New Business of Sony

Executive Summary Sony is going to start a new business in Saudi Arabia as a part of its brand expansion. However, the purpose of this paper is to discuss the background of the company, internal strengths and weaknesses, external opportunities and threats of the new projects of Sony and Michael Porter’s Five Generic Strategies and environmental situation analysis.Advertising We will write a custom research paper sample on New Business of Sony specifically for you for only $16.05 $11/page Learn More Introduction Sony Corporation was formed in 1946 with center of operations in Japan and this company is the world’s largest media conglomerate, one of the biggest manufacturers of the electronics items and worldwide top 20 semiconductors leader of sales, which generates revenue by more than  ¥7,214.0 billion. Moreover, Sony uses complicated organizational structure in order to control the functions of its outlets and according to the structure, Howard Stringer is the chairperson, CEO, and head of company amongst delegate business decision-making officials of Sony, whilst Ryoji-Chubachi is the vice-chairman, Kazuo-Hirai is the administrative deputy-president, etc. Company Background Before starting a new telecommunication business in Saudi Arabia, it is important for Sony to focus on its current position and background to help the concerned strategy makers to designate the way in which it would be best for the company to accomplish its new business project. In order to do so, it is necessary to consider its financial position, product lines, competitive forces, as well as the performance of Sony in stock market. It is arguable that the firm has categorized into seven major production departments, as the main manufactured items of the firm comprises auditory, video, TV, ICT devices, electrical apparatuses, and semi conductors; the following table shows the five years financial overview generated by each of the production de partments of the firm for a better understanding of its financial background – Factors Determining the Financial Position Yr – 03/ 2008 Yr – 03/ 2009 Yr – 03/ 2010 Yr – 03/ 2011 Revenues –  ¥ 8,201,839 m  ¥ 7,110,053 m  ¥ 6,293,005 m  ¥ 6,304,401 m Total Revenues –  ¥ 8,871,414 m  ¥ 7,729,993 m  ¥ 7,213,998 m  ¥ 7,181,273 m Cost of Goods-Sold  ¥ 6,278,075 m  ¥ 5,660,504 m  ¥ 4,872,042 m  ¥ 4,826,612 m Gross-Profit  ¥ 2,063,033 m  ¥ 1,521,664 m  ¥ 1,670,406 m  ¥ 1,678,873 m Total General-sales and Admin-Expenses  ¥ 1,707,650 m  ¥ 1,629,705 m  ¥ 1,470,901 m  ¥ 1,464,063 m Other Operating-Expenses  ¥ 1,707,650 m  ¥ 1,629,705 m  ¥ 1,470,901 m  ¥ 1,464,063 m Operating-Income  ¥ 355,383 m  ¥ – 108,041 m  ¥ 199,505 m  ¥ 214,810 m Net Interest-Expense  ¥ 411,341 m  ¥ – 2,059 m  ¥ – 9,314 m  ¥ – 12,126 m Earnings of continued-Operat ions  ¥ 363,656 m  ¥ – 102,214 m  ¥ 12,954 m  ¥ – 220,326 m Net-Income  ¥ 369,435 m  ¥ – 98,938 m  ¥ – 40,802 m  ¥ – 259,585 m Table 1: Financial Overview of Sony Corporation Source: Self generated from Bloomberg Businessweek (2011)Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More As shown in the figure below, the business has suffered awfully during the global financial crisis due to the reason that the demand fell tremendously. Although the business possesses a strong financial background as discussed above, this crisis put a great adverse impact over the company. However, although the business started recovering from the very beginning of 2010, the recent creeping inflation, and the slight presence of recession that started from September 2011, has again caused a sudden drop on the share prices of the business, which is goin g below gradually – Figure 1: Basic chart of Sony Corporation Source: Bloomberg Businessweek (2011) According to Bloomberg Businessweek (2011), Sony Corporation disclosed its estimated first quarter report in September 2011 and the graph below shows that the quarterly turnovers are not as impressive as it was supposed to be owing to the size and business structure of Sony as the expected quarterly revenues are $1.5 trillion, which prepared by the eight analysts. However, these turnovers are quite lower than the last financial year by about 5.4 percent, which means that the new stroke of the recession has already started to hit the firm’s revenues once again like 2008 –Advertising We will write a custom research paper sample on New Business of Sony specifically for you for only $16.05 $11/page Learn More Figure 2: First quarter revenues 2012 of Sony Corporation Source: Reuters (2011) The Mission and Vision of Sony Corporation Dogru er, Ferzly, and Nguyen (2001) argues that the company’s mission is to build up a broad-range of innovative-products and multimedia services that can assure consumers’ access to let them enjoy digital entertainment by making sure synergy between segments within the group; so, Sony’s aim is to create new worlds of entertainment continuously that can be present on variously assorted arenas. According to Sony Corporation (2011), the company’s vision is to generate thrillingly new-fangled digital pursuit experiences for customers by bringing collectively forward-looking products with generation of latest contents and services; the main focus is to strengthen Sony’s much repeated electronics business and preserve market leadership in high profile areas such as TVs, digital imaging, home video equipment, and transportable audio. Sony’s visions connect the entire firm; it aims to experience the ecstasy of progressing by applying technology for assis tance of community, endorse education of science amongst people, reconstruct Japan, and to raise the country’s traditions through vibrant scientific and manufacturing actions, direct all workers in every segment along trails that escort to pioneering and exciting ways to enhance the world. Moreover, as Sony’s new vision is to start a new business in Saudi Arabia concerning telecommunication services, it would start to focus on developing the networking of the country by expending more on the research and development department in order to bring up new technologies that Saudi Arabians have never ever experienced before.Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More SWOT Analysis of Sony’s New Business Strengths Brand Awareness: Sony’s brand image has great influence on the global customers, which always help this company to diversify product line and expand its business in new marketplace. Employees: This Company has more than 168,200 employees who are working with team spirit to face any challenge in the competitive market and to increase loyal customer base in global market. However, the experience of the workforce would assist the management of Sony to introduce telecommunication services in Saudi Arabia. Financial position: according to 2010 income statements, it generated consolidated-sales and operating income of  ¥7,181,300m, which indicates this Company has enough financial capabilities to establish telecommunication network in Saudi Arabia; however, the subsequent table shows the financial capabilities of SONY – Variables 2008 (Yen) 2009 (Yen) 2010 (Yen) Sales and operating revenue 8.90 trillions 7.70 trill ions 7.20 trillions Operating income (loss) 475.30 billions (227.80) billions 31.80 billions RD investment 520.60 billions 497.30 billions 432.0 billions ROE 10.8% -3.1% -1.4% Table 1: Financial information of Sony Source: Self generated from Sony Corporation (2010) Technology: This is one of the most important factors for Sony, as the company needs to upgrade product line and services considering market demand as well as competitors’ product range. However, the marketers of new business plan would like to capture the Saudi market by offering different value added telecommunication services and strong strategic network of vendors by developing technology; so, they would invest large amount for technological advancement to ensure the best telecommunication services. Quality: Sony provides highest efforts on quality products