Harley Davidson International Management Essay Example For Students

Harley Davidson International Management Essay I.Summary of the case study Harley-Davidson rockers idolSo, this case study is about Harley-Davidson, a brand of motorcycles and more precisely about its development since his foundation in 1903 by 21-year-old William S. Harley and 20-year-old Arthur Davidson. So, in 2003, it was the celebration of the 100th birthday of the Harley-Davidson. And, in order to commemorate it, fans of this famous brand rode until Milwaukee to see the parade of 10 000 Harley-Davidson motorcycles. Through this celebration, we can see how recognized this brand is for the owners, or should I say fans. Indeed, this case also shows how the strategy and the marketing of Harley-Davidson are good; because Harley has fans and they will do all they can for their bikes and their brand. For its 100th year, Harley Planned for selling 290 000 bikes. And in 2002, the firm reported a gross profit of US$ 1.4 billion on US$ 4 billion sales. But, its history has never been so easy. Indeed, after 50 years of growth destroying the local competition in the US, Harley has known almost 20 years of hard competition in his market, and especially with Honda. And seeing a deterioration of its market share (only 30%), Harley has decided to abandon overseas markets. 1969 saw Harley-Davidson merge with the American Machine and Foundry Company (AMF). The merger would last until 1981, when 13 senior executives from Harley Davidson buy back the company. After the buyout is made official, the phrase The Eagle Soars Alone becomes a rallying cry. So, this merger has ensured Harley-Davidson to continue its development and its improvement, and succeeded its come back in the first line. This new team achieved this thanks to a good marketing strategy, in other words creating customer value. This new strategy has ensured to create the feeling for the owners to belong to a family, such as the Harley Owners Group. One of the key issue of the new strategy is thus to accord importance to fidelity. The most interesting point of this case is that Harley has different marketing strategy according to countries. Indeed, in some markets (US, Australia, Japan, Spain, Denmark) Harley-Davidson tries to attract new customers using advertisements, but in other markets such as the Europe, the strategy is more the usage of the promotion in specialized magazines. Another interesting point is that the Harleys market shares in Europe in very low although the Europe market represents 35% of the worldwide large motorcycle market. This case study shows too that Harleys customers are not the metal bikers customers who used to be in the past. Indeed, Harley-Davidson attracts now more profession such as lawyers or doctors about 45 years with a medium income level. And, according to customers, buying a Harley-Davidson, it is like a dream and the possibility to be a part of the myth. The dream is about to escape the bored life riding a Harley-Davidson which is relaxing. But, the brand stretching strategy of Harley-Davidson didnt have the expected effects. Indeed, products such as wine and cosmetics (with a partnership with LOreal) have not a high volume of sales. However, products such as leisurewear and fashion ranges feel better. So, the main issue of this case study is to know why Harley-Davidson has chosen different strategies according to markets, understand the idea of the brand stretching strategy of Harley-Davidson, and also to give some recommendations and ideas for the marketing strategy of Harley-Davidson. II.Strategy of Harley-Davidson1.Marketing environmental analysisFirst of all, Harley-Davidson has realized since the 80s an impressive marketing strategy giving to Harley-Davidson a brand name more than ever recognized, even compared to its first 50 years. Indeed, the strategy was not to focus on reducing the costs, or on the distribution improvement, but the main element was to create customer value. In other words, H-Ds will was to give more credibility, trust, safety, desire, quality of product and service, and thus fidelity to its brand. And in order to reach that goal, H-D centralized its marketing on these topics, creating for example a Harley Owners Group who rallies more than 900 000 members worldwide (www.harley-davidson.com). The main interest of this group is to ensure members to know each other, and become a second family who share the same interests, wills, and thoughts. And this strategy ensures Harley-Davidson to maintain a strong relationship with its customers, and thus a strong brand name all over the world. According to customers, the owners of H-D say that this brand understand them and their needs, and also that they are always there if a problem appears. These remarks can be linked with Harley-Davidsons values. Indeed, according to H-D Our values are the heart of how we run our business. They guide our actions and serve as the framework for the decisions and contributions our employees make at every level of the Company.(www.harleydavidson.com); these values are:Be FairTell the TruthKeep Your Promis esRespect the IndividualEncourage Intellectual CuriosityWe can also link this strategy with the mission statement of Harley-Davidson: We fulfill dreams through the experience of motorcycling by providing to motorcyclists and to the general public an expanding line of motorcycles and branded products and services in selected market segmentsHarley Davidson Inc. So, through these first elements of explanation of Harleys success, we can clearly see what Harley-Davidsons strategic objectives are. Indeed, in order to be successful, organizations must determine clear financial and strategic objectives. Thompson-Strickland, in his book (Strategic Management, eleventh edition), outlined a number of strategic performance objectives and Harley-Davidson applied some of these. Harley-Davidson focused on gaining a greater market share, achieving higher product quality than rivals, maintaining a stronger reputation and a better branding strategy than its competitors, increasing levels of customer satisfaction and finally attaining stronger customer loyalty. Thanks to the establishment of the strategic objectives of the company, managers can decide what the main goal of the company is, and therefore decide on the companys strategic intent. When Yamaha challenged Honda in the Japanese market, Honda responded with Yamaha wo tsubusu (We will crush, squash, slaughter Yamaha). Strategic intent gives direction to the company and a commitment to winning. The strategic intent of Harley is based on creating a culture both within and outside the organization. Thanks to this culture a strong bondage is created between the company and its customers. The product takes second place while the emotions associated with the brand becomes the most important value. This separates them from their competitors, as this culture is difficult to recreate. Their approach allowed them to lead the way in the U.S. and Asian marketsAccording to Jeffrey L. Bleustein, Chairman and Chief Executive Officer of Harley Davidson, We have the very important job of providing our customers with more than just motorcycleswe provide a complete motorcycle experience through our products, unique services and memorable events. And we are constantly making that experience better by building relationships with the people who ride our motorcycles (code of conduct). Their business philosophy is built on bringing people together and creating communities. In the 60s and 70s Harleys strategic intent was based on going shoulder-to-shoulder against the predominantly Japanese companies. Harley could not compete on the price level, and the Japanese products were of superior quality, Harley decided to compete in other areas. Their new strategy was to connect with people on an emotional level. They are not selling a product but a way of life, a way of thinking. Harley changed its strategy from selling products to selling community. If theres one secret to our enduring brand and the passion it ignites in our riders, its that we deliver these experiences, rather than merely a collection of products and services, explains a manager from the company. The example of the Saturn shows how successful such as strategy is. The Saturn is a practical, unsexy, utilitarian car, priced for people who do not find joy in haggling on price. But like Harley Davidson, there is a sense of community among owners. People come into the dealership on Saturday morning; they have free car washes, coffee and donuts. They talk to each other and have one thing in common which is their car. This strategy to bring people together builds a sense of unity with the organization and creates strong brand loyalty. And the fact that H-D has developed a Brand stretching strategy can also be an element of Harleys success in developing relationships with customers. Indeed, owners can buy other Harleys products than bikes; it means that they can be more than a biker, they can join Harleys group buying leather accessories or clothes, and even cosmetics. So, the marketing strategy of Harley-Davidson is successful, especially in the US, because US people have more that kind of mind. Indeed, Harleys spirit is a distinct family, a second way of living. And, this is the most important because corporate personality has a big impact on business success (Book of International Business, Stuart Wall Bronwen Rees, 2004, Prentice Hall). And now, the main issue for Harley-Davidson is to find the way for improving its sales in Europe and in Asia. 2.International StrategySince the end of the 80s, Harley-Davidsons strategy has been changed, trying to break into the European market. So, in 5 years the production has doubled (tripled in 8 years). Indeed, according to Jean-Luc MARS, CEO of Harley-Davidson France (www.moto-station.com), the actual growth is the result of all the work done during the last 15 years. According to him, Harley has worked a lot since the end of the 80s (without talking about the H.O.G or other events) on the local market penetration (commercial, network, image/marketing), but also on the improvement of the manufacturing production quality. III.Strategic PlanningIn order to know what are the issues Harley-Davidson has to focus on for its international development strategy, it is important to have more acknowledge about the market, and also about itself. Indeed, strategic decisions can be made only if we have all the information needed about itself (competencies, financial health), and its market (competit ors, forecasts). And, the best way to reach this goal is to do an external and internal Analysis. So, this is all about strategic planning which aims are to define firms missions and objectives, but also to find growth opportunities and what could be a threat in the future. And, according to Kenneth Andrews of the Harvard Business School, corporate strategy is the pattern of decisions in a company that determines and reveals its objectives, purposes, or goals, produces the principal policies and plans for achieving those goals, and defines the range of business the company is to pursue (Book of International Business). 