Competition in Broadcasting: BBC

Competition in Broadcasting: BBC In Western Europe, North America and Eastern Europe mainly persistent talks are about the broadcasting rules of the public or community. Newly enhanced machinery, rules and ways of doing business changed the actions and topic of debates and extent of work. BBC stays on first channel of the all. It provides free advertising services to its viewers. It is financed by the TV licence fee that viewers pay annually and fifty percent discount for blind people. It earned status for worlds no. 1 TV channel. It gains status by its news and entertainment channels. Following are the channels of BBC: Now a days broadcasting companies are competing with each other. They do what they want to see their company on first place. Main competitors of BBC NEWS are CNN, Fox NEWS, Sky NEWS and all local media channels. In the world of entertainment the BBC main competitors are Channel 4, ITV, boomerang, discovery and etc. BBC World of Digital TV: In beginning of 1998, people do not have any concept of digital television. After the six years, almost in every home there is digital TV. People like digital television network more than the non-digital system because it has channels in greater number than the non-digital system. Now a days every one can enjoy more than 200 channels by paying just little amount. In the last 6 years, BBC remarkably increases its amount of output by opening a series of TV channels and now BBC is broadcasting excessive amount of output i-e 380 hrs per week. Competitive Analysis: BBC performs like an ideal in approximately whole of the European market like in Germany, France, Switzerland and etc. In the United Kingdom the BBC make market share up to the 36% as the survey about this is conducted in 2005. While in radio BBC occupy the 54% market share as said by the governor in 2005. BBC NEWS: According to my point of view globally BBC and CNN are the main competitors in the news casting media both of them captured the more than 50% market shares of the whole market. International sources of news are increasing the number viewers by giving them choices of viewing the news on their mobile, by texting and on internet. It is written in the lines of article that published in Europe (1998), CNN the main competitor of BBC is currently having more viewers on internet other than on broadcasting. CNN in addition declaring that they have more than 50 million viewers who use the messaging facility. That is the story of CNN, in response of the strategies of CNN; BBC starts to modify the services of TV by accumulating more news about trades, limiting the long news i-e cutting down the irrelevant material from stories and learning the best marketing illusions to capture the attention of its viewers. BBC Entertainment: BBC Cbeebies channel that is for the child viewers of who do not go to school and BBC CbbC is concentrated on the kids whose age are ranging from six to fourteen. These are the channels of BBC who are focusing on kids but few more channels like boomerang, disney playhouse and nick jr that are also about the kids who do not go to school. There are also thirteen more kids TV channels who concentrate on the kid of age ranging from six to fourteen. Competitors of BBC kids channels are strong enough in terms of finance and also that the international contributions are helping out the market. Currently their capability is not in danger. But still to take competitors out of business the strategies of BBC are quite clever because they are targeting on the segmented marketing i-e niche or position marketing. See Appendix 2. There is another channel names BBC FOUR, it is very diverse channel based on culture and science fiction programmes and its competitors are the history channel, discovery, discovery health etc. BBC FOUR and its competitors are all working well and it is before time to say that BBC FOUR have problem with finance because it is the diverse type of channel and people who have interest in science and the people who have interest in culture will always be watching this channels. There is not as much competition in these types of channels. See Appendix 3. BBC three is a channel that catches the attention of same age group. The viewers of the BBC three recommended that this channel can excel and can leave behind its competitors. The rival of BBC three, Channel 4 finds that BBC three is giving a lot of money to its hosts and this is causing the inflation. Share of BBC three is improved merely 0.2%. Its majority rivals are being not changed i-e they keep up the share at the same level. While in response BBC three start to concentrate on youth. Rivalries in this type of channels are strong. See Appendix 4.

