Googles strategic initiatives Essay Example

Googles strategic initiatives Essay As Google gets bigger, it is going to be difficult to manage and keep up the innovation culture as it keeps marching on its path to success. Schmidt once described small innovative technical teams as the source of virtually all Googles strategic initiatives. Google tries to maintain an entrepreneurial culture by forming small teams that act like individual startups. The founders believed that the groups tend to become more traditional as they grow larger. Google has 17,000 employees with about 40% based outside the US. The workforce is multicultural, diverse and spread across the globe. Continuous Innovation has been the motto of Google and that has permeated across all divisions at Google. Google has a flat management structure but structured processes, managed bottom-up for innovation, culture of consensus, tolerance for haos, and committees to approve projects, free food and best perks in the industry. Google has been successful in attracting great talent with Googler qualities self- managed, self-motivated, risk-taking, highly passionate and creative minds with a tenacity to adapt to failures. I believe that this culture can be sustained but may suffer if the management becomes rigid and prioritizes profits over innovation for the long-term. We will write a custom essay sample on Googles strategic initiatives specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Googles strategic initiatives specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Googles strategic initiatives specifically for you FOR ONLY $16.38 $13.9/page Hire Writer As evident from the case, Google is able to maintain coordination and teamwork across multiple functional groups online sales and operations, product management, marketing and engineering divisions. There is no hierarchy, but as the headcount increased Google started hiring managers at middle level and there was growing fear of more bureaucracy, slow decision making, lack of visibility and loss of international consistency. Bureaucracy With the enormous growth happening, Google may impose new policies and guidelines to actively manage the workforce and this may curtail the pace of innovation. Increased bureaucracy may be mandated since the diverse worktorce may not be compliant with the Google vision and mission. It may need to reign in some of such elements through new procedures and policies thereby affecting the gility of majority of the other groups. Internal tools and the so called Dilbertville meeting may be impossible to do in geographically diverse locations and in some ways be not feasible. http://www. managedecisions. com/blogncat=7 Pagel of 18 Slow Decision making The culture of open discussion, consensus based decision making may not be feasible with large numbers of employees. The ability to critique, take risks and openly oppose decision making may not be entertained. Cross-functional decisions will be difficult to achieve and the innovative mechanisms may be stalled. Ensuring Visibility With employees spending 20% of their time on idea projects may lead to duplication. Since visibility is difficult to main across a multi-cultural workforce, there may be replication of effort, loss of productive time and the risk of reinventing the wheel. Establishing visibility may be difficult with an expanding workforce. Guaranteeing International Consistency Google may find it hard to attract the same Googler talent at global locations and inculcate the Google culture in the new recruits. Implanting or exporting the true Google culture may cause conflict with local cultures, tastes and perceptions. Finding balance between cultural diversity and cultural homogeneity is difficult in an international context. Apart from these there are other challenges such as censorship, trade restrictions and country policies which may dampen the entrepreneurial culture for offshore employees. Inability to hire and retain key people, and scale operational processes are some additional concerns worth noting. Strategic Diversification Driver for future growth As Google branches out into new arenas, there is possibility of getting in conflict with the companys founding mission, to organize the worlds information and make it niversally accessible and useful. I think the current culture is well suited for innovation to generate one idea after another. The founders have a commitment to ensure the innovation culture is fostered and promoted within the organization. The creative corporate culture is excellent for attracting bright minds but will be difficult to pursue subject to market dynamics of supply and demand. Googler culture has been attributed to risk taking/experimentation, design for the world, engage beginners and attract experts, focus on human touch, flexibility and pragmatism. As long as Google can maintain control, competence, collaboration and cultivation of customer enrichment values, the diversification of businesses may not attect the reputation and the innovation culture as it exists now. Retaining rigor and discipline, leading from top and embracing the spirit of venture capitalist are very critical to Google. As long as Google has enough revenue streams flowing through Ad sales and other profitable business units, it can take risks and diversify into areas of advanced technology such as renewable energy, mobile computing, cloud computing, internet security and virtualization. But the approach is not void of risks and Google could face major challenges in years ahead -Antitrust suits against Google, copyright infringement, acquisition difficulties, disruptive innovations, privacy concerns etc. The current governance structure, leadership, innovation culture and organizational processes will need to be diffused into new acquisition areas which will be challenging. The business model needs to adapt to the changing dimensions of the markets and consumer behavior. There has to be synergies and congruence of similar cultures to achieve profitability. http://www. nagedecisions. com/blogncat=7 Page 2 of 18 Google will have to think further about how to both maximize ad revenue and provide useful experiences that change the way people use computers and mobiles Google was founded on very non-corporate principles such as democracy on the web and making money without doing evil. As long as Google stays this path, it can sustain its innovation culture and emerge succe ssful in any strategic business diversification. Tags: -rue 26 oct 2010 Kodak A Case of Triumph Failure Posted by anil under Academic, Business Management, Innovation, MBA, Strategic Management No Comments Kodak the Digital Revolution Kodak was founded by an energetic and visionary entrepreneur, and created Joy and memories for millions of people. Kodaks guiding principles were, mass production at low cost, international distribution, extensive advertising, and customer focus, and growth through continuous research. Photography was made available, usable and affordable to everyone. Kodaks response to Sonys introduction of the Mavica in 1981 Kodaks business model was to sell cameras at low prices and profit from consumable products such as film. When Sony launched Mavica, a camera that used floppy discs instead of film, it signaled the imminent death of analog photography. Kodak refused to acknowledge that print photography was a dying business largely because margins for print (film, chemicals, and processing) were high as 60% versus for digital products Kodak recognized the threat and invested in digital imaging in the 1980s and 1990s but the move wasnt fast enough. The Management launched some research into digital photography, but at that time believed the technology was not feasible and will not be affordable. They did not make a big move into the space until early 2000s Kodak responded to competition threats (from Fuji and Polaroid) by diversifying throughout the 1980s. It got into medical imaging, mass memory, bioscience and lab research firms, pharmaceuticals, batteries and even digital imaging. Chandler abandoned the policy of vertical integration, funded extensive research and established centers to develop image acquisition, storage systems, software and printer products. Film-based digital imaging also took hold. Kodak executives blatantly stayed the course (sticking to current film strategy) in spite f detailed analysis of threats posed by digital photography. They found it hard to ignore the fact that film and traditional processing provided for majority of the revenue stream. They underestimated the significance of market changes and the disruption that was coming. Digital technology also eliminated the huge recurring revenue stream that came from film and reprints. The economics of the new model dont measure up to the economics of the old. It was hard for Kodak executives to believe the end of print technology. The digital transition had huge implications for Kodak since all its revenues were erived from film http://www. managedecisions. com/blogncat=7 Page 3 of 18 technology. The value of vertical integration would be lost and the competence base will be rendered obsolete. The response of the management to the looming threat of digital photography was not appropriate. Kodak was so deep rooted in the old film technology that they never saw any imminent threat from digital imaging. Kodaks