Strategic Management At UNIQLO

Strategic Management At UNIQLO Today, UNIQLO is described as the apparel giant Gap, Inc.s counterpart based on the 4, 000% share price increase, making UNIQLO as Japans third largest clothing retailer. However, it is not always victory for UNIQLO; the subsidiary also has its own share of downturns especially on its international expansion. For instance, expansion programmes in the United Kingdom (UK) saw a tumultuous stumble in profits, forcing Fast Retailing to shut down 16 of the 21 UNIQLO stores opened, because of competition. Most recently, three UNIQLO stores in New Jersey were also closed because of economic slumps. Despite these facts, UNIQLO maintains the spirit and still believed that the brand has only but way forward. How UNIQLO will going to do such is central to this paper, focusing on the companys strategic management. External, industry and competitor analysis as well as the internal environment will be addressed. Political factors have direct impact on business conducts and operations. Decisions made by the affects the decision-making of retailers and could come in the form of policy or legislation. In Hong Kong, the one country, two systems is the prevalent governance philosophy which endows the special administrative region with a high degree of autonomy and its capitalist economic system. Within a capitalistic and free market-oriented economy, retail companies make the majority of microeconomic decisions but they have to conform to specific agreements. Mainland and HK Closer Partnership Economic Arrangement (CEPA) and the US-China Textile Memorandum of Understanding are two examples of this. The former provides UNIQLO with a tariff-free treatment, stating that products which have no existing CEPA rules of origin will enjoy tariff-free treatment upon applications by local manufacturers. The latter could provide UNIQLO with an opportunity for an annual growth of 8-17% in 21 categories of Chi nese textiles and clothing exports to the US. Labor and customary regulations as well as code of conducts are also complied into including China Social Compliance 9000 and US and EU quotas (RSCA 2006; Doshi 2006). Economic Analysis Domestically and globally, businesses are also being affected by economic factors whereby a strong economy indicates positive results and weak economy signifies the opposite, affecting both businesses and consumers. Hong Kongs gross domestic product is estimated at US$206.7bn with the service sector that contributes 90% of the total GDP. The region is also named as the worlds eleventh largest trading entity. Almost 50% of the total population is employed full-time and the unemployment rate has a continuous average decline by 4.1%, making disposition of income a possibility, a lower cost of living that is (Monthly Digest 2008). Spending is generally devoted for food, housing, healthcare, transportation, amusement, services and apparel. People nowadays are very particular with investing in quality clothing thereby resume spending with premium apparel finds (Doshi 2006). Realising this, the price and quality characteristics of UNIQLO has a strategic fit; UNIQLO makes people look fashion able and confident in world-class clothes at a reasonable price through the company-wide integration of the Specialty Store Retailer of Private Label Apparel (SPA) model, a low-cost but effective operation model. Social Analysis Demography or the population characteristics may determine buying patterns and that understanding demographic changes within a particular region or place facilitates determining whether products and services would appeal to customers as well as the number of potential customers (Barney and Hesterly 2006, p. 35). Hong Kong has a total of 6, 985, 300 population based on 2008 estimate and is continuously growing due to immigrant influx from Mainland. According to Doshi, people in HK and elsewhere have a growing interest in private labels. Consumers aspired for having private levels on everyday garments. Casual wear from HK which is known for good design and quality has a positive image on global consumers. Nevertheless, international brands are concentrated in high-end consumers while domestic brands are for low-end consumers (Doshi, 2006). In taking advantage of the wealth of the demography, UNIQLO makes effort on providing high-quality merchandise and generating values to the society by taxes. Further, UNIQLO is a company that is committed in creating positive reputation as manifested in its vision and mission, styles of management, ways of doing business and requirements to employees. Technological Analysis Technological innovations are a priority for the apparel retailing industry but it will remain as labor intensive as it is today. Boosting the industrys productivity, increased in automation has been the recent trend but it is limited on specific functions, to which mostly require human intervention such as sewing and making patterns. Although there are computerised sewing machines that increase the productivity and reduce training time. Further, the uses of computer system software intended for the industry will be on making rough sketches, printing detailed designs and storing of information for easy retrieval. The customer orientation of UNIQLO was basically construed from its website in which customers can give feedbacks by email and discussion board. Hong Productivity Council made a report disclosing that the apparel industry could make sense of information technology (IT) if utilise for order processing, costing analysis, order tracking, material management, reporting and conne ctivity (2004). Industry Analysis Porters Five Forces Analysis A) Threat of Entry Barney and Hesterly (2006, p. 43) point out that new entrants are the firms which have either recently begun operations or those that threaten to begin operations within an industry soon. Notably, the apparel industry is a buyer-driven industry where producers are considering buyers decision-making especially when brand names enter the picture. These buyer-centric industries have low barriers to entry mainly because of intense competition. Utilising brands as a market power source; however, this is a challenge for every clothing company. In the clothing business, mass customisation has seen to be the most effective strategy. Putting strategises into action remains to be in resilience today (Culpan 2002). Therefore, the focus must be on minimising the costs without sacrificing quality and to do this, managerial know how is a must in order to understand interactions with suppliers and consumers, to facilitate creativity and innovation and to maintain mobility in adapting to new market demands (Kincade, Regan and Gibson 2007). Building brand awareness and consumer loyalty is a costly endeavor since it involves advertising needed not only to promote the brand but also on sustaining awareness and loyalty. Strengthening brand names also requires that there are quick response programs to increase revenues and manage risks. One of UNIQLOs major resources is its brand name, which is now synonymous with comfortable, high quality and cheap clothing merchandises. Although brand awareness outside the home country is a challenge, it is of intangible value to UNIQLO as a business asset. Brands are valuable and rare and reputable brands are acquired through the impressions one has of the company, and its products or services. Since a brand name is built overtime it becomes costly to imitate thereby providing a sustainable competitive advantage in the apparel industry (Groucutt, Lydley and Forsyth 2004, p. 285). B) Threat of Rivalry Either in home or host countries, apparels, accessories and merchandise will always have a competitor which usually fluctuates in size. The modern market trends for the apparel industry are globalisation and intensified competition, increasing price and lower profit margin pressures, small quantity with high complexity orders, shorter lead times, multiple location operation, changing customer requirements and liberalisation on textile and clothing quota that creates new market dynamics. Being responsive to these market trends shifts the focus of the apparel industry for more extensive product development and improvements at the least possible cost. Such condition forces companies to divert on product differentiation because of high switching cost. In an industry where products are deemed to be equal, the key sources of differentiation are brand image, reputation and prior existence (Byoungho 2004b). For UNIQLO, the products themselves are an important source of competitive edge. UNIQ LO strives at developing products of high quality, in various collections to enable the company to reach the highest possible number of customers. As such, the rivals would be endangered when it comes to introducing innovative products. UNIQLO is positioned in the fashion capitals of the world for the purpose of taking advantage of the new information about fashion trends. UNIQLOs ability to quickly adapt to trends and new markets has helped them develop product differentiation, something that is key to the companys success in the apparel industry. According to Tokle (1990), product differentiation is what separates the top competitors from the rest, but it something that is not costly to imitate. This is why their product differentiation is only a temporary competitive advantage. Competitive advantage could be achieved once the organisation learns to manage its capabilities that the end consumers could appreciate and competitors would find difficulties imitating (Porter 1985; Roney 2004). C) Threat of Substitutes Casual wear is very particular with loose-fit, comfortable and relaxed fit. Athletic or active wear was perceived to be the closest substitute to casual wear as manifested by the booming athletic wear industry. Typically worn as casual fashion clothing, active attires could provide deterrence in the industry. Moreover, the blurring demarcation on the casual clothing family could be also seen as an opportunity for substitutes. Specialised stores offer semi-casual, smart casual and business casual lines. Semi-casual clothes are less presentational than informal but are not as loose as casual dresses. Smart casual purports conservative looks but with harmony on colors, fabrics, shoes and accessories. Business casual, on the other hand, varies in definition but the common element is the collar. Realising this, the bottomline now is the price. Moreover, based on the SPA business model, all the necessary functions at UNIQLO falls under a single umbrella especially the inbound logistics and the production. UNIQLO is an example of a cut-make-trim company in which in which the company purchase the fabric and retain ownership of the raw materials and work-in-process, and so making it hard for rivals to imitate or produce substitutes for UNQILO brands. D) Threat of Suppliers The prices and availability of commonly used fabrics such as cotton, blends, synthetics and wools might fluctuate significantly due to its dependence on demand, crop yields, weather, supply conditions, transportation costs, government regulations and economic condition among others (Byoungho 2004a). Quota is the major factor that affects the demand and supply of textile and fabrics. Even though the sale of raw materials is standardised, independent contractors, raw material suppliers, importers and apparel manufacturing firms could not isolate themselves from such scenario because of the prospective unsteadiness in the supply chain (Chetty 1999). As well, because of forward vertical integration, coupled with the low barrier to entry, suppliers could easily become rivals. In becoming threat of entry, suppliers could be also become a competitor to already established apparel manufacturers. In addition, contractors is also one of the threats when the demand of the labor increases, it wi ll cause labor costs price inflation. Laszlo (2008) stress that there are five main parts of the apparel value chain including raw material supply, provision of components; production networks; export channels and marketing networks at the retail level. Through the process, UNIQLO has an ownership on production and thereby a complete control on the supplies procurement. UNIQLO insources its production and handles the majority of the operational details. Sourcing is a go-to in the apparel industry but it is not rare although it can add value to UNIQLO. E) Threat of Buyers Reaching more and diverse consuming group, the apparel industry is both a stable and unstable industry. Stable because quality price and quality products are the main element and unstable because there are many factors that affect both price and quality. In the point of consumption, for instance, there are middle men such as the retail stores that offer an array of brands. In purchasing manufactured apparel, retail stores could have influence on making significant requirements and demands on their purchase, affecting prices. Though quality is inherent, prices would not be reasonable at all, and