Offshore Banking Essay -- foreign bank, financial secrecy

Offshore banking is the action of having a bank account outside of the country of residence. Since its start, offshore banking has become a considerably lucrative business. Many of those who take part in offshore banking are looking for a secure location to place their income or seize the opportunity of having lower taxes. However, there are those who misuse the privilege of a foreign bank and use the business ventures for illegal actions rather than the original purpose of the dealings. Offshore banks seem to have an impartial acceptance of quite a few clients within the bank that create a lower standard of ethics in contrast to the ethics meant to be held—this includes those of a political position. Furthermore, this has the potential to be detrimental to the economy. Individuals that have offshore accounts control accounts through a credit card that has a unique and individual number and secret code. These would often be referred to as â€Å"identifier codes† called IBNs (International Bank Account Number)—where the account holder is identified by a sequence of characters—rather than the traditional system of recording names, as defined by National Westminster Bank. An IBN is not to be confused with an account number (though it not uncommon for an account number to be included) as it often varies between countries. Often times, a report must be filed for the purpose of obtaining this information. This system helps all of these banks provide financial secrecy which is that only you and your banker would legally be allowed to know the financial activity within your account. The financial secrecy, completely different from financial privacy, includes many regulations to maintain this asset of secrecy. For example, many banks would n... ....). Democracy Now!. Retrieved January 27, 2014, from http://www.democracynow.org/2011/4/15/offshore_banking_and_tax_havens_have Offshore banking. (2014, November 2). Wikipedia. Retrieved February 20, 2014, from http://en.wikipedia.org/wiki/Offshore_banking Purpari, M. (n.d.). How Far Offshore is Offshore Banking?. Suite101.com. Retrieved January 27, 2014, from https://suite101.com/a/how-far-offshore-is-offshore-banking-a344923 Ritchie, J. (n.d.). Connect With Us. MintLife Blog. Retrieved January 27, 2014, from https://www.mint.com/blog/trends/offshore-banking/ Warren, Z. (2013, September 23). U.S. government cracking down on offshore bank accounts through FATCA. U.S. government cracking down on offshore bank accounts through FATCA. Retrieved February 20, 2014, from http://www.insidecounsel.com/2013/09/23/us-government-cracking-down-on-offshore-bank-accou

Human resource management activities in healthcare Essay

There are many external and internal factors that might affect the health care organizations; however they are more likely to be affected by external forces that in turn affect their daily operations. Some of the factors that affect the human resource department of a healthcare organization are mentioned below. †¢ Economic factors †¢ Social and cultural changes †¢ Technological changes †¢ Legal changes HR planning and analysis Premeditated planning is a procedure that allows the health care associations to direct their future actions utilizing the resources that are accessible to them while keeping in mind the goals of the organization. There are some internal and external strength that have to be taken care of by the association and then a SWOT Analysis should be carried out. Some of the advantages of Human Resource planning are that it permits effectual use of workers and assists to replace the significant vacancies that have to be filled. Furthermore, planning suggests realistic recruitment projections, facilitates the staffing resources to be utilized more proficiently and efficiently and it also allows a improved focused investment in training and retraining, growth, career counseling and efficiency enrichment and also assists to uphold as well as to get better the level of variety. Human Resource planning is a very fundamental part of premeditated planning in addition to strategic HR planning, it assists to examine and classify the need for and accessibility of HR so that the association can meet its goals. Pynes, 2004). Projections aids in appraising the current condition and to estimate future demand and affairs by looking at the history trends of the association and is significant for the associations in a way that it assists to predict the retirement plans of the staff whereas the demand estimate helps to foresee the labor force that would be required in the future. EEO compliance EEO stands for equal employment opportunity and this expression was shaped by President Lyndon B.  Johnson when he marked Executive Order 11246 on September 24, 1965, formed to forbid federal contractors from discerning against workers on the grounds of race, sex, creed, belief, color, or nationality. Recently most managers have also added sexual compass reading to the directory of non-discrimination. The Executive Order as well required contractors to put into practice affirmative achievement plans to augment the contribution of minorities and females in the place of work. Pursuant to federal policy, affirmative achievement plans must comprise of an equivalent opportunity plan statement, an examination of the existing work force, recognition of problem areas, the establishment of objectives and schedules for mounting employment prospects, definite action-oriented plans to tackle problem areas, support for society action plans and the establishment of an internal audit and reporting structure. (EEOC, n. d. ). The reason why employment opportunity equal is important is because it is morally a right way to conduct oneself in the workplace, moreover it also helps in making the business prosper. The way that I move toward civil rights laws and employment civil rights laws, is I in fact think that they are all connected, they are all civil rights laws, anti-discrimination laws in the place of work, whether anti-discrimination on the grounds of race, sex, disability, age, creed or nationality