Becoming Naturally Therapeutic: A Return to the True Essence of Helping

Since the birth of humanity, man is termed as a social animal, a specie which lives in assemblage of his witness kind, which has the qualification to communicate, express and exhibit his feelings and emotions, a r be and perhaps the lone(prenominal) part of the animal kingdom which can relate to each different and share their problems and help resolve them in the most effective and streamlined way. This ability of man to co-relate to each other makes him the highest specie place of divinitys great creations.Jacquelyn crusheds book adequate of course Therapeutic A Return to the True Essence of Helping, whose first random variable was published in 1989, expresses the same point of view of how humans lead to provide help to each other in time of trouble oneself and suffering, it being the primary note of providing psychological support to the victim of it. Jacquelyn Small is a well known writer whose work focuses upon inspirational writings, phantasmal growth and psycholog ical training.She is also the creator and administrator of an organization founded upon healthful and guidance known as Eupsychia, established in her native toss off in Austin, Texas. Through her institute she helps people to regain confidence and cleverness within themselves, by healing up the wounds of their past and also in bringing a deeper understanding of life through savouruality and studies of sacredness. She is the novelist of numerous self help books such as Including Awakening in condemnation, Sacred Purpose in Life, and her most recent book go a Practical Mystic. This book caters an audience of all ages, from children to the adults its a must read, which concerns life at every level. The word therapeutic as the dictionary describes it is a process designed to deal with illnesses, usually psychological, portion one to relax and calm down over his worries. It makes a psyche understand of how he can be of help to his loved ones, who are suffering through such an il lness. It is a process which involves one to give way up and start the process of healing through the mere confederation of hearts and communication.It is a book which contains secretive ways of how one faculty me able to influence and change the life of others by not til now being overly possessive about them, and how this phenomenon has backfire effects which would finally help the healer himself in solving his own mental disturbances. The spirit of healing as the writer describes, lies within every individual, salutary requires a little bit of encouragement and it would be able to work freely.Moreover, in this edition she describes ten various characteristics, from warmth to correctness, which are held within everybody, just requiring a little bit of realization and insight. The basic art of this therapy is to dismount down and break the boundaries between the helper and the victim, how to help the other person to open up to you, hitherto if you are his teacher, judge or even his family. The book also holds samples of clear dialogues and conversations, which the therapist and patient could have within, complimented by examples setup in different situations creating a path to inner stop and devotion for others.This book helps one to understand ones God gifted ability to understand the pain of others and how he could help himself in bringing out the therapist from within. It is a simple book, with specific techniques which has been changing lives throughout the world. References Small, J. (1989). Becoming Naturally Therapeutic A Return to the True Essence of Helping. capital of Kansas Bindery ISBN 1417715588

Marketing Audit Example Essay

1. Explain how information engine room puts powerful peters in the pass on of global martekers.technology is very important in now times this is why in every ara of the business technology is a very important tool, information technology and international selling atomic number 18 working very closely information technology innovations is improving grocery storeing process and the way we interact with the customers. So convey to information technology markters now have much information about customers and they slew mop up them easily due to data bases. in like manner information technology has changed the matched environment, consumers have more information about competitive offering, also thanks to internet a modernistic way of trade has emerged and new ship canal to reach the consumer.2. what is the difference between existing, latent and incipient admit? how power these differences affect the design of a marketing research project? vivacious demand where on that point are existing suppliers latent demand, where there is a need or desire that is not currently satisfied because there is non suitable supplier and incipient demand that is the demand in which veritable trends project shows an emerging need but customers are not authentically aware of it. when designing a marketing research we have to crystalise sure what kind of market we are dealing with and which type of demand, if the market is mature and the demand is existing the consumer is already familiar with the products and the strategy to be used is various than if the demand is existing and the needs of the consumers hasnt been satisfied.Also the approach to the different kind of demand will be different and the knowledge that we have form the different markets will make the research more successful. In the marketing research we could include how is the actual demand or we can investigate how will be the future demand. in conclusion marketer could focus their marking research i n the deemed estimation, to fixed how is the approximate level of demand for a product. 3. describe some of the analytic techniques used by global marketers. when it is approbated to use each technique? analytic marketing technics are often used where the research data are interpreted use computerized analytical techniques. The database in such a system of rules is composed of a statistical bankof information, which enables marketers to draw conclusions from data using statistical procedures. also a model bank of information, which enables marketers to make purify marketing decisions using models .key Analytical slits & TechniquesPerceptual Mapping light beam these maps take empirical customer-based evaluations of key brand attributes and translate this data into optical maps. These maps provide a method for calculating the ROI of positioning changes, identifying product strengths & weaknesses, and find out unmet customer needs. Read this article by Marketing NPVs Managing helper to learn more.Resource ReAllocator by combining management science, historical data, and administrator judgments, this model can be used to size and allocate marketing resources such as salesperson headcount.Bass Diffusion Modeling Tool use this technique to accurately forecast revenue for a new product where you have no historical data.Markov Chains this technique can be used to understand the future of your market such as how your customers will make purchasing decisions. Many organizations have used Markov imprisonment to forecast the impact of market changes. Follow this link to learn more about this technique.Marketing ROI measuring return on investment is bingle of the most frequently used methods for analyzing the success of marketing programs. Follow the forego link to develop a Forward ROI model.Decision Trees this technique provides a method for breaking large decisions into manageable pieces, analyzing the expected outcomes, and determining possible pay offs.Simulation Tools using turbocharged Excel spreadsheets can provide insight into the potentiality of a particular marketing program. Follow the preceding link to transfer the required plug-in for Excel and start simulating.Competitive Radar use this tool to graphically represent your competitivematrix.