competencies were in precise mechanics, chemistry, manufacturing, and consumer marketing. There was fear that Kodaks existing competencies in the areas of traditional film photography would be endered insignificant in light of the new technology. But eventually Kodak lost the race in the digital supremacy and cost it dearly in terms of stock value and workforce reductions. Fishers attempt to transform Kodak In 1990s the company focused on core business and divested many business units. Fisher formulated and implemented a digital strategy. He tried to brand Kodak as an imaging company and few ideas that emerged included a) greater coherence focus the digital efforts and coordinate them in a better way. b) incrementality shift will be the consequence of many small efforts. Kodak did everything possible to enter digital imaging consumer cameras, storage, software, printing paper etc. He separated the digital business from film and consolidated efforts to build capabilities in imaging technology. He was instrumental in introducing digital print stations, new models of digital cameras and focused on operational effectiveness Kodak was integrated vertically owning the entire value chain from basic research to photo finishing. The digital value chain was different, different vendors had different niches for which they developed products. So under Fisher, Kodak launched Joint entures and released cameras by teaming with Microsoft, HP and 18M. They developed the business both in-house and through collaborations and partnerships. Manufacturing was outsourced to china to fight off Fuji competition and introduced the network and consumables based business model. Fishers efforts to capture digital market share faced many challenges. Fisher was able to bring organizational change only at high level, but the mid level management never understood the push towards digital imaging. They still perceived Kodaks future in film, Just followed the higher management initiatives. The culture of onsensus and open discussions was not there. Kodak still believed in film based digital imaging and was too late to actively compete with new emerging competition from other new players. While managers were reluctant to invest in products that would have lower profit margins than traditional film, they lost sight of the fact that the competitive landscape was changing rapidly. Fisher had segmented his product development and sales over many divisions. There was poor communication and sharing of information. By late 1997, 60% of Kodaks losses were due to costs of digital cameras, writeable CDs and other product developments. Fisher tried to transform the company too fast and that created resistance to his initiatives. Eventually Kodak ended up running losses due to failure of such late strategies. Evaluation of Kodaks strategy and current position in digital imaging Kodak could have sold itself in the 1980s or 1990s at a higher valuation that what it now has or it could have moved faster into the digital technology, capturing a greater share of market and, perhaps, the revenue from cell phone cameras. During 1980s and 1990s, Kodak believed that: the digital revolution was not going to happen (genuine ncertainty) any strategy shift will allow cannibalization of their current film offerings current customers dont demand it (shifts in customer base) and http:// www. anagedecisions. com/blogncat=7 Page 4 of 18 there will be margin erosion In 1993 Kodak was struggling for survival owing to lethargic matrix management, huge debt, few new products, shaky morale and cut-throat competition. Efforts were in progress from Fisher to eliminate debt, fast track products, reinvent corporate culture, increase profitability and introduce organizational changes. Kodak was late o the game in the ir shift to digital and has been playing catch-up. Even though they embraced digital imaging from early 1980s and stopped marketing film cameras in 004, the company could not compete and retain the market snare they dominated for such a long time. After consumers stopped buying the film most of the Kodaks key resources and capabilities became useless, the global distribution lost its value and people started using PCs instead of photo finishing labs. Kodaks competitiveness as a vertically integrated company diminished and the business model of making money on film did not fit with digital photography. The supplier network was rendered obsolete, knowledge assets in chemistry and manufacturing became obsolete. No management strategy would have changed that. The digital revenues could not compensate for the loss in film revenue; instead digital camera prices declined rapidly reducing marginal profits. Consumer electronics giants such as Sony, Nikon, and HP developed resource bases that were much better than that of Kodak. The company has strong brand and global presence, was technologically superior with engineers and scientists, invested millions in research, but the threat from Fuji led to downsizing. Kodak entered emerging markets such as china and kept delivering new digital cameras, digital consumer products and services. It recognized the threat and pioneered digital imaging and pushed it even though it rendered film obsolete. Kodak tried to embrace, develop and commercialize digital imaging. The advent of mobile cameras further crippled the recovery for Kodak. Dynamics of competition has changed in the digital world. It is no longer precision mechanics but electronics which is in demand now. Digital printing business had moderate success, but more and more people are printing at home and this success may not last long. Online picture sharing services is facing stiff completion from Google, Flickr and others. Disruptive innovation has destroyed the value of Kodaks resources, its global position and its capabilities. The very fact that Kodak is still doing business shows that Kodak is a success story. Its competitors during the film era Agfa, Konica, Polaroid have all disappeared. I believe that Kodak had a success story since it survived the significant innovative disruption that happened in film photography. What made Kodak survive? Recognized the threat early on and developed in-house knowledge and competencies Showed willingness to cannibalize its own film business Mon 24 May 2010 Profiling Successful Leaders in Healthcare Initiatives -Jim Hagedorn, CEO, The Scotts Miracle-Gro Co. Posted by anil under Academic, Leadership, MBA, Strategic Management http:// Page 5 of 18 No Comments Jim Hagedorn Chairman and CEO The Scotts Miracle-Gro Company Jim Hagedorn, CEO of Scotts Miracle-Gro Co served as president from May 2001 to December 2005 and from November 2006 to October 2008. At Miracle-Gro, Jim had served as executive vice president and was a major architect of Miracle-Gros success oth in the U. S. and in the I-JK. Following the merger, he was instrumental in the effective integration of the two businesses and served as head of the Companys North America business. Additionally, he served in the United States Air Force for seven years, where he was a captain and an accomplished F-16 fghter pilot. The Scotts Miracle-Gro Company has a long history dating back to 1868 when it first got started as a grass seed company. Now it is the worlds largest marketer of branded consumer lawn and garden products and has a culture that values honesty, integrity and transparency. The company cares deeply about the health and well- being of its 8000 strong associates and their families, and ensures that they lead long, healthy and happy lives. The corporate culture highly values innovation, entrepreneurial spirit, flexibility, collaboration, accountability and moral conduct. Jim Hagedorn has shown remarkable leadership and passion in his attack on health-care costs. After seeing health insurance costs continually rising seemingly out-of- control and realizing the lack of efforts from the government and health-care industry to fix the current system, Jim decided to act. He felt its up to employers ? who foot the bill ? to make changes. He made valiant efforts to not only get its employees to eat and live well but also makes them accountable for their actions. The primary motivation for doing was to control escalating health care costs while improving the long-term quality of life of employees. Jim Hagedorn is known for his determination and commonsense policies incentivizing his employees. Jims decisions are based on the harsh reality that our workforce apparently lacks the basic self-discipline to control its caloric intake and exercise every week. Scott made significant investment in improving employee health. These include free doctor care, access to a low cost fitness facility, access to dieticians, free generic prescription drugs, and of course, free smoking cessation programs. Scotts Miracle-Gro is a great example of a company that has gotten workplace-wellness programs right. Jim is also credited with some controversial initiatives, like asking for detailed medical histories of employees, and potentially firing an employee who failed to stop smoking. Scotts is in the vanguard of companies seeking to monitor and change employee behavior. Jim was able to motivate and influence employee behaviors at Scotts and demonstrated true emotional intelligence He had the right mix of all the El components selfawareness, self-regulation, motivation, empathy, social