Creating New Employment and Business Opportunities

Creating New Employment and Business Opportunities Introduction Job creation remains one of the most important economic engagements for any business or organization. This process is normally coupled with economic development. Therefore, creating new employment and business opportunities is a contributor to economic development. Currently, world economies are struggling with a slow economy characterized by job cuts, layoffs and organizational restructuring.Advertising We will write a custom report sample on Creating New Employment and Business Opportunities specifically for you for only $16.05 $11/page Learn More Due to this, an organization’s management faces various challenges while trying to re-adjust in order to remain competitive and profitable. This is the reason why the private sector is currently awash with innovations and technologies that are being tried and tested to ensure corporate competitiveness and profitability. While a balance within the private sector can be competitively achieved, t here is always a challenge as far as the public sector is concerned. Therefore, public sector organizations will cautiously and selectively apply practices that contribute to sustainable development. The reason for such a trend is most likely due to the public sector organizations’ resistance to restructuring. It can be noted also that the essence of such organizations is based on their defined structure. Olympics development authority (ODA) is a public sector organization under the department of culture, media and sports of the UK government. This organization is responsible for the organization of Olympics and Paralympics in London in the year 2012. ODA is working together with close to fifteen other stakeholders including Her Majesty’s government to ensure that the Olympic Games are a success and that the UK gets the long term benefits as the host. ODA has developed a number of related policies on various issues that are considered crucial to the success of the 2012 Olympic Games. The intention of this study is to highlight and assess the challenges facing ODA in ensuring the delivery of its employment and business objective which is to create new employment (job creation) and business opportunities locally, regionally and nationally.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Literature Review An evaluation of the ODA’s policy on the management of the upcoming games reveals an elaborate sustainability development policy framework. Indeed ODA has gone to great lengths to develop an employment creation and environment policy for the games. Presently, there are few facts on how an economy can be affected by a sustainable development approach. Nonetheless, ODA has professionally postulated such a sustainable development plan to manage the upcoming Olympics and Paralympics games. Research indicates that numerous economic models have been developed lately alluding to the fact that various economies across the globe are seriously considering implementing environmentally driven policies. However, it remains obvious that sustainability development planning and implementation remains a challenge basically because of social and political barriers. Towards a more positive note on this include research findings from recently held studies indicating positive employment and business impact as a result of sustainability development policy implementation. However, these findings suggest that a societal saturation point is what will ultimately result into such phenomenon. It is on the basis of such findings that ODA has focused in order to derive its policy framework for the games. At this point a foreseeable challenge facing ODA would likely be the context of applying this policy framework. It is likely to take enormous economic, political and social energy to ensure that this policy is seamlessly adopted among ODAâ€℠¢s fourteen partners working on the hosting of the games. Further still if these partners had a consensus on this policy, their approach and rates of implementation will vary greatly. Sustainable development researchers have asserted that employee involvement is increasingly showing a noticeable effect on pollution prevention activities. These findings are likely to be the reason behind restructured employment policies across Europe and the world over being evident in current employment trends that now advocate green jobs (Casey 2004; Jacob 2011; Lefresne 1999). This state is supported by the rapid growth in environmental technology sectors around Europe and beyond. Most importantly though is the fact that the focus in the near future is projected to be on pollution prevention and clean technologies (Hawken 2010; Hawken and Lovins 2008).Advertising We will write a custom report sample on Creating New Employment and Business Opportunities specifically for you for only $16.0 5 $11/page Learn More Basing on this trend, ODA has endeavored to ensure these facts are considered during the planning process for the games and evidently so, the committee is focused on setting up a clean energy generation plant to serve the games and the community thereafter (Olympic Development Authority (ODA), 2011). While attempting to link the employment and environmental policies, this study is intended to identify the correlation between these two variables and highlight the likely challenges with a focus on the planners of the 2012 games in London. According to Hewett and Foley 2000, â€Å"there appears to be plenty of evidence and research addressing the employment effects of environmental policies† (p.10). Therefore, ODA proposes an employment and business strategy that will focus on creating new employment and business opportunities locally, regionally and nationally during and after the 2012 games. Accordingly, ODA proposes new employment opportu nities at some stage in the infrastructure building phases of the games venues (ODA 2011). An important area of focus related to ODA’s preparation is the relocation of IBC/MPC close to Hackney Wick. This facility has been offering employment opportunities and this is expected to continue during and after the upcoming games. IBC/MPC will later be converted to legacy use as an educational or commercial centre providing full time employment. The venue itself and the park around it will attract further human resource requirements. This will be the source of employment at the Olympics Park and the neighbouring areas. The physical construction of the park itself is likely to be a labour intensive exercise leading to increase employment opportunities. ODA’s sustainability plan will cover a number of aims including the following: Ensuring that the recruitment and engagement process is fair and offers an opportunity to all. Ensuring that as much as possible and within the cons traints of time and budget, communities have access to training and work placement that will eventually result into sustainable employment opportunities. Ensuring that procurement of work and goods as well as services is transparently and competitively carried out to attract maximum diverse categories of suppliers. Therefore, a deliberate consideration by ODA for small and medium sized enterprises (SMEs) has been earmarked. These SMEs’ services as subcontractors will expand the employment opportunities bracket as new business opportunities are unveiled.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More ODA’s reliance on social media and internet based methods to reach out with information is aimed at creating awareness about the opportunities for business and employment available due to the hosting of the games. ODA runs a website which has a facility to enable businesses to register their interests concerning tendering for contracts related to the games. ODA will forecast the labour demands and skill requirements to assess the current requirements. This information can then be availed to key partners who will provide funds for training to meet ODA’s supply chain requirements. On a regional scale, ODA will work with members of the five boroughs partnership board sharing all the information necessary to create employment and business opportunities. This will be achieved through the five borough employment brokerage service (ODA 2011). Apparently partnerships here are vital to the success of ODA’s sustainability development plan on business and employment. Some of these partners include the London employment and skills taskforce (LEST) which is an initiative that looks beyond the games focusing on them just as a catalyst for comprehensive regeneration and improved productivity in London for the next two decades. There is also the local employment and training framework (LETF), which focuses on tackling employment barriers and enterprise competitiveness during start up. This is