How movies influence kids Essay Example for Free

How movies influence kids Essay My Favorite Holiday My favorite holiday is Christmas. Christmas was the month Jesus Christ was born. Traditionally celebrated at home, Christmas is thought to be a family holiday. However nowadays the habits and ideas of people have changed very much. Christmas becomes more of a global holiday when it is appropriate to meet with many friends and go out for a round the night crazy celebrations. Every person finds their own most favorite thing about Christmas. In this small essay I will explain what this holiday means to me, and what are the best parts of it that I enjoy. As for me, the best thing about Christmas is giving. During Christmas I buy toys and clothes and to donate them to Churches and Charities to help those that are less fortunate. Christmas season people are usually more friendly and gentle to each other. They try to leave every sorrow and offense behind in the year that is passing by. I think this approach is a exercise for a person to make them feel good mentally and physically giving happiness and hope for a better future in the next year . When there is joy in the air, the organism wants to celebrate along with the mind. The renewal of the hope is felt all around. I have loved the celebration of Christmas since my early childhood. I still enjoy decorating the Christmas tree and simply walking around the streets looking at the decorations of the buildings and the trees around the city. In our country Christmas trees stand everywhere, for instance you can see them in squares and parks, in schools and offices, in shops and at homes. And what fun is it to wake up early in the morning and take a look under the tree seeking the presents Santa Clause brought. Of course, now that I am grown I know that someone from my family puts the presents there but I still wish to think that a very kind and fair old man called Santa Clause does it. As Santa brings the presents to the small children, the grown-ups enjoy exchanging presents with each other. I like giving presents to people, also like to get them as well he-he!! Most of all in conclusion WHAT IS CHRISTMAS? Christmas is the season during which Christians everywhere give thanks to God the Father for the birth of His Son, Jesus Christ.

Four Functions of Business: Case Study of Asda and Kwik-Fit

Four Functions of Business: Case Study of Asda and Kwik-Fit Functional areas of business operation Introduction This paper studies four distinct functions of business and how they interrelate. The chosen areas are human resources, distribution, marketing and customer services. Human Resources The function of human resources is to provide a focus and strategy for the efficient management of business employees. Employee management is a primary task of modern corporations. If not dealt with appropriately, employees can have an adverse effect upon the success of the business (Alan Price 2003). Employee satisfaction affects all areas of the business. For example, if an employee is happy at work it will show in the customer service they provide. It also helps promote the business, justify the marketing and promotion message and ensure the smooth running of the distribution function. Distribution Distribution is the function by which the product or service is moved from the manufacturer to the end user (P. Kolter 1991), ultimately the consumer. This can be represented by physical methods, such as transportation and storage or, in a service industry, the method by which that service is packaged and delivered. A breakdown in the distribution process affects customer services, as the business may not be able to deliver the product or service required. The marketing function would be undermined, as promises made cannot be kept. Ultimately, this situation would de-motivate employees, as they are the ones receiving consumer complaints. Marketing Effective marketing and promotion is essential as a method of ensuring the message regarding products or services attracts the attention of the consumer. (George Belch 2004). The marketing function is to deliver a message that is seen, believed and remembered. A successful marketing campaign is heavily reliant upon the efficiency of other business functions. If the business cannot deliver the goods, customers will stop listening to the promotional message. Similarly, if the employees have not received training in customer care, a marketing campaign suggesting consumer care is paramount will not be believed. Customer Services Delivery of customer services is probably the most crucial function. The consumer adds value to the success of the business by purchasing their product or service (Sean Kelly 2005). Therefore, every business has to build and maintain a close relationship with consumers. They have to deliver what the customer needs at a quality and price that meets their requirements. In a competitive marketplace, the correct level of customer service is essential if a business is to achieve a growth in market share. Two organisations, Asda Plc., and Kwik-Fit Insurance Services have been chosen to demonstrate how these functions work in practice. Asda The Asda supermarket chain is a subsidiary of the American Wal-Mart retailer, one of the UK’s leading supermarket chains, with over 150,000 employees. Human Resources Asda’s HR strategy is built on the basis that every employee (All about Asda, 2006) â€Å"plays a part in making the business a success.† To achieve employee satisfaction, retention and succession, Asda runs a programme that provides training covering every area of the business, including in-store and external processes, as well as company policy and customer care. The business is committed to achieving in house succession and to promote this aim, it includes management training as part of its HR programme (See Asda Website Training page). Understanding the need for employees to feel an affinity with the business, Asda encourages staff to take an active part in work meetings, which take place in-store, regionally and nationally, where views can be expressed and discussed. The core of its HR function is to gain the best from employees by encouraging involvement with the business at all levels. Distribution Asda works closely with suppliers to maintain efficient distribution services. This ensures levels of goods required are fed through warehousing centres and to individual stores in a manner that maintains consistent product availability for customers. To allow for regional variances, the business delegates an element of the distribution decision-making process to local store management. Marketing Faced with changing consumer demands (Sean Kelly 2005), Asda now focuses its marketing and promotion on the dual aspect of quality at the right price. This has enabled the business to achieve second position within the grocery industry. Customer Services Asda has consistently sought to improve its customer services. In addition to staff customer care training Asda has expanded the product range throughout its stores. Internet shopping and expansion of till services, including self-service options, are other areas of the business where customer service improvements have been introduced. Kwik-Fit Insurance Services KFIS is an insurance call centre based in Glasgow. Although it was founded with the view to concentrating on the motor industry insurance, the business has expanded into more general areas of insurance. Human Resources To compete with other local call-centre operations, KFIS had to completely revise its HR strategy. This was partially achieved through improving the working environment. Like Asda it introduced training programmes to improve employee standards and encourage involvement. In addition, KFIS operates a â€Å"guardian angel† scheme (Jill Boulton, 2004), where existing staff act as mentors to new recruits. It also appointed a â€Å"minister of fun,† to organise staff social activities. The success of these measures has been reflected in business results. Distribution Unlike Asda, KFIS does not have a need for a physical distribution function. The distribution element here is to ensure the insurance products offered are designed to match consumer requirements. As the service KFIS offers is distributed through call centre operators, the importance of staff and producer knowledge levels is essential in distributing the correct range of products to the end user. Marketing Whilst much of its marketing is directed through Kwik-Fit auto centres, and dependent upon the quality of their service, a significant proportion of promotion is undertaken through advertising and the call centre operators. For example, when engaging with a customer an operator