Phantom Warriors :: essays research papers

Title: Phantom Warriors ,book 1 Author: Garry A.Linderer Main characters: many LRRP’s LRP’s and Ranger nits in Vietnam   Ã‚  Ã‚  Ã‚  Ã‚  Summary: The book I read was about LRRP’s (long range reconnaissance patrol) , LRP’s (long range patrols) , and Ranger units in Vietnam. The book told stories of several different types of operations in the units most challenging times. The job of a unit of this type was to infiltrate a designated RA( recon area) stealth like as possible with a four to seven man team (sometimes larger). Once on the ground a team would set up an OP ( observation post) and would always try and remain undetected. Because of the small number of size an LRP would always avoid contact with the enemy but , the book proved to me that when confrontation was inevitable the special forces units proved themselves a truly deadly force. I would say at least ninety percent of the time LRP’s would find themselves out numbered in a confrontation. If at all possible they would try and escape but sometimes fighting your way out was the only way. The LRRP Detactchment, 1st Brigade, 101st Airborne Division had a problem like this. Staff Sergeant Papy Lynch and his team where patrolling a high activity area when there team was abutted by fifteen or twenty Viet Cong. Off the bat three men went down two seriously injured and the other shot in the head. There six man team was then a three man team. The two men at camp where busy fending off the invaders while one man that was off doing his â€Å"business† was finding his way back. He too was cought up in the unexpected fire and went down. Staff Sergeant Lynch called in the coordinates and after the ammo and grenades where almost out , air support showed up. Most of the VC where killed or ran away in fear of â€Å"Death from Above†. This was one of the most heroic stories in the book.   Ã‚  Ã‚  Ã‚  Ã‚  Weaknesses: This was a good book. I couldn’t find many weaknesses at all . The one thing I did notice was the similarity in each of the stories. It seamed liked the same thing would happen in a row. The team would usually end up running from a force of