and it has considered an icon for high quality products, so, the customers of global market are highly satisfied with this brand, for example, Son y television and other electronics successfully captured about 22% shares of the European market in 2009 and retail sales revenue from such electronics products were approximately  £10.0 bn. Rapid Expansion: According to the annual report 2010 of this company, Sony experienced huge success in case of global expansion because of quality, price of the products, marketing strategies, human resource plan, strong leadership, and so on. Thus, business expansion and new product developments are the key strategies of Sony that inspire the company to offer telecommunication services in the Saudi Arabia as this country provides some facilities to the foreign companies to enter this market. Corporate Governance: the Board members of Sony maintain corporate governance system with high degree of compliance with general norms of corporate practice and pay care to the local legislation, follow Companies Act 2006 and the guidance of the recommendations of the reports and so on. Corporate Social R esponsibility: In addition, the CSR practices of the company would help the company operate its telecommunication services in KSA as it has a significant level of budgetary involvement for development of CSR[1] policy and practice. Customer Base: However, the strong base of loyal customers has turned as competitive advantage of the company and the existing customer base is gradually increasing, which would be core competence in Saudi market in order to develop its telecommunication services. Weakness Operating costs: Under the pressure of adverse economic position, the risk of high operating costs can be one of the major weak points for Sony’s new business while business expansion in the foreign country is a costly process. Others: the external environment of the business, pricing, and availability of products and services for all sorts of customers, relatively small budget for promotional activities, and expatriates management are the weak points to operate Saudi Market. Fi gure 3: SWOT Analysis of Sony Source: Self generated from Opportunities Long Experience: Sony has long experience to continue its journey with remarkable footprint in the market, as this company was established in 1946 and become market leader of electronic market in EU zone. Market leadership: At the same time, Sony is also popular to the customers of Asian Countries and it has enough financial capabilities to expand its market with new products and it has the opportunity to be the market leader within the target period; thus, it would be able to capture a significant part of market share of Saudi Telecommunication industry. Cross-cultural centre: As a large multinational company, this company has opportunity to increase its brand awareness in Saudi market by adopting effective strategies, using capital more efficiently, and providing special facilities to the expatriates. Demand: Telecommunication is a prospective sector of Saudi Arabia as numbers of subscribers of both local and foreign telecommunication companies are rapidly increasing here, for instance, Etihad Etisalat Company (Mobily) attracted more than 17.0 million subscribers within six months of its operation. Easy to enter: Saudi Arabia is now member of World Tread Organization, which gives the opportunity to the multinationals to enter this market easily by applying any entry mode strategies, such as, joint venture or partnership; therefore, Sony has scope to joint venture with any renowned telecommunication company like Saudi Telecom Company (STC). Diversification: According to the annual report 2010 of Sony Corporation, it is highly diversified company and it diversified its products both vertically and horizontally; consequently, new business project of Sony has scope to increase integrate profits within very short period. Threats Competitors: The existence of strong competitors in this market are one of the main threats for Sony Corporation while the competitors offer networking, internet and telecommunication services at lower price and use effective strategies considering their local culture. However, Saudi Telecom Company (STC), Arabian Internet Communication Services, and Etihad Etisalat Company (Mobily) are the market leaders, those offer landlines, mobile phone, and internet service and so on. Global Financial Crisis: It has huge financial risks to invest large fund in economic downturn and unstable market; therefore, the Board of Directors of Sony may not pass the investment plan, which would design to introduce telecommunication service in Saudi Arabia. Merger: Merger with foreign companies may also subject of financial risks and it can destroy the image and originality of the product line of the parent company; therefore, it can fail to capture expected market share due to high competition and cultural gap. Legal issues: Multinational companies are not interested to operate their business in Saudi Market due to frequent change of regulation and strict Islamic l aw, as it increases the costs to mitigate legal claims. In addition, multinational companies like Coca-cola, Starbucks, and Sony Corporation pointed out that it is difficult for the company to practice their key values and corporate codes in KSA, for instance, Coca-cola experienced problem to promote products, Starbucks complained against the strict law for women and Sony ensured equal opportunities for all but here it is not possible to practice. Porter’s Five Forces or Micro Environment Analysis of Sony Threat of New Entrants: Threat of New Entrants is very low because of large investment required to enter telecommunication industry and it is difficult for any company to follow the rules and regulations of Saudi Arabia at initial stage. However, well-established multinational companies enter this prospective market by using several entry route strategies, such as they apply Joint Venture strategy to share competitive advantage and resources of other company; Bargaining Powe r of Customers: This power is relatively high in Saudi telecommunication sector as the customers are highly concern about the price of the products along with the quality of the telecommunication service; therefore, most of the Telecommunication service providers in Saudi Arabia try to offer quality service at low price. As a result, the switching off costs become too low to purchase the products of another company while the purchasing power of the Saudi Arabian customers are too high, therefore, the concept of customer loyalty is totally absent in the telecommunication industry of KSA. However, figure four shows Porter’s five forces Figure 4: Porter 5 forces of Sony Source: Self generated Bargaining Power of Suppliers: According to the report of telecommunication service providers in Saudi Arabia, the bargaining power of the suppliers is moderately high. However, technological support providers, machinery suppliers, and other raw material suppliers are the key suppliers in the telecommunication industry; therefore, Sony needs to maintain good relationship with the suppliers by imputing flexible provisions in the agreement and clearing dues on time. Threat of Substitutes: At present, the bargaining power of substitute products is too high in telecommunication industry, for instance, the customer can contact using e-mail service and can talk using Yahoo messengers, Google messengers, skype and so on. As a result, the importance of telephone for communication has reduced slowly, but this company can experience lose if the customers become more familiar with the services of substitute products. Competitive Rivalry: The competition among existing companies is extremely high as market leader of Saudi Telecommunication industry was losing market share due to high competitive market and new entrants; however, the following tables show the Financial Overview of STC and Mobily to compare the position of an old