Becoming an Effective Leader

Becoming an Effective Leader After serving in the Navy for 20 years, I can honestly say that being a manager does not make you a leader. For me, there is a big difference. An effective leader is someone who can motivate people to do things that they would not normally do by themselves. Furthermore, what makes a leader great is their ability to bring out the best in people no matter what the situation may be. After watching the movie, 12 Angry Men, I will present to you in this essay how different leadership styles displayed by three prominent jurors were both ethical and unethical. Additionally, I will show how the consequences of these leadership styles affected the other people in the room regarding the guilt or innocence of a young man and conclude with what can be learned about leadership from these very men. To be an effective leader, it must start from within oneself. Hence, to be an ethical leader, one must be an ethical person first. By combining this class to what I already knew about being a leader, it strengthened my values and my conviction of effective leadership, and that is allowing your people to grow and be successful. Leadership is not about my way or the highway, that is a dictatorship. Leadership is about valuing you people and seeking their contributions. In the movie, this was not the case with jurors #3 #10, which demonstrated the most unethical leadership style for that situation, the authoritarian. Although there are times when authoritarian is needed and will work, in a jury deliberation is not one of them. These men had one goal, and that was to impose their beliefs and convictions upon others in the room, especially the jurors who were easily manipulated. These two men allowed their biased views to prevent them from doing their civic duty which leads to their attempt to indoctrinate the other jurors into thinking like them; they refused to listen to reason or consider any reasonable doubt presented by the other jurors. In chapter eight, Bowie wrote about this unethical leadership style and how Burns rejects what #3 and #10 were doing to the followers in the room. Bowie writes, [Burns] rejection of the indoctrination shows that he respects the autonomy of the followers, (Bowie pg.142) whereas #3 #10 do not. When it comes to pe ople in any situation, self-worth and self-respect are vital to ones autonomy and should be respected by other people. In the movie, juror #3 #10 routinely use unethical authoritarian leadership to prevent other jurors from having any capacity to decide for themselves. By doing so, it gives way to Fonda and his ethical leadership style. To be an effective leader, one must influence followers to work towards a common goal regardless if it is a company, a sports team, or a murder trial. In my experience, how this is achieved is through empowerment of your people. By doing so, you create an ethical environment that allows the people to grow both professionally and personally because they feel that they are part of the team. When it comes to human nature, everyone wants to belong and feel important in some way, that is why you praise in public and reprimand in private. When you value the opinions of people, it creates a high degree of respect within the group that brings out the best in people. That is why Henry Fonda was such a great ethical leader. He sat quietly and listened while observing how the others acted and what they said. By sitting quietly, Fonda noticed that only three people were doing most of the talking and how they were trying to persuade the other jurors. In Fondas case, he brought forth a different p erspective, one that was unbiased. In fact, he repeatedly stated that he has no idea if the boy was guilty or innocent, but it was his social responsibility to ask questions to determine that answer. He was not going to allow other individuals to persuade him or his ethical beliefs.ÂÂ   In fact, when he asked the other jurors, who felt pressured by the authoritarian group what they thought, he was demonstrating effective leadership. By valuing their opinion, he empowered them to open up and provide their perspective, and by doing so, he made them feel important which in turn made them more willing to contribute. For example, Juror #9, Joe Sweeney is the one that provided critical information, the eyeglasses, that no one had ever thought as being relevant or important, turned out to be the key to finding the boy innocent. If it were not for Fondas ethical leadership and belief in autonomy, Juror #9 might not have spoken up like he did. Fonda use of transformational leadership he lped the other men look at the case from a perspective of serving justice by appealing to their higher values. His goal was simple, bring everyone onboard so they could deliberate through participation. By doing so, he explains that the jury should have some form of human dignity and use rational moral decision making to collaborate to determine the boys fate. By doing so, he empowers the weaker jurors to voice their opinion. In regards to the consequences of the two leadership styles, Fondas ethical leadership style inspired others to