How Important Was the First World War in the Growth of the Labour Party in the Period from 1918 to 1924

Although the First World War played quite a large role in the growth of the labour party there were many other factors that contributed to their rise in popularity. Such as, the split of the coalition, the representation of the peoples act, and finally Clause IV. During the war the party was led by Arthur Henderson who was the first Labour MP to get into parliament and he played a great role in the War-time coalition. After a disagreement with Lloyd George in 1917, Henderson resigned from the War Cabinet. This benefited the Labour party because Henderson was able to focus of reorganising the party.This included being more efficient, more organised, the funding of the party was split efficiently and they drafted the Labour Constitution. This helped their growth because it gave them a lot of time to plan how they was going to work about gaining more support over the other parties and to be able to be and efficient stable party. However, the split of the coalition led to the unpopularit y of other parties because the British public felt that the Liberals and Conservatives were unreliable and not strong enough to run the country.The split of this coalition resulted mainly because of U-turns, failures and tension between both the parties. One of the examples of a U-turn was the breaking of pledges that the powers of the House of Lords would be strengthened. The last straw for the coalition was the ‘Chanak Crisis' which seemed likely to end up in a war with Turkey, and by this time many stable conservatives including backbench MP's say Lloyd George as a liability and the coalition was failing in its basic purpose; preventing the rise of the Labour party.As a result of their unpopularity, they were actually helping the Labour Party because the electorate was looking for a stable government that wouldn’t go back on their policies and almost cause another war because they didn’t want that. The Representation of the Peoples act of 1918, gave the vote t o more working-class people, including women over 40 who owned property, who looked for a ‘worker's party' to represent them. This was the Labour party helping them gain more voters because before you had to be a member of the overnment register or pay to vote, money which many working class people didn’t have. So when this act was brought in by Labour the workers saw they were there to help them and they obviously voted them so they had a better chance of improving their lives. The fact that the representation of the peoples act came about, meant that the electorate was a wider range of classes and they were more likely to gain votes from the Working-classes. Clause IV indicated a sense of direction and offered the electorate a doctrine that made them obviously different from other parties.The main difference between Liberals and Labour was the ‘socialist' nature of this clause. However, because the party was made up of Trade unionists and the socialists, the vag ueness of the clause worked to unite all the members of the party which disagreed on some things. This helped them grow in the sense that it showed they were committed to what they said they was going to do. it also showed the party was stable, due to no disagreements and everyone in the party was taken into consideration, showing a strength, unlike Liberals which were split into two because of different opinions.Overall, although the War gave Labour plenty of time to reorganise itself and stabilise itself, it didn’t increase its growth or popularity because everyone's focus was on winning the war and that was why the War-time coalition was made. However the mixture of the Labour Constitution, mainly Clause IV, the Representation of the peoples act and the failure of the Post-War coalition were very large factors in the growth of the Labour party, proving their stability and their aims to help a wider range of people, especially working class.

My First Summer In The Sierra By John Muir Essay

John Muir’s view of the sierras was filled with the high, cool, and green pastures of the peaking mountains, with forest belts that show the melting snow, and with shining streams to be crossed. The foothills show bushes, trees (usually oak trees), and slate. There were Sabine pines that peak from the southwest side, along small fields and vineyards that were marked by falls and streams. The Horseshoe bend was really glorious. As pictured, Horseshoe Bend came full in sight—a glorious wilderness that seemed to be calling with a thousand songful voices. Bold, down-seeping slopes, feathered with pines and clumps of Manzanita with sunny, open spaces between them, make up most of the foreground; the middle and background present fold beyond fold of finely modeled hills and ridges rising into maintain-like masses in the divine landscape-countenance are so burned into mind and heart they surely can never grow dim. This type of view had a great impact on the flock of sheep, as it enjoyed plenty of green grass. This is shown in the following lines: â€Å"The sheep, now grassy and good-natured, slowly nibbled their way down into the valley of the North Fork. † The surrounding beauty did not only have strong impact on the flock but, most of all, to Muir: How deep our sleep last night in the mountain’s heart, beneath the trees and stars, hushed by solemn-sounding waterfalls and many small soothing voices in sweet accord whispering peace! And our first pure mountain day, warm, calm, cloudless, –how immeasurable it seems, how serenely wild! (Muir 1998, 32) For Muir, the appeal of the mountains seemed to converge down to his very soul†¦ leaving him moments of glory that touched his mind and heart for the majestic scene of nature. Later in life, Muir protected the Hetch-Hetchy Valley in a seven-year environmental struggle that centered on gaining water rights on the said valley. Muir correctly predicted that the building of a dam would be unsightly to have a lake around the perimeter; yet his struggle ended up to be a breakdown, with the signing of the Raker Act in 1913. BIBLIOGRAPHY â€Å"Hetch Hetchy Valley. † Wikipedia Online Encyclopedia (2008). Database on-line. Muir, John. My First Summer in the Sierra. Boston, MA: Houghton Mifflin Books, 1998.

Frostbite PROLOGUE

Like always, this book couldn't have been written without the help and support of my friends and family. In particular, I need to thank my IM Counseling Team: Caitlin, David, Jay, Jackie, and Kat. You guys logged more late-night online hours than I can even begin to count. I couldn't have gotten through this book and the rest of this year's craziness without you. Thanks also to my agent, Jim McCarthy, who has moved heaven, earth, and deadlines to help me finish what I need to. I'm glad you've got my back. And finally, many thanks to Jessica Rothenberg and Ben Schrank at Razorbill for their continued support and hard work. For Kat Richardson, who is very wise. PROLOGUE THINGS DIE. BUT THEY DON'T always stay dead. Believe me, I know. There's a race of vampires on this earth who are literally the walking dead. They're called Strigoi, and if you're not already having nightmares about them, you should be. They're strong, they're fast, and they kill without mercy or hesitation. They're immortal, toowhich kind of makes them a bitch to destroy. There are only three ways to do it: a silver stake through the heart, decapitation, and setting them on fire. None of those is easy to pull off, but it's better than having no options at all. There are also good vampires walking the world. They're called Moroi. They're alive, and they possess the incredibly cool power to wield magic in each of the four elements earth, air, water, and fire. (Well, most Moroi can do thisbut I'll explain more about the exceptions later). They don't really use the magic for much anymore, which is kind of sad. It'd be a great weapon, but the Moroi strongly believe magic should only be used peacefully. It's one of the biggest rules in their society. Moroi are also usually tall and slim, and they can't handle a lot of sunlight. But they do have superhuman senses that make up for it: sight, smell, and hearing. Both kinds of vampires need blood. That's what makes them vampires, I guess. Moroi don't kill to take it, however. Instead, they keep humans around who willingly donate small amounts. They volunteer because vampire bites contain endorphins that feel really, really good and can become addictive. I know this from personal experience. These humans are called feeders and are essentially vampire-bite junkies. Still, keeping feeders around is better than the way the Strigoi do things, because, as you might expect, they kill for their blood. I think they like it. If a Moroi kills a victim while drinking, he or she will turn into a Strigoi. Some Moroi do this by choice, giving up their magic and their morals for immortality. Strigoi can also be created by force. If a Strigoi drinks blood from a victim and then makes that person drink Strigoi blood in return, well†¦you get a new Strigoi. This can happen to anyone: Moroi, human, or †¦ dhampir. Dhampir. That's what I am. Dhampirs are half-human, half-Moroi. I like to think we got the best traits of both races. I'm strong and sturdy, like humans are. I can also go out in the sun as much as I want. But, like the Moroi, I have really good senses and fast reflexes. The result is that dhampirs make the ultimate bodyguardswhich is what most of us are. We're called guardians. I've spent my entire life training to protect Moroi from Strigoi. I have a whole set of special classes and practices I take at St. Vladimir's Academy, a private school for Moroi and dhampirs. I know how to use all sorts of weapons and can land some pretty mean kicks. I've beaten up guys twice my sizeboth in and out of class. And really, guys are pretty much the only ones I beat up, since there are very few girls in any of my classes. Because while dhampirs inherit all sorts of great traits, there's one thing we didn't get. Dhampirs can't have children with other dhampirs. Don't ask me why. It's not like I'm a geneticist or anything. Humans and Moroi getting together will always make more dhampirs; that's where we came from in the first place. But that doesn't happen so much anymore; Moroi tend to stay away from humans. Through another weird genetic fluke, however, Moroi and dhampirs mixing will create dhampir children. I know, I know: it's crazy. You'd think you'd get a baby that's three-quarters vampire, right? Nope. Half human, half Moroi. Most of these dhampirs are born from Moroi men and dhampir women getting together. Moroi women stick to having Moroi babies. What this usually means is that Moroi men have flings with dhampir women and then take off. This leaves a lot of single dhampir mothers, and that's why not as many of them become guardians. They'd rather focus on raising their children. As a result, only the guys and a handful of girls are left to become guardians. But those who choose to protect Moroi are serious about their jobs. Dhampirs need Moroi to keep having kids. We have to protect them. Plus, it's just†¦well, it's the honorable thing to do. Strigoi are evil and unnatural. It isn't right for them to prey on the innocent. Dhampirs who train to be guardians have this drilled into them from the time they can walk. Strigoi are evil. Moroi must be protected. Guardians believe this. I believe this. And there's one Moroi I want to protect more than anyone in the world: my best friend, Lissa. She's a Moroi princess. The Moroi have twelve royal families, and she's the only one left in hersthe Dragomirs. But there's something else that makes Lissa special, aside from her being my best friend. Remember when I said every Moroi wields one of the four elements? Well, it turns out Lissa wields one no one even knew existed until recently: spirit. For years, we thought she just wasn't going to develop her magical abilities. Then strange things started happening around her. For example, all vampires have an ability called compulsion that lets them force their will on others. Strigoi have it really strongly. It's weaker in Moroi, and it's also forbidden. Lissa, however, has it almost as much as a Strigoi. She can bat her eyelashes, and people will do what she wants. But that's not even the coolest thing she can do. I said earlier that dead things don't always stay dead. Well, I'm one of them. Don't worryI'm not like the Strigoi. But I did die once. (I don't recommend it.) It happened when the car I was riding in slid off the road. The accident killed me, Lissa's parents, and her brother. Yet, somewhere in the chaoswithout even realizing itLissa used spirit to bring me back. We didn't know about this for a long time. In fact, we didn't even know spirit existed at all. Unfortunately, it turned out that one person did know about spirit before we did. Victor Dashkov, a dying Moroi prince, found out about Lissa's powers and decided he wanted to lock her up and make her his own personal healerfor the rest of her life. When I realized someone was stalking her, I decided to take matters into my own hands. I broke us out of school to run off and live among humans. It was funbut also kind of nerve-wrackingto always be on the run. We got away with this for two years until the authorities at St. Vladimir's hunted us down and dragged us back a few months ago. That was when Victor made his real move, kidnapping her and torturing her until she gave into his demands. In the process, he took some pretty extreme measureslike zapping me and Dimitri, my mentor, with a lust spell. (I'll get to him later). Victor also exploited the way spirit was starting to make Lissa mentally unstable. But even that wasn't as bad as what he did to his own daughter Natalie. He went so far as to encourage her to turn into a Strigoi to help cover his escape. She ended up getting staked. Even when captured after the fact, Victor didn't seem to display too much guilt over what he'd asked her to do. Makes me think I wasn't missing out on growing up without a father. Still, I now have to protect Lissa from Strigoi and Moroi. Only a few officials know about what she can do, but I'm sure there are other Victors out there who would want to use her. Fortunately, I have an extra weapon to help me guard her. Somewhere during my healing in the car accident, spirit forged a psychic bond between her and me. I can see and feel what she experiences. (It only works one way, though. She can't â€Å"feel† me.) The bond helps me keep an eye on her and know when she's in trouble, although sometimes, it's weird having another person inside your head. We're pretty sure there are lots of other things spirit can do, but we don't know what they are yet. In the meantime, I'm trying to be the best guardian I can be. Running away put me behind in my training, so I have to take extra classes to make up for lost time. There's nothing in the world I want more than to keep Lissa safe. Unfortunately, I've got two things that complicate my training now and then. One is that I sometimes act before I think. I'm getting better at avoiding this, but when something sets me off, I tend to punch first and then find out who I actually hit later. When it comes to those I care about being in danger†¦well, rules seem optional. The other problem in my life is Dimitri. He's the one who killed Natalie, and he's a total badass. He's also pretty good-looking. Okaymore than good-looking. He's hotlike, the kind of hot that makes you stop walking on the street and get hit by traffic. But, like I said, he's my instructor. And he's twenty-four. Both of those are reasons why I shouldn't have fallen for him. But, honestly, the most important reason is that he and I will be Lissa's guardians when she graduates. If he and I are checking each other out, then that means we aren't looking out for her. I haven't had much luck in getting over him, and I'm pretty sure he still feels the same about me. Part of what makes it so difficult is that he and I got pretty hot and heavy when we got hit with the lust spell. Victor had wanted to distract us while he kidnapped Lissa, and it had worked. I'd been ready to give up my virginity, and Dimitri had been ready to take it. At the last minute, we broke the spell, but those memories are always with me and make it kind of hard to focus on combat moves sometimes. By the way, my name's Rose Hathaway. I'm seventeen years old, training to protect and kill vampires, in love with a completely unsuitable guy, and have a best friend whose weird magic could drive her crazy. Hey, no one said high school was easy.

