A Report on E-Marketing Computers Free Essays

This essay reports on the current activity in e-marketing computers. It discusses the English language markets. in particularly in the US and UK. We will write a custom essay sample on A Report on E-Marketing Computers or any similar topic only for you Order Now The three companies considered here are Apple, Hewlett Packard (HP) and Dell, all regarded as notable exponents of e-marketing. The conclusion drawn is that e-marketing alone is not as yet a viable strategy for this industry in general but it has been a successful approach when marketing solely to corporate customers. Industry Background The computer industry within the English-speaking world is made up of only a few suppliers of any size. During 2005 the worldwide shipments of PCs grew in volume by over 16% according to IDC, and by 9% in terms of value. The Austin, Texas firm Dell supplies more PCs worldwide than any other company – 18.1% of the market against HP, the number two, at 14.9%. The next largest suppliers are Lenovo (ex IBM) at 7.7%, Gateway, Acer and Fujitsu/Siemens, each having less than 5%. All of these companies’ computers use Microsoft’s Windows operating system. The core functionality they deliver to the user is therefore essentially identical. Apple Computer, which had around 3.5% of the world PC market in 2005, ships cmputers that run its own operating system – MacOS. Whereas Apple sells most of its notebooks to individual users, Dell sells most of its product to corporate clients, as does HP but to a lesser extent. The Windows/PC world is one where prices continually decline while performance and hardware functionality improve. Hardware is manufactured almost exclusively in the Far East while software in the English Language markets originates almost entirely from the USA. Increasingly the actual computing function is being treated as a commodity with only increased memory and faster performance as differentiators. This can be expected to change to a degree when (Vista) the next generation of Microsoft’s OS becomes deployed. At this time the major product differentiators tends to be graphics performance, screen size/quality and connectivity options. The combined result under Vista should be a new emphasis on the entertainment functionality of the computer and its potentially growing value as a intra-household communications controller. Defining e-marketing Before discussing e-marketing in this industry, we need to select a definition of ‘marketing’. One which will suffice is:- â€Å"Marketing is the process of planning and executing the conception, pricing, promotion, and distribution of ideas, goods, services, organizations, and events to create and maintain relationships that will satisfy individual and organizational objectives.† (Boone and Kurtz) A Google search for a definition of e-marketing produces the following results – â€Å"Moving elements of marketing strategies and activities to a computerized, networked environment such as the Internet. It is the strategic process of creating, distributing, promoting, and pricing goods and services to a target market over the Internet or through digital tools.†¨ (aede.osu.edu/programs/e-agbiz/pageglossary/main.html) Any marketing effort that contains a website URL. This could range from direct mail programs, magazine ads, radio to business cards. E-marketing can be simply defined as â€Å"Achieving marketing objectives through use of electronic communications technology.†Ã‚   (en.wikipedia.org/wiki/E-marketing) Of these definitions I prefer the last on the basis that e-marketing is still at such an early stage in its development that an all-embracing, detailed definition suggests the user is promoting e-marketing as a solution rather than describing it. Part of the objectives of this essay is to examine how many of the functions listed in the definition of ‘marketing’ are equally viable for ‘e-marketing’. The Origins of E-marketing The origins of e-marketing can be traced back to the 1990’s to the era of ‘dot.com’ companies who sought to place all of their promotional activities on the Internet. In those days a distinction was drawn between traditional ‘bricks and mortar’ retailers and on-line ‘etailers’- the dot.coms. Today, while there are still companies whose existence depends heavily upon the resources of the internet, few major companies follow the dot.com route. There has been a negative impact on such users as a result of the scores of dot.com failures. Unless a company using the dot.com approach succeeds in creating the impression that it is stable and financially sound, there are barriers to overcome to create trust between suppliers and the company, and between the would-be customers and the company. (The outstanding dot.com success story is that of Amazon.com). This leads to a sense that it takes a viable, established ‘bricks and mortar’ company which is already well-known to have an e-marketing system that will be considered credible.   However it seems that all major and public companies now have some form of internet presence, a web page, even if its marketing functionality is limited to an email address for enquiries to ‘info’, ‘sales’ or ‘support’. Why use the Term ‘E-’? E-marketing falls into a range of new variants of communication activities – e-commerce, e-mail, e-learning, e-research, e-publishing. Essentially each of these terms describes a familiar function that can now be carried out using the communications medium of the internet. Just as a change of language can change the way the speaker expresses his thoughts and how the reader understands the message, so the use of a different communication technology can add to or subtract from the value proposition being presented. By the same token, it has been necessary for practitioners to learn how to use this communications medium to communicate their message, and to learn to understand how their messaging is perceived through this medium.. How to cite A Report on E-Marketing Computers, Essays

Embracing and Pursuing Change free essay sample