alternative clothing is readily available. This explains why apparel manufacturing companies are setting up their own stand along stores which will cater to their own produce. Important is that apparel stores must not fall dependent on s specific class of customer. Buyers are increasingly appearing to prefer above standard apparel with a much lower cost, making apparel less differentiated. Whe n selling directly to consumers, buyers would incur a significant portion of their dispensable cash. Same goes with retail store, they purchase apparel at the least possible final cost, but adds up to prices of apparel. UNIQLO is involve in selling to the customers through specialty store marketing, with a minimalist strategy of pile em high, sell em cheap concept that is. In addition, the unbranded fashion or the no-logo concept was perceived to be the main reasons for peoples warm attention (Williamson 2007; Parrish, Cassill and Oxenham 2006). Competitor Analysis Local Competitors 1) Bossini There are three competitors for UNIQLO: Bossini, Giordano and Muji. Bossini International Holdings Limited is an apparel brand owner, retailer and franchiser nestled in Hong Kong. From its onset in 1987, Bossini continued to grow both domestically and internationally. Today, the global distribution network is comprised of 551 directly managed and franchised outlets in Mainland, 322 export franchised outlets, 178 directly managed outlets in Hong Kong, Taiwan, Singapore and Malaysia and 1, 051 outlets in 20 countries. Taking pride on its Bossini brand that is comfortable, easy to mix-and-match, colorful and energetic like the Family-Fit brand, Bossini was able to cater to various consumer requirements in a value for money fashion (Bossini Annual Report 2006/2007). The strength of the brand and the people was drawn from the seven practices: face reality, keep it simple, act with the speed of light, set stretch goals, drive quality, create and sustain a learning organisation and keep the A, nurture the B and discard the C. Through this set of practices, Bossini puts emphasis on quality, efficiency and profitability as a source of competitive edge. The company is also continuously building brand awareness by means of innovative cross-regional marketing activities. In enhancing its supply chain, Bossini shorten the product cycle from design to store and will continue to build string ties with them in a proactive manner. Building up an IT system is a strategy meant to drive future growth and profitability. Though the company deals with closure of unsuccessful outlets whenever necessary to divert their attention to areas which needs a closer concentration and with participating in broad campaigns and dual-branding to promote the products and to expa nd market reach, Bossini is more focused on its four core markets. 2) Giordano Established in 1981, Giordano is one among the popular and established casual apparel retailer in Asia Pacific Region which employs about 11, 000 staff with over 1, 895 shops operating in 30 territories worldwide. From its restructuring from 1986, the company prepared for international expansion, which was made possible by the initial success in Hong Kong, Mainland and neighboring countries such as Taiwan and Singapore. Known as the most successful homegrown retail stores, Giordano is a pioneering company that participated in drafting of code of practice in the retailing scene and introduced innovations such as the total shopping experience where customers are greeted individually in the doorstops and bade goodbye unto when leaving the store. Envisioning itself in making people feel good while looking great, the companys main strategy is its For the People philosophy wherein quality, knowledge, innovation, service and simplicity are at the core. As an apparel of choice, Giordano is also committed in providing simplicity of design, quality workmanship, attentive customer service and value-for-money, allowing the company to strongly build its own loyal following (Giordano 2008). Though the four brands Giordano Ladies, Giordano Concepts, Giordano and Giordano Junior are constantly profitable, the weakness is that Giordano has a limited range of products and that consumers may grew tired of the existing concepts. 3) Muji Ryohin Keikaku, better known as Muji, is an outgrowth from The Seiyu, Ltd. In becoming a separate brand, Muji develops range of apparel, household goods and food that takes pride on being functional, simple and of high quality. Literally means no brand, the over 700 Muji products observes the philosophy of simplicity. Primarily purporting an individualistic and diversified lifestyle, Muji follows three processes that is said to be the reason for proving good quality products at lower prices. These are selection of materials, streamlining processes and simplification of packaging. The companys emphasis on preventing materials wastage and improvement of essential product quality as well as time and labor optimisation are the key in achieving operational effectiveness and efficiency. The selection of materials is a very important stage for Muji where suitable raw materials are the main concern. Bulk buying is a strategy wherein quality is the indispensable criterion, underpinning the possibility of producing high quality, low prices products. Thereby, the weakness is on changes in demand and supply of raw materials. Standards at manufacturing stages are also under close scrutiny in order to eliminate waste and reduce cost. When it comes to packaging, Muji sticks to the simplicity philosophy, bearing only product related information and the price tag (Ryohin Keikaku Co., Ltd.). International Competitors 4) Gap Gap, Inc. and United Colors of Benetton are the two international competitors for UNIQLO. Gap, Inc. has been officially incorporated in 1988 as a global specialty and outlet store which offers casual apparel, accessories and personal care products. Gap, Banana Republic, Old Navy and Piperlime are the four primary brands. As a way of building the value of the brands, Gap is very fastidious with brand development, ensuring that value will be integrated from product design to distribution onto marketing, merchandising and shopping environments. The strong point of Gap is its continuous commitment in enhancing the brand; in fact, Gap has an intensive portfolio of brands covering classically styled, high quality, casual apparel at moderate prices for virtually all ages. However, the weakness is on inventory turnover. Emphasising style, quality and good value, Gap embraces a shopper friendly environment where store facades vary depending on selling season, size and location of the store. J ust like UNIQLO, Gap is never threatened of closing under-performing stores and expanding and remodeling existing stores (Gap Annual Report 2006). 5) Benetton A global clothing brand which is based in Treviso, Italy, the name Benetton originated from the Benetton family who founded the company in 1965. Now in existence in over 120 countries, Benetton started with only 5 stores in 1979 which were bounded to reach 800 stores today. The 5, 500 network of contemporary stores worldwide are the reason for generating a total turnover of 2 billion euro. Fashion apparel is the core business wherein quality, style and passion through the brands such as United Color of Benetton, Sisley, Playlife and Killer Loop are the main concerns. Mixing energy, colors and practicality, Benetton offers a portfolio of products for men, women and kids. The strength is in its innovation and IT integration in producing 160 million garments annually. At Benetton, superior product quality is achieved through committing every stage of the production process with innovation and creativity. The weakness is on the tendency for incoherent diversification (Benetton website 20 08). Common to all the competitors of UNIQLO, either domestic or international, is the international expansion strategy known as the judo strategy or the conscious decision to move rapidly into new markets where there is uncontested ground.(Hilburt-Davis 2002), and providing the best value of money based on distinct brands. Product differentiation, low cost production and gateway market penetration like UK and the Mainland are other strategies that these competitors pursue, in the same way like UNQILO is doing. It is important that brands must conform to the needs of the customers of varying age structures and preferences and producing brands where value was mounted from the very first step. Quality and customer service are the main concerns, followed by style or design and functionality. Brand development and building brand awareness as well as the overall look of the establishment are also the priorities. Common also to Bossini and Gap is the closure of unproductive stores/outlets while Benetton takes pride in its IT integration in production. Bossini also engages in dual-branding in terms of marketing. Since it is also common to all of these competitors to conceptualised product portfolio, the weaknesses are on incoherence in diversifying the products, apart from inventory turnover and focusing on core markets. Typically, when these scenarios happen production will be affected and it would not be advisable for those companies which are into bulk buying especially that the styles are immediately paced out. For UNIQLO, the weaknesses of the domestic and global competitors could be reaped off as new strategies and the strengths could be manipulated as new advantages. The UNIQLO could be upgraded in opening flagships stores in every gateway market so as to equally diversify brands and gateway locations, catering to all forms of demographics. For UNIQLO, product mix and shopping spree would be plausible especially if it will come in bolder shades, with better quality and cheaper prices, but are manufactured based on forecasted demands. To take advantage of the opportunities that competitors impose, UNIQLO must also open its horizon into new product trends including the silver market and the plus-size market as part of the brand concepts. Although all of the competing companies including UNQILO are into casual, everyday wear, what will set UNQILO apart from them is the potential of easy care clothing where fabrics are very fluid and/or wrinkle free. Internal Analysis SWOT Analysis 1) Strengths UNIQLO was deemed successful because of its commitment in divergence which supports the individuality of each family member as well as those with fashion-forward and edgy people. These products are of expected high quality because of the effective global materials procurement. Given this, UNIQLOs products are designed parallel with the customer requirements and worldwide markets trends. Voice of the Consumer (VOC) is one of the key in building the most effective brands. For UNIQLO, however, this is not enough, it should be joined with direct engagement in value chain process and doing it through a low-cost, quality-driven manner. In the post production stage, it is also important for UNQILO to obtain effective distribution management and inventory control. UNIQLO is an expert in store development thereby efficient store operation in addition. 2) Weaknesses Japan and Fast Retailing are devoted in simple, functional clothing with minimalist clothing details rather than cutting edge, extravagant clothing. This is the mark of UNIQLO, but could also be its major weakness in penetrating fashion-oriented places such as London, Paris and New York whereby fashion element of UNIQLO products are very limited. Another weakness is that UNIQLO belongs to a multi-layer distribution structured industry; distribution digestibility is hard, leading to clogging in distribution inventory. UNIQLO is also originally designed for low-end consumers and that they will face a head-to-head competition with all kinds of market such as high end, high street, ethical consumers and cut-price shoppers when operating abroad. In some places, profitability is largely determined by the opportunities of retail season like back-to-school and holidays. In both cases, UNIQLO must already acquire the necessary managerial and operational competences prior to establishing a pre sence in these places; but in the case that UNIQLO would not be able to tap on being responsive enough to these threats; this will impact the business results. 