may attract them to other insurance products. In this business the interaction between employee and customer is an integral part of the marketing process (George Belch 2004). Customer Services The customer service aspect of KFIS is more directly linked to the reaction of the employee than with Asda. In a call centre situation consumers instantly judge the services they are receiving by their perception of the operator. The operator’s reaction, explanation and provision of the most appropriate product, and efficiency of service, will determine whether the customer is satisfied and will remain loyal to the business. HR director (Keren Edwards 2006) believes that the strategy in place in the business is contributing to the success in terms of customer retention. Conclusion From the information within this paper it is clear that every function described is dependent upon, and influenced either positively or adversely by the others. If one function, for instance, customer services, does not perform at its most efficient, the result will affect the other functions. Customers will stop believing the marketing, resulting in fewer products sold, parts of the distribution function becoming redundant and a reduction in employee moral and efficiency. References All about Asda (2006). Asda People. Asda Plc. Retreived 19 January from http://asdacares.gpalm.co.uk/people/people_load.html Armstrong, Michael (2006). A Handbook of Human Resource Management Practice. Kogan Page. UK. Price, Alan (2003). Human Resource Management in a Business Context. Thomson Learning, UK. Kotler, P. (1991). Marketing Management. FT Prentice Hall, 7th Ed. UK Belch, George. E (2004) Advertising and Promotion: An Integrated Marketing Communications Perspective. McGraw-Hill Inc. U.S. Kelly, Sean. (2005) Customer intelligence From Data to Dialogue. John Wiley Sons Ltd., UK Boulton, Jill (2004). Kwik-Fit hires fun guy to keep staff smiling. The Scotsman, Friday 21 May 2004. Edwards, Keren (2006). Keep Fit Scheme. People Management Scheme. UK. 6th April 2006. Caffà ¨ Nero: Strategy and Balanced Scorecard Caffà ¨ Nero: Strategy and Balanced Scorecard Introduction The aim of this essay is to design a strategy and two balanced scorecards for a coffee shop company called Caffà © Nero to compliment their mission statement. This will be done after conducting extensive secondary research to gain a clear insight into what a balanced scorecard involves as well as looking into how Caffà © Nero operates. This will hopefully provide knowledge of potential benefits and difficulties to consider when attempting to successfully implement scorecards for both Headquarter and Store Levels for Caffà © Nero. In addition to this, for each scorecard, a strategy map is used to demonstrate how each key performance indicator (KPI) contributes to the overall vision of the company. Finally both levels are then assessed on its contributions to Cafà © Neros strategy and a conclusion is drawn on the main points outlined throughout the essay. What is the Balanced Scorecard? Kaplan introduced the balanced scorecard in 1992 with the aim to translate strategy into action, he stated, The balanced scorecard translates an organisations mission into a comprehensive set of performance measures that provides the framework for implementing its strategy. (Kaplan Norton, 1996: p88). Having understood an organisations vision and strategy, the balanced scorecard aids to develop creative objectives to help measure performance. These objectives can be split into four main perspectives: Financial, Customer, Internal Business Process and Learning and Growth all of which link together to form a strategy map. Implementation of the Balanced Scorecard Benefits and difficulties Bourne Bourne (2007) presents reasons to why once implemented the balanced scorecard can fail. It is beneficial for Caffà © Nero to be conscious of potential problems that may arise in the near future when implementing their balanced scorecards. Looking at the difficulties and problems portrayed by theorists and other organisations experiences should present Caffà © Nero with a competitive advantage. The opportunity of being able to use other organisations failures and theorists advice to overcome the issues presented is valuable. It is particularly important as large amounts of time and money from the company are being invested into this performance management tool. One potential problem is the complexity of the system, resulting in unachieved objectives which will affect the overall vision and strategy of Caffà © Nero. Organisations are faced with de-motivated staff as they steer away from the main objectives that are originally assigned. Although, this is a common problem for the majority of companies when introducing the scorecards, Caffà © Nero is aware of this problem and can therefore take this into consideration throughout the design stage. In particular consideration would be beneficial, in terms of the strategy map when linking the objectives together, so that they are easy to follow and comprehensive for the whole company. As for overcoming the complexity issue, Caffà © Nero can focus on their employees with training, conferences, group and one to one meetings to ensure that every employee within the organisation fully understands what a balanced scorecard is. Their objectives and how they are being measured as well as how each pers pective interlinks in achieving Caffà © Neros strategy. Drury (2004) suggests another difficulty with the scorecard, he identifies that the assumptions of the cause and effect relationships are being excessively vague as well as lacking empirical support. Further research has concluded that is it difficult to link non financial data with future financial performance if at all. Caffà © Nero needs to consider this, as their main objective is to achieve future revenue growth both within the UK and internationally. So perhaps with measures and objectives that are assigned, should be more focused around revenue and financial aspects where possible. An additional difficulty concerning the perspectives shown within the management tool is that it does not factor in other aspects of the business to incorporate customers, employees, suppliers and other environment perspectives. Although Caffà © Nero is not restricted to adding additional perspectives, it could complicate the scorecard further making it difficult to achieve all objectives assigned and some may overlap with existing objectives. Traditionally, when implementing a scorecard the assumption is, the decisions sit with the senior management throughout the design stage as they fully understand the ins and outs of the organisation. Although this may be the case, it is not always in the best interest of the organisation to design a scorecard that only looks at all levels of the business from a top heavy approach. To overcome this Caffà © Nero can be smart and ensure that all functional representatives of their hierarchy from store-level to headquarter level are included within the design. This in turn will show teamwork in working together to understand where each individual fits in to the overall strategy in order to meet the companys objectives. Although the scorecard demonstrates various difficulties that Caffà © Nero should be aware of. Not all is bad; the on-going popularity of the balanced scorecard from other organisations makes it extremely hard to not notice some of the benefits of this management tool. One important trait of the scorecard is its use of effectively combining all the separate elements of the company into one simple model, with help from the strategy map. The tool is also able to help employees and the company to understand how everything interlinks and contributes to the overall strategy. For example, looking at how employees from Caffà © Nero store-level are able to contribute and work with headquarters objectives by improving customer service at store-level in aid to reduce customer complaints for headquarter level at the other end. This management tool is also enabling managers to consider all objectives and measures together as a whole by looking at the bigger picture. Therefore Caffà © Nero can take advantage of these benefits and make necessary improvements to the costs of the company with cost reductions at headquarter level. Lynch (2009) comments that the real benefit of the scorecard is the linkage between strategy and implementation. Most theorists argue that the main goal of the majority of organisations is a form of shareholder value added. Caffà © Nero should consider this when implementing both scorecards. By looking into both quantitative and qualitative measures within the strategy, they should hopefully