Issues in Global Business and Strategic Concepts Case Study Analysis of Hewlett-Packard (HP)
Executive Summary
In the contemporary business environment no organization is left untouched by the impact of globalization. Globalization is both a blessing and curse for organizations. It is mainly because with globalization companies are offered a number of scopes to expand and gain long term sustainability. But at the same time it raises a number of global issues that act as hindrance and thus adoption of successful strategies to overcome the same are highly critical. In this paper the case of Hewlett-Packard (referred to as HP from now on in this paper) is discussed in details with regards to global issues faced by the company, solutions crafted by them to overcome such issues, evaluation of solutions and finally proposing suggestions based on analysis. Based on analysis it was discovered that the major issues confronted by HP are four-fold. They are namely, ineffective strategic expansion through inorganic measures, cultural diversities, inabilities to cope up with changing nature of global business and lack of innovation and entrepreneurship skills. In order to combat these issues, HP has resorted to a number of strategies. Some of these strategies were successful like management of cultural diversities whereas others failed to achieve desired objectives. Upon in-depth analysis it was also revealed that mostly it is internal inabilities of HP that prohibits the company from overcoming global issues. The study finally proposes that HP needs to pursue turnaround strategy along with adoption of practices like lean management, transparent communication systems, whistle blowing and investments in research and development to support innovation for sustaineddevelopment in long run.
Introduction Hewlett-Packard, one of the prominent global IT giant has its roots in a rented car garage in Palo Alto by two Stanford classmates, Bill Hewlett and Dave Packard. Initially, with the impending resources constraints, the firm instigated with audio oscillators required in sound engineering but gradually over the years, through innovation and leadership, it developed a product portfolio encompassing hardware, software and allied services to an expansive clientele of both large and small and medium sized enterprises from public and private sectors across the globe (HP 2015) . From its inception in 1939, the company has evolved across seven business vertices: “Personal Systems, Printing, Enterprise Group, Enterprise Services, Software, HP Financial Services and Corporate Investments” and ranks 35 th in the latest list of most valuable brands of the world by the Forbes Magazine (Forbes 2015) . The firm is currently being spearheaded by Ms. Margaret Whitman as the CEO (Forbes 2015) . However, HP has its share of hardships and challenges as well especially emerging from the globalized economic business landscape where markets are approaching saturation, competition is getting intensified and technology is evolving at a rapid pace. Innovation is regarded as the sole saviour (Gault 2010; Atkinson & Ezell 2012) . This report presents that key strategic issues confronted by the IT titan and how the firm has succumbed to its wrong decisions and dubious strategic moves. The report explores each of the issue in-depth while critically analysing the firm’s subsequent strategies based on a thorough secondary investigation based on management theories and business information.
Background to Case Study
5 | Page As per the reports of Gartner (2015) , HP was the global number one firm in personal computer manufacturing from 2007 to the second quarter of 2013. It was then, Lenovo surpassed it. This is just the tip of the ice berg. The problems at HP are much graver. Strategic management has emerged as one of the most critical functions of contemporary organisations. Top level managers make strategies to tackle issues and complexities imposed by the excessively dynamic and complex businesses environment (SRINIVASAN 2014; Hitt et al. 2012; Orcullo 2008) . The decisions firms make for business have repercussions for years (Hitt et al. 2012) . HP is no exception to this. Firstly, it acquired Compaq Computer in 2001 in anticipation of leveraging the PC market globally and outshining the Asian counterparts. Strangely, the decision makers ignored the by now matured PC market and absence of internal innovation system at Compaq. Further, in 2010, HP again acquired financial crisis stricken Palm as a gateway to the emergent mobile devices market. This served no purpose as HP was a follower of Apple and Palm brought its own plethora of issues. Similar blunder was acquisition of software company Autonomy. HP wanted to ride on external sources of innovation and ignored the importance of internal innovation practices (Mourdoukoutas 2011) . Other strategic issues were that CEOs were getting changed quite often (four CEOs in seven years); HP’s tablet PC was a total flop and uncertainty about the key business segment: personal computers. There was a lot of internal unrest, feuds and scams etc. that made HP miss out on business opportunities. This led to the trajectory of declining revenues and bereaved market share (Bandler 2012) . These issues clubbed with extravagant acquisitions led to a massive downsizing initiative. This was also attributed to unnecessary focus on cost-cutting rather than innovation (Kalb 2012) . The case report explores these issues in light of the strategic management literature to bring out the impact of the strategic decisions that led to the misery of this renownedIT firm and also
6 | Page focusing on remedial measures through which HP can regain its glory through innovation for which it is was always known.
Methodology of Analysis The case is analysed on the basis of the data and information acquired from the secondary sources like published journal, article, books, literature review, articles published in magazines and newspapers. Only popular and authentic sources of information have been referred and duly acknowledged in the paper. Blogs and unworthy websites, books, journals have been ignored. Facts and figures are reported only based on company’s website, newspapers, business consultancies and government’s official websites. The analysis of the issues have been done through the case study mechanism where each issue is explained, linked with relevant theories and literature and then a solution is proposed based on the inferences.
Issues and Problems Out of a number of issues faced by organizations like HP while undertaking business in a global platform some of the most critical ones are identified and discussed in this section. These issues primarily relate to four major areas strategic expansion through acquisition, cultural diversities, changing nature of global business management and innovation and entrepreneurship.
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Global Issues Affecting HP
Management of Cultural Diversity in Workforce
Frequently Changing CEO’s and Focus on Cost reduction against Innovation
Mass- Customization due to dynamic customer tastes and preferences
Ineffective Strategic Alliances and Acquisitions
Figure 1 Global Issues Affecting HP Source: Author
Strategic expansions are a road to market development and product development which helps companies to diversify their risks by thus gain long term sustainability. HP too in lieu of diversifications and expansions underwent a number of strategic alliances. But these alliances and acquisitions in many circumstances left the company in utter dismay (Bandler & Burke 2012) . A number of acquisitions by HP namely of companies like Autonomy, EDS, Palm, and Compaq resulted in huge losses for the company within a short span of time. The consequences were downfall of company’s market value. Though HP paid out 25 billion USD for acquiring Compaq but had to write it off in only 1.2 billion USD (Nuttall 2012) . Similarly, in 2012, in spite of the fact that HP paid 14 billion USD for acquiring EDS in 2008 but it was written off for only 8 billion USD (Nuttall 2012) . These two instances depict inability of HP to take right decisions to support strategic expansions through strategic alliances.
The second issue that was faced by HP in global arena was managing with dynamic consumer tastes and preferences. For companies in order to excel in global markets standardization is generally considered to be a preferable option (Powers & Loyka 2007) . But as HP planned to cater international markets, it was challenged with the problem of customized consumer requirements. The consumers not only sought for quality products but they also wanted tailor- made products that too with faster deliveries (Feitzinger & Lee, 1997 ; Huang et al, 2015) . Tailoring of products for consumers which are spread across the world at cost effective prices was highly challenging for HP. These changing customer requirements affected all business lines of HP ranging from computers to printers to medical related products. Thirdly, while operating successfully in international markets, HP has been also exposed to issues related to cultural diversities and business ethics. During its initial period, HP was facing problems related to understanding and managing diversities among employees culture that was prevalent within the company. It was mainly because people from differing cultures, origin and expertise from across the world were working for HP (Kamal & Ferdousi 2009) . Presently the organization employs more than 3 lakh people across the world and thus management of diversity is highly critical.
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Figure 2 Number of employees in HP between year 2001 to 2014
Source: (Statista 2015)
Another major issue faced by HP is related to entrepreneurship and innovation. Being in an industry that is exposed to dynamic business environment and is completely driven by technology, innovation is the key to its success (Brem & Voigt 2009) . But in many instances, it has been observed that the policies of HP were more driven by cost minimization rather than focusing on innovation (Kalb 2012) . As a result of which HP’s investment in research and development was reduced to a large extent. The major reasons put forward for the same was enhancement of organizational efficiency through massive cost reductions. Even Chief Executive Officers (CEOs) in HP have been changed very frequently which has affected its operations in global markets to a greater degree (Thibodeau 2012) . It is due to this a number of investors have switched over dumping HP’s share resulting a loss of approximately 60 billion USD in two years between 2010 to 2012 (Hartung 2012) .
