Tourism In Asia Essay Example For Students

Tourism In Asia Essay AsiaAsia, largest of the earths seven continents. With outlying islands, it covers an estimated 44,936,000 sq km (17,350,000sq mi), or about one-third of the worlds total land area. Asia has morethan 3.2 billion inhabitants. Its peoples account for three-fifths of theworlds population. Lying almost entirely in the northernhemisphere, Asia is bounded by the Arctic, Pacific, and Indian oceans. We will write a custom essay on Tourism In Asia specifically for you for only $16.38 $13.9/page Order now The conventional boundary between Europe and Asia is drawn at the UralMountains in Russia. Asia and Africa are separated by the Red Sea. Asiais divided for convenience into five major realms: the areas of the formerUnion of Soviet Socialist Republics (USSR); East Asia, including China,Mongolia, Korea, and Japan; Southeast Asia; South Asia, including the Indiansubcontinent; and Southwest Asia, including much of the Middle East. Thecontinent may also be divided into two cultural realms: that which is Asianin culture (East Asia, Southeast Asia, and South Asia) and that which isnot (Asia of the former USSR, and Southwest Asia). The Natural EnvironmentAsias interior consists of mountains,plateaus, and intervening structural basins. The continents physiographicsystem focuses on the Pamirs, a towering plateau region located where theborders of India, China, and Afghanistan converge. It is known as the Roofof the World. Mountain ranges spiral out from the Pamirs to the west (HinduKush), and southeast (Great Himalayas). These ranges form an imposing eastern-westernarc, about 2500 km (about 1550 mi) in length, that contains numerous peaksof heights well more than 6100 m (20,000 ft), including the highest peakin the world, Mount Everest. Other ranges extend east and northeast ofthe Pamirs (Karakorum, Kunlun, and Tien Shan). Between the Himalayan systemand the Karakorum-Kunlun ranges lies the high Tibetan Plateau. Around thiscentral core are arrayed four major plateau regions (Siberia, eastern China,southern India, and the Arabian Peninsula) and several major structuralbasins and river plains. Several major rivers flow north to theArctic Ocean, others drain into the great interior drainage basin of Asia. In the south, southeast, and east, rivers such as the Ganges, Mekong, andHuang He (Yellow River) flow through vast lowlands. Climates in Asia rangefrom equatorial to arctic. Vegetation is extraordinarily diverse, rangingfrom tundra, grasslands, and desert scrub, to coniferous and mixed forests,tropical forest, and equatorial rain forests. Animal life is equally diverse. Asia is enormously rich in mineral resources. The PeopleThe peoples of Asia are more diverse thanthose of any other continent, and they are highly concentrated in a smallproportion of the total area, chiefly in southern and eastern Asia. Mongoloidpeoples are predominant in East Asia and mainland Southeast Asia. Malayo-Polynesianpeoples prevail in the archipelagos of Southeast Asia. Caucasoid peoplesdominate South Asia, Southwest Asia, Siberia, and much of Central Asia. Chinese culture permeates East Asia, althoughthe Tibetan, Mongol, Korean, and Japanese cultures have their own languages. Southeast Asia is more diversified, with separate ethnolinguistic groupsof Malay, Thai, Vietnamese, and others. In South Asia, Dravidian and Indo-Aryanlanguages are spoken. In Southwest Asia, Persian (Farsi), Semitic, andTurkic languages identify various ethnic groups. Turkic speakers also arenumerous in Central Asia and in western China. Russian is the principallanguage in Siberia. Islam dominates in Southwest Asia and Central Asiaand is of major importance in South Asia and Indonesia. Hinduism is predominantin India. Buddhism extends through interior Asia and into Southeast Asia,China and Japan. Patterns of Economic DevelopmentMost of Asia is economically underdeveloped,but a number of important exceptions exist. Japan has successfully modernizedits economy, as have Taiwan, South Korea, and Singapore. The majority ofthe continents population is employed in agriculture characterized bylow yields and low labor productivity. Rice is the food-staple crop ofthe south and east, although wheat and other dry grains are also grown. .u0423e3457e6d0894e42f3194e6ab2bb8 , .u0423e3457e6d0894e42f3194e6ab2bb8 .postImageUrl , .u0423e3457e6d0894e42f3194e6ab2bb8 .centered-text-area { min-height: 80px; position: relative; } .u0423e3457e6d0894e42f3194e6ab2bb8 , .u0423e3457e6d0894e42f3194e6ab2bb8:hover , .u0423e3457e6d0894e42f3194e6ab2bb8:visited , .u0423e3457e6d0894e42f3194e6ab2bb8:active { border:0!important; } .u0423e3457e6d0894e42f3194e6ab2bb8 .clearfix:after { content: ""; display: table; clear: both; } .u0423e3457e6d0894e42f3194e6ab2bb8 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u0423e3457e6d0894e42f3194e6ab2bb8:active , .u0423e3457e6d0894e42f3194e6ab2bb8:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u0423e3457e6d0894e42f3194e6ab2bb8 .centered-text-area { width: 100%; position: relative ; } .u0423e3457e6d0894e42f3194e6ab2bb8 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u0423e3457e6d0894e42f3194e6ab2bb8 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u0423e3457e6d0894e42f3194e6ab2bb8 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u0423e3457e6d0894e42f3194e6ab2bb8:hover .ctaButton { background-color: #34495E!important; } .u0423e3457e6d0894e42f3194e6ab2bb8 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u0423e3457e6d0894e42f3194e6ab2bb8 .u0423e3457e6d0894e42f3194e6ab2bb8-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u0423e3457e6d0894e42f3194e6ab2bb8:after { content: ""; display: block; clear: both; } READ: Information Technology EssayIn Asias drier interior regions, the raising of cattle, sheep, and horsesis important. Lumbering is an important industry in most Southeast