Milk Research Essay

Milk is old as humankind itself; numerous hundreds of years prior people figured out how to devour the milk of different warm blooded animals following the training of various types of creatures. These included cows, sheep, wild oxen, goats and camels, all despite everything utilized today for human utilization. This advancement happened autonomously in a few pieces of the world beginning in Southwest Asia maybe as right on time as 8000-6000 BC. In 1863 an incredible creation, the sanitization, permitted to murder hurtful microscopic organisms in milk and milk items while in 1884 an American innovator, Hervey Thatcher, concocted the principal glass milk bottle (called â€Å"Thatcher’s Common Sense Milk Jar). The principal plastic-covered jugs were presented economically in 1932. CONSUMPION WORLDWIDE Today there are in excess of 6 billion buyers of milk and milk items all through the world regardless of whether the job of milk in the conventional eating routine is significantly extraordinary among areas; most of the purchasers are in the creating nations however milk and its subordinates have not been a customary food in tropical nations as they have been in northern locales of the world (Europe and North America). The purpose behind that is essential the distinction in temperatures and in the potential outcomes of refrigeration. It is evaluated that 12 to 14 percent of the total populace, in excess of 750 million individuals, live inside dairy cultivating family units; for all these explanation and for its imminent significant job in improving sustenance, especially in creating nations, milk is a decent medium to lessen destitution and hunger on the planet. As said before the complete milk utilization, as liquid milk and its items, per individual isn't homogeneously appropriated on the planet regardless of whether the pattern descript before is going to change and the market for milk is growing in a few spots around the world: in the course of recent decades, all creating nation locales have seen an extension in per capita utilization of dairy items. Expanding fortune in creating nations has prompted an ascent of milk utilization as of late and these developing markets have pulled in speculation by worldwide dairy firms; be that as it may, creation in most of these nations stays taking things down a notch. Per Capita utilization of Milk and Milk items in different nations, 2006 information. | Country| Liquid Milk Drinks (Litres)| Cheeses (kg)| Butter (kg)| Finland| 183. 9| 19. 1| 5. 3| Sweden| 145. 5| 18. 5| 1. 0| Ireland| 129. 8| 10. 5| 2. 9| Netherlands| 122. 9| 20. 4| 3. 3| Norway| 116. 7| 16. 0| 4. 3| Spain (2005)| 119. 1| 9. 6| 1. 0| Switzerland| 112. 5| 22. 2| 5. 6| United Kingdom (2005)| 111. 2| 12. 2| 3. 7| Australia (2005)| 106. 3| 11. 7| 3. 7|. Canada (2005)| 94. 7| 12. 2| 3. 3| European Union (25 countries)| 92. 6| 18. 4| 4. 2| Germany| 92. 3| 22. 4| 6. 4| France| 92. 2| 23. 9| 7. 3| New Zealand (2005)| 90. 0| 7. 1| 6. 3| United States| 83. 9| 16. 0| 2. 1| Austria| 80. 2| 18. 8| 4. 3| Greece| 69. 0| 28. 9| 0. 7| Argentina (2005)| 65. 8| 10. 7| 0. 7| Italy| 57. 3| 23. 7| 2. 8| Mexico| 40. 7| 2. 1| N/A| China (2005)| 8. 8| N/A| N/A| | Source: International Dairy Federation, Bulletin 423/2007. | PRODUCTION In 2010 the biggest maker of milk and milk items was India trailed by USA, China, Germany, Pakistan and Russia. The 27 nations of the European Union together delivered around 138 million tones of milk in 2011. India is likewise the biggest buyer of milk, yet neither fares nor imports milk. Then again New Zealand, The EU 27 part states, Australia and the US are the world’s biggest exporters while China and Russia are the world’s biggest merchants of milk and milk items. Dairy and other domesticated animals items have a high salary versatility of interest, particularly at low pay levels. This implies increments in salary prompts enormous increments sought after for these items. This investigation clarifies why milk and dairy utilization has expanded such a great amount in creating nations, as the GDP per capita has developed, and help to comprehend the creation design that we find in these years. Truth be told, creating nation development sought after for and utilization of milk has been coordinated by expanding creation and their creation development has essentially outpaced that of created nations. Since the late 1980s an incredible piece of the creation development has been moved in the creating nations. Notwithstanding, there are contrasts among created and creating nations; most milk in creating nations is still delivered in a little scope framework with next to zero motorization or new mechanical advancements, albeit huge scope units can be found additionally in creating nations. The genuine development shaft of milk creation in the creating nations has been South Asia, which has seen constant and continued development underway. Today, India alone is answerable for very nearly 33% of creating nation creation and 16% of worldwide creation. Latin America and the Caribbean is the second-biggest local maker, however with creation having extended at a more slow rate than in South Asia. East and Southeast Asia, and particularly China, has seen creation develop at an amazingly quick pace over the previous decade, yet the region’s creation levels are as yet far shy of those of South Asia and Latin America. To sum up, the significant milk creation locales are: * South Asia: 23 percent of worldwide creation, mostly India and Pakistan. * EU-25: 21 percent, principally Germany and France. * USA: 12 percent. * CIS: 10 percent, principally the Russian Federation and Ukraine. * Latin America: 10 percent, chiefly Argentina, Brazil, Colombia and Mexico. * East and Southeast Asia: 8 percent, predominantly China and Japan. * Africa: 5 percent ? the biggest milk-creating nations are Egypt, Kenya, South Africa and Sudan. * Oceania: 4 percent. * Near and Middle East: 4 percent, principally Iran and Turkey. Creation of the main five nations Cow milk rules worldwide business creation: in 2011 FAO evaluates that 85% of all milk overall was delivered from dairy animals. US is the greatest cow milk maker, representing 14. 6% of world creation, trailed by India and China. Throughout the previous fifty years, the dairy division in most created nations has moved towards greater crowd size and fundamentally higher yearly milk creation per cow. As per the International Committee for Animal Recording (ICAR) the group size in created nations in the period somewhere in the range of 2001 and 2007 went from 74 to 99 dairy animals for every crowd in 17 nations covering Europe, Asia, Australia and North America. In any case, there is a huge variety among nations, going from 19 bovines for each crowd in Norway to 337 on normal in New Zealand. Yearly milk creation in a similar period expanded from 7,726 to 8,550 kg for every recorded bovine in these nations. The most noteworthy normal creation was acquired in Israel, adding up to 12,546 kg for each bovine, and the least in New Zealand with 3,974 kg for every cow. This reflects distinctive creation frameworks. The framework in New Zealand depends on the entire year touching rather than Israel, where the framework depends on in animal dwellingplace taking care of with vitality rich complete blended proportions. Creation OUTLOOK FOR NEXT YEARS World milk creation in 2012 is gauge to develop by 2. 7 percent to 750 million tons. Asia is relied upon to represent the vast majority of the expansion, with yield in India conjecture to ascend by 5. 2 million tons to 12. 7 million tons. Dynamic local interest is the principle motor invigorating development, as India is to a great extent missing from the worldwide market for dairy items. An expanded yield is likewise expected in China, Pakistan and Turkey as the interest keeps on expanding. High paces of development underway are normal in New Zealand and Australia too, arranged by 9% and 4% separately. In the European Union the development in milk yield is relied upon to direct in 2012â€13 in light of lower productivity yet creation is anticipated to increment over the medium term. While the EU milk amount will increment by 1 percent a year through to 2013â€14 before complete expulsion of quantities from 1 April 2015, the standards are probably not going to be a coupling requirement on creation. In the course of recent years EU milk creation was 6 to 7 percent beneath the general amount and creation is relied upon to stay underneath portion until 2014â€15. For what concern the exchange of milk, Asia will keep on being the principle showcase, with extra interest expected to originate from nations, for example, China. Somewhere else, imports by Egypt may likewise develop, as could by Mexico and Venezuela. Be that as it may, imports by Brazil may diminish, because of rising household milk creation. Extraordinary increment in availabilities from field based creation in Argentina, New Zealand and Uruguay could invigorate their fares to ascend by 12,8 and 5 percent individually. The other chief exchanging nations as Australia, Belarus, the EU and the United States are foreseen to keep up their business levels. Worldwide TRADE OF MILK AND MILK PRODUCTS Global exchange dairy items has expanded fundamentally in worth and volume terms in the course of the most recent decades. Somewhere in the range of 1980 and 2008, the volume of all out dairy sends out (communicated in milk reciprocals) dramatically increased, from 41. 7 million tons to 92. 2. Additionally the offer in volume terms of creation that enters worldwide exchange expanded, from 8. 5 percent to 12. 6 percent for dairy items, (whit a yearly development in fares of 2. 9%), mirroring the expanding level of receptiveness to exchange of the segment and affected by substantial utilization of fare appropriations, which upheld shipments of created countries’ dairy trades. In any case, due to the non-sturdy nature of dairy items, the portion of yield that is exchanged globally still remains moderately low. The significant piece of dairy items are devoured inside the nation of creation and don't be exchanged. Truth be told a couple of nations have a milk-excess (Argentina, Australia, New Zealand, USA, Uruguay, nations of the EU and Eastern Europ