intended to reduce disparities in labour market outcomes, improve skills and maximize the potential for productivity and innovation (ODA 2011). Rationale and Justification of the Data Collection Methods Generally research approaches are either qualitative or quantitative. The qualitative approach to research is an explorative method used to collect data, analyze it and report the data analysis findings based on a certain research question or case study. Under this approach, the research area is identified and a purpose for the research is specified before the data is collected and analyzed and thereafter the results reported and recorded. Data organization and coding is a feature within the qualitative research approach. Quantitative research approach is the other option. This approach requires beginning with a theory. As the research progresses samples are selected based on a scientific theory. This approach also involves the use of mathematical models as a method of data validation. For this study the qualitative approach will be used because this approach allows for the development of ideas and interpretations and case studying which is what has been used here to get data from various ODA publications on policy and planning. The internet has also been used in this research to collect more data in relation to development and implementation of sustainable development strategy with a focus on creation of employment and business opportunities. Findings Analysis and Discussion At the moment a clear relationship between sustainable development age nda such as the one proposed by ODA and how this relates to the creation of employment opportunities may not be well defined. However, conclusions can be drawn from the general trend based on government targets as well as scholarly evaluation reports on future options that involve technological change (Hitchcock and Willard 2009; Illinitch and Schaltegger 2000). Technological change is a direct indicator of new opportunities that require job creation. Currently, the UK government’s climate change strategy intends to establish policies to cut UK CO2 emissions by 20% by 2010 (Harvard Business School Press 2007). It is also proposed to deliver 10% of electricity from renewable sources in the same period. Other government strategies like the landfill and waste have their targets as well. The bottom line to achieving these targets will probably involve increased implementation of clean technology which requires new or combined job skills (Senge, Smith, Kruschwitz, Laur and Schley 2010). All of these targets affect economies in different ways. The government will be preparing for employment consequences. Generally, the government policy in creating the right market framework to encourage sustainable development and planning is an important contributor towards the success of such policies as that laid down by ODA. ODA which comprises the committee responsible for organizing the 2012 London Olympics is going to face a number of challenges based on the committee’s employment and business objective. It is definite that a slowing global economy is not an incentive to business growth let alone employment. With this in mind, ODA is likely to experience challenges in creating these new employment opportunities. It is likely that the sustainability development plan proposed by ODA requires more funds to successfully implement. These funds must be used to try and reduce the disparities arising from diverse perceptions that may be held by ODA’s partners in planning of the games. Lobbying has been known to be one of the ways this can be achieved considering that sustainability strategy development continues to attract social and political barriers to implement (Casey 2004; Nichols and Ball 2006). As such ensuring the creation of employment and business opportunities requires a consideration of the various factors that will cause increased implementation costs. Typically, the UK government is focused on implementing a carbon free city by the turn of a few decades. However, with such a consideration is the need to reassess natural resource utilization that provides the sustainability indicators. Within this campaign and as a government affiliated organization, ODA relies on other partners to facilitate the planning of the London Olympics games 2012. ODA is currently challenged at having a collaborative approach towards sustainable development planning which may not be totally achieved. Since ODA will rely on other partners for funding a nd logistical support, it remains unlikely that all of these partners can fully subscribe to the sustainability development framework proposed by ODA. Therefore, at the local level ODA may easily implement sustainability policies related to employment opportunities which though remain short-lived probably lasting slightly beyond the games season unless a collaborated approach to the strategy implementation is adopted. Though sustainable development planning is considered as a government policy, the real cost of its implementation remains a challenge not just in the culture, media and sports department but in many other sectors within the government and beyond. Research has revealed that a general notion currently in the public domain proposes that the implementation of sustainability development policies will cause job losses. It is expected that this is the public perspective and ODA is likely to face skepticism even in trying to realize their objective of creation of employment op portunities, locally, regionally and nationally as proposed. Convincing the general public otherwise is definitely a cost intensive undertaking which is an indirect challenge as well. Therefore, it might be necessary for ODA to invest much more in public awareness campaign to amplify the employment opportunities that will be created locally, regionally and nationally by a successful implementation of the sustainability development plan for the games. It has been known for some time now that environmental issues have no social or political boundaries. As such it may be necessary for ODA to consider bringing on board all the stakeholders within the five boroughs involved in the planning (Reeves 2005). Conclusion Strategy formulation remains one of the most vital managerial undertakings. Apart from drafting the strategy to run the organization, there is a need to anchor the strategy on a competitive and profitable framework. Currently sustainable development strategy is considered as t he standard strategy formulation of the future. Sustainable development is a major feature in the UK’s government’s which focuses at future scenarios and technologies in the UK. The initial stage is the development and improvement of current technologies, especially within heavy industries thereby creating some ‘breathing space’ during which time policies can be altered to transform the model of economic behaviour. This is going to include the development of cleaner processing technologies which have improved energy efficiency. Most sectors in the UK are currently within this stage. The second stage involves preparing for the change. The change includes increased uptake of renewable energy technologies, transport modes that are sustainable and construction techniques that are less energy intensive. Therefore, the government’s targets for renewables, the decade long transport plan and waste strategy are featured as an attempt by the government to mov e the UK into the preparation for change stage. This stage will also promise increased employment and business opportunities. However, it will be noted that changes in behaviour and technology will not necessarily happen all at once as timing may depend on technological progress or events which change public attitudes. Hewett and Foley, 2000 in their writing indicate that: The University of Bath study also looked at a ‘bottom-up’ methodology developed by AEA Technology to examine the employment impact of energy taxation on manufacturing industry across Europe. The ‘bottom up’ modelling relies on specific information on the costs and characteristics of individual technologies available across different manufacturing sectors. The study concludes that both top down and bottom up models show the potential for modest employment gains flowing from an environmental tax reform. (p.12) ODA has drawn its sustainable development plan for the games based on such findin gs and the government strategy framework. Therefore, though the implementation may still be a little far off especially for certain areas of the policy, the accomplishment of the creation of employment and business opportunities remains in line with the government’s target indicators for achieving sustainable development although this may only be realized on a local level for a start. Recommendations Sustainable development