they are all entrenched in the similar bedrock standard and i. e. , that individuals should be judged in the place of work, based upon their capability to carry out the job and not based upon the threats, myths and typecast that one may have because of their race, or gender, or disability, or age, belief or nationality. That is in fact the unifying feature of all of the regulations in which the EEOC puts into practice and imposes, I think that is really significant that is both rising out of my own personal understanding and what I feel is right; that people should be judged based upon their ability to do the job†¦ and that’s really the very simple core of what we do. And if you sort of take that notion, that principle, one step further, or take it one step, it makes business better. To the extent that you’re making employment decisions in the workplace, whether they be on the basis of hiring somebody for a job or promoting somebody for a job, or treating somebody on the job, you ground those workplace decisions in the ability of that individual to do the job, rather than on a stereotype, or a fear, or a myth, because that person is from a different race than you, or a different religion, or looks different, or is older, or doesn’t walk, or moves around or communicates in a different way from you. If you base those workplace decisions, upon the ability of that individual to do the job, you will get the most qualified person. You won’t let internal biases, or fears, or myths, or stereotypes get in the way of selecting the best qualified person. Therefore I think, it is in best interest of the business to strip away those typecasts, those threats and those myths, in order to obtain the best competent person, because then company will really be improved. The Quotations page, n. d. ). Other considerations Some of the other considerations the human resource management in the health care organizations has to take care of are staffing, development of employees, compensation, health, safety and employee and maintaining labor management relation. Staffing The HR department must ensure that a fair selection policy is being used when hiring a candidate and everyone should be given an equal opportunity. Moreover, the job should be made available for every person who has the potential to do it and for this both internal and external recruitment should be opted for. Other than this, it is also essential to provide clear job criteria for the vacancies that are being announced by the human resource department of a healthcare organization. Full supervision must be done to ensure that the right candidate has been hired after which training should be provided to him. (Shi, 2006). Development of employees Health care organizations should invest in training to augment individual performance and organizational productivity, moreover it should also focus on developing management skills/development and supervisory skills, technical skills and communication skills and provide training to the employees who are new in the organization especially the ones who are working or are hired for lower-level positions in order to augment their performance. Compensation This comprises the wages and bonuses, vacation payment, sick leave payments, recompense of the staff and insurance policies, etc. , it is HR Department that is in command to expand and to direct the benefits compensation structure for the workers that serve as an incentive to promise the staffing. Their objective does not just come to an end after staffing but they also have to work on retaining workers and make them stay on with the organization. Once the employee is hired, it is the duty of the benefits coordinator to explain the benefits and the incentives the employee can expect from the organization so that the employee is aware about it in the beginning and he does not get discouraged later onwards. Health and safety It is essential for the organization to ensure safety of employees at the workplace and the health care organizations must their employees’ health and medical benefits and the employees should be given free medical services. Employee management relation and Labor management relation It is essential for the HRM at the healthcare organization to avoid any kind of discrimination in context with the age, gender, race or religion of an employee and it is basically the duty of the HR department to take care of this so that fair treatment is given to each and every person. Moreover, the HR department must also provide the assistance of negotiation in case any issues arise between the employees working at any level in the organization in order to ensure a healthy work environment. In the same way, the HR department also has to manage the labor and have good terms with them as well. (Leat, 2001).

Discuss the ideal knowledge management environment

In today's increasing competitive environment and the new economy of brick and click enterprises, knowledge management (KM) can be considered as a business integration discipline which endeavours, ‘to improve the performance of individuals and organisations by maintaining and leveraging the present and future value of knowledge assets' (Newman, B. , ; Conrad, K. W. , 1999, p. 2). While people have criticised information and knowledge management as the same thing, knowledge management is not a new practice but rather the interpretations of knowledge management and its frameworks have incessantly changed. Successful brick and click enterprises are those which frequently management knowledge and recognises knowledge as a source and integration tool to driving the growth and sustainability of business disciplines, and hence acknowledges the high uncertainties of change ‘between the input resources and the business performance outcomes, and, the gaps between the value these enterprises create and the value demanded by changing market conditions, consumer preferences, competitive offerings, changing business models, and, industry structures' (Malhorta, Y. 2004). However, the knowledge creation process does not necessarily lead to business improvements or value creation (Chen, C. J. , ; Huang, J. W. , 2007), but more on how knowledge is handled, circulated and applied within a virtual environment, enabling knowledge flows between the individual and its organisational culture. Therefore, it is the purpose of this essay to discuss the ideal environment, in which value can only be created when knowledge is dispersed and adequately applied where needed by use of knowledge management methods; furthermore it will acknowledge that a ‘well-developed knowledge management system would stimulate the creativity of each employee by providing exactly the knowledge that employee needs to be optimally creative' (Finneran, T. Online, No Date). You can read also Portfolio Management Quizzes In the new maturing economy the management of knowledge is a critical factor for the success and competitive advantage of any organisation; as is the generating of new knowledge to fulfil organisational objectives and to achieve greater business optimisation. According to Resnick, L. M. , (2004, p. 87), as contemporary organisations evolve to a more virtual structure, they lose and gain relationships among employees, managers, customers and suppliers on an irregular basics; and without practical management, the knowledge created through these relationships will be lost. Therefore, assembling an ‘effective knowledge management will enable organisations to protect themselves from the losses experienced when employees and partners terminate their relationship with the company' (Resnick, L. M. , 2004, p. 288).Business Management Study Guide While experts have argued that information and/or knowledge management practices is not only about the administration of information, but rather entails management requirements for knowledge management systems to be integrated to all aspects of the virtual environment; a well-constructed knowledge management system will impede the production and collaboration of creativity across all organisational subunits. Finneran, T. (Online, No date) describes knowledge management in a nut shell where ‘Knowledge Management envisions getting the Right Information within the Right Context to the Right Person at the Right Time for the Right Business Purpose'. This view suggests the ideal environment in which individuals or group knowledge should be effectively communicated across all organisational divisions in ways which directly impact on business performance. Essentially, the ideal knowledge management environment will cultivate and take advantage of existing and new knowledge through the implementation and combination of KM methodologies, best practices, frameworks, and technologies that will ultimately stimulate the development of creativity and innovative ideas of human beings. In essence, the basic concept of knowledge management is about sharing knowledge to leverage existing knowledge, stimulate innovation and to achieve operational effectiveness. As KM matures many companies will start to look at KM with a more holistic approach, but ‘research shows that although many companies have begun to develop some sort of knowledge management capabilities, very few (6%) have implemented knowledge management programs on an enterprise-wide scale' (Kidwell, J. J. , Vander Linde, K. M. , ; Johnson, S. L. , 2000, p. 30). The conception on KM best practises should not primarily focus on one single type of initiative for competitive advantage, but instead centre around building on the core business capabilities and processes around knowledge sharing. For instance, knowledge sharing can be achieved through the creation of a knowledge community aimed to capture knowledge from individuals and store in teams and the organisation; taking an institutional global approach in facilitating knowledge as needed and in breaking down the cultural barriers between organisation and its customers. Finneran, T. , (Online, No Date) suggest that ‘practitioners of Knowledge Management have found that a critical success factor in the implementation of knowledge management is the creation of a cultural environment that encourages the sharing of information'. Knowledge communities can be viewed as ‘Global communities of interest' which stimulates virtual and global interactions through common categories of interest, which are not bounded and tied up to by physical and organisational impediments. Several KM best practices and trends have emerged over the last few years and are forecasted to shape the way knowledge is to be managed. It includes the materialisation of technology solutions, the union of knowledge management with e-business, movement from limited KM projects to enterprise-wide project and increasing the use of KM to enhance innovation and of tactic knowledge rather than explicit knowledge. (Kidwell, J. J. , Vander Linde, K. M. , ; Johnson, S. L. , 2000, p. 29). Generally, knowledge can be very difficult to codify and can also be very highly subjective. Two type of knowledge which is recognised in KM are explicit and tactic, and when applied productively within an organisation it can help to increase competitive advantage through innovation and knowledge sharing. Ideally, tactic knowledge would better guide actions and make better informed decisions based on the ability utilise on perception, hands-on skills, experiences, know-hows, insights and so on. Tactic knowledge is personal, difficult to formalise, communicate and transfer; ultimately it is knowledge that is embedded within people in an organisation. Seonghee, K. , (1999) suggests that KM best practices draw on tactic knowledge for creativity and ‘ensures tasks effectiveness – that the right things are being done so that work unit could attain its objectives. It also provides for a kind of creative robustness — intuition and heuristic can often tackle tough problems that would otherwise be difficult to solve'. Functionally, knowledge management frameworks offer a myriad of possibilities for organisations and help to build the integrity of knowledge dispersal and application within an organisation, providing the countless benefits in applying a KM framework which builds on the concept of knowledge management in specifics to