www. thetimes100. co. uk Embracing and pursuing change Introduction With the changing expectations of customers, organisations constantly need to adapt to remain competitive. When faced with such pressures for change, managers may look for situations which are familiar to them. This may involve improving the ways in which they operate, but only little by little. This is called incremental change. The danger is that improving little by little might not be enough. They need to adapt to all of the bigger changes in the environment of that business as well. If they don’t, what happens is strategic drift. When an organisation experiences strategic drift, it does not make strong and radical decisions to deal adequately with all of the changes in its business environment. To avoid strategic drift, managers within organisations have to embrace change fully. This means building a responsive organisation. This case study focuses upon AEGON in the UK, part of the AEGON Group, one of the world’s largest life insurance and pensions companies. AEGON owns pensions, life insurance, asset management and adviser businesses in the UK. The case study illustrates the success that embracing and pursuing change has brought to AEGON in the UK. It is helping AEGON move towards its goal of becoming ‘the best long-term savings and protection business within the UK’. CURRICULUM TOPICS †¢ Business strategies †¢ Change management †¢ External business environment †¢ Business culture GLOSSARY Incremental change: improving the way in which an organisation meets the external forces within its business environment little by little. Strategic drift: situations in which an organisation’s strategy does less and less to face the changes within the business environment. Asset: something of worth to an organisation e. g. people, cash, financial claims on others, machinery, buildings. Goal: general statement of purpose that falls in line with an organisation’s broader mission. The AEGON Group has 27,000 employees and over 25 million customers worldwide. Its major markets are in the USA and Netherlands. Since 1994, the UK has become another major and increasingly important market. In 1994 AEGON bought a large stake in Scottish Equitable. Scottish Equitable was a strong brand with a heritage that went back to the 1830s. Since then AEGON’s UK business has grown both organically and by acquiring other businesses. As most of the acquired companies kept their existing identities, awareness of AEGON in the UK remained relatively low. AEGON realised that such low levels of awareness could impact on its ability to achieve its ambitions. Therefore, it needed to combine the global strength of its parent with the experience and reputation of the domestic company brands, like Scottish Equitable, that made up AEGON in the UK. Heritage: name and reputation associated with the past. Organically: increasing the business through current activites. External factors influencing change One of the main challenges for decision-makers is to understand the environment in which they are operating. They can then identify key issues which they need to respond to. Understanding these key issues improves decision-taking and reduces uncertainty. Few industries have experienced as many changes in their external environment in recent years as financial services. AEGON 21 www. thetimes100. co. uk GLOSSARY Mis-selling: selling inappropriate products to customers. Financial Services Authority: independent non-government authority that regulates the financial services industry within the UK. Stock Exchange: marketplace in which stocks are bought and sold. Investment return: the return on funds invested in the business. Mortgage endowments: mortgage loans for a property in which interest only is paid, with the capital paid off at the end of the period of loan. Consumers: purchasers and users of the products. Brand values: the behaviours, personality and all that a brand represents for its customers. Positioned: place in a market that an organisation occupies in relation to its competitors and within the minds of consumers of its products. Thinking ahead and saving for retirement is a concept that is sometimes difficult for people to understand. In the UK, life expectancy has risen in recent years so people can expect to be retired for longer. In many instances, individuals have not planned properly for retirement and there may be a shortfall in the amount of money available. There is also a drive by the government to reduce dependency on the State in old age. Added to this many companies have introduced new, less expensive pension schemes or insisted on employee pension contributions where they did not in the past. These factors mean people have to make decisions to invest properly at an earlier stage of their working lives. Investing in the future helps people to prepare in advance for old age. The benefits of such an investment are only realised years later. The life insurance and pensions industry, in which AEGON operates, has had a poor reputation in recent years. Some organisations have been accused of ‘mis-selling’ by not providing consumers with the best product for their needs. To prevent similar situations arising in the future, the Financial Services Authority (FSA) has put significant amounts of regulation on the industry. Financial services products are often difficult to understand. People do not always feel equipped to choose between the range of financial products and services and are not sure where to seek support and advice. In addition, falling values on the Stock Exchange have affected the investment return on some products, such as mortgage endowments. For some people this means that the product they bought has not delivered the financial return they expected. All this has created uncertainty in the financial services industry. The industry has also been characterised by intense competition. AEGON is in competition with organisations which sell directly to consumers and which are better known in the UK. AEGON distributes its products and services to customers mainly through financial advisers. AEGON, as a reputable company, has had to address and overcome these industry-wide problems to remain competitive. Reasons for change AEGON had historically been successful but government-imposed price controls had reduced