Home Video Game

1: Why the rapid growth of Atari? Why the 1982-85 collapse? How did Nintendo rebuild the industry? What was its strategy? After Bushnell settled on Atari, his first built was the simplest game, which people knew the rules immediately, and this game could be played with only one hand. Then, Bushnell talked his way into a $ 50000 line of credit from a local bank to start his business. By 1974, 100,000 Pong-like games were sold worldwide, and although Atari manufactured only 10 percent of the game, the company still made $3. 2 million that year. Atari had a rapid growth because it is a new industry, and Atari does not have any competitor at that time. So, Atari is the only company in this home video game industry, and it has a huge power of supplier with no competitors and substitutes. After 1976, about twenty different companies were crowding into the home videogame market, Atari still has more than 50% market share in the industry. Until 1978, Atari estimated that total demand would reach 2 million units. In 1982, Atari lost $500 in the first nine months of the year. Part of the blame for the collapse was laid at the feet of an enormous inventory overhang of unsold games. With more and more new games hit the market, the average price would goes down and the profits goes down as well. Nintendo established a commanding worldwide position by the end of the decade. The first step of Nintendo was to license video game technology from Magnavox. Then, Nintendo tried to develop its own video game machine (Famicom) that combined superior graphics processing capabilities and low cost. In the US, Nintendo established a subsidiary named as Nintendo of America (NOA) by 1980, and Nintendo repositioned the market in U. S. NOA spent about 2% of sales budget for advertising and also sought out promotion partner, and it practiced careful inventory management in releasing its new games. In conclusion, Nintendo made an innovative new game system which had some competitive advantages such as cheaper, superior image quality, faster hardware processing and a connector that can be used for future addition of a modem and keyboard. : How was Nintendo able to capture value from the home video game business? First of all, with the video game industry’s collapse, none of the company seems to have anything to do with the with the home video business except Nintendo. So, it was a big chance for Nintendo to monopolize the video game business, and it was a good chance to negotiate and license other companies to develop games for its system. Secondly, Nintendo has good market posi tion and distribution in United Stated. Thirdly, Nintendo has good game designing and technology, and it uses the regulation, contract and patent license to limit the market share of other game companies. 3: How was Sega able to gain market share from Nintendo? With Sega’s first game Periscope, Sega built up a respectable export business. Then, Sega realized that great games drove sales and more powerful technology gave game developers the tools to develop more appealing games. Sega also licensed other companies to develop games for the Genesis platform, but asked for lower royalty rates than Nintendo. Despite aggressive marketing in the 80s, it wasn't until the introduction of Sonic the Hedgehog in 1991 as a direct competitor to Nintendo's Mario character that Sega was able to capture a meaningful amount of the market with its Genesis console. The key point was Genesis does what Nintendo don’t, and Sega version out sold Nintendo’s two to one. 4: Evaluate the competitive strategy of 3DO. What flaws can you see in 3DO’s approach? The vision for 3DO was to shift the home video game business away from the existing cartridge-based format and toward a CD-ROM-based platform. The belief at 3DO is that the superior storage and graphics processing capabilities of the 3DO system would prove very attractive to game developers, allowing them to be far more creative. In turn, better games would attract customers away from Nintendo and Sega. The 3DO’s strategy was to license its hardware technology for free. However, only a few 3DO titles were available by the Christmas period where reports suggested 150 titles, and sales of the hardware were slow. As can be seen, 3DO did good at its software, but bad at its hardware. As a result, 3DO announced that it would either sell its hardware system or move into joint venture. 5: How come the Sony Play Station has succeeded where 3DO failed? Sony set up a retail channel separate from its consumer electronics sales force, and Sony has a good communication with retailers before the launch to find out how it could help them sell the play station. Sony targets its advertising for PlayStation at specific generation and age range. So, Sony focused on it retailers and customers, and it has a good market position. On the other side, 3DO only focused on its products but lack of the communication with its retailers and customers. 6: What drove Microsoft’s decision to enter the industry with its X-box offering? Because before Microsoft entered the home video game industry, it was no stranger to games. Microsoft had long participated in the PC gaming industry and was one of the largest publishers of PC games. X-box was based on Microsoft’s PC technology, and it would be much easier for software developers to write game for. Microsoft enter the industry because with annual revenues in excess of $20 billion worldwide, the home video game industry is huge and an important source of potential growth for Microsoft. 7: What lessons can be learned from the history of the home video game industry that has been used to help launch the Sony PlayStation II and Microsoft’s X-Box? Do Microsoft and Sony appear to have learned and applied these lessons? The lesson can be learned from the history of the home video industry was to focus on R&D, market positioning, cost leadership, innovation, technology and communications. Sony PlayStation II has consumed about 1. 3 billion in R&D, and Sony actually loses money on Sony PlayStation machine but gain from game CDs. On the other side, Microsoft’s X-Box cut X-box price over time but guaranteed a profit margin. There are three technical factors determined the quality of a video game: data width (in bits), clock speed (in MHz), and the amount of RAM (in bytes). Both Sony PlayStation II and Microsoft’s X-Box have their own competitive advantage in these technologies, and they also both are good game designers.

Dickens uses language Essay

When Mrs Gradgrind passes away in chapter nine, Dickens uses language to create sadness. Victorians loved sadness and tragedy in books and the portrayal of her death is done very emotionally. She is firstly described in the chapter as â€Å"helpless† and â€Å"feeble† to which the reader empathises with her. All people hate to see people they love and cherish grow old and weak and Dickens is brilliant in displaying the image of this. â€Å"The poor lady was nearer truth then she ever had been† This shows how Dickens disliked the utilitarian system, stating that Mrs Gradgrind’s nearest point of truth was on her death bed. As well as showing Dickens’s view, it also saddens the reader to know how close to death she is. On being told that â€Å"Lady Bounderby† had arrived, she retorted that â€Å"she had never called Bounderby by that name since he married Louisa† and that her choice of name for him was â€Å"J†. This will take the reader back to when she had no idea what to call him, and the memory is a nice one which again makes it sadder that she is dying. It also shows that she has not changed and is still the woman she used to be. She seems to â€Å"have no pulse†, but when Louisa kisses her hand, she can see â€Å"a thin thread of life† left in her. This description is again emotional as it shows how little life there is left in Mrs Gradgrind. Within the conversation between Louisa and her mother, Mrs Gradgrind often goes very â€Å"silent† for periods of time and has an â€Å"awful lull on her face, like one who was floating away on some great water† and â€Å"content to be carried down the stream†. This clever piece of descriptions meaning is that Mrs Gradgrind is slowly allowing herself to be carried into the â€Å"abyss† of death. But Louisa â€Å"recalls her† to ask what it was she wanted to speak to her about. The use of this river terminology is used again as Louisa again tries to stop her mother from â€Å"floating away†. Mrs Gradgrind is troubled because of what Louisa has not learned. She has learnt all the â€Å"ologies† from â€Å"day until night† but there is â€Å"something that her father missed,† She asked Louisa for a pen but â€Å"even the power of relentlessness had gone†. Even so, she â€Å"fancied that her request had been complied with and that the pen she could not have was held in her hand†. From this she began to â€Å"trace upon her wrappers†. It is very sad to see how Mrs Gradgrind is finally seeing the truth and wants Louisa too to see it but she cannot tell her and â€Å"the light that had always been so feeble and dim behind the weak transparency, went out† The figurative language used to describe both her weakness and death creates a solemn, melancholy surrounding and although she was never made to be a character the reader was so fond of, it is still saddening that she has passed away. It ends with a quote of religious terminology from the Psalm, Mrs Gradgrind â€Å"emerged from the shadow in which man walketh and disquieteth himself in vain†. This quote has a definite platonic reference to it as in Plato’s analogy of the cave, the prisoners who have seen shadows all their lives (which symbolise the visual world) needed to escape from the illusion created by their senses and find the truth. Throughout this section of the book, Mrs Gradgrind is said to be â€Å"closer to the truth then ever before† and â€Å"emerged from the shadow† so the Platonic reference is defiantly there. Mrs Sparsit resented Louisa from the moment she accepted the proposal from Mr Bounderby. It had been her plan all along to marry Mr Bounderby but this had been taken from her and her envy towards Louisa was immense. In chapter ten, Mrs Sparsit’s envy and grief are shown to be getting out of control and she, in her mind â€Å"erects a mighty staircase† that she believes Louisa to be on. At the bottom is a â€Å"dark pit of shame and ruin† and â€Å"down those stairs, from day to day and hour to hour, she saw Louisa coming†. Her physiological instability can be seen as she becomes obsessed with this ides, â€Å"it became the business of Mrs Sparsit’s life, to look up at her staircase, and to watch Louisa coming down†. If Louisa had once turned back, â€Å"it might have been the death of Mrs Sparsit in spleen and grief†. Mr Harthouse was a big part of this scheme, as he seemed to be â€Å"wooing† Louisa and the more time she spent with him, the closer she got to the bottom. â€Å"Mrs Sparsit had no intension of interrupting the descent† and was â€Å"eager to see it accomplished†. â€Å"She kept her wary gaze upon the stairs, and seldom so much as darkly shook her light mitten at the figure coming down. This scene does not bring sadness to the reader, but instead a certain amount of empathy to Louisa. She seems to be in the crossfire of everyone yet she is one of the most innocent of all. As she has rarely experienced emotions due to her â€Å"ology† filled bring up, she does not know how to react to Mr Harthouse who except in kindness as she believes he is being kind and honest to her. Yet his plan is to seduce her, and this is not out of love or passion, but to give him a challenge to fulfil. Mrs Sparsit wants her to fall into a pit of â€Å"shame and ruin† out of her own jealousy yet again, Louisa has no knowledge of this and has done nothing wrong to provoke it. There is a definite repetition throughout the chapter of Louisa’s â€Å"downfall† from the top to the bottom of the stairs which shows that, although patient, Mrs Sparsit is in no way stable and is becoming more and more addicted to this allegorical image in her mind. She watches Louisa like a hawk, waiting for her to make a mistake and get â€Å"nearer and nearer to the bottom†. In chapter twelve, Louisa goes home to seek her father. The chapter is bares huge turning points in the book as it marks the spark of emotion ignite in Louisa and Mr Gradgrind see the error of his system. The storm outside creates a pathetic fallacy with the mood inside the room. Louisa is described as â€Å"dishevelled†, â€Å"defiant† and â€Å"despairing† which is a shock as she has never had such vast emotive descriptions until then in the book. She first states to her father that â€Å"he has trained her from the cradle,† It is sad to see that she uses the word trained instead of loved or cherished as it makes her sound more like a dog then a daughter to him. She then bursts out with â€Å"I curse the hour in which I was born to such a destiny†. Her emotions have been unleashed and she is now angry, in despair and confused of what to do. She is dishevelled and has returned home to question her father on her life and its meaning. This is not sad for the reader, but it is very traumatising for Louisa which again creates empathy for her as she has finally realised the error in how she has been brought up. She asks him â€Å"Where are the graces of my soul? Where are the sentiments of my heart? What have you done O father, what have you done with the garden that should have bloomed once?† This metaphoric language shows her outburst of imagination and her exercise of â€Å"fancy†. She is asking him where is the love and emotion she does not have, and what he has done to stop her â€Å"strive against every natural prompting that has arisen in her heart†. Mr Gradgrind is â€Å"so unprepared† that he has difficulty answering and when he does, it is only to say â€Å"Yes, Louisa†. She goes on to say that she does not â€Å"reproach† him, as â€Å"what he has never nurtured in her, he has never nurtured in himself†. This creates a lot of respect and empathy for her as she is not condemning her father after all the years of no emotion and too much learning. It can be seen that this strive to teach him his errors is making an effect as he â€Å"bows his head upon his hand and groans aloud† and calls her â€Å"poor child†, realising the mistakes he has made. She asks him whether he would have â€Å"doomed her† to a life of loneliness or â€Å"robbed her† of how she should have been had he nurtured her differently if he could see how she would turn out. She then states that if he had ignored and hated her, how better off she might have been as she would have been â€Å"free†. She has been won over to the world of imagination and fancy. Throughout the chapter, he moves to support her as she is letting herself out and he actually begins to give her attention and love as a good father should. It is ironic that his child who he has taught his system to is the child who shows how insensible it really is. To conclude, Dickens uses language and dramatic disasters to create sadness throughout the second book. In 1854, the time at which the book was written, people loved romantic tragedy and trauma which the second book has with both Rachel and Stephan, and Mr Harthouse and Louisa. The death of Mrs Gradgrind is another tragedy which Dickens portrays well and is very emotional. He uses the metaphor of life as a river in which we all just drift down until the end and these uses of language as well as others he uses throughout the book are methods which Dickens uses to sadden the reader. The final scene in which Louisa lets out her emotions upon her father, condemning the day she was born and questioning his motives which lead her to be so dispassionate.