and a new company in this industry. Variables 20 08 (SR’ m) 2009 (SR’ m) 2010 (SR’ m) Total assets 26,600.45 29,220.21 29,538.41 Total liabilities 57,200.26 58,754.53 57,316.57 Total Equity 42,561.88 50,832.95 53,464.35 Total operating expenses (33,566.43) (18,187.11) (19,344.29) Operating Income 13,902.94 12,813.59 10,978.31 Net income (loss) 11,037.85 12,021.73 11,037.85 Table 2: Financial Overview of STC Source: Self generated from STC (2010) Variables 2008 (SR’ m) 2009 (SR’ m) 2010 (SR’ m) Total assets 27,191.55 30,821.79 33,430.45 Total liabilities 17,437.24 17,850.78 18,578.61 Total Equity 9,754.31 12,243.18 15,576.66 Total operating expenses (3,525.14) (4,338.67) (4,428.63) Gross Profit 6,021.05 7,546.55 8,783.42 Net income (loss) 2,091.783 3,013.87 4,211.48 Table 3: Financial Overview of Mobily Source: self-generated from Mobily (2010) Porter’s Generic Strategies for Sony’s New Telecommunications Business In order to start a new teleco mmunication business in Saudi Arabia, it is essential for Sony Corporation to identify a suitable strategy through which it would be able to compete more aggressively in the extensive rivalry on the telecommunication sector of Saudi Arabia. The following table shows three generic strategies introduced by Michael Porter, which would help the firm’s strategy makers to decide which one of these would suit the firm best to inaugurate the new business and bring about success at the very beginning of penetrating the market. The explanations of the generic strategies are given below to help the firm in making the decision about the choice of the initial market entry strategy- Generic Strategies Cost Leadership Differentiation Focus Assessment of the strategy and suitability Cost leadership means charging the customers with the lowest per unit (or average) cost in the industry; however, achieving a low cost position usually requires some resources and skills to enable low cost production, for example, massive capital investment in new technology that leads to large market share in the long-run, continued capital investment to maintain cost advantage through economies of scale and market share, developing cheaper ways to produce existing products, intensive monitoring of labor, where workers frequently have an incentive-based pay structure, etc Differentiating the product offering of a firm means building something that has perceived industry wide as being unique – it is a mean of making a firm’s own market to some extent; however, several approaches of differentiation are present that includes different design, brand image, number of features, etc; moreover, achieving a successful differentiation usually requires exclusivity, strong marketing skills, product innovation, applied RD, customer support; and less emphasis on incentive based pay structure Cost focus The corporation can make use of the cost leadership or differentiation approach with consideration of the focus strategy; so, if Sony uses the cost focus approach, it would simply aim for a cost advantage in its intended market section or present a range of interestingly priced items to a diminutive and specialized faction of purchasers Why this strategy is safe Why this strategy is safe Differentiation focus It protects the firm from powerful buyers who can drive price down only to the level of the next most efficient producer besides of defending against powerful suppliers; moreover, cost leadership provides elasticity to soak up an increase in input costs, whilst rivals may not have this flexibility; conversely, the factors that lead to cost leadership also provide entry barriers in many instances; economies of scale require probable rivals to come into the industry with considerable capacity to manufacture, and this means the cost of entry may be excessive to many potential competitors It insulates a firm from competitive rivalry by creating brand loya lty and reduces the price elasticity of demand by making consumers less sensitive to price changes in the products; besides, distinctiveness, almost by definition, builds barriers and reduces substitutes; in addition, this leads to higher margins, which reduces the need for a low-cost advantage; conversely, higher margins give the firm room to deal with powerful suppliers; differentiation also mitigates buyer power since buyers now have fewer alternatives As firms could make use of the focus strategy by focusing on a particular alcove in the market and presenting specialized products for that niche, if a company is using the differentiation focus approach, it would endeavor for differentiation in its target segment merely, and not in the entire market; it is arguable that this strategy provides the company the possibility to charge a premium price for superior quality Table 4: Porter’s Generic Strategies for New Telecommunications Business Source: Self generated In cost le adership, Sony will have to become the lowest cost producer in telecommunications business industry; the sources of cost advantage would vary depending on the structure of the industry in KSA; this may include pursuit of economies of scale, proprietary-technology, preferential-access to raw-materials and other factors; a low cost producer must find and exploit all sources of cost advantage. If Sony can attain and prolong general cost leadership, then it will be an above-average player in its industry, provided it can command prices at or near the industry-average; with this strategy, the objective is to become the lowest-cost manufacturer in the industry; many (perhaps all) market fragments in the industry are supplied with the importance placed to minimize costs. If the attained selling charge is at least alike (or close to) the average of the market, then the cheapest manufacturer would get pleasure from the best profits; however, this strategy is frequently connected with all-enc ompassing companies offering â€Å"standard† items with comparatively small differentiations that are absolutely satisfactory to the majority of consumers; moreover, this strategy further increases market share. In differentiation strategy, firms try to be idiosyncratic in the market for several characteristics that have extensively appreciated by buyers; they choose features that many purchasers distinguish as noteworthy, and so exclusively position the business to meet those needs; additionally, they are rewarded for its uniqueness with a premium price; however, clear reasons to prefer the product should be present. This strategy comprises choosing one or more principles used by buyers in a market – and then positioning the business exceptionally to meet those criteria; it is usually allied with indicting a premium price for the item habitually to mirror the superior production costs and additional value-added features provided for the consumers; differentiation more than covers the additional production costs. Focus strategy rests on the alternative of contracted competitive scope within an industry, as the focuser selects a section or group of segments in the market and tailors its strategy to serving them to the segregation of others; the focus strategy has two alternatives – cost and differentiation focus; in cost focus firm seeks cost advantage in its target segment. Here, a business seeks a lower cost advantage just in or on a little number of market sections; moreover, the manufactured goods would be fundamental – possibly a comparable item for consumption to the higher priced and attributed market leader, but satisfactory to adequate customers; such items for consumptions are often called â€Å"me too† items; this often exploits differences in cost-behavior. Conversely, through differentiation focus, firms create differentiation in their intended fragment; both alternates of the focus strategy rest on dissimilaritie s amid a focuser’s intended fragments and other sections in the market; intended fragments should either possess purchasers with atypical needs or else production and delivery system that