The job of my dreams Essay -- essays research papers

My Job Now and The Job of My Dreams   Ã‚  Ã‚  Ã‚  Ã‚  Who doesn’t want the perfect job? Most people who are not happy at their current jobs are usually looking for something better. Some people look for better hours, environment, or maybe just a substantial raise. Where there are advantages in jobs, there is usually going to be at least one small disadvantage. Weighing out the options can help people make the right choices. Although we would all like to have the job of our dreams, unfortunately, it only happens to a few of us.   Ã‚  Ã‚  Ã‚  Ã‚  My present job consists of customer service, daily paperwork, as well as opening and closing the store. My employer keeps us quite busy all day long. The hardest part of my job is customer service. No matter how hard I try, some people simply cannot be pleased. This can be very frustrating for me, especially since making my customer happy is my first priority. Even though we have some difficult customers, most of my clientele are very nice. When we work in retail, we also have to deal with the long and crazy hours. Since I close most nights, I am at work when most people are going to bed. This can be a huge disadvantage, especially if someone has a family with small children. Even though I don’t have children, I do not get to spend as much time as I would like to with my husband. He has been a very patient and kind man with the hours I work and study. Along with the disadvantages of my job, there are also some ...

Aristotle on Nobility and Pleasure :: essays research papers

â€Å"The lovers of what is noble find pleasant the things that are by nature pleasant; and virtuous actions are such†¦ Their life, therefore, has no further need of pleasure as a sort of adventitious charm, but has pleasure in itself.†   Ã‚  Ã‚  Ã‚  Ã‚  Ethics, I.8  Ã‚  Ã‚  Ã‚  Ã‚   Aristotle was a student under Plato, and although he did not believe in the metaphysical Forms that Plato so firmly believed in, he did apply an element of the theory behind the Forms. Instead, what Aristotle postulated was that there was some ultimate, some final goal to which we all reach, but instead of being some unattainable goal, it was very simple: happiness. Happiness manifests itself in all of our actions, whether it’s a conscious process or not, but when we are truly happy is when we do things that are virtuous and honorable. And instead of being some latent part of another goal, Aristotle stated that happiness was the goal, that there was no higher form to achieve beyond. In chapter seven of Book One, Aristotle is almost vague as he tries and defines what happiness is, and more importantly, why happiness is crucial to the human function, and in fact states that â€Å"nor should we demand to know a casual explanation in all matters alike† (1098b). Comparing it to simple truths that are a priori, like when dealing with fundamental principles, he admits that it cannot be defined so easily nor so quickly. He then struggles, in chapter eight, to define happiness. It is, according to him, a kind of â€Å"good life and well-being;† virtue precludes action as well as thought. It is also synonymous with virtue: even though virtuous acts are, in general, â€Å"not pleasant by nature †¦ men who love what is noble derive pleasure from what is naturally pleasant† (1099a). Aristotle also makes a clear separation of happiness that is god-given – makarios – and a happiness that is produced through human effort and virtue, eudaimon. But it seems as if there is an inherent flaw in his outlook for those who are not blesses with makarios and lack the means (political connections, wealth, stature, et cetera) to carry out an action that would make someone happy. In chapter ten, he even goes so far as to ask if a man could truly be called happy in his lifetime, because â€Å"many changes and all kinds of contingencies will befall a man in the course of his life.