determine the expectations of their shareholders within performance measures in their strategy and scorecards to achieve growth in shareholder value. Caffà © Nero Strategy Grant (2008) outlines various strategies an organisation can adopt when trying to achieve growth. Having viewed this, Caffà © Nero is more geared towards a business strategy, as it concerns the company with competing within a particular coffee shop market. To prosper within this market it is important to concentrate on establishing a competitive advantage over rivals. To support this Caffà © Nero should base their strategy around product differentiation, by providing customers with quality ranges of espresso that is exclusive to Caffà © Nero stores, will only contribute to concreting a competitive advantage for the company. It also works on shielding Caffà © Nero from their prices being levelled down to the bottom part of the price spectrum, due to potential competitive price wars of the same product between their competitors. This is an important strategy to implement as due to the increase of popularity of coffee shops it is likely for these price wars to occur. As a result, Caffà © Nero can look to improve further, with the quality of their products as well as launching new products in the future as part of their strategy. This can be achieved with product innovation to cater to larger consumer base within the market, hopefully contributing to the growth in both revenue and size within the UK and internationally. Cafà © Nero is well known for its acquisition of Aroma which increased the amount of sites they owned to 106 by 2002; this made them the largest independent owned coffee shop. The company now has 400 stores operating in various locations within the UK, Turkey and the Middle East. Caffà © Nero should now look towards the future of the company, by expanding the number of sites owned. Therefore it is important that part of the strategy should reflect in achieving expansion both internationally and UK based. Caffà © Nero will incorporate this in the scorecard within the financial perspective at headquarter level, as Kaplan and Norton (1996) states that the designing of the strategy of the company is combined with the process of the balanced scorecard. However Caffà © Nero may be faced with great difficulty with trying to implement their strategy due to the diversity of locations they operate in. As it is harder to standardise a scorecard for all site levels throughout the business internationally, as culture and expectations of customers and employees may be different throughout locations. This can be said the same about different locations within the UK. For example Londons objectives may incorporate a faster pace of service to compliment their busy, on the go customers in comparison to another site in a quieter location that may prefer much more of a mellow approach, at a slower pace and friendlier atmosphere where everyone is a community. Caffà © Nero tries to incorporate all of these elements within the overall strategy. Balanced Scorecard Strategy Map The following models demonstrate Caffà © Neros scorecards for both headquarter level and store-level. As well as strategy maps to illustrate how each objective will link together. It is important to note that although the scorecards produced are for the same company, they may differ in objectives for each level, to incorporate all personnel throughout the company. Objectives of headquarter level will focus more on the overall performance of the company, in terms of how they can grow in revenue, size and customers. The model will also focus on innovating products and retention rates of employees and customers. Where as, with the store-level objectives will be more centred around individual stores in terms of customer service, delivery times and empowering and motivating staff with training and incentive programmes. Once the following scorecards have been implemented for Caffà © Nero, it is then important to ensure that everyone throughout the company understands the balanced scoreca rd and where they are contributing to achieving Caffà © Neros vision. As well as considering how all of the objectives from each level will interlink between the two scorecards. This can be done through training centres, conferences and meetings. Scorecard Evaluation Having designed both scorecards (Figure 1 and 2) an evaluation will be conducted to explore both the similarities and differences presented within each models. Additional to this, supporting evidence will add weight to justify reasons for selecting objectives and indicator to contribute to Caffà © Neros overall strategy. Financial Perspective The first objective shown in the financial perspective (figure 1 2) is revenue growth this relates to achieving an increase in growth in some form or another. To drive revenue growth Caffà © Nero objectives concentrate on diversifying into new markets internationally and within UK. As well as branching out into new customer markets and increasing the number of stores owned by Caffà © Nero. Each of these objectives chosen all tie in with Caffà © Neros overall strategy of expansion of the business in the near future. The key performance indicators incorporated into this perspective help to measure each objective for the company. The main similar measure here is (F1 F4) percentage of increase in revenue growth in the overall company and individual store-level (F5). To achieve these objectives they would have to be based upon implementing bonus and incentive schemes for employees so that they are motivated to achieve targets set. They would also need to target larger segments of new customer markets by advertising in new locations such as near to universities to appeal to students or offices to appeal to the working customers. However a drawback of this measure is due to the population suffering from the effects of the recession and the economy resulting to a decrease in disposal income. Meaning growth in revenue for Caffà © Nero will be delicate as new potential customers may not be as opened to trying new coffee shops then their norm as well as lifestyle changes that will affect the amount of r evenue that each store generates. This is why a mark up % was not included in aid to limit other problems such as the affect on shareholder value, as incorporating percentages would put further pressure on the company in case they were unable to achieve resulting to shareholders expectations to decline. Another important objective within the financial section is (F6) improve operational efficiency, which is reducing wastage costs for the business. It is important to achieve this objective as it saves the company money and better for the environment. This can be done by providing more awareness of how to reduce wastage i.e. not leaving taps of water on just for the convenience element for coffee shops. Being aware of waste problems presents benefits as in turn this will maintain the companies overall brand image, which links in will the customer perspective (C3 figure 1) of maintaining brand image. Customer Perspective It is important to measure this objective (C3), as it involves the public with collating feedback and results in reference to how the general public perceive Caffà © Nero as a company. This objective also gives the company an opportunity with participating in charity and environmental work that will help several organisations as well as portraying a better image for the company. This is with the intention to increase in revenue and customer satisfaction, as customers like to be involved in supporting good causes. This is why it was important to incorporate this within the headquarter scorecard. Figure 2 also looks at customer retention (C5), customer satisfaction (C6) and customer profitability (C4) as main objectives to achieve. Each of these objectives link with each other, for example if the customers are satisfied with the service and products offered by staff then they are likely to come back time after time. Creating customer loyal will result in increasing customer retention rates hopefully leading to customer profitability. Therefore ensuring customers are provided with great customer service and high standards of quality products will cement this relationship with customers and employees. Where the employees are concerned this is incorporated into the internal process and learning and growth perspectives. It is significant to note that both levels differ in objectives as the store-level is more involved with direct customer improvement as they adopt a more personal approach with more of a face to face relationship. Therefore objectives will be focused around the service element. In comparison to the