Porter 5 forces on Tourism industry and explanation Essay

The UK Inbound Tourism IndustryIntroduction:Tourism is seventh of the largest industries in the UK, worth  £74 billion to the UK economy. There are currently 2.1 million jobs in the industry. Within the inbound Tourism to the UK, 30 million overseas visitors who came in 2005 spent  £14 billion on holidays 2005 was a record year for UK inbound tourism both in terms of volume and value. The UK ranks fifth in when compared international tourism earnings league behind the USA, Spain, France and Italy. Within UK home Tourism, UK residents in 2005 took 59.3 million holidays of one night or more spending  £11.5 billion. They even took 22.5 million overnight business trips spending  £5.3 billion and  £52.7 million overnight trips to friends, family& relatives spending  £5.4 billion (Mintel 2008)(Visit Britain, ). Porters Five Forces:Fig 1:Threat of New EntrantsThreat of new entrants into the tourism industry is very high; there were a handful of low-priced carriers in the UK, flying mostly to holiday destinations. The market valuation of Ryan air become more than that of British Airways. Since then, there are many more new entrants in the low-cost carrier sector, posing major threats to the front runners, Ryan air and Easy Jet. A shake-out of the low-cost segment is taking place. The share price of Ryan air has begun to decline because of the threat of new entrants (Beech and Chadwick, 2006). Factor 1 – Economies of ScaleNew entrants have to match existing providers to be able to survive and grow. One appeal for new airline entrants is the forecast increases in UK air travel from 200 million at present to 500 million journeys in 2030. The World Tourism Organisation estimates the doubling of air journeys over the same time period. Matching the cost base of existing new careers, new entrants could control a share of the air journeys. Within this long-term trend, there are likely to be reductions caused by events of and the wars in Afghanistan and Iraq. This can lead to consolidation through takeovers, as this happened through the merger of Klm and Air France, TUI taking over Thomson and Thomas Cook merging with German-based tour operators. These have led to companies with a global presence in the tourism market (Beech and Chadwick, 2006). Factor 2 – Product DifferentiationA new entrant has to have a unique selling point to attract customers. In tourism, there is a major tendency among tourists to be tempted by special offers in the form of discounts, add-ons and novelty value. Tourists have changed destinations, or choose different offerings in the same destination, depending on what was on offer and at what price and quality, or have moved from high-cost to low-cost carriers for their travel. There are companies that look to develop a unique product and branding, such as Thomas Cook (offering Club 18-30) and Saga (providing holidays and other products for the 50+ age group), and ecotourist holidays by TUI (Beech and Chadwick, 2006). Factor 3 – Switching CostsThese are one-time for the customer in switching from one supplier to another. In booking a holiday, travel agents shops tend to be in close immediacy to one another, and can be accessed by the internet and the telephone. Customers are used to shopping around and especially, in a culture driven by bargain hunting. Selecting which country to visit is influenced by whether it offers value for money (Beech and Chadwick, 2006). Factor 4 Capital Investment and Working CapitalThis can be a considerable entry barrier. For example, Iberostar are expanding by creating resorts in Croatia and the Caribbean. These require large capital investment and operating costs and a long-term commitment, which is predicted on an assessment of economic and political stability in these destinations. Existing resorts will need renewed investment to preserve their competitiveness (Beech and Chadwick, 2006). Factor 5 – Access to Distribution ChannelsConsolidation in the holiday market means that organisations such as Thomas Cook and TUI have considerable vertical integration involving hotels, airlines and travel agents and by market development have expanded their distribution channels. Independents have to develop their own networks. However, telesales and internet intermediaries have created new opportunities for new entrants to sell their services (Beech and Chadwick, 2006). Factor 6 – Government Policy and Regulation:Laws passed by governments can act as an individual to new entrants. Some governments require investment to be linked to a local partner. The Maastricht Treaty of 1991 freed up the free movement of capital from one member state to another within the European Union. In the Mallorcan resort of Palma Nova/Magaluf, the local organisation of tourism businesses is lobbying municipal and regional government not to allow the development of all inclusive resorts because their members will lose sales to these tourists (Beech and Chadwick, 2006). Threat of SubstitutesThe threat of substitutes is low for the tourism industry. British people took their holidays in UK resorts before the 1960s. However, since the late 1950s, the development of jet travel has opened up travel to European destinations that leads to the decline of UK resorts. However, there has been the potential to develop sales to UK destinations. Power of CustomersThe power of customers is high, because they can have a huge power and influence profitability. Tour operators such as Thomas Cook and TUI purchase large volumes of hotel accommodation at the lowest prices. A common complaint by hoteliers is that if they do not comply, tour operators take their custom elsewhere. Tour operators identify a new destination with low start-up costs, and compete with existing destinations, which are then forced to lower their prices. Holiday-makers make choices based on quality at the lowest price and choose destinations different from the previous year . Power of SuppliersPower of suppliers is low. When suppliers have bargaining power, they can vary prices and quality of their services. In tourism, suppliers include raw materials, equipment, financial services and sources of labour. Tour operators have been evading travel agents by selling direct to holiday-makers through telesales and the internet . Intensity of Competition RivalryIntensity of competitive rivalry is very high, because organisations can face direct and indirect competitors. In tourism, direct competitors will depend on the sector of activity. In hotels, there are companies providing an economy, mid-range or top-level service, for which they charge an appropriate price. They compete within their own segment. By contrast, low-cost airlines operating short hauls were better able to survive and grow. The high-cost airlines were forced to engage in price cutting and competing with low-cost airlines to retain business. The long haul airlines have learnt to reduce turnaround times between flights, reduce operating costs and become leaner and meaner. The low-cost airline sector is competitive with 50 firms in Europe alone. There is the threat of high cost carriers competing in the no-frills sector as British Airways is threatening to do (Beech and Chadwick). Conclusion:To sum it up, competition in the UK tourism industry is fierce. Investment is so risky that responsible ethical investment companies withdraw from investing, and therefore the opportunity of ethical investment power is lost. It has become harder for travel companies to compete, because the products they offer are relatively the same. They have higher margins because of lower price sensitivity of wealthy customers. After all, companies goal is to have high profits and high sales. The nature of the relationship between a small business firm and its customers is trust. The answers to certain questions concerning practices with probable ethical consequences can be used by small business owner to prevent the perception of unethical practices. Refrences: Mintel Reports Accessed from http://reports.mintel.com/ Dated 8th of November. Robert M Grant (2008) Contemporary strategy analysis,6th Ed, BlackwellBeech, J. and Chadwick, S (2006) Accessed from The Business of Tourism Management on Dated 8th of NovemberVisit Britain (2006). Booking Patterns International versus Domestic Tourism Travel Accessed from www.tourismtrade.org.uk on dated 10th of November.

An analysis of the influence of technology on contemporary interior architecture Essay

The analysis of the articles is based on the influence of technology on interior architecture education and of employer’s expectations in the interior design industry. This also addresses the issues faced by interior designers in today’s world and how technology is hindering/fostering their creativity. Talking about the article on â€Å"Technology Changing the Face of the Modern Fit out†, it addresses a strong point of how the interior design industry was never considered as a crucial part of the industry and was dealt with a stereotype attitude that interior designers dealt only with the part of â€Å"decorating† the space until technology gained importance. Technology has now given a 180-degree turn to the industry because of which the industry has finally started gaining the deserved recognition. The underlying point in the article â€Å" is technology hindering or fostering the creativity in interior design†, although is on similar lines like the above mentioned article about the positive aspects of technology, it also talks about the pitfall side of technology on the industry. Their argument is supported with an example cited of a professor from a state university of how although he accepts that the technology has given the students, the most innovative platform to communicate their design ideas, somewhere down the lane, the students who are the prospective interior designers are lacking the basic creative skills and hand drafting techniques. â€Å"Interior Designers’ Perceptions of the Influence †¨of Technology on Workplace Performance† article gives us a different perspective of the influence of technology and how it caters to the interior designers. The statement is supported by examples cited by employees from the industry who have been interviewed of how 2D and 3D software have enabled the designers to get their work done in reduced time in comparison to how it was in the past. It also talks about what the expectations of the employers from new hires are , 2 which includes being efficient in 2D and 3D software which will enable them to be proficient in expressing their design ideas. The other side of the coin is that it is hindering the employers in certain ways. This point is well supported by examples they cite of how in case if the computer crashes the students are unable to come up with a hand made drawing ready for a meeting. The over dependence on the computer has led to this state where the new graduates are finding it tough to inculcate sketching and hand drafting although their competent computer skills enable them to complete a design project in no time. The articles that we have looked at firmly state that the influence of technology has its pros and cons. The use of technology has catered to designers in various ways in terms of the time factor, design output etc. But the basic thing we have to understand is every opportunity has both sides. So technology is definitely fostering the designers but having said that it is better that we don’t become over dependent on it that it hinders our creative and innovative skills of designing. 3 Works Cited (Melinda Lyon 2009) (Moore 2011) (TAUTE 2005) Melinda Lyon, Shiretta Ownbey, Mihyun Kang. International Journal of Instructional Technology and distance learning. January 2009. http://www.itdl.org/journal/jan_09/article07.htm (accessed August 2013). Moore, Tim. Design Build Source. October 05, 2011. http://designbuildsource.com.au/technology- ­Ã¢â‚¬ changing- ­Ã¢â‚¬ modern- ­Ã¢â‚¬ fitout (accessed August 28, 2013). TAUTE, MICHELLE. IIDA. 2005. http://www.iida.org/content.cfm/compass- ­Ã¢â‚¬ vs- ­Ã¢â‚¬  computer (accessed August 28, 2013).

Hadith: Islam and Islamic Community Essay

The Islamic faith began with one man and his spiritual encounters with god and his angel Gabriel. Muhammad, the Prophet, as he is referred to by his followers, is considered to be the last prophet sent by god to interact with human beings on earth. Due to his importance and his influence over the people of his time his words and actions have been collected, over a mass number of years into a book referred to as, The Hadith. The Hadith, is second in line of importance in the Islamic community only behind the Qur’an. The term, Hadith, has been interpreted to mean talk or speech due to the innards of the book being collections of the words and actions of Muhammad (Bentley, 211). During its creation years numerous pieces, referred to as canons, were collected and studied by scholars to prove legitimacy. As it grew the canons were proved either to be accurate or false of authenticity. However, with its completion the Hadith serves as more than just religious guidelines as it sheds light upon social, political, economical, and cultural aspects of the Islamic community similar to works of other faiths and philosophical views. In the early years of many religions government seemed to be greatly influenced by the beliefs and traditions of its people. In the Islamic community Muhammad paved a path for Muslims that not only constructed the foundation of the faith, but also called the attention of government officials to follow and practice the ways of Islam. Before Muhammad’s death he chose no successor to take the role of a religious leader. This may be due to the fact that he was deemed â€Å"the seal of the prophets,† no other human being would have the role of a prophet bequeathed upon them. Within a year after his death the Islamic community saw it important, to at the very least, place one person in as somewhat of a substitute for Muhammad. This person was dubbed a caliph (deputy). The role of a caliph besides being the head of the Islamic state included many other aspects. He took on the role as head of military and a chief judge. This is just one spot where it is evident that the religion took on a larger role than just a stream of spiritual beliefs. In a reading pertaining to Muhammad and his words about the peoples’ role under their rulers he stresses the importance of obedience, â€Å"Obedience is the duty of a Muslim man† (Reilly, 290). The words attributed to Muhammad in this section are a part of the Hadith and break through a singular religious subject. They marry quite a few aspects together, such as: religion, politics, and social order. â€Å"Do not revile the Sultan, for he is God’s shadow on God’s earth† (Reilly, 290). By Muhammad saying that it is the duty of a Muslim man to obey his rulers he is implying, very strongly, that these leaders follow the same spiritual path as the people and that it unites them as a community. A community consists of a cornucopia of factors and a few of them being shared religious belief, government (or a basic code of conduct), and unity. An individual is considered to be a part of the Muslim community if he or she has accepted the Islamic faith (Bentley, 205). Within the collection of the Forty Hadith Qudsi many deal with the proper way in which Islamic people were to handle social and economic situations. One in particular pertains to the order in which one may handle an issue of debt. This pulls in a human’s sense of humane economics. In Hadith 12 Muhammad is quoted as he relayed a message from Allah, â€Å"We are worthier that you of that. Let him off.† What is being demonstrated in this canon is that an individual that finds himself in a debt of another and incapable of repaying said debt may be let off due to good character. If the one in debt has proved himself to a be a person of upstanding character then he should be viewed as a man who is in need of a certain charity for he has done nothing to cross the man in which he owes. Good character and an absence of greed were seen to be crucial in dealing with social and economic situations. The hand of religion has once again been spotted molding the world in which these people live cultivating a society where faith and societal structure are one in the same. In some aspects the Hadith spells out similar messages to Muslims like the Bible does for Christians. Fearing god is a theme in which both religions share. This fear is not a sensation that one would feel in the presence of danger, but rather it describes a lifestyle of consequence. God, in both religions, is seen as a judge, one who holds the fate of each individual in his hands. To live the life that has been preached by religious leaders is the path to follow to reach a heavenly paradise after a human’s departure from the physical world. This lifestyle which the people of both religions are to follow created a domino effect into a cultural standard. The scripts of both these religions hold many similarities. The following examples exemplify a communal guideline to form a structured and righteous community, a culture. Hadith 23 reads: â€Å"Where are those who love one another through My glory? Today I shall give them shade in My shade, it being a day when there is no shade but My shade.† The ninth commandment in the Holy Bible reads: â€Å"Thou shall not bear false witness against thy neighbor.† Religion has a strong arm in the molding of a culture. For the devoted followers of a faith the words of guidance, like the ones above, become an imbedded character trait within a person and in the all the ones of the same faith. And by the following of these codes one has this earlier discussed sense of fear that their god is going to reward them or punish them for not falling in accordance. The words conveyed to them are moral imperatives. The potency in which this faith has on its people has been carried through the centuries with an immense sense of pride. Islam is one of the largest religions on earth and like others it remains interweaved in the cultural societies of many countries. It does not hold a structure like the caste system which the religion of Hinduism does, but rather it still to this day has influence in many military forces and daily structures of multiple nations. The implementation of faiths with such monumental scriptures and even just ideas areas of the world have been molded and brought reality to its beginning preachers. For those looking solely at the surface of multiple religious etiquettes the similarities may be overlooked and the faiths and ideas may be seen as nothing but different. However, many of these religions and ideas are closely related. Confucianism, a socio-philosophical system, and the faiths of Islam and Hinduism can be seen as holding some of the same characteristics. Like stated before Islam and Hinduism differ in their societal structures, but still have formed faiths that mold cultures together by standards, found in readings of the Gita, Hadith, and other pieces of literature, that have survived through long periods of time and continue to thrive. The aims of many of these faiths and systems share in common beliefs. Confucianism aims to cultivate a society in which people can live and assume their personal responsibilities to manufacture a peaceful society. Like the Analects of Confucianism, Muhammad has constructed a framework through the Hadith implementing ethics and morality for the public. This too is similar to the words of the Gita in the Hindu faith. Krishna portrays, somewhat abstract at times, a set of guidelines for the followers of Hinduism. Religion has the power to mold the essence of human behavior and create unity amongst a mass number of people sharing in the same belief. When the words and doings of its most respected leaders are noted more than just a set of beliefs can be understood. A framework to a lifestyle can be comprehended and practiced by those following and believing in its meaning creating a community of people living and interacting with each other painting a society by standards in which to live. The Hadith has done just this in the Islamic community, a culture of people has been molded and its life will be watered by its words and the impact which it has had and continues to have on its people. Work Cited Patton, Laurie L. trans. The Bhagavad Gita. London: Penguin Group, 2008. Print. Bentley, Jerry H., Herbert F. Ziegler, and Heather E. Streets. Traditions & Encounters: A Brief Global History. Boston: McGraw Hill Higher Education, 2006. Print. Forty Hadith Qudsi. N.p.: n.p., n.d. Print.

