Consider the business model Essay Example for Free

Consider the business model Essay The easiest way to start a design is to consider the business model that you sat down with when starting these designs. You now need to recreate that structure in Active Directory using Organizational Units as the building blocks. Create a complete Organizational Unit structure that exactly mirrors your business model as represented by that domain. In other words, if the domain you are designing is the Finance domain, implement the finance organizational structure within the Finance domain. You dont create the entire organizations business model within each Organizational Unit; you create only the part of the model that would actually apply to that Organizational Unit. Draw this structure out on a piece of paper. Figure 8-3 shows the Organizational Unit structure of mycorp.coms domain. Weve expanded only the Finance Organizational Unit here for the example. Figure 8-3. The Mycorp domains internal Organizational Unit structure Once you have drawn an Organizational Unit structure as a template for your Active Directory hierarchy within the domain, you can begin to tailor it to your specific requirements. The easiest way to tailor the initial Organizational Unit design is to consider the hierarchy that you wish to create for your delegation of administration. Two Tier Hierarchies A two tier hierarchy is a design that meets most company’s needs. In some ways it is a compromise between the one and Three Tier hierarchies. In this design there is a Root CA that is offline, and a subordinate issuing CA that is online. The level of security is increased because the Root CA and Issuing CA roles are separated. But more importantly the Root CA is offline, and so the private key of the Root CA is better protected from compromise. It also increases scalability and flexibility. This is due to the fact that there can be multiple Issuing CA’s that are subordinate to the Root CA. This allows you to have CA’s in different geographical location, as well as with different security levels. Manageability is slightly increased since the  Root CA has to be brought online to sign CRL’s. Cost is increased marginally. Marginally speaking, because all you need is a hard drive and Windows OS license to implement an Offline Root. Install the hard drive, install your OS, build your PKI hierarchy, and then remove the hard drive and store it in a safe. The hard drive can be attached to existing hardware when CRLs need to be re-signed. A virtual machine could be used as the Root CA, although you would still want to store it on a separate hard drive that can be stored in a safe. Three Tier Hierarchies Specifically the difference between a Two Tier Hierarchy is that second tier is placed between the Root CA and the issuing CA. The placement of this CA can be for a couple different reasons. The first reason would be to use the second tier CA as a Policy CA. In other words the Policy CA is configured to issue certificates to the Issuing CA that is restricted in what type of certificates it issues. The Policy CA can also just be used as an administrative boundary. In other words, you only issue certain certificates from subordinates of the Policy CA, and perform a certain level of verification before issuing certificates, but the policy is only enforced from an administrative not technical perspective. The other reason to have the second tier added is so that if you need to revoke a number of CAs due to a key compromise, you can perform it at the Second Tier level, leaving other â€Å"branches from the root† available. It should be noted that Second Tier CAs in this hierarchy can, like the Root, be kept offline. Following the paradigm, security increases with the addition of a Tier, and flexibility and scalability increase due to the increased design options. On the other hand, manageability increases as there are a larger number of CAs in the hierarchy to manage. And, of course, cost goes up.