Demonstrating general management and presentation skills in the Case Study - 1

Demonstrating general management and presentation skills in the context of employee management and the regulation of employees - Case Study Example Such ways of management only create unmotivated and antagonized staff who then become unproductive. Intelligent communication is very important when giving directives to the employees. When emphasis is required, firm but respectful directives can be given in a good manner. In a case where a manager has committed a mistake, it is only honorable that they own up to it. This instill a sense of responsibility in their management skill and they may gain credibility and trust by their staff. It is not appropriate that they try to pass the blame to other people. A manager who accepts responsibility is more likely gain support and respect from its staff than one who runs away from them. Such managers then find it easy to proactively correct their mistakes and make them never to happen again. In a case where, in an organization, the sales of a particular month have risen, praising and rewarding the staff is a very noble practice for managers to do. Most managers like taking credit and basking alone in glory as if it was their own efforts that made the sales to rise. There are many cheap ways of rewarding the staff that make them motivating and not necessarily interfering with the organization’s budget. The manager will then build a good rapport with the staff that will help the organization realize even bigger goals. John is a manager at Times Investments. Recently, when he found out that one of his staff had misbehaved in the office during his absence, it was very amazing how he handled the situation. Everyone expected that Charles, the junior staff who had misbehaved, would be punished or even be sacked. However, John summoned Charles to his office and pardoned him for the mistakes he committed and only urged him to prove to John, by working hard, that he is really apologetic. John said to him, â€Å"I know that everyone makes

Toyota Motor Manufacturing Kentucky Inc Vs Williams Essay

Toyota Motor Manufacturing Kentucky Inc Vs Williams - Essay Example Williams has been observed to be experiencing, in layman’s language, fatigue when she has to perform highly repetitive physical tasks. Primarily, in 1993, just three years into her job, she was working for the assembly line with pneumatic tools and was diagnosed with bilateral carpal tunnel syndrome and bilateral tendonitis and her physician put her on permanent work restrictions. The company, in view of this, for the next two years sought other places in the organization where she could perform. During this period, she filed two cases on the organization one in the US District Court of Kentucky and the other under Kentucky workers compensation Act. The matter was settled and she resumed work in December 1993.Upon her return, she was placed in the quality Control department where one of her job requirements was to put oil on the car, which required her to keep her hands and arms at around shoulder level. Eventually, this led her to experience acute pain in shoulders and she wa s diagnosed inflammation in the neck and shoulder muscles. Her physician put her under work of no kind restriction. In December 1996, on her request to perform only the first two requirements of her job , which she can still manage without pain, her employer terminated her services on account of her poor attendance record. Williams filed a charge against her employer at the Equal Employment Opportunity Commission Act and after getting permission sued them in the US District Court. Her claim was denied. The issue here is, she claimed that under ADA, which she used as a basis for suing her employer, is she actually eligible for the discrimination benefits? The first issue is that she can perform the core functions of life like eating, sleeping, performing hygiene related functions, dressing up even when she is allegedly ailing and at home. The second point to be considered is, her employer terminated her on her attendance record and not due to her disability.

Globalization in India and Brazil Essay Example | Topics and Well Written Essays - 1000 words

Globalization in India and Brazil - Essay Example The economy of India has the features of both socialistic and capitalistic economy. The economy was stratified into sectors entirely reserved for the government and sectors reserved for the private. The government had a strict control over the business community through the licensing and reservations. The economy of India in the 1980s was mostly dependent on the foreign borrowings. "In June 1991 India's condition on foreign exchange reserves was poor and precarious. India made a proposal for a loan of US$ 2.26 billion from the IMF. In view of the destitution that the country was in, it had no alternative than to succumb to the World Bank-IMF prescription in embarking on the so-called stabilization and structural adjustment programmes as a precondition to loan. The World Bank was ready with its proposed 'Strategy for Trade Reform'. As a result, thus, India introduced the New Economic Policy (NEP) in 1991" (Mishra, 2006). India started its trade liberalization and globalization hand in hand out of compulsion to survive. As a result, the major reforms that were introduced were: The above-mentioned measures were some of the prominent introduced by the government. But these measures were heavily criticized by the conservative leftist parties. It was predicted that India would be flooded by foreign-made goods and the local industry would be crushed. Among emerging market economies, India is considered as a location of consequence for foreign firms because of prospective opportunities that arise for reasons such as the market size referred to and human resources. The high talent and relatively low cost of Indian managers can make the transfer of capabilities easier to Indian subsidiaries, reducing the need for expatriate staff and increasing the feasibility of using Indian subsidiaries as an export platform (Cable, 1995). Though globalization in India had its bumps, the economy is now reaping the benefits of globalization. The economy has become stronger and Indian co mpanies have started to set up operations based out of India( Chibber, 1999). Though globalization was able to give the much-needed boost to the docile economy, the benefits of the process are mostly enjoyed by the urban mass and there are very little benefits enjoyed by rural India. Globalization in Brazil Brazil is a growing economy in its path of development through its effective globalization initiatives. According to Richard L. Harris, in order for globalization to occur, a country must partake in a global process of cross-border flows of products, services, capital, people and information(Harris, 2005). The three most prominent areas of change in the Brazilian economy are the agricultural changes, military weapons development, and overseas construction. (Sanchez, 2005). Before globalization, Brazil was concentrating on its only cash crop, Sugar.  Ã‚  