Egyptian Mummification: It’s History, Purpose, and Process Essays

Egyptian Mummification: It’s History, Purpose, and Process The history and tradition of Egypt is one of the most greatly studied and admired of all past world civilizations. The lure of the pyramids and the specter of the sphinx have led many archeologists to dedicate his/her life to unraveling the mysteries of ancient Egyptian culture. Arguably, the most captivating aspect of Egypt’s past is that of mummification. Why did the Egyptians mummify their dead? What beliefs did the Egyptians have regarding the after life? What portion of the Egyptian civilization was mummified? What was the Book of the Dead? This is a mere sampling of the questions that come to my mind when I think of ancient Egyptian culture. I hope to lay forth answers to these questions and many more in the following pages dedicated to the history and purpose behind Egyptian mummification. Mummification, with its long, storied history, has allowed archeologists to peer into the daily lives and beliefs of ancient Egyptian middle-class and royalty. The practice of mummification by the Egyptians seems to have started sometime before 3100 BC. However, lack of written evidence or significant physical proof from this Predynastic period is available to either confirm or deny this. One of the oldest surviving mummies is Ginger, currently stored at the British Museum. Ginger was buried in a shallow grave and wrapped only in light cloth but due to the hot, dry desert he survived intact to discovery in the late 19th century (Andrews 5). Ginger’s name comes from the color of his hair, fragments of which are still attached to his body. Evidence from his discovery supports the belief that even at this early age the Egyptians believed in the afterlife. Tools and pottery we... ...ould be very thankful to the Egyptian people for leaving us this gift, which paints for us such a clear picture of their legacy. Works Cited Aldred, Cyril. The Egyptians. New York: Thames and Hudson Inc., 1984. Andrews, Carol. Egyptian Mummies. Cambridge: Harvard University Press, 1984. Budge, E.A. Wallis. The Mummy: A Handbook of Egyptian Funerary Archaeology. 2nd ed. Cambridge: University Press, 1925. Casson, Lionel. Ancient Egypt. New York: Time Incorporated, 1965. Editors of Time-Life Books. Egypt: Land of the Pharaohs. Alexandria: Time-Life Books, 1992. El Mahdy, Christine. Mummies: Myth and Magic. New York: Thames and Hudson Inc., 1989. Montet, Pierre. Eternal Egypt. New York: The New American Library of World Literature, Inc., 1964. Peck, William H. Splendors of Ancient Egypt. Ann Arbor: University Lithoprinters, Inc.,1997.

Principles of Accounting Essay

1.Analyze the effects of Draper Consulting transactions on the accounting equation. Use the format of Exhibit 1-6, and include these headings: Cash; Accounts receivable; Supplies; Equipment; Furniture; Accounts payable; and Draper, capital. 2.Prepare the income statement of Draper Consulting for the month ended December 31, 2012. 3.Prepare the statement of owner’s equity for the month ended December 31, 2012. 4.Prepare the balance sheet at December 31, 2012. PANEL A—Details of Transactions 1. Received $18,000 cash and gave capital to Draper. 2. Paid monthly office rent, $550. 3. Paid cash for a Dell computer, $1,800. This equipment is expected to remain in service for five years. 4. Purchased office furniture on account, $4,200. The furniture should last for five years. 5. Purchased supplies on account, $900. 6. Performed consulting service for a client on account, $1,500. 7. Paid utility expenses, $250. 8. Performed service for a client and received cash of $1,100. 1 Received $42,000 cash and gave capital to Stewart. 4 Purchased supplies, $700, and furniture, $1,900, on account. 6 Performed services for a law firm and received $1,400 cash. 7 Paid $24,000 cash to acquire land for a future office site. 10 Performed service for a hotel and received its promise to pay the $1,000 within one week. 14 Paid for the furniture purchased September 4 on account. 15 Paid secretary’s bi-monthly salary, $490. 17 Received cash on account, $400. 20 Prepared a design for a school on account, $700. 28 Received $2,100 cash for consulting with Plummer & Gorden. 30 Paid secretary’s bi-monthly salary, $490. 30 Paid rent expense, $650. 30 Stewart withdrew cash of $3,000. Requirements 1.Open the following T-accounts: Cash; Accounts receivable; Supplies; Furniture; Land; Accounts payable; Stewart, capital; Stewart, drawing; Service revenue; Salary expense; and Rent expense. 2.Record each transaction in the journal, using the account titles given. Key each transaction by date. Explanations are not required. 3.Post the transactions to the T-accounts, using transaction dates as posting references in the ledger accounts. Label the balance of each account Bal, as shown in the chapter. 4.Prepare the trial balance of Doris Stewart, Designer, at September 30, 2012.

