. (Marshall, McManus & Fiele 2004)

The recommended start up loan would be £3700 at 7.4%.

The variance analysis for John’s business between the forecasted and the actual results reveals that the closing balances would have very large disparities. In January 2013, the closing balance would higher than originally estimated. The actual closing balance is £11,600 while it was estimated to be £9250. The budgeted amount would a have a deficit of £2350

Candlewick Ltd
Cash flow Forecast 2
	Jan	Feb	Mar	Apr	May	Jun
	£	£	£	£	£	£
Credit sales	0	0	4800	5400	6000	7800
Cash sales	1,600	1800	2000	3500	4000	4500
Purchases	0	6000	6000	7500	8400	9000

van	–	13,000	0	0	0	0

Rent	0	100	100	100	100	100

Advertising	–	10	10	10	10	10

Tel & Int	–	0	225	0	0	225
Interest payments						40
Printing & Stationery	0	100	0	0	0	100
Salaries	0	0	0	0	500	660
Total expenses	0	13,210	6,335	6,110	8,110	9,495
Total income receivable	1,600	1800	2000	3500	8800	9900
Net cash flow	1,600	-11,410	-4,335	-2,610	690	405

Opening bank balance	10000	11600	190	-4145	-6755	-6065

Closing bank balance	11,600	190	-4,145	-6,755	-6,065	-5,660

In February, the closing balance is forecasted to be deficit of £-4750 which the actual balance resulted in an excess of £190. The variance was occasioned by the balance brought forward from January and the actual cash payments that were made in January and February. The other months were also affected by the inclusion of the cash payments which could not be exactly forecasted. The actual total expenses were also very high compared with the forecasted amounts. (Gitman 2000) The actual expenses amounted to £43260 instead of the forecasted £20960. The Income receivable amounted to £1095 instead of the actual £27600. The net cash flow in June was a deficit of 15660 of the budgeted deficit of 19865. (Harrison & Hongren 2001)

Candlewick Ltd
Trial Balance
	DR	CR
Balance brought forward		4825
Credit sales		24000
Cash sales		17400
Purchases	36900

van	13000

Rent	500
Loan	1081
Advertising	50
Share capital	3679
Tel & Int	450
Interest payments	40
Printing & Stationery	200
Salaries	1160
Closing balance		10,835
Totals	57060	57060

(Garrison & Noreen 2003)

Candlewick Ltd
Income and Expenditure


Credit sales		24000
Cash sales		17400
Total sales		41400
Less
Purchases	36900
Less closing stock	750	36150
GP		5250
Administrative Expenses	3880
Distribution exp	2500
Income tax 30%	8970
Total expenses		15350
Net Profit		-10100

		Candlewick Ltd
	Statement of Financial Position
Assets
Non Current assets	Cost	Dep	NBV
Property, plant & Equip	13000	3000	10,000
Total non- current assets				10,000
Current Assets
Inventories			750
Trade receivables			12420
Cash			-10,835
Prepayments			100
Total current Assets				2,435
Total Assets				12,435
Equity and Liabilities
Share capital			3679
Deficits			-10100
Total Equity				-6421
Non-current liabilities
Long term borrowing				1081
Total non-current liabilities				-5340
Current liabilities
Trade Payables			9000
Accrued expenses			300
Current tax payable			8970
Total current liabilities				18270
Total equity and liabilities				12930

The major differences between the cash flow figure and the income statement is that the cash flow includes the purchases of assets such as the van while the income statement is restricted to revenue items only which excludes the assets and liabilities or prepayments. (Gill & Johnson 1997)

6b.

Financial Ratios		June
Current Ratio	Total Current Assets/Total current liabilities	0.64
Quick Ratio	TT Current Assets – inventories /total current assets	0.60
Receivable turnover	Annual credit sales/average receivables	1.93
Inventory Turnover	Cost of goods sold/Average inventory	48.20
Asset turnover	Sales/Average total assets	3.33

Times interest earned	EBIT/Annual Interest Expense	-28.50
Debt to total Asset	Debt/Assets	0.09
Profit margin on sale	GP/sales	0.13

The current ratios indicate a grim future for Candlewick limited. (Flynn 2003) The standard ratios for current assets and the current liabilities is a ratio of 2:1. The ratio of candlewick is 0.64:1. This means that the company cannot pay off its liabilities. The quick ratio suggests that the company is still operating below the required minimum ratio of 1:1 It cannot meet the immediate obligations that may face the company. The profit margin on sales is also very low.

The major limitations on this figures is that they represent a very large variance between the actual results and the forecasted results.

John should advertise and market his business to draw more business and also diversify in other business that may supplement his income besides the income from the Candlewick limited.

Reference

Drury, C., 2004, Management and Cost Accounting. Thomson Learning.

Epstein, M.J. & Lee, J.Y., 1999, Advances in management accounting, 8. Stanford, Con.: JAI Press.

Faul, M., du Plessis, P.C. & van Vuuren, S.J., 2001, Fundamentals of cost and management accounting. Durban: Butterworths.

Garrison, R.H., Noreen, E.W. & Brewer, P.C., 2006, Managerial accounting (11th Ed) Boston: McGraw-Hill.

Hansen, D.R. & Mowen, M.M., 2005, Management accounting (7th Ed) Mason, Ohio: Thompson/ South-Western.

Harrison, W.T. & Hongren, C.T., 2001, Financial accounting (4th Ed). Englewood Cliffs, NJ: Prentice Hall.

Marshall, M., McManus, W. & Fiele, D.F., 2004, Accounting: what the numbers mean. Boston: McGraw-Hill.

Flynn, D., 2003, Understanding finance and accounting (rev. 2nd Ed). Durban: Butterworths.

Garrison, R.H. & Noreen, E.W., 2003, Managerial accounting (10th Ed). Boston: McGraw-Hill.

Gill, J. & Johnson, P., 1997, Research methods for managers (2nd Ed). London: PCP Publishing.

Gitman, L.J., 2000, Principles of managerial finance (9th ed.). Menlo Park, Calif.: Addison Wesley.

Appendices

Credit sales		24000
Cost of sales		36150
EBIT		-1140
GP		5250
Earnings		-10150
Taxes		8970
Interest		40
Sales		41400

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