Global Business and Political Forces Case Study Essay Example for Free

Global Business and Political Forces Case Study Essay Walgreens Corporation â€Å"C-Level Executives† will have to consider the Global Business and Political Forces associated with their Global International Expansion plans into the Country of Brazil during the period of (2014-2016). Analysis The key issues Walgreens Corporation â€Å"C-Level Executives† pose to face would be attempting a massive global expansion and creating new value innovation within that new global market. The want and need to expand internationally into Brazil might potentially cause the Company to lose its current top rated status quo and therefore could risk their Company’s name and future success rate if prior strategic planning is not done properly. Current competition in the same U.S Market looking to expand internationally such as CVS could also pose and cause a potential threat to Walgreens expansion plans. However, the Brazilian market is even more competitive because Brazilian Company’s already know how to operate in that country and are already familiar with the areas region. Therefore, their capabilities of gaining access to information and expertise about where the high demand for property expansion location sites would be at to open a new booming business, stands to be greater than that of other countries outsourced investors or foreign Company’s looking to expand. Related assumptions Walgreens would have to be able to maintain a competitive advantage point globally, so creating an exclusive brand pertaining to that specific region of the country, as well as, maintaining or improving their current Prescription Savings Club program and product line seems essential to their international expansion success. In order to stay ahead of the game and beat out any competition Walgreens â€Å"C-Level Executives† will need to focus on its core competencies and strengths. These practices are going to be critical when serving a diverse Country, while maintaining Walgreens longstanding tradition of fairness, trust and honesty. ((2013). Company Overview). Alternatives There are several alternative actions the C-Level Executives can take that would include the following: First, management must actively evaluate and manage any potential political risks involved when making global expansion investment decisions and then continue to monitor those associated risks on a routine basis. Political forces and risks that could impact Walgreens are going to be subject to change, so it won’t be considered enough to evaluate those risks only once before the decision to invest has been made. Executives of Walgreens must take an active approach and monitor political risks all the time and use those findings to their advantage by applying those methods strategically towards any other investments, operational plans and any other future decisions. Therefore, management over political forces must be implemented into Walgreens operating business practice and processes, in order to protect their investments. (PwC Advisory and Eurasia Group.) Secondly, obtaining reliable, accurate information and interpretation of international business risks tend to be roads blocks at times for executives seeking to better their decision making through evaluation of political risk. Therefore, the use of multiple world-wide sources in which provide up to date, extremely accurate information that has not only been analyzed but also prepared by top risk managers should also be considered as part of an ongoing systematic approach to political risk management. (PwC Advisory and Eurasia Group.) Thirdly, To avoid any future setbacks from competitors such as CVS and similar Drugstore/Retail chains, Walgreens will need to create and invest in a new value of innovation to enhance their diverse customer’s experience. I believe Walgreens strengths lies in the fact that they have their own unique branding style and a high level of ethical quality in the way they perform their business practice, so by enhancing their current U.S. loyal customer connections over into their potential new global customers they stand a better chance to set themselves apart from CVS and any other competitors they might be faced with along the way. Evaluation International partnerships increase challenges but also create new ideas in new markets that can then be translated back to US markets. Because all companies, even primarily domestic ones, are affected by politics to some  degree, all need a baseline of political risk management activity. At a minimum, company management should be aware of how political risks affect business processes, and they should factor these risks into both investment decisions and general risk management. Recommendation My suggestion would be that the â€Å"C-Level Executives† when operating internationally should carefully analyze their current approach to political risk management and determine whether it is contributing to their current business performance strategy as efficiently or effectively as it could and should be or having and adverse effect, taking away from it instead. Once carefully reviewed and evaluated they should find areas for improvement and make changes accordingly to ensure a better business development plan for the following (2014-2016) timeline. Implementation Long-term sustainable success internationally depends in good part on a company’s ability to grasp the implications of political risk and apply them to business risk. By embedding political risk considerations in normal business processes, companies enable management to make better decisions regarding global expansion, sourcing, branding, intellectual property protection, community and government relations, operational structures, and other business issues that arise in complex international markets. (PwC Advisory and Eurasia Group.) Conclusion Ultimately, any company looking to expand globally has to be willing to take risks, but it’s also essential to their future developmental successes that before taking that huge leap to expand internally that they become extremely aware of the high stacks and potential risks involved. In general, the more a company ventures beyond its home country physically or through outsourcing the more it increases its exposure to political risk. Companies should keep in mind, however, that even a minor investment involving a major risk or opportunity can have a material impact. Sustainable success internationally depends in good part on a company’s ability to grasp the implications of political risk and apply them to business risk. Mark Wagner, Walgreens Executive Vice President Operations Community Management had this to say: Our customers come from all walks of life, and it would be impossible for us to serve them well if we developed identical, instead of individual needs. Ive found the best way to recognize individuality is by taking time to learn about diverse interests and their background. Everyone has needs, wants and expectations and as managers, its our job to develop that strategy and exceed those expectations. (Walgreens outlines strategy to analysts.)

