Applied Business Research and Statistics Essay Example | Topics and Well Written Essays - 2000 words

Applied Business Research and Statistics - Essay Example Yet, he understood that administrators can choose their preferred subordinates which can make the example one-sided. So he put the id and name of every representative in exceed expectations sheet and made one extra comparing section for every worker id which is filled by executing the capacity of irregular number. At that point, choosing the best ten outcomes in the wake of arranging the irregular numbers gives him impartial example. In above model, populace could have been taken cooperation from every worker for example information is gathered from every individual from populace. Be that as it may, the example has been picked as illustrative of populace to make the inference. Henceforth, the contrast between consequences of two situations is assessed by inspecting mistake. Examining mistake can be zero in a portion of the cases. On the off chance that we need to take the assessments of the considerable number of architects in above case, and test takes the genuine extent of 100% designer. It very well may be expressed in other manner as though the inspecting mistake is zero then the populace is uniform or ideal delegate test of populace is taken for research reason. Let us take a case of country which is consolidated unit of states. We can pick the arbitrary examples of states which can be additionally isolated into littler units like city from chose states. These urban areas can be bunched into littler regions for perception. Scientists can characterize his example of choosing the example information until information state of perception is completely fulfilled. 3) It is preposterous to expect to consider the whole populace and availability of them is tedious and troublesome For Example, Let us consider the instance of setting up a rundown of the considerable number of clients from a chain of tool shops. It is monotonous undertaking. Yet, it is advantageous to pick a subset of stores in stage one of group examining which can be utilized for meeting the clients from those stores in the second phase of bunch inspecting. 34. Data from the American Institute of Insurance demonstrates the mean measure of life protection per family unit in the United States is $110,000. This dispersion follows the typical dispersion with a standard deviation of $40,000. a. In the event that we select an irregular example of 50 family units, what is the standard blunder of the mean b. What is the normal state of the circulation of the example mean c. What is the probability of choosing an example with a mean of in any event $112,000 d. What is the like

Global business Essay Example | Topics and Well Written Essays - 500 words

Worldwide business - Essay Example Especially this conversation will be taking a gander at the issues that American organizations going in Russia need to comprehend so as to detail successful passage system. These two nations have major social distinction in language, authority, customs and standards in this way leading organizations in Russia present a correspondence and the board challenge. Correspondence is basic for any business, Russia not at all like America has a few authority language because of the enormous number of ethnic networks of around one hundred (Bloshteyn, 2007). This will require the organization to have individuals who comprehend an assortment of these ethnic dialects while in US English is their official language. Non-verbal communication help to pass on specific messages like gesturing the head to show understanding Russians don't utilize non-verbal communication as such like Americans do yet are supposed to be very feeling for example they can leave you during a gathering to show contradiction. Expert in Russia is brought together and chain of orders are start to finish and the youngsters staff are relied upon to play out their undertakings with no scrutinizing while the Americans top administrators give bearings and give space for discussing. Russians authoritative structures are bureaucratic in nature and this makes it hard to work together for example as per an official executive of Russo-British business chamber Stephen Danziel, ‘‘you need to fill structures for all most everything and have them marked by the correct specialists as a rule in triplicate’’. As per Trompenaars and Woolliams ( 2003), culture is the fundamental belief of any general public, organizations need to comprehend the social foundation of the client so as to have the option to address their issues. The belief systems and sexual orientation perspectives on these two nations are unique, Russians are viewed as communalism and have faith in collectivity while Americans are busi ness enterprise and serious. In this manner Americans organizations should know about these foundation which will empower the

Dont Think Youre a Feminist Read Gloria Steinems MY LIFE ON THE ROAD.

Dont Think Youre a Feminist Read Gloria Steinems MY LIFE ON THE ROAD. What seems to be one thing from a distance is very different close up, writes Gloria Steinem in the preface to My Life On the Road. Shes speaking, through a landscape, of usof people, all of us, in our wild, unpredictable singularity. Shes speaking against punditry. And shes asking usbecause our individual intricacy leads into grand interconnectionto look around, and to see each other. The recognition that we live together becomes a directing force in Steinems book, which, though about her life, spends considerable time celebrating other women. Flo Kennedy is given credit for helping to shape Steinems speaking voice. Bella Abzug helps her to see how critical political participation is. Wilma Mankiller becomes a guiding spiritual presence and a symbol of the reclamation of womens power. And Hillary Clinton is here, too, reminding Steinemand readers through herthat you can do everything right, and other women may still resent you for not being as mired as they feel. Gloria Steinems book so becomes about growing into ourselves through interactions with others. This is feminism at its intersectional best: self-aware, credit-sharing, inquisitive, and affirming. _ Gloria looms as a feminist talisman. Those who dont understand or like the movement swing against her wildly, and those of us who claim it regard her with due awe. My Life on the Road, though, seeks to root her amongst us. She was first the girl with the traveling father who always craved a home. She was first the young woman who lamented her mothers pushed-aside dreams. She grew into the traveling advocate whose work always sought, in part, to reconcile those threads. This is a travel narrative, sureGloria goes from India to Indian country, across segregated America, up to Washington to hear Martin Luther King, Jr., and across the States with candidates, students, and fellow organizers. She traverses some odd fifty years as a feminist advocate and a writer, taking us from Civil Rights protests to the