stand up for what was right and not give in to the pressure of others. For me, the one juror that was most inspired by Fonda was George Voskovec, juror #11. When Voskovec finally had enough, he began to stand up against the authoritarian figures because some were not taking this deliberation serious, telling them that it is our civic duty and social responsibility to listen to all the facts and give a fair verdict, not one based on biased prejudice. Fondas inspiration ignited a flame within Voskovec, and that erupted into an inferno that eventually spread throughout the room and gave the men an ability to perceive ethical truths during a chaotic experience. However, this was not the case for jurors #3, and #10, their unethical authoritarian leadership style and outright bigoted views that were once unchallenged by most of the group were eventually smothered like a cigarette . The once calm and timid jurors that were easy prey for the authoritarian leadership at the beginning of the film could not be pushed around anymore and turned their backs on juror #10 and left him cowering in the corner like a scared little boy. When it comes to this movie and what we can learn about leadership and ethics, it is simply, understanding the leader and follower relationship that exists between these two entities. Henry Fondas character showed us that transformational leadership is an excellent example of combining leadership and ethics because it holds people they lead to a higher standard and expects more from them. By being an ethical leader, you inspire people to do great things even when they do not think they are capable, and in doing so, these subordinates become leaders themselves who learn to share information and ideas. Additionally, this movie shows us that leaders do not have all the answers, such as the case with the glasses. This evidence did not originate from Fonda; it took someone else to bring up the information. What this shows is the more ideas introduced into a situation through group discussion leads to a better decision-making process. For this to happen, it takes an ethical leader to allow other people to provide their perspective. By doing so, people feel empowered and valued. Finally, the movie shows us that to be an ethical leader your intentions must be ethical in nature when you allow your biased views to dictate your actions and beliefs you end up with leaders like juror # 3 and # 10. Work Cited Bowie, N and Werhane, P. (2005). Management Ethics. Oxnard: Blackwell Publishing

The Chasm between France and the United States Essays -- Foriegn Polic

The Chasm between France and the United States France and the United States have a long history of alliance. In the recent past cooperation has been limited, if not reluctant on both parts, and the relationship is evolving. On some levels, the two are not called to deal directly with each other, instead, there is an American identity versus a European identity, as well as an American identity versus a French identity. However, the special relationship between France and the United States is far from being over, and good relations between the two are vital to both countries in order to pursue the national interests of each. This research will consider the differences in foreign policy perspective between the US and France during the Bosnian crisis, the war in Afghanistan, and the International Criminal Court issue, attempting to illustrate the awkwardness of the synchronization of policy between France and the United States. The important changes that have taken place in each nation’s government over the last 200 years have been the driving cause of the evolution of the relationship between the Americans and the French in their passage from two infant democracies conceived in the idealism of the late 18th century to the current world powers that each currently has become. From the beginning of its independence from Great Britain, the United States has had a sort of marriage with France, if for the wrong reasons, which lasted until perhaps WW2, before France’s post WW2 humiliation and De Gaulle’s attempts to restore national power. The separation came during the cold war, during what could be called a mid-century crisis, in which France sought to prove their independence from the increasing... ... Alliance Since World War II. Maxwell MacMillan Canada Inc., 1992. 4. Dempsey, Judy. â€Å"Europe’s Divided Self.† Financial Times 09 July 2002. 5. Hagund, David G.â€Å"The France-US Leadership Race,Closely Watched Allies,†Queens Quarterly Press (Kingston,Ontario: 2000). 6. Holmes, Stephen. â€Å"Liberalism in the Mirror of Transnational Terror† The Tocqueville Review Vol. XXII No: 2-2001Philippe Roger, quoted in John Vincour, â€Å"Why France Disdains America,† The International Herald Tribune 9 Oct. 2002 7. Kagan, Robert. â€Å"Power and Weakness.† Policy Review, No. 113. 8. Rà ©my, Daniel. Qui Veut Tuer la France? (Paris: Jaques Grancher Editeur, 1999) 9.Shapiro, Jeremy, et al. â€Å"The Role of France in the War on Terrorism.† (The Brookings Institution, 2002). 10. Vincour, John. â€Å"Why France Disdains America.† The International Herald Tribune 9 October 2002.