Exam Questions Essay

Advanced countries, which have the capability to innovate, as well as high-income levels and mass consumption, will sell the item first to its domestic market, then will become initial exporters of goods to other technically advance countries. After the product becomes adopted and used in the world markets, production gradually moves away from the point of origin. The advanced country loses their exports initially to developing countries (who will import and later manufacture these goods) and subsequently to less developed countries. Eventually, the original advanced country (original innovator) will become importers of these goods because they will have begun producing other new products. The duration of each stage of the cycle varies with the product and the type of management supporting it. Understanding the product life-cycle stages allows a company to fully take advantage of market opportunities by either establishing or protecting a competitive advantage through a long-lasting market presence. The main usiness reason for extending the product life-cycle would be to increase sales through longer existence in the marketplace. Certain consumers will embrace a product at different stages of the product life cycle so by extending each stage of the cycle, there is a better chance of exposure to the targeted consumer group. A commonly used example of this is the invention, growth and production of the personal computer. Stage one is considered the new product stage and this is where domestic production essentially begins. After a period of research and development, a new product is introduced to meet local (or national) needs. The product is created, produced and consumed in the domestic market and virtually no trade takes place. During the introduction phase, the innovating company does not know the extent to which a profitable market exists. For instance in the late 1970’s and into the early 1980’s, during the early stages of the personal computer, IBM and Apple pc’s were produced in the US and aimed for office and small business use. Personal computer use spread quickly throughout the domestic market as more and more households made purchases for increased personal productivity and gaming purposes. In stage two, the maturing product stage, domestic production peaks as the demand for the product significantly increases since the consumer base begins to acknowledge the product value. This stage is signified by a period of growth as sales and a rise in profits as mass-production techniques are developed and foreign demand expands (developed countries). At this stage the product is now exported to other developed countries and both domestic and foreign competitors emerge. A copy product is produced elsewhere and introduced in the home country (and elsewhere) to capture growth in the home market. Based on production costs, manufacturing moves to other countries. As was the case with Apple PC’s, production in this stage moved out of the original facility and into manufacturing plants in California and Texas as well as distribution warehouses in both the US and the Netherlands. Stage three is the standardized product stage. This is when the market for the product stabilizes and domestic production declines. The product becomes more of a article of trade and companies are compelled to reduce manufacturing costs which is the main reason for moving production sites to countries with lower labor costs. As production moves to developing countries, in turn, they begin to export the product to developed countries. A product saturation phase is experienced as sales level off and the first signs of decline occur. In the personal computer industry, the US market low-priced brand-name imports from producers such as South Korea’s Hyundai and Samsung. Several Taiwanese manufacturers exported millions of personal computers both to the US and other countries, a large portion which are produced for foreign distributors. To contest this, Apple condensed their product line, expanded use of industry standard parts, outsourced component manufacturing and streamlined warehousing operations. There is a final stage of decline in which poorer countries constitute the only markets for the product and import competition is very strong. At this point, almost all declining products are produced in less developed countries. The PC is not necessarily a good example of decline, for one because there is a weak demand for computers in less developed countries, but rather an example of technology that is ever improving which would make earlier versions of computers and related software obsolete. Normally, a product may finally disappear from the market at this point, however, PC technology continue to improve. There is no threat of the PC disappearing, but certain versions will eventually become dinosaurs. . Explain Porter’s Diamond in terms of Nokia’s development as an international mobile telecom powerhouse. Michael Porter’s â€Å"theory of national competitive advantage† framework was the product of a study of patterns of comparative advantage among industrialized nations and looked at sources of competitive advantage from a national context. The diamond-shaped theory can be used to evaluate both a firms’ ability to function in a national market as well as a national markets’ ability to compete internationally. Porter’s theory of international trade comes from the interaction of four country- and firm-specific elements: 1. Factor conditions – this is a country’s legacy of production factors that affect its ability to compete on an international level such as human resources, physical resources, knowledge resources, etc. Porter looks beyond the most basic factors of land, labor and capital to include the educational level of the workforce and the quality of the country’s infrastructure. 2. Demand conditions – demand in the home market helps the company to establish a competitive advantage. A highly developed domestic market will pressure a firm to innovate faster and to create more advanced products than those of competitors. When the domestic market for a particular product is larger locally than in foreign markets, the â€Å"home† firm will devote more attention to that product which leads to a competitive advantage when exporting begins. 3. Related and supporting industries – these related and supporting industries provide cost-effective inputs and participate in the process of upgrading which serves to stimulate other companies in the chain to innovate. When local supporting industries are competitive, the â€Å"home† firm experiences more cost-effectiveness and innovation. This effect is reinforced when the supporting industries (suppliers) are strong competitors as well. 4. Firm strategy, structure and rivalry – the way in which companies are created and managed are important for success. The presence of rivalry in the domestic market is important because it creates pressure to continually innovate in order to promote competitiveness. Other conditions that affect the diamond theory are: – Government – obviously the government can influence the supply conditions of key productions factors, the demand conditions in the domestic market and the competition between domestic firms. The government can also intervene on several different levels (local, regional, national, international). -Chance – clearly, chance events will occur that are outside the control of the domestic firm. Chance is important because it can create or disrupt competitive positions. Porter’s Diamond in terms of