upcoming election. Its equally a reminder that every pause in our movement may be of tremendous import. Gloria keeps running into people whose courses she affected decades earlier, some even before they were born. I was moved, in part, because I am one of those people. If feminism has become the guiding principle of my life, Gloria Steinem is my patron saint. Here are the minor miracles shes enacted for me:   Free to Be (You and Me), a Ms. project that untaught notions of gender conformity, courtesy of my Aunt Barbara. The Ms. clippings that my mom placed in my lap when I was home sick from school. Seeds. Women dont have to be any one thing, and one thing they can be is badass. Outrageous Acts and Everyday Rebellions at the right moment, too, because I really only meandered my way toward feminism. I was recalcitrant along the way, denying the existence of glass ceilings, dismissing unwanted pregnancies as a consequence, thinking my femininity was a barrier. That equality was still just a goal occurred to me too slowly. Glorias essays found their way into my lap when I was still publicly resisting the feminist label. I cried over them in an airport. I packed my reluctance away. I have not excused my feminism since. I cannot pretend that this book isnt gospel to me. This is total kvelling. Dont love Gloria Steinem yourself, yet? Buy My Life on the Road. Youll get there. Id like to prescribe My Life on the Road as a panacea for everything poisoning our national conversations. Dont think one political decision matters much? Read Gloria; shell show you how congressional votes can tumble into presidential upsets. Dont think our words matter? Read Gloria; shell show you how one student in an auditorium can offer a declaration that reverberates for decades. There are what might have beens: what if wed listened to Vietnam detractors, what if Eugene McCarthy had been less icy and more like Bobby Kennedy. There are reminders: that women have been equal in society before; that we only think of feminism as radical because our memory is so poor. There are lessons: about the people who preceded us, particularly those native to the United States, and how they might inform our values. Gloria records conversations with luminaries and people youve never heard of, and lets them all teach us something. She puts us in key historical moments: beside Geraldine Ferraro on the campaign trail, in Shirley Chisholms campaign, and at the founding of the National Womens Political Caucus. She remembers Betty Friedans stinginess, but lets that be a lesson, too. Along the way, she lights your torch. These are not just memories; these are encouragements to change the world with her. __ I recommend reading My Life on the Road before voting. I recommend reading it before next opining regarding feminism. I recommend reading it if you ever feel detached from the people around you. Inside, each of us has a purple motorcycle, Gloria insistsa vehicle to personal empowerment, and to greater connection through it. I recommend making a downpayment. Gloria Steinems autobiography may outwardly be about her own traveling life, but reading it, youll come to better understand your own road. Her story becomes its own kind of activism, and her hopefulness the planning that you wont want to resist. Read it. Change everything. Save

Overview Of Goodyear Tire Rubber Company - Free Essay Example

Sample details Pages: 19 Words: 5745 Downloads: 3 Date added: 2017/06/26 Category Business Essay Type Narrative essay Did you like this example? The Goodyear Tire Rubber Company was founded in 1898 in a time that seemed especially remarkable, but the commencement was a bit eventful. Frank A. Seiberling who was 38 years at that time founded the company. Don’t waste time! Our writers will create an original "Overview Of Goodyear Tire Rubber Company" essay for you Create order He made a purchase of the companys first plant with a $3,500 down payment. The amount was money borrowed from a brother-in-law Lucius C. Miles. It was challenging with sourcing of raw materials especially the rubber and cotton which were the lifeblood of the industry and this had to be transported from halfway around the world, to a landlocked town that had only limited rail transportation. Even the man, from which the company was named, Charles Goodyear, had died penniless 30 years earlier despite his discovery of vulcanization after a long and courageous search. The bicycle craze of the 1890s was booming. This meant that demand for bicycles was soaring. The horseless carriage, as some ventured to call the automobile, was a wide-open challenge for bicycles. AT this same time the depression of 1893 was beginning to fade bringing about a recovery. On August 29, 1898, Goodyear was incorporated with a capital stock of $100,000. 4.1.1 Shareholding of commenced Goodyear David E. Hill, who purchased $30,000 of stock, became the first president. But it was the dynamic and visionary founder, hard-driving Seiberling, who chose the name and determined the distinctive trademark. The winged-foot trademark, inspired by a newel-post statuette of Mercury in the Seiberling home, has been altered over the years. Yet, it remains an integral part of the Goodyear signature, a symbolic link with the companys historic past. People like Seiberling, actually trying to liquidate family-owned property in 1898 when he ended up taking that once-in-a-lifetime chance to buy at a bargain the seven-acre tract that became Goodyear. People like George M. Stadelman, a man who avoided crowds and never made a speech, yet had a gift of integrity and foresight that guided Goodyears sales through a critical 20 years. People like Paul W. Litchfield, whose conviction and leadership helped inspire Goodyears development for nearly six decades. 4.1.2 First production of Goodyear With just 13 employees, Goodyear s production began on November 21, 1898, with a product line of bicycle and carriage tires, horseshoe pads and fitting the gamble Seiberling was making poker chips. The first recorded payroll amounted to $217.86 based on the prevailing wage of 13 to 25 cents an hour for a 10-hour day. After the first full month of business, sales amounted to $8,246. Since the first bicycle tire in 1898, Goodyear pedalled its way toward becoming the worlds largest tire company, a title it earned in 1916 when it adopted the slogan More people ride on Goodyear tires than on any other kind, becoming the worlds largest rubber company1926. 4.1.3 Goodyear in the 20th century Goodyear in the 20th century measures sales of nearly $20 billion, although it took 53 years before the company reached the first billion-dollar-year milestone. And it all began in a converted strawboard factory on the banks of the Little Cuyahoga River in East Akron, Ohio. Spanning the years, through all of those yesterdays, a legion of firsts and facts and figures appears that reflect the making of a company Goodyear is one of the worlds largest tire companies. It employs approximately 70,000 people and manufactures its products in 56 facilities in 21 countries around the world. Its two Innovation Centres in Akron, Ohio and Colmar-Berg, Luxembourg strive to develop state-of-the-art products and services that set the technology and performance standard for the industry. 