3) Opportunities Belonging to an industry where fashion and apparel market trends are unending, UNIQLO is operating in a global business where companies direction and business activities are always expanding. Globalisation provides the apparel industry with grater simultaneity with the help of technology, facilitating the exchange of information with speedier level. Because of interdependence, free trade zone has also seen as profitable because fashion, textile and apparel markets became borderless. While also making larger profits, UNIQLO could invest in social influence or its corporate social responsibility. Whats left for UNQILO is to grab the opportunity of a faster information and knowledge transfer from these locations through a full force IT integration including the customers. The teenager market is also another opportunity the UNIQLO could exploit since this group is very meticulous in value shopping and they have preferences of where to shop and how to shop. 4) Threats Changes in economic conditions, changes in consumption trends and intense competition are just three of the treats that UNQILO, and all other apparel firms, is currently facing. Foreign currency affects the business conduct of UNIQLO because of the locational position of the operations. Johnson and Scholes (2002) relate that strategic positioning is an imperative in realising the strategic capabilities of organisations. UNIQLO has a geographically dispersed operation: fashion designers are in Tokyo, New York and Paris, garnering first hand information in fashion trends; manufacturing departments are in China where cheap labors reside; headquarter is still in Japan which takes responsibility in strategic decision making. Labor and materials could fluctuate depending in the performance of yen comparable to US dollars. In events that the economy of either one of the mentioned locations drifts, UNIQLOs operation will be shaken. In addition, the apparel industry where UNIQLO plays as a ma jor player is contaminated with customers influences where the possibility of switching brands is always a possibility. Conclusion Described as the equivalent of Gap, UNIQLO is increasingly becoming known in the global apparel industry. UNIQLO continued to be a brand of preference because of the quality, simplicity, functionality and cheaper prices of the merchandises. Although UNIQLO is politically influenced by CEPA and US-China memorandum, UNQILO invests only on opportunities that are profitable, advantageous and will purport the continuous geographic expansion of the company. UNIQLO has an advantage when it comes to individual spending basically because clothing is a basic need. While at it, however, UNIQLO must not ignore the social aspects of doing business which is to provide people empowerment when it comes to giving to the government through tax. The company is also committed in enhancing customer service through acquiring the VOC. Entering the apparel market is relatively easy; however, new entrants must face the challenges of building brand awareness and coping with the emergences of new trends. There are at least five major rivals for UNIQLO Bossini, Giordano, Muji, Gap and Benetton. All these rivals are involved in continuous product differentiation since, depending on the fashion trends, substitutes could instantly emerge. Because of the SPA model, UNIQLOs processes are inherently rare; sense of ownership in process responsibilities is the key. The pile em high, sell em cheap concept, as well, is an attribute unique to UNIQLO. In sum, the prevalent strategy at UNIQLO is the continuous domestic and global expansion and low cost production and management, achieved through continuous strengthening of the already reputable brand, ownership of processes, obtaining the VOC, sound distribution and inventory control and efficient store operations. To evaluate, the current strategies of UNIQLO are providing the business with immense profitability and growth. However, UNIQLO already has a record of mistake in focusing more and prioritising international expansions; thus hurting the reputation of the company specially in terms of managerial capacity, expertise and competence. There remains the fact that the products lag behind the quality of the products generated from the fashion centers of the worldwide considering that designers are already in that places. A fact also is that UNIQLO has an immature experience curve in aspects of global market penetration. Shutting down of 16 of the 20 stores in the UK in 2001 and 3 stores in New Jersey are clear-cut evidences of the incompetence on the side of UNIQLO. Global integration proved to be futile especially because UNIQLO is easily shaken up by global economic changes. UNIQLO admits that the closure of the New Jersey stores is because of the recent recessions and investment drifts in the US. In the UK, stores faced closure because of the failure to recognise the consumer preferences of Britons, which are very different with that of Asians and Japanese per se. There are two recommendations for UNIQLO: Asian market integration and establishment on an online shopping site. The first centers the idea that UNIQLO is an Asian product and must be initially offered to Asian consumers. The appreciation of Asian consumers, though they also vary depending on individual cultures, would be much higher compared to that of the Westerners. There are several fashion or brand oriented countries in Asia that UNIQLO has yet to discover such as the Philippines, for instance. Filipinos consider clothing as a staple and the apparel industry in the country is a booming industry. Nonetheless, Filipinos have the invest in quality perception where quality is the primary concern and price is secondary; but if there are products that combine these two features, it will be much appreciated. In addition, export costs would be limited. Online retailing is a proven successful endeavor. Different types of markets and industries are growing because of globalization and the introduction of new information technologies, as well as the pioneer which is the Internet. The key requirements are now centered in quality, speed-to-market, flexibility, innovation, networks, customer service and customization. Internet advertising or sometimes called, as web advertising is a type of advertising in which a person can co Strategic Management at UNIQLO Strategic Management at UNIQLO Introduction Dubbed as Japans retail success story in the new millennium, UNIQLO is a 100% consolidated subsidiary of Fast Retailing Co. Ltd, a Japanese retail holding company. UNIQLO formed the portmanteau for à ¢Ã¢â€š ¬Ã‹Å"unique and à ¢Ã¢â€š ¬Ã‹Å"clothing as am emblem of creativity and individuality of Japanese apparel industry. UNIQLO offers fashionable and high quality clothing at reasonable prices, and was seized as an opportunity to establish a brand position domestically and internationally, combining all the facets of the business from product design to final sales and the operation of the 790 stores around the globe. Primarily offing for a highly brand conscious consumer group, UNIQLO envisions itself as a leading global casual wear company targeting high sales and profitability growth. For UNIQLO, such aim could materialise based on the established strategies such as low cost management, cheapest manufacture and marketing schedules and prioritising customer requirements. Today, UNIQLO is described as the apparel giant Gap, Inc.s counterpart based on the 4, 000% share price increase, making UNIQLO as Japans third largest clothing retailer. However, it is not always victory for UNIQLO; the subsidiary also has its own share of downturns especially on its international expansion. For instance, expansion programmes in the United Kingdom (UK) saw a tumultuous stumble in profits, forcing Fast Retailing to shut down 16 of the 21 UNIQLO stores opened, because of competition. Most recently, three UNIQLO stores in New Jersey were also closed because of economic slumps. Despite these facts, UNIQLO maintains the spirit and still believed that the brand has only but way forward. How UNIQLO will going to do such is central to this paper, focusing on the companys strategic management. External, industry and competitor analysis as well as the internal environment will be addressed. External Analysis Political Analysis Political factors have direct impact on business conducts and operations. Decisions made by the affects the decision-making of retailers and could come in the form of policy or legislation. In Hong Kong, the à ¢Ã¢â€š ¬Ã‹Å"one country, two systems is the prevalent governance philosophy which endows the special administrative region with a high degree of autonomy and its capitalist economic system. Within a capitalistic and free market-oriented economy, retail companies make the majority of microeconomic decisions but they have to conform to specific agreements. Mainland and HK Closer Partnership Economic Arrangement (CEPA) and the US-China Textile Memorandum of Understanding are two examples of this. The former provides UNIQLO with a tariff-free treatment, stating that products which have no existing CEPA rules of origin will enjoy tariff-free treatment upon applications by local manufacturers. The latter could provide UNIQLO with an opportunity for an annual growth of 8-17% in 21 c ategories of Chinese textiles and clothing exports to the US. Labor and customary regulations as well as code of conducts are also complied into including China Social Compliance 9000 and US and EU quotas (RSCA 2006; Doshi 2006). Economic Analysis Domestically and globally, businesses are also being affected by economic factors whereby a strong economy indicates positive results and weak economy signifies the opposite, affecting both businesses and consumers. Hong Kongs gross domestic product is estimated at US$206.7bn with the service sector that contributes 90% of the total GDP. The region is also named as the worlds eleventh largest trading entity. Almost 50% of the total population is employed full-time and the unemployment rate has a continuous average decline by 4.1%, making disposition of income a possibility, a lower cost of living that is (Monthly Digest 2008). Spending is generally devoted for food, housing, healthcare, transportation, amusement, services and apparel. People nowadays are very particular with à ¢Ã¢â€š ¬Ã‹Å"investing in quality clothing thereby resume spending with premium apparel finds (Doshi 2006). Realising this, the price and quality characteristics of UNIQLO has a strategic fit; UNIQLO makes peo ple look fashionable and confident in world-class clothes at a reasonable price through the company-wide integration of the Specialty Store Retailer of Private Label Apparel (SPA) model, a low-cost but effective operation model. Social Analysis Demography or the population characteristics may determine buying patterns and that understanding demographic changes within a particular region or place facilitates determining whether products and services would appeal to customers as well as the number of potential customers (Barney and Hesterly 2006, p. 35). Hong Kong has a total of 6, 985, 300 population based on 2008 estimate and is continuously growing due to immigrant influx from Mainland. According to Doshi, people in HK and elsewhere have a growing interest in private labels. Consumers aspired for having private levels on everyday garments. Casual wear from HK which is known for good design and quality has a positive image on global consumers. Nevertheless, international brands are concentrated in high-end consumers while domestic brands are for low-end consumers (Doshi, 2006). In taking advantage of the wealth of the demography, UNIQLO makes effort on providing high-quality merchandise and generating values to the society by taxes. Further, UNIQLO is a company that is committed in creating positive reputation as manifested in its vision and mission, styles of management, ways of doing business and requirements to employees. Technological Analysis Technological innovations are a priority for the apparel retailing industry but it will remain as labor intensive as it is today. Boosting the industrys productivity, increased in automation has been the recent trend but it is limited on specific functions, to which mostly require human intervention such as sewing and making patterns. Although there are computerised sewing machines that increase the productivity and reduce training time. Further, the uses of computer system software intended for the industry will be on making rough sketches, printing detailed designs and storing of information for easy retrieval. The customer orientation of UNIQLO was basically construed from its website in which customers can give feedbacks by email and discussion board. Hong Productivity Council made a report disclosing that the apparel industry could make sense of information technology (IT) if utilise for order processing, costing analysis, order tracking, material management, reporting and conn ectivity (2004). Industry Analysis Porters Five Forces Analysis A) Threat of Entry Barney and Hesterly (2006, p. 43) point out that new entrants are the firms which have either recently begun operations or those that threaten to begin operations within an industry soon. Notably, the apparel industry is a buyer-driven industry where producers are considering buyers decision-making especially when brand names enter the picture. These buyer-centric industries have low barriers to entry mainly because of intense competition. Utilising brands as a market power source; however, this is a challenge for every clothing company. In the clothing business, mass customisation has seen to be the most effective strategy. Putting strategises into action remains to be in resilience today (Culpan 