planning is gaining support from many economies and governments around the world especially the developed nations that are quickly drawing and aligning their policies to this framework. These policies propose a green jobs boom as economies finally adapt and implement this strategy framework. However, the challenge lies with a determination of the exact cost of policy implementation based on such a strategy. It is basically true that most of the framework implementation is still in the infancy stages. Considering this fact, ODA will face various challenges when trying to measure the levels of success in creation of employment opportunities (Bach 2005). However, studies are showing that at an appropriate time, organizations around the world will eventually resort to sustainable development planning with noticeable benefits in the human resource sector (Price 2011). The implementation phase of such a plan is going to be actualized in a longer time frame than what was anticipated. As such, creation of employment opportunities as proposed by ODA in their sustainable policy on the games will be realized on local proportions. A more elaborate and sustainable result for such an objective will only be achievable after other related sectors have adopted similar strategy framework probably as formulated by the UK government. Therefore, at the moment challenges towards successful implementation are likely. Reference List Bach, S. ed., 2005. Managing human resources: Personnel management in transition. 4th ed. New York: Wiley-Blackwell. Casey, B. , 2004. The OECD jobs strategy and European employment strategy: Two views of the labour market and welfare state. European Journal of Industrial Relations, 10(3), pp.329-352. Casey, B., 2005. Building social partnership? Strengths and shortcomings of the European employment strategy. Transfer: European Review of Labour Research, 11(1), pp.45-63. Harvard Business School Press, 2007. Harvard business review on green business strategy (Harvard business review) Boston: Harvard Business School Press. Hawken, P., 2010. The ecology of commerce revised edition: A declaration of sustainability (Collins Business Essentials). London: Harper. Hawken, P. and Lovins, A., 2008. Natural capitalism: Creating the next industrial revolution. Boston: Back Bay Books. Hewett, C. and Foley, J., 2000. Employment creation and environmental policy a literature review. [Online] Web. Hitchcock, D. and Willard, M., 2009. The business guide to sustainability: Practical strategies and tools for organizations. 2n d ed. New York: Routledge. Illinitch, A., and Schaltegger, S., 2000. Developing a green business portfolio Long Range Planning, 28(3), pp. 29-38. Jacob, S., 2011. Employment policy confronted with new patterns of governance centred on coordination and performance. International Review of Administrative Science, 77(3), pp. 531-553. Lefresne, F., 1999. Employability at the heart of the European employment strategy. Transfer: European Review of Labour and Research, 5(4), pp.460-480. Nichols, K. and Ball, C., 2006. Organization theory: A public and nonprofit perspective 3rd ed. Belmont: Wadsworth Publishing. Olympic Development Authority (ODA), 2011. Sustainable development strategy. [Online] Available at: https://www.olympic.org/documents Price, A., 2011. Fundamentals of human resource management. London, UK: Cengage Learning Emea. Reeves, T., 2005. Cases in public human resource management. 2nd ed. Belmont: Wadsworth Publishing. Senge, P., Smith, B., Kruschwitz, N., Laur, J., and Sch ley, S., 2010. The necessary revolution: Working together to create a sustainable world. New York: Crown Business.

Common Editing and Proofreading Marks in Composition

Common Editing and Proofreading Marks in Composition When your instructor returns a composition, are you sometimes puzzled by the abbreviations and symbols that appear in the margins? If so, this guide should help you decipher those marks during the editing and proofreading stages of the writing process. Common Proofreading Marks Explained The following proofreading marks have a brief explanation of the definition your instructor is likely trying to convey for your revisions. ab: Abbreviation  (Use a standard abbreviation or write out the word in full.) ad: Adjective or adverb  (Use the correct form of the modifier.) agr: Agreement  (Use the correct ending to make the verb agree with its subject.) awk: Awkward expression or construction. cap: Capital letter  (Replace a lowercase letter with a capital letter.) case: Case  (Use the appropriate case of the pronoun: subjective, objective, or possessive.) clichà ©: Clichà ©Ã‚  (Replace the worn-out expression with a fresh figure of speech.) coh: Coherence  and cohesion (Make clear connections as you move from one point to the next.) coord: Coordination  (Use coordinating conjunctions to relate equal ideas.) cs: Comma splice  (Replace the comma with a period or a conjunction.) d: Diction  (Replace the word with one thats more precise or appropriate.) dm: Dangling modifier  (Add a word so that the modifier refers to something in the sentence.)   emph: Emphasis  (Restructure the sentence to emphasize a key word or phrase.) frag: Sentence fragment  (Add a subject or verb to make this word group complete.) fs: Fused sentence  (Separate the word group into two sentences.) gloss: Glossary of usage  (Check the glossary to see how to use this word correctly.) hyph: Hyphen  (Insert a hyphen between these two words or word parts.) inc: Incomplete construction. irreg: Irregular verb  (Check our index of verbs to find the correct form of this irregular verb.) ital: Italics  (Put the marked word or phrase in italics.) jarg: Jargon  (Replace the expression with one your readers will understand.) lc: Lowercase letter (Replace a capital letter with a lowercase letter.) mm: Misplaced modifier  (Move the modifier so that it clearly refers to an appropriate word.) mood: Mood  (Use the correct mood of the verb.) nonst: Nonstandard usage  (Use standard words and word forms in formal writing.) org: Organization  (Organize information clearly and logically.) p: Punctuation  (Use an appropriate mark of punctuation.) apostrophe : colon , comma -   dash . period ? question mark quotation marks  ¶: Paragraph break  (Begin a new paragraph at this point.) //: Parallelism  (Express paired words, phrases, or clauses in grammatically parallel form.) pro: Pronoun  (Use a pronoun that refers clearly to a noun.) run-on: Run-on (fused) sentence  (Separate the word group into two sentences.) slang: Slang  (Replace the marked word or phrase with a more formal or conventional expression.) sp: Spelling  (Correct a misspelled word or spell out an abbreviation.) subord: Subordination  (Use a subordinating conjunction to connect a supporting word group to the main idea.) tense: Tense  (Use the correct tense of the verb.) trans: Transition  (Add an appropriate transitional expression to guide readers from one point to the next.) unity: Unity  (Dont stray too far from your main idea.) v/^: Missing letter(s) or word(s). #: Insert a space. wordy: Wordy writing (Cut out unnecessary words.) ww: Wrong word (Use a dictionary to find a more appropriate word.)

Plan of Action Term Paper Example | Topics and Well Written Essays - 1500 words

Plan of Action - Term Paper Example Maria has misunderstood things here. She has put the blame upon the company on a totally different tangent altogether. There is no reason why she should be blaming the company for her poor communication skills and traits that she has been displaying over a period of time. She believes that she is being maltreated as there is a bias within the company but this is not something that has been pondered upon deeply by the people who are sitting within the helm of affairs in the company. Maria must know that any company within the business world exists to satisfy not only the customers but its internal publics as well, which comprise of its own employees who are the most prized possessions that these companies can ever have. When Maria says that the company is treating her in a shabby way, it is the bias which is reflected in her understanding and not the way in which work gets done within the domains of the organization in the long run (Kim 2002). What the company has to do in such a sett ing is to make Maria realize that she is in the wrong, and that she shall have to be treated fairly no matter what happens. However at the present, Maria has become disgruntled because she believes that she is being hard done by due to her color and Latin ancestry. The scenario could be avoided if the company took a more proactive approach and told Maria where she was lacking before announcing the promotions for the employees. This could have made the entire effort look genuine and there would not have been any resentment whatsoever.