awareness and managing relationships. He was self-aware of the potential health dangers from obesity, smoking and diabetes. He lost his mother to lung cancer and instantly gave up smoking after realizing the grave consequences of smoking. He was able to cut medical costs, persuade employees to take better care of themselves without killing morale and spawning lawsuits. Jim employed various El styles as he tried to change employee behaviors. He underst the reasons behind rising health care costs and took the bold step ot dictating the personal habits of those lesser than himself. Jim knew the complexity of the issue and he was always probing, sensing and responding to build the dynamic capabilities amongst employees. In relation complexity leadership theory, I see adaptive, administrative and enabling functions on the part of Jim to introduce this disruptive innovation of employee wellness program, a business model innovation to lower healthcare costs. When Scotts doubled what workers paid for health insurance. Morale plummeted, and Hagedorn knew he had to do a better Job selling the hike. He applied affiliative style and held straight talk sessions with employees to heal the rift and explain them what he was up against the rising health costs climbing at a double-digit rate. He laces his sermons with salty language and unvarnished commentary. Jim sought legal and HR expertise when he wanted to ban smoking and go after obesity. To achieve these aims, he proposed launching the kind of companywide intervention that families use to help an addicted relative. His wellness programs had Big Brother overtones. But he was adamant about bringing down health costs? even if it means being authoritarian. If people http://www. managedecisions. com/ blogncat=7 Page 6 of 18 understand the facts and still choose to smoke, its suicidal, he says. And we cant encourage suicidal behavior. He acted as a commanding leader to enforce new policies and fire people who did not give up smoking. His instructed key executives to sell his initiatives and ready the employees for desired outcome. His visionary style coupled with coaching restored integrity, confidence and trust with employees. To motivate people, he incentivized employees for healthy outcomes and emerged as a pace-setting leader. As a democratic leader, Jim valued inputs and commitment through employee participation at quarterly meetings. Jim has been highly successful in Getting employees involved Scotts wellness program began with CEO Jim Hagedorns honest and straight-forward approach with his employees. Hagedorn wanted employees to know what he was up against. Using a PowerPoint presentation, he showed that his annual health-care bill had soared 42% since 1999, to $20 million, which amounted to 20% of the companys net profits n 2003. Getting employees policed Enforcing workplace programs especially related to such personal matters as smoking and eating is always a tricky issue, but Hagedorn, a former F-16 pilot was not one to be discouraged. Hiring a third-party firm to prevent managers from discriminating against subordinates, he managed to institute a smoking ban with the understanding that If people understand the facts and still choose to smoke, its suicidal, he says. And we cant encourage suicidal behavior. choose to smoke, its suicidal, ne says. And we cant encourage suicidal behavior. Getting employees the resources Well, talk about fitness is cheap, but Hagedorn puts his money where his health is: During one of Hagedorns straight-talk sessions, workers told him a company gym would make wellness easier to swallow. Done, Hagedorn s aid. But his vision went far beyond installing some StairMasters and throwing up health pointers on the Scotts intranet. Hagedorn built a soup-to-nuts medical and fitness center across the street from headquarters. Operated by Whole Health, the 24,000-square-foot facility cost $5 million and can meet pretty much any health-related need an employee ight have, including a drive-thru for free prescription drugs. When employers dont stop at Just making recommendations, but go that extra step to actually provide a convenient, usable service, everyone benefits. Get employees accountable Of course, you can provide the world of benefits to employees, but that benefit is only going to be as good as its usage. This is why: Scotts employees are now urged to take exhaustive health-risk assessments. Those who balk pay $40 a month more in premiums. Using data-mining software, Whole Health analysts scour the physical, mental, and family health histories of nearly every mployee and cross-reference that information with insurance-claims data. Health coaches identify which employees are at moderate to high risk. All of them are assigned a health coach who draws up an action plan. Those who dont comply pay $67 a month on top of the $40. We tried carrots, says Benefits Chief Pam Kuryla. Carrots didnt work. Its time people realize that their habits dont affect Just themselves but others too. Getting employees motivated (and rewarded! ) Often Hagedorn will walk around motivating people and making sure people are on the right track. He walks around campus Joking, slapping guts, and exhorting people o work out. And with rewards aplenty for good behavior general wellness at Scotts is only going one way up: Page 7 of 18 The nudging begets peer pressure. Gym rats earn special pins they display on ID badge lanyards; these have become a coveted status object. Competition for trips to Hawaii, free massages and facials, and other cash and prizes is fierce. One group of employees started having lunch together every day to keep each other from peeling out of the parking lot for a smoke. Doughnuts have disappeared. The message is: If youre not trying to do something to make yourself better, then youre going to pay ore, Getting employees results The best part of any program is seeing the results right before your eyes and employees ot Scotts are luck to be able to do so: So tar, the company says, more than 70% of headquarters staff belongs to the fitness center. The smoking-cessation program has already had a 30% success rate. The wellness program, which costs $4 million a year to run, is a financial drain. But the company expects it to pay for itself in three to four years. The Challenges from Tough Decisions The wellness initiatives raise some controversial questions One is that people could tart blaming unhealthy colleagues for helping push up premiums. Then there are the privacy and discrimination issues: How far should managers intrude into employees lives? Scotts has so far been able to avoid getting entangled in any legal issues and employees have whole heartedly supported the medical assessments keeping in faith the privacy safeguards. Some of the initiatives he introduced include: Opening a $5 million fitness and medical center at companys Marysville headquarters. The clinic employs two full-time doctors, five nurses, a dietician, counselor, and two physical therapists. Mandatory health assessment, have it evaluated by medical professionals and then follow recommendations to improve their health. Enforce higher premiums on employees who choose not to take the survey and those who dont follow the recommendations Force employees not to smoke ? even off the clock. Access to medical center for doctor consultation, personal and prescription drugs. Offer discounts on health-care premiums, free weight-loss and smoking-cessation programs, gratis gym memberships, counseling for emotional problems, and prizes like vacations or points that can be redeemed for gift cards. Use data-mining oftware, Whole Health analysts scour the physical, mental, and family health histories of nearly every employee and cross-reference that information with insurance-claims data. The wellness efforts of Jim Hagedorn have paid off, employees fiercely compete for corporate rewards instituted for following healthy habits. So far, the company says, more than 70% of headquarters staff belongs to the fitness center. The smoking-cessation program has already had a 30% success rate. The wellness program, which costs $4 million a year to run, is a financial drain. But the company expects it to pay for itself in three to four years. Other large companies have seen a 3-to-l return on investment in their wellness programs. The workplace is an ideal place to have a great impact on healthcare costs. First, they become aware of their personal physical problems, learn how to improve those problems and have support during their personal program. Then, the fiscal health of the company is improved when the health of each employee is improved; thus, the company is enabled to continue providing Jobs for its employees. Wellness programs are a win-win solution for employees, employers and our countrys economy. Thu 22 Apr 2010

santiago nasar el muerte essays