External and Internal Analysis Essay

This report leave behind provide an analysis of Bayonne Packaging, Inc and its betrothal in the wall musical composition promotion assiduity. The three around primal issues format ab pop out this ac utmost society atomic number 18 analyzed which include (i) how screwing Bayonne gird intercourse among departments and improve boilers suit ac club kitchen-gardening, (ii) how en cuss Bayonne be fit to originate or improve their computerized scheduling brass (iii) disposed(p) Bayonnes hapless stagey deed, how can affairable efficiencies be better in damage of power twist of the machines. In addition to analysis of these current issues, election solutions hold been suffered for from each one. The alternative that holds the untroubledest presence is for Bayonne to train a immobile corporate g passageiness and finally competencyen intercourse that ordain allow for the social club to excel in its key performance measures of represent, feature, reliability and press forward. IntroductionBayonne Packaging, Inc. is currently involved in the paper sh be diligence. soon a 43 million dollar company, Bayonne has grown from 1982 when gross sales were al angiotensin converting enzyme 10 million. Bayonne tick strikes themselves in universea redundantty promotion paper converter that produces customized, involved-de hall packaging that is personad by industrial guests for promotional materials, softw ar, lofty life beverages, and gift food and candy. By diversifying into new markets Bayonne applied its strength in mod and difficult packaging bod and their ability to fold and glue complex blanks. The main issues facing the company be the following (i) how can Bayonne assure communication among departments and improve overall company culture, (ii) how go out Bayonne be able to educate or improve their computerized scheduling t tackk (iii) granted Bayonnes lamentable manner of speaking performance, how c an in operation(p) efficiencies be improve in equipment casualty of ability utilization of the machines. It is thus crucial to richly analyze these issues much fully and examine the factors that have contributed to each in exhibition for Bayonne to gain warlike receipts. Analysis of Bayonnes Issues 800 I. How can Bayonne strengthen communication among departments and improve overall company culture? Bayonnes some trying month of October has caused deliverance, woo, and woodland to tank. Consequently, Bayonne has non been able to execute their dodge (see parting 2.1) thoroughly and excel in key performance measures. This is delinquent to omit of communication and coordination between the lumber control, sales management, Fold and Glue, and order of music departments. There be several factors that contribute to the communication issue at Bayonne. Among former(a) weaknesses of the company such(prenominal) as word forming a story for new- come to words and co mplaints from customers about theatrical role of products (see voice 2.3), communication is one of the strongest. Bayonne seems to be failing in the ten essential managerial tasks of the scheme doing process. Moreover, the wishing of communication is conjectureed in their inability to staff the judicature (see section 2.5a) as no appropriate training is realized and departments ar creaming as silos rather than one unified organization.In addition, lack of communication is as well do for Bayonne to build on their organisational capabilities in narrow down packaging and scheduling (see section 2.5b). Bayonne has non been able to develop a strong management aggroup that can assess which foster chain activities, for example, should be performed nationally and which ones should be outsourced (see section 2.5c). The fact that identifys were new muchthan 20% of the sentence in October is reflective of poor communication in the company and lack of deliverance in key pe rformance forefingers (see section 2.1c). Bayonne is losing customers because of communication problems and lack of internal drawing cardship (see section 2.5j). The change state climate (see section 2.5i) has buy the farm bitter and in that respect is no sign of a strong corporate culture, cohesiveness or quislingism, which is ultimately do for a grownup misinterpret and negative assumptions between departments.II. How allow for Bayonne be able to develop or improve their computerized scheduling governing body? Bayonnes computerized scheduling system is viewed as useless as it reflects inaccurate knowledge and assumptions about order of magnitudes. This is causing for company personnel to non do their strategical roles as proficiently as possible and instead the individual departments are devising their own decisions (see section 2.5g). Employees are questioning whether or non the scheduling system bribes to be mulish. The schedule that is generated twice a cal endar week by the computerized scheduling system whitethorn be a starring(p) cause for Bayonne non universeness able to live up to their vision, mission, and targets (see section 2.1A). The composition department is particularly concerned because as manager, Sean Quinn explains between lot orders and ganging the orders to constrain the machines countning, he can non afford condemnation-wise to do what the printout says.Essentially, the schedule indicates to employees that they have an order that they have never seen or slake have an order that is stainless and got shipped. Inaccuracy whitethorn be the melting cause of Bayonne not cosmos able to sustain a competitive approach in terms of their care and functional strategies. For example, one of Bayonnes occupancy strategies is the importance of determining antecedency of orders by computing critical ratios (see section 2.1B). In addition, this system has wrick a weakness to the company (see section 2.3) and is also le ading to customer value proposition and the companys cost structure to weaken, oddly in secondary activities of the Bayonnes value chain (see section 2.4, proceeds R&D, Technology and Systems Development) Not sole(prenominal) is the this system causing workers to bring down printouts and raise frustration, it is causing for a lot of time wasted that could be used toward producing higher the great unwasheds of products at a level of wide-cut shade for customers.III. Given Bayonnes poor delivery performance, how can operational efficiencies be improved in terms of dexterity utilization of the machines?Since Bayonnes highest tidy sum month is October, the company has not been able to match capacity to its necessitate requirements also leading for insufficient allocation of resource that contribute to outline motion (see section 2.5d). Evidence from the computation of machine effectiveness (see fiscal analysis page) indicates that the Heidelberg presses are operational at 1 00.29% capacity, essentially making Bayonnes printing activity the embarrass of the process. Consequently, this does not give the ability for Bayonne to reduce on its core capability of specialized packaging (see section 2.5b) nor deliver on their key performance measures (see section 2.1). In addition, poor use of capacity utilization is also reflected in Bayonnes decrease in producing impregnable superior products.Producing quality products is essential in memory customers incorruptible to the company and is a key success factor in this intentness (see section 1.5). The Heidelberg press is slowing down subsequent activities since it can provided produce a limited amount of pieces per month, which causes for limiting the inputs that are operable for the Die-cut centre. Bayonnes main resource is their wide range of machines that are suppositious to be operating at cost-effective levels (see section 2.2). These machines are worthful because they contribute to the effective ness of the companys dodge. However, with the use of adequate capacity being questioned whitethorn be the leading cause of poor delivery performance, which is ultimately the reason that Bayonne occurred a loss in their most stressful month. Discussion of alternative solutions to the issuesI. How can Bayonne strengthen communication among departments and improve overall company culture?A solution to this issue would be for Bayonne to measure their current dodge and instill a strong corporate culture that leave alone bring employees in concert (see section 2.5i). Bayonne can build on what they already have in stern such as the quotidian merchandise meetings. This is the only chance where employees crosswise all departments come together face-to-face to discuss issues. Instilling a strong corporate culture has its pros and cons. Themain advantage is that it can create a schema supportive organizational structure that Bayonne is currently scatty come to (see section 2.5c). Anoth er advantage is that it forget also allow for internal leadership to be strengthened. Having a strong leader go out set the tone and ensure everyone is working as a squad. When communication is improved, Bayonne will be able to delivery on time because the departments will be working collaboratively rather than founderly. The only negative to instilling a strong corporate culture is that it wont work unless employees embody the culture and prefer it seriously and understand that it contributes to Bayonnes key performance indicators of cost, quality, speed and dependability.II. How will Bayonne be able to develop or improve their computerized scheduling system? An alternative solution to this issue would be for Bayonne to gain adherence to the computerized system by fixing the information that is leading to inaccuracies and introduce a pre-work order cap. Currently, the work order jacket lists the routing, standard setup and run times, special instructions and ship-to informa tion (see section 2.4, Distribution). If management at Bayonne work toward gaining employee obedience to this system and introducing a pre-work order jacket based on prioritization where a report would be sent to each department before they receive working on orders and when the prior departments finishes the order, the next department would be aware(predicate) of what orders are on the way at heart the next few old age would contribute to straight-laced scheme execution.However, at that place are some pros and cons to this issue. An advantage of introducing a pre-work order jacket and gaining loyalty of the computerized system would lead to more high-octane operating levels at the facility. This will lead to decreased delays, change magnitude quality and better time management. It would enable company personnel to do their strategic roles more proficiently as well something that Bayonne is not currently acting upon (see section 2.5g). A con with this alternative would be the calamity of initial confusion of how exactly the new system would work. Also, some employees may simply be resistant to adhering to the computerized scheduling system even if it were to be fixed or question whether or not it would be practical affluent to sustain high volumes.III. Given Bayonnes poor delivery performance, how can operational efficiencies be improved in terms of capacity utilization of the machines? A solution in improving capacity utilization would be to make more use of the world(prenominal) Royal and fag machines. Currently these machines are operating at nearly 50% capacity utilization. Since these are the fastest machines, placing distinguished orders to them would generate higher volumes. Advantages in making these machines the main use would contribute to Bayonne excelling in their key performance indicator of speed (see section 2.1C) and improvement in functional and crinkle strategies (see section 2.1B). The machines are only operating at 44.49% ca pacity utilization, which federal agency that Bayonne is lacking in improving operational efficiencies that could drive down be. These machines produce the most pieces at the highest speed so making use of them would be highly beneficial. The main disadvantage of this proposed alternative is that the volume may ingrain proceeds margins of the company a concern of president Dave Rand (see section 2.4). In addition, these machines are complex and difficult to set up which could interfere with allocation of proper time management. This may result to poorer quality causing for Bayonne main strength in innovative big money design to be diminished. Recommendation match to my analysis, Bayonne must focus on strengthening communication inwardly the company. Bayonne has to instill a strong corporate culture and develop on internal leadership deep down the company. This will lead to happier more productive employees and will allow for Bayonne to build upon their organizational capabil ities. In turn, strong communication will lead synchronisehronization among the departments and employees will work as a team rather than as silos. A strong corporate culture and smooth communication will eliminate misunderstanding and frustration among departments that has been causing for Bayonne to develop a caterpillar tread record for late deliveries and poor quality. Ultimately, communication will be the key in Bayonnes ability to execute their system and excel in key performance measures that are crucial to the lucrativeness in the company.Financial AnalysisOverall, Net advance margin has been declining which indicates that the company has depleting cash reserves and may have difficulty paying liabilities. primitive profit margin for Bayonne is declining which may indicate that fewer funds may be available for operating expenses. Due to limited financial information in the eccentric, other advantageousness ratios (i.e. operating profit margin, net profit margin, ret urn on equity, liquidity ratios (current ratio, working capital), and leverage ratios (total debt-to-asset, debt-to-equity) have not been able to be computed.It is apparent that the Heidelberg press machine is operating at full capacity and is the bottleneck of the process. This is causing for scheduled hours to go overtime. high-velocity machines such as the international royal and the international queen (only being used 44.96%) are not being fully utilized to an efficient manner, which may be the cause in late delivery and poor quality.APPENDIX1. EXTERNAL ASSESSMENT1.1 PESTEL AnalysisPolitical n/aEnvironmental severe weather conditions may have a strong effect on this constancy if these conditions were to cause a delay in the transportation process of the big bucks Something like a power outage or blackout could interrupt the flow of the packaging process, which in turn will have an effect on sales and the customer. Sociocultural Customers to the paper packaging industry seek ing to make a greater impact with promotional materials reflects the rapid growth of this industry. Fast-paced society want things delivered on time with no delays.(not being able to prevent up rush-orders may affect sales). Technological advancedtechnology may cause industry scratch to decline or no presbyopicer be indispensable (e.g. migration of computer software sales and distribution from CDs to the internet) Economic if cost of materials (such as glue or paint) used to do the packaging were to rise orders from customers may decline (important to mollify strategically termsd). Legal not complying with FDA requirements (about coatings, adhesives, and liners) could have an effect of business within this industry.Overall, the macroeconomic environment of the paper packaging industry presents a few challenges. Despite limited information given in the case on external knowledge of this industry it seems that this industry has experienced booming growth. This industry may be challenged when it comes to diversifying into new markets if the dot-come bubble continues to burst and migration of software sales and distribution form CDs to internet were to increase. In order to survive, companies within the paper packaging company have to diversify into rising markets and constantly inclose in design of the package or product.1.2 Porters 5F Analysis there is no sufficient information about rivals within this industry in the case that can be applied to this framework.1.3 impulsive Forces Regulatory influences and government policy changesRequirements set by the food and dose administration (FDA) can have an impact on cost, operational efficiencies and wellness and safety concerns if companies within the industry do not comply with the regulations. crossing and marketing innovationAdditional customer market segments have become available to this industry because of the explosive growth of software packaging and promotional material.Both these driving sq uelchs have strategic implications for competing companies in the paper packaging industry. For example, if companies within this industry do not comply with item industry requirements then they willnot be able to run their business or go into financial debt. Also, it is important that this industry to diversify into acclivitous markets in order to compete competitively.1.4- Strategic Group Map no sufficient data in the case to cover this framework since the case does not talk about competitors.1.5 KSFS Developing collaborative relationships with customers, who are closer to the end consumer on the job(p) tight with industrial customers for companies in this industry is crucial as it has an impact on sales for the company and in the end for the industrial customer. Excelling in global supply chain managementExcelling in operational performanceIt is important to keep track of costs personnel casualty in and out of the company. For example, if cost of goods sold (COGS) takes up a high percentage of the companys sales may indicate that the company is not performing efficiently or not earning enough taxation to comfortably run the business. Effectively managing the delivery of products while keeping costs minimized It is important for companies in this industry to develop a track record for constant on-time delivery as this will reflect in the customer being loyal to the company which will drive sales.1.6 Industry Outlook overall this industry is conductive of good profitability since many industrial customers need their products to be packaged properly in order to be sellable. It is therefore important to excel in cost, quality, speed, and dependability at a competitive level for companies within this industry.2. INTERNAL depth psychology2.1 How well is Bayonnes present strategy working The present strategy at Bayonne is to out-compete rivals and prioritize in four key performancemeasures, which are quality, cost, speed, and dependability. This is mainly more of an operations strategy seeing as this company is the producer of the product that the customer sells. It is important for Bayonne to deliver on quality packaging, constantly innovate all while minimizing costs and producing high volume to remain competitive.A) Vision mission and objectivesVision although there is not enough sufficient data that states Bayonnes vision it can be anticipate that based on what is given in the case, Bayonnes vision office be along the lines of becoming the number one industry leader in specialty packaging by providing the best customer satisfaction, quality and product innovation. Mission based on what is given in the case, Bayonnes mission could be being committed to providing innovative solutions to difficult package design while excelling in cost, quality, and delivery. Objectives financial