Music Essay Example | Topics and Well Written Essays - 750 words - 3

Music - Essay Example is first work 9 Variations in C Minor† was published in 1782, when his age was 12.At the age of 14 he was the organist in the court of â€Å"Maximillian Franz, Elector of Cologne.† His meeting with Mozart took place in â€Å"Vienna in 1787.† Mozart highly appreciated the musical talents of Beethoven. In Vienna, he took music lessons from masters like Haydan, Salieri and Albrechtsberger. His talents won him admiration in the music circles of Vienna. â€Å"He composed Opus 1, the Trios for Piano,† in the year 1794. In 1795, he gave â€Å"his first public performance† in an academy known as Vienna and then began his tour to Prague, Leipzig, Dresden, berlin and Budapest. Notwithstanding his music talents, as a person, he was known for â€Å"his impulsive behavior.† â€Å"In 1800 in a new concert at Vienna† he presented â€Å"his first symphony.† With his innovations he was crossing the established norms â€Å"of music.† In 1801, he began to realize that he was turning deaf. This health issue turned him cynical and his life was useless and purposeless with this deficiency, he thought. But his passion for music was too strong and he kept pushing to the front. He engaged himself in what is known as Beethoven music, Sonatas for Piano, the second and the third symphonies, The Eroica and in due course many such creations. He wrote his 3rd symphony in honor of Bonaparte. On April, 7, 1805, the Erocia symphony was played for the first time. His creativity began to flourish. Pastora, Coriolan Overtue and Letter for Elise are some of his immortal creations. He fell in love with several of his students. Beethoven was given an annual grant of 4,000 florins, by his rich admirers and with that assistance it was possible for him to function as an independent composer. He was free to compose what he wanted, a true freelancer, under the command of nobody. When Archduke Rudolph became Cardinal, Beethoven began to composing his mass in D. The ninth symphony was completed in 1823. Soon,

The Analysis of Garys Hart Business Plan Assignment - 1

The Analysis of Garys Hart Business Plan - Assignment Example From information acquired, there are various benefits attached with budgeting or drawing a budget before starting a business organization. First, budgeting organizes business finances available. Drawing a budget helps highlight early warning signals for potential financial crisis likely to occur in carrying on with the business (Bernard 2002, p250). For instance, with a budget, Gary will have guidelines for paying bills and immediate alerts in case there occurs overspendings. Setting up a budget is also a way of opening up communication between Gary and his employees, especially those who will be working in the finance department. This ensures both the entrepreneur and employees are working towards a common goal that keeps them focused. It also involves all employees by teaching them to be responsible and holding on to accountability. This is because the owner already has the estimation of the outcome to expect and any adverse result calls for explanation and accountability form the person in charge. Drawing a budget before starting up a business offers one an opportunity for Gary to make informed decision on spending at any given time. Since Gary will be in a position to determine where his financial stand is, budgeting offers him with chances to take advantage of prospects that he may miss if he had not drawn any budget. With a budget, an entrepreneur will never have to guess since form the beginning, he will have definite knowledge whether he has start up finances or not. It is with the help of a budget that an entrepreneur focuses on financial goals of an organization (Steven, Roby & Gregory 2009, p329). A budget helps one come up with definite objectives that one should focus on. Budgets are usually drawn with the entrepreneur’s motivations in mind. For this case, Gary may be motivated by the fact that he wants to start and run a successful restaurant in the region. Preparing a budget saves time when one is dealing with some transactions. The time s aved can be used in dealing with other transactions.  

Fast Food Nation Essay Example for Free

Fast Food Nation Essay As American as a small, rectangular, hand-held, frozen, and reheated apple pie.? (p. 3) Far from being a run of the mill expose on calories and fat grams in fast food, Fast Food Nation is a hard-hitting critique of the industrialization of America? s and, later, the world? s food supply. The consequences of this industrialization have far-reaching effects on working people around the world. Fast food chains are at the pinnacle of a giant food-industrial complex that controls the nation? s food supply. Schlosser begins with some thumb nail sketches of fast food?s ? founding fathers.? None of today? s fast food giants were started by large corporations. They were all started by people of very modest means. Harland Sanders is a good example. He ? left school at the age of twelve, worked as a farm hand, a mule tender, and a railway fireman. At various times he worked as a lawyer without having a law degree, delivered babies as a part-time obstetrician without having a medical degree, sold insurance door to door, sold Michelin tires, and operated a gas station . . .. and at the age of sixty-five became a traveling salesman once again, offering restaurant owners the secret recipe? for his fried chicken. The first Kentucky Fried Chicken Restaurant opened in 1952 . . . . Lacking money to promote the new chain, Sanders dressed up like a Kentucky colonel? (p. 23). But despite the modest beginnings of Harland Sanders, William Rosenberg (Dunkin? Donuts), Dave Thomas (Wendy? s), Thomas S. Monaghan (Domino? s) and others, they have created giant empires that brutally exploit millions of underpaid workers across the globe. Next, Eric Schlosser describes how McDonald? s and others market to children. Many of these companies have cradle-to-grave? advertising strategies.? Apparently, brand loyalty? may begin as early as age two. Indeed, market research has found that children often recognize a brand logo before they can recognize their own name? (p. 43). Under the heading ? mcteachers and coke dudes,? Schlosser describes the cradle-to-grave strategy that fast food chains use to market to children. This strategy reaches new highs (or lows) all the time. Not content to market ?to children through playgrounds, toys, cartoons, movies, videos, charities, and amusement parks, through contests, sweepstakes, games, and clubs, via television, radio, magazines, and the Internet, fast food chains are gaining access to the last advertising free outposts of American life? ( p. 51) public schools. In 1993, District 11 in Colorado Springs became the first school district in the U. S. to have ads for Burger King inside their schools and on their school buses. However, the school district netted little from this, gaining only $1 per student. In his next chapter, entitled ? Behind the Counter,? Schlosser describes the life of a young woman of sixteen by the name of Elisa, who gets up at 5:15 in the morning to get out the door by 5:30. She and the manager arrive at work, and for the next hour