Poetry is often written as a result of reflecting on an intense emotional experience or a significant event

Q: Poetry is often written as a result of reflecting on an intense emotional experience or a significant event. Examine the techniques used by one poet to convey the significance of an experience or event which gave rise to a poem or a sequence of poems. â€Å"Daddy†is a very emotional poem by Sylvia Plath. She wrote it just before she committed suicide in the early 1960's. It is a very angry poem which is centred around Plath's relationship with her father, who died when she was much younger. Much of her anger and emotion arises from this event. Despite the fact that he has been dead for some time, it is still certain that she feels affected by it. The first verse of the poem creates the tone followed throughout, and helps to set the rest of the poem in context: â€Å"You do not do not do, you do not do Anymore, black shoe In which I have lived like a foot For thirty years, poor and white, Barely daring to breathe or Achoo.† Here, the poet is stating that they have â€Å"†¦lived like a foot for thirty years†¦Ã¢â‚¬ , a simile that is giving the sense that she has felt oppressed for her whole life, as living â€Å"like a foot† is a claustrophobic image, showing how she cannot break free of the â€Å"black shoe† which it is made apparent is representing her â€Å"daddy† figure. The opening line, â€Å"You do not do†¦Ã¢â‚¬  is similar to how a parent would tell a child off, but the poet is reversing the role here, and so her anger at her father is shown straight away. The whole of the first verse is an extended metaphor, to convey the poet's anger at feeling trapped all of her life by the death of her father. The line â€Å"Barely daring to breathe of Achoo.† shows how this has given her a sense of claustrophobia, not being able to escape from a â€Å"black shoe† â€Å"black† appearing throughout the poem, giving connotations of evil, the poet exag gerates in order to express her feelings on her father, and her anger at his death. In verse two, she refers to him as â€Å"marble heavy, a bag full of God†, which represents how he has been weighing her down. The use of the word â€Å"God† is to give the sense that her father has been the all-powerful force in her life until now. â€Å"Daddy, I have had to kill you.† reveals the intent behind her writing the poem, to enable her to â€Å"purge† her father out of her life at last. For the poet, â€Å"Daddy† is a cathartic experience, and this is communicated to the reader because her anger is apparent in the accusing tone used, she's addressing the problems in her life and pointing the finger at him. She describes him here in the second verse as a â€Å"Ghastly statue† saying that there is something sinister about him, â€Å"statue† refers to how he has been immovable, ever-present in her life even after his death. The image of him described in verses two and three focuses on the scale of him. â€Å"One gray toe, big as a Frisco seal/And a head in the freakish Atlantic†¦Ã¢â‚¬  – he is continental. It's almost as if he is too much, and the poet cannot handle the amount that she has built him up in her mind, so much that it almost takes over. But, not all of her fe elings towards her father are negative: â€Å"I used to pray to recover you, Ach, du.† The note of longing present here prevents the poem from simply becoming an angry rant, it's clear that she poet is conflicted on how to feel. The fact that she uses the German language also helps to emphasise how much he has impacted her life, as he was German-American. The tone of the poem is enhanced by the harsh, building rhythm, and the fricative language used. The rhythm builds into a sort of crescendo, and the language used contains a lot of words with an â€Å"oo† sound, similar to the word â€Å"you†, the accusation coming through, her anger at him showing. The repetition of certain words like â€Å"†¦wars,wars,wars†¦Ã¢â‚¬ , â€Å"†¦ich,ich,ich,ich†¦Ã¢â‚¬  and â€Å"†¦back, back, back†¦Ã¢â‚¬  add to the marching rhythm which drives the poem. By the time we get to the heart of this long rant of a poem the imagery relating to her father deliberately becomes confused with that of Nazi atrocities. Furthermore, sometimes Plath's attitude towards her father seems to be more suited to that of a lover; how for instance she sees him as the â€Å"†¦black man who/Bit my pretty red heart in two.† The experience of her father's death had led her to identify with victims of Nazism, which could be seen as particularly self-indulgent on her part, as the comparison seems to be out of balance. â€Å"An engine, an engine Chuffing me off like a Jew. A Jew to Dachau, Auschwitz, Belsen. I began to talk like a Jew. I think I may well be a Jew.