santiago nasar el muerte essays Crnica de una muerte anunciada Gabriel Garcia Mrquez naci el 6 de marzo de 1928 en Colombia, hijo de Gabriel Eligio Garcia, uno de 16 hijos. Cuando l era nis Mrquez Iguarn y Tranquilina Iguarn Corts. Despus de terminar la secundaria empez a escribir una novela "La casa". Fue a Cartagena Bogot para estudiar los Derechos y Ciencias Polà ­ticas de la Universidad Nacional de Publica. Pero el dejo su estudias del derecho y empez en el periodismo. Sus ideales izquierdistas le causo problemas con el dictador Laureano Gmez y el general Gustavo Rojas Pinilla, los problemas que tuvieron puso en el exilio a Mxico y Espaxico cuando estuvo en exilio. William Faulkner, el escritor norteamericano, fue usado por su ingenio como inspiracin de Gabriel Garcia Mrquez. En 1982 l recibi el Nobel de Literatura y fue permitido a regresar a su paà ­s, perdonado por el gobierno colombiana. Los obras de Gabriel Garcia Mrquez son; La hojarasca (1955), El coronel no tiene quien le escriba(1961), La mala hora(1962), Los funerales de l a Mam Grande(1962), Cien andida Erndira y su abuela desalmada(1972), Cuando era feliz e indocumentado(1973), El oton Carlota(1977), Crnica de una muerte anunciada(1981) El olor de la guayaba(1982), El amor en los tiempos del clera(1985), El general en su labertino(1989), Doce cuentos peregrinos(1992), Del amor y otros demonios(1994), Noticia de un secuestro(1996. Crnica de una muerte anunciada el lo que vamos a tratar. Esta novel...

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Management of Human Resource Assignment Example | Topics and Well Written Essays - 250 words

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Leadership Assessment Essay Example | Topics and Well Written Essays - 750 words

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Current problems with harm reduction and future direction

Current problems with harm reduction and future direction Any individual hoping to investigate what the problems and limitations of harm reduction are as it stands now and the direction it should go in, must be aware of the development of harm reduction as a solution to drug use. The individual will also need to further investigate the benefits and advantages of harm reduction. Five areas are particularly important when examining what the problems and limitations of harm reduction are. How harm reduction is defined and how it has developed over the past twenty-five years, the importance of harm reduction in relation to drugs and addiction, what the problems and limitations associated with harm reduction are, what the benefits and advantages associated with harm reduction are and what future direction harm reduction should go in. Each of these areas all need to be understood, with the awareness that the advantages of harm reduction far outweigh the disadvantages, allowing it to remain the one of the most important solutions for dealing with drug use and drug users. Of critical importance when examining what the problems and limitations of harm reduction are as it stands now and the direction it should go in, is to have some understanding of how harm reduction is defined and how it has developed over the past twenty-five years. Although very similar to one another, harm reduction and harm minimisation must be separated, with harm minimisation referring to Australias National Drug Strategy which includes supply reduction, demand reduction and harm reduction and harm reduction referring to programs designed to reduce harm (Australian National Council on Drugs 2004: 2). The term harm reduction itself can be defined as those policies and programs which seek to reduce or minimise the adverse health and social consequences of drug use without requiring an individual to discontinue drug use (Inciardi Harrison 1999: 3). By defining harm reduction in this way, it is able to recognise that many drug users are unwilling or unable to refrain from drug use and that there is a need to provide them with options which reduce the harms of continued use including overdose and the spread of disease (Inciardi Harrison 1999: 6). Not only does harm reduction aim at reducing the risks and harms associated with drug use it is also formulated around three central principles which have been proposed and developed by drug expert, Robert Westermeyer (Hanson et al. 2006: 534). The first is that excessive behaviours occur along a continuum of risk, in which moderate drug use has a lower risk of harm than that of extreme drug use (Hanson et al. 2006: 534). The second principal is that changing addictive behaviour is a stepwise process, complete abstinence being the final step, where in any move away from harms of drug use is a positive one (Hanson et al. 2006: 534). The final principal is that of sobriety simply isnt for everybody, which relates to the fact that some individuals are unable to cope with whatever circumstances they are in without drug use and that unfortunately drug use is a fact of life for some (Hanson et al. 2006: 534). Over the past twenty-five years, harm reduction has risen in prominence to become one of the central aspects of many drug policies and programs not only in Australia but around the world (Moore Fraser 2006: 3036). In the case of Australia harm reduction has been incorporated into the principles of harm minimisation which have been the framework for Australias National Drug Strategy since 1985 (Waller Rumball 2004: 40). Further adding to the rise in harm reductions popularity is acknowledgement that drug use and abuse is and has become a public health issue rather than a legal issue which can be solved with sanctions and prison (Inciardi Harrison 1999: 9). Not only has harm minimisation changed the way in which Australia deals with drug use and users but it has also changed many of societys attitudes and stereotypes about drug users (The Drug Prevention Network 2010). Rather society now thinks about the drug user in relationship to both the environment and circumstances in which they are using drugs and how best to reduce the harms of this drug use (The Drug Prevention Network 2010). Having gained an understanding of how harm reduction is defined and how it has developed over the past twenty- five years, the importance of harm reduction in relation to drugs and addiction can now be examined. It is also of crucial importance when examining what the problems and limitations of harm reduction are as it stands now and the direction it should go in, is to have some understanding of the importance of harm reduction in relation to drugs and addiction. The term drug itself has been best defined as being any substance which when entered or absorbed into the body may modify, alter and change one or more of its normal physical or mental functions (Cornwell Cornwell 1993: 7). The benefits of employing such a broad definition in relation to harm reduction, is that it incorporates any substances which are considered to be drugs but it also includes those which are not normally thought of as being drugs, such as food or sex as drugs, which are often perceived and understood differently within society but may also cause harm to the individual (Cornwell Cornwell 1993: 7). As the term addiction itself is rather ambiguous and difficult to define, alternate terms have often been adopted in place of or associated with addiction particularly that of drug or substance dependence which often serves to be most useful, especially in relation to harm reduction, as harm reduction may not completely eliminate the dependence (Marlatt 2002: 200). The term drug dependence has been defined as, the continual or persistent use of alcohol or other such drugs regardless of the problems related to the use of the drug, the uncontrollable and repetitive use of the drug may also result in a build up of tolerance to its effect as well as withdrawal symptoms when its use is reduced or stopped (American Psychiatric Association 2000: 192). Drug dependence can also be further expanded to incorporate the persistent desire that an individual may have to use a drug in large amounts or over extended periods, irrespective of its harmful effects (American Psychiatric Association 2000: 194). The importance of harm reduction in relation to drugs and addiction is further highlighted by the use of harm reduction methods and strategies on individuals who have become addicted to a drug (DiClemente 2006: 231). Harm reduction aims at reducing and preventing the harms of addictive drug use rather than stopping the addiction itself, although efforts to help the addict practise safer or decreased drug use may often lead to a complete abstinence from the drug (DiClemente 2006: 232). Although harm reduction methods can be controversial, they are often very effective, particularly in decreasing the spread several diseases often associated with drug use and addiction including HIV and hepatitis C (DiClemente 2006: 232). With a deeper understanding of the importance of harm reduction in relation to drugs and addiction, it can now be understood what the problems and limitations associated with harm reduction are. Furthermore it is of crucial importance when examining what the problems and limitations of harm reduction are as it stands now and the direction it should go in, is to have some understanding of what the problems and limitations associated with harm reduction are. There are several problems and limitations that are often associated with harm reduction, with the first of these being that harms are identified according to dominant middle class values (Miller 2001: 175). As harms are established according to these dominant values, they often do not take into account the values of those at greatest risk from harm, choosing rather to construct harm reduction strategies based upon the dominant values of society (Miller 2001: 176). Furthermore these same strategies are also based on cost efficiency, with economically