2002). Therefore, the focus must be on minimising the costs without sacrificing quality and to do this, managerial know how is a must in order to understand interactions with suppliers and consumers, to facilitate creativity and innovation and to maintain mobility in adapting to new market demands (Kincade, Regan and Gibson 2007). Building brand awareness and consumer loyalty is a costly endeavor since it involves advertising needed not only to promote the brand but also on sustaining awareness and loyalty. Strengthening brand names also requires that there are à ¢Ã¢â€š ¬Ã‹Å"quick response programs to increase revenues and manage risks. One of UNIQLOs major resources is its brand name, which is now synonymous with comfortable, high quality and cheap clothing merchandises. Although brand awareness outside the home country is a challenge, it is of intangible value to UNIQLO as a business asset. Brands are valuable and rare and reputable brands are acquired through the impressions one has of the company, and its products or services. Since a brand name is built overtime it becomes costly to imitate thereby providing a sustainable competitive advantage in the apparel industry (Groucutt, Lydley and Forsyth 2004, p. 285). B) Threat of Rivalry Either in home or host countries, apparels, accessories and merchandise will always have a competitor which usually fluctuates in size. The modern market trends for the apparel industry are globalisation and intensified competition, increasing price and lower profit margin pressures, small quantity with high complexity orders, shorter lead times, multiple location operation, changing customer requirements and liberalisation on textile and clothing quota that creates new market dynamics. Being responsive to these market trends shifts the focus of the apparel industry for more extensive product development and improvements at the least possible cost. Such condition forces companies to divert on product differentiation because of high switching cost. In an industry where products are deemed to be à ¢Ã¢â€š ¬Ã‹Å"equal, the key sources of differentiation are brand image, reputation and prior existence (Byoungho 2004b). For UNIQLO, the products themselves are an important source of compet itive edge. UNIQLO strives at developing products of high quality, in various collections to enable the company to reach the highest possible number of customers. As such, the rivals would be endangered when it comes to introducing innovative products. UNIQLO is positioned in the fashion capitals of the world for the purpose of taking advantage of the new information about fashion trends. UNIQLOs ability to quickly adapt to trends and new markets has helped them develop product differentiation, something that is key to the companys success in the apparel industry. According to Tokle (1990), product differentiation is what separates the top competitors from the rest, but it something that is not costly to imitate. This is why their product differentiation is only a temporary competitive advantage. Competitive advantage could be achieved once the organisation learns to manage its capabilities that the end consumers could appreciate and competitors would find difficulties imitating (Po rter 1985; Roney 2004). C) Threat of Substitutes Casual wear is very particular with loose-fit, comfortable and relaxed fit. Athletic or active wear was perceived to be the closest substitute to casual wear as manifested by the booming athletic wear industry. Typically worn as casual fashion clothing, active attires could provide deterrence in the industry. Moreover, the blurring demarcation on the casual clothing family could be also seen as an opportunity for substitutes. Specialised stores offer semi-casual, smart casual and business casual lines. Semi-casual clothes are less presentational than informal but are not as loose as casual dresses. Smart casual purports conservative looks but with harmony on colors, fabrics, shoes and accessories. Business casual, on the other hand, varies in definition but the common element is the collar. Realising this, the bottomline now is the price. Moreover, based on the SPA business model, all the necessary functions at UNIQLO falls under a single umbrella especially the inbound logistics an d the production. UNIQLO is an example of a cut-make-trim company in which in which the company purchase the fabric and retain ownership of the raw materials and work-in-process, and so making it hard for rivals to imitate or produce substitutes for UNQILO brands. D) Threat of Suppliers The prices and availability of commonly used fabrics such as cotton, blends, synthetics and wools might fluctuate significantly due to its dependence on demand, crop yields, weather, supply conditions, transportation costs, government regulations and economic condition among others (Byoungho 2004a). Quota is the major factor that affects the demand and supply of textile and fabrics. Even though the sale of raw materials is standardised, independent contractors, raw material suppliers, importers and apparel manufacturing firms could not isolate themselves from such scenario because of the prospective unsteadiness in the supply chain (Chetty 1999). As well, because of forward vertical integration, coupled with the low barrier to entry, suppliers could easily become rivals. In becoming threat of entry, suppliers could be also become a competitor to already established apparel manufacturers. In addition, contractors is also one of the threats when the demand of the labor increases, it w ill cause labor costs price inflation. Laszlo (2008) stress that there are five main parts of the apparel value chain including raw material supply, provision of components; production networks; export channels and marketing networks at the retail level. Through the process, UNIQLO has an ownership on production and thereby a complete control on the supplies procurement. UNIQLO insources its production and handles the majority of the operational details. Sourcing is a go-to in the apparel industry but it is not rare although it can add value to UNIQLO. E) Threat of Buyers Reaching more and diverse consuming group, the apparel industry is both a stable and unstable industry. Stable because quality price and quality products are the main element and unstable because there are many factors that affect both price and quality. In the point of consumption, for instance, there are à ¢Ã¢â€š ¬Ã‹Å"middle men such as the retail stores that offer an array of brands. In purchasing manufactured apparel, retail stores could have influence on making significant requirements and demands on their purchase, affecting prices. Though quality is inherent, prices would not be reasonable at all, and alternative clothing is readily available. This explains why apparel manufacturing companies are setting up their own stand along stores which will cater to their own produce. Important is that apparel stores must not fall dependent on s specific class of customer. Buyers are increasingly appearing to prefer above standard apparel with a much lower cost, making apparel less dif ferentiated. When selling directly to consumers, buyers would incur a significant portion of their dispensable cash. Same goes with retail store, they purchase apparel at the least possible final cost, but adds up to prices of apparel. UNIQLO is involve in selling to the customers through specialty store marketing, with a minimalist strategy of pile em high, sell em cheap concept that is. In addition, the unbranded fashion or the no-logo concept was perceived to be the main reasons for peoples warm attention (Williamson 2007; Parrish, Cassill and Oxenham 2006). Competitor Analysis Local Competitors 1) Bossini There are three competitors for UNIQLO: Bossini, Giordano and Muji. Bossini International Holdings Limited is an apparel brand owner, retailer and franchiser nestled in Hong Kong. From its onset in 1987, Bossini continued to grow both domestically and internationally. Today, the global distribution network is comprised of 551 directly managed and franchised outlets in Mainland, 322 export franchised outlets, 178 directly managed outlets in Hong Kong, Taiwan, Singapore and Malaysia and 1, 051 outlets in 20 countries. Taking pride on its Bossini brand that is comfortable, easy to mix-and-match, colorful and energetic like the à ¢Ã¢â€š ¬Ã‹Å"Family-Fit brand, Bossini was able to cater to various consumer requirements in a value for money fashion (Bossini Annual Report 2006/2007). The strength of the brand and the people was drawn from the seven practices: face reality, keep it simple, act with the speed of light, set stretch goals, drive quality, create and sustain a learning organisation and keep the A, nurture the B and discard the C. Through this set of practices, Bossini puts emphasis on quality, efficiency and profitability as a source of competitive edge. The company is also continuously building brand awareness by means of innovative cross-regional marketing activities. In enhancing its supply chain, Bossini shorten the product cycle from design to store and will continue to build string ties with them in a proactive manner. Building up an IT system is a strategy meant to drive future growth and profitability. Though the company deals with closure of unsuccessful outlets whenever necessary to divert their attention to areas which needs a closer concentration and with participating in broad campaigns and dual-branding to promote the products and to exp and market reach, Bossini is more focused on its four core markets. 2) Giordano Established in 1981, Giordano is one among the popular and established casual apparel retailer in Asia Pacific Region which employs about 11, 000 staff with over 1, 895 shops operating in 30 territories worldwide. From its restructuring from 1986, the company prepared for international expansion, which was made possible by the initial success in Hong Kong, Mainland and neighboring countries such as Taiwan and Singapore. Known as the most successful homegrown retail stores, Giordano is a pioneering company that participated in drafting of code of practice in the retailing scene and introduced innovations such as the total shopping experience where customers are greeted individually in the doorstops and bade goodbye unto when leaving the store. Envisioning itself in making people feel good while looking great, the companys main strategy is its à ¢Ã¢â€š ¬Ã‹Å"For the People philosophy wherein quality, knowledge, innovation, service and simplicity are at the core. As an apparel of choice, Giordano is also committed in providing simplicity of design, quality workmanship, attentive customer service and value-for-money, allowing the company to strongly build its own loyal following (Giordano 2008). Though the four brands Giordano Ladies, Giordano Concepts, Giordano and Giordano Junior are constantly profitable, the weakness is that Giordano has a limited range of products and that consumers may grew tired of the existing concepts. 3) Muji Ryohin Keikaku, better known as Muji, is an outgrowth from The Seiyu, Ltd. In becoming a separate brand, Muji develops range of apparel, household goods and food that takes pride on being functional, simple and of high quality. Literally means à ¢Ã¢â€š ¬Ã‹Å"no brand, the over 700 Muji products observes the philosophy of simplicity. Primarily purporting an individualistic and diversified lifestyle, Muji follows three processes that is said to be the reason for proving good quality products at lower prices. These are selection of materials, streamlining processes and simplification of packaging. The companys emphasis on preventing materials wastage and improvement of essential product quality as well as time and labor optimisation are the key in achieving operational effectiveness and efficiency. The selection of materials is a very important stage for Muji where suitable raw materials are the main concern. Bulk buying is a strategy wherein quality is the indispensable criterion, underpinning the possibility of producing high quality, low prices products. Thereby, the weakness is on changes in demand and supply of raw materials. Standards at manufacturing stages are also under close scrutiny in order to eliminate waste and reduce cost. When it comes to packaging, Muji sticks to the simplicity philosophy, bearing only product related information and the price tag (Ryohin Keikaku Co., Ltd.). International Competitors 4) Gap Gap, Inc. and United Colors of Benetton are the two international competitors for UNIQLO. Gap, Inc. has been officially incorporated in 1988 as a global specialty and outlet store which offers casual apparel, accessories and personal care products. Gap, Banana Republic, Old Navy and Piperlime are the four primary brands. As a way of building the value of the brands, Gap is very fastidious with brand development, ensuring that value will be integrated from product design to distribution onto marketing, merchandising and shopping environments. The strong point of Gap is its continuous commitment in enhancing the brand; in fact, Gap has an intensive portfolio of brands covering classically styled, high quality, casual apparel at moderate prices for virtually all ages. However, the weakness is on inventory turnover. Emphasising style, quality and good value, Gap embraces a shopper friendly environment where store facades vary depending on selling season, size and location of the store. Just like UNIQLO, Gap is never threatened of closing under-performing stores and expanding and remodeling existing stores (Gap Annual Report 2006). 