objectives at Bayonne are to keep costs down as much as possible, while still delivering on quality. Strategically, Bayonne aims to excel in their key pe rformance measure of dependability, cost, quality and speed thats embedded in their strategy. Overall, they strive in being operationally efficient. B) Bayonnes Competitive ApproachBusiness Strategies haveing closely with customers to ensure satisfaction and approval in the design on the package Building on competitive advantage by providing additional destination to the package as a courtesy to the customer. Also tapping into new markets and products such as promotional material Importance of determining priority of orders by computing critical ratios (e.g. lower than 2 indicates concern for the job) Expediting the most important orders in hopes of sustaining customers loyalty to the company. Functional StrategiesEnsuring quality is met by checking two pieces every hour and conducting a final inspection Ensuring that the work-order jacket travels with the job at each department Ensuring that if a full delivery cannot be made then at least getting partials out is important When ord ers need to be completed quickly, then this is done by ganging them up whenever possible. Salesmanagement department is focused on set aggressively to the market in order to sustain volumes.C) Key exploit IndicatorsStrategic how Bayonne is doing in terms of their key performance measures Financial/ car Effectiveness-Quality quality control reports indicate that 6% of products were found big due to glue problems, leading to an increase in customer rejects of shipped products. end department has problems in including all pieces of the product. -Cost cost of goods sold has change magnitude, net sales have decreased from previous years, which has caused Bayonne incurring a loss in 2011. -Speed there is a lower overall speed of delivery to customers. Machines are not being fully utilized since employees are not given the opportunity to assess which orders to run on what machine. A lot of orders that are expedited causes for a breakup to occur in production leading to particular(a) set up time for the machines. -Dependability Not doing well. Customers are aware of Bayonnes inconsistency of delivering packages on time.This is reflective in the companys clear up month October where 20% orders were late. Financially, Bayonne understands that there is a tradeoff in keeping costs down, getting good quality and hitting delivery promises. The ultimate goal is to perform financially well in all three. Bayonnes declining net profit margin may be indicative that cash reserves are depleting and they may have difficulty paying liabilities. raw profit margins have also declined possibly indicating that raw material costs have increased and manufacturing costs have gone up. In compute machine effectiveness, it is indicative that in the print department the Heidelberg press is the lazy of machines, which is creating a bottleneck in the process where capacity utilization is 100.29%.2.2 VRIN vision Wide Range of Machines operating at efficient levels. Capability spe cialized Packaging (includes innovative, difficult packaging design, and finishing touches) Is it Valuable?The machines deteriorate the worthy test because they contribute to theeffectiveness of Bayonnes strategy. The worldwide Royal and International Queen are Bayonnes most important machines that contribute to gaining operational efficiencies and added value to the customers because they operate at a high speed. Bayonnes specialized packaging capability is very valuable and highly contributes to the effectiveness of their strategy (especially in the quality area). Since this capability is competitively valuable, Bayonne leades this test.Is it Rare?Since these are generic machines, this resource is not rare. It therefore does not pass the test since other packaging companies can invest in the alike machines as long as they have the financial stability to do so. Not a lot of companies may take the time to closely work with customers in special and complex packaging design. Als o adding personal finishing touches is not something a lot of other paper packaging companies take the time to do. Bayonne therefore passes the rare test. Is it Inimitable?The machines are imitable therefore this resource does not pass the inimitable test since other companies can purchase the same machines to produce the same quality packaging. There is no uniqueness to them. Capabilities in specialized packaging design is something that other companies can copy as it is not competitively superior to potential rival companies. Bayonne does not pass the inimitable test. Is it Non-SubstitutableAlthough Bayonne may have an efficiency advantage with their machines, it does not pass this test since potential rivals can copy the same machines and produce equally good products at lower costs by locating their plants in countries where wage rates are relatively low. Potential paper packaging industry rivals may also offer specialized packaging capabilities. This means industrial customers can pick and choose with which paper packager to partner with. Therefore, Bayonne does not pass this test.Overall, this framework presents strategic implications to Bayonne indicating that their resources and capabilities are not ones that contribute to Bayonne having a competitive advantage that is sustainable. The companysresources of machines and specialized packaging capabilities present to be competitive assets to the company and are central to Bayonnes strategy. However, by not passing the last two tests of this analysis is indicative that Bayonne may be prone to imitative attempts and efforts from potential rivals.2.3 SWOT Analysis Strengths Working closely with customers Aggressively entering into new markets Innovative and difficult package design Ability to fold and glue complex blanks Ability to price aggressively Well managed scheduling in Composition department in terms of being rarely out of stock and re-stocking quickly. Use of high-speed machines help keep volumes high Consistent performance from Maintenance team in running inspections and fixing something the right way away if it breaks down. Weaknesses Complaints from customers about quality (concentrated in Fold&Glue) leading to defective products Developing a uncool reputation for late delivery time, which is also causing customers to lose trust in the company Mismanagement and communication problems between departments needs causing orders to run late (threats coming from heads of other departments, no synchronization) Computerized scheduling system appears useless as it conflicts with time management of rush orders Some machines run slow despite being fast to set up (e.g. Staudes) data reported by the shop floor computer terminals is inaccurateOpportunities Diversifying into emerging markets and taking on new types of customers. Prospective money to be made in Manhattan in terms of promotional material which can lead to gaining more customers Threats Possibility of receiving safet y concerns for not complying with FDA requirements leading to overall increased costs.2.4 Value Chain Analysis are the companys cost structure and customer value proposition competitive? Primary activities summate chain management from the limited information provided in the case, there is not much that can be said about Bayonnes supply chain management. The most relevant fact is that Bayonnes supplier is International Paper that helps keep the composition department stocked with the infallible materials that are used to make the products. In terms of costs in this area, gibe to Bayonnes income statement the Cost of Goods Sold (COGS) significantly increased from 83.2% in September 2011 to 90.7% in October 2011. Since October is also the month in which Bayonne occurred a loss of $365,694 is indicative that the company is not performing well on the cost performing measure. Operations Bayonne places high value in executing their operations strategy since they are responsible for pr oducing the product itself at their facilities. The goal is to keep margins low while getting the volume.The flow of order through the production department is a system relevant to Bayonne executing their strategy. Quality agency activities are performed at Bayonne where there are two inspectors on each shift covering the Composition, sheet, print and Die-cut, Fold&Glue, and Finishing departments as well as inspecting the shipping dock. The inspectors check the machines every hour during the production run and a final inspection is performed before the product gets shipped out. Distribution In order to keep track of the products that Bayonne produces, heavy reliance is held in their Work Order Jacket. For example, before shipping the destroyed product to the industrial customer, quality control managers check the product against proof in the work order jacket. The jacket lists routing, standard setup and run times, special instructions, and ship-to-information. It also held the cu stomers sign proof along with samples signed by operators, supervisors, and QC at each level. Distributing finished products to customers on time is highly important to Bayonne not losing customers however data shows that in the month of October 2011, they were late more than 20% of the time causing customers to lose trust and expedite orders.Sales and Marketing although there is not enough information to indicate what Bayonnes costs, activities, and assets related to sales lodge efforts are the products that Bayonne produces this instantimpact the end customer. For example, industrial customers who place large orders with Bayonne and pay a high price per piece place high expectations that Bayonne deliver the product on time in correspondence to say, a promotional campaign that they are launching on a specific date. Its seems that sales management at Bayonne is not developing a good track record for on time delivery because of miscommunication going on between the departments. A lso, sales management places high relevance on set aggressively to the market, which may conflict with profit margins of the company. Service Bayonne provides all necessary services such as design assistance and final delivery of the package. It is important for the company to gain customer approval when developing artwork and package design as it directly affects profitability. This is why the sales force at Bayonne works closely with the customers showing that the company respects the important decisions that they make since these customers are the ones that make the product sell to end consumers. usefulness Margin President Dave Rand complains about margins, but not about volume. lowly ActivitiesProduct R&D, Technology, and Systems Development Bayonnes strength is in innovative and difficult package design and their ability to fold and glue complex blanks. In order to remain innovative and keep volumes high the company uses high-speed machines such as the International Royal a nd International Queen. Bayonne also uses a computerized scheduling system, which add up the standard set up and run hours for every order released to the plant and schedules order by priority. However, the use of the computerized scheduling system is having a negative effect in terms of order processing. Human Resources Management Since Bayonne is mainly a family run business, there are no real HR practices in place. Employees essentially work on a do what it takes system and there are no training procedures. General administration n/a2.5- Ten managerial Tasks of the Strategy Execution Process a) Staffing the OrganizationBayonne Packaging began as family business and later grew into a larger organization. However, the lack of cross-functional communication may beindicative that no proper training is realized as the departments work as silos rather than one unified organization. Bayonne recognizes the importance of good focal ratio management seeing as the old VP of operations was fired and replaced by John Milliken who has a background in general manufacturing and seems to exhibit traits of a valuable and talented employee. Since Bayonne incurred a loss in 2011 this may reflect on the fact that management is weak, and employees may not be determine as important assets that tie directly to strategy execution and gaining of competitive advantage. b) Building on Organizational CapabilitiesBayonnes ability to manage masses to gain competitive advantage is lacking. Through internal development, Bayonne can build on their scheduling capability. Since each department works in a separate manner, there is no synchronization, which interferes with orders being successfully completed. Second, Bayonnes capabilities in specialized packaging can also be improved through internal development by having managers at the company set an objective to develop this capability and organize activity around it. Bayonne is able to differentiate themselves by possessing strength in i nnovation and difficult packaging design (i.e. working closely with customers in the design and adding personal touches in the finishing department) but lack of collaboration and communication in the company have resulted in operational deficiencies. c) Creating a Strategy -Supportive Organizational Structure Bayonne is not properly organizing work efforts in a strategy supportive fashion.In order to excel in the key performance measures of cost, quality, speed and dependability embedded in their strategy they may have to reassess operational activities. A strong management team has to be built within the company in order to assess which value chain activities, for example, should be performed internally and which ones should be outsourced. Currently at Bayonne their organizational structure is not aligning with their strategy in part due to communication problems. Also, there seems to be no delegating of authority or facilitation of necessary collaboration and coordination with ex ternal partners and strategic allies. d) Allocating Sufficient Resources to Strategic ExecutionBayonne is not operating as cost-effectively as possible. Although salesmanagement may be set aggressively to customers by offering a high price per piece this indirectly affects profit margins at the company. Bayonne is not using their resources (i.e. their machines) in an efficient manner. e) Instituting policies and procedures that drive strategy execution activities There are currently no policies in place at Bayonne, which may hinder good strategy execution. The work climate is not one that facilitates good strategy execution employees are unnecessarily being yelled at, and pressured to run orders in nobble notice of receiving them. Bayonnes procedure for preventing or finding defects is signing off the first good piece the operator runs and then recording it in the Work Order Jacket. However, this shows a degree of carelessness in ensuring good quality as often there is a possibil ity for more than only one piece being defective.Excelling in cost, quality, speed, and dependability is being via mediad by lack of communication and coordination among employees when they disagree on acceptable partials and make up their own rule of thumb that is not in sync with the goals of other departments. f) Adopting best practice and business processes that drive strategy execution activities Bayonne has not adopted any benchmarking methods that would help in implementing best practices. The only common practice at Bayonne is in recognizing revenue when its billed the customer, and bang when the product is shipped. In October 2011, Bayonne was late with their deliveries more than 20% of the time, compared to 2009 with only 5%. This is affecting Bayonnes ability to excel in the dependability manifestation of their strategy also since customers are aware of this and consequently move up their orders g) Installing info and operating systems that enable company personnel to do their strategic roles proficiently The computerized scheduling system at Bayonne is weakening their organizational capabilities.Many employees find the scheduling system to be useless, as the printouts do not accurately reflect what has been finished and what needs to be started. privation of accuracy and timely information about daily operations does not allow for managers to gauge how well the company is executing their strategy. h) Tying yields and incentives directly to the achievement of strategic and financial targets There is currently no reward system in place at Bayonne. This causes for lack of motivation and naming among staff. Employees are neglected and not encouraged for their hard work asmanagers are only focusing on expediting orders by getting them clear by Dave Rand. i) Instilling a corporate culture that promotes good strategy and execution There is no corporate culture in place at Bayonne. The work environment is not strong or positive. Miscommunication lea ds to misunderstanding among employees and even screaming. Managers are not properly guiding employees in the right direction of how to do things right and doing the right thing instead they are focused on their own goals in mind.For example, Wascov only focused on pricing aggressively to the market and expediting orders causing for other departments to rush orders and compromise quality which leads to the upset customers) No commonly held convictions in place of how the companys business is to be conducted instead, departments make up their own separate rules leading to incisiveness across the board. j) Exercising the internal leadership needed to propel strategy implementation forward There is no strong internal leadership in place at Bayonne resulting in lack of synergy between the departments. This is why new VP of Operations Milliken has been put in place. He seems to be staying on top of what is happening by touring the milling machinery and asking relevant questions to dep artment managers in aim of propelling strategy implementation forward. Neil Rand (Dave Rands uncle) is not exhibiting traits of a proper executive for Bayonne. Although he does whatever it takes to eliminate work order delays, he does this by haphazard showing up and neglecting other important orders. This leads to requests for earlier finishing dates and inevitably leading to an increase in late orders.2.6 Strategic Issues1.How can Bayonne strengthen communication among departments and improve overall company culture? Miscommunication seems to be occurring across different departments, which may be the cause of the increase in late deliveries in October. Lack of company culture may also be the cause in synergy and good energy within the company. 2.How will Bayonne be able to develop or improve their computerized scheduling system? This current system is causing for many inaccuracies, which leads to orders to be expedited. Lack of proper data that the system is generating is causi ng for unnecessary frustration among employees and quality is being compromised. 3.Given Bayonnes poor delivery performance, how can operational efficiencies beimproved in terms of capacity utilization of the machines? It seems that the Heidelberg press machine is the bottleneck of the process as it is operating at full capacity, but it is unable(p) to cope with variability in customer orders. Some machines are not being fully utilized which affects Bayonnes performance measures in speed and dependability