† And similarly, her comparisons of her father to a Nazi: â€Å"I have always been scared of you, With your Luftwaffe, your gobbledygoo And your neat mustache, And your Aryan eye, bright blue. Panzer-man Panzer-man, O You–† This dynamic she paints of her, the victim, and her father, the oppressor is clearly an exaggeration. Her father's death, however, has made her so angry at him that she sees it fit to draw such comparisons. Her experience of her father's death has forced her to identify with Jews, oppressed by Nazis, the way she has felt oppressed by her father for her whole life. But, this aspect of the poem is juxtaposed with the poet addressing her father in an intimate way, she describes him here as a â€Å"Panzer-man†, representing the glamour of the Second World War, a sort of figure of longing. She refers to father as â€Å"daddy† – â€Å"You stand at the blackboard, daddy/In the picture I have of you.† This emphasises how she has been unable to move on, he has never become a â€Å"father† to her, he is frozen in time as her â€Å"daddy†, although he is still a figure of authority to her. It is because of this inability to move on from the death of her father that she states she has â€Å"made a model† of him, in her husband, â€Å"A man in black with a Meinkampf look.† It's almost as if her husband has been a substitute for her father being absent in her life, and in the end, he does her no good either, she says he â€Å"drank my blood for a year.† referring to how he drained life from her, and in marrying a man that reminds her of her father, it did not offer a solution at all. The poem acts as a way of exorcising her father from her life, but she also refers to her husband in this aspect – â€Å"If I've killed one man I've killed two.†, the poem has been a stake through the heart of both her â€Å"daddy† figure and her husband, referenced to in the last verse (â€Å"There's a stake in your fat black heart† – the poem is the stake, it has killed him). By the end of the poem when she claims â€Å"Daddy, daddy, you bastard, I'm through.†, it can be interpreted in more than one way. The first, that she is through with her â€Å"daddy† that she has exorcised him from her life at last. But secondly, that it has been too much, that the burden has killed her – Sylvia Plath committed suicide soon after the poem was written. â€Å"Daddy† is full of emotion. It allows the poet to exorcise her father from her life, and so it is conflicted and features anger, love and the accusing tone highlights the poet's feelings towards her father, how she hates him for his death early in her life, but there are hints of longing throughout. The Nazi imagery used in the poem could be said to be self-indulgent of the poet, but it is perhaps justified in that she has carried the burden of mourning for her father for the majority of her life. The poet shows her father as an evil figure, so it is easy for the reader to sympathise with her, although it is important to remember that the image she paints of him is exaggerated and so the only â€Å"bad† thing he did was to die too early in Plath's life. And so, the poem could be interpreted as a rant at her dead father, but to the poet, he's been present in her mind throughout her life, and â€Å"Daddy† was how she was able to rid herself of him.

South African Breweries Essay Example

South African Breweries Essay Example South African Breweries Essay South African Breweries Essay In 2001 South African Breweries (SAB) finds itself as the fifth largest brewer in the world. SAB has brewing operations in 21 different countries around the world with an annual output of 77 million hectolitres of beer. South African Breweries also holds a chain of 77 Southern Sun hotels throughout Southern Africa and also owns three casinos.( sabmiller.com/ ) South African Breweries (SAB) has grown on the basis of its strength in developing markets, first in Africa and then in other parts of the world. SAB has become one of the major beer and beverage companies in the world. It was registered in London by a syndicate of investors from the UK and South Africa in 1895. Castle Large was launched in Johannesburg in 1898 and in same year SAB was listed on the London stock exchange. In South Africa, SAB leads the beer market with Castl Larger. However, its wider portfolio included: * SAB: beer- south Africa and continental Africa with breweries for both larger and sorghum and brands such as Castle, Carling Black Lable, hansa Pilsner, Lion, Amstel, Heineken, Hoftbrau, Dakota Ice and 24 other brands. * SABI Asia: breweries in china and India; with 18 major beer brands in China and purified water and Soya milk. * SAB Europe: breweries in the Canary Island, Czech Republic, Hungary, Poland, Romania, Russia and Slovakia and brands including Pilsner Urquell, Gambrinus, Radegast, Keller, Ursus, Redds, lech and Tyskie. * Other beverage interests: butting plants in Africa of spring water, soft drinks, juices and sparkling water, including the Coca-Cola, Schweppes, and Appetiser range. * Southern Sun hotels (77 hotels throughout Southern Africa) and 3 casinos. ( Jonson, G Scholes, K, 2002 PG 898) The 1998 annual report of SAB explained the Groups strategy: SABs International focus has been on countries in which it believes it could use it expertise, which has been gained over 100 yeas in south Africa, to develop beer markets in emerging economies. SAB has