beneficial strategies often being favoured over health or community beneficial ones (Miller 2001: 175). The next problem which will be examined is that, harm reduction often condones or encourages drug use even though it is attempting to reduce the risks (Abadinsky 2008: 417). As the main aim of harm reduction is to reduce the risks and not the use of drugs, messages may often be conveyed which condone the use of harmful drugs (Dale 2005). This criticism is particularly prevalent within school education as excessive education about the risks associated with drug use may instead create an aura of intrigue around the subject, which often appeals to a childs curiosity (Abadinsky 2008: 417). The third problem associated with harm reduction which will be examined is that, needle exchange schemes facilitate and make the transition to intravenous drug use easier and more appealing (Ghodse 2008: 264). These schemes actively provide drug users with easy access to injecting equipment, which makes the transition to injecting easier, which gives users less incentive to give up injecting and may al so persuade younger drug users to start injecting (Ghodse 2008: 265). The establishment of needle exchange facilities also create safe meeting spots for intravenous drug users, which strengthens both the social networks of users as well as the prevalence of intravenous drug use (Ghodse 2008: 265). The last problem associated with harm reduction which will be examined is that, harm minimisation fails to address the underlying reasons for drugs current legal status (Miller 2001: 173). As harm minimisation focuses on supply reduction, demand reduction and harm reduction it fails to examine the status of different drugs, choosing to rather label distinctions between them as irrelevant and unnecessary (Miller 2001: 173). Furthermore harm minimisation also fails to address the reasoning behind the massive profits which drug companies reap through the sale of drug substitutes particularly that of methadone, which indicates that the government also benefits financially from the sale of these substitutes (Miller 2001: 173). With a deeper understanding of what the problems and limitations associated with harm reduction are, it can now be understood what the benefits and advantages associated with harm reduction are. Equally, it is crucial when examining what the problems and limitations of harm reduction are as it stands now and the direction it should go in, is to have some understanding of what the benefits and advantages associated with harm reduction are. Just as there are several problems associated with harm reduction, there are also many benefits and advantages which are associated with it too, with the first of these being that harm reduction maintains a value-neutral standpoint (Keane 2003: 228). As harm reduction acknowledges that there is no ultimate solution to drug problems, pragmatic and rational strategies and solutions can be constructed and assessed through the objective calculation of consequences (Keane 2003: 228). Further adding to the value-neutrality of harm reduction is its refusal to support or oppose any view about drug use and drug users, except to the extent that its aims are based around reducing the harms of drug use (Keane 2003: 228). The next benefit which will be examined is that, needle exchange schemes are becoming more and more successful and widespread within society (Ghodse 2010: 264). Following the establishment of needle exchange schemes, their main aim is at keeping injecting drug users from sharing needles and transmitting blood bore diseases particularly that of HIV and hepatitis C (AVERT 2010). By providing injecting drug users with access to sterile equipment, they are also given access to drug treatment services (AVERT 2010). Since the implementation of needle exchange schemes within Australia, studies have found that needle sharing has decreased dramatically, with 32,000 HIV and around 100,000 hepatitis C infections being prevented in the last decade (AVERT 2010). The third benefit which will be examined is that, harm reduction is extremely cost beneficial (Petersen McBride 2002: 126). These cost benefits are particularly evidenced in relation to needle exchange schemes, as it is much cheaper and easier to implement these schemes than it is to treat people who have contracted HIV and hepatitis C (Petersen McBride 2002: 126). Harm reduction strategies also demonstrate their cost benefits through the ease in which these strategies have been adopted and implemented into the National Drug Strategy since 1985 (Inciardi Harrison 1999: 181). The last benefit associated with harm reduction which will be examined is that, education about the risks of drug use has profound and long term benefits particularly amongst children (Abadinsky 2008: 270). Education often occurs in several forms with many of these having no effect or harmful effects in the uptake of drugs, it is often education which teaches about the risks associated with drug use that have the greatest and most beneficial effect (Abadinsky 2008: 270). By educating and providing information to children about the risks of drug use, particularly those of potential health consequences, negative attitudes often develop towards drug use which deter them from using drugs (Abadinsky 2008: 270). With a deeper understanding of what the benefits and advantages associated with harm reduction are, it can now be understood what future direction harm reduction should go in. It is also of crucial importance when examining what the problems and limitations of harm reduction are as it stands now and the direction it should go in, is to have some understanding of what future direction harm reduction should go in. Although harm reduction has its problems and limitations, they are far outweighed by its benefits and advantages. In order for harm reduction to gain further strength and support it must continue in the same direction as it has been over the past twenty-five years, with an emphasis being placed upon retaining its value-neutrality where in does not support or oppose any one particular belief about drug use (Keane 2003: 228). Furthermore, in order for harm reduction remain as effective as it is, its main aim and priority must remain that of reducing the risks and consequences associated with drug use and the effect it may have on the individual and others within society (DiClemente 2006: 232). Although harm reduction must continue in the same direction, it must also gain improvement in several key areas particularly that of education about risks as well as the greater promotion of needle exchange schemes. Current education policies which aim at providing children with information and knowledge about the risks associated with drug use, often carry with them certain aspects of intrigue which appeal to a childs curiosity (Abadinsky 2008: 274). In order to improve and place a greater emphasis on education, campaigns such as just say no must be eliminated with an enhanced focus being placed upon imagery and documentaries which highlight the risks of drug use (Abadinsky 2008: 274). It is only by using imagery and presenting stories about these risks which have been experienced firsthand by many individuals, that education about the risks of drug use will improve and remove drug curiosity (Abadinsky 2008: 417). As effective as needle exchange schemes are, there is still much room for improvement, particularly in relation to the number and accessibility of these locations. The greatest downfall which faces needle exchange schemes is that they are not widely accessible throughout Australia, either because they have yet to be constructed or are unable to provide a suitable health services to injecting drug users (Hagan 2010). Government studies are also contributing to the need to increase and improve needle exchange locations, as almost 60,000 HIV and over 120,000 hepatitis C infections have been prevented over the past twenty years, which has also led to healthcare cost savings of over $1 billion (AVERT 2010). It is only by increasing and improving these facilities that the future spread of blood bore diseases will be reduced even further, as a direct result of implementing harm reduction strategies (AVERT 2010). With an understanding of what future direction harm reduction should go in, ind ividuals must remain aware that harm reduction must remain at the forefront of combating drug problems and issues, particularly in conjunction and alignment with harm minimisation. In conclusion, there are five particular areas that an individual should examine when investigating what the problems and limitations of harm reduction are as it stands now and the direction it should go in. They should gain an understanding of how harm reduction is defined and how it has developed over the past twenty-five years, along with the importance of harm reduction in relation to drugs and addiction as well as what the problems and limitations associated with harm reduction are and what the benefits and advantages associated with harm reduction are, which will allow them to understand what future direction harm reduction should go in. It is only by gaining an understanding into these areas that an individual can hope to be successful in examining what the problems and limitations of harm reduction are as it stands now and the direction it should go in.