Marketing-Pricing Cases free essay sample

Evaluating Course Module in Marketing Management Course Modules assist educators with choosing and grouping material for use as a major aspect of a course. Every module speaks to the considering topic specialists about the best materials to allocate and how to sort out them to encourage learning. Every module prescribes four to six things. At whatever point conceivable in any event one elective thing for every principle proposal is incorporated, just as recommended supplemental readings that may give a more extensive calculated setting. Cases structure the center of numerous modules yet we additionally incorporate readings from Harvard Business Review, foundation notes, and other course materials. I. Review of recommended content (HBS cases except if in any case noted) Title 1. Module Overview Principles of Pricing (HBS note) and Colonial Homes Supplement: Marketing Analysis Toolkit: Pricing and Profitability Analysis (HBS note) 2. Conduct Pricing Note on Behavioral Pricing (HBS note) and Tweeter and so on. Elective: Coca-Colas New Vending Machine (A): Pricing to Capture Value, or Not? 3. Worth Based Pricing Atlantic Computer: A Bundle of Pricing Options (HBP Brief case) Alternative: Curled Metal Inc. - Engineered Products Division 4. Valuing Structure Virgin Mobile USA: Pricing for the Very First Time Alternative: XM Satellite Radio (An) American Airlines, Inc. : Revenue Management Dolan Gourville Bell Nashem Steenburgh Avery 506021 190008 511028 2005 1989 2010 10p 8p Author Product Number Publication Year Pages Teaching Note Gourville Wu King Naraynadas 599114 597028 500068 1999 1997 2000 12p 24p 9p - 597082 Bharadwaj Gordon Shapiro Cespedes 2078 709434 2007 2008 10p 14p 2079 709501 McGovern Godes Ofek 504028 504009 2003 19p 25p 504108 504082 5. Yield Management and Revenue Pricing Dhebar Brandenburger 190029 1989 13p 190192 Elective: Priceline. com: Name Your Own Price Supplement 1: How To Reap Higher Profits with Dynamic Pricing (Sloan article) Supplement 2: Pricing and Market Making on the Internet (HBS note) Mars Inc. : Online Procurement (Ivey case) Dolan Sahay 500070 SMR254 2000 2007 12p 10p 501046 Dolan Moon 500065 2000 20p 6. Closeouts and Online Procurement Bell 905E04 2005 6p 805E04 II. Method of reasoning for choosing and sequencing the things in this module In Section 1 the Principles of Pricing note, in view of the previous Pricing: A Value-Based Approach (500071), conceptualizes evaluating regarding target esteem, saw worth, and expenses. It delivers in detail how to decide objective and saw esteem, alongside value affectability and value customization, before bringing the investigation once more into the setting of the other 3 P’s and the more extensive showcasing technique. In the Colonial Homes case, the organization being referred to is given a surprising increment in the expense of crude materials, and must choose how altering its cost to cover probably a portion of the expansion will influence client request and benefits, or whether it would be less unfruitful to change providers. For understudies who are not yet acquainted with the essential arithmetic, the recommended supplement Market Analysis Toolkit: Pricing and Profitability Analysis talks about how to draw an interest bend and ascertain costs, ideal costs, and benefit. In Section 2, Note on Behavioral Pricing broadens a few comments toward the finish of Principles of Pricing concerning moral and legitimate factors in valuing. It contends that organizations make light of contemplations of decency when estimating, and pay the consequences for it. One can't decide client readiness to pay without taking care of social and mental elements that appear to fall outside of a simply financial math. The Tweeter and so forth and elective Coca-Colas New Vending Machine cases show the impact of conduct factors in valuing and mispricing. The cases in Section 3 show esteem based valuing. In Atlantic Computer: A Bundle of Pricing Options, a top of the line server producer has built up another server for the essential server showcase and a product instrument that significantly improves its presentation for specific applications. Understudies are approached to think about the costs got from cost-besides, contender based, and the norm evaluating with that got from the valuebased estimating model portrayed in the Principles of Pricing note. The case closes by taking a gander at the difficulties of executing esteem based estimating, and all the more explicitly, regardless of whether 1) the business staff will have the option to convince clients to purchase at the higher worth based cost and 2) how the opposition may respond and react. In the elective case, Curled Metal Inc. â€Engineered Product Division, a firm has created another item (twisted metal heap driver cushions). Creation expenses of each cushion are higher than the present cushion cost, yet they last any longer and perform much better. What amount of that improvement can Curled Metal catch for itself in valuing, and how might it utilize its decision of appropriation channel and deals system to push the customers’ saw cost towards the goal cost? For the two cases in Section 4, Virgin Mobile USA: Pricing for the Very First Time and XM Satellite Radio, estimating structure is as significant as value itself. Virgin is entering a packed cell phone pace and has chosen to focus on an underserved advertise, the youthful, a large number of whom have poor credit and lopsided utilization designs. Before it can decide the ideal value, it must pick its estimating structure: buffet versus individually, paid ahead of time versus postpaid, and whether it will utilize the shrouded expenses and sponsorships predominant in the business. Valuing structure, it perceives, is more enthusiastically to change than the value level, and it will be critical to hitting its objective market. With its rich market information, understudies are likewise approached to make equal the initial investment investigations, evaluations of client obtaining cost, and gauges of client lifetime esteem. XM, as well, is thinking about a novel evaluating structure, passing on promoting incomes and depending exclusively on membership charges. Similarly as with the Virgin case, value level presumes evaluating structure, and estimating structure follows focusing on and division, all educated with statistical surveying information. In any case, the XM case incorporates different confusions, for it should build up organizations with driving hardware producers to give radio recipients, and in this way should consider exchanging off piece of the membership salary to sponsor the makers and lower the passage cost for potential clients. There is additionally a conversation of some unique estimating conceivable outcomes. Dynamic estimating is the focal point of Section 5. American Airlines, Inc. : Revenue Management, a HBS great, gives a straightforward yet thorough prologue to dynamic estimating and income the board, as it was rehearsed by the carrier business in 1990, resulting to the deregulation of 1978. Income the board is made out of estimating and yield the executives, and understudies learn through quantitative assignments that the two must be done pair to boost income. The elective case, Priceline. com: Name Your Own Price, broadens carrier income the executives into the online period. Priceline manufactures a web evaluating front for the aircrafts that permits them to shield their brands in an opposite closeout advertise making system. Its prosperity urges it to attempt to stretch out its development on a level plane to different ventures, none of which shares the entirety of the qualities that make its financial rationale so material to carrier travel. The case gives understudies the chance to thoroughly consider how online markets, and, particularly, the â€Å"name your own price† model, have various degrees of footing with various kinds of items, markets, and purchasers, and what changes in evaluating structure are important to make them work. The supplemental readings in Section 5 give extra setting to the cases. The article â€Å"How to Reap Prices with Dynamic Pricing† calls attention to that, verifiably, fixed costs are an abnormality, and that with changes in innovation and social mentalities, organizations can expand incomes and benefits with dynamic estimating. It distinguishes the notable qualities that make dynamic valuing conceivable and beneficial. Besides, the note Pricing and Market Making on the Internet shows how the three various types of market-production mechanismsâ€set value, purchaser/vender exchange, and flat interactionâ€apply to the Internet, and while embracing a specific market instrument can work to neutralize the descending weight on costs and edges regularly connected with web based business. The last case, Mars Inc. : Online Procurement, is a prologue to B2B barters in Section 6. It requests that understudies develop a model that Mars may use to work its online acquisition sell off, given its particular prerequisites, and to utilize Excel Solver to decide the triumphant offer. The HBSP reenactment, Pricing Simulation: Universal Rental Car (#2093) is strongly suggested as an integrative exercise, either to acquaint or with top off this module. Understudies are approached to deal with a rental vehicle activity and improve local execution by building up an estimating procedure. The recreation covers a considerable lot of similar standards of valuing canvassed in the notes and in the cases in this module: value flexibility, contrasts sought after across client sections, serious and macroeconomic factors, and estimating arithmetic.