Redundant Arrays of Inexpensive Disks (RAID) Analysis

Redundant Arrays of Inexpensive Disks (RAID) Analysis Piriharan Karthigesan Question Describe the various versions of RAID, and which type you would use to obtain the maximum redundancy and security, without sacrificing speed of access to data. What is a RAID? Redundant Arrays of Inexpensive Disks. In single word RAIDS can be known as a disk which provides datas storage in many different disks. RAID 0 In RAID 0 the data is divided into blocks that are written to all disks in the array. Using multiple disks at the same time the RAID 0 offers superior I/O performance and this kind of performance can be improved by using multiple controllers most probably a disk controller. Advantages of RAID 0 RAID 0 has a very great performance in both writing and reading data. Easy implementation of the technology No disk overhead and most importantly all the storage space will be used Cost wise it is very effective Disadvantage of RAID 0 If a drive fails, the chance of losing the data is high Fault tolerance RAID level 1 In RAID 1 the data is always stored twice to write in the data drive and a mirror drive. And in case if a drive or disk fails the controller uses the data drive or the mirror drive for data recovery and continues the operation. For RAID 1, we at least need two drives. Advantages of RAID 1 Data are being stored in both drive where the loss of data is very low Good transfer rate If a drive fails, there a lot of chance to get the data back to a replacement drive and it is a simple technology Disadvantages of RAID 1 Inefficient or unproductive Expensive Hardware implementation is highly needed for RAID 1 Data gets written twice in this RAID RAID level 2 Raid level 2 is used as bit level striping and this RAID is similar to RAID 5. This raids performance is poor and this raid needs at least 10 drives to setup. Advantages Data error correction The design of this RAID is simple and easy Data transfer is good Disadvantages Expensive RAID level 3 This is also like RAID 5 but this drive requires a reader dedicated to parity and RAID 3 is very rarely used except based on more specialized or processing environments that can benefit from the data. Advantages High read and write transaction rate Disadvantages Not a very good design RAID level 4 Unlike other RAIDS the disk striping happens in a different way where it takes the byte level rather than bit level. Minimum of 3 disks required for implementation Advantages High rate of read transaction Aggregation of the Read transfer is rate is very high Efficiency is high Disadvantages Design is complex Not a good write transaction If a disk fails, its hard to rebuild the lost data RAID level 5 RAID 5 is the most secured RAID and it requires 3 drives but can also work with 16 and the data blocks are striped on the drive and are all parity checksum and data is being written on it. Although the parity data is not written to a fixed drive, but then it is distributed all over the drives and by using parity data the computer can recalculate data from some other blocks if the data is no longer available. So, in other words this can be also be said that the RAID 5 can be supported a single disk failure without losing any data. Moreover, cache memories are being implemented on to these drives to make their writing speed improve. Advantages of RAID 5 Data transaction for read is very good. For example it reads the data so quickly Aggregation of data is good Disadvantages of RAID 5 The design of this RAID is complicated If a disk or drive fails, its hard to retain the data Transfer rate of the data is the same as single disk which is one of the main disadvantage RAID level 6 This is RAID 6 is somewhat like RAID 5. In this drive the parity data are being written on both the drives. RAID 6 requires 4 drivers and can handle 2 drives losing. And thee is a very less chance of losing 2 drives at the same time. RAID 6 can survive even if it fails twice unlike like RAID 5 it doesnt take a lot of time to rebuild the lost data Advantages of RAID 6 This is like RAID 5 where it reads and writes the data very quickly Even if two drives fail, there is a possibility of getting the failed drives data by replacing it with the new drive Disadvantages of RAID 6 Writing data are slower compared to RAID 5 This drive is a bit complicated where rebuilding a drive can take time. Transaction of the data are slow because of the parity which does the calculation RAID level 10 This RAID is identified as the nested RAID or even hybrid. The security is provided by mirroring all data from the secondary drives and by using striping across each of the drives to make the data transfer to high speed. And in this level, it requires at least four disk and the data will be striped and mirrored in pairs. Advantages of RAID 10 This RAID is implemented as striped arrays Fault tolerance RAID 10 has I/O rates. Disadvantages of RAID 10 Expensive Limited scalability Selecting RAID 10 as security and redundancy where to help avoid the sacrifice of the data I would personally use RAID 10 to obtain the maximum redundancy and security among the other RAID levels. This RAID level also gives the best performance with considerable speed of access to data. It is more redundant than other RAID levels because it stripes data across mirrored pairs. It is also the most secure RAID array because even if one of the disks fail the data can be recovered in no time due to its rebuild speed. REFERENCES Disadvantages Of Redundant Array Of Independent Disks. (n.d.). Retrieved January 22, 2017, from http://www.whatisnetworking.net/tag/disadvantages-of-redundant-array-of-independent-disks/ Lynn, S. (2014, March 27). RAID Levels Explained. Retrieved January 22, 2017, from http://www.pcmag.com/article2/0,2817,2370235,00.asp RAID. (n.d.). Retrieved January 22, 2017, from https://www.prepressure.com/library/technology/raid RAID Levels RAID 3 RAID LEVEL 3: Parallel Transfer With Parity. (n.d.). Retrieved January 22, 2017, from http://www.acnc.com/raidedu/3 Redundant Arrays of Inexpensive Disks RAID 0-1-2-3 (Continued). (n.d.). Retrieved January 22, 2017, from http://www.datarecovery.net/articles/raid-levels-0-1-2-3.aspx