4.2 OVERVIEW OF CURRENT STRATEGY OF GOODYEAR A close look at the strategies adopted by Goodyear over the past 2 to 5 years revealed some successes for the firm as they deployed some cost strategies, innovation and integrated marketing capabilities to leverage new product engines with outstanding marketing programmes to both trade and end users. They have done that with products such as Eagle GT, Assurance, Eagle F1 All season etc. The Capex of Good year in 2008 shows that there has been an increase in high value added (HVA) capacity. An increase of 50% by 2012 is the target set for Goodyear. Currently, the company has achieved 15% so far as at 2007). Strategy in 2008 Good year deployed the strategy below in 2008 Strengthened their balance sheet to capitalize on growth to improve their competitive position. Leveraged on favourable union contract Rebalanced their global footprint focussing on their supply chain. Goodyear as a result of competition has had to change its business model strategies employing th e following: Leadership Product Leadership Increased distribution Brand building Lower cost strategy Cash is king and not customer They have had to change their strategies as they realise that competition is eating into their slice of the market share. 4.2.1 Challenges facing Goodyear Emerging markets represent significant opportunity China now has the largest commercial vehicle market; 2nd largest car market is Russian tire market which will soon surpass German market size. Brazil is sustaining 5% GDP growth driving volume and transition to HVA. The challenge that lies ahead of Good year is to leverage their expertise in market development to fully deliver in emerging markets. Good year will need a highly innovative business strategy to create a global competitive advantage so as to continue a high market share in the rubber industry. 4.3 ANALYSIS OF DATA A qualitative quasi -deductive paradigm interview was conducted to allow for further clarity, completeness of results so as to overcome elements of bias typical of quantitative methodological approaches in order to examine particular events (Miles and Huberman, 1994). In doing this the researcher arranged an interview with five of their managers from five of their branches to verify if managers should be actively involved in the business evaluation strategy of an organization to enhance global competitive advantage. The outcome of the interview was then analyzed using the grounded theory (Straus) Five interviews were conducted with Business Unit Leaders of Goodyear in order to obtain a strategic perspective on the knowledge management requirements of the enterprise (Corbin,1990). The researcher chose this method as it is widely employed offering help in the analysis of qualitative data. The purpose of grounded theory is to build theory that is faithful to and which illuminates the area under investigation allowing us to collect information on the knowledge requirements of the enterprise. Grounded Theory is more interested in theory building than theory testing, which makes it eminently suitable for areas of research that have had little attention and exploration (Yin, 1993). Grounded Theory specifically calls for the evaluation of cases. Some of the advantages of using Grounded Theory for research of this nature are as follows (Bajaj, 1998): Grounded Theory can be used where no general theory about the phenomenon (knowledge audit) exists. The purpose is to arrive at prescriptions and policy recommendations with the theory likely to be intelligible to, and usable by, those in the situation being studied, and is often opened to comment and correction by them (Turner, 1981). Below are the questions and responses broken down in headings: Resulting from this process, a specification was drawn up describing the priority knowledge management requirements of Goody ear. This specification was then assessed against key components of the firms information technology infrastructure, and gap areas identified. On the basis of these gaps, an integrated solution was proposed, and the content to be delivered by this solution was defined. The functional requirements, architecture and operation of an integrated solution were discussed. 4.3.1 INTERVIEW A. 13th December, 2010 What has contributed to the success of Goodyear since the 1990s 6 of the interviewees mentioned branding with increasing levels from 25% in 1970`s to 60% in 1990`s. With 9 mentioning the management of knowledge leading to innovation in types of tires which also saw rising levels of 32% in 1970`s to 80% in 1990`s while the remaining 5 indicated that the success has been due to information technology increasing from 18% to 68%. It can be deduced from the above that branding, knowledge management and information technology has contributed to the success of Goodyear and rightly so as these three in additions to other factors are mentioned in the success stories of some organizations. According to Ambler (1997), a successful brand provides an organization with profits and the potential to gain future profits, thereby creating an asset that has value. Knowledge on the other hand is an advantage competitively. It is well harnessed if it is linked with information technology. This is because information technology enhances the collection, mining and making sense out of data/knowledge to achieve a competitive advantage. Knowledge is very important for innovation regardless of how it is collected, analyzed and distributed. According to Hargadon and Sutton(2000) in their description of a knowledge brokering cycle good ideas are captured through scanning, exploration for new possibilities, these ideas are kept alive through their distribution, old ideas are brought back to life a new uses are found for them, and eventually these ideas are validated for its commercial use or potential. Do you think managers should be actively involved in the business evaluation strategy of an organization to enhance a global competitive advantage? Ohmae (1982) and Porter (1985) suggested that the survival of a business is impossible without a competitive strategy and that the actual strategy must be unique to the organization. It is against the backdrop that the 20 managers interviewed who for reasons of choice decided to be anonymous in the declaration of findings of this research. All the managers interviewed affirmed that they must be involved in crafting strategy (ies) indicating 100% support of this assertion. In support of Mintzberg (1994), they suggested that the following will be achieved if managers did the implementation. Manage stability- Managers must be implementing strategies of the organization and not planning them. Managers can detect discontinuity-Managers involved in implementation will be able to detect