Agrarian Discontent In The Late 1800s :: essays research papers

"Why the Farmers Were Wrong" The period somewhere in the range of 1880 and 1900 was a blast time for American governmental issues. The nation was for once liberated from the risk of war, and numerous of its residents were living serenely. Be that as it may, as these two decades passed by, the American rancher thought that it was increasingly hard to live easily. Harvests, for example, cotton and wheat, when the rampart of horticulture, were selling at costs so low that it was almost unthinkable for ranchers to make a benefit off them. Besides, improvement in transportation permitted remote rivalry to emerge, making it harder for American ranchers to discard surplus harvest. At long last, years of dry spell in the midwest and the descending winding of business in the 1890's crushed a considerable lot of the country's ranchers. Because of the agrarian sadness, many homestead gatherings, most quite the Populist Gathering, emerged to battle what ranchers saw as the explanations behind the decrease in horticulture. During the most recent twenty years of the nineteenth century, numerous ranchers in the United States saw imposing business models and trusts, railways, what's more, cash deficiencies and the demonetization of silver as dangers to their lifestyle, however much of the time their protests were not substantial. The development of the railroad was one of the most noteworthy components in American financial development. Be that as it may, from multiple points of view, the railways hurt little shippers and ranchers. Extraordinary rivalry between rail organizations required some approach to win business. To do this, numerous railways offered refunds and downsides to bigger shippers who utilized their rails. Be that as it may, this training hurt littler shippers, including ranchers, for regularly railroad organizations would charge more to deliver items short separations than they would for long excursions. The rail organizations legitimized this training by attesting that on the off chance that they didn't refund, they would not make enough benefit to remain in business. In his declaration to the Senate Cullom Committee, George W. Parker expressed, "...the working cost of this road...requires a specific volume of business to meet these fixed expenses....in a few periods of the year, the nearby business of the road...is not adequate to make the earnings...when we make up a train of ten of fifteen vehicles of neighborhood freight...we can append fifteen or twenty cars...of carefully through business. We can take the last at a exceptionally low rate than abandon it." Later, when solicited the results from charging nearby traffic a similar rate as through cargo, Mr.

Example Essays On Comparing International Models Of Management - Free Essay Example

a) Based on recent research on international human resource management, compare and contrast the American and European models of managing human resource based on the case. As global competition continues to intensify, according to Beer et al. (1984), organisations need to focus on their value of investments in human resources which is the key to sustainable competitive advantage. Based on recent research, IHRM policies and practices are influenced by the organisations structure and strategy; its institutional and cultural environments (Ngo et al., 1998; Schuler and Rogovsky, 1998; Schuler et al., 2002; Sparrow et al., 2004). National culture and the country of origin of the Multinational Enterprise (MNE) do influence HRM policies and practices (Ngo et al.,1998). International Human Resources Management (IHRM) focuses on the complexities of managing people across borders and the competitive constraints within organizations to achieve global competitive advantage (Porter, 1990) Compare and Contrast American and European HRM in MPS HRM concept was originated from the United States of America (US), while in Europe, it was created in 1965 (Locke, 1989). The American HRM have been characterised as universal model (Brewster, 1999a, 1999b) as their prescriptions are intended to apply in all circumstances. The summary of the comparison and contrast of A merican and European models of HRM based on MPS case is illustrated in Appendix A. Based on research, the American culture is individualistic and achievement oriented (Hofstede,1980; Lawrence, 1996; Trompenaars and Hampden-Turner, 1997). The ideal HRM of America is underpinned by the high degree of formalization (process) and a strong sense of managerial right to manage (Jamieson, 1980, 1985). As can be seen in MPS HQ in America, the organization has invested in formalizing clear sets of procedures, management development programmes (TQM) and in search for quantitative data (annual staff opinion survey to determine employees satisfaction, workplace feedback mechanism). Unfortunately, in the case of MPS in France, the french were against the concept of cellular feedback mechanism. HRM in Europe is based more on qualitative impact of cultural diversity, the organization is influenced by authority network, only hierarchical position can give power to his/her employees. (Lauren t, 1986). According to DIribarne (1989), the US managers are free to fire or reward employees within the boundaries of a fair contract. He contrasts that logic of honour in France as it is based on status or rank. Failure to employ a capable/sound manager, just like the case of MPS in France, employees will refuse to respond to orders. On the other hand, the labour unions in Europe are very strong, promoting laws to protect employees within the Europe continent as well as EU level (Claus, 2003) The contrast between American HRM concept and the HRM in Europe is summarised as below: Dominant Features HRM in America HRM in Europe Roots Freedom and autonomy Qualitative impact of cultural diversity Organisational cultures Private enterprise Sense of organisational and managerial responsibility towards employees Role of the state Low interference from the state Greater involvement of the states and European supranational agencies Trade unions a nd employee representation Traditional antagonism of management towards trade unions Wider support towards trade union and other forms of employee representation Source: Communal , 1999, Voynnet Fourboul and Bournois, 1999 and Brewster, 2000 p:180. It is clearly pointed out that the way HRM conducted in Europe is contrast to the America. (Brewster and Bournois, 1991). The American HRM viewed as freedom/autonomy to develop their own strategies (Guest, 1990), an opportunity for anyone who work hard to be successful and a vision of the frontier mentality, the private enterprise culture. (Harzing and Ruysseveldt, 2004) The European concept of HRM is operated with more restricted autonomy, constrained at the national level by culture and legislation, international (EU) level, organisational level by patterns of ownership, and HRM level by trade union involvement and consultative measurements. (Harzing and Ruysseveldt, 2004) Therefore, MPS faced the problem of diversi fying the HR conditions to Europe subsidiaries, as practices established in US do not always translate well in the European context, (see table below). Problems Encountered Condition Expatriate Managers Considerable degree of difficulty when giving assignments in European subsidiaries. UK-resentment for working weekend to fulfill emergency orders. France refuse to work extra hours. Industrial Relations To minimise the influence of unions by the expatriate manager failed. UK- highly unionized France Work Council not operate properly Sweden Over 65% employees unionized, work council meeting resented by the Americans (non-cooperative) ethnocentric per Perlmutters typology (1969). Management Style Communications barriers between American expatriates and subsidiary workforce. UK and France Performance management system difficulties in setting up initially, France Feedback mechanism, prefer line manager with authority. Sweden Baulked performance management scheme. All subsidiaries against the gung ho culture through culture training and attitudinal orientation sessions. Degree of control European subsidiaries believe control being exerted over them. UK targets too harsh Source: HRM overseas in MPS Report by Jim Grant It is noted that in Europe, HRM is less dependent, less autonomy and freedom of action, trade unionism is more important, social partners have more influence, legal regulations are more important, and there is stronger tradition of employee involvement. (Brewster and Hagewisch, 1994) Conclusion As can be seen in MPS case, HR model developed in the cultural context of one country may not be applicable to another country without testing the cultural preconception (Claus, 2003). Pieper (1990) concluded that a single universal model of HRM does not exist. Question 1 b) Could you say that there is a European model of managing human resources? Justify your answer. The Europe continent is made up of 43 countries, out of which 27 countries are European Union (EU) members. EU is unique, it is not a federal State like US because its member countries remain independent sovereign nations but they unite their decision making powers to shared institutions (European Parliament, Council (national governments) for joint-interest to gain strength and world influence (European Communities, 2007). The EU, in just over half a century has delivered unity and prosperity in Europe, a single European currency (Euro) and a frontier-free single market where goods, services, people and capital move freely (European Communities, 2007). With the existence of EU, the qualitative impact of cultural and institutional diversity on HRM do exist, where the European HRM concept incorporate regional and national differences (Harzing Ruysseveldt, 2004). The major difference between American HRM and European HRM is the degree to which HRM influenced and determined by state government. The emerging model of HRM in Europe needed to be flexible and operable within respective cultural traditions among its member states and supranational agencies by understanding the social standards in society, legal framework protection and greater involvement in labour market issues. (Claus, 2003). As noted by Germany, the international HR practices basic functions of HR management are given different weights in different countries, they are applied differently (Gaugler,1988:26). The EU particularly through the European Social Charter and its associated Social Action Programme does have an impact and legislative influence on HRM (Brewster and Teague, 1989) as illustrated below: Within Europe, differences of cultural/geographical can be identified through various regional areas which show common elements of HRM (see below). Clusters in Europe Country Nordic Finland, Norway, Denmark, Sweden. Germanic Austria, Germany, Switzerland Anglo United Kingdom, Ireland Latin European France, Belgium, Italy, Spain, Portugal Source :Ronen and Shenkar, 1985. As far as the use of flexible working practices is concerned, European countries are clustered according to their institutional factors (trade unionization/unemployment rate) rather than, go beyond but distinct, cultural factors (Brewster and Tregaskis, 2001). Institutionalists (e.g. Hall Soskice, 2001) state national factors like governance, economics,  ¬Ãƒâ€šÃ‚ nancial, legal systems, trade unions, together form the national business