Asiancountries. Marine fisheries are extremely important throughout coastalAsia. Japan is the worlds leading fishing country, and China follows closely. Mining also is an important activity in most Asian countries; petroleumis the most important mineral export. Many areas have petroleum resources,but Southwest Asia contains the largest reserves. Relatively few people in Asia are employedin manufacturing. In general, urban centers and their industries are notwell integrated economically with the rural sector, and transportationsystems, both within countries and between them, are poorly developed. A very high proportion of Asias world trade is with countries on othercontinents, rather than between Asian countries. The important exceptionsare the flow of oil and raw materials from other Asian nations to Japan,and the export of Japanese manufactured goods to Southeast Asia. HistoryThe following historical survey attemptsto show the interactions, collisions, and successions of Asian civilizationsin continental terms. For additional information on countries or regionsmentioned, see the history sections of articles on the individual Asiancountries. The earliest known civilizations arosein the great river valleys of Southwest Asia, northwest India, and northernChina before 3000 BC. All were agricultural societies that developed advancedsocial and political structures to maintain irrigation and flood-controlsystems. Raiding nomadic herders forced the populations to live in walledcities for defense and to entrust their protection to an aristocratic classof leaders. Eventually artisans provided trade items, which brought exchangesbetween cultures. From 500 BC to AD 600, the early civilizationsexpanded and interacted. By AD 500 the major world religions and philosophies,with the exception of Islam (which had not yet been founded), had spreadfar from their places of origin. In the west and south, elements of Persian,Greek, and Indian culture spread widely. In the east, Chinese influencespread until, in the early centuries AD, waves of Turkic, Mongol, and Hunnishinvaders set off tribal movements that pushed through Central Asia. ManyChinese fled south to the Yangtze Valley. Chinese culture spread from thereto Korea and Japan. From the 7th century to the 15th century,two forces dominated Asian events: the spread of the new religion of Islamand the expansion of the Mongols, who conquered much of Asia and threatenedEurope. In the 7th century the Prophet of Islam, Muhammad, and his successors,the Umayyad caliphs (see Caliphate), spread Islam from India to Spain. The Mongols who dominated Asia for twocenturies originated in the vast Asian steppeland. They came to power underGenghis Khan, who conquered western and North China and parts of CentralAsia in the early 1200s. His sons and grandsons expanded the Mongol Empire,which eventually extended from China to the Middle East and the edges ofEurope. Meanwhile, Japan was strongly influencedby Chinese culture, in both government and socioeconomic ideas. As theprovincial nobility grew stronger, the Fujiwara clan gained control (794-1185)until the Minamoto clan seized power, ruling through military dictatorscalled shogunshogunsmperors remained powerless figureheads (1185-1333). The Mongols failed to conquer Japan. After the Mongols were overthrown by theMing dynasty (1368-1644) in China and by others elsewhere in Asia, rivalempires contended for power. The political disintegration closed overlandtrade just as Europes new national states entered an era of explorationand colonialism. The resulting international competition for trade subjectedAsia to encroachment by the empire-building Europeans. By the mid-19thcentury, the major colonial powers in most of Asia were Britain and Russia,with the Netherlands, Spain, Portugal, and France holding smaller possessions. .uc0560ca7cbdbba2b7fbd3da2e54c3204 , .uc0560ca7cbdbba2b7fbd3da2e54c3204 .postImageUrl , .uc0560ca7cbdbba2b7fbd3da2e54c3204 .centered-text-area { min-height: 80px; position: relative; } .uc0560ca7cbdbba2b7fbd3da2e54c3204 , .uc0560ca7cbdbba2b7fbd3da2e54c3204:hover , .uc0560ca7cbdbba2b7fbd3da2e54c3204:visited , .uc0560ca7cbdbba2b7fbd3da2e54c3204:active { border:0!important; } .uc0560ca7cbdbba2b7fbd3da2e54c3204 .clearfix:after { content: ""; display: table; clear: both; } .uc0560ca7cbdbba2b7fbd3da2e54c3204 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .uc0560ca7cbdbba2b7fbd3da2e54c3204:active , .uc0560ca7cbdbba2b7fbd3da2e54c3204:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .uc0560ca7cbdbba2b7fbd3da2e54c3204 .centered-text-area { width: 100%; position: relative ; } .uc0560ca7cbdbba2b7fbd3da2e54c3204 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .uc0560ca7cbdbba2b7fbd3da2e54c3204 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .uc0560ca7cbdbba2b7fbd3da2e54c3204 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .uc0560ca7cbdbba2b7fbd3da2e54c3204:hover .ctaButton { background-color: #34495E!important; } .uc0560ca7cbdbba2b7fbd3da2e54c3204 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .uc0560ca7cbdbba2b7fbd3da2e54c3204 .uc0560ca7cbdbba2b7fbd3da2e54c3204-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .uc0560ca7cbdbba2b7fbd3da2e54c3204:after { content: ""; display: block; clear: both; } READ: Importance Of The Byzantine Empire EssayBy 1850 the British controlled the entire Indian subcontinent, while Russiareached the Pacific in 1632, occupied Turkistan in 1750, and secured claimsto the Caucasus in 1828. Chinas experience in this period wasquite different. China traded with Europeans but confined them to a fewrestricted ports to discourage European expansion. In the mid-19th century,armed clashes between China and foreign powers forced China to grant tradeand diplomatic concessions. In Japan western trade stopped, with few exceptions,until an 1854 American mission secured a treaty opening