1.External analysisa.P.E.S.T AnalysisThis analysis means that external factors operates on firms and can be an element to take in account to implement the strategy. Indeed, these factors are Political, Economic, Social, and Technological. PoliticalLaws exist in each marketplace, governing levels of pollution, plant emissions and the working environment. The Harley Company needs to be made well aware in advance of safety environmental standards in order to fully comply, therefore avoiding bad publicity and possible financial and legal repercussions. According to Harleys Code of Conduct, one of the environment responsibilities is Preserving the planet and Consider the environmental impact of business decisions before proceedings. There is an act in France, for example, governing motor noise emissions, and this is naturally quite relevant to Harley as its owners take pride in the engines loud noise. Following the tragic events of September 11th 2001, Americans are said to have become more patriotic which will no doubt have led to them taking increased pride in all things American. Harley is seen by many as one of the greatest U.S. symbols and will have achieved an evermore endearing place in the hearts of Americans. Virtual Reality1 EssayAnother weakness of Harley-Davidson is the narrowness of the product line. Some stock market analysts have predicted that Harley-Davidson is a disaster waiting to happen because the company is a one product company. Competitor brands have more than one product line and in the long run will be able to invest more trying to eat away the market share of Harley-Davidson. IV.Strategy to implement1.Strategic issuesAccording to me, and according to the strategic planning, there are four strategic issues that Harley-Davidson has to face with. The most important is the European market where H-D has to increase its sales, then, linked with the first issue, there is a fierce competition with the Japanese firms such as Honda and Yamaha. The other issues are the women market and the accessories which are in decline. So, as we know, Harley-Davidson is not very famous in Europe where Harleys market share of 650 cc plus motorcycle is less than 7% (6.6%), while in North America Harley-Davidson has a huge market share (46.4%), 21.3% for the Asian market. The main industry competitors are Honda, Suzuki, Yamaha, Kawasaki and BMW. Harley-Davidson is the market leader in the U.S. market with 46.4% market share. Their domestic position is quite secure however the rival companies are all aiming to increase their impact on the North American market. Honda remains the main competitor with a 20.2% market share in North America. Even though they trail behind Harley in the high profit market for heavy bikes, Honda sells more bikes worldwide than Harley-Davidson. Honda provides a wider selection of products ranging from super sport bikes, cruisers, scooters and motor cross bikes. The popularity of cruiser bikes is increasing and last year the registrations for heavy weight motorcycles rose by 22%, but Harleys share fell from 50.2% in 1997 to 46.4% in 2002. This means that companies like Honda are quite successful in taking customers away from Harley. Rival manufacturers such as Kawasaki or BMW have all made a serious attempt to establish them at the heart of Harleys market. The Japanese bikes were often considered to be sissy cycles by Harley lovers. This image is slowly changing and the Japanese companies are trying to out Harley the Harley models. Yamaha motor USA is starting to improve its position in its various markets. The U.S. sales have increased for 47% since 1998. Despite these successes, companies have had a tough time in creating an image for themselves particularly in the cruiser markets. Harley continues to dominate the U.S, market and is also the leader in the Asian/Pacific markets with 21.3% market share. So, compared with Honda, its main competitor, H-D is better in North America and in Asia-Pacific, but certainly not in Europe. What is very interesting, it is the fact that the Asian market is more or less equitably shared. In other words, there is not too much gap between all the competitors, especially between Harley-Davidson and Honda (21.3% against 19.1%). But, this is totally different in Europe for Harley-Davidson who has only 6.6% of market share. So, to my mind, this market is the most promising. Thats why Harley-Davidson has to focus especially its marketing in the European market in order to win market shares, and reduce the gap between its competitors. Moreover, Harley net revenue in Europe is the second behind the U.S. With only 6.6% of market share the European market is already the second net revenue. So, if Harley succeeds in increasing its market share in Europe, its net revenue could be in high growth. Then, in order to fully understand its market, and in order to compete in a more serious way its competitors, Harley-Davidson must identify the distinct segments that their competitors focus on and what distinctive product service benefits they offer. Hondas activities are forcing Harley-Davidson into a niche market. The company is known for its flexibility and is progressively introducing bigger and better bikes. The Japanese manufacturer is starting to increase its competitive pressure by applying some of the strategies implemented by Harley. Honda is beginning to improve its relations with its customers and is also trying to build a sense of community among its customers. The Honda Rider Club of America is Hondas attempt to achieve the same sense of belonging Harley bikers have with their beloved brand. The club allows customers to gain 24-hour emergency roadside services. The club also organizes a number of events and rallies for the Honda fans. Honda is also trying to create the next generation of loyal Honda bikers. Honda organizes a number of Motor-Cross Camps for young riders. Some of the main activities include riding courses races and riding trips and family activities, the main way to gain the loyalty of young bikers wh o will hopefully stay loyal to the brand, as they get older. These community-building strategies are proving to be extremely beneficial for the Japanese firm. The Honda new models such as the Shadow 750, the VTX 1300S are Hondas attempts to steal some of Harleys market share by recreating the Harley feel. Superior technology is the main strategy to achieve this goal. Yamaha is also trying to outperform Harley and is improving its mass customization skills. The Yamaha website offers a section that allows customers to design their own bike and choose the look and functionality they desire. The interface ensures customers to choose from 75 Yamaha accessory items and makes it easy for the customer to purchase the bike online. The Yamaha V Max model, the Drag Star, and the Road Star models attract customers with their slick design and technological tweaks. The Yamaha sports models are also very successful and the company is still maintaining a strong position in world markets. European rivals are also trying to make an impact on this lucrative market. Italys Moto Guzzi recently introduced the V11 EV custom cruiser. BMW introduced 3 models of its R1200C cruiser and thanks to clever advertising is beginning to improve its position in the U.S. and Asian markets. According to the website www.moto-station.com, only 12% of the Harleys customers are females. But female bikers are more and more interested by bikes. And Yamaha and Kawasaki are trying to take advantage of this growing interest of female bikers and many of their ads feature women on motorcycles. Harley has already understood this new opportunity. Indeed, Harley has made an advertising showing a woman on a Harley-Davidson. Here is the main topic of the publicity: A man is admiring a Harley-Davidson motorcycle thats parked on the street. An attractive woman passes by and says nice Harley, which is all the guy needs to start flirting, boasting that he likes to live on the edge, etc. Unfortunately for him, the real Harley owner chooses that moment to arrive and climbs aboard her bike. His reaction is to try to convince the object of his affection that the bike is being stolen right in front of them in broad daylight. And, another key issue for the future is the problem of the accessories. Indeed, those products such as perfumes or cosmetics are decreasing a lot. So, Harley-Davidson should take a decision about this unsuccessful strategy of brand stretching. But, this strategy has a lot of success regards to the leatherwear and fashion area. According to me, Harley-Davidson should continue to improve this brand stretching and not leave the market of cosmetics and perfumes. Indeed, this is this strategy that has ensured the customers to be able to belong to a second family, and has allowed to Harley this reputation to be closer to the customer. If you remove the cosmetics and perfumes, some fans could lose something and could change their mind about Harley-Davidson. Indeed, the History of H-D is all about fans. Furthermore, the female market is growing a lot, and is for sure the best way for Harley to regain some market share in this brand stretching. 