Us History Chapter 4 Notes.

Chapter Four. African Slaves Build their Own Community in Coastal Georgia Slavery was originally prohibited in the original 1732 Georgia charter; the ban was lifted two decades later when Georgia became a Royal colony. By 1770, 15,000 slaves made up 80% of the population. Rice was one of the most valuable commodities of mainland North America, surpassed only by tobacco and wheat. The Atlantic slave trade grew to match rice production. Saltwater† slaves (slaves taken from Africa, rather than â€Å"country born†) were inspected and branded on coastal forts in Africa, shipped overseas (where many died), then sold and marched to plantations Mortality rates were high for slaves, especially infants. Overseers could legally punish slaves and even murder them. Many slaves run and some rebel. Most slaves remained enslaved, but built up families and communities, mixing African traditions with their new homeland. The Beginnings of African Slavery Slavery has long been a part of Mediterranean Europe; Venetian and Genoese traders sold captured Slavics (the word slave derives from them), Muslims, and Africans. Enslaving Christians, but not Africans or Muslims, disturbed many Europeans. Portuguese expansion in West Africa was motivated by access to gold, wrought iron, ivory, tortoiseshells, textiles, and slaves (previously dominated by the Moors, or Spanish Muslims). European slaves left the slave hunting to the African traders. Sugar and Slavery Slaves were imported to work sugar plantations in Hispaniola and Brazil, among other islands. The Dutch expanded the European sugar market, leading France and England to start island sugar colonies as well. West Africans Marriage kinship ties, practicing polygamy, characterized societies on the West African coast. Women enjoyed social and economic independence. Shifting cultivation, cultivating land for several years then moving on while the cleared land lay fallow, helped build up African communities and commerce, creating states and kingdoms. Kingdoms on the coast were the ones who first traded with the Portuguese. Slavery in African society was much freer; slaves were treated as family members rather than possessions, were allowed to marry, and had freeborn children. The African Slave Trade The Demography of the Slave Trade 10-12 million slaves were transported to the Americas during the slave trade. 76% of slaves arrived from 1701-1810, the peak years of the slave trade. Half went to Dutch, French, or British plantations in the Caribbean, a third to Portuguese Brazil, and a tenth to Spanish America. About 5% went to the North American British colonies. With the exception of the Seven Years’ War (1756-1763, a world war between the French and their allies versus the British and their allies), the slave trade continued to become more important to the colonies up to the Revolution. There were twice as many male African slaves as female; most slaves were young, between 15 and 30, and represented nearly every West African ethnic group. Slavers of All Nations All western European nations participated in the slave trade, shipping slaves from coastal outposts and, later, through independent American and European traders. The Shock of Enslavement Many slave traders lived permanently in coastal outposts and married local women, reinforcing commercial ties through family relations. Many slaves resented African involvement in the slave trade. Most Africans were enslaved through warfare. As the demand for slaves increased, slave raids pressed deeper into the continent. Captives would wait in dungeons or pens called â€Å"barracoons†, separated from family and people of the same ethnic group to discourage rebellion, before being branded with the mark of their buyer. The Middle Passage The â€Å"Middle Passage† referred to the middle part of the trade triangle from England to Africa to America back to England. Historians estimate that 1 in 6 slaves died from the unsanitary conditions, extreme crowding, and diseases. Many committed suicide as an act of rebellion on the slave ships. Captains resorted to putting netting over the side of their ships. Arrival in the New World When the slaves arrived, their captors would parade them around to impress buyers. Slaves would be sold at auctions or during a â€Å"scramble†, where prices were pre-set and the buyers would rush the slaves in a corral and take their pick. Political and Economic Effects on Africa The African slave trade eventually weakened Africa as a whole. The slave raiding was depopulating Africa as many died during the raids and the rest were sent off to be sold. The arrival of European goods stifled local manufacturing while agriculture lost labor. The slave trade allowed for the political, economic, and military conquest of Africa. The Development of North American Slave Societies Slavery comes to North America The first slaves arrived in Virginia in 1619. Slaves cost twice as much as indentured servants, but had about the same life span in the disease-ridden Chesapeake. Consequently, most planters employed more indentured servants than slaves. This was termed society with slaves, where slavery was just one form of labor. In this type of society, the status of black Virginians was ambiguous; many owned slaves and land themselves, even with the lack of religious distinction among them. In slave society, slavery is the dominant form of labor. As indentured servants became scarce as less English immigrated, their labor was replaced with slavery. Slavery was strengthened by making slave-status inheritable through their mother’s status (letting white male owners take slave mistresses), ending Christian baptism from changing conditions of servitude, and by making the killing of a slave a non-felony. The Tobacco Colonies The growth of tobacco required the growth of the slave trade. The natural growth of the slaver population served to increase the profits of their owners, and so was encouraged. The Lower South Settlement in the south was a slave society from the outset, using native slaves. However, this soon shifted to African slaves as the South began producing more rice. Slavery in the Spanish Colonies Spanish settlements employed slaves, the most benign form being the kind in Florida, which resembled the system in use in Mediterranean and African society. Spain declared Florida a haven for fugitives to weaken southern English colonies. In New Mexico, however, Spain used native slaves, though in a more restrained way to prevent another Pueblo Uprising. Spain captured â€Å"infidel Indians† such as the Apaches or nomads from the Great Plains and enslaved them, using them as house servants or fieldworkers. French Louisiana Slaves were heavily used in Louisiana agriculture until the Natchez Rebellion, with slaves making up no more than a third of the population. Only when the 18th century ended did slavery make a return, in force. Slavery in the North Slavery was universally accepted in the colonies. Among the rich, ownership of slaves was almost universal as well. The Quakers were the first to oppose slavery, but they would not gain traction until the Revolution. African to African American The Daily Life of Slaves Slaves were provided with scant clothing. In the South, where large numbers of slaves were needed, the concentration of slaves allowed for the emergence of communities, despite the harsh working conditions imposed on them on the large plantations. Families and Communities Families were the most important unit in African American culture, but the slave codes did not allow for legal slave marriage. Families were often broken up by sale. Naming practices reinforced family ties to overcome forced separations. Emotional, and especially kinship ties, formed the basis of African American society. African American Culture Most slaves were not Christian until the Great Awakening, due to the reluctance of their masters. One significant practice occurred in their burial rituals. African Americans created dialects by mixing English with native African languases. The Africanization of the South Southerners were influenced by African American culture, changing their diet, their art, language, music, and dance. Violence and Resistance Slavery rested on the threat of violence, even among â€Å"humane† slave owners like George Washington. Many slaves resisted through refusing to cooperate, destroying property, and by running away. Runaways would create communities called â€Å"maroons†, from the Spanish â€Å"cimmaron† (wild, untamed). They would intermingle with the Florida Creeks, creating the Seminole tribe, derived from the corruption of cimmaron. Revolts occurred in the colonies, but not on the scale of Jamaica, Guiana, or Brazil; the family and community ties slaves established made them less likely to revolt. Slavery and Empire Slavery the Mainspring The slave colonies accounted for 95% of all American exports to Great Britain from 1714-1773. Slavery helped the British economy in three ways. Slavery created capital, which funded economic expansion. Second, it created the raw materials necessary for the Industrial Revolution. Third, it created large colonial markets for British-made goods. The Politics of Mainspring Mercantilism, an economic system where the government intervenes to increase the national wealth, was the dominant economic theory in Europe. Mercantilists viewed commerce as a zero-sum game with clear winners and losers vying for a fixed amount of trade and wealth. Wars for Empire European wars spilled over into conflicts for colonial supremacy. In Queen Anne’s War, Great Britain won the war against France and Spain, gaining exclusive rights to supply slaves to its American colonies. British Colonial Regulation Mercantilists used state-run monopolies to manage commerce. The British used colonial regulations to make their American colonies markets for British manufacturing goods and exporters of commodities that the British would resell at profit. Most did not complain about the British economic policies until the 1760s. The Colonial Economy Mercantilism served to enrich the white colonists by giving them a protected market to sell and market their goods (sometimes by violating their own regulations). Slavery provided the capital to expand Northern port cities. Slavery and Freedom The Social Structure of the Slave Colonies Slavery provided the conditions necessary t o improve the life of the white settlers. Colonies were ruled by the self-perpetuating planter elite, which owned 60% of the wealth and half the land. The Southern landowners supported them. Under them were the landless colonists. White Skin Privilege White colonists gained a special status through the exploitation of race. Blacks were subject to a number of harsh penalties that did not apply to whites, including a ban on interracial marriage and sexual relations (refer to Thomas Jefferson). Even freedmen did not share equal rights. This set up barriers among the working class, including slaves and the landless colonists, who otherwise may have united against the moneyed classes if not for racial prejudice.