Ford Motor Company Case Study

————————————————- ————————————————- Ford Motor Company Case Report ————————————————- Executive Summary Ford Motor Company has a long history, starting in Michigan in 1903. They have focused on designing and manufacturing and have been very successful, however with increasing competition, global markets and over-capacity the company needs to look at ways to improve profitability. The company has implemented various programs and processes to create a lean, responsive system with better consumer forecasting.Their challenge is to continue to research ways to stay viable in current market and industry conditions. Dell Computers has been very successful with a direct model and virtual integration that may or not work well for Ford. CONTENTS * ISSUE3 * ANALYSIS4 * ALTERNATIVES6 * RECOMMENDATIONS 7 * IMPLEMENTATION 8 * CONCLUSION8 * REFERENCES9 * ISSUE: The Ford Motor Company is facing a number of challenges including the direction of CEO Jac Nasser to focus on customer responsiveness and shareholder value to deal with increasing competitiveness, an industry with potential over-capacity and the expansion into globalized markets.Ford had begun to implement systems to reduce cycle-time, improve quality and to lower costs. Programs included consolidating product development into five Vehicle Centres (VCs), reeingineered processes such as Order to Delivery (OTD), Fort Production System (FPS) and Business to Business (B2B) capacity. Additionally, information flow was examined to overcome geographical constraints, thus becoming a critical component of Ford’s global approach. During the past decade the company has implemented many programs and processes becoming the most improved automaker with steady upward trending sales and record profit sharing.The supply chain initially had a base of many competitive suppliers until the 1990’s when they began to move toward fewer, long term supplier relationships. Ford fostered relationships with tier one suppliers who would interface with tier two and other suppliers. With Ford’s support, the suppliers tried a variety of strategies including Just-In-Time (JIT) inventory, Total Quality Management (TQM) and Statistical Process Control (SPC). A limitation emerged in the variance of IT expertise and capability among the supply chain members.To reach the goal of reduced cycle time, creating a lean and flexible process, Ford is researching Dell Computer’s successful direct model to see if this virtual integration system would work for them. The direct model reduces the time and costs of third party distribution through direct interfacing with as few partners as p ossible as a way to improve production and customer responsiveness. The challenge is to determine if this system will work for Ford Motor Company. * ANALYSIS: The CEO’s directive is complicated by various factors.While Dell’s direct model works for Dell, it may or may not be effective with Ford. The company has been through a decade of change and adjustments to various processes and directions and while the option is available, a decision is not urgent as Ford is in a fairly good position. Dell’s direct model involves a customer focus, small numbers of supplier partnerships, customization, a just-in-time inventory and manufacturing. In order to do this, Dell ties in technology to communicate and coordinate these goals and strategies. They use what they call vertical integration.This means that they work very closely with customers and suppliers including actually having staff on site working directly with customers and partners, sharing information and knowledge to enable flexibility and effectiveness reducing cycle times. Dell establishes partnerships or collaborations with their customers and suppliers which is much like controlled outsourcing. Michael Dell of Dell computers argues that outsourcing is traditionally a way to â€Å"get rid of a problem†. His direct model, in contrast, is partnering with companies who are treated as though they are internal staff.This model improves the level of information sharing and motivation to succeed as a team. Technology means that the information sharing can be easily and effectively done in a win-win type of arrangement. The challenge is to maintain these relationships and focus on the task at hand. Providing suppliers with real-time information and up to date demand enables the supplier to act accordingly to meet Dell’s requirements. Removing multiple layers and working closely with customers and suppliers removes the possibility of misinformation, reaction time and ability to not o nly react, but to make more accurate forecasts.Dell has been able to streamline their customer response times by helping the customer ‘decide’ what they need. They make it easier for the customer to make the decisions and are ultimately preparing for it while the conversation is happening. Dell acts as a consultant and trainer getting direct feedback and key information for planning, research and development. They include key people from a wide range of responsibilities in regular meetings to ensure communication, ideas and overall commitment from the entire supply chain. Virtual integration goes even further to merge the traditional roles and boundaries of the supply chain.Dell argues that the direct model and virtual integration is beneficial to the customer from distribution to manufacturing and design. This model works for Dell, but whether it would work for Ford is the