headquarters that will look more to indirectly improving service by site quality, reducing complaints and activities involving improving brand image. However one similarity between them is that they are measured by customer feedback in one form or another. Internal Business Processes Perspective The first objective presented in figure 1 is (IP1) innovating products involved, this objective is important for businesses to maintain as their strategy and brand image pride themselves on producing unique high quality products in espresso and food. Therefore it is important for Caffà © Nero to innovate new products in order to compete within such a popular market. To measure this objective Caffà © Nero will look at increase in sales from new products in order to measure if they are successful or not. For that reason employee should be aware of the new products that are available by offering them at pay out areas in order to advertise new products, which links into objective (IP4) developing internal product knowledge. This will be achieved by daily staff meeting and work booklets to test staffs knowledge. Again, this perspective demonstrates some similarities between figures 1 2. Objectives are set to improve on delivery times for customers (IP2 IP5), this is aid of achieving h igh quality of service to link to customer satisfaction (C6), retention (IP3) and profitability (C4). If customers are dissatisfied they will go elsewhere which will affect growth in revenue (F1). To measure delivery times, focus as obtain comparing where Caffà © Nero are in terms of the market, as customers will have a certain level of expectations. However if Caffà © Nero are able to excel over this, it will create customer satisfaction which in theory will lead to more business from that customer. Also by ensuring there is a balanced customer to employee ratio in each site helps to improve delivery and customer service for customers as waiting times will decrease. Learning and Growth Perspective This area focuses on employees in terms of creating objectives to maintain training, in aid of retaining employee loyalty (LG1), improving both job and employee satisfaction (LG2), increasing employees capabilities in skills (LG4) as well as motivating and empowering employees (LG5). In theory these objectives should participate to maintaining a customer centric focus (LG3). Within this perspective, there are many differences between the scorecards as store-level focus on individual needs of employees to drive employee satisfaction. In comparison to headquarters which looks at overall achieving programmes to assist employee satisfaction, presenting a common objective in both scorecards. To measure these objectives appraisal and one to one meetings are used to assess their performance and how to improve in growth in revenue for the business. Each level is assessed by individual employees at store-level and individuals stores for headquarter level. Olve (2003) looked into how incentive and reward programmes can be aligned with scorecards in order to promote realization of intended strategy. This has been incorporated into the learning and growth stage of the scorecards. In aid to attract employees attention, to perform well at store level, contributing to the overall objective of increasing revenue growth for the company. Although there are many differences between the models as each scorecard targets a different audience, it is important to note that they both interlink to together to achieve Cafà © Neros objectives. As store-level focuses on direct customer service it is important that they get it right to achieve sales, retention as well as maintain a happy working environment for staff as getting these objective help to achieve objectives set for headquarter level. In terms of employee retention, training programmes, customer profitability and satisfaction as well as product innovation Conclusion To summarise the main points of this essay, it is essential to consider the information available in order to successfully design and implement a scorecard for a company. As statics show that 70% of balanced scorecards fail due to lack of research within their own individual company and the scorecard. The second point was to fully understand what Caffà © Nero wanted to achieve in regards to their strategy, as it is vital to not incorporate everything as this will only present more problems then benefits. Thirdly, when designing the scorecards for Caffà © Nero, it was crucial to ensure that they were easy to follow for all members of the organisation, as every objective interlinks and filters up the model in a form of a chain. If one objective is not met then this will affect the rest of the model creating a cause and affect relationship throughout the scorecard. For example consequences may lead to losing customers due to bad customer service, lack of high quality products and product knowledge due to limited training. As to measurements within the scorecards Caffà © Nero tried to be realistic so that they are able achieve their strategy as unrealistic measurements can disadvantage a business, as the costs of implementing balanced scorecards is a large investment to make as large amounts of money and time is needed. It is also important that Caffà © Nero adopted a trial and error approach so they could keep reviewing their scorecards to ensure they were aligned with their strategy. Overall a balanced scorecard is an affective management tool to translate strategy into a vision. Word Count: 3299

Background market and strategies of the nissin group business essay

Background market and strategies of the nissin group business essay Through the evaluation of the background, market situation and business strategies of Nissin Group, this paper provides the explanation on why Nissin instant noodles have achieved a fast development performance in the instant noodles business in Hong Kong The study of Five Forces and PESTEL analyses will lead to the understanding on how the macro-environment and micro-environment affect Nissin performance its business direction and strategy. A further study of the results from the perspective of an internal competence analysis to the results from the Five Forces and PESTEL will identify the strengths, weaknesses, opportunities and threats of Nissin. These findings will then tell Nissin of what needs to be minimized, eliminated, and to reduce or neutralize risks. All these findings will add up the reasons to justify how Nissin sustains its market leader position in Hong Kong. Suggestions on improvement and implementation of corporate strategy will also be elaborated. 1o. Introduction Intrepid Japanese entrepreneur named Momofoku Ando established Nissin Foods around the middle of the 20th century with the name Chukosasa Co., Ltd. Foreseeing that Japanese society was being economically and socially reengineered toward production speed and efficiency, he also sought to reengineer the Japanese diet in response. His answer to the requisite of speed exerted and demanded of the modern Japanese was simple the instant noodle. The invention revolutionized the food industry not only in Japan but also throughout the world. Now Nissin Foods, produce not only instant ramen noodles but also fresh and pre-packaged frozen food, and meals-ready-to-eat including cereals and spaghetti. But noodles remained the primary product draw. Mr. Ando stayed ahead of the competitive pack with remarkable innovations. In 1963, he introduced into the market the ramen Yakisoba, which had a separate flavoring packet. A decade later, Momofoku Ando invented cup noodles and in 1984, Nissin Foods established in Hong Kong (Nissin Foods Holdings, 2010). What has been Nissins strategy to address the various forces acting upon the instant food industry? How valid and viable would this strategy still be in an age of high technology and rapid global integration? And now, lets start to know the direct key stakeholders in Hong Kong. Management of Nissin The Management receives strong support from Parent company who has made the sustainability much easier for a stronger market share. Staff of Nissin They are the executors of the business. Staff would be happy to work for Nissin if the business is stable and with continuous growth. Hong Kong consumers the market share is large amongst the younger generations and white collars as they accept new trendy food, especially from Japan. Food and Environmental Hygiene Department (FEHD) of Hong Kong Government the Government has to control the types of incoming food products for consumption, as a statutory body, FEHD will govern the quality of food items importing to Hong Kong. Hong Kong Consumer Council it regulates the selling of consumer goods to the public in a fair trade practice. By supports of academic references, there will be a careful analysis of macro-environment and micro-environment undertaken by using Five Forces and PESTAL, plus a review of the internal analysis by strategic capabilities. The outcomes from external and internal environment analyses will be combined in a SWOT analysis. From the results of this analysis conclusion on overall business strategy, some improvement or implementation can be drawn through the methods of Porters Generic Strategies, Ansoffs matrix and organic method. 