Driving Essay -- essays research papers

I always thought learning how to drive would be easy until one afternoon when I was 14 I decided to teach myself how to drive. I found out that afternoon that driving is not that easy and cars aren’t made for running into ditches. From my experiences and others experiences I have found out that it is not easy to learn how to drive.   Ã‚  Ã‚  Ã‚  Ã‚  When first learning to drive you will definitely need a car and a person to teach you how to drive. I found out that if you first learn how to drive a manual it’s a piece of cake to drive an automatic. If you start out with learning to use a clutch then you have already got the hard part out of the way now you just have to learn the rules of the road.   Ã‚  Ã‚  Ã‚  Ã‚  After you learn how to drive a manual it will come so natural to you that you will wonder why you weren’t able to figure it out. First off to drive a manual you need steady feet and good hand eye coordination to shift. To start the car push in the clutch (far left pedal) and turn the key away from you. After starting the car keep the clutch in and put the shifter into first gear. Slowly let your foot off the clutch until you can feel a catch, and then apply a little gas to get the car going. It wont happen the first time you try it but by the time you get the hang of it the person in the passenger seat will need a neck brace from the car stalling time and time again.   Ã‚  Ã‚  Ã‚  Ã‚  When I was in the stage of learning how to d...

Explain How to Support Children and Young People According to Their Age, Needs and Abilities to Make Personal Choices and Experiences That Have a Positive Impact on Their Lives

CT232 Understand how to support positive outcomes for children and young people In addition to reading page 184 to 207 of your Heinemann level 3 diploma tex book please put together some notes which show you have researched this unit.. Once you have done this please email me your notes so they can be used as evidence. Your notes need to cover the following †¦ 1. 1 Describe the social, economic and cultural factors that will impact on the lives of children and young people They are many issues in our lives that can have an impact on children/young people, this could be Social factors Illness/disability- this can cause a child/children to miss out on a large chuck of the education and struggle to achieve due to them taking frequent visits to the hospital or that they have to stay at home most of the time. It may cause them to miss out on activities such as sports, which could leave them feeling isolated and full of resentment and may cause them to have behavioural problems. It can also cause people to misjudged them as lacking intelligence and therefore given challenge, leading to boredom and perceived disruptive behaviour If the child is the carer of parents with illness/disability this can lead to emotional difficulties, they may struggle to understand the role reversal they are experiencing, view themselves as being more mature than their peers which can result in them struggling to form friendships and may become resentful at missing out on the childhood and present challenging behaviour. They may suffer anxiety whilst away from home and worry about their parents, resulting failure to engage in their education. * Poor parental supervision/neglect- children need routine, guidance, love, boundaries, positive discipline etc†¦ Without these they will be constantly in conflict at school because they do not know or understand acceptable boundaries. They may be unaware of dangers they can face in life. They may have distorted view of their own abilities and may believe they are allowed to do what they want because they were never prevented. They believe they are unloved, unimportant and unvalued and as they grow older this could lead to depression and self harm. Lack of boundaries could result in them becoming involved in crime and anti-social behaviour. Neglect could lead to health problems through malnutrition. They may struggle to form social relationships because of their lack of personal hygiene. Poor clothing could lead to bulling and teasing, causing them to be withdrawn and become isolated. Offending or anti-social behaviour- children who breaks the law may run the risk of being excluded from school or their family being evicted from their social housing accommodation a child could be taken into care for various reasons such as a parent could be imprison, this could cause a child to be emotional stress. The child may perceive the behaviour as normal or acceptable. It may result in them making some bad person choice and would result in them suffering a disruptive education and struggle to form long term stable fr iendships * Addictions- the impact on addictions can be varied. They can suffer health problems. If their mother had a drug or alcohol problem during pregnancy. They may suffer from neglect, abuse /violence. If they have younger siblings they may find themselves responsible for their care and therefore may suffer stress and feel isolated. They may feel scared and find it difficult to speak to people for fear of getting in trouble or going into care. They may ultimately find themselves in care if the addiction results in their parents being unable to care for them. They may become involved in crime to support their family. At school they may be disruptive or withdrawn, have mood swings and outbursts of violence * Bereavement and parent’s separation- this can leave a child feeling very insecure and frightened. They may become quiet and withdrawn. They may become very emotional, clingy and tearful or become violent and abusive. They may feel angry, let down and abandoned. Their work and concentration at school may suffer as a result of any stress and worry they may be feeling. They may suffer poverty as a result of a fall inthe household income and also suffer a dramatic change in lifestyle that leave them confused. Cultural factors * Religious beliefs and customs- children may have to attend a school associated with their religion, and may therefore receive a less balanced education. They may struggle to understand other people‘s religion or lifestyle choices, especially if it goes against what they are taught. They may become confuse or isolated and struggle to interact with the wider community. They may also experience or witness abuse on the grounds of their religious beliefs and customs, leaving them not only confused and isolated but fearful. * Ethnic beliefs and customs- children may have different form of clothing, customs which could lead to them being teased or bullied. Their culture ma view interaction between men and women, women and women or men and men in a different way and the children will struggle to recognise what is acceptable at school as it differs from home. This could cause them to come into conflict with school rules or to be perceived as a trouble maker. Economical factors * Education- children whose parents have had poor education or lack numeracy and literacy skills can or may struggle at school, their parents may show little or no interest in their education and as a result they themselves may also lose interest and starts miss behaving in class or follow in the wrong crowd of friend which will lead to them failing in their education and struggle to get employment as an adult * Poverty- this can result from low income, unemployment, parental separation, illness or disability, addictions, or criminal activities. Children may suffer malnutrition or a poor diet as a result of their parents being unable to afford quality food. This could result in lack of concentration or poor performance at school. They could also suffer other health related issues. They may be the subject of bullying as a result of their clothing or because they do not have the latest ‘must have’ accessories. They will probably miss out on further education due to the costs involved, or as a result of the need to find employment to help support the family. * Poor housing- One of the side effects of poverty is poor housing. People on low income are often dependent on local authority housing. This may result in overcrowding, for example being housed in a bedsit or home with insufficient bedrooms. This means the child has no privacy, or personal space. They may struggle with homework and course work because of the lack of a quiet space in which to complete it. The housing provided may be of a poor quality – suffering damp or be in disrepair. This could have a detrimental effect on the child’s health – causing asthma or frequent colds and coughs. It will probably be in a less desirable area or could be in an area with social disorder problems. This may result in the children becoming isolated, as their parents may be fearful of letting them out to play or they may themselves become involved in anti-social behaviour and criminal activities. Although dealt with separately, many of these factors are interconnected; unemployment or low income can lead to poor housing. Poor housing can lead to health problems, which can lead to frequent school absences. They will not only affect the child’s present lifestyle and health, but also their future, right through to adulthood. This pattern could then continue into the lives of their children. Without support and intervention, they and their families could find themselves trapped in a cycle of disadvantage 1. 