Marketing research - Woolworths South Africa free essay sample

The Existing Gaps Between The Producer and The Consumer] Retailers can be considered as middlemen or go-betweens, whereby they acquire an array of consumer products from suppliers and then offer these to the public at a retail price (Cant Van Heerden, 2010). It is not common practice for the consumer to go directly to production houses and make their purchases, as that would be rather inconvenient, time-constraining and perhaps even expensive when considering the distances and number of trips that need to be made. This gives rise to particular gaps between the consumer and the producer, namely: space, time, information, ownership and value, all of which can be closed by retailers (Cant Van Heerden, 2010). The space gap is the actual physical distance between the manufacturer and consumer (Cant Van Heerden, 2010). One way in which Woolworths successfully bridges this gap is by means of store numbers and locations. Unlike most other retailers, who typically approach production houses, such as Nestle or Albany, to buy their products and re-sell them, Woolworths is a brand of producer in itself. We will write a custom essay sample on Marketing research Woolworths South Africa or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page If consumers seek out their goods and services then no middleman is required; the company caters for easy customer access. However, as a producer of goods (not a retailer), Woolworths transports their retail products from their production/distribution warehouses, via road (trucking), to bridge the existing geographical gap. The second gap is the time gap. This comprises of seasonal and/or perishable goods which are not consistently available and require measures such as importing or freezing so that consumers may have access to them (Cant Van Heerden, 2010). Woolworths imports, freezes and refrigerates as means of closing the time gap because they offer a significant amount of perishable and/or seasonal goods, such as fruit, vegetables, seafood, meats and cheeses. For example, avocado pears are only available here in the first nine months of the year and therefore had to be imported from Spain to meet consumers’  demand for it (Anon, TasteMag Online, 2010) Woolworths abides by the relevant guidelines to ensure that when their local or imported produce is in transit or at their outlets, the cold storage is correct. They do so to prevent decay, prevent loss of firmness and shape, to retain taste, and so on, so that there is no barrier between their consumers and the products that they want. The third gap is the information gap. Typically, consumers are unaware of the utility, features, prices and so on, of current and new products. If there were no advertisements and marketing done, consumers would have to literally stumble upon a product and further enquire, or hear it from other people who have experienced it. Any business enterprise would do poorly if this remains unresolved. Thus, the gap is the ignorance of consumers and the bridging is done by marketers (Cant Van Heerden, 2012). Woolworths regularly endeavors to inform their customers and the general public about products and services on offer, which is achieved through advertising. They do so via newspaper, magazine and pamphlet (print), as well as via television and the internet (media). Apart from the creative, enticing, concise and informative ads, Woolworths goes a step further. On the majority of their products itself, if not all of them, they include what I perceive as relevant information. Take a bottle of their Acacia Honey, for example. As a consumer, I became aware of this offering by means of a newspaper advert, however, adverts, by nature of them, do not give detailed information. On the bottle itself there’s clear indication of the product being strictly vegetarian (a common query with vegans); there’s indication that the product is ‘badger friendly’ (for consumers who need to know whether the manufacturing of the product tallies with their ethics or belief systems); there is a piece of product information which informs the consumer that, should the honey crystallize, it is not a cause for concern or indicative of spoilt honey; there are a serving suggestions, as well as a ‘food for thought’ section. All of this is done above and beyond the typical information that legislation requires on products. Thus, they bridge the information gap in two ways. The forth gap between consumer and producer is the ownership gap. If a consumer desires to own a house, he has to pay for it and wait for the title deed to be in his name (Cant Van Heerden, 2010). The interim and any pending actions between a consumer’s actual state and desired state, in terms of purchasing, are what form the ownership gap. Woolworths offers products at their outlets and caters for means of paying for it. There are clearly designated paying terminals in every store, which are equipped with cash registers, card machines and adequately skilled staff. This facilitates the exchange that the consumer wants to make; handing over their money in return for ownership of products. The ownership is displayed through till receipts or proof of card purchases, which Woolworths gives to the customer. To further facilitate exchange and bridge the ownership gap, they also offer financial services and assistance, whereby should consumers require cash loans to make purchases; they can provide them with the loan. The retailer also has a system in place which allows customers to technically ‘purchase’ products without paying upfront and this is done by means of store cards and accounts. Whilst there is a delay in actual ownership, this is one more way of closing the gap. The fifth gap is the value gap. As stated by Cant and Van Heerden (2010), a seller and a buyer must decide on an acceptable rate of exchange, and should the buyer agree on a set price, it means that the buyer attaches the same value on the product as the seller does. ‘Price vs. Quality’ is one of the salient considerations which go into the purchasing of goods and services and the onus is on the retailer to convince the consumer. As touched on under the information gap, Woolworths takes great care to produce effective marketing. If their advertisements are studied, it is often apparent that the product which is being marketed