the organisational environment, its business processes and activities. With the paradigm shift and phenomenon of the need and understanding of knowledge management over the last several years, many experts have proposed a number of approaches to KM frameworks, each of which have only addressed certain aspects of knowledge management. Holsapple, C. W. , and Joshi, K. D. , (1999, p. ) broadly classifies KM frameworks into two categories; descriptive frameworks which attempts to characterise the nature of the KM phenomena with additional sub categories including board and specific frameworks to describe the whole of the KM phenomena, and prescriptive frameworks stipulates the methodologies for performing knowledge management. For instances, the ‘Core Capabilities and Knowledge Building' framework initiated by Leonard-Barton, D. (1995), and as described in Holsapple, C. W. , and Joshi, K. D. , (1999, p. 2) paper, focuses on the profundity in the characterisation of the KM phenomenon and therefore categorising it as a board framework. This KM framework introduced by Leonard-Barton (1995), encompasses four knowledge building activities that encircle the four core capabilities, which Leonard-Barton asserts is central to a knowledge based organisation (KBO). The four knowledge building activities aimed at knowledge creation and diffusion are acknowledged in the framework as: shared and creative problem solving, implementing and integrating new methodologies and tools, experimenting and prototyping, and importing and absorbing technologies from outside of the firm's knowledge. In addition, Leonard-Barton expresses that these four knowledge building activities are influenced by the core capabilities identified in the framework as being: the physical systems such as databases, employee knowledge and skills, managerial systems such as rewards and incentives systems, and the organisational values and norms (Holsapple, C. W. , & Joshi, K. D. , 1999, p. 2). This framework is used to better understand knowledge management and its characteristics of the implication in a KBO environment. Thus, the dynamic perspective on KM frameworks does not end with knowledge as a final solution, but instead emphasises on the continuous growth, renewal, exchange and communication processes. Hence KM frameworks can offer a structure, ‘for balancing the myriad of technologies and approaches that provide value, tying them together into a seamless whole. It helps analysts and designers better address the interests of stakeholders across interrelated knowledge flows and, by doing so, better enables individuals, systems and organisations to exhibit truly intelligent behavior in multiple contexts' (Newman, B. & Conrad, K. W. , 1999, p. 2). ‘Organisations are already realising that it does no good to have robust technology solutions if the existing culture prevents knowledge sharing, and conversely that it does little good to have pockets of robust knowledge sharing without some technological means of making knowledge widely accessible' (Kidwell, J. J. , Vander Linde, K. M. , & Johnson, S. L. , 2000, p. 30). Therefore, it should not be assumed that technology is the enabler of KM, but should be perceived as a vehicle for driving the concept of ‘knowledge diffusion' in a KM environment. Nowadays, the outlook of promising technological tools for KM can help to support and improve the process of knowledge transfer. Technological tools such as, search engines, storage media, groupware, web-based platforms, portals, emails and basic collaborative tools can help to facilitate and assist individuals and groups in the creation, retention and the diffusion of knowledge. Increasingly, the use of portals is being implemented in many corporate environments for the convenient storage of meta-data, and integration of collaborative tools, emails, into one application. Kidwell, J. J. , Vander Linde, K. M. , & Johnson, S. L. , (2000, p. 30) also makes an interesting statement which suggests ‘As organizations share their lessons learned about implementing knowledge management programs, some are discovering the interdependent nature of KM capabilities. They are finding that a balanced portfolio of knowledge management initiatives yields the best results and that excelling at technology-related capabilities does not preclude excelling at people- or process-related capabilities'. Additionally, as more brick and click enterprises grow, the harder it becomes to determine what technological tools, KM methods, and best practices are to be utilised in determining the needs of individuals, groups and the organisational culture, but ‘once sound strategies based on these essential principles are articulated, the requisite technologies are chosen, and information platforms and technology architectures are built accordingly', though it may sound simple it can not always guarantee the successful deployment of a KM system (Riley, T. B. , 2003, p. 4). In a learning environment KM should not be based on a technocentric approach to creating the ideal KM environment; but instead use technology as a facilitator to simulate knowledge sharing and creativity for the development of innovation. The virtual enterprise should aspire to revolutionise itself into a knowledge-based environment which continually should aim to create, acquire and transfer knowledge to the right person when and where required. In creating the ideal KM environment there are many tools, methods, frameworks, and techniques which can be applied in stimulating the creativity of each employee. However, the assortments of KM methodologies which can be found through examples of other virtual organisations and case studies, does not necessarily lead to business improvements or value creation when applied to one's own virtual enterprise; but more on how knowledge created is disseminated and applied across the organisational culture, between individuals and teams. In summary, KM is fast becoming a chief factor for organisations in determining their competitive advantage, and without a well-developed KM system or knowledge creation process will render the organisation from succeeding.