profitability. Compared to its competitors, AEGON was not well known by consumers. It had developed good products and services and had a good reputation with distributors, particularly in the area of pensions which were a key strength of Scottish Equitable. However, it was not as well recognised in areas other than pensions. Often these other areas, such as offshore investment products, were more profitable. If consumers are to invest in a product long term, they need to know more about the organisation they are dealing with. They need to recognise the brand and understand more about the brand values that it represents. As AEGON traded under a number of brand names it was not always easy for financial advisers and consumers to recognise the breadth and depth of the company in the UK. With a new Chief Executive (CEO) in place, AEGON underwent a discovery phase. The purpose of this was to find out what it had to do to meet the CEO’s goal. This goal was to build ‘the best long-term savings and protection business in the UK’. This time of discovery focused on three key questions: 1. What do we stand for in the UK? 2. What do we want to stand for in the UK? 3. What should we be doing about it? To answer these questions AEGON undertook a brand audit. This audit looked at two aspects: †¢ the company internally †¢ how the organisation was positioned externally. The purpose of the audit was to find out more information about the organisation. This helped AEGON to provide a more informed approach to the decisions that were needed to start the process of change. 22 www. thetimes100. co. uk GLOSSARY The audit showed that AEGON was solidly placed within the market. Its staff were known for their considerable expertise, innovation and clarity of communication. The external audit also helped to discover where AEGON was positioned in relation to its competitors. People who were aware of AEGON saw it as being a refreshing and different organisation. However, there was evidence that people were confused about the breadth of what AEGON did because it traded under a number of different company brands. Culture: the typical way of doing things in an organisation. Creating a new culture is a key part of the change process Culture refers to the personality and attitude of an organisation. It also includes the shared beliefs, values and behaviour of the employees. These determine the ways in which the organisation and its people make decisions and solve problems. The goal of AEGON’s CEO helped to provide a vision for change. Financial objectives were important as the path for future developments depended upon these. It was also important to create more clarity about who AEGON was. With limited awareness of AEGON in the UK, it was important to explain what it had to offer, how big the organisation was within the UK and how strong it was globally. At the heart of this strategy was the need to: a) simplify financial services and provide more customer focus. It was important that consumers understood more precisely what they were buying, as well as the benefits and services they received. b) develop the workforce. The objective was to develop the skills needed within the business to help it change. AEGON also created opportunities for progression from one job to another in a way that provided individuals with a coherent career path. c) create a more distinct presence within the marketplace. This involved refreshing the AEGON brand in a way that made it more distinctive from its competitors and more attractive to customers. In order to help embed this culture, AEGON developed a behaviour framework to support its brand values. This was designed to influence how people at all levels within the organisation could work and make decisions. These behaviours emphasise the values of the organisation. They have helped to build AEGON’s culture and have also influenced its performance. AEGON also introduced a Management Development Programme, supported by a leading Management College. The eight behaviours are: †¢ Think customer †¢ Embrace change †¢ Encourage excellence †¢ Act with integrity †¢ Decisive action †¢ Work together †¢ Learn and grow †¢ Relate and communicate. For example, ‘Think customer’ is about ‘ensuring that the customer’s needs are at the heart of our business, informing actions, decisions and behaviours’. For senior managers this means keeping the customer’s experience at the heart of what AEGON does. Other managers and professionals are encouraged to ‘innovate with your customers in mind’. All staff are encouraged to keep to commitments made to customers by doing what you say you will, when you say you will’. 23 AEGON Implementing the change www. thetimes100. co. uk Before the change consumers were confused about who AEGON was, what it did and how it fitted together. The audit had shown that global scale was important but so was local expertise. In the past, the AEGON brand had not been heavily promoted alongside Scottish Equitable or the other brands that it traded under. The brand strategy helped to reposition the brand within the industry. Now the association with AEGON is much stronger. For example, Scottish Equitable is now AEGON Scottish Equitable – reflecting both local knowledge and global power. All the brands now carry a new common look which is refreshing and different. This, along with the values and behaviours, is helping to make the brand ‘refreshingly different’. The changes affected the organisation both internally and externally. Within the organisation, they influenced not only how people behaved but also how they communicated. The organisation has become more focused on the customer. The emphasis is on making information clearer for the customer to understand and the company easier to do business with. To help embed the values and behaviours, AEGON established a new relationship with Shirley Robertson, the famous yachtswoman and the only British female athlete to have won gold medals at consecutive Olympic Games. By associating AEGON with an individual who embodies similar values, it was able to bring the values and behaviours to life for staff. However, AEGON had to develop the brand and its reputation. It did this is a