invested significantly in its core business, and has commenced brewing operation in a future 5 African countries, 3 Chinese provinces, and 4 Eastern European countries since 1995. SAB intends to continue to protect and further develop its South Africa operation This start with upgrading quality and consistency to create a beer for which people are prepared to pay more and which can give us a healthy profit margin. Then comes improvement to marketing and distribution. Next we improve productivity and capacity South Africa was the original market for SAB and remains centrally important. However, here, the company had experienced mixed fortunes. In 2000 it had suffered a2 per cent decline in volume, but could report an increase in its margins as a result of continuing productivity initiatives. The main reason for the downturn was the domestic situation in South Africa, and in particular a switch in consumer spending. The proportion of disposable income which the average south African spends on beverage and tobacco has fallen steadily since 1992.the normalisation theory suggests that this shift in consumer expenditure will continue as a higher proportion of discretionary expenditure moves from immediate gratification to self-improvement. According to the SABs, in the meantime, we continue to work hard to increase our market share in the total south African liquor market by making beer the alcoholic drink of first choice for more people primarily through better channel segmentation, distribution and promotions. Our percentage share of the total liquor market is in the mid-50s, so there is scope for future increase. SABI operated in 13 other countries in Africa. In many African countries, SABs South African brands, particularly Castle Larger, are already known and are used by SABIA is currently pursuing a strategy to make Castel Larger the first pan-African beer. Castel larger is currently brewed in 10 African countries. SABIAs strategy is to invest in African countries with lo per capital beer consumption but where SAB believes there is growth potential. SABIA have pursued a policy of expansion into other African states by acquisition and by establishing Greenfield breweries China is second largest beer market in the world in terms of consumption and is currently growing at over 10 per cent per annum. SAB now sells over eight million hectolitres; last year we grew by 38 per cent. China is a fragmented market of around 200 million hectolitres a year, which vast potential for SAB the aim in china is to develop the quality end of the mainstream brand sector. This allow SAB to keep the cost of capital expenditure down and avoid the expensive marketing programmes characteristic of area such as Beijing and Shanghai, where competition is intense. SABIEs strategy has been to invest in countries whose markets are developing from state-run economies to market economies, which typically leads to increased consumer demand. Due in part to the previous state ownership of many breweries and associated business, there had been a lack of capital investment in plans and distribution system, and many of the working practices were inefficient and outdated. SABIE seeks to identify existing operations where, by upgrading brewery and distribution infrastructures and augmenting the operations with SABIE management skills, it can improve marketing, product quality, and productivity so as to increase market share and profitability. Operations in each country are run autonomously SAB completed renovation and construction of its brewery at Kaluga, south west of Moscow, in just eight months and launched its own brand Golden Barrel. This brand has now provided such a great success that the Kaluga brewerys capacity is being expanded from 480,000 to 1.4 million hectolitres is planned. In addition to Golden Barrel brand our portfolio will include a number of foreign brands brewed under licence, such as Staropraman, Holsten Premium and Miller Genuine Draft. In 1999 SAB merged the two beer companies which it controlled jointly with Euro Agro Centrum to create a single company Kompania Piwowarska SAB, bewaring three Polish brand this merger enabled SAB to create a unified brand portfolio, increase productivity, and make saving on aspects of the business ranging from 24 hour operations to distribution synergies. In Hungary SAB had well-established brands, including Dreher, but the market was fiercely competitive and there had been a considerable switch away from alcoholic drink and a consequent decline in beer consumption. SAB had reduced its production capacity in 1999 by closing one of its two breweries and by 2000 was in the process of reducing its distribution centres from 18 to 9. Many commentators believed that for a brewery of its size SAB needed to have a major brand in developed markets. It had tired to do so. It had attempted to acquire bass brewers but this was taken by Interbrew of Belgium. Kronenbourg had been acquired by Scottish Newcastle. And it was known that ASB was on the lookout for such a major brand. In recent