Influence of reference groups on purchasing behaviour (personal Essay

Influence of reference groups on purchasing behaviour (personal examples with reference to academic literature) - Essay Example Even in this technology driven consumer world, the purchasing decisions can be greatly influenced by so many social factors like family, peers and the society in which the consumer is interacting. These entities which influence the purchasing behavior of a consumer is generally referred as ‘reference groups’ and this paper briefly analyses the influence of different reference groups in the purchasing of consumers in general and female consumers in particular. â€Å"A reference group is an actual or imaginary individual or group having significant similarities in their evaluations, aspirations, or behavior† (Park & Lessig, 1982, p.102) Family, peers and societies are some reference groups which can affect the purchasing behavior of a person. These reference groups can influence the consumer in different ways like informational influence, motivational influence, utilitarian influence and value-expressive influence. A consumer will get information about a product from family, peer group or from the society. For example, consider a child got information about a new toy or video game from his friends (peer group) or from different toy shops (society). Moreover the peer group can motivate the child to purchase that toy or video game by explaining the special features about that product. On the other hand when the child ask his parents (family) to purchase that toy or video game for him, the parents will discuss the utility of that toy w ith him initially. Moreover they will discuss the price (Value) of the product also before taking the final decision about whether to purchase it or not. â€Å"Parents, teachers, and peers are representative of normative referents who provide the individual with norms, attitudes, and values through direct interaction (Childers & Rao, 1992, p.199). Normative referents are the ones with we usually interact directly. The direct interaction will help us to

Project Sponsorship And Decentralization Of Decision Making Assignment

Project Sponsorship And Decentralization Of Decision Making - Assignment Example It creates a condition whereby internal support is recognized, and all the customers have an executive way of communication. The sponsor's and project manager's names are while making project proposals and hence chances of going through are high. Sponsors are very helpful in the launch of projects since they help in making decisions on staffing and priorities in the project. Project sponsors increase the commitment of the managers to the project and hence minimizes the probability of the project failing. The project sponsors help in decision making in projects and hence the managers and the rest of the team will work towards success. Project managers are required to report to project sponsors and therefore managers will encourage communication with other team members so as to have details of all that is taking place. The pressure on the managers leads to the success of the project. Decentralization of decision making is paramount if the executives are willing to empower the project t eam. All the team members must be allowed to participate in decision making. The managers must be willing to help other line managers in areas that they find difficult. There must be shared accountability within the organization. Any faults should be taken as organization failures rather than personal failures. The kind of leadership in the organization should be team leadership rather than a project manager centered leadership. The organization must be willing to share authority and power among project and line managers.

Accounting Essay Example | Topics and Well Written Essays - 500 words - 34

Accounting - Essay Example Therefore, what matters is quality decision and hence the need of managerial accounting in an organization. Unlike in financial accounting, the decisions made in management accounting are meant for internal users only. The internal users of information are the top managers, employees and departments in a company. Many organizations use enterprise resource planning system (ERP) to report, gather, arrange and supply information and converting it into meaningful information for decision making (Jackson, Sawyers & Jenkins, 2009). Managerial accounting is a career unit and helpful to students as it prepares them on their duties and responsibilities as future managers (Jackson, Sawyers & Jenkins, 2009). In management accounting, students are taught costing methods, decision making techniques and pricing methods which are the core functions of a manager. Also, students get conversant with ways to solve accounting problems like cost minimization and profit maximization techniques. Students are able to acquire the main concepts in both financial and managerial accounting, which changes their attitude to accounting as a discipline. Accounting as a profession is essential to everybody since it is practiced in all sectors. This forms the basis of future successful entrepreneurs in the society. Therefore, managerial accounting matters to student as it is applicable in all careers especially in decision making. The role of a manager is beyond controlling and issuing commands and directives. There are many skills that a manager should have in order to manage the activities in an organization. Good communication is very vital in an organization, and without it everything will be disorganized. Many companies look for competent leaders with good communications skills as a qualification. Managers with reputable organizational skills tend to improve the performance of a business as they make things done in an organized manner.

Conservation of momentum. (lab report) Lab Report

Conservation of momentum. ( ) - Lab Report Example Conclusion gave information concerning the realization of the intended purpose of the entire experiment as per the relayed hypothesis, which is in the introduction section. Introduction Information or data obtained after the commencement of this experiment will be essential in determining the extent and effect of conservation laws. This was via utilizing effects of collision prior to and afterwards and encompassed measuring respective quantities of kinetic energies of the involved bodies. The apparatus used for this purpose was Ballistic pendulum and a ball propelled horizontally on a flat surface to hit a stationery pendulum at a certain velocity. Data taking was before and after collision, which were essential in drawing intended comparisons regarding momentum conservation. This is by taking Kinetic energies of the colliding body with that which is stationary to help in drawing conclusion regarding their respective conditions or states both before and after collision has taken plac e. Theoretical hypothesis in this experiment encompassed preservation of a moving body’s total momentum except in the case of interruption by an external force. Therefore, kinetic energy data obtained prior to and after collision entailed to affirm conservation principles of linear momentum. Essential equations that were in use for this experiment include, 1. Initial velocity: Vi = d/t 2. Initial kinetic energy: KEi =1/2mvi2 3. Initial Momentum: Pi =mvi 4. Final velocity: Vf =v2gR (1-Cos?) 5. Final Kinetic Energy: KEf = ?(M+m) vf2 6. Final Momentum: Pf = (m + M)vf Procedures 1. Initial step encompassed taking measurements of, Mass of the ball Mass of pendulum Pendulum’s radius starting from its pivotal point towards the mass’ center 2. Then the positioning or setting up of the photogate followed but after removal of pendulum from apparatus that was in front of the propelling launcher. 3. There was opening of convenient data collection tool in a computer whose ro le encompassed recording results for easy evaluation, comparison and computations. 4. Then loading of plastic ball into the ballistic pendulum took place. 5. In this step, it entailed measuring distance starting from outer edge of one photogate eye to the second photogate eye then followed by recording the data, which was the first trial. 6. The practical part of the experiment commenced with firing of ball via the photogate assembly and then taking the amount of time it took to go through the photogate for each trial. In addition, there was also taking of distance measurements separating photogate eyes for each trial because it they were subject to change after each propelling trial of the ball. 7. After the sixth step, the obtained data of time in seconds and distances in meters were essential in calculating respective velocities for each trial coupled with tabulating the data in the results’ tables. There was also the need of computing overall mean velocity for the ten tri als as well as standard deviation for each propelling time of the ball. 8. The already obtained data (mean velocity) of the ten trials its purpose was to calculate initial kinetic energy and momentum with the aid of equations (2) and (3). 9. After the first experiment section, there was dissembling of photogate and mounting of pendulum in such a way it swung freely. This is by ensuring once