Exploratory Research Assignment Essay Example for Free

Exploratory Research Assignment Essay Canadian’s first choice for an alcoholic beverage? Beer. Not only is beer a refreshing beverage on a hot, sunny day, it plays a big part in the Canadian heritage. The overall beer consumption over the years has been steady, however with increased competition, it is becoming harder for Canadian breweries to keep up with market trends. Hence, all the major Canadian breweries have been merged with or acquired by the international giants. The competition is rising not only between beer brands, but also within beverage types. Wine consumption in Canada has been increasing substantially. Consumers are always looking for something new and exciting, but at the same time, something they can relate to. â€Å"A key point for success is to bring differentiation while still retaining a recognizable and familiar aspect†(t). Another obstacle the brewing industry is facing is the wrong perception consumers have about beer and its effect on weight and overall health. â€Å"Beer belly†, for example is just a myth. It is vital for companies to educate consumers about the true nutritional value of beer to avoid wrong perceptions and lose consumers to other beverages that seem more calories cautious. Research Objective This report outlines current trends as well as opportunities and threats to the Canadian Brewing Industry. The results were interpreted based on the research conducted on the three major brewing companies: Heineken N. V. , Sleeman Brewery Ltd. , and Molson Coors Brewing Co. We identified and compared these breweries in terms of the background, consumer’s opinions and strategic issues the companies are currently facing. Finally, the recommendations provided outline the possibilities for improvement and growth of the industry if the appropriate changes are undertaken. Research Method This research was conducted based on North American population through trend analysis. The articles were chosen based on relevancy and the date of publication, 2008 and above. The main areas of research were: history of the company, social media impact, strategic issues and opportunities. The focus was on the most recent news and events that affected the company as well as the entire industry. Company Information Heineken N. V. was founded in 1873 in Netherlands and has become the world’s most international brewer (Heineken, 2013). It operates in Western Europe, Central and Eastern Europe, Africa and the Middle East, The Americas, and Asia Pacific. The company is keen on contributing to a sustainable future. Their strategy is based on the four focus areas: conserving water, decreasing CO2 emissions, responsible agriculture, and responsible consumption. Heineken also believes that innovation is key to future success. The Heineken Ignite beer bottle is their new invention. It is replete with LEDs and motion sensors, â€Å"which let it light up with various effects when drinkers knock bottles to say cheers with someone or take a sip†. The LEDs could also be synchronized with music and activated by light sources. (d) Founded in Guelph, Ontario in 1834, Sleeman Breweries Ltd. became a leading brewer and distributor of premium beer in Canada. (b) Their success came from â€Å"turn-of-the-century† beer recipes and the passion that continues to drive the company to this day. Sleeman’s trademark is their unique clear bottle. In the recent lawsuit against Dead Frog Brewery that uses a similar clear bottle design, John Sleeman, CEO, said: Sleeman will always vigorously defend its trademarks, especially where my familys heritage is concerned. (c) Sleeman Breweries Ltd. was bought out by Sapporo in 2006, however the Japanese firm kept the Sleeman name and business intact because of the intrinsic value that it holds. (e) Molson Inc. is the oldest brewery in North America, established in 1786(a). In 1978, the company bought into sports and entertainment industry, purchasing â€Å"a share in the Montreal Canadie ns and the Montreal Forum, as well as hosting Molson Hockey Night in Canada†(a). Their advertising campaign has always been based on the â€Å"beer-sports† connection, trying to establish that beer and hockey are two defining elements of the Canadian identity. (f) After merging with Coors, Molson Coors Brewing Co. became 5th largest brewer in the world. Below is a comparison table of the three above-mentioned companies, in terms of 2012 sales, place of origin, current position in the market, types of beer offered in Canada, sports associations, and company slogans. Heineken is the most known international beer brand, â€Å"when in doubt, order a Heineken†. But the recent feedback from the consumers shows that Heineken is over-rated. It’s characteristic skunky taste is the result of the green bottles it’s served in. The UV rays break down the hop compounds, which is why the beer tastes different when served from the bottle compared to tap. Heineken however is not ready to let go of their notorious green bottles since that would make it harder to identify the beer, which in turn will hurt the company’s bottom line. Sleeman is known for its flavorful body and clean taste (no skunkiness). Some find it too sweet, others enjoy it. The benefit that Sleeman has over its competitors is that is offers