Nielsen’s Aperture Framings in Casablanca

In Casablanca, Jakob Isak Nielsen calld staging and shot committal to writing to come on impose and show the viewer the important vocalisms and details in a particular series of scenes or stories. In doing this, he pore on aperture close in. So what does Nielsen meant by aperture skeletal frames as he explained in the member? As I chip in analyzed the diagrams and comprehended the short definition, I think aperture frame of reference is the picking of an important part in a scene and frame it into a more close-up and detailed shot for the viewers advanced understanding, even if logic and standards are violated on the part of the characters.According to the article, Nielsens aperture framing does more than filling out the composition and supplementing the series of shots. Aperture framing was said to have more important functions in the viewers understanding and perception of the obvious and concealed meanings and symbols in the movie. The aperture framing was said to help d irect the viewers trouble, evoke mood, and have metaphorical and thematic implications for the film.The diagrams and explanation of Nielsen provided me a clear understanding of how aperture framing performs the mentioned functions. Based on how I understood it, directing viewers attention is primarily done by the close-up, angled, and detailed frames produced by the aperture. Metaphors in aperture framing is done through focusing or framing the hidden extra-objects and compositions in the background or as formed by the main objects.Lastly, the aperture framing provides mood and theme for a particular scene through the use of some elements like darkness/brightness, lines, shades, colors, and basic composition techniques. Overall, these were done in Casablanca to give a more vivid, concrete, and imposing conveyance of important and ordinarily unraveled meanings and stories.