What Are the Political and Cultural Developments of the Ancient and Term Paper

What Are the Political and Cultural Developments of the Ancient and Medieval Eras - Term Paper Example The Medieval Era is also referred to as the Dark Ages as there was very little writing, science or culture during this period. This period is finally believed to have ended with the fall of the Eastern Roman Empire in 1453. During all these years, the world has been a witness to innumerable events and discoveries, which have had a tremendous impact on our lives. Mesopotamia, was originally the area around the Tigris and Euphrates rivers. Today, we know this region as the modern-day Turkey, Syria, and Iraq. Historians believe that the earliest civilizations began in a land which today is the modern Iraq. Geographically Iraq belongs to Mesopotamia of the Old Testament. The land of Mesopotamia was filled with surplus water resources and was a land with plenty of valleys and rivers. It was a land of fertile vegetation, plentiful wildlife, and abundant water. This paved way for producing surplus food and for the development of civilization. Civilization here was initialized by many rulers like Hammurabi (1792-1750 B.C.), Cyrus (550-530 B.C.), Darius (520-485 B.C.), and Alexander (336-323 B.C.). By 6000 B.C., Mesopotamia was occupied chiefly by Turkish and the Iranians. Southern Mesopotamia was the area from where a high sense of religion developed. Many of the important Mesopotamian cities developed in areas that surrounded Sumerian culture cente rs. This helped in the development of a close relationship between the government and religion. The ancient cities like Babylon and Assyria were a part of Iraq. There were also many attempts made for flood control and joint irrigation. This was very helpful in initializing the development of this civilization. Mesopotamia was controlled by different people at different times, starting with the Sumerians in around 3500 B.C. The Sumerians are said to have invented the wheel and the Cuneiform script, which most historians regard as the earliest form of writing. Ancient Mesopotamians had ceremonies for each month based on the waxing and waning of the moon, equinoxes and solstices, etc. Music played a very important part in their lives, and songs were sung to children, which and these were passed on through many generations as an oral tradition. Later these provided a valuable source of information about their past history. They used a small stringed musical instrument called the Oud, wh ich is considered as a forerunner to the European lute. They enjoyed games like boxing, wrestling, and some form of polo. Mesopotamians were known to bury their dead in family graves along with their possessions. The political history of the Sumerians was one of constant warfare, where each city-state would try to conquer and unify the other, but mostly failing in their efforts. Though it was eventually unified by Eannatum, the Sumerian King of Lagash for a short period, it was later conquered by the Akkadians, who survived for a few generations before being taken over by the Babylonians. EGYPT The Egyptian culture has about six thousand years of recorded history. Life here began along the banks of the river Nile. This place has a very rare geographical unity and also cultural unity. The Egyptian people even today feel proud about being a descendant of humankind who belonged to the earliest civilized community. Egypt was one of the earliest civilizations, which maintained such a dis tinctive and stable culture that it was powerful enough to later influence the cultures of Europe, the Middle East and the African countries. Most of the dynasties of the ancient Egyptians developed along the river Nile. A lot of

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Tattooed Soldier Essay Example | Topics and Well Written Essays - 750 words

Tattooed Soldier - Essay Example Antonio Bernal, a Guatemalan refugee is traumatized by the brutal death of his wife and only one son. He flees to Los Angeles to find solace, forget the problems and redeem his life. ‘When he first came to Los Angeles, Antonio thought of it as the place where he would redeem himself, undertake a new beginning’. Being a middle class civil servant once, seven years down the line, Antonio is wandering like homeless tramps in the city. He has been evicted from a rental house for failing to clear rent. The bitter truth that Los Angeles is no better than Guatemala reveals itself. He finds that life in the city is much more difficult and all his hopes abort. Guillermo Longoria is an ex-military soldier, an perpetrator of Antonio’s family and a member of death squad, the jaguar battalion of the Guatemalan army. He has tattooed his forearm with a yellow menacing jaguar as a mark of ruthless executor. Having contributed to the genocide that burnt the Guatemalan highlands and participated in the assassination of many Guatemalan citizens, he also flees to Los Angeles. He hopes to rid off the feelings, memories and the guilty consciousness he is suffering from as a result of his actions. He believes Los Angeles is not infected with the filth and pandemonium like that in Guatemala. Unfortunate for him, he learns that the city is even worse. ‘This place, this Los Angeles, is a cloud of filth, even the sky is muddy brown†¦ no one in Los Angeles seemed to care about trespassing, about people breaking the law†... Unfortunate for him, he learns that the city is even worse. ‘This place, this Los Angeles, is a cloud of filth, even the sky is muddy brown†¦ no one in Los Angeles seemed to care about trespassing, about people breaking the law† (Tobar, 34). The two men have been brought up in humble backgrounds. Both are haunted by past experiences and hopes for bright future in America. Antonio, seven years ago a middle-class civil servant, married and with one son comes home from work to meet his wife and son killed. The memories and fear ignites cowardice and he is fighting with self esteem in the move to avenge his family murderer. Longoria was a peasant before being coerced to join the army, a profession he eventually came to love. Luckily, his military experience earns him a job and is able to have his own home in America. Having committed crimes in Guatemala, he believes to find peace in Los Angeles, where he thinks is crime free. â€Å"He would not be swallowed by the uncle anliness around him’ (Tobar, 34) The book is a story of exiles, outsiders, the marginalized, and the powerless. Immigrants have very high expectations about America. Unfortunately, when they move in, especially elites, their profession and social statuses are reduced. Tobar says’ Women with medical degrees became laboratory assistants, accountants became ditch diggers.† (Tobar, 51). the social inequalities are very visible. Only a few like longoria can survive in the city because of its diversity. But immigrants have a hard time being assimilating in the American cultures. The powerless have no option but to concede injustice. Longoria has gotten away with so many crimes but his military experience earns him a

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Thomas Hobbes and Battle of Algiers - Thesis Example They formed, the members of the FNL that was aimed at fighting for Algiers freedom and self-determination. The members of the FNL are believed, from a Hobbesian view to be fighting for what they already own. The Battle of Algiers simply expresses the feelings, reactions and resolves of the Algiers to disallow the French rule in Algiers. It is out rightly indisputable that Hobbes is mistaken about what freedom and self-determination are. A country cannot be self-determining and freed if it is under an external rule. This paper will maintain that Hobbes view of the FLN is out rightly mistaken about what constitutes true freedom and self-determination. Hobbes makes the claim that the state of nature is a despondent state of war in which significant human ends are dependably achievable. He maintains that everyone being sensible can understand that a war involving all against all is hostile to the fulfillment of her/his concern. For the Algiers to obtain their self-determination and freedom, they had to fight the French rulers. Having been ruled by the French since 1830s, Algeria could not accept to keep being ruled by them. Hence, they used all means possible to attain their independence, including using children and women to actualize their strategies (Pontecorvo 1967-Movie). Hobbes is mistaken, for without a violent engagement with an invader, power cannot be obtained. All nations in history had to fight for their independence, as opposed to what Hobbes suggests. Hobbes considers freedom to be the situation where people mutually pledge to each other to conform to a common authority (Hobbes Pt. 1). By the French and Algiers conforming to a common power, it would mean the French rule and Algiers rule approving the group to rule Algeria. It would be unacceptable for a French rule taking charge of Algeria. As well it would not be acceptable to the French to hand over its long rule to the Algiers. Hence, Hobbes beliefs could not be applicable and cannot be applied to

Topics in International Relations Essay Example | Topics and Well Written Essays - 750 words