H Entering Australia

Executive Summary Table of Contents Introduction – Hennes and Mauritz (H&M) was first established in 1947 and have since expanded internationally and currently operate in 34 countries (H&M, 2009). As H&M continues to expand every year, the following report has chosen Australia as the new market, where analysis has been conducted to provide H&M with recommendations of which market entry method they should adopt and the threats and issues they must overcome to be able to succeed. 1. 0 – Country Analysis – Australia For the purpose of this report H&M (Hennes & Mauritz) has chosen Australia as the foreign country in which they wish to enter and introduce their products. Australia is the largest island, however, is also the smallest continent in the world which is situated below South East Asia (Department of Immigration and Citizenship, 2009). Being the sixth largest nation on earth it also consists of six states and two territories with the lowest population density per square metre (REFERENCE). As it is practically impossible for H&M to enter the whole Australian market simultaneously, H&M has, therefore, chosen Melbourne as the first Australian state they wish to enter. There are many reasons for choosing Australia and Melbourne in particular including: †¢Melbourne is the second largest capital city in Australia with a population of 3,634,200 (REFERENCE). †¢Melbourne is renowned as the fashion capital of Australia, where the Melbourne Spring Fashion Week (MSFW) is one of the largest and most popular consumer fashion events in Australia (City of Melbourne, 2009). This may then make it easier for H&M to launch their products and also obtain brand awareness, as Melbournians are relatively ‘fashion conscious’. †¢New business opportunity, since 2006 there has been a 15% growth in the segment where young female consumers are demanding for low priced yet high quality and fashionable apparel (Euromonitor, 2009). †¢Australia has a similar country profile as previous countries H&M has successfully entered and launched its product. Hence, H&M appears to have prior knowledge and experience in expanding internationally into a Western country. 1. 0Product Analysis – Hennes and Mauritz (H&M) was founded by Erling Persson in Vasteras, Sweden, in 1947. It was initially known as Hennes, which is the Swedish word for â€Å"hers†, as the company only sold women clothing. Persson purchased Mauritz Widforss a small sporting apparel company and since then formed Hennes and Mauritz (REFERENCE). The company now operates in 34 countries including Germany, France, Hong Kong, USA and the UK. H&M continues to expand internationally where they expanded into the Japanese market in 2008 and will further expand into Russia and Lebanon by the end of 2009 and Israel and South Korea in 2010 (H&M, 2009). The core concept of H&M is to provide fashionable products at the lowest price possible, to compete with expensive department stores. H&M has 6 main product lines which include: †¢Women – diverse range of apparel spanning from basic sportswear to corporate and party garments. †¢Men – includes tailored garments such as jackets to fashionable apparel that reflect the latest trends. †¢Children – is divided into three categories – babies, children and H&M Young which is aimed at children up to the age of 14. Divided – targeted at teenagers and young adult, which offers fashion with a young look with creative designs that reflect those of the latest trends. †¢&denim Jeans – provides both traditional five-pocket jeans to the trendiest cuts. †¢Accessories – H&M also produces its own footwear, handbags, jewellery and even cosmetics. It should also be noted that H&M does not own manufacture any products, instead they re ly on over 700 independent suppliers primarily in Asia and Europe which enables them to select the best supplier (H&M, 2008). 3. 0 – Market Segments With the diverse range of product lines, it appears that H&M has the ability to target different market segments simultaneously, this is reasonably difficult to achieve. Therefore, for the purpose of this report, two specific market segments have been selected and profiled to provide an overview of which segments H&M should specially target when launching in Melbourne. 3. 1 – Profile One – Women's outwear segment The foremost market segment that H should target would be the women's outerwear segment which includes all garments from tops to blouses to jackets (REFERENCE). Main reason being, this market segment is reasonably profitable with a Retail Value of over $3000 million (Refer to figure XX), where women have traditionally been the dominate consumer in the clothing and footwear industry (REFERENCE). However, there appears to be a new social trend where men are becoming more fashion-minded and are also looking for cheaper options (REFERENCE). In recent times, there has been a change in preference for young women, where they do not only demand for high quality yet fashionable products, it must also be low priced (REFERENCE). H&M should then be able to target this segment, as the company's core concept coincides with this new trend. Where H's women's clothing are designed for women of all ages who are fashion minded, where its product line includes â€Å"everything from modern basics to tailored classics, sportswear, maternity clothes and cutting-edge fashion. † (H, 2008, pg. 17). However, for the purpose of this report and to make it easier to target, the primary segment will be young women aged 18 to 24, while the secondary segment will be women aged 25 to 40. . 2 – Profile Two – Childrenswear The second market that H should consider targeting once the women’s outerwear market has been successfully targeted would be Childrenswear in Australia, as figure XX illustrates the steady increase in the market share of childrenswear in Australia (REFERENCE). There are many reasons to the growth of the childrenwears market share; this may be because Australians are choosing to have few er children (REFERENCE). In addition, household isposable incomes have increased providing, the key buyer generally mothers, will be more willing to purchase good quality childrenwears at a low price. Therefore, H intensive range of children clothing which caters from infants to children aged up to 14, should be able to target the childrenwears market in Australia. Where the concepts for the children’s clothing are made to be fashionable, practical and hard-wearing (H, 2009). 4. 0 – Culture – Home Country, Foreign Country and Company Culture Each and every country, city and company will have its own distinct culture. There are many definitions of culture where Fletcher and Brown, 2009 has defined culture as â€Å"†¦prescriptive of behaviour that are acceptable to people in a specific community†¦learned†¦people are born into a culture†¦dynamic because†¦our behaviour influences the culture and culture is subjective† (Fletcher and Brown, 2009, pg. 76). It is crucial for H to have understandings of the culture of the home country, foreign country and also the company’s culture. Main reason being, cultural differences play an important role in launching and establishing H as competent competitor in the Australian market. . 