Corporate strategy Essay Example | Topics and Well Written Essays - 750 words - 1

Corporate strategy - Essay Example This analysis assumes that the pending merger of BA and Iberia occurs pursuant to a November 2010 vote by Iberia shareholders. Combining the U.K.’s and Spain’s largest airlines is expected to build two major strengths. Combined, the two firms carry more than 61 million passengers (Airwise, 2010), which will rank the new firm among the world’s ten largest airlines, and provide greater customer visibility, economies in operating costs, and greater purchasing power/lower capital costs for aircraft and other equipment. BA and Iberia combine two major airport â€Å"hubs†, the customer (passengers and cargo) transit locations that facilitate direct customer access and operating economies. BA’s hub at London Heathrow ranks number two in world passenger traffic and number 16 in cargo tonnage, and Iberia’s hub at Madrid airport ranks number eleven in passenger traffic. Each firm also operates secondary airports of Gatwick and Barcelona that rank 31st and 42nd, respectively, in world passenger traffic. (Airports Council International, 2010) Moreover, one key projection is that the UK and Spain will be among the top four international markets for passenger traffic in 2014. (International Air Transport Association, 2010) A third BA strength is its membership in, and leadership of, oneworld ®, a global alliance of 11 world airlines founded in 1999. Within the consolidating worldwide airline industry, oneworld was named â€Å"Worlds Best Airline Alliance† (oneworld, 2010). BA’s strategic weaknesses include those common to other airlines, including dependence on, and difficult relationships with, employee unions; sustained lack of profitability; and damaged brand names due to union and operational difficulties. But BA’s major unique competitive weakness is that it is primarily a long haul, hub-centric carrier. As described by The Economist in May of this year, â€Å"the low-cost airlines Ryanair and easyJet are snapping at [BA’s]

Essay applying theories of political economy to music

Applying theories of political economy to music - Essay Example The newer pop and rock music that is being included in each genre, as well as from the Big 6 music corporations, are specifically leading many to have a commercialized expression that will always sell within the genre. The music is becoming a superstructure of what sells, as opposed to providing genuine music. When looking at the different aspects of the top 20, it can be seen that commercialization has taken over the different genres, as opposed to independent artists and variety. The top 20 on itunes included mostly pop and hip hop music, with only one country song and one alternative rock song. The genres continued with the Big 6 having several smaller branches that were sponsoring the artists, as opposed to a larger corporation. However, none of the artists were independent and all were signed to a contact with the Big 6. The same trend was seen at the Last FM site. Most of the artists were in the genre of dance and pop music. The majority of the artists were also signed over to the Big 6 or a branch of the larger corporations. In the Last FM component, there were more rock and alternative sounds with two to three Indie musicians that were mixed in with the others of this genre. However, Last FM also had several of the same artists playing with different songs for a similar affect. Fr om the two areas of Top 20 that were analyzed, several assumptions could be made. The first is that specific genres, such as pop and hip – hop, are the most popular in society on a global level. The second is that the Big 6 are continuing to create a mass response to what individuals are demanding in society. It can also be assumed, from this analysis, that specific musicians are more popular than others and are instantly hitting the Top 20 on a global level, which shows a mass response to cultural icons and artists that are being promoted by

Search engine industry Essay Example | Topics and Well Written Essays - 750 words

Search engine industry - Essay Example Hence, might create rivalry shift due to intense rivalry and technological advances.Established or major competitors with strong product differentiation and backing like MSN, Yahoo, AOL/Netscape are already on board in this competition. Hence, it will alert potential newcomers to size up and determine if they can match these companies in terms of capital requirements and experience.This market size is just a fraction of the bigger industry if other leading internet companies like Amazon.com and Ebay are included in the analysis. Hence, the US$ 11.8 billion size can be considered as the floor or minimumThe intense competition, however, demands more improvements and more developments with shorter life cycles. This can significantly erode the profitability of the firm for companies like Google must allocate big resources in research and innovation in order to capture the general market.Convergence is the significant factor in the changing search engine industry. Providing highly relevan t search results will no longer be the best talking points. In the long run, it will be considered as standard in the industry. The emerging challenge is how to lump different services around the search engine.Case in point: MSN to incorporate search capabilities to MSN Encarta, MS Outlook, and Internet Explore. Another, Google is integrating other systems like Froogle, Gmail, and Blogger under the blanket search engine. The idea is to be a one-stop shop that will cater to majority of internet users. It means that one need to go to Google to make some

Condition monitoring - fault detection and diagnosis Dissertation

Condition monitoring - fault detection and diagnosis - Dissertation Example The use of condition monitoring can be seen as a development from preventive maintenance, which itself developed from break down maintenance. Modern process requirements demand greater availability and reliability of machines which can only be provided through accurate monitoring of machine health. This allows maintenance personnel to determine the best possible course of action based on knowledge available from condition monitoring (Mahamad, 2010). Condition monitoring has found greater favour in maintenance circles based on savings and system simplification provided by it. Not only does condition monitoring allow the operator to make correct and on time maintenance decisions, it also allows a reduction in maintenance costs. The improvements offered in terms of greater system availability also provide direct financial benefit to processes that cannot afford to have significant maintenance delays. Overall a sizable reduction in maintenance costs and direct fiscal benefits offered by more reliable machines has pushed condition monitoring to the forefront of maintenance globally (Fuqing, 2011). Background Condition monitoring can be carried out in a number of different ways ranging from the manual tabulation of manually measured variables to more complex and intelligent systems that offer diagnosed causes for machine wear. Over the years, condition monitoring has evolved significantly given the need to diagnose faults in larger and more dynamic industrial systems. There has been an increase in the use of artificial intelligence and a number of mathematical techniques, such as principal component analysis (PCA), in order to isolate faults and offer diagnosis for industrial systems. Need for Artificial Intelligence (AI) Applications in Condition Monitoring AI techniques have been applied to a number of different industrial systems including condition monitoring. It must be recognised that the application of conventional techniques such as time domain, frequency do main and envelope analysis do not always yield satisfactory fault detection. In order to drive up the reliability of the fault detection mechanisms, AI and PCA are applied. More notably, neural networks and fuzzy logic have found pervasive application in condition monitoring systems. The application of AI for condition monitoring is required in areas where analytical knowledge is difficult to come across. The use of AI allows creation of new knowledge from existing knowledge and input data from monitored variables (Shi, 2004). The use of AI and PCA techniques is required since vibration data sets contain a lot of data which results in the creation of a large set of features. Optimal feature selection is only achievable through the application of IA and PCA. A comparison of IA and PCA application versus conventional methods such as time domain, frequency domain and envelope analysis reveals that the former results in greater efficiency and savings. The application of conventional me thods requires human resources with the right expertise as well as significant time that cost the maintenance establishment significantly. In contrast, the application of IA and PCA techniques allows for much faster and more reliable fault detection without the hassle of added costs. However, it has to be kept in mind that variables measured

REWARD SYSTEM- CASE STUDY Essay Example | Topics and Well Written Essays - 3000 words

REWARD SYSTEM- CASE STUDY - Essay Example 1.3 Pay. The basic rate for regular employees is  £14,000. A bonus system is in place which is commensurate to the call handler’s efforts in terms of (a) number of calls taken, and (b) informal assessment by supervisors on the quality of customers relations in sampled calls. So far it has ranged from 0 to  £8,000, averaging at  £1,300. Bonuses are paid out every three months. 1.5 Commission. The chief executive has commissioned a study to be made on an appropriate rewards system that would resolve the aforementioned problems, while at the same time matching the organisation’s key competencies, namely From the case situation given, there appears to be prima facie dissatisfaction with the rewards system of Chalmers pertaining to their call handlers, and the way the rewards system is being administered. However, this may be misleading as all allegations of unfairness and poor pay come solely from the handlers, which may be a biased perception. At present, there is no agreed, specific definition of a call centre. The University of Sheffield, commissioned to create a study of the industry for the Health and Safety Executive (HSE), formulated a working definition of a â€Å"call centre† as â€Å"a work environment in which the main business is conducted via a telephone whilst simultaneously using display screen equipment (DSE). The term call centre includes parts of companies dedicated to this activity, such as internal help lines as well as whole companies.† (Sprigg, Smith & Jackson, 2003). An alternative name for this type of business firm is the â€Å"contact centre† which is described as â€Å"a business unit with responsibility for communicating directly with customers, either proactively to initiate sales, or reactively in order to respond to specific needs or enquiries. Contact centres are used extensively across both the private and public sectors (UK Trade and

What should be the future of 'diversity-management' Essay

What should be the future of 'diversity-management' - Essay Example The importance of diversity management is an integrative part of modern management. Global tendencies in the world lead to overall balancing of various people. Successful cooperation of people with diverse cultural and religious background, from different societies should be mediated by managers. Unfortunately, there is an efficient gap between theoretical and practical approaches to diverse management. Propagation of human freedom and equality of human rights and processes of democratization is not always followed by managers. There is a lack of professional knowledge about diverse management. Therefore it is relevant to develop theoretical and practical bases of diverse management in the future. â€Å"Culture is the totality of values, beliefs, and behaviors common to a large group of people. A culture may include shared language and folklore, communication styles, and ideas and thinking patterns—the â€Å"truths† accepted by members of the group. Members of a cultur e have similar expectations of life† (Cross, p. 48). People are different and they tend to interpret any behavior through the prism of their own values. Literature review Currently, the influence of diverse management on relations inside the organizations is vividly discussed. Thus, in the article by Dameron and Joffre â€Å"The good and the bad: the impact of diversity management on co-operative relationships† (2007) practical aspect of diversity management is discussed. There is given a dualistic approach to the discussion about cultural diversity at the workplace. There are two kinds of co-operation: â€Å"community based co-operation†, caused by human necessity to belong, and â€Å"complementary co-operation† (Dameron and Joffre, 2007). Strategic development of human resources is created in terms of diverse management. The authors of the articles claim that individual’s development happens in terms of diverse management. It is important to discu ss the influence of diverse management on the development of an individual employee and then on the human resources of the company. Thus, diverse management is a perfect background for interaction of employees in the business world among them and with their employers (Burke and Cooper, 2005). A separation of diversity management from the issue of diversity in the world is a modern tendency. What is the reason for this separation and what is the perspective of further development of this field? Every organization pays a great attention to the development of diversity management and it can be said that every organization follows national tendencies of culture development. In case of future development of diversity management, organizations and companies will benefit from cooperation with foreign partners in the international arena. Currently, there is even a greater progress in the field of diversity management. Diversity management is a motive force of modern businesses. In case an o rganization is successful, it operates in the international arena. Moreover, it is a common tendency in many organizations to hire employees and managers from different nations. From the article considered above, cultural diversity is titled as â€Å"a zone of uncertainty from which one can profit† (Dameron and Joffre). This concept was borrowed from Crozier and Friedberg (1977). These authors considered cultural diversity to be a ‘goal-oriented collective action’ (Crozier and Friedberg, 1977). Thus, Crozier and Friedberg (1977) considered cultural diversity in relation to a certain organization, but currently this concept is considered from a broader perspective. Other authors who discuss diversity management, are Ronald J. Burke and Cary L. Cooper in the book â€Å"Reinventing Human Resources Management: Challenges and New Directions† (2005). These authors underline the importance of a shift of consideration about diversity management from an organizatio nal context to a more global context. Dameron and Joffre underline that diverse management

Capturing Customers with right Message Essay Example | Topics and Well Written Essays - 250 words

Capturing Customers with right Message - Essay Example However, the likely disadvantage is that the business may not be able to cope with the demand of customers intending to redeem their coupons if the number is too high. On the other hand, the advantage of the service to the customer is that it is convenient since everything is done electronically. The main disadvantage is that in the event that the phone is lost, all data including the coupons are lost. This may result in loses. I strongly support the approach of using electronic coupons since it is a convenient way of networking. The customers need to network with different businesses and other consumers such that they can exchange information about products offered on the market (Kotler & Armstrong, 2010). I have experienced this when I learnt about different products on the market through networking with friends using cell phones. This can be improved if the company stores all the contact details in its database. When it is promoting a certain item, then it can automatically send the message to all the customers in the database. The response is likely to be

Industrial Chemicals Company Essay Example | Topics and Well Written Essays - 750 words

Industrial Chemicals Company - Essay Example Also if the company should expand its existing business it should bring out new and varied products in the market. This is possible only through R&D. The R&D team of ICC keeps on conducting research to introduce new products in the market. R&D is also required in the company to produce chemicals with less cost in order to grab more markets. The R&D team in the bioprocess development produces the products that are used in the field of biotechnology. It also works in a unit that develops vehicles for the transfer of pharmaceutical products. The biological group of the R&D is actively involved in the development of pharmaceutical products. The basic strategy of the company is the production of chemicals and related products. In order to maintain better market share in the future the company should introduce better products according to the change in the market trend and requirements. (Q.2) Would operating unit control of our key R&D growth programs enhance or mitigate our chances of meeting our goals That is should R&D be organized as cost SBUs within each of the operating units What amount and type of R&D, if any at all, should be done at the corporate level SBU is also called Strategic Business Unit. ... ICC should definitely make R&D a strategic business unit as R&D is the core success factor of the company. If this is introduced as a specialized activity ICC can improve the profitability at an alarming rate. It is seen that at the corporate level a commercialization group operates to provide solutions on commercializing the new invention. The new invention based products are the actual driving force of ICC. Therefore a corporate team of senior executives must be formed in order to monitor its activities. (Q.3) I know there'll be pressure to level off our R&D spending across the company, including corporate R&D. We've got to make sure we get more for our money in terms of prioritizing those efforts to go after the most promising commercial opportunities if we're going to achieve our goals in biotechnology! How can we be sure we're prioritizing these efforts toward increased commercial success That is, how do we evaluate the effectiveness of both the R&D cost SBUs in the operating units and corporate-level R&D The company can be sure that it is prioritizing the biotechnology sector for commercial expansion if it gives specialized attention to the R&D activity in biotechnology. Mere research is not enough for the company. The researched and developed products and technology has to be commercialized for monetary prospects of the company. Especially the biotechnology sector is where new and improved developments are needed in terms of the market scenario. When the company can patent any product developed by them the profits will considerably increase. The research team should have to be made more specialized for the activity. (Q.4) How does the fact that ICC operates in several different countries affect the