2 Explain the importance and impact of poverty on outcomes and life chances for children and young people 1. 3 Explain the role of children and young people? s personal choices and experiences on their outcomes and life chances 2. Identify the positive outcomes for children and young people that practitioners should be striving to achieve 2. 2 Explain the importance of designing services around the needs of children and young people 2. 3 Explain the importance of active participation of children and young people in decisions affecting their lives 2. 4 Explain how to support children and young people according to their age, needs and abilities to make personal choices and experie nces that have a positive impact on their lives 1. Explain the importance and impact of poverty on outcomes and life chances for children and young people 1. 3 Explain the role of children and young people? s personal choices and experiences on their outcomes and life chances 2. 1 Identify the positive outcomes for children and young people that practitioners should be striving to achieve The EYFS states that every child matters and that they should all be given opportunity to achieve the every child matter five learn goals outcome and that practitioners should place emphasises so that they may be able to achieve on every level of the five learning goals. This means that as professionals that we help and encourage the children to be healthy, by giving them healthy meals/snacks at appropriate times. We encourage the children to drink water. Help them to cope with everyday life such as personal stress, help to build their self esteem. Encourage them in the right direction about their physical, mental, emotional, sexual health and to avoid drug taking. The EYFS works within the Every child Matters (children’s Act 2004) and links to the statutory framework: 2. Explain the importance of designing services around the needs of children and young people it is Important to design services around needs because it makes best use of the money we have, it targets the services properly, so doesn't waste time or resources. Putting the child at the centre means, rather than it being about adults and what they want, it is actually about what the child NEEDS. 2. 3 Explain the importance of active participation of children and young people in dec isions affecting their lives it is Important for them to participate actively because that way they feel (awful phrase) ‘ownership', i. . if they feel they ‘own it', they are more likely to respond to it and use it, also it's just basic common sense that they should decide – they know what they need (mostly) after all. 2. 4 Explain how to support children and young people according to their age, needs and abilities to make personal choices and experiences that have a positive impact on their lives 3. 1 Explain the potential impact of disability on the outcomes and life chances of children and young people 3. 2 Explain the importance of positive attitudes towards disability and specific requirements 3. Explain the social and medical models of disability and the impact of each on practice 3. 4 Explain the different types of support that are available for disabled children and young people and those with specific requirements 4. 1 Explain the meaning of equality, div ersity and inclusion in the context of positive outcomes for children and young people 4. 2 Compare, giving examples, ways in which services for children, young people and their carers take account of and promote equality, diversity and inclusion to promote positive outcomes

Costco case Analysis Essay

1. What is Costco’s business model? Is the company’s business model appealing? Why or why not? Costco’s business model is focused on producing high sales volumes and rapid inventory turnover by offering members low prices on a limited selection of national name brands and select private-label products in a wide range variety. Costco is focused in low-cost strategy is concentrated on a narrow buy segment and out competing rivals by having lower costs, therefore being able serve a niche consumers at a lower price. (Gamble, John and Thompson, Arthur (2009). Costco’s business model is appealing because they are able to continually sell to a niche market. This niche market has annual income which ranges from $75,000 to $100,000 or more a year. By offering the best products possible at lower price, they are able to have these members return. Presently there are 47,679,000 card holders which include Executive members, Business member, Primary cardholders and Add-on cardholders. Whereas Costco has offered the most popular products in order to have a rapid turn-over. Cost co has proven that there business strategy has worked by continually producing higher net sale. 2. What are the chief elements of Costco’s strategy? How good is the strategy? Strategy is the organization’s pre selected that means to achieve its goals or objectives, while keeping in view current and future external conditions. Costco’s strategy’s elements are low prices, limited product lines and selection and treasure hunt shopping environment. Costco’s is following cost leadership strategy which is good because on this base they can compete with their competitors. By limited product lines and limited selection they are offering limited 4000 items which are less as compared to its competitors. Costco’s is adopted market development strategy by capturing new markets for existing products. Also it provides such product at low prices to its members which they believe will not be available in next visit. This works as an incentive and members try to take maximum advantage and therefore Costco’s sales volume increases. At Costco’s warehouse products are not offered in every size. The strategy they followed is th at by offering every size their efficiency will decrease therefore it is said intelligent loss of sales. 3. Do you think Jim Sinegal has been an effective CEO? What grades would you give him in leading the process of crafting and executing Costco’s strategy? What support can you offer for  these grades? Refer to figure 2.1 in Chapter in developing your answers. Jim Sinegal is an effective CEO after gone through the case study. There are various reasons which show that Mr. Jim Sinegal was responsible to lead the path of strategy effectively. First, Jim Sinegal had made a transparent and well defined planned path for the Costco to follow. He was the only person in the company for the preparation of business model and appreciated over the growth of the strategy of the company. He had know how skills and created an environment to offer treasure hunt in the stores and maintain low prices and helps in promoting large volume of store traffic that helped in building quick turnover of inventory. He was responsible for driving the ability of the company to achieve yearly sales nearly to $130 million per store. According to the case study Sinegal had performed excellent job in the execution of the strategy process at Costco. He performed three functions in the company as producer, knowledgeable critic and director. He went to stores for investigation for checking out the performance of store managers and asked various questions from them, about the performance of stores and told them to do more work on their weak areas. In this case, when Sinegal found answers to his questions less than expected than he told store managers to do more research and come back with sufficient information. 4. What core values or business principle has Jim Sinegal stressed at Costco? The main business principle activity of Costco is to provide high value to users by offering global and local tag products at low prices, also it integrates its employees in a very nicely way. Jim Sinegal wanted to say that these two principal activities reflected in working environment of Costco which makes them profitable throughout the world as compared to other conventional wholesalers and merchandisers. 