Nokia Factor conditions: -Finland is one of the world’s most homogenous and stable societies as well as having very sophisticated consumers; -As a country, Finland has invested money into a strong educational system which gives them an excellent educational system with which to provide the necessary work force; -Finland has a uniform, market-oriented government; Nokia, with close ties to national government, has helped propel technology, legal issues and export opportunities. Finland as a whole has a national competitive strategy; -Substantial public investment in telecommunications-related R&D which focuses on wireless technology; -Finland has a tradition of innovative engineering and telecom industry -Due to harsh physical and natural conditions, options for a land-based wired system was a very expensive option, making wireless digital systems a relative bargain for the same price; -Most of the population speaks English; -Finland was an early adopters of the internet and other wireless activities. Demand conditions: – As mentioned in the Factor Conditions, a sparsely populated area supports adoption of wireless devices; -The weather and physical supports mobile phone over face-to-face conversations; -Nationally, a heavy usage of texting and other wireless message services; -Finland a test market for wireless applications; -Nordic Mobile Telephone created the world’s largest single mobile market. Related and Supporting industries: – Huge R&D spending by government and companies; Finland, as a whole, offers strong venture capital, and a strong manufacturer network; -Due to the nature and need of wireless communication, there is a high number of specialized companies due to fragmented market; -There are approximately 3,000 Finnish firms in telecom and IT related products and services; -There is a large local supply allowing for highly customized contributions Firm strategy, structure and rivalry: – Significant historic reasons for highly competitive la ndscape within Finland; -A very strong export-centered commerce experience; Sturdy network and links between companies, banks and governments; -The Regional Development Agencies Act favors intense rivalry; -History of competition in telecommunications services throughout the 20th century; -Finland was early to deregulate in telecom-related industries; -A high number of telecom firms create an active local rivalry in wireless communications; -There is no monopoly on any of the value chain parts of telecom and a very healthy competition between companies; -European consumer demand (roaming, etc. ; Finland has been a part of the European Common Market since 1995. Other conditions that affect the Diamond Theory: – Government oVery stable with a long-term view (low turn-over with 6-year terms); oStrong initiatives to improve national innovative capacity; oAssurance of technological neutrality; oOpen socialist economy; -Chance oConditions in Finland provided a unique medium for Nok ia’s success. Creating, maintaining and updating land-based wired communication networks can be very slow and very expensive which made wireless digital systems seem a virtual bargain. . What is Absolute Advantage and how does Intel’s global position in mircoprocessors reflect this? Adam Smith developed the theory of absolute advantage which asserts that one party (a nation, a firm, etc. ) benefits from manufacturing more output than others since it is possess a unique resource or commodity. This particular resource or commodity can be a certain method, a distinct knowledge or manufacturing process that increases production efficiency, and thus reduces the relative need for additional resources. The theory holds that different countries (or firms) produce some goods more efficiently than others based on those particular resources or commodities. Limitations to the theory exist if there multiple unique resources or commodities – once the hypothesis expands to include multiple unique resources, the absolute would turn to a comparative advantage. Generally, in international trade, countries export goods/services when they have an absolute advantage in that product area and will import goods/services when another country (or firm) has the absolute advantage. Intel and Dell had a unique relationship in this regard – Intel had set the industry bar in terms of microprocessors and Dell, using Intel exclusively, became one of the strongest PC manufacturers in the world based on their distinctive marketing tool of â€Å"custom-made† computers. Both firms benefited from this relationship as they both had an absolute advantage on the items they produced. Further, according to the theory, if a country (or firm) has no absolute advantage in any product or service, no trade will occur. For instance, if both Intel and Dell manufactured microprocessors and PC hardware, no trade would exist between them – they would be direct competitors since no benefit would exist to either of them. A competitive advantage occurs when a firm acquires or develops a product or feature that allows it to outperform its competitors. To gain competitive advantage, the firm strategy is to manipulate that unique resource or commodity over which it has a direct advantage which gives them the ability to generate a competitive advantage. Superior performance outcomes and superiority in production resources reflects competitive advantage, and in doing so, gives a firm absolute advantage over an industry (or product). In the case of Intel’s global position in microprocessors, their strategy has been to continually introduce cutting-edge technology which ultimately means that consumers pay for the research and development of the speeds of new chips. It is a cyclical process, which demands more research and development of even faster, smaller products. The company does this to constantly renew consumer need which helps keep margins high. This business model of Intel’s can be compared to the auto industry’s â€Å"planned obsolescence. † The introduction of new models means the previous model is not as good, or new, anymore. As such, consumers feel compelled to purchase the newest, latest, greatest product. The trends are pushed by more powerful applications, which in turn create the need for new stronger, faster microprocessors and other new generations of computer products. Here are some of the contributing factors in Intel’s absolute advantage in the microprocessing industry: 1. Distinct ability to draw a prevailing share of the market’s attention – Intel benefited from a very exclusive and significant relationship with Dell (â€Å"Intel Inside†) until May 2006. With Dell being a major player in the computer hardware market, they offered â€Å"custom-made† computers with an exclusive agreement to offer only Intel processors inside. 2. Capability to impose innovative obstacles which created more labor for any competition – Not only did competitors already struggled to meet specs for the industry standards, they also experience issues keeping up with Intel’s production speed and product features. 3. Drive costs down and keep profits up – Intel was able to make its partners (and consumers) pay for this with an average selling price of over $150 a unit. PC makers had to accept this because at the time, Intel was only choice. 4. Strong reputation as the â€Å"reliable† standard – PC makers and consumers had not reason to look for alternative processors based on Intel’s innovation combined with the lack of reliable parts produced by competitors. 