Market research about Porsch Essay Example for Free

Market research about Porsch Essay Porsche Market Research Report RMIT University | Market Research | Sem C 2012 3 I. Executive Summary Currently, a number of people in Vietnam can afford luxury brand name cars such as Audi and BMW. Despite the fact that car outlay in Vietnam are three-times higher than its original price, demand seems not have any deduction. The research objective of this research is tounderstand about the Vietnamese target segment of Cayenne Porsche, their buying motives and usage, which require both the qualitative and quantitative information. The three research objectives we follow including: Customer’s? perceptions? create? a? relation? between? their? needs? and? the? cars, some factors customers consider before purchasing a car including? the? image? of? car? related? to? customer’s? image? of? success,? their? characteristics? and? the? current? trend? in? the? market and the occasions customers can use the car affect and the way they take care of it can affect their buying decision. Thus we used the combination of the online focus group discussion, the experiment survey, the secondary data analysis and the depth interview in order to get the needed information. Firstly, some introductory information and backgroundof Porsche Company are presented. Then the secondary research and literature review which include the Industry overview as well as Company overview, the Sale and market and the Customer trend would provide the greater understanding interrelated components about the auto market. Next, the Qualitative research is taken place with the use of Online Focus Group Discussion (getting the responses from luxury car’s? users? on? the? website? Otofun),? the? Secondary? Data analysis and In-depth? interview? which? together? give? the? group? a?greater? understanding? about? the? luxury? car’s? target? market,? their? purchase decisions and usage. Besides that, the Quantitative research is activated with the conduction of the experiment survey, dealing? with? the? statistic? in? order? to? generalize? our? findings? and? understand? more? about? the? luxury? car? brands’? consumer? trend and experiences. After collecting data, the group works with the SPSS software to transfer the information found from the survey and interview and then? export? chart,? graph? and? data? tables? in? order? to? get? the? result? (the? output)? and?interpret? them.? Finally,? the? group’s? members will appraise data collected and formulate the conclusion for the information researched and evaluated in each stage of the research, in order to answer the research questions as well as provide short-term and long-term recommendations for the Cayenne product line to get the competitive advantage in the market. Porsche Market Research Report RMIT University | Market Research | Sem C 2012 4 II. Introduction and background Over the last 60 years, the Porsche Holding Salzburg is the largest and most successful specialty automaker business company in Europe. Today, Porsches roster is quite wide-ranging and now even contains a luxury sport car, the Cayenne. Porsche Cayenne was elected? by? MotorTrend? to? be? the? â€Å"SUV? of? 2011†.? Absorbed? by? latest? Porsche’s? design,? Cayenne? attracts? attentions? by? the? look? of Safety, Elegance and Gentlemen. According to AutoVina, experts said that Cayenne, with high class, appropriate internal forces and latest? engine? V6,? is? a? SUV? that? best? suit? with? Vietnam’s? transportation? circumstances,? while? still? serve? the? needs? of? class? clients. The research study is conducted to find more opportunity in Vietnamese luxury car market, specifically understanding deeply Vietnamese customer as the key to ensure further growth in Vietnam. III. Secondary research and literature review 1. Industry Overview Vietnam is considered as one the countries that has the fastest developing economy. Since 1986, Viet Nam moved from planning economy to free trade and this policy brought the fastest development in Vietnam economy, ranking in the Asia area. In 2007, Vietnam had also joined the World Trade Organization and this milestone opened the new era for Vietnam economy and trade. Since then, many importers appeared and put a step onto the automobile market which was just in the initial stage. Despite the high rate of trade deficit, decreasing purchasing power and rocketing inflation, the luxury car sales has still risen. Besides, limiting the loan rate and increasing interest policy from Central Bank would not actually influence the Vietnam luxury automobile market. According to Mr. Laurent Genet, the CEO of Automotive Asia – official? Audi? importer? in? Vietnam:? â€Å"Our? target? customers? are? the? ones? who? do? not? have? financial? concerns†.? For? them,? a? car? is? the? reputation,? social? position? and? investment. †? Following this sustainable tendency, many luxury automobile importers are extremely optimistic about this fresh but potential market. 2. Sales Market Developing economy, increasing population and improving standard of living are main factors which help rocketing Vietnam Car sales in? recent? years.? According? to? the? latest? report? of? the? Vietnam? Automobile? Manufacturers’? Association? (VAMA),? sales? in? September/ 2012 increased by 9%, reaching 7660 vehicles nationally. However, the majority of businesses, forecast that by the end of the year, the market will only consume less than 95,000 vehicles. At the same time, VAMA statistics has just announced that in the first nine months, sales were down 38% compared to the same period last year. One of the biggest recognizable reasons is due to the? government’s? contradictory? policies,? which? is? rises? in? fees? and? taxes? policies.? According to VietnamNet, at least nine types of taxes and fees have been imposed on car owners which narrows the automobile sales. Do Huu Hao, Chair of the Vietnam Automobile Engineering? Association,? former? Deputy? of? Industry? has? recently? stated? that? â€Å"If? Vietnam? does? not? make? a? breakthrough? in? its? policies,? its? automobile? industry? will? never? be? able? to? develop†. Porsche Market Research Report RMIT University | Market Research | Sem C 2012 5 3. Customer Trend Referring? to? â€Å"Personal? Finance? Monitor†? of? Nielsen in 2011, Hanoi people adore luxury product such as sport car or mobile phone†¦? and? easily? got? attracted? by? them.? They? willing? to? pay? high? price? for? lavish? products? and? believed? that? purchasing? and? consuming them are economic investment. As studied in the International Marketing Review written by Lien Le Monkhouse, Bradley R.? Barnes,? Ute? Stephan,? (2012),? Hanoi? people? can? be? reflected? as? the? kind? of? person? who? highly? appraise? â€Å"saving? face†,? and? consequently? have? high? insights? of? the? â€Å"extended? self-component†? as? well? as? â€Å"the? conspicuousness? dimension†? of? luxury.? Dissimilarly, the Saigonese only bought things when needed. They think high-class? goods? are? for? boasters,? and? they’d? just? spend? on? necessary instead of boasting purposes. Accordingly, Vietnamese consumers? are? aware? of? the? financial? crisis? yet? it’s? easier? for? high- end name brands to attract northern clients; and for southern clients, enterprises should differentiate business strategies and products to meet all demands. Nowadays, a numberofpeople in Vietnam can afford luxurybrand name cars such as Lexus and BMW. Despite the fact that car outlay in Vietnam are three-times higher than its original price, demand seems not have any deduction. In? their? journal? â€Å"Business? Strategy? Series†? (2009),? the? authors stated? that,? for? Trends,? â€Å"there are differences in trends these days. People want safety, fast, sexy, but economical cars†.? Therefore,? â€Å"Efficiency†? becomes? one? of? the? newest? major? trends. The second run-up? is? â€Å"to? personalize? your? style†.? For? example,? men?who love speed and sport conventionally dream about a top-gun car at least once in their life. The third run-up? is? â€Å"Safety†,? and? â€Å"making? cars? more? safety†? is? a? permanent? trend? (like? Lexus’s? pre-collision). Last but? not? least? is? â€Å"Entertainment†,? because? everybody would be so pleased as they have a bottle of wine chilled in the mobile refrigerator inside their luxury car. IV. Problem statement Marketing problem Research Question Research Objectives Hypothesis What Vietnamese market segment should be targeted? (Target segments) Will customers choose the Cayenne? How do the answers to above questions differ depending on demographic group (age, income), psychological (social class, lifestyle and spending on household) and behavioral (benefits and usage rate)? Who are the best prospects? To measure purchase intentions, their lifestyle and perception in order to find out is there a relation between their needs and the car HO: Having Luxury cars is independent from monthly income over 36 millions. H1: Having luxury cars is associated with monthly income over 36 million VND. HO: The people with high social class do not feel the luxury car fulfills the need to enjoy life. H1: The people with high social class feel the luxury car fulfills the need to enjoy life and make the enjoyable life more completed. Porsche Market Research Report RMIT University | Market Research | Sem C 2012 6 How and Why do they purchase a luxury car? (Buying motives) How the performances of Porsche Cayanne affect people? Which factors will customers consider most when choosing a type of car except the budget (the interest or family benefits)? What extent do customers think a luxury car is a status symbol for successful Vietnamese people? What can be the channels they get information? What can be the proper time in their life they consider to buy a luxury car? Will the opinions of their friends/colleagues affect them? To measure the purchase intentions. Understand what factors affect the purchase decision, the reasons and time a customer will buy a car. Also to determine how and what a customer consider before making the purchase. Ho: Different age groups have the same opinion about the statement that? â€Å"luxury? cars? create? good? impressions? on? others† H1: Different age groups have different opinions about the statement that? â€Å"luxury? cars? create? good? impressions? on? others† Ho: On? average,? people? do? not? agree? with? the? statement? that? â€Å"Luxury car is a symbol for successful of most Vietnamese customer. † H1: On average? people? agree? with? the? statement? that? â€Å"Luxury car is a symbol? for? successful? of? most? Vietnamese? customer†? Ho: Customers still buy a luxury car irrelevant with the characteristics with which they describe themselves. H1: Customers do not buy a luxury car irrelevant with the characteristics with which they describe themselves Ho: It is not important to have my car the newest car in the market that few people owns it. H1: It is important to have my car the newest car in the market that few people owns it Ho: Family? members’? opinions? do? not? affect? the? decision? making? of? choosing a car H1: Family? members’? opinions? affect? the? decision? making? of? choosing? a car How do customers use a luxury car? (Usage) What can be the perceived benefits they like when using the car in terms of speed, upgraded safe systems? In what kind of occasion they prefer having a luxury car (business and travelling? ) To determine customers’? lifestyle and usage. Understand the ways customers use the car about. Measure Ho: Consumers do not think that it is important to upgrade the new technical developments. H1: Consumers think that it is important to upgrade the new technical developments. Ho: The job requirement is not the purpose for buying the car (mean =3) H1: The job requirement is the purpose for buying the car Porsche Market Research Report RMIT University | Market Research | Sem C 2012 7 the relationship between the car which helps to reflect their prestige. H0: Customers do not like to travel by their luxury car H1: Customers like to travel by their luxury car V. Methodology 1. Qualitative 1. 1 Online Focus Group Discussion (OFGD) We raised online focus group on Otofun. net forum because we can easily find people who have ability to own a car or have knowledge about car from the famous car forum. In Online focus group, respondents can feel free to express any their opinions without embarrassing or awkwardness due to undirected discussion. Many current users of luxury car brands in the forum were happy and willing to respond clearly to our topic after only some hours since we have posted it. We received nearly 120 comments from nearly 15 members of this forum. So, we got many detail and clear information from that sharing. Some respondents in the forum that even actively give us their mobile number for discussing their deeper information since they think their opinions, ideas cannot be completely reflected through the online comments. However, some people merely answer what was asked by us (the topic owner), so it is quite difficult to expand the information and ask more questions and? because? they? are? seem? â€Å"lazy†? to follow the topic. One more problem with OFGD is besides some members who are willing to help us, some them do not answer the questions and just joke around about the topic. Question Similarities Differences Evaluation Q. 1: Why do you want to choose a luxury car brand? Their? image’s? improvement when choosing luxury car brand. Belief? in? car’s? safety? and? quality? based? on? the brand reputation and long-term business establishment. Most respondents believe that consuming a luxury? car? is? a? way? for? them? to? â€Å"highlight†? their social position to surrounding people and show their success. So, if they have enough money, they actually choose a luxury car brand to purchase, especially business people. Q. 2: How do the family factors affect your car purchase? Not concentrate much on the family factors. When choosing a luxury car brand, people tend to focus on the Some respondents who are married and have children see family factors as a small or medium concentrated factor because they can have more than a car which can be separately used for family factor and. Briefly, most respondents do not think the family factors affect completely their luxury car brand consuming. Most of them tend to be affected by other individual factors. Porsche Market Research Report RMIT University | Market Research | Sem C 2012 8 individual image or personal factors individual factors. Q. 3: What do you think about â€Å"Cayenne†? Porsche brand? Cayenne style and design is more appropriate to elder people, who are more than 40 years. Most young wealthy people may not choose Cayenne although it is a luxury and unique car? brand.? They? think? Cayenne’s? design? is? not fashionable and sporty for young drivers. So when people purchase a luxury car, they do not only focus on the image of car brand, but also the design, style and performance of specific car to fit to their style. 1. 2 Secondary Data Analysis Secondary? data? is? used? for? â€Å"Fact? finding†? purpose? to? understand? clearly? about? the? reason explaining the behavior of consumers who owns a car, explain the outcome of quantitative resources and estimate the market potential or target segment for Cayenne car line of Porsche. TNS, AC Nielsen and International Marketing Review are high authority, as these three legal market research agencies.? These? companies’? major function is to provide the research about the market. We will also use famous online newspaper such as Vnexpress and Vietnamnet for searching the updated news. Moreover, it must be accurate, objective, right time and cost benefit. 1. 