best serves the intended fragment should differ from that of other industry segments. Differentiation focus exploits the special needs of buyers in certain niche segments, where a firm creates competitive advantage through demarcation within the niche or section; however, some possible troubles exist with the niche approach; for example, small, dedicated niches could depart in the long-term. Best Fitting Strategy for Sony’s New Telecommunication Business As discussed above, in cost leadership, producers offer goods, which are very common or similar to those of the rivals’; therefore, they try to charge lower prices to compete in the market. Moreover, little or no distinction has noticed in the items for sale those are offered by the cost leader and its competitors. In addition, being a successful cost leader is only possible when the production costs of the items has kept substantially lower than the other players in the market; besides, it is also important for the firm to ensure that it operates in economies of scale. It is significant to note that like most of the other products and services that Sony offers, its new telecommunications business would be differentiated as well, possessing a rage of different features that other telecommunication businesses in Saudi Arabia cannot afford with the outdated technological instruments. In this context because of using the latest technological tools and hi- tech amenities that are specially designed by the research and development team of the company, where massive expenditures were carried out owing to facilitate innovative idea regarding ICT and telecommunications, it is quite natural for the firm that it cannot put its production costs at very lower level. This indicates that because of very costly producti on process and highly differentiated services that possess a wide variety of new features which any other Saudi Arabian telecom firm may not offer so easily, cost leadership is not at a suitable generic strategy for Sony’s new business. On the other hand, it is notable to argue that Sony always aim its products and services to mass people, and it always perceives the idea that its innovation is not for any particular group or ethnic origin, rather, for the entire humanity on the planet. Owing to this vision of the corporation, it is usual that the new telecom business that it is commencing would not necessarily be for any niche in the market, but for all the Saudi Arabians who would love to take the opportunity from this awesome technological advancement of ICT and telecommunications. For this rationale, the â€Å"focus† strategy will also not be the best generic tactic for this business to follow. Under this circumstance because of high production costs, extreme diffe rentiations, and much consideration given to mass consumer base, it would be best for the company to go for differentiation strategy to start its new telecom business. Assessment of the Differentiation Strategy in Unpredictable Environment Differentiation strategy is not only the most suitable tactic for Sony to enter the telecom sector, but rather, a sustained differentiation would mean that under unpredictable environment, the sales of its telecom services would not get lower. Unpredictable environment may include declining demand that results from falling purchasing power of the customer and recession. If the recent creeping-inflation throughout the globe together with the slight presence of recession that started from September 2011 may cause a massive fall of demand in the future, therefore, highly differentiated services mean, the service would turn out to be a necessity for people, where falling purchasing power would have little impact because of the â€Å"inelasticity† that it offers. Conclusion As discussed throughout the paper, it is prospective for Sony to start a new business in KSA. However, the decision makers should consider all sides of this investment, together with risks, weaknesses, and the strategic fits before starting the business. Reference List Bloomberg Businessweek (2011). Earnings Estimates Summary – SONY CORP-SPONSORED ADR (SNE). Retrieved from http://investing.businessweek.com/research/stocks/earnings/earnings.asp?ticker=SNE:US Bloomberg Businessweek (2011). Sony Corp-Sponsored ADR (SNE: New York). Retrieved from http://investing.businessweek.com/research/stocks/financials/financials.asp?ticker=SNE:US Dogruer, B., Ferzly, M., Nguyen, H. (2001). Report on Sony Corporation. Retrieved from http://stuff.mit.edu/afs/athena/course/15/15.249c/Sony.pdf Mobily (2010) Consolidated Financial Statements and Auditors’ Report for the Year Ended December 31, 2010. Retrieved from http://www.mobily.com.sa/pv_obj_cache/pv_obj _id_06EF6A1C41DF81A39BC9618CB845090208465500/filename/2010%20CFS%20EN.pdf Reuters (2011). Sony Corp (6758.T). Retrieved from http://www.reuters.com/finance/stocks/chart?symbol=6758.T Sony Corporation (2010) Annual Report 2010 of Sony Corporation. Retrieved from http://www.sony.net/SonyInfo/IR/financial/ar/8ido18000003dkyy-att/8ido18000003dl0u.pdf Sony Corporation (2011). Company Profile. Retrieved from http://www.sony-europe.com/article/id/1178278971157 STC (2010) Consolidated Financial Statements for the Year Ended December 31, 2010. Retrieved from http://www.stc.com.sa/cws/content/en//stc/files/Financial-Statements/Annual-FS-2010-E.pdf Footnotes Corporate Social Responsibility This research paper on New Business of Sony was written and submitted by user Brennan L. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Free Essays on Recitative And Aria

There were several purposes for the recitative and aria in Opera. They each played their own role. Recitative was a technique or style of solo singing that could be used for dramatic purposes. It was between spoken recitation and singing. The purpose of this was to tell a story, and to bring feeling into the piece of music. The audience could tell the emotion by the way it was being sung. In recitative the voice that is singing follows the rhythm. It exaggerates the ups and downs by raising his/her voice where emotion is taking place. Another purpose of recitative was to dialogue and plot actions. Basso continuo was used and accompaniment was kept to a minimum. In recitative, usually a cello or harpsichord was used. This occurred so the singer could better interpret the dialogue in the piece. The Aria has much more elaboration. The aria includes accompaniment by an orchestra. The voice is more melodic. The singer wants to have an emotional outburst and get their feelings out. The aria is usually preceded or set up by a recitative. The two are big parts in making the music sound beautiful. They added the touch that was needed in order to make the music come together.... Free Essays on Recitative And Aria Free Essays on Recitative And Aria There were several purposes for the recitative and aria in Opera. They each played their own role. Recitative was a technique or style of solo singing that could be used for dramatic purposes. It was between spoken recitation and singing. The purpose of this was to tell a story, and to bring feeling into the piece of music. The audience could tell the emotion by the way it was being sung. In recitative the voice that is singing follows the rhythm. It exaggerates the ups and downs by raising his/her voice where emotion is taking place. Another purpose of recitative was to dialogue and plot actions. Basso continuo was used and accompaniment was kept to a minimum. In recitative, usually a cello or harpsichord was used. This occurred so the singer could better interpret the dialogue in the piece. The Aria has much more elaboration. The aria includes accompaniment by an orchestra. The voice is more melodic. The singer wants to have an emotional outburst and get their feelings out. The aria is usually preceded or set up by a recitative. The two are big parts in making the music sound beautiful. They added the touch that was needed in order to make the music come together....