number of ways: †¢ External promotional campaigns emphasised the relationship between Scottish Equitable and AEGON. This helped to reinforce the local knowledge and the global power of AEGON in the UK. †¢ The CEO talked to the media about the need for change. The refreshing of the brand internally and externally resulted in strong positive feedback. †¢ AEGON has launched new and innovative products. For example, the 5 for Life annuity has helped to change the way in which consumers can look at their retirement income. It provides more certainty about levels of income for the consumer, with AEGON providing the levels of return promised and being responsible for any risks associated with doing so. Today the AEGON brand has a position from which it is influencing the financial services industry. It has posted record results with significant growth in underlying earnings. It has also increased its new business across a mix of profitable products and services, reflecting its continued strength. GLOSSARY Strategy: long-term business plan of an organisation. Annuity: product sold by financial services company providing the holder with payments at specific intervals after retirement. Conclusion The Times Newspaper Limited and  ©MBA Publishing Ltd 2007. Whilst every effort has been made to ensure accuracy of information, neither the publisher nor the client can be held responsible for errors of omission or commission. Change is continuous. The process of change is a journey. External factors will always be there to influence business organisations. AEGON responded to these factors by simplifying, clarifying and strengthening its brand in the UK. As organisations change, their patterns of behaviour and business culture develop. For AEGON, this is a cycle in which the business uses its knowledge to learn from its experiences. This has helped AEGON as an organisation to move positively towards achieving its full potential and to remain competitive in an increasingly difficult market. Questions 1. Use an example to explain what is meant by strategic drift. 2. Describe in detail one external factor influencing change within AEGON. What sort of changes might have taken place because of that external factor? 3. Describe the purpose of the eight behaviours. 4. Evaluate the role of an audit within and outside an organisation. To what extent can a process of audit form the basis for a business strategy? www. aegon. co. uk 24

Terrorism in Hospitality Industry Essay Example

Terrorism in Hospitality Industry Essay â€Å"Don’t turn the war on terrorism into the war on tourism† (Zemsky, 2005) The term terrorism has evolved in its meaning since it was first introduced in 1790s during the violent period following the French Revolution, to what it is now as the acts of violence or brutality intended to gain political, religious or ideological objective through intimidation and instillation of fear in the targeted population (Jenkins, 2003; Enders and Sandler, 2002). In hospitality industry, concern regarding terrorism has been noticed since the mid-1980s, as cases of terrorism in tourism related sectors increased dramatically from 206 in 1972 to 3,010 in 1985 (d’Amore and Anunza, 1986). Since then, security is seen as crucial (Pizam and Mansfeld, 1996) and is increasingly intensified especially after the tragic events on September 11, 2001 (Cohen, 2002). Terrorism in hospitality industry is continuously happening. Post the 9/11 era, there have been many significant terrorism incidents targeting hotels worldwide (Guardian, 2009). Hospitality leaders need to be able to take proactive actions to minimize occurrence possibilities. However, managing security in hospitality industry is a little more complex when compared with other industries, and therefore required a different approach. This essay aims to critically analyze the unique challenges faced by hospitality industry in managing its security. Three main issues will be discussed thoroughly and some related examples will be presented as supporting explanations. Then, it will be followed by relevant recommendations regarding actions to be taken by the leaders in the hospitality industry. We will write a custom essay sample on Terrorism in Hospitality Industry specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Terrorism in Hospitality Industry specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Terrorism in Hospitality Industry specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Complexity of managing security in hospitality industry is primarily due to the nature of the industry itself. Hospitality is a business that revolves around offering friendly, welcoming, and generous treatment to its customers. Hotels in particular, emphasize a â€Å"home-from-home† concept that encourages guests to use facilities as if they were their own in order to make them feel as welcomed, comfortable, convenient and relaxed as possible (Ulph, 1996). It strives for making guests feel as if they were in their home on the one hand, while on the other hand needs to secure it against any possible criminal threats. As mentioned by Todd Brown, the executive director of United States Overseas Security Advisory Council, hospitality industry faces a contradictory problem in term that â€Å"they’re inviting people in and they want to be hospitable, but some are also operating in an environment that is real threatening, especially with terrorism† (Yu, 2008). While other businesses are able to opt for overt security practices, stringent security practices are often considered unacceptable in hospitality industry as guests wish to experience discreet high personalized service (Gill et al. 2002). Several London’s top hotels security managers stated that if not impossible, it is extremely difficult to ensure maximum security in line with maintaining high hospitality standards. Its unique context requires a compromise balance so that hospitable image can still be portrayed and terrorism threats can be prevented, avoiding damage caused by either service deterioration or severe terroris m impacts (Groenenboom and Jones, 2003). Even though there is no international standard, in most cases except for those located in high