relations. In establishing supremacy, the Europeancolonizers generally took a gradual approach. Requests for trade were followedby demands for forts and land. Advisers were then pressed on local rulers. The ultimate result was annexation and direct rule. The imperialists builtrailroads, roads, canals, and some schools. They invested in the economy,but most economic profits went abroad. By World War II (1939-1945), nationalismand socialism had spread among the Western-educated Asian elite, and movementsfor self-government and independence emerged everywhere. The training ofnative armies and the education of an elite prompted reform and modernization. For example, a revolution in 1911 ended the Qing dynasty in China. However,idealistic reformers were pushed aside, and during World War I (1914-1918)China disintegrated into warlord rule. A long civil war followed betweenthe nationalist Kuomintang and the Communists. Some nations managed to maintain theirindependence. Japan prevented foreign encroachment by rapid modernization. A victory over Russia in 1904 and 1905 boosted Japans international prestige. During the 1930s ambitious young military officers pressed for ultranationalistpolicies, which resulted in a buildup in arms and a Japanese colonial expansionin Manchuria, China, and Southeast Asia. World War II catapulted Asia intoworld prominence. India became a staging area for Allied forces, and theAllies occupied strategic areas in southwestern Asia to protect supplyroutes. The Allied victory in the war further stimulated Asian expectationsfor independence and modernization. By the end of the 1950s, militant independencemovements had largely ended colonial rule in Asia. Postwar rivalry between Communist and non-Communistideologies was part of the global contest between the USSR and the UnitedStates. Communism appealed to many Asians eager for independence, participatorygovernment, and social reforms. The victory of the Soviet-supported PeoplesRepublic of China over U.S.-backed Nationalist forces in 1949 was a majorCommunist triumph. In other locations, such as the Philippines, Malaysia,and Indonesia, Communist forces lost. Other ideological conflicts werefought in Korea, Indochina, and Afghanistan. No Asian country was untouchedby the confrontation between Communist and non-Communist ideologies. Inrecent years, economic and industrial expansion has transformed some Asianareas into world leaders in wealth and industrial output. Despite conflictingambitions and ideologies, and local problems, wide sectors of Asia in the1980s and early 1990s enjoyed economic growth, increased democracy, andimproved living standards!

Inspector calls attitudes towards women Essays

Inspector calls attitudes towards women Essays Inspector calls attitudes towards women Essay Inspector calls attitudes towards women Essay we can see within this time women conformed to the attitudes and actions of men. One example of this is when Mrs Birling states when youre married youll realise that men with important work to do sometimes have to spend all their time and energy on their business. Youll have to get used to that just as I had. From this speech the role of a women in this time period is clear, to abide by the mans business and ethics . On the other hand Sheila replies I dont think I will. A change of attitudes can be seen within the younger generation and furthermore in the way she reacts to the inspector. In addition whilst Gerald is confessing his affair with Daisy Renton he claims it was inevitable that she should become his mistress this shows a lack of respect for women in their own right and that they are objectified. Furthermore ,Sheila is seenas venerable and her parents wish to protect her from the truth. For example it is often said in the play Miss Birling ought to be excused. Moreover the family asked for Sheila to be excused from Geralds confession; this is ironic as she is the person who will benefit from listening the most as Sheila says your forgetting Im engaged to the hero of it . Despite this Sheila learns the value of honesty confessing to Gerald infact I respect you more than I did a few hours ago . Therefore it can be seen that women were seen as defenceless and that they needed guidance. Moreover ,by the end of the play Sheila gains independence from her parents she forms her own opinions and her own response in relation to the inspector. She becomes frustrated at her parents passionately stating that their pretending things are just as they were before . It is at this point that we can see the journey that Sheila has made from girl to women . Her positive role offers hope for women of the future as she is member of the younger generation . Finally, it can be seen that young men do not treat women with respect. For example Gerald claims it was inevitable that Daisy became his mistress, we learn of Aldernam Megarty notorious womanising and Eric got Daisy pregnant and tried to marry her. Despite this Daisy manages to uphold moral values for example she did not marry Eric as she did not love him as the text states she said she didnt love me and all that . Furthermore she did not accept stolen money . She also was a ring leader at Mr Birling works . This shows that despite being a woman and of the lower class she has managed to provide more areas of respectability than the entire Birling family who obtain positions for example the head of a charity. In conclusion, the view of women in this time period was very dim . They are often objectified and mistreated by men. On the other hand hope is offered in the form of Sheila and Eva Smith as both make strides in improving themselves and upholds moral values . However it has been proven that morality is not directly proportional to respectability as Mrs Birling is stuck in her ways and although occupies important role is not willing to feel guilt or take blame.