system. These sources are the main differences in HRM between nations in Europe (see below chart) The national culture (values, norms, behaviour) also influence HRM practices (Leat El-Kot, 2007). HRM approaches is seen as cultural artefacts in any particular country re ¬Ãƒ ¢Ã¢â€š ¬Ã… ¡ecting the basic theories and values of the national culture of an organisation Laurent (1986). Many studies have applied this variable as the major explanatory variable. A European Model A proposed European model of HRM that enables analysts to link HRM more clearly to international competition where organisations focus personnel requirements importance, more tolerant to uncertainty/challenges, venturing into greater risks, and able to accept variablility (Bartlett and Ghoshal 1989; Hedlund and Rolander 1990). This model also provides closer fit between HRM and national success. Source: Brewster. C (1995), Towards a European Model of Human Resource Management, Journal of International Business Studies, Vol. 26, No.1 (1st Qtr., 1995), p.14 In summary, the model shows business strategy, HR strategy and HR practices of an organisation interact within and with an external environment of national culture. The dotted lines signify organisation and its human resource strategies/practices in turn interact with/part of that environment. Recent research findings confirm that this proposed model did reveal significant differences of HRM practices between nation s, therefore multinational corporations tend to adapt their HRM to local responsiveness (Brewster and Bournois 1991; Rosenzweig and Nohria 1994). Conclusion To expand the US HRM (universal paradigm) concept to Europe, serious understanding that regional differences as well as differences among countries within specific regions exist in Europe (Brewster et al., 2000). European authors argued that we are in culturally different context and, Rather than copy solutions which result from other culture traditions we should consider the state of mind that presided in the search for responses adapted to the culture [Albert 1989, p.75, translation in Brewster and Bournois 1991]. Therefore, it is better to mention HRM in Europe rather than European HRM (Sparrow and Hilltop, 1994). Question 2 a) In examining cross-national differences in managing organizations, one theoretical approach would be to adopt a culturalist or an institutionalist perspective. How would you explain these theoretical perspective to Jim Grant? Cultural Perspective Culture refers to the way of life of a group of people. Every individual is unique, therefore there are different levels of cultural dimension which measures differences in values, assumptions, beliefs and actions (Child, 2002) of a group of society who shared the same experiences (thinking, behaviour) that constitutes its culture. The cultural studies on national and organisational culture confirmed that there are nationality influences of differences in work values, beliefs and orientations of organisations across different countries (Hofstede, 1991, 2001; Inglehart et al., 1998; Trompenaars, 1994; Black and Mendenhall, 1989). This proves in MPS, Jim Grant reported that US faced some resistance on the introduction of HR practices of which they have worked successfully in US but not in the three European subsidiaries. As we can see, within the three European subsidiaries, they responded differently to the US HRM policies (see Appendix D). This is due to the cross-national differences within the European countries themselves. On the other hand, the American resented the Swedish work council meetings, where the Swedish viewed the American as non-cooperative. It is important that Jim Grant to understand the cross-cultural values of each of the three subsidiaries (UK, France, Sweden) to promote co-operation among the group to attain competitive advantage as a group company globally. The key challenge is to what extent national culture influences the organisation behaviour/performance (Edward. T and Rees. C, 2006 p. X). The two best-known cultural models apply for cross-national organisations are Hofstede (2001) and Trompenaars and Hampden-Turner (1997). They see cultural values as long-term management as it varies systematically between societies and as conditioning what is acceptable organisational practice. The acceptable method is by linking culture and career success through HR practices about how people should be ma naged @ Norms Regarding HR Practices. (Aumann and Ostroff, 2006). Hofstede (1980) on cultural dimensions has developed a propositions which link national culture, HR practices influence workers by using a fit perspective (see below) Norms sensitive to cultural influence Source: Hofstedes model 1980). Cultural dimensions of how culture impact on HR practices (Aumann and Ostroff, 2006) Peng et al. (2000) concluded there is no single definition of culture. Researchers highlight various aspects of culture based on adopting workable assumptions about what culture is. Therefore Jim Grant needs to measure and compare the relative strength of different cultural dimensions as well as the possibility of other HR dimensions. Institutional Perspective Cross-national differences in institutional structures are likely to create management practices that vary from country to country (state, governments, laws and legal systems, associations, education systems, industrial relation) There are a number of institutional systems whose influence on HRM in a cross-national context (see Appendix E) From the institutional perspective theory (Scott et al., 2003; Westney, 2005) HR practices are affected by differences in national culture. Success of HR practices will largely dependent on managers abilities to understand and balance different cultural values and practices (Wang et al., 2008). Based on institutional approach, structure of organisations in a country reflects the countrys particular institutional societal effect (Maurice, Sellier, Silvestre, 1977). The EU national legislation is unique, it has an increased influence on HRM through the European Community Social Charter and its associated Social Action Programme. The European Union legislation providing institutional arrangements at the supra-national level, arguably have an effect on organizational structure (Maurice, 1989). Although the EU is working towards a more unified institutional context, profound national differences still exist. In MPS case, it is a national law requirement in EU that the European subsidiaries formed trade union and work council in France and Sweden. Europe has the largest percentages of employees in independent trade unions membership (see Appendix C). Therefore, MPS cannot be immune from the institutional context of the European law which have embedded, the Americans need to be cooperative to the trade union and work council activities. Instead of importing US universal HRM to the European culture, Jim Grant need to localise HR practice to suit local societies by researching/understanding the national culture presumes insight into institutions. This will benefit MPS as a whole if they will to look for particular compa rative and competitive strengths associated with national/regional production, innovation and business systems. b) How could you convince him that these perpectives could assist him in understanding and formulating an appropriate IHRM strategy for MPS? MPS operation is operated based on ethnocentric HR strategy. Perlmutter, 1969 describe ethnocentric management as practices/standards originated from country-of-origin or foreign subsidiaries activities dependent largely on headquarters. As we can seen, MPS subsidiaries are struggling to adapt/adopt themselves to MPS HRM strategy which they are uncertain, as there is no consideration of local culture or institution values and practices being incorporated, makes it more difficult for the local workforce to apply MPS principles. MPS needs to adopt a geocentric approach by moving away from ethnocentric strategy to global mindset, a supra-national attitude by applying the national significance of cultural and institutional dif ferences in determining the HR strategy, for example to propose a homogenous performance management. The tendency to be dominant will often reinforced by stereotypes of other cultures and nationalities. The more MPS is able to internalise the value of culture and institutional norms of HR strategy to the local environment (host country), the greater advantage MPS has to compete globally as MPS able to absorb the best practices of local culture/institution to build a strong diversified organisation internationally (Friedman. T.l., 2006,p.412, Penguin Books, London). Adopt/adapt to the best HRM practice with openness and respect of other nationals, the possibility of developing best talents and fostering the working relationship internationally will be a success. The table below shows a summary of MPS cultural dimension index of similarities/differences which is important for MPS to understanding in order to develop a transnational HR strategy. Cultural Dimension Index US UK France Sweden Remarks Power Distance 40 35 68 31 The higher index implies hierarchy top down control management (France). Lower index implies equal rights among employees. Individualism vs Collectivism 91 89 71 71 The higher index implies individual freedom/challenges (US). This explains why US against the trade union interference. Lower index focuses on physical working conditions (work as per schedule, long holidays entitlement (France), training provided by company for skill improvement/innovation (Sweden). Masculinity vs Feminity 62 66 43 5 Higher index focus on material success/ambitious while lower index concern quality of life (France, Sweden) Uncertainty Avoidance 46 35 86 29 The higher index indicates members of a culture feel threatened by ambiguous/uncertainty management (France) This proves the problem with feedback mechanism failed in France but well accepted by Sweden. Source: Hof stede (1980) For the institutional part, MPS must remember that management of HRM in Europe is governed by national legislation (state law, EU legislation, supranational) which is totally different from HRM in US. The cosmopolitanism concept should be established in MPS strategic HRM. The meaning of cosmopolitan is willingness to engage with other culture/institution, openness toward divergent cultural experiences, a search for contrasts rather than uniformity (Hannerz, 1996:163).Transcending national borders and simultaneously adapting to local responsiveness to develop an ideal HR strategy will achieve competitive advantage/international success. Conclusion Cultures that are open to changes have huge advantages in this world (Jerry Rao, MphaiS CEO, The world is flat.p411) MPS needs to know how outward MPS national culture is and to what degree is it open to accept foreign influences and ideas to improve the HR strategy in MPS. Simultaneously to what degree is there a sense of national solidarity to develop a best fit HRM practice in respect of each national difference? Culture is shaped by the prevailing circumstances within a country (education system, leadership, government, society historical experience) and so as the circumstances or local leaders change, so too can culture be changed (Friedman,T.L., The world is flat, the Globalised World in the Twenty-First Century, 2006, Penguin Books, London, p.415). Institutional change will follow due to societal effect.