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State of Economy Before the Civil War and Its Grounds - Assignment Example It all went to neglect at a stage in history when political discontent emerged among American-Liberians who wanted and apparently claimed political dominion which could have possibly triggered Charles Taylor (Liberia – First) to pursue an invasion of Liberia when he sought great opportunity at convincing two ethnic groups to redress the prevailing disorderly situation. This move initiated higher conflicts that involved certain tribes as the Gios and the Mandingoes (Liberia – First) who eventually became rebels whose misconception of grounds and events drove them to hatred and aggression that led to the waging of bloody Liberian civil war in Africa. It truly saddens to realize that it was merely a politically generated war which was not even founded on a patriotic cause that should have taken the welfare of Liberian citizens, especially the innocent ones to account. I could not bear to ponder about the exploitation of natural resources by the warlords who were reluctant to negotiate and settle in peaceful terms with the enemies as they gained huge advantage over the fact that disputes had been able to cover their greed and corrupt intention toward the country’s revenues and vast resources of timber, iron ore, rubber, diamonds, and gold. Because of their selfish interest to stay in power, wickedness further maintained this status by utilizing the profits with resources to buy or produce more weapons or deadly tools that killed over 200,000 excluding a million others (Liberia – First) who took refuge beyond Liberia. According to the Bureau of African Affairs: â€Å"The 1989-2003 civil war had a devastating effect on the country's economy. Most major businesses were destroyed or heavily damaged, and most foreign investors and businesses left the country. During the administration of Charles Taylor, relations between Liberia and  its West African neighbors became seriously strained. The outbreak of civil war in Liberia and the long dominance of Charles Taylor soured bilateral relations (Background Note).†

