Britannia Industries Problems

Britannia Industries Problems Britannia begins with the business producing electricity. Britannia mechanized its operations, and in 1921, it became the first company in Asia using imported gas ovens. Britannias business was growing. Britannia acquired a reputation for quality and value very fast. During the World War II, the Government rewarded Britannia by contracting it to supply service biscuits to Armed Forces. And therefore the company was incorporated in 1918 as Britannia Biscuits Co. Ltd. in Calcutta and in 1924, Peek Frean UK acquired a controlling stake in the company, which was later passed on to Associated Biscuits International UK (ABI). During the 1950s and 1960s, Britannia expanded its operations beyond Calcutta to Mumbai, Delhi and Chennai. In the year 1978 company went for public issues and Indian shareholding crossed 60%, firmly establishing the Indian ness of the firm and formed Britannia Industries Limited (BIL). It crossed the Rs100 crores revenue mark in next four years (in 1983). In 1987, Nabisco acquired ABI. Then in 1989, JM Pillai, a Singapore-based non-resident Indian (NRI) businessman, and Grouped Danone acquired Asian operations of Nabisco and the controlling stake in Britannia. Later, Danone and Nusli Wadia took over Mr. Pillais holdings. Britannia has been jointly owned by Danone and Wadia Group since 1997. The two along with five other companies form a holding company called Associated Biscuits International Ltd., which owns a 51% share of Britannia. The remaining 49% share is held by the public and financial institutions. On the operations front, In 1997, the company unveiled its new corporate identity Eat Healthy, Think Better and made its first foray into the dairy products market. In 1999, the Britannia Khao, World Cup Jao promotion further fortified the affinity consumers Britannia emerged as one of Indias biggest brands in 21st century in the country. It is equally recognized for taking innovative approach to its products and unique marketing concepts: the Lagaan Match was voted Indias most successful promotional activity of the year 2001 while the delicious Britannia 50-50 Maska-Chaska became Indias most successful product launch. In 2002, Britannias New Business Division formed a joint venture with Fonterra, the worlds second largest Dairy Company, and Britannia New Zealand Foods Pvt. Ltd. was born. In recognition of its vision and accelerating graph, Forbes Global rated Britannia One amongst the Top 200 Small Companies of the World, and The Economic Times pegged Britannia Indias 2nd Most trusted brand. Having succeeded in garnering the trust of almost one-third of Indias one billion populations and a strong management at the helm means Britannia will continue to dream big on its path of innovation and quality. And millions of consumers will savor the results, happily ever after. Britannia puts a lot of emphasis on its primary biscuit brands including Tiger, Good Day, Marie, Milk Bikis, 50:50 and Treat. Biscuits make up more than 80% of the companys production bread, cakes and dairy constitute the remaining 20%. Its brands are considered to be an excellent value by Indias price-conscious consumers. BIL is the first company to introduce the several varieties of biscuits in India, such as 50:50, glucose biscuits for children, chocolate biscuits, butter biscuits and became the household name of the country. In fact some of these brands are bigger than several multinationals in the food business in India. The Tiger brand biscuit, one of the most well-known, is extremely popular among rural consumers with almost 50% of the brands value sales coming in from rural areas. Market of Britannia According to Euromonitor International, Britannia continues to have a strong presence in Indias bakery products industry. In 2001, the company had 18.9% market share for all bakery products; that number rose to 19.9% by 2004. As for the biscuit portion of the business, Britannia had 41.2% market share in 2001 and 43.6% in 2004 when Britannia was the national leader in biscuit sales. Currently Britannia Industries Ltd, accounts for about 38% in value and 32% in volume of the organized biscuits market in India. Bakery product sales increased from 13.9 billion Rupees (US$295.6 million) in 2001 to 17.2 billion Rupees (US$368.1 million) in 2004, a 7.6% compound annual growth rate. Biscuits made up 82% of Britannias bakery products value sales in 2001 and rose to 85% in 2004. Of Britannias total biscuit value sales, 82% are from sweet biscuits and 18% are from savory biscuits and crackers. In the companys baked foods category, 87% consist of bread products, 13% are cakes. The entire biscuit market is estimated to be around 1.1 million tones per annum, totaling to around Rs 50 billion. The biscuit segments enjoy the most developed markets for any item having mass consumption, It covers over 90% of the overall potential market. This means over 900 million Indians consumes biscuits, with varying frequency in a year. From the supply side the market is highly competitive, with many small scale manufactures and the organized large scale sectors. [Source http://www.superbrandsindia.com/images/superbrands_book_2004/britannia/index.htm] After the 1997 Britannia changed its strategies from product oriented to opportunity oriented. Earlier Britannia has narrow lined products mainly for kids but when the trends. Preferences and taste of common man changed Britannia also added number of varieties in its products and they in real sense used the opportunity in making the products, Britannia widen its product line which follows the STP. They served the products for all the categories of people, now biscuit is not only meant for guest but also for the individuals by introducing tiger biscuits in small packs. Britannia holds about 46% of market share (Note1) by value in the fiercely competitive market. Targeting the key consumers and and changing the products with opportunity has worked for the Britannia and thats why they are the leader in the biscuit range. Note 1 Source http://www.superbrandsindia.com/images/superbrands_book_2004/britannia/index.htm Product Portfolio of Britannia Britannias entire product offering derive their premium qualities from the principles of health and taste. This key premise has led to the evolution of a lifetime menu where Britannia product exists for every stage in a persons life. The highest consumption group for biscuit are children; here Britannia offers milk bikis with all the goodness of milk required by younger kids. While the tiger brand is aimed for 7-14 year olds and provides them with the exuberant health required by winners of tomorrow. Treat a range of delicious cream biscuit- is meant as a treat for children during fun times. A particularly notable success has been little hearts, meant for teenagers and kids, which has completely dispelled an erstwhile industry axiom that this target group did not snack on sweet biscuit. Moving on other age groups, Britannia created 50-50 as a biscuit snack for young adults. The savory time pass brand is targeted at the same age group as well, Britannia mariegold, is regared as a tea-time offering, packed with wheat energy with health conscious urban adults. Good day, a cookie filled with rich ingredients is a healthy everyday treat for entire family. Britannia has a range