is worth the price. The retailer’s marketing team churn out creative, tasteful, relevant and concisely informative advertisements. They pay attention to detail and aesthetics, and like most marketers, strive to tap into consumers’ psychology. Subtle coercions done by retailers are generally effective, and, in my opinion, if their turnover and popularity are anything to go by, they are definitely successfully bridging the value gap as well. [Question 2 – The Marketing Activities Carried Out By Woolworths] Marketing activities are those activities used to transfer the market offering to the buyer and fall into three categories, namely: primary, auxiliary and exchange (Cant Van Heerden, 2010). The primary marketing activity is transport and the purpose of it is to deliver the product to the consumer safely and timeously (Cant Van Heerden, 2010). Any means of appropriate  transport can be used e.g. road, sea, air freight and rail. Woolworths largely uses road transport where the shuttling of goods between production houses, distribution centers and retail outlets are done with a fleet of trucks. Whilst the company aims for speedy and safe delivery, extenuating circumstances at times may delay transportation. The type of vehicles used ensures the safety of the goods. Woolworths’ employs the use of advanced trucks which are equipped to cater for the secure storing of goods, as well insulation and refrigeration of them where necessary. In 2010, Woolworths became the first South African retailer to adopt the ecoFridge refrigeration systems in their vehicles (Hartigh, Media Club South Africa, 2010). This system allows for more effective temperature control which a variety of Woolworths’ goods require. The retailer also uses sea freight to conduct the primary marketing activity. This is for the fresh produce that is imported from overseas locations. The next marketing activity is referred to as auxiliary and comprises of the following: sourcing supplying of information, standardization grading, storage, financing and risk-taking (Cant Van Heerden, 2010). Sourcing and supplying of information pertains to the seller knowing who and where potential customers are and, thereafter, conveying the relevant information to potential buyers through advertising or personal selling (Cant Van Heerden, 2012). Woolworths has carried out extensive marketing research in order to assimilate their target market and potential customers. This has been done through quantitative and qualitative data collection, surveys, the studying of market trends and consumer behaviors, identifying demands and unexploited markets, testing prototypes and so on. This task is carried out by the marketing management employed by Woolworths. A broad category of their consumers are considered to be upper and middle class individuals who seek out quality goods and services. Once the foundation is laid and objectives are defined, marketing management go on to supply potential consumers with the information that they want them to know. This is done via marketing activities such as commercials, campaigns and printed media. The second factor under auxiliary activities is standardization and grading. This refers to the classifications of retail products to assist consumers in distinguishing between the ever-increasing numbers of differentiated  products (Cant Van Heerden, 2010). Woolworths has such a large and vast range of products and services on offer, that it wouldn’t be conducive to discuss each one. However, examples will further illustrate the practice and necessity of this auxiliary activity. Woolworths’ eggs are differentiated in type and if no labeling is present to indicate to the customer about the quality and attributes of the eggs, the customer will be clueless and dissatisfied. Thus Woolworths uses grading guidelines to indicate the standard, quality and type of the different eggs to the customer, e.g. Grade 1, Grade 2, Jumbo, Extra-Large, Organic and such. This gives the control back to the customer whereby he/she makes an informed, willing decision. Other examples of items that are graded at Woolworths include wines, certain fruit and vegetable, meat, poultry and condiments. The majority of their edible products is of organic standards and indicated accordingly. The third auxiliary factor is the storage of goods and the closing of the time gap (Cant Van Heerden, 2012). As discussed under the time gap in the prior question, certain produce requires the appropriate storage so as to ensure consumers get a regular, fresh supply of goods. Woolworths uses large warehouses to simultaneously store and preserve their products for various periods of time. These warehouses are constructed or sought with the most stringent guidelines in place pertaining to features, insulation, durability and efficiency. The online Food and Beverage Reporter (2007) discussed one of Woolworths’ storage and distribution centers; at the time, the 78 000 sq meter building was the largest retail distribution centre in South Africa and the storage area was one of the largest insulated structures in Africa (Breda, Food and Beverage Reporter Online, 2007). As the years have gone by the magnitude and effectiveness of storage carried out by Woolworths has increased to facilitate the huge numbers of goods which go in and out of their warehouses. Thereafter is the aspect and activity of financing. According to Cant and Van Heerden (2010), there are a number of costs incurred in the transferring of products from seller to buyer, all of which are usually financed by financial institutions, and these costs must be kept minimal so as to ensure customers are offered viable retail prices. Woolworths has demonstrated its financial prowess by convening the cost variables of local international suppliers, corporate social responsibility, high quality products and amazing advertising, and then  still somehow stipulating reasonable retail prices. I was unable to ascertain what the clear financial goings on were, regarding their bankers, portfolio managers, financial institution and such due to that info being typically unavailable to the general public. However, I do posit that what would matter more than the bank or financial institution employed is the sound financial sense of the individuals who control the fiscal operations at Woolworths. The last factor under auxiliary marketing