risk locations such as Israel, to be extremely overt by having uniformed security guard at every door may frighten guests. From the positive side, it does going to enhance protection for the guests, staffs and properties; however it is also going to promote the feeling as if they were in unsafe environment instead and discourage them from wanting to be there. One of international security and policing advisory companies stresses the point that good security practice should not be intrusive. Hospitality leaders should be able to provide discreet, professional and effective security; which is enough to deter threats and at the same time provide a sense of security for the guests (Capital Eye, 2011). One of the very good examples that represent an effective security approach that meets both requirements to be hospitable and safe is shown by several five and seven-star hotels in New Delhi. As host of XIX Commonwealth Games 2011, they not only implemented sophisticated technology but also hired detectives to keep an eye on their guests as part of heightened security measures during the Games to prevent terrorist attack (TNN, 2010). While the detectives were instructed to keep a close watch on the guests and their visitors, to observe their movement and report any suspicious activities, they were also instructed to be discreet and remain unnoticed. However, regardless of the super-tight security, guests should not feel disturbed or even feel that they are being watched. This shows that even though it is difficult to find the balance between hospitality versus security, some innovative approaches are available out there and the implementation will be truly favorable for the business. Next issue to be discussed is the vulnerability of hospitality industry which makes it an easy target for terrorists. The physical environment of the industry, for example in hotels, complicates the way security needs to be managed. As mentioned earlier they emphasize on â€Å"home-from-home† concept, and thus are built with aesthetics and comfort, not security and safety in mind (Goslin, 2008). As a public place with multiple entrances and exits as well as numerous arrivals and departures; everyone, including terrorists, can basically come in and walk around for 24/7 without really being noticed. Loading docks, garages, delivery vehicles, and luggage storage areas all present risks of their own (Cetron, 2004). In addition, the infrastructures also somewhat represent different vulnerabilities. HVAC and water supply systems, electric power and telecommunication services; all are exposed to danger (Homeland Security, 2004). Some researchers (Gill et al. 2002; Groenenboom and Jones, 2003) illustrate a hotel with all facilities that it offers, such as restaurants and bars, shops, leisure centers, nightclubs and so on, as a small city center. Therefore, various crimes that usually happen in the streets may also possibly happen in the hotel. Among all, restaurants face special risks that just a little inadvertence may provide an opportunity for terrorists to easily contaminate the food with bacteria, toxic chemicals or even radioactive materials (Cetron, 2004). It must be remembered that there are different modes of terrorist attacks. From his analysis regarding the logistical burden of each different attack mode, Baxter (2003) showed that the impact of successful biological attack, for example anthrax bacteria, can be many times larger than the impact of conventional bomb attack (Appendix). Even though the impacts can only be seen after some time if compared with immediate damage caused by bombs, it is still equally if not more devastating (Cetron, 2004). Most hotels currently are stuck with the â€Å"Maginot Line† syndrome in managing security in their properties. Security is ineffectively designed solely based on the existing gaps from previous attack to prevent it from reoccurring rather than based on foreseen future attacks, ignoring the fact that terrorists are consistently able to come up with new strategies to overcome the security countermeasures in place (Goslin, 2008). Exact example can be seen from Marriott Jakarta. After its entrance was being hit by suicide bombing in 2003, security guards started to vigorously search every coming guest for bombs and weapons at every lobby entrance. However, the staff entrance is completely forgotten until it was used by the hotel’s florist to smuggle in the bombs in 2009 (Jerard, Astuti and Feisal, 2009). As summarized by Cetron (2004), there are just too many access points which offer opportunities for attack. Vulnerability characteristics of hospitality industry often make it seen as soft-target for terrorist attack. Therefore, although chance of terrorist attack from happening is considered low (Mitroff, 2005), security is still necessary to be managed. Hospitality leaders may take some actions through implementation of new procedures such as luggage scanning upon arrival, metal detectors at entrances, forbidding long-term luggage storage or randomly requesting guests’ identification (Brady, 2009). Besides, from the Marriott Jakarta bombing in 2009, hospitality leaders should also learn that to know their own people well, such as through background check before hiring, and to use suppliers that also know their people will help to overcome the vulnerable characteristics of the industry. Lastly, it is extremely challenging to manage security in hospitality industry as it appears not only as soft-target, due to the hospitable and vulnerable characteristics as previously discussed; but also as tempting-target for terrorism attacks (Pizam, 2009). Hospitality industry organizations, especially the international chain ones are often regarded as representing the western ideologies that current terrorists are mostly fighting against. Because government establishments as the main targets have continuously improved their security defenses and become harder to be attacked; hotels are therefore chosen as secondary targets to represent attacks toward the respective governments (Richter and Waugh, 1986; Stratfor, 2005). For example, in November 2002, three suicide bombers detonated a bomb in Israeli-owned Paradise