2.RecommendationsFirst of all, Harley-Davidson should find a new approach to its European marketing campaign in order to conquer European markets. Indeed, in Europe, Harley-Davidson is not yet a culture as it is in the United States. Maybe, the design of the bikes, or the size, are not adapted to the European market where roads are not as big as in the U.S., and where the circulation in big cities does not allow to ride a big cruiser bike, and for sure does not ensure pleasure in riding such a bike with a lot of cars all around. But, it is maybe the same in the U.S. cities but there are much more possibilities to enjoy riding a Harley thanks to big and large roads such as the famous road Route 66. And, in order to face with this problem, Harley has developed a new bike particularly adapted to the European market (www.moto-station.com), presented the last 24th of January. But, this is not the main problem. Indeed, Harley has to face with a lack of this culture, group, family, and pleasure, which are present in the U.S. So, in order to give these sensations in Europe, and establish a stronger image, Harley should realize an advertising campaign putting forward those elements of recognition of the Harley Group. Here are some ideas about what could be the advertising campaign: A bike is going very fast, not a Harley-Davidson. Another bike, a Harley-Davidson, is not going fast with the new Harley. The man on the first bike makes fun of the second bike and passes it. But, they meet each other on a red light. The scenario continues in this way and each time they meet each other on a red light, more Harley-Davidsons bikes are present. Its like they know each other, shaking hands and talking So, the message of this ad will be the pleasure to ride with a Harley, without stress and relaxed. So, at the end, the message could be Ride without stress, let yourself be guided by your instinct. And above it we could see the slogan The Eagle Soars Alone. Other promotions could be present in specialized magazines. Indeed, this strategy could ensure Harley-Davidson to touch more people in the target. This idea could be present in different kind of magazines in order to touch specified targets. So, magazines for women can be used in order to contact the female market, non-bikes magazines in order to touch non-bikers, and bikes-magazines in order to keep the brand name and the recognition of the owners. Then, to my mind, another problem of Harley-Davidsons strategy is the fact that H-D is only present in one segment, the cruisers. Indeed, its competitors such as Honda or Yamaha are presents in all segments (sport, cross-country, cruiser, ). According to me, this is the reason why the median age of Harley riders is growing up. So, Harley-Davidson should try to go to other segments, in order to diversify its customers. Harley has well understood this promising gap in the market, buying back the firm Buell, famous for sport bikes. And, according to Jean-Luc Mars, CEO of Harley-Davidson France, Buell ensures to conceive radical bikes without endanger the foundations of Harleys brand. Buell also ensures to develop internally Harley-Davidson France and its network, our entire acknowledge of the bikes market, and to innovate on original marketing techniques. But, this is the first step in this promising segment, where young people are for sure the more present. Honda and Yamaha, for instance, are very well recognized in this market. And, according to me, the reason is the fact that they are present in grand prix doing races and winning championships, and thus becoming famous all over the world. Indeed, races can prove the quality, the competitiveness, and the reliability of a brand. It is not a hazard that Honda won from 1994 to 2003 the 9 championships in the biggest and the hardest class, 16 championships won in total.

Assess the impact of the Truman Doctrine and the M Essays

Assess the impact of the Truman Doctrine and the M Essays Assess the impact of the Truman Doctrine and the Marshall Plan on the development of the Cold War between 1945 and 1949. Marina Gutierrez IB History Y2 Nicholas 13 March 2015 While many historians disagree over who is to blame for the Cold War, it can be wholeheartedly agreed upon that the Truman Doctrine and the Marshall Plan were essential turning points in the U.S. role in the Cold War. The final years of the second World War and the Yalta conference all demonstrated the differences in opinions, policies, and goals between the U.S. and USSR; these differences that would grow and cause a huge rift between the two superpowers. America was becoming increasingly alarmed by the growth of Soviet power. So, when the British told Truman they could no longer afford to keep their soldiers in Greece, Truman stepped in to take over. In March 1947, he told the American Congress it was America's job to stop communism growing any stronger. It is often said that Truman advocated containment (stopping the Soviet getting any more powerful), but Truman did not use this word and many Americans spoke of rolling back communism. The Truman Doctrine was a response to a crisis . Behind it lay the Communist/Soviet takeover of many of the countries of eastern Europe by salami tactics' - which, Truman alleged, was in breach of Stalin's promises at the Yalta Conference. The idea of these historians here is that, in his speech, Truman drew a line in the sand' - Communism could keep what it had got, but he would not let it grow any more. This implication is one of an America justifiably resisting - containing' - any further Soviet aggression. Marshall Plan nations were assisted greatly in their economic recovery. From 1948 through 1952 European economies grew at an unprecedented rate. Trade relations led to the formation of the North Atlantic alliance. Economic prosperity led by coal and steel industries helped to shape what we know now as the European Union. The majority of the funds provided, went to purchase goods, mainly manufactured or produced in the United States. At the beginning, this was primarily food and fuel. Although this may also be considered the main criticism of the program; in that America was following a concept for economic imperialism, in an attempt to gain economic control of Europe. But in reality, the amounts that America donated as part of the Marshall Plan, can hardly be considered imperialism, in that they represent only a small fraction of the GNP, and the duration of the program was limited from the start. In Germany, a vast amount of money was invested in the rebuilding of industry, with the coal industry alone receiving 40% of these funds. The concept was simple enough, companies that were provided such funds, were obliged to repay these loans to their government, so that these same funds could be used to assist other businesses and industries. Post-war Germany had been forced to dismantle a great deal of its major factories and industries, according to guidelines enforced by the Allied Control Council. Figures for car production alone had been set to levels that represented only 10% of pre-war numbers. With the introduction by the Western Allies of the German Mark as the new official currency, on June 21, 1948, a new economic era was signalled within Europe and especially Germany. The Petersberg Agreement, signed in November 1949, increased these production figures for Germany dramatically.

The effects of making employee salaries public

The effects of making employee salaries public We’re living in a rapidly evolving world where almost everything is done online and the very notion of privacy seems to be evaporating. Most of us are growing increasingly more comfortable having our lives made public through a variety of social networks. This new open and public approach to sharing information is affecting companies as well. How so? Many companies are embracing the notion of complete public transparency and disclosure in ways they never have before. Everything is potentially on the table for being made public, including employee salaries- something that up until recently has long been held in the strictest of confidence. Let’s dig deeper into this concept of employee pay transparency, and how it’s affecting the status quo.The idea behind making employee salaries public is an arguably noble one- more and more companies are seeking to embrace the philosophy that being open and honest with their employees about all things is an effective way to for ge more progressive, sincere, and honest employee/employer relationships. It can also help address some unfortunate inequities in compensation that women and minority groups sometimes face, an issue that gets inadequate attention, especially when salary information is kept hidden.The Wall Street Journal published an article on the good, the bad, and the downright awkward aspects of companies adopting an open salary policy. According to the article, â€Å"The idea of open pay is to get pay and performance problems out on the table for discussion, eliminate salary inequalities, and spark better performance†¦ But open pay also is sparking some awkward conversations between co-workers comparing their paychecks, and puncturing egos among those whose salaries don’t sync with their self-image.†The truth is, as employees we can make a direct correlation between our pay and how our employers perceive and value our contributions, so having this information helps take the gu esswork out of knowing where we stand- both as individuals and in comparison with our colleagues.So, despite its good intentions, when salaries are revealed employers can count on seeing a potentially disruptive effect- while those employees who are at the top of the pay scale will likely be grateful and appreciative (unless they feel that they’re still not being paid enough compared to their coworkers), those at the bottom of the salary food chain can count on being unhappy and confronting their bosses to help remedy the situation. Then, if balance regarding compensation is not reached, it will likely lead to some employees seeking better opportunities elsewhere. Making salary information public can also lead to potential awkwardness and strife among colleagues who sit at opposite ends of the compensation spectrum, which can adversely affect productivity and motivation.It seems clear that although there are some truly good potential reasons for publicly disclosing salary inf ormation, there are some significant potential pitfalls that employers should be on the lookout for when making the decision to do so. Progressive employers who react quickly and decisively to address issues regarding pay inequity will be in the best position to quell any potential disruptions, while those who are slow or late to respond may create some tension among their staff or lose some valuable talent to competitors who are willing to pay your employees what they feel they deserve.Perhaps the best approach for handling the issue of whether or not to publicly disclose salary information is to plan carefully- and proceed with caution.