different types of craft beer that other breweries don’t. From fruity India Pale Ale to chocolaty Fine Porter, Sleeman wants to create a long lasting relationship with those, who have an appreciation for beer. However, Sleeman is not as active in the Social Media world as Heineken and Molson are with their catchy commercials and Facebook pages. Molson Canadian was voted #2 in AskMen, men’s online magazine. Be it a hockey game, a backyard bbq or a camping trip, Molson Canadian is what the young generation automatically reaches for, due to Molson’s heavy advertising that incorporates those themes. â€Å"Camping essentials. Lots of firewood and Molson Canadian†- was posted on Twitter along with a picture of a truck loaded with firewood and cases of Molson Canadian. Key trends, opportunities and threats Although beer continues to dominate the market of alcoholic beverages, (c)beer consumption is declining in the U. S. and Europe, the source of two-thirds of Heinekens profits, because of tougher drunk-driving laws and a growing appreciation for wine†. The fact is that beer is not seen as a â€Å"fancy drink† that you indulge in, it is time to change that. Companies must start educating consumers about the differences between various types of beer, beer and food pairings, in order to create a better appreciation for the beverage. Another obstacle the brewing industry has to overcome is the â€Å"beer belly† myth. Consumers are becoming more health cautious and many believe that beer is detrimental to weight loss and health in general. The fact is, beer is fat-free, cholesterol-free and low in carbohydrates. Beer is made from hops, barley and wheat, so the beverage contains many nutrients such are: vitamins A, C B6, folate, thiamin, riboflavin, niacin, zinc, iron, and calcium. Beer also contains antioxidants and is high in fiber. Those who choose lighter beers in hopes of reducing their caloric intake, are also missing out on all the nutrients the beer holds. Drinking beer in moderation also reduces the risk of heart disease and stroke, diabetes, rheumatoid arthritis, bone fractures and osteoporosis, kidney stones, digestive ailments, gallstones, and physical ailments affecting the elderly. Beer can be part of a balanced diet and a healthy, active lifestyle. The key is moderation. (brewers association One of the big trends for summer 2013 is light and flavored beer with the hope to appeal more to women, and Molson Canadian is on top of it. Their new line of beer, Molson Wheat, is made with all-natural ingredients; â€Å"the unfiltered wheat lager delivers a hint of malt, balanced by the fruity character of just-ripened bananas†. Molson is also going to introduce Molson Canadian Cider made from 100% Canadian apples and champagne yeast. On the other spectrum, craft beer is also the category that will experience growth, thus Sleeman should undergo a positive turnaround in the near future. The current debate over wider retail distribution of alcoholic beverages is becoming more evident, and more changes and pilot programs are being tested to potentially expand product availability beyond liquor stores. â€Å"In 2013, the province of Ontario – the largest alcoholic drinks market in Canada will become LCBO or Liquor Control Board of Ontario Express stores-within-stores at 10 grocery supermarkets. The Manitoba Liquor Control Commission has also been testing the Liquor Mart Express store within a Canada Safeway supermarket in Winnipeg as of 2012† (Euromonitor International, 2013). Wider retail distribution will definitely create more opportunities for product marketing and retailer distribution, potentially giving more opportunities for smaller local wineries, breweries and distilleries to bring their products to the market (Euromonitor International, 2013) Study Implications and Recommendations There are four main concepts derived from this research: * Perception of beer * Health implications * Competition * Innovation In order to stay competitive, the above 4 concepts must be exercised interchangeably. The brewing industry has a lot of room for improvement and growth. The improvement must begin from changing the consumers’ perspective about beer in order to create a lasting relationship. An ongoing education about beer and beer consumption is also something that can change consumers’ perceptions and preferences. In order to stay competitive, one must â€Å"bring differentiation while still retaining a recognizable and familiar aspect†(t). Social Media is a powerful tool that must be utilized in order to reach consumers as well as to learn about consumer behavior and generate feedback. Study Limitations and Directions for Future Research I found the most credible sources were the company’s websites, Business and Company Resoucre Centre and Global Market Information Database (GMID). The least credible was Wikipedia (was not included in this research paper) since some of the information was not accurate and up do date. Canadian Business and Current Affairs, I found to be the least up to date and least helpful. There is much more research that could be conducted in regards to this topic- alcohol regulation, exporting tariffs, cross marketing strategies, etc. The above research should be used as a foundation for the in depth analysis of the brewing industry of Canada.