activities is risk-taking. There is a substantial amount of risk concerning the loss or damage of goods, these of which are extended to both the retailer and consumer and therefore necessitates the procurement of insurance (Cant Van Heerden, 2010). Woolworths use both road and sea for transportation of their goods and should something untoward occur, such as the ship sinking or a truck catching on fire, the goods being carried will be damaged or lost entirely. Woolworths strategically pays monthly dividends towards insurance policies which in turn will refurbish them with the full amount, provided that those particular goods were covered by the policy. Any retailer should ideally be proactive and/or have a contingency plan regarding the risk being carried. With regards to the consumer carrying any risk, depending on Woolworth’s retail policies it may or may not have a warranty. Then again, warranties generally cover problems that arise from a faulty product or poor workmanship and such, not if the consumer meets in an accident or has a calamity at home whereby the product gets damaged in their personal capacity. The last of the three distinguished marketing activities is that of exchange. Exchange refers to the buying and selling process where ownership is transferred from person to the other (Cant Van Heerden, 2010). Woolworths’ purchasing department concerns itself with the buying activities whilst the marketing department deals with selling activities (Cant Van Heerden, 2010). The buying and selling process occurs between Woolworths and their suppliers, as well as between Woolworths and their customers. The principle of exchange is the same but the actual activities differ, in the sense that the way the retailer deals with the supplier is in the form of a customer and when consumers are part of the exchange process, the roles are reversed and Woolworths cannot demand anything as such but simply welcome sales assist where required. [Question 3 – Woolworths’ Marketing Orientation] The marketing orientation of a business strongly influences the marketing activities that it carries out (Cant Van Heerden, 2010). There are four main competing orientations, namely: production, sales, marketing, and societal marketing –orientations (Cant Van Heerden, 2010). Based on the knowledge that I have gathered on Woolworths and the four main orientations, I posit that Woolworths’ marketing orientation is a societal marketing one. In fact, as a consumer of theirs myself, their marketing activities and vivid focus on eco-friendly and sustainable practices all make much more sense now. According to Cant and Van Heerden (2010), this orientation convenes the satisfaction of consumers’ needs, wants, and demands, the business’ endeavors to improve society’s well-being, as well as the company’s profit seeking activities. I perceive that this type of marketing orientation lends itself to those organizations who don’t merely comply with basic corporate social responsibility, but who firmly and genuinely believe in ethical business practices amongst other things. Woolworths feels very strongly about both; they visibly act on their passions and don’t just forward lip-service. The retailer launched a 5 year plan called The Good Business Journey which outlined the targets and commitments of the business specifically related to business development, community development and environmental sustainability (Anon, Woolworths Online, 2012). As per my own understanding, the marketing orientation that a business chooses to abide by serves as a guideline where the business’ marketing objectives are outlined and can be referred back to each time, so as to keep the business centric to its stipulated objectives and desired outcomes. This displays similarities to business mission statements, however, this orientation is meant to give external factors (pertaining to society and the environment) an equal value as the internal goings on of a business (consumer satisfaction, maximizing business profit, exploiting opportunities, etc.). Cant and Van Heerden (2010) state that the organization should firstly determine the requirements of their target markets, then go on to deliver their services and wares in such a manner that the prosperity of both the consumers and society is improved. This would require the business to further multi-task more than a regular business would, whereby they have to effectively integrate their efforts towards two different entities. Whilst a tedious task, Woolworths  left no stone unturned to meet this challenge.

Animal Testing

Animal Testing Stroll down the health and beauty aisles of your local grocery store and you are likely to see a plethora of products you use on a daily basis. From shampoos to hair sprays and styling gels, concealers to nail polish removers, these are all products that aid us when it comes to our outer beauty. When deciding upon which shampoo to purchase, what goes into your decision making process? Is it the scent of the shampoo? How well the product cleans your hair and how it feels afterwards? Or do you even take into consideration whether it would irritate your scalp? What many do not take into consideration, is whether or not the product has been tested on animals. Envisioning a laboratory in which rabbits are bleeding as a result of poisonous chemicals being injected into their skin is not a pleasant thing to think about when buying health and beauty products, but it's a reality.Animal,Porkey Pig, Lobund-WistarAnimal experimentation, also known as vivisection in the animal rights community, h as become an accepted practice of cosmetic manufacturers across the globe and has stirred many ethical debates. These debates cause us to rethink the question: "Should animals continue to be used for scientific or commercial testing?"To animal activists, the answer is clear: absolutely not, animal testing is cruel and inhumane. According to the People for the Ethical Treatment of Animals (PETA), millions of cats, dogs, mice, primates, rats, rabbits, and other animals are locked away in laboratories across the country for the sole purpose of experimentation. These creatures live out the rest of their lives locked away in cages, which are stacked one on top of another in a plain cold room. Imagine spending the remainder of your life locked behind bars in a jail cell or confined to a hospital...