Ehrs in Health Care

EHRs in wellness C atomic number 18 x x x Abstract In 2009, the Health Information Technology for economic and clinical Health dress (HITECH) was passed into law mandating interoperable Electronic Health Record (EHR) adoption throughout the joined States health address brass instrument for all permitrs who serve Medic are or Medicaid forbearings. The HITECH Act sets meaning(prenominal) commit requirements, intents, and objectives, and gives peculiar(prenominal) timelines for which to achieve them.As an incentive to expedite the process, the Centers for Medicare and Medicaid Services (CMS) has offered m unrivalledtary rewards for those facilities and physicians who are pickings steps to tool an EHR system by 2015. Beginning in 2015, CMS go forth penalize facilities and physicians who require not implemented an EHR system. One of the stipulations of receiving the incentive bullion is demonstrating meaningful part, or utilizing EHR technology in a meaningful way that improves tolerant care.Meaningful use has 3 stages, each focusing on unalike areas of unhurried care. There are several advantages and disadvantages of implementing an EHR system, but the benefits greatly outweigh the risks. The HITECH Act is champion of the most important pieces of health care legislation to date and has been called the foundation for health care reform (Blavin & Ormond, 2011). In 2004, the Bush administration introduced a plan to ensure that the checkup trading completely converts to electronic health write downs (EHR).This plan was passed into law by the Obama administration in 2009 under the Health Information Technology for Economic and Clinical Health Act (HITECH), which is a provision of the Ameri prat Recovery and Reinvestment Act (ARRA) (Kwami, n. d. ). This Act is essentially a $27 billion stimulus parcel of land meant to accelerate health care information technology in the United States. It surrenders the Centers for Medicare and Medicaid Servi ces (CMS) to offer financial incentives (up to $44,000 from Medicare and $63,750 from Medicaid per physician or up to $2 million per hospital) for implementing anElectronic Health Record (EHR) system in their facility by 2015 (Murphy, 2012). Not only do they cast off to implement it, they moldiness(prenominal) too meet the meaningful use requirements set forth by CMS for roaring utilization of the EHR system. To receive the maximum incentive payment, physicians/facilities mustiness begin connection by April 1, 2013. Starting in 2015, physicians and facilities who have not met those requirements let be penalized. What is Meaningful Use? Meaningful use is an umbrella term for the rules and regulations that hospitals and physicians must meet to qualify for the national incentive funding under ARRA.There are three stages of meaningful use each has contrary goals and objectives. For example, stage one focuses on data capture and sharing, and is grouped into five patient-driven areas related to patient health outcomes 1. ) Improve quality, safety, and efficiency, 2. ) Engage patients and families, 3. ) Improve care coordination, 4. ) Improve populace and population health, and 5. ) Ensure privacy and security for personal health information (Meaningful Use 101, n. d. ). Step two focuses on the advanced clinical processes involved in patient care and stage three will focus on improving actual patient outcomes.Requirements for meaningful use include the ability to e-prescribe, electronically ex careen patient health information, and notify on clinical data. The eventual goal is a national health information network. Facilities and physicians must achieve stage three of meaningful use by 2015. Traditionally, physicians have been reimbursed ground on how m either services they provide (fee for service). Meaningful use shifts this paradigm to a much patient bear on process and concentrates on performance-based initiatives like pay for performance (P4P) re imbursement.CMS recently introduced three P4P programs mandated by ARRA designed to reward higher-performing hospitals and penalize poorer-performing hospitals through these reimbursement practices. Hospitals performing at or below the 50th percentile nationally on hospital quality and patient experience measures can expect to take heed a significant reduction in payment from CMS as early as 2012 (Pay for Performance Payment, n. d. ). The shift from volume-based to value-based reimbursement methodology puts more emphasis on patient care and achieving positive outcomes. near other part of meaningful use requires that EHRs are interoperable with other facilities and physicians even if they are not the within the alike(p) organization. This manner that every organizations EHR system must to be able to talk to other organizations systems. If a patient travels to another tell or another country and subscribe tos to go to the doctor for any reason, the physician there will be able t o bring up the patients EHR and treat them based on the up-to-date medical information contained in their EHR. This is especially important in emergency situations where the patient whitethorn not be in the position to supply undeniable information.Locally, interoperability is important because it helps physicians communicate with other facilities such as a referral. A patients family physician may refer them to a specialty doctor and with an EHR, both doctors can view and document findings in one record rather than having separate typographys that contend to be brought in by the patient and filed in their paper record. EHRs are also an summation within the same facility. When a patient hires a lab or x-rays done, the physician can immediately bring up the results rather than having to ask for the lab/x-ray technician to physically bring the results to them.Interoperability makes coordination of care easier and more efficient. Advantages of Implementing an EHR In addition to the benefits of interoperability, there are several other advantages of implementing an EHR. The main goal of an EHR is to improve the quality and safety of patient care. EHRs can help provide better health care by improving all aspects of patient care like safety, performanceiveness, patient-centeredness, communication, education, timeliness, and efficiency (What Are the Advantages, n. . ). Having a single record that includes all of a patients health information and is up to date, complete, and accurate allow for better coordination of care, accessibility of information, convenience, simpler disease management, enhanced collaboration between providers by improved information sharing, a significant reduction in medical errors, up-to-date medication and allergy lists, and cost savings in the grand run (Benefits of EHRs, n. d. ). EHRs also reduce waste and liminate duplicate screenings and tests, as thoroughly as help physicians make better, more comprehensive clinical decisions by integrating patient information from multiple sources into one EHR (What Are the Advantages, n. d. ). Another advantage of having your health record in electronic format is increase security and privacy. With a paper record, anyone can pull it off the shelf and browse through it, but with an electronic record there are differing levels of authorization allowing only certain people access to your chart. Also, your chart cannot get lost.Instead of someone having to sign it out every time they need to use it and having to manually track it, an EHR allows multiple users to access it at different times, on different computers, and leaves an audit trail automatically. Disadvantages of Implementing an EHR There are also disadvantages of EHRs including overall cost, ongoing maintenance costs, changes in work flow, and temporary loss of productivity just to name a few (Menachemi Collum, 2011). One of the biggest concerns of implementing an EHR system is the initial cost.Acquiring and i mplementing an EHR system can be quite expensive depending on the coat of the facility. The projected total cost for a medium sized con facility with a seven family EHR installation is approximately $19 million. In the outpatient setting, cost is approximately $14,000 per physician in the initial year of implementation for a six-physician practice, and $19,000 per physician with three or fewer physicians (Menachemi Collum, 2011). small practices may find it hard to cope with the added expense of an EHR system the viability of those practices may suffer as a result.Another disadvantage of implementing an EHR system is the cost of transitioning from paper to electronic records. Additional staff will be required to translate in all of the paper documents into electronic format. This process can fool away months depending on how big the facility is so it could really have an disturb on a facilities bottom line. There will also be a period of time where the staff is less producti ve than they would ordinarily be as they learn how to use the electronic system. This period is called the erudition curve.To help remedy this, temporary staff will need to be hired to fill in the gap and keep the workflow up to date which also has a significant financial effect on an organization. The maintenance of an EHR system can be costly and technology is not always reliable. Hardware must be replaced and software must be upgraded on a regular basis. In addition, providers must have ongoing training for staff as well as IT aliveness available, such as a 24/7 help line. Also, as with all things electronic, there is always the possibility of the system going down.Hospitals and physicians must have a plan in place outlining what the proper summons is for the down time until the system is up and running again. This generally means they will have to revert back to paper documentation spell the system is down, so they also need to have a recovery plan in place detailing how t hey will go most getting the paper documentation from the down time transferred into the EHRs. Conclusion Although some might argue that an EHR system is too costly and too more work, it is a federal mandate that all physicians/facilities (who service Medicare or Medicaid patients) implement an EHR system.And while the transition from paper to electronic is a costly and airy process, the benefits of an EHR are numerous and greatly outweigh the cost of implementation. As chairman Obama said, You shouldnt have to tell every new doctor you see about your medical history or what prescriptions youre taking. You shouldnt have to repeat costly tests. All that information should be stored securely in a private medical record so that your information can be tracked from one doctor to another even if you change jobs, even if you move, even if you have to see a number of different specialists.Thats just common sense. (Making the Switch Replacing, 2010). References Benefits of EHRs. (n. d . ). Retrieved February 13, 2013, from http//www. healthit. gov/providers-professionals/improved-care-coordination Blavin, F. , Ormond, B. (2011, May). HITECH, meaningful use, and public health Funding opportunities for state immunization registries White paper. Retrieved from http//www. medicaidhitechta. org/Portals/0/Users/011/11/11/ImmunRegWhitePaper. pdf Kwami, K. K. (n. d. ). The EMR federal requirements of physicians. Retrieved February 13, 2013, from http//www. how. com/list_6961848_emr-federal-requirements-physicians. html Making the switch Replacing your EHR for more money and more control White paper. (2010, September). Retrieved from http//www. healthcareitnews. com/sites/default/files/ resource-media/pdf/making_the_switch_replacing_your_ehr. pdf Meaningful use 101. (n. d. ). Retrieved February 13, 2013, from http//www. medicity. com/meaningful-use-101. html Menachemi, N. , Collum, T. H. (2011, May 11). Benefits and drawbacks of electronic health record systems. Retriev ed from http//www. ncbi. nlm. nih. ov/pmc/articles/PMC3270933/ Murphy, K. (2012, May 9). American Recovery and Reinvestment Act (ARRA). Retrieved from http//ehrintelligence. com/ rubric/american-recovery-and-reinvestment-act-arra/ Pay for performance payment systems that reward or penalize hospitals based on performance. (n. d. ). Retrieved February 13, 2013, from http//www. getwellnetwork. com/services/health-reform/pay-performance What are the advantages of electronic health records? (n. d. ). Retrieved February 13, 2013, from http//www. healthit. gov/providers-professionals/faqs/what-are-advantages-electronic-health-records

Chef’s Toolkit

illustration 2 Chefs Toolkit baptistry Anaylsis De? ne the Issues Chefs Toolkit has exhausted every of their ? nancial resources trying to develop their product. The owner, dick Jeffery, is seeking external coronation to fund the launch of his product, and the potential investor, Dale Reid, has asked for project ? nancial records for the caller-ups disheartened, pass judgment, and plausive intercommunicate gross tax for the ? rst year of operation ending July 30, 1995. Analyzing the Case Data fragmented information was given in the case, along with a balance sheet of paper and a production schedule for the expected sales of 10,000 units.There was no statement of change ? ows, income statement or any information about their cash account or their accounts payable account. Generating Alternatives Dale Reid could choose to either invest $85,000 for 50% of the company, choose to invest more or less for a negotiated piece of the company, or not invest in Chefs Toolkit. Th e pessimistic communicate sales is 5,000 units per calendar month, totalitying 60,000 units in the year. The expected amount of sales is 10,000 units, summing to 120,000 units per year.The optimistic projected sales is 30,000 units per month resulting in a total of 360,000 units interchange in the year. In the optimistic option, a double mold is needed since the total required production exceeds the maximum amount for the angiotensin converting enzyme mold. Selecting Decision Criteria small(a) additional investing High revenues with blue expenses Return on investment Break Even Analysis Analyzing and evaluating choices Break Even = Revenues Expenses = 0 angiotensin-converting enzyme Mold = x(1. 82) x(1. 215) x(0. 162) 63,975 63,975 = x(0. 43) 144,413 = Break even units/year Single Mold (pessimistic and expected) = 12,035 units/month doubled Mold = x(1. 82) x(1. 215+0. 865)/2 x(0. 144+0. 062)/2 125,975 125,975 = x(0. 677) 186,078 = Break even units/year Double Mo ld (optimistic) = 15,507 units/month Chefs Toolkit Case Analysis 1 Case 2 Chefs Toolkit Case Analysis ROI = (Cash in? ow-Cost of investment)/Cost of investment Pessimistic (-41,711-54,894)/54,894 = 176% Expected (-4,791-36,724)/36724 = -113% Optimistic (194,983. 20-6,046. 70)/6,046. 70 = 3125%Both the pessimistic and expected sales forecasting show that with an investment well under the proposed $85,000 is required, a negative fork over of investment is expected. Also, according to break-even analysis operating with the single mold and excluding warehousing costs, a minimum of 12,035 units essential be sold to break even. Under a similar situation with the double mold, 15,507 units must be sold to break even, which is about half of the optimistic sales projection. Also under the optimistic sales projection, a positive return on investment is expected.Because the company is turning pro? t,less additional investment is required. Additionally under the pessimistic and expected sit uation, the company turns losses, and under the optimistic projections, Chefs Toolkit only has a net income of 13% of its revenues. Selecting Preferred alternative According to the above information and the projected pro-forma statements, Dale Reid should not invest his money in the company. The companys lack of stream assets, high expenses and low per-unit revenue create an unfortunate and unpro? able investment in pessimistic and expected situations. Only in the optimistic production and sales does the company begin to turn pro? t, but this pro? t is low. Chefs Toolkit needs desperate restructuring and additional revenue sources before Dale Reid should invest. Developing and Implementing the figure To reduce production costs, Chefs Toolkit should look into ? nding less expensive producers and packagers. They should in any case look into additional revenue streams or ? nding a way to retail their product directly to the customer to take out the middleman.This would increase their revenue per unit signi? cantly. Chefs Toolkit can explore online retailing since they essentially fathert have any sort of bricks-and-mortar store front, so it would ? ow with their current business model. Also, if they aim to switch 13,500 units per month, they will turn pro? ts (see break-even analysis-single mold) and not require a double mold since they will produce and sell a total of 162,000 units (the max for the single mold) within the ? rst year.However, presently Peter Jeffery and his wife have exhausted all of the companys assets as well as substantial amount of their personal assets. The risk in their current situation is high and they need immediate revenue to take off recouping their research and development costs. They also need money to even find producing the product so that they can sell it. This should be brought up in their discussion with Dale Reid, and hopefully Peter can persuade him to invest despite the bleak pro-forma ? nancials. Chefs Toolkit Case An alysis 2

The Birthday Boys by Beryl Bainbridge

Through the Birthday Boys Beryl Bainbridge has written the accounts of five genuinely different men and their heroic fight to acquire indissoluble greatness. fascinatingly this straightforward expedition reveals some of the most complex revelations ab turn up Edwardian society and its misplaced British class system. Even more arouse is the morals and opinions of the five men and how their desire, whatever it was, drove them to their deaths. We see how skipper Scott, possibly superstar of the most well-known British heroes, miscalculated epoch and time again, and learn through with(predicate) the other narrations how he begins to overleap the initial perpetrate of his men.Heroism and the values surrounding it were somewhat different therefore to what they are now. Heroism was far more special and idiosyncratic as the closing narrative of captain Oates reveals to us. When reading the book it never facial expressions like a team effort. It is one where the reader follows ea ch individual and their plight for what they neediness to achieve. I think the heroism present in the Birthday Boys is so idiosyncratic because there does not appear to be a jet goal. With the exception of Dr. Wilson, these men were not going to the South Pole for scientific Research, they were there for the glory, and they were there for the chance to be a hero.This drove them on. Temperatures in the Antarctic reached below -60iC, which was more than most of them had ever dreamt of suffering. It took more than however physical strength to survive those conditions it was their mental strength, courage and belief. Each while had different ideas of what this heroic status would mean. Taff Evans explains how when he returns from the pole he pull up stakes be in a position to quit being a sailor and buy a little pub in Cardigan bay. He saw this simple, honest ambition as being an ample proceeds for becoming a hero.Scott of the Antarctic, possibly one of the most controversial of British Heroes, is real conservatively examined by Beryl Bainbridge. Those readers who mind he was an unlucky explorer, caught out by nature but a great leader, are refuted. Those who thought that he was an inhumane, terrible leader are shown his good points. Bainbridge manages to bring a certain realism to the portrayal of a hero whom many gain formed strong opinions with very little foundation. He is a very determined and positive leader yet when context of use out to an undiscovered continent he needs a lot more than ratiocination and a will to succeed.It is easy to feel that Scott has overlooked this. He lacks carefully devisened routes and he never has a backup plan when the least(prenominal) he should have is a backup plan for the backup plan His optimism, in my opinion, is his greatest downfall. He opens his narrative Having to sail on former(prenominal) Cape Crozier came as a frightful blow. Id banked on establishing our winter quarters there, but it proved impossi ble to land owing to the swell. These ii sentences sum up Scotts inadequacies. Firstly, we see theres no direct self- whang.He affirms this ceaselessly through his narrative when it is obviously his fault no-one holds responsibility, and when it is not clear who is to blame he would use names I blamed Gran, Oates, Meares especially Meares. Secondly, he doesnt particularly worry about the fact that they will have to dig up a new Winter Camp. It was merely a frightful blow, thats all. He does not dwell on it, in fact by the conterminous paragraph he is already talking about their new location. Finally, perhaps the most unforgivable examples of Scots lack of preparation was that they were unable to moor at Cape Crozier was because the sea had waves on itScots idiocy was one of the main reasons for the fate of the Polar Party. For two years he had been setting up supply camps for their return journey to cater for four people, and then decided that five could go along. One would ho pe a peasant would not make that sort of mistake let alone an undergo explorer. Despite this no one made any objections. There was a clear hierarchy amongst these men. This hierarchy meant that few decisions were questioned and inevitably when people disagree with a decision, like dropping the skis due to a change of terrain, they lose confidence in their leader and morale drops.The Birthday Boys by Beryl Bainbridge is a carefully written analysis of the Edwardian society, picking up on their naivety, their disjointed class system and their wish to gain respect through becoming a hero. The book is called the birthday boys because the author has captured the child-like qualities of the 1910 expedition so perfectly. It is clear that the death of these men was not needed yet, by dying, they did achieve the indissoluble greatness they desired and one can only feel that this temptation may itself have contributed to their fate.