Hotel’s lobby which is located in Mombasa, Kenya, to show its opposition against Israel government (Daily Mail, 2002). And in August 2003, Canal Hotel in Baghdad, Iraq was also bombed because the hotel had been used by United Nations as its headquarters (UN, 2004). Not only international chain hotels, international guests are also frequently targeted as they symbolize wealth, freedom of choice or independence that is associated with western (Richter and Waugh, 1986). The terrorism impacts involving international guests as the victims is considered to provide guaranteed extensive international media coverage, which therefore allow terrorists to widely spread their messages and making them heard loud, clear and fast in the most effective manner (Sonmez, Apostolopoulos and Tarlow, 1999; Pizam 2009). Moreover, in September 2008, Marriott Hotel in Islamabad, Pakistan was bombed when the entire Pakistan’s leaders, including president, prime minister and armed service chiefs, were rumored to have been scheduled for dinner over there (BBC, 2008). This shows that actually the hotel was just served as the third-party in the overall plan. As it is common for a hotel to host various events or conferences that may involve highly influential people or political figures as participant, which may be the target of terrorists, indirectly the hotel itself also faces the threat of danger. This latter issue is more likely beyond the control of the hospitality industry leaders. However, the fact that terrorist attacks do not usually occur at locally owned hotels that cater to domestic tourists (Pizam, 2009) exemplifies that hospitality leaders in international chain hotels may try to find strategies for their hotels to blend in with the local communities and create mix between domestic and international guests. In conclusion, all the issues discussed above; the difficulties in finding the balance between hospitality and security, the vulnerable characteristics, and its association with western ideologies which makes it appears as tempting-target for terrorism attacks; have led to certain complexity of security management in hospitality industry if compared with any other industries. Current and future hospitality leaders are required to have the abilities to cope with these issues as it has been widely agreed that for terrorists to strike is no longer a question of â€Å"if†, but rather a question of â€Å"when†, â€Å"how† and â€Å"how prepared† the hotel is to deal with it (Mitroff, 2005). Recent terrorist attacks on hotels worldwide (Guardian, 2009) have increasingly raised guests’ awareness regarding the importance of proper security management to be put in place. Security is becoming a major issue that affects guests’ decision when planning a hotel stay (Sonmez and Graefe, 1998a). Not only that, even for some hotels, security enhancement by having high-level security measures is now regarded as an important selling point (Caterer and Hotelkeeper, 2006). Therefore, a more proactive approach in managing security is extremely required (Ritchie, 2004). In addition to high technology investment like what Dorchester Hotel in London just recently did through the installation of new IP video surveillance management software (Milestone, 2009), employees also need to be trained to fully enhance the overall security measures quality. Employees must be the key focused elements that must be taken care of as in fact they are the ones behind all of the implemented systems and technologies, the ones who have the eyes and ears to recognize any suspicious activities. At last, having emotional intelligence, the ability to perceive, identify, and manage own emotions; as well as to understand others and having the knowledge or skills to manage relationship with others (Serrat, 2009); will help hospitality leaders to be able to do it all, to overcome all challenges and continuously come up with effective security plans and strategies, to make decisions and put them into real actions throughout daily operations, as well as to train the employees, that will result in superior level of security as a whole. ? List of References Baxter, P. 2003. â€Å"Can Terrorists Achieve CBRN Capability in 2004† in Managing Terrorism Risk. Newark, CA: Risk Management Solutions. BBC. 2008. Marriott ‘escape’ report denied [online]. Available at: . [Last accessed on 02. 11. 2011]. Brady, S. 2009. Wake-up call: Lessons learned from Mumbai [online]. Available at: . [Last accessed on 01. 11. 2011]. Capital Eye. 2011. Hotel Security Protecting Everybody’s Interests [online]. Available at: . [Last accessed on 30. 10. 2011]. Caterer and Hotelkeeper. 2006. Hotel security: An important selling point [online]. Available at: . [Last accessed on 02. 11. 2011]. Cetron, M. J. 2004. â€Å"Hospitality In The Age Of Terror†, HSMAI Marketing Review. Cohen, E. A. 2002. â€Å"Collective bargaining regarding safety and security issue†, Cornell Hotel and Restaurant Administration Quarterly. Vol. 43 No. 5, pp. 109-18. Daily Mail. 2002. Twelve quizzed after Kenya hotel blast [online]. Available at: . [Last accessed on 02. 11. 2011]. D’Amore, L. J. and Anunza, T. E. 1986. â€Å"International terrorism: implications and challenge for global tourism†, Business Quarterly, pp. 0-29. Enders, W. and Sandler, T. 2002. â€Å"Patterns of transnational terrorism, 1970–1999: Alternative time-series estimates†, International Studies Quarterly. Vol. 46, pp. 145–65. Gill, M. , et al. 2002 Security management and crime in hotels, International Journal of Contemporary Hospitality Management. Vol. 14 Iss. 2, pp. 58-64. Goleman, D. 1996. Emotional Intelligence: Why It Can M atter More than IQ. London: Bloomsbury Publishing. Goslin, C. 2008. White Paper – Hotel Security [online]. Available at: . [Last accessed on 31. 10. 2011]. Groenenboom, K. and Jones, P. 2003. Issues of security in hotels, International Journal of Contemporary Hospitality Management. Vol. 15 Iss. 1, pp. 14-19. Guardian. 2009. Timeline: Hotel bomb attacks [online]. Available at: . [Last accessed on 30. 10. 2011]. Homeland Security. 2004. Characteristics and Common Vulnerabilities Infrastructure Category: Hotels [online]. Available at: . [Last accessed on 31. 10. 