Emirates airlines company analysis Research Paper

Emirates airlines company analysis - Research Paper Example Emirates Group Company has a fleet of about 169 aircrafts. The company operates in the United States, east and west Asia, Europe, Middle East, Australasia, Indian Ocean, and Africa (The Emirates Group, 2012). The Emirates Airline began in 1985, and it has its headquarters in Dubai, the United Arab Emirates. The company’s main mission is to emerge the top airline in the world, which is inspired by the fact that Dubai ranks among the leading cities around the world. Emirates Airlines is owned partly by the government of Dubai and partly by a city part of the United Arab Emirates. The airline is part of the Emirates Group of companies, which began in 1959. Today, Emirates Airline can be regarded as the largest airline in the Middle East and is Dubai’s national airline. The airline is best known for its first class and business class services and has received several international awards in safety, on-time arrivals, and in-flight services (The Emirates Group, 2011). The Emi rates respects diversity at the workplace and in the management of its operations. This helps in eliminating a negative culture within an organization (The Emirates Group, 2012). ... A team work culture enables employees to pay attention to the company's goals, which enables the airline to sustain its competitive advantage. Team work produces actions that are highly coordinated. The management and employees are in constant joint efforts that enhance the quality of Emirate’s services and products (The Emirates Group, 2012). Hiring personnel at the Emirates The Emirates airline focuses more on hiring employees with significant experience in airline and travel industry. Persons interested in working with the airline apply for the preferred positions on the company’s website or by dropping their applications to the company’s offices around the world. Successful applicants are then invited for interviews test for a person’s skills, employment history, motivation, and availability. The nature of the interviews depends on the job applied for, and jobs such as those of pilots may involve intensive recruitment procedures. Interviews at the Emir ates mainly involve panel interviews, company presentations, one-on-one interviews, and group interviews (The Emirates Group, 2012). Objectives of personnel selection process The Emirates airlines recognizes that for it to achieve its strategic objectives and to secure its values, recruiting and retaining skilled and committed workforce are of the essence. Therefore, the company’s recruitment and selection procedures are structured in a way that helps the company to hire the best suited candidates for various job positions. The recruitment and selection procedures are guided by several policies. At the top, of the recruitment and selection procedures is the need to ensure that there is an equal opportunity for all applicants. Secondly, the hiring process focuses on ensuring that

Why the internet and online socialization causes social isolation, Essay

Why the internet and online socialization causes social isolation, loneliness and damages our interpersonal skills when encountering people in person - Essay Example An online social network is a website that functions like an online community of people who use the internet. There are a lot of online social websites which allow the internet users to take their membership for free and socialize with other members regarding hobbies, career, religion, fashion, politics etcetera. The users read the profile pages of other members, share views and ideas, give comments and contact them via their profiles. In short, a social networking website is a great means of bringing people of same wave length together and socializing with the outside world. However, along with all these advantages, there are some drawbacks attached with the use of these social networks the most important of which is social isolation, loneliness, anxiety (Brown). They also damage our interpersonal skills when encountering people in person. The negatives of the Internet are often hidden and indirect. Taking a closer look at the effects of the Internet on our lives, we can easily discover and agree on one drawback for sure. This essay will primarily focus on how our modern technology, the internet, sites like Facebook or Twitter, and our overall digital lives decrease the need for personal interaction and the skills that come with it. Social isolation is a condition in which an individual lacks human interaction through avoiding social contact. When there is too little interaction with people, man tends to get socially isolated and becomes depressed. This gives rise to anxiety and stress which is not manageable by the person himself. Hampton, Sessions and Her assert in their study that â€Å"Evidence from the US General Social Surveys (GSS) suggests that during the past 20 years, people have become increasingly socially isolated and their core discussion networks have become smaller and less diverse.† When a person spends hours and hours in front of the computer screen behind the objective of staying connected to the people

Leadership and Motivation job requirements Assignment

Leadership and Motivation job requirements - Assignment Example Qualifications:1. Being the head of the internal auditing office for the last two years.2. Bachelor of Commerce.3. Certification as a lead auditor in the quality management system ISO 9001:2008 from the Canadian standard association.4. Member of the international register of certificated auditors (UK).5. Special training as a certified international auditor.6. Functioning as an accounts manager for more than 12 years; attained an experience in accounting, systems analysis, and management with the ability to make relationships between different K.I.Z.A. departments. This aids in initiating and executing the auditing plan with efficiency.Vision:1. Develop new methodologies to improve the auditing process, making it easier for the organization.2. Well certified and highly trained employees that have a certification in accounting or auditing.3. The office in the future will be :i. Advisory for director general, a board of trustees, and other divisions. ii. Training section. iii. Revenue center.4. Full Automation of the auditing operation.5. Fully automated communication with other departments.6. Direct accesses to all committees related to K.I.Z.A. procedures.7. Evaluate the efficiency and effectiveness of systems of accounts and internal control operating within the Institute to make sure of objectives are effectively and efficiently achieved. 8. Place evaluation systems in place to ensure compliance with Institute policies, plans, and procedures as stipulated in laws and procedures issued by concerned government financial control.