of cakes and bread entrenched in the bakery segment. These products allow the consumers a better interactions with the brand and maintains continuity of the taste with health promise. In 2004, the company was extremely active in rolling out new products. It introduced its Little Hearts brand, which are referred to as melt in the mouth biscuits. Little Hearts Orange (orange-flavored biscuits) and Classic retail for 10 Rupees. Britannia also added Blackcurrant Treat, Jam Treat, Good Day Gingernut and Good Day Choco-Nut to its growing biscuit line in 2004. For the bread and dairy markets, Britannia introduced NutriChoice vitamin-enriched bread and Milk Man low-fat cheese slices. There were no new product launches in 2005, instead the company worked on strengthening existing brands. It released Premium Assorted Exotic Creme Biscuits, which feature varieties of some of the most popular biscuits Pure Magic Chocolate, Pure Magic Vanilla, Pure Magic Strawberry Vanilla and Jam Treat. The pack retails for 100 Rupees. The company also reformulated its 50:50 Maska Chaska biscuits. Sourcing Strategy: Outsourcing Vs Manufacturing With only four plants located in the country, its hard to imagine how Britannia Industries Ltd. became one of the largest food companies in India. But thanks to the companys system of outsourcing a significant quantity of products, Britannia is able to offer more than 13 brands and more than 200 SKUs for its customers in India and around the world. The companys plants are located in Indias four major metropolitan cities Kolkata in eastern India, Chennai in southern India and Delhi and Uttaranchal in northern India. Combined, these facilities employ more than 4,300 people and yet only make 30% of the companys products. Sixty-one other contracted factories produce the remaining 70% of Britannias product line. Its a distributed manufacturing strategy in Britannia Industries Limited designed to optimize the delivered cost to the consumer. Outsourcing manufacturing is a model used by many other companies in India, both in the consumer packaged and durable goods segment in such companies Britannia Industries Limited and Hindustan Unilever limited are effectively using this strategy. The 61 factories contracted to produce Britannia products do not produce any other products at their locations. Certain brands and product varieties are made at particular facilities. Even though the contracted facilities are not owned by Britannia, they are monitored by company representatives to ensure quality control. For example in the northern region of India there are eight manufacturing units including Britannia Industries limited New Delhi, where Britannia has outsourced its manufacturing. And for the quality control there is a Quality Assurance Team guided by Quality Assurance Manager Mr. Dev Raj Dabas. A brief introduction of these eight is given below: French Foods Faridabad Gokul Foods Kanpur RKM Foods Kandrori BIL New Delhi Delta Foods Biscuits Gaziabad Delta Foods Cake Gaziabad JB Managaram Gawalior Super Snacks Gaziabad Britannia generally launches products that offer the company good returns, supporting these through brand building and leveraging on its nationwide supply chain. Sales and Distribution of Britannia Britannia two different kinds of distribution networks one is for dairy products and other one is Bakery products. Here distribution network of bakery products has been discussed. In Bakery products Britannia applies two kind of distribution system. These are given below: Mass Distribution Selective Distribution 1. Mass Distribution Britannia use to produce general FMCG products which are in form of packaged food and which need not to have very special kind of distribution strategy. Like other FMCG companies Britannia also use mass distribution system. Since all almost all the products of Britannia are of low price, repeat purchase items, and does not require much of effort from customer side. So ultimately these products are sold on mass distribution basis. Mass Distribution Structure of Britannia for Bakery Products: CF Distributor 1 Retailers Consumers Distributor 2 Distributor 3 Factory There are four CF of Britannia in NCR region: Mudka Bahadurgarh Bakoli Gaziabad Kundali- Sonipat 49 distributors are working under these four CF. The distribution network of Britannias products from top to bottom is given below: First of all stock is sent to these CF, and then this stock is sent to the various distribution canters of Britannia. All of these distribution centers do not contain products of any other brand. Now this supply of stock is based on full e-network. This system has been provided a particular terminology i.e. UDAAN PACKAGE. In this system the accountant who is in distribution center submits an online order to the CF. Then in CF the order for a particular distribution center is automatically generated and further fulfills by CF. Britannia has established these CF at very appropriate locations. As soon as there is a demand generated in any distribution centre These CF are able to fulfill the demand within four to six hours. So it is clear that CF provides quick delivery to the distribution centre. But in order to meet this demand the CF also has to keep some inventory with it. Now if we talk according to the distribution point of view we will find that Distribution Centre has to also make some inventory in order to meet any kind of scarcity or instant demand. According to Mr. Randhir Kumar, (Territory Sales Incharge, Britannia Industries Limited), the distribution center has to maintain inventory of three days. Now the distribution of stock from the distributor to retailer can be further explained by taking a distributor Keshav Enterprises. Keshav Enterprises is the distributor near Kishan Garh Vasant Kunj; handles 850-1000 outlets. The area which a distributor covers is also very large. E.g. Keshav Enterprises handles Munirka, R.K. Puram, South Moti Bagh, Vasant Kunj, Sataya Niketan, Mahipal Pur, Kapashera Border, Bijwasan, Nangal Dairy and Vasant Vihar. There are 49 such distributors of Britannia in Delhi. Under this distributor five sales men work and they cover the entire area which is mentioned above. Here the distribution is again divided into two parts i.e. distribution for General Shops Key Account Outlets (KAT) 1). General Shops Distribution to general shops is done by two sales men. They cover 30 to 40 outlets every day. Now the number of these outlets is not content, it varies time by time as they are not very loyal to the company and also does not contribute to very prominent sale. 2). Key Account Outlets (KAT) These outlets are covered by two sales men and they take order from these outlets biweekly. These sales men visit twenty to twenty five outlets every day. These outlets are very much loyal to the company and provide prominent business to the company. So from the sales point of view these outlets are very important. Now the stock is moved from distributor to the retailers. For selling the stock on the retail outlets there are two processes: Order Booking Ready Stock 1). Order Booking There are separate sales teams who perform this task. For example one sales team has to go for order booking. In this process the salesman first go to shop to shop and book the orders from there. On the other day or some times on the same day the delivery van