Beowulf Comparison Essay Example | Topics and Well Written Essays - 750 words

Beowulf Comparison - Essay Example Characterization entailed the poet’s imagination and the themes around those times with most poems having protagonists and antagonists. This is why the poems had aspects of heroes, battles, bravery, loyalty, feuds, meditations on fate and life including harsh aspects such as exile, monsters, as well as transience and treasure. ‘Beowulf’ is no different from Old English poems, one of them being ‘Battle of Maldon’. Both poems are written in Old English, which uses a different kind of grammar from the modern one. ‘Battle of Maldon’ is an old English poem written in Anglo-Saxon style (Bowman 91-115). The old English evolved to what is spoken in the present times and tended to be Germanic while exhibiting minimal French and Latin influence. In order to understand the poem in a deeper sense, students should be somehow familiar with Anglo-Saxon poetry rudiments. Anglo-Saxon poets used alliterative verse. This form of verse uses alliteration as the major stylistic device to join lines of poetry. This is the opposite of devices used in structuring rhymes. In alliteration, the a-verse or first half of a line is linked with the b-verse or second half via similar initial sounds. Additionally, a caesura divides the two halves. This is a pause usually represented in the form of a gap appearing on a page. The poems have reduced elements of internal rhyme but have repeated phrases, which they reused. Both ‘Battle of Maldon’ and ‘Beowulf’ are a series of stanzas, which narrate of heroic, mythical events from a Germanic past and end with the poet’s plight. The Anglo-Saxon style depicts a form known as accentual verse with four beats in each line meaning every half line has two beats. Alliteration is fulfilled in the poem through use of epithets, which is a formula of pronunciation different from the modern English. Another significant stylistic device in Beowulf is the

Tourism Master Essay Research Paper Example | Topics and Well Written Essays - 2500 words

Tourism Master Essay - Research Paper Example In Great Britain, and indeed all over the world, the spurt of the tourism industry has spear-headed economic activity. Tourism has helped create jobs and consequent earnings, in large as well as small communities; it is a major industry by itself in many places. The impact is hardly restricted to the economics of the Lake District area. Tourism often impacts broad areas beyond those commonly associated with tourism too. However, the impact of tourism on a community or a place is not always well understood (Kreag, 2001). The Ambleside residents' problems present a typical case in the study. Understanding the potential consequences of tourism and how they can integrate this industry into their community proactively, shall make way for the progress of the community as a whole, including its leaders and as well as residents. To have an in-depth understanding of the Ambleside scenario and the perceptions of its residents, it is imperative to study some salient features that govern the tou rism industry while first having a vivid picture of the background. This dissertation envisages to analyse the basis of Ambleside's perceptions of socio-cultural impacts of tourism under the posts of the Social Exchange Theory (Ap 1992), Irridex of Irritation (Doxey 1975), and the Tourist Product Life Cycle (Butler 1980) ; so as to develop suitable research methodology and instruments that will direct and inform the research process. Background: "For a tourism-based economy to sustain itself in local communities, the residents must be willing partners in the process. Their attitudes toward tourism and perceptions of its impact on community life must be continually assessed". (Allen et al. 1988) The truth of this statement is well understood while studying the plight of Ambleside residents for whom tourism is twin phenomenon, which while helping them sustain a living, has also contributed to the deterioration of its quality. The town of Ambleside, and the four smaller wards of Troutbeck, Rydal, Langdale, and Grasmere which lie separately from each other in the beautiful surrounding valleys. At the center of the problem is the inadequacy of the infrastructure which has been overwhelmed by the sudden spurt in tourism and various aspects in which it has impacted the hitherto rustic area of the Lakeside area. The foremost problem in the above is the Roadway system. The Ambleside Relief Road Council cites a national su rvey (1994) estimate which states that 17 million recreational visit days were spent in the Park. 89% of visitors arrive by car. The high amount of traffic flow almost 19,000 vehicles per day at peak season (ARRC 1996), requires near perfect road conditions.  Ã‚  

Study On Exxon Mobil Corporation Management Essay

Study On Exxon Mobil Corporation Management Essay Exxon Mobil Corporation is a multinational oil and gas company that is based in America. Its a descendant at of the Rockefellers standard oil company and it was formed in 1999 from the merger of the Exxon and Mobil companies. Its headquartered in Irving, Texas. The company is one of the worlds largest publicly traded companies and has been ranked the number one or number two for the last five years. By the end of the year 2007 the companys reserves stood at 72 million oil equivalent barrels while its production rates were expected to last for more than 14 years. The company has 37 oil refineries in more than 21 countries constituting a combined daily refinery of approximately 66.3 million barrels. Exxon Mobil is recognized as the worlds largest refineries and this title has been associated with the former standard oil since the in corporation in the 1870s. In addition to that the company is largest of the six recognized oil super majors. Exxon Mobil owns hundreds of other similar subsidiaries including the imperial oil limited in Canada and the sea river maritime which is a petroleum shipping company. Functionally the company is organized into several global operating categories including the upstream, down stream, chemical Exxon Mobil global services company, XTO and finally the imperial oil Core Business Exxon Mobil petroleum industry continue to operate as a major brand name of the Exxon Mobil and most of its products features the Mobils symbol of winged red rose, the Pegasus companys brand name since it got affiliated with the Magnolia petroleum company in 1930s. The company Mobil brands include the Mobil service station and fuel (diesel, gasoline, kerosene, heating oil, marine and aviation divisions. The Mobils brand covers a wider range of lubricants which include industrial, commercial aviation as well as marine. Another brand of the company is the Mobil 1 which is a brand Exxon Mobil which was introduced in 1974 and is includes, oil filters, multi-grade motor oils, transmission fluid, synthetic grease and finally the gear lubricants. In addition to that Mobil delvac is a brand consisting of range of heavy duty lubricants that include drive train lubricants, engine oils and greases. Some of the Exxon Mobil businesses that generate most of its revenue are the upstream division basically dealing with oil exploration, oil extraction, shipping as well as wholesale of its operations and headquartered in Houston Texas. The business operation dominates the companys cash flow and accounts for a whooping seventy percent of the total revenue. The upstream business division includes the Exxon Mobil exploration company, Development Company, Production Company, gas and power, marketing company, research marketing and