Importance of Operations Management in Organizations

Importance of Operations Management in Organizations Managers are also responsible for critical activities such as quality management and control, capacity planning, materials management, purchasing, and scheduling. The importance of operations management has increased dramatically in recent years. Significant foreign competition, shorter product and service life-cycles, better-educated and quality-conscious consumers, and the capabilities of new technology have placed increasing pressures on the operations function to improve productivity while providing a broader array of high-quality products and services. With the globalization of markets, firms are recognizing that the operations function can be used to strengthen their position in the market place. Managers in operations management play a strategic and tactical role in satisfying customer needs and making their firms strong international competitors. The role of operations management is to transform a companys inputs into the finished goods or services. Inputs include human resources (such as workers and managers), facilities and processes (such as buildings and equipment), as well as materials, technology, and information. Outputs are the goods and services a company produces. Basically, Operations management has an impact on the five broad categories of stakeholders in any organisation. The five groups are: Customers These are the most obvious people who will be affected by any business. Suppliers Operations can have a major impact on suppliers, both on how they prosper themselves, and on how effective they are at supplying the operation. Shareholders Clearly, the better an operation is at producing goods and services, the more likely the whole business is to prosper and shareholders will be one of the major beneficiaries of this. Employees Similarly, employees will be generally better off if the company is prosperous; if only because they are more likely to be employed in the future. Society Although often having no direct economic connection with the company, individuals and groups in society at large can be impacted by the way its operations managers behave. The most obvious example is in the environmental responsibility exhibited by operations managers. Company Profile CRH plc, the international building materials group, has its headquarters in Ireland and operates in 22 countries in three closely related core businesses: Primary materials Value-added building products Specialist building materials distribution. Listed on the Irish and London Stock Exchanges and on the NASDAQ in the US, CRH consistently delivers long-term growth in total shareholder return, averaging over 18% per annum since the Group was formed in 1970. CRH maintains a rigorous focus on improving existing operations through experienced local management teams. These regional platforms and management structures generate the profits, cash flow and organisational strength to support CRHs ongoing programme of development. CRH grows by investing in new capacity, developing new products and markets and by acquiring and growing medium-sized companies. This long-term development strategy is supported by occasional larger acquisitions that extend the Groups geographic reach or product range and offer new strategic platforms for future growth. Strategic Vision CRHs strategic vision is to be an international leader in building materials, delivering superior performance and growth. Current strategic objectives and appropriate tools to analyze them Most of strategic objectives are directed toward generating greater profits and returns for the owners of the business, others are directed at customers or society at large. In the case study CRH plcs ultimate objective is to deliver superior performance and growth to its customers and stakeholders in all aspects. Any strategic objectives generally measured by the following tools; Measurable. There must be at least one indicator (or yardstick) that measures progress against fulfilling the objective. Specific. This provides a clear message as to what needs to be accomplished. Appropriate. It must be consistent with the vision and mission of the organization. Realistic. It must be an achievable target given the organizations capabilities and opportunities in the environment. In essence, it must be challenging but doable. Timely, there needs to be a time frame for accomplishing the objective. After all, as the economist John Maynard Keynes once said, In the long run, we are all dead! When objectives satisfy the above criteria, there are many benefits for the organization. First, they help to channel employees throughout the organization toward common goals. This helps to concentrate and conserve valuable resources in the organization and to work collectively in a timelier manner. Second, challenging objectives can help to motivate and inspire employees throughout the organization to higher levels of commitment and effort. A great deal of research has supported the notion that individuals work harder when they are striving toward specific goals instead of being asked simply to do their best. Third, there is always the potential for different parts of an organization to pursue their own goals rather than overall company goals. Although well intentioned, these may work at cross purposes to the organization as a whole. Meaningful objectives thus help to resolve conflicts when they arise. Finally, proper objectives provide a yardstick for rewards and incentives. Not only will they lead to higher levels of motivation by employees but also they will help to ensure a greater sense of equity or fairness when regards are allocated. There are, of course, still other objectives that are even more specific. These are often referred to as short-term objectives-essential components of action plans that are critical in implementing a firms chosen strategy. Operation objectives of the Company and its success in meeting strategic objectives Key components of the strategy to achieve the set objectives are; Clearly understand the current and potential future requirements and expectations of our customers-work closely with our customers, suppliers and partners to achieve quality objectives Deliver services of market-leading quality, reliability and consistency that meet our customers requirements Implement quality management in a systematic and planned way through the application of management systems that support the delivery of the business plan Educate and train our people and partners, to support the delivery of high quality work Establish and measure performance and customer satisfaction against appropriate quality objectives and/or targets Measure service performance and customer satisfaction at an appropriate level Continually review and improve our processes and levels of service CRHs one of the objectives is to remain the employer of choice for all employees and to exceed the expectations of all our stakeholders. This implementation can be done; CRH believes that continued business success is rooted in good employee, customer and supplier relations. This is particularly true in a decentralised organisation, where management responsibility is delegated as far as possible to the local level. Company Managing Directors/Presidents are responsible for the implementation of CRH employment