5. Economy of scale – Because the per unit cost of manufacturing depends on the size of the firm’s output, the larger the firm, the greater the scale of manufacturing benefits. Due to Intel’s economy of scale in the microprocessing industry, they could potentially monopolize the industry. Based on Intel’s strengths mentioned above as industry leaders (#2) as well as their ability to drive costs down while keeping profits up, Intel was untouchable and could manage to win any price war brought on by the competition. The Intel quality was also so high that the unreliable chips made by the competition almost, until recently, didn’t even create much of a price war since there wasn’t another game in town. 4. Explain Comparative Advantage? Then describe the development of India’s software industry and how it reflects one theory of competitive advantage. Comparative advantage theory is an international trade theory attributed to David Ricardo that indicates that firms or nations trade because they have superior productivity in a particular industry and can produce that particular good or service at lower marginal and opportunity costs than another party. In simple terms, this theory explains how trade can create value for two parties even if one party can produce all goods with fewer resources than the other. The thought being that each country can gain by specializing in the goods/services where it experiences this cost/efficiency advantage and trade that good/service for another where they do not posses the same advantage. Governments may attempt to counter comparative advantage by raising trade barriers, imposing high tariffs, and allowing newer and relatively uncompetitive industries ample time to become established. Comparative advantage is an appropriate theory to explain why particular countries export more services that support the global supply chain of both multinational enterprises and domestic firms. The source of a nation’s comparative advantage evolves from the mixture of its own factors of production such as availability of workforce, labor skills, access to capital, land and technology. For example, India is an excellent example of a country that has developed a highly efficient and low-cost software industry. This industry supplies not only the creation of custom software, but also call centers for customer support and other information technology services. The Indian software industry is composed of many subsidiaries of multinational corporations as well as independent companies. This question focuses on the rise of the software industry in India. As a relatively poor country, India in the past has not normally been thought of as a nation that is capable of building a major presence in a high-technology industry (e. g. , software). However, over the last decade or so, the Indian software industry has become an important force in the global software market. Among others, the main factors that have boosted India into this position are their large number of well-educated, English-speaking work force, a strong national work ethic coupled with technical experts who are paid only a fraction of the salary (including overhead) earned by U. S. counterparts. Additionally, the low cost of international telecommunication networks further enhances the comparative advantage of an Indian location for outsourcing. India has a comparative advantage in those services that are tradeable such as business process outsourcing and programming services. In looking at IBM’s outsourcing and how it utilizes both a US workforce and an outsourced Indian workforce, it is important to identify the relative strengths of each. For the mainly technical aspects of the job, IBM realizes cost savings by using the Indian workforce. Since programming wages are low in India and the average productivity of Indian programmers is somewhat comparable to the productivity of US programmers, then India can potentially enjoy a comparative advantage in programming. For those aspects of the job specializing in knowledge of a clients’ business, the US workforce is well-matched to do the job. The complementary nature of these two separate workforces rose out of the need of IBM to compete in more than just one area in order to succeed. Utilizing the Indian workforces allows IBM to realize a cost savings that can be used in other areas of their business. India, on the other hand, benefits from the trade with IBM by realizing large employment in the country as well as a boost to the economy that will only help to continue developing the country. 5. Explain briefly the common patters of successful Japanese entry into global markets once dominated by US firms such as RCA, Xerox and GM. In the business world, an initial direct attack of a competitor is usually most advantageous to the defending company since the attacking company usually ends up spending an exorbitant amount of resources without ever actually reaching its goals. This is a prime description of certain large companies such as General Electric, Xerox and RCA back to the 1970’s when all of them waged war against IBM in the computer market. All suffered very heavy monetary losses and as a result, did not engage further in the computer industry. The gamble cost these companies devastating sums upward in the millions. A company’s objective is to make use of its resources in such a way that allows them to maximize the market share. Direct attacks don’t necessarily serve that purpose, but rather the indirect attack seems to be more successful. The successful market penetration by Japanese companies was facilitated by an indirect approach. As one example, Xerox was an established leader in the photocopier field and by the 70s ruled the copier market, controlling the majority of the market’s share. However, within a decade, Japanese companies outwitted Xerox, and proceeded to follow suit in other industries (such as the auto industry) by launching indirect attacks on the smaller portion of the consumer base, and eventually swallowing up the entire market. The Japanese discovered that Xerox was marketing and supplying large copiers mainly to only large companies. That left millions of smaller companies using more local and less known supplies to meet their copying needs. These smaller companies couldn’t afford by purchase on the large scale of Xerox, nor did they have the physical space to store the industrial-size equipment. Enter the Japanese market with companies focusing on this weakness and entering the market focusing on the needs of the smaller organizations. Because there was no immediate effect on sales, Xerox took no notice of the market competition. As soon as the Japanese companies gained traction in this market, by focusing on the need of smaller products, lower prices, simplified technology, and distribution through office-supply dealers, tactics began to change as the Japanese continued to build upon their consumer base. The product ranges broadened with superior technology and more product choices. Towards the mid 80’s, the Japanese had made a considerable difference in the size of the market share, leaving Xerox behind and struggling. The Japanese business culture has seen significant success with a strategy of focusing in on an a smaller, overlooked, neglected, or emerging market segment and targeting in on the weaknesses of the competitor thereby gaining an advantage that affords a company the grip it needs to make gains in the market segment. Once that grip is found, the Japanese company consolidates their product’s position by mobilizing all resources and expanding into the rest of the market.