5. (in the event you have covered Chapter 3) What is competition like in the North America wholesale club industry? Which of the five competitive forces is strongest and why? Use the information in Figures 3.4, 3.5, 3.6, 3.7, and 3.8 (and the related discussions in Chapter 3) to do a complete five-forces analysis of competition in the North American wholesale club industry. The wholesale club industry has evolved into a common oligopoly just as other major industries have. The â€Å"big three† of this industry are Costco, Sam’s Club, and BJ’s. A five forces analysis will be examined in regards to the wholesale club industry. Force one, barriers to entry; the three companies  are at an advantage because of the difficulty of new firms entering the industry. They accomplish economies of scale and scope due to the size and volume of their sales by buying and selling more goods on a larger scale with lower costs. It would take a considerable amount of time for a new entrant to achieve the benefits of economies of scale. The capital requirements are large due to the construction of buildings and acquisition of land and licenses. Only companies with an established distribution network would have a fair chance of entering the industry. Force two, the threat of substitutes, is not a factor because the service they offer is not offered by other outside competitors. Force three, the bargaining power of buyers, is the strongest force working in the favor of the industry. This is so because buyers cannot negotiate the price. The main reason customers come to wholesale clubs is they are attracted by the already low prices and value of buying in bulk. Force four, the bargaining power of suppliers could come into play if a more favorable opportunity presents itself in the general retail industry. Wholesale clubs offer only a percentage of the products that a general retailer does. A key strategy of Costco is aimed squarely at selling top-quality merchandise at prices consistently below what other wholesalers or retailers charge. Force fifth, rivalry among existing players, is not a major factor. Costco, the runaway leader presently, offers the â€Å"treasure hunt† deals where extreme bargains are offered for short, unannounced periods of time. This creates buzz amongst customers by enticing them to return on a consistent basis to explore what â€Å"treasures† are available. BJ’s sets itself apart by being the only club among the three to accept manufacturer’s coupons. They also are the only club to accept all four major credit cards, MasterCard, Visa, Discover, and American Express, at all locations. They also offer a broader assortment of items as compared to Sam’s and Costco. 6. Base on the data in case Exhibits 1 and 4, is Costco’s financial performance superior to that at Sam’s Club and BJ’s wholesale? 7. Does the data in case Exhibit Exhibit 2 indicate that Costco’s expansion outside the U.S. is financially successful? Why or why not? 8. How well is Costco performing from a strategic perspective? Does Costco enjoy a competitive advantage over Sam’s Club? Over BJ’S Whole sale? If so, what is the nature of its competitive advantage? Does Costco have a winning strategy? Why or why not? Costco has been playing very successful in the wholesaling industry as it can be seen from its business strategies. First of all, for the purpose of supporting the Costco’s business model of generating high sales volumes and rapid inventory turnover, Costco members are given a limited selection of nationally branded and select private label products in a wide range of merchandise categories. Then Costco combine its rapid inventory turnover with the operating efficiencies to run the business profitably at significant lower gross margins than traditional wholesales, mass merchandisers, supermarkets and supercenters. As a result, Costco takes advantages of its high sales volume and rapid inventory turnover to obtain the benefits of early payment discounts from merchandise vendors due to the high sales volume and rapid inventory turnover allow Costco to generate enough cash in account. Secondly, the pricing strategy of Costco is key factors to support the low price business strategy which is to cap the margins on branded name merchandise at 14 percent so that its members can buy with low price. Thirdly, Costco focus to offer limited selection that is about 4000 items with fast selling models, sizes and colors, and target the small businesses for its commercial and professional models selling. Furthermore, advertising and sales campaigns are not being used frequently by Costco for the marketing strategy and the company only launches campaigns for new warehouse openings. In addition, Costco also use direct mail to prospective new members occasionally and direct mail programs promoting selected merchandise to members regularly. Opening more new warehouses, building an ever larger and fiercely loyal membership base and employing well executed merchandising techniques to encourage members to shopping more frequently with big trip are the main central growth strategy of Costco. Moreover, online shopping is another alternative that Costco offered to members so as to make their shopping more convenient rather than switch to competitors. In addition, Majority of merchandise is owned by Costco, and the company also builds direct buying relationships with many producers of national brand name merchandise and manufacturers and this result in the available of flexible alternatives of suppliers for Costco in anytime to  have sufficient of stocked merchandise. Also, Costco’s membership base and member demographics contains powerful buying ability as it mainly target the individual customers with minimum income of $75000 and 30 percent of the targeted customers earn more than $100000 annually. For the purpose of executing Costco’s strategy successfully, the company offer biannual bonuses and full spectrum of benefits for its employees. More important, the promoting opportunities will consider the insiders first based on the company policy. Other factors that determine the success of Costco also include the business philosophy, values and code of ethics such as obey the law and governmental regulations, take of members, take of employees, respect suppliers and business partners, and reward the shareholders. Costco is beating both Sam’s Club and BJ’s wholesale in net sales and market share. However, Sam’s Club has launched an aggressive campaign to increase its market share. 9. Are Costco’s prices too low? Why or why not? Yes, because the gross profit margin falls into the normal range for this industry. However, it should be trending upward and as you can see it is actually decreasing slightly. If this trend continues, steps will need to be taken to correct the problem. Another probability indicator, return on stockholder equity indicates that the company has a problem. Average returns are around 12%, which Costco was nearing in 2004 and 2005. In2006, the company experienced a sharp decline which is causing for concern. Investigate this decline. It could be due to low profits after taxes. If the pricing is too low, this can happen. Currently, Sinegal, admittedly, tries to sell products at the lowest price possible for longevity. However, if the investors in the firm are not making appropriate returns for the risk, they will invest elsewhere. The current ratio figure is in the average range but on the decline. The debt to equity shows a strong balance sheet and low levels of debt. It is trending downward. The inventory turnover rate is slightly higher than average, indicating that Costco is outperforming competitors in moving product. Also cause for concern is the fact that the working capital is shrinking. This might indicate the inability to expand without a loan. 10. What do you think of Costco’s compensation practices? Does it surprise you that Costco employees apparently are rather  well-compensated? Costco’s compensation and benefits are higher than those at walmart. Salaried employees in Costco warehouses could earn anywhere from $30000 to $125000 anually. Costco employees enjoyed a benefit package that included the following points. Health and dental care plans. A dependant care reimbursement plan. Confidential professional counseling services. Company paid long term disability coverage equal to 60%,of earning for workers that were out for more than 180 days on a non-worker’s compensationleave of absence. 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