1 – Swedish Culture The Swedish culture is typically perceived as egalitarian, simple and open to international influences (REFERENCE). This may be caused due to the predominance of the Social Democratic Party where it promotes the culture of equality, pluralism and individual freedom (REFERENCE). As the Swedish culture is relatively sim ilar to the Scandinavian, it can be assumed as a low context cultural country in contrast to Australia. Low context culture can be classified as â€Å"†¦ messages are mostly explicit and the words covey most of the meaning in the communication†¦ (Fletcher and Brown, 2009, pg. 88). Meaning in Sweden people mainly communicates through words and do not place emphasis on non-verbal cues. Therefore, this culture may affect business negotiations between Sweden and Australians, due to the differences in cultural context, where Australians rely more on body language and facial expressions (REFERENCE). In regards to the fashion culture, Sweden is greatly influenced by European fashion, where there is a strong ‘dressed up’ working man’s culture (REFERENCE). 4. 2 – Australian Culture It is relatively difficult to identify and analyse Australian culture, in comparisons to other countries, as Australia is newly formed country and is a predominantly multicultural society where it consists of different races and ethnic groups (Live in Victoria, 2009). However, there are gradual changes to social trends which may become part of the Australian culture (REFERENCE). Similar to Sweden, Australia also has a low cultural context, yet in contrast, Australians appear to place more emphasis on non-verbal cues. Relating this to the Australian clothing culture, Australians generally dress in business attire during business hours. Though outside of working hours, Australians tend to choose clothing that is comfortable such as track suit pants and a loose fitted t-shirt, in comparison to a pair of jeans and jacket (Department of Immigration and Citizenship). This is an important factor; H must take into consideration, as this will directly affect the products and marketing strategies used to target the market segments. For instance, as Australia appears to have a ‘laidback’ culture, it would probably suit the market more if H was able to launch products that suited the Australian culture and preferences. . 3 – H Culture Company culture can be defined as â€Å"a system of values and beliefs shared by people in an organisation – the company’s collective identity and meaning† (Fletcher and Brown, 2009, pg. 334). As stated on the official H website, the company believes its employees, teamwork, working at a face past and constantly improving (H, 2009). This suggests that H a ppears to have a relatively open, carefree and energetic company culture, where it strongly promotes open communication between managers and their employees (H, 2009). In addition, H is a firm believer of non-discrimination where all qualified applicants are given equal opportunities regardless of any characteristics including, race, religion, sexual orientation, sex, age marital status or disability. The company culture of H should not cause any implications when entering the Australian market. However, it may cause implications when international marketing strategies does not coincide with the company’s culture, as strategies are designed to accommodate the company’s culture and not vice versa (REFERENCE). 5. – Economic Factor The Australian economy has recently experienced a market downturn where economic factors such as consumer confidence and disposable income will have a direct and indirect impact on the market entry and success of H in the Australian market. ?Gross Domestic Production (GDP) The GDP for Australia has been relatively flat in 2009, where there is no significant growth, however, there is an anticipated growt h of 0. 5% in 2010 and with the recession ceasing there should be gradual growth of 3. 25% in 2011 (ANZ, 2009). ?Interest Rates In recent times, the interest rate has continued to drop, where in 2009, the nominal interest rate had dropped by 3% (Refer to Figure 2. 0 in Appendix). As interest rates are low Australians are discouraged from depositing money in the banks as it does not generate interest. ?Household Income From figure XX and XX the equivalised disposable household income for Australians appears to have gradually increased. For instance in 1995-96 there were 11% of total income categorised as being low income, however, in 2007-08, this had decreased to 10. 1%. While there has been a significant increase of high income earners, from 37. % in 1994-95 and 40. 5% in 2007-08 (ABS, 2009). Overall, the Australian economy appears to be reasonably attractive as both GDP and equivalent disposable household income have increased, which suggests that consumers have more money and are more likely to spend and purchase consumer goods which include clothing and footwear. Therefore, H should take advantage of this consumer confidence and enter the Australian market rapidly as consumer currently have the ability to purchase more consumer goods that are not considered to be a necessity. 6. 0 – Competitors Analysis Even though the clothing and footwear industry in Australia is viewed to be an attractive market to enter, there does appear to have intense competition (REFERENCE – competitive). Referring to figure XX, there is no dominant market leader in the Australian market; however, there are a number of brands who have gained substantial brand share, such as Just Jeans (1. 9%) and Jays Jays (2%) respectively (REFERENCE). All brands operating in the clothing and footwear industry could be considered as H competitor, however, Just Jeans and Jay Jays are the two most similar brands compared to H. Where they have also identified the demand for fashionable yet low priced products, therefore, all three companies have similar product offerings and also customer profiles. Hence, to successfully enter and establish H in the Australian market, it would be essential to have sound knowledge of competitors and develop core competencies such as designs that are exclusion and is able to differentiate H from other similar brands (REFERENCE). 7. 0 – Social Trends – Sizes Overall, both Australian men and women’s body weight has gradually increased in recent times. However, as the primary segment for H are young women aged between 18 to 24, only the body weight of women will be discussed. From previous surveys conducted there appears to be a steady increase of the average weight of women from 62. 6kg in 1989-90 to 67. 7kg in 2004-05 (ABS, 2009). From figure XX there also appears to be considerable increase in the Body Mass Index (BMI), where there are less women classified as being normal weight, while there are more women who are overweight and obese. As a result of this increase in body weight, the dress size as also increased from size 12 to size 14. Hence, to accommodate to this increase in weight, most clothing brands have now introduced larger sizes for instance, Portmans now has size 16 as part of their standard dress size (REFERENCE). Therefore, to ensure that H is able to compete with other competitors it would be essential for them to manufacture products that are the suitable size for Australian women. 8. 