or two, they get the place ready. The two of them turn on the ovens and grills and get the food and supplies, cups, wrappers, styrofoam containers, and condiments, for the morning shift. They get frozen bacon, frozen pancakes, and frozen cinnamon rolls from the freezer. Plus, they bring out frozen hash browns, frozen biscuits, and frozen McMuffins. Then they get packages of orange juice mix and scrambled egg mix. The restaurant opens at seven and for the next couple of hours Elisa and the manager work alone, taking all the orders. Later, as more customers arrive, so do more employees. Elisa works the counter from breakfast through lunch. She then walks home after standing for seven hours at the cash register. Totally wiped out, her feet hurting, she plops in front of the tv and gets up the next morning at 5:15. The entire fast food industry seeks out teenage, part-time (no overtime, please), unskilled workers like Elisa, because they? re willing to accept low pay, are cheaper than adults, and are easier to control due to their inexperience. Although recently, middle class teenagers are shunning jobs at McDonalds and Burger King and are being replaced by poor immigrants and the elderly (The New York Times, January 8, 2001). ?The labor practices of the fast food industry have their origins in the assembly line systems adopted by American manufacturers in the early twentieth century? (p. 68). In a restaurant assembly line, tasks are broken up into small, repetitive bits requiring little or no skill, while machines and operating systems do the things that require timing and training (p. 69). In addition, the fast food industry generally pays minimum wage, moreso than any other industry. The result has been that the real value of laborers? wages have fallen for the last three decades. Worse yet, the industry almost never pays overtime. Bonuses for managers at many fast food restaurants are tied to holding down labor costs. The result being that many workers are forced to wait until the restaurant gets busy before punching in. Workers are forced to do clean-up after they? ve punched out. One Taco Bell employee ? regularly worked seventy to eighty hours a week but was paid for only forty? (p. 75). Taco Bell has been sued for this in a number of states. The fast food industry is not alone in doing this kind of thing. Wal-Mart is being sued in 28 states for forcing workers to work off the clock, as reported by Steven Greenhouse in his expose ? Suits Say Wal-Mart Forces Workers to Toil Off the Clock,? in the June 25, 2002, New York Times. To add insult to injury, the status of fast food workers is so low that customers feel justified in heaping abuse on them. This writer was once told to his face that ? Your job is so simple that a monkey could do it.? Another customer grabbed me and ripped my shirt when he didn? t get a ? Jimmy Special.? There was no ? Jimmy Special? on the menu, nor did I know it was a sandwich. Incidents like this are so common that web sites are devoted to them. If low wages, no benefits, low status, and hard work are not bad enough, more restaurant workers are murdered on the job in the U. S. than are. police officers. Most restaurant crime is committed by current or former disgruntled employees. Out of the frying pan and into the fire If the life of a fast food worker is bad, workers in the meatpacking industry have it much worse. In 1961, two former Swift Co. executives, Currier Holman and A. D. Anderson, started Iowa Beef Packers better known as IBP. Over the course of twenty years, these two lead the meatpacking industry back to the days of Upton Sinclair? s The Jungle. IBP created ? a mass production system that employed a de-skilled workforce, . . . put its new slaughterhouses in rural areas . . . far away from the urban strongholds of the nation? s labor unions? (p 154). In 1970, the IBP broke its labor unions with the help of La Cosa Nostra, and the stage was set for sweatshop heaven. At a ConAgra slaughterhouse in Greeley , Colorado, the workers mainly come from Mexico, Central America, and Southeast Asia. Base pay is $9. 25 per hour; when adjusted for inflation, thats one-third lower than the same plant paid forty years ago (p. 160). The annual turnover rate is 400%. On average, a worker quits or is fired every three months. But ? far from being a liability, a high turnover rate in the meatpacking industryas in the fast food industry also helps maintain a workforce that is harder to unionize and much easier to control? (p161). Meatpacking is now the most dangerous job in the United States. The injury rate in a slaughterhouse is about three times higher than the rate in a typical American factory. Every year, more than one quarter of the meatpacking workers in this countryroughly forty thousand men and womensuffer an injury or a work related illness that requires medical attention beyond first aid? (p172). However, there are big incentives not to report injuries. ?The annual bonuses of plant foremen and supervisors are often based in part on the injury rate of their workers? (p175). The main cause of the high injury rate is the speed of the disassembly line. The list of the injuries is long and bloody. But, speaking of speed, it? s the speed of the disassembly line that? s one of the major causes of food borne illness from E. coli 0157:H7. The other major causes are crowded feedlots and industrial-size hamburger grinders. The stomachs and intestines of cattle, where the E. coli 0157:H7 live, are still removed by hand. This job takes about six months? practice to do well. But with high turnover and the high speed of the line, it? s not done well. Twenty percent of cattle can have their guts spilled onto the carcasses being processed on the line, which can then contaminate many others (p. 203). This willful disregard for the consumer? s health is all done in the name of profits. But, because capitalism lives by the profit, for the profit, and of the profit, decades go by, Republicans then Democrats rule, but still little or nothing gets done. However, if not for the sake of profit, the whole meatpacking industry could be cleaned up in just six months, yes, just six months! This according to David M. Theno, the man who cleaned up Jack in the Box after its outbreak of E. coli 0157:H7 in 1993 (p. 210). If there? s one big weakness in Fast Food Nation, its while correctly criticizing the Republican? s support for agribusiness, he seldom attacks the Democrats. Eric Schlosser acknowledges this himself in an afterword. ?In retrospect, I could have been more critical of the Clinton administration? s ties to agribusiness. Had I devoted more space to the poultry industry, for example, I would have examined the close links between Bill Clinton and the Tyson family? (p. 277). Both the Democrats and Republicans are tools of big business. Only a system based on human need, and not on profit, can clean up our food supply and guarantee the well-being of workers. And that system is socialism! I strongly recommend that everyone who is for social justice read this book. It? s an eye-opener even for someone like me who? s worked in restaurants for 23 years. The article above was written by John Pottinger, and first appeared in the October issue of Socialist Action newspaper.