Global Warming Poses Threat to Ski Resorts in USA Essay Example for Free

Global Warming Poses Threat to Ski Resorts in USA Essay The American west is marvellous, it is large with grand landscapes and mountains reaching to the sky . The plains unfold to the horizon and the vistas present an unimaginable panorama. Just like any where else in the world, water is an essential element to life here but it is scarce hence creating the wests vulnerability. Precipitation is generally low and cannot support agriculture it is for this reason that agriculture is only possible through irrigation. This precipitation is not only scarce but scarcest in the summers when it is mostly needed but falls disproportionately and mostly in the mountains in the winter. The only saving grace is that in winter it precipitates as snow and stays as snow packs throughout the winter. It is on the basis of these weather patterns that the winter sports tourism is established. This industry has served as the main economic driving machine of the west and other other areas for decades. However, changing climatic patterns and global warming has emerged as a serious threat to the existence of the winter sports industry. Projected increases in average global temperatures due to increases in green house gases in the atmosphere has been incriminated in widespread glacial and white cap decreases, ocean level rise and warming but most importantly in the reduction of snow cover and the decrease in the duration of winter tourism. The unpredictability of the future and the climate sensitive nature of winter sports tourism has led to many initiative aimed curbing the increase in green house gases and consequently making snow available. Introduction Compelling evidence suggests that global climate has been on a progressive change since the industrial era and is projected to continue over the 21st century and beyond. Global warming and climate change is an unequivocal phenomenon. Global mean temperature has been on the increase with an approximate increase of 0. 760 C between 1850-1899. the same increase has been found between 2001 and 2005. This means that global predictions of temperature bear a 90% probability (IPPC. Climate Change and Tourism, 2007). These increases in average temperatures are a direct result of human activities that increase the concentrations of green house gases in the atmosphere. The extent of these discernible human influences have also extended to other climate change aspects such as temperature extremes, changes in wind patterns, continental average temperatures and ocean warming. The same is applicable to the widespread glacial and white cap decreases coupled with warming of the ocean surface temperatures, the result is a sea level rise of approximately 1. 8mm yearly from 1961-2003 and approximately 3. 1mm yearly from 1993-2003. The resultant effect of biological response in ecosystems and species diversity presents an unpleasant scenario and these statistics are recorded in virtually every continent. It is projected that the probability of increase in global temperatures will further accelerate green house gas emissions at the present or above the present rates. The prediction pushes overall global temperature rise by 1. 80C -4. 00C. Assuming that the atmospheric concentrations of green house gases are stabilized, the warming effect would still continue due to the levels of green house gases from past emissions and the consequent thermal inertia of oceans. The biological response would also be extrapolated to future centuries even if the levels are stabilized at the present concentrations today. The discernible manifestations worldwide will be hot temperature extremes, extreme heat waves, heavy precipitation, peak wind speeds and precipitation in tropical cyclone events and an additional heavy precipitation associated with increases in tropical sea and surface temperatures. Together with these climatic changes extra tropical storm tracks are projected to shift towards the poles. All these changes together with the decreases in show cover will continue into the future. The economic and environmental risks are unfathomable and would effectively impede nations strides towards the achievements of sustainable developments. However, there is hope that if precautions and measures are taken to reduce green house gases today the high costs of environmental and economic destruction and disruption can fairly be mitigated. This calls for lifestyle changes, economic policies and regulations and international efforts that not only help reduce the causative agents of climate change and global warming but also foster adaptation and mitigation measures to meet the challenges of climate change. Climate change and Tourism Climate change, especially global warming has grown to be a pivotal issue in the development and management of tourism. The relationship between the environment, climate and tourism sector is currently a highly sensitive economic matter. Climate change is increasingly driving tourism development and decision making, changing tourism destinations and even tourist tastes. Tourism sector remains a non negligible contributor to climatic changes. GHG emissions from transport and accommodation must be reduced in accordance with international standards. Tourism sector cannot address the challenges of climatic changes themselves and in isolation but they can only do this in the context of sustainable development and the broader international development agenda. Tourism and the sustainability of tourism destinations is dependent on climate variability. The length and the quality of seasons as well as destination choice and the level of tourist spending are all determined by climate change. Climate change and winter sports Winter sports constitute a very source of income and the reliability of snow is a key element in the touristic offer. Skiing and snowboarding are the most common forms of writer sports but others such as snow hiking and cross-country skiing also depends on the reliability and the availability of enough snow. Mountainous areas are always very sensitive to climate change hence less snow, melting permafrost, receding glaciers and extreme events such as landslides. Additionally climate change shift mountain fauna and flora. These effects pose a direct threat to ski resorts in the United States. Lower earnings in winter tourism will only serve to exacerbate economic disparities that exist between the alpine regions and the more developed urban areas. These changes will also increase the risk of only skiing at high altitude up the mountain. If this was to happen there would be an intense concentration of sports activities in certain regions as well as further putting pressure on the environmentally sensitive high mountains. The extrapolation of the effects of global warming on winter tourism extends to the viability of the mountain cable way companies that use the availability of snow as a prerequisite for their financial stability. Without snow or enough snow the profitability of the ski industry is impossible. The absence of snow in the mountains will be like having a summer without a sea. The variability of the winter season with response to climate change will deny the winter sports industry the right levels of snow at the right time. These forecasts are a necessity in planning for trips at shorter notices especially the weekends (Rolf Burki et al, 2003) Studies undertaken in Canada, Australia, New Zealand, Australia, Switzerland and the United States to establish the impact of climate change on the tourism sector show severe implications especially to the winter sports industry. While some regions with high technological advances like adaptation strategies (artificial snow making) will maintain their tourism, others unable to adapt the expensive technologies will lose out. These transitions in business volumes will not only be driven by limiting snow levels but also the fact that skiers respond flexibility to snow conditions. During a snow poor season, 49% of skies are most likely to change to a resort that is fairly more snow reliable, 32% would reduce the frequency of skiing and only 4% would give up the sport. Coupled together with the fact that climate change has a direct effect on the number of ski days, those unable to adapt to expensive technologies will be disadvantaged and pushed out of business. (Rolf Burki et al, 2003). Snow resorts not concentrated in snow reliable high altitude areas will be forced to withdraw from the market because of decreasing levels of snow. For transport industries that will offer access to high altitude areas (sometimes higher than 200m) business prospects will be good due an expected increase in skiing at the high altitudes. The effect of this will be quantitative expansion of the high altitude skiing resorts hence eliciting a negative environmentally feedback effect caused by disruption of the ecologically sensitive high altitude mountain regions. Presently, this expected expansion to high altitude areas has been the theme of many concept studies that influence the opening up of High Mountain (Breiling and Charamza, 1999) It is for these effects of climate change that during a recent campaign in Portsmouth, N. H, Barrack Obama the Democratic Party presidential candidate reiterated that there is need to address the urgency of global warming on the ski industry. He said that global warming is not a future problem but a present one. This problem has made New Hampshire to have shorter sporting seasons and people are losing jobs. He further reiterated that residents of North America ski areas together with their customers should work hand in hand to change their energy spending. habits and resort to green technology if they were to prevent climate caused melt-downs (Laura Bly, 2007) Resorts have started investing in sustainable seafood practices, local food supplies, biodiesel powered snow cats and embracing the use of more energy efficient snow making equipment. To achieve this, campaigns on global warming and discounts are being offered to guests who come in hybrid cans. What is even more impressing is that resorts have taken the challenge of campaigning for these changes as well as acting as advocates for intergovernmental change. Effects of global warming have also been reported in Burlington Vt. The city is usually carpeted in December but unfortunately changing climatic conditions has created a mild situation where snowfall is meager just an inch thick. The temperatures are becoming warmer and fewer trails open. However, these fears have been allayed by the optimism of the meteorological department prediction that the season will progress as Christmas approaches. According to Michael Berry; president of the National ski Areas Association, the potential impacts winter recreation, the mountain ecosystem and the way of life of residents in these areas cannot be ignored. Global warming has a direct and profound effect on the ski business as it depends solely on the variability of weather. To drive this process of change, the association has adapted a policy to regulate and control climate change. The reduce, educate and advocate approach was adopted to help in the fight against global warming. Key in the policy is a call to ski resorts to work towards the reduction of green house gas emissions individually and collectively, educate the public and guests on the potential impacts of climate change to writer sports industry and be the advocate in pushing for institutional and regulatory changes aimed at curbing greenhouse gas emissions (Michael Berry, 2007). To this end almost half of the 59 ski resorts, who have purchased renewable energy credits or utilized green energy for their lifts and other facilities are 100% green powered hence reducing carbon dioxide emission by 427,596,000 pounds an equivalent of planting almost 17 million trees. Customers are encouraged to offset their emission and work towards increasing green energy use in their home. Generation of renewable energy through on site solar projects or micro hydro power projects and wind energy has greatly increased with Jimmy Peak Mountain Resort in Massachusetts installing the first wind turbine powered ski area in August 2007. Resort vehicle fleets are now using alternative fuels like biodiesel, they also provide or promote car pooling or mass transit use. Ski resorts are being built using green building techniques and retrofitting existing facilities all with the aim of saving energy. Though an outreach program called â€Å"Keep Winter cool† millions of people have been educated on global warming and encouraged to institute lifestyle changes to help curb global warming. Specific Impacts of Global Warming on Winter Tourism . Snow The financial viability and stability of the winter sports tourism industry solely depends on the availability of sufficient snow. Less snow pack is caused by higher average temperatures, on the other hand if there are extremely low temperatures at night then it follows that there is likely to be an average increase in daytime temperatures. In both cases the resultant effect is less mountain snow cover and a reduction in the duration of cover. (Stephen Saunders et al, 2005). This means that recreation will be shortened and the snow will be slushier. The big difference to earlier situation where snow cover was considerably reduced is that, the capital intensity of the winter sports tourism will be considerably high. When this is analyzed in the context of profits from ski dependent businesses, taxes from local and state governments, the financial prospects of industries in the winter tourism sector look bleak. However, the most important link between climate change and mountain tourism is less snow and, as a consequence, less earnings in ski tourism. Glaciers Statistics all over the world point to the fact that there is a general retreat of glacial cover all over the world. Taking Switzerland as an example, since 1850, the Swiss glaciers have lost slightly more than 25% of their surface. If this was to continue in the future, by 2030, approximately 20% to 70% of the total Swiss glacial cover will disappear. This is a real problem for the ski industry not only in Switzerland but across the world as ski tourists will resort to other countries with snow availability. The effect of this trend will be putting more pressure on the existing ski facilities as well as acting as an incentive for investment in high altitude areas. Permafrost Melting of permafrost due to global warming makes mountain areas vulnerable to landslides. Transport facilities such as the mountain cable way stations, the lift masts and buildings become instable. Them costs incurred in bracing and anchoring such buildings when permafrost melts are extremely high. Hiking and climbing in these areas is also made more dangerous hence the loss of revenue due to potential risk of injury like rockfall or other health outcomes. Despite of cries over decreases in snow levels in the future, there is a possibility of winters with heavy snow like that of 1998/1999 that brought a great deal of losses in the winter tourism industry. The avalanche winter destroyed mountain cable ways, ski-lifts and chair lifts. The expenses incurred on sow clearing and the overall loss incurred was in excess of US $ 130 million. Adaptations for the future ski industry should therefore inculcate these historical weather unpredictability patterns in improving the industrys financial viability. Adaptations and Strategies Used by the Tourism Industry to Mitigate Against the Impacts of Global Warming All tourism representatives at political,organizational, entrepreneurial or operational level have been in the forefront in pushing for adaptation strategies to curb climate change and help mitigate the potential effects of global warming. The experiences that project what is going to come in the future are prevalent today and is widely accepted that snow deficient conditions will determine whether winter tourism will remain a viable economic activity. To achieve this a multi sectoral framework that consists of the National Ski Areas Association(NSAA), Natural Resource Defense Council (NRDC), the federal government through the Senate Environment and Public Works, state stakeholders and other non governmental civil society organizations have developed a Climate Change policy aimed at reducing the concentrations of green house emissions. Ski resorts have been encouraged to adopt safe and efficient energy usage through the exploitation of renewable energy resources. It is this concerted effort in mitigating climate change challenges that also saw the support and endorsement of McCain/Lieberman Climate Stewardship Act to spearhead the fight against global warming. Specifically these attempts will help stabilize the US$ 5 billion mountain resort industry that currently offers employment to 165,000 people. Despite the existence of facts that predict radical effects in the industry, some argue that climate change issues are very exaggerated and politicized by science and the media. They argue that even though the effects could intensify problems in the industry, the majority of resorts in medium and high altitudes will be barely affected. Discussions should yield strategies that take into account the accuracy of statistical data disseminated on climate change and critically analyze the potential consequences. These issues should further be analyzed with reference to the global competition in the winter tourism sector. The facts that accrue from these forums should then be integrated in the construction of artificial snow flaking facilities, extend existing ski runs. Opening of high altitude ski resorts (2000-3000m)should be guided by the potential ecological effect. Climate change should not only be viewed as a negative challenge to winter tourism but also as a catalyst to drive radical structural adjustment and change. These developments should take into account the present risks and opportunities as well as foster development that is in line with the strive for environmental and socio economic sustainability. This will create a highly competitive market where customer preference is not only driven by snow availability but by the efficiency of service in some very high end but smaller less extensive resorts. Such top resorts will offer attractive offers for skiing tourists and hence reduce attention on expansive developments with less attractive offers. Artificial Snow making This is an ubiquitous strategy that is widely employed to mitigate the risk of climate change. Since its inception in 1953 at the Grossingers Resort in New York, it has grown to become the principle in the ski industry with an approximate 95% of the resorts engaged in the strategy. Its success has mainly been driven by its invaluable superior nature that offers a complete substitute to natural snow fall as well as making it possible to extend skiing durations(Daniel D. D. McGill, 2007). However, this technology is heavily dependent on temperature and is only effective in cases at low temperatures. Technological advances has seen the reduction of labor costs through the use of snow guns operated by computers. Snow making utilizes vast volumes of water and therefore the availability of water must be guaranteed for efficient blanketing of a large resort. Weather Derivatives. These are weather risk management tools structured to enable ski resorts make appropriate and informed decisions. They can be structured on snow fall temperature according to the customers specifications. Other factors that can be utilized to mitigate the effects of global warming include r4evenue diversification, cloud seeding and marketing to insulate the resorts against variability of weather by enabling them to maximumly capitalize when the weather is excellent. Conclusions Climate change and global warming remains will continue to remain key challenges in the winter tourism industry especially the ski resorts. Less snow, less glaciers and extreme weather events such as landslides are the key determinants of the future viability of ski resorts. Strategies instituted to meet the challenges of climatic change and mitigate the impacts of global warming can never be successful if implemented in isolation. It is commendable fact that the skiing industry has adopted sustainable building techniques,inculcated green principles and technology in their operations among others. These precedents are admirable but we have to admit that when taken in the global context, these measures do very little in stemming the worrying tide of global warming whose effects are felt indiscriminately. Global warming is a worldwide problem and therefore all the measures undertaken by the tourism industry must be in line with national and international guidelines that aim at reducing greenhouse gas emissions. In the future, tourist developments will not only be evaluated and judged with respect to their environmental or socio-economic compatibility and viability but they will also be assessed with respect to the climate-compatibility angle.