2. Analysis of Nissin in the Instant Noodles Industry in Hong Kong The following analysis of Nissin is based on strategy development processes suggested in major strategic management literature. There will be a careful analysis of macro-environment and micro-environment undertaken by using Five Forces and PESTAL, plus a review of the internal analysis by strategic capabilities. The outcomes from external and internal environment analyses will be combined in a SWOT analysis. From the results of this analysis conclusion on overall business strategy, some improvement or implementation can be drawn. 2.1 External Analysis Industry Analysis/ Five Forces Analyzing the generic food industry from the perspective of Michael Porters five forces, namely, the threat of new entrants, competitive rivalry within the industry, the threat of substitutes, the bargaining power of customers, and the bargaining power of suppliers (Porter, 1985). Threat of new entrants Nissin Foods in Hong Kong does not perceive any new entrants or competitors in the industry. The market appears to be increasingly expansive and lucrative and this is expected to lure new participants. However, the predominance and well-entrenched positions of the current players had dampened the enthusiasm of those who intend to enter the industry from outside. Industrial competition would probably more ensue from within and intensified internal competition would take place in the form of innovations in the product itself as well as in promotional designs and packaging. The barriers to entry are quite formidable considering that customer loyalty to the existing players are quite strong and that these current players have already established linkages with local formal sources of capital and distribution outlets (Becker, et al., 1999). Competitive rivalry within the industry The instant noodle industry in Hong Kong is a highly intense rivalry among the current players, thus making the industry itself highly competitive. Innovations are frequent and the market now regards as its highly popular products, environmentally friendly cups and containers and food ready to eat from the moment the packages are opened. Advertisements fight for time both on mass telecommunications channels and over the Internet and companies also engage in intense competition in the sponsorship of events like games and competitions. The existing noodles companies also engage in the constant monitoring of the performance of their products on the market, outlaying huge sums of money for customer surveys, promotions, and advertisement as well as in technology and manufacturing innovations. Threat of substitutes Hong Kong consumers are increasingly health conscious, they demand fresher and higher nutritional food. As such, there is an increasing consumer preference for fruits, vegetables, poultry and low fat, low sugar and zero to low preservatives content products. No matter how much hard works Nissin has contributed to the improvement of noodles quality, the dried instant noodles are not considered as a real meal to the consumers in Hong Kong. Substitute products like those offered by Jollibee, McDonalds, KFC and fast food noodle houses are slowly but steadily flooding the market and as buyers become more tend to the Western style of business activities and private lifestyles, such substitutes become increasingly attractive than the traditional instant noodles. Bargaining power of customers (Buyers) It bears negatively on the prospects of Hong Kongs instant noodle industry as more and more people rising in terms of social status and economic position. The increasing purchasing power of the population exerts leverage on instant noodle companies who might see the loyalty of their customers being eroded by their increasing incomes. The substitute product firms such as the fast food chains are also known for their notoriously low operating costs and their relatively cheaper products. Cheaper products have a corresponding income effect on the consumer as they realize the greater power of their money vis-a-vis the substitute product. When combined, these factors lead to the rational consumer realigning his consumption possibilities curve to favor the substitute rather than the formerly patronized product. This situation currently faces the Hong Kong noodle industry. Bargaining power of suppliers Finally, and as a counterpoint to the pathetic prospects with regard to the increasing demand of substitute products in the instant food market and the increasing power of customers, the instant noodle industry is seen to still maintain its hold over the supplier sector. In this regard, the bargaining power of the suppliers for the instant noodle industry remains low as many of the independent supplying firms have either been vertically integrated into the existing companies or have been interlinked through long term supply contracts. The low rate of entry into the industry also act as a safety net that limits the power of suppliers to charge high prices for the firms inputs which basically include wheat, buckwheat, corn, sesame oil, and other organic inputs. The suppliers market remains huge and extensive allowing for easy substitutability whenever a supplier becomes a party to an unprofitable relationship. 2.2 External Analysis PESTEL The PESTEL analysis provides a comprehensive list of influences on the possible success or failure of particular strategies; it stands for political, economical, social, technological, environmental and legal. (Johnson, et al., 2008) Political Situation Hong Kongs political system follows the set-up envisioned by the Chinese government when the former British colony returned its sovereignty back to China in 1997. The Chinese government maintained the capitalist economy and so the situation remains favorable to continued and sustained business expansion. Hong Kongs administrative structure carefully and strictly enforces laws and regulations that regulate fair business competition. Corruption is at fairly low levels and government officials are careful to preserve the Chinese governments reputation of fair but strict governance according to the law (Goodstadt, 2010). Economic Situation With Hong Kongs position as one of Asias financial and trading centers firmly entrenched, the city is actually looking forward to another sustained economic growth by 2011 and beyond. Hong Kong remains a fast-paced hub of businesses among almost all the global cities and therefore social mobility is fluid, leading to a fast rising middle class with an increasing purchasing capacity. Demand for instant foods is therefore expected to increase and despite the existence of a fairly sized competition, notably the Toyo Suisan Kaisha, Ltd.; House Foods Corporation; the Nong Shim Company, Ltd.; the Tingyi Cayman Islands Holding Corporation; Asia Food and Properties, Ltd.; the Ottogi Corporation;the Myojo Foods Company, Ltd.; the Tokatsu Foods Company, Ltd.; and Bing-Grae Company Ltd, the market shares of these companies remain small. With the expected expansion of existing demand, will in effect scramble for larger and larger shares of this market. Social Situation Noodles remain a primary staple in the Chinese diet, it being one of the traditional foods associated with the culture. As the social structure modernizes and instantaneity becomes a part of the societys way of life, instant ramen noodles become the norm. Cultural adjustments in response to modernization have often been slow but the rapid acceptance on instant noodles ever since its introduction in the 1950s has been truly revolutionary, the product being responsive to the demands of both tradition and modernity. Technological Situation The information and communications technological infrastructure in Hong Kong has been always at the forefront of the adoption and utilization of new generations of such technology. Manufacturing equipment remains state of the art and Hong Kong laws and regulations are unrestrictive of the entry of more advanced technology. Hong Kong, moreover, is solidly linked to the global village through the Internet with firms recognizing the imperative of such linkages