Global Strategy and Local Needs in the Luxury Car Market Essay Example for Free

Global Strategy and Local Needs in the Luxury Car Market Essay 1 Introduction Since the 1980’s researchers have been trying to understand what globalization is and how competitive advantage can be gained out of it. This study will look at this movement with a critical eye and reflect whether or not it is sometimes better to give local needs priority in management decisions. The purpose of this study is to analyse whether the â€Å"Global strategy, but local needs† assumption leads to success. The objective is to provide scientific evidence for this strategy, analyse different organizations’ strategies and provide a possible recommendation for the best practice. Globalization is a driver of luxury 1 but it is not the best solution to apply this approach in all strategic decisions. This paper will not only look at this strategic approach in general, but will try to focus in specific on the luxury car market. The luxury segment is a fascinating subject for scientific research, because it still provides possibilities for relatively fundamental research within its niche. 2 Although there is considerable literature about specific brands, there is a lack of systematic and scholarly work that analyses the luxury car phenomenon itself. 3 The importance of this segment has also been emphasized in Sergio Marchionne’s recent speech to the shareholders (appendix 7. 2). The CEO of the Fiat S. p. a and of the Chrysler Group LLC underlined that his strategy for the future of the Group is located in the premium4 car production. 5 The motivation of this paper therefore is to analyse the challenge Maserati will have to address and to arrive to some practicable conclusions. 1 Cf. Kapferer/Bastien 2012, p. 12. 2 Cf. Heine 2012, p. 6. 3 Cf. Berger 2001, p. 160. 4. Expression intentionally quoted to illustrate a later explained statement 5 Cf. Fiat S. p. a. 2012b. Definition and terminology 1. 1 2 Methodology The findings of this project are derived from primary, secondary and tertiary sources of information. The tertiary source was mainly the catalogue of the Deutsche Nationalbibliothek in Frankfurt. Another important part of the data collection contributed the Internet. Most data has been found with the search engine google. com and scholar. google. com and the homepages of the relative brands mentioned in the project. The biggest part of the project’s information was taken out of secondary sources such as textbooks, newspapers and specific literature. Finally, the annual reports of 2011 of selected brands have been consulted. 2 Definition and terminology 2. 1 Strategy â€Å"†¦ Strategy in corporate practice is an integrated concept with the objective of ensuring long-term survival in active interaction with the competition †¦Ã¢â‚¬ 6 In today’s everyday changing business environment all companies are forced to reassess their strategies, their structures and their processes regularly. But the answers to every strategic and organizational challenge is varying among industries. 7 Therefore first a summary of different general strategic alternatives will be presented. Afterwards a detailed analysis of the characteristic strategy in the luxury car market will be developed. 2. 2 Global or Local Strategy In this chapter both terms global and local strategy should be defined. Moreover the strategic challenge of a business to decide between both strategies should be analysed. 6 Cf. Kotler/Berger/Bickhoff 2010, p. 12. 7 Cf. Bartlett/ Ghoshal 1990, p. 17. Definition and terminology 3 Businesses have been international since ancient times and at its beginnings international business had simply the form of exporting and importing. Any business that carries out some of its activities across national boundaries can be defined as an international business. 8 In the 70s and 80s keywords as standardization, rationalization and centralization marked the new tendency towards globalization. 9 Globalization is a term that emerged in the 1980s/90s10 and that has become a buzzword in the 1990s. 11 Originally globalization was only an economic phenomenon that described the integration and merger of national economies, and the development of communication and production of knowledge, transportation and migration. 12 Today the extent to which the organization’s activities are spread across geographical regions has become a major consideration in the implementation of an organizations strategy. 13 A global strategy is the tendency of a company to a consistent strategy and adaptation to local circumstances become redundant. Global organizations gain competitive advantage overcoming national and continental boundaries. Therefore it was a widely held belief that there was the risk that the globalization would overrun all regional and national differences. 14 Though today we have evidence that there is no â€Å"global village† and that regional and national differences cannot be so easily neglected. On the contrary the majority of the apparently global organizations use local differences to gain competitive advantage. 15 Therefore numerous literature and research on the counter-rotating trend to globalization, the so-called localization, can be found. Localization in general means the adaptation to or consideration of local market conditions. Most of the research concluded that the two apparently contrary concepts do not mutually exclude but depend on one another: â€Å"Globalization can mean the reinforcement of 8 Cf. Campbell/Stonehouse/Houston 2002, p. 255. 9 Cf. Bartlett/Ghoshal 1990, p. 36. 10 Cf. Lohmeier 2008, p. 9. 11 Cf. Rohm 2010, p. 4. 12 Cf. Lohmeier 2008, p. 9. 13 Cf. Campbell/Stonehouse/Houston 2002, p. 254. 14 Cf. Lohmeier 2008, p. 10 15 Cf. Lohmeier 2008, p. 58. 4 Definition and terminology or go together with localism as in ‘Think globally, act locally’†¦Ã¢â‚¬  16 . Numerous literatures even deduce a new concept called â€Å"Glocalization. † Glocal strategies are strategies that provide evidence to global and local players, to respond advantageous and purposeful to globalization. They should assist global players to localize their activities where worthwhile and show ways and means to local players to make use of the global area respectively in both cases without abandoning their global or local character. 17 2. 3 Bartlett’s and Ghoshal’s model According to Bartlett and Ghoshal there are three traditional strategic directions a company can follow. Tab. 1: The three strategic directions 18 Multinational Global International Strong local presence Cost reduction through Usage of knowledge and through respect of national centralized but worldwide competences of the HQ needs oriented activities through worldwide diffusion and adaptation 2. 4 The multinational organization The multinational organization according to Bartlett and Ghoshal is the archetype of the organization. At the beginning of the 1900th century this was the most diffused organizational model. As shown in figure 1 in the multinational organizational model the HQ is at the centre with many decentralized, interdependent and autonomous branches surrounding it. The specific needs of the local markets are encouraged and therefore they are able to react to local needs. Historically this organizational model was the one of many European companies that expanded into foreign countries. Several of these companies originally where family owned companies. Processes were based on personal relationship and 16 Cf. Pieterse 1995, p. 49 zitiert nach Lohmeier 2008,p. 53. 17 Cf. Lohmeier 2008, p. 64. 18 Cf. Bartlett/ Ghoshal 1990, p. 32. 5 Definition and terminology informal contacts rather than formal structures and systems. Therefore only elementary financial control was necessary. 19 Branch Decentralized federation: Many key assets, responsibilities and decisions are decentralized Branch Branch HQ Branch Personal control: Informal HQ – subsidiary relationship, simple financial control Branch Multinational mentality: Management considers overseas operations as portfolio of interdependant business. Branch Figure 1: Multinational organization 20 2. 4. 1 The international organization This organizational model has similarities to the multinational organization. However as shown in figure 2 the branches are more dependent on the transfer of information and knowledge from the HQ. The objective of this kind of organization is to transfer knowledge and competences in aspects such as technology or marketing to underdeveloped foreign branches. The national branches can adapt products or strategies, while the HQ determines innovation and processes. In comparison to the multinational organization model there is more systematization and control. According to Bartlett and Ghoshal the international organization model had its breakthrough in the post-war period. The international organizational model is the model for the typical American Management culture of empowerment and delegation. 19 Cf. Bartlett/Ghosal 1990, p. 73. 20 Cf. Bartlett/Ghosal 1990, p. 74. 6 Definition and terminology Branch Branch Coordinated federation: Many assets, resources, responsibilities and decisions are decentralized but controlled by HQ Branch Branch HQ International mentality: Management considers overseas operations as appendix to a central domestic corporation Branch Administrative control: formal management planningand control systems allow higher HQ-subsidiary linkage. Branch Figure 2: International organization 21 2. 4. 2 The global organization Global companies develop their products and strategies considering only one equal worldwide market. Product development, production and marketing strategies remain centralized. 22 As shown in figure 3 the most important characteristics of the classical global organization have HQs that are a centralized hub that severely controls the branches and a management-mentality that views the world as one economic entity. The main feature is the centralization of assets, resources and competences. The function of branches is reduced to sales and services. In some cases financial competitive advantage is gained outsourcing the production sites abroad. Compared to the multinational and international organizations the branches in global organizations have less power to develop or modify new products and strategies. Managers in global organization, especially those located in HQ, often are more concentrated on the global market and consider the market to be equal worldwide. They have no comprehension of the local needs because there is no exchange of information between HQ and the national branches. 23 21 Cf. Bartlett/Ghoshal 1990, p 77. 22 Cf. Bartlett/Ghosal 1990, p. 31. 23 Cf. Bartlett/Ghoshal 1990, p. 75 f. 7 Definition and terminology Internationalization pioneers like Henry Ford build up their production plant according to this model and the Japanese started their offensive in the 70s and 80s with this model. 24 Normally global organizations first where very successful in their home market and used this success then to expand internationally. 25 Branch Branch Centralized hub: Most of the strategic assets, resources, responsibilities and decisions centralized Branch HQ. Branch Operational control: Tight control of decisions, resources and information through HQ Branch Global mentality: Management considers overseas operations as channels for the supply to a unified global market Branch Figure 3: Global organization 26 2. 4. 3 The transnational strategy Bartlett and Ghoshal claim that the traditional directions do note lead to adequate results anymore. Global and international organizations look out for a centralized answer to a worldwide market opportunity. Multinational companies search local solutions. Therefore Bartlett and Ghoshal developed the assumption for a new approach to solve the challenge of increased competitive and changing environment: The transnational strategy. 27 Companies nowadays can only survive in the competitive environment if they succeed in developing simultaneously worldwide competitiveness, multinational 24 Cf. Bartlett/Ghoshal 1990, p. 75. 25 Cf. Bartlett/Ghoshal 1990, p. 31. 26 Cf. Bartlett/Ghoshal 1990, p. 77. 27 Cf. Bartlett/Ghoshal 1990, p. 33 and p. 90. Definition and terminology 8 flexibility and global learning capabilities. These are the main elements of the transnational model. 28. The transnational model is a symbiosis or rather compromise of the other three traditional strategic directions. It combines both kind of competitive advantages: Because the affiliations are seen as strategic partners they can better respond to local needs and global synergies can be positive side effects. In the transnational model local markets are respected, and the proximity to the market is mainly an instrument to react more flexibly on a global scale. 29 The distinction between multinational and transnational companies is the amount to which the HQs are directly involved in the management of the branches. While a transnational company often has a strategic centre that manages to a high degree all the global operations a multinational company does not coordinate directly its foreign activities but rather considers the branches as interdependent business. The transnational organization acknowledges that there are certain resources and competences such as finance or research and development that are better centralized in the HQ while other resources are more advantageous to be decentralized in the markets to spread the competences on a global level. 30 2. 5 The Luxury Concept and Definition. The concept of luxury is known since ancient times. Lucullus, a roman senator who was famous in the ancient Rome for his marvellous evening events and his love for beauty, delicacies and sensorial pleasures, can be considered inventor of the luxury concept. 31 Chevalier and Mazzalovo provide a definition as follows: A luxury brand is selective and exclusive and provides an additional creative and emotional value for the consumer. It is a brand that is giving the desirable attribute of being scarce, sophisticated and in good taste. It also has a slightly understated and aristocratic attribute. 32 28 Cf. Bartlett/Ghoshal 1990, p. 33. 29 Cf. Bartlett/Ghoshal 1990, p. 84 30 Cf. Bartlett/Ghoshal 1990, p. 84. 31 Cf. Heine 2012, p. 2. 32 Cf. Chevalier/Mazzalovo 2008, p. viii Definition and terminology 9 According to Kapferer and Bastien a luxury brand can be defined by six criteria:33 †¢ An extremely hedonistic experience or product †¢ The price is exceedingly higher compared to the functional value †¢ Tied to a tradition, exclusive expertise and culture ascribed to the brand †¢ Accessible only through controlled and restrained distribution †¢ Obtainable with tailored supplementary services. †¢ Indicating a social representation, making the holder or beneficiary feel special and privileged 2. 6 Luxury versus premium car market The concept of luxury is represented in numerous sectors of activities 34. In this study we will look into more details of the specifics of the automobiles luxury sector. According to Chevalier and Mazzalovo luxury automobiles are â€Å"those cars that consumer perceive as being very special and different from the others. †35 It is necessary to differentiate between the concept of luxury and the concept of premium. The term luxury vehicle suggests a vehicle with a higher quality equipment, better performance, particularly precise construction, comfort, higher design, technologically innovative, and features that transfer an image, brand, status or prestige. Often the image is strongly related to the country of origin of the product. Premium products are upper-range branded products with an increased price without the emotional characteristics like hedonism or myth. „Upper premium brands remain comparative, whereas luxury is superlative. â€Å"36 Suitable examples for this difference can be found in the car industry. While an Audi A6 or A8 are super-premium cars because of the excellent usage value they provide, an Aston Martin or a Lamborghini are luxury cars because of their rarity and the prestige of the name. 37 33 Cf. Kapferer/Bastien 2012, p. 47. 34 Sectors of activities of luxury: Ready-to-wear cloth, jewelry and watches, perfumes and cosmetics, fashion accessories, wines and spirits, automobiles, hotels, tourism and private banking. 