goes every where in order to fulfill the orders. Now due to this method distributor not only gains the sales as well as looses the sale. Order booking process is done in Britannia on Biweekly or Weekly basis. Some times Order Booking and Ready Stock both the task are performed by the same sales man. Benefits of Order Booking In this process the distributor always remains in better position to forecast the demand. As the sales man has already an order list. This helps not only to the distributors but also to the CF as well as finally to the factory in order to make more realistic demand. Since the sales man does not have to do more but to book the order, it enables the sales man to search out the new opportunities in the market. It helps not only to the company but also to the sales man as sales man gets special rewards from the company side. Since during this process the sales man gets extra time in which he/she gets enough time to interact with the retailer which is again very important. Actually the retailer does not want only profit but also a better respect and courtesy from the salesman. So in such situations if the retailer is getting good time with the salesman, surely he will be more loyal to the company. Also during this period the sales man could increase the visibility of its products in the shelves of the shop keeper. Drawbacks of Order Booking Along with all these benefits there are some drawbacks also involved in this advance booking process. Some times sales man takes orders from the shopkeeper and assures him that the order will be fulfilled on next day. But during this period the sales man of other company comes and provides the same product at some discounts or with some schemes in this condition the shopkeeper takes the stock from that sales man. 2). Ready Stock In this process the sales man carry the team along with him which contain a delivery van, a driver, and one or two helpers. The sales man takes order from the shops and also places the order at the spot. There are following benefits and drawbacks of this method. Almost thirty to forty outlets are visited by this way. Benefits of Ready Stock The retailer gets stock on the spot without any delay. The sales man does not give a chance to the retailer to switch any other brand. The defected stock is replaced on the spot. Drawbacks of Ready Stock The sales man does not get enough time; he simply dumps the stock and moves from one store to another store. Even then he does not cover many retailers, as the delivery process takes a lot of time. What amount of stock should be carried by the sales man is also can not be predicted. The sales man moves to pre decided path and could not find new shops, so the market penetration by the sales man is also very rare in this case. 2. Selective Distribution Selective distribution is done for premium products of Britannia. There are eight SKUs, for which Britannia uses selective distribution. These brands are: Chochlor Intoxication Almond Addiction Chocolus Addiction These products are very costly and lie between the prices ranges of Rs. 150 to Rs. 200. Now these products are not supplied by the distribution centre but directly from CF. These distributions are done through the Merchandiser Team. Merchandiser Team is elaborated in further pages. Merchandiser takes order from these exclusive shops and transfers this order to the CF. Now CF sends the stock and the billing is done by the respective distribution centre. Selective Distribution Structure of Britannia for Bakery Products Exclusive Retail Outlet Exclusive Retail Outlet Exclusive Retail Outlet Exclusive Retail Outlet CF CF Factory The Challenges To compete effectively, Britannia found that it was essential to get sales people out in front of customers yet this isolated them from their ordering systems. Managers wanted to enable remote working to allow more time to be spent with customers, while providing easier access to ordering and production management tools. The Solution Use of ERP based solution in Supply Chain It is recommended that Britannia implement mySAP ERP applications for the high performance and highly scalable IBM technologies. The mySAP ERP software enables full access to companys inventory, production planning, sales order systems accessed through a simple Web browser and SAP client. The Benefits: Britannia can expect to achieve around 30 per cent lower database administration costs, with better technical performance leading to increased productivity . Sales team can complete orders quickly without waiting to return to the office; Britannia can provide information on pricing of the existing product and stock-availability in real time; lower software license fees for remote systems and reduced administrative and maintenance workload means a significant reduction in TCO. The ERP functions from the perspective of supply chain optimization are shown in following flowchart. Overall process optimization Expense optimization Revenue and Profit optimization Logistics optimization Knowledge optimization ERP optimization at various stages of supply chain The business value of the ERP system includes: Streamlined supply chain and accurate information. Reduced supply chain costs. Increased sales through accurate product availability. The following figure highlights IT components in ERP, IT infrastructure and resources in SCM. The SCM planning is the input for ERP. Operating system Data warehouse Retail Link Data, account, analysis Forecast Inventory plan ERP SCM Manufacturing planning Feedback S E R V E R S Intelligent Systems Internet ERP, IT Infrastructure and resources in SCM Key Solution Components Industry: Foods Applications: mySAPà ¢Ã¢â‚¬Å¾Ã‚ ¢ ERP ECC 6.0 Hardware: IBM System p5à ¢Ã¢â‚¬Å¾Ã‚ ¢ 570, p5-520, IBM System Storage ® DS4300à ¢Ã¢â‚¬Å¾Ã‚ ¢, IBM TotalStorage ® 3580 tape drives Software: IBM AIX ® 5.3, IBM DB2 ®

Campare and Contraste Essay

In his article â€Å"Driving While Stupid,† Dave Barry shares his experience of bad drivers. He talks about many scenarios that are taking place in many places. He first starts by stating that downtown Miami is home to the worst drivers. He claims that although some may try to say otherwise, that there is no way to compete with Miami on the worst driver scale. Barry backs up his clam by giving examples of how he has driven in every major U.S. city as well as in Italy, where there is only one traffic law, in an Argentinean city of Mar del Plata, literally meaning â€Å"Cover your  eyes,† and in China, where buses ‘encourage’ people to get out of the way. He says he has seen many insane drivers and situations, but that didn’t stop him from being surprised with one of his own experiences; the night when a driver in a convertible on the interstate I-95 was weaving back and forth going maybe 600 miles per hour. The observation Barry makes is that the driver was watching a music video on a video screen installed in his sun visor. Barry goes on to say that there are many drivers who distract themselves by cell phones, reading, eating, etc, while driving, but at least, unlike the guy on the interstate, they are able to see the road from time to time. The level of comedy that Barry used in his article is high. By using deliberate and obvious exaggeration and sarcasm to convey the fact that drivers should pay more attention to the road, and less to other crazy activities.