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Solution To recover from problems identified above that have affected HP vehemently since a long time, the company has undertaken a number of steps to overcome the same. It is due to these measures that HP has been yet able to manage its position within top 10 among Fortune 500 companies (Bandler & Burke 2012) . For overcoming issues related to mass-customization through minimized costs, HP set up manufacturing and designing units in economies where cost of production is low primarily due to abundance availability of resources at lower costs (Porter 2008) . These countries were mainly those who belonged to Pacific Rim along with Indian subcontinent (Pearson Higher Education n.d.) . This helped the company to produce customized computers and servers at lower prices by capitalizing on costs related to human resources, taxes and impediment in shipping. Further such set ups helped HP to enhance efficiency in form of augmented production along with innovative designs, quality development and effective distribution mechanisms. Such activities helped HP in overcoming wastefulness that was acting as a hindrance in organization’s global operations ultimately resulting in enhancement of competitive edge (Porter 2008) . Management of diversity in HP has always been a major concern. With changing times and dynamics of diversities in workforce, HP has also been responsive towards them (refer annexure 1) and designed new strategies to cater diversities as depicted in figure below.
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Figure 3 HP Way of Diversity Management Source: (Kamal & Ferdousi 2009)
In order to support a strong work culture in HP that is free from all diversities related issues the company designed ‘open corporate policy’, ‘management by objectives’ and ‘management by walking around’ (Menke et al. 2006) . These policies were also adopted by the organization to support development of a culture that would in turn support innovation. Though HP has been suffering from a number of issues but under the leadership of its new CEO, Meg Whitman, the company has been able to stabilize its activities (Merchant 2012) . The company has enhanced efficiency and has been able to minimize costs also. Further under new leadership the organization has adopted ‘Turnaround’ strategy that will fetch HP with long term profitability and sustainability (Merchant 2012) . It is this innovation that motivated company to depart from its core business and venture into markets related to cloud, solutions and software were expected to fetch the company with higher profitability through increased margins (Dediu 2013) . Innovation has always been the driving factor for HP which is the reason behind emergence of Silicon Valley but then the same needs to be revived. Thus under the new strategic
12 | Page orientation, HP would focus on HP Multi Jet Fusion Technology and Sprout that will aid the company to rejuvenate its existence and thus gain long term sustainability (Moorhead 2014) . The benefits from these innovative technological solutions are yet to be realized (Moorhead 2014) . Irrespective of this fact, these innovative approaches are expected to revive HP’s declining position.
Evaluation The present position of HP can be evaluated using the (Boston Consulting Group) BCG Model. The model is a matrix of 2×2 which depicts the position of a firm / product / service in terms of market share and market growth as depicted in diagram below.
In current situation HP which is predominantly operating in markets of personal computers is considered to be a market experiencing lower growth. In order to compete in the same, HP resorts to lower profit margins for sustaining competitive pressures (Kalb 2012) . Based on such facts it can be stated that presently HP is operating in the Dog category. This indicates presence of very minimum scope for the company in future if continued to do business in the same
13 | Page segment. The company is having a tough time in surviving with such a product portfolio. Further when the main priority of HP should be adoption of retrenchment strategy, HP on the contrary has been resorting to growth and diversification strategies. It is evident from the number of strategic acquisition that has been executed by HP. Retrenchment strategies provides an organization with opportunities to condense organizational operations and thus concentrate on selected few that will support company with long run financial stability and sustainability (Schermerhorn 2010) . In addition to the above without innovative approaches, it is almost impossible for HP to revive its position in such industry. The organizational system of the company is very intricate making it difficult for CEOs to understand the same (Enderle 2011) . Before they are in a position to understand and act, a new CEO emerges which has adversely affected HP’s growth and culture. Thus the major issue that is affecting HP is lack of effective leadership. None of the entrepreneurs so far who have been leading the organization have been able to prove their entrepreneurial skills as classified by the entrepreneurship model depicted below.
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1.1 AC 1.1 Explain the importance of strategic human resource management in organizations Strategic human resource management is related to the development of human resources strategies in synchronization with the mission, vision and objectives of an organization in a way such that the organization’s goals are accomplished. An organization should have the ability to frame such human resource strategies which will enhance the overall productivity of the organization (Durai 2010) . The strategic human resource management in Tesco has been like the backbone of the company in achieving success at the time of diversification into different sectors for business activities. The organization through its strategic HRM has been able to develop its business embedded with technical expertise, integrity and customer oriented globally (MacLachlan 2009) . For developing a vibrant strategic linkage of human resource with its corporate strategy the company had designed a transformational coaching programme for the growth and capability development of its mangers followed by an effective feedback procedure. The programme aimed at communicating business priorities of the organization to its personnel and building effective leaders as its competitive advantage (Churchard 2010) . In order to augment the customer value the organization invests highly on recruitment, employee’s training and infrastructures (TESCO 2012) . Tesco maintains a healthy relation with its union partner and believes in employee’s participative decision making process for the accomplishment of organizational goals (Wilton 2010) . With a change in organizational culture Dell has been able to build a strong position in the market. The company shifted its focus from just attaining growth to talent management, leadership building and framed global vision (Scott 2006) . Dell strives for building a competitive strategy for becoming a low cost player in the market. To have an alignment with
its business strategy the company renders its human resource services with the help of technology that is through web. Through the company’s intranet its HR team have been able to carry out various HR activities with the help of a variety of web applications such as hiring applications or tools, management reports, automatic employee reference system, updating of employee’s information to cite a few. This has helped the organization to increase the performance of its employees in many ways such as development in productivity, self-service, outsourcing as well as self-service. Along with these the company has been also able to reduce its cost of carrying out human resource operations as less manpower is required in performing automated activities and it is less time consuming as well (Gary & Varkkey 2010) .
1.2 AC 1.2 Assess the purpose of strategic human resource management activities in an organization (Siemens case study) The key purpose of developing a strategic human resource management is to have an alignment between the human resource strategies and organization’s business strategies. Such integration will help an organization in attaining sustainable competitive advantage. Integration in human resource signifies an alignment between the human resource policies and the policies of other business operations in an organization such as finance, informational technology, marketing, production to cite a few (Vedd 2003) . However, the purpose of designing a strategic human resource management is not only having an integration between HR and corporate strategy rather the aim is also to have an integration between decisions regarding the organization’s personnel with the expected output of the organization. An organization need to align human resource management with the corporate planning system, focus on the human resource activities that will help in the accomplishment of organizational goals and should undertake actions that will help in building strong personnel-management relationships (Dhar 2008) .
The main purpose of Siemens behind designing a strategic human resource management is to meet global challenges. Siemens operates in highly competitive technological market which is continuously developing which makes it imperative for the organization to have an effective HR strategy so as to develop and grow its personnel on continuous basis through frequent trainings. Various trainings imparted by the organization are like class room training, apprenticeship training to cite a few. The organization also organizes management development and education program so as to keep its employees up to date regarding the changing market trends and requirements. Siemens encourages global team work as part of its human resource strategy. The employees in the organization are expected to understand work and perform across every departments, disciplines and regions. The main purpose of Siemens behind such strategy is to enable its employees to handle multiple responsibilities in the global market and infuse a feeling of oneness and a vital part of corporate among its employees. In order to compete in the global market Siemens also redesigned its performance management system which constitutes of assessing its employee’s performance on regular basis followed by an effective feedback system. This will help its employees to augment their competencies and potentiality. The management will also be in a position to identify the existing competency gap and the remedial measures that needed to be taken to bridge such gap. The organization believes that in order to attain long term growth and increase shareholder value it is inevitable to build a motivated and satisfied human resource pool. Therefore Siemens provides career development and growth opportunities, fair compensation benefits, cordial work culture to cite a few to its employees by developing a strategic human resource policies and practices. This will in turn help the organization to prosper in the market. To gain success in the global market it is vital for an organization to have an effective cultural diversity management system. Therefore Siemens promotes a culture of transparency, openness and fairness in its organization to deal with the culturally diversified workforce in its system (Bhatia 2005) .
1.3 AC 1.3 Evaluate the contribution of strategic human resource management to the achievement of an organization’s objectives (Siemens case study) Siemens has repositioned as well as redesigned its organizational and human resource strategy which contributed significantly in meeting the business objectives. Siemens has divided its business strategy into organizational strategy and human resource strategy in which human resource strategy has been framed in alignment with the organizational strategy. While the business strategy of the organization was framed to augment the organization’s capabilities, the human resource strategy was framed in a way to guide the actions of the organization’s personnel and maximize the human potentialities so as to achieve competitive advantage. For an effective execution of human strategy the company has divided human resource activities into design and consulting services, service centres and strategy. The service centre of human resource is concerned with carrying out daily human resource functions effectively. The strategy and design division of human resource is responsible for conducting an external environmental analysis. Based on such analysis the group is expected to carry out the human resource activities such as recruitment, communications, and appraisal to cite a few in a way so as to have a considerable contribution on the organizational success. The consulting service group provides guidance to the organization in respect to the formation and implementation of organizational strategies (Chanda 2007) . The human resource strategy of Siemens consists of imparting frequent training and education to its personnel which is based as per the business requirements of the company for building and developing competencies of its employees globally. This strategy acts as a pillar of global success for the company (Siemens 2015a) . To have a strategic recruitment process
8 Siemens PLM software has strategic affiliation with various organizations to build up the future engineers, technologists and leaders. By this way Siemens will be able to recruit highly skilled and qualified personnel in future which will in turn enhance the quality of business of the organization hence leading to success (Siemens 2015c) . Siemens had realized that recruiting right candidate, imparting training and retaining talent is imperative to achieve success. Siemens therefore to have a valuable top-notch recruitment, compensation, employee development, performance evaluation and retention process to cite a few globally collaborated with the success factors solution. With these the organization has been able to standardize and integrate its human resource process. Collaboration with success factors solutions has enabled the organization to have global insight for growth and human resource planning. Through these cross border managers are being able to exchange information globally and take quality business decisions (Siemens 2015b) .
1.4 AC 2.1 Analyse the business factors that underpin human resource planning in an organization (Either dell or tesco) Human resource planning constitutes of application of planning procedure to the human resource requirements of a firm. In order to have an effective human resource planning the plan should be linked with the operational and strategic planning process of a company (Prasad 2012) . The main objective of a human resource planning is to motivate personnel in an organization, enhance customer experience quality and focuses on enhancing creativity, commitment and development in an organization. Human resource planning enables an organization in determining the future demand for labor as well so as to meet the projected needs of an organization (Deb 2006) . Various factors related to the external environment of an organization may influence the objectives of an organization and the human resource requirements to meet the organization’s
9 objectives. Some of the factors related to the business of an organization which acts as influencing factors are like governmental control, economic circumstance of a place, and prevailing competition in the market and changes in the labor force. Governmental control includes rules and regulation framed by the state or local government. Economic condition of a place implies the recession, inflationary condition, level of employment to cite a few of a place. The prevailing competition refers to the major players or the number of exits and entry of players in the market and business that strives for absorbing the same workforce whereas changes in the labor force implies the composition of labor or supply and demand of labor in a particular market (Byars & Rue 2008) . One of the major objectives of human resource planning at Dell is to assist the organization in the accomplishment of goals and attain competitive advantage thus enabling the organization to beat various external and internal business factors. The organizational human resource planning (OHRP) process has been the key factor behind the success of Dell. The organizational human resource planning process enables Dell to forecast the demand for labour well in advance so as to augment the growth of the organization. The human resource planning process of Dell engages in identifying the vacancies for key jobs in the organization well in advance. Along with these the process also involves competency mapping which is done by measuring the performance and quality of the organization’s high performers. This enables an organization in deciding what kind of skill sets can be expected from the new recruits. The organization implements flexible deployment of its human resource personnel for an effective operation of OHRP process. During the lean time of recruitment and peak time of sales the recruitment team is deployed in the sales and customer service team to contribute in the sales of the organization (Rao 2010 ; Holzner 2006) .
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The Modern Age is the age of Science. Now-a-days we cannot take a single step forward without taking the help of Science. Science has made us what we are today. The Wonderful Inventions of Modern Science are so numerous that all of them cannot be mentioned within the short space of an Essay. Ancient timings man was used to travel by bullock cart but now-a-days man can travel from one place to another place world-wide within a few hours time by Aeroplanes. Science has Invented many wonderful machines which made our daily life very easy and smooth. Like Machine learning, Artificial Intelligence which can make traffice signals without the help of man. Many Developed Countries like Europe, India can manage their traffic signals by Artificial Intelligence.
Heavy Duty Cranes can lift heavy weights, Tractors can plough fields. Machines can cook our food and serve it for us. Electricity is another wonderful inventions of Modern science. Electricity made night to day itself. Science has made us wonderful inventions in case of medicines also. Vaccines check the spread of infections as cholera, smallpox, etc. penicillin and streptomycin have proved to be a boon for humanity. Through the x-ray and cat scanners we can see the inner parts of the human body. COVID-19 Pandemic also controlled by Science by inventing injections although it is on trial basis but yes, many human life save out of danger by wonderful inventions of life saving drugs.
Computer is another recent wonderful Inventions of Modern science. Computer is a machine which processes information and preserves memory. Computer makes calculation at very fast rate. Computer are being used in every field e.g. medicine, communication, space research, predicting weather, banks, industry, business and scientific research etc.
Still Science will contiue to play a more & more important role in the life of Man & society which cannot be deniel. Science can destroy a modern city in the Twinkle of eye by atomic Energy like Herosima and Nagasaki.
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Introduction This critically analytical paper is in reference to the gap analysis made towards business and corporate level strategies of NutriNut, the selected case study. In this paper the Capability Gap Analysis, Capability Analysis of Key Success Factors, developmental strategies and evaluation of the same by NutriNut are initiated for appropriate business development.
Gap analysis: Capability Gap Analysis Introduction The role of resources and their capabilities at NutriNut, concentrates in terms of creating competitive advantage in the current market of Australia and its plan to be a part of international business community. According to resource-based view (or the RBV), NutriNut is very valuable as it has the R&D accumulated components of Macadamia oil. The components of this oil are Palmitoleic and Oleic Acid that comes in combination with Phytosterols and Linoleic Fatty Acid properties, whereby a unique skin care product gets its shape. This is the ultimate strength of this company and the combination of the same is restricted to its owner, Tracey Newman.
Table 1 Capability gap analysis: NutriNut Functional area Capabilities required
NutriNut capabilities
Competitors’ capabilities
Operations Capability to manufacture in volume Adding continuous
The manufacturing units are limited to Australian market, as of now.
Red Earth Natio: has the reputation of growing faster with appropriate service
Strategic Analysis of NutriNut 4
development to operations Prompt Services
Newman is particular about the operational developments Services are already prompt
responses
Neek Skin Organics: is very popular and a brand representing extensive manufacturing units as per increasing demands
Pricing Following income of the targeted consumers Price ranges should vary as per manufacturing costs
High fixed costs of the Nutri-Nut products Low level differences among the products
MooGoo: Prices vary as per the currency of the respective nation Iluka: Variations in quantity and pricing of the product for different classes of society Mukti Organics: Got fixed price as it concentrates in upper class of the society for maintaining brand image.
Strategic Analysis of NutriNut 5
Source: Adapted from Grant et al. (2014)
Table 2 Capability rating by resource
Source: Adapted from Grant et al. (2014)
Capability narrative Based on the aforementioned status of the capabilities of NutriNut in comparison with its competitors, this report lay focus on five basic capabilities that will assist the company in
Strategic Analysis of NutriNut 6
achieving better position amidst highly competitive market. These capabilities are discussed hereafter. Tangible resources, as in physical capability: In this analytical domain of assessing the capability of NutriNut, it has bene discovered that the company is better than its competitors. Its role is very clear in offering absolute organic product with excellent physical appeal (Teece, 2007; Ichrakie, 2013). Intangible resources, as in branding domain: Here, the position and role of NutriNut appears same as Neek Skin Organics. However, it is important to note here that all the other competitors are performing much better in establishing their brand image in the market. Davila, 2009; Ichrakie, 2013) Processes and systems, as in the selection of decision tools: According to the research initiatives of Teece (2009) and Broadbent & Laughlin (2009) the business proceedings of a company must have firm decisive tools. In this case NutriNBut relies absolutely on the decision of its owner, whereas all the other companies follow the decision of the Board of Directors, who are experts in diversified fields of manufacturing and marketing. Organisational culture, as in the maintenance of workplace attitude: The competitive edge in terms of workplace attitude has been widely discussed by Summers and Smith (2014) who laid emphasis on transparency of communication among every section of the organisation. NutriNut acts with excellence in this domain and this is better than its competitors. Organisational culture, as in the maintenance of ethics & values: in terms of maintenance of ethics and values, Bisbe & Malagueño (2009) and Schiller and Perera (2012) marks that an organisational culture should be well established as per the selected marketing domain. The role of NutriNut in this approach is remains average as it is also ready to take on adaption of different cultures as per the targeted market in international expansion process.
Strategic Analysis of NutriNut 7
Gap analysis: KSF – Capability Analysis Introduction In order to develop organisational status the implementation of key success factors from the external environment and the internal industry conditions must get the necessary competitive capabilities for gaining sustainability and growth (Grant, et al. 2014). According to the interpretations of Wu, et al (2010) for attaining regular growth, an organisation must have adequate amount of understanding about its activities, skills and resources. These are the aspects that must get analysd and reviewed in accordance to the competitive trend of the market. There are some relevant resources and professional skills among the employees of NutriNut that remain liable to get noted when it comes to the analytical platform of understanding the market positioning of NutriNut.
Table 3 KSF Capability: NutriNut Key Success Factors Capabilities Research and Development Unique use of Macadamia Nut Oil Innovation The management in particular ask for new ideas and innovative approaches to extend marketing expansion of the company
Communication Transparency All the employees and staff members are comfortable in getting communication with the owner of the company
Workplace Attitude At NutriNut there is a positive vibe in the
Strategic Analysis of NutriNut 8
workplace and there is no trace of discrimination at any ground
Adaption The company is well prepared to adapt every possible change that the new market demands
Source: Adapted from Grant et al. (2014)
Table 4 Rating KSFs Capabilities: NutriNut
KSF’s 1 2 3 4 5 Capabilities Research and Development Innovation Communication Transparency Workplace Attitude Adaption Technology Price Delivery Services
Source: Adapted from Grant et al. (2014)
Capability/KSF narrative
Research and Development: The R&D of NutriNut is very highly sophisticated. Its optimum
and unique way of extracting the Macadamia Nut Oil is the strongest point of the
organisational business of the company.
Strategic Analysis of NutriNut 9
Innovation: Pollock, et al (2009) considered the essence of innovation as the key to the success of any organisational strategy. In this case, NutriNut is very open to suggestions from the employees and the staff members. It even encourages innovative ideas and changes for organisational development. Communication Transparency:This is sector that is in great demand for international expansion of any firm or organisation (Felice and Petrillo, 2013). For NutriNut the transparency within the organisation is very visible and the same is assured to reach the consumers for building customer loyalty in the market. Workplace Attitude: Positive workplace attitude is the key to organisational growth of NutriNut in Australia. However, the company should also need to accept changes in its workplace attitude as it decides to expand markets in Asian nations (Bentes, et al 2012). It is here that the company must have resistance the risks and demands of the competitive market abroad. Technology: Currently, NutriNut is in demand of highly sophisticated technological backs up for managing the extensive online selling in the European nations. This is a domain that must get well nurtured and monitored with regular upgradation (Sara and Michael, 2007). Price: The current pricing strategy of NutriNut is very fixed. This must be changed to more flexible status as the company decides to cross borders (Kotler, et al., 2013). Delivery Services: Based on the speculations of Poveda-Bautista (2012) on international expansion, it is important that NutriNut organise its delivery proceedings as per the favourable services in every particular country. In case, there is a delay the possibilities of losing the client gets high.
Strategy development Introduction
Strategic Analysis of NutriNut 10
According to the research led by Bogomyagkov and Machulskyi (2012), the corporate-level strategies concentrate in the process of identifying the core competitors of a company, along with the kind of businesses that can create threat for the company. It is also a strategic management level, whereby the headquarter must remain efficient in handling all the other business corporate units of the company. On the other hand, business level strategies is about the adopt of the appropriate strategic structure to meet the competitive demands of the company. This is about the process of making decisions in favour of eeting business oriented competitive edges for a company (Bogomyagkov and Machulskyi, 2012).
Corporate-level strategies In order to meet the current organisational demands, NutriNut must follow Resource-Based View, in combination with agency theory for its global expansion. As marked by Daniel (2015) the implementation of ‘agency theory’ concentrates in ‘value creation’ among the consumers, and targets towards ‘wealth creation’ for the shareholders. An addition of RBV to this theory can add the elements of innovation and uniqueness of the products of NutriNut (see Appendix 1). As noted by Kraaijenbrink, et al (2010) the formulation of RBV can offer room for new ideas in the new markets. This is something that can combine with agency theory and will assist in the growth of NutriNut as shown in Table 5 below: Table 5 Product-market Matrix 1: NutriNut
Strategic Analysis of NutriNut 11
Source: Grant, et al. 2014)
Generic Business-level strategies For NutriNut, it is important to consider the cost leadership strategy and unlimited resources model under Porter’s generic strategies. According to Drnevich and Croson (2013) the generic strategic approach assists the company in pursuing the competitive advantage over the targeted market. Since NutriNut is very fixed with its costing strategy, the generic approach to the same will add consumer-oriented effectiveness to the prices of the products. A detailed assessment of “advantage or necessity” led by unlimited resources model will create demand oriented channel in terms of manufacturing the products for the respective market as noted in Table 6: Table 6 Product-market Matrix2: NutriNut
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Assessment Criteria 1.1 Explain how models of organization culture can be used to achieve organizational objectives. Siemens in order to achieve its strategic and operational objectives of expansion into automation and digitization need to enhance its corporate culture as well along with other business strategies. The company can consider the various dimensions of culture as proposed by Geert Hofstede (Browaeys & Marie-Joelle, n.d.). As per Geert Hofstede there are five cultural dimensions which are: Power distance: the power distance is defined as the extent to which powers are dispersed unequally in the organization. As per these dimension Siemens need to develop a culture of cordial relationship between superiors and subordinates bridging the status gap. Managers should not be viewed as dictator by its subordinates. Individualism vs. collectivism: In case of Individualism culture employees are more self centered and maintains less interpersonal relationship with others in the organization whereas in a collectivism organizational culture group integration is of high importance. Siemens through effective training and development should try to promote group cohesiveness in the organization. Masculinity – Femininity: This dimension is related to the gender discrimination in terms of values. Siemens should maintain a balance in distribution of job roles, responsibilities and remuneration between its both male and female workers. Uncertainty Avoidance: This relates to the tolerant point of a member to face any uncertain circumstances in the organization. Siemens through its tactful operation strategy need to develop a culture of low uncertainty avoidance. Long-Term vs. Short-Term Orientation: A long term orientation values job more than customs and relations whereas organization inhibiting short term orientation values its worker and its belief system. Siemens need to be sensitive towards its organizational as well as employee’s value system.
Assessment Criteria 1.2 explain the difference between organizational and national culture Germans believe in focusing on the task assigned to them. One of the dominant issue and central part of all business interactions is the performance of the task. German culture also defines the type of communication. The relationship level takes up a more subservient role in proficient life. Additionally, there are numerous bylaws, regulations, techniques and methods in the German companies. Written agreements and contracts are preferred by the German business people. Non-compliance to these rules and regulations may invite
3 penalties and rigid consequences. Though this culture foster consistency and mutual obligation yet it leaves no room for suppleness and individual fortitude (Expatica Germany, 2014) . Siemens also follows the same corporate culture of their home country to a great extent.
(Cheng & Seeger, 2011) carried out a study to assess the corporate culture of two different countries and find out whether the incompatible cultures may lead to synergy effect or not. He found out that understanding of cross culture is indispensable for mergers and acquisitions. Siemens is considered as the model of German engineering expertise. It has long-standing custom of worker synchronization and influential employee’s assemblies. Siemens also follows the German pattern of following standard operating procedures and processes. Moreover, Siemens observes a systematic process for decision-making and lay emphasis on detailing and performing task in order assigned.
As per the report of (CGMA, 2014) , Siemens have executed transparency in their meetings by encouraging uncluttered debates on moral issues and the ways to handle them. Such unambiguousness includes the exterior reportage of obedience linked progresses (Passport to trade 2.0, 2014a) stated that the Germans have inclination to be extra casual about time and constantly make certain they can manage time for the purpose of marketing. It also asserted that Germans are culturally aware and they have anticipations that others should understand them as an independent country. They are straightforward in their language and interpersonal communications in the organizations are largely belligerent and emphatic. Hinner (2009) stated in Cheng et al (2011) that Germans think that trivial talks are spoiling time activity as it has nothing to do with the work they are doing. German executives tend to offer their views in more of an argumentative style and open vocal belligerence appear to be endured more in the German society.
Germans observes low degree of flexibility and spontaneity in attitudes and values. They have clear demarcation between the things and people which enable them to live an organised life. Unexpected changes in the transactions in the business are not welcomed by them even if it is beneficial for them and they abhor absurdity in business as they take it very seriously. Moreover, colleagues do not require or presume to be admired is the corporate culture of Germans (Passport to trade 2.0, 2014b) . Siemens observes the culture of maintaining quality in their organization. Executives and employees in the organization are highly motivated and work towards improving the quality standards. In addition to this, ownership and equity culture prevalent in Siemens nurture a sense of belongingness among the employees of the organization. Thus, Siemens’ culture and German culture are more or less same and quite well aligned.
Assessment Criteria 1.3 analyze the corporate cultural profile in an organization
4 Siemens is one of the most successful companies of Germany in the field of worldwide electronic market. It attained such a respectable position by delivering sustainable value to their customers (Siemens, 2005) . Siemens was formed in 1847 in Berlin by two men namely Telegraphen-Bauanstalt von Siemens & Halske. It emerged as one of the most successful and highly reputed company of Germany. Siemens attained a leading position with the invent of telegraph, dynamo and primary x-ray machine for the human beings (Simens, 2008) .
Siemens is one of the premier corporations of Germany. It is one the giant corporate in the field of electrochemical and electronics. Like any other German Export firms, Siemens AG also targeted U.S. markets. Investments in research and development have been made by Siemens aggressively. It has a remarkable position amongst companies of U.S. as the recipient of copyrights and donor to prominent American universities and academies for co-operative research plans. It’s because of qualified German public and training system which facilitated in essential human capital required by Siemens to be at leading position in highly competitive electrochemical industry (Siemens, 2009) . As per the report of (IBEF, 2013) , Siemens is international participant in integrated circuit technology, engineering and electronics. A SMART strategy was launched by the company in 2009 focussing on affordability, reliability timeliness and maintenance free perspectives of the products. Additionally, the company transformed from being workforce-centric from consumer-centric. The company claims of having highly contended employees. Siemens stands as the largest technology company of the world. It has made many technological modernizations in the areas of power, healthcare, engineering and substructure (Siemens, 2014b) . One of the key strategic step taken by Siemens is the localization which is the key behind is success all over the world. Strategic initiatives taken by Siemens and launching at appropriate time, emphasis on the workforce and escalating sales channels leads to the prosperity of the company (SMC, 2015) . Compliance with the internal and external rules and regulations of the company is required for the achieving full social potential of corporate responsibility. Observing compliance with the law and regulation is seen as the part of their self-image and corporate culture by Siemens. The company finds the need to outlook acquiescence as a face of their corporate values and as fragment of a dynamic company and administrative culture. This modification is buttressed by the Compliance Program of Siemens, which is alienated into the following three mainstays: Prevent, Detect and Respond (Siemens, 2013c) . Siemens is of the view that a company cannot reap the benefits of its outstanding strategies if they lack in strong culture. The company therefore aims towards fostering ownership culture which encourage every employee of the organization to strive towards long term success of the company (Siemens, 2014b) . Siemens has a culture of strict adherence to company policies and values. The analysis also provided that the company lays high emphasis on duly complying with its corporate social responsibility. In addition to this,
customers are the most important stakeholder in company’s culture. But there are inherent loopholes in the company relating to leadership gaps and communication gaps. Assessment Criteria 1.4 Discuss the impact of an organization’s corporate culture in achieving its objectives An organization’s cultural climate has significant impact on the way it attains its objectives in the short-run and long-run. Siemens aims at customer satisfaction, quality maintenance, strict policy adherence and stakeholder development (Siemens, 2011) . As per the report of (Siemens, 2011) , the quality culture prevailing in the organization pay emphasis on the customer as the key factor for the continuous success of the organization. They are keen in incessant enhancement of their quality as a part of their top priority. A satisfied customer is fundamental to success of any organization. He expects the quality for the price paid by him. In Siemens, executives are aware of importance of maintaining quality and workforce are categorized by their extraordinary mind-set of quality control. Managers of Siemens are of view that success of their organization is reliant on their inventive fortes and exceptional quality of their merchandises and solutions. In the report presented by (Siemens, 2014b) , the ownership culture is widespread in the organization which is responsible for the sustainable business practices prevalent in the company. In Siemens, every individual assumes that fulfilling his or her responsibility is imperative for the success of the company. Right from the board of director to trainee embrace the culture to treat the company as of their own and act accordingly. The company rely on strong culture for its long term success and believe that worker stakeholders perform sensibly and are focused on to the long term when they unswervingly contribute in their company’s achievement. People oriented approach adopted by Siemens nurtures diversity of experience and expertise and is reflected in their success and they have versatile workforce which through their knowledge and expertise strive for high productivity and profits. Siemens believe the company is obliged that it has employees that identify with the organization and are highly committed towards the positive development of the company. The equity culture is prevalent in organization which fosters the sense of belongingness and responsibility towards the organization. Siemens believes this culture to be decisive for the long term success of the company (Siemens, 2014a) . Assessment Criteria 2.1evaluate the existing climate of an organization Organizational climate is defined as the perception of an employee regarding an organization’s policies, values, practices, behavior and environment to cite a few. A crucial relation lies between organizational climate and individual’s performance and behavior (Srivastava, 2005) . Siemens global business strategy of sustainability forms the core aspect of its internal and external organizational climate. Siemens internal organizational climate is build of integrity in its business operations as it follows legal and ethical code of conduct in dealing with internal as well as external business partners.
6 The company maintains ethical standards in its financial activities as well. Siemens have got employees from different cultural background and the company manages diversity through imparting effective training and development program, maintaining a non discriminative attitude towards employees from other nations and providing equitable rights to both men and women (Siemens, 2013b) . The company discharges its social responsibility towards its employees and society by following policy for environmental protection, health management and occupational safety in its business activities (Siemens, 2013b) . To enhance employee’s welfare in the organization Siemens extended the maternity leave period from 120 days to 180 days in 2011 and also adopted work from home policy for employees in 2013 where employees could work from home once per week (Siemens, 2013b) . The company also provides its employees an opportunity to purchase company’s stock. It spent around dollar 42.4 million in 2013 for training and development program to enhance employee’s skill and maintain high performance culture. It also introduced leadership development program to build future leaders for beating global challenges. Siemens was honored as among the Best Companies in People Management practices in 2013 (Siemens, 2013b) . Siemens external organizational climate framework is build of maintaining cordial relationship with its various stakeholders. It provides superior customized service to its customers globally. It maintains amicable relation with its investors by providing quarterly reports, annual reports and other relevant information timely. In order to augment relation with suppliers globally it imparts training to enhance suppliers skills free of cost. Siemens also maintains close contacts with the government, policy makers and other administrators for its organization interests (Sustainability Report, n.d.) . As per the report of (Simenes, 2007) , there are few companies in the world that boasts a long tradition and a corporate culture. Siemens is of one them where management of the organization take due care of the social responsibility while making any corporate decisions. Ever since the company was founded, it has always been committed towards transferring its legacy to the next generation. The company’s culture exhibits itself as a fellow of society and that they are modelling upcoming era not only with their inventions, but also with their instruction and on-going edification. Since long, enduring discourses with inner and outer groups of investors is inevitable part of corporate culture of the organization. Siemens corporate culture encompasses unbiased radical posture, admiring liberty of outlook and regarding the encountered diversity in their overseas undertakings as enrichment of their business as well as corporate culture. Assessment Criteria 2.2 Recommend ways to improve corporate climate in an organization Siemens, the engineering giant manufacturing organization in German faced a scandal in 2006 against bribery. Employees in the organization were accused of paying bribes in millions of Euros to the officials in order to gain contracts from large organizations and even government around the globe. Due to this business irresponsibility and unethical act Siemens lost its creditability and goodwill in front of its investors, employees and society as a whole. The organization was declared incompetent in handling business affairs. As a response to the scandal and to maintain integrity Siemens appointedexternal investigators from New
7 York law firm to carry out a rigorous internal audit in the firm. After the audit process several reasons popped out which were held responsible for the scandal to take place such as a belligerent expansion strategy adopted by the organization due to which employees began to perceive that bribery is a part of the corporate climate to achieve tough performance targets and meet business objectives, complex organizational structure and poor quality of accounting system (Graham & Gillespie, 2012) . Poor leadership quality of the managers in Siemens was one of the greatest reasons for such scandal to take place. In order to enhance the corporate climate Siemens can follow some of the recommendations as cited (George Bradt, 2013) . Siemens need to change its corporate culture and environment due to its rigorous expansion objectives in order to sustain its competitive advantage. Employees in the organization need to be adaptable to organization’s cultural changes which can be developed by imparting effective training and education. Employees should be clearly communicated regarding the company’s value system vital to achieve present and future organization’s success where there should not be any place for unethical behavior. Employees need to develop a responsible and positive attitude towards organization’s culture and enhance skills to maintain good relations with the organization’s various stakeholders such as customers, investors to cite a few. Above all the organization need to conduct effective learning and development session for leadership development in the organization. Employees at all level need to possess a leadership quality to decide upon right and wrong and to meet the business objectives responsibly and ethically. Assessment Criteria 2.3 propose a framework of organizational values that meet the specific strategic and operational needs of an organization The strategic and operational objective of Siemens is to expand into the world of automation and digitization after electrification (The Economists, 2014) . The company aims to reduce the existing bureaucracy in its organization, develop and expand business portfolio and implement projects more efficiently (The Economists, 2014) . In order to meet its objectives the organization has plans to undergo a change in organizational structure with a reduction in number of group divisions and downsizing of employees followed by redeployment of few staffs. Along with a change in organizational structure Siemens believes that a change in organizational culture is essential for effective expansion and operation of business portfolios (The Economists, 2014) . A change in organizational culture would mean a need to introduce new competing organizational value framework to meet the global challenges and change management (Cameron, 2006) . Leaders in the organization need to undertake the responsibility of building value system and diffusing the same into the employees of the firm. Signifying values forms a pillar for any strategic and operational decisions. Values once framed, understood and followed speeds up the business activities and decisions (Madhavan, n.d.) .
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The ongoing war between Russia and Ukraine has not only affected the economy of these two countries but also put severe negative consequences on other countries as well. In fact, the whole world got affected by the crisis and inflationary impact of war-torn Russia and Ukraine. The negative impact of covid-19 has already put the world backwards. In a situation like this, when Russian President Vladimir Putin announces that he is going to attack Ukraine, naturally that changes a lot. The cost of living standards has been recorded to jump higher after the sudden intrusion of Covid-19 and now when Putin is at war against Ukraine’s President Volodymyr Zelenskyy, that puts a lot of geopolitical pressure on the global economy and its well-being. On completion of a year-long and still-going war of Conflict and Russia’s annexation of Ukraine, the following section would specify a few of the areas that got impacted on a high scale due to the war scene between these two neighbours. The three essential sectors where the crisis has been noted to have the greatest impact include Food, Energy sector and Migration and Governmental approaches to that.
Food
The invasion of Russia on Ukrainian land creates a significant negative impact on food prices. There is speculation that around 13.5 million tons of wheat and 16 million of maize are stuck between the two countries, unable to move forward. The exportation route has now been closed for over a year and sealing the border means that the trade would not be accomplished. Without any trades, the supply for the food chain naturally gets under the radar. Not only does the distribution of the supply chain management get impacted but Russia’s invasion of Ukraine and rising pollution caused by war actions results in interruptions in planting seasons and agricultural culture. The World Food Program (WFP) organises a calculation that shows how the cost of food has increased by 40% since 2020 and it is expected to at least increase up to 10% of prices considering day-to-day products in Ukraine and Russia due to the war effects.
Energy sector
Before the invention of Ukraine, Europe and China were recorded to import around 60% and 20% of Russia’s crude oil as Russia has been the second largest exporter and the third largest producer of crude oil. The sudden attack of Russia on Ukraine pushes through the barriers to rate the price of crude oil to such an extent that the buyers are showing a lack of interest to
buy from Russia. All of the prices have gone skyrocketing. This has a severe impact on the supply to the global chain market, all to be blamed on the war actions.
Migration and Governance Issues
Ukrainians are leaving their country out of the threat of getting slaughtered and the issue of migration is, therefore, a serious concern that NATO and the bordering countries of Ukraine and Russia are reckoning with. Keeping aside the pressure on energy and food prices leading to inequality and civil unrest, the governments of these countries also are in a highly unstable position to take on decisions on where to keep these Ukrainian refugees. The situation is quite messed up and things look to get worse with more days passing by.
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Introduction In context of the marketing practices implemented in the operation domain of airline businesses, this essay is making an insight into the role of sponsorship in case of the Emirates Airline (EA). The basic concentration of this paper is to understand the role of sponsorship in terms of operations in airlines as well as related airports. The idea is to explore and comprehend the factors of sponsorship that are responsible to paving the road of success for an organisation. The case of Emirates Airline (EA) has been selected for the critical analysis of the success attained by the selected company in aviation marketing.
The Case The ownership of Emirates Airline (EA) is in the hands of the Corporate Investors working under the Government of Dubai, UAE. The official declaration of Emirates Airline (EA) in their Annual Report of 2015 declares that it has been recognised as the largest airline organisation in the entire Middle East, with an operating expansion of 3,300 flights/week from Dubai International Airport. These flights are to 78 nations spread all over the world (Emirates Airline, 2015). As reported by Frontier Economics (2015) since 2014, the flights of Emirates Airline (EA) are increased by 29 airports in selected 28 cities of EU28. This operation comprises of 700 flights operating per week in both the back and forth directions. The success story of Emirates Airline (EA) in Europe appears very important in terms of gaining developed route network, which is responsible for connecting many cities of the world through Emirates Airline hub in Dubai.
Background In the words of the official declarations made by the The Emirates Group, the history of Emirates comprises ‘incredible development’ and is ‘fascinating. The Emirates (2015, a) refers the history of Emirates Airline (EA) back to 1980s. during the mid of this decade, the Gulf Air started cutting back most of its services to channelised to Dubai. It is at this position, that Emirates came into being in the month of March of 1985, that specifically was supported and backed up by the royal family of Dubai. The collaboration was initiated with Pakistan International Airlines offering a minimal of two airline aircrafts at wetlease. In order to gain
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independent operative hold, the government subsidies were considered along with $10 million as the capital investment. These developments were initiated by Ahmed bin Saeed Al Maktoum as the head and the current Chairperson of Emirates Airline (EA). Emirates (2015) states that it hardly took any time for Emirates Airline (EA) to expand its destinations and fleet. As such by October of the year 2008, Emirates made a huge shift of all its aviation operations to the Terminal 3 of Dubai International Airport. The plans for its rapid expansions and growth are still part of its success story and sustainability in the competitive sky seems like a simple strategy to it.
The Success Story Emirates (2015) depicts the trend of gaining regular success of Emirates against the continuous regional instability and international economic volatility, as not miraculous, but strategically well equipped. This report added the key combination of having the business wisdom, along with savvy insight into the investment plans and perfect practical ambition. As Emirates celebrates, the 25 th anniversary in the year 2015, the organisation marks its remarkable sustainability and extensive growth with appropriate respect and recognition in the international market. A critically investigated report by Mnisri (2010) notes that the secret of success of Emirates is in its strong hold over the marketing strategy that emphasises in terms of creating strong image of the brand and necessary awareness to be created worldwide. The report of Mnisri (2010) adds that the role of the sponsors are very inevitable in creating this success story. The management of sponsors sports clubs, as well as events in the UAE and various esteem locations noted worldwide are the base for generating absolute marketing strategy for the organisation. To this venture Emirates (2015 a) refers to the continuous explosive growth of the organisation with continuous strive to offer best service to its consumers in the aviation industry. The recent growth plan of Emirates Airline (EA) comprises of – Award winning cargo division in the international business periphery, Management of full-fledged destination, as well as leisure division, & IT developer for the Airline on an exclusive basis.
Role of Sponsorship: EA The role of sponsorship initiated by any business is very significant and powerful in terms of introducing its products, services or even itself a new market. The success story and the extensive participation of Emirates Airline in sponsoring various events, especially those related to sports, exemplifies the significance of sponsorship as an effective marketing tool for creating brand image and awareness at large. In reference to the act of ‘extending brand reach’, the Annual Report 2014 of Emirates Airline states, “Our sponsorships are one of the most visible ways in which we connect people with their passions”.
(Emirates Group, 2014, p. 11)
This is a declaration that confirms that Emirates Airline considered those elements for sponsoring that are closely related to human passion, and its sports. The report adds that Emirates in the current scenario is noted as one of the most popular brands that are involved in sponsoring top level events of sports. Its partnership with selected football clubs in the world, international meets in cricket, Formula 1, and other sports like golf, rugby, horseracing, tennis, and Cup sailing of America, has actually successfully created the essence of omnipresence of Emirates on a worldwide basis. The annual report of 2013-14, states that a total of AED 850m has been already invested over the overall dnata business within the FY of 2013-14, with the establishment of a new record that added the extra edge of being recognised easily, for the airline division.
Sponsorship & Marketing The interrelationship between sponsorship and marketing is related to the process of gaining credible publicity in the market. These aspects are definitely interrelated, yet there is the need to understand the distinction of publicity that is cost-effectives against the advertisement ((McChesney, 2008). Though both are tools of marketing, yet the sponsorship appears most effective and lays serious impact of the brand image on the consumers as a whole. The selection of sponsorship as a marketing tool by Emirates Airline has added enough essence credibility to its brand awareness ventures, worldwide.
Analytical research led by Reed (2013) appreciates the sponsorship activities of Emirates Airline in the sports related activities and various international sports events. However, there is also the reference made towards the least possible participation of Emirates Airline in the networking of the social media. The entire approach of Emirates Airline is in meeting the mass population on a wide ranged spectrum rather than meeting them individually through social media. Moreover, it is important to note that the less participation of Emirates Airline in social media actually creates the image of being on hoardings for a positive cause rather than being restricted to the PCs (McChesney, 2008).
Sports Sponsorship The approach of considering sports sponsorship in the marketing domain, aims in meeting wide ranged audience in an international ground. As noted by ACL (2011), the selection of sports sponsorship by Emirates Airline is part of its strategic marketing, whereby the organisation successful in getting the ideological image for its brand, on a wider scale. As identified by Aaker and Erich (2000), on a global basis sports sponsorship appears more effective than any other marketing tool as it is strong in creating the higher competitive margin for the competitors. Nataraja and Al-Aali (2011) confirms this theoretical declaration of Aaker and Erich as effective in reference to Emirates Airline. For Emirates Airline, this margin has been achieved through its promotional mix of meeting targeted consumers and at the same time in terms of creating brand image widely. It’s role of sponsoring in various environmental activities and community services has actually made Emirates Airline one of the most popular organisations in the world. However, Nataraja and Al-Aali (2011) still emphasise that the omnipresent and strong brand image of Emirates Airline has been established mainly through sports sponsorship, along with its equal conscious about the comfort and profit of its employees as well as stakeholders in international business arena.
EA Aviation Marketing The marketing sponsorship of the aviation business in sports domain by Emirates Airline has been identified in diversified events. According to the list enlisted by Wilson (2015) sports sponsorships led by that Emirates as an organisation stands immense. Sponsorship of
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Emirates Airline is distinct in football as they were involved in World Cup, Arsenal in EPL, Real Madrid in La Liga, Paris St Germain in Ligue Une, AC Milan in Series A, Humburger FC in Bundesliga, and even Olympiacos in Super League. Banners and hoardings of Emirates Airline are also very distinct in the Saudi League, in Asian Football Confederation, and New York Cosmos. Sponsoring popular games like rugby in USA Rugby, Emirates offered stylish eye-catching helmets and pads to the players. ATP World Tour, followed by US Open, World Rankings, Rogers Cup and BNP Paribas Cup, are the tennis game series that are also sponsored prominently by Emirates Airline. The marketing impression established by Emirates Airline is also very tactful. As for instance, the relaxed, comfortable and luxurious first class leather seats in the US open are the keys to make the spectator feel that the similar comfort will also be made available in the Airline services. Following the same thread, while sponsoring F1, the Emirates Airline even created a specialised TV channel dedicated to F1 extensively. Innovation and creativity are thus integral to the marketing of aviation business for Emirates Aviation. These are also seen in the sponsorship activities with sports like horse racing, as in the Melbourne Cup; 18 events as the Ryder Cup in Golf; being part of rugby union through the means of sponsoring the IPL, official ICC match, as ICC World Cup as well as Twenty20 World Cup. Marketing Strategies By the implementation of right marketing strategies, by 2018, Emirates Airline has planned to have more than 320 aircrafts and more than a count of 400 aircrafts by 2020. Considering the growth rates of Emirates Airline these assessments appears very practical.
The success story of Emirates Airline is not limited to mere publicity. The activities of publicity and advertisements through sponsorship are the means to show the world that the EA is very active and strong in meeting all those rules that can add authenticity and credibility to its services. As for instance, EA is very particular in supporting the IATA (International Air Transport Association) norms, like (Emirates, 2012)- investment make for the use of improved technology in airlines and airports effective means of managing operations at fleet & airports maintenance of efficient and hi-tech infrastructure for convenience approval of positive measures for economic development These are grass root strategic implementations that make the entire programme of sponsorship, a success without any major challenge. The keys of managing strategies for successful sponsorships are all based on the practical declarations and operational management of EA in the international market of aviation.
First Key: The very basic step is to have comprehensive and clear communicational objectives, initiated by the organisation for respective brand. For EA, this is done through the collaboration of responsive communication facilities maintained with the consumers. EA is very particular about its visibility by appearing in various popular sports event, worldwide. Its brand awareness and developmental associations with community services, says it all (Nataraja and Al-Aali (2011). Second Key: The second key is to remain proactive. The proactive initiation of EA is managing sponsorship has been well acclaimed already as the company selected the domain of sports to reach the ‘inner passion’ and every corner of human society through international
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display of its participations (Emirates Group, 2014, p. 11). Considering sports as the ground for developing sponsorship makes EA a common and popular brand, globally. Third Key: The third key is to identify the gap to ‘fit in’ exceptionally. As marked by Aaker and Erich (2000), the process of fitting exceptionally between a particular event and the respective brand is though dicey, yet can offer instant success. EA is very bold and strong in taking this initiation. Even after being a brand from aviation industry, its presence in different kinds of sports events created room for its awareness among global population. It appears strange, yet amazing the way Emirates gained hold over the act of ‘fitting in exceptionally’. Fourth Key: The fourth key refers to own sponsorships, and for EA the huge back up is Emirates Group itself. The logo in general is strong enough to offer an incorporated banner to EA. Fifth Key: The 5 th phase refers to the act of being analytical to the publicity opportunities. It is here that EA refuse to remain active in the social media networking and concentrate more in international sports events (Reed, 2013). The motive is simple. EA through Emirates, just wanted to gain extensive recognition in public rather than meeting people individually on personal grounds. The approach is open and popular. Sixth Key: Sixth key is that of payoffs multiple sponsorship, which is very systematically managed by the Emirates group. The financial security and meeting the challenges of economic risks, are considered as a family matter by Emirates group and this EA gains the opportunity to maintain payoffs through multiple sponsorship. Seventh Key: The last key is to manage sponsorship actively and that is definitely gained by the inhouse management services of Emirates Group. However, apart from these key strategies, whereby Emirates Airline is much supported by Emirates Group; there are individual initiations noted for gaining exclusive dominance over the market and laying serious impact on the consumers. These keys are operational management leadership and necessary alliances, wherever needed.