discontinuity from strategies set even though environments do not change regularly. Even the smallest of change effects not detected earlier can pose significant damages in the long term. Recon ciling change and continuity-crafting strategy requires a natural reflection of the future, present and past. Too much focus on change can be damaging. What strategic business evaluation model should be employed for business/ environmental analysis? Environmental scanning- ideas come from a plethora of sources and are often triggered off by external changes in the environment. No organization is exempt from the need to innovate. SWOT analysis-a deliberate move into defining our strengths and weaknesses as an organization vis-ÃÆ'Â  -vis our opportunities and threats is another business evaluation model to be used. With comparison to PESTEL, 5 FORCES, and ANSOFF MATRIX, SWOT analysis appeared as the most preferred and employed model for business analysis 13 of these interviewees representing 65% supported the use of SWOT analysis, but 4 of them mentioned 5 FORCES indicating 25%, while as the remaining 2 (10%) said PESTEL with Ansoff matrix no a preferred choice. It is not strange that respondents mentioned the SWOT, 5Forces and PESTEL as models to be employed for strategic evaluation. The SWOT serves as an introspection of Goodyear mirrored against the opportunities and threats in the external environment of the fi rm. It is the SWOT that feeds into the 5 Force as Goodyear can know its strengths in upping standards for new entrants coming in to the tire and rubber industry, or its strengths to combat switching of clients to competitive brands such as Pirelli, Bridgestone firestone etc. Who is responsible for innovation in Goodyear? Leadership is responsible for creating an organizations vision together with the right climate for creativity. This right climate will spark off creativity that will help achieve vision. It is only when the right climate is created that creativity and innovation will become a reality in Goodyear. So in answering the question, all in the organization must be responsible for innovation but the right leadership put in place will help complete the process for innovation in Goodyear. Gathering of information from different sources was aimed primarily at identifying the knowledge that the correspondents strongly perceive as things being of increasing value to the company and its performance. In order to institute the knowledge or strategy management requirement of the company, two forms of data gathered were under taken: Twenty of the top senior-most managers were interviewed in the various branches of Goodyear in order to obtain their perspective about the business evaluation stra tegy requirements considered to be highly innovative and effective in creating an advantage for them globally. Fifty five representatives of the various business divisions responded to questionnaire in order to understanding the operational requirement or strategy of each entity. Resulting from this process, a specification was drawn up describing the priority (rating) of the strategies (knowledge requirement) of the firm. This specification was then assessed against key components of the firms infrastructure and gap areas identified. On the basis of these gaps, solution was proposed. Once the interview was completed, a pattern and area of divergence were identified amongst the respondents. This was achieved by transferring portions of individual transcripts from senior managers interviewed into a shared spreadsheet under specific headings as identified during the process of analysis. Once this was done, areas of commonality were found. 4.3.2 An info-centric organization The interview with senior managers provided sufficient indicator of importance of knowledge management in the market place. Many businesses spend all their time and effort to create competitive advantage through either cost-cutting, quality-enhancement, speed of delivery or continuous expansion of market reach. However, according to the senior managers, one of the most effective weapons every business can deploy in the competitive market place is to create an info-centric organization. It is their objective to make it a standard practice for everyone in the firm to be on the look-out for important information that can benefit the company. In order to realize any significant benefit from implementing the info-centric plan, leadership must ensure that at general or strategic meetings, reserve the loudest applause for the person with the biggest scoop of information provided for improvement. They should create a contest that offers attractive rewards for the person with the best idea to raise sales by say 25% in the coming year. An info-centric firm will be customer-centered and will therefore look at the customer first for the critical information needed to improve. Talk to the client regularly both informally and also through questionnaire and surveys. The client is the North-Star of the firms compass and everything ultimately focuses on pleasing and satisfying the client. 4.3 3 A culture of continuous process improvement Commitment to continuous process improvement is extremely positive. Senior managers believed that the business must never get satisfied with their status or progress in the critical areas of their operation. They recognize that in a fast-changing world, rapid improvement is required to remain competitive. For the plan to materialize, they therefore will consistently acquire and apply relevant information to improve upon their business processes. It is common practice for them to have focus groups or quality circles with the main purpose of achieving specific reductions in lead time, cost, queues, clients complaints, etc. the firm should continuously seek to achieve improvements in the various points on the value chain. They should focus on suppliers, raw materials, marketing and sales, order processing, production operations, finance and administration. Once the feedback from the responses to the questionnaires by the employees had been analyzed, it became obvious that there were content needs that were common across all the divisions. The specific content required by employees is identified below. The knowledge levels (strategy) are grouped into four main subjects as follows: Knowledge about leadership and capabilities expressed across the firm Knowledge about marketing approach of the firm across the industry. Knowledge about speed and pricing conditions among competitors in the industry Knowledge about the business opportunities within the company with regards to contact relationship management. Based on the above mentioned key knowledge areas, the respondents were asked to identify and rate specific content within each of the above context, according to its importance in terms of enabling them to add value to their performance and also enhance their competitive advantage in the industry. Table 1. Knowledge condition: Leadership and Capabilities Content Specification Rating Trust