with the status of their Hong Kong firms as hubs for their global operations. Environmental Situation The government and the people of Hong Kong are concerned about the implications of manufacturing activities on the environment. Firms should answer the demands for corporate social responsibility in this aspect. For example, pollution and waste management are particularly important considerations. Since government has already put in place policies that address environmental concerns, environmental reporting is now the focus of governmental efforts. Different sectors are seeing the value of linking environmental responsibility and reporting (The Association of Chartered Certified Accountants, 2010). As environmental reporting becomes more widespread Hong Kong firms are also given the chance to keep with international trends. Legal Situation Hong Kong provides an extremely favorable legal environment to businesses, as the official rates of income taxation for both individuals and corporations are relatively low compared to other business areas. Corporate income taxes for example peak at 17.5% allowing business establishments higher outlays for investments and expansion providing them sufficient breathing space for increased profits and returns on their investments. These conditions serve as a major pull factor for regional and local investors including Nissin Food. Companies who also have CRS departments like Nissin could also avail of tax holidays of as high as 10% on their incomes (Hong Kong SAR, 1997). In addition, courts and magisterial agencies are highly competent and legal expertise are extremely trustworthy in a place that had developed an excellent reputation for judicial fairness and equitability from even from its years under British rule. 2.3 Internal Analysis Capabilities Nissin Food Co., Ltd. has always been extremely competent with sufficient financial capacities that should allow it to withstand fluctuations in consumer demand throughout the years. Its manufacturing plants and equipment remain modern and environmentally safe, complemented by subsidiaries that have safety research in food technology. Nissins technological expertise, directorial competence and workforce commitment remain at the highest levels and the Ando family has kept the familys trade secrets secure with the proper legal and propriety registrations and protection. Technological knowhow has often been a trademark of the company ever since it was established and kept with important business moves over the years. Quality control technology has been especially developed through the years with the company regularly testing and re-testing its products before they are put on the shelves and marketed overseas. Even packaging, storage, and transport mechanisms are strictly monitored and frequently adjusted to ensure quality standards of safety (Nissin Food Co. Ltd, 2010). Through these initiatives, Nissin Food has maintained a solid image as the primary instant food corporation carrying what they call Japan technology. The company also enjoys an excellent reputation with its suppliers as well as its workforce and the city of Hong Kong itself. Another internal competence of the company is the presence of a highly competitive and committed workforce led by directors who are highly trained in their respective fields. Employees undergo periodic training and evaluation mechanisms, follow strictly implemented guidelines in the performance of their respective jobs. Human resources thus become highly motivated and trained (Nissin Food Co. Ltd, 2010). Regardless of these competencies, the company faces real risks, which if left unattended may pose serious attacks on the stability of the company. Among these would be food safety issues as consumers become more and more conscious of bio-terrorism while other brands are more aggressively promoted. The risk of increasing prices of raw materials such as flour, palm oil and petroleum-based products for packaging purposes is also accounted. And more, risks related to information systems become more technologically sophisticated than ever. 3. SWOT Analysis SWOT analysis is an important step in planning but its often being underestimated its usefulness and functions. SWOT analysis is a basic, straightforward model that provides direction and serves as a basis for the development of marketing plans (Ferrel, et al., 1998). Strengths Nissin Instant noodles have made a significant impact in the Hong Kong residents diet ever since the companys branch was established therein in 1984. Thus the company enjoys a high reputation with the brand itself having instantaneous recognition and respect by its patrons. The brand enjoys sustained loyalty among consumers, its manufacturing sector known for sanitary and environmentally friendly production processes, and the product is known for its flavor and taste, price reasonability, health attributes, and long shelf life, characteristics which make Nissins instant ramen noodles highly appropriate to the lifestyle of the modern Hong Kong resident. Mr. Momofoku Ando had retired in 2005 but the family has retained its unique capacity to adjust its products to various cultural contexts, delivering dozens of varied flavors for different country and city preferences and its keen recognition of new complementary products like environmentally friendly containers and cups to merge and l ink-up with manufacturers of these innovations to ensure cost efficiency to sustain business scale. Weaknesses There is no apparent weakness of the company except perhaps that the aggressive expansion of its business may have reached the limits of saturation. The relatively unchanged firm logo and design over half a century may have become boring among consumers psychological recognition. Brand familiarity does have a second edge in that it may psychologically influence consumers to try out a new brand. Nissin Food has also been relatively overtaken by other firms in cutting the preparation time for the instant noodles product as Mummy and Fuku noodles can be eaten straight that matched perfectly instant. Opportunities Hong Kong is a huge market for the food industry with its population of over 7 million expanding at an average annual growth rate of 1%. The market potential is therefore inspiring especially considering the fact that over half of this population is urban based with more and more young people drawn into high paced urban living. There are also more young women from both local and foreign places entering the workforce. This means that local family populations are left without the traditional ways of cooking and food preparation as women who were formerly tasked with culinary preparations at home migrate to the center for employment. The emerging demographic picture also portray a steadily growing segment of single people in the labor force, swelling the ranks of those who would prefer instant and fast food rather than traditional long-time home cooking. Nissins early demonstrated concern for environmental and health safety concerns, seen in the establishment of its food safety research institute is also a positive sign given the worlds increasing concern for environmental safety standards and the increasing health consciousness of people in recent times as they look consistently for low fat, low salt diets. Hong Kongs fast paced society also is an opportunity, as the citys demands for instant convenient food remain high. This offer Nissin the opportunity to expand from noodles to other instant food such as coffee, juice drinks, spaghetti, bread and snacks and the chance to establish linkages with other food outlets like restaurants, or otherwise introduce distribution innovations mobile snack center in schools, shopping malls, cinemas and exhibition halls. Threats The instant food competition comprised of the companies mentioned above and other brands like Doll noodles, Sau Tau and Master Hong pose the main threats to Nissin Foods. If the growing health consciousness provides a positive note vis-a-vis the companys effort at developing safer and healthier products, there is also a downside as mass media increasingly airs concerns about monosodium glutamate (MSG) and other preservatives used in instant food production. There is also a growing taste and preference for restaurant food and fine dining especially among the new rich. The emergence of organic and fresh instant noodles in the market particularly by the competition and the rising prices of wheat and other raw materials are foreseen to pose considerable threats especially with rising demand for these products by other demanders worldwide. Discussion This section will critically propose some strategies that Nissin Food Co., Ltd might