Research Setting And Context Of Public School - 1849 Words

Research Setting and Context The research site selected for this study was decided upon by the researcher. Taking into consideration the researcher knows and understands all aspects of the district in addition to having established a strong, trusting relationship with the school, parents, and community while serving the district in multiple capacities over the past twenty-one years. This gave the researcher the opportunity and abilities to select the research sites they felt comfortable with while expressing their comments and feelings. The two sites selected within the Oilton Public School district in north central Oklahoma encompasses Timothy C. Arnold Middle School, serving approximately 80 students in grades 6-8, and Oilton High†¦show more content†¦The researcher will conduct a multi-site case study using 35 parents, 5 from each school site whose child attends Timothy C. Arnold Middle School or Oilton High School. Each school site has similar demographics, school cultur e, and school climate. Students from various ethnic backgrounds such as Caucasian, Native American, and Hispanic represent the two building site populations. The majority of the populations is represented by 85% Caucasians. Therefore, community and family involvement are priorities of the district for creating a positive school culture at both school sites. Sampling Strategy and Sample Descriptions The primary participants for this study are marginally involved parents of low performing students attending a high poverty, rural school district in north central Oklahoma. The participants of this study will be selected during the Fall 2015 semester. Prior human subject approval from the researcher’s university will be obtained prior to the selection of participants. The researcher intends to select five parents from each grade level in Timothy C. Arnold Middle School and Oilton High School to represent viewpoints and perceptions related to parent involvement and academic achievement. The names of participants will be selected from sign-in sheets filled out at the â€Å"Meet Your Teacher Night†, an annual parent involvement activity sponsored by the school district, community organizations, and businesses each year prior to the beginning of

The Overall Problem At Apple Inc. Is A Declining Iphone

The overall problem at Apple Inc. is a declining iPhone growth problem due to decreasing market share and lack of innovation. The company has hit a stagnant point and continues to lose overall market share to its competitors while trying to recover and come up with the next big product. Shares of Apple have been stagnant over the past two years despite successful profits, a fast-growing dividend, and over $130 billion worth of share repurchases. The staple product, the Apple iPhone, accounts for the bulk of Apple s revenue and profits and has suffered from slumping sales for consecutive quarters. The launch of the iPhone 7 was unable to reverse that trend. The 2016 Q4 numbers show $46.9 billion quarterly revenue and quarterly net income†¦show more content†¦Samsung and Apple both lost market share to up and coming Chinese manufacturers Huawei and Oppo, both of which saw an increase in their shares year over year. Currently, the iPhone market share is decreasing in China, the world s second-largest economy after the U.S. Apple s declining market share in China is also due to iPhone users holding onto their handsets longer and postponing upgrades. All products go through a lifecycle of birth, growth, and decline. Apple has already been through this cycle wit h at least two products. Currently, Apple has no backup to replace its vanguard iPhone product. The competing Huawei P9 phone compares extremely well against the iPhone 7 and cost 30 percent cheaper than iPhone. In addition, cheaper android phones that offer everything the iPhone does and sometimes more at fraction of the price are also gaining market share rapidly. https://9to5mac.com/2017/02/15/samsung-loses-market-share-to-apple-in-q4-2016/ http://www.zdnet.com/article/three-huge-challenges-facing-apple-in-2016/ Marketing For the first time in more than a decade, Apple reported a yearly decline in quarterly revenue. 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Dramatic Elements In The Masque Of The Red Death - 925 Words

Poe Puts the Lit in Gothic Literature Edgar Allan Poe, a popular writer, who lived during the mid-1800s wrote gothic short stories and poetry. In one of his stories,â€Å"The Masque of the Red Death,† there is a prince, Prince Prospero, who locks himself and a chosen group of people into his castle to escape from a contagious pestilence, â€Å"the Red Death†. At the castle, he throws a masquerade ball and an unknown figure shows up looking like the disease. Nobody knows who it is or how they got in, throughout the story, the figure leads them through the castle and traps them, killing everyone at the castle. Poe uses the gothic elements of hallucinations, castles, and dramatic setting or behavior to create this horrific and suspenseful world. An†¦show more content†¦The 7 rooms are organized in colors, blue, purple, green, orange, white, violet, and black. 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Essay1359 Words   |  6 PagesIt is not at all surprising that so many of Edgar Allan Poe’s works explore such themes as death, eyes, the power of the dead over the power of the living, retribution, the human conscience, and especially death and murder. From his disturbingly morbid short story â€Å"The Telltale Heart† to the mysteriously supernatural poem â€Å"The Raven†, Poe’s tales are a direct byproduct of the mayhem experienced in his life, as well as his (arguably) psychologically-tormented mind. Though all of this author’s piecesRead Moreâ€Å"the Spirit of Renaissance and Elizabethan Era†5448 Words   |  22 Pagesrepresentation of the Tudor Dynasty in The Faerie Queen and the retelling of mankind’s fall from paradise in Paradise Lost; playwrights, such as Christopher Marlowe and William Shakespeare, composed theatrical representations of the English take on lif e, death, and history. Nearing the end of the Tudor Dynasty, philosophers like Sir Thomas More and Sir Francis Bacon published their own ideas about humanity and the aspects of a perfect society, pushing the limits of metacognition at that time. England cameRead More Edgar Allan Poe: Life and Works Essay2848 Words   |  12 PagesEdgar was fourteen he became infatuated with a fellow classmate’s mother, Jane Stonard. Whenever he felt discouraged or unhappy he would visit her. He only knew her for a year when suddenly she died of tuberculosis. Edgar was notably affected by her death, and his behavior drastically changed. Conflicts arose at home which resulted in Edgar becoming sulky and ill tempered towards his family. Mr. Allan interpreted Edgar’s bad mood as a sign of †thanklessness† for all he had done for Edgar. On March 26