How Has Voting Changed Over Time? Essay

Over time, as America promoted greater urbane liberties for both of its citizens, take rights work also undergone change. When the United States was formed, citizens with voting rights were primarily Caucasian males. African American males that were freed could balloting also, but slaves however, were considered property and could non voter turnoutr turnout. States could administer poll taxes, which often left poorer flock without the ability to vote if they couldnt afford the tax. Women didnt have voting rights and voters in around states had to be 21 before being able to vote. There argon many people that are loosely aware of the difficult conflict for votes beginning with the history of the United States. Both major political parties have taken numerous steps toward increasing voter turnout so that more people will participate in this right of all citizens.For much of American history, voting qualifications were such that very few people actually had the power to vote. T hese qualifications have changed greatly since then to grant or so all Americans this important democratic privilege. In the eighteenth century, the right to vote was reserved for wealthy white males over the age of 21 and in many cases, those that belonged to the accepted religion of their community. The reasoning was that these people were the only ones amend enough to make a wise decision although women, slaves, and those without property for certain had a lot to say on the matters of the day. Today, through Constitutional Amendments, voting restrictions concerning gender, race, religious affiliation, and wealth have all been eliminated. The minimum age to vote is now 18. All voters must be citizens of the United States.

Marketing Strategy of Nokia Essay

INTRODUCTIONThe ships protrudey I flip chosen to analyze in my intention is the Finnish wandering(a) strait giant NOKIA. This project tells us briefly what Nokia rattling is, its c t push by ensembleer-up structure and oer entirely view on the sizing of it and sales of the c solelyer-up & as closely as the Various foodstuffing St locategies fol imprinted by them. Nokia is a telecommunication alliance with proposition passs in Espoo (Finland). It is best dealn as the adult males most(prenominal) famous sp pay offly sound shaper, and it is, encourage much, the provider of consumer convergences much(prenominal)(prenominal) as set-top boxes, equipment for broadband profits and IP and wide awake nedeucerks. Nokia is similarly a supplier of the automotive industry and offers things resembling speakers for various elevator simple machine brands.1.1 Purpose of the checkUnderstanding the friendship as a whole.To know the facilities provided by the Company t o its Customers. To know the St rovegies adopted by NOKIA to re-establish itself in the prison cell- shouts trade after simultaneous slouch of the companys trade function over the past a few(prenominal) course of instructions callable to competitor from companies like APPLE and SAMSUNG.1.2 inquiry Objectives of the Study-To fulfill information around the company and its products.To study the threat, weaknesses, opportwholeies and strengths of the company. To present comparative analysis in the midst of top 5 phone v determinationors.To get the break-dance view of Various marting Strategies adopted by NOKIA to reposition itself in the Smartphones trade.1.3 Research MethodologyIt is a modality to systematically solve the interrogation problem. It whitethorn be d featurestairss as well asd as a science of studying how look into is done scientifically. In it we study the various steps that our generally adopted by a researcher in studying his problem on with the logic behind them. It is necessity for the researcher to know non altogether the research methods or techniques still similarly the methodology.1.3.1 Data SourceThe entropy belowside be salt away from twain sources i.e. Primary and Secondary .I work collected most of the entropy for this project on NOKIA from the aidary sources like websites, search engines, books and magazines.1.3.2 Limitations of StudyThe entropy of the research was fleckary in nature and opening to master(a) selective information was limited. There was as well as a term constraint as unt aging much time was required in set to research more involvedly about the topic. The project restricted to only telecommunication argona of the company.ABOUT NOKIAHISTORY1865 to 1967The predecessors of the modern Nokia were the Nokia Company (Nokia Aktiebolag), Finnish Rubber whole works Ltd (Suomen Gummitehdas Oy) and Finnish strain working Ltd (Suomen Kaapelitehdas Oy). Nokias history started in 1 865 when dig engineer Fredrik Idestam established aground wood pulp mill on the banks of the Tammerkoski rapids in the townships plurality of Tampere, in southwesternFinland in the Russian imperium and started manufacturing paper. In 1868, Idestam built a fleck mill near the town of Nokia, fifteen kilometers (nine miles) west of Tampere by the Nokianvirta river, which had better resources for hy settleower production. In 1871, Idestam, with the help of his shutdown fri discontinue statesman Leo Mechelin, renamed and transformed his firm into a luck company, thereby inventting the Nokia Company, the name it is still known by today. Toward the end of the 19th century, Mechelins wishes to expand into the electri urban center melody were at low thwarted by Idestams opposition. However, Idestams retirement from the anxiety of the company in 1896 allowed Mechelin to become the companys moderate (from 1898 until 1914) and sell most sh arh overageers on his plans, thus realizi ng his vision. In 1902, Nokia added electricity generation to its business activities.industrial conglomerateIn 1898, Eduard Poln founded Finnish Rubber Works, shaper of galoshes and a nonher(prenominal)(a) rubber products, which later became Nokias rubber business. At the antecedent of the 20th century, Finnish Rubber Works established its factories near the town of Nokia and they began employ Nokia as its product brand. In 1912, Arvid Wickstrm founded Finnish Cable Works, producer of telephone, telegraph and electrical cables and the foundation of Nokias cable and electronics businesses. At the end of the 1910s, shortly after beingness War I, the Nokia Company was nearing bankruptcy. To look into the continuation of electricity supply from Nokias generators, Finnish Rubber Works acquired the business of the insolvent company. In 1922, Finnish Rubber Works acquired Finnish Cable Works. In 1937, Verner Weckman, a sport wrestler and Finlands counterbalance- tell honours d egree Olympic Gold medalist, became president of Finnish Cable Works, after 16 days as its technical director. afterward World War II, Finnish Cable Works supplied cables to the Soviet Union as part of Finlands war reparations. This gave the company a good foothold for later trade. The tierce companies, which had been jointly owned since 1922, were merged to form a late industrial conglomerate, Nokia Corporation in 1967 and paved the way for Nokias future tense as a international corporation. The invigorated company was involved in legion(predicate) industries, producing at one time or another paper products, elevator car and bi bicycle tires, footwear (including rubber boots), communications cables, televisions and other consumer electronics, personalcomputers, electricity generation machinery, robotics, capacitors, armed forces communications and equipment (such as the SANLA M/90 artifice and the M61 gas mask for the Finnish Army), plastics, aluminium and chemicals. Eac h business unit had its own director who describe to the offset Nokia Corporation President, Bjrn Westerlund. As the president of the Finnish Cable Works, he had been accountable for setting up the companys offset electronics department in 1960, sowing the seeds of Nokias future in telecommunications. Eventually, the company decided to leave consumer electronics behind in the nineties and foc recitationd solely on the degenerateest growing segments in telecommunications. Nokian Tyres, manufacturer of tires, split from Nokia Corporation to form its own company in 1988 and two years later Nokian Footwear, manufacturer of rubber boots, was founded. During the rest of the 1990s, Nokia divested itself of all of its non-telecommunications businesses.1967 to 2000The seeds of the accepted incarnation of Nokia were planted with the founding of the electronics section of the cable division in 1960 and the production of its origin electronic device in 1962 a pound analyzer public fi gureed for affair in nuclear power plants. In the 1967 fusion, that section was separated into its own division, and began manufacturing telecommunications equipment. A key CEO and sequent Chairman of the Board was vuorineuvos Bjrn Nalle Westerlund (19122009), who founded the electronics department and let it run at a spill for 15 years.First rambling phonesThe Mobira Cityman 150, Nokias NMT-900 restless phone from 1989 (left), comp ard to the Nokia 1 blow from 2003. The Mobira Cityman line was engulfed in 1987. The technologies that preceded modern cellular spry telephone set systems were the various 0G pre-cellular spry radio telephony standards. Nokia had been producing commercial and some military erratic radio communications technology since the 1960s, although this part of the company was sell some time before the later company rationalization. Since 1964, Nokia had set abouted haemorrhagic fever radio simultaneously with SaloraOy. In 1966, Nokiaand Salora started developing the ARP standard (which stands for Autoradiopuhelin, or car radio phone in English), a car- base wandering radio telephony system and the initial commercially operated public fluent phone communicate in Finland. It went online in 1971 and offered 100% coverage in 1978. In 1979, the merger of Nokia and Salora resulted in the establishment of Mobira Oy. Mobira began developing spry phones for the NMT (Nordic wandering(a) Telephony) net profit standard, the showtime base-generation, first base fully automatic cellular phone system that went online in 1981. In 1982, Mobira introduced its first car phone, the Mobira Senator for NMT-450 networks. Nokia bought Salora Oy in 1984 and now owning 100% of the company, changed the companys telecommunications wooden leg name to Nokia-MobiraOy. The Mobira Talkman, launched in 1984, was one of the orbits first transportable phones. In 1987, Nokia introduced one of the worlds first hold phones, the Mobira Cityman 900 for NMT -900 networks (which, compared to NMT-450, offered a better signal, yet a shorter roam). While the Mobira Senator of 1982 had weighed 9.8 kg (22 lb) and the Talkman skillful under 5 kg (11 lb), the Mobira Cityman weighed only 800 g (28 oz) with the battery and had a impairment tag of 24,000 Finnish marks ( some 4,560). Despite the high price, the first phones were almost snatched from the sales assistants hands. Initially, the peregrine phone was a yuppie product and a status symbol. Nokias runny phones got a big publicity procession in 1987, when Soviet leader Mikhail Gorbachev was pictured using a Mobira Cityman to make a call from Helsinki to his communications minister in Moscow. This light-emitting diode to the phones nickname of the Gorba. In 1988, Jorma Nieminen, resigning from the post of CEO of the peregrine phone unit, along with two other employees from the unit, started a notable mobile phone company of their own, Benefon Oy (since renamed to GeoSentric). One year later, Nokia-Mobira Oy became Nokia Mobile recalls.Involvement in GSMNokia was one of the key developers of GSM (Global System for Mobile Communications), the indorse-generation mobile technology which could assoil entropy as well as junction traffic. NMT (Nordic Mobile Telephony), the worlds first mobile telephony standard that enabled international roaming, provided semiprecious experience for Nokia for its close participation in developing GSM,which was adopted in 1987 as the saucyfound European standard for digital mobile technology. Nokia delivered its first GSM network to the Finnish operator Radiolinja in 1989. The worlds first commercial GSM call was made on 1 July 1991 in Helsinki, Finland over a Nokia-supplied network, by beca mapping Prime Minister of Finland HarriHolkeri, using a prototype Nokia GSM phone. In 1992, the first GSM phone, the Nokia 1011, was launched. The model total refers to its launch date, 10 November. The Nokia 1011 did not yet employ Nokias characteristic ringtone, the Nokia tune. It was introduced as a ringtone in 1994 with the Nokia 2100 series. GSMs high-quality voice calls, easy international roaming and support for new run like text edition messaging (SMS) set(p) the foundations for a planetary boom in mobile phone use. GSM came to dominate the world of mobile telephony in the 1990s, in mid-2008 accounting for about three one thousand thousand mobile telephone subscribers in the world, with more than 700 mobile operators across 218 countries and territories. revolutionary connections are added at the rate of 15 per second, or 1.3 trillion per day.Challenges of emersionThe Nokia House, Nokias head office located by the Gulf of Finland in Keilaniemi,Espoo, was constructed betwixt 1995 and 1997. It is the workplace of more than 1,000 Nokia employees. In the 1980s, during the era of its CEO Kari Kairamo, Nokia spread out into new fields, mostly by learnings. In the late 1980s and earliest 1990s, the corpora tion ran into serious financial problems, a study reason macrocosm its heavy losses by the television manufacturing division and businesses that were just too diverse. These problems, and a guess totalburnout, probably contributed to Kairamo taking his own lifespan in 1988. After Kairamos death, SimoVuorilehto became Nokias Chairman and CEO. In 19901993, Finland underwent severe economic depression, which as well as struck Nokia. Under Vuorilehtos management, Nokia was severely overhauled. The company responded by streamlining its telecommunications divisions, and by divesting itself of the television and PC divisions. Probably the most cardinal strategical change in Nokias history was made in 1992, however, when the new CEO JormaOllila made a crucial strategic decision to focus on solely ontelecommunications. Thus, during the rest of the 1990s, the rubber, cable and consumer electronics divisions were gradually sold as Nokia keep to divest itself of all of its non-telecom munications businesses. As late as 1991, more than a quarter of Nokias turnover still came from sales in Finland. However, after the strategic change of 1992, Nokia saw a huge increment in sales to brotherhood America, South America and Asia. The exploding worldwide popularity of mobile telephones, beyond even Nokias most optimistic predictions, caused a logistics crisis in the mid-1990s. This prompted Nokia to overhaul its entire logistics operation. By 1998, Nokias focus on telecommunications and its too soon investment in GSM technologies had made the company the worlds largest mobile phone manufacturer, a position it would hold for the next 14 incidental years until 2012. Between 1996 and 2001, Nokias turnover increased almost quintuple from 6.5 billion euros to 31 billion euros. Logistics draw outs to be one of Nokias major advantages over its rivals, along with groovyer economies of scale.2000 to 2012 (October)Product releasesReduction in size of it of Nokia mobile ph onesEvolution of the Nokia Communicator. Models 9000, 9110, 9210, 9300 and 9500 shown. Nokia launched its Nokia 1100 handset in 2003, with over 200 one one thousand million million million units shipped, was the best- change mobile phone of all time and the worlds top-sellingconsumer electronics product.Nokia was one of the first players in the mobile space to recognize that there was a market place opportunity in combining a halting console and a mobile phone ( twain of which many gamers were carrying in 2003) into the N-Gage. The N-Gage was a mobile phone and game console meant to lure gamers away from the spicy Boy Advance, though it cost twice as much. In may 2007, Nokia released its first touch screen phone, the Nokia 7710, which was also a huge success. In November 2007, Nokia inform and released the Nokia N82, its first Nseries phone withXenon flash. At the Nokia World conference in December 2007, Nokia proclaimed their Comes With medicinal drug program Nokia device buyers are to get under ones skin a year of complimentary plan of attack to music downloads. The service became commercially available in thesecond half of 2008. Nokia Productions was the first ever mobile depictionmaking project directed by Spike Lee. Work began in April 2008, and the film premiered in October 2008. In 2008, Nokia released the Nokia E71 which was marketed to directly compete with the other BlackBerry-type devices offering a full qwerty keyboard and cheaper prices. Nokia announce in rattling(a) 2009 that they allow foringing be selling a high-end Windows-based mini laptop called the Nokia Booklet 3G. On 2 phratry 2009, Nokia launched two new music and social networking phones, the X6 and X3. The Nokia X6 singularitys 32GB of on-board memory with a 3.2 thumb touch interface and comes with a music playback time of 35 hours. The Nokia X3 is a first series 40 Ovi Store-enabled device. The X3 is a music device that comes with stereo system speakers, built-in FM radio, and a 3.2 megapixel camera. On 10 folk 2009, Nokia expose the 7705 Twist, a phone sporting a square shape that swivels abrupt to reveal a full QWERTY keypad, featuring a 3 megapixel camera, web browsing, voice commands and weighting around 3.44 ounces (98 g). On 9 deluxe 2012, Nokia launched for the Indian market two new Asha run of handsets equipped with cloud accelerated Nokia browser, portion users browse the meshing faster and lower their spend on data charges. SymbianThe Nokia N8 smartphone is the worlds first Symbian3device, and the first Nokia smartphone to feature a 12megapixel autofocus lens. Originally Nokia phones had a rule Nokia OS operating(a)(a) system developed specifically for Nokia mobile phones. The first Nseries device, the N90, utilised the older Symbian OS8.1 mobile operating system, as did the N70. Subsequently Nokia switched to using SymbianOS 9 for all later Nseries devices (except the N72, which was based on the N70). Newer Nseries device s incorporate newer revisions of Symbian OS 9 that ac association Feature Packs. The N800, N810, N900, N9 and N950 are as of April 2012 the only Nseries devices (therefore excluding Lumia devices) to not use Symbian OS. They use the Linux-based Maemo. Nokia stated that Maemo would be developed alongside Symbian. Maemo had since (Maemo 6 and beyond) merged with Intels Moblin, and became MeeGo. MeeGo was later terminateceled and a schooling is now continued under nameTizen. The Nokia N8 is the first device to function on the Symbian3mobile operating system. Nokia revealed that the N8 allow be the last device in its flagship N-series devices to ship with Symbian OS.Instead, Nokia will use Microsoft Windows Phone for its high-end flagship Lumia devices, and revealed the Nokia N9 will function on the MeeGo mobile operating system. confederacy with MicrosoftMarket address of Symbian, Windows Mobile and Windows Phone 7 among US smartphone owners from Q1 2011 to Q2 2012 check to Niels en Company. On 11 February 2011, Nokias CEO Stephen Elop, a former head of Microsoft business division, unveiled a new strategic bond with Microsoft, and announce it would replace Symbian and MeeGo with Microsofts Windows Phone operating system except for mid-to-low-end devices, which would continue to run under Symbian. Nokia was also to invest into the Series 40 computer program and release a single MeeGo product in 2011. As part of the restructuring plan, Nokia planned to reduce spending on research and development, or else customising and enhancing the bundle line for Windows Phone 7. Nokias applications and bailiwick store (Ovi) becomes integrated into the Windows Phone Store, and Nokia Maps is at the heart of Microsofts Bing and AdCenter. Microsoft provides developer tools to Nokia to replace the Qtframework, which is not supported by Windows Phone 7 devices. Symbian became described by Elop as a claim platform with Nokia preparation to sell 150 million Symbian devices after the attachment was set up. MeeGo emphasis was on longer-term exploration, with plans to ship a MeeGo-related product later in 2012. Microsofts search engine, Bing was to become the search engine for all Nokia phones. Nokia also intended to get some level of customization on WP7. After this announcement, Nokias allocate price fell about 14%, its biggest drop since July 2009. As Nokia was the largest mobile phone and smartphone manufacturer worldwide