35 Cf. Chevalier/Mazzalovo 2008, p. x. 36 Cf. Kapferer/Bastien 2012, p. 43f. ; Cf. Kapferer/Bastien 2012, p. 53. 37 Cf. Kapferer/Bastien 2012, p. 53. 10 Strategic examples One historic management error that underlines the difference between luxury and premium is the Jaguar case. When Ford acquired Jaguar in 1989 they invested a lot in technology and training of the Jaguar employees. Thanks to common platforms with Ford they tried to sell small Jaguars. But this strategy seriously damaged the image of Jaguar and loosing the feeling of exclusivity they lost the luxury status. 38 3 Strategic examples In this chapter the before described theoretic information should be put together into a strategic framework. The strategic examples that will be considered are the most successful competitors of Maserati in terms unit sales: Porsche, Audi, Mercedes and BMW (figure 4). The first step was to obtain an overview of the structure of these companies and to identify their dependencies among each other and with other organizations (appendix 7. 3). The second step was to identify certain characteristics of these organizations and to put them into a framework developed to identify their degree of globalization or localization (appendix 7. 4). Based on this information a picture of their strategic directions has been deduced (appendix 7. 5). Bentley 2,57% Audi 6,56% Maserati 1,81% Jaguar 3,06% Maserati Market 2012 Aston Martin 1,74% Ferrari 1,26% Lexus 0,09% Porsche 48,43% BMW 12,23% Mercedes-Benz 22,25% Figure 4 The Maserati market in Germany in 2012 (market shares) 38 Cf. Kapferer/Bastien 2012, p. 51. 39 Management Services Helwig Smitt GmbH, Hofgeismar. 39 Strategic examples 3. 1 11 Daimler AG Gottlieb Daimler and Carl Benz invented the automobile in 1886. 40 Today the Daimler Group integrates different car manufacturers such as Mercedes-Benz, Smart and Maybach. Cooperating with various organizations worldwide it has converted from a mainly domestically oriented exporting company to a globally operating one. The company is now well established not only in Europe but also in Brazil and Argentina and has established joint ventures also in China. 41 However for the Daimler Group â€Å"the cultural inertia has been difficult to overcome, and global pretensions and traditional German attachments form a contradictory and unstable mix. †42 Therefore it is difficult to classify the group to Bartlett and Ghoshals model. The Daimler AG is rather a combination between the multinational and the global organization. Mercedes-Benz being historically strongly connected to its German roots has a centralized HQ, but at the same time its business units have been made self-responsible profit centres and procurement of materials is globally coordinated for each group of materials. Furthermore this has been intensified through local settlement of direct production, more consultancies and engineering in the branches, and also some development tasks located outside Germany. 43. Daimler is relocating its production sites into emerging markets, as for example the recently opened site in Hungary. This trend can be underlined by its decreasing production figures in Europe. They are currently reducing their production in Sindelfingen. 44 3. 2 BMW AG The BMW group may be the most German focused of the three companies. It is globalized in its objectives rather than in its activities. 45 Approximately 60% of the production of BMW is still located in Germany (figure 5). However BMW is one of 40 Cf. Daimler AG 2012, p. 4. 41 Cf. Lane 2001, p. 84. 42 Cf. Lane 2001, p. 85 43 Cf. Lane 2011, p. 84f. 44 Cf. Berens 2012, p. 17 45 Cf. Lane 2011, p. 86. 12 Strategic examples the most respected brands in the world. The explanations for BMW’s success are a strong brand character, a stable, family shareholding and a very German business philosophy. 46 It can be deduced that having local roots increases the perceived value of BMW. Producing nearly all its automobiles in Germany customers perceive BMW as an authentic product of German culture. BMW follows the same strategy of keeping the Mini production in England. 47 South Africa, 3,06% China, 5,65% Austria, 5,91% CKD, 2,16% UK, 11,23% US, 15,88% Germany, 56,11% Figure 5: Vehicle production of the BMW Group in the world in 2011 48 Therefore BMW can be classified an international organization according to Bartlett and Ghoshal’s model. BMW’s key competences are centralized but many other competences are decentralized. Thus BMW efficaciously implements the strategy of local assembling and local purchasing in countries with high customs duties on imports such as Russia, Thailand or India. However, under the terms of the distinction between luxury and premium products, the cars assembled in Thailand would not longer be defined as luxury products. They do serve to initiate customers into the brand, who then should develop the desire to purchase a ‘real’ BMW ‘made in Germany’. 49 BMW’s Management Meeting Place is a good example for the acquisition of knowledge in the HQ and then transferring it to the branches. First this discussion platform has been started in Germany and then it was transferred to locations abroad. The fact that this strategy works, and that behind BMW probably stands a 46 Cf. Kapferer/Bastien 2012, p. 67. 47 Cf. Kapferer/Bastien 2012, p. 78. 48 Cf. BMW AG 2012, p. 28. 49 Cf. Kapferer/Bastien 2012, p. 78. 13 Strategic examples strong team is underlined by the fact that BMW has been rewarded being â€Å"The World’s Most Attractive Employer† by a study conduced lately. In fact the employee attrition ratio at BMW has decreased continuously in the last 3 years (figure 6). 5,85 percentage of workforce 6,00 4,59 5,00 4,00 2,74 2,66 2,16 3,00 2,00 1,00 0,00 2007 2008 2009 2010 2011. Figure 6: Employee attrition ratio at BMW AG 3. 3 50 Volkswagen AG The Volkswagen Group maybe is the most advanced example of a conglomerate of successful car manufacturers. Among all the subsidiary brands the most significant ones are Volkswagen AG, Audi AG and Porsche AG, but there are also Bentley, Lamborghini, Seat and Skoda (appendix 7. 3). In fact Porsche owns 32,5% of the Volkswagen Group shares. Succeeding in managing a portfolio of so dissimilar organizations under one umbrella certainly makes the Volkswagen Group to a transnational organization according to Bartlett and Ghoshal. The cooperation in-between the brands of the Volkswagen Group are very well developed. One successful example of this approach is the common hybrid drive used in the Porsche Panamera, Cayenne and VW Touareg 51 . In addition the Volkswagen group has only little external cooperation mainly in the area of researching. The key competences remain inside the group. Becoming an integrated automotive industry is part of the group’s â€Å"Strategy 2018†. However, every single brand has its specific targets. Volkswagen’s target is to 50 Cf. BMW AG 2012, p. 39. 51 Cf. Porsche AG 2012, p. 67. The Maserati case 14 become the global market leader by 201852. This underlines the global factor. On the other side Porsche’s target is to become â€Å"the leader of exclusive sports cars manufacturers†53. Audi finally has the target to become the â€Å"premium brand that delights customers worldwide† 54 . Therefore the group’s values and capabilities remain inside the group and with a broad portfolio of interdependent and specialized brands completely different target groups can be addressed. The Volkswagen Group leads the global tendencies of the considered companies. But the core strategic functions (e. g. RD and design) remain mainly German. However the Volkswagen Group also recognizes the importance of knowing the local sources and therefore has implemented the C3-Sourcing program. Becoming technical, organizational and social laboratories foreign branches contribute to the integration of the whole group’s worldwide activities. Hence some Audi models that have the same platform as Volkswagen models are now produced in Volkswagen factories in China. This local adaptation is the key of success for Audi’s sales in China, where the top members of the communist party cannot own a car unless it is made in China, but at the same time it forces the brand to give up their luxury strategy and replace it with a premium one. 4 The Maserati case 4. 1 Introduction to Maserati The Italian sports cars producer with the trident on the logo has been founded as Societa Anonima Officine Alfieri Maserati on December 1st 1914 in Bologna. Maserati was originally founded as a family business, but in 1937 it was sold to the Orsi family. In 1968 it was sold to Citroen and finally became part of the Fiat Group in 1993. 55 Thanks to his big sister Ferrari, Maserati has been reconstructed and from 2006 stands alone now in the structure of the Fiat S. p. a. (see figure 7). Today Maserati’s headquarter is based in Modena and it has two production sites in the north of Italy. Furthermore Maserati is divided in regions (Europe, Asia Pacific, 52 Cf. Volkswagen AG 2012, p. 233. 53 Cf. Porsche AG 2012, p. 14. 54 Cf. Audi AG 2012, p . 131. 55 Cf. Wikipedia 2012a. 15 The Maserati case. America and Middle East) with national branches in each separate country (e. g. France, Germany, United Kingdom). Maserati is currently becoming more and more significant for the rest of the Fiat Group. The first strategic milestone of the so-called â€Å"2010-2014 plan† was the integration of the Chrysler Group in June 2011. Figure 8 shows the increase of 30% of the workforce through this merger, mainly in North America. * including 58,5% Chrysler Group LLC Maserati (100%) Fiat Group Automobiles* (100%) AUTOMOBILES Fiat S. p. a. Ferrari (90%) Fiat Powertrain (100%) Magneti Marelli (100%). COMPONENTS PRODUCTION SYSTEMS Teksid (84,8%) Comau (100%) Figure 7: Structure of the Fiat S. p. a. Workforce 80 62,583 63,214 60 40 2011 2010 60,336 44,668 24,616 23,596 20 56 39,498 5,579 0 5,838 Italy Europe (excl. Italy) NAFTA Mercosur 4,894 other regions Figure 8: Increase of the workforce in the Fiat Group through the integration of Chrysler in 2011 56 Cf. Fiat S. p. a. 2011, p. 11. 57 Cf. Fiat S. p. a. 2012c, p. 30. 57 The Maserati case 16 The second milestone was the plan presented in February 2011 in which â‚ ¬ 500 million were invested for the relaunch a production site58. In this new pIant two new models will be produced: The new Maserati Quattroporte by the end of 2012 and the Maserati Ghibli in the second half of the year 2013. 59 Thereby Maserati plans to increase its sales: While in 2011 Maserati sold 6,159 vehicles worldwide, in 2013 20,000 units are planed and by 2015 a growth up until to 50,000 vehicles per year is projected. 60 The Maserati S. p. a. can be classified as a global organization. They concentrate their decision and strategy making in the HQ in Italy and product development, production and marketing strategies remain centralized. The function of the branches is reduced to the implementation and realization of sales, services and marketing activities. The reason is linked to the strong connection with the domestic country and the patriarchal organizational culture that has developed over the years. One cultural example for this approach is that usually in the branches employees refer to the HQ as â€Å"the factory†. And while until today Maserati’s production sites are located just in the domestic market, by the use of a common platform and production site with the Jeep Grand Cherokee in the United States for the new SUV model, Maserati will enter also in the global environment. 4. 2 Maserati’s strength 4. 2. 1 The cooperation with the Fiat Group Being part of the Fiat Group is strength and weakness at the same time for Maserati. Through the cooperation with the other brands of the group, Maserati can benefit from economies of scale and scope. E. g. particular engines for Maserati are developed and produced in the production site of Ferrari. Another example is the collaboration with Jeep that will allow the new Maserati Levante to share the expertise of Jeep in building SUVs. 61 Moreover the fact that the production of this new Model will be relocated to the United States will finally transform Maserati from a purely domestic manufacturer to a global player. 58 Officine Automobilitische Grugliasco. 59 Cf. Fiat S. p. a. 2012c, p. 34. 60 Cf. Wehner 2012. 61 Cf. Baedecker 2012. The Maserati case 17 4. 2. 2 The luxury image Maserati as a brand itself and the Maserati products are stereotypes of luxury. Maserati is like none of its competitors a unique iconic and superlative brand that stands for an extravagant Italian lifestyle and sportiness. It profits from its long-time racing experience and expertise in building extremely performing engines. Additionally some parts are tailor made and its products are positioned in an upmarket pricing class that does not correlate with the functional value they provide. Moreover until today the units sold are rather restricted and therefore it is still a rarity to see a Maserati on the road. Thus possessing a Maserati is to a high degree socially representative and makes the owner feel special and privileged. Maserati is a myth and continuous to benefit from this legend. 4. 2. 3 Driving performance Another very strong characteristic of Maserati is its driving performance. Driving a Maserati is an overwhelming driving experience from the very first moment you switch on the engine. The expertise in building extremely performing engines is definitely a strength that should not be underestimated. „Hearing a Maseratis V-8 engine scream on the way to its 7200-rpm redline is an experience gear heads will cherish. â€Å"62 4. 2. 4 The people that work for Maserati The people that work for Maserati are fundamental assets. A mixture of experienced and long-established employees on the one side and on the other side young, motivated and talented staff are the most important ingredient for the team that is able to face the current challenges. Maserati’s employees identify with the brand to a high level and therefore live for the brand. E. g. in the HQs in Modena are hanging poster with the slogan â€Å"I am Maserati†. 62 Cf. Floraday 2011. The Maserati case 4. 3 18 Maserati’s weaknesses 4. 3. 1 The image of the Fiat Group As mentioned above, being connected to mass-market brands like Fiat and Chrylser could affect Maserati’s luxury status. This is primarily related to the image of Fiat’s quality standards. The fact that some components are commonly introduced in both, Maserati and Fiat, could severely damage Maserati’s reputation. 4. 3. 2 Progress and technology Except for its engines, Maserati is not using the most advanced technology in his cars until now. Competition from other car manufacturers is very strong in this context (e. g. Porsche or BMW). Therefore this is a threat especially in those markets where technology and innovation are very important factors in the consumer buying behaviour process (e. g. Russia or Germany). Moreover while other manufacturers have already developed new propulsive forces e. g. the new Daimler electric fleet63, Maserati continued only the evolution of traditional fuel and diesel engines. As the petrol price rises also this threat is increasing. And depending on the trend of the environmental regulations in Europe and in the rest of the world, this lack of development could become an increasing challenge for the next future of Maserati. 4. 3. 3 Dealer network Another threat is the necessity to improve and expand the dealer network. There is a clear need to increase the distribution capillarity by appointing additional dealers. Moreover, there is also a need to transform the existing dealers bringing them to focus their activities and organizations on the brand. Dedicated sales, after-sales and marketing forces will be key to this transformation. E. g. most of the Maserati dealers sell also Ferraris and should adapt their staff with personnel dedicated exclusively towards Maserati. 63 Cf. Daimler AG 2012, p. 41. The Maserati case 4. 4 19 Maserati’s opportunities 4. 4. 1 Industrial opportunities With its current models range (Quattroporte, Gran Cabrio and Gran Turismo) Maserati is represented in the core segments.