5) Benetton A global clothing brand which is based in Treviso, Italy, the name Benetton originated from the Benetton family who founded the company in 1965. Now in existence in over 120 countries, Benetton started with only 5 stores in 1979 which were bounded to reach 800 stores today. The 5, 500 network of contemporary stores worldwide are the reason for generating a total turnover of 2 billion euro. Fashion apparel is the core business wherein quality, style and passion through the brands such as United Color of Benetton, Sisley, Playlife and Killer Loop are the main concerns. Mixing energy, colors and practicality, Benetton offers a portfolio of products for men, women and kids. The strength is in its innovation and IT integration in producing 160 million garments annually. At Benetton, superior product quality is achieved through committing every stage of the production process with innovation and creativity. The weakness is on the tendency for incoherent diversification (Benetton website 2 008). Common to all the competitors of UNIQLO, either domestic or international, is the international expansion strategy known as the judo strategy or the conscious decision to move rapidly into new markets where there is uncontested ground.(Hilburt-Davis 2002), and providing the best value of money based on distinct brands. Product differentiation, low cost production and gateway market penetration like UK and the Mainland are other strategies that these competitors pursue, in the same way like UNQILO is doing. It is important that brands must conform to the needs of the customers of varying age structures and preferences and producing brands where value was mounted from the very first step. Quality and customer service are the main concerns, followed by style or design and functionality. Brand development and building brand awareness as well as the overall look of the establishment are also the priorities. Common also to Bossini and Gap is the closure of unproductive stores/outlets whil e Benetton takes pride in its IT integration in production. Bossini also engages in dual-branding in terms of marketing. Since it is also common to all of these competitors to conceptualised product portfolio, the weaknesses are on incoherence in diversifying the products, apart from inventory turnover and focusing on core markets. Typically, when these scenarios happen production will be affected and it would not be advisable for those companies which are into bulk buying especially that the styles are immediately paced out. For UNIQLO, the weaknesses of the domestic and global competitors could be reaped off as new strategies and the strengths could be manipulated as new advantages. The UNIQLO could be upgraded in opening flagships stores in every gateway market so as to equally diversify brands and gateway locations, catering to all forms of demographics. For UNIQLO, product mix and shopping spree would be plausible especially if it will come in bolder shades, with better quality and cheaper prices, but are manufactured based on forecasted demands. To take advantage of the opportunities that competitors impose, UNIQLO must also open its horizon into new product trends including the silver market and the plus-size market as part of the brand concepts. Although all of the competing companies including UNQILO are into casual, everyday wear, what will set UNQILO apart from them is the potential of easy care clothing where fabrics are very fluid and/or wrinkle free. Internal Analysis SWOT Analysis 1) Strengths UNIQLO was deemed successful because of its commitment in divergence which supports the individuality of each family member as well as those with fashion-forward and edgy people. These products are of expected high quality because of the effective global materials procurement. Given this, UNIQLOs products are designed parallel with the customer requirements and worldwide markets trends. Voice of the Consumer (VOC) is one of the key in building the most effective brands. For UNIQLO, however, this is not enough, it should be joined with direct engagement in value chain process and doing it through a low-cost, quality-driven manner. In the post production stage, it is also important for UNQILO to obtain effective distribution management and inventory control. UNIQLO is an expert in store development thereby efficient store operation in addition. 2) Weaknesses Japan and Fast Retailing are devoted in simple, functional clothing with minimalist clothing details rather than cutting edge, extravagant clothing. This is the mark of UNIQLO, but could also be its major weakness in penetrating fashion-oriented places such as London, Paris and New York whereby fashion element of UNIQLO products are very limited. Another weakness is that UNIQLO belongs to a multi-layer distribution structured industry; distribution digestibility is hard, leading to clogging in distribution inventory. UNIQLO is also originally designed for low-end consumers and that they will face a head-to-head competition with all kinds of market such as high end, high street, ethical consumers and cut-price shoppers when operating abroad. In some places, profitability is largely determined by the opportunities of retail season like back-to-school and holidays. In both cases, UNIQLO must already acquire the necessary managerial and operational competences prior to establishing a pr esence in these places; but in the case that UNIQLO would not be able to tap on being responsive enough to these threats; this will impact the business results. 3) Opportunities Belonging to an industry where fashion and apparel market trends are unending, UNIQLO is operating in a global business where companies direction and business activities are always expanding. Globalisation provides the apparel industry with grater simultaneity with the help of technology, facilitating the exchange of information with speedier level. Because of interdependence, free trade zone has also seen as profitable because fashion, textile and apparel markets became borderless. While also making larger profits, UNIQLO could invest in social influence or its corporate social responsibility. Whats left for UNQILO is to grab the opportunity of a faster information and knowledge transfer from these locations through a full force IT integration including the customers. The teenager market is also another opportunity the UNIQLO could exploit since this group is very meticulous in value shopping and they have preferences of where to shop and how to shop. 4) Threats Changes in economic conditions, changes in consumption trends and intense competition are just three of the treats that UNQILO, and all other apparel firms, is currently facing. Foreign currency affects the business conduct of UNIQLO because of the locational position of the operations. Johnson and Scholes (2002) relate that strategic positioning is an imperative in realising the strategic capabilities of organisations. UNIQLO has a geographically dispersed operation: fashion designers are in Tokyo, New York and Paris, garnering first hand information in fashion trends; manufacturing departments are in China where cheap labors reside; headquarter is still in Japan which takes responsibility in strategic decision making. Labor and materials could fluctuate depending in the performance of yen comparable to US dollars. In events that the economy of either one of the mentioned locations drifts, UNIQLOs operation will be shaken. In addition, the apparel industry where UNIQLO plays as a m ajor player is contaminated with customers influences where the possibility of switching brands is always a possibility. Conclusion Described as the equivalent of Gap, UNIQLO is increasingly becoming known in the global apparel industry. UNIQLO continued to be a brand of preference because of the quality, simplicity, functionality and cheaper prices of the merchandises. Although UNIQLO is politically influenced by CEPA and US-China memorandum, UNQILO invests only on opportunities that are profitable, advantageous and will purport the continuous geographic expansion of the company. UNIQLO has an advantage when it comes to individual spending basically because clothing is a basic need. While at it, however, UNIQLO must not ignore the social aspects of doing business which is to provide people empowerment when it comes to giving to the government through tax. The company is also committed in enhancing customer service through acquiring the VOC. Entering the apparel market is relatively easy; however, new entrants must face the challenges of building brand awareness and coping with the emergences of new trends. There are at least five major rivals for UNIQLO Bossini, Giordano, Muji, Gap and Benetton. All these rivals are involved in continuous product differentiation since, depending on the fashion trends, substitutes could instantly emerge. Because of the SPA model, UNIQLOs processes are inherently rare; sense of ownership in process responsibilities is the key. The pile em high, sell em cheap concept, as well, is an attribute unique to UNIQLO. In sum, the prevalent strategy at UNIQLO is the continuous domestic and global expansion and low cost production and management, achieved through continuous strengthening of the already reputable brand, ownership of processes, obtaining the VOC, sound distribution and inventory control and efficient store operations. To evaluate, the current strategies of UNIQLO are providing the business with immense profitability and growth. However, UNIQLO already has a record of mistake in focusing more and prioritising international expansions; thus hurting the reputation of the company specially in terms of managerial capacity, expertise and competence. There remains the fact that the products lag behind the quality of the products generated from the fashion centers of the worldwide considering that designers are already in that places. A fact also is that UNIQLO has an immature experience curve in aspects of global market penetration. Shutting down of 16 of the 20 stores in the UK in 2001 and 3 stores in New Jersey are clear-cut evidences of the incompetence on the side of UNIQLO. Global integration proved to be futile especially because UNIQLO is easily shaken up by global economic changes. UNIQLO admits that the closure of the New Jersey stores is because of the recent recessions and investment drifts i n the US. In the UK, stores faced closure because of the failure to recognise the consumer preferences of Britons, which are very different with that of Asians and Japanese per se. There are two recommendations for UNIQLO: Asian market integration and establishment on an online shopping site. The first centers the idea that UNIQLO is an Asian product and must be initially offered to Asian consumers. The appreciation of Asian consumers, though they also vary depending on individual cultures, would be much higher compared to that of the Wester

Greek And Roman Arches :: History, Art, Architecture

Greek and Roman Arches and Architecture Architectural designs changed greatly since the ancient times. Most famous architectures and sculptures today originated from the Greek and Roman civilizations. Moreover, some of the inventions from those civilizations are also being used today, such as the arch, which originated from Roman architecture, and the columns, which originated from the Greek architecture. Throughout history, these architectures and inventions have become the foundations for our buildings, churches, and much more.   Ã‚  Ã‚  Ã‚  Ã‚  The Greek architecture used mainly columns in most of their temples. The shape of the column was the most significant architectural factor. There were three types of columns, which were Doric, Ionic, and Corinthian. On these columns would lay a magnificent centerpiece, which displayed Greek gods or any sort of decorations. On the other hand, the Romans’ architecture used mainly arches, which could hold much more pressure than a column. Romans also used columns in their buildings, but only in a decorative form. Arches were made of stones or bricks and placed on top of each other in a way that it can form an arch and hold weight upon itself. In most Roman architectures, such as the Colosseum, there would be a dome over the top to protect from rain, sun, or any other weather. The dome has a massive weight, so there has to be something to support it up, and this is where the job of the arch takes place. In these Greek and Roman buildings or temples, there would be sculptures of famous gods and warriors. The Greek sculptures were also different than the Romans’.