Strategic analysis and marketing strategy for Samsung

Strategic analysis and marketing strategy for Samsung 1. Introduction and Company overview The consumer electronics industry is a versatile and competitive business environment (Porter, Consumer behavior, retailer power and market performance in consumer goods industries, 1974). Rival companies in this industry regularly attempt to surpass their contenders through innovative promotional methods, developing and reassessing their strategies regularly in light of external and internal factors affecting the business (Teece, 2010). Marketing departments of companies focus their efforts on identifying and anticipating the needs and desires of customers and designing products and/or services that meet all expectations of their client base (Gummesson, 2002). Industry leaders are usually companies that have excelled in research and development (RD) and marketing functions alongside their operational capabilities, utilising the information available to them to develop products that appeal to their target audience and communicate to their clients in a timely and relevant manner. Founded in 1938, Samsung is one of the industry leaders in a multitude of industries from power generation through to smart phones (Kovach, 2013). Each of their business units adhere to the same vision of becoming the preferred supplier of products and/or services to their clients, but the methods used to achieve this vision are tailored to suit the specific market focus, therefore demonstrating the adaptability of the company. This paper will analyse the marketing strategy and business environment of Samsung Electronics, focusing particularly on their TV production and sales functions. Therefore, this report intends to explore the various internal and external factors which shape the business strategy and tactics of the retailer, through the use of analytical business tools, namely PESTLE, SWOT, Value Chain and 5 forces analyses. 2. PESTLE analysis A PESTLE analysis is a tool used to examine the macro environment external to a business and highlight the aspects that impact on the chosen organisation (Teece, 2010). The letters in the acronym stand for the main structures (political, economical, social, technological, legal and environmental) which affect the business, as presented below for the Samsung case study. 2.1. Political One political aspect which influences corporations’ income is the level of corporate tax and customer taxation (HM Revenue Customs, 2013). Any fluctuations in the corporate tax percentage can impact on the operations of a business and many companies chose to move their business headquarters in countries where the corporate tax is beneficial to their profit purposes. However, many corporations do not understand that this could potentially impact on the overall reputation of the corporation. Samsung Electronics operates as a South Korean based and owned business and in one year from 2010 to 2011 the company has seen an increase in taxes and dues of 11.7% (Samsung Electronics, 2012). In spite of this, the company chose to remain loyal to its country of origin and, in turn, this has a positive impact on the ethical reputation of Samsung. In addition to this, the headquarters location of Samsung in South Korea is also a political factor that has to be factored into its strategic development, as the tensions with its neighbouring country North Korea and the threat of a military conflict in the Korean Peninsula is a pressing reality (Sang-Hun, 2013). Another political aspect is imposing tariffs and trade barriers, which aim to protect the local employment and producers through increasing the price of imported products into the country (Lee Swagel, 1997). This protects a country’s overall economy and Samsung has integrated local sourcing tactics into their Corporate Social Responsibilities activities, with locally focused RD departments and a focus on using and developing the skills of local labourers. 2.2. Economical The economic stability and growth of a region has a direct and significant impact on the profits of a business. Economic stability of a region provides high standards of living and high employment rates leading to an increase in consumers’ disposable income and a close analysis of growth trends determine the market focus of Samsung (Meyer, 2009). The consumer electronics market has experienced an increase in sales due to the growth of individuals’ spending power, which is expected to rise over the next decade, due to a steady recovery from the economic downturn of the past few years (Savitz, 2012). At the same time, the economic strength of a region (or the disposable income of the region’s inhabitants) is an indicator for the saturation of the market in regards to electronic products. As such, Western economies are areas where Samsung has a well-established brand name, but is experiencing potential resistance from the customers who are overly exposed to marketing messages from all consumer electronics sellers (Long, 2014). At the opposite end of the spectrum, growing economies are a great market for Samsung’s expansion, as the demand for upmarket consumer electronics is on the rise and the reputation of the company can be utilised to position it in a good competitive position (Lev-Ram, 2013). 