Conflict Process Analysis Free Essays

My thesis is a story of a dispute about a mobile phone and phone expenses between Telecommunication (a Chinese mobile telephone operation company) and me. I will use some organizational conflict theories, several types of conflicts and methods to handle with them to finish my dissertation. Telecommunication offered considerable discounts, while the rules were harsh. We will write a custom essay sample on Conflict Process Analysis or any similar topic only for you Order Now Staffs did not know the specific regulations, and I lost the best opportunity to undo the damage. The conflict occurred because of those things. Finally we overcame these obstacles with a good alternative. Handing with mobile phone affairs is close to our daily life. Moreover, it includes interest between the customer, Telecommunication and its staffs. My counterparts and I were strangers originally. Then we became game rivals through the event, and after that we became friends. Describe the situation of this dispute, the analysis of the situation and evaluations for Telecommunications are integral to my paper. Description of the Situation The owner of a branch of B you, Flavor, two staffs, Julie and Sophie were involved in the conflict. Flavor is the boss of Julie and Sophie, and I was their customer. In August 2010, I got an admission to the university. Meanwhile, I received two discount coupons from Telecommunication (for you easy to understand, I use the B you replacing the Telecommunication, and Flake and Julie replacing the owner’s and the staffs original names). At the end of August, I went to university and went to B , planning to use the two discount coupons. One of them is for a new smart phone with which I can use it as 1700 RMI cash, and another one is for phone expenses with which I can use it as RHOMB. Julie, as a staff off branch of B (as most of TTS colleagues, she has a high quit rate because of low salary), told me that, with the voucher 1700 RMI, I could only pay 800 RMI and got a brand new Samsung phone whose price Is RHOMB. In addition, the voucher RHOMB can be sent to my phone account Into 24 months, 37. 5 RMI per month. This means that If I choose 68 ARM’S package (including mobile phone calls, text messaging, Internet), I can only pay 68 mines 37. Arm’s part, which is 30. 5 RMI. Meanwhile, the contracts of the smart phone and the package were for two years. I had four years of college life. Obviously, this combination was very worthwhile. I signed a contract, paid REARMS in cash, got the phone. In the end of August, I had missed a strange call, and I did not put that In mind. On September 2nd, Julie called me to Inform me to go to B with my mobile phone. Intuition told me that something wrong happened, so I came to B with my phone and the contract. Julie told me B requested the customers to buy a mobile with the voucher in your hometown-City Changes, and to use the phone expenses voucher in your university city- Nanjing. I didn’t meet the requests simultaneously, so I have to give up one discount. Due to the mobile phone cannot to e back, so I have to pay the whole package fee 68 RMI without any discount. That telecommunication company. And the regulation was too sudden for me to accept it. There was no such rule cited on our contract. Because it involves the interests of the owner of B you branch, Flavor, she also came forward. She gave rise to the conflict. I asked to cancel the contract, however, Julie explained it was impossible. Because all the data about me has been uploaded to corporation, and the contract has been activated. She added that on the last day of August, she tried to inform about it and anted to ask me if I accept it or not, but the call was not connected. We cannot comprise with each other. Flavor insisted the contract can not be cancelled. If it was cancelled, she had to compensate for this phone (this phone belonged to B you company). At the same time, I cannot accept the full price of the bill. For a student, 68 RMI per month was expensive. And B you are not the most popular mobile companies. My friends tend to use Orange, whose services are better. If there had not been two vouchers, I would have not considered to use B you. From my point of view, there are three reasons contributed to the conflict. The rules of you were harsh. Staffs do not know the specific regulations. And I lost the best opportunity to undo the damage. Julie would view the event as a big mistake, complaining about the complex rules of company. Flavor would regard the conflict as a loss in business. Apparently, the main issue was that we should we cancel the contract which the company added some rules in or not. Who should be the compromiser? The situation was deadlocked. Clerk Julie distressed. She did several things wrong. Firstly, she was not familiar with the company policy, not following the company’s rules. Secondly, she id not contact me successfully at the critical moment when we can limit the damage. 1700 Arm’s damage was almost half a month of her salary. I could see that she wanted to escape from the situation. Flavor did not understand the actual regulations, and she asked me blindly to compromise to reduce her loss, regardless of our contract. My feelings were angry and frustrated. At that time, another staff Sophie came over. She came up with a solution. She provided a very favorable B you card, only 20 RMI per month, including telephone calls, text messaging, Internet. If I use this card, I still continue to use the B you hone and SIMI card, and reach a two-year contract period. Meanwhile, owner Flavor losses can be minimized, because I follow the regulations, I only use the phone vouchers and do not cancel the contract. We have come to an agreement. After several hours’ debate, we agreed with Sophie’s proposal to resolve the conflict. Flavor, Julie, Sophie and I became friend from then on. We chat happily when I go to B you branch for doing cellophane’s affairs. I was lack of experience at that time, but I should say to myself for sticking to it and not compromising easily Just because the rival was a competitor. Analyzing the situation Obviously, the whole matter was an organizational conflict rather than an interpersonal conflict , as it focused on the matter itself than the relationships between the