Discuss the role of game theory and the problems faced by the managers Essay

Discuss the role of game theory and the problems faced by the managers in decision making of a firm operating in an oligopoly market - Essay Example The common characteristics of an oligopolistic market are product differentiation, barriers to entry, inter-reliant decision making amongst the organizations and non-price rivalry between the organizations1. Each organization in the oligopolistic market generally produces differentiated or branded products. The entry barriers to the oligopolistic form of market are very high which averts the weakening of the competition in the market. The few dominant organizations in the oligopoly market hence earn the maximum profits. However, these organizations are interdependent and have to consider the reaction of their competitors prior to making any decision regarding price change, production level or choice of non-price rivalry. The non-price rivalry amongst the oligopolistic organizations could be in various forms. A few of the non-price rivalry strategies are product diversification, brand development, and widespread after-sales services among others2. Owing to the interdependent nature of the organizations operating in an oligopolistic market structure, the manager of such organizations has to implement strategic decision-making so that the business decisions made by them are the most beneficial one for their organization. Strategic decision-making requires the managers of a particular organization to make presumptions about how the competing organizations would respond to any choice they make. Such kinds of business decisions are very complicated in nature and the results of these decisions are also very indecisive owing to the inter-reliance amongst the organizations. The game theory is considered to be one of the imperative tools utilized by the managers of oligopolistic organizations in the process of strategic decision-making. The concept of game theory is the analysis of models of disagreement and cooperation amongst rational as well as smart decision makers3. This study reviews the function of game theory in the decision making

Interpersonal Relationships and Team Effectiveness Essay

Interpersonal Relationships and Team Effectiveness - Essay Example This project has taught me much more than I had imagined in the beginning. Surprisingly, majority of what I have learnt was from outside of the multitude of course books. During my project, almost all kinds of experiences occurred, from memorable to impressive. The major problem occurring in any team is ineffectiveness of team members and adverse interpersonal relationships. If team members do not have better understanding and acceptance of each other’s differences, then resulting conflicts might not let the group members work on an assigned project. If looked from a critical eye, those experiences have brought change in my personality and have furnished my understanding. I certainly developed myself in many areas after this project. This paper will be examining and reflecting upon my behavior and self-awareness and shows an analysis of my role with respect to my team. It also highlights the roles of my team members and ways through which we increased team effectiveness. The p rinciple purpose of this reflective essay is to examine our team coherency and team effectiveness while working on our group project. This process will be evaluated in the light of relevant academic theories such as communication, and leadership, as well as few models of behavior in team such as Adair-Action-Centered Leadership, Belbin Roles, Tuckman’s Stages of Team Development, and Hofstede’s cultural dimensions. ... On the very first day, many complexities occurred among us as team members primarily due to unfamiliarity with each other. Largely, these complexities were related to lack of interpersonal relationships with each other. Some of them included communication gap, fear, not listening to each other’s ideas, running away from assigned tasks, and egoistic nature. Some complications relating directly to projects were availability of group members at certain time and schedule for discussing project details, time, and schedule for discussing the project proceedings with professor, company to be selected for the project, assigned task, and responsibility of each group member etc. I had no idea about how to approach these problems and I had no clue what I could do to solve these problems. Rules of task were also not known to us due to which we acted independently. Each one of us was lacking planning, understanding, and communication. All the group members appeared to be astounded by the p roject. It was looking very hard to complete and I, as a group leader, was feeling fretful regarding how I would carry out the entire project with increased complexities among group members. The team consisted of five group members, which means several ideas for the accomplishment of project. Suddenly, the best idea came to mind. In our very first meeting, I was able to convince my group members for this idea. I explained the importance of this project for each of us. It was 30% of our course, so we all have to contribute substantial attention to this project. The goal of all of us was same, that is, getting as higher points for this project as we could. The first thing that united and created harmony among our team was our common goal of ‘achieving excellent

Giddens Theory of Social Practices | Analysis

Giddens Theory of Social Practices | Analysis The aim of this paper is to critically evaluate the rationale behind Giddens theory of social practices and offer in depth of complexity and its complex adaptive systems in relation to managing strategic discourse. Several views and ideas have been expressed by many authors and practitioners concerning complexity and strategy. Therefore the scope of the paper is limited to how strategy evolves in a complex adaptive system. In this context, complexity will be explained, highlight on core competencies and resource-based view of the firms; then debate on strategy while discussing the characteristics of strategic thinking and planning and those involved in it. The paper is concluded having critically analysed the kind of leadership style suited for managing diverse human behaviour and its surroundings during the strategic actions. Mitleton-Kelly (2002) linked social practices to a self-organisational context, whereby group of individuals suddenly congregate to perform a task, the group decides on what to do, why they should perform that task, who will be involved and how will it be done. So there is an interdependency and inter-connectivity among the entities involved (Kauffman, 1993). According to Wenger and Snyder (2000) social practices evolve from community of practice which shows how people interact with their surroundings and solving problems through human relationships. So Giddens (1979) opine that â€Å"social practices are situated activities† brings to bare the social interaction of human actions within a structure and the system. According to Cooper et al. (1992) the increasing competition, rise of global markets and growing economic integration has brought dramatic change in industrial developments and management. And these have increased uncertainty, greater conflict and even complexities running across all organisations. Citing example is conflicts between profit maximization within the industry an organisation operates and care for the environment. This is causing organisations to constantly redefine their mindsets (Senge, 1990) to radically rethink of how to gain competitive advantage in the dynamic business environment (McHardy, 1997). Mitleton-Kelly (2001, p. 3) viewed organisational complexity as: â€Å"being associated with the intricate inter-relationships of individuals, of individuals with artefacts (such as IT) and with ideas, and with effects of inter-actions within the organisation, as well as between institutions within a social ecosystem†. Holland (1975) who impelled Complex Adaptive System (CAS) viewed it as â€Å"non-linear systems whose behaviour is determined by the interaction of its adaptive parts†. The interaction is between the organisation and its environment (Sherif, 2006). Cilliers (2000) stated that the non-linearity of the interactions in a system is a precondition for complexity. According to Mitleton-Kelly (2001) the ideology on strategy and changes in management is due to the fact that organisations is observed as a complex evolving systems whereby the interacting agents changes with time (Cillier, 2000). Today, businesses faces more challenges because of the intricacy global network of organisations which propels managers to take pragmatics decisions (Pathak, et al., 2007). According to Choi and Hong (2002) the structural complexities of the supply chain interconnectedness and ability for an organisation to rapidly learn and get acclimatized to the dynamic environment to ensure long-term survival (Brown and Eisenhardt, 1998) has been the embryonic themes that managers usually encounter in decision making. Amaral and Uzzi (2007) commented on the complexity in the managerial context, stating that complex systems occurs when more interacting agents are impel to act on their limited resources and local information. The agents may be individuals, group, specialized knowledge, organisations, industries, etc, (Holland and Miller, 1991: Allen, 1997). Author such as Kanter (1989) acknowledged the significance for an organisation to endeavour to do more with less, stating that â€Å"the imperative to do more with less is a common management theme across a range of industries†. Thus becoming productive and efficient with fewer resources. According to Bovaird (2008) the complexity theory which demonstrates the concept of planning in an open system is abstractly embedded with elemental difficulties. The implementation of CAS oriented approach and behavioral adaptive system helps organization to improve their decision making that will increase the efficiency and the awareness of competition and as much as preparing