finally the upstream ventures. Exxon Mobil has been successful for decades after the merger and this is attributed to its strategic plane to immensely reduce its costs which worked quite well making it one of the worlds leaders in business enterprises. Thee company has realised a continued growth and success in its operations partly because of its two century experiences in the industry and party to increased efficiency in all of its operations in more than 200 countries globally. Success of Exxon Mobil has been witnessed from the year 2007 which the company recorded an income of 40.62 billion dollars or revenue and this increase is mainly attributed to the escalating oil prices while at same time decreased actual oil equivalent by 1% mainly due to expropriation. In the year 2008 Exxon Mobil; recoded profits of $45.22 billion therefore becoming one of the profitable company of the year and fortune magazine ranks it the second of the 500 companies. Its profits in the year 2008 increased by 11.4 percent over the previous year 2007 making able to pull $443 billion in revenues. As of the year 2010 Exxon Mobil the company had already occupied five slots of the possible ten slots on the largest corporate annual earning. In addition to that it claimed eight slots of ten slots for the largest corporate quarterly earnings of all time. Corporate responsibility When it comes to issues regarding corporate responsibility Exxon Mobil oil industry has been a main contributor as it regards to environmental causes. For instance in the year 2007 the company donated more than $6.6 million to be utilized in social groups as well as the environmental management and conservation. The company has in the recent past come under heavily critism especial regarding its contribution to global warming and its has been often attacked by environmental lobby groups like the Greenpeace and other institutional investor who disagree with the companys attention on the issues of global warming. The company has been ranked by the political research institute as the sixth among other cooperation who emit air pollutants in United States and such tanking was based on quantity as well as the toxicity of such emission. In the year 2005 Exxon Mobil was found to have committed less than one percent of its profits in project targeted towards research for alternative sources o f energy a value which is less as compared to other leading oil companies in the world (Larson Wiggins, 1959). Crisis management Many companies have in one way or the other faced crises beyond their control but few fall under the corporate irresponsibility and Exxon Mobil has not in the recent past been spared either. In 1989 one of the companys Exxon Valdez oil tankers ran aground and spilled oil on the Prince William Sound and in short time it had spilled significant amounts of oil and is cause was blamed on intoxicated crew staff members. In reaction to that the company was blamed for being slow in curbing the crises and accused of refusing to communicate openly and effectively. In addition to that the showed no effective strategic measure in case of worst scenarios like the oil spill. The disaster led to massive oils spill resulting to greater environmental consequences. Mechanisms of the company in handling of the disaster were a failure mainly because of disastrous communications, poorer leadership after the events and ineffective systems in place to deal with such crises. Such dater led to damaged reput ation and slipped from the largest oil company in the world to the third position (Exxon Corporation, 1982). In addition to that the company has also face several other crises including the Exxons Brooklyn oil spill and the increasing environmental concerns of the Sakhalin-I oil and gas project located in Russian far east which is operated by one the Exxon Mobil subsidiary, Exxon Neftegas Limited. Threats to environment includes the endearment of the critical populations of the already endangered western Gray whale which the scientist have blamed the company for failing to corporate with the scientific panel which certainly play critical role in impeding the cause of western whale conservation (Larson Popple, 1971). Exxon Mobil has also been accused for funding sceptic organizations of the anthropogenic global warming as well as organization critical of the Kyoto protocol which are very sceptical of the scientific opinion regarding the cause of global warming by burning of fuels. The company however has in the recent years reputed his former opinion regarding the effects of global warming and stated appreciation to the seriousness of the issues. The companys commitment was evident when it withdrew from funding of sceptic groups in the year 2007 as revealed by the Greenpeace. In addition to that Exxon Mobil CEO Tillerson in February 3rd 2007 also acknowledged the warming of the earth and the increasing levels of carbon dioxide. Contrary to the companys initial adamant response to research on alliterative fuels the year 2010 saw a ray of light on the issue when the company unveiled plans to invest funds amounting to $600 million in the next ten years in the production of bio fuels from algae and one year on reports from the company indicate that the project is successfully underway (McIntyre, 1998). Strategy Exxon Mobil industry has been focusing its strategic plans to reach the merging markets attributed to increasing energy demand in the world for instance in Indian and china. In addition to that the company has also been focusing in penetrating into the increased energy demands in developing economies like the ones in south eats Asia as well as south east Asian regions like Malaysia, Korea, Indonesia and Vietnam (Gibb, Knowlton, 1956). Core strengths Exxon Mobil has several core strengths which has enabled it reaming a successful leader in the oils and gas industry for quite consistently. One of its strengths is its established name which is attributed to its long existence in the industry for mote than a decade hence giving its customers a since of security when they are dealing with the organization. The fact that the company has diversified in to many countries globally coupled with strong brands under its main umbrella group in the oil industry is one of its core strength sin successful operation of its business activities. In addition to the company has a global presence which has enabled it to have a large customer base and larger market as compared to other companies in the oil and gas industry. Final core strength that Exxon Mobil company posses in the industry is its ability to extend to newer emerging markets like India and china as a result of exponentially increasing demand for energy thus the company has greatly prof ited from the higher rates as compared to other companies. Company innovativeness Exxon Mobil Company ha sin the recent past been very innovative especially on the side of allocating funds on research and development projects aimed at coming up with more effective as well as efficient ways of managing the energy resources as well as reducing the negative effects of its operations to the environment. The company has also been very innovative on formulation and implantation of its strategic plans especially those geared towards adoption of new technology as well as improving its corporate citizenship through appropriate crisis management as well as communication management strategies which have served to alleviate past negative public image (Hidy Muriel, 1955). Vision, Mission, Goals Exxon Mobil Corporation is very committed to becoming the worlds premier petroleum and petrochemical company hence its