Discussion Board Reply Coursework Example | Topics and Well Written Essays - 250 words - 2

Discussion Board Reply - Coursework Example It is clear from the study that employees not only look for organizations that care for their current welfare but also those that are concerned about the employees even after they leave the organization upon retirement. As such, establishing firm health insurance and retirement plans would attract more competitive and committed employees to the organization (Sharar, 2009). The study has helped me in understanding the various discretionary benefits that I can input within the organization’s compensation plan and merge with the pay policies towards ensuring that employees are not just retained within the organization but also motivated towards achieving high productivity. For instance, the employee assistance programs (EAP) would be effective in helping the employees solve any personal issues that they may have away from the workplace, which may negatively affect their performance (Martocchio, 2015). This would ensure that their focus and attention is fully directed towards their work. The study has helped me understand through creating a family setting within the organization, where the employee problems involving family, health, and education are effectively solved, the employees take up the ownership of the organization and thus ensure utmost commitment towards achieving both short-term and long-term goals of the organization. Courtois, P., Hajek, M., Kennish, R., Paul, R., Seward, K., Stockert, T. J., & Thompson, C. (2004). Performance Measures in the Employee Assistance Program. ,. Employee Assistance Quarterly, 19(3),

Discuss the Battle of New Orleans and Andrew Jacksons role in the Essay

Discuss the Battle of New Orleans and Andrew Jacksons role in the campaign and battle. Why was Jackson successful What impact did the battle have on the war On US politics - Essay Example Karsner states that Jackson believed that even if British troops completely seized victory in the region, they will have nothing left if the region was burned down (Karsner 240). Later Jackson stood victorious against the British army as he had a lot of time to develop his defenses against the British army. Americans learned great lessons from this event and this event changed the shape and mentality of the politics of US. The first effect witnessed by Americans was that Jackson was able to be a part of the Whitehouse and was able to pursue his belief that the farmers and agriculturalists living in America were not benefiting from purchasing manufactured output from Britain and secondly people living in US realized that if America was to develop, they cannot rely on other supreme powers such as great

Modest Proposal by Jonathan Swift Essay Example | Topics and Well Written Essays - 1500 words

Modest Proposal by Jonathan Swift - Essay Example Arguments are presented to raise awareness about a trivial matter in a light-hearted manner and this is where the piece becomes important for its humorous worth. Such arguments do not lack force but refuse to impose views on others and this is what Suzanne Britt’s essay is all about. In a Modest Proposal, Jonathan Swift highlights the subject of poverty in Ireland in very harsh and satirical manner. It is important to understand that there is a very clear line dividing humor and satire and Swift’s work is not humorous in any way. His language is abrasive and there is little use of compassion. Even if logic is applied, it is twisted around which makes it appear like reversed logic. There is nothing mild about his essay and while his main purpose was to draw attention to the extremes of poverty in Ireland and the growing population problem, his solution might appear to be an attack against the government instead of a concern for societal good. Such themes were usually Swift’s favorites as Fox tells us, â€Å"Recurrent famine, widespread poverty and misery amongst the native peasantry, the failure to create a more self-reliant economy, and the landlords moral complacency are the principal targets of Swift's anger.† There is too much politics in the essay, which is one reason the essay cannot be truly enjoyed. No serious facts or statistics have been used and thus the essay lacks objectivity. With the kind of harshness he employed, statistics were definitely needed to support his case. In the contrast, we can use the example of Suzanne Britt’s essay, Neat people vs. Sloppy people. This essay has made good refreshing use of humor. The author has tried to attract attention to the differences between the attitude of neat and sloppy people and has employed humor with such ease and precision that every person would love this piece.

Strategic analysis of Nokia Corp

Strategic analysis of Nokia Corp 1.0 Executive Summary The following is the strategic analysis of Nokia Corp., which discusses the external and internal environment. The first part, external environment, presents the opportunities and threats along with the political, economic, sociocultural, and technological issues of the handset industry. It provides Porters five forces framework for the discussion of the attractiveness of the industry. The second part of the report analyzes the main strengths behind Nokias success and leading position as a handsets manufacturer. We proceed with the analysis of Nokias weaknesses which may impede on its ability to utilize the growth opportunities. We also make recommendations regarding Nokias strategy for US market, converged handsets market, and acquisitions. Owing to the complex and self-motivated environment, Nokia faces numerous strengths, weaknesses, opportunities, and threats. This report is to look for the best possible strategy of Nokia. Initially, the key strategic issues Nokia is facing today is acknowledged to be economy, technology, leading brand, scale, and number one market position based on the strategy analysis in Task A. Secondly, the imposing strategy that Nokia should take on is analyzed to be exhaustive growth strategy, and in particulars, the strategy options of Nokia today is illustrated to be cost leadership, differentiation, and focus strategy. Among which Nokia should select a combination of the cost leadership and differentiation strategy according to its brawny assets, low fixed cost, and elevated research aptitude. The paper also discusses the relationship between Nokia management style, climate and its organizational structure. Strategy can be defined as â€Å"the basic characteristics of the match an organization achieves with its environment.†[1] Owing to the complex and go-ahead environment, Nokia faces several strengths, weaknesses, opportunities, and threats. This article is to seek the optimal strategy of Nokia. The investigation is affirmed in the following ways. Firstly, the key strategic issues of Nokia are acknowledged based on the strategy analysis in Task A. Secondly, the strategy options of Nokia are analyzed by the competitive generic strategies theory which has been promoted by Porter. Thirdly, after the illustration of the competitive generic strategies, the optimal strategies will be proposed. 