years SAB has committed significant resources both to international acquisitions and to the reconstruction of acquired business. SAB intended to continue to protect and further develop its SA operations, while investing for growth in its international beer business, where a profitable base, with critical mass in selected developing markets and regions, has now been achieved. Incremental growth, both organic and through acquisition, is being pursued aggressively. It also SAB gave an attentiona to the e-commerce marketing by creating a web site with Microsoft Company. The SAB acquisition of the US brand Miller may create an opportunity for marketing its established brands in the worlds largest market, but it has also been necessary to consolidate the position of the famous names in local markets. Hence the creation of the Castle lager Web site (www.castlelager.co.za). Flexibility was just one concern for SAB, says Warren. The Castle lager site is both interactive users can submit their own pictures for snap competitions, for example and transactional. A number of Castle-brand merchandise products can be ordered via the site. Another advantage for SAB is the depth of Microsoft skills among their own staff, as well as the obvious ease with which Content Management Server integrates with the companys existing Microsoft server products. The strategic position that SAB has chosen to follow is to continue to protect and further develop its South African operations, whilst investing for growth in its international beer business, where a profitable base, with critical mass in selected developing markets and regions has been achieved, incremental growth, both organic and through acquisitions is being pursued aggressively.( Johnson, G Scholes, K ,2002 PG 898) South African Breweries has chosen to follow an aggressive strategic business plan in its overseas ventures, based on market expansion. SAB takes a share in a brewery with a local partner and whilst retaining the brand, transforms the business by upgrading the quality and consistency of the beer, for which people are prepared to pay more, thus giving a healthy profit margin. Once SAB has acquired an initial local strong hold they then advance into regions beyond the brewerys original catchment area. They continue to build initial mass in the region and progress over time to a national basis. Many believe that for a Brewery the size of South African Breweries and with such international presence the company needs to have a major brand in the developed markets. Whilst in South Africa there is a strong presence of the Beer, Castle lager and of other such alcoholic fruit juices, there is little brand recognition in countries such as Europe or China. SAB has attempted in the past to acquire a leading brand but has failed. They had attempted to acquire Bass Brewers but this was taken by Interbrew of Belgium, Kronenbourg had been acquired by Scottish Newcastle. The directors of SAB believed that the listing of south African Breweries on the London Stock Exchange would put SAB in a strong position to pursue its strategy of growth by giving the group greater access to world capital markets and providing it with the financial resources and flexibility to pursue this strategy in an effective and competitive manner.( Jonson, G Scholes, K, 2002 PG 898) South African Breweries concentrates its targeting on the mainstream, rather than the premium beer market. There are concerns in parts of Africa that the castle brand is insufficiently differentiated and was caught in the middle. Premium brands such as Heineken or Amstel are not much more expensive then Castle larger, whilst Sorghum beer, often drunk in townships was a good deal cheaper and positioned Castle as a premium beer in relation to it. South African Breweries already has an established portfolio of businesses across the world (excluding new ventures with Miller and central America). There has been volume growth and improved margins in South Africa, Europe, Africa and Asia. South African Breweries must therefore, improve the promotional aspect of their company if they are to see increased profits. SAB is struggling to achieve a perfect correlation between price and quality as the cost of raw materials is becoming greater and they have encountered increased energy and selling costs. sabmiller.com/results/annual2003/index.asp SAB could continue to operate as separate business units across the world with different brands, different niche markets and different marketing plans or they could integrate the business into a single organisation with a well-differentiated brand. They would then have to create divisions around the target markets (e.g. geographically) or centred on consumer groups (e.g. by age group). Whatever the strategy South African Breweries chooses to adopt they need to identify the bases of competitive advantage, which will arise from an understanding of both markets and customers. South African Breweries needs to understand what a particular customer requires from their product and how they differ between segments. For example, the Castle Larger was poorly differentiated in parts of Africa. The beer didnt hold the prestige that some of the more quality beers did such as Heineken or Amstel and was much more expensive then the cheaper beer Sorghum that was drunk in many townships. South African Breweries needs to be able to predict possible scenarios in the emerging market for at least 5-10 years time, sharing and debating these scenarios improves organisational learning by making managers more perceptive about the forces in the business environment and what is really important.