systems Formally communicating the firms mission statement and philosophy that give basic values, purpose, direction and the desired level of performance. Low Periphery systems Organizational members activities fall within the acceptable domain of activity. That is, systems ensure that business activities occur in defined product market at acceptable level of risk. Medium Capability and solution Establishing terminology used to express and illustrate product and service offering. Demonstrating competence and aptitude to supervise subordinates. Medium Knowledge sharing Gathering, absorbing, transferring product/service information between organization and customers, third parties (suppliers) and employees in order to meet companys goals. High Prompt recognition Encourages and promote corporate intelligence to bring out innovation in the organization. What gets rewarded gets done; the behaviours you reward gets replicated High Table 2. Knowledge condition: Marketing approach Content Specification Rating Market opportunity The market size with respect to demographics and psychographics High Market KPIs The key industrial trends that are fuelling the companys success or trends inhibiting its success High Packaging creating a unique identity (brand) to capture market attention and hold their glaze and for that matter raising the companys value High Market segmentation The names of targeted market segmentations and its distinctiveness High Clients motivation Customers primary reason for purchasing or wanting to use the companys product or service Medium Feedback Customers testimonials and endorsement in the form of correspondents from happy or unhappy users. Media coverage and celebrity endorsement High Table 3. Knowledge Condition: Speed and Pricing Condition Content Specification Rating Delivery Ability to complete work faster (promptly responding to client-related demands and issues High Surprise element Keeping competitors continually questing about what the company will do next. For instance consistently giving added value through extra services offered as part of a holistic package. High Financial analysis Covers a complete thorough financial justification for company operation including return on investments, degree of risk and potential exposure of the organization Medium pricing competitiveness exploration of ways in making pricing more competitive in order to guarantee longer of your relationship with the customer Medium Pricing tradeoffs Customers expectation (decision) in making tradeoffs of price or value or both price and value. High Table 4 knowledge condition: relationship management Content Specification Rating Company profile a Name and contact details, websites and logos, vision and mission statements High Abstract of companys business status Companys core business actions, industry focal point and insight Medium Solution oriented Detailed action plan and relevant methodology. High Product/service requirement Adequately fulfilling its purpose, easy to use, meet quality requirement and worth it value. High Environmental sensors Pleasantry of working place i.e. what client see, smell, touches, hears at the site or our community works Medium Behaviour factors Customers interaction with employees High Catalogue and contacts of clients Names, contact details of segmented clients Low Activity tracking concern Emails, text messages in response to clients request and demand Medium 4.4 QUANTITATIVE ANALYSIS OF DATA 4.4.1 Interview with staff of Goodyear The researcher conducted an interview with 50 staff of Goodyear, 15 of its focus group at their main research centers and came out with the following: When staffs were asked of the departments they represented in Goodyear, 4 represented 20% were from finance department, 4 representing 20% were from marketing, another 4 representing 20% stated that there are factory hands and 8 representing 40% were in the research center. Table 1 represents the above-mentioned data from staff of departments that responded to the questionnaire. Table 5: Type of Business or work engaged by customers Responses Frequency Percentages Staff from research center 8 40% Marketing 4 20% Finance 4 20% Factory hands 4 20% Total 20 100% Source; Field Work, 2010 4.4.2 Perception of staff about products manufactured by Goodyear Respondents were asked about their perception of the products manufactured by Goodyear; they respond 90% representing 18 staff stated that there were excited about the current portfolio/ product line of Goodyear because it provided them with a formal way of segmentation and reduced their risk of loss of market share to competitors. Two staff representing 10% on the other hand stated that there are not satisfied with all the products manufactured by Goodyear, because their tires were not different from that of competition e.g. Semperit, Pirelli, Uniroyal etc. Table 2 below shows the percentage and frequency table of the perception of staff about products manufactured by Goodyear. Table 6: Perception of staff about products manufactured by Goodyear Responses Frequency Percentages Yes 18 90% No 2 10% Total 20 100% Source; Field Work, 2010 4.4.3 The Products/Services Offered to Customers Interviewed in focus groups I took the opportunity to interview a focus group of Goodyear about the products of Goodyear. The figure below shows the product/service offered to customers interviewed for the study. The products/services offered were categorized into Passenger vehicle tires; Commercial vehicle tire, Off road tires, ATV tires, RV tires, Racing tires. These categorizations were made from the data collected from the interview and also to aid easy analysis and interpretation of the data gathered. From the interview, 3 respondents representing 15% of customers stated that they had tried passenger vehicle tires; another 3 respondents representing 15% stated that they had also tried the Commercial vehicle, 6 customers representing 30% also stated that they had tried RV and similar tires of competitors and that of Goodyear and realized there was no difference. None responded on products such as ATV and Aviation tires. Figure 1: The Products/Services Offered to Customers Interviewed Source; Field Work, 2010 4.4.4 Global competitive advantage When staffs were asked if they have ever attended a strategic session in their working lives, 80% representing 16 staff stated that they have ever done that. 20% representing 4 staff however stated that they have not. Among the 80% who stated that they have ever attended a strategic session, they were further asked if they learnt that strategy could give an organization a global competitive advantage. 