Business and Marketing Planning - Planned and Emergent Approaches, Ga Literature review

Essays on Business and Marketing Planning - Planned and Emergent Approaches, Game theory, Scenario Planning, Effectiveness of Planned and Emergent Approach Literature review The paper â€Å"Business and Marketing Planning   - Planned and Emergent Approaches, Game theory, Scenario Planning, Effectiveness of Planned and Emergent Approach† is a  worthy example of a literature review on marketing. As time has led to globalization, a lot of things are changing dramatically and organizations have adopted strategies that are more flexible to achieve competitive advantage. Johnson, Scholes, and Whittington (2005) define the strategy as organizational direction and scope over the long-term that achieves an advantage in a changing environment by configuring its resources with the main aim of fulfilling the expectations of stakeholders. According to De Wit and Meyer (2004), strategy-making involves sense-making, envisioning, reflecting, experimenting, learning and changing the organization which cannot be neatly programmed or organized. The question on which strategies to use in the achievement of competitive advantage is very common. Some argue that a p lanned approach to strategies will ensure that the organization will have a direction and as a result, act rationally. Others argue that an emergent approach to strategies will ensure the development of new strategies over time in order to adapt reactively to unfolding circumstances. This shows the usefulness of both planning and emergency approaches. Given the importance of both methods, game theory and scenario planning are essential in finding the balance between the two approaches in order to ensure their effectiveness.Planned and Emergent approachesA planned approach to strategy is said to be deliberate and carefully planned. It involves a periodic and formalized process of establishing organizational goals and objectives for the establishment the future allocation of organizational resources. The basic principle behind this approach is that the organization will achieve an effective allocation of resources for the correct purposes and at the right areas in order to be more res ponsive to the needs of the stakeholders. This approach is relevant to many organizations in the formulation of their strategies (Hax, Majluf, 2006). The emergent strategy involves a set of actions, consistent over time, or a realized pattern that was not intended expressly during the original planning of strategy. Such strategy develops when there is an adoption of a series of actions within an organization that turns into a consistent behavioural pattern with time, irrespective of specific intentions. This approach is an implication that the organization is learning what is working practically (Mintzberg, 1994).Game theoryAs described by Brandenburger (1995), game theory is an emergent approach to strategy. It regarded as an experimental and a response mechanism that is very crucial when addressing unpredictability in the market. We are considering a situation where we are focusing on market players and the existing potential while analyzing key players instead of eliminating the m. As a mathematical tool, game theory is used in anticipation of possible scenarios as well as developing appropriate strategies that will deal with them. As Copeland (2007) states, the principle behind the game theory is that if any player makes a decision in a game, there is a change in the nature of the playing field everyone. This implies the applicability of this model in business and marketing planning. It assists in modeling, analyzing as well as understanding the behaviour of various self-interested parties that come together when making their decisions. According to Pinkasovitch (2009), the approach is also applicable where multiple parties are involved in decision making. For instance, it is more applicable where parties are striving to maximize their payoffs while making choice on their strategies, and the final payoff of each party is dependent on the profile of strategies that all agents have chosen. In such a case, it will improve the strategic making of a decision by providing valuable insights to all interactions of the parties (Myerson, 1997). However, this approach is not applicable in all situations and it requires integration with other models that are more focused and individually prescribed. Although a close focus on the external environment is important, formulating a strategy with the sole purpose of analyzing market players can bar the organization in addressing real issues that affect internal performance (Hax, Majluf, 1996). In addition, given that most organizations are already struggling to adhere to strategies that they have formulated, adopting another strategy that deals with the analysis of other parties will not be positive. This is also another way hindering business and marketing planning process.

Stages Of International Market Development -Myassignmenthelp.Com

Question: Discuss About The Stages Of International Market Development? Answer: Introducation Different factors should be put into consideration when deciding if Austchilli Company is ready to export its products. First, there is need to carry out an internal analysis of the business to determine if there is growth feasibility. First, the financial statements of the company should be analyzed. These include the balance sheet, income statements, and the cash flow statements (Pittel, 2002). These statements should be within 3 to 5 years. They show the profits or losses that Austchilli has been making and the expenses that were incurred. They also show the cash that is coming into the company as compared to that which is going out. If the company is ready to export, the cash inflow ought to be higher than the cash outflows. For the balance sheets and the income statements, there should be a record of profits. Moreover, if the company is publicly traded, the equity from shareholders could be used to finance the export activities. Second, there is a need to analyze the companys management by looking at their level of commitment and how well they have implemented different strategic plans in the past. This knowledge can be gained by talking to the Managing Director because this is the highest authority in the firms management. It is also important to speak to the entire management team. This will aid in providing an enlightenment on the firms culture to see if they are ready to export. For example, Austchilli is a medium enterprise with 50 to 200 employees. The company is privately owned where the managing director has close control and is in charge of critical decision making. The culture of Austchilli includes learning, values, communication, and leadership which are some of the characteristics of organizations that are innovative (imanskien?, PauÃ… ¾uolien?, and PauÃ… ¾uolis, 2015). The company can seek assistance from other exporters who are not its competitors inorder to venture into exporting. Another factor that should be considered in the internal analysis is the presence of resources that will be used to enter the new markets. To export products, Austichilli will need to have funds for distribution, product adaptation, marketing among others. Therefore, if the company lacks the necessary resources, it cannot be able to thrive in foreign markets and is therefore not ready to export its products. Further, it is necessary for Austchilli to evaluate if the company has knowledge and skills on entry procedures and documentation needed to venture into foreign markets and the different export risks that are involved. This is because ignorance on this matter may cause the company to make losses due to fines or to fraudsters. If it is determined that the Austchilli has in-depth knowledge of these procedures, this is an indication that it may be ready to enter new markets (Henisz, 2000). After the internal analysis of the company has been carried out, there is a need to analyze the entire industry. There is a need to find out to what extent the industry is involved in the global market. By conducting this analysis, one can understand the significant aspects of the industry that can be used in their own exporting decisions and processes. Moreover, the company can gain insights on how to conduct their exportation processes by receiving advice from other businesses providing substitutes in the same industry (Arnold, 2001). Additionally, there is a need to determine the trade-offs and benefits associated with the expansion of the market internationally (McDonald, n.d.). This is important in the determination of what outweighs the other. Entrance into the export market will lead to reduced dependence on domestic markets. Trade-offs may include the need for additional financing to hire more staff or the plowing back of short-term profits to ensure that there will be profits in the long run (Terpstra, Foley, and Sarathy, 2012). Once it is identified that the benefits outweigh the trade-offs the company can consider other factors. Next, it is vital to determine whether the avocado products from Austchilli have export potential. This may require a SWOT Analysis of the products to find out what the competitive edge of the products would be in the foreign markets. If the products are not performing well domestically, they should not be introduced into external markets because there is a high probability of failure. However, if the analysis showed that the company is financially weak, has no competitive edge, has poor management, or lacks knowledge on international markets, the company can carry out different activities to strengthen its position. These include; setting up meetings with successful exporters to know how they managed to succeed, carry out training activities for their employees on exportation matters, or join export clubs. Priority Markets for Austchilli It is significant for Austchilli to carry out a robust analysis of existing markets to identify which markets have the highest growth opportunities and will bring the highest return on capital invested. The insights that are made from carrying out the business domestically can come in handy when choosing the best export markets. Austchilli Company should, therefore, focus its efforts and resources on finding the most favorable foreign markets before initiating the export process. To identify the priority markets for Austchilli company, there are some steps that can be followed to ensure the results are as accurate as possible. First, economic modeling is essential to be able to identify the markets that had the highest potential for growth and that could provide this company with competitive advantages (Manfredi, 2003). Next, an analysis of potential resources that are needed regarding capital sources, availability of technology, and talent for the workforce should be conducted. Further, an analysis of key trading blocs in the region that would enable Austchilli to reduce costs by saving on taxes should also be conducted. Finally, it is valuable to observe the significant role players in the industry identify how they have been able to