policies, guidelines and objectives in their areas of responsibility. They are supported in this role and in reporting at Group level by their Human Resources (HR) teams. Human Resource has a functional reporting line through Product Group and Divisional HR Directors to the Group Human Resources Director. Data is provided below on the geographic employee footprint of the Group emphasising the increasingly global reach of CRH. Shortly after CRHs foundation in 1970 the Board set a clear strategy for the development of the Group which, while it has evolved over the years, is still broadly applicable today. CRHs development strategy is based on the following: Stick to core businesses in building materials Invest at home; be the low cost market leader Develop overseas; create platforms for future growth Negotiate deals that meet the sellers and CRHs needs Devolved development teams reporting to regional and product group managers Rigorous approach to evaluation, approval and review Generally mid-sized deals augmented from time to time with some larger transactions Objective is to maintain and develop a balanced portfolio across regions, products and construction sectors Focus on performance and growth The resources, systems and tools used in the organization to support its Business Process. CRH has a three-part strategic objective for fostering new growth across its operations. Invest in new capacity Develop new products and markets Acquire and grow mid-sized companies Investment is central to growth. CRH is making four fundamental types of investments that will make continued growth possible: Invest in its employees Upgrade production facilities Improve efficiency Manage performance Invest in people The success of CRH is very much due to having talented, committed, enthusiastic and well-qualified people throughout the Group. They encourage and support the continuous professional development of the CRH team and its members. What attracts people to CRH? A competitive pay package, the opportunity to travel, a good working environment, the team philosophy, flat organisation structure, challenging work assignments and internal training programmes to prepare the next generation of leaders. Upgrade production facilities CRH re-invests capital in their existing facilities to improve energy and operational efficiency to meet future demand growth. In other words, a plant producing 500 tonnes of cement a day could easily meet local demand , but years later, the demand could skyrocket due to a building boom. If the plant does not upgrade to increase its capacity, then competitors will. Like all other technologies, methods of production can become obsolete. It takes substantial capital to re-tool an entire factory with newer, better machines, but regular upgrading is necessary to maintain and improve competitiveness. Improve efficiency One way to get more out of existing factories is to make sure they are being used to the maximum. A low capacity utilisation results in higher fixed costs per unit, which means lower profitability. Low capacity utilisation can be a result of over-supply in the market or seasonal fluctuations of demand. In Portugal, for example, the economy is going through a difficult period with construction down approximately 3.9% for 2007, reflecting reduced activity in housing and a significant reduction in public capital expenditure. However, all three of CRHs Portugese cement plants operated at full capacity by taking advantage of strong export markets. Investment in efficiency and environmental improvement programmes, to offset higher input costs and improve performance, continued at all three locations. Manage performance A strong focus on achievement against targets is part of CRHs objective of performance and growth. The ability of key players to deliver is important. CRH has implemented a strong performance management system and appraisal process. The key elements include: Planning Clear expectations and goals are set and so plans develop to achieve these. Jobs, and how they relate to the strategic objectives of CRH, are looked at. These plans set out key steps and measures for staff. The A-SMART criteria are used, i.e. Aligned, Specific, Measurable, Action-oriented, Realistic and Time-bound. Coaching Observing and documenting performance, conducting reviews, as well as identifying training and development needs all provide feedback and support, and ultimately promote better performance achievement and growth. Having a mentor or coach can help staff to learn and develop, and reinforces effective and active communication and performance. Reviewing Getting results is a crucial factor of CRHs high-performance culture. What the individual achieves as well as How, are assessed and reviewed. Self-assessment, collection of information, appraisal and a review meeting all drive performance improvement. Employees have an opportunity to respond to feedback. Regular formal reviews of management development strategy are conducted by each Division with the guidance and support of the Group Human Resources Department Developing new products and markets CRH has activities in 28 countries but there is still plenty of room for expansion within those markets, and in neighbouring regions. The Groups wide spread across countries, regions and construction sectors helps to smooth the effects of industry and economic cycles. That wide spread of activities creates opportunities for further growth. Each of the Groups diverse operations across three continents is seen as a platform on which to build. CRH tailors its strategy to suit each country it operates from. An integral part of CRHs development is its investment in four fundamental areas: people, market leadership, the environment and technology. Investment in people consists of training and development to provide all employees with a platform for progress, a best practice programme to guarantee an efficient, safe and healthy place to work, and a market-based remuneration policy to attract, retain and motivate the right people. While investing in acquisitions and development projects is important to attain market leadership, being the leading producer with the lowest costs is also critical. This is achieved by investing in those existing businesses which offer a strong foundation for sustained and profitable organic growth while driving continuous improvement in products, processes and strong regional brands. Environmental investments programmes help us to improve optimise our use of energy and resources, and to be good neighbours in the communities in which we operate. Environmental investment includes projects to reduce dust and noise, minimise effluent and waste, improve energy efficiency, increase the use of recycled materials, and to restore worked-out facilities through extensive tree and shrub planting. Investment in technology enables us to run more efficient plants; to create more effective processes; to develop innovative products; to offer better and more focused service to customers; and to measure and communicate international best practice throughout the Group. CRH continues to invest in a wide range of projects which contribute to overall profitability, drive continuous improvement of products and processes to deliver long-term performance and strongly underpin the future development of the Group. Quality audit and review