2.0 Section 1 Company Background Nokia was established in Finland in 1865. Owing to its digital insurgency starting from 1992 by introducing its first GSM model as well as the new formulation of the key essentials of its strategy by sending-off the old businesses and progressively more focus on telecommunications in 1994, it helps Nokia generate the basis for a triumphant conquer of the world telecommunication market. Till now, Nokia is by now the world leader in mobile communications, driving the growth of the broader mobility industry. Fulfilling an elementary human necessitates for social connections and contact by connecting people is the mission of Nokia. Currently, Nokia comprises four business groups that are mobile phones, multimedia, enterprise solutions and networks. Being the forge of the mobile communication market in the world enjoying about 30% share of the worlds mobile phone market, Nokia is abiding to discover innovative investment opportunity. Teaming up with the Sanyo Electric Corp. Which ranked the 10th world while to shape a shared endeavor, Nokia will carry on to be outrival and advance in the world telecommunication market. 3.0 Assessment of Strategies 3.1 Business Level Nokias trade level strategy is based on a cost leadership. Nokia has an outsized product portfolio which would gratify consumers all over the world. It strives to keep low costs for its products throughout firm costs management and economies of scale. Nokia utilizes strategic suppliers all over the globe to attain extremely modified subassembly apparatus which are used to generate its elevated tech savvy devices. 3.1.1 Tactics Market location: Nokia counts profoundly on its sales in key market regions. More than half of sales arrive from operations in Europe. Another vital market for Nokia is China, and, finally, Asia-Pacific region. 3.1.2 Defensive In order to go with iPhone and BlackBerry smartphones and protect its share in the converged handsets market, Nokia introduced 5800 touchscreen. As a consequence, after the first quarter of 2009, Nokias market shares in smartphones augmented by 3%. 3.1.3 Corporate level On the corporate echelon Nokia is cultivating a growth strategy. Its growth is obsessed principally by acquisitions and concentrated RD. During the past few years Nokia has been vigorously obtaining companies with new technologies and competencies, including besides investments in alternative positions. All of these acquisitions and investments were embattled to improve Nokias ability to assist form the Mobile World. 4.0 Section 2: Eliciting and Evaluating Strategy All companies have their way of identifying and commerce with these, their mainly decisive strategic question. Though, this process of managing emerging strategic issues is typically non-structured, not essentially optimally appropriate to facilitate the efficient identification of the most significant questions and the suitable allocation of top management attention and corporate aptitude support to answer the recognize strategic questions. In spite of the post research during 1960s, 1970s, and 1980s into the domain of strategic issues (SI), strategic issues management (SIM), and strategic issue management systems (SIMS) there is an insufficiency pertinent approaches for firms to use in improving their awareness focus and distribution in strategic issue management process. 4.1 Key Strategic Issues Face Nokia Nokia should concentrate more on the electrical market during the financial crisis era because the financial tumult has absolutely predisposed the global economy. A report of Nokia which exposes a lower mobile device industry outlook for fourth quarter of 2008 than the previous estimate of roughly 330 million units. Nokia acknowledges a tough time for telecommunication industry in 2009 symbolized by an anticipation of mobile device volumes turn down 5% or more from 2008 levels which exposed the immense concern of recession (Nokia Capital Markets Day, 2008). In short, the mobile device market has declined. From the market prediction it will constantly decrease. Such state of affairs is caused by consumers pull-back in spending, legal tender unpredictability, and decreased ease of use of credit from the slowdown of global economy. Especially, Nokia believes the incremental collision affects the emerging markets more other developed markets (Nokia Capital Markets Day, 2008). Technology is the soul of telecommunication industry which is the reason why the RD investment of Nokia in the year passed is EUR 5.6 billion (Company information, 2008). Smart phones, 3G mobile phones and environment friendly mobile phones are the substantiation of technology progressing in telecommunication industry. Nokia Research Center make-believe many new technology reflected by the forthcoming innovations as well as indoor positioning, location sensing, mobile journalism and so on (Upcoming innovations, 2008). The most important brand, scale and number one market position is the most noteworthy strengths of Nokia (Nokia Capital Markets Day, 2008). As the most well-known brand of mobile device supplier in the world, Nokia is the representation of quality. Consumers are comfortable with its devices and services. Nokias highly variable, low fixed business model gives it the opportunity to scale to a declining market (Nokia Capital Markets Day, 2008). The mobile communications industry is changing quickly, for instance, network plays a more and more significant part and the market articulations have been introduced and are still being familiarized (Annual report, 2007). Nokias sales and profitability are considerably exaggerated by the growth and success of the innovative market division, which needs a distant outlook and sympathy of the market. Nokia lost the market share of 3G mobile phones once owing to the neglect of the significance of network. On the contrary, Apple experiential the tendency and brought out iphone. Competition is extreme in mobile communications industry. To shun the collapse the company should progress its market standing, or become accustomed to the changes in the spirited scenery which is very imperative for Nokias strategic marketing design. Though Nokia has already been the top one in the mobile communications industry. The existing the pressure is from other telecommunication providers such as Samsung, Motorola. Moreover, as the rising importance of network in mobile communications industry, the entrance of network companies becomes an enormous anxiety. 5.0 Strategic Options 5.1 The Grand Strategy of Nokia Considering the SWOT analysis of Nokia, the grand strategy Nokia should accept is growth strategies. And among which, exhaustive growth strategy is deserve to be paid immense consideration in order to reinforce the competitive position of accessible products or services of Nokia such as devices, PCs and the amalgamation with the Internet (Nokia Capital Markets Day, 2008). 5.1.1 Competitive generic strategies In particulars, the competitive strategies lead the success in the marketing. The key attitude for a competitive strategy is how to build advantages in market competition. Cost leadership〠differentiation and focus are three competitive generic strategies (Porter, 1980, 1985). Three of them let companies to gain the profits over the average level of industry and form steady competitive recompense. 5.1.2 Cost leadership Strategy Nokia claims a cost reducing on its capital markets day at the end of this year. Nokia CFO, Rick Simonson emphasized that Nokia is practicing a cost reduction which is effective now and is continuing to keep the strategy for 2009 and 2010 ((Nokia Capital Markets Day, 2008). Nokia is always using a highly variable, low fixed cost business model. The balance sheet of 2007 gives us a clearer view of this. The fixed assets and other non-current assets are 8305 EURm, but the current assets are 29294 EURm (Annual report, 2007). Mobile phones are identical products if you do not call for multifunction except sending massages or making calls. Thus, the cost leadership strategy is possible to follow and the switching cost for customers of mobile telecommunication industry is very low, almost zero. So its rather easy for a customer to purchase another brand of mobile phone only for a lower price. One of the risk of adopting a cost leadership strategy maybe the simulation of competitors which guide to a price campaign and lower the gainful aptitude for the whole market. And the change of technology can dissolve the low cost benefit. 