0 – Conclusion In conclusion, this report has thoroughly analysed a variety of factors to identify the attributes and threats of the Australian market in relation to the launch of H. Taken as a whole Australia appears to be an attractive market which consists of a stable economy and high consumer confidence. Where H is able to use these attributes to help them better penetrate and expand in the Australian market. In contrast, many threats were also identified including cultural differences, changes in social trends and also intense competition. It is absolutely essential for H to gain thorough understanding of the threats and furthermore the business and social environment of the Australian market. Main reason being, H will then be able to develop specific marketing strategies to address and overcome these issues to successfully enter and become a market leader of the women’s outerwear segment in the Australian clothing and footwear industry. 9. 0 – Recommendations. From previous analysis Australia and the city of Melbourne in particular appears to be a possible market for H to enter and expand into. Therefore, the following recommendations are written in correspondent to the threats and issues identified in the conclusion and throughout the report. †¢Market Entry Option – Direct Exporting It is suggested that H adopts a direct exporting method to enter the Australian market. Direct exporting can be identified as â€Å"†¦ the firm itself contacts the buyers overseas and either sells direct to the end-user† (Fletcher and Brown, 2009, pg. 290). Mainly because this is the market entry option H are experienced in using and is also one of the most commonly used method. As it is relatively simple to operate and provides the company with more control over the operation of the business. †¢Adapting to Australian fashion culture – Style and Size For H to succeed and be able to obtain market share, the company must adapt to the Australian fashion culture and the physical body size of Australians. Therefore, H is recommended to use product development strategies where they manufactured products that suit the Australian market. †¢Suitable store location – Chadstone Shopping Centre Finding a suitable store location also plays an important role to the launch of H in Melbourne. Therefore, Chadstone Shopping Centre is suggested as a suitable store location for the first H store to be established. Main reason being, the shopping centre is well-known and has a solid customer base, which makes obtaining brand awareness easier.

Legalize Steroids in Sports

Ben Johnson was one of the first superstar athletes to be caught using steroids and was stripped of his 100m gold medal at the 1988 Olympics. He was eventually banned for life in 1993 for testing positive again (Richardson 2010). Performance enhancing drugs have become widely used since the 1970’s and have only increased in the numbers of athletes using the drugs to up their endurance and perform to their greatest potential. Professionals such as Barry Bonds, Jose Canseco, and Hulk Hogan have all been humiliated and are now seen as cheaters after being caught using steroids.It is too late to stop these sports fuelled on drugs because of the large number of athletes using, so why not consider drug use as a way to level the playing field? The only way to stop the â€Å"cheating† in sports is to open up the gates and drop all performance-enhancing drug laws throughout the sports. We should stop all the hypocrisy and allow pro athletes to take whatever performance drugs the y please. In 1995 Bob Goldman, a Chicago physician, asked 198 Olympic U. S. athletes whether they would take a banned substance if they were guaranteed to win; 195 of those athletes said yes (Richardson 2011).Professionals know the risks of steroids, but if you offered an athlete a drug that would guarantee him glory and riches, but knock ten years off his life, most would take it (Madden 2011). The health risks caused by steroids have been broadly exaggerated. The athletes using these drugs want to become bigger, leaner, and faster. For example, a male athlete injecting testosterone into their body will gain better adaptations to training and better performance. This is because testosterone enhances muscle power and promotes recovery from tough workouts.The testosterone has a high anabolic effect, strengthening muscle cells, and repairing and toughening bones. Steroids allow the athletes to maximize their performance on field, which is their main objective in the sport. Allowing th e use of steroids would make sports safer as there would be less pressure on athletes to take unsafe enhancers and more pressure to develop new safe steroids for the athletes to use. People who believe the health risks are the reason these drugs should be banned need to look at Major League Baseball’s tolerance of chewing tobacco during games, and to the NFL’s glorification of hard tackles (Nathaniel 2010).For example, chewing tobacco is allowed and it can cause mouth cancer. The tackles in the NFL can cause major concussions and lead to long-term brain injuries. These are all detrimental to the health of the athletes. If steroids were taken under the care of a team physician, then it would allow for the regulation of dosage and the team physician can keep track of the overall health of the athlete, which will maximize their physical performance. Athletes are always trying to improve and be the best they can be. Steroids can take a regular athlete and turn them into an elite athlete.Most research studies that have demonstrated improved performance with steroids used experienced weight lifters who were capable of training with heavier weight, and when exposed to steroids increased their strength incredibly (Fahey 1998). Improved strength is just another factor in being an improved athlete, they still need the skill to hit that home run or throw a football. Almost all athletes that used steroids feel that they would not have been as successful without steroids (Fahey 1998). If professional sports allowed their athletes to use enhancers there would be certain effects that would occur right away.First, there would be more studies on the benefits and risks of these different drugs because the sports associations will want the safest and best steroids for the athletes. Second, the athlete’s physicians would prescribe the drugs and the effects on the athletes would be watched very closely. And third, the drug manufacturing would be taken out whic h means the black market on these steroids would die out (Nathaniel 2010). The legalization of the steroids would start a movement in the sports leagues where new records will be broken just as they were made to be.It is time for the government to legalize steroids. Because so many athletes are using, legalizing is the only way to get a level playing field like the sports associations want. Every athlete would have the option legally to use steroids. Morally and physically, each athlete would have that certain choice to make also. The situation would be out in the open though and drugs can finally be regulated in sports. Performance enhancers in sports have been used illegally throughout the history of sports; it’s time for pro sports to legalize steroids and similar substances.