staffs and me. When Sophie supplied her free phone card, the entire conflict entered a controlled phase. If we did not enter the controlled phase, we would fail to reach any consensus. The owner may be forced to take the phone out of me, and my friend and I may be fight for it. Flavor has run a B shop at my university for almost five years, enjoying a certain reputation. She cannot make things wrong as a businesswoman, continuously asked us to comprise. , as a student, would not be allowed to use violence to resolve this conflict. The relationship between the owner and the customer restricted the conflict, and a good proposal ended the dispute. We all wanted to solve this conflict, because we were all stakeholders. In fact, there is no right or wrong in this conflict, and it is B complicated rules that resulted to the conflict. Flavor, Julie and I wanted to minimize our own losses. Flavor did not understand the actual regulations, and she asked me blindly compromise to reduce her loss, and regardless of our contract expressly provided. Apparently, she an be defined to be a competitive negotiator. Flavor only believed in something specific and credible, for instance, her less cost about the phone. So she adopted Sophie’ proposal, it cost her little. Obviously, Julies response to the dispute can be defined as an avoiding approach. The avoiding approach (uncooperative, unassertive) neglects the interests of both parties by sidestepping the conflict or postponing a solutions. She was under great pressure. When conflict happened. Her body appeared compressive reaction, accelerating the secretion of adrenaline, showing rapid breath and a flushed face. She had a tendency to break down. Such reactions were bound to damage her health. When conflict was resolved, we were very satisfied. Apparently, Flavor, Julie and I will be the first three persons who observed the conflict resolved. At the time, the other staffs would notice that. This matter would bring to our friends and family later. In this conflict, no one will benefit from our conflict unresolved, so no one would want to keep the conflict. Finally, our outcomes were good. We did not lose a cellophane or paying high-priced charges. We minimized our lost and maintained a very good staff-customers relationship. Julie embedded this fault and spent more time in learning company’s rules. Wrong interpretation of company policy caused this conflict between shopkeepers and the customer. Roles determine the ideas and behavior. We all tend to meet our own personal goals, as an assertiveness rather than cooperativeness when faced with the conflict. There is some potential opposition between us. They are businesswomen, paying attention to their profits and reputation, and I am a student, trying to get more discount. When conflict happened, we tend to a win- lose situation. Sophie was a mediator. Bonuses for collaboration reduced the conflicts. With her help, the estimation became an integrative bargaining rather than a distributive bargaining. We accepted the new proposal and created a win-win situation. It seems that providing a less expensive SIMI card was the best alternative to a negotiated agreement. To be honest, without the help of Sophie, I had no better way to resolve this matter. Such weakness will only make the problem deadlocked. Maybe I will consult the teacher or my parents to see if they have any good way. Recommendations The conflict was all about an up-to-dated contract should be canceled or not, including the shopkeeper Flavor, the staff Julie and the customer me’ s interests. We signed a contract about two discount coupons at first. Then B you added some harsh rules about it. How to cite Conflict Process Analysis, Essays

The Mission of Corporation Is To Deliver and Operate Essential

Question: Discuss about the Mission of Corporation Is To Deliver and Operate Essential? Answer: Introduction: StratSynth Group is a nonprofit organization intended to provide rapid aid delivery and meet future requirements in flood and disease stricken areas along with areas that have been disadvantaged by economic denial and warfare. Corporation is established for not making any profit and seeks to make rapid delivery of support items such as spider Light strike vehicle, Pouncer Drone and two wheel drive motorcycle. StratSynth Corporation would be focusing on long-term recovery establishment and stricken nations rehabilitation. The services of Corporation will primarily address the Drought crisis of East Africa and meeting future requirement of flood and disease stricken areas. Background: Corporation has been established by way of Chan and Gates in stabilizing developing regions and advancing such regions by distributing knowledge using Project loon. Such projects are designed to provide internet coverage to remote areas. One of such project that attracted Chan and gates is the equipment required for rapid aid delivery. Development of Corporation has the primary objective of addressing Drought Crisis in East Africa. Worst drought is being experienced by East Africa and there are numerous projects providing initial aid focusing to people. In addition to this, areas of disease and flood stricken are also required provide aid by establishment of such corporation (Akingbola 2013). Discussion: Vision statement- Stratsynth would be operating as non-profit making organization and it intends to provide aid in emergency by providing lifesaving items. To empower the people affected by natural calamities and experience the life to the fullest. Mission statement- The mission of corporation is to acquire, deliver and operate essential life support items. Pestle analysis: Political factor- East Africa has remained unaffected by turmoil happening in emerging market. It has a stable and peaceful transition to democracy. The governing party has shown talented leadership potential (Barney and Hesterly 2015). Therefore, StartSynth needs to analyze the political situation that would help in addressing the corporation primary objective. Economic factor- The economic condition of East Africa is very harsh and funding is the major obstacle of non-profit organization such as StratSynth. Social factor- There have been rise in civil society organizations and operation of nonprofit organizations are being influenced by requirement of organization that is represented in face of states of growing economy and market size. Technological factor- The main factors that hampers the activities of organization is poor technology and bureaucracy of government. However, African countries are influenced by new technologies. There have been an improvement in