implement in consolidating or even expanding its hold in the instant foods market in Hong Kong. Michael Porter recommended three generic strategies in this regard, namely cost leadership, differentiation, and focus (Porter, 1980). In terms of cost leadership, Nissin Food has always been ahead in the development of low cost instant noodles and other food products compared to many of its competitors. Company policy has always been directed to the elimination of operational glitches that would lead to increased production costs and streamline the process. This explains why despite the upgrading of technological capacities and the establishment of research institutions that would simultaneously increase expenses, Nissin Food is still capable of producing high quality noodles the be sold at relatively affordable prices on the shelves. With regard to differentiation, the Nissin Food Company has managed to diversify its food products from noodles to cereals and other products like biscuits, chocolate flake cookies and even lactobacillus drinks. Even its traditional offering, the instant noodles has been diversified into several types as cup noodles, the pillow type instant noodles, the fresh instant noodles, the thick straight noodles, and frozen types all in 450 different flavors. Innovation had always been key to product diversification and it need not be always a high-fangled high technology based development as long it gives the company a keener competitive advantage over other firms in the market (Porter, 1996). Thus, the simple idea of introducing the Nissin straight thick noodle led to increased volumes of sale in 2008. Differentiation allows a company to address the demands of consumers across a wide range of segmentation (Porter and Kramer, 2006). In its Hong Kong operations, the company has differentiated its products to all sectors of the population not only through diversified products but also through careful studies as to what products might have a more competitive appeal to certain sectors. Discovering for example that in their United States operations, Chow Mein noodles seemed to be the preference of Americans, the company also aimed at making this product appealing to the foreign sectors of the Hong Kong population. Finally, Nissin Food Company has always been secure in the instant noodle as its niche in manufacturing and sales and primarily targeting the working population. A niche approach is basically developing greater competitive advantage in a sector or product and holding on to this advantage through differentiation and innovation strategies (Porter, 1985). Among the three, differentiation appears to be Nissin Food Companys strongest and most effective strategy, allowing it to constantly increase its sales over the years and expand operations to address an ever larger share of the market. Differentiation has also allowed it to penetrate western markets such as the United States, Russia and even Mexico. In the United States, chow mein had attracted the microwave generation because of its microwavable fried noodle through innovative advertising. New products should always be based on prior arket surveys to test the levels of demand and businesses must always have a clear vision and strategy for diversification, planning against the risks involved with an honest regard for the gains it expects to achieve (Ansoff, 1957). Nissin uses both related and unrelated diversification techniques as, not contented with its traditional noodle offerings, it has innovated and expanded also to frozen foods, cereals, and nutrition drinks. Such risks have been repaid with dividends through the recent years. Conclusions and Recommendations Nissin Foods Company, Ltd. in Hong Kong faces has demonstrated a stable and strong internal competence structure. It has managed to sustain efficiency and close coordination among the various phases of its operations, making its various departments including the management, production, marketing, and research units mesh smoothly. It is in food safety and quality standards that the company stands out among the rest of competitors in the Hong Kong market and it is highly recommended that this be made part of a comprehensive advertising strategy that packages not only products but the entire company itself as an environmentally friendly corporation in tune with its recognized corporate responsibility to save the earth. This would be a leading promotional strategy as the company funnels through its Food Safety Research Institute, thorough investigations and research of environmentally affective chemicals, organic inputs as they affect the products of its farms, breeding stations, fisheri es, feed plants, ingredient plants and its productions plants as well. The Hong Kong macro-environment also appears to be a favorable one for Nissin Foods, affording it a competitive area where the company could showcase both its traditional and innovative offerings to an ever growing and constantly differentiating and segmented population. The change in administrative governance appears not to have made a significant impact on the robustness of business competition within the region. The PESTEL environment thus could be taken as a general plus factor. It is again in the area of environmental considerations that Nissin must focus on. It is recommended that the attention must be directed toward the pollution side of its post-operational activities. By this, as extra concern on disposal of containers and on the earth-friendliness of such packaging as Nissin continues to use non-biodegradable materials in this regard. To more promote the environmental image of the firm could innovate towards the end of minimizing its ecological footprint. On social relations, Nissin could collaborate with social and ecological groups toward the development of programs addressing Hong Kongs expanding ecological problems of pollution as well as industrial congestion. (word count 3,823)

Comparing the Living Dead in James Joyces The Dead and Dubliners Essay

Dubliners and The Living Dead      Ã‚  Ã‚   In his work "The Dead," James Joyce utilizes his character Michael Furey, Gretta Conroy's deceased love from her youth, as an apparent symbol of how the dead have a steadfast and continuous power over the living.   The dominant power which Michael maintains over the protagonist, Gabriel Conroy, is that Gabriel is faced with the intense question of whether his wife, Gretta Conroy, loves him and whether he honestly loves her.   Joyce provides substantial information to persuade one to believe that Gabriel does truly love his wife.   Even though it is made evident to the reader that Gabriel possesses such devotion and adoration for Gretta, Michael diverts Gabriel's confidence in his love, causing Gabriel to come to terms with his understanding that his life is not as Gabriel once thought it to be.   Through this process of misleading realization, Gabriel has allowed himself to become one of the many living dead of his community in Dublin.      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   During the taxi ride from his aunts' party to their hotel, Gabriel reminisces about his and Gretta's lives together.   Joyce enforces the passion of Gabriel's thoughts, "Moments of their secret life together burst like stars on his memory" (Joyce 173).   Joyce continues to fill his readers thoughts with examples of the Conroy's wonderful life: "He had felt proud and happy then, happy that she was his proud of her grace and wifely carriage... after the kindling again of so many memories, the first touch of her body, musical and strange and perfumed, sent through him a keen pang of lust" (Joyce 175).   Gabriel seizes Gretta in a passionate embrace and inquires into her thoughts.   Gretta hesitates at first then proceeds to explain the tragic tale... ...ased to consider themselves irrelevant as living beings.      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Gabriel Conroy, through his self-righteous concern for others, has created an internal paralysis.   Because Gabriel dwells on events in the past he is unable to move forward in his life with satisfaction.   Although Gabriel indisputably loves his wife, the elusive curse created by Michael Furey's inconsequential existence, long before he and Gretta were involved, has instigated unruly thoughts on Gabriel's behalf.   This vague and malicious being breaks down Gabriel's ego; he questions the validity of his and Gretta's love for one another and the significance of his own life.   These thought processes cause Gabriel to believe himself better off dead rather than alive, banishing him to a life of eternal discontent.    Works Cited Joyce, James. Dubliners. New York: Bantam Books, 1990.