2.3. Social Demographic variables influence a business’ focus, their product or service offerings and ultimately impact on the sales and the survival of a business in its market. Studies reveal that an aging population is less likely to purchase furniture items and the latest technological devices, which is relevant in determining the areas of focus (Jaimovich Siu, 2008). Comprehensive analysis of the demographics and cultural trends are needed in order to ensure that a company maximises its profits (Curtis Cobham, 2008). Samsung has local centres for RD in the different geographical areas, such as Samsungs Electronics China, Samsung Poland RD Centre or Samsung RD Institute India (Maniwa, 2010). This ensures that the company has a clear view of the customer demand and expectations and, although Samsung operates on a global basis, they can benefit from the local knowledge developed by these RD centres. Labelled as glocalisation, the strategy of mixing the global focus of a company with the local demands of the market is the way forward in establishing a company like Samsung as the industry leader in all the geographical areas where it operates (Svensson, 2001). Defeating the local competitors is only possible if a global retailer understands the strategies required to position itself as a market leader in a particular area. Samsung invests at least 9% of their sales revenue in the RD function, proving that the company has a clear understanding of the importance of the culture and demographics of its markets (Samsung, 2014). 2.4. Technological Another technological factor which increases awareness and reach amongst the target market of retailers is social media. The interactive online platforms allow companies to engage in meaningful communication with their customers and helps build a company’s reputation through customer reviews and feedback (Kaplan Haenlein, 2010). Whilst technology can be leveraged by companies to become more relevant to their targeted consumer market, mobile devices that allow access to the Internet on the go have empowered customers, who can compare and contrast the offerings of competitors with minimal effort (Simmons, 2008). Individuals can use webpages that are specifically designed to compare the technological specs and the prices of similar products from distinct brands in order to obtain the best value for money for the product they are looking to purchase. As such, Samsung’s influence in regards to marketing has been increased by the presence of smart technology but the marketing messages relevance has been negatively influenced by customers’ access to multichannel shopping environments. Due to technology, companies are also able to cut down production and promotion costs and improve the quality of their products. Samsung’s digital TV’s have evolved from black and white back in 1970 to the LED 3D TV sets currently available (Warman, 2013). In addition to this, the sale channels used by Samsung have diversified to cater to every need of the customer, with online shopping as well as in store options available. 2.5. Legal Electronics companies, particularly those who have diversified their product offerings to include smartphones and tablets are in fierce competition in the retail market (Brien, 2014). From a legal standpoint, companies have started to file lawsuits for patent rights in order to increase their competitive edge. After three years of corporate hostilities between the two market leaders in smartphone sales. Apple and Samsung, the companies have reached an agreement to drop all litigations between the two companies outside of the US (Swanson, 2014). Although less publicly spoken of, Samsung is currently facing another patent lawsuit from the chipmakers Nvidia, over the use of graphics which are patented to Nvidia and have been used in mobile and TV devices by Samsung over the last years (Rubin Tibken, 2014). The risk that a company is usually faced with when it comes to the legal macro environmental element is the precedent created by a lawsuit, as other competitors will attempt to find ways to affect a company’s cash flow and their reputation through claims. In addition to the patent lawsuits, Samsung is facing a controversial legal battle regarding compensation for factory workers who suffered from cancer and the company has officially accepted to compensate those affected (Simpson, 2014). Although the official statement of the vice-chairman of Samsung, Kwon Oh-hyun is an official apology to the affected families and individuals, Samsung clearly states that the payment and official apology do not concede a link between the chemicals used in the company’s semiconductor assembly plants and the cancer cases (Associated Press, 2014). However, the public might be inclined to believe that the payment is indeed an admittance of the company’s fault, affecting its reputation in regards to the ethical employment promoted by the Korean company. 