Contemporary Marketing Assignment On Ferrari

Contemporary Marketing Assignment On Ferrari Ferrari S.p.A. is an Italian sports car manufacturer based in Maranello, Italy. Founded by Enzo Ferrari in 1929, as Scuderia Ferrari, the company sponsored drivers and manufactured race cars before moving into production of street-legal vehicles as Ferrari S.p.A. in 1947. Throughout its history, the company has been noted for its continued participation in racing, especially in Formula One, where it has had great success. Ferrari has produced a number of concept cars, such as the Ferrari Mythos. While some of these were quite radical (such as the Ferrari Modulo) and never intended for production, others such as the Ferrari Mythos have shown styling elements which were later incorporated into production models. The most recent concept car to be produced by Ferrari themselves was the 2010 Ferrari Millechili. A number of one-off special versions of Ferrari road cars have also been produced, some of which have been commissioned by wealthy owners. One of the examples is the Ferrari P4/5. The Special Projects program is collaboration by Ferrari with Italian automobile coachbuilders such as Fioravanti, Pininfarina, and Zagato to build custom cars using selected Ferrari models as a structural base. The first car under this program is the SP1, commissioned by a Japanese business executive. The second is the P540 Superfast Aperta, commissioned by an American enthusiast. Ferrari has considered making hybrids. A F430 Spider that runs on ethanol was displayed at the 2008 Detroit Auto Show. Ferrari has announced that a hybrid will be in production by 2015. At the 2010 Geneva Motor Show, Ferrari unveiled a hybrid version of their flagship 599. Called the HY-KERS Concept, Ferraris hybrid system adds more than 100 horsepower on top of the 599 Fioranos 612 HP. Ferrari is a myth and a legend in the automotive industry. The Ferrari tale is one of an astounding and unique worldwide success. An unparalleled one. Ferrari success cannot be measured in terms of revenues and sales, or in terms of market capitalization. Ferrari never made an IPO and is not even quoted in any stock exchange market. Ferrari success has to be measured only in terms of Brand Value and Product Value. Probably the Ferrari brand is worth more than the Google brand, the Apple brand, Nike, GE, IBM, BMW, Mercedes, Exxon, Shell, or any other brand. No other brand has the allure of the Ferrari Brand. Ferrari is known and is highly valued everywhere in the world. Yet, Ferrari never spent a penny in advertisement. HISTORY: Enzo Ferrari was born in Modena Italy on February 18 1898. He came from a well to do family that owned a metal foundry making railroad parts, they were the first in his town to own a car. When WWI came Enzos father and brother (Dino) were drafted into the Italian army, whom both died from influenza in 1916. Enzo was forced to leave school to run the foundry, when the business collapsed he started work as a metalworker at the Modena Fire Brigade workshop in order to support his widowed mother. Enzo himself was later drafted into the Italian army where he worked shoeing mules for the mountain artillery, after a few months he becomming seriously ill and was released from the military. Not interested in going back to shcool and against his mothers will, he found work as a test driver in Turin in late 1918. Enzo then moved to Milan to work at CMN (Costruzioni Maccaniche Nazionali) as a racing car driver. His first real race came in the 1919, the Parma-Berceto, he then entered the Targa Fl orio that same year. Enzo then founded Scuderia Ferrari, (literally means Ferrari Stable) who were mainly sponsers and trainers for Alfa Romeo. He was officially hired by Alfa Romeo as head of their racing department in 1938, then in 1940, upon learning of the companys plan to take control of his beloved Scuderia, he quit Alfa. Since he was prohibited by contract from racing for several years, the Scuderia briefly became Auto Avio Costruzioni Ferrari, which ostensibly produced machine tools and aircraft accessories for Piaggio and RIV as Italy was gearing up for WWII. Ferrari did in fact produce one race car, the Tipo 815, in the non-competition period; it was thus the first actual Ferrari car, but due to the war it saw little competition. In 1943 the Ferrari factory moved to Maranello, where it has remained ever since. The factory was bombed in 1944 due to making machines for ball bearing production, it was rebuilt in 1946 to include a works for road car production. The first Ferrari road car was the 1947 125 S, powered by a 1.5-litre V12 engine; Enzo reluctantly built and sold his automobiles to fund the Scuderia. Since then, company cars, driven by the best drivers, have racked up over 5,000 successes on race tracks and roads all over the world, creating a legend. The most important achievements have been 9 Formula 1 Drivers World titles, 14 Manufacturers World titles, 8 Formula 1 Constructors World Championships, 9 wins at the Le Mans 24 Hours race, 8 at the Mille Miglia, 7 at the Targa Florio, and, up to the end of 1997, 113 wins in Formula 1 Grands Prix. While  Enzos beautiful and blazingly fast cars quickly gained a reputation for excellence, Enzo maintained a famous distaste for his customers, most of whom he felt were buying his cars for the prestige and not for racing. Ferrari has long been one of the ultimate toys for the rich and young (or young-at-heart). Ferrari cars feature highly-tuned small V8 and V12 engines, often in a mid-engined configuration. But until the introduction of fuel injection in the 1980s, they were quite temperamental and were dificult to maintain. Before the mid 1980s they carried a reputation for unreliability and bad engineering, though these were written off by enthusiasts as character. Ferrari owners have famously and religiously defended the merits of their cars while virulently criticizing other brands. PESTEL ANALYSIS: ACADAMIC REVIEW Through the appliance of PEST analysis a manager can examine their disclosure towards the set of possible surrounding problem (McGee et al.2005,p.13). Thomas, H (2007) (jain, 1981) defined PEST an early warning system for the environmental force which may impact a companys products and markets in the future. Moutinho, L and Evans,M (1992, pp.247) POLITICAL: ECONOMICAL: SOCIAL: TECHNOLOGICAL: ENVIOURAMNETAL: LEGAL: SWOT ANALYSIS: ACADAMIC REVIEW Barney gave SWOT a new meaning as a basic step for a firm to connect its resources to achieve advantages competitively. Barney (1991) Conventionally SWOT has been seen as a structure formed by properly combining various factors that are well thought-out significant in order to assess a firms planned position at a reasonable souk. Porter (1981). Synthesizing process creates value not only in aligning components, but also in creatively re-arranging them. Liedtke (2000, p. 22) STREANGHT OF FERRARI Extremely strong brand image Innovation technology Well motivated work-force Attitude towards new challenges WEEKNESS OF FERRARI Ferraris business model fuel efficiency emissions Due to huge waiting list Ferrari looses many customers. OPPERTUNITES FOR FERRARI Growth in the global market Expansion of the brand in new Market Enlargement of customer base Development of technology concept car THREATS FOR FERRARI Automotive policies from varies countries Tough competition Slow rate of expanding STREANGHT OF FERRARI: Extremely strong brand image. Products that are a fine combination of beauty aesthetics combined with unforgettable performance. The brand has connected to itself an aura of mystique. It is looked upon as a status symbol for general people. Ferrari takes on new challenges on a constant basis with a head on attitude. Innovation technology are key drivers behind every product. A very inspired, well taken care of