question. Ford has already reduced it’s supply chain base by dealing with Tier one supplie rs to use Just-In-Time inventory processes and other strategies to improve commitment and capability. They implemented the Ford Production System (FPS), focusing on key parts of the manufacturing process to improve efficiency. The Synchronous Material Flow (SMF) was developed to ensure a continuous flow of materials.This was done by using lean manufacturing concepts, careful scheduling and sequenced assembly. Their Order to Delivery (OTD) process was also developed to streamline the cycle time, reducing the order to delivery from 65 days to as little as 15 days. In order to do this they used forecasting, keeping 15 days of vehicles in the assembly plant’s order bank, using regional mixing centers for deliveries and a responsive order amendment process. Last but not least they worked on something called the Ford Retail Network (FRN) to test best practices and to create an alternate distribution channel.The idea was to consolidate Ford’s efforts to compete against the co mpetition of other auto makers rather than compete against each other. Because Dell and Ford are such different companies it is difficult to know if vertical integration would work. Dell is a smaller company whose current success is due to customer focus, pull demand, speed of response and virtual integration. In contrast, Ford is a much larger company with a complex and long-standing system of supply chain leadership where purchasing was historically heavily involved in the various activities of the company.A move to virtual integration requires that roles shift and responsibilities change to allow greater collaboration and information sharing. ALTERNATIVES: Differences between the companies include dealer networks, product and process complexity, age and size of the company, technical expertise and control over systems. Ford has a great amount of control, difficulty forecasting customer needs, higher product complexity, a strong dealer network and unionized labour. Dell is relativ ely new, there is high technical expertise, the product is not as complex, forecasting can be fairly accurate and their supplier relationships are good.Ford enjoys a significant amount of control over their supply chain, manufacturing, assembly and distribution, while Dell may not be able to exercise control depending on the relationships built and arrangements made. At this time, Ford does not really need to make a decision to change their business model, but there is a push for greater globalization, efficiency and flexibility. They can move toward virtual integration, stay the same, or adopt some kind of balance of the direct model with their current model.Because of their size and established supply chain, a move toward vertical integration and a direct model would mean fairly drastic changes and giving up controls that have been carefully developed over the past decade. That said, staying the same would not be advisable, as the market is increasingly competitive on the local an d global stage. Ford will be required to look at further adaptations to their operations in order to stay competitive. RECOMMENDATION: It would be advisable for Ford to examine vertical integration in at least some areas of their operations.Because this requires high levels of technology, they can work with Tier one suppliers to develop collaborations and more extensive information sharing. Doing nothing is not usually a feasible option in successful business and full integration would be very difficult to accomplish and my not have the results that Dell has due to the various differences in the companies and their products. IMPLEMENTATION: Ford can use focus groups and regular meetings to move toward a direct model in at least some areas of the business.The dealer network may be used as an advantage to forecasting if they work more closely with the development teams, manufacturing and assembly plants. The customer focus groups can begin to develop relationships that help to develop what customers want and might have as potions can be insightful and will improve forecasting. Purchasing, engineering, marketing and other groups can get involved in these focus groups, which may also encourage dialogue and collaboration toward cohesive end results. * CONCLUSION:Ford has implemented many strategies successfully and has been forward thinking in their consideration of various models and options. Becoming faster may or may not work to their advantage as buying a car is a decision that is weighed carefully and is a bigger investment than choosing a computer or laptop. The speed at which the company supplies a vehicle once ordered is important, but I suggest, not as important as the customer getting the options, financing and service that they expect with this type of purchase.That said, customers expect greater customization and choice than ever before. Whether Ford takes on this model or chooses to research another model is a step in the right direction. Supply chain management is a large part of how well the company can respond to customer needs and ultimately create profit and ongoing competitive advantage. * REFERENCES: Austin, Robert D. , Ford Motor Company: Supply Chain Strategy, 9-699-198, Harvard Business School Publishing, 1999. Magretta, Joan (2001) â€Å"The Power of Virtual Integration: An Interview with Michael Dell,† Harvard Business Review Ford Motor Company Case Study ————————————————- ————————————————- Ford Motor Company Case Report ————————————————- Executive Summary Ford Motor Company has a long history, starting in Michigan in 1903. They have focused on designing and manufacturing and have been very successful, however with increasing competition, global markets and over-capacity the company needs to look at ways to improve profitability. The company has implemented various programs and processes to create a lean, responsive system with better consumer forecasting.Their challenge is to continue to research ways to stay viable in current market and industry conditions. Dell Computers has been very successful with a direct model and virtual integration that may or not work well for Ford. CONTENTS * ISSUE3 * ANALYSIS4 * ALTERNATIVES6 * RECOMMENDATIONS 7 * IMPLEMENTATION 8 * CONCLUSION8 * REFERENCES9 * ISSUE: The Ford Motor Company is facing a number of challenges including the direction of CEO Jac Nasser to focus on customer responsiveness and shareholder value to deal with increasing competitiveness, an industry with potential over-capacity and the expansion into globalized markets.Ford had begun to implement systems to reduce cycle-time, improve quality and to lower costs. Programs included consolidating product development into five Vehicle Centres (VCs), reeingineered processes such as Order to Delivery (OTD), Fort Production System (FPS) and Business to Business (B2B) capacity. Additionally, information flow was examined to overcome geographical constraints, thus becoming a critical component of Ford’s global approach. During the past decade the company has implemented many programs and processes becoming the most improved automaker with steady upward trending sales and record profit sharing.The supply chain initially had a base of many competitive suppliers until the 1990’s when they began to move toward fewer, long term supplier relationships. Ford fostered relationships with tier one suppliers who would interface with tier two and other suppliers. With Ford’s support, the suppliers tried a variety of strategies including Just-In-Time (JIT) inventory, Total Quality Management (TQM) and Statistical Process Control (SPC). A limitation emerged in the variance of IT expertise and capability among the supply chain members.To reach the goal of reduced cycle time, creating a lean and flexible process, Ford is researching Dell Computer’s successful direct model to see if this virtual integration system would work for them. The direct model reduces the time and costs of third party distribution through direct interfacing with as few partners as p ossible as a way to improve production and customer responsiveness. The challenge is to determine if this system will work for Ford Motor Company. * ANALYSIS: The CEO’s directive is complicated by various factors.While Dell’s direct model works for Dell, it may or may not be effective with Ford. The company has been through a decade of change and adjustments to various processes and directions and while the option is available, a decision is not urgent as Ford is in a fairly good position. Dell’s direct model involves a customer focus, small numbers of supplier partnerships, customization, a just-in-time inventory and manufacturing. In order to do this, Dell ties in technology to communicate and coordinate these goals and strategies. They use what they call vertical integration.This means that they work very closely with customers and suppliers including actually having staff on site working directly with customers and partners, sharing information and knowledge to enable flexibility and effectiveness reducing cycle times. Dell establishes partnerships or collaborations with their customers and suppliers which is much like controlled outsourcing. Michael Dell of Dell computers argues that outsourcing is traditionally a way to â€Å"get rid of a problem†. His direct model, in contrast, is partnering with companies who are treated as though they are internal staff.This model improves the level of information sharing and motivation to succeed as a team. Technology means that the information sharing can be easily and effectively done in a win-win type of arrangement. The challenge is to maintain these relationships and focus on the task at hand. Providing suppliers with real-time information and up to date demand enables the supplier to act accordingly to meet Dell’s requirements. Removing multiple layers and working closely with customers and suppliers removes the possibility of misinformation, reaction time and ability to not o nly react, but to make more accurate forecasts.Dell has been able to streamline their customer response times by helping the customer ‘decide’ what they need. They make it easier for the customer to make the decisions and are ultimately preparing for it while the conversation is happening. Dell acts as a consultant and trainer getting direct feedback and key information for planning, research and development. They include key people from a wide range of responsibilities in regular meetings to ensure communication, ideas and overall commitment from the entire supply chain. Virtual integration goes even further to merge the traditional roles and boundaries of the supply chain.Dell argues that the direct model and virtual integration is beneficial to the customer from distribution to manufacturing and design. This model works for Dell, but whether it would work for Ford is the question. Ford has already reduced it’s supply