5.1.3 Differentiation Strategy Differentiation strategy means providing diverse products or services from competitors to attain competitive advantages focused on enormous market. Modern telecoms market is changing quickly, grows up rapidly, and compete fiercer than most other markets. So it is quite vital to keep competitive by maintaining up to date and spotlight on modernization. The marketplace is shifting all the time and the conventional mobile device industry is implicated with internet services, therefore, the products and services Nokia offers should be totally change (People management, 2008). Seeing this trend, Nokia amalgamated with Nokia Siemens Networks. 5.1.4 Focus Strategy Focus strategy is using the cost leadership or differentiation focus on certain customer group, regional market and product segment market. It often applies to medium and small enterprises which are not able to achieve cost leader and differentiation in the whole industry (Lynch, 2003). As for a leading company of mobile telecommunication industry, the focus strategy is not appropriate for Nokia. 5.1.5 Optimal Strategy According to the analysis above, Nokia should acclimatize a mixture of cost leadership strategy and differentiation strategy. Nokia has burly assets which craft the strategy is likely to carry out, and in the year passed total tangible assets are 33857 EURm (Calculated based on Annual accounts, 2007) comparing to 21777 EURm in 2006. Wherein, Property, plant and equipment amounts to 1912 EURm, Inventories is 2876 EURm, and accounts receivable is high to 11200 EURm (Annual account, 2007) Sometimes, an stress on cost leadership can perform as a shape of differentiation when the cost leadership strategy focused on providing value-oriented customers with products that are certainly value-for-money, relation to its competitors. And its guarantee is to help people sense close to what is imperative to them. Focusing on customers rather than the competitors is vital when deciding differentiation strategy. Several customers apprehension the design, quality or customer services of a company. Consumers needs are constantly what Nokia anxious the most. Continuous of innovation is critical in a company adopted differentiation strategy. Nokia put its priorities for 2010 in increasing Services Software and mobilizing customer email and consumer instant messaging for millions of Nokia product purchasers. 6.0 External environment and organizational audit 6.1 PESTEL (located in Finland) 6.1.1 Political and legal Finland has the steady economics and policies. Finland is exceedingly open to investment and free trade. Finland has peak levels of economics sovereignty in many areas, although there is a profound tax load and nonflexible job market. Finland has topped the patents per capita statistics, and overall efficiency growth has been brawny in areas such as electronics. The legal system is obvious and business bureaucracy less than most countries. Poverty rights are able-bodied confined and contractual agreements are severely honored (CIA World Fact book, 2007). From that, it is straightforward to see that Nokia can befall reputation because of the steady policies and economics of Finland, where head office of Nokia is situated. Moreover, Finland constantly tries to expand job market regulation. Finland increased job market regulation in the 1970s to offer steadiness to manufacturers. 6.1.2 Economic The global financial disaster exaggerated most companies all over the world. Constant economic downturn has unfavorable effects for Nokias business. Moreover, exchange rate fluctuations interrupt the repatriation of profits earned abroad. A change in incomes is definitely associated to Nokias sales. Nokias profits are contingent on the costs of their inputs, profits will likely decrease if the input increase. 6.1.3 Socio-cultural According to document searched, labor force had 2.68 million people in 2007. In labor force by profession, industry has 17.5% labor, finance, insurance, and businesses devices are 12%, and public services are 30.2% (CIA World Fact book, 2007). This statistic proves that income of end is higher than Europeans income. In addition, finish has elevated living situation. According documents, in 2006, there were 2,381,500 household of average size 2.1 persons; and approximately 92 percent has mobile phone (CIA World Fact book, 2007). Therefore, it is easy to see that this is immense market for mobile manufacturers as Nokia. 6.1.4 Technological Finland is extremely incorporated in the global economy, and global trade is a third of GPD. In a 2004 OECD assessment, high technology built-up in Finland ranked second biggest after Ireland (CIA World Fact book, 2007). Nokia realize that technology is really essential for their expansion so that they have slogan: 6.1.5 Environment Firstly, substance management means that they try to work closely and create the friendly environmental with their suppliers. Second issue is energy effectiveness, to make sure devices use as little energy as possible. Finally, it is to get back and recycling. They want to boost customer responsiveness of recycling, recommend better recycling in all markets and encourage the recycling of used devices through precise initiatives and campaigns (Nokia, 2008). 7.0 Nokia Value Chain An evaluation of Nokia value chain is displayed in Fig 7 based on work by Porter (2004: p.38), who describes it as: The linkages show how distinct key and supporting actions interrelate to generate value within the industry. 8.0 Section 3 Core Competence Core ability of Nokia is scheming and executing extensive term expansion programs employing core competence of interacting in-house and outside capability in conditions of Nokias name of the most victorious (Marshalls plan) and consistent global growth leader. This mixture of assets represents Nokia core competence since it could not be simply copied or imitated while meeting two theoretical situation of a resource-based potential formulated by Teece at al. (1997). Competitors cannot build up similar combination competences and capabilities promptly (Dierickx and Cool, 1986). â€Å"Nokias core competencies approach in three main fields mobile handsets, network technology and middleware. When deciding on the development and manufacturing of innovative products, speed is the serious factor in this quickly changing technological environment. For example, when deciding whether to work together on a product or software development, we will mull over if we are able to create the product alone fast enough and do we have the competencies to create it within a short time frame. If it is a core product, that is mobile telephony, Nokia will manufacture it internally because it is much well-organized and the finish product will also be of enhanced quality. But on the other hand if the new product is not within our capability and core product range, our next step will be to decide on the form of association or outsourcing with a company that can create it quick adequate. And if a new technology emerged and is not shaped by Nokia, Nokia will work together and subcont ract for the technology† (A manager at Nokia Group). 