remain profitable over the years. Activities such as liberalization of trade, extensive changes in technology, and presence of extreme competition are factors that are extremely vital in consideration of priority export markets. It is vital for the company to evaluate if it can be able to have a comparative advantage or absolute advantage over other competitors (Arthur, 2004). It is more important to have an absolute advantage than a comparative advantage because being able to produce high-quality products is much better than producing low-quality products at low prices. However, the company should strive to enter into markets where they can be able to provide both advantages at different levels in a bid to reach as many customers as possible. One model that was used in the analysis of foreign markets is the Ricardian model. In the context of international trade this model asserts that there is a comparative advantage difference based on differences in technology in different countries (Soo, 2017). This model assumes that apart from technological differences, all other actors are the same in the home country and the country to which products are being exported. This model is based on the labor theory of value. This model unlike a majority of other models in international trade says that international trading activities are beneficial for all the countries involved. It states that even nations that use poor technological infrastructure will benefit from global trade (Arthur, 2004). The labor theory has three significant implications. These are; units of labor are homogenous in the country, labor is mobile within the country, but immobile internationally, and labor is the one primary factor of production (Horwitz, n.d.). The Ricardian model created a basis for my analysis of entry into international markets, but different factors were refuted such as the implication that labor is immobile internationally. This is because the senior authority will be situated in the companys home country but will oversee all trading activities in the foreign markets (Horwitz, n.d.). By this model, there is a need to look even at the available labor when choosing target markets. The target market should also have the proper technology to be used in trading activities. This will aid in saving time and costs. Economies of scale are brought about by business expansion. To maximize profit margins, it is vital to identify countries in which the costs of production are much lower than those in the domestic country. Additionally, countries which have higher prices for the same products are attractive to venture into. By so doing, the company will be able to increase sales volumes and consequently reap higher profits. Historic links that exist with other countries should also be put into consideration. These include trade blocs and existing free trade areas. These factors should be put into an account to ensure that the company can maximize its revenues and reduce taxes. This process of market prioritization involves market segmentation as well as market targeting. Market targeting refers to the process in which specific market segments are selected based on a segmentation exercise. The segments are evaluated by an agreed criteria. The major constraint involved in this process is the presence of limited resources (Mulderij, 2016). The process of prioritization involves the selection of a given segment depending comparison of the chosen segments and through this process, resources are allocated to the chosen segment. Market targeting, segmentation, and prioritization are the foundations on which the marketing strategy is based and are very important in the process of developing routes to market. Criteria for market attractiveness Conventionally, people believe that a market segment that does not price sensitive is good because it can enable the company to maintain its profit margins. However, if a company has a high market share and it employs economies of scale, it is likely to increase its profit levels. It is therefore very important for Austchilli to take this factor into consideration when choosing its priority markets. Competition levels The existing competition levels in a given market segment determine whether it is favorable. If the competition is made up of a few weak competitors, market entry into this segment of pressed avocado products would be favorable. However, factors that show unattractive markets in regards to competition are; the presence of many players in the market with similar products, very many channels providing the products, ease of price comparison, and the willingness among customers to change from one product to another (Henisz, 2000). Moreover, it is vital to look at how likely it is that new competitors may join the market. It has been conventional wisdom that large market segments are more attractive than small segments. However, these segments may be highly contested by other companies, and therefore they may be unfavorable for the long haul. Austchilli would be better fitted to join a niche market where it could easily gain a large market share for its pressed avocado products and make a greater revenue. Segments that have high growth potential are more likely to be considered attractive. However, due to this, they may also attract many competitors. A market may become either attractive or unattractive due to its rate of change. Segments that are stable are also more predictable as opposed to those that are unattractive. However, they leave few opportunities for growth and product differentiation. Conversely, those that are unstable have the upper hand in that they can offer new opportunities on a continuous basis. In turn, this makes them more open to competitors. Determination Matrix Market attractiveness Weighting Price sensitivity 35% Growth 25% Competition intensity 20% Market size 20% Total 100% Statistics show that in the year 2016, Mexico produced over one million tons of avocado. Of this total, eight hundred and sixty thousand was shipped to the United States. And the rest of other markets. However, the prices were not so favorable because the United States was saturated by avocado products from other places (Mulderij, 2016). This, therefore, shows that the United States may be a large market, but it faces price fluctuations due to the presence of many competitors. China has also been seen to have a very high demand for avocado products. Chile, which exports avocado products to China reported that their exports had grown twice this year as compared to those achieved last year even though China is not their main market. Their main market is Europe which highly values avocado products. As a result, the prices received for the products are high (Horwitz, n.d.). However, given the present competition, the market has not increased enough to make huge profits. Spain is a gateway through which avocado products enter into Europe. It is a hub for importing and re-exporting avocados. The Spanish domestic market has a high demand for avocado products. This makes it very much more favorable than the united states because the avocado products are sold to the local markets, and they are also re-exported to the rest of Europe. However, Netherlands has a more prominent market than Spain and it also re-exports to other destinations such as France and Germany (Mulderij, 2016). This, therefore, makes it a higher priority than Spain. Therefore, regarding market size, the most favorable markets are; The United States, Netherlands, France, United Kingdom, Germany, Spain, Canada, China respectively. Based on the above data, a matrix can be created as follows; Segments Price sensitivity (35%) Growth (25%) Competition intensity (20%) Market size (20%) Total (100%) USA 13 7 7 8 =13+7-7+8= 21 Netherlands 12 6 2 6 =12+6-2+6=22 France 3 3 3 2 =3+3-3+6=9 United Kingdom 4 3 3 1 =4+3-3+1=5 Germany 1 2 1 1 =1+2-1+1=3 Spain 1 2 1 1 =1+2-1+1=3 China 1 2 3 1 =1+2-3+1=1 The table shows that the most favorable market is Netherlands followed by the United States, then France. The calculation involves a subtraction of the competition factor because this will affect the company negatively. This means that the first market that Austchilli should enter is Netherlands. In case of expansions in the future, the second market to export into is the United States of America. After identifying these markets, the next step is to call importers of pressed avocado products from these countries to be able to identify the costs that will be incurred in the process of exporting the products to them. Physical meetings should then be set up. The discussions should involve the different distribution channels that can be used, the documentation required, and the different expenses that will be incurred in the entire process. In-depth interviews should then be conducted in the process of choosing the most favorable distributors for the products. Elements of the Export Marketing Plan The development of a marketing plan is a critical step in the process of identifying locations around the world in which to sell products and in determining how the market segments will contribute to the goals of the company. If the export plan is well prepared, it enables the business to analyze the potential that exists in international markets for their products. It also enables the organization to evaluate the cost that will be incurred in exportation for the organization to gather all the necessary resources before the exportation process (Varghese, 2015). Different market segments should be considered to determine which works best for the company. These include; retail, industrial, food service among others. The chosen market segment should depend on the wants and needs of consumers as well as the characteristics regarding products demand. Austchilli Company should be in retail because the avocado products have already been processed and it can also be in the foodservice segment. In Netherlands, approximately seventy percent of the imported avocados was intended for re-exporting while the remainder was used for consumption in 2016. Evidently, the retail industry is the most viable segment with about 30 million kilograms imported for consumption in 2016 (Smith, 2017). Market positioning refers to the place that any given brand holds in the consumers minds. It is what distinguishes products from their competitors. Austchilli should emphasize its brand to customers through marketing on the advantages of their products over those of customers. It should also continually market its products to create s strong brand that will not be easily repositioned. The company should also take into consideration Porters five forces in analyzing its competition to decide how well to position itself in the market. The Porters five forces include; the existing competitive rivalry, the bargaining power of the suppliers, the bargaining power of customers, threats of new entrants, and the threat of new substitute products (Varghese, 2015). By taking note of these factors, Austchilli will be able to plan on how to ensure that they remain competitive in the market as well as be profitable. There is also need for the company to find the prices