systems Evans Parker (2008) describe auditing as one of the most powerful safety monitoring techniques and an effective way to avoid complacency and highlight slowly deteriorating conditions, especially when the auditing focuses not just on compliance but effectiveness Quality audit is the process of systematic examination of a quality system carried out by an internal or external quality auditor or an audit team. It is an important part of organizations quality management system and is a key element in the ISO quality system standard, ISO 9001. Quality audits are typically performed at predefined time intervals and ensure that the institution has clearly-defined internal quality monitoring procedures linked to effective action. This can help determine if the organization complies with the defined quality system processes and can involve procedural or results-based assessment criteria. With the upgrade of the ISO9001 series of standards from the 1994 to 2008 series, the focus of the audits has shifted from purely procedural adherence towards measurement of the actual effectiveness of the Quality Management System (QMS) and the results that have been achieved through the implementation of a QMS. Audits are an essential management tool to be used for verifying objective evidence of processes, to assess how successfully processes have been implemented, for judging the effectiveness of achieving any defined target levels, to provide evidence concerning reduction and elimination of problem areas. For the benefit of the organisation, quality auditing should not only report non-conformances and corrective actions, but also highlight areas of good practice. In this way other departments may share information and amend their working practices as a result, also contributing to continual improvement. Quality culture What is Culture? Basically, organizational culture is the personality of the organization. Culture is comprised of the assumptions, values, norms and tangible signs (artefacts) of organization members and their behaviours. Members of an organization soon come to sense the particular culture of an organization. Culture is one of those terms that are difficult to express distinctly, but everyone knows it when they sense it. For example, the culture of a large, for-profit corporation is quite different than that of a hospital which is quite different that of a university. CRH Corporate Culture Local autonomy Experienced operational management is given a high degree of individual autonomy and responsibility to accommodate national and cultural needs and to leverage local market knowledge, all in accordance with key centrally defined governance, financial and CSR operating requirements Global yet local There is strong management commitment to both the local company and to the CRH Group, supported by best practice teams that share experience and know-how across products and regions. This dual citizenship motivates local entrepreneurship, while maintaining and benefiting from Group synergies. Our management philosophy could be described as global yet local. Mix of skills CRHs market-driven approach attracts, retains and motivates exceptional management including internally developed operational managers, highly qualified business professionals and owner-entrepreneurs who join on acquisition. This provides a healthy mix and depth of skills with many managers having experience of previous economic cycles. Our succession planning focuses on sharing this wealth of experience with the next generation of CRH management Perpetuating CRH culture As the Group grows, CRH make considerable efforts to ensure that the unique CRH culture is propagated into the new acquisitions, while simultaneously preserving their identity, so that the Group culture thrives from generation to generation. These efforts include training programmes, seminars, newsletters, the CSR Report and many other activities that span country, regional, international, cultural and language boundaries. These are of increasing importance as the company now grow into developing regions. Monitor systems and work activities of CRH Plc and identify the major problems affecting the systems. Also identify the opportunities your company can avail to improve business process Managing operations CRHs success as a global business depends, on its ability to face fast-changing economic conditions. CRH is a decentralised Group with many subsidiary companies operating under a wide range of local and regional brand /trade names. CRHs strategy is to build leadership positions in regional and local markets. This is done by delegating authority to the local managers. So that decisions can be made promptly by those most familiar with local economic conditions, while central support from CRH Group ensures that sustainable growth is gained in line with the Groups strategic goals. Central functions consist of the Board that sets the strategic direction for the Group, and Human Resources, Finance and IT which support the implementation of day-to-day management policy. Finally, CRHs vision can be identified as to focus globally yet manage locally. During a recession, it is important for businesses to look for new ways to maximise performance. One method is to improve efficiency across operations. Another way is to reinvest capital through the use of retained earnings/revenue reserves in its existing facilities. This helps to improve energy and operational efficiency while matching capacity to meet current and future demand. Managing suppliers Individual operating companies generate raw materials in the region in which they operate. Most of these suppliers are based in Europe or North America. Deteriorating demand in these markets needs strict expenditure controls. Managements current aim is on sourcing quality supplies to gain cost reductions and to increase efficiency. Central sourcing functions have been setup in key markets to take advantage of economies of scale and reduce the cost of purchased goods. Managing finances Recession strategies The recent banking crisis made more difficult for companies to obtain finance. Maintaining the business with liquidity and adequate cash flow is very important. However, current market conditions have made it more expensive to get financing for operations, therefore the costs of running a business is expensive and non profitable. Like other companies, CRH is focusing on maximising cash flow from operations and reducing working capital. Budgeting Cost savings Year 2008 indicates major changes in the financial, economic and business climate worldwide. Declining markets led to wide ranging cutbacks across CRHs businesses in the world. The company showed its rate of acquisition and its capital expenditure to improve liquidity and take advantage of possible further reductions in the price of assets. CRH management has also implemented other energy and cost reduction to limit the decrease in profit margins Division-wide procurement strategies and purchasing Company targets at purchasing amterials at lower cost and supply its productions in economies of scale to get the operational efficiency in its operations. Operational Excellence procedures have helped to reduce both labour and equipment costs while eliminating and minimising the waste. Reductions in fixed overhead staffing and other fixed costs have been implemented to