8.1.0 Example 1 In 2000 Nokia initiated SyncML a usual for universal of synchronising far-flung data and personal information crossways multiple networks, platforms and devices, while a range of companies sponsored for the standard. These companies comprise Ericsson, IBM, Lotus, Matsushita, Motorola, Operwave, Starfish Software, and Symbian whilst the technology is supported by frequent most important wireless companies. Outsourcing to external vendors however not a well-liked choice within Nokia and prior to 2002 is, this activity contributed only about 15 to 20 percent. 8.1.1 Example 2 Nokias two key core competences are GSM handsets assembling and the mainly wide-ranging distribution network building up. Early before 1998 in India, Nokia had mastered on designing GSM handsets. It had been the top one worldwide on making the paramount excellence and the most creative GSM handsets. Besides, it rolled out the distribution network by partnering with HCL ([emailprotected], 2007). The network now is the most extensive in Indian market and it at least involves over 90000 retailers to market Nokias handset over India, compared to Samsung, which is the third top handset seller in India and only has the distribution network that associate 35000 retailers (Rao, 2007). With these two core competence; Nokia had succeeded in creating a brawny charisma from zero ground between its rivals since 1997 (Datta, 2004). By looking within Nokias core competence, we see that Nokias in-house organization operation is too successful feature for supplementary it to govern handset market. It constantly at once adjusts itself to adjust any environment changes. In operating in early time in 1990s, being short of local a talent that was common. For avoiding lack of local talents, Nokia established an art studio and add program into Indian university to train locals and attract them work in Nokia (Pahwa, 2007). Further, for its auxiliary more intensely understand the Indian culture mechanism, it reduce the number of Finnish expatriate and boost the amount of hiring Indian as local managers. In addition, it also accomplishments to alter its shortage. For atoning for the short of technology that making CDMA handsets, it in 2004 established RD center for developing CDMA technology (Staff Writer, CNET News, 2004). Although it regained market share of CDMA in India from Samsung (Grinsven, 2003), the circumstances becomes worse in 2008. So far, they have held very little number of CDMA handset models. As a result, they lose the chance that work with Sprint and Verizon and thus they indirectly lose U.S. market (Gardiner, 2008). Their newest handset models- n96, n95, n85, n79, Nokia E series handsets, and typically Nokia 4 digit number of model dont support CDMA (http://www.Nokia.co.in/products). 9.0 Appendix 1 Strategic Evaluation Tools, Techniques Artifacts and applicability to Ladbrokes LBO business stream Positioning School BCG portfolio matrix (Henderson, 1979) Experience curve (Henderson, 1979) Game theory tools (Von neumannn and Morgenstern, 1944) PIMS (Buzzell et al., 1975) Porters 5 forces (Porter, 1980) Porters generic strategy model (GSM) (Porter, 1985) Strategic groups (McGee and Thomas, 1986) Value chain (Porter, 1985) 5 Forces: external environment exerts pressure over betting and gaming industry especially legislation and pure economies of scale. This is not a high velocity environment due to relatively slow moving changes in numbers of overall LBOs in the UK. Changes to legislation which govern the industry are also slow moving. It is a low knowledge intensive environment where key skills are concentrated in risk management and trading departments concentrated in Head office. Value Chain: value is created through use of financial resources and technological assets to add value to management of risk, store level efficiencies and customers experience in-store. Game Theory: The relaxation of the ‘demand test in the Gambling Act 2005 has allowed the key operators to play a strategic defensive/offensive ‘game with shop locations, thereby making it harder for smaller operators to compete in popular locations Strategic Groups there is some evidence to support the grouping of the three key operators in the UK betting industry: Ladbrokes, William Hill and Coral in a Strategic group as described by McGee and Thomas, 1986, given that strategic decisions Ladbrokes make, cannot be easily replicated by firms outside this ‘key operator group due to the nature of the regulatory environment and essential economies of scale required in the industry. Barriers to entry or ‘mobility barriers as described by Henderson and Thomas, are high. While in other industries, this could be considered an ‘oligopoly, it is not the case in the betting industry because the betting firms are primarily price takers, not price setters, therefore cannot control prices. Experience Curve: This does not primarily apply to the Betting industry because supply prices are fixed and are the same for all firms, resulting in no gain through a superior ‘experience curve. Other costs, however, could be less in firms with more experience, but some of these are costs levied by industry legislation and do not reduce over time due to the experience curve of individual firms. PIMS: Profit Impact on Market Share as described by Buzzell et al, provide some explanations for profit increases as a result of scale. The comparison of profitability between the three key operators demonstrates that market share will not deliver profitability in the betting industry unless they manage their financial resources and capital structures in an efficient manner. Note the similarities in operating margins based on similar gross margins, market share and market capitalization. Costs, including interest payments are potentially profit sapping in this industry, especially as products are homogeneous and supply price is fixed. Capability-building School Porters Value Chain See above Core competences (Prahalad and Hamel, 1990) Dynamic capabilities (Teece et al, 1997) Knowledge management (Nonaka and Takeuchi, 1995) RBV: Valuable, rare, inimitable and non-substitutable (Barney, 1991) Value chain (Porter, 1985) Sample of textbook schemata: Resources, capabilities and rents (Grant, 2002:153) Resources, competence strategic capability (Johnson and Scholes, 2002: 146) The contextual Not particularly relevant to the LBO operations due to low levels of environmental velocity and low Knowledge intensity (source for argument in main doc). RBV the analysis of Ladbrokes LBO operations suggests that advantage is primarily gained through greater financial resources. This is not a resource which meets the VRIO test as it is a fundamental economic and static resource and (arguably) easy to acquire. In terms of rent extraction this is down to leveraging scale to achieve higher value of margins through increase volume properly risk managed. Additionally, Ladbrokes display capabilities designed for sustainability, defensibility and ultimately market dominance. Core competences in general, there is little innovation required in the LBO business due to the homogeneous nature of the products and the economic structure of the pricing. Being a low knowledge intensity business, the tacit and intangible knowledge inherent in the definition of core competences further supports the lack of applicability of this concept in the LBO business. VRIO/Dynamic capabilities again, the contextual environment of low KI low EV reduces the need for Ladbrokes and other betting companies to be truly learning organisations or organisations creating dynamic capabilities which