technological system and this will assist the development of StratSynth in aiding flood and drought areas using project loon (Peteraf et al. 2014). Legal factor- Legal factors are mentioned in context of regional and national context. There is English common law. Nonprofit organizations such as StratSynth can be established as Community based organization, company limited by guarantee, society partnership trust and non-governmental organization (Camisn and Villar-Lpez 2014). Environmental factor- Human made and natural disaster and there are underlying factors that revolving around emerging crisis in Africa. Considering this, it is required by StratSynth to make investment in long-term self-sustainable. Five forces analysis: Suppliers bargaining power- Supplier power of StratSynth is low as the activities of Non-profit organization such as StratSynth is service rather than product. Corporate funders and donors are considered as supplier in such organization. Stratsynth will essentially purchasing the Rokon two wheel drive motorcycle, Pouncer drone and Spider Light strike vehicle. Firms producing and supplying such equipment are not much in number and the primary interest of Corporation is in providing aid service using such equipment (Vogel and Gttel 2013). Therefore, suppliers bargaining power is considered high in this case. Buyers bargaining power- Since buyers of such services are people affected with natural calamities and economic warfare, therefore bargaining power of byers are considered to be zero in this case. Intensity of competitive rivalry- The translation to cut throat vistas is not necessarily painted by corporate rivalry due to changing environmental mood and increasing resource scarcity. Since Stratsynth is making employment of Pouncer drone and Spider Light strike vehicle as making rapid aid delivery, it is not likely that equally attractive products and services will be offered by other nonprofit organizations. Therefore, Stratsynth will have more power in this situation. Threat of new entrants- barriers of organizations or corporation in non-profit sector are extremely low. However, if Stratsynth has few scale of economies and have little protection to their technologies such as project loon, then such organization position can be weaken and other organization can enter. Threat of substitute- In this regard, competing funding requirement is regarded as threat to substitute. If the products used and services provided by Stratsynth cannot be substituted by any way possible, then power of Corporation is strengthened (Zhao et al. 2017). Resource and capabilities required for Stratsynth mission: Resource and capacity development plan needs to be implemented by government agencies. There should be training on establishment of national disaster command system. Emergence correspondence activities needs to be enabled by development of program that comprise of distributing equipment for rescue for rescue with financial support from government as well as pledge. Stratsynth will have to form a campaign for directing resources and wealth from wealthy people for dedicating a portion of their wealth to philanthropy (Omar et al. 2014). A fundraising plan needs to be developed that is a competitive, sophisticated and complex procedure. An effective board needs to be build and this comprise of human resources. For continued growth of Stratsynth, it is required for corporation to get free technical assistance that is regarded as critical resource. For the development of Corporation at optimal level, three needs to be assurance of low to no cost high level (Rothaermel 2015). Mission of organization will be built by contribution to skills for that team needs to have connection with mission. Identification of organization engaged for corporate level strategies: List of organizations having resource and capabilities that Stratsynth may engage their corporate level strategies are as follows: Africa technologies Kinetics Limited Windhorse organization- It is an organization producing pouncer drone and that helps in dropping aid to disaster areas (Business Insider 2017). ST Kinetics Xylo Technologies Drone developer Organizational structure: The headquarter of Stratsynth group would comprise of six person and the functional areas include programs, governance and administration. All these areas are subdivided into depending upon purpose and goal of non-profit organization. Board of Corporation comprise of well-respected expert volunteers in variety of disciplines that supports the vision and mission of Corporation (Felcio et al. 2016). Rationale of each employed individual: Melinda Gates- Melinda Gates is an executive director of StratSynth and he has the responsibility of liaising with the board for carrying out the instruction provided by board of Directors and overseeing other staff members running the nonprofit programs (Frynas and Mellahi 2015). Priscilla Chan- Priscilla Chan is chief executive officer of Stratsynth group and he will be playing an active role in assisting board with their basic activity. Ability of CEO of group is most closely connected with competence, leadership and job definition factors. He is often concerned with information needs, meeting and agendas. Chan is responsible for responding according to information requirement of Corporation. Agendas involve minutes approval, adjournment and committee report. John Macro- John macro is managing director of Stratsynth. Various program structured in the organization is the responsibility of managing director. David Belanglo- David Belanglo is the assistant director of the group and their role is to undertake grant writing, fundraising, public policy and volunteer programs. He is also an in charge of ensuring that ethical requirement are met by organization and is liaising with the community. Leslie Wright- He is playing the role of program director in Stratsynth. The typical program on non-profit organization comprise of operations, development, raising of funds, marketing, volunteer coordinator, planning and publicity. The program heads will be reporting to chief executive of Corporation. Michael Armstrong- He is a community and engagement advisor of Stratsynth and will be responsible for operation, corporate contribution and relationship management. He will be providing demonstrated experience in successfully facilitating large groups of unaffected people. Development of planning and delivering community with required needs and their arrangement is the responsibility of engagement advisor (David and David 2015). Stratsynth group will be responsible for providing affected community with aiding