Climate Change Problems For The Fiji Islands Environmental Sciences Essay

This paper explores the hazards that climate alteration airss to the touristry development in Fiji islands. It shows the inauspicious effects of the altering clime and the dangers pose by the touristry activities and besides pose a major jeopardy for the local people in the part. It besides deals with the unsafe C emanations and CO2 consequence on the landscape, nutrient, H2O, energy. Cardinal words: Pacific, clime alteration, C and CO2 emanations.IntroductionThe Pacific is the world`s largest ocean with a surface country of 175 million sq kilometer and constitutes for 40 % of the planet`s Waterss. Located in the tropical latitudes, it covers more than half the globe`s perimeter. Temperature of the surface H2O in the western tropical parts is ever more than 28 ISC over a deepness of several hundred metres. This makes up the world`s storage of thermic energy for exchange with ambiance. Here the interaction between ambiance and ocean is most utmost and influences the clime non merely regionally but planet-wide. The states of the Pacific are obscured human colonies absorbed in this huge fluid existence. The ocean is the most of import factor commanding the environment and life. Hence any alteration in pelagic conditions and climatic alterations are of import for environment and life ( Philander, 1990 ) . The average clime of a part is defined by the mean conditions observed over 3 decennaries or more, sing all features that makes conditions felt by everyone and predicted by meteorologists. The chief features are temperature, air current conditions, atmospheric force per unit area, cloud screen and rainfall. The south Pacific is bounded by an country of low force per unit area near the equator and high force per unit area around 30 S analogue. North-south force per unit area creates the regular air currents in these two countries known as the south-east trades ( Philander, 1990 ) . Any alteration in earth`s clime has an impact on world, biodiversity, wellness and services provided by ecosystems worldwide. For accommodating to such clime alterations it is necessary to understand fluctuation of clime, why and how the clime alterations, and how it impacts the earth`s ecosystems. Climate manner is an of import manner of understanding clime variableness, alterations and impacts. Earth`s clime is altering and such alterations tend to take topographic point with different forms which may be characterised by one or many manners of the clime systems ( Philander, 1990 ) . Fiji is the largest touristry finish in the south Pacific but international reachings are unstable over the last 5 old ages because of harmful events like political putsch in Fiji in 2000, terrorist onslaughts in United States on 11th September 2001, the Bali onslaught in 2002, and terrible acute respiratory syndrome eruption in Asia in 2003. Tourism is endangered to natural jeopardies and catastrophes like temblors, tsunamis, inundation, drouths, and cyclones. Climate alteration is an of import feature in catastrophe direction as it is likely to impact Fiji through sea degree rise and storm rush, altering temperature and utmost conditions events ( Wilbanks, 2003 ) . About 400,000 tourer visited Fiji in 2002 with an mean length of stay of 8 yearss. While most visitants come for remainder and relaxation linked to beach environments, current selling runs aim to switch the image from pure beach publicity to a wider experience ( Ministry of tourism-Fiji, 2003 ) . The chief purpose of this journal paper is to analyse effects of clime alteration in Fiji islands and accommodating and minimising clime alteration by the tourer resorts. The ground for behind this is that studies and interviews were undertaken ensuing in many operators already prepared for clime related alterations and adapt to possible impacts ensuing in clime alteration.MethodTourism in Fiji is mostly based on resorts therefore adjustment sector is outstanding touristry sub-sector. Tourists spend most of their clip at the resorts. For the above grounds it was appropriate to concentrate on this analysis of adjustment.Effectss of clime alteration on touristry in FijiTourism operators are familiar with ecological factors like strong reefs and plain H2O crucial for touristry in Fiji. Operators were witting of the clime alteration associated impacts like cyclones, the walloping of coral reefs and deluging. Contaminated H2O was related to mounting H2O temperature and clime alteration. I ncreasing sea degrees were mentioned by three concerns, two of which lie in low lying Mamanuca Islands. Generally adjustment concern had experienced at least one of the clime related impact. The most common impacts were eroding, H2O handiness, and break of electricity. Many resorts were affected by cyclones ensuing in coral bleaching and belongings injury ( Short, 2004 ) . Climate related impacts antecedently experienced Frequency out of 25 Remarks by respondents Shore line/beach eroding 9 Banks on border property/beach give manner Decreased H2O handiness 9 In recent drouths Interrupted supply concatenation 8 Power cuts Coral bleaching 8 Noticed by tourers, snorkelling affected Damage to belongings 5 From sea rush Sea degree rise 3–Storm frequence and strength 3 Care of gardens ( Short, 2004 ) . Eight concerns said that they were non affected by any of the factors listed. There are five countries located in the Mamanuca Islands, which are comparatively exposed to climate alteration due to the hazard of cyclones, sea degree rise, hapless H2O quality, vanishing corals, and unequal H2O handiness. There is demand of apprehension of clime alteration jobs and the directors do non portion the jobs faced by clime alteration ( Short, 2004 ) . Tourist adjustment uses big assortment of energy resources with electrical energy created from hydropower or Diesel generator being most of import for energy usage. Petrol and Diesel is use for concern vehicles and other intents. Besides liquefied crude oil gas is used by most concerns largely for cookery, hot H2O and in wash. Energy use and nursery gas emanations differ loosely for diverse concerns. The criterion of adjustment and geographical location are the two factors that have major influence on energy ingestion and carbon-dioxide emanations ( Becken, 2002 ) . Tourist adjustment in the Mamanuca Islands is about 2-3 times every bit carbon-intensive as that in Viti Levu. The key cause for this is in electricity coevals, which is to a great extent less carbon-intensive in Viti Levu. Because of the high measure of renewable energy beginnings ( hydro and bagasse ) compared with Diesel production on islands with its natural insufficiency ( about 65-70 % of energy input is lost during the procedure of coevals ) . Resorts on distant islands run more or less self-sufficiently, and therefore have auxiliary energy demands ( e.g. , sewerage intervention, stop deading trash ) . Transport energy use is besides high given that non merely do tourers hold to be transported to and from the resort, but so besides do nutrient supplies, energy ( Diesel and gas ) , H2O and other devices required for runing the resort ( Becken, 2002 ) . The unsmooth executable estimation is obtained of energy usage and C monoxide emanations related with touristry for the Fiji. The entire figure of visitor darks spent in Fiji was 2,891,295 in 2002 ( Department of energy, 2003 ) . 82 % of visitor-nights were spent in hotels, 13 % in backpacker/budget adjustment, and the staying darks were being spent in motels, on boats or in other signifiers of commercial and non-commercial adjustment. Total energy used due to tourist adjustment was calculated at 1,078,373,475 MJ per annum which is tantamount to national energy usage of 6.5 % . in footings of C monoxide the adjustment industry emits 68,219 metric tons per annum. ( Department of energy, 2003 ) Tourism in Fiji is highly exposed to climate alteration related jeopardies such as cyclones, deluging and storms, sea degree rise, eroding, conveyance and communicating break, and momently less H2O handiness. Another most of import apprehensiveness for the touristry industry is the want of natural systems, such as coral reefs and forest ecosystems, farther exasperated by clime alteration. Tourism concerns in common are affected in the signifier of physical harm from a cyclone or storm rush, eroding, and coral bleaching. In malice of the high hazard linked with tourer installations built on the waterfront, most new developments spotlight on coastal countries. Mangroves are been cut down in big graduated table who in bend Acts of the Apostless like a protection against clime related alterations ( Jones, 2003 ) . Tourist adjustment suppliers adapt to climatic conditions that may impact their concern, and in making so they are besides prepared for impacts that may ensue from a altering clime. Typically, operators focus on comparatively concrete and foreseeable bad impacts, such as cyclones and storm rushs, for illustration by cyclone-proofing their constructions and raising breakwaters. A figure of adjustment suppliers have insurance screen against cyclones and storm rushs. By and large, it seems that the hazard of accumulative impacts or more abstract impacts are less recognized and addressed. Pollution control, sewerage intervention, and H2O direction are illustrations of this. The exposure to extreme climate-related events can be reduced when clime alteration version is integrated in the development procedure from the earliest phases ( Jones, 2003 ) . The exact location of the development and design such as constructing stuff, orientation, constructions and landscaping aids in cut downing the exposure. There is a chance to alter touristry development in at finishs less vulnerable to climate alteration, with current efforts to diversifying Fiji`s touristry merchandise in relation to ecotourism. New and alone touristry merchandises can be developed in Fiji on high land countries utilizing Nipponese construct of shakkei ( borrowed landscape ) , where hotel layout, garden landscape gardening and scenery are assorted together into an overall experience of ecosystem that is different from the typical beachfront ( Ayala, 1995 ) . A figure of nursery gas moderateness processs are in topographic point such as accommodating generator sizes, exchanging off visible radiations, energy efficient visible radiation bulbs and solar hot H2O. There is a immense potency for solar energy and wind-generated power particularly on the Coral Coast, the Mamanuca Islands, and Sonasavu, these engineerings are taken up easy, inhibited by deficiency of cognition, capital, capacity and authorities inducements. Often, the energy demand of a individual tourer resort is excessively little to warrant investing in a air current turbine. The policy focal point and involvements of resort operators in Fiji are development-driven, although there is a strong acknowledgment of the construct of sustainable development. Climate alteration is chiefly seen from the position of touristry ‘s exposure and version. Extenuation seems to be less pressing, although in the average term increasing nursery gas emanations ( e.g. , as a consequence of i ncreasing tourer reachings ) could sabotage Fiji ‘s credibleness in international dialogues on clime alteration. The above order of Government and industry precedences has to be recognised when seeking to implement any climate-change-related steps ( Ayala, 1995 ) . Climate alteration can be assorted with sustainable development by placing cardinal jobs and so associating those to climate alteration. In the instance of Fiji touristry these major local jobs are land usage issues, old stock adjustment, deficiency of new capital and investing, limited air capacity, dependance on air travel, economic escape, deficiency of alone merchandising point, environment debasement and political instability ( Narayan, 2000 ) . Environmental jobs like pollution, deforestation and inordinate usage of resources are to be considered. Potential issues in add-on to these jobs are more likely to be funded by giver bureaus, stakeholders and industry members ( Hay et al. , 2003 ) . Acknowledging co-benefits of clime alteration policies is every bit of import as its consequence, for illustration, heavy usage of air conditioning leads to increase in nursery gas emanations or the resettlement of sand adds to local environmental impacts. Future work would necessitate to take into history technological and economic facets, every bit good as the expected sum of decreased or increased nursery gas emanations ( Dang et al. , 2003 ) . Energy is a major cost driver for the operation of a touristry adjustment concern, particularly when energy is