chain base by dealing with Tier one supplie rs to use Just-In-Time inventory processes and other strategies to improve commitment and capability. They implemented the Ford Production System (FPS), focusing on key parts of the manufacturing process to improve efficiency. The Synchronous Material Flow (SMF) was developed to ensure a continuous flow of materials.This was done by using lean manufacturing concepts, careful scheduling and sequenced assembly. Their Order to Delivery (OTD) process was also developed to streamline the cycle time, reducing the order to delivery from 65 days to as little as 15 days. In order to do this they used forecasting, keeping 15 days of vehicles in the assembly plant’s order bank, using regional mixing centers for deliveries and a responsive order amendment process. Last but not least they worked on something called the Ford Retail Network (FRN) to test best practices and to create an alternate distribution channel.The idea was to consolidate Ford’s efforts to compete against the co mpetition of other auto makers rather than compete against each other. Because Dell and Ford are such different companies it is difficult to know if vertical integration would work. Dell is a smaller company whose current success is due to customer focus, pull demand, speed of response and virtual integration. In contrast, Ford is a much larger company with a complex and long-standing system of supply chain leadership where purchasing was historically heavily involved in the various activities of the company.A move to virtual integration requires that roles shift and responsibilities change to allow greater collaboration and information sharing. ALTERNATIVES: Differences between the companies include dealer networks, product and process complexity, age and size of the company, technical expertise and control over systems. Ford has a great amount of control, difficulty forecasting customer needs, higher product complexity, a strong dealer network and unionized labour. Dell is relativ ely new, there is high technical expertise, the product is not as complex, forecasting can be fairly accurate and their supplier relationships are good.Ford enjoys a significant amount of control over their supply chain, manufacturing, assembly and distribution, while Dell may not be able to exercise control depending on the relationships built and arrangements made. At this time, Ford does not really need to make a decision to change their business model, but there is a push for greater globalization, efficiency and flexibility. They can move toward virtual integration, stay the same, or adopt some kind of balance of the direct model with their current model.Because of their size and established supply chain, a move toward vertical integration and a direct model would mean fairly drastic changes and giving up controls that have been carefully developed over the past decade. That said, staying the same would not be advisable, as the market is increasingly competitive on the local an d global stage. Ford will be required to look at further adaptations to their operations in order to stay competitive. RECOMMENDATION: It would be advisable for Ford to examine vertical integration in at least some areas of their operations.Because this requires high levels of technology, they can work with Tier one suppliers to develop collaborations and more extensive information sharing. Doing nothing is not usually a feasible option in successful business and full integration would be very difficult to accomplish and my not have the results that Dell has due to the various differences in the companies and their products. IMPLEMENTATION: Ford can use focus groups and regular meetings to move toward a direct model in at least some areas of the business.The dealer network may be used as an advantage to forecasting if they work more closely with the development teams, manufacturing and assembly plants. The customer focus groups can begin to develop relationships that help to develop what customers want and might have as potions can be insightful and will improve forecasting. Purchasing, engineering, marketing and other groups can get involved in these focus groups, which may also encourage dialogue and collaboration toward cohesive end results. * CONCLUSION:Ford has implemented many strategies successfully and has been forward thinking in their consideration of various models and options. Becoming faster may or may not work to their advantage as buying a car is a decision that is weighed carefully and is a bigger investment than choosing a computer or laptop. The speed at which the company supplies a vehicle once ordered is important, but I suggest, not as important as the customer getting the options, financing and service that they expect with this type of purchase.That said, customers expect greater customization and choice than ever before. Whether Ford takes on this model or chooses to research another model is a step in the right direction. Supply chain management is a large part of how well the company can respond to customer needs and ultimately create profit and ongoing competitive advantage. * REFERENCES: Austin, Robert D. , Ford Motor Company: Supply Chain Strategy, 9-699-198, Harvard Business School Publishing, 1999. Magretta, Joan (2001) â€Å"The Power of Virtual Integration: An Interview with Michael Dell,† Harvard Business Review

Importance of Strategic Planing and Management Paper