that competitors are charging for their products in order to be able to set prices that are favorable in attracting new customers. When planning on exporting products, it is very important for the company to ensure that proper pricing procedures are put in place. The role of proper pricing ensures that the company can be able to make a profit after subtracting all expenses incurred in the process. It also aids in product positioning. This is where the product can be introduced into the markets as either a luxury commodity, Giffen, or inferior good (Bjeli?, 2011). The pricing also enables the products to be competitive. In this regard, if other companies are providing the same product, the pricing set should not deviate far from the existing prices to ensure that the firm gains customers. When setting prices, Austchilli company should also put into consideration factors such as the exchange rate fluctuations, the legal issues that may lead to increased costs, and the cost of transporting the products. Some other expenses include; costs of research into the international markets, travel costs, promotional costs, costs of product adaptation, warehouse costs, export financing costs, among others. By incorporating all these factors in price, the company can avoid losses by setting a favorable price for its pressed avocado products. In Netherland, the main competitors are cold pressed avocado oil products. For example, a 100ml Westfalia cold pressed avocado oil bottle price ranges between 7 and 8 Euros (Westfaliafruit, 2017). It is paramount for the company to make decisions on how its products will be presented in the foreign markets. This involves decisions on whether the pressed avocado products will be adapted to the new markets or standardized and be sold exactly as they are in the domestic market. The issue of packaging is also very important. In case the export market speaks a different language than the home country, the packaging must incorporate the language of the foreign market. Moreover, the method of packaging must meet the requirements of the foreign country. The product should also be presented in a manner that is in line with the cultural and social norms of the new market. For instance, Austchilli packaging for its export products should be different from its domestic products, but labeling should be similar. When it comes to the method of distribution, the method chosen should depend on different factors. These include; the nature of the product being sold, the objectives of the company regarding geographical coverage, the existing competition, and the range of products being sold by the company. During the initial stages of exporting commodities, the company should decide if it wants to make use of agents to distribute products om their behalf or create strategic alliances with other stakeholders (Australia Trade Commission, 2006). In so doing, the company will make use of the distributors who will deliver their products to different points for sale such as different retail stores. Here are some examples of channels that Austchilli company can use either independently or collaboratively. Producer consumer This is by the use of direct sales to customers. Produce retailer consumer This channel of distribution involves the use of a middle person who buys from the company and sells to the customers at a profit. producer wholesaler retailercustomer this channel uses two middlemen. The company sells products to the wholesalers who in turn sell to the retailers who then sell to customers. Producer agent/broker retailer customer This involves the use of an agent who purchases the products from the company and then sells them to wholesalers or retailers and then to customers. The partners selected to aid in the distribution of the pressed avocado products in the chosen market, Netherlands, should be chosen based on the value they will add to the entire distribution system. Therefore, they should be able to network and increase the number of retail outlets in which the company can sell its products. The most appropriate channel of distribution is shown below. This is because is more affordable compared to the use of agents. producer wholesaler retailer customer Promotion is vital in the process of exporting to create awareness about existing products. The manner in which promotion take place depends on different factors. These include; the cultural and social norms and practices of the new market (Bjeli?, 2011). These must be closely followed to avoid promotional activities that go against the norms of the new regions. A number of resources allocated to promotional activities must also be considered to avoid carrying out product promotion in ways that exceed the budgeted amounts because this could result in losses. The existing competition must also be put into consideration. This is to ensure that the company comes up with innovative promotion activities that can stand out from the competition. The product stage in the product lifecycle also determines the type of promotional methods that can be used. Incidentally, companies that are new to the export market like Austchillli must create a promotional campaign focused on creating awareness of the products and displaying the competitive advantage the product brings. On the other hand, companies that are in the maturity stage who already have a known brand may focus on promotional activities that are aimed at retaining existing customers. There are many methods of promotion that a company can use when entering new markets. Personal or direct selling is one important method that can be used. It involves salespeople who talk directly to potential customers to inform them about the product. They target their customers and inform them of the products being sold with information on the advantages of using the products. This interaction aids to create a connection between the seller and the buyer and aids in creating loyal customers. In-store promotions are also used severally to inform people about the existence of the product. They involve offers that attract customers to take a look at the product (Hultman, Katsikeas and Robson, 2011). Advertising is another method of promotion that can be used to create awareness of the existence of a product as well as display the competitive qualities of the product by showing the superior characteristics of the products. Export documentation It is extremely vital for Austchilli to ensure that it is in possession of all the documents required for the entire process. The documents are provided in different areas. These include; the chamber of commerce, the consulate, international carrier, customs, port, insurance company, bank and in interactions with the consumer. The various documents are used for different purposes, and each one of them is vital. There are three main transportation documents. These include the bill of lading, dock receipt, and the insurance certificate. The bill of lading is used to represent ownership of cargo. It is a receipt for cargo payment and also a contract for the transportation that is between the transport carrier and the shipper of the goods. The dock receipt acknowledges receipt of cargo by the ocean carrier. Lastly, the insurance certificate is used to ensure that loss or damage of cargo is covered while the cargo is in transit (Australian business, n.d.). Banking documents include a draft and a letter of credit. The draft is a demand that payment is made by the Netherland importer to the Austchillis bank. The letter of credit, on the other hand, is a document that the bank issues at the importers request to guarantee that payment is made to the Austchilli if certain provided terms and conditions are met. A commercial invoice is a bill that is provided to the importer by Austchilli. Government documents include; certificate of origin, consular invoice, and export declaration. The certificate of origin identifies Australia as the country that the exports originate from. The consular invoice is a document signed by the consul of Netherland to aid in the control and identification of goods that are being shipped into that Netherland. Finally, the export declaration is a document that provides complete information regarding the shipment (Australia Trade and Investment Commission, n.d.). Risks and how they can be mitigated. The exportation process is risky for a myriad of reasons. The process of exporting products requires substantial amounts of capital. This capital is used to cover the different expenses incurred during the exportation process. The orders that are exported may also require adaptation in a bid to fit the new markets. These processes may involve repackaging of the products to fit the specifications of the foreign markets. These are regarding language used on the packaging, or production of the product in a new way that is totally different from the inventory demanded in the domestic markets such as cold pressed avocado oils (Linda, 2011). This is risky because in case the products do not sell as expected in the Netherland, it could be difficult to bring them back and find a market for them locally. This can be mitigated by ensuring thorough research is carried out to reduce the probability of losses occurring (New Zealand Trade and Enterprise, n.d.). Another risk that is faced in exporting products is that it may prove hard to pursue customers in legal processes. This is mainly due to geographical disparity and the difference in legal systems in both countries. Additionally, the differences that exist in cultural and social practices, as well as language may confuse the interactions between the Australian workers and clients in the Netherland. There could also be disagreements between the two parties on various issues such as pricing. This could be reduced by providing clear guidelines on the expectations of customers to avoid conflict and the use of a translator in cases of language differences (Linda, 2011). The different time zones that may exist between Australia and Netherland countries may also lead to delays. In cases where there are negotiations between the two parties, these could extend for a very long time. Furthermore, in situations where clients make orders at certain hours, delivery can take more time than anticipated. These issues of time lags could, in turn, lead to the emergence of various issues. The inventory may also face the risk of damage due to the long time periods in transport. This could be avoided by making use of technologies that provide information in real time during transportation such as RFIDs to avoid delays. Another hazardous occurrence that is associated with exports is the issue of fluctuations in the exchange rate. In this case, Australia uses Australian dollars while Netherland uses Euros. For example, when a customer negotiates to purchase the products at a given price in the future but at the time of the transaction, the exchange rate may have lowered leading to lower gains from what was previously expected (Australian Government, n.d.). This risk could be mitigated by ensuring that the buyer makes payment at the time of the order. Another way to mitigate this risk could be by ensuring