for external uncertainties (Abell et al. 1999). Example of a company that have benefited from implementing the CAS principles into their operational activities include; Boeings move which reduced its risk of expensive tumble supply networks delays by redesigning of the 787 Dreamliner supply network. Equally, companies such as Nokia, quickly learn to be adaptive in their behaviour in ‘hyper-competitive environment. In the case of Nokia and Ericsson, a fire outbreak to their sole supplier (Philips) for particular chip interrupted the supply of chips to both manufactures. Whiles Ericsson suffered an estima ted loss of $2.34 billion, Nokia quickly connected with Philips to create an alternative supply options that will ensure regular supply of the chips to Nokia (Sheffi and Rice, 2005). Barney (1991) identified the economic and ‘hyper-competitive environment as drivers of resource-base viewed which requires strategic and self-management of the cost and scarcity of resources (Griffiths, 2004) so as to generate superior returns (Priem and Butler, 2001). So the hyper-competitive environment also influences the frequency and level of strategic activities (Eisenhardt and Santos, 2002). Mintzberg (1987) defined strategy in five terms: plan; ploy; pattern; position; and perspective. Similarly, Abraham (2005) viewed strategic thinking as identifying possible business models that results in customer value. According to Pryor et al. (1998) the traditional way of strategic planning was familiarize to quantitative analysis where the strategies were planned based on results or analysed data without strategically thinking of the implementers (low level employees) of the strategic plan. Mintzberg (1994) and Boar (2000) distinguish strategic planning or action as the progeny of strategic thinking. Thus, whereas the thinking involves synthesis encouraging intuitive, innovative and creative thinking at all levels of the organisation, the planning is concern with analysis establishing and formalising systems and procedures (Heracleous, 1998). This is shown in figure 1. Mintzberg (1994) and Boar (2000) concluded that good strategic planning can only be implemented after strategic thinking had occurred. Mitleton-Kelly (2001) express that the ideology on strategy and changes in management is due to the fact that organisations is observed as a complex evolving systems whereby the interacting agents changes with time (Cillier, 2000). Kauffman (1997) and Maturana (1997) argue that strategies should be designed as an adaptive move towards the changing business environment. However, adaptive organisations encounter conflicting constraints within their internal organisation an d the environment within which it interacts. This Kauffman refers to as ‘complexity catastrophe (Kauffman, 1993). Kauffman and Macready (1995) identified Information Technology (IT) and the growing of social network as the major constraints to adaptive system. Therefore, modelling of complexity requires the strategist and practitioners to model organisations especially how human and structural capitals interact with the use of IT systems as well as modelling of the environment to overcome the complexity catastrophe (Sanderson, 1998). Masaaki Imai, a leading Tokyo based management consultant argued that identifying an organisations resource-based view such as its resources and capabilities is critical in determining its strategic action (Imai, n.d). In support of this, Hitt et al. (2009) express that a firms chosen business strategy should be made to exploit its core competences relative to the anticipated opportunities in the external environment. According to Porter (1996) an organisation will survive in this dynamic business environment when it is able to differentiate its strategy by creating its core competency that gives the organisation a competitive advantage over its competitors. Porter re-emphasise that an organisation can boast of good strategy only when its difficult for its competitors to catch up/imitate what it does. He argued that a business model that does not offer an organisation a sustainable competitive advantage is not a good strategy since its competitors can offer the same product to the ma rket. Bonn (2001) suggested three core attributes as the prerequisite for the successful occurrence of strategic thinking. These include recognising the linkages and complexity of the relationships existing between an organisation and its environment in a holistic way, creativity by reviewing the old ideas and practices and merging it with new ideas and having a vision for the organisation. Nonetheless, a viable vision and mission of an organisation should be flexible so as to conform to an ever-changing business environment (Wilson, 1998). Besides the outcome of managing the firms tangible and intangible resources will be the firms strategic competitiveness (Hitt et al., 2009). The diagram illustrates the outcome of strategic actions. According to Abraham (2005) the strategy is all about winning and can only be achieved through strategic thinking and planning. Strategic processes have shifted from the processes of strategic learning by organizations (Crossan and Berdrow, 2003) to an increasing strategy as a social practice (Jarzabkowski, 2005). Similarly, Eisenhardt and Brown (1998) argue that modern strategy has shifted from the traditional way of building long-term defensible positions to a continuous adaptation and improvement into the business environment. Abraham (2005) pointed out that differentiation in terms of finding a technique/innovative way to obtain a sustainable competitive advantage (increasing customer value and profit) is one of the challenges of strategic thinking. However, Sanderson (1998) claim that in this modern era, the ability for an organisation to manage knowledge and the resultant changes in organisation is the main key to think of and obtain strategic advantage and become successfully competitive. On the other hand, the complex changes and continuous quest to gain competitive advantage (Abraham, 2005) has led to the growth of co-operation such as strategic alliances and joint venture to respond to the hostile and turbulent environment (Sanderson, 1998). In a keynote speech by the president and chief operating officer of Coca Cola Company Munich, Kent (2008) stated that the sustainable future of an organisation is not achievable without sustainable leaders and leadership. Moreover sustainable leadership will necessitate organisations to build strong culture of sustainability. Leadership plays a major role in affecting decision processes (Chung and McLarney, 1999) since members within a structure mostly depends on powerful leaders to initiate decisions (Schneider and Shrivastava, 1988). According to Hambrick and Mason (1984) strategy is usually made and executed at the upper hierrarchial levels. Thus the most strategists within an organization is the Chief Executive Officers (CEOs) and their top management teams and the board of directors of which Whittington (2006) classified them as practitioners. Simultaneously, their profession which includes writing, presenting, communicating, meetings, consulting, etc also requires certain practices such as thinking, analyzing and acting (Angwin et al., 2009). However, Macus (2008) perceive the boards as a strategic resource of an organization that influences its performance. Figure 3 illustrates strategic as practice approach. Boar (2000) stated that a strategist thinks about many issues in multiple dimensions at many levels of abstraction and detail over time (past, present and future) whiles the planning or action processes of the strategy requires cost and time of which all strategists must take that into consideration (Linn, 2008). So the role of strategists is to instill a sense of vision that the staffs of the organisation will work towards (Hamal and Prahalad, 1993) and not to specify every move in advance. According to Simpson (1998) strategy is centered towards the future, hence an effective and efficient strategists is to understand the history of the organisation, its leadership and the industry it operates, then study the successful and unsuccessful initiative the organisation has engaged over the past 5-10 years as well as to enable plan for the future years. In the situation whereby different entities engage in an interaction to undertake a project, a complex inter-relationship is created (Mitleton-Kelly 2001). In this case, a consultant can be hired to help both entities in strategising the planning of the project in order to reap mutual benefit ( ). Also the transfer of knowledge and information to accomplish any task is determine by the level of connectedness and relationship within the actors (Kauffman, 1993). However, Mitzberg (1994 ) criticize the proponents of strategic planning stating that it is deceptive for strategists who are detached from the business operations to f orecast occurrences for an organisation and its industry of operation and that formalising procedures to produce strategy is also a fallacy instead of operationalising on already existing strategies. Equally Collins and Parcas (1994) argue it is a myth that â€Å"successful companies make their best moves by brilliant and complex strategic planning†. Instead the moves made by visionary companies is through series of experiments, trials and error and then take opportunity on those that work perfectly for them. In view of this, Mitleton-Kelly (2001) also stated that trying different strategies exposes organisations to risk. Wenger and Snyder (2000) suggested setting up of â€Å"communities of practice† as one of the best structures for developing strategic thinking. This structure creates thinking environment which involves experienced managers and employees from different sectors and geographical areas to share their skill, knowledge and experiences to develop strategies or business models that influences the future of the company considering the three timing dimensions- past, present and future (Boar, 2000). This structure is similar to the multi-disciplinary project team. Bonn (2001) identified strategic forum