2.6. Environmental Over the last decades, the importance of environmental sustainability has gradually increased, and successful companies are regularly scrutinised with regards to their carbon emission, recycling and supplier behaviour. Businesses are compelled by national and international standards to conduct their operations in a manner which limits their negative impact on the environment (McWilliams Siegel, 2001). Samsung’s design team matches the demand for new products with environmental standards and tries to make use of recyclable and eco-friendly materials. To exemplify, the LED TVs are made without the use of mercury or spray paint which are considered hazardous to the environment. In terms of manufacturing, the company has reduced greenhouse emissions by 47% through innovative production processes (Brownlee, 2009). In addition to this, Samsung has wind-powered facilities across the US, therefore utilising renewable energies, further reducing the negative impact on the environment at large (Samsung, 2007). 3. Porter’s 5 Forces Analysis Porter’s 5 forces is an analytical tool used for determining the profit potential of a company in its industry, in relation to all parties involved, from competitors to customers (Porter, 1986). 3.1. Industry rivalry The majority of industry rivalry in the retail business revolves around price competition. The consumer electronics industry is currently oversaturated and consumers are spoiled for choice in any given product category (McGoldrick, 2002). Therefore this is a very high threat, particularly for Samsung, as the competitors Sony, Panasonic and LG are able to match the product offerings of Samsung. 3.2. Threat of new entrants The threat of new entrants in the industry that Samsung Electronics operates in is generally low, because of the oversaturation of the business and because the existing competitors have established some barriers to entry, particularly the well established reputation of the existing brands. 3.3. Bargaining power of suppliers Another low threat is the bargaining power of suppliers, due to the same reason as above, as suppliers are not able to negotiate prices, as they are competing amongst themselves to become the preferred suppliers for the industry leaders, as a guarantee of constant profits. 3.4. Bargaining Power of buyers The bargaining power of consumers is one of the highest threats to Samsung, as the competition is fierce in the industry, and customers are overwhelmed with the promotional messages directed at them. Therefore, it is important in the retail industry to gain the loyalty of a customer (Macintosh Lockshin, 1997). Also, apart from the fact that consumers are price-sensitive, they are also becoming oversaturated with generalised promotional messages so, in order to gain potential customers, Samsung needs to invest time and budget into researching their target audience and developing relevant and appealing messages, which in turn increases the chances to boost the profits of the firm. 3.5. Threat of substitutes The threat of substitutes is a relatively high one, as an increasing number of individuals are using their laptop, PCs, tablets or smartphones to watch programmes that they would traditionally watch on TV. However, Samsung Electronics has diversified its product offerings to include any of the products that could potentially replace TVs, whilst also evolving towards more sophisticated and interactive models of TV, which offer seamless integrations with web applications and external devices. 4. SWOT analysis The SWOT analysis is a framework used to categorise internal and external factors that influence the operations of an organisation. Unlike the PESTLE analysis, this tool clearly requires a delimitation of negative and positive factors that influence a company and whether these factors are internal or external to the organisation. External Internal Positive Negative Strengths Weaknesses Product range Ownership of market share Brand reputation Awards and industry recognition Low cost productions Local teams in all locations Investment in RD Pricing tactics – lower price is usually interpreted as low quality Not niche focused Relies on external software for products Distribution channels costs for products Patent litigations with Apple Opportunities Threats Increased market demand in growing economies (particularly India) Increase in disposable income after economic downturn recovery Demand for innovative products Reputation of competitors Decline in demand for TVs Political instability in South Korea Aging population 5. The marketing mix (4Ps) 5.1. Product The variety of TV sets offered by Samsung ensures it keeps abreast of the competition in the consumer electronics market. Their product offerings are suitable to a wide array of customers, from those requiring basic TV sets through to large display 3D TVs with interactive features for those potential clients who are interested in the latest gadgets (Katzmaier, 2011). The consistency in high performance and stylish designs for their products ensures the brand recognition of Samsung TVs. 5.2. Price Pricing strategies are dependent on a variety of influencing factors. Despite popular belief, the lowest prices are not the most attractive to all customers, as the demands of the market in general has become more sophisticated and consumers have become aware of the concept of value for money (Ba Pavlou, 2002). As such, clients are prepared to pay premium prices if they are comfortable in the belief that they will obtain a high quality product. As such, Samsung uses the competitive pricing strategy for their TVs, devoting time to comparing their prices with the ones of their main competitors like LG or Sony in every geographical market (Woollaston, 2013). The Samsung TV prices reflect the quality that the customers can expect from the product. 