Principles of Providing Administrative Services Essay Example for Free

Principles of Providing Administrative Services Essay Understand how to make and receive calls When working in a business environment, anyone who deals with administration is most likely going to have to use office equipment, systems and procedures. These will range from telephones to photocopiers, computers to coffee making facilities for guests. Knowing how to operate these and understand what they are for is an essential skill in the business administration department. Presenting the right image therefore is important and understanding how to make and receive telephone calls appropriately is a part of this image as you will have to speak to colleagues, managers, customers and other people each day. Telephone systems have many different features other than the handset and dials/buttons which are used to handle calls professionally. Call holding features are those which are used to place a caller on hold whilst you complete another task. This could be to locate paperwork, look up the caller’s details and information before speaking to them or contact another colleague whom the caller wishes to speak to Call waiting features let you know when there is a caller on the line who wishes to speak to you when you are already using the telephone. These are usually lights which flash or tones which beep to let you know there is a caller waiting Re-directing calls are available on telephone systems where you may be required to forward a call to another colleague. Usually they are features on the telephone which state ‘redirect’ or ‘transfer’ Answer phone features record messages from callers when you or other colleagues are unavailable Teleconferencing features enable others (more than two people) to hold a ‘conference’ style conversation over the telephone. These are now often enhanced with video imaging equipment via a computer TEXT MESSAGE features enable you to send and receive text style messages (as on a mobile phone). ON HOLD 0 This allows you to put the caller on hold while you locate the person who the call is for or perhaps you need to ask a colleague for help/advice without the calling hearing what you are saying. CALL FORWARDING This function allows you redirect a call to another telephone. This can also be used if you will be away from your desk and wish to divert your extension to a colleague. CALL BACK When you are calling a number that is engaged this function will let you know when the line is free, this will save you time by attempting to call back manually. INTERRUPT When your phone is in use it will ‘bleep’ as a signal that another caller is trying to get through. LAST NUMBER REDIAL This function is normally one button that you press to redial the last used number. DO NOT DISTURB This allows you to stop calls coming through to your phone while you are unavailable, for example when a meeting is taking place. HUNT GROUP This is when an office has a group of telephones all linked to one telephone number; so that calls can be passed around the team until someone answers it. Your organisation will have procedures that need to be followed when using the telephone. Some larger organisations will have written guidelines that they expect to be followed, whereas smaller companies may ask you to observe a more experienced member of staff to learn how to receiving/making calls. It is important to remember that when using the telephone you are representing your workplace; your caller cannot see you so the way you communicate will give the caller an immediate impression, hopefully a good one. Rules to follow when answering calls: * Answer promptly and identify yourself to the caller following your organisations guidelines, â€Å"Good morning/good afternoon, name of company, your name if applies, how may I help you?† * Even if you are busy when you have answered the phone does not let the caller know this, as this will give a bad impression of you and the company. * Do not ignore your colleagues’ phone if it is ringing, answer it and offer to take a message. * Speak with a smile in your voice; this actually helps people to sound more helpful and pleasant. * It is good practice to have a pen and paper ready to take messages. * Do not answer the phone while you are drinking or eating, even if the call is internal. * Answer the caller’s questions with accurate and up to date information, if you cannot answer their questions find someone who can or offer to call them back. * Remember how important confidentiality is when providing information to callers, never give out customer or staff personal details, for example information such as home address, date or birth etc. * If the caller wants to speak to a specific person/department, take these details and transfer the call, remember to introduce the caller to the next person. * Rules to follow when making calls: * Prepare first, you need to know why you are calling in the first place so that you can explain to the person who will answer the phone. * If information is lengthy write yourself a bullet point list of the main notes. * Keep your notepad nearby in case you need to take notes. * Always tell the person who answers the phone who you are and why you are calling. * Make sure you can hear and understand the information you are being told, do not be embarrassed to ask someone to repeat themselves if it is not clear. * If the person answering your call has been helpful, thank them for their time. Taking Messages * When answering a call if the person the caller wishes to speak to is not available, offer to take a message. Rules to follow when taking messages: * Make sure you include all the key facts; this includes the caller’s name, company name, telephone number, any other relevant information the caller wishes you to pass on. * Check all the details with the caller before ending the call. * Write the message clearly to make sure the other person will understand what you are communicating. * Write the time, date of the call on your written message and your own name so the other person can speak to you if they have any questions. Understand how to handle mail Some large organisations have a post room that deals with all incoming and outgoing mail, some have responsible person/persons, and in small organisations everyone is responsible for the post. It is important to follow the correct procedures for receiving, checking and sorting incoming and outgoing mail or packages. If a mistake is made then someone may be waiting on the arrival of an important document and it may go to the wrong person, or even go missing completely. Within most office environments there will be a system and set of procedures for handling incoming and outgoing mail. Staff responsible for receiving and posting mail will have to ensure that: incoming mail has been checked that it has been addressed to the correct organisation and sorted by department or person incoming mail is correctly received and given to the correct recipient outgoing mail is sorted and is correctly labelled with the right postage charge out-going mail is appropriate and relevant to the business (not personal mail). Mail will be in the forms of parcels, letters, recorded deliveries, packages and other mail (including promotional materials/junk mail etc.). Within an organisation there will be different internal and external mail systems. Internal mail systems will involve: Inter-departmental collection points such as pigeon holes or boxes where staff can collect mail relevant to those working within their department. There may also be outgoing postal trays for mail which comes from a department which then needs to be sent from a central office or location site transfer systems – collection and redistribution systems when mail is received into one location but needs to be taken to another (for example, this system would be used when offices are spread out over an industrial park or office block) internal envelopes used for mail which is not being externally posted but sent to staff within an organisation. External mail systems will involve: External mail post boxes (centrally located or collected by administrative staff from departments before being posted externally) recorded delivery postage special delivery postage courier services. Understand how to use different types of office equipment When working within an office environment you will use various types of equipment in order to carry out your role. It is important you know how to use this equipment in order to remain safe and keep risk to a minimum. You may be provided with training at your workplace or you may be asked to refer to the manufacturer’s guide for the equipment you use. Either way it is your responsibility to use all equipment in the correct way and to report any faulty equipment to the relevant person immediately. Manufactures’ guidelines are there for a reason. If you follow the basic guidance then you will not do anything that may harm you or others and the equipment will last longer. The main equipment you will come across in an office is as follows: FAX MACHINES Need to be placed in an area where everyone has access to it and you are able to clearly see when a fax has arrived. Faults could include paper jams, being offline, engaged tone, out of paper, wiring faults, some of these may require expert help so should be reported. PHOTOCOPIERS Should be placed in an open area so there is sufficient air around them, sometimes in a separate room. Faults include paper jams, out of toner etc. Only trained staff should remove paper jams and replace toner. SHREDDERS Used to destroy confidential documents, paper can be recycled, must be over 18 years old to use. Faults include: overloading can cause paper jams, this should be resolved by trained person to avoid harm. GUILLOTINES Used to cut paper, must be over 18 years old to use. BINDING MACHINES Used to bind documents together, do not overload as these can cause the machine to break and ruin documents resulting in wasted resources. FILING CABINETS Used to store documents, drawers must be closed after use to avoid tripping hazards, also must not be overloaded. Never attempt to move a cabinet. COMPUTERS VDU must be at correct height for eye level, also adjust your chair to accommodate posture requirements. Any computer faults should be reported to a Computer Technician. PRINTERS/ SCANNERS It is good practice to proofread all documents before printing to keep waste to a minimum. To be kept where all users can access. Any faults should be reported to a trained Technician. AUDIO MACHINES Used to listen and play back tapes that need to be typed up into the relevant format e.g. letter, memo, report. Each user normally has their own set of earphones for hygiene reasons. Once you have completed a document you can erase the tape and use it again. When using equipment in the workplace it is important to keep it clean and well maintained, especially if you are sharing equipment or desks. You can do this by working in an organised tidy manner, storing equipment safely and cleaning it with the appropriate products. For example using screen wipes for your computer monitor (VDU). You can minimise the number of germs on your keyboard by not eating or drinking at your desk. If you are sharing workspace with others it is good practice to leave the area in a clean and organised manner for the next person in order to give a good impression of the type of person you are. In some organisations you may be required to have a clear desk policy, which means you must leave your desk clear and tidy at the end of the day or when you are away from your desk. Understand how to keep waste to a minimum in a business environment Waste has a huge impact on our carbon footprint and to the cost of running a business. There are many causes of waste in a business environment and many things you can do to prevent it: Paper Proof read before printing, ask yourself do you need to print, email instead of printing, double side when printing or photocopying and use any scrap paper to make note pads. Envelopes, plastic wallets folders – Re use them if you can. Electricity – Turn off computers, monitors and other electrical equipment, do not leave equipment charging over night or for longer periods than necessary and turn lights and heating off when not needed. Many businesses have recycling policies and have put into place measures to make it easy to recycle. You may have an external company that takes away the shredding, toner cartridges or even batteries. There are sometimes allocated bins for paper, cardboard, tins, plastic and glass. Know how to make arrangements for meetings As an administrator you may be called upon to organise and support business meetings. Meetings form a major part of communications within the modern business world. The clear advantage of calling a meeting is that they enable face-to face contact with a number of people at one time, whereas if the communication were done by written communication, it would be difficult to gain a full overview of decisions, involvement etc. It is an opportunity for gaining a wide cross section of opinion where two-way dialogue is encouraged via the asking/answering of questions. What is important for an effective meeting to take place is that the right people are invited and that they are sufficiently briefed in advance so that they can make a worthwhile contribution.   