Software Engineering Assignments

1.For each of the following documents, indicate in which phse(s) of the software life cycle it is produced: final user manual, architectural design, SQA plan, module specification, source code, statement of work, test plan, preliminary user annual, detailed design, cost estimate, project plan, test report, documentation.2.Order the following tasks in terms of the waterfall model: acceptance testing, project planning, unit testing, requirements review, cost estimating, high level design, market analysis, low-level design, systems testing, design review, implementation, requirement specification.3.How does a phased life cycle model assist software management?SOFTWARE METRICS1.What is McCabe’s cyclomatic number? Determine the same for:2.In Halstead’s metrices, what is the significance of : (i)operators and operands (ii)potential operands, (iii)Length (iv)Estimated length (v)Volume (vi)Potential volume (vii)Implementation Level3.How is effort and time calculated in Halstead method?4.Why is the number of decisions + 1 an important method for calculating McCabe’s cyclomatic no.? (Ans: It would be very time consuming to have to construct the control flow graph for large programs).5.Why is monotonicity an important characteristic of a size or effort metric such as Halstead’s effort metric? (Ans: If adding more code can cause the value of the effort metric to decrease, then the metric’s behavior is not understandable. It may also mean that the metric is manipulated).6.Why is complexity not readily measurable? (Ans: Complexity is not well defined and each one has different interpretation. It is interaction between person and code that makes it difficult to define). 7.Calculate McCabe’s complexity on the following source code. Draw a control flow graph. Read x,y,z;Type = ‘scalene’; If(x= =y or x= =z or y = =x) type = ‘isosceles’; If(x= =y or x= =z) type ‘equilateral’; If(x> =y+z or y > =x+z o r z>= x+y)) type ‘not a triangle’; If(x< =0 or y< =0 or| z