5.3. Placement Through a thorough market research Samsung places their products in the best retail seller locations in each of the countries where they operate. For example, Samsung TVs can be found in John Lewis, Tesco or Argos stores across the UK, which are some of the best known British retailers. At the same time, Samsung operates independent showrooms and have partnered with numerous other companies from all industries that display Samsung TVs in their headquarters in order to increase the market presence of the brand (Kershaw, 2012). Overall, the placement of products in all the retail locations ensures that the brand maintains its leading market position, as the catalogues of stores where Samsung TVs are sold feature the newest TV models released by the company, promoting the brand even further. 5.4. Promotion Samsung often uses promotional pricing tactics in order to maintain its competitive edge over the other industry leaders. Specifically designed to attract customers, price reductions, such as the ones available in John Lewis online stores, with free delivery and 5 year guarantee and added care for all Samsung TV sets, these promotions are particularly available around the Christmas holidays in order to attract customers at a time when their disposable income is used to make more generous purchases, including new TVs for the house (Moore, 2011). In 2011, when Samsung launched their new generation of 3D TVs, they were offering two free pairs of 3D glasses with the purchase of selected TVs, an attractive offer for the potential customers, particularly as none of the other Panasonic or LG 3D TVs were benefiting from this offer (Katzmaier, 2011). 6. Conclusion Although the quality, design and technological specifications of consumer electronics remain important characteristics in the decision making process of a consumers’ purchase, marketing strategies and tactics have a crucial impact on the perception of existing and potential customers. The reputation of a company, including their ethical behaviour, from human resources to their impact on the environment at large and the perception of industry innovators in their specific market can influence the profits of a company in a significant manner. This paper has presented how the external environment can influence the marketing strategy of a company and how Samsung Electronics’ current practices are in line with the demands and realities of the consumer electronics market across the globe. Although the competition is fierce and Samsung’s rivals in the TV market share are other well-known global brands such as LG, Sony or Panasonic, the ethical behaviour of Samsung has helped the company increase their revenue each year, through launching products that attract the technological savvy customers, as well as launching promotional offers for the customers who are more price sensitive. Samsung’s ambition to become a global leader in the consumer electronics industry is complemented by their investment in research and development and marketing functions of the organisation, as well as adapting a strategy of glocalisation, using their recognisable brand name but becoming aware of the needs and desires of customers in each local market. All in all, this paper proves that time and resources invested in developing a strategy that focuses on the needs and desires of customers across the distinct markets that a global leader operates in translates into increased profits and reputation building. Bibliography Associated Press. (2014, May 14). Samsung promises to compensate factory workers who suffered cancer. Retrieved October 27, 2014, from The Guardian: http://www.theguardian.com/technology/2014/may/14/samsung-compensate-factory-workers-cancer Ba, S., Pavlou, P. A. (2002). Evidence of the effect of trust building technology in electronic markets: Price premiums and buyer behavior. MIS Quarterly, 26(3), 243-268. Brien, M. (2014, March 1). Samsung versus Apple: Dueling business models. Retrieved October 28, 2014, from Domicity: http://www.domicity.com/2013/04/samsung-versus-apple/ Brownlee, J. (2009, January 7). CES: Samsung announces Luxia LEDs, Palm Theater P3, 64GB SSD Digicam and more. 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How Samsung Executed its Premiun Notebook Strategy. Retrieved October 28, 2014, from Gap Intelligence: http://gapintelligence.com/blog/2012/04/13/how-samsung-executed-its-premium-notebook-strategy/ Kovach, S. (2013, February 9). How Samsung Went From A Dried Fish Exporter To One Of The Top Names In Tech. Retrieved October 26, 2014, from Business Insider: http://www.businessinsider.com/history-of-samsung-2013-2?op=1 Lee, J.