as another structures for developing strategic thinking. She argued that this proactive approach should involve successful managers with a proven track record in their own disciplines to focus on areas that will benefit the long-term health of the organisation. According to Kennedy (2005) the diverse cultural values of employees makes managers grapple with complex issues and systems which requires many intangible aspects as tangible ones. Mantere and Whittington (2007) stated that understanding human behavior in a system is really complex. MacGregor‘s (1960) classical division in management theories distinguishes human beings into Theory X and Y. The former are the individuals who are self-interested, work-avoiding and passive whiles the later refers to those who are responsible, communitarian and willing to learn. McGregor (1960) re-emphasize that strategic action will successfully be implemented only when the managers are able to determine the behaviours of the subordinates, the value system and their confidence in the subordinate (Tannenbaum and Schmidt, 1958) and influence them to achieve positive result. Argyris (1956) argue that subordinates who are immature (Theory X) requires an autocratic leadership style whereas the matured ones (Theory Y) require a democratic leadership style. Morison (1967) on the other hand re-emphasized that organisation whose management flexibly gives its staff lot of latitude to plan strategically are better-off than organisations whose managers are autocratic in making decisions. In view of this, Fiedlers (1967) contingency model suggest that the ability of the managers is to carefully assess the situation and choose a suitable dominant style to improve their leadership role in revitalizing the vision of the organization. However, Calder et al. (1977) argued that despite complexity involves managing human being; the existence of leadership is only a perception. Simpson (1998) identified communication, performance measures, reward systems and training programs as the main driving force that influences strategic actions. Effective communication through knowledge and information sharing in an organisation will enable the strategy to be acted upon in the appropriate direction. Hopkins and Hopkins (2002) stated that interactions among group of people simultaneously influences their group actions and is observed as the key predictor of group performance (Kanki et al., 1991). Tziner and Vardi (1983) pointed out â€Å"higher quality of problem solving, greater productivity and efficiency, better achievement and greater group satisfaction† as the benefits of smooth interactions among members of a group. However, Ziegler et al. (2000) argues that the effectiveness of group interaction can be negatively affected (Steiner, 1976) in the situation whereby a single person is dominating a group interaction to solve complex task. Simpson (1998) conti nue to express that measuring the performance of the executed plan will assist the organisation to spotlight on the most important whiles improving upon the performances. Rewards and compensation on the other hand motivates the staffs to make the strategic plan a reality by achieving positive results. Moreover the organisation should organise training programs to psychologically work on the staffs attitudes and skills whiles executing the strategic plans. Furthermore, Stasser et al. (1989) made an interesting comment that most of the best contribution and supports to solutions or complex task is normally generated from ad hoc informal board interactions which occurs outside committee or board meetings among the directors. Ruppert (2009) also emphasise that informal discussion among board members, top management and stakeholders, occurs at the golf course, spending sometime at the beach, pub or restaurant when drinking beer. According to Coutts et al. (2005) the aforementioned places by Ruppert (2009) leads to social development and contributes to team performance within an organisation. DAvani and MacMillan (1990) suggest that managers should not dwell much on previous success because of the dynamic business environment as it is easy for such managers to fall prey to what Duhaime and Schwenk (1985) term as â€Å"illusion of control†. In addition Ansoff (1984) argue that general managers who perform satisfactorily and succeed in an environment does not give them the assurance of succeeding on a different environment where there is lower or higher level of business turbulence (cited in Mantere and Whittington, 2007). According to Linn (2008) one of the concepts that organisations must consider during strategic planning processes is the SWOT analysis. This gives detailed account of the organisation strengths and weaknesses as well as the opportunities and threats of the competitive environment. Mantere and Whittington (2007) claim that the SWOT analysis is one of the most popular strategic tool that has been adopted as business policy to flexibly develop and sha pe strategists and practitioners. The outcome of strategic actions from interacting with the environmental forces provides the platform for organisational learning when the experiences of these outcomes is then feed back into the scanning and interpretation processes (Chung and McLarney, 1999). In support of this, Ashby (1969) re-emphasise that an organisation can survive in a complex system by exploring its space of possibilities thus continuously scanning the landscape and encouraging alternative strategies. On the other hand, the feedback helps in identifying ones strength and specifity of asset (Sherif, 2006). Furthermore, Prigogine and stengers (1985) claim that feedback from implemented strategic plans either being positive or negative helps to create stability in complex system through a precise prediction of the agents behaviour and planning accordingly (cited in Mtleton-Kelly, 2001). Strategic processes have some shortcomings (Tavakoli and Lawton, 2005). The authors argue that normally the knowledge and experience of the front line employees are not incorporated into the information gathered during the strategic thinking process. On the other hand, the authors argue that the absence of the senior management may also mismatch the mission of the organisation. Even though strategic planning usually occurs at the top of organizations (Christensen et al., 1982), Bourgeois and Brodwins (1984) claim that organizations perform better when strategic thinking and planning is delegated downwards so as to benefit from the information gathered at frontline. Moreover, Hambrick (1987) argue that strategic success is assured when the entire top management team share common values and posses qualities that robustly fits into evolving competitive environment. To conclude strategy is recognized as an organizational phenomenon which is significant for organizational performance and growth. Strategic practices never ends so long as there continue to be complex evolving system hence understanding the nature of complex system is important. Therefore adapting to such systems which has been challenged by practitioners requires good leadership that will promote knowledge sharing and learning in engaging into strategic thinking and planning. 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(1998) New approaches to strategy: new ways of thinking for the millennium, Management Decision, Vol. 36, No. 1, pp. 9-13. Schneider, S.C. and Shrivastava, P. (1988) Basic assu Rationalism in Architecture: 18th and 20th Century Rationalism in Architecture: 18th and 20th Century Introduction Rationalism began as a 17th century ideology that led to the Enlightenment, a period in history where reason was the primary instrument for justifying and understanding the hows and whys of things and circumstances. The Enlightenment was a time where concrete evidence through scientific research flourished and Rationalism influenced all field of endeavors and even simple daily tasks.[1] In layman terms, to be rational is to be understandable, measurable or definite. Using this as premise, Rationalism in architecture therefore pertains to accuracy in designing and building the height, breadth or depth of a structure. Architectural Rationalism was a solid evidence of the Enlightenment influence in the field of architecture. It continues to persist in the modern world as an independent art movement though much of the modern Rationalist designs have little resemblance to Enlightenment architecture. Henceforth, this essay attempts to contextualize Rationalism by differentiating its two variants: 18th century Rationalism and the recent 20th century development. The similarities and differences of their respective designs and, if possible, functions are noted to give us an idea on how Rationalism has evolved as an architectural ideology. The essay also includes discussions on sub-movements, their pioneers and their trademarks. 18th Century Rationalism The Enlightenment Architectural Rationalism was focused on being symmetrical, having accurate measurements of classic shapes, and functionality. It clearly reflected the spirit of the times where science, mathematics and logic were at the peak of their influence. Neoclassicism was a widespread movement under the Rationalist wing. It was established in reaction to the flamboyant and seemingly excessive Baroque and Rococo styles. During the neoclassicist boom, many artworks and structural designs of the classical Graeco-Roman era were recalled together with the architectural works of Italian Andrea Palladio.[2] The movement was named neoclassical, as opposed to pure classicism, as not every classical design was applied therein. Neoclassicists only selected from the wide array of designs those feasible to society. Neoclassicist designs were characterized as follows: symmetry, columns that functioned as support, minimalistic design composed of basic geometric shapes, and an overlaid triangular gable commonly known as pediment. The symmetry, functionality, and geometrical aspects of the neoclassicist movement were defining characteristics of the Rationalist ideology.