3 In-depth Interview Depth interview is an effective interview that allows researchers to discover high amount of information needed about customer behavior. Here, the team conducted depth- interviews with 6 people who own Luxury cars to know more about their consumption and usage. These people are full-time manager positions, around more than 35 years old, already married and working at different areas such as Airlines, Baking, Medical science and Auditing Logistics. On average, their estimated gross income is above 30,000USD. The exact numbers are not revealed. These people are open-minded to share their thoughts during interviews. Some of them have more than 2 luxury cars. One team member has a close relationship with these people, hence they are very willing to help us. In fact, all respondents use car to drive to work every day because they believe it can create a good image in front of their customers and business partners. In other hand, when asking about the perceived benefits they like most when using a luxury car, every respondents agree that the personal convenience and comfortably they received from their luxury car are much more valuable than just for showing off. Furthermore, most interviewees think Cayenne product category is suitable for their age. However, respondents said the style of Cayenne is classical and powerful, it may suit with someone in high-class but classic in style. These Porsche Market Research Report RMIT University | Market Research | Sem C 2012 9 opinions help researchers in discovering the potential targeted Vietnamese customers for Cayenne product line. Finally, most respondents shared that they would like to try a new brand for the next time purchasing car. Thus, researchers need to focus and catch opportunities from those potential customers in order to make them become their customer. It is undeniable that thanks to the interviews, our team had more knowledge to modify the survey questionnaires and provide proper explanation for the outcome of quantitative research. 2. Quantitative research 2. 1 Survey This project utilized survey as data collection tool, and chose cross sectional study as survey method. To generalize unknown problem and relevant data, survey is considered as the most sufficient due to its? â€Å"quick,? inexpensive,? efficient,? and? accurate? means†? (Zikmund Babin 2011). In addition, cross sectional study helps to find out the in-need representational information about the chosen market- car? industry? in? general? and? Porsche’s? market? in? particular? (respondents’? attitude? and? behaviors)? at? a? single? point? in? time.? Data? collection consisted of personal interview and self-administered questionnaires (mail survey). Collecting information via conducting survey is indisputably to have several forms of errors. To preserve the quality of the survey, before starting to launch the actual interview, the team had gone through the pretesting process with classmates and asking for lecturer’s? advices.? The? corrected? final? interview questionnaire contains 11 structured and 1 unstructured questions (see Appendix 1), which are happened to be all straightforward (undisguised questions). Since each team member individually contacts every participant, we could explain them any confusing questions hence it ensures that the survey has been done by the right target segment and since we individually contact them, they realize the seriousness of our work and more willing to put effort in answering the questions. Therefore it significantly helps us eliminate respondent error. 2. 2 Sampling The interview process was administered to a broad range of potential target segment (n=104). Compound interviews were planned with respondents in order to produce more in-depth data collection and opportunities for complement. It took us one week to complete? the? survey? process,? as? each? member? contacts? with? their? parents’? friends? who? already? own? a? car? or? request? our? RMIT? friends’? parents to complete the survey. For the purpose of diminishing random sampling error, we mostly focused only on people who already have car, high income and have credible social status. For example questionnaires had been sent to qualified and high-positioned employees of Vietsov Petro Ltd, Trustbank and Indo China airlines. 2. 3 Instrument: Data collection consisted of personal interview and self-administered questionnaires (mail survey). As it provides many advantages such as geography flexibility, low cost, standardized questions and time-consuming, we can collect the relevant data from targeted respondents. Generally, there are 7 sections containing 12 small questions in this questionnaire. All the questions are diverse, spreading from simple-dichotomy, determinant-choice questions to filter questions and likert scale. Section Iis filter questions in order to identify respondents who meet sample criteria. This section collects data? about? respondent’s? situation? whether? they? own? or? Porsche Market Research Report RMIT University | Market Research | Sem C 2012 10 desire to have a car. Section II and III apply simple dichotomy and determinant choice to collect information about respondents’? demographics such as gender, age, kids and income. This can be seen as using Funnel Technique which requiring general information before leading to more specific questions. In Section IV, semantic differential scale is used to help illustrating the comparison of respondent’s? attitude? towards? Porsche? and? one? other? brand.? Based? on? this? part,? a? further? image? profile? made? from? the? comparison between Porsche and another brand will be built up. From section V, Likert Scale is applied. These questions are vital to the survey as they gather information about purchase motivations from different perceptions, usage purposes and personal image. These questions help figure out what really? drives? respondent’s? attitude? and? behavior. Moreover, understanding exactly their lifestyle, desire, and purpose? may? help? the? researcher? take? a? closer? step? towards? respondent’s? mind? then? form? a? better? strategy.? The questions are standardized, short and simple with specified structure that would avoid complexity and ambiguity. Besides, there are also multitude of? options? which? may? avoid? ‘leading’? questions? and? making? assumptions. VI. Survey Result 1. Actual Sampling The sample size of survey questionnaire is 104 people. However, since we only want to choose the people who already own a car, there are 100 people reach this standard since other 4 people merely intends to buy a car. As aforementioned, our team aims at individuals who have a high possibility to possess a car, therefore the percentage of respondents owing a car counts for 96% of sample size. The survey result also reveals that the proportion of people has the income from 36 million VND to above 63million VND counts for65 %of total respondents and only 14. 56 % of them earns lower than 16 million VND per year. Since it can be unreasonable that people earning 16 million VND cannot own a car, but the reason could be they are RMIT students who cannot purchase a car by themselves, but their families have strong financial power so they already drive cars as a main vehicle. 2. Resul t analysis Research objective 1: Customer’s? perceptions? create? a? relation? between? their? needs? and? the? cars Question 1: Do the monthly salary affect the need of having luxury cars? HO: Having Luxury cars is independent from monthly income over 36 millions. H1: Having luxury cars is associated with monthly income over 36 million VND. Porsche Market Research Report RMIT University |. Market Research | Sem C 2012 11 Results Firstly, the bar graph shows that most of the respondents have a car ownership. These cars are mainly from many popular car brands, namely Audi, Acura, Toyota, Mercedes, Ford, BMW, Chrysler, Lexus, Chervolet, Nissan, etc. In contrast, there is a small percentage of 4. 81 not available, presenting for those did not answer the filter question. However, in overall, the study has met the quota of 100 respondents, having cars, as it shows a wide range of the car brands. Toyota seems to bethe most preferable brand since ittakes themost proportion sincethe graphs represents the highest percentage of 27. 88 is gained by those, owning Toyota cars. The runner up is Ford with 10. 58%. The line chart represents the respondents, having monthly income above 36 million VND mostly have an ownership every kinds of cars, from middle cars such as Subaru or Kia to high-class cars such as BMW and Audi. For example, based on the chart, respondents, owning either BMW or Lexus or Mercedes or Honda that have the income above 63 million have lesser respondents, compared to those driving Toyota. Furthermore, those using either Audi or Acura have an income under 16 million. Thus, it strongly supports for the statement that luxury cars independent from monthly income over 36 million. Secondly, based on this Chi-square test, even though there were more rich people own luxury cars than low income level people (21/67= 31% rich people own luxury cars; 7/36=20% average low income level people own luxury cars); this difference is not statistically significant according to the chi square test (test statistics = 1,675, degree of freedom= 1, p-value=0. 196 0. 05). Therefore, it can be concluded that it do not reject H0. On the other words, having luxury cars is independent from monthly income over 36 million. Explanations. Porsche Market Research Report RMIT University | Market Research | Sem C 2012 12 It can be explained that the desire to own a car can be affected by many other factors, such as whether it is relevant to the customers’? characteristics or fit with job requirement (referred to the next objective) therefore even people who have high income still do not choose a luxury car. In addition, there is a noticeable problem here, which is about the respondent error since the income is a sensitive question so some of them have the tendency to choose a higher range than the actual income or vice versa. Question 2: How do the people with high social class feel the luxury car fulfills the need to enjoy life? Ho: The people with high social class do not feel the luxury car fulfills the need to enjoy life. H1: The people with high social class feel the luxury car fulfills the need to enjoy life and make the enjoyable life more completed. Results The bar chart indicates that the group of people with high social class also mostly disagrees with that idea, counting for more than 12. 5% even though the amount of people who agree also counts a certainly high rate which is around 8%. Based on the Car-fulfill-life. Crosstabulation, most of the high social class respondents agree that luxury car could not help fulfill their need to enjoy the life. This difference is not statistically significant according to the chi square test (test statistics = 1,771, degree of freedom= 1, p-value=0,183 0,05). Therefore, we do not reject H0. It can be said that the people with high social class do not feel the luxury car fulfills the need to enjoy life. Explanations From the data collected, the car purchased is compatible with the owner’s? living? standard.? From? the? bar? chart? in? Q1,? successful? businessman with high monthly income above 36 million tends to own a luxury car brand. However, on the other hand, a luxury car somehow does not really take high position in their perception of life fulfillment. This can be explained that the Vietnammese high-class? people’s? perception? is? quite? different? to? the? general? materialism? tendency among Vietnam society. According to ThanhnienOnline article, the real global billionaires do not really stick with materialism containing luxury car, house.. as common thinking of many Vietnamese people. To those people, car is only a mean of transportation, not a demonstration of their richness and success. This tendency also affects a part of VietNam high-class people and gradually forms a different perception among those successful and wealthy people. Recommendations As what have been proved, there is a gradual changing in Vietnam high-class customers which may put luxury car sales at risk. Taking this in consideration, Porsche should launch campaigns focusing on different aspects of luxury car image such as quality, durability, Porsche Market Research Report RMIT University | Market Research | Sem C 2012 13 service and loyal customer incentives. A luxury car does not only bring a high-class outlook and position but also provides the best quality and many other beneficial incentives. Porsche must demonstrate that it deeply understands this insight, that it knows the car is not just a vehicle, it sticks with successful moments in their career and with happy moments with their families. By recognizing and conducting? strategic? plans? on? time,? Porsche? may? affect? targeted? customer’s? perception? and? change? their? behaviour? in? more? positive ways. Research Objective 2: Some factors customers consider before purchasing a car including the image of car related to their image of success, their characteristics and the current trend in the market. Question 1: How customers evaluate Porsche compared to other three competitors (BMW, Audi Mercedes Benz)? Results To clarify, the study has been conducted through the use of ranking Porsche, presented by the red line in the graph and other brands, including BMW, Audi and Mercedes, presented by the blue line, for each of 9 attributes, namely performance, safety, luxury brand image,? driver’s? image,? prestige,? elegance,? desire? of? the? updated? edition? of? car? model? (desirable),? uniqueness? of? car? accessories and level of equipment. The value in the graph has been calculated to the mean for each attribute. Overall,? the? graph? figures? out? Porsche? is? believed? that? the? car? can? be? raised? the? car? driver’s? social? status? which? is? representative of luxury? brand? image,? driver’s? image,? prestige? and? elegance.? To? illustrate,? the? attribute, gaining the highest mean is the image of the driver with the mean around 4. 8, compared to other brands with the mean around 4. Thus, there is a significant gap between Porsche 3. 6 3. 8 4 4. 2 4. 4 4. 6 4. 8 Other luxury brands Porsche Porsche Market Research Report RMIT University | Market Research | Sem C 2012 14 and one of the other car brands, which is 0. 8. Moreover, in the comparison of prestige, there is a magnificent gap between these car brands which is 0. 2. This is because the red line gains around 4. 4, while the blue one is approximately 4. 6. However, in the comparison of desirable, Porsche is underestimated with the mean near 4. 1, whereas, the other one is approximately 4. 6. This can be explained that there is not much updated version of Porsche Cayenne in recent years. Besides that, most Vietnamese customers are a bit interested in SUV market, not quite much as other foreign market. This can be proven that not much Cayenne models are available in Vietnam much, for example, Cayenne S, Cayenne S Diesel and even Cayenne Turbo S. Explanations: In the social image comparison, all the participants of OFGD agree that current Cayenne models raise the image of the driver.? This? also? supported? for? the? question? no.? 2? that? different? age? groups? have? same? opinion? about? the? statement? â€Å"luxury? cars make good? impressions? on? others†. The graph shows there is no much difference between Porsche and the other brands towards performance, safety, uniqueness of car accessories and level of equipment. This can be explained that the cars chosen for the comparison are premium cars. Based on both OFGD and in-depth interviews, most of the participants acknowledge that premium cars have to meet the certain requirements about safety, performance, its uniqueness of the accessories and the high level of equipment. Recommendations: It is recommended that press releases for the updated version of Cayenne should be widely introduced to be launched. This is because this is the opportunity that can enhance the brand awareness of Porsche, especially Cayenne model. Question 2: Do the customers in different age groups similarly care about the impression they have from other people while driving a luxury car? Ho:? Different? age? groups? have? the? same? opinion? about? the? statement? that? â€Å"luxury? cars? create? good? impressions? on? others† H1:? Different? age? groups? have? different? opinions? about? the? statement? that? â€Å"luxury? cars? create? good? impressions? on? others† Results Firstly, based on the graph, the age groups that have been surveyed includes under 24, 24-under 34, 34-44, 44-under 54, 54-under 64, and 64 and above.