The disadvantage of a meeting is that they can become too numerous, resulting in a great deal of frustration and boredom, owing to a lot of lengthy and often irrelevant discussion, and achieving little or nothing. Also it can be difficult to arrange dates and times convenient for all those who ought to attend, especially when sufficient notice is not given and the people attending have prior commitments. Most people do not like attending meetings – especially if they are not sure what the purpose of the meeting is, or if it goes on too long and achieves too little. Meetings must not be too frequent or held just for the sake of it. There must be a need for a meeting. There should be decisions about the different types of meetings needed. For example, some meetings could be to discuss policy and others to discuss organisation (practical work). Wherever possible the members must know what type of meeting they are going to and what the meeting is for – in other words, the PURPOSE of the meeting. Sometimes an organisation might call a special or extraordinary meeting. There are different types of meetings and planning and it should take account of this. Different types of meetings Most organisations will hold the following types of meetings: The general members meeting This is the most common meeting, which usually happens once a month or once every two weeks. The general members meeting should be the place where members are informed of developments, involved in decisions and given education and information that will help them to become more active in the organisation. General meetings are usually the places where decisions are made and where the executive reports on work they and other sub-committees have done. Special meetings These can be called to discuss specific issues, for example preparing for a national conference or work on planning activities for the year. Any members who are interested should be invited to attend special meetings. They should not be run like general members meetings (with minutes, reports etc) but should only focus on the issues they’ve been called to discuss. Executive meetings The executive should meet more regularly than the general members, and executive meetings should have a more business-like focus. The executive has to plan implementation for the organisation, monitor the work that has been done, deal with problems, and often (if you’re part of a larger organisation) relate to other levels of the organisation. They should discuss correspondence in detail and address problems as they come up. The executive should also keep an eye on the finances of the organisation and monitor income and expenditure. Every executive meeting should have an item on the agenda that plans for the next general members meeting. They should provide both leadership and administration to the organisation. Annual General Meeting Most organisations have an Annual General Meeting laid down in their constitution. The AGM is the place where the executive accounts to all members about the activities of the year as well as the finances of the organisation. The AGM is also the place where new leaders are elected and are given a mandate to run the organisation for another year. Most AGM’s need at least the following two detailed reports to the members: The secretary’s report that lists plans of the organisation, the actual activities that took place that year, the achievements of the year, and the problems experienced. The treasurer’s report: a detailed financial report that lists all income from subscriptions, grants, donations, fundraising; and all expenditure. This report should also clearly state what the balance is and where that balance is held. It is important to have a written financial report at your AGM but very often members find financial reports difficult to understand and you should try and make it simpler by putting the main headings on news-prints and explaining it to people in less financial language. Planning a meeting Planning should improve participation by ensuring that discussion is on a single topic and that the members are well prepared for the meeting. This is the responsibility of the Chairperson, Secretary and Executive, depending on the type of organisation. Planning does not mean controlling and directing the meeting in such a way that it restricts participation Planning should include the following: Notification- It is the executive’s responsibility to ensure that everyone has been notified of the date, time and venue of the meeting, as well as the main issues to be discussed. For many organisations it is a useful practice to always have their meetings on the same day at the same time in the same place – for example on the first Saturday of every month at the local church hall. If you do not money to always inform your members of meetings then over time this will help you to cut costs, and to make sure that everyone knows where they can find the meeting. Preparing the agenda The agenda is a list of the most important issues for the members to discuss, it is drawn from the Matters Arising from the previous meeting and from the discussions of the Executive or Secretariat. The agenda is the responsibility of the Chairperson and the Secretary. The chairperson should read the minutes of the previous meeting to familiarise him/herself with the issues. This will form the basis of a list of matter arising from these minutes. Matters arising include: Tasks a report back must be given Matters for which further information was required for discussion Matters that were deferred to this meeting There are standard items for any agenda. These items should be arranged in order of priority and time should be allocated for each discussion. Where possible, try to familiarise yourself with each area of discussion. An agenda should include a last item known as General or Any Other Business to allow individuals to raise short items not included on the agenda. Understand procedures for organising travel and accommodation arrangements. If you are involved in arranging events for your company then this may involve many different aspects of planning. Before doing any of the planning you will need to establish what your budget is, it would not be sensible to book guests into a five star hotel at  £100 per night when only  £40 has been budgeted for, or booking first class flights when you should have booked economy. Consideration needs to be taken whether the event is local, national or international, as this will have an effect on the type of transport used to get to the venue. Will you need to book flights, car hire, taxis, trains or perhaps a coach? If people are travelling by car then is there parking close by, does the accommodation have parking? There are different types of overnight accommodation available from bed and breakfasts to hotels. How many nights will people need to stay? Will an evening meal be required? You must check that there are no disabilities that need special preparation for. Someone may need access to a wheelchair, lift, ramp or hearing loop. An interpreter may be needed if English is a second language. You must know you own limits of authority, when to seek guidance and the budget you have to work within. Resources may be needed, for example: †¢ Stationery – Pens, paper   Ã¢â‚¬ ¢ Equipment – Flip charts, laptops (possible Internet access), overhead projectors, chairs †¢ Refreshments – Tea, coffee, water, main meals – taking into consideration any dietary needs that people may have If arranging this type of event it is usual practice for your company then you may already have regular suppliers, if not then you may need to shop around to find a suitable supplier within your given budget. There are many different sources of information available to help you to make your arrangements. You can look on the Internet, use regular suppliers, use internal information from colleagues, or paper based information from previous events, or you could use an agent but be aware that an agent will charge a fee for doing a job that you can do. When you have finalised all the details your end the next thing to do is to give this information to all persons attending the event. Information such as: Time and date of event, travel and accommodation details, map of area, places to park and prices, who to contact for further details or if they have any special needs, agenda and list of anything that needs to be brought Understand diary management procedures. Diaries are an essential planning aid that all organisations will use at some point; some use them more than others depending on the nature of the business. It is important to use a diary to help teams and individuals to plan tasks/activities, some of which will involve very strict deadlines. You can log information such as date, timings and locations of the people who are involved. Diaries can also help staff to know the whereabouts of their colleagues and when they are available to speak to. For example if you answer a call for a colleague but are not sure where they are, you could refer to the staff diary to locate this information (as long as this is accurate and up to date). There are various types of manual diaries that are available; these vary from a large, page-a day type to a smaller version with up to a week on view on each two pages. You need the size that will enable you to write clear information on the tasks you need to do and/or the appointments under each date. Manual diaries are often used for personal appointments and are individual to each person. Other people that may use these are secretaries or PAs. Nowadays electronic or computerised diaries are used much more in companies, especially those that book a large amount of appointments, e.g. hospitals, dentists, garages, electrical and gas companies etc. One of the most frequently used electronic diary programs in business is Microsoft Outlook, because it is compatible with other Microsoft Office software, such as Word. Outlook can be used to maintain your diary, organise and manage lists of tasks you have to do, and keep an address book of your contacts. You can use it as an e-mail software program and also use it to check the schedules of other people in your team; this is useful to book team meetings. Some companies also purchase PDAs for their staff, these offer many usable features including functions such as a â€Å"to do† list, address book, a calculator, a reminder option and a memo pad. They are compatible with the PC so that information can be downloaded easily. Understand the purpose of delivering effective customer service and how to do so. Customers expect good customer service. They expect the service provider to have: * A thorough knowledge of what the organisation has to offer in regards to services and products. * The ability to project a positive image to all customers and meet their needs within the organisations’ limitations. * Good communications skills regardless of form or mode. * Staff that can help customers with any questions or queries they may have promptly. * An excellent understanding of the organisation’s procedures that specify how customers can be dealt with. * The product/service that is being advertised readily available and to be sold at the stated price. It is important to be efficient as you may be first point of contact for the whole organisation and this can create a lasting impression. You do not want to seem unprofessional, as this will not give customers any confidence in their dealings with your organisation. It is essential that you gain your customers’ trust. It is also important to meet or exceed your customers’ expectations to lead to repeat and new business.   We all hear, but how many of us actually listen? Actively listening to your customers will enable you to identify exactly what it is they want and give you the opportunity to recognise if there are any additional products or services that may be of interest to them. There are many different types of customers and it is important to identify them so that you evaluate the type of requirement they may have and what you have to do to meet them.   You may have to deal with a regular customer who you are familiar with, don’t forget to treat everyone with the same respect, just because you know this person it does not mean you can stop portraying a professional image. You may also have to deal with service suppliers or maintenance persons who need directing to different parts of the building, or need you to stay with them whilst they are in parts of the building where they should not have access unless accompanied. You may have to deal with internal or external customers, just remember whoever they are to be polite, as you are portraying the professional image of your company. Understand the purpose of reception services and how to follow reception producer. Many administrators undertake receptionist duties. Some companies may have a specialist reception desk and some smaller firms are likely to expect a receptionist to undertake a variety of administration or telephone duties at the same time. There are many skills required to work on a reception: †¢ A thorough knowledge of your organisation, its structure and the names and job roles of people who work there †¢ The ability to project a positive image to all visitors and help them with their needs and problems †¢ An excellent understanding of your company’s procedures that specify how visitors must be dealt with All visitors should be greeted with a smile and a welcome, no matter whether they are expected or not, or important or not. Don’t assume that the best-dressed visitors are the most important many receptionists have made this mistake and, in some cases, annoyed very key people. Treat everyone with the same courtesy, and make them feel that you have time for them. It is important to be efficient as in some cases the receptionist is the first point of contact with the whole organisation and this can create a lasting impression. You do not want to seem unprofessional, as this will not give visitors any confidence in their dealings with your organisation. The receptionist has many roles to perform. As they are seen as the first point of contact then they are often required to give directions or escort visitors to different parts of the building, they are often asked for general information or to solve problems. Communication is a major role and the receptionist should know how to use their communication skills to get the most out of the way they communicate with visitors. An appropriate tone and level of voice are required. Some organisations have a signing in procedure for visitors, in which case it is the role of the receptionist to ensure that this is done and that any identification badges are given out. In large organisations when a visitor goes into the building they are issued with basic health and safety details, for example, what to do in the event of a fire. Security procedures must be complied with; therefore it is essential that the receptionist is familiar with what these are. If these procedures are not complied with then there will be a breach of the security regulations. If you see someone who you think should not be in particular part of the building then err on the side of caution and report them to your line manager. Security in an organisation may: †¢ Allow for unrestricted visitor access †¢ Restrict visitor access to certain areas †¢ Allow restricted access to certain areas only if accompanied, and then only after visitors have complied with certain screening procedures Dealing with hostile visitors can be difficult, stay calm, listen, look sympathetic, apologise if necessary, and if any of this does not work then make sure you know what to do. You may have a security guard you can call or an alarm you can press for assistance.