continuous objectives of achieving superior and operating results while at same time being able to adhere to the high ethical standards. The stated principles are used by the company to guide its relationships with its shareholders, customers, communities and employees (Bender Tammy, 1999) The company is focusing on delivering reliable supply of high quality lubricants and to provide technical application expertise to its customers around the globe. In addition to that the company ahs always been dedicated to delivering of outstanding products and services to its customers and it has been able to achieve that through excellent practices and procedure that have helped in protection of the companys quality and world class brands across all the lines of its businesses. Employee motivation Exxon Mobil motivates its LS representatives by engaging them in numerous industry activities that are related to product performance standards and testing thus motivating them to strive from an industry level playing field with products integrity principles that are always consistent with the companys standards. Another way in which the company has been able to motivate its employees is by hiring competent and experience employees especially those who help further the company commitment to technology leadership in the industry. Employees include vast array of technical degree holders in science, engineering as well as in mathematics. Finally the company motivate its employees by conducting training and development to maximize on their opportunities while at same time maintaining a safe work environment which is enriched with diversity characterized by open communication, fair treatment and trust. Employer desirability: Given an opportunity I will be more than willing to work in the Exxon Mobil Corporation because their work staffs is well experienced and skilled personnel who are highly motivated in what they do thus reduced level of tress at work place. In addition to that the company has employee motivating activities like training that enable each an employee to advance in his career while becoming satisfied at work place.

Dealing with Employee Problems Essay

Dealing with Employee Problems Introduction Share a time when you have encountered one of the six types of people described in the article                   In my stay at Virgin-Atlantic Research and Development RD department, I encountered different characters, which were annoying. Most workers were in the marketing department who wanted disrupted other members in other departments. In particular, there was Mike (not his real name), who wanted to show that he knew it all. We also had Jennifer (not her real name), who was an interpreter and a slacker. In our department, we were faced by this challenge of Salome (not her real name) a grump, who thought we despised her negatively. Additionally, in our department we were faced by a challenge while dealing with Timothy (not his real name) for his ever-shouting attitude on the phone. Despite multiple interventions to assist these individuals, it was clear that their conduct could not change. For that reason, I thought of a strategy of how to deal with such employees when a situation of need arises. The incoming section will, therefore, be analyzing what I did; th e seconding section will analyze what I should have done. Describe the situation and how you dealt with him or her                   I have to confess that it was a problem dealing with these characters. Michael and Timothy presented more problems as compared to Salome and Jennifer combined. Timothy was the most problematic to me directly since we were in the same department, even though his problem was manageable. To deal with him, I opted to remain silent when he was talking on phone. Michael could visit the department occasionally, to deal with him I could just walk out in the park. Salome was the most tragic since her problem could lead to total communication breakdown, for weeks or even a fortnight depending on the nature of the last encounter. To deal with her, I could wait until her moods comedown. Jennifer, who presented two problems, an interpreter and slacker, presented a serious challenge to this organization. To respond to her unique demands, I avoided her presence more often. Using the advice given by the author of the article, what can you do the next time you encounter a person of this type?                   However, avoidance did not solve these problems. Next time when I happen to service the same department, I will find a way to communicate decisively. To respond to Jack’s disruptions, I will tell him that I have a deadline to meet, and I need more time to concentrate with it. When it comes to Timothy, I will wait for him to terminate his call. I will request him out for a cup of coffee and explain to him politely how his conduct on the phone disrupts the department. Responding to the Salome moody problems, I will try to understand her personality by asking her to my own office where I will tell her that her present condition was unprofessional (Lyles, 2014). I will try to deal with what is easier for her, so that she does not take it negatively. Finally, to respond to Jennifer two problems, I will just ignore her when she comes to slack around. If it affects my work, by slowing down her activities in the marketing department, it will be advisable that I tell her straightforward, that her excessive character was affecting other departments. Similarly, while responding to her know it all character, I will talk with her to ensure that she finds comfort with her knowledge alone (Green, 2014). References Green, A. (2011, June 6). How to Deal With Annoying Co-Workers – US News. Retrieved December 19, 2014, from http://money.usnews.com/money/blogs/outside-voices-careers/2011/06/06/how-to-deal-with-annoying-co-workers Lyles, M. (2014). Organizational Learning, knowledge creation, problem formulation and innovation in messy problems. European Management Journal, 132-136. Source document

Customer Satisfaction on Nokia Essay

Nokia has played a pioneering role in the growth of cellular technology in India, starting with the first-ever cellular call a decade ago, made on a Nokia mobile phone over a Nokia deployed network. Nokia started its India operations in 1995, and presently operates out of offices in New Delhi,Mumbai, Kolkata, Jaipur, Lucknow, Chennai, Bangalore, Hyderabad, Pune and Ahmedabad. The Indian operations comprise of the handsets business; R&D facilities in Bangalore, Hyderabad and Mumbai; a manufacturing plant in Chennai and a Design Studio inBangalore. Over the years, the company has grown manifold with its manpower strength increasing from 450 people in the year 2004 to over 15000 employees in March 2008 (including Nokia Siemens Networks). Today, India holds the distinction of being the second largest market for the company globally. With the global launch of Ovi, the company’s Internet services brand name, Nokia is renewing itself to be at the forefront of the convergence of internet and mobility. From being a product centric company, Nokia is now focusing to become solutions centric. The strategic shift is built on Nokia‘s bid to retain consumers and empower Nokia device owners to realize the full potential of the Internet. Nokia will build a suite of Internet based services like Nokia Maps, the Nokia Music Store and Nokia N-Gage around its Ovi brand. Infrastructure business Nokia Siemens Networks is a leading global enabler of communications services. The company provides a complete, well-balanced product portfolio of mobile and fixed network infrastructure solutions and addresses the