“There Is No Truth in Advertising.” Discuss Essay Example for Free

â€Å"There Is No Truth in Advertising.† Discuss Essay Advertising is omnipresent and inescapable in today’s world. It is claimed that an average person is exposed to 2000 advertisements every day. Due to its all-pervasive nature, advertising has a huge impact on our minds, both consciously and unconsciously. However, the credibility of today’s advertisements should be questioned. As media companies and advertising agents become increasingly profit-driven, advertisements now contain false information, promote biased ideas and sometimes even deveice consumers, in order to sell products. Even some non-commercial advertisements are not telling the complete truth, in order to grab people’s attentions. Many advertisements tend to tell â€Å"partial truth† about their products, which equates to false information that would mislead viewers. To increase revenue and maximise profits, advertising agents use the tactic of â€Å"partial truths† that make use of viewers’ assumptions. Advertising agents skillfully design the advertisements that will only reveal the seemingly appealing characteristics of the product, and deliberately leave the necessary elaboration and explanation, which is the other half of the truth, unmentioned. An advertisement for some cat food purported that it contains a substaintial level of phosphorus, which would lead the viewers to think that more phosphorus is good for cats. But what the advertisements did not mention was that cats actually do not need phosphorous in their diet. Another cigarette advertisement in Bangladesh said that smoking helped to relieve the pain of giving birth, which is true because somking decreases the size of babies. Its detrimental effect on babies was deliberately ignored by the advertising agent. These â€Å"partial truth† are not truths at all. They are misleading lies which, if the consumers believe blindly, may even harm their health. Also, advertisements always ignore the moral truth of gender equality. They contain some stereotypes about gender roles most of the time. While men are usually portrayed as strong and masculine, women are almost always depicted as fragile, weak and feminine. Some advertisements convey the idea that women should devote a lot of money, time and effort into the pursuit of ideal beauty, to please men. There is even objectification of women that turns women into things and objects, which is dehumanising and unrespectful. One advertisement writes â€Å"If I did not lose 49 pounds, I could never be married by now†, which is saying that women should focus on their figure in order to find a husband. Another beer advertisement turns a lady into a robot that contains beer in its belly. While these â€Å"innovate† advertisements may be effective in promoting the products, they are without doubt instilling people with the wrong idea that women and men are not equal in this society, that women is somewhat inferior, which are not the truth. [However, they do reflect and reinforce existing ideas of gender roles and inequality, which is the sad reality. ] Furthermore, advertisements deceive us into believing that by buying certain products, we are able to obtain a desirable lifestyle, gain social status or get into certain social community. Advertisements are not selling merely products, but also the lifestyles, ideas, calues and status that the company want to associate the product with. By constantly linking the products with a certain lifestyle, the advertisements make the consumers believe that buying the product is one easy way to get that desired lifestyle. For instance, Louis Vuitton’s advertisements always show celebrities holding their handbags, enjoying themselves on holiday. This makes many nouveau riche think that having one of such bags would get themselves into the moneyed class and the lifestyle of the rich. However, it is without doubt that buying certain products does not change who you are or where you belong to. It is just a deception created by the advertisements. Some people may argue that advertisements for some cutting-edge technical products that truly benefit people, such as tablets and smartphones, do contain truths. I do not deny that these advertisements do contain some facts, such as the new features of the products, the improved functions and so forth. However, being advertisements, they are more or less exaggerated in order to achieve the ultimate goal of selling. Advertisements of this kind, such as the advertisement for the new iPad, always contain the key words like â€Å"all new†, â€Å"revoluntionary† or â€Å"unprecedented†, but never mention the limitations and the flaws [built-in obsolescence]. Only after a few months when the company launches a newer model would it start to point out what flaws the previous model has. This is the nature of advertising. There is no complete truth. Non-commercial advertisements are believed by many to be absolute true. They argue that these advertisements campaigning for good causes have no motive to lie. However, in order to create greater influence and to raise people’s awareness, non-commercial advertisements also tend to exaggerate and oversimplify the situation. For instane, the advertisements that help Project Hope in China to raise fund often show children who are eager to learn sitting in shabby wooden classrooms, dressed poorly. Though there are many children like this in the rural area, not all of them are passionate about learning, and not all classrooms are in such poor condition. In order to grab public attention, these advertisements are wise to show the pooresr scene to the public. But this kind of oversimplified version is definitely not the complete truth. [emotional manipulation] In all, advertising by nature aims to grab public attention. In oder to do this, there is always some extent of exaggeration. This is how advertisements work. As long as there are no false information or deceptions that mislead people, advertising with some extent of exaggeration is acceptable. People should learn to be discriminating views ant not just believe advertisements blindly.