meet the VRIO characteristics and definitions. It could be argued that Ladbrokes do not create competences as defined by Prahalad and Hamel but possess a number of capabilities designed for margin protect and greater financial resources. High Velocity School Cycle-time reduction (Stalk, 1988) 7S Disruption: speed, surprise, shifting the rules, simultaneous and sequential thrust, signaling, strategic soothsaying, and stakeholder satisfaction (DAveni, 1994) Market disruption analysis (Bower and Christensen, 1995; Rigby, 2003) Patching flexible modular organizational design for rapid entry and exit of markets (Eisenhardt and Brown, 1999) Real options to negotiate favourable environments (McGrath, 1997)d Simple rules to facilitate speed and flexibility (Eisenhardt and Sull, 2001)e Time-pacing (Eisenhardt and Brown, 1998; Stalk, 1988) Delta model (Hax and Wilde, 1999) Ladbrokes operate in a low velocity environment with regards to LBO operations and these concepts are less appropriate for that contextual environment. Applicability would be more relevant in the ‘remote business operations: Internet Sportsbook and Exchange (see figure Core betting industry) however, there would still be imposed constraints on the velocity due to industry regulations. Complex ecosystem school Co-evolution (Eisenhardt and Galunic, 2000) Knowledge management tools Managing the system architecture (modular design, reward systems, team processes, strategic language) to ensure diversity and increase within-firm and extra-firm interactions (Eisenhardt and Galunic, 2000; Moore, 1993; Nahapiet, 2001; Pascale, 1999 and Stacey, 1995) Porters diamond (1990) explains ecosystem competitive advantage as complex interactions between co-evolutionary pockets (McKelvey, 1999 and Thomas, 1996) Real options and multiple scenarios to capture emergent learning in complex conditions (Bowman and Hurry, 1993, Copeland and Keenan, 1998, Luehrman, 1998 and Miller and Waller, 2003) Simple rules to condition system interactions (Eisenhardt and Sull, 2001, Macintosh and Maclean, 1999 and Sanchez, 1997) Supply chain integration and simplification (Levy, 1994, Harvard Management Update, 1999 Harvard Management Update (1999) And now: Complexity theory. Harvard Management Update, 4(3), 8-9.Harvard Management Update, 1999; Whiting, 2001) Labrokes does not primarily operate within a high knowledge intensive environment. While there is clearly are need for knowledge to flow from the wider bet-taking channels to Head Office to ensure adequate risk management, most of this information is done via the use of technology. It could be argued therefore that Ladbrokes core knowledge is concentrated in the central trading functions. In this context therefore, complex ecosystem theories are a less relevant strategic influence for the Ladbrokes LBO business. 9.1 Appendix 2 Competitors Analysis Ø LG LG is a Korea based company which provides ranges of mobile phone for customers to choose. Since its establishment, LG has evolved a lot according to the trend of mobile phone in Hong Kong. However, instead of putting all emphasis on 2-G GSM mobile phone, LG has put more focus on the 3-G mobile phone market and worked closely with the Hutchison Group, The 3 Hong Kong service provider, to provide high quality 3G mobile to customers. LG has used different means of marketing strategies including print advertisements, TV advertisements and celebrities to promote the products. Ø Motorola Motorola introduced the first mobile phone in Hong Kong in the 1980s Motorola emphasizes on the transformation of device formerly known as the cell phone into a universal remote control for life by adding more functions and innovations in the mobile phone. Motorola won the Asian Innovations Award by the technology of the product A668 with a â€Å"finger writing board† on the mobile phone, also, with the integration of the technology of iTunes ® by cooperation with Marc ®, Motorola launched the product ROKR E1. Motorola aims to be the leader in multi-mode, multi-band communications products and technologies. Ø Samsung Samsung provide a wide range of products for customers to choose from, including the 3G mobile phone, the MegaPixel Camera Phone, the Camera Phone and the Color Display Phone. No matter from the prime mobile phone of the latest 3 G mobile phone, Samsung provides choices for customers to deliver the desirable benefits and solutions for different customers. Ø Sony Ericsson Sony Ericsson has the mission to be the most attractive and innovative brand of mobile phone in the world. To achieve this goal Sony Ericsson integrated design into every step of the process intelligent features, user-friendly applications, innovative materials and attractive visual appearance. Design is the essential differentiator when comparing mobile communications products. The attractive good looking appearance and the sophisticated integration of technology has contributed to the success of Sony Ericsson, some products like W800i and W55

Health and Welness for the Employees :: essays research papers

There are many reasons for the employees to get involved in a wellness program. Whether they like it or not overall wellness will affect their everyday life, at home as well as at work. The fact of the matter is that people that are in good health are usually more coherent and are able to enjoy more out of life. With more incentive going towards corporations paying subsidies to encourage employee participation there is increasing demand by employees to have a wellness program implemented. A study of health risk data and medical insurance claims at a paper mill in Canton, North Carolina, revealed that the Canton employees who had taken part in a health and fitness programs spent an average of 30% less on medical claims than non-participants. Having established a clear link between health and fitness activities and lower health care costs, the Canton study led to refine and expand wellness programs. The company took a closer look at all the issues that could affect job performance and determined that the company needed to broaden the concept of wellness to include mental and emotional health as well as physical well being. In short, the company began to recognize that each employee is a whole person who brings much more than job skills to work every day. The company also began to understand that efforts at wellness promotion could only succeed by taking the needs of the whole person into account. Fitness programs can reduce absenteeism. There are many documented situations of fitness and wellness programs are effective. In a one-year study of over 500 employees, each took part in a work place fitness program. The for each employee that worked out as little one day a week, cut their average number of sick days in half, from over ten sick days on average in the previous year without any activity to less than five in the following year. The report also showed that the employees that did not maintain a workout load of at least once a week did not reduce any sick-days. (Journal of Occupational and Environmental Medicine, 1997; 39:827-831) Each of the participants followed a one-hour supervised workout consisting of a warm-up, stretching, calisthenics, cardiovascular and strength-building program. Later in the study Dr. Lilian Lechner, M.P.H. stated, â€Å"While previous studies have found that employees most likely to partake in workplace fitness programs are those who already ge t the most regular exercise and tend to be in better health, the current show that work-based fitness offers added health benefits for employees regardless of their fitness level.