that the Austchilli takes a forward contract where they ensure that regardless of exchange rate fluctuations they will always use the stated exchange rate within the time stipulated by the forward or future contract. This risk can also be avoided by asking for a deposit as soon as the negotiation processes are complete and then taking a futures contract for the remaining amount of money. Customers failure to pay for goods is another risk that occurs quite frequently in the exportation process. This could be caused by disagreements between the Austchilli and the customer or due to fraud. This can be avoided by ensuring that no shipments occur without first receiving the full payment for the ordered goods. Some organization protect themselves from this risk by taking insurance cover referred to as self-insuring.' It is important for companies that are just entering the export markets to be aware of fraudsters (Linda, 2011). They should not just trust customers if they do not have a track record to prove that they are trustworthy. Products may also face the risk of theft or get damaged while on transit. To avoid damages, the packaging materials must be appropriate for the products being transported. In turn, to avoid losses associated with theft, products should be insured. Finally, a risk that is brought about by internal business operations is the organizational risk. This could result from inexperience or mistakes. To minimize the occurrence of this risk, staff should be provided with training sessions on how to effectively perform their tasks. Conclusion It is clear that entering into the exports markets may prove very rewarding for Austchilli Company. However, the company has the duty of first conducting thorough research to ensure that it is ready to export its products. If so, the company should then ensure that it finds the market that will bring it the highest rewards regarding increased profit margins, and high demand levels. The company must then carry out product promotion activities continually to create awareness of its products and increase sales. References Arnold, D. (2001).Seven Rules of International Distribution. [online] Harvard Business Review. [Accessed 4 Oct. 2017]. Arthur (2004). The new dialectic and Marx's Capital. Australia Trade and Investment Commission (n.d.).Australian export and import laws - Austrade. [online] Austrade.gov.au. [Accessed 4 Oct. 2017]. Australia Trade Commission (2006).Agents and distributors - Austrade. [online]. [Accessed 4 Oct. 2017]. Australian business (n.d.).Export documentation. [online] Australianbusiness. [Accessed 4 Oct. 2017]. Australian Government (n.d.).Risk management - Austrade. [online] Austrade.gov.au. Available at: https://www.austrade.gov.au/Australian/Export/Guide-to-exporting/Risk-management [Accessed 4 Oct. 2017]. Bjeli?. (2011). Marketing instruments of foreign trade promotion.Marketing, pp.270-273. Henisz, (2000). The institutional environment for multinational investment.The Journal of Law, Economics, and Organization,pp.331-363. Horwitz (n.d.).We're Still Haunted by the Labor Theory of Value | Steven Horwitz. [online] Fee.org. [Accessed 4 Oct. 2017]. Hultman, Katsikeas, and Robson. (2011). Export Promotion Strategy and Performance: The Role of International Experience.Journal of International Marketing, pp.16-30. Linda, W. (2011).5 Risks in Exporting Manufactured Goods and How to Avoid Them. [online] Blog.thomasnet.com. Available at: https://blog.thomasnet.com/5-risks-in-exporting-manufactured-goods-and-how-to-avoid-them [Accessed 4 Oct. 2017]. Manfredi (2003). Cycles in dynamic economic modelling.Economic Modelling. McDonald. (n.d.).International Trade. [online] Finance Development | FD. [Accessed 4 Oct. 2017]. Mulderij, R. (2016). OVERVIEW GLOBAL AVOCADO MARKET.Fresh Plaza. New Zealand Trade and Enterprise (n.d.).Types of risk for exporters. [online] Nzte.govt.nz. [Accessed 4 Oct. 2017]. Pittel (2002).Sustainability and endogenous growth. Cheltenham: Edward Elgar Pub. Soo (2017). Indivisibilities in the Ricardian model of trade.Economic Modelling, p.310. Terpstra, Foley, and Sarathy. (2012).International marketing. Naper Press. Varghese (2015).5 Stages of international market development - Trade Ready. [online] Trade Ready. Available at: https://www.tradeready.ca/2015/fittskills-refresher/5-stages-international-market-development/ [Accessed 4 Oct. 2017]. imanskien?, L., PauÃ… ¾uolien?, v. and PauÃ… ¾uolis, J. (2015). Characteristics of Innovative Organizational Culture in Small and Medium Enterprises.Management of Organizations, pp.64-70. Smith, M. (2017).Netherlands second largest avocado importer worldwide. 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Women as Change Agents

Most business leaders and employers are becoming increasingly aware of the importance of workplace flexibility with the increasing number of jobseekers who would prefer to work on a flexible schedule rather than work in a highly paying job with a tight schedule. Therefore, more and more employers are seeking options and programs to implement workplace flexibility in their organizations.Advertising We will write a custom case study sample on Women as Change Agents specifically for you for only $16.05 $11/page Learn More However, there is a notable gap in workplace flexibility between men and women. In fact, some business leaders such as Kathleen Christensen believe that flexibility for women in the workplace is a social and structural issue. This is a fact considering that the traditional workplace was designed to fit the male workers because they could afford to work full-time without taking breaks to attend to other social imperatives such as care-givin g responsibilities (Richard Heffiner’s Open Mind, 2005, para. 3). Furthermore, most career paths were designed in such a way that people got employed in their early twenties, advanced through ranks, and retired in their sixties. This type of career path does not fit the needs of parents especially women who are currently contributing to almost half of the workforce. In the long run, people end up working for 80 hours and over while neglecting important social responsibilities such as child rearing, cooking, and cleaning. Therefore, it is obvious that this workplace structure does not fit the working parents, and hence, it is important to allow more flexibility in jobs in order to enable parents attend to other equally important matters (Richard Heffner’s Open Mind, 2005, para. 2-6). On the other hand, various factors underlie the historical trends in women’s flexibility in the workplace. According to Domenico and Jones (2006, p. 1), women have been subjects of c riticism throughout history with some critics viewing working women as immoral, unfeminine, objects of pity, and negligent mothers. Therefore, for a woman, having a career was a challenge considering their responsibilities and duties as mothers and wives, which could compromise their professional responsibilities. Because of these simultaneous work-family demands, it was difficult for most women to put their career aspirations first, and thus, their careers were significantly affected (Domenico Jones, 2006, p. 1).Advertising Looking for case study on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Furthermore, despite most women joining the workforce in large numbers over the years, their success in achieving career goals and objectives have been dwarfed by different factors including working in low-paying and less flexible jobs such as sales, nursing, social work, and teaching; or remaining in some conventional careers that could only afford them inflexible job opportunities. These factors are also closely related to stereotypical occupational roles designated to the male and female genders, which subsequently cause discrepancies in income, opportunities for growth, and career advancements between the two genders (Domenico Jones, 2006, pp. 2-7). Accordingly, two schools of thought have arose in an attempt to highlight the factors affecting women’s pay (gender wage gap) in the workforce while taking note that women are likely to earn about two-thirds of what is paid to males with comparable qualifications and experience (Domenico Jones, 2006, p. 1). According to the human capital explanation, women are bound to earn less because their labor and hence productivity are divided between the family and work in comparison to men. Thus, the family responsibilities influence the working woman’s decisions when it comes to investing in education and devoting time to professional work. For exa mple, since women are expected to remain in the workforce for fewer years compared to men, it is obvious that they will invest less in obtaining work-related skills. Overall, less investment in work-related skills, lower productivity, discontinuous work history, and skill depreciation among most working women are the main factors driving the discrepancies in wages between women and men (Levine, 2003, p. 9). On the other hand, the discrimination school of thought holds that the work-related variables and sex segregation determine the gender wage gap. For example, men and women are bound to be clustered into different occupational groups whose pay grades are different. Hence, since most women are excluded from well-paying jobs through occupational segregation, their pay is also low compared to men (Levine, 2003, p. 11). The underlying factors affecting women’s workplace flexibility and income notwithstanding, the number of working women is projected to increase in the next 10 y ears considering that most women are venturing into the once male-dominated careers such as finance, construction, and engineering. The same trend can also be noted from the rising number of women-owned firms and businesses most of which are non-farm businesses.Advertising We will write a custom case study sample on Women as Change Agents specifically for you for only $16.05 $11/page Learn More These businesses have been contributing a significant percentage of revenues generated from non-farm businesses in America while employing more than 7 million workers. Therefore, it is hereby hypothesized that as more and more employers fail to meet the flexibility requirements of most working women, more and more career women will turn to women-owned businesses, which have shown a solid growth according to statistics taken in 1997-2002. Therefore, most employer firms are challenged to embrace workplace flexibility in their organizations if at all they are to rec ruit and retain talented and experienced workers especially the career women in the contemporary society (Levine, 2003, pp. 13-19). References Domenico, D.M., Jones, K.H. (2006). Career aspirations of women in the 20th Century. Journal of Career and Technical Education, 22(2), 1-7. Levine, L. (2003). The gender wage gap and pay equity: Is comparable worth the next step? USA: The Library of Congress, Congressional Research Service. Richard Heffner’s Open Mind. (2005). Women as change agents in America, Part I. The Thirteen Editorial Services. Web. This case study on Women as Change Agents was written and submitted by user Frederick Marquez to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.