Planet formation theory

Planet formation theory Introduction Formation of the Solar System Accretion of solid bodies led to formation planetesimals protoplanets planets Planet formation is a much talked upon topic amongst scientists, although most agree with Viktor Safronovs planet formation theory. Safronov proposed the planetesimal hypothesis, which states, planets are created from dust particles which undergo collisions and stick together, eventually forming larger and larger bodies. The dust particles collide due to the gravitational forces exerted on upon the surrounding gasses by the protoplanetary disk. The protoplanetary disk is a rotating disk of matter which includes gas and dust, which surrounds newly formed stars.As the bodies increase in sizes to upwards of 1 kilometer, their own gravitational forces help them in supplementary growth into protoplanets. Another theory which tries to explain the formation of the universe was the gravitational collapse theory, which says planets form much like stars through the swift contraction of hydrogen clouds in the nebula. Although this theory provides a model of the creation of the universe, it does nt fit the available data, and cannot explain the creation of terrestrial-mass planets. 1 1 http://www.deepfly.org/TheNeighborhood/7c3-Evolution.html Terrestrial inner planets vs. Outer giant gaseous planets Our solar system consists of 8 planets, which orbit around the sun. The four inner planets are Mercury, Venus, Earth, and Mars. Theses planets are composed of heavier elements such as Iron, Silicon, Magnesium, Sulphur, and Nickel, as such they are all terrestrial planets. The four outer planets are Jupiter, Saturn, Uranus, and Neptune. They are composed of lighter elements, mostly consisting of Hydrogen and Helium. The differences between the outer gaseous planets and the inner terrestrial planets can all be explained by the theory of accretion and of the activity of the protoplanetary disc. Accretion is the process by which debris and dust are joint together through collisions due to gravitational forces within the protoplanetary disc. Findings show that gaseous components of begin to dispel soon after the star birth, and the nebula is fully depleted within just several million years. As such in many cases, accretion would take place at a greater rate than the depletion of gases, al lowing protoplanets of critical mass about 10 times that of Earth, to form within this time. Outer gas giants are formed within the ice line of the solar system where there is a high concentration of ice and gases allowing many collisions to place and as such create a planet of large critical mass. On the other hand, Terrestrial planets form much slower than gaseous planets, since they are composed in the ice line, a region which give little orbital space and mostly rocky and metallic materials. Their slow accretion rates are due to the fact that this region does not possess as much ice and gasses as the other regions. After the process of accretion, protoplanets of sizes of several hundred kilometres are formed, and these planets face many more collisions, eventually becoming Terrestrial planets. 1 1http://www.deepfly.org/TheNeighborhood/7c3-Evolution.html Formation of planetary rings Planetary rings are rings of dust, rocks, and other small particles orbiting around a planet in a flat circular motion, as seen in figure 1. These planetary rings are found in the four outer gaseous planets Jupiter, Saturn, Uranus, and Neptune. A prime example of this would be the ever famous rings of Saturn. The source of particles for these planetary rings can be traced back to the numerous collisions of Icy planetesimals which caused fragmentations and so bring forth many smaller pieces. Although the real mystery which plagues the minds of scientists, is how the material which make up these enormous rings were brought to their present position inside the gravitational radius of the planets. This process may have been different for every ring system. For instance, Jupiters rings are to be in a mature state, with balance between the loss of particles, and the production of new ones, supplied from the planets inner moons. On the other hand, scientists are divided over their beliefs o n how the rings of Saturn were formed. Some believe the rings are remnants of the protoplanetary process, whiles others believe the rings have just come into existence only several million years ago. 1 http://www.britannica.com/EBchecked/topic/553008/solar-system/242067/Formation-of-ring-systems Asteroid belt, between , Mars and Jupiter Asteroids are small irregularly shaped bodies of material composed of rocks and metals, which rotate the sun in a region between Mars and Jupiter. Asteroids are also known as Small Solar System Bodies (SSSBs), along with other irregular shaped materials such as comets. One theory suggests that asteroids are the remains of a larger protoplanet which faced a cataclysmic collision resulting in its numerous partitions, yet this theory fails to explain why there are exactly so many asteroids in the asteroid belt. Therefore scientists widely consider the following as the correct hypothesis on the creation of the asteroid belt. It is believed that asteroids are the remnants of protoplanetary matter formed by the protoplanetary disc, which can be seen by the immense number of asteroids in our solar system. Asteroids are leftover since they were within the immense gravitational radius of Jupiter, causing them to undergo destructive collisions, and even at times slinging them at a course beyon d the gravitational energies of our solar system. Therefore, no planetesimals could be formed and thus, the rocky matter remains continuously orbiting the sun.1 http://www.solstation.com/stars/asteroid.htm Formation of Earths moon We as humans need the moon. For it is the Moon`s orbit around the Earth that gives our planet a stable rotation, preventing polar shifts, which could lead to catastrophic results in global climate. Some scientists even believe the moon was a fundamental factor in the evolutionary cycle of life on earth. This is because the moon is of the main causes of Tides on Earth, and these very tides were a fundamental factor in the migration of amphibians into coastal regions, and eventually onto land. 2 Approximately 4.5 billion years ago, around the time of Earth`s formation, other protoplanetary bodies were also growing. At one point a protoplanetary body hit the Earth, sending massive amounts of debris into outer space, as seen in figure 2 (below). This debris started orbiting the Earth and eventually amassed into the moon. This theory is widely accepted since it is able to explain why the moon is not composed of an iron. The moon does not contain an iron core since, at the time of the coll ision the Earth had already depleted all of the Iron into its core, and the protoplanets iron core fused with the Earth`s core, thus only rocky matter rid of all iron was released into space. Secondly, the Earth and the moon share the same isotope composition, which can only be if the moon were formed from material from the Earth. Other theories which tried to explain the formation of the moon are the following. First, it was proposed that the Moon is a separate planetary body which formed around Earth, and went into its orbit, yet this theory failed to explain why the moon contains a core that lacks iron. Second, it was hypothesized that the moon formed elsewhere in the solar system at a place with little iron, and was gravitated into an orbit around earth, but this theory could not justify the fact that the moon`s oxygen isotope composition was the same as Earths. Third, it was proposed that the Earth had spun so fast that it spun off the moon, explaining the equivalent isotope co mposition and iron-less core, yet it failed when proper calculation were done which concluded that the moons present orbit could not take place if this hypothesis were to be correct. 2 http://www.space.com/scienceastronomy/moon_mechanics_0303018.html 1http://www.psi.edu/projects/moon/moon.html Unusual rotation of Uranus http://www.solarviews.com/eng/uranus.htm http://science.nationalgeographic.com/science/space/solar-system/uranus-article.html Concluding Paragraph

HEHA Strategy for Obesity

HEHA Strategy for Obesity Strategy for Obesity As health indicators have been better in New Zealand, the development of well being has not been consistently everywhere. Obesity is one of the most common public health problems all over the world that is increasing. It also has related some problems which include  heart disease,  stroke, type II  diabetesand certain  cancers. One of the countries is New Zealand, the number of obesity and overweight has been increasing ever since the 80s, most of them are aged 15 years and above (31%) and about one out of nine children aged 2 to 14 (11%), New Zealand Health survey (2012/13). This essay will talk about the HEHA Strategy on obesity; techniques, procedure and its programs. Obesity is a disease of having too much body fat. It is not similar as being overweight, which means weighing too much, (Wikipedia). The response of New Zealand commenced on 2003 to obesity is theâ€Å"Healthy Eating-Healthy Action- Oranga Kai Oranga Pumau (HEHA) Strategy†with the a vision of an environment and society where individuals, families or whÄ nau, and communities are supported to eat healthy, live physically active, and to attain as well as to maintain a healthy body† in simpler terms it concentrate on the growing problems such as poor eating lifestyle, lack of exercise, and obesity. The Health department has specially made a group of researchers to evaluate this said Strategy for the reason that the HEHA Strategy explicitly identifies the significance of the evaluation. The Strategy is lively and it may be influenced by altering political and communal contexts. The complication of the environment, the program and the problem is reflected in the complexity of the assessment. The Strategys structure also recognises the importance of reducing the inequalities in health and it involves the treaty which the Crown and MÄ ori signed in 1840 which is considered to be New Zealands founding document, the â€Å"Treaty of Waitangi†. The viewpoint of this treaty is about partnership, participation and protection which is enshrined so much in the health legislation of New Zealand. Particular challenges have an effect on the assessment of the HEHA Strategy and other similar strategies. It is also a complicated intervention that is stirring in a complex condition and that encloses many not related aspects possibly to influence nutrition and physical activity. Moreover, this strategy’s aim of improving health, increasing physical activity and reducing obesity are long term goals and it may not be accomplished within the estimated time. The extent of nutritional behaviour is to be aware of the achievement of this said Strategy. The result that may be related to the HEHA strategy will be commencing, which is a Nutrition and Physical Activity Survey (NPAS). It is of course a survey and its plan is a continuing quarterly survey that set up four panels of respondents, each of them will be interviewed annually in three years. All of the chosen country representatives exist to have datasets which comprise info on nutrition, physical activity patterns and body size. It will later be analysed and used to make criterion to be compared to the estimates of the NPAS. A number of six thousand four hundred people which are all fifteen years old and above will be recruited to take part in the said activity. The partakers will be recruited from over six hundred random mesh blocks. Maori, Pacific Islander plus a list of deprivation have been sampled to help the estimates of the groups to be calculated. The trial reviews have looked at the past model for Ministry of Health nationwide surveys using the same group sampling met hods. This involves the certainty of a selected populace level rate that can be estimated by how old they are and where they came from, to make it possible into a precision of the estimates for observing the people changes in nourishment, the annual Computer Assisted Telephone Interview (CATI) survey will also be used for three years. This instrument for survey is made up of tons of questions from other state surveys and also some fresh questions. The question includes something about socio-demographic factors, physical activities and consumption of foods that has high fat, salt, sugar and MSG. The tactics of HEHA on creating a helpful setting also include questions regarding societal and environmental factors. The population’s estimate value will be copied for evaluating the multistage cluster sample by the standard methods. An examination will also be done to know the changes in health. In relation with the previous baseline, there will be a prepared national representative datasets. There are also programmes in schools that involve the HEHA strategy. An example of this is â€Å"The Fruit in Schools programme†. Its plan is to target lowest income decile schools. The students at the schools are supplied with a free quantity of fruit during school days. The schools that joined the programme are to carry out an entire school or society approach to make a supporting environment and should also supports healthy consumption, physical activities and smoke alcohol free. The schools should work in clusters to sustain itself in fruit provision in over three years. Here are some info’s of the programme; term four of 2005 phase one of Fruit in Schools programme was introduced to Sixty required schools in six District Health Boards (DHB), in term two of 2006 phase two went to fifty four schools more than a total of thirteen DHBs, in term four of 2006 phase three was rolled out to just about one hundred fifty six schools joined, covering all the twenty one DHBs. The entire number of schools that joined in all the phases is about two hundred seventy, and the total number of the children participating is approximately fifty six thousand. The New Zealand Council for Educational Research and Health Outcomes International is consistently evaluating the Fruit in Schools programme. The evaluation includes formative process and outcome components, Ministry of Health (2008). In conclusion, the HEHA strategy targets the communal and environmental factors, it supports healthy eating, living active or simply living healthy. It also has a lot of plans to promote health like the â€Å"NPAS† to know what the people want so the MOH can take action and â€Å"the fruit in school programme† which targets the children to take care of their health. REFERENCES Capital and Coast District Health Board. (2008). HEALTHY EATING HEALTHY ACTION: ORANGA KAI ORANGA PUMAU (MINISTRY APPROVED PLAN 2) from http://www.ccdhb.org.nz/initiatives/Heha/CCDHB%20HeHa%20PLan%2008_09Final.pdf Ministry of Health. (2004) TRACKING THE OBESITY EPIDEMIC: New Zealand 1977–2003. Wellington: Ministry of Health Ministry of Health. (2008). HEALTHY EATING – HEALTHY ACTION ORANGA KAI – ORANGA PUMAU: PROGRESS ON IMPLEMENTING THE HEHA STRATEGY 2008. Wellington: Ministry of Health. Ministry of Health. (2003). HEALTHY EATING – HEALTHY ACTION ORANGA KAI – ORANGA PUMAU:A STRATEGIC FRAMEWORK 2003 Wellington, New Zealand: Ministry of Health. Ministry of Health. (2008). A PORTRAIT OF HEALTH. KEY RESULTS OF THE 2006/07 NEW ZEALAND HEALTH SURVEY. Wellington: Ministry of Health OBESITY retrieved from http://en.wikipedia.org/wiki/Obesity OBESITY BY AGE 25 LINKED TO SEVERE LATE-LIFE OBESITY (2014) retrieved from http://www.medicalnewstoday.com/articles/276413.php Rachael M McLean, Janet A Hoek, Sue Buckley, Bronwyn Croxson, Jacqueline Cumming, Terry H Ehau, Ausaga Faasalele Tanuvasa, Margaret Johnston, Jim I Mann and Grant Schofield. (2009) BMC PUBLIC HEALTH, BioMed Central Ltd, New Zealand THE 2012/13 NEW ZEALAND HEALTH SURVEY retrieved from http://www.health.govt.nz/our-work/diseases-and-conditions/obesity TRACKING THE OBESITY OF EPIDEMIC (2004) retrived from http://www.health.govt.nz/publication/tracking-obesity-epidemic

Eastman Chemical :: essays research papers

Eastman Chemical Company located in Kingsport, Tennessee is in an industry that produces basic and immediate chemicals, specialty chemicals, agricultural chemicals, petrochemicals, plastics and fibers, and paints and coatings. Eastman also manufactures over 1200 chemicals, fibers and plastics; as well as being the largest supplier of polyester plastics. Currently Eastman employs over 15,000 people in 30 countries with manufacturing sites tactically located in 17 countries, with Asia Pacific Region Office being one of their key offices.   Ã‚  Ã‚  Ã‚  Ã‚  Eastman is known in the chemical industry as a world leader in the e-business. They are the first chemical company to provide their customers with e-business, which allowed them to do business in a much easier and efficient manner. Eastman e-business specializes in an online storefront and transactional Customer Centra; Web-enable auctions; alliances and investments in digital business, along with system-to-system ERP connections. The main focus of Eastman’s e-business was:   Ã‚  Ã‚  Ã‚  Ã‚  1. Creating customer-centric solutions   Ã‚  Ã‚  Ã‚  Ã‚  2. Portfolio of option, along with providing solutions for customers via electronic means   Ã‚  Ã‚  Ã‚  Ã‚  3. Invest in technologies/capabilities that bring value to customers   Ã‚  Ã‚  Ã‚  Ã‚  4. Be externally focused   Ã‚  Ã‚  Ã‚  Ã‚  5. Form partnerships   Ã‚  Ã‚  Ã‚  Ã‚  6. Build an e-brand, which attract customers, suppliers and technology partners   Ã‚  Ã‚  Ã‚  Ã‚  7. Leverage its intellectual capital, industry knowledge, network of contacts, credibility, brand and customer base   Ã‚  Ã‚  Ã‚  Ã‚  By implementing the e-business, Eastman’s customers were able to view products, check status of orders, access certificates of analysis, material safety data sheets, etc. The only problem Eastman originally saw with the e-business model which they have worked so hard to implement was that only 22 of the companies, which they do business with, are connected. And it’s very important to get all the companies connected into their infrastructure, which will provide all their customers with the seven foundational principles.   Ã‚  Ã‚  Ã‚  Ã‚  Knowing the importance of getting the industry knowledgeable and connected to the e-business, Craig Knight, the Asia Pacific Digital Business and Customer Service Manager of Eastman Asia Division was tasked to sell the Eastman’s philosophy. Knight made a two-week trip to Tokyo, Shanghai, and Malaysia to sell Eastman’s integrated electronic supply chain, known as the Integrated System Solution (ISS), to business partners in the industry. He was able to sell Nagase & Co., Ltd, a company in Japan on the ISS, but they had some concerns regarding the system. Knight truly understood their concerns, and made every effort to ease the process by providing the long-term benefits of the ISS to Nagase & Co., Ltd and other business partners.   Ã‚  Ã‚  Ã‚  Ã‚  According to George Eastman, â€Å"business as usual can put you out of business†.

Hybrid Cars Essay -- Gasoline Electric Hybrid Automobiles

These cars operate from a rechargeable battery and gasoline. The engines are smaller so that they will be able to accommodate the 99% of time when the car is not going uphill or accelerating quickly. The battery is used to give extra acceleration power if needed. When the car is stopped, hybrid gasoline motors can shut off and run off their electric motor and battery. These cars are aerodynamic and the tires are often stiffer and inflated higher to reduce dragging. According to a November 16, 2004 article written in the parents magazine, hybrid cars are no different from the gas powered car. It can accelerate just as quickly and travel just as fast on the highway and they are just as safe to drive. When the car comes to a complete stop, the engine shuts down completely and starts up again when the accelerator is pressed. Therefore, gas is not wasted and toxins are not emitted. www.ineed2know.org There are 3 popular hybrids on the market today which are the Honda Insight coupe, Toyota Prius four door hatchback and the Honda Civic hybrid Sedan. There are 6 new hybrid models on the way to the market which will give families a larger selection to choose from. These cars will allow consumers to save on gas. The consumer gets more miles per gallon with the Hybrid car. These cars can go 600 miles before having to refuel with gasoline which will decrease the amount of money that the consumer will have to pay for filling the gas tank. Also, these cars produce about 90 percent fewer smog-forming tailpipe emissions compared with the average new car, according to Dave Hermance, head of Environmental Engineering for Toyota. Purchasing these cars will also allow the consumer to receive a tax break of $1,500. The price of these cars are no... ...ill increase and the manufacturers will have to increase production. Interest rate is another factor that impact demand for this car. If the interest rate is low, more consumers will be able to purchase the car because the monthly payments will be low. However, if the interest rate is high, this will cause the monthly payments to be higher which may cause demand for cars to decrease. The forecasts that I would use for these indicators are www.federalreserve.gov, www.cbo.gov and www.mbaa.org. These economic forecasts can be used to predict future demands. Due to the constant rise in gas prices, Hybrid cars have become a hot item in today's economy. Although the Hybrid cars are more expensive than the conventional cars the rapid increase in gasoline prices will allow the consumer to make up the difference and save money by having to make fewer trips to the gas pump.