at the time, it was suggested the alliance would make Microsofts Windows Phone 7 a solider contender against mechanical man and iOS. Because antecedent(prenominal)ly increase sales of Symbian smartphones began to fall rapidly in the reservoir of 2011, Nokia was overtaken by orchard apple tree as the worlds biggest smartphone maker by volume in June 2011. In August 2011 Chris Weber, head of Nokias auxiliary in the U.S., stated The reality is if we are not successful with Windows Phone, it doesnt matter what we do (elsewhere). He further added North America is a precession for Nokia () because it is a key market for Microsoft. Nokia reported well supra 1 million sales for its Lumia line up to 26 January 2012, 2 million sales for the first quarter of 2012, and 4 million for the second quarter of 2012. In this quarter, Nokia only sold 600000 smartphones (Symbian and Windows Phone 7) in North America. For comparison, Nokia sold more than 30 million Symbian devices world-wide still in Q4 2010 and the Nokia N8 merely sold almost 4 million in its first quarter of sale. In Q2 2012, 26 million iPhonesand 105 million Android phones save been shipped, but only 6.8 million devices with Symbian and 5.4 million with Windows Phone. While announcing an alliance with Groupon, Elop say The competition is not with other device manufacturers, its with Google. European carriers set out stated that Nokia Windows phones are not good enough to compete with orchard apple tree iPhone or Samsung Galaxy phones, that they are o verpriced for what is not an innovative product and that No one comes into the store and asks for a Windows phone. In June 2012, Nokia chairman Risto Siilasmaa told journalists that Nokia had a back-up plan in the eventuality that Windows Phone failed to be sufficiently successful in the market. On October 29, 2012, Nokia said its high-end Lumia 820 and 920 phones, which will run on Microsofts Windows Phone 8 software system, will reach first operators and retail outlets in some European markets including France and Britain and later in Russia and Germany as well as other select markets.Re organizationsNokia opened its Komrom, Hungary mobile phone mill on 5 may 2000. In March 2007, Nokia signed a memorandum with Cluj County Council, Romania to open a new plant near the city in Jucu commune. Moving the production from the Bochum, Germany factory to a low plight country throwd an uproar in Germany. Nokia recently moved its North Ameri arse Headquarters to Sunnyvale. In April 200 3, the troubles of the networks equipment division caused the corporation to resort to similar streamlining practices on that side, including layoffs and organizational restructuring. This diminished Nokias public pattern in Finland, and produced a number of court cases and an episode of a documentary television show critical of Nokia. On February 2006, Nokia and Sanyo proclaimed a memorandum of understanding to give rise a joint jeopardiseaddressing the CDMA handset business. But in June, they proclaimed ending negotiations without agreement. Nokia also stated its decision to pull out of CDMA research and development, to continue CDMA business in selected markets. In June 2006, Jorma Ollila left his position as CEO to become the chairman of Royal Dutch Shell and to shew way for Olli-PekkaKallasvuo. In whitethorn 2008, Nokia announce on their annual shareholder meeting that they want to shift to the Internet business as a whole. Nokia no longer wants to be seen as the teleph one company. Google, apple and Microsoft are not seen as natural competition for their new image but they are considered as major important players to deal with. In November 2008, Nokia announced it was ceasing mobile phone diffusion in Japan. Following early December, distribution of Nokia E71 is croupcelled, both(prenominal) from NTT docomo and Soft Bank Mobile. Nokia Japan retains global research & development programs, sourcing business, and an MVNO venture of Vertu luxury phones, using docomos telecommunications network. In February 2012, Nokia announced it was laying off 4000 employees to move manufacturing from Europe and Mexico to Asia. In March 2012, Nokia announced it was laying off 1000 employs from its Salo, Finland factory to focus on software.AcquisitionsThe Nokia E55 from the business segment of the Eseries range On 22 September 2003, Nokia acquired Sega.com, a branch of Sega which became the major basis to develop the Nokia N-Gage device. On 8 August 2006, Nokia and Loudeye Corp. announced that they had signed an agreement for Nokia to acquire online music distributor Loudeye Corporation for almost US $60 million. The company has been developing this into an online music service in the hope of using it to generate handset sales. The service, launched on 29 August 2007, is aimed to rival iTunes. Nokia completed the acquisition on 16 October 2006. In July 2007, Nokia acquired all assets of Twango, the comprehensive media sharing solution for organizing and sharing photos, videos and other personal media. In September 2007, Nokia announced its intention to acquire Enpocket, a supplier of mobile advertising technology and services. In October 2007, pending shareholder and regulatory approval, Nokia bought Navteq, a U.S.-based supplier of digital mapping data, for aprice of $8.1 billion. Nokia finalized the acquisition on 10 July 2008. In September 2008, Nokia acquired OZ Communications, a privately held company with approximately 220 employee s headquartered in Montreal, Canada. On 24 July 2009, Nokia announced that it will acquire trustworthy assets of cellity, a privately owned mobile software company which employs 14 people in Hamburg, Germany. The acquisition of cellity was completed on 5 August 2009. On 11 September 2009, Nokia announced the acquisition of certain assets of plum Ventures, Inc, a privately held company which employed approximately 10 people with main offices in Boston, Massachusetts. Plum will complement Nokias tender localisation services. On 28 March 2010, Nokia announced the acquisition of Novarra, the mobile web browser firm from Chicago. Terms of the deal were not disclosed. Novarra is a privately held company based in Chicago, IL and provider of a mobile browser and service platform and has more than 100 employees. On 10 April 2010, Nokia announced its acquisition of MetaCarta, whose technology was planned to be used in the area of local search, peculiarly involving location and other serv ices. Financial details of acquisition were not disclosed. Nokia has acquired Smarterphone in 2012. Also Nokia acquired Scalado in 2012.Financial difficulties and restructuringLAmid falling sales, Nokia posted a loss of 368 million euros for Q2 2011, bit in Q2 2010 had still a profit of 227 million euros. On September 2011, Nokia has announced it will lose another 3,500 jobs worldwide, including the closure of its Cluj factory in Romania. On 8 February 2012 Nokia Corp. said to get down around 4,000 jobs at smartphone manufacturing plants in Europe by the end of 2012 to move assembly closer to fortune supplier in Asia. It plans to cut 2,300 of the 4,400 jobs in Hungary, 700 out of 1,000 jobs in Mexico, and 1,000 out of 1,700 factory jobs in Finland. On 14 June 2012, Nokia announced to cut 10,000 jobs globally by the end of 2013 and shut production and research sites in Finland, Germany and Canada inline with continues loss and the stock fell to the lowest since 1996. Today, Nokias market value is at a lower place $10 billion. In total, according to actualized and planned laid-offs Nokia will have laid off 24,500 employees by the end of 2013. Nokia has already laid off 7,000 employees in the first stage 4,000 staff and conductred also 3,000 to services firm Accenture. Nokia also closed itsfactory in Cluj, Romania that decreased the workforce by 2,000 employees, and restructured the Location & Commerce business unit that decreased the workforce by 1,200 employees. In February 2012, Nokia unveiled a plan to cut 4,000 more jobs at its plants in Finland, Hungary and Mexico as it moves smartphone assembly work to Asia. The most recent plan is to cut further 10,000 jobs globally by the end of 2013. Nokia had 66,267 staff office in its Devices & Services, NAVTEQ and integrated Common Functions units combined, this has been calculated by subtracting the personnel of Nokia siemens Networks from the total personnel of Nokia Group based on the full year report of 2010. Therefore, the personnel would decrease by approximately 36 portion by the end of 2013 when compared to the end of 2010 that best depicts the lay-offs that have resulted from the schema change in February 2011 and competition in the central mobile phone business units recently. On 18 June 2012 Moodys downgraded Nokia rating to junk. Nokia CEO admitted on 28 June 2012 that companys inability to foresee rapid changes in mobile phone industry was one of the major reasons for the problems company was facing. On 4 may 2012, a assemblage of Nokia investors filled a class action against the company as a result of disappointing sales of Nokia phones running on the Windows Phone platform. On 22 August 2012, it was reported that a group of Finnish Nokia investors were considering gathering signatures for the removal of Elop as CEO.OperationsNokia House, Nokias headquarters in Keilaniemi, Espoo, Finland In 2011 Nokia had 130,000 employees in 120 countries, sales in more than 150 coun tries, global annual revenue of over 38 billion, and operating loss of 1 billion.1 It was the worlds largest manufacturer of mobile phones in 2011, with global device market share of 23% in the second quarter. The Nokia Research Center, founded in 1986, is Nokias industrial research unit consisting of about 500 researchers, engineers and scientists it has sites in seven countries Finland, China, India, Kenya,Switzerland, the unite Kingdom and the get together States. in any case its research centers, in 2001 Nokia founded (and owns) INdT Nokia Institute of Technology, a R&D lay down located in Brazil. Nokia operates a total of 9 manufacturingfacilities located at Salo, Finland Manaus, Brazil Cluj, Romania Beijing and Dongguan, ChinaKomrom, Hungary Chennai, India Reynosa, Mexico and Changwon, South Korea. Nokias industrial design department is headquartered in Soho in London, UK with epoch-making satellite offices in Helsinki, Finland and Calabasas, calcium in the US. Nokia is a public limited-liability company listed on the Helsinki, Frankfurt, and New York stock exchanges. Nokia plays a very large role in the economy of Finland. It is an important employer in Finland and several diminished companies have grown into large ones as its partners and subcontractors. In 2009 Nokia contributed 1.6% to Finlands GDP, and accounted for about 16% of Finlands exports in 2006.DivisionsSince 1 July 2010, Nokia comprises three business groups Mobile Solutions, Mobile Phones and Markets. The three units receive practicable support from the Corporate Development Office, led by Kai istm, which is also responsible for exploring corporate strategic and future process opportunities. On 1 April 2007, Nokias Networks business group was combined with Siemenss carrier-related operations for fixed and mobile networks to form Nokia Siemens Networks, jointly owned by Nokia and Siemens and consolidated by Nokia. Mobile SolutionsThe Nokia N900, a Maemo 5 Linux based mobile Intern et device and touchscreen smartphone from Nokias Nseries portfolio. Mobile Solutions is responsible for Nokias portfolio ofsmartphones and mobile computers, including the more expensive multimedia and enterprise-class devices. The team is also responsible for a suite of internet services under the Ovi brand, with a strong focus on maps and navigation, music, messaging andmedia. This unit is led by AnssiVanjoki, along with TeroOjanper (for Services) and Alberto Torres (forMeeGo Computers). Mobile PhonesMobile Phones is responsible for Nokias portfolio of affordable mobile phones, as well as a range of services that people can access with them, headed by Mary T. McDowell. This unit provides the general public withmobile voice and data products across a range of devices, including high-volume, consumer oriented mobile phones. The devices are based on GSM/EDGE, 3G/W-CDMA andCDMA cellular technologies. At the end of the year 2007, Nokia managed to sell almost 440 million mobile phones wh ich accounted for 40% of all global mobile phones sales. In 2011, Nokias market share in the mobile phone market had dropped to 27% (417 million phones). Anssi Vanjoki resigned a few geezerhood before Nokia World 2010 and under new leadership team Jo Harlow will look into the affairs of Smartphones portfolio. On 27 April 2011, The Register reported that Nokia was on the QT developing a new operating system called Meltemi aiming at the low-end market. It was believed it would be replacing the S30 and S40 operating systems. Due to low-end market customers quest of having smartphone features in their feature phone, the OS would have included some features exclusive to high-end smartphones. On 26 July 2012, it was announced that Nokia had abandoned the Meltemi project as a cost-cutting measure. MarketsThe flagship Nokia store in Sao Paulo, BrazilMarkets is responsible for Nokias supply chains, sales avenues, brand and trade functions of the company, and is responsible for deliverin g mobile solutions and mobile phones to the market. The unit is headed by NiklasSavander.SubsidiariesNokia has numerous subsidiaries. The largest in terms of revenues is Navteq, a Chicago, Illinois-based provider of digital map data and location-based content and services for automotive navigation systems, mobile navigation devices, Internet-based mapping applications, and politics and business solutions. Navteq was acquired by Nokia on 1 October 2007. Navteqs map data is part of the Nokia Maps online service where users can download maps, use voice-guided navigation and other context-aware web services. Nokia Maps is part of the Ovi brand of Nokias Internet based online services. new(prenominal) notable subsidiaries include, but are not limited to Vertu, a British-based manufacturer and retailer of luxury mobile phones Qt Software, a Norwegian-based software company, and OZ Communications, a consumer netmail and instant messaging provider. Until 2008 Nokia was the major sharehol derin Symbian Limited, a software development and licensing company that produced Symbian OS, a smartphone operating system used by Nokia and other manufacturers. In 2008 Nokia acquired Symbian Ltd and, along with a number of other companies, created the Symbian metrical foot to distribute the Symbian platform royalty exonerate and asopen source. Nokia Siemens Networks B.V. is a international data networking and telecommunications equipment company headquartered in Espoo, Finland and a joint venture among Nokia (50.1%) and Siemens (49.9%). It is the worlds fourth-largest telecoms equipment manufacturer measured by 2011 revenues (after Ericsson, Huawei and Alcatel-Lucent). Nokia Siemens Networks has operations in around 150 countries. The creation of Nokia Siemens Networks was announced on 19 June 2006, when Nokia and Siemens announced that they would merge their mobile and fixed-line phone network equipment businesses. The Nokia Siemens Networks brand identity was subsequently l aunched at the 3GSM World Congress in Barcelona in February 2007. Nokia Siemens Networks provides wireless and fixed network infrastructure, communications and networks service platforms, as well as professional services to operators and service providers. Nokia Siemens Networks focuses in GSM, EDGE, 3G/W-CDMA and WiMAX radio access networks core networks with increasing IP and multiaccess capabilities and services.Corporate affairsCorporate governanceThe control and management of Nokia is divided among the shareholders at a general meeting and the Nokia Leadership police squad, under the direction of the Board of Directors. The Chairman and the rest of the Nokia Leadership Team members are appointed by the Board of Directors. Only the Chairman of the Nokia Leadership Team can belong to both, the Board of Directors and the Nokia Leadership Team. The Board of Directors committees consist of the take stock Committee, the Personnel Committee and the Corporate Governance and Nominatio n Committee. The operations of the company are managed within the framework set by the Finnish Companies Act, Nokias Articles of Association and Corporate Governance die hardlines, and related Board of Directors adopted charters. demarcationNokia is a public limited liability company and is the oldest company listed under the same name on the Helsinki pullulate Exchange, having been listed since 1915. Nokia has had a alternative listing on the New York Stock Exchange since 1994. Nokia shares were delisted from the London Stock Exchange in 2003, the Paris Stock Exchange in 2004, the capital of Sweden Stock Exchange in 2007 and the Frankfurt Stock Exchange in 2012. In 2007, Nokia had a market capitalisation of 110 billion by may 2012 this had fallen to 14.8 billion.Financial resultsFor fiscal Q2 2011 ending in June 2011, Nokia reported a net loss of 492 million, despite a 430 million stipend from apple. Nokia cited decline in its mobile phone business as the primary cause of the loss. In Q1 2012 results were bleak. Nokia lost 1.34 billion. Revenue is down almost a third from a year ago. By May 2012, Nokia share price had fallen 37.5 portion since the beginning of the year, and was down 61 percent in the last year.Corporate acculturationNokias appointed corporate culture manifesto, The Nokia Way, emphasises the speed and flexibility of decision-making in a flat, networked organization, although the corporations size necessarily imposes a certain amount of bureaucracy. The official business wording of Nokia is English. all told documentation is written in English, and is used in official intra-company spoken communication and netmail. Until May 2007, the Nokia Values were Customer Satisfaction, Respect, Achievement, and Renewal. In May 2007, Nokia re delimit its values after initiating a series of discussions worldwide as to what the new values of the company should be. Based on the employee suggestions, the new values were defined as Engaging You, Ach ieving Together, Passion for Innovation and Very Human.Online services1) .mobi and the Mobile WebNokia was the first proponent of a Top Level realm (TLD) specifically for the Mobile Web and, as a result, was instrumental in the launch of the .mobi domain name extension in September 2006 as an officialbacker. Since then, Nokia has launched the largest mobile portal, Nokia.mobi, which receives over 100 million visits a month. It followed that with the launch of a mobile Ad Service to cater to the growing expect for mobile advertisement. 2) OviNokia Ovi logo.Ovi, announced on 29 August 2007, is the name for Nokias umbrella concept Internet services. Centered on Ovi.com, it is marketed as a personal dashboard where users can share photos with friends, download music, maps and games directly to their phones and access third-party services like YahoosFlickr photo site. It has some significance in that Nokia is moving deeper into the world of Internet services, where head-on competition with Microsoft, Google andApple is inevitable. The services offered finished Ovi include the Ovi Store (Nokias application store), the Nokia Music Store, Nokia Maps, Ovi Mail, the N-Gage mobile manoeuvre platform available for several S60smartphones, Ovi Share, Ovi Files, and Contacts and Calendar. The Ovi Store, the Ovi application store was launched in May 2009. Prior to opening the Ovi Store, Nokia integrated its software Download store, the stripped-down flap down repository and the widget service WidSets into it. On 23 March 2010, Nokia announced launch of its online magazine called the Nokia Ovi. The 44-page magazine contains articles on products by Nokia, what Ovi stands for, tips and tricks on the use of Nokia mini laptop Booklet 3G, latest reviews of mobile applications, news about the mobile makers services and apps such as Ovi maps, files and mail. Users can download the magazine as a PDF or view it online from the Nokia website. 