75% representing 12 staff stated that they believed that a good strategy could go a long way to creating a global competitive advantage for a firm if the right environment is created for it. The rest of the 25% representing 4 staff stated that they were indifferent about strategy as firms they have worked for were not doing anything different from what firms` are doing now. Figure 2 A: Staff that had attended strategic sessions Source: Field Work, 2010 Figure 2B: Can a highly innovative strategy create competitive advantage? Source: Field Work, 2010 4.4.5 Perception of staff interviewed about the innovation procedure and requirements of Goodyear. Staff were asked about their perception about the innovation procedure and requirements of Goodyear, the data depicts that 13 staff representing 65% stated that the procedures and requirements were complicated and not favourable to them because for instance the issues about idea generation were being restricted to a research center making it very difficult for staff not part of the research center to participate. 7 staff representing 35% stated that the procedures and requirements are less complicated and favourable to them because they are able to scale all the challenges involved with filling up idea forms and forwarding them to the right department. Table 7: Perception of staff interviewed about the procedure and requirements of Goodyear for the development of new ideas. Responses Frequencies Percentage Very Complicated and not Favorable 13 65% Less Complicated and Favourable 7 35% Total 20 100% Source; Field Work, 2010 4.4.6 Junior staff (1-5years experience) Interviewed Junior staff(with 2years experience of Goodyear) were asked if they have been able to generate an idea since they joined, 20% representing 4 junior staff in the category mentioned stated that they have not, 40% representing 8 junior staff (with experience between 2 and 5years) stated that they have done that once . These respondents were mostly factory hands, civil servants and contractors. Another 40% representing 8 respondents (2-5years) stated that they have suggested ideas for the development of new tires for Goodyear since they joined the company. Table 8: Experience and ability to generate ideas for Goodyear Responses Frequencies Percentages Staff with 2 yrs experience 4 20% Staff with (2-5 yrs)exp 8 40% Staff with (2-5)yrs exp Suggested ideas for development. 8 40% Total 20 100% Source; Field Work, 2010 Perception of business unit leaders about the current innovation strategies of Goodyear The figure below shows the perception of business unit about the current innovation strategies of Goodyear. 55% representing 31 unit leaders/branch managers stated that the current innovation strategy is favorable because, with the 1/3 cash security of the amount of the loan applying for, a customer in a way has paid 1/3 of the loan applied for. Salaried workers think that is convenient and flexible. 45% of the respondents representing 9 respondents stated that the strategy is not favourable since it is very difficult to get staff workers to participate in the idea generation process of Goodyear. Figure 3: Perception of Business unit leaders Interviewed about the current innovation Strategy of Goodyear Source; Field Work, 2010 CHAPTER FIVE 5.0 CONCLUSION AND RECOMMENDATIONS For competitive advantage to be sustained it will be necessary for staff of Good year to be prepared both in attitudes and abilities so that they can meet the demands of customers in due time. Competitive advantage can come from better products in this case tires, customer perceptions, costs, competencies, assets, attitudes and relationships etc. A key issue is ensuring that it is sustained. It will sad on the part of Goodyear if staff lack the necessary competitive attitude in order to create growth and opportunities for the company. From the findings of the study, it can be deduced that managers should continue to show active participation in the business evaluation strategy of the organization to enhance a global competitive advantage. Three areas to focus on are Technology, Branding and Knowledge management leading to innovation.Technology, especially IT in product and process innovation, is emerging as a powerful facilitator of market innovation in both personal and busines s markets. For example, in rubber industry many firms now see flexibility of core product features as a major competitive weapon. A companys ability to offer features such as flexible prices depends on whether its computer systems have been designed so that they can be quickly adapted to serve new market segments. In the rubber industry, application of new technology provides new entrants with the opportunity of rethinking the entire value proposition offered to customers. While the offer provided to customers by old-established companies is often standardized, new entrants can use advanced computing technology to provide more accurately targeted offers. They can do so themselves or in conjunction with partners. A recent trend is towards knowledge management, whereby firms work together in networks to create electronic packages of value for clients. It is new technology which provides market champions with the means for redefining markets on an economically viable basis. Importan tly, skilful application of IT has reduced the advantages of scale and market share and so has diminished the cost advantages of large old-established firms. The Internet provides particularly exciting opportunities; especially for new entrant challengers, because these are not burdened by traditional forms of distribution such as retail branch premises. It is likely that nontraditional competitors with a mastery of IT, who are intent on building superior networks, will continue to make serious inroads into other tire markets. Specific customer segments identified by market champions are provided with access points at which relevant offers are negotiated. It is advanced technology which allows customers to be served simultaneously in two main modes the relationship mode, and the transaction mode. In the relationship mode an integrated profile of a customers financial needs is acted on over time; in the transaction mode supply at the lowest possible price is the aim. In times of f ast changing markets and fast changing technology, businesses which want to safeguard their future must innovate. If they want to be proactive and develop further by organic means they must engage not just in occasional bursts of innovation, but in continuous change. Three main types of innovation can be pursued for this purpose. First, market innovation improving the mix of markets and how these are served. Second, product Innovation improving the mix of offers. Third, process innovation improving the mix of internal operations. In order to achieve and maintain competitive success in todays turbulent marketplace, top management must spend at least as much time thinking about customers needs and how these might be met innovatively as thinking about internal operations. The assertion experience is becoming irrelevant and even dangerous is probably a deliberate exaggeration. But, to compete effectively in the future, a business needs to focus beyond the markets it serves present ly and to concern itself with market innovation and the total imaginable market. Aggressive suppliers from other industries are adopting this wider