maintain a strong balance sheet position. Raising Capital Sources of finance -CRH management undertook a successful rights issue. This allowed existing ordinary shareholders to buy more shares as a way of re-investing back into the business. The funds rose used for further acquisitions challenging industry players. In 2009, despite the very challenging trading backdrop, CRH is operating a healthy cash flow. The Group continues to identify new measures to deal with the evolving trading conditions. CRH believes that its current cash flows, together with the recent rights issue and funds raised through its borrowing facilities, are more than sufficient to meet its expenditure requirements for the foreseeable future. Financial reporting It is essential that IT systems give prompt, consistent and reliable financial reporting from the local operating units to the central Group management. Accurate financial reporting is paramount importance for management especially during difficult economic circumstances. Decisions on budgeting, raising capital and sourcing of finance all rely on accurate financial reporting. Managing people CRH employs 80,000 people in over 3,700 locations, including 35 countries. This staffs is managed through four Divisions. Company is introducing a web-based global talent management system replacing a paper-based system. There is a unique culture of performance and achievement throughout the CRH Group ensuring that, CRH has the capacity to deliver performance excellence despite of critical economic conditions The CRH management team are highly experienced and the development of talented successors is a priority for all managers. Regular formal reviews of management development strategy is done by each relevant Division with guidance and support provided by the Group Human Resources Department. CRH managers come from three very different streams, comprising: Internally developed operating managers who have room to grow in an expanding organisation Highly qualified finance and development professionals business builders with vision and future potential Owner-entrepreneurs who have joined with their companies and provide a vibrant entrepreneurial spirit. This brings forth a healthy mix and depth of skills and a wealth of experience at senior level with many senior leaders having managed through previous economic cycles. This gives them invaluable experience to deal with the current downturn enabling them to prepare for the inevitable upturn of the market. Performance management In CRHs high performance culture particularly during difficult economic times achieving results is difficult. But, CRH has adopted a strong performance management and appraisal process. Employees are given realistic goals and plans in place to achieve them. Performance is driven by appraisal, regular review meetings and self-assessment. Leadership development Management Development Programmes gives leadership training usually to middle or top level managers to assist them in upgrading their skills. These programmes have been updated in response to the changing economic climate. Staffs are encouraged to identify opportunities for business development and increased efficiency. Internal promotion is used to motivate and reward staff. Succession planning CRH places a significant consideration on succession planning. So as to develop future generations of leaders from within the organisation and maintain quality employees at all levels. Staffs are prepared for future roles by involving them with challenging assignments, coaching and formal training. Employees are educated the fact that during difficult economic times they must work within tighter financial constraints to keep operations within budget. CRH Future and Recommendation The process of maintaining superior performance and growth involves continuously investing for the future. The overall picture in 2009 is extremely challenging, having the severe impact of ongoing turmoil in financial markets across the world. There are a number of positives factors which will provide future opportunities for business, for example, Lower energy costs, Interest rate reductions Infrastructure stimulus packages in a number of countries, notably the USA. In this environment, efforts will mainly focus on implementing cost-cutting measures, reducing expenditure and preparing the business for recovery in construction markets. Regional and product diversity cater for smooth outcome of the effects of changing economic conditions and to provide multiple opportunities for growth. Management has responded vigorously to extremely challenging market conditions. All aspects of business need to be analysed and cost reduction and cash generation measures need to be in place to deal with whatever trading circumstances may evolve as the time go on.

The Orgins Of Atomic Theory :: essays research papers fc

The Orgins of Atomic Theory There is an eternal human compulsion to unlock the mysteries of our lives and our world. This search for knowledge has guided us to many beneficial new understandings. It has lead us into this new age where information is its own reward, an age where enlightenment is an end, not simply a means to an end. Enlightenment has been the aim of many great people. It has inspired many scientists and artists to construct articles of infinite beauty and value. At times this quest for understanding has been embraced by entire civilizations, and when an entire society commits to one noble cause only good can come from it. In Ancient Greece there was such a civilization, and even today we use their theories to initiate our scientific and artistic endeavors. All western thought can find its roots in the philosophy and science of the Greeks, even the way we see the world is influenced by the ideologies of Ancient Greece. The Greeks were the first to seek a greater understanding of the world, to know "why" we are not just "what" we are. The Greeks invented science and explored it in its truest form, philosophy. Through the years we have developed tools that we hope can prove or disprove various hypothesizes, to further our understanding of any number of things. We divide science into categories and then sub-divide it even farther, until we can hide the connections and pretend that they really are separate. The difference between psychology and physics is not as extreme as one would believe if they were to read their definitions. Though the means are different the goal is the same for all science: to increase our understanding of our earthly domain, and to improve ourselves. The Greeks created this guiding principle more than two thousand years ago. Greek atomic theory was not the work of a single person, in fact it was a product of many great minds. There were many fundamental ideas that formed the basis for their theory on the make up of the universe. One-hundred and forty years before Socrates there was a lesser-known scholar named Thales, and he was the Father of Philosophy. Thales was from a part of Greece called Miletus, and it was for his skill as an engineer, not as a philosopher, that he was recognized during his life. Before his time, the Greeks had no clear concept of matter, and did not use science to broaden their understanding of the universe. Because of the focus on the practical that was prevalent during that time, it was not until years later that