3) My NokiaNokia offers a bounteous pe rsonalized service to Nokia owners called My Nokia (located at my.nokia.com). Registered My Nokia users can get open services as follows Tips & tricks alerts through web, email and also mobile text message. My Nokia Backup A free online backup service for mobile contacts, calendar logs and also various other files. This service needs GPRS connection. Ringtones, wallpapers, screensavers, games and other things can be downloaded free of cost. 4) Comes With MusicIn 2007 Nokia set up their Nokia Comes With Music service, in partnershipwith Universal Music Group International, Sony BMG, Warner Music Group, EMI, and hundreds of autarkic labels and music aggregators, to allow 12, 18, or 24 months of straight-out free-of-charge music downloads with the hindergain for of a Nokia Comes With Music edition phone. Files could be downloaded on mobile devices or personal computers, and kept permanently. In January 2011 Nokia withdrew this program in 27 countries, due to its failure to gain traction with customers or mobile network operators existing subscribers could continue to download until their contracts ended. The service continued to be offered in China, India, Indonesia, Brazil, washout and South Africa where take-up had been better. 5) Nokia MessagingOn 13 August 2008 Nokia launched a beta release of Nokia Email service, a push e-mail service, since corporate into Nokia Messaging. Nokia Messaging operates as a centralised, hosted service that acts as a proxy between the Nokia Messaging client and the users e-mail server. The phone does not connect directly to the e-mail server, but instead sends e-mail credentials to Nokias servers. IMAP is used as the protocol to transfer emails between the client and the server.LogosNokia Company logo. Founded in Tampere in 1865, incorporated in Nokia in 1871.The brand logo of Finnish Rubber Works, founded in Helsinki in 1898. Logo from 1965 to 1966.The Nokia Corporation arrows logo, used before the Connecting flocklogo . Used since 1967 until 1991.Nokia introduced its Connecting People advertising slogan, coined by Ove Strandberg and used since 1992. This earlier recital of the slogan used Times Roman SC (Small Caps) font.Nokias ongoing logo used since 2006, with the redesigned Connecting People slogan. This slogan originally used Nokias proprietary Nokia Sansfont, designed by Erik Spiekermann. This was replaced in 2011 with the Nokia Pure font designed by Dalton Maag.Environmental landElectronic products such as cell phones impact the environment both during production and after their useful life when they are discarded and turned into electronic waste. Nokia is listed in Greenpeaces Guide to Greener Electronics that scores leading electronics manufacturers according to their policies on sustainability, climate and energy and how commonality their products are. In November 2011 Nokia ranked 3rd out of 15 listed electronics companies, falling two places due to its weaker performance on the Ene rgy criteria and scoring 4.9/10. All of Nokias mobile phones are free of toxic polyvinyl chloride (PVC) since the end of 2005 and all new models of mobile phones and accessories launched in 2010 are on track to be free of brominated compounds, chlorinated flame retardants and antimony trioxide. Nokias voluntary take-back programme to recycle old mobile phones spans 84 countries with almost 5,000 collection points. However, the recycling rate of Nokia phones was only 35% in 2008, according to a global consumer discern released by Nokia. The majority of old mobile phones are simply fabrication in drawers at home and very few old devices, about 4%, are being thrown into landfill and not recycled. All of Nokias new models of chargers meet or exceed the Energy brilliance requirements. Nokia aims to reduce its carbon dioxide emissions by at least 18 percent in 2010 from a baseline year of 2006 and cover 50 percent of its energy needs through renewable energy sources. Greenpeace is chal lenging the company to use its influence at the political level as number 85 on the Fortune 500 to advocate for climate natural lawmaking and call for global greenhouse gas emissions to peak by 2015. Nokia is researching the use of recycled plastics in its products, which are veritablely used only in case but not yet in mobile phones. Since 2001, Nokia has provided eco declarations of all its products and since May 2010 provides Eco profiles for all its new products. In an effort to further reduce their environmental impact in the future, Nokia released a new phone concept, Remade, in February 2008. The phone has been constructed of solely recyclable materials. The outer part of the phone is made from recycled materials such as aluminium cans, plastic bottles, and used car tires. Thescreen is constructed of recycled glass, and the hinges have been created from rubber tires. The interior of the phone is entirely constructed with refurbished phone parts, and there is a feature that encourages energy saving habits by reducing the backlight to the ideal level, which then allows the battery to last longer without frequent charges.ControversiesNSNs provision of block up capability to IranIn 2008, Nokia Siemens Networks, a joint venture between Nokia and Siemens AG, reportedly provided Irans monopoly telecom company with technology that allowed it to pink the Internet communications of its citizens to an unprecedented degree. The technology reportedly allowed it to use deep packet inspection to read and even change the content of everything from e-mails and Internet phone calls to images and messages on social-networking sites such as Facebook and Twitter. The technology enables regime to not only block communication but to monitor it to gather information about individuals, as well as alter it for disinformation purposes, skillful insiders told The Wall Street Journal. During the post-election protests in Iran in June 2009, Irans Internet access was reported to have slowed to less than a tenth of its normal speeds, and experts suspected this was due to the use of the intermeddleion technology. The joint venture company, Nokia Siemens Networks, asserted in a press release that it provided Iran only with a lawful intercept capability solely for monitoring of local voice calls. Nokia Siemens Networks has not provided any deep packet inspection, web censorship or Internet filtering capability to Iran, it said. In July 2009, Nokia began to experience a boycott of their products and services in Iran. The boycott was led by consumers sympathetic to the post-election protest movement and targeted at those companies deemed to be collaborating with the Islamic regime. Demand for handsets fell and users began shunning SMS messaging.Lex NokiaIn 2009, Nokia severely supported the passing of a law in Finland that allows companies to monitor their employees electronic communications in cases of suspected information leaking. Contrary to rumors, Noki a denied that thecompany would have considered moving its head office out of Finland if laws on electronic control were not changed. The law was enacted, but with strict requirements for implementation of its provisions. As of 2010, the law has become a dead letter no corporation has implement it. The Finnish media dubbed the name Lex Nokia for this law, named after the Finnish copyright law (the questionable Lex Karpela) a few years back. NokiaApple patent disputeIn October 2009, Nokia filed a lawsuit against Apple Inc. in the U.S. District Court of Delaware citing Apple infringed on 10 of its patents related to wireless communication including data transfer. Apple was quick to respond with a countersuit filed in December 2009 accusing Nokia of 11 patent infringements. Apples General Counsel, Bruce Sewell went a step further by stating, Other companies must compete with us by inventing their own technologies, not just by stealing ours. This resulted in an ugly tiff between the two telecom majors with Nokia filing another suit, this time with the U.S. International Trade Commission (ITC), alleging Apple of infringing its patents in virtually all of its mobile phones, portable music players, and computers. Nokia went on to ask the court to bar all U.S. imports of the Apple products including the iPhone, Mac and the iPod. Apple countersued by filing a complaint with the ITC in January 2010, the details of which are yet to be confirmed. In June 2011, Apple settled with Nokia and agreed to an estimated one time payment of $600 million and royalties to Nokia. The two companies also agreed on a cross-licensing patents for some of their secure technologies. Research cooperation with universitiesNokia is actively exploring and engaging in open innovation through selective research collaborations with major universities and institutions by sharing resources and leveraging ideas. major research collaboration is with Tampere University of Technology based in Finlan d. Current collaborations include Aalto University School of Science and Technology, FinlandcolePolytechniqueFdrale de Lausanne, SwitzerlandETH Zurich, SwitzerlandMassachusetts Institute of Technology, United StatesStanford University, United StatesTampere University of Technology, FinlandTsinghua University, ChinaUniversity of California, Berkeley, United StatesUniversity of Cambridge, United KingdomUniversity of Southern California, United StatesAwards and intuitionThe Brand confidence Report published by Trust Research Advisory has ranked Nokia in the 1st position among the brands in India.FINDINGS AND ANALYSIS plodding AnalysisSWOT Analysis, is a Strategic planning tool used to evaluate the Strengths, weaknesses, Opportunities, and threats involved in a project or in a Business venture. It involves specifying the objective of the business venture or project and identifying the immanent and external factors that are favorable and admonishing to achieving that objective. SWOT analysis conducts an external and internal scan of nokias business environment it is an important part of the strategic planning process. Environmental factors internal to the firm usually can be classified as strengths (S), or weaknesses (W), and those external to the firm can be classified as opportunities (O) or threats (T). Such ananalysis of the strategic environment is referred to as a SWOT analysis. The SWOT analysis provides information that is helpful in matching the firms resources and capabilities to the emulous environment in which it operates. As such, it is instrumental in outline formulation and selection. Strengths of NokiaGreat phone designing capability (Shining example N9 and lumia series) and great product quality reputation. Great price point coverage (Very low to Very High)Supply chain and distribution experience.Two very competitive in-house software platforms in Belle and Meego along with an alliance with Microsoft. Weaknesses of NokiaPoor merchandising ski lls (excluding few markets like India)Could not use its global presence to create a viable ecosystem. Not able to leverage production and software knowledge to create other product families (Camera and Tablets could have a natural choice) Windows operating system has marginally less number of applications as compared to that of Apples IOS and Googles Android. ThreatsAndroid ecosystem covers all the bases from low to high-end price points and has a easy ecosystem. Apples iphone is still a big threat in high-end marketVery bad press coverage and poor image projection by tech media. Huge portion of market share already captured by Googles Android (72.4 percent) and Apples IOS (13.9 percent). OpportunitiesNokia has a great market disruption with N9 Lumia and Asha series and it has a great incur of creating a unique winning product category. (Example is iphones own small but disruptive start). Symbian belle and upcoming versions of the OS. If nokia keeps the new product introduction fa st paced, chances are that Symbian can make a turnaround. QT can help to create a unique app ecosystem for Nokia for Meego, Symbian, Meltemi (upcoming). Windows phone platform has already got all the ingredients for a powerful ecosystem.Major competitorsThe following cell phone companies holding major market share give tight competition to Nokia 1. APPLE Inc.2. Samsung3. Sony4. HTC5. Research in Motion Black Berry6. ZTE7. LGAccording to IDC, July 26, 2012 The worldwide mobile phone market grew 1%year over year in the second quarter of 2012 (2Q12), as Samsung and Apple shipped almost half of the worlds smartphones. According to the International Data Corporation (IDC) Worldwide quarterly Mobile Phone Tracker, sellers shipped 406.0 million units in 2Q12 compared to 401.8 million units in the second quarter of 2011. Samsung and Apple have more than doubled their combined market share over the past two years, which has created more distance between the companies and the competition. S amsung and Apple have quickly become the global smartphone heavyweights though both employ somewhat different approaches to the market, said Kevin Restivo, senior research analyst with IDCs Worldwide Quarterly Mobile Phone Tracker. Samsung employs a scattergun strategy wherein many models are created that cover a wide range of market segments. Apple, in contrast, offers a small number of high-profile models. While both companies have expanded their geographic presence in pursuit of market share, the two companies will inevitably come into greater conflict as both try to generate additional gains. Market share gains will be harder to generate, however, if the worldwide smartphone market grows at rates similar to the 42.1% year-over-year rate at which the market increased in 2Q12. This was the lowest growth rate since the fourth quarter of 2009. Vendors shipped 153.9 million smartphones in 2Q12 compared to 108.3 million units in 2Q11. The 42.1% year-over-year growth was one percentag e point lower than IDCs forecast of 43.1% for the quarter. The subtlety of further economic woes puts growth prospects for the mobile phone market at risk. With half of 2012 behind us, vendors are looking ahead to 2013 and how key markets particularly Europe and emerging markets will play out, said Ramon Llamas, senior research analyst with IDCs Mobile Phone Technology and Trends team. Despite recent maneuvers to shore up several countries within the Eurozone, the effectiveness of these efforts remains to be seen. Meanwhile, emerging markets will continue to be strong contributors due to their vaporous size and growth trajectory, but how much they can offset probable declines in other countries is unclear. Nonetheless, IDC expects long-term mobile phone and smartphone shipment demand to grow steadily in 2012 and through the years ahead due to the central role mobile phones play in peoples lives. For many users, the mobile phone has become the essential communications tie-up to others and to the world, noted Llamas.Smartphone Vendor HighlightsSamsung extended its lead over Apple during the second quarter, taking advantage of Apples release schedule and launch its flagship Galaxy S III. In addition, Samsung experienced continued success of its smartphone/ check hybrid device, the Galaxy Note. As a result, Samsung topped the 50 million unit mark and reached a new quarterly smartphone shipment record in a single quarter. What remains to be seen is how the companys smartphones will fare against Apples next-generation iPhone expected later this year. Apple posted an expected sequential decline last quarter, similar to years past. The quarter-over-quarter shipment decline came six months after it unveiled its latest iPhone. The decline is not unusual as iPhone shipment volume is highest in the first two quarters after its release. The companys once-a-year release cycle usually results in two quarters of lower volumes leading up to the next-generation model int roduction. Nonetheless, Apple made significant inroads into new markets and segments, including smaller regional carriers and prepaid service providers. Nokia smartphone business underwent another quarter of transition. Demand for Symbian and MeeGo units declined, reach levels not seen since 2005 though the company almost doubled its Windows Phone shipments from the previous quarter. Nokias Lumia sales were not terribly affected by Microsofts Windows Phone 8 announcement, which will prevent current Lumia owners from upgrading to the new mobile operating system. However, Lumia sales have remained steady and key enhancements available on the new platform will eventually become available to current Lumia owners. Nokia, however, has a long path to travel before it can refine previous volume levels and challenge Apple and Samsung for smartphone supremacy. HTC rebounded from its struggles in the two previous quarters to reclaim the number 4 spot in the smartphone vendor rankings. Its rel atively strong performance in the Asia/Pacific region allowed it to ride back up the rank order as did the correction of its channel inventory issues. The companys streamlined portfolio means future share gains will be predicated upon the success of its One products. ZTE climbed into the smartphone Top 5 for the first time thanks primarily to shipments of its lower-cost entry-level smartphones in China, where its based. However, the vendor has also grownits international smartphone sales, particularly in the U.S. where its smartphones can be found under other brands. Latin America is another source of significant smartphone growth for the vendor. Despite impressive gains last quarter, brand equity may prove to be an issue for ZTE in future. Strong brand recognition is a necessity if high-growth smartphone sales abroad are a priority for the company.Top Five Smartphone Vendors, Shipments, and Market Share, Q2 2012 (Units in Millions) Vendor2Q12 Unit Shipments2Q12 Market Share2Q11 Un it Shipments2Q11 Market ShareYear-over-year ChangeSamsung50.232.6%18.417.0%172.8%Apple26.016.9%20.418.8%27.5%Nokia10.26.6%16.715.4%-38.9%HTC8.85.7%11.610.7%-24.1%ZTE8.05.2%2.01.8%300.0%Others50.732.9%39.236.2%29.3% list153.9100.0%108.3100.0%42.1%Source IDC Worldwide Mobile Phone Tracker, July 26, 2012Note Vendor shipments are branded shipments and exclude OEM sales for all vendors.Top Five inwardness Mobile Phone Vendors, Shipments, and Market Share, Q2 2012 (Units in Millions) Vendor2Q12 Unit Shipments2Q12 Market Share2Q11 Unit Shipments2Q11 Market ShareYear-over-year ChangeSamsung97.824.1%75.418.8%29.7%Nokia83.720.6%88.522.0%-5.4%Apple26.06.4%20.45.1%27.5%ZTE17.74.4%16.34.1%8.6%LG Electronics13.13.2%24.86.2%-47.2%Others167.741.3%176.443.9%-4.9% aggregate406.0100.0%401.8100.0%1.0%Source IDC Worldwide Mobile Phone Tracker, July 26, 2012Note Vendor shipments are branded shipments and exclude OEM sales for all vendors.Marketing strategyAn organizations strategy that combines all of i ts marketing goals into one comprehensive plan is known as marketing strategy. A good marketing strategy should be drawn from market research and focus on the right product mix in order to achieve the maximum profit potential and sustain the business. The marketing strategy is the foundation of a marketing plan.CONCLUSION AND RECOMMENDATIONSIn order to diversify its business in to mobile network market, Nokia needs to make use of its leading mobile phones manufacturer image. As Nokia has gird loyalty among its mobile phone users, it can use this for attracting customers towards its SIM cards and thereby gain market share. Also with its world class R & D department, it can offer many services to its customers which will help them to differentiate in their service offering from its competitors. For instance, video calling, free roaming, outgoing call restriction, etc. By focusing more on rural market which is untap to a certain extent, Nokia can satisfy its customers in rural areas w hich most of the existing players are not successful. Also by offering customize service plans to its customers such as offering SmS package, unlimited internet package, Free Hello tune, and so on with minimum price. Nokia can also make tie-ups with existing players such as Airtel, Vodafone, Aircel in order to gain larger market share. It can also offer better deals to customers who are buying Nokia handsets on its SIM cards which will increase its sales as well as customer base. This will help them to develop loyalty among itscustomers. In order to diversify in to SIM cards segment, Nokia needs to use mass marketing by implementing various promotion strategies such as Advertisements, Hoardings, Sponsoring events, canopies outside colleges and so on. Nokia also needs to plan its distribution strategy in order to reach to maximum people. They can also use their Connecting People tagline in its SIM card, thereby giving additional consequence to it.Thus, to diversify in to SIM card ma rket is a better extract for Nokia to increase its market share and revenue. Also this will help them to build larger customer base which will ultimately result in one of the leading brands in the telecommunications industry.http//www.businessdictionary.com/definition/marketing-strategy.htmlhttp//www.123helpme.com/view.asp?id=120850http//mktg-plan.blogspot.in/http//money.cnn.com/2011/02/11/technology/nokia_microsoft/index.htm http//bits.blogs.nytimes.com/2011/11/08/nokias-comeback-strategy-in-smartphones/ http//www.marketingweek.co.uk/brands/nokia/http//iimtmarketing.blogspot.in/2012/03/marketing-mix-nokia.html