growing demand for services with 20,000 service professionals worldwide. Its operations in India include Sales & Marketing, Research & Development, Manufacturing and Global Networks Solutions Centre. Headquartered in Gurgaon, Nokia Siemens Networks has 47 offices and presence in over 170 locations across the country. R & D centers Nokia has three Research & Development centers in India, based in Hyderabad, Bangalore and Mumbai. These R&D hubs are staffed by engineers who are working on next-generation packet-switched mobile technologies and communications solutions to enhance corporate productivity. The Center in Bangalore, the biggest R&D site in the country comprises S60 Software Organization, Common Technologies, Next Generation now called Maemo Software, Productization and Software & Services. Design Studio Nokia has set up its first Design Studio in Bangalore in partnership with Srishti School of Art, Design and Technology. The first of its kind, the design studio will give Nokia designers and India‘s talented youth the opportunity to work together on new design ideas for India and the global markets. Manufacturing in India Nokia has set up its mobile device manufacturing facility in Chennai, India to meet the burgeoning demand for mobile devices in the country. The manufacturing facility is operational with an investment of USD 210 million and currently employs 8000 people. Nokia has recently announced fresh investments to the tune of US $ 75 million towards its manufacturing plant in Sriperumbudur, Chennai for the year 2008. * To know about the customer satisfaction level associated with the Nokia product and the customer Expectation level. * To increase customer satisfaction and recapture the market share by fulfilling the customer needs. * To study the factors affecting the consumption pattern Need of the study To study the satisfaction level of consumers towards the Nokia Mobile at Kaliyappa nagar, Sivakasi. Scope 1.This study focus on Features, Appearances, Battery backup and Software compatibility of Nokia. 2. This study help Nokia to recognize the factor which is most satisfied and which factor have more dissatisfaction influencing the consumers to buy the Nokia   Mobile Customer’s satisfaction When we talk about customer satisfaction, we talk about creativity. Creativity allows us to handle or diffuse problems at hand or later on in the process of conducting the everyday business. We talk about how, or rather what, does the organization have to do to gain not only the sale but also the loyalty of the customer. We want to know the payoff of the transaction both in the short and long term. We want to know what our customers want. We want to know if our customers are satisfied. Satisfaction, of course, means that what we delivered to a customer met the customer‘s approval. We want to know if customers are delighted and willing to comeback, and so on. Fleiss and Feldman present examples of that delightful-ness in their writings. Fleiss has written about Ben and Jerry‘s ice cream and Feldman has discussed excellence in a cab ride.As important as delightfulness is, some of us minimize it, or even totally disregard it. Level 1 Expectations are very simple and take the form of assumptions, must have, or take it for granted. For example, I expect the airline to be able to take off, fly to my destination, and land safely. I expect to get the correct blood for my blood transfusion. And I expect the bank to deposit my money to my account and to keep a correct tally for me. Level2 Expectations are a step higher than that of level 1 and they require some form of satisfaction through meeting the requirements and/or specifications .For example, I expect to be treated courteously by all airline personnel. I went to the hospital expecting to have my hernia repaired, to be in some pain after it was done, to be out on the same day, and to receive a correct bill. And I went to the bank expecting the bank teller to be friendly, informative, and helpful with my transactions. Level 3 Expectations are much higher than for levels 1 and 2.Level 3 requires some kind of delightfulness or a service that is so good that it attracts me to it For example, an airline gives passengers traveling coach class the same superior food service that other airlines provide only for first-class passengers. In fact, I once took a flight where the flight attendants actually baked cookies for us right there on the plane. When I went to the hospital, I expected staff to treat me with respect and they carefully explained things to me. But I was surprised when they called me at home the next day to find out how I was doing. And at my house closing, the bank officer, representing the bank holding my mortgage, not only treated me with respect and answered all my questions about my new mortgage, but just before we shook hands to close the deal, he gave me a housewarming gift. Brand image Hide links within definitions Show links within definitions. Impression in the consumers’ mind of a brand’s total personality (real and imaginary qualities and shortcomings). Brand image is developed over time through advertising campaigns with a consistent theme, and is authenticated through the consumers’ direct experience. Brand Value Buyers who are considering a purchase scan their service options and develop a consideration set. Within the consideration set, they develop a hierarchy of brands based on their assessment of Price, Product or Service Features, and Brand Name. Typically, they choose the brand at the top of their hierarchy, if available. If a brand is consistently at the top of their hierarchy, the buyer will be loyal to that brand. We believe consumers try to optimize value within a product or service category. Consumers therefore assign utilities (worth) to price, each relevant performance attribute, and brand equity. Consumers then trade off performance attributes and brand equity against price in order to optimize value. The relationships between the individual values of price, performance attributes and brand equity is summative and equal to total brand value. The values each respondent places on price, performance attributes, and brand equity define their value equation for a product or service category. We can derive these values at the respondent level using modified trade-off exercises. A key advantage of the Brand Value Model is that it allows the calculation of utilities and importance‘s at the individual consumer level. This acknowledges the highly individual nature of the evaluation of products and services in many categories. Furthermore, it permits an exploration of value structures across existing consumer segments or the development of new segments based on the components of the value equation. We believe the total value of a brand in a particular product/service category is composed of three parts. One part is due to the physical and readily identifiable (and replicable) features of the brand that delivers specific, tangible benefits to the purchaser, thus impacting purchase choice. We call these the tangible product features. The second part is due to some perceived intrinsic value associated with the brand name due to such things as the image transferred to the purchaser, trust, longevity in the marketplace, social responsibility, consistent performance, and so forth (i.e. the intangibles), and impacting purchase choice. We refer to this as the brand’s equity. The third component is the price/cost of the product. Thus, the total value (or utility) of a product or service is a function of 1.) Its physical, tangible, deliverable features, 2.) its brand equity, and 3.) its price.