approach. Not to be surprised by new competitors, incumbent suppliers in all industries need to concern themselves with market innovation. All businesses need to understand the changing needs of their customers. They must develop accurately targeted offers quickly and cost-effectively. Market innovation can help guide this quest by combining product line management with market opportunity analysis. When market innovation is bold and imaginative it provides not just a means for developing new business, but a revolutionary means for safeguarding existing business. The following conclusions are also drawn from the analysis and discussion of data collected in Chapter Four of the study: Goodyear is currently offering passenger tires, vehicle tires, commercial vehicle tires, RV tires and aviation tires. The departments represented in the survey results are finance, marketing, factory hands, research centers, focus groups. Focus groups representing customers claimed they were satisfied with the services provided by the company. . Majority of customers patronised RV, passenger vehicle, commercial vehicle with none for ATV and aviation tires. Goodyear had in place two research centers where ideas were approved and processed. Staff attendance to strategic sessions where strategies were formulated are as follows: 80% of the staff representing 16 staff had attended strategic sessions. Among the 80% who stated they had attended strategic session , 75% believed that a good strategy could go a long way to create a global competitive advantage. The rest of the 25% were however indifferent. 75% of those interviewed believed that an innovative strategy can create competitive advantage . However, 65% representing 13 of the staff stated that the procedures and requirements for innovation were complicated making reference to innovation as a preserve of the research center and not the entire organization.7 staff representing 35% however stated that the processes were less cumbersome and favourable to them. 55% representing 31 unit leaders/branch managers stated that the current innovation strategy is favorable . 45% of the respondents representing 9 respondents stated that the strategy is not favourable since it is very difficult to get staff workers to participate in the idea generation process of Goodyear. Finally, some analysts have referred to market champions as innovative entrepreneurs (Ghoshal and Bartlett, 1988). However, it is one thing to spot potential market opportunities, but quite another to make money from these. Potentially, there are large numbers of market opportunities. A business cannot win in all the markets open to it. Skilful market champions fight for the development of markets which their business can supply and dominate in some way. Effective market championing involves spotting positions in which the business can build and retain competitive strength. There is no point in choosing an innovation strategy which the business lacks the means to pursue over ti me. Skilful market innovation helps to focus the competitive strategy of a business. Customer analysis, competitor analysis and supply competence analysis are its essential ingredients. Skilful market champions appreciate the specific ways in which different customers buy. They know that some customers will have a preference for certain types of offers, while other customers will have quite different preferences. This means that the same core product can and indeed, should be offered quite differently to different market segments, if the aim is to meet buyers preferences as closely as possible. 5.2 Recommendations From the above discussions of the data gathered and analyzed, the following recommendations are made from the conclusions drawn: Goodyear should implement a centralized approach in all its 55 branches Standard procedures should not be imposed on branches. This means that there will be an avoidance of mistakes on limits of innovative solutions and awarding moves which should not be missed. Understand the economic consequences of knowledge management practices in the enterprise Understand how knowledge management practices in the enterprise compare to those in competing enterprises Understand the role of knowledge management function in building enterprise capability for the future. The company should make it compulsory for every staff to suggest an idea that will help Goodyear introduce new processes or products that will keep them ahead of competition. This could be done by setting up an ideas portal which could be accessed by all in all branches. Good year sho uld also intensify its environmental education programme, to educate both its customers and potential customers about effective management of the environment. The company should also collaborate with NGOs, Charities to organize alternative ways of disposing rubber so that customers will desist from pulverizing rubber which can be of severe damage to the environment. The company should also make sure that every idea is carefully scrutinized and any approval given should be based on the innovation strategy for Goodyear. The idea should meet all requirements and procedures for approval. The company should also strive to increase its client base by making the public especially car manufacturers, distributors in the various markets in and around its area of operation aware of its products so as to increase its market share. The Headquarters should not set strict orders for all branches as the former will influence a branches ability to bring its resources into alignment with the changing environment. This could stifle innovation leading to de motivation in staff. The company should look again at the changing trend of managing knowledge more as these changes if not monitored could lead to some losses in the market share of God year by Pirelli, Continental AG etc. The company should also improve upon its social development programme so that it improves its image in its areas of operations. The company should demonstrate the willingness to suffer some loss of control, give more ownership to the branch managers in different country markets and link rewards to market performance but tie together more closely personal and corporate strategies. Management should allow their leadership styles to evolve in accordance with the changes in the workplace as the leadership style adopted at any point in time could impact on the linkages that the former has in encouraging innovation. There should be a regular strategic gathering of all senior managers from the 55 branches to review the companys evaluation strategies. The use of webcasting could be an ideal way to saving costs deploying the power of technology. The regular review of the strategies could help Goodyear adopt newer and modern strategies thus staying ahead of competition. Strategies should be examined on its merits of whether it is acceptable to Goodyears stakeholders, suitable for the company and feasible to achieve.

Top 6 Personal Finance Software for Small Business Owners...