derived from fossil fuels either for conveyance or electricity coevals. The operation of Diesel generators is dearly-won, because of inefficiencies, transit costs ( diesel cargo ) , care, and wages for powerhouse staff. Therefore, directors have an economic involvement in maintaining electricity ingestion depression. The Southern Cross with Diesel generators, nevertheless, is that one time a generator is purchased, the optimal scope of electricity coevals is determined at approximately 80 % of the maximal public presentation. Mini hydropower strategies are less relevant for coastal resorts, but could be an option for touristry ventures operated in inland communities ( referred to as ecotourism operators by the Fiji Ministry of Tourism and Visitor Bureau ) . The capital costs are really high, nevertheless, and accordingly the consumption is minimum. The Department of Energy p resently assesses possible sites for mini hydropower strategies, and it is besides researching possible for geothermic electricity coevals on Vanua Levu, the 2nd largest island of Fiji. Wind energy is non widely used in Fiji, but the Coral Coast, Mamanuca Islands, and Sonasavu are assuring locations for wind-powered coevals. Wind energy systems are available at different graduated tables, runing from little 1-kW 1s to 100-700 kilowatt strategies ( medium graduated table ) , or even larger 1s ( UNEP, 2003 ) . Tourist resorts would necessitate small- to medium-scale air current systems if they want to run into their whole electricity demand by wind power. Small islands are improbable to raise air current turbines because of deficiency of infinite and noise pollution. Resorts on larger countries are in a better place to prosecute wind energy. No renewable energy beginnings are presently earnestly discussed for conveyance, although one resort looked into wind-driven boats, and there are geographic expeditions into replacing fossil fuel with bio-fuel, for illustration derived from coconut ( copra ) oil ( Sopac, 2004 ) .Stairss to minimise the consequence of clime alteration in FijiReforestation is the most of import agencies of cut downing clime alteration. Trees minimizes vulnerable nature of cyclones, better microclimate and enhances landscapes which are used in touristry activities. Trees cut down C content in the air and are utile in adaptative steps like eroding control and watershed direction. Forest protection and plantation should be done under adaptation policies. Developing little graduated table engineerings for air current and solar energy on the distant island would assist cut down the dependence on imported dodo fuel and economic escape ( Dang et al. , 2003 ) . Adaptation Impact on extenuation Impact on environment Tree plantation Reduces net CO2 emanations through C sinks Benefits biodiversity, H2O direction, dirts Water preservation Reduces energy costs for providing H2O Positive in countries where H2O is limited Renewable natural resources Reduces CO2 emanations Overall, less fouling than fossil fuels Natural edifice stuffs Small C footmark for locally produced stuffs Depends on sustainability of plantations Reducing H2O pollution Increased energy used for sewerage intervention Positive for coral reefs and marine life Marine protection Impersonal Positive for Marine biodiversity Rain H2O aggregation Saves transport energy for providing H2O Possibly interrupts the natural H2O rhythm Guest instruction Impersonal Additions consciousness Puting back constructions Impersonal Positive when constructions built off from beachfront Diversifying markets Positive if markets are eco-efficient Depends on environmental impacts of new markets Weather proofing tourer activities Depends on the type of activities Depends on the type of activities Water desalination High energy costs Returns force per unit area off fresh water resources Increasing beach conditioning Additions CO2 emanations Air pollution in instance of Diesel coevals Beach nutriment Energy usage for excavation and transit Disturbs eco systems Reducing beach eroding with sea walls Impersonal Disturbs natural currents and cause eroding ( Dang et al. , 2003 ) . There is no common scheme to turn to interactions between clime alteration and touristry in Fiji, nor is at that place a sector-wide industry association that could advance any climate-change-related enterprises. However, there are stray illustrations among industry members that reveal a high apprehension and advanced usage of engineering and direction to turn to climatically unfavorable conditions. Those operators are besides best prepared for increased hazards ensuing from clime alteration. Besides, a figure of operators engage in wider environmental direction, energy preservation, and hence climate alteration extenuation, although the nursery gas emanation facet is seldom the ground for the mitigating steps undertaken Overall, there is a demand for tourism-specific information on what clime alteration is, how it will impact touristry, and what operators could make to accommodate and extenuate. In the medium term it would besides be of import to include climate alteration in the course of study of third instruction for pupils in the field of touristry, resource direction technology and architecture. Since the range and costs for many version and extenuation steps are mostly determined by the design of tourer installations, the incorporation of these facets into architectural classs is peculiarly of import. Alongside information and instruction enterprises, the Government could help concerns in set abouting energy audits, easing the execution of Environmental Management Systems ( e.g. , Green Globe 21 ) , and supplying inducements, for illustration for the consumption of renewable energy beginnings. Climate alteration could organize portion of a wider hazard direction program for touristry. Such an enterprise is presently being discussed between the Ministry of Tourism and the Disaster Management Office. A two-level attack could be possible, where guidelines are provided for touristry operators to develop their ain hazard or catastrophe direction program at the concern degree, while Government screens wider issues beyond single concerns, such as touristry substructure and larger emptying programs. The current effort by the Fiji Visitor Bureau to diversify the merchandise could be seen as portion of national-level hazard direction, as they attempt to distribute hazard across different markets ( e.g. , event touristry, athletics touristry, nature touristry ) and seasons. Fewer enterprises exist to weather-proof touristry, as suggested for touristry in Phuket, Thailand ( Raksakulthai, 2003 ) . Another of import measure towards implementing a nation-wide hazard direction scheme for touristry and clime alteration would be the function of all touristry substructure, every bit good as the hazard of assorted jeopardies in different locations. The Department of Environment in their clime alteration policy or the Ministry of Tourism in their hazard direction program are best advised to prosecute steps that offer win-win state of affairss, viz. for version, extenuation, wider environmental direction and development. Examples of such steps are re-afforestation, H2O preservation, and the usage of renewable energy beginnings. It is recommended that the synergisms between version, extenuation, and sustainable development be explored farther and that the effects be quantified where possible ; i.e. , how much C can be saved as a consequence of a peculiar step and what costs are involved. This is even more of import given the deficiency of resources in Fiji, which requires maximizing benefits from any enforced step ( Dang et al. , 2003 ) . Reducing the ingestion of hot H2O for wash and showers and cut downing the H2O temperature are salvaging steps. Other energy usage decreases steps in adjustment are illuming, including energy efficient visible radiation bulbs, detector lighting in the garden, solar panel visible radiations, and room keys used to run visible radiations inside the room. Although energy efficient bulbs are good option they are expensive and do non last long because of the fluctuating supply of power from generators. In the smaller islands the energy costs of transporting are higher, so the directors tend to increase the ship burden with riders on board with nutrient, waste or H2O. One manner of salvaging fuel is to minimise transportation trips. The addition in planetary average temperature to 2 grades above pre-industrial degrees is necessary to maintain the hazard of unsafe clime alteration at an acceptable degree and to restrict clime impacts. Temperatures increase certain degree of atmospheric concentration. The consequences indicate that in order to hold a good opportunity of restricting planetary mean temperature in the long tally to 2 grades atmospheric concentration of all nursery gases needs to be stabilised. Intergovernmental policy on clime alteration i.e. IPCC indicates that maintaining concentration in the scope of 445-490 ppm requires planetary emanations to top out by 2015, and to fall by between 50-85 % by 2050. Current tendencies would ensue in much higher concentrations and high hazards of ruinous clime alteration. The clean development mechanism means to do conformity with easier mark committednesss, the Kyoto Protocol allows utilizing offset credits from emanations decrease undertakings in developing states, under the Clean Development Mechanism ( CDM ) . Governments can suggest and implement emanations decreases on a project-by-project footing under CDM. The ensuing credits are bought by authoritiess that are under emanations decrease duties. Large undertakings classs are renewable energy chiefly utilizing hydropower alternatively of fossil fuels, decrease of methane emanations from landfills and coal mines, emanations from cement production, and devastation of powerful industrial gases. There were over three 1000s CDM undertakings underway in may 2008, which, is implemented and approved, would give expected emanations decreases of 2.5 billion dozenss of C dioxide. The Asian Pacific part histories for 80 per cent of the CDM credits that expected to be generated. The World Bank cites supply e stimations of 1.4 to 2.2 billion credits by 2012Decisions and recommendationsGlobal concern over clime alteration impacts and hazards has increased greatly in recent times, and clime alteration is recognised non merely an environmental challenge but besides an economic challenge. The Pacific part is home to the fast growth, big economic systems in the universe and the dominant beginning of growing in nursery gas emanations. To restrict and cut down emanations action is required in developing states. There is big figure of chances to cut down emanations but most of these are expensive and can non be implemented unless policy scenes change. More ambitious policies will be needed to turn emanation tendencies around in developing and developed states. The international kineticss are of the reciprocally reenforcing type: one country`s action depends on other states making their spot. The more states commit to important policies, the easier it will go to pull others in. In contrast, if so me states refuse to take portion in corporate action, others will besides decline to make so. An effectual response to planetary clime alteration will necessitate to affect bilateral trade or many-sided understanding. Large and medium sized economic systems will necessitate to be a portion of it. For an understanding to win, the door must be kept broad unfastened for developing states to prosecute to the full in policies, with the support of high income states. Climate alteration analysts predict that within the coming decennaries, sea degree will lift bit by bit. So the impacting state might hold begun placing the effects of clime alteration on touristry activities and overall people populating in that part. Small islands are at hazard to accommodate to the inauspicious affects of clime alteration because of high costs every bit good as benefits. Not merely merely people but alone human civilizations are besides at high hazard. Migration is another option for local people but once more the cost factor is important, as most of these people are illiterate and unemployed. They will hold to relocate unwillingly. Survival is the chief concern in this instance. It is besides extremely impossible for any recipient state to allow refuge to an full state. The larger impact of clime alteration will dispute the capacity of the state. The secondary impacts will be H2O scarceness, nutrient security, wellness services, land scarceness. At some point man y land countries will go incapable of prolonging life and people will be forced to migrate.