Importance of Strategic Planning and Management in the Business Paper Artim Toska Bus 475 March 29, 2010 Introduction This paper will describe a small business I may want to start, define strategic management and planning, and explain why a strategic plan would be important to the success of this business. Also, it will explain the four functions of management relative to creating and implementing a strategic plan. Strategic management & Planning In a competitive business world, it is important to have your business prosper for it to overcome the challenges it may encounter. The direction (and future) of a small business has extreme challenges in an economy that lags, but can be overcome with the right strategic mananagent ideas and planning. A small business that I would like to start would be a financial business that would provide short-term capital to small working and expanding companies. I believe this business would provide profits in an economy that has been ailing small businesses. Small businesses would welcome my services since they can not (or find it difficult) to finance their business when banks are not giving them the capital they need to remodel or have their business survive. Strategic management is planning your business at the highest possible level. This would be the duty of the company’s leader (or leaders) to focus on building a solid structure to that business (All business, 2010). This â€Å"structure† will be â€Å"hinged† on the effort of each employee that is hired. Also, strategic management helps answer what are the objectives of the business, the best procedure in achieving these objectives, and what are the resources that are needed to make that happen (All business, 2010). Strategic planning determines the direction that an organization will be eaded over the next year or more, and how it will arrive there (McNamara, 2010). Usually, the process is throughout the organization and focuses on a major function as division, department, or other important functions. A strategic plan includes several levels (or steps) in the process (the order of these levels can be orientated towards the satisfactory of the organization for s uccess). One can view strategic planning as strategic analysis. This would include a review of the organizations environment (economical, social, technical†¦ ). Also, establishing a strategic direction is a major activity in strategic planning. Organizers would conclude what the company needs to do with the issues and opportunities that are facing the organization (McNamara, 2010). This would include what â€Å"strategic goals† the company needs to achieve, and â€Å"methods† to achieve accomplishments. Also, action planning can be looked as strategic planning. Action planning helps view how strategic goals will be attained, and includes specifying objective results with each strategic goal (McNamara, 2010). Strategic Plan & Success A strategic plan would be important to the success of my business because it would form the company’s strategy and communicate it through the organization for implementation. This implementation would help provide the company’s mission and reason for being (this would be expressed though a mission statement). This would help the company’s image with customers. Also, it would help shape the company brand and how to distribute that successfully to consumers. Also, a strategic plan would help the company adapt an â€Å"earnings growth† that will be monitored for sustainability in growth (it would help to establish what businesses to target). Also, the plan would help in the success of the business by establishing a marketing scheme. This would help explain to potential customers how the business would provide financial aid to their business that is in need of our service, with their economical and social environment (it would entail us as a â€Å"life line† for a business that is struggling and in need of help). Four Functions of Management The four functions of management are important in creating and implementing a successful strategic plan. The four functions of management are planning, organizing, leading, and controlling (Rothbauer-Wanish, 2009). Planning helps create in a strategic plan what are the organizations goals, and how those goals can be achieved (developing objectives for the goal and monitoring on the execution of the plan are essential in the planning). Also, organizing helps implement a successful strategic plan by helping me know the amount of employees needed to provide the success of the business (Rothbauer-Wanish, 2009). Leading helps implement a strategic plan by my motivation to employees that will help in their performance. Also, controlling helps implement a successful strategic plan by monitoring company’s goals the organization want to achieve. Conclusion This paper defined strategic management and planning, explained why a strategic plan would be important to the success of this business, and explained the four functions of management relative to creating and implementing a strategic plan. Resources All Business, (2010). What is Strategic Management? Retrieved March 29, 2010, from http://www. allbusiness. com/management/2975129-1. html McNamara, C. (2010). Basic Descriptions of Strategic Planning. Retrieved March 29, 2010, from http://managementhelp. org/plan_dec/str_plan/basics. htm Rothbauer-Wanish, H. (2009). Four Functions of Management. Retrieved March 29, 2010, from http://businessmanagement. suite101. com/article. cfm/four_functions_of_management