2011]. Jenkins, P. 2003. Images of Terror: What We Can and Cant Know about Terrorism. New York: Aldine de Gruyter. Jerard, J. Astuti, F and Feisal, M. 2009. â€Å"Bombing of JW Marriott and Ritz Carlton Jakarta†, International Centre for Political Violence and Terrorism Research [online]. Available at: . [Last accessed on 01. 11. 2011]. Milestone. 2009. The Dorchester Hotel delivers discreet, top-class security with future-proof Milestone IP video [online]. Available at: . [Last accessed on 02. 11. 2011]. Mitroff, I. I. 2005. Why some companies emerge stronger and better fr om a crisis: 7 essential lessons for surviving disaster. New York: AMACOM. Pizam, A. 2009. Hotels as tempting targets for terrorism attacks†, International Journal of Hospitality Management. Vol. 29 No. 1. Pizam, A. and Mansfeld, Y. 1996. Tourism, crime and international security issues. Chichester,UK: Willey. Richter, L. K. and Waugh, W. L. 1986. â€Å"Tourism politics and political science: A case of not so benign neglect†, Annals of Tourism Research. Vol. 10 No. 3, pp. 313–15. Ritchie, B. W. 2004. â€Å"Chaos, crises and disasters: A strategic approach to crisis management in the tourism industry†, Tourism Management. Vol. 25 No. 6, pp. 669–83. Serrat, O. 009. Understanding and Developing Emotional Intelligence [online]. Available at: . 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Précis Definition and Examples

Prà ©cis Definition and Examples A prà ©cis is a  brief summary of a book, article, speech, or other text. The basic characteristics of an effective prà ©cis are conciseness, clarity, completeness, unity, and coherence. According to  Barun K. Mitra, PhD, in Effective Technical Communication: A Guide for Scientists and Engineers, The most important task is to ensure that the original sequence of events and the flow of ideas remain unchanged. Pronunciation: PRAY-see Also known as: abstract, summary, executive summary, synopsis Plural: prà ©cis Alternate spelling: precis Etymology: From the Old French, condensed Examples and Observations I would say that the ability to write a prà ©cis is the central language skill. For a start, it is a craft essential in all professions and businesses; indeed, anyone whose work includes dealing with documents at some time (and that accounts for most people) will need prà ©cis skills as a matter of course... Such vocational considerations, though important, are not in my view the most telling, however. The fundamental value of prà ©cis is that it tests and exercises every aspect of linguistic competence,  says Richard Palmer in Write in Style: A Guide to Good English.[O]rganization of ideas, logical sequencing of points, clear and meaningful expression, [and the] use of language suitable to the situation are essential for writing prà ©cis effectively. The writer of prà ©cis must be able to identify the essential ideas in a given passage and separate them from nonessential ideas. But at the same time a prà ©cis is not a [type of] creative writing, inasmuch as it is merely a co ndensed restatement of the original writers ideas, points, etc., says Aruna Koneru in Professional Communication. Sample Prà ©cis Original passage from Aristotles Rhetoric (199 words):It is evident that those in the prime of life will be between the young and the old in character, subtracting the excess of either, and neither exceedingly conï ¬ dent (rashness is such) nor too fearful but having the right amount of both, neither trusting nor distrusting everybody but rather making realistic judgments and not directing their lives only to what is ï ¬ ne or what is advantageous but to both and neither to frugality nor to extravagance but to what is ï ¬ tting. Similarly in regard to impulse and desire. And they combine prudence with courage and courage with prudence, while among the young and the old these things are separated; for the young are brave and lack self-restraint, the older prudent and cowardly. To speak in general terms, whatever advantages youth and old age have separately, [those in their prime] combine, and whatever the former have to excess or in deï ¬ ciency, the latter have in due measure and in a ï ¬ tting way. The body is in its prime from the age of thirty to thirty-ï ¬ ve, the mind about age forty-nine. Let this much be said about the kinds of character of youth and old age and the prime of life. Prà ©cis from A Synoptic History of Classical Rhetoric (68 words):The character of those in the prime of life lies midway between that of youth and of age. Neither rash nor timid, neither skeptical nor overtrusting, they usually make choices on a true basis. They are not given to excess in desire, nor to lack of feeling or parsimony. They live respecting both honor and expediency. In short, the most useful traits of youth and age are theirs. Methods and Purpose A prà ©cis is not an outline, but a summary or digest. It is useful as an exercise in grasping the essential ideas of an already completed composition and in stating these ideas in concentrated form. The prà ©cis shears away all elaborations of the thought and gives only what is left, in such a way as to make the summary a complete composition. It does not, therefore, skeletonize the original composition so much as it reduces its scale. Many of the articles in The Readers Digest are only prà ©cis, so skillfully done that the average reader does not know that he is reading a summary. Since the prà ©cis says a great deal within a brief space, it is of great service in taking notes on library assignments and general reading, says Donald Davidson in American Composition and Rhetoric. Sources Mitra, Barun K., PhD. Effective Technical Communication: A Guide for Scientists and Engineers, 2006. Palmer, Richard. Write in Style: A Guide to Good English. 2nd ed., Routledge, 2002. Koneru, Aruna. Professional Communication, Tata McGraw-Hill, 2008. Aristotle. Rhetoric, book 2, chapter 14. Translated by George A. Kennedy, Aristotle, On Rhetoric: A Theory of Civic Discourse. Oxford University Press, 1991. Murphy, James J. and Richard A. Katula. A Synoptic History of Classical Rhetoric. 3rd ed., Hermagoras Press, 2003. Davidson, Donald. American Composition and Rhetoric. Scribners, 1968.