Change Rosabeth Moss Kanter

Change Rosabeth Moss Kanter Change Management Organisations Must Change and Change quickly INTRODUCTION Rosabeth Moss Kanter is the professor in business at Harvard Business School, where she holds the Ernest L. Arbuckle Professorship. She is known for her classic 1977 study of Tokenism. As a business leader and expert on strategy and leadership for change, she was nominated as the top ten on the list of the â€Å"50 most influential business thinkers in the world†, and she is on the list of the â€Å"100 most important women in America† and the â€Å"50 most powerful women in the world†. Her main concepts include changing organisations, bureaucracy and characteristics of resistance to change. (drfd.hbs.edu, 2007) In 1989, she argues that: â€Å" today’s corporate elephants must learn how to dance as nimbly and speedily as mice â€Å". (Burnes, 2004) In other words, she points out that big organisations should change and change quickly to meet the changing environment. This repo rt is going to analyse the key drivers for this statement and find out the reason behind change. This report contains three sections. Section 1 will give definitions to change management and the importance of change. Section 2 is discussions, which is divided into two sub-categories, first part is concerned with the models of change management, and part 2 goes on to show examples of how big organisations keep up with change and the possibilities of failure. This section contains examples of big organisations successfully changed to meet their goals and objectives, while some other organisations stay the same and fail to maintain their strong market position. Section 3 is conclusions. CHANGE MANAGEMENT â€Å" Today’s corporate elephants must learn how to dance as nimbly and speedily as mice if they are to survive in our increasingly competitive and rapidly changing world† (Burnes, 2004) According to Paton it is no surprise that change is also a fact of life within huma n systems. Recent developments in the global economy have catapulted this fact to the forefront of management concerns as well. Therefore, even though Professor Kanter’s statement was mentioned about 18 years ago, it is still valued today. Additionally, Kanter (1989) mentioned that in order for organisations to change, it requires faster action, more flexibility and closer partnerships with employees and customers than typical in the traditional corporate bureaucracy. To quote from her, â€Å"Corporate giants, in short, must learn how to dance†. Therefore, the â€Å" corporate elephants † represents big companies while â€Å" mice â€Å", on the other hand, represents small firms. To summarise her statement above, we could conclude that small firms are more flexible in changing compare with big organisations, because big organisations have more management levels and more bureaucracy; therefore, corporate giants should adapt this ability to change and change qu ickly. More over, the most important reason for organisations to change, is to keep pace with the ever changing business environment and give a good company image to the public that they are keep up dating themselves and stay competitive.

What account for the deplorable conditions on the continent of Africa Essay

What account for the deplorable conditions on the continent of Africa - Essay Example Throughout the continent of Africa corruption is rampant. In order to receive even the most basic services Africans must pay bribes. In order for companies such as Shell to do business in Nigeria (ranked 121 in the world by Transparency International1) a huge amount of money must be paid out to local officials to â€Å"grease the wheels.† In hospitals, patients may have to put money in doctors’ consulting books in order to be treated. In schools, students may have to pay their teachers for passing grades.2 All of these situations are commonplace. Studies have shown that Africa loses $150 billion a year due to corruption and that products cost as much as 20 per cent more.3 It is impossible to measure how much more developed Africa would be at this moment had not a culture of corruption existed there for so long. In countries with poorly constructed, inefficient, and non self-enforcing constitutional rules, opportunistic behavior (including rent seeking) are usually quite pervasive. In such countries, the rules that regulate socio-political interaction, have failed to adequately constrain the government. As a result, state intervention in private exchange is equally pervasive. Excessive regulation of economic activities creates many opportunities for rent seeking, including bureaucratic corruption.4 Many public servants in Africa may have power to allocate resources, but they make small salaries. It is very easy for them to make a lot of money on the side by taking payments from special interests. Plus, public servants may have poor relatives who they are also supporting. They may not simply take bribes out of selfishness, but possibly to help feed their extended families. Nevertheless, it is clear that more rules and guidelines are required for public servants in their dealings with the private sector. Enforcement of such rules is desperately required.5 John Githongo argues that corruption usually begins at the top of a country’s leadership, and