-W., Swagel, P. (1997). Trade barriers and trade flows across countries and industries. Review of Economics and Statistics, 79(3), 371-382. Lev-Ram, M. (2013, January 22). Samsungs road to global domination. Retrieved October 27, 2014, from Fortune: http://fortune.com/2013/01/22/samsungs-road-to-global-domination/ Long, J. (2014, October 25). Stop Marketing Without An Integrated Marketing Communication Plan. Retrieved October 27, 2014, from Steam Feed: http://www.steamfeed.com/stop-marketing-without-integrated-marketing-communication-plan/ Macintosh, G., Lockshin, L. 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Retrieved October 27, 2014, from Forbes: http://www.forbes.com/sites/bretswanson/2014/09/02/apple-v-samsung-highlights-unfinished-work-in-the-patent-reformation/ Teece, D. J. (2010). Business models, business strategy and innovation. Long range planning, 172-194. Warman, M. (2013, July 20). Samsung is ruler of its own Galaxy. Retrieved October 27, 2014, from The Telegraph: http://www.telegraph.co.uk/finance/newsbysector/mediatechnologyandtelecoms/electronics/10191673/Samsung-is-ruler-of-its-own-Galaxy.html Woollaston, V. (2013, July 27). Samsung becomes the worlds largest smartphone maker as Apples market share hits a three-year low. Retrieved October 28, 2014, from Daily Mail: http://www.dailymail.co.uk/sciencetech/article-2378789/Samsung-worlds-largest-smartphone-maker-Apples-market-share-hits-year-low.html

Effect of Stress on Decision Making Essay -- miscellaneous

Effect of Stress on Decision Making Stress must be present to ensure our very being. One may wonder about the validity of this statement, but it is quite true. Stress plays a vital role in the way we make decisions (Massa et al, 2002, pg 1). â€Å"Problem solving and decision making in demanding real-world situations can be susceptible to acute stress effects which manifest in a variety of ways depending on the type of decision. The negative effects of an overload of acute stress include attentional tunneling, working memory loss, and restrictions in long term memory retrieval, with simple strategies being favoured over more complicated ones. The underlying assumption is that stress can lead to errors, poor performance and bad decisions. However, acute stress does not necessarily always have a detrimental effect on decision making, rather stress may affect the way information is processed. Some of those changes in strategy in response to stress are in fact adaptive. They reduce and select the information being attended to and processed, in response to high time pressure and reduced cognitive capacity† (Flin, 2004, pg 42). Flin has said so much about stress and decision making in this little space. To have a better understanding, we are going to elaborate in this essay and analyze the evidence that there is an effect of stress upon thinking and decision making ability. Stress can be defined in many different ways, but in relation to decision making, stress may be best defined from a scientific view describing the thought process of the brain. When the sensory organs perceive information, they send it to the thalamus of the brain, which deals with sensory perceptions. The information is then transmitted to the cerebral cortex where the process of conscious thinking and decision making takes place. In starting the process of conscious thinking, the cerebral cortex processes large amounts of information and judges what information can be dealt with automatically without our conscious awareness and what information must be consciously assessed. At this point emotions, feelings, character traits, and behavior are not part of the decision making process. Thus, the limbic system, which is directly responsible for these emotions and feelings, is activated by the cerebral cortex. Following the technicality of the stimulus, the stress response begins. The stres... ...uth. Flin, R. (1997). Sitting in the Hot Seat. Leaders and teams for Critical Incident Management. Klein, G. (1998).Sources of Power How People Make Decisions. Cambridge: Massachusetts Institute of Technology. Massa, P., Watkins, C., Partridge, B (2002). Decision Making Under Stress. Available from: http://web.umr.edu/~bpart/eman313/DMUS.htm [accessed 16/05/05] Walker, K., Nayda, I.T., Turner, J. (2003b) Make-Up Your Mind -- Improving Your Decision-Making Skills. Available from: http://edis.ifas.ufl.edu/ [accessed 16/05/04] â€Å"Thinking and Decision Making Under Stress†. Avalaible from: http://library.thinkquest.org/C0123421/thinking.htm [accessed 18/05/04] Shambach, A. (1996) Strategic Leadership Workshop: "Strategic Decision-making in the Information Age," U.S Army War College, Carlisle Barracks, Pennsylvania Thompson, Leigh, L. (2001). The Mind and Heart of the Negotiator, Upper Saddle River: Prentice Hall. Walker, K., Torres, N.I and Turner, J. (2003a): Make-Up Your Mind: Improving Your Decision-Making Skills: Institute of Food and Agricultural Sciences, University of Florida, Gainesville. Available from: http://edis.ifas.ufl.edu/HE691 [accessed 18/05/04]

The Teaching Profession Essay -- careers jobs education educator teach