Management Leadership The tactics and approaches of leadership for the attainment of a successful business have attained innumerable definitions. According to Bass, the aspects of organisational leadership in terms of accomplishing management practices needs to get structured in the form of “an
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interaction between two or more members of a group that often involves a structuring or restructuring of the situation and the perceptions and expectations of group members” (1990, p. 19). Under the pressure of cross cultural management structures, there is the need to consider an admixture of transformational attributes, sharing of power as well as authority and responding to every issue in accordance to the current situation. In reference to Emirates Airline, the core consideration is for phenomenal growth that is made possible by the typically structured strong and very stable traits of leadership. As identified by Mnisri (2010) the key note to the trend of gaining success for Emirates is its capability to manage a stable continuity of the team of management. With a combination and team work of talented and experienced executives, Emirates Airline is very successful in gaining mutual management approaches in all its branches spread all over the world. Under the efficient guidelines of the CEO, Sheik Ahmed Bin Saeed Al‑Maktoum, the leadership of Emirates Airline is open to transformational, power-sharing, and situational combination of management structure. As for instance, Emirate Airline in Dubai gets transformed into more contemporary style in European nations. Being the fastest developing intercontinental carrier, the management of EA is flexible enough in considering the cultural differences of all the six continents, yet adding the developmental growth and sustainable services to the consumers. Allied Sponsorship It is the leadership trait of EA under the formulation of combining transformational, power- sharing, and situational approaches that the company is successful enough in establishing its allied sponsorships with much ease. The reports of Repucom (2015) declares that Emirates is very specific in selecting its sponsorship partner and it is this keenness and preciseness that the company earns a lot in gaining brand awareness in respective nations. As for instance, Repucom states that in the Arsenal FC, Emirates chose to be with Arsenal and this dual sponsorship appeared very beneficial to the company. The following graph shows the success rate in this matter –
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Tourism today has grown significantly in both economic and social importance. Travel and tourism is the largest industry in the world on virtually any economic measure including : gross output,Value added,capital investment,employment and tax contributions. In 1992worldwide international arrivals had reached 467 million. In 1992, the Industry’s gross output was estimated to be $3.5 trillion,over 12% of all Consumer spending worldwide international tourism receipts rose by 6-7% in 1992 to $278 billion. The travel and tourism industry is the World’s largest employer, with almost 130 million jobs, or almost 7%Of all employees. This industry is the world’s leading industrial Contri-butor,producing over 6% of the world gross national product, and accounting for capital investment in excess of $422 billion in new faci-lities and equipment. In addition, it contributes almost $400 billion in direct,indirect and personal taxes each year.Tourism is the major source of income for a significant number of count-ries including
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Italy,Spain,Switzerland, and most Caribean countries.All countries who have accorded priority to tourism development have Succeeded in attracting the targeted number of toursists. Spain attracts more than 40 million tourists a year.Singapore with relatively no tourism potential draws 7 to 8 million tourists per year. Walt Disney World has over 25 million visitors per year.
Tourism potential in India :
India potentially is the strongest tourism nation in the world. India is Richly endowed with limitless scope for mountain tourism,beach tourism,Historical tourism,cultural tourism,eco tourism,(nature specific activities)And desert tourism.The Himalays others unique prospects for the development of skiing,skating,white water rafting,trekking and other adventure tourism activities . The greatest adventure of all is scaling the Himalayan peaks. The Everest,Kunchenjunga and other mountain peaks offer perennial Challenges for the mountaineering enthusiasts.
The Himalayas is unequalled by any other mountain range in terms of Its sheer grandeur ,scenic beauty,variety of flora,fauna,landscape and Other natural endowments. A hundred million tourist visit the alps and Other mountain ranges every year.In view of what the Himalayas has toOffer and fact that they are located in the increasingly prosperous Asia,It should be possible for us to draw a minium of 3 to 4 million tourists a Year to the Himalayas alone. In addition to its natural advantages, it is Also home to some of the most colourful people of india such as the hutias,sikkimese,Tibetians and Nagas, each one of whom belongs to a Distinct race,each with a different language,food,attire,music,dance,etc.also the Buddhist monasteries,Hindu temples and the mystery surrounding the Himalayas makes it extremely attractive to the foreigntourist.The voletile Bay of Bengal and the serene Arabian sea with their vast Coastlines have excellent beaches unsoilt as yet by man. They provide Phenomenal scope for the development of beach tourism.Nostalgia is big business in the tourism industry. Our temples,forts,palace.
Apart from the tremendous potential for tourism, India has the advent-age of low salaries and wages which will make it possible for us to pro-vide personalized service to the visiting tourists. Educated men and women can converse in English effectively which will be a major advantage in promoting international tourism.Development of Inbound Tourism in India The increased international media coverage on India has generated a lot Of Interest among foreign tourists. This interest can be tapped by using the right mix of marketing and providing the necessary services. Inter-national businessman and professionals travelling to India have regis-tered a significant growth in the last one year and this is bound to increase in the coming months and years. These travelers can be made to spend extra time in India on leisure and tourism facilities.The economic reforms and liberalization makes it possible for Indian And foreign companies to invest in the development of infrastructure Including aviation,power,roads,transport,coastal shipping etc.
But before going to take up the issue it is better to be appointed with concept of Time Sharing Industry. As on Off- spring of tourism would the concept is take up in the next chapter.
: 8 : C H A P T E R —– II : TIME SHARING INDUSTRIES —As A CONCEPT
The Concept Time Sharing Industries mostly rotate around the leisure time utilization better known as holiday utilization. A Holiday is a period of relaxation,an excape from the daily routine. Psychologists are of the opinion that holidays are a vital component on one’s life, a chance for rest and rejuvenation, rather than a luxury.Unfortunately, holidays are expensive, and escalating costs make it diffi-Cult for more than a few people to contemplate taking an annual holiday. A lot of companies have come us to stand by the aspirants who can Afford with megre income and ability. One of such companies is Sterling. Sterling has made the holiday affordable by introducing the concept of “Timeshare”.
The different types of Time Sharing schemes are as follows :
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Property Timeshare
When an individual became a member of this scheme he became a co-owner not only in the apartment he chose but also the entire resort complex. A portion of the price he paid goes towards a deposit for operations And maintenance which is called ASCF (Advance Subscription To-Wards Customer Facilities). This means that his property will be Looked after year/ and maintained in Prime condition for his use Year after at no additional cost. The customer can also exchange it With any other week,apartment or location which Sterling owns Now or in the future.
Flexxiweek Timeshare
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This product was sold from March 1991 to 1992 with a view of Combining the best of both the fixed and floating week timeshares. While retaining the flexibility of the floating week, the Flexiweek Timeshare also provides access every alternate year to a prime time
Vacation during a fixed preallotted week.
Short Break timeshares
Inception :
This type of Timeshare was sold from May 1992 to September 1993.
Concept :
The reason behind this product was that people who could not afford to have a long holiday ( 6 nights/7 days ) could have a shortone which was tailor-made for them.
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Therefore the Short Break Timeshare of 2 nights/3 days would be The right choice for them.
Target Group :
It was aimed at the Professionally busy individual, the elderly and Children who are looking for a short break.
Projects :
Oety, Yercaud and Kodaikanal.
Exchange
This timeshare is only for Season and Classic periods (Season can be Exchanged with Season/Classic while Classic can be exchanged with Classic only).
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