Market share of banglalink

Market share of banglalink 1.0 INTRODUCTION 1.1 Origin of the Report This report is the accomplishment of the class assignment program as required for the completion of the PGDBA TERM 2 course at College of Technology London.Project for the program was assigned by the institutions course teacher Carole Still 1.2 Objective of the Report Objective of this report is to give a general idea about the organization, business and operations of Banglalink, a mobile telecommunication company and to explore information about the market position, Marketing strategy and measures to improve the product and services of Banglalink. 1.3 Company Overview in Brief Banglalink was formed in 2005 by the Orascom Telecom Holding (OTH) under the registered name â€Å"Banglalink. Before that it was called Sheba Telecom Ltd. In February 10, 2005 the company changed its name to Banglalink, as a part of global think process. In Bangladesh Banglalink is a very fast growing telecommunication company. The major products and services of the company are listed below: General prepaid Ladis first prepaid Misti Kamala Upper Class Professional SME and SOHO Package Corporate post paid package. The company has customer care center in Dhaka and Chittagong. The corporate Head Office is located at 28, Gulshan, Land View Tower, Gulshan Circle-2, Dhaka. Banglalink is a subsidiary of Orascom Telecom Holding (OTH) which is a leading mobile telecommunications company operating in nine emerging markets in the Middle East, Africa and South Asia. Established in 1998, the company has acquired nine operating licenses in this region. With nearly 520 million people and an average mobile telephony penetration of only 5% falling under these licenses, Orascom Telecom has positioned itself as a leading telecommunications conglomerate in the emerging markets of this region. The organization has managed to build an amazing subscriber base of around 15 million in just a short span of six years by the end of 2005. 1.4 Methodology Both primary and secondary sources of information were used for this report. For the organization part secondary sources were the major source, whereas for the project part primary sources of data had used. Primary data were collected through personal interviews to target groups, which include Banglalink employees, distributors and customers. Open ended, close ended, structured questionnaire were used for collecting information at different stages of the report for different groups. For example, interviews with employees for organization part included open‑ended nonstructural questions, but for project part close‑ended structured questions were the majority. However, most of the questions were direct and non‑disguised in nature. Stratified random sampling method was used in the survey. Sample size was 75. Data analysis techniques used for the project part included graphical presentations, frequency distributions, percentage ranking, cross tabulations and normal distributions. Data was analyzed by MS Excel. 1.5 General Limitations Resource Constraints Efforts have been made to accomplish the project according to the objectives. But as the research team consisted of only one member, therefore, it was difficult to cover areas in detail. Moreover, there was constraint of other resources also. Time Limitation The type of study required a detail interview of customers and retailers. Difficulty was faced in getting access to this different group of people. Manpower Limitations This type of work requires extensive fieldwork. Due to lack of adequate manpower it was very difficult to work with large sample. Efforts have been made to accomplish the project in accordance with its objectives. But as the research team it consisted of only one member, therefore, there were difficulties to cover more details. 1.6 Report Preview The report is divided into two different parts. First part of the report is the organization part, which will give a general picture of the organization Banglalink as a whole, including the businesses it does. The other part is the project part, is assigned by the organization to fulfill the requirement of the internship as well as the need of the company. The topic is â€Å"Analysis of Marketing Strategy, Market Share and Future Action Plan of Banglalink. In this regard, four packages namely; Ladis First, Misti Kamala, Upper Class and SOHO-SME were considered. VIEW OF BANGLALINK 2.1 General Information The company aims to make a difference in the lives of the people. Its vision is to â€Å"understand peoples needs best and will create and deliver appropriate communication services to improve peoples life and make it easier†. Their mission is, therefore, to reduce the total cost of ownership of buying and using a mobile phone. Moreover, to achieve this vision, the company has established some values that it tries to instill in its employees. They want their employees, and the company as a result, to be straight forward, reliable, innovative and, above all, passionate. As Sheba Telecom, the worst performing network operator in the industry, the company had only 30,000 subscribers. To dispel this image, OTH had re-branded Sheba as Banglalinkâ„ ¢ in an attempt to give it a completely new image. Finally, they have successfully achieved their goal. With that kind of a reputation at its disposition, the Banglalinkâ„ ¢ management has placed one of the highest priorities on improving its network. In this respect, they have installed state-of-the-art equipment from Siemens and Huawei and brought in over 1,000 people, including experts, from 15 countries around the world to set up the required infrastructure. The system took a record of four months (less than half the normal time) to build. In 2005 alone, Orascom plans to invest $120 million, earmarking close to another $300 million for future investments. 2.2Vision Banglalink understands peoples needs best and will create and deliver appropriate communication services to improve peoples life and make it easier 2.3 Values They have the following four underlying organizational values. Straight Forward Reliable Innovative Passionate 2.4.1Marketing The Marketing team also consists of several teams, which includes PR Communications, VAS, Loyalty Retention and International Roaming. The teams all report to Omer Rashid, the Marketing Director. The Loyalty Retention team is responsible for the designing of the special offers launched from time to time in an attempt either to increase customer base or to increase ARPU. The VAS division is responsible for the continuously adding valuable services to provide a complete solution to existing customers, for example, for making conference calling ring tone/logo downloads possible. These two teams together are in charge of making the customers experience with our network more satisfying. PR Communication is responsible for designing and developing all promotional materials for the marketing of any new product/package and any other activities. They coordinate and work directly with the advertising agency and other vendors. While other companies have an entire department for promotions and branding, at Banglalinkâ„ ¢ this division, consisting of only a handful of people is responsible for this task. Although Banglalinkâ„ ¢ does not have any International Roaming facility now, this team is working on developing the service soon for post-paid subscribers. 2.4.2Human Resources Aside from recruiting and training employees, the HR department is also responsible for disseminating internal communication to all users and in the process of developing compensation packages for its employees, such as medical insurance under the group plan, life insurance and running several activities such as the Vaccination Program for all. Training activities are continuously taking place to develop and hone the skills knowledge of the personnel, such as the English Language MS Project Courses for selected employees and conducting a GSM Orientation session for all employees, especially the Sales, Marketing Customer Care Departments who have to deal with customers. 2.4.3Customer Care Rumana Reza, the only female director in the organization, is the head of the Customer Care department. This too is segmented, consisting of the Customer Care division itself, and then there is Care Line, Credit Management Unit and the Support Services Unit. They are responsible for handling customer queries and providing solutions to any problems faced by the subscribers. While the above departments are all located in the headquarters in Gulshan 2, the Customer Care people are divided between the head office and the Call Center (Star Tower) between Gulshan-1 and Gulshan-2. 2.4.4T Billing The IT Billing department, as is evident from the name, is in charge of all the hardware, software and program requirement of the other departments. They also generate the bills for the company subscribers (post-paid). 2.4.5Administration Apart from the Administration division, the department also consists of the Legal division and the Project Management Office. 2.4.6Finance The finance department is the largest department at the head office with an entire floor devoted to their needs. They consist of the Procurement Cash Management divisions among many others. 2.5 Strength, Weakness, Opportunity and Threats (SWOT) Analysis 2.5.1 Strengths Huge capital investment: As mentioned earlier, Orascom Telecom has great plans for Banglalinkâ„ ¢. Wherever OTH has gone, it has become the industry leader there or is on its way there. A possible explanation is that the organization kicks of its companies with a huge capital outlay to help get rid of or solve all the hitches. In 2005 alone, Orascom will invest $180 million, earmarking close to another $300 million for future investments. Expertise: As mentioned earlier, OTH had over 1000 people, including 15 experts, working on the infrastructure to get the company started in a record four months. These experts, with several years of experience in the telecom industry, now help in the day-to-day operation of the business. Tight control over sales process: Many people in the industry do not know the sales process, since its is dealt by their distributors and dealers. However, with the Direct Sales Booth, the people involved know the sales process intimately and are responsible for achieving the sales target and project implementation, thus giving the company a strong control over the process. 2.5.2 Weaknesses Network: The greatest weakness of Banglalinkâ„ ¢ and also the most widely criticized service is its network. While the reception is quite clear when the user is out of doors, once inside, the reception breaks up. The worst part is the company has entered a market where the industry leader has been reigning supreme for years now and people are bound to compare the leaders services with Banglalinks performance, even if it is fairly new to the market. People tend to forget that it had taken the leader more than three years since its start to provide its subscribers with a decent connection; hence it is with Grameens present performance that Banglalinkâ„ ¢ is compared and sure enough the latter does not fare well. Unorganized structure: OTH bought off Sheba (Pvt.) Limited last September and immediately started changing the structure of the loosing concern. They are constantly recruiting people, adding/deleting levels to the organogram. Thus, the environment is constantly chaotic, with many people not knowing who to contact or whom to report to and who is responsible for what. This takes away time and energy away from the selling activities. Inadequate human resources: While many people drop off their CVs at the office on a regular basis, finding sufficient numbers of people, with the correct qualifications, has become hard to find. Hence, a handful of people are doing the work of many leading to back log of work. Bureaucracy: The new management is trying to create a system where each individual is responsible and accountable for his duties. While it is a good idea, it has also created a bottleneck at the administrative financial level, where work gets stuck and stays stuck until all papers are properly signed and taken care of. 2.5.3 Opportunities Re-invent itself: As mentioned earlier, the company created a strong buzz when it entered the market. Previously an unknown entity, many people now know of the existence of Orascom Telecom. They have done their studies and know that OTH stands for success. Thus, the people are ready to see Banglalinkâ„ ¢ as a total different entity from its predecessor and are willing to give it another chance to re-invent its image in the market; not an issue to be taken lightly by the company. 2.5.4 Threats Price wars: While in the true sense it had been Banglalinkâ„ ¢ who started this price war with its M2M package, it has created a series of price cuts that many cannot afford. After eight years of high call charges, Grameen has finally decreased its rates. BTTB has also entered this battle with Teletalk Bangladesh Limited. With free TT incoming and outgoing, this is sure to become popular once it gains access to other operators networks. 3.0 INTRODUCTION OF PROJECT 3.1 Background of the Study Bangladesh has one of the lowest tele-density and the lowest telephone penetration rates in the world and even in the South Asia. According to the International Telecommunication Union (ITU) report, the telecommunication revenue as a percentage of the GDP is also low in Bangladesh compared to the other regional countries. Among the SAARC countries per 100 inhabitants Maldives has the highest tele-density while Bangladesh has the lowest. There are five telephone operators in Bangladesh at the moment. Among them one is Government owned telephone operator: Bangladesh Telegraph and Telephone Board (BTTB) and the other four are privately owned companies namely Grameen Phone Ltd. Telecom Malaysia International Bangladesh (TMIB) Sheba Telecom Ltd and Pacific Bangladesh Telecom Ltd. (PBTL). Banglalink is a subsidiary of Orascom Telecom Holding (OTH) which is a leading mobile telecommunications company operating in nine emerging markets in the Middle East, Africa and South Asia. Established in 1998, the company has acquired nine operating licenses in this region. With nearly 520 million people and an average mobile telephony penetration of only 5% falling under these licenses, Orascom Telecom has positioned itself as a leading telecommunications conglomerate in the emerging markets of this region. The organization has managed to build an amazing subscriber base of around 15 million in just a short span of six years by the end of 2004. The present situation of market share, marketing strategy and action plan of Banglalink is the basis of this study. 3.2 Problem Statement The problem statement of the research is, â€Å"analysis of marketing strategy, market share, future prospect and action plan of banglalink† 3.3 Scope of the Study The research is limited within the some selected product of Banglalink and it is confined in Dhaka city only. There are number of product of existing telecom operators having varied features. This study covered some fast moving products namely; Ladies first, Misti Kamala, Upper Class and SOHO-SME packages of Banglalink. 3.4 Limitations of the Study The area of the research was too scattered to reach conveniently for gathering information within the specified time of the internship. However efforts were made to limit the area of observation through sampling method and experience judgment. Target populations of the research were not enough knowledgeable to understand and explain the required information needed from them. The studies were carried out on four products namely ladies fast, upper class, orange sweated and ipack. The researcher scope was not enough to amalgamate the whole strategy including all products. 3.5 Exploratory Research To formulate research objectives an extensive measure to unearth the real situation was under taken in the form of exploratory research. The secondary data analysis and the pilot survey i.e. the interviews with the company people, dealers, retailers and customers were the major types of exploratory research that were followed to reach the research objectives. This research is based on qualitative method. After formulating the problem statement, a detailed background study was conducted. This background survey helped to determine the specific objectives. 3.5.1 Checklist Keeping the problem statement in view and the preliminary research being an unstructured one, a number of questions in the form of checklist had been formulated. This checklist had been the main tool for asking relevant questions to the primary data sources to formulate the operational definition of the problem statement and precisely find out the area of study. Perception of customers about different operators of Bangladesh and the selected products of Banglalink were found from the checklist. 3.5.2 Exploratory Research Findings From of exploratory research the following points were discovered: Banglalink made a huge splash in the Bangladesh mobile industry on February 12, 2005. Banglalink made the mobile service affordable to the general people at a cost of only Tk 3400, which is the lowest in the market. About 12% of the market share is occcupied by the Banglalink. Presently, Banglalink is selling SIM at a price of Tk. 132 only, which is the lowest in the industry. The Banglalink connections also allow subscribers 125% credit limit where all other counterparts allow only 100%. It means that a client can talk upto 125% of his deposit in case of postpaid connection. 55% of the customers expressed that strength of network is the prime factor for choosing a particualr mobile operators among the existing competitors. About 78% of present customer were satisfied with the service of Banglalink. Higherst stisfaction rate found among the GP subscribers. More than 30% of the total customers willing to switch Banglalink from other mobile operators. About 10% of the customers expressed that there is an assoiation between higher sales and lower call charge of Banglalink. 3.3 Research Objectives After considering all the relevant aspects research objectives are formulated as under: Broad Objective Broad objective of the present study is to have an idea about the marketing strategy of mobile telecommunication industry of Bangladesh to survive in the competitive world, especially in the case of Banglalink. Specific Objectives Specific objectives of the study are as follows: To explore the market share and position of Banglalink in the mobile industry of Bangladesh. To explore the business level marketing strategy of Banglalink. To assess the perception of customers toward the product of services of Banglalink. To explore the strength and weakness of Banglalink in comparison of other mobile operators. To explore the growth potentiality of Banglalink To explore the future action plan of Banglalink to be the market leader in the telecommunication industry. 3.7 Literature Review Review of related literature in any research is a necessity in the sense that it provides an opportunity for reviewing the stock of knowledge and information to the proposed research. These knowledge and information give a guideline in designing the future research problem and validating the new findings. With this end in view, literature and research works in line with the present study, were searched in the relevant libraries, research institutes, offices and websites (internet). attractive packages to the customers. A significant change has been taken place in the mobile telecommunication sector after launching the Banglalink in the industry. At this moment, all operators are trying to keep their products at the top position. Present study will help to identify the strategic competitiveness and pitfalls of Banglalink and to find out the new horizon to be the market leader in the industry. 