Work Placement in Hailong Hotel (Learning Log) Essay

Work Placement in Hailong Hotel (Learning Log) - Essay Example They must possess the necessary skills and knowledge so that the person can fit into any kind of organisation and help the organisation at attaining the goals of the organisation. The table below helps to comprehend how competent enough I am for the job in which I am presently working. Numerous kinds of skills are generally to be possessed by the individual prior to entering the workplace. These numerous skills include problem solving ability, time management, communication skills written, decision making skills, organisational skills, leadership and motivation among others. It can be analysed that I am quite competent enough in terms of adaptability, self motivation, tolerance, and negotiation skills. I also find myself proficient enough in dealing with large amount of data which is considered as one of the most significant skills for a person in an organisation. I am also competent enough in resolving the problems and planning. Most of the organisations state the fact that it is qu ite significant for the employees to possess problem solving as well as planning skills since the employees possessing these two skills can assist in attaining the goals of the organisation and can help in maintaining sustainable advantage.... ning v Desire to achieve/motivation v Curiosity v Deep understanding v General knowledge v Relevant work experience v Equipped for continuous education v Problem setting ability v Ability to use IT v Knowledge of the organisation v Specialist factual knowledge v Prior knowledge of the job v Knowledge of social/political issues v It can be analysed that I am quite competent enough in terms of adaptability, self motivation, tolerance, and negotiation skills. I also find myself proficient enough in dealing with large amount of data which is considered as one of the most significant skills for a person in an organisation. I am also competent enough in resolving the problems and planning. Most of the organisations state the fact that it is quite significant for the employees to possess problem solving as well as planning skills since the employees possessing these two skills can assist in attaining the goals of the organisation and can help in maintaining sustainable advantage. However, I find myself less competent in terms of time management, team work as well as leadership potential. Efficient time management is vital in order to attain the tasks of the organisation and to evade wasting the valuable organisation assets. Leadership as well as team management are all about being capable of directing a team to perform the best that it can. Team management is about the capability to obtain the best from the workforce. Leadership can also be observed to be a process of making oneself to be looked upon as an example in any organisation. The organisations cannot run efficiently without a good leader. Similarly, it is also significant to possess skills related to proper team management. Therefore, in order to place myself in a better organisation I need to equip myself with the

Daimler-Benz Marketing Plan Research Paper Example | Topics and Well Written Essays - 7250 words

Daimler-Benz Marketing Plan - Research Paper Example Indian automobile market and industry are presented, which will be helpful in building up a scenario, where Daimler can actually present facts and figures to the management in assisting them to launch a new model of car in India. For this reason, a detailed market research has been conducted which entails market summary, demographics of the target market, market requirements, trends and market growth. Additionally a SWOT analysis is also presented in order to enable the management to identify the strengths, weaknesses, opportunities and threats that Daimler will be facing in India. The market analysis section also includes competition in the automobile industry, products offered by the competitors, critical success factors and issues that will be arising on the Indian automobile market’s horizon for Daimler. The market analysis conducted in section 2 of the report will help in developing a marketing plan which entails the marketing and financial objectives, identifying the tar get market, positioning of the product and the strategies to promote the product efficiently. Marketing strategy section will be followed by a detailed financial analysis to estimate the investments and returns. In the end, controls and revenue management report will be provided to overcome the risks involved for Daimler-Benz while entering into the Indian market with its new product. 2. Situation Analysis Daimler-Benz is present in Indian automobile market for over 50 years. The company is engaged in offering its prestigious vehicles to the rich Indian market where it is well preferred over other prestigious car manufacturing brands. Now the company has decided to offer its Hybrid cars to the potential Indian market. Daimler, just like other markets, believes that the quality, durability,... The paper includes competition in the automobile industry, products offered by the competitors, critical success factors and issues that will be arising on the Indian automobile market’s horizon for Daimler. The market analysis conducted in the report will help in developing a marketing plan which entails the marketing and financial objectives, identifying the target market, positioning of the product and the strategies to promote the product efficiently. Marketing strategy section will be followed by a detailed financial analysis to estimate the investments and returns. In the end, controls and revenue management report will be provided to overcome the risks involved for Daimler-Benz while entering into the Indian market with its new product. Daimler-Benz is present in Indian automobile market for over 50 years. The company is engaged in offering its prestigious vehicles to the rich Indian market where it is well preferred over other prestigious car manufacturing brands. Now the company has decided to offer its Hybrid cars to the potential Indian market. Daimler, just like other markets, believes that the quality, durability, energy efficiency and eco-friendly features of the Hybrid cars will be the key to success in India. For this reason, besides paying special attention towards the above mentioned four features, Daimler also believes that handling over the market research and strategy formulation to a local firm who knows Indian culture and has sufficient knowledge of how to make the launch of Hybrid cars, a success story.