Top 6 Personal Finance Software for Small Business Owners A personal finance software lets you track your budget, costs, and your overall finances. It can give you a clear picture of where your money is going. A personal finance software gives you a clear idea where your money is going, and where it has been through graphs and report. If you are planning for your financial future, reports provided by these tools are very useful. With a personal finance software, you can now have a complete analysis of your finances. However, this graphs and reports can be a lot easier if you have some accounting background. It also lets you create a budget that you can stick in. These software create a realistic budget for you. Enter your basic†¦show more content†¦AceMoney AceMoney is a personal finance tracking software that offer tools for creating and maintaining budgets, tracking investments, and it also has online banking feature. It is a versatile tool idea for all financial stages. It is easy for anyone to install, and it is simple and convenient for optimizing personal finances. It also has all the necessary information to help you achieve your financial goals. A great aspect in AceMoney is the upgrade guarantee. Most personal finance software comes with the newer ones come out, but you need to pay for it. AceMoney offers a one-time license that guarantees youll have get the upgrades without paying for it. YNAB YNAB(You Need a Budget) offers the right tools for you to be financially stable. It is a personal finance software designed to help maintain a successful budget and achieve financial goals. YNAB is one of the most friendly personal finance software weve seen. It has its own philosophy that gives you a simple framework you can use to plan your budget. The goal is to rearrange finances so that you are able to live on the previous month rather than live paycheck by paycheck. 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Minimum Entry into Nursing Free Essays

The minimum entry perquisites for nurses have been a hot issue for the last three to four decades. All through this era, position proclamations have been frequently impending from a variety of specialized associations, undoubtly the most considered being the ANA â€Å"First Position on Education for Nursing† of 1965. These statements have lead to arguments and debate, in particularly within the area of registered nurses. We will write a custom essay sample on Minimum Entry into Nursing or any similar topic only for you Order Now The argument of these diverse proclamations have been to shift official nursing education out of the service division and into educational spectrum, to propose the nature of education desired for the coming years, and to deal with projected future of the profession of nursing. In general, entry into practice has been one of the most controversial subjects regarding nursing. (Gosnell, 2002) Disagreement concerning associate degree nursing as an entrance level for registered nurses has been surfacing from the time when it was initiated. Associate Degree Nursing (ADN) education offers a vibrant trail for entry into registered nursing practice. ADN provides handy, inexpensive, excellence teaching to an assorted populace. Commenced as a research assignment in reply to communal requirements, this instruction is repeatedly developing to be a sign of confined society needs and present health care inclinations. Graduates of this program are equipped to function in numerous health care circumstances, together with societal practice sites. In spite of the pertinent important impact this teaching has had on the entry into nursing subject, Mahaffey tells that assessments were occasionally made with no noteworthy demonstration of all curriculum categories. There is a necessary requirement for addition of the influence of ADN mentors, with nurses on job, in the groupings who are conniving an apparition for nursing. (Mahaffey, 2002) References Gosnell, D. (May 31, 2002)   Ã¢â‚¬Å"The 1965 Entry into Practice Proposal – Is It Relevant Today?† Online Journal of Issues in Nursing. Vol. #7 No. #2, Overview and Summary. Available: http://www.nursingworld.org/ojin/topic18/tpc18ntr.htm Mahaffey, E. (May 31, 2002)   Ã¢â‚¬Å"The Relevance of Associate Degree Nursing Education: Past, Present, Future† Online Journal of Issues in Nursing. Vol. #7 No. #2, Manuscript 2. Available: http://www.nursingworld.org/ojin/topic18/tpc18_2.htm    How to cite Minimum Entry into Nursing, Essay examples

Enlightenment vs Romanticism Essay Example For Students

Enlightenment vs Romanticism Essay Enlightenment vs. Romanticism The enlightenment was an 18th century movement that emphasized reason to change society and advance knowledge. The enlightenment changed how people all over Europe, and later North America, thought about religion, hierarchy, monarchy, and science. People began to question the church and there was a loss of unity in the Christian church. It was a time in which people began to think more about themselves without the influence of the government and their church. The enlightenment brought an age of rational, scientific and secular thinking. The Enlightenment resulted in greater freedom and more humane treatment for all individuals as well as the scientific process. Romanticism was an artistic and intellectual movement that originated in late 18th century. It emphasized on individuals expression of emotions and imagination. Some people see it as the opening to modernity and others see it as the as the beginning of a tradition of resistance to the enlightenment. I see Romanticism as the new movement for cultural and aesthetic values and the rise of individualism. The way I understand it, enlightenment is more about basic morality and knowledge. Romanticism is more self-oriented, more about self-discovery. If I had to choose to which side I favor the most Id go with the enlightenment because I believe more about that man are created equal and that education is important. However I can also favor romanticism because I believe every individual deserves freedom but also need to follow the rules so that we can be an orderly society. Hollywood Censored During the sass to sass moral censorship guidelines were established for many films produced by major studios in the United States. During the early sass there ere numerous of films that were morally questionable because they contained hardcore words, mature subject, and sexually suggestive dialogue. This lead to the creation of the motion picture production code, which established a series of restrictions to the production of films in the US. The church had to get involved on this subject because they were scared that their people would be morally hit. They turned in a list of the things that had to be restricted in the studios. Many of the restrictions were implemented because the studios didnt want the government to intervene. Many films even promoted traditional values that crime and sexual elations were not attractive. Films showed that crimes had to be punished. Like in the movie surface the producers had to change the ending multiple times, the character was brought into trial at last. The studios worked under code for several decades until the sass when explicit films started appearing again and then in 1968 the code was dismissed and a new way of classifying films was established such as G for general, M for mature, and so on. I believe that the code was a good way to minimize crime because I think violent movies do a commit crimes. T us and make individual