service. Recommendation: This section provides business level strategic recommendation for the given case. Alliances that allow non-profit organizations to share resources are considered most beneficial. This is so because it will help in lowering cost employees cost and other personnel involved in organization of various campaign and program. Usually, non-profit organizations has to work with small budgets and operating fraught with difficulties. Alliancing of the activities and servicing procedures are considered as ways to reduce costs, and share programs, resources and equipment that helps in supporting the development of both the parties concerned. It will also help in fulfilling the purpose of objectives of the parties involved. Nonprofit organizations will receive benefits from strategic alliance with companies manufacturing and producing two drive motor vehicle, pouncer drone and Spider Light strike vehicle. Stratsynth Group can operate the business by implementing the non-equity strategic alliance. Non-equity alliance is a formal relationship between two or more parties that carries out their activities by setting agreed goals and they remain independent while performing their activities. Stratsynth group are recommended to implement non-equity strategic alliance because it will help in sharing fixed cost of newly developed product. In the given case, interest of Stratsynth Corporation lies in providing rapid aid delivery services through equipment such as Pouncer drone and Spider Light strike vehicle. Installation of such equipment in the corporation will help them to share costs in some proportion with the help of non-equity alliance. There will be incorporation of complementary skills into the activities. It will assist the Corporation in gaining capabilities and it provides the organization to achieve their objectives by directing resources in right directions. Moreover, such alliance will help in lowering financial risk of Corporation. It is considered very essential for non-profit organization as they carry out their activities with no intention of making profits. There is a need to reduce the financial risk and such alliance will provide greatest potential that each parties concerned stand to lose half of cost of total project. When considering the development of corporate strategic relationship, it is recommended to Stratsynth Corporation to incorporate and involve the firms producing Spider Light strike vehicle and pouncer drone. This is so because the primary interest of Corporation lies in providing rapid aid delivery services that is possible using such equipment. It will assist Corporation in making efficient utilization of drones in conditions of disaster that are unsafe, unstable and costly. However, sometimes organization faces difficulty in using drones in humanitarian relief is dealing with regulations that are non-consistent between developing countries. Spider light strike vehicle has super rapid advanced mortar system and this will help in overcoming challenges faced by disaster management teams involved in providing rapid aid to disaster-affected regions. Conclusion: From the above analysis and discussion, it is concluded that establishment of StratSynth Corporation will help in addressing the needs of people suffering from natural disasters and calamities. Communities disadvantaged by economic denial and warfare, disease and flood stricken areas. It would be feasible for Corporation to establish and implement using non-equity alliance. In addition to this, it is also required by organization to develop strategic corporative relationship with organization producing drones. Since, Corporation is required to primarily address Drought Crisis in East Africa in public manner; it is required to align its activities with legislative requirement so that services are provided without any obstacle. StratSynth would be focusing on establishment of long-term recovery and rehabilitate the stricken areas. It is considered as the necessary step and rehabilitation process are interdependent on every stage of operations. Reference: Akingbola, K., 2013. A model of strategic nonprofit human resource management.Voluntas: International Journal of Voluntary and Nonprofit Organizations,24(1), pp.214-240. Barney, J.B. and Hesterly, W., 2015.Strategic management and competitive advantage concepts and cases. Pearson. Business Insider. (2017).This is the world's first edible drone. [online] Available at: https://www.businessinsider.in/This-is-the-worlds-first-edible-drone/articleshow/54249914.cms [Accessed 11 May 2017]. Camisn, C. and Villar-Lpez, A., 2014. Organizational innovation as an enabler of technological innovation capabilities and firm performance.Journal of Business Research,67(1), pp.2891-2902. David, F.R. and David, F.R., 2015. Strategic Management: A Competitive Advantage Approach, Concepts and Cases. Felcio, J.A., Gonalves, H.M. and da Conceio Gonalves, V., 2013. Social value and organizational performance in non-profit social organizations: Social entrepreneurship, leadership, and socioeconomic context effects.Journal of Business Research,66(10), pp.2139-2146. Frynas, J.G. and Mellahi, K., 2015.Global strategic management. Oxford University Press, USA. Galliers, R.D. and Leidner, D.E., 2014.Strategic information management: challenges and strategies in managing information systems. Routledge. Hill, C.W., Jones, G.R. and Schilling, M.A., 2014.Strategic management: theory: an integrated approach. Cengage Learning. Omar, A.T., Leach, D. and March, J., 2014. Collaboration between nonprofit and business sectors: A framework to guide strategy development for nonprofit organizations.VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations,25(3), pp.657-678. Peteraf, M., Gamble, J. and Thompson Jr, A., 2014.Essentials of strategic management: The quest for competitive advantage. McGraw-Hill Education. Renz, D.O., 2016.The Jossey-Bass handbook of nonprofit leadership and management. John Wiley Sons. Rothaermel, F.T., 2015.Strategic management. New York, NY: McGraw-Hill. Sakas, D., Vlachos, D. and Nasiopoulos, D., 2014. Modelling strategic management for the development of competitive advantage, based on technology.Journal of Systems and Information Technology,16(3), pp.187-209. Vogel, R. and Gttel, W.H., 2013. The dynamic capability view in strategic management: A bibliometric review.International Journal of Management Reviews,15(4), pp.426-446. Zhao, E.Y., Fisher, G., Lounsbury, M. and Miller, D., 2017. Optimal distinctiveness: Broadening the interface between institutional theory and strategic management.Strategic Management Journal,38(1), pp.93-113.