“Nothing Gold Can Stay” by Robert Frost Essay

â€Å"Nothing Gold Can Stay† by Robert Frost focuses on the idea that nothing lasts forever. The poet uses a central metaphor and personification to express his idea. The poet uses figurative language such as controlling metaphors, personification,and allusions and is specific in his choice of words. â€Å"Nature’s first green is gold† (Line 1) is the first line the is the main example of the controlling metaphor. The color green is compared to gold, which is precious. What he means by this is that things may start out good, but they will not always last. Nothing gold can stay (Line 1) means that things will soon come to an end. â€Å"Dawn goes down to day† ( Line 7 ) by this he means that all the good that happened throughout the day will soon come to an end. There is personification in the poem, which is how Frost is referring to nature as ‘her’ ( Line 2 and 3). Her early leaf’s a flower,but only so an hour, by this he means that good things can last a while, but then will come to a drastic end. He used words like subsides, grief and Eden to represent â€Å"Nothing Gold Can Stay.†( Line 1)Here, he means that everything has to come to an end sooner or later. Eden is a state of happiness, that soon came to an end due to the choices made by Adam and Eve. Frost uses many examples of allusions in this poem such as, the brightness like that of gold’s reflective dazzle, that becomes dulled with time, and the Biblical paradise of Eden that was lost when Adam and Eve fell from the Creator’s good graces. The allusions are to help create a picture in the readers’ mind of what the poem is about, for example with the line â€Å"Nothing Gold Can Stay† (line 1) it is saying that nothing good (gold) will last forever. Frost is specific with his word choice. He uses words like â€Å"Eden sank to grief†( Line 7) Eden sank to grief because Adam and Eve ate some kind of fruit off of the tree they were told not to eat from. When they ate from the tree the Creator forbid them from the garden of Eden. Frost uses many different ways to help put a picture in the readers mind. He uses allusions, personification and metaphors.â€Å"Nothing Gold Can Stay† by Robert Frost focused on the idea that nothing lasts forever. The poet used central metaphors and personification to express his ideas.

Delta Assignment Example | Topics and Well Written Essays - 500 words

Delta - Assignment Example It is clear from the facts provided in the case study that JetBlue and Southwest adapted technology and blended it perfectly with the customer needs. The use of live TV, paperless environment, online ticketing services, effective and use of laptops by the pilots as well as use of routes which were less served by others was some of the key activities performed by these firms to remain profitable and leading airlines in the industry. Pilots were using emails to forward their suggestions whereas the flight maintainece records were being computerized thus making the technology the key part of the overall operations of these airliners. It is however, critical to note that both these firms also actually focused upon meeting customer needs. The CEO of JetBlue used to interact directly with the customers thus offering a firsthand experience of customer expectations and these airliners responded to such expectations by offering customers what they needed. It is relatively difficult for the larger airliners to actually maintain the low cost carriers due to various reasons. Not managing disruptive technology effectively is one of the reasons as to why such larger airliners actually could not keep pace with the more agile and low cost carriers. The complacency of the organizations along with the already established rigid procedures may have further restricted the ability of these firms to actually execute the low cost strategy. These services were operated by already the same people who were also responsible for operating the premium services of the airliners. Bureaucracy, established unions and other organizational factors made it relatively difficult for larger firms to actually capitalize on the opportunities offered by the low cost carriers. Though the airliners industry was deregulated during 1970s however, the presence of the unionized labor actually made it relatively difficult for such firms to focus on reducing the cost and achieve