4.0 RECOMMENDATIONS AND PROPOSALS 4.2 Recommendations It was found that few operators in the market are trying to meet the growing demand of the city dwellers need for communication. For the high demand of the mobile phone there are many unmeet demand are waiting to acquire. Banglalink has to run to meet those demand of customers by providing the product and services at a affordable and minimal price. People are gradually becoming informed about the value of information and understand the fact that timely access to the right information slants the balance of market information in their favor. Governments of developing countries in general and Bangladesh in particular, have to address this issue of increased basic telecommunication connectivity to keep its population in the fast track of economy. Finally researcher has suggested (Proposed) few points to make telecommunication industry healthy: It is better to Promote competition and investment by private firms. The company has to ensure access to advanced services in rural and high-cost areas. It has to ensure access to advanced services for schools and libraries also. Provide and promote education of what telecommunications and information services can do and how to use them. Banglalink has a threat of price war from its competitors. In fact, mobile telecommunication industry has tremendous competition. All operators are coming up with different attractive products and services. So, it has to consider the following point to be a market leader in future: Strengthening the network system. Expand the coverage as soon as possible. Launch less product rather than multiple products at tie. Add value to particular product. Reduce the call charge. Tariff should be user-friendly and comprehensive. Billing system should be improved. Improve the standard of advertisement. Advertisement should be more appealing. Spend money wisely to minimize the cost which leads to maximize the profit. 4.3 Conclusion With respect to the identification of the market position of Banglalink from the above study it can conclude that Banglalink possesses about 12% of the market share in the telecommunication industry. It was found from the study that 37% GP subscribers want to change because of call charge, 24% GP subscribers want to change for TT connection, 13% GP subscribers want to change for product features. 37% Aktel subscribers reason to change is network coverage, 26% respondents change for call charge, 21% respondents change for product features and rest respondents changes for TT, billing system etc. A large number of CityCell subscribers like 61% subscribers want to change for network coverage, 22% CityCell subscribers change for call charge, rest for other reasons. 71% Banglalink subscribers reason to change is network coverage, 8% Banglalink subscribers change for call charges Bibliography Books: Malhotra, Naresh K. Marketing Reseach, 5th Edition, Prentice-hall of India Private Limited, New Delhi, 2000 Kotler PhilipChase, Marketing Management, Millennium Edition, Prentice-hall of India Private Limited, New Delhi, 2000 Lesikar, Ramond V. Flatley, Marie E. Basic Business Communication: Skills for Empowering the Internet Generation, 10th Edition. New York: McGraw-Hill Irwin, 2006-2007. Fred R. David. â€Å"Strategic Management†, 10th Edition, Prentice Hall of India (PHI) Internet Resources: www.banglalink.com

I am Intrigued with Psychological Research and College Instruction :: Graduate Admissions Essays

I am Intrigued with Psychological Research and College Instruction. Â   Having enjoyed psychology-related activities in both the academic and community settings, it is with enthusiasm that I pursue a career in clinical psychology. An important part of this pursuit is attending graduate school. In order to obtain the necessary knowledge and to define my areas of interest, I wish to enroll in a doctoral program in clinical psychology. Â   Throughout my undergraduate work I have engaged in a variety of activities to help prepare my for graduate study. One such activity is my involvement in research. This past summer I participated in a research project with a UNI professor, Dr. Augustine Osman. Our research involved the examination of the psychometric properties of the Pain Anxiety Symptoms Scale (PASS) in a community sample. I performed basic data entry and ran SPSS-X programs for manova, correlation, and reliability. For two to three hours a day, over an eight week period, my research experience involved discussions on issues of psychometrics as well as learning how to transcribe and run several programs used in factor analysis. Through this experience I have also become familiar with the process of research revision and publication. In fact, I will be listed as a co-author upon publication of this work. Â   Currently, I am involved in an independent research project investigating sex-role stereotyping in college classrooms. My advisor, Dr. Jane Wong, has been supervising by progress. After completing background reading on this issue, I have decided to investigate the relationship between students' sex-typed characteristics. I have developed six scenarios in which I manipulated the sex-typed characteristics of the instructor. Students will be asked to complete the Bem Sex Role Inventory and the Traditional Egalitarian Sex Role Scale (TESR) prior to reading a scenario. After reading the scenarios they will be asked to rate the instructor using a rating form developed by Leventhal, Perry, and Abrami (1977). I hope to present my findings at a regional psychology conference and, if possible, submit the work for consideration for publication. Â   Aside from conducting research, I also have had the opportunity to experience the teaching aspects of psychology while serving as a teaching assistant for a Research Methods course and an Introduction to Psychology course. As a TA for Research Methods my responsibilities included supervising five students' research work. Specifically, I assisted the students in the library while they worked on a bibliography, summary and synthesis, and proposal project.

Graduation Speech -- Graduation Speech, Commencement Address

I realize that, during these short minutes I have to address my fellow classmates, all I truly have to offer you are my own thoughts and a little bit of philosophy that I have picked up during my three years here at West High School. Throughout our high school careers, we have been presented with clichà ©s and catch-phrases that are meant to epitomize our entire school career into three or four words: Class of 2000, Bridge to the Millennium, and The Future is Now. As true as all of those phrases may be, I do not believe that any of them can define our entire education. The common tie between all of those themes is this: They all focus on what is to come. They tell us of how we should be years from now, as opposed to acknowledging how we are at this moment. What I want to focus on now i...