[3] The Pediment[4] A Column[5] Existing in the 16th century towards the culmination of the Renaissance period, Andrea Palladio was the first known architect to revive and apply the classical designs of Graeco-Roman society in many villas, palaces and basilicas. His architecture became an essential foundation of Enlightenment Architecture. As a dedicated follower of Vitruvius and his timeless principle of firmitas, utilitas, venustas, Palladio carefully ensured that his structural designs were durable, useful, and attractive as stipulated by Vitruvius in his ten-volume masterpiece De Architectura. Palladio was also particular about proportions and putting a purpose on every structural component.[6] For instance, a portico or terrace must be utilized in such a way that the surrounding scenery was seen in its full glory. He wanted geographical attributes of the estate to match with the houses structural design. The palazzos, villas and basilicas he designed displayed the intermingling values of beauty and the social environment and position of their respective owners. An urban palazzo was different from a provincial palazzo; likewise, an agricultural villa was different from a residential villa. Palladio designed structures according to their context.[7] Palladio had contributed several design innovations in public buildings and churches. Most Palladian works were made of affordable materials, usually stucco, traditionally made with lime, sand and water, to cover and bind bricks. His urban structures for prestigious Venetian owners had high classical porticos with pediments that extended as far as the second floor and were supported by giant colonnades. These porticos were raised above ground level and on the same level as the rest of the ground floor. This raised floor called piano nobile, was reused in later variations of neoclassical architecture. Palazzo Chiericati in the city of Vicenza was a fine example of this urban structure.[8] Palazzo Chiericati (1550-1557)[9] Rural villas were rather different. Instead of the piano nobile, there was an elevated podium bordered by lower service wings, connected with an elegant curving flight of stairs. The owner maintained residence at the elevated portion. Villa Foscari (also La Malcontenta) was among the mid-16th century designs of Palladio that employed this renowned building format. Villa Foscari (1559)[10] The 1570 publishing of Palladios work Quattro Libri dellArchitettura (The Four Books of Architecture), stretched his influence far beyond his home country Italy. Palladios architectural drawings and discussions contained in the book set the stage for neoclassicist expansion in the key European countries of France, Britain, Ireland, Spain and Germany.[11] Even more remarkable was his influence in colonial and post-colonial America, where his designs were replicated in the houses of well-known families, state buildings and even the private abode of Thomas Jefferson, the freedom President.[12] Along with Palladios treatise, the unearthing and discovery of Pompeii and Herculaneum, Roman towns destroyed by volcanic eruption during the classical period, was thought to inspire the interior designs of 18th century European houses and edifices.[13] The Ruins of Pompeii[14] Interior View of a Herculaneum House[15] In Europe, neoclassicist architecture developed at different paces. Some sources estimated that the movement reached its peak in France with Étienne-Louis Boullà ©e and Claude Nicolas Ledoux. The two architects followed principles of rationality into their Graeco-Roman inspired designs. Boullà ©e was known for fusing geometry with the standard classics. This original neoclassical deviation might have been influenced by his work as an educator and philosopher at École Nationale Des Ponts et Chaussà ©es. Like most neoclassicists, his designs were minimalistic, devoid of ornamentation, bold enough to repeat certain structural components, especially if they were functional (i.e. columns), and sought to emphasize the purpose of the structure and its parts. Boullà ©e also proposed a cenotaph, an approximately 500-foot sphere rooted on a round foundation, for the English scientist Isaac Newton. This was not feasible to build but as a professional engraving, the style gained prom inence. Boullà ©es works were later revived by 20th century Rationalists and more popularly by renowned Modernist architect, Aldo Rossi. Contemporary architects found his designs unique and very inventive although some would consider them illusions of grandeur. The Hà ´tel Alexandre in Paris, known for its flanking courtyard doors and Corinthian columns, was one of Boullà ©es surviving works.[16] Cenotaph for Newton (1784)[17] Hà ´tel Alexandre (1763-66)[18] Like his compatriot, Ledoux was very idealistic in his architecture, always wanting to build with a purpose. For this he and Boullà ©e were branded Utopians.'[19] Ledoux designed many theatres, hotels, residential homes, and buildings, supplied with rotundas, columns and domes from the Graeco-Roman period. His known architectural innovation was the architectonic order, best exhibited through his design on the Royal Saltworks at Arc-et-Senans. He was appointed Royal Architect for the express purpose of building a structural design for efficiently extracting salt. The Royal Saltworks became a significant example of 18th century Architectural Rationalism for its extensive use of geometry and logical arrangement of shapes to facilitate the extraction and transportation processes. Another design was drawn after the first was disapproved.[20] Facade of the Royal Saltworks, France[21] Aerial View of Ledoux Second Design (1804)[22] There were many other prominent figures under the neoclassical movement but few were as Utopian as the works of Boullà ©e and Ledoux. French writer-teacher-architect Jean-Nicolas-Louis Durand influenced several German Rationalists by adding principles of economy and convenience to the existing architectural Utopia.[23] The later renditions of neoclassicism in Britain, America, and Spain disregarded the attachment to symmetry and geometry that Palladio himself and the French neoclassicists were very particular. However, they did retain much of the functionality aspect. For example, neo-Palladian British architects William Kent and Indigo Jones invented the flanking wings to give more space in the house interior.[24] This concern for utilizing space was still an archetype of 18th century Rationalism. 20th Century Rationalism 20th century Rationalist architecture was interchangeably called Neo-Rationalist. Although the designs were different from 18th century rationalism, neo-Rationalists continued to practice important principles of Rationalist Architecture. The simplistic form and ornamentation was still retained; the functionality aspect became known as theme. In fact, as many historians claimed, neo-Rationalism was an evolution of 18th century Enlightenment Architecture.[25] The need to justify architectural works remained strong as it had then. The Enlightenment brought about the Industrial Revolution around 18th-19th centuries. The effects lasted and were carried over to the 20th century, where industrialization became a fad. Economic advancement was no longer associated with brick and wood but with new elements like steel, iron and glass. As industrialization reached its peak in the 20th century, the growing importance of machinery led to the development of an industrial architecture, composed of t hose new elements.[26] Modernism was the dominant rationalist movement of the 1900s. It basically aimed to employ new materials suited to the spirit of industrialization and free architects from the bondage of styles, which curtailed individual touches. The works of early Modernists Ludwig Mies van der Rohe and Walter Gropius in Germany and Frenchman Le Corbusier were mostly products of socio-political revolutions. Following World War I, the German Modernist ventured into new structures that meet social needs.'[27] The Bauhaus design school resulted from this venture. Bauhaus became identified as the International Style, adopted by many Modern structural designs in various countries.[28] The following are famous examples of Bauhaus architecture: The UN New York Base by Le Corbusier[29] The Gropius Residence in Lincoln[30] The International Style was characterized by rational principles of minimalism and functional design and structure. Neoclassical pediments, columns and flanking wings were replaced by rectangular shapes of concrete cement, steel, and other new elements. There were hardly traces of particular cultures or social context and a neutral architecture that was universally applicable prevailed.[31] Modernists like Frank Lloyd Wright tried to balance nature and structural designs.[32] Later, Postmodernist movements emerged to deconstruct the universality of Bauhaus and infuse local identities into modern architecture so it can connect with peoples sentiments.[33] Aldo Rossi, Italian theorist-architect-designer-artist, was among the celebrated Postmodernists. His valuable contribution to urban architecture was building contemporary structures without neglecting the historical value of the city or site where it would be built. He stressed the social significance of monuments and cemeteries and also advocated that structures be strong enough for succeeding generations to witness.[34] San Cataldo Cemetery expanded by Rossi (1971)[35] Bonnefanten Museum, Maastricht by Rossi (1990-1994)[36] Conclusion 18th and 20th century Architectural Rationalists are linked by the ancient principles of utilitas, firmitas, venustas. Their respective movements were generally non-ornamental and useful in structure, design and theme. In the area of symmetry, the use of geometrical shapes, and projecting cultural and individual sentiments, the two Rationalist regimes differ. 18th century Rationalists were unified in advocating truth and beauty in architecture while neo-Rationalists had individual contradictions.