( Jonson, G Scholes, K, 2002 PG 107). There is no point in just waiting for a future event to happen and then implementing a strategy South African Breweries needs to be aware that the average beer drinker is becoming more fashion conscious. According to a report by Audience selection by Mintel Reports in the UK, this millennium 55% of the 18-24 year olds expected to be drinking more than usual. Research has shown that the 18-34 year old age groups share of purchasing beer has grown from 71% in 1997 to 85% in 1999, which again emphasises how critical the brewers advertising and imagery must be in this sector. Todays generations are growing up in a larger-orientated environment which means the shift to larger should continue in the long term.( Mintel International Group LTD, 2003). South African Breweries should adopt they must develop a strong business plan comprising of five key stages. Which are; Segmentation of the market, develop a strong marketing mix concentrating on the 4ps, product, price, promotion and place. PESTEL Analysis of the macro-environment, political, economic, sociological, technological, ecological and legal, recognise the strengths, weaknesses, threats and opportunities (SWOT) of the company, predict Future scenarios and market trends Beer drinkers purchase frequently and quickly becomes brand loyal switching only when there is a more competitively priced product or promotion. SAB needs to step up the brand image especially in continental Europe and the United Kingdom where the company is still relatively unknown. SAB needs to think carefully about where they are going to sell their product, supermarkets, off-licences, the Internet, Wholesalers. They have to be aware that selling in supermarkets is extremely competitive and from time to time they will have to run promotions. SAB must understand that here in the UK a rule of thumb is that at least à ¯Ã‚ ¿Ã‚ ½1million per year is required to achieve impact in a national advertising campaign.( Jobber D, 2001, PG 19) South African Breweries should choose to follow the hybrid strategy. The success of this strategy will be evident when the company is able to deliver enhanced value in terms of customer needs, whilst also having a cost base that permits low prices and is sufficient for reinvestment to maintain and develop bases of differentiation. SAB is already a worldwide organisation with a growing presence. This strategy would work well for the company if they are able to achieve much greater volumes then the competition, the low selling prices will be offset. The hybrid strategy also works very well with entry into new markets. As SAB has a strong history of foreign acquisitions this will help them ultimately take share, divert the attention of the competitor, and establish a foothold from which they could move forward. (Jonson, G Scholes, K, 2002, PG 328) SAB is not yet developed in the majority developed countries or created international brands, SAB Miller needs to create an international brand after the several mergers and acquisitions it has done. The African heritage could be considered as a weakness for SAB Miller SAB has been following the acquisition strategy for many of years, to be able to expand geographically and also diversify its operations in different sectors. Although, we are assuming that SAB has been able to generate a high rate of retained earnings and/or access to debt agreements with financial institutions, the ability to improve the marketing and distribution channels of its acquired businesses, underline the financial power of SAB. Since the mission of the group is to be a world class manufacturer and deliver high quality beer, the strategy used by SAB is appropriate. SAB has been able to gain a significant market share and improve its quality by not only acquiring different companies around the globe, but by having a decentralized marketing and sales group within each country. This strategy has also helped it to increase the economies of scale by effectively utilizing its capacity and productive methods. SAB, has been using its resources and capabilities as effectively as possible in order to follow and attain its strategies SAB has achieved to establish a global business network. By doing so, the company increases its turnover and its profits, which without doubt satisfies stakeholders expectations. Thats why they should support the pursue of the strategy even if they feel insecure about certain acquisitions.