Peer-Reviewed Article: Heart Disease Essay -- Article Review

There are many reasons I have used health care services at different times in my lifetime from birth to the present time. I have utilized pregnancy healthcare services. I have used health care services for preventive care such as a yearly Pap smear or health physicals. My friends, family and my co-workers may use health care services for the same reasons as mine, especially if they are of the same gender. The peer-reviewed article that I chose was about heart disease. Heart disease needs particular attention from health care administrators, since â€Å"Chronic heart failure (CHF) is a progressive syndrome that results in a poor quality of life for the patient and places an economic burden on the health care system†. (Ramani, Uber, & Mehra, 2010). There is no one test to diagnose heart failure. Hypertension increases the risk of heart failure 2 to 3 fold. (He, et al, 2001) The American College of Cardiology (ACC) has identified 4 stages of heart failure. (Hunt, Abraham, Chin et al, 2009). Screening patients for heart failure is sometimes controversial. Health care administrators...

A Case Study: Employee Behavior

The MBA Toolbox defines influencing as, â€Å"changing another person’s attitudes without using force or authority† (p. 1). When force or authority is used the implication is that the influence is unethical. Influence is achieved ethically by engendering trust. For managers and executives influencing behavior should be thought of as an ongoing, two-way, process. Jeanne Lewis of Staples, Inc. was able to ethically influence her organization by adapting her own style and by listening to and learning from her employees at all levels of the organization.It is impossible to institute effective change within an organization without being well-connected to the organization itself. The Harvard case study about the career of Jeanne Lewis shows that it is possible to change a corporation through interpersonal relationships, dialogue and patience. The Company Despite the ill-fated merger with Office Depot in 1997, Staples Inc. was a company that exhibited a track record of consist ent growth by the time Jeanne Lewis was hired into the marketing department. Strong leadership from the top had characterized Staples rise to prominence.Despite Staples’ track record of success, Jeanne Lewis sensed the need for change within the organization. As she moved through various positions in the company she only became more convinced of this. If Staples was going to meet its’ aggressive goals a more integrative organizational approach was needed. But how could she put her ideas forward? Upon Todd Krasnow’s exit, Lewis would be the new leader. Krasnow was universally respected, and any change from his philosophy could meet with resistance. Promoting ChangeEthical and effective change within an organization is a function of trust. Jeanne Lewis understood this. She also saw influencing change as a process. Gaining influence by dishonest means could have been done in an instant, but Lewis knew this would benefit no one in the long run. Lewis influenced peop le first by being open and honest, and second by putting herself in the shoes of her employees. When the time for change came, they were ready to go along with her because they trusted her commitment to them and the company.Jeanne Lewis did not try to propose significant organizational change as soon as she had the idea. She paved the way for change over a number of years. She learned every detail she could about the operation of the company, and became well liked and respected. One co-worker in Suesse’s case study Jeanne Lewis at Staples, Inc. , describes Lewis this way: Jeanne’s charm could be disarming. She worked really hard and her personality motivated you. She tended to manage tightly at first then loosened the reins. She challenged us a lot and invited us tochallenge each other. (p. 4) Jeanne’s personality and open nature engendered trust among those who worked with her. But it was also clear to everyone that she knew the business, and could succeed in a ny position within it. This feeling was not earned overnight. Lewis had strived to learn the details others might not have. Another co-worker describes her this way: I think she was able to influence people and get respect because she had great insight, and she combined it with a great natural personality. (Suesse, p.5) Conclusions The MBA toolbox defines influence in practical terms this way: †¦to influence you have to prove to other people that accepting your proposal helps them to solve their problems or achieve their objectives. (p. 1) This simple definition masks a complex, and very human, process. Influence can be achieved in ethical or unethical, honest or dishonest, ways. The ramifications of unethical influence can extend far beyond what is expected. The recent corporate scandals show the destruction that can take place.The ethical and financial downfall likely started as the result of one person exerting influence, unethically, over another. The case study of Jeanne L ewis shows the value of trust within an organization. Trust comes from ethical behavior. Gregory Perry in An exploration of Factors Influencing Ethical and Unethical Behavior in Negotiations, highlights this factor: Trust between parties is viewed as an integral- if not central feature of the effective and productive work relationships†¦ Highly ethical behavior can build relationships and reducetransaction costs between parties. (p. 2) Influencing an organization by ethical means takes more time than doing it unethically. It is a process of gaining trust similar to that in any relationship. Jeanne Lewis influenced her organization ethically by gaining the knowledge to know how her changes would affect others, remaining open to suggestion and gaining trust. Comparing the experience of Jeanne Lewis at Staples to other companies rife with unethical behavior, however, shows that the effort is well worth it for everyone involved.Sources DuBrin, Andrew. (2003). Leadership- Research F indings, Practice and Skills (4th Ed. ). New York: Houghton Mifflin. MBA Toolbox. (2006). Chapter 2: Influencing Persuading. Retrieved 9/27/2006 from: http://www. mbatoolbox. org/stories/storyReaders$12 Perry, Gregory M. (2005). An Exploration of Factors Influencing Ethical and Unethical Behavior in Negotiations. Journal of Agricultural and Applied Economics; Apr ’05. Suesse, Jennifer. (2000). Jeanne Lewis at Staples, Inc. (A) (Abridged). Boston: Harvard Business School.