Comparison Of 1984 And Animal Farm :: compare contrast

Comparison of 1984 and Animal Farm In George Orwell's 1984 and Animal Farm, reality is defined by what the leaders tell the commoners it is, and the idea of individuality and free thought are abolished in order to preserve that reality. 1984 demonstrated the concept of a perceived reality versus a true reality, and Animal Farm revealed that reality is in the beholder. The Outer Party members in 1984 were oblivious to the true reality of their lives and blindly accepted whatever was told to them. An excellent example of the Outer Party's ignorance to truth is when they are told that their chocolate rations have been increased, when actually the rations were just reduced a week earlier. Because of the Party's successful assault on the individuality of its members, people became cheerful when they heard of the news. This perceived reality is the truth to the Party members. The true reality in 1984 is shown only to the reader and some Inner Party members. O'Brien knows the real truth of things as shown by his torturing of Winston. He tells Winston that if the Party tells the people that 2+2=5, then it does. He also instructs Winston that if the Party informs its members that 2+2=3 or 4 or all at the same time, then it is so. Although this true reality is available to Inner Party members, they too do not have the freedom of thought or individuality... they are only just aware of its existence. Only the outside reader is able to think and understand the true nature of the reality established by the Party. In Animal Farm, Orwell unveiled that reality is a simple mental state that can be easily manipulated. Napoleon and the pigs proved this theory by repeatedly changing the Seven Commandments and reporting to the other animals that the 'laws' had always been in their changed condition when they were questioned. Napoleon uses the terror wielded by the dogs to rule the farm with

Should young people work

You will respect that person enough to finish your business with them, not argue, and not say disrespectful comments to them at all. With respect acquired as a personal attribute, the person will then have the self control to also put thought into what their parents have to tell them. This will allow them to listen to their parents and respect whatever their parents tell and ask them to do. Without always assuming the worst. This shows just how important it really is for a young person to acquire respect. Another reason why young people should be allowed to work is to gain their own personal money.When they work they can be more self dependent without always avian to ask and rely on their parents for everything they need. This will help them to save for things they need and want such as a car. This will allow the young person to go out with their parents and pick a car with a reasonable budget. This money they gain can also be used to save up for college. Some young people want to go to college but can't. This is sometimes do to not having enough money and not wanting to owe back a hefty amount of student loans. This will allow them to help pay for college with the money they earn from working.This will also allow the young person to go out and have fun with their friends using the money that they have worked hard for. It is also a way for parents to save money. This will also stop a large amount of kids from resorting to illegal ways of trying to gain money. This will show them it pays off to work hard and make an honest way of living. Another point on why young people should work is to gain responsibility. This job will show the young person that they are the only one that can determine what occurs in their life.They will learn it is their responsibility to wake up on time or work, know what days they have to work, and make sure they go to work. This is just a way of showing that is all on the young person to maintain their life. If they do not go to work the y will lose their job. It is just a way of showing no one can do your daily responsibilities for you. This is just a few examples of why young kids should work. It is also a good way of keeping the young person productive and not just out running around town. It takes away free time the young person could be making trouble.

Sony 4ps

SONY PRODUCT SONY has produced a lot of various varieties of portable audio whose main target are the youth of the new generation. The sub-categories of these portable audio produced by SONY are: †¢ Walkman mp3 series †¢ CD Walkman series †¢ CD/Radio/Cassette player †¢ Radio †¢ Voice recorder †¢ Audio Accessories PROMOTION The major elements of promotion mix include advertising, personal selling, sales promotion, direct marketing, and publicity.Advertising is any paid form of non-personal mass communication through various media to present and promote product, services and ideas etc. by an identified sponsor. So far, SONY has advertised its products through many different ways and media. Through TV we have seen different advertisements of its products, SNOY also advertise its products by targeting those favorable programs, like sports, series and also it has its own channel called SONY TV channel. SONY uses some events like MISS INDIA 2008 to promote its products.SONY also uses direct-response advertising. This is type of advertising that encourages the consumer to respond either by providing feedback to the advertiser or placing the order with the advertiser either by telephone, mail or internet. Such advertising is done through direct mail or catalogues. SONY incorporates co-operative advertising in its advertising process. SONY Corporation provides the dealers with the materials and guidelines to develop ads for print, television or radio commercials.This ensures that messages are in line with, what the manufacture wants to communicate. The company and the dealers usually share the media costs and hence, the name ‘co-operative advertising’. Sales promotion is a marketing discipline that utilizes a variety of incentives techniques to structure sales-related programs targeted to customers, trade and/or sales levels that generate a specific, measurable action or response for a product or service. Sales promotion for ex ample includes free samples, discount, rebates, coupons, ontents and sweepstakes, premiums, scratch cards, exchange offers, early bird prizes, etc. Public relations is a broad set of communication activities employed to create and maintain favorable relationship with employees, shareholders, suppliers, media, educators, potential investors, financial institutions, government agencies and officials and society in general. Through its website, Sony Corporation has its provided contacts for those customers who will be in need of any information from the company.In this way SONY can create a mutual relationship with its customers and ensure that it serves the wishes and demands of its customers. PRICE Pricing decisions are almost always made in consultation with marketing management. Price is the only marketing mix variable that can be altered quickly. Price variables such as dealer price, retail price, discounts, allowances, credit terms etc, influence the development of marketing stra tegy, as price is a major factor that influences the assessment of value obtained by customers.Customers directly relate price to quality, particularly in case of products that are ego intensive of technology bases. Sony being a company which emphasizes product quality, it tends to sell its products with price range from moderately-high to high-prices, depending on the use and the targeted customers. PLACE Decisions with respect to distribution channel focus on making the product available in adequate quantities at places where customers are normally expected to shop for them to satisfy their needs.Depending on the nature of the product, marketing management decides to put into place an exclusive, selective or intensive network of distribution, while selecting the appropriate dealers or wholesalers. Sony being the company with positions itself as a seller of durable and high-end products, it is practicing selective distribution of its products from the selective dealer i. e. SONY Wo rld. Sony distributes its products in various channels. It uses Zero-level channel, one level channel and two-level channel. [pic]