Arranging Payments for the Price of Goods Bought in an International Essay

Arranging Payments for the Price of Goods Bought in an International Sale is by the Use of a Documentary Credit - Essay Example 1.1 Definition and Description of Credit Documents a. Documentary Credits For international transactions, buyers and sellers approach their banks, which will in turn undertake a written agreement for the buyer that promises to pay a certain currency value in favor of the seller on the condition that all the requirements known as terms and conditions are met. Evidence of goods delivered by the seller should be in the form of documents defined in the agreements. The buyer’s bank communicates and deals directly 24 Alejandro Jara and Patrick Low, et. al., World Trade Report 2011. World Trade Organization. p. 24. with the seller’s bank. A credit line is assured by the banks prior to release of goods from the seller. Payments are actually made only after documents are received by the buyer’s bank. Therefore documents such as Letters of Credit are very important for international transactions. Documentary credits may be standard or special depending on what will meet th e needs of the transacting parties—buyer, seller, bank of the buyer, and bank of the seller. â€Å"Standard documentary credits can be either revocable (may be cancelled by the buyer), or irrevocable†¦confirmed (a second bank, in addition to the buyer’s bank, guarantees payment) or unconfirmed (payment guaranteed only by the issuing bank).†17 Protection by documentary credits does not include an assurance that the goods are shipped according to understanding. Disagreements can result out of dissatisfaction. Complaints may arise. But the buyer and seller would have to settle the problem on their own. Banks base their decisions on just the documents and the terms and conditions therein. Those documents identify four parties, namely, â€Å"applicant, beneficiary, issuing bank, and advising bank† although in the business community, they are known as the â€Å"buyer, seller, buyer’s bank and seller’s bank†.18 The International Chamber of Commerce had already prepared the Uniform Customs and 17 Edward G. Hinkelman, A Short Course in International Payments: How to Use Letters of Credit, D/P and D/A, Prepayment, Credit, and Cyber Payments in International Transactions. California, USA, World Trade Press, 2003, p. 50. 18 Hinkelman, A Short Course in International Payments: How to Use Letters of Credit, D/P and D/A, Prepayment, Credit, and Cyber Payments in International Transactions. p. 52. Practice (UCP) for Documentary Credits. The UCP recognizes that there are different types of documentary credits, namely, Standby Credits, Revolving Credits, Transferrable Credits, back-to-back credits, revocable and irrevocable, confirmed and unconfirmed. And the definition of documentary credits according to UCP is any arrangement, however named or described, whereby a bank (the issuing bank) acting at the request and in accordance with the instructions of a customer (the applicant for the credit) (i) is to make payment to or t o the order of a third party (the beneficiary) or is to pay or accept or negotiate bills of exchange (drafts) drawn by the beneficiary or (ii) authorises another bank to effect such payment, or to pay, accept or negotiate such bills of exchange against stipulated documents, provided that the terms and conditions of the credit are complied with (Art. 2).4 However, Dr. Zsuzsanna Toth identified documentary credi

The Gate to Women's Country Essay Example | Topics and Well Written Essays - 2000 words

The Gate to Women's Country - Essay Example One such regulation is that he men will have to fight with their bare hands their enemies. The enemies, in turn, agree to the gentlemen's agreement to fight with their right hand. Whatever is the reason for blindly following the women's country policies is unclear as of this moment in time. By proceeding with the reading of the next paragraphs, the reasons for the men and women's blind following of the rules and regulations and the company rules and regulations will slowly unfold the reader of this work's very eyes. UTILITRARIANIST or CONSEQUENTIALIST. The women are consequentialists or utilitarianists (Theroux, 2007) because they fall under this description that is espoused by John Stuart Mills. John Stuart Mills had put up a huge framework for what is known as Utilitarian Normative ethics. A consequence, according to John Stuart Mills encompasses the intrinsic good, or good in itself of every action and inaction. The women are consequentialists because they espouse that the morality of their action depends on the context or consequences of such action. A good example is when the child is made to choose, at the deciding age of fifteen years old, to either continue mastering the battle techniques of the warrior or to return back their mother that they left when they were still five years old to serve her. This is because the women in Sherri S Tepper's Gate to Women's Countr... But their war is fought with only their bare hands as is the tradition of our modern day martial arts contests because deadly weapons and weapons of mass destructions are not allowed during inter state wars. The women's country has a decentralized form of government where the women make the critical day to day community decisions for only the women are allowed be engrossed in the study of medicine, history and agriculture. Women live separately from their warrior husbands. The only time allowed for warrior men (the servitor non warrior men are castrated and not allowed to have sex with women) and women to mate is during the once a year festival. The children are allowed to stay with their mothers until the age of five. After this age, the boys will have to go with their fathers to learn the warrior life. The children are then made to chose, after experiencing many years with their warrior father, whether to return through the gate of the women country to their mothers as their mother's servants (which places them at low societal status as compared with choosing to be a warrior) or to remain with their fathers and choose a higher societal status of being warriors. Are always thinking of the consequence of each of their every actions and they make sure that all their actions have a consequence of doing well to everyone and making everybody happy. EMPATHY. Empathy is described as a person's ability to know by using the five senses the emotional situation of a friend, relative, patient, neighbor or warrior. It is a known fact that different persons have different states of mind, beliefs and desires where they are intertwined with his emotional make up. Empathy can increase the

STATISTICS QUIZ ASSESSMENT Speech or Presentation

STATISTICS QUIZ ASSESSMENT - Speech or Presentation Example mcgraw-hill.com:80/olcweb/styles/shared/linkicons/image.gif"> (0.0K) remain the same, a 90% confidence interval for a population proportion p will be ______ the 99% confidence interval for p. When the level of confidence and sample proportion (0.0K) remain the same, a confidence interval for a population proportion p based on a sample of n = 100 will be _____ a confidence interval for p based on a sample of n = 400. When the population is normally distributed and population standard deviation ÏÆ' is unknown, then for any sample size n, the sampling distribution of (2.0K) is a t distribution. When a confidence interval for a population proportion is constructed for a sample size n = 100 and the value of, (0.0K) = .4 the interval is based on the The manager of the quality department for a tire manufacturing company wants to study the average tensile strength of rubber used in making a certain brand of radial tire. The population is normally distributed