Literature Review On Organisational Change Management Essay

Literature Review On Organisational Change Management Essay Part A Organisational Change: Organisational Change is the process by which organizations move from their present state to some desired future state to increase their effectiveness. Characteristically Change is vital if a company wants to avoid stagnation fast and is likely to increase further in the present competitive business Change is understood as doing things differently in order to cope up with emerging changes in the organisation environment. Change in any part of the organisation may affect the whole organisation. Change could be proactive or reactive. A proactive change has necessarily to be planned to attempt to prepare for anticipated future challenges. Generally it is initiated by management. A reactive Change may be an automatic response to a change taking place in the environment (John Lacovini, The human side of Organisation Change, January 1993, Page 35.) Change Management is a structured approach to transitioning individuals, teams and organisations form a current state to a desired future state. Its major objective is to maximize the collective benefits for all people involved in the change and minimise the risk of failure to change. The major obstacle to change management is Resistance to Change. (K.Aswathappa, Organisational Behaviour, 8th revised Edition, Chapter 20, Page No.520) T John Lacovini says, The secret to real success of any organisation is effective management of the emotional vulnerability that accompanies organisational change. Types of Change: Different types of changes require different types of strategies to be implemented for effective functionality. The three types of change that occur most frequently in organisations are Developmental Change Transitional Change Transformational Change Developmental Change: Developmental Change occurs when a company makes an improvement to their current business. If a company decided to improve their processes, methods or performance standards that should be considered as developmental change. Companies are continually processing developmental changes to some degree in order to stay competitive. This type of change should cause little stress to current employees as long as the rationale for the new process is clearly conveyed and the employees are educated to new techniques. When major change such as decision to close a division, streamline the business and organisation downsizing, make developmental changes unacceptable to the employees. The employees could see that the company attempted different strategies before determining that closing the division is the only option. Transitional Change: Transitional Change is more intrusive than developmental change as it replaces existing processes or procedures with something that is completely new to the company. The period when an old process is being dismantled and the new process is being implemented is called transitional phase. A corporate reorganisation, merger, acquisition, creating new products or services and new technologies are examples of Transitional Change. It may not require a significant shift in culture or behaviour but it is more challenging to implementing than a developmental change. The future of the organisation is unknown when the transformation begins which can add a level of discomfort to the employees. (Bernald M. Bass, From Transactional to Transformation Leadership, Training and Development, May 1991 Pages 87-92) The outcome of transitional Change is unknown so employees Amy feel that their job is unstable and their own personal insecurities may increase. Education and orientation at every stage of new process implementation should be commenced in order to employees insecurity. This will make the employees feel comfortable. They will feel engaged and actively involved in change. As the employees level of engagement in new process increase, their resistance to change may decrease. Management should be a cognizant of the impact and stress these changes will have on their employees. The company should continue to inform the employees of their status offer support in helping them deal with the personal adjustments they will be forced to make. Transformational Change: Transformational Change occurs after the transition period. Transformational change may evolve both developmental and transitional change. It is common for transitional and transformational change to occur in tandem. When companies are faced with the emergence of radically different technologies, significant changes in supply and demand, unexpected competition, lack of revenue or other major shifts in how they do business, developmental or transitional change may not offer the company the solution they need to stay competitive. Instead of methodically implementing new processes, the company may be forced to drastically transform itself. (K.Aswathappa, Organisational Behaviour,8th revised Edition, Chapter 20, Page No.525) Part B Resistance to Change: The goal of any planned organisation change is to find a new and improved way of optimal utilisation of resources and capabilities in order to increase an organisations ability to create value and improve returns to its stake holders. Yet employees do not always welcome changes as expected by the organisation. As per the 2007 survey conducted by the Society for Human Resource Management (SHRM), organisational changes fail majorly due to employee resistance and inadaptability to change. Figure   Reactions to change may take various forms. Active resistance  is the most dangerous factor in change management. Employees with Active Resistance may go against the change effort and object the change in several manners. Boycotting the organisation, tending to disrupting habits and raising slogans against the organisation are some examples for high negative resistance. In the opposite nature,  passive resistance  is calm and doesnt include violence in any aspect. Passive resisters are insecure about their position after change. Instead of clearing their insecurities with the management, they tend to look for a new job and leave the organisation. Compliance, is coping up with the proposed changes with little enthusiasm. Finally, those who show  enthusiastic support  are supporters of change, who understand the value of change and contribute to the effective implementation of change. They are the defenders to organisational resistance and propagate the new way to actually encourage others around them to give support and contribute to the overall change effort. The best example of resistance of employees to change is computerisation. Change requires readjustment. Man always fears the unknown and a change represents the unknown(P Subba Rao, Essentials of Human Resources Management and Industrial Relations, Chapter 12, page 353) Factors causing resistance to change: Fear of Unknown: Such fear is due to uncertainty about the nature of change, feelings that one doesnt know what is going on and what the future holds. Loss of Control: Feeling that the change is being done to the person, worry that one has no say in the situation and events that are taking place. Loss of face: Feeling of embarrassment as a result of change and discerning it in such a way that the things one has done in the past are wrong. Need for Security: Worry about ones potential role after change and fear of losing job after change. Fear of Demotion: Employees may fear that they may be demoted if they do not possess the skills required to do their jobs, after change. Hence they prefer status quo. Loss of Power: Employees in superior cadre may assume that change may eventually result in the loss of their superior power. They give more prominence to maintaining prestige and status in the organisation, even if the change is for overall betterment of the organization. Fear of workload: Change in work technology and methods may lead to increasing workloads there by no proportional increase in salaries and benefits. This feeling creates resistance to change. Need for Training: Not all employees are interested in continuous learning and if the change necessitates relearning and continuous training, employees may resist to boredom to learn. Need for new social adjust: Any organisational change involves new social adjustment with various groups and sub groups.Some people refuse transfers and promotions, as they may need to need to break their current social comfort zone? Perceiving change as imposed from outside: Some employees may consider that change is enforced only for the development of organisation, not for their development. They perceive change as something imposed from outside on them. (Bernald M. Bass, From Transactional to Transformation Leadership, Training and Development, May 1991 Pages 93-95) Forces of Change: An organisation is affected by various forces to change. Internal forces: The forces inside the organisation which affect the change are as follows: Need to develop new products and new technologies in order to with stand in the ever changing competitive world. Focus on business diversification. Urge to implement bench marking standards in the organisation Business Process Re-engineering and Total Quality Management process implementation Cost Cutting strategies to with stand in recession times Company going for Public Issue External Forces :The forces outside the organisation which affect the change are as follows: Change in the employment and industrial laws of the country. Booming economy or recession situation. Business trends such as globalisation which helps to spread the commercial activity all over the world. Increasing competition makes companies concentrate more on customer satisfaction and customer excellence. Social, economic and political changes like terrorist attacks, political conflicts with other countries, UNO Regulations and World Bank policies. Demographic shifts like shrinking labour, droughts and drains, rising health care costs, rise in the number of foreign born workers force companies to concentrate more on matters of discrimination and civil rights. Part C: Approaches to Organisational Change Change Management Models: Management is said to be a change agent as its role is to initiate the change. It has to overcome the resistance in the organisation and make the change as a successful venture. Management must realise that resistance to change is basically a human problem and hence it must be tackled in a social and human manner. Several behavioural scientists and psychologies have studied group dynamics and organisation development and hence have proposed various theories and models to change management. They are described below. Levins Force Field Theory of Change(1936): Kurt Zadek Lewin (September 9, 1890 February 12, 1947) is a renowned psychologist and is recognized as the founder of social psychology. To his credit he was one of the first to study group dynamics and organizational development. Lewin proposed force field theory of change, which explains about various forces affecting the change and organizational equilibrium. Taken from www.change-management-coach.com An organisation at any time is a dynamic balance of forces supporting and restarting any practice. The forces supporting the practice are Driving Forces and the forces objecting the practice are restraining forces. When the forces are evenly balanced, the organisation is in a state of inertia and doesnt change. To stimulate an Organisational change managers must find ways to increase the Driving Forces and decrease the Restraining Forces. With these strategies an organisation overcomes inertia and implements change process. (John W. Newstrom and Keith Davis, Organisational Behaviour,8th revised Edition, Chapter 15, Page No.410,411) Change is introduced within a company by a variety of methods. The idea is to help change to be accepted and integrated into new practices: Adding new driving forces Removing restraining forces Increasing the strength of the supporting force Decreasing the strength of the restraining force Converting a restraining force into a supportive force A good example for this strategy is an urge for increased quality of products in an organisation is supported by forces like higher-quality work, increased company reputation and better customer satisfaction.Restrining forces being employees feeling irresponsible for the quality of product they produce. This can be overcome by implementing programs to increase employees pride, performance based hikes, providing better machines and training, quality of work life etc. Three Stages in Change: Behavioural awareness in managing change is aided by viewing change as a three step process: Unfreezing Changing Refreezing Stage 1: Unfreezing Unfreezing means that old ideas and practices need to be cast aside, so that new ideas can be learned. It basically means to have an open mind and flexibility to accept new changes. Its getting rid of old practices and accepting new challenges. Its basically breaking the current comfort zone and getting ready for change. So a manager must help employees clear their minds of old roles and old procedures. Only then they will be able to embrace new ideas. The Unfreezing stage is probably one of the more important stages to understand in the world of change we live in today. Stage 2: Change or Transition Changing is a step in which new ideas and practices are learnt.This process involves helping an employee think reason and perform in a variety of new ways. It can be a time of confusion, disorientation, overload and despair. Patience is very important in this point. There should be hope, discovery and excitement to overcome to overcome all chaos and enter a new mode of development. Stage 3: Refreezing Refreezing means that what has been learned is integrated into actual practice. The new practices become emotionally embraced and incorporated into the employees routine behaviour. Successful on -the-job practice, then must be the ultimate goal of the refreezing step. In this step emphasis is on stabilising the work process after rapid change transition. (Lewin K. Force Field Analysis and Diagram. Online. www.valuebasedmanagement.net/methods_ lewin_force_field_analysis.html.) Even though the world has changed ever since Kurt Lewin has published the model in 1947, it is still extremely relevant and the foundation of several other new models.