Free Essays on Dunnes Flea

The suitor in â€Å"The Flea† argues that his girlfriend should stop being a prude. She worries about and he attempts to convince her that her honor is not at stake. He asks his mistress to notice only â€Å"this flea.† The desperate lover is groping for a symbol of union with his damsel. He explains that the flea has bitten them both. He reasons that since their bloods have mixed inside the flea’s body, they have already be aggregated. In essence, the swelling of the insect with "one blood made of two" is a surrogate pregnancy of their marriage. Therefore, their fornication would not result in a novel loss of innocence or honor. Furthermore, the suitor uses his contrived metaphor of mixed bloods to employ guilt as a tactic for persuasion. He argues that if she would kill the flea, then she would be guilty of three sins. She would commit murder, because it is impossible for him to live on if faced with her sexual reluctance. Secondly, since her own blood is mixed with the flea’s, shedding the flea’s blood would be comparable to suicide. Thirdly, the flea is the institution in which their â€Å"wedding† took place. Therefore, it would be sacrilege to destroy it. However, the yearning lover’s analogy comes to bear contradictory meanings. One idea presented is that their sexual activity is of minute significance. Donne says†Mark but this flea, and mark in this, How little that which though deny’st me is.† He then writes about high crimes and grave sins. At first he is flippant; he belittles the significance of the relations they might have. He claims that if the same effects can be realized within the body of a tiny flea, then the act itself cannot be of tremendous importance. Then, after a theological examination, the shedding of the blood within the flea is compared to multiple murders. If the existence of a mix of their bloods represents an activity of minute significance, its unraveling should not be compared to mu... Free Essays on Dunne's Flea Free Essays on Dunne's Flea The suitor in â€Å"The Flea† argues that his girlfriend should stop being a prude. She worries about and he attempts to convince her that her honor is not at stake. He asks his mistress to notice only â€Å"this flea.† The desperate lover is groping for a symbol of union with his damsel. He explains that the flea has bitten them both. He reasons that since their bloods have mixed inside the flea’s body, they have already be aggregated. In essence, the swelling of the insect with "one blood made of two" is a surrogate pregnancy of their marriage. Therefore, their fornication would not result in a novel loss of innocence or honor. Furthermore, the suitor uses his contrived metaphor of mixed bloods to employ guilt as a tactic for persuasion. He argues that if she would kill the flea, then she would be guilty of three sins. She would commit murder, because it is impossible for him to live on if faced with her sexual reluctance. Secondly, since her own blood is mixed with the flea’s, shedding the flea’s blood would be comparable to suicide. Thirdly, the flea is the institution in which their â€Å"wedding† took place. Therefore, it would be sacrilege to destroy it. However, the yearning lover’s analogy comes to bear contradictory meanings. One idea presented is that their sexual activity is of minute significance. Donne says†Mark but this flea, and mark in this, How little that which though deny’st me is.† He then writes about high crimes and grave sins. At first he is flippant; he belittles the significance of the relations they might have. He claims that if the same effects can be realized within the body of a tiny flea, then the act itself cannot be of tremendous importance. Then, after a theological examination, the shedding of the blood within the flea is compared to multiple murders. If the existence of a mix of their bloods represents an activity of minute significance, its unraveling should not be compared to mu...

The Saxons Were a Germanic People

The Saxons Were a Germanic People The Saxons were an early Germanic tribe that would play a significant role in both post-Roman Britain and early medieval Europe. From the first few centuries B.C. up until about 800 C.E., the Saxons occupied parts of northern Europe, with many of them settling along the Baltic coast. When the Roman Empire went into its long decline in the third and fourth centuries C.E., Saxon pirates took advantage of the reduced power of the Roman military and navy and made frequent raids along the coasts of the Baltic and the North Sea. Expansion Across Europe In the fifth century C.E., Saxons began to expand fairly rapidly throughout present-day Germany and into present-day France and Britain. Saxon migrants were numerous and dynamic in England, establishing along with several other Germanic tribes settlements and power bases in territory that until recently (c. 410 C.E.) had been under Roman control. Saxons and other Germans displaced many Celtic and Romano-British peoples, who moved westward into Wales or crossed the sea back to France, settling in Brittany. Among the other migrating Germanic peoples were Jutes, Frisians, and Angles; it is the combination of Angle and Saxon that gives us the term Anglo-Saxon for the culture that developed, over the course of a few centuries, in Post-Roman Britain. The Saxons and Charlemagne Not all Saxons left Europe for Britain. Thriving, dynamic Saxon tribes remained in Europe, in Germany in particular, some of them settling in the region that is today known as Saxony. Their steady expansion ultimately brought them into conflict with the Franks, and once Charlemagne became king of the Franks, friction turned to out-and-out war. The Saxons were among the last peoples of Europe to retain their pagan gods, and Charlemagne became determined to convert the Saxons to Christianity by any means necessary. Charlemagnes war with the Saxons lasted 33 years, and in all, he engaged them in battle 18 times. The Frankish king was particularly brutal in these battles, and ultimately, his ordered execution of 4500 prisoners in one day broke the spirit of resistance the Saxons had displayed for decades. The Saxon people were absorbed into the Carolingian empire, and, in Europe, naught but the duchy of Saxony remained of the Saxons.

Management Essay Example | Topics and Well Written Essays - 1500 words - 20

Management - Essay Example The introduction of a new Legoland theme park in Paris, France would require taking into consideration a wide variety of factors, including the impact on all stakeholders for such a new business venture. Will the company be able to maintain enough profit to cover all of the costs of operating and building the new facility, thus making this new theme park budget-conscious and sustainable for long-term business activity? This question can be answered by reviewing the revenues of other international Legoland theme parks from 2002-2003 and comparing these revenues to the current operating environment for Lego company. For instance, Legoland Deutschland, in 2003, experienced a significant drop in sales volume after only its second year of operations due to less consumer patronage and an unusually-hot summer (Annual Report, 2003). Though the Legoland Deutschland park appeared to be a rather instant success for consumers in this country during the park’s first year, this excitement a ppeared to have worn off rather quickly, likely making executive leadership at the company take a second look at whether Legoland theme parks are sustainable business concepts for long-term profitability. However, despite these statistics, the Paris, France operation requires an examination of stakeholder interests involving each group. The consumers/patrons will likely dictate whether or not the Legoland park is a continued success. Consumer attitudes fluctuate rather unexpectedly based on social and economic trends (Kurtz, 2006), thus making patronage levels extremely difficult to predict, especially in the difficult economic climate being experienced across the globe today. Suppliers, also, who would be responsible for distributing various foods and beverages associated with the new Legoland Paris theme park also have an active interest in whether the new park is successful. The supplier business’ longevity and profit margins

Evaluate the importance of routine in a child's devlopment Essay

Evaluate the importance of routine in a child's devlopment - Essay Example Too much waiting begets wiggle, giggle, squirm and poke.† (p. 187). These routines are set periods that come one after the other that children learn to expect as they go about their day. â€Å"Routines are the backbone of classroom life. They facilitate teaching and learning† (Shalaway, 1997, p. 25). It structures the activities and help students know what to expect and how to behave during transitions. Scheduling routines is not just listing the activities one after the other just to fill the school day. It requires careful planning and consideration of the children’s developmental needs, attention span, the variety and balance of activities and even the time of day. Planning should include transition activities from one routine to another, as it is in transition times when children may slip into rowdy behavior if they are not managed well enough. The following routines observed in a class of 4-5 year olds shall be carefully analyzed and critiqued: At first glance, the routines seem to serve only the teacher’s understanding of what happens in her day, with knowledge of what goes on in each routine. The time blocks for â€Å"taught lesson† give the impression that it is much too long for the attention span of four and five year old children, because the lesson periods are assumed to be passive, â€Å"sit-down† time for children while they listened to the teacher deliver the lessons. The time allotted for playtime, which is only for fifteen minutes reflect that this class does not value play as much as lesson time. The routine at hand does not give enough information on what the children do the whole time. It is important for a schedule of routines to be more specific in its information, and cutting down the time to budget all planned activities that goes in each routine. For example, in the first part of the day, the first forty-five minutes may include more information on what goes on during the Assembly time. Are the