What Makes Truckers Stick with a Company

What Makes Truckers Stick with a Company Recent surveys conducted in and around Salt Lake City, Utah, showed that drivers, ranging from their early 20s  to 60+, stayed with one company an average of 5.73 years and were spending 2.61 weeks away from home on average each trip. In an industry where employers tend to focus on turnover rather than retention, it was an unexpected shift towards what trucking companies tend to forget about- that loyalty is its own reward. The company’s surveys found that the majority of drivers value â€Å"a respectful, friendly, understanding, and kind† environment, followed closely by independence. Practices that incited loyalty included listening to suggestions, providing incentives, and covering benefits.Top companies for retention include:Motor Carrier Service (Ohio), which issues a driver scorecard and asks drivers for input before releasing it. Managers also work closely with drivers to implement suggestions and critiques.Interstate Distributor (Washington), which  focuses on ethics and leadership, features consistency throughout its operations, and has retained 55% of its drivers for more than 5 years.Fremont Contract Carriers (Nebraska), which  surveys its drivers frequently, and provides clear responsive adjustments based on driver feedback.

Muslim Australians in Islamic Banking Research Paper

Muslim Australians in Islamic Banking - Research Paper Example In the next section, the author describes his survey. He explains the procedure he undertook that started from the selection of 300 Muslim Australians that included only those who (a) came from a Muslim background, and were practicing Muslims, (b) currently owned a bank account in Australia, (c) were interested in Islamic banking products, and (d) gainfully employed. He then distributed to them a questionnaire consisting of yes and no questions. Based on the answers, he modeled the probability of observing a 1 i.e. a 'yes' answer, as a function of F. In the subsequent sections, following regression analysis on the data, he tabulated the results obtained into different formations making it very easily interpretable by anybody reading the paper. To further clarify the tabulated data, he extensively analyses the results pointing out important findings from the research and drawing conclusions from it. The last two sections of the research namely, Implications and Conclusions respectively, summarize the results of the paper and include the different view points and misunderstandings of the Muslim Australians with regards to the concept of profit-and-loss sharing Islamic banking products. This is an excellent ... ning the author's attempt to determine the willingness of the Australian Muslims to purchase profit-and-loss sharing Islamic banking products instead of opting for earnings from interest which, according to Islamic laws, is forbidden. The sample size in the research should have been bigger as the selected sample of 300 Australian Muslims that only makes up about 0.11% of the population, (considering a population of more than 281,000 Australian Muslims at the time of survey) would not rightly justify any sweeping statement given from the obtained results. However, the author's critical analysis through out the paper, backed by mathematical procedures, is inspiring and convincing enough for the reader to believe in what the paper concludes. The introduction section gives a brief overview of why the research was conducted and what the paper is about. The author introduces the concept of interest-free banking providing a brief history of its evolvement. He explains in it, the necessity of having banks providing interest free profit-and-loss sharing products to cater the growing population of Muslims in Australia as it would be beneficial not only for the Australian Muslims but also for the banks that should the growing needs for customized services for people. In the next section, the author introduces some terminologies associated with Islamic banking. The terms have been clearly and precisely explained for the reader. This section enlightens the reader about different forms of Islamic banking. Following in this well structured paper is the Methodology section which explicitly explains to the reader the research method adopted. The author superfluously states the focus of the research. A sample of 300 Muslims was chosen and given a questionnaire to be filled. The

INFOSYSTEMS SLP3 Research Paper Example | Topics and Well Written Essays - 250 words

INFOSYSTEMS SLP3 - Research Paper Example This can be compared to California, which has a higher average annual base salary of $77,448, Maryland, which has an average annual base salary of $69,703, and Idaho, which has an average annual base salary of $41,304. The average annual base salary for a teacher throughout the United States is $50,887. The differences indicated above can be attributed to the cost of living in different states. The cost of living in the state can be attributed to five main factors: groceries, housing, utilities, transportation, and healthcare. In California, the cost of housing is expected to be higher by 84% over the New York residence, while the only reducing cost of living is healthcare, which is expected to be lower by 2% (CNN Money, 2012). The cost of living factors are lowest in Idaho, where the only increasing factor is transportation, which will cost 5% more than in New York (CNN Money,