(John W. Newstrom and Keith Davis, Organisational Behaviour, 8th revised Edition, Chapter 15, Page No.409) Kotters Eight Step Model (1995): John P Kotter (1995) has designed an extremely helpful model to understand and manage change. Each step in the model is characterised by key principle, in which people see, feel and then change. Kotler explained them as principles of response and approach to change. These are explained descriptively in his highly appreciated book Leading Change (1995). The eight step process is described as follows: Kotters Eight Step Change model is considered as one of the worlds best change management models. It has simplified the change process immensely and concluded that every successful change effort is messy and full of surprises. Managers have to view change process in a see-feel view where major problems in the process are highlighted and there by easily solved. Pendlebury, Grouard and Meston -Ten Keys Model(1998): These Scientists have presented Ten Key Factors which can be adapted to any particular change situation. All these keys may be needed to be implemented either simultaneously of separately based on the change process. The ten keys are as follows: Define the Vision Mobilise Catalyse Steer Deliver Obtain Participation Handle Emotions Handle Power Train and Coach Actively Communicate (K.Aswathappa, Organisational Behaviour, 8th revised Edition, Chapter 20, Page No.520) Nandler -12 Action Steps: Nandler, has developed a management frame work of twelve action steps which is helpful for Managers and Executives to apply at every level of hierarchy during the change process.This is immensely helpful for leading and managing change at every corner of the organisation. The twelve action steps are as follows: Get support of key power groups Get leaders to model change behaviour Use symbols and language Define areas of stability Surface dissatisfaction with the present conditions Promote participation in change Reward behaviours that supports change Disengage from the old Develop and clearly communicate image of the future Use multiple leverage points Develop transition management arrangements Create feedback Kanter, Stein and Jick Ten Commandments(1992): Kanter, Stein and Jick have done a wonderful research on organisation change and proposed Ten Commandments on how to plan a change process. Analyse the need for change Create a shared vision Separate from past Create a sense of urgency Support a strong leader role Line up political sponsorship Craft an implementation plan Develop enabling structures Communicate and involve people Reinforce and institutionalize change Ghoshal and Barletts Model(1997) : Ghoshal and Barlett argue for the importance of sequencing and implementation of activities in a change process. The interrelated change phases are: Rationalization : Streamlining company operations Revitalisation: Leveraging reqources and linking opportunities across the whole organisation Regeneration: Managing business unit operations and tensions, while at the same time collaborating elsewhere in the organisation to achieve performance. They claim that while change is often presented as difficult and messy, there is nothing mystical about the process of achieving change with effective strategies following the rationalization, revitalization and regeneration sequential process. (K.Aswathappa, Organisational Behaviour,8th revised Edition, Chapter 20, Page No.540) Dumpy and Stance Contingency Model of Change(1993): Dumpy and Doug Stance developed the best change contingency approach. They argue that the style of change and the scale of change have to be matched to the needs of the organisation. Scale of Change Style of Change Management Fine Tuning International Adjustments Modular Transformation Corporate Transformation Collaborative Consultative Lowers Performance (Avoiding Change) Developmental transitions (Constant Change) Charismatic Transformation (Inspirational Change) Directive Task Focussed Transistors (Constant Change) Turnarounds (Frame-Breaking Change) Coercive They identify five change approaches: Development Transitions: They refer to situations in which there is constant change as a result of the organisation adapting itself to external and environmental changes. The primary style of leadership is consultative, where the leader acts in the capacity of a coach aiming to gain voluntary, shared commitment from organisational members to the need for continual improvement. Task Focused Transitions: In this, the change management style is directive with the change leader acting as a captain seeking the compliance of organisational members to redefine how the organisation operates in specific areas. Directive leadership means that the overall change is driven from the top; this may translate into a more consultative approach by managers operating lower down in the organisation who are required to implement the changes. Charismatic Transformation: With this model, people accept that the organisation is out of step with its environment and that there is a need for radical, revolutionary change. Helping to create a new identity and a paradigm shift in the way in which the organisation conducts its operations, the charismatic leader is able to operate symbolically to gain emotional commitment of staff to new directions. Turnarounds : This is aimed at frame breaking changes. Turn around change leaders as commanders utilizing their positions of power to force required changes through the organisation. Taylorism: It is associated with the fine-tuning, paternalistic approaches to managing change. Dumphy and Stance their model indicates that medium to high performance organisations are likely to be using consultative and directive change management. (K.Aswathappa, Organisational Behaviour,8th revised Edition, Chapter 20, Page No.530) Huys Work on Change Management(2007) : Huy categorizes change into for ideal types: Commanding : Commanding change intervention is one where the time period is short term, abrupt and rapid. Change is usually implemented by Senior Managers who demand compliance from organisational members. Changes may well include downsizing, outsourcing and divestments. Engineering: This model is oriented toward a medium -term, relatively fast change perspective and often assisted by work design analysts who assists in changing work and operational systems. The change agent act as an catalyst in this process Teaching : This model takes a more gradual, long term organisational change perspective. Assisted by outside process consultants, staffs and taught how to probe their work practices and behaviours to reveal new ways of working. Socializing : This intervention is also gradual and long term. It sees change as developing through participative experimental learning based on self-monitored democratic organisational processes. Each ideal type has its limitations. The commanding approach may lead to resentment and rarely produces lasting behavioural change. The teaching approach is very individualistic and may not be aligned to corporate strategic objectives. The engineering approach may not encourage collaboration and spread of change across business units and socializing approach may lead to over focusing on individual work groups rather than on how they may operate as part of larger, corporate collective. (K.Aswathappa, Organisational Behaviour,8th revised Edition, Chapter 20, Page No.550) Part D Implementing Change: Implementation is the institutionalisation and internalisation of a change after it has been accepted by an organisation and a decision has been taken to accept and make it part of the on-going activity. Implementation is a multidimensional process whose end is stabilisation and institutionalisation of change. Support Training Resources Commitment Linkages Planning the implementation process: The objective of planning is to have an overall understanding of the nature of implementation. Planning process determines the entire process of implementation of change phasing. Phasing may be either temporal (in terms of time) or spatial (in terms of various units or the locations of the organisation) Processes: All processes involved in the implementation should be pre-determined. Various stages of the process include initiation, motivation, diagnosis, information, collection, deliberation, action proposal, implementation and stabilisation. Strategies: Management should formulate various strategies to implement processes. These strategies should focus on taking outsiders help, change agent, designing permanent organisational structures, unit/location of the organisation to be selected for initial process, openness with the environment etc.( P Subba Rao, Essentials of Human Resources Management and Industrial Relations, Chapter 12, page 358) Monitoring : It is the process of routine periodic measurement of programme inputs, activities and outputs undertaken during programme implementation. Monitoring is normally concerned with the procurement, delivery and utilisation of programme resources, adherence to work schedules to progress made in the production of outputs Implementation team : A broad based task group of implementation should be set up to look after the implementation of change programme and monitor it continoulsy.HRD department of the organisation may be asked to take up this responsibility.es and Minimum control: As monitoring is a delicate issue, control should be minimum in order to make the monitoring effective. Control attempts to develop new norms of creativity, diversity and experimentation. Feedback and communication: Implementation requires reviewing various processes and provides feedback. It involves getting data information and experiences and providing feedback to the people on how they are implementing compared to the design and plans. Action : Action covers all the minute details of what is implemented at different stages. This process involves various phases and steps for people and various group tasks in relation to change programme. Adaptation : Adaptation is the combination of two main criteria of effectiveness and implementation. It may be general or specific or both. Support : Various types of support from all concerned will be required for the implementation of change. The HRD department, Operations and management committee are some of main agencies which render major support. Institutionalisation: Institutionalisation is making change permanent part of the organisation and internalisation is stabilisation of change. (P Subba Rao, Essentials of Human Resources Management and Industrial Relations, Chapter 12, page 340) Part E: Evaluating Organisational Change The Balanced Score Card Approach: Since centuries Top Management has been depending only on financial measures to evaluate the performance after the organisation change. But this approach was not enough to provide information about overall effectiveness of the organisation.in 1992 Robert Kaplan and David Norton have published Balanced Scorecard in Harvard business review as a management tool for organisational development. Managers can get a comprehensive picture of the financial and operational measures using this framework. HR Consultants and OD strategists all over the world opine that Balanced Score Card is the best tool to enforce organizational change management and organizational development in todays technology driven world. They emphasize the principle that Businesses must develop in a multidimensional way viz., providing best value to its stake holders, achieving ultimate customer satisfaction, implementing bench marked business standards and developing a learning culture in the organisation. The scorecard facilitates managers to view critical performance factors and understand their interrelationships evaluating current performance and targeting performance to be achieved. Emphasis is on the organizational vision and long-term success. (Robert Kaplan and David P. Norton, The Balanced ScorecardMeasures that Drive Performance, Harvard Business Review, January and February, 1992.)   Performance levers in a Balanced Score Card : The Balance Score Card acts as a catalyst for driving organisational change within the organisation. It is dependent on four perspectives which are considered as performance levers for any organisation. The four perspectives of a Balance Score Card are as follows: 1. Financial Perspective How do we perform according to our shareholders? 2. Customer Perspective How do our customers see us? 3. Internal Organisation Perspective What should we excel in? 4. Innovation and Learning Perspective Can we keep on improving and adding value? Hence, the rationale of Balance Score Card is to give uniform importance to non-financial factors of business performance and balancing them with the financial factor. Therefore it is termed as a complete comprehensive framework which tries to bring a balance and linkage between the (a) Financial and the Non-Financial indicators, (b) Tangible and the Intangible measures, (c) Internal and the External aspects and (d) Leading and the Lagging indicators. (Robert S. Kaplan and David P. Norton, Linking the Balanced Scorecard to Strategy, California Management Review, Vol. 39, No.21, 22 1996.) All the four perspectives of a Balance Score Card are explained briefly as follows: The Innovation and Learning Perspective This perspective emphasizes on developing a learning culture in the organisation.The key goals in this perspective are Employee training and self-improvement Grooming and communication Increasing quality of work life Developing skill and knowledge management The Internal Organization Perspective This perspective emphasizes on developing internal business processes in the organization. The key goals in this perspective are Value creating internal operations Innovative supply chain management Total Quality Management. Team building The Customer Perspective This perspective emphasizes on achieving customer delight. The key goals in this perspective are Reducing customer response time Timely updated information Taking regular customer feedback Achieving best vendor award from customer The Financial Perspective This perspective emphasizes on developing financial systems in the organization. The key goals in this perspective are Centralized and automated financial information system Developing financial corporate database Providing more value to stake holders Risk assessment and cost-benefit analysis. Increased working capital and current assets. (Robert S. Kaplan and David P. Norton, Linking the Balanced Scorecard to Strategy, California Management Review, Vol. 39, No.21,22 1996.) Based on the above discussion, organsiations must develop scorecards fitting their current and future needs. Transformational leadership and strong commitment are required to initiate a change process, using Balance Score Card. Some of the worlds best Balance Score Card practises are as follows: GEs HR Score Card design and implementation HR Score card of Washington state HR Score Card of U.S. Department of Transportation Balance Score of Texas State Auditors Office (McKenzie Shilling, Avoiding Performance Measurement Traps: Ensuring Effective, Incentive Design and Implementation, American Management Association, July/Aug., 1998.)   All metrics to organisational performance