[37] Nevertheless, both strands justified Architectures major roles in society and in peoples lives. Sources [1] Hackett Lewis. (1992) The age if enlightenment, History World International at http://history-world.org/age_of_enlightenment.htm [2] Steve Fallon Nicola Williams. (2008) Paris: city guide, United Kingdom, Lonely Planet Publications, p. 48. [4] University of Pittsburgh at http://www.pitt.edu/~medart/menuglossary/pediment.htm [5] Old House Web at http://www.oldhouseweb.com/architecture-and-design/greek-revival-1820-1850.shtml [6] Bernd Evers, Christof Thoenes Kunstbibliothek. (2003) Architectural theory: from the renaissance to the present, Germany, TASCHEN pp. 6-7. [7] Sam Smiles Stephanie Moser. (2005) Envisioning the past: archaeology and the image, Maine, Blackwell Publishing pp. 98-114. [8] Douglas Lewis, Andrea Palladio International Exhibitions Foundation. (1981) The drawings of Andrea Palladio, Texas, The Foundation, pp. 158-163. [9] Essential Architecture at http://www.essential-architecture.com/STYLE/STY-E14.htm [11] Caroline Clifton-Mogg. (1991) The neoclassical source book, New York, Rizzoli, pp. 88-175. [12] David Watkin. (2005) A history of western architecture, London, Laurence King pp. 114-513. [13] H. Keethe Beebe. (1975) Domestic Architecture and the New Testament, The Biblical Archaeologists, volume 38, number 3/4, pp. 89-104. [14] Virtual Tourist at http://cache.virtualtourist.com/1898061-Pompeii-Pompeii.jpg [16] Helen Rosenau. (1976) Boullà ©e visionary architecture, New York, Harmony Books pp. 1-27. [19] Barry Bergdoll. (2000) European architecture, 1750-1890, New York, Oxford University Press p. 97. [20] Elizabeth Basye Gilmore Holt. (1966) From the classicists to the impressionists: art and architecture in the nineteenth century, Connecticut, Yale University Press pp. 227-311. [21] United Nations Educational, Scientific and Cultural Organization at http://whc.unesco.org/en/list/203 [23] Joy Monice Malnar Frank Vodvarka. (2004) Sensor design, Minneapolis, The University of Minnesota Press p. 8. [24] Inigo Jones, William Kent. (1727) The designs of Inigo Jones: consisting of plans and elevations for publick, England, W. Kent pp. 1-73. [25] Christopher Crouch. (2000) Modernism in Art Design and Architecture, New York, St. Martins Press pp. 1-10. [26] Industrial architecture, EncyclopÃÆ' ¦dia Britannica Online at http://www.britannica.com/EBchecked/topic/286910/industrial-architecture [27] Richard J. Evans. (2003) The coming of the third reich, New York, The Penguin Press, pp. 122-123. [28] Henry Russell Hitchcock Philip Johnson. (1997)The International Style, New York, W. W. Norton Company, pp. 1-5. [29] International Style at http://architecture.about.com/od/20thcenturytrends/ig/Modern-Architecture/International-Style.htm [30] The Digital Archive of American Architecture at http://www.bc.edu/bc_org/avp/cas/fnart/fa267/gropius.html [31] Hazel Conway Rowan Roenisch. (1994) Understanding architecture: an introduction to architecture and architectural history, London, Routledge pp. 22-24. [32] Kathleen Karlsen. Saving Civilization Through Architecture Rationalism and the International Style, at http://ezinearticles.com/?Saving-Civilization-Through-ArchitectureRationalism-and-the-International-Styleid=888138 [33] Hazel Conway Rowan Roenisch. (1994) Understanding architecture: an introduction to architecture and architectural history, London, Routledge pp. 22. [34] Terry Kirk. (2005) The architecture of modern Italy, volume 2: visions of utopia 1900-present, New York, Princeton University Press pp. 208-214. [35] Cornell University Blog at http://blogs.cornell.edu/tim/2008/09/21/cities-sites/ [36] Brian Rose at http://www.brianrose.com/portfolio/bonnefanten/bonnefan.htm [37] Sarah Williams Goldhagen. Ultraviolet: Alvar Aaltos embodied Rationalism, Harvard Design Magazine at http://www.sarahwilliamsgoldhagen.com/articles/Ultraviolet.pdf

Business Plan for Restaurant

Products and Services : Theme – â€Å"Food Fusion† Singapore being truly a trans-national epitome and embraces every culture with due dignity and respect, it is just apt for us to theme our restaurant menu into a â€Å"Food Fusion†. Fusion food is a combination of various forms of cookery and comes in several forms. Regional fusion combines different cuisines of a region or sub-region into a single eating experience. Asian fusion restaurants, which combine the various cuisines of different Asian countries, have become popular in many parts of the United States and United Kingdom.Often featured are South Asian, East Asian, and South-East Asian dishes alongside one another and offering dishes that are inspired combinations of such cuisines. In Singapore with highest influx of migrants, fusion cuisine is being reinvented and is becoming increasingly the norm at numerous cafes and restaurants with the quality and creativity of Asian-fusion restaurants. Foods based on one culture, but prepared using ingredients and flavors inherent to another culture, are also considered forms of fusion cuisine which is our them â€Å"Food Fusion†, a fine blend of Asia. Sing-Foo’sion Special :Signature dish of Singapore, similar to â€Å"Singapore Sling† drink. * Indo-Chinese Foo’sion * Malay-Indo Foo’sion * Indo-Conti Foo’sion * Japanese-Indo Foo’sion * Indo-Western Foo’sion Aromatic Soups * ‘Pho' – sliced beef or chicken noodle soup topped w/thai basil, cilantro, culantro & bean sprouts. * Spicy Lemongrass ‘Hue' Beef, Chicken Or Tofu. * Seafood Tom Yum. * Vietnamese Hot & Sour Soup * Wakame Tofu Miso. Fresh Fusion Starters * Fusion Spring Rolls. * Crispy Taro Ball * Patate Douce Fritters * Herberd Cherrystones served with a spicy lime sauce * Coco curry mussels with grape tomatoes.Oodles of noodles * Coco Curry Butterfly Shrimp Or Tofu * Pad Thai * Tofu Vermicelli * Grilled Pork Chop Ve rmicelli * Sesame Noodles * Spicy Udon Chicken, Tofu & Veggies. Grains Fry-ins * Chicken Or Tofu Pineapple Fried Rice * Crispy Thai Basil Chicken * Vietnamese Five Spice Marinade Grilled Pork Chops * Charbroiled Lemongrass Chicken * Sauteed Coconut Curry Lemongrass Chicken, Shrimp, Tofu Or Beef Hot Calming Herbals and Smoothies * Organic Black pepper Coke * Milky Green Ginger Teh * Hot Soy Expresso * Fusion Sangria smoothy * Young Coconut creamy tero 5. Market Analysis ?†¢Summary? Industry Analysis? †¢Target Market? †¢Customer Profile? †¢Major competitors and participants? †¢Market Segmentation? †¢Projected Market Growth and Market Share Objectives Singapore is the place for food lovers and it offers most of the international cuisines. Singapore’s food and beverage (F&B) services industry contributed approximately SGD 11. 36bn or 3. 5% to the country’s total GDP in 2011. Ministry of Trade and industry has estimated 4% growth in Accommodati on and food services industry in Singapore supported by healthy growth in visitor arrivals with restaurants achieving about 5. 5 growth. With Tourist arrivals at ever time high and with upcoming international cruise terminal next to MBS , Marina Bay sands(MBS) is best placed for having a restaurant. It has many restaurants offering International cuisine for business as well as leisure. With many highflying tourists and locals too visiting this integrated resort, there is room for Value for money restaurants offering quick lunch/dinner. Event Plaza in MBS attracts crowds who visit Arts and science museum as well as light and water show.Converting these footfalls in to business is the key issue. Customers include visitors to Exhibition center , Casino , and the evening crowds to the light shows for less than $10 meal. MBS has many restaurants like A Taste of Nanyang, Bay Sushi, Celebrity chef restaurants too. There are not many offering Indian food except Punjab Grill by Jiggs Kalra f or high end dining. Target market is Indian food lovers and in 20 to 50 age groups , who frequent the Marina bay sands attractions. Pricing and demographics help in targeting the right customer.Market growth is a factor of visibility of the restaurant, driving the message of affordability and easy accessibility to the visiting crowds. Singapore food consumptions accounts for 3% of GDP and it has highest food consumption levels in South east Asia. Working with The Agri-Food and Veterinary Authority (AVA), Health Promotion Board (HPB) and National Environment Agency (NEA) on offering healthier food will go long way in building the food brand. Food and beverage industry has the social obligation to support healthy and active lifestyles and thus iffering healthy food will lead to increased sales and market share within the MBS rea. 10. Marketing Plan †¢Creating and Maintaining Customers †¢Product Pricing Strategy? †¢Product Positioning †¢Sales and Distribution Plan à ¢â‚¬ ¢Promotional Strategy Expenditure on F&B has grown steadily in Singapore, with market value expanding from USD 8. 3bn in 2006 to USD 11. 4bn in 2011. Attracting customers and repeat customers in a challenge where visitors arrivals are event based. To have a healthy customer base it is necessary to tie up with Event organizers like Singapore Tourism board, MICE organizers.Sign boards on healthy eating along the marina bay Promenade to attract crowds, tit bits of healthy Indian foods and how to choose healthy food and stay fit , offering SGD 10 experience as the prime product in allocation (MBS) where healthy dining may be rare and is expensive. Positioning with value for money healthy dining experience, liaising up with HR departments of neighboring working population to have lunchtime crowds , leaflets dining events around the marina promenade with discounts about 20% if the whole family ( at least 4 persons) dining are some of the promotional strategies.Healthy dining as brand with strengths of Vegetarian and Non-vegetarian Indian cuisine which offer less trans fat, olive oil cooking, no reuse of cooking oil and, less fried food will resonate a healthy product for lunch and dinner. New shopping destinations like Marina link mall and MBS shopping outlets itself will be approached to be positioned as partners in Market making for each others benefit. Frequent feedback forms to patrons offering discounts of up to 20% on food quality , brand image and service to keep the restaurant in sync with patrons expectations and experience will help to redesign the food offerings.