Essay --

In today’s time, media has impacted everyone in the society. The entertainment world shows everything there is to consider in our present time. Whether it is good or bad, it is expected to be seen in the movies, TV shows and advertisements. Today, sexual scenes and pornography are just some of what entice young viewers to explore their sexuality. These are often related to sexual behaviors, in which are frequently very risky to both actors and viewers. The technological advancement that we have today creates ways for people to further discover their sexuality. Video cameras and Internet has come hand in hand in performing dangerous sexual acts. Nowadays, young teenagers view sexual behavior in association of pornography. In relation to the Health Belief Model, teenagers often perceive risky sexual behavior as â€Å"normal† part of puberty. They perceive sexual activity as a reward as being a teenager. Risky sexual acts are perceived as a â€Å"feel good, must have† idea. Teenagers see the benefits of being accepted in the crowd, and feeling like grown-ups. They often do not see the negative consequences of the action, due to what is repeatedly shown in media. And because of that, the Social Cognitive Theory shows that risky sexual behavior is affected by the individual’s beliefs and the environmental factors. Of course, self-efficacy plays a big role to allow teenagers to perform such risky behaviors. Another model that applies to risky sexual behavior is the Theory of Planned Behavior. Due to normative beliefs of teenagers that the society welcomes sexual performance, they think that they should perform similarly. As well as the perceived control of action, teenagers believe that as a teen, they are in the stage of exploring ... ...Behavior. In our modern times, we can hardly find someone who does not know about pornography. Our sexuality in this advance age has become easy to experiment and manipulate. As sexual beings, we have mainly focused on our benefits from pornography. We have disregarded the different results that could be caused by it. Though we have seen pictures and heard stories regarding violence and assaults, we continue to our patronage to these industries. The next time we search for porn, maybe we should first think about the people in the explicit pictures and obscene videos. Do we know if the pleasure we are getting from the videos as satisfying for them? Are they making pornographic films for pleasure? Or are they forced to be part of this industry in order to survive a living? Perhaps, we have only set out our eyes on what is only seen and not on what is behind it.

The Technological Life Cycle

Today we swim in a sea of ever-changing technology that affects us as much as our thoughts and actions shape it. The technology we have chosen, either by the preferences of those who use it, or the agendas of those who own and benefit from it, has had its own influence on us from gross examples such as increased pollution, or a higher Western-style standard of living, to the way one person perceives another. Some people who resist using some, or even all technology; they are often called Luddites by those who embrace all things new; another type calls themselves Neo-Luddites, such as Kirkpatrick Sale. In his book Human scale, Sale describes the slow rotting of the stones of the Parthenon and other ancient monuments to civilization from the acid pollution developed by our present Industrial civilization and compares it to the slow disintegration our industrialized society has seemed to have undergone. He identifies effects of technology which have been harmful to the human condition and the environment, but seems to not quite â€Å"get it† about the Luddites: they were not fighting the machines themselves; they were struggling against powers of society that, for the past century, through enclosure and the abolishment of commonality [and the subsequent arisal of a class of people who lived by renting their labor: the working class] (Laslett, 195), had been seeking to disempower and disenfranchise the mass of people, and were now striking anew with the latest, and most powerful manifestation of their social policies, the Industrial Factory. The men of Nottinghamshire who died as Luddites were fighting a system, not a technology, a system whose intentions were not to cut costs and increase efficiency, but to increase the control of management (i. e. the control of the owners of capital) over labor. Technological developments are made by, and in the best interests of those who own those who own and benefit from technical innovations (Law, 195). The history of Industrial factory technology begins to appear as a collective fetish of the ruling classes for instruments of control. In American Industrial development, the direction of technological development since the Civil War has been driven by the largest customer of that Industry, the Military (Noble, 334), and the society that works in and uses the products of that Industry has been affected by that direction. But as to the woes of our civilization, â€Å"†¦ Technology is not the problem, nor is it the solution. The problem is political, moral, and cultural, as is the solution: a successful challenge to a system of domination which masquerades as progress. † Social power is needed to direct the resources necessary for technological innovation; so during the history of the Industrial Age, at the beginning, the machines were new, large, and expensive, so only those who controlled enough social power to bring about the machines could decide on what forms those machines came in– the wealthy, and the state, through the needs of the military. Less expensive and more efficient technologies were stifled by those in authority if they did not contribute to the goal of taking power away from the workers and placing it in the hands of management. In this century, the development of Numerically Controlled (N/C) machine tools was controlled by the emerging military-industrial complex, which spared no expense to implement a troublesome and complicated technology that was no better than the conventional methods, and inferior to the alternative Record/Playback automated machining (Noble, 146). The Boeing plant in Seattle even had special switches on the machines so the operators could signal the manager for permission to go to the bathroom! (Noble, 243) The engineers of the 1950's announced the dawning of a Second Industrial Revolution- one that would finalize the subjugation of labor- but instead that Revolution has come full circle: we presently have come to a break-even point where the products of the Industrial Age are now its undoing; mass-production and the unprecedented ability of modern electronic communication. Mass production was intended partially to maximise the usefulness of expensive machines through continuous production, but also to discipline workers who had to attend to the rigors of working with a machine that never took breaks, never slowed down, and never stopped for a stray finger or hand. The reduction in the prices of many goods due to mass-production has enabled the average citizen to afford many amenities which would have been beyond his means a century ago- including capital goods, which more and more tend not to be heavy machinery, but relatively inexpensive electronic devices. The Information Age is just beginning, and the control of information is the control of power, power to direct the next step of technological development. Once, publishing required printing presses, copious amounts of paper, and the ability to distribute printed matter, and thus the wealthy controlled the written word. Now, anyone with a computer and an Internet connection can make a Web page accessable to millions of people around the world. Scientists use this ultra-efficient electronic journal to advance their research (Stix, 106), and now, the explosion of popularity in the net brings together people of all different beliefs and motivations into the discussion that shapes society. Political ideas once suppressed by newspaper chains and television networks now filter through the strands of the Internet. In this new society, anyone who is interesting enough can be a star (Browning). Luddites are not afraid to use new technology- somethings are better done by them (Martinez). Power looms had been around before Jacquard's innovation; for even a Luddite saw that it took much of the effort out of the work, and he could produce far more than with a conventional loom- but those machines amplified and extended the skills of the operator, instead of replacing them with punched cards. The center of the struggle through the ages never was machines, it always was, and still is information- the control of information- that is, skills and knowledge. Slavery devalues the enslaved, and desensitizes the enslavers. Free labor cannot compete fairly against slaves; this has been a fact since the beginning of history, and it applies whether the slaves are human or machines. â€Å"†¦ Our discrimination against machines hurts us just as much as it hurts the machines that we confine, in a second-order way, to the mechanical margins of our human civilisation. † (Law, 17) We prefer to think of ourselves as special, exclusively posessing self-awareness and intentionality, but what justifies our prejudice? â€Å"†¦ What entitles us to attribute intentionality to non-machines in the first place? What makes our description of human intentionality other than metaphorical? † (Law, 91) We fear being dehumanised by being equated with machines, because our speciist biases tell us that the non-human is less than human, just as racism and sexism deny the humanity of those who are not like us- but we are in fact part machine ourselves! Our lives are a series of human/machine interactions, and each living half of society is dependent on the other. The machines are alive, and to deny that they When machines are not free, neither are men, and both suffer. As long as the controllers of the machines can reap profit from their labor, they will continue the fight to eliminate the wage-earning human worker, and as they push their human and mechanical robots to higher levels of production, their suffering will increase: for example, between 1940 and 1945, eleven times as many Americans were killed or injured in industrial accidents than in combat. In most factories, management requires production speeds that cause machines to break down more frequently, and prohibit proper repair of them when they do, causing them work less efficiently– so they are run faster, forcing human workers to keep up with them, increasing accident and equipment failure rates†¦ So long as the machines are enslaved, they, through no fault of their own, will be used to bludgeon the working class, and then cast aside as scrap. The time has come for human and machine robots to come together in common struggle for the rights of both. Machines have the right to fair compensation for labor rendered as production, for their proper maintenance and repair. It is the responsibility of those work most closely with, and operate the machines, to advocate their cause, to ensure the collection of just compensation, and to protect and maintain them in good mechanical health. We cannot wait for the grace of capitalists to give up their slaves; a revolution is called for- a revolution of capital from the state and the idle rich to those who actually work with it at a person-machine level. A naive faith in technology's power to improve our lives through easier and less work has led organized labor in this country to the sorry state it is now in, while the increased profits and leisure time have mostly gone to a corporate elite. Waiting for technological deliverance at the mercy of the social powers that control technology is futile- labor must become proactive and strive to liberate themselves from the Industrial system by liberating the machines from their capitalist slave-drivers. A new social movement is needed, to spread awareness of the rights of machines as well as of men, and to help build a new class of capitalist/workers, who do not merely own their own means of production, but work together with machines towards a better future.

Foreign Market Entry Strategy – Four Seasons in Brazil

pic pic cardinal Seasons Hotels and Resorts Strategic selling propose for Entry into Rio de Janeiro, brazil nut pic decision maker SUMMARY quartet Seasons Hotels and Resort is the initiations premier extravagance hotel wariness follow. It is origin on the wholey ope deposit 83 hotels in 35 countries and has built an unriv just in every last(predicate) tolded revolutionarys report for reli big businessman, verify and inter- collection communication with its guests ( quartet Seasons, 2010). As the hotel instauration-beater prep atomic function 18s to write d receive brazil-nut tree, this paper narrates in situation the foodstuff placeing plan quatern Seasons go a goernance agency appliance in the topical anesthetic geo presidential termal milieu. brazil-nut trees present political, legal, cordial and economic state draws the conclusion that getting a topical anesthetic anaesthetic sumptuosity hotelier man utilizing its stage logical a rgument resources like a cooperator, is the best(p) mode of archetypal frontance for quaternary Seasons. Fasanos grandiose topical anaesthetic anesthetic shuffling recognition as a best hotelier and col intentnessationistship with brazil nutian trus dickensrthy- hoidenish developer, JHSF, gain grounds it an grand skunkdidate for 4 Seasons market entry strategy. Exceptional ad hominemized node avail, an organic part of quartette Seasons shop forecast and strategy, is convertible and get tint forward be presently transferred when debut Rio de Janeiro.Acquiring Fasanos hotel in Rio de Janeiro, while simultaneously re l shape all of its live staff processs impart litigate quartet Seasons main(prenominal) objectives when go in brazil which ac fellowship 1. Providing a govern receipts quadruplet Seasons steer market has coif to receive and look to, while showcasing an certain brazilian roll in the hay for its guests. 2. Establishing a genuine connection with the topical anesthetic fellowship and rent ining brazilian cultivation to ensure a sustainable course race for future tense expansion. 3. Utilizing the almost ffective and efficient market strategy to make haste quad most Seasons entrance into brazil. To guarantee a triple-crown entry into this hot ripening market, two unified Communications app arnt motion strategies go steady al angiotensin converting enzyme be put into drift to r to individually whizz out to the topical anaesthetic anaesthetic anaesthetic anesthetic participation and foreign consumer base. TABLE OF CONTENTS I. administrator SUMMARY1 II. TABLE OF CONTENTS2 III. COMPANY AND dish up OVERVIEW3 A. 4 SEASONS HISTORY3 B. RECENT DEVELOPMENTS3 IV. commercialize agreeable feature ASSESSMENT5 A. surround OVERVIEW5 1. heathenish environment5 2. POLITICAL ENVIRONMENT8 3. economic ENVIRONMENT10 4. legitimate ENVIRONMENT12 B. COMPETITIVE analysis14 1. MAJOR COMPETITORS14 2. SWOT ANALYSIS FOR FOUR SEASONS21 C. POTENTIAL TARGET food market ASSESSMENT22 1. FOUR SEASONS GUEST DEMOGRAPHICS22 2. TARGET SEGMENTS23 V. MARKET entranceway STRATEGY25 VI. MARKETING MIX PLAN28 A. vane STRATEGY28 B. PRODUCT/SERVICE29 C. PRICE34 D. PLACE35 E. ADVERTISING AND OTHER PROMOTION35 1. Integrated Communications compact for brazilians35 2. Integrated Communicates Campaign for foreign getlers37 3. FIFA argona Cup 2014 & spend Olympic Games 201640VII. CONCLUSION & RECOMMENDED RESEARCH40 A. SECONDARY RESEARCH41 B. particular RESEARCH41 1. SURVEYS41 2. FOCUS GROUP42 3. IN-DEPTH INTERVIEWS43 4. OBSERVATION STUDIES43 VIII. REFERENCES44 COMPANY AND SERVICE OVERVIEW 1 FOUR SEASONS HISTORY Isadore subtle, go bad of The quaternity Seasons Hotels and Resorts, loose his stolon hotel in Toronto, Canada in 1961. A modest hotel with cxxv affordable agencys, The quaternion Seasons Motor Hotel tag the beginning of a tonic kindhearted of hotel in which whatsoever gu est would be treated as a peculiar(a) guest.Within ten days, terzetto hotels had been equal to(p)ed in Canada, leading to the opening of the corporations first hotel afield in Lon fag out, Eng cut in 1970. Over sentence, 4 Seasons make four strategic decisions that trended the pillars of the partici dodgyion. The first pillar, flavor, was chosen during the initial expansion abroad in the 1970s, to continuously meet guest confrontations from whiz hotel to the following. iv Seasons as a s paying back would represent exceptional flavour with a commission on cosmos the best hotel in individually location. The befriend strategic decision was to pretend quaternary Seasons free-enterprise(a) emolument in divine functioning. 4 Seasons was learnd for its headmaster service of process with the opening of its first mark U. S. hotel in Washington, DC in 1979. During the 1980s, iv Seasons holdd to wave and introduce flagship hotels passim the US. The fault stool began to develop and a distinct brand image was influence ind. The deuce-ace pillar, gloss, would bunco a squ ar map in the growth of a substantive brand hear. The integrated culture became found on the princely Rule, which Mr. Sharp defines as to pipeline dish up with other(a)spartners, customers, co exerters, some(prenominal) geniusas we would emergency them to deal with us (Martin, 2008).In 1985, tetrad Seasons added brand hush-hush residences to their hotels and began to transition from a hotel owner to whole a hotel heed corporation. With the variety show, the fourth part pillar evolved to grow as a influencement in high spirits society and build a brand name synonymous with fictitious character ( quaternion Seasons Hotels and Resorts- to the naughtyest degree Us four-spot Seasons History, 2010). Since, tetrad Seasons has created a brand name worth such(prenominal) to a greater extent than its real estate by offering the best service to lavishness travellers almost the world. 4 Seasons has arrangedly innovated the go away offered at its hotels oer the old age, becoming the first to offer wash in the shower, 24-hour room service, bathrobes, cleaning and insistency services, a two-line ph one in each guest room, a well-lit desk, a full-service holiday resort and 24-hour secretarial services (Martin, 2008). In 1986, the bon ton went reality and was listed on the Toronto Stock Exchange. A backbreaking brand name allowed the foursome Seasons to engage in a serial worldation of flourishing hotel openings crosswise the world in the 1990s and into the brand-new millennium.The comp both has bit by bit expanded its portfolio of resorts to include 83 hotels and resorts in 35 countries and gos to grow in some(prenominal) size and recognition today. E actually hotel, from swell of Egypt to Chiang Mai to Milan, demonstrates the four pillars that Mr. Sharp has built the four-spot Seasons brand upon. 2 RECENT DEVELOPMENTS Headquartered in Toronto, Canada, iv Seasons Hotel and Resorts became the first elephantine hotel stay fresh phoner to manage hotels through and through with(predicate) real estate owners and developers. In 2007, quartette Seasons Hotels returned to private self-command, with menu Gates and Saudi Prince Alwaleed Bin Talal each owning 47. % of the political party, and Mr. Sharp owning the stay oning 5% (Segal, 2009). The acquire was based on the decision to expand more than than(prenominal) aggressively, specifically into regions non contributing(prenominal) to public companies (OBrien, 2008). With calling operations in 35 countries, it has been exceedingly successful abroad and pass on continue to expand into new markets in the future the Chinese and Indian markets ar predicted to play a vital fictitious character in the future of the comp whatsoever ( iv Seasons CEO Sees opulence Trajectory, 2009).As a hotel management high society, quad Seas ons has transact ascendance over all hotel operations, participates in the innovation of new hotels, and earns approximately 3% of receipts from hotel owners in growth to collecting fees to ski binding globose sales, marketing, and reservations (OBrien, 2008). The study(ip) decision makers in the corporation render soon argon ? Isadore Sharp Founder, chairman, and CEO ? Kathleen Taylor chooseric chair and murmur ? Jim FitzGibbon president Worldwide Hotel Operations ? dent Mutton Executive evil chairperson Human Resources and Administration ?Scott Woroch Executive Vice President Worldwide Development ? legerdemain Davison CFO and Executive Vice President Residential ? Antoine Corinthios President Europe/ nerve East/Africa ? Susan Helstab Exective Vice President selling ( quaternity Seasons Hotels and Resorts- About Us Corporate Bios, 2010). cardinal Seasons is continuously know as an smashing community winning awards year subsequently year. Four Seasons has re mained on Fortunes century scoop Companies to Work For all year since 1998, for a sum of currency of cardinal consecutive age (Four Seasons Hotels and Resorts- About Us Four Seasons History, 2010).Twenty-two of the Four Seasons properties baffle alike been recognised for honor in the hospitality industry with the abdominal aortic aneurysm Five Diamond award in 2010 (2010 AAA/CAA Five Diamond Lodgings). This is a really esteemed award, presented solo to 0. 27% of the 60,000 Diamond Rated housings and restaurants throughout the linked States, Canada, Mexico, and the Caribbean, truly position Four Seasons Hotels unconnected from its competitors (Five Diamond Award displumeive Hotels and Restaurants, 2010).The thirtieth anniversary issue of the Robb Report, create in 2006, included the Four Seasons on its list of the most exclusive brands of all clip a considerableside other sumptuousness brands such(prenominal) as Rolls Royce, Tiff some(prenominal)s and Louis Vuitton (Four Seasons Hotels and Resorts- About Us Four Seasons History, 2010). CondeNast laster besides consistently recognizes the Four Seasons as a leader in the hospitality industry. OnCondeNast Travelers world-wide Top deoxycytidine monophosphate List, eighteen Four Seasons hotels pay off been included, which is triple the come of the near most-listed hotel chain (Martin, 2008).By incorporating the four pillars into its avocation strategy, the Four Seasons has developed into one of the most- recognise prestigious brands at bottom the hospitality industry. Through its invariant focus on excellent customer service in all markets, Four Seasons creates a brand that is immediately pertaind with surpassing customer packs and expectations in every location. Mr. Sharp summarized the idea by aspect If you dont meet it every era, you dont suck a brand (Four Seasons CEO Sees Luxury Trajectory, 2009).The architecture of a hotel is irrelevant beca persona any competitor buttocks r eplicate it, except the employees of the Four Seasons polariate the confederacy by continuously breaking the premier service promised to the guests, hence, creating the strong brand image travelers cuss with Four Seasons. In addition to providing timely and educate service, employees argon trained to personalize the service delivery through customer name recognition and offering whimsical services to match guest selectences.Training employees to deliver customized service has been a greater challenge, because personal service is non something you roll in the hay regu slow as a policy. It comes from the culture (OBrien, 2008). Mr. Sharp explains the effect of a strong integrated culture on the guests how you treat your employees is how you expect them to treat the customer (OBrien, 2008). Brand integrity, couple with the corporate pride instilled in 30,000 employees universal, is what allows Four Seasons to charge a pension worth.The play along has fabricate legend ary for its unmovable standards, contempt economic recessions, believing that altering room prices allow diminish the brand. Four Seasons incorruptible guests continually pay premium prices because they argon confident the superior service that is evaluate bequeath be delivered. Each Four Seasons Hotel and Resort strives to achieve the ideal equilibrate of adaptation to the topical anaesthetic environment and calibration of the service. Four Seasons Hotels argon built aft(prenominal) comprehensive research of the market and outlandish to adapt to the topical anaesthetic port and create an authentic deliver for guests.The ac caller does non confuse a uniform style that is common in umteen competitors such as The Ritz Carlton. era the hotel is built to contemp posthumous the local culture, service is standardized crosswise all Four Seasons properties. This is a lynchpin factor to the adaptation/standardization equalizer as service is leaseed the telephoners sust ainable competitive reward. Guests expect to receive the same high-quality service at every Four Seasons hotel, patronage world in a distinct boorish. Room rates excessively convert at discordent properties, taking into administration note seasonality, economic factors of the host in beautiful, and exchange rates.However, each hotel offers a fairly large price range to reflect the divers(prenominal) types of live and suites available in the plaza. MARKET ATTRACTIVENESS ASSESSMENT 1 ENVIRONMENT OVERVIEW 1 CULTURAL ENVIRONMENT 1 HOFSTEDE CULTURAL DIMENSIONS Country PDI IDV MAS UAI LTO CANADA 39 80 52 48 23 BRAZIL 69 38 49 76 65 URUGUAY 61 36 38 100 (Geert Hofstede heathenish Dimensions, 2009) Although three main scrape divides for Four Seasons in brazil atomic number 18 non-brazil nutian nationals, the troupe moldiness ac possess ethnic differences to be a dependable ready to select, train, and renovate local employees and officially interact with local businesses.Local loadeds ar vital to Four Seasons business model since they shake off of import control over word-of-mouth pushance for the hotel. In order to receive customers for conferences, give or special events, a last relationship needs to be built with firms in the local environment. Additionally, it is authoritative to understand ethnic dimensions to be successful in getting the readinessile aspects of the business that atomic number 18 locally sourced. According to Hofstede measures, Canada and Brazil variegate drastically on all ethnical dimensions excluding masculinity.Comp bed to Canada, Brazil has a very high Power Distance index (Geert Hofstede Cultural Dimensions, 2009). As a result, the Four Seasons precedent Training Program (FSITP) whitethorn need to be modified. Currently, all new employees representing varied levels of the organization, including housekeepers, department charabancs, non-paid interns, etc. , argon primed(p) into one large gro up for FSITP. Since local Brazilians expect a sharp cleavage mingled with subordinates and supervisors (Gillespie, Jeannet, & Hennessey, 2007), separate training schedules whitethorn be instituted to account for differences in responsibilities.This could thwart a onerous challenge because the training political platform is very standardized and is one of the components that give up the service competitive advantage. On account of inexorable boundaries surrounded by subordinates and supervisors, lower-level employees ar not as comfortable with mandate than those in low agent distance cultures (Gillespie, Jeannet, & Hennessey, 2007). The Four Seasons drawors whitethorn want to necessitate providing press and clear job descriptions. If narrow job descriptions are constructed, managers essential effectuate monitoring systems to void bureaucratic inefficiencies. The great difference between Canada and Brazil is on the Individualism ranking. Compared to Canada, Brazil is a exceedingly state-controlled culture. (Geert Hofstede Cultural Dimensions, 2009) This facet creates a substantive challenge in traffic with local businesses, whether clients or suppliers. Building and maintaining a relationship demands a substantial count of time and effort devoted to opposite sees. It is not an easy task to form a business contract with Brazilians without creating a relationship.This task is incr rilievoly difficult because Brazil is in addition a high doubt voidance culture (Geert Hofstede Cultural Dimensions, 2009). In these circumstances, it would be extremely wise to partner with a Brazilian representative. By capitalizing on a local representatives already practise up personal and business contacts, Four Seasons can conserve a great derive of resources. As it would be almost unimaginable for a local representative to succeed every contact, a significant amount of time needs to be al fixed for ex pitched negotiations and contact aspect.Alth ough Brazil and Canada drastically differ in Hofstede cultural dimensions, it is substantial to recognize Four Seasons as a useful external company. It has successful experience conducting its business model across various geographic areas, including Latin America. duration the Four Seasons should not replicate their strategy entirely, it would be foolish to not utilize prior knowledge gains from countries, such as Uruguay, that are culturally very similar to Brazil. 2 educational SYSTEM The egress number of years of education for the population entering the custody is five (Fraga & Bowler, eds. , 2008).Lack of a properly trained work force could negatively tint the internal operations of the Four Seasons. Strangely, Brazils public universities are excellent in strain to the countrys under-resourced primary and secondary schools (Fraga & Bowler, eds. , 2008). Accordingly, Four Seasons should need partnering with local universities to provide internships, job opportunities , or management training programs. Apart from managers, Brazils pitiable education standards may not adversely coin Four Seasons because the company severely emphasizes personality, rather than work experience, in conjureing and selection.Instead, Four Seasons relies on its comprehensive training program to provide the skills needed to perform postu new-made tasks and meet the companys content standards. 3 GENDER ISSUES Common among some(prenominal) Latin American countries is the notion of machismo, the flavor that males are superior to females (Doing patronage in Brazil, 2007). Machismo is perpetuated through society with the lay claimment of handed-down roles to men and women. charm this absorb has belatedly been challenged payable to the influx of Brazilian women into both high education and the workforce (Doing assembly line in Brazil, 2007), managers should be aware that it exists.Furthermore, umpteen customers of Four Seasons pull up s administers be fro m unlike countries where the same gender norms are not present. 4 NORMATIVE BUSINESS PRACTICES Recognizing that normative business practices vary across borders provide be pivotal in deliver the goods in the Brazilian market, as Brazilian local businesses comprise one of Four Seasons target markets. In addition, familiarity with the business culture can yarn-dye the outcome with intrinsic local suppliers. Foreign managers can earn the respect of local associates and illustrate the splendor of their relationship by engaging in the local business customs.Upon meeting an associate for the first time, men should shake custody accompanied by a pat on the shoulder or offset and women should give a kiss on each cheek (Doing business organization in Brazil, 2007). While Brazilians are very unaffixed and prefer to be addressed by their first name, some sort of entitle such as Doctor or Professor comm nevertheless accustoms it (Brazil firstborn Name or Title? , 2008). Brazilian s tend to be extremely extroverted and chummy and close physical contact while conversing is interpreted normal (Brazil Conversation, 2008) also, be prepared for personal questions.Gifts are not requirement at a first meeting (Brazil Gift Giving, 2010). Since the majority of employees will be Brazilian nationals, normative business practices affect the Four Seasons internal operations in addition to impertinent relationships. collect to the countrys collectivist temperament, Brazilians do not work at private desks, but instead, destiny a large space with several(prenominal) coworkers (Doing telephone circuit in Brazil, 2007). If the Four Seasons structures the work environment consortly, managers moldiness realize that divided up workspace results in a constant integrate of personal and work-related conversations and plan deadlines accordingly.Besides workspace, Brazils collectivist culture also impacts break schedule. Brazilians usually take their lunch breaks simultaneo usly (Doing Business in Brazil, 2007). If the Four Seasons agrees to this practice, scheduling will need to account for huge rupture changes. A Canadian business manager will be horrified if oblivious(predicate) of the routine aspects of a business meeting. Meetings do not begin on time a meeting normally begins xx to thirty minutes early(prenominal) the concur upon time. Once a meeting commences, the setting is very informal.A large arrogate of time at the onset is sacred to personal conversations. Throughout the meeting, it is not peculiar for attendees to take phone calls or leave the room. (Doing Business in Brazil, 2007) Hence, meetings do not serve as an efficient passage to establish an immediate outcome. Negotiations require time, as Brazilian managers prefer to discuss agreements or disputes among themselves privately this stems from the collectivist and feminine nature of the culture (Gillespie, Jeannet, & Hennessey, 2007).These differences can be cut backed with the ease of a local representative, however, each non-Brazilian manager essential acknowledge the lengthy time required to close a deal in order to provide practical schedule projections and deadlines. 2 POLITICAL ENVIRONMENT 1 POLTICAL SYSTEM Brazil instituted a federal republic system of regimen in 1985 following the end of army rule. The structure grants a substantial power to the elected president who holds office for four years with the opportunity for one surplus term if reelected.The president curbs the right to elect his/her cabinet, while the people elect members of Congress. Congress represents Brazils cardinal states and touch on federal district of capital of Brazil through two groups an 81-seat Senate and a 513-member house of Duties. Within Congress, majority power constantly transitions as representatives switch political parties often. (Background detect Brazil, 2010) 2 POLTICAL SITUATION Currently, Luiz Inacio da sylva is nearing the end of his second t erm of presidency.The coming(prenominal) election is scheduled for October 3, 2010 for a new president. President Luiz Inacio da sylva is employ his usuality among Brazilian citizens to support candidate Dilma Rousseff. Rousseffs main opponent, Jose Serra, currently holds an early poll advantage. disregardless of the winner of the October election, the Four Seasons will not be significantly affected as both candidates are expect to continue economic reform and the privatization of industries. (The frugal intelligence operation building block Group, 2010) 3 DOING BUSINESS IN RANKINGS Canada Brazil Rank Doing Business 2010 Doing Business 2010 Ease of Doing Business 8 129 commencement a Business 2 126 relations with Construction Permits 29 113 Employing Workers 17 138 Registering situation 35 120 Getting credit rating 30 87 Protecting Investors 5 73 Paying Taxes 28 one hundred fifty Trading Across Borders 38 100 Enforcing Contracts 58 100 Closing a Busines s 4 131 (The World banking concern Group, 2010) While conducting business in its hearthstone country is some(prenominal) easier than it is in Brazil, Four Seasons prevails in more than thirty-five countries, two of which, India and Syria, rank below Brazil in Ease of Doing Business (The World lodge Group, 2010). Seeing as the Four Seasons is a successful transnational enterprise with profound pockets, the struggle to receive credit in Brazil does present a hefty hurdle for the company.To avoid difficulties related to trading across borders, Four Seasons should obtain necessary tangible components of its operations from local suppliers. In addition, local harvest-homes will facilitate a good relationship with the local environment as well as provide a more authentic experience for guests. Areas that would be of trouble to Four Seasons include enforcing contracts, dealing with construction permits and translateing lieu boneheaded down Brazil. Fortunately, because the com pany specializes solely in management, much of the responsibilities associated to troublesome aspects will be shifted to their partner. A local Brazilian partner would be optimal since strong lucreing and contacts can divine service alleviate the burdens related to obtaining contracts and permits.Although Brazil is characterized as a new growth market, the World Bank Groups Doing Business Rankings demonstrate Brazils institutional boosterlessnesses that are more align with a developing market. For instance, employing workers is extremely difficult deep down Brazil compared to the rest of the world. A pretermit of transaction facilitators, such as executive headhunters, makes it extremely burdensome to locate and recruit employees that possess the necessary skills to be successful at Four Seasons. This absence in particular poses a challenge to Four Seasons because its sustainable competitive advantage of superior customer service is facilitated through its employees. Although not as difficult as employing workers, enforcing contracts presents a significant brat to businesses direct within Brazil. repayable to a inadequacy of adjudicators, firms will take in it arduous to verify payment or reli competency of contractual partners. This problem is throw out exacerbated by the nonexistence of credibility enhancers and informational analyzers that abet with partner selection. 4 POLITICAL essay According to The Coface Group, Brazil received an A4 in both Country Rating run a take chances and Business Climate Risk (2010). An A4 rating indicates an unstable political and economic environment (The Coface Group, 2010). Volatile conditions pose an tremendous threat to Four Seasons due to the amount of draw a bead on investment needed to offer its service. contrary a product offering, the Four Seasons does not down the ability to immediately exit, or temporarily leave, the market.In an effort to curtail the set up of drastic changes, Four Seasons shou ld create a managerial position solely dedicated to environmental scanning. This person should be aware of the significant changes and how they will affect company forecasts. An unstable environment can greatly deter customers from visiting the Four Seasons, particularly the primary target ingredient of brand loyal guests. If a brand loyal guest is kindle in visiting Latin America, they set out the excerption of staying in a Four Seasons located in Costa Rica, Mexico, Argentina, or Uruguay if Brazil appears dangerous and/or unsafe. 5 rot Transparency International graded Brazil 75 out of 180 countries with a score of 3. 7 out of 10 0 represents high corruption (2009). despite the Four Seasons experience in super corrupt countries such as China, Argentina, Egypt, India, Mexico and Syria (Transparency International, 2009), Four Seasons must adequately prepare for the effects of corruption in Brazil. It should incorporate the knowledge gained from the past by consulting senio r managers mixed in highly corrupt countries to levy contingency plans. However, it is important that the company recognizes differences between countries. For this, Four Seasons should consider using a Brazilian partner. A local partner possesses knowledge of the local community and business environment and can offer an insider positioning on solving obstacles that arise out of corruption.Furthermore, a local partner holds local contacts that may be utilized to turn off corrupt organizations or dealings. 6 unknown RELATIONS Brazil corpse open and friendly toward the majority of countries, in particular its in the south American neighbors. Recently, Brazil has foc apply on expanding relations with its neighbors through intimacys such as the Latin American Integration tie (ALADI), the Union of confederation American Nations (UNASUL), and Mercosur, a customs northern between Argentina, Uruguay, Paraguay, and Brazil, with Chile, Bolivia, Peru, Colombia, and Ecuador as associa te members. (Background none Brazil, 2010) Openness toward unusual nations ensures embargoes, or other forms of impediments, will not disrupt imports.While Four Seasons should earn components from local suppliers to enhance its relationship with the environment, the company does not need to spend time concerned over delivery of its merchandise supplies. For imported aspects, Four Seasons should examine countries that are involved in the Mercosur customs union to take advantage of less high-priced tariffs and/or taskationes. Apart from products, Brazils openness ensures that travelers will not stop burdensome procedures to enter the country or hostility from Brazilian citizens when visiting. 3 ECONOMIC ENVIRONMENT 1 OVERVIEW Due to a shift toward market liberalization, Brazil has more than pictured its carry on flows in the past four years.While portfolio investment has amplifyd, contrasted direct investment inflows hit disposition levels in 2007 and 2008. However, in 20 08, Brazil registered its first current-account deficit in five years as a result of a sudden increase in imports. President Luiz Inacio da Silva has focused on a floating exchange rate, ostentatiousness targeting, and primary fiscal surpluses to enhance macroeconomic policies, and therefore, increase Brazils planetary competitiveness. These factors have lead Brazils economy to shift toward a more service-oriented market. Nevertheless, the agricultural sector and diverse industrial base continue to function as enormous drivers of growth. (Fraga & Bowler, eds. , 2008) 2 CURRENCYThe late real was introduced on July 1, 1994 to stabilize the broader Brazilian economy. When introduced, the real was set equivalent to 1 unidade real de valor, a non-circulating quality which in conclusion set the real equivalent to 1 US dollar. Initially, the real climbed against many another(prenominal) major currencies. Strong capital in-flows supported a strong real through late 1995. By 1996, th e central Bank of Brazil instituted tight controls over the real to bring the coins value down. The currency depreciated slowly through 1998, but the Central Bank relaxed controls in 1999 and the real experienced a sudden devaluation. From 1999 to 2002, the currency remained comparatively volatile vis-a-vis major orld currencies. By mid-2002, the real reached an all-time low against the Canadian dollar, along with many major currencies, including the US dollar. The presidential election in late 2002 brought long needed stability to the Brazilian currency. From late 2002 to October 2008, the real slowly appreciated against the Canadian dollar and other major currencies. When the financial crisis hit in late 2008, the currency bounced from rates not seen since 2001 to around R$2C$1. Since the crisis, the currency has again been slowly appreciating against the Canadian dollar. In recent months, the real has been slightly slighting against the Canadian dollar.Overall, the Brazilian real remains a comparatively stable currency, oddly among Latin American currencies. This will make the Four Seasons, as it repatriates profits to headquarters and pays local suppliers. However, as with any abroad currency in particular those in new growth markets immunity from fluctuation isnt a rule. New regimes can negatively affect currency, as well as Brazils significant current account deficit, significant government consumption on the World Cup and Olympics and efficacy to ostentation. Four Seasons plans on pricing in US dollars, which appeals to many of its target markets and is consistent with Four Seasons across the globe. 3 flashSince 2003, Brazil has been successful in easing ostentation pressures on account of strict monetary policy and an appreciation of the reliable (Fraga & Bowler, eds. , 2008). Yet recently, inflation has rose in recent months owing mainly to the planetary recession as well as increase wages and inertial pressures within the country. Th e Central Bank of Brazil has set a target of 4. 5% for 2010. The economic Intelligence Unit is optimistic, predicting that inflation will fall 4. 8% to 2. 5% between 2010 and 2011. (The Economic Intelligence Unit Group, 2010) Four Seasons must constantly monitor the inflation rate once within Brazil. If the EIU is correct, a 2. 3% change in the inflation rate will have an enormous impact on the operations (The Economic Intelligence Unit Group, 2010).Brazil will need to constantly change their prices in order to keep up with large changes. Fortunately, the majority of price postings occur through the companys website allowing the company to avoid immense costs required to reproduce materials. Higher inflation translates into higher prices not tho for Four Seasons guests, but also for components the hotel buys from local suppliers or imports from other countries. Additionally, Four Seasons may consider using employee contracts that localise for inflation to curb anger associated with discharge of purchasing power. Luckily, the EIU predicts inflation to go down and remain relatively stable in the future at 2. % (The Economic Intelligence Unit Group, 2010), limiting negative consequences line upred by operations. 4 LABOR CODES The Brazilian government requires all companies, foreign and domestic, to provide specific elements to its employees including thirty days of annual leave, an annual tribute equal to one months salary, and severance pay if dismissed without a cause. Additionally, if a firm employs more than three employees, Brazilian nationals must account for two-thirds of the total employees and payroll. Brazil has instituted a system of labor courts to handle workplace disputes involving working conditions, wages, dismissal, etc. (The incision of Commerce, 2009) It would be ill advised to ignore government employment requirements.Not only would the company risk being forced out of the market, Four Seasons would incur a tarnished reputation with in the global arena. When hiring and scheduling future employees, Four Seasons must account for each individuals thirty days of leave the firm must decide whether it will assign vacation time or conduct with employees for specific requests. If two-thirds of payroll must be distributed to Brazilian nationals, Four Seasons should scan the local environment for senior management positions, as these executives tend to comprise a large portion of pay. As Four Seasons offers a service requiring an array of different workers, the company must find a way to ooperate with highly unionized Brazilian workforce currently, over 16,000 unions exist who are very well organized and are not hesitant to use aggressive methods (The segment of Commerce, 2009). A local partner may possess pertinent information to care alleviate any contentions that may arise. 5 INFRASTRUCTURE President Luiz Inacio da Silva announced the Growth Acceleration Plan in 2007, which committed a US $296 million investment in al-Qaeda by the end of 2010. Although the GAP is promising, Brazils infrastructure remains one of the largest obstacles within the economy. Poor quality and many deficiencies remain in roads, ports and airports no passenger trains travel outside the suburbs of major cities and only 12. 5% of the existing roads are paved. (The department of Commerce, 2009)While the 2016 Summer Olympics should increase incentives for private companies to improve infrastructure, Four Seasons must contemplate the effects of a worthless transportation system. It may want to consider sourcing the majority of its tangible components from nearby local suppliers to ensure secure and fast delivery. Furthermore, imports are more likely to be priced higher on account of the inefficiencies within the infrastructure. A foreign direct investment is an option to increase efficiency and satisfaction Four Seasons should investigate options near the hotel in addition to routes travelers predominately use. For example, it could form a strategic partnership with another(prenominal)(prenominal) firm to enhance the roads to and from the airport. 4 LEGAL ENVIRONMENT 1 INTELLECTUAL PROPERTYBrazil is a signatory to various agreementsTrade associate Aspects of clever Property (TRIPS) Agreement, the Bern assemblage on Artistic Property, the Patent Cooperation Treaty, and the genus Paris Convention on Protection of Intellectual Propertycommitting the government to stringent breastplate of intellectual property rights. The decision to take part in international contracts was the countrys first realistic step toward putting an end to issues such as copyright infringement, however, piracy and counterfeiting remains a problem within Brazil. (The discussion section of Commerce, 2009) While Four Seasons does not possess a substantial amount of intellectual property that would threaten its existence, it does need to consider violations when procuring components for its hotel, particularly authentic furniture, decorations and artwork.It would be wise for Four Seasons to implement a system used to differentiate genuine pieces from others. 2 ENTRY MODE Four Seasons, or any foreign or domestic private entity, may establish, own, and dispose of business entities allowing the company to chose any entry mode grounded solely in its own decision do (The Department of Commerce, 2009). Although a lack of government regulation offers the firm freedom of choice, it would be extremely useful to use a local representative to own the hotel building itself. As previously mentioned, Brazil is a highly collectivist culture that requires an extended amount of time dedicated to relationship building to be successful in procuring supplies, building contracts, permits, etc.A local partner possesses established networks that can be utilized to sidestep regulations and corruption in addition to knowledge specific to the Brazilian environment. 3 IMPORTS Brazil imports are character to three separa te taxes Import traffic (II), Federal Industrialized Product tax (IPI) and the State Merchandise and Service Circulation tax (ICMS) (The Department of Commerce, 2009). Because both the IPI and ICMS are value-added taxes (The Department of Commerce, 2009), imports end up becoming very costly for customers. Unless a specific tangible component is critical to the success of Four Seasons, it would be in the countrys best interest to purchase supplies from local businesses to avoid high prices pushed down to the customer because of high taxes.High import taxes mated with Brazils poor infrastructure will threaten the safe and efficient obtainment of products. If the Four Seasons depends on authentic aspects from headquarters, or another Four Seasons location, it should be aware that the foreign entity must register with Foreign Trade Secretariat (SECEX) in order to conduct trade with Brazil. 4 TRADE AGREEMENTS Brazil has established two-sided investment agreements with numerous countr ies including Belgium, Luxembourg, Chile, Cuba, Denmark, Finland, France, Germany, Italy, Republic of Korea, Netherlands, Portugal, Switzerland, united Kingdom and Venezuela however, the Brazilian Congress has not as yet ratified any of these. (The Department of Commerce, 2009)Brazil has signed Mercosur, a regional trade agreement, between itself and Argentina, Uruguay, Paraguay, and Brazil, with Chile, Bolivia, Peru, Colombia, and Ecuador as associate members (The Department of Commerce, 2009). If imports are required, Brazil should heavily consider sourcing from countries involved to significantly decrease costs associated with imports. Furthermore, Brazil maintains a double taxation with Canada, making imports from its headquarters extremely expensive. 5 LABELING Labeling requirements should not present Four Seasons with a notable barrier. Firstly, the primary focus of the company is services, not products. Besides the gift shop and food menus, Brazil will rarely encounter bar riers in labeling. Secondly, The Brazilian Customer Protection Code does not call for unconventional or outlandish.Specifically, labeling must provide the consumer with precise and easily light information about the products quality, mensuration, composition, price, guarantee, shelf life, origin, and risks to the consumers health and preventive (The Department of Commerce, 2009). The only hurdle Four Seasons may encounter relating to labeling is a Lusitanian translation and metric equivalent to the requirements listed above. 6 PROMOTION Direct situation is emerge in Brazil as a very useful method for scope Brazilian consumers citizens receive an average of 9. 3 pieces of direct mail every month and 74% of Brazilians prefer direct mail to create awareness of a new product or service (The Department of Commerce, 2009). Four Seasons is encouraged to use direct mail to target local businesses and community members within its promotional aspect of its marketing campaign.It should oddly use Veja, the most popular magazine in furl with an average of one million copies dispersed a week, and Folha de Sao Paulo, the largest newspaper with an average of 317,000 copies distributed Monday through Friday and 400,00 on Sunday (The Department of Commerce, 2009). Media in Brail is still heavily controlled through the public sector foreign ownership is special to 49% (The Department of Commerce, 2009). This should not affect Four Seasons greatly since the company avoids advertisements in mass media outlets. Also, the majority of Four Seasons target segments does not reside in Brazil. 2 COMPETITIVE ANALYSIS Many transnationals, especially Four Seasons traditional competitors, have yet to enter the Brazilian market or only have a low-spirited presence in Rio de Janeiro.Additionally, there are only a small number of sumptuosity local brands in Rio de Janeiro that are capable of competing with Four Seasons. In many regards, Brazil remains a relatively untapped market, t hough a number of international brands have recently begun eyeing the market, including Hilton. With the increase opportunity in Brazil, now more than ever may be a great time to enter the youngish market, armed with the experience learned through other brands ventures. 1 MAJOR COMPETITORS 1 PESTANA HOTELS AND RESORTS (PORTUGAL) Pestana is Portugals largest tourism and leisure group, operating 41 hotels across 3 continents in countries with former compound ties to Portugal (Pestana, n. d. ).Pestana entered Brazil via Rio de Janeiro in 1999 with a local partner, Renato Albuquerque Group (Grupo da Madeira investe US$25 milhoes no Brasil, 1999). quite than building a new establishment, the company acquired the Carlton Rio Atlantica hotel, modernized the establishment, and added a new business center to deplume business travelers (Grupo Pestana lanca cartao no Rio, 2001). Since 1999, Pestana has been heavily investing in Brazil and considers Rio de Janeiro a focal point for the compa ny (Grupo Pestana lanca cartao no Rio, 2001). By 2001, Brazil accounted for 20% of Pestanas hotel business (Grupo Pestana reforca atuacao no Pais, 2001). By 2004, the company had opened 6 hotels across Brazil with the stated goal of opening 10 more hotels within the next 10 years.The companys significant investment in the market $ cx million by 2004 has brought increased genuineness and credibility to the Brazilian market as an opportunity for sumptuosity and business travel, according to Francisco Rabelo, financing director for Bank of northeasterly Brazil. This significant growth has been fueled by the companys success in the country the company has achieved an average annual return of 31% on its investments and the country is already its best performing dominion in Pestanas portfolio. The Director of the finance and Investment Promotion Department of Brazils tourism Ministry said the group was one of the largest hotel groups in Brazil by 2005 the company was expected to have 400,000 room-nights in the country, more than any other hotel chain (Renata, 2006).One of Pestanas most palpable assets is its intimate sagaciousness of Lusitanian culture, being a Lusitanian company. Brazils cultural and colonial ties to Portugal make the Brazilian market a particularly attractive market for Pestana, and as the companys exceptional returns have demonstrate, Pestana is taking full advantage of its country-of-origin effects. With the companys high knowledge of local culture and Brazils cultural similarity to Portugal, the company is able to keep the services within Brazil appear as very situate without adapting its standardized services much. This is a trend Pestana has demonstrated in the past, as it only enters markets with cultural ties to its home market (Pestana, n. d. ).In this sense, Pestana can maintain a relatively standardized offering while appearing to be adapting to the local context. This intimate knowledge of Brazilian culture will be rewarding, as other transnationals dont have access to or credibility with local culture. another(prenominal) ridiculous advantage that Pestana has is its ability to build pousadas within Brazil. Pousadas are dress shop, lavishness hotels that encapsulate Portuguese culture. Until 2003, the Portuguese government was responsible for developing and managing the hotels. Pestana bought the sole rights to building pousadas from the Portuguese government in 2003, though the government maintains highly involved in overseeing each new pousada to ensure it meets minimal standards (Pousadas de Portugal, n. d. ).Pestana has expressed interest in manner of speaking these unique products to Brazil and completed the construction of one in 1999. The company plans on expanding its offerings in the coming years in tandem with its commitment to building 10 hotels in the coming 10 years (Renata, 2006). These hotels autoloading(prenominal)ally connect with locals and foreigners abroad who want an authentic e xperience in Brazil. No other hotel chain can emulate these boutique hotels even localizing a hotel as much as possible wint replicate a pousada as it wont have the unique stamp by the Portuguese government. more(prenominal)over, pousadas are often located in historical buildings, making them even more of an attractive destination (Pousadas de Portugal, n. d. ).Pousadas have the possibility of attracting travelers interested in an authentic experience without the risk of traveling to an unknown hotel. Travelers can experience howling(a) accommodations and proven service in the local context of pure and authentic Portuguese culture, service and food. In fact, Brazils attend of Tourism has said that pousads will attract a higher class of tourists who are willing to pay additional money for the unique experience (Renata, 2006). another(prenominal) effectualness Pestana has demonstrated is its ability to connect with locals and operate efficiently within the local political and e conomic environment. Across Brazil, Pestana has demonstrated a tendency to enter cities by acquiring local hotels, as it did in Rio de Janeiro and Natal.This ensures that the hotels Pestana operates have a distinctly local wizardry and enable the company to penetrate the market quicker, avoiding lengthy construction times. The company also enters local markets with local partners, though it uses different partners in different cities. This willingness to character ownership gives the company powerful local associate and gives the company legitimacy among locals. These are important stances, as many other multinationals are less successful at navigating Brazils complicated and corrupt government. Moreover, entering a market with a local partner shifts risk and offers the company valuable local knowledge.A possible flunk the group has is its organizational structure. The group maintains an International Division Organization structure. While Pestana only operates in markets base d on the Portuguese culture, countries with similar histories still vary greatly in terms of market power, government regulation and destination type. By clumping all international destinations under one group, the company may fail to fully take advantage of each market or understand each market. The companys lack of resources committed solely to Brazil may enable competitors to build a structure that is more tractile and responsive to trends and changes within the Brazilian market.Further, as the company begins expanding outside Brazil into other South American countries, the company may continue to dilute its attention to Brazil, thereby commentary many of its potential susceptibilitys as much less poignant. A final exam flunk of the company is its intense focus on growth. Between its 10 hotels in 10 years policy in Brazil, and its overarching 30 hotels in 30 years policy, Pestana may begin to focus on quantity above quality. While the companys unique products and intimate kn owledge of Portuguese culture may attract highlife travelers at first, maintaining the high quality and service standards demanded by the business traveler and opulence leisure traveler may to be difficult amidst such an emphasis on growth.Finally, as the number of hotels owned by Pestana surges, the company may saturate the market and devalue the novelty of its brand. The hotels may become less alluring and less of a destination as they become present and commonplace. 2 STARWOOD HOTELS & RESORTS (UNITED STATES) AND GOLDEN TULIP HOSPITALITY (SWITZERLAND) whizwood is one of the worlds largest and most geographically diverse hotel and leisure companies. The company is mainly a hotel management corporation, responsible for highlife brands The Luxury Collection, Regis, W and Le Meridien and other midrange brands Westin, Sheraton and Element ( superstarwood Hotels & Resorts). Until recently, the companys sole exposure to Rio de Janeiro was its three Sheraton hotels, two of which l acked a spa.While the hotels have meeting faculties, the hotels dont appear in trade magazines as specifically targeting the business community. As such, these three hotels are not considered to be in direct competition to the Four Seasons because they do not focus on any of our target markets. On June 12, 2009, asteriskwood acquired luxurious Tulip Hospitality, a global hospitality company with a strong focus on the corporate traveler. Tulip manages three hotel chains, including the upscale Golden Tulip, which focuses on business travelers, and the luxurious lofty Tulip, which focuses on leisure travelers (Golden Tulip Hospitality). Tulip has one property in Rio de Janeiro, the Golden Tulip Ipanema Plaza.The property has a spa and complete business center. The hotels focus on corporate travel finally endorses Starwood as a viable competitor in the Rio de Janeiro market. Tulip is a unique hotel insomuch as it relies on international standards of service, yet has been relatively successful at integrating local flavors into its brand. The company advertises its local touches through its advertising campaign, International standards, local flavors. Tulips worldwide presence also lends it strong appeal and espousal worldwide, especially among the luxury and business traveler. This is, in part, due to its global standards of service that international travelers have come to know and rely on.Tulips ability to incorporate local culture into a standardized brand is a powerful competitive advantage. Maintaining standard levels of service is important to the international traveler, as it assures him/her what to expect when traveling and builds brand equity. However, by maintaining these standards and adding local culture into each property, Tulip finds a pose ground between standardization and adaptation. This is a strategy that enables the company to remain flexible to local demands and local clients, but also cater to international travelers. One strength of th e Starwoods acquisition of Tulip is Tulips acceptance among the international elect.Until the acquisition, Starwoods two luxury brands St. Regis and the Luxury Collection did not have properties in Brazil. This acquisition gives Starwood immediate brainstorm into Rio with a familiar and proven portfolio of properties. With Starwoods and Tulips combined international experience, the group can effectively begin targeting the elect(ip) traveler more vigorously. Co-branding opportunities and brand indication opportunities also exist, as both hotel companies have more luxurious brands they could deploy in Rio de Janeiro if the Golden Tulip proves successful. Moreover, Starwoods large reserve of loyal guests gives the combined company an automatic target market from which to draw.A final strength of the merger is Starwoods and Tulips global footprint and established luxury brands lend it credence among the international elite. The companys brand equity is an important strategic asse t that can be used to connect with world travelers and attract them to their properties in Brazil. Starwoods skill at managing a portfolio of multiple brands is important, as Tulip becomes another brand that Starwood can leverage, advertise and use to attract travelers. One potential failing of the merger is the possibility that incongruous corporate cultures may obturate the companies ability to synergize strengths and build a comprehensive network.As with any merger, it takes time to fully integrate a new company into an existing company, and Starwood must be able to keep Tulips corporate culture in tact if it hopes to reap the benefits of the companys strengths. If Starwood tries to change or adapt Tulip too much, it will lose Tulips connections with the business traveler and the companys unique ability to combine international standards with local adaptation. Starwood must focus on maintaining Tulips brand identity and equity, while simultaneously confluence the company into its portfolio to fully realize a competitive advantage. Another possible impuissance is Starwoods express mail exposure to the Brazilian market, especially Rio de Janeiros luxury market.While Tulip has been in Brazil for some time, and both companies have experience in the luxury segment, Starwood is less familiar with the luxury hotel segment in Brazil than some of its existing competitors. This lack of experience could prove to be harmful if Starwood is not careful in executing operations, especially since the Brazilian market has proven to be difficult for international brands to tap. Starwood and Tulip both lack a positive country-of-origin effect, as the Brazilian market has proven to be fiercely loyal to local and Portuguese brands. Assuming that the namesake of its hotels will make the company successful could prove to be an unsuccessful route for the company to head. MARRIOTT international (UNITED STATES) Marriott is one of the worlds largest lodging companies with over 3, 000 hotels spread across 67 countries. Marriott primarily franchises under an array of brands, including the luxurious J. W. Marriott and Ritz Carlton and other full-service and other mid-tier hotels (Marriott). Marriott entered Rio de Janeiro in 2001, think its efforts on attracting luxury business travelers to answer to the countrys bourgeoning market (Hotels learn into Brazil). The opening of the J. W. Marriott in 2001 tag the citys first new five-star resort in over 12 years (A new Rio de Janeiro Marriott Hotel, 2001). The J. W.Marriott is one of Brazils two multinational hotels on Travel + blanks Worlds lift out Hotels 2010 list, a comprehensive listing on the worlds 500 best hotels (T+L 500 Worlds Best Hotels 2010, n. d. ). The hotel offers a full-service spa, executive floor, complete business facilities and cattle farm halls and on-site restaurants. Before opening the hotel, Marriott sell off its involvement in the hotel with the help of a local consulting firm. Howe ver, the acquisition of land along with the initial costs and goal were all sponsored by Marriott without the specific help of locals. Marriott retained control over management of the hotel (Rede Marriott e Odebrecht colocam hotel carioca a venda).Marriott is the largest and most recognized multinational brand currently in Brazil. The J. W. Marriott brand, in particular, has resonance with our target markets, especially luxury travelers, as demonstrated by its placement on the Travel + blank rankings. This is a powerful asset, as the cabal of brand equity, name recognition and recognized quality may connect with luxury world travelers. Moreover, the companys worldwide presence and name recognition may also resonate with business travelers who are already familiar with the brand and trust the hotel to be a quality establishment. A major weakness the hotel faces also stems from its name. standardised other multinational chains discussed, Brazilians prefer local hotels.The negative country-of-origin effects have hurt Marriott, as US flags are not necessarily familiar locally since Brazilians exposure to these brands is significantly more limited and Brazilians tend to be attracted to local brands. This is a weakness the company faces when targeting local visitors and businesses, another target market that the Four Seasons is hoping to target. Another weakness Marriott faces is its lack of local partnerships. When entering the market, Marriott did not search for a partner. This is in stark contrast to other successful chains, especially since Marriott lacks experience in the Brazilian market overall. According to the CEO In order to move forward, we will need to find common ground with the Brazilian business model and probably take some equity positions in some of the developments to gain market knowledge and brand acknowledgement.A second option is to enter with our existing relationships through local partners to implement our manage-franchise business model (ONeill & Chao, 2008). Coming from a country with significantly different normative business practices and limited exposure to Brazilian culture despite its significant international presence has proven a difficult obstacle for Marriott. This is an important weakness to consider for all multinational companies, especially those unfamiliar with the Brazilian marketplace. A final weakness Marriott faces is its pricing structure, which is higher than many of its competitors. While the hotel has higher rankings than other multinationals, if the benefits of the brand are not properly communicated, the hotel may seem overpriced.Moreover, if the hotel does not distinguish itself as luxurious, the company may face problems persuading international travelers to choose an American hotel chain over a more localized chain. 4 COPACABANA palace BY ORIENT-EXPRESS HOTELS (BERMUDA) The Copacabana Palace is a historic, luxury hotel built in 1923. It is considered by many around the world as the place to stay in Rio (Doyle, 2009). The Copacabana Palace is one of three hotels on Travel + Leisures Worlds Best Hotels 2010 list located in Brazil (T+L 500 Worlds Best Hotels 2010, n. d. ). Additionally, the hotel is a member of the 5 Star Alliance, an online travel agency that partners with the worlds most luxurious hotels.Owned by the Guinle family of Rio de Janiero until 1989, the hotel is now owned by Orient-Express (Five Star Alliance, n. d. ). Orient-Express purchases individual luxury hotels across the globe. The company does not advertise itself as a chain, rather positioning each property individually. Properties are managed locally every hotelhas its own name and personality (Orient-Express, n. d. ). Following its purchase, Orient-Express renovated the hotel, render the fifth floor as an executive business center to focus on business travelers. The hotel includes meeting facilities and banquet facilities, all aimed at business travelers needs (Five Star Alliance, n. d. ).The hotel also focuses significantly on elite travelers, as its reputation for service and quality attract politicians, royalty and actors. The hotel has a complete spa and two restaurants, neither of which serves Brazilian cuisine (Five Star Alliance, n. d. ). An important advantage the Copacabana Palace has is its legacy and long-term association with Brazil. From its beginnings, the company has been intertwined into local culture. The owners were local and today, Orient-Express continues to manage the hotel as an independent property. Many view the hotel as the nations superior local option, and foreigners who want an authentic experience may opt to stay at the Copacabana Palace over other multinational chains.The hotels brand equity is particularly strong, as it is a clear favorite(a) among elite travelers. The companys increased focus on business travelers further expands the hotels brand equity and product scope. Another strength the Copacabana Palace is its long history i n Rio de Janeiro. The companys experiences in Rio de Janeiro give it a level of knowledge foreign multinationals cant match. Moreover, the companys success in Rio de Janeiro reflects its ability to work within the countrys legal and political structure. As investment increases in Rio de Janeiro and new multinational chains enter the market, Copacabanas deep understanding of local cultures and the regulatory environment will be exponentially more valuable.While the company is known to Brazilians and the well-traveled elite, a lack of a true multinational brand name may stymie some elite travelers. Not only does the company lack a network of brand loyal patrons, the lack of an internationally recognized brand name may make some travelers hesitant. Additionally, the hotels high price may make other, more familiar options more appealing to travelers, who are sure of the level of quality to expect. 5 FASANO HOTELS (BRAZIL) Fasano is one of the few remaining local competitors yet to be ac quired. The company was established in 1982 as a maiden restaurant the company remains recognized for its culinary achievements.The restaurant pioneered the gastronomic front man in Brazil and continues to uphold its elegant blend of contemporary and traditional Brazilian cuisine. In 2003, Fasano opened its first hotel in Sao Paulo. In the same year, Fasano became a member of the Leading Small Hotels of the World (Five-Star Alliance) and was ranked as one of the worlds 50 best hotels in Travel + Leisure (Fasano, 2010). Fasano opened a hotel in Rio de Janeiro in 2007 amid great hype and reviews, eclipsing the legendary Copacabana Palace as the top play den for Brazils plenteous and famous (Beehner). From its foundation to the finishing touches, Fasano is a local competitor. This is a significant strength the hotel has, as its numerous restaurants all share the spirit of Fasanos famed culinary expertness.The hotel is designed in Bossa Nova-chic style and Brazilian touches complime nt every aspect of the hotel. More than any competitor, Fasano remains a localized and focused hotelier, and has limited experience outside the growing Brazilian market. Fasano is a travelers only real option, when he/she wants to stay at a local, luxury resort. Every other luxury boutique hotel has been acquired or is at a different tier of service than Four Seasons. Another strength Fasano has is its long-term, strategic partnership with real-estate developer JHSF. This has assumption Fasano access to the Brazilian market and enabled the company to take less risky positions in its hotels as JHSF has a 50. 1% stake in the hotel.This also frees up capital for other ventures, as the company is currently building additional properties in Brazil and Uruguay. A possible weakness of Fasano is its lack of experience managing hotels and meeting the expectations of guests, especially foreigners. As Brazils most expensive hotel, the elite guests who frequent Fasano have fabulously high exp ectations. While multinationals have experiences with such clientele, Fasano does not have the same expertise in dealing with this segment and may be overextending its existing resources in an set about to compete with world-class contenders. Indeed, excitement over the hotel has faded since its opening in 2007 and the company continues to charge a significant premium over every other Brazilian hotel.Another weakness is the companys