satisfied work-force who are proud to be attached with the brand. This was further expressed publicly when Ferrari was voted the Best Place to Work in Europe 2007à ¢Ã¢â€š ¬Ã‚ ³. WEEKNESS OF FERRARI: Ferraris business model, based around low volumes, removes the possibility of employing certain technological solutions. That same business model also limits their sales volumes even though a lot more demand is present in the market. Due to their waiting list model, they lose out on customers to the competition. A big challenge lying in wait is fuel efficiency emissions which are growing in importance every day, thanks to spreading concerns over the environment. OPPERTUNITES FOR FERRARI: Growth in the global market for high-performance super-cars due to growing economies developing nations. Expansion of the brand through entering into new important automotive markets like India wherein competitors like Porsche have already set up base. Enlargement of customer base (increase appeal of their products to a more variety of buyers) through adding comfort, roominess, luggage space, engines that are more user friendly, and so on, while at the same time maintaining traditional Ferrari characteristics-performance, style, exclusivity. Ferrari has been exploiting this aspect for a while it has been a key contributor to their success in the past 15 years. Development of technology (for example interfacing electronics with mechanical systems) has opened up new avenues to explore for their products. Packaging i.e. the concept of the car is another area which still has years to explore. THREATS FOR FERRARI: Automotive policies being pushed by countries continents all over the world which are being strictly enforced like the emission norms of 130g/km of CO2 are very difficult to keep up with due to the performance oriented nature of the engines built by Ferrari. Tough competition from other iconic super car brands like Lamborghini Porsche A competing brand like Porsche does not follow the same low volumes, high on exclusivity model which is followed by Ferrari hence sells a lot more of its products captures a large chunk of the market share. Once again, competitors like Lamborghini Porsche are expanding their product range to high performance SUVs wherein Porsche has already been very successful with its Cayenne model, all over the world in particular, in India, which has lead to its success in the Indian market. Ferrari has not announced any plans for such a product (high-performance SUV) as of yet i.e.-2009. MARKETING MIX: Product High Performance super cars. Though the company is also heavily into 3rd party merchandising. Pricing Priced at a premium, they start at prices upwardly of 175,000 $US. Vintage Ferrari cars are also a great investment as Vintage Ferraris appreciate in value are known to cost millions of US Dollars Promotions The strongest promotion for Ferrari is in its merchandising. It already enjoys immense awareness throughout the world; even in places it doesnt do any promotion. To the extent that in India, wherein the brand is not even present as of yet, it is very well known. Furthermore, the merchandising is done on a royalty license basis to other brands (E.g. Puma selling Ferrari-Puma branded shoes). Place It has its exclusive Ferrari dealerships spread over 52 countries as of yet with plans to expand its dealerships to other countries markets. People A very inspired, well taken care of satisfied work-force who are proud to be attached with the brand is what Ferrari offers its people. With factories, production units workplaces built around the safety health of its workers, Ferrari was voted the Best Place to Work in Europe 2007à ¢Ã¢â€š ¬Ã‚ ³. Process They are reliant heavily into RD, innovation staying at the cutting edge of technology. Therefore, their process is in a constant state of flux which is forever changing adapting with what the environment around them demands. Physical Evidence Dealerships across the globe showcasing their cars along with merchandise offering the customer a lounge sort of experience rather than that of a showroom. This is done keeping in mind the lifestyle of their potential custom As from the above table BCG MATRIX: ACADAMIC REVIEW The BCG growth-share mould was extremely significant. It made noticeable the concern of allotment across companies, that some businesses should fabricate ready money that supports others. Aaker, A.D. (1988,pp.133) The fundamental compositions of the BCG mould have stayed admired and are still integrated in almost every MBA syllabus. Calandro Jr, j and lane, S (2007) Star Ferrari 275 Ferrari 360 Ferrari 420 Ferrari F512 Ferrari F60 Ferrari F70 ? Ferrari Spider 458 Ferrari hybrid F151 Ferrari F70 Cash Cow Enzo Ferrari Ferrari Mondial Ferrari Testarossa Ferrari California Dog None According to the BCG matrix, Cars like Enzo Ferrari, Mondial, Testarossa, California are the most cash generating cars of the company. This cars generates the maximum amount of the revenue for the company. Other than these Cars like Ferrari 275, 360, 420, 512, F60 and F70 are the most selling cars as it is liked by consumers. Cars like Spider, Hybrid S70 are some new project of the company which are under development. PRODUCT LIFE CYCLE: As from the above figure tells us, the Enzo Ferrari car is in its Maturity period. This car has been a big success for the company since the day of its launch. Though Enzo Ferrari is an old car but cause of its revived versions taken out by the company, the car never loses its grip in the Market. PORTERS FIVE: ACADAMIC REVIEW Porters work in 1980, Competitive Strategy (book), and his set-up of the porters five force presented a structure to study the peripheral surrounding orderly as a technique of budding and ready for action tactics Michael E. Porter (1998[1980]). Calandro Jr, J and Lane, S (2007) Michael E. Porters five force model has been developed by Succeeding practitioners. Though testing such kind of examination may be extremely difficult as it do not sums up simply Robert Simpson and Antonio Davila (1998). Calandro Jr, J and Lane, S (2007) Michael E. Porter claimed if an association has to develop an aggressive tactic it should initially calculate its situation inside the business alongside the five aspects; supplier consumer bargain power, Threats to new entrants substitute, Cut- throat rivalry. Tay, L (2006) SHELL MATRIX: ACADAMIC REVIEW Business position of shell matrix appears much appropriate for a merchandise range investigation motive is a variety of aspects depicting market pleasant appearance along with industry status establishes the progression of a manufactures good beside its life tenure, Chee, H Harris, R. (1998,pp.61) Rich Elite Class Targeted Audience Luxury Hotels Airlines Europe India Strong Brand name image Loyal Customers MARKET ATTRACTIVENESSHigh Low Medium High Medium Low COMPANYS STRENGHT !!!!!!!!!!!!!!!!!!!!!!!!!!!! ANSOFF MATRIX: ACADAMIC REVIEW Several writers have remarked on the boundaries of strategic alternative presented towards the small firm, by good value of such features as small market share and precincts of resources and talent (e.g. Carson, 198). Watts, G et al. (1998) Ansoff (1965) some time ago assumed that strategy and objectives are interchangeable both at different points in time and different levels within the organisation. Thus elements of strategy at a high level become objectives at lower level. Adcock, D (2000,pp.21) The Ansoff growth matrix guides an organisation in relation to ocus their labours and consideration. Lake, N (2002,pp.145) New Product Existing Product MARKET PENITRATION Different Schemes. Warranty on its products. Free servicing for a specific period. PRODUCT DEVELOPMENT Investing in Research Development. Add new products to product range. Feedback/customer survey. MARKET DEVELOPMENT Super Bikes. Cloths/ Accessories. Airlines. Luxury Hotels. DIVERSIFICATION Airlines Existing market New Market (Model adapted from Mindtools, 2010 own research) As from the above Marketing tool we can conclude that Enzo Ferrari car the Ferrari Company has a very diverse market for Development penetration. MARKET PENITRATION: The Company has a wide scope of penetrating the market by giving its customers varies attractive schemes. These schemes can be seasonal in nature also. At present the company doesnt have any schemes like its competitors. PRODUCT DEVELOPMENT: The Company can widen their product range by entering into new market. Ferrari can also invest in research development to enhance its existing product range to innovate new cars. Company can also take feedbacks on its products as this can also help enhancing the product. MARKET DEVELOPMENT: The Company has a big opportunity in the new market. Ferrari can make sports Bike as it is connected to the field in which the company is from last 100 years. This new shift can add a boost to the company brand name sales. The company equally has a scope in the Domestic Airline sector. It can start a new airline as it already provides some spare parts of airplane to the company like Boeing Airbus. Luxury Hotels can also be a possible profitable business for a brand like Ferrari. DIVERSIFICATION: The Company can diversify and explore new possible field like in airline business. This field isnt new for Ferrari as it produces many spare parts and engines for small airplanes. This business is highly profitable and can increase the brand value of the Ferrari. RECOMENDATIONS The following recommendations are taken from the critical study of all the above Matrixes Analysis. Expanding the existing Market: The Ferrari needs to expand needs existing market as its fan following is the worldwide and the consumer doesnt find it easy to export the car from other country as it cost highly. The company can wider its network in countries like China, India, Brazil where their isnt a single outlet of the company but has a wide scope for Ferrari cars as this countrys economy is booming. Services: No doubt that Ferrari has an excellent quality of services for its customers. But due to its in box policy (Services are available in very limited countries) the customer think twice before buying a Ferrari Car. 3rd Party Merchandizing: Ferrari is already in the 3rd party merchandizing but in a very limited area, e.g. Caps, T-shirts, etc. The company should expand its area and try to explore new areas. This new field of merchandizing has a great opportunity as revenue can also be generated which is helpful for companys growth. Sponsorship: The company heavily invest in sponsorship especially in formula 1. Due to this mostly racing community is acquainted with the name of Ferrari. Sponsoring various even like Olympics, Football can be a great deal. This could also add some reputation to the companys image. Sponsoring a global event always attract more peoples attention than the methods of sponsoring like T.V, Radio, etc. Charity: Charity is almost done by every big firm or name as its attracts the people in an emotional way. Donating in charity always attracts media attention due to which free publicity is also created the brand name gets a moral touch in the general consumers eye. Eco-Friendly: The company should start concentrating on the eco friendly issues as the general public is getting more aware of it. Unlike other Ferrari cars has a less mileage with emission of more gasses [About 3 Lit. for a Km]. The Ferrari should make some changes in its V12 engine as it has some world best engineers with them from the eco friendly point of view. The Ferrari should also come up with a car which doesnt work on fossil fuel., e.g. Hydrogen, Water, Electricity just like its counterpart are doing to gain special attention. Due to this the image of the company can also change for good. Entering into new Financial fields: The Ferrari S.P.A is a company which is almost 100 years old but still its name isnt on any stock exchange in the world. Enlisting its name in a stock exchange can add some serious revenue inflow in the company. They should also disclose its financial Audit e.g. Profit Loss statement, Balance sheet, etc to the general public officially. Cause of this the company- customer relation can strengthen up. New methods of Brand Promotion: Ferrari should indulge into some new ways of promoting itself e.g. Internet, media, etc. Ferrari doesnt follow any promoting schemes for its Brand in anyway. Due to this the consumer arent aware of Ferrari and its new launches. The Ferrari website is so far the best website in the internet but it still needs some improvement e.g. If the visitor could make its own Ferrari car in a innovated way. This technique can be used not only form the gaming points of view but also economically. If the customers are allowed to choose how their car will be it could be a great deal. Even from the hits on the site which are made by the visitors, the revenue can be generated. Ferrari should advertise in social networking sites like Facebook, Twitter, LinkedIn, etc where they can grab the attention of the general public directly with a more effective way. Exploring new possibilities: The Company should explore new possibilities in terms of its Car range. Although the Brand name Ferrari is known for its Super Sports Car but to grab new market in this competitive world the company should launch some variants of cars in new segments like SUV, Luxury, Small, etc. This possible increase the sales of the company with the brand name more familiar and household. There is also a lot of opportunities for Ferrari in this new segments of cars. The company can also explore its possibilities in sports bikes segment as it only manufactures sports cars. This new tag can go with the Ferrari. Cost cautious Policy: The company can be a bit cost cautious as the cheapest Ferrari is about $300,000, which is a large amount. By reducing the cost of the car the sales of the company can increase, as there are many people who are willing to buy this car. The company can also use its hand in the car reselling market. This could also generate a fair amount of money. By increasing the sales, employment in the company will also increase as there is just hand full of labours in Ferrari due to its modernised and mechanised techniques of making cars. BIBLOGRAPY Aaker, A.D. (1988) Strategic Marketing Management.5th ed. United States of America, Courier/Westford. Adcock, D. (2000) Marketing Strategies for Competitive Advantage. Midsomer Norton, Bookcraft (Bath) Ltd. Calandro Jr, J and Lane, S. (2007) Conceptual paper. A New Competitive Analysis Tool: the relative profitability and growth matrix [Internet], 35(2), pp.30-38. Available from: [Accessed 6 December 2010]. Chee, H and Harris, R. (1998) Global Marketing Strategy. GREAT BRITAIN, FINANCIAL TIMES PITMAN PUBLISHING. Lake, N. (2002) The Strategic Planning Workbook. Great Britain, Clays Ltd. Mindtools.(2010) Ansoff Matrix [Internet]. Available from: [Accessed 7 December 2010]. Moutinho, L and Evans, M. (1992) Applied Marketing Research. Harlow, England, Addison Wesley. Tay, L. (2006) Case study. Strategic facilities management of Suntec Singapore International Convention and Exhibition Centre: A case study [Internet], 24(3/4), pp.120-131. Available from: [Accessed 7 December 2010]. Thomas, H. (2007) Viewpoint. An analysis of the environment and competitive dynamics of management education [Internet], 26(1), pp.9-21. Available from: [Accessed 5 December 2010]. Watts, G et al. (1998) Research paper. International Journal of Entrepreneurial Behaviour Research [Internet], 4(2), pp. 101-111. Available from: [Accessed 5 December 2010]. Ferrari FAQ. (2006). Ferrari History.[Internet]. Available from :. [Last accessed 13th November 2010].