The Teaching Profession Becoming an educator, especially in recent years has been considered one of the most demanding yet rewarding professions in the work force today. Teaching, with its benefits and intellectual motives has risen to become one of the most sought after jobs in society. But even after taking such rewards into consideration, one might want to analyze how time consuming and emotionally draining teaching young people may turn out to be. Along with its rewards and demands, teaching is not only a potentially prestigious profession but also a very unique and sometimes life long career opportunity. Exploring teaching has become a popular tactic in recent years for people to make a better decision on whether or not teaching is a career for them. Individuals, especially in today’s society, tend to choose their professions based on a variety of different reasons. For many, the opportunity to do something they enjoy in life attracts them to that particular area of work. For many people, young and old, having the skills to teach an individual and being able to properly use these skills has proven to lead to some of the most exhilarating experiences anyone could ever have on any given day. Although some people choose teaching as a career because they want to follow in the footsteps of former admired teachers or family members, the main reason usually is to be able to work with young people. Interaction with children on a day to day basis in or out of the classroom not only helps them, but also gives the teacher that needed sense of accomplishment. It feels good knowing you were able to help and guide someone through not only schoolwork but also life, as is true with young people. Being needed by young people gives teach... ... a career, one can then make the important decision of whether teaching is really for them or not. If being able to communicate with young people and knowing that you are needed on a day to day basis is enjoyable for an individual, then teaching may be something to get involved in. As far as a challenging career is concerned, teaching requires patience, flexibility and knowledge. If way above average salaries and a non-complex profession are what someone is seeking, teaching may not be a career to get too serious about. More or less, teaching is quite the prestigious job and is looked highly upon by many which has over the years, put a very high value on teaching and education. With all of the many good and poor aspects of teaching available to people, now they are able to make a solid judgment on whether or not they are capable or willing to get into such a career.

Video Game Console and Nintendo

Introduction Nintendo company,One of the most recognized names in the history of games. Even that was 120 years before and recent decades years, Nintendo begin company to making the playing card game,but creating video game. In the 60’s,Nintendo was going to produce video games, but after 1985 when Nintendo started to sell Nintendo Entertainment System (NES) and the famous game Super Mario Brothers. Nintendo began to as being the only dominatition in video games,and remained through many years,before Sony had take over the dominatition position by launched the Sony PlayStation . nd then Nintendo was being regarded as a recession proposition in the videogame business. As far as we can see,the turning point in 2005, Nintendo introduced the Nintendo DS with a big success. In 2006 Nintendo introduced the Wii and then launched it being the best-selling latest generation console system in the world. Nowdays, Nintendo in the position as being the â€Å"worldwide leader in the creati on of interactive entertainment† with Microsoft and Sony in world’s top3 videogame business. To date, Nintendo has sold more than one billion video games and created so many game console including Game Boy – The best selling video game systemgame systems worldwide. 1. What  is  Nintendo’s  strategy? Which of the five generic strategies discussed in Chapter 5 is Nintendo using? What are some of the recent offensive and/or defensive strategies that Nintendo has employed? Have these tactics been successful? Nintendo's strategy is based on the customer premise, when other business-to-video game market has yet to be waited and see attitude, and Nintendo in the market demand for in-depth study, the firm entered the field. Nintendo was on the market only a profound understanding of the needs of customers’ game manufacturers. Because it can from the â€Å"customer needs is the fun of the game† This perspective of looking at problems, Nintendo game software was first recognized that the decisive position. This policy eventually develop into a Nintendo game software developers and strategic alliances to achieve this status, Nintendo has played a key role. After have a â€Å"Nintendo Power† books and â€Å"counselors systems† scheme, which are a combination of the two major consumers and Nintendo's sticky and agents, but also Nintendo's main method to grasp the pulse of customers. In fact, the Nintendo Company's product development plans and marketing strategies is almost entirely dependent from the customer information. We come up the idea that :The broad differentiation strategy is the newly products of Nintendo's had generic used ,particularly for Wii ,the broad differentiation strategy that allowed Nintendo to compete with two giant Sony and Microsoft. Nintendo had focus on innovative control system,that leads to rising the fun level of games,instead of to attempting to catch up with the functional advantage concentrated by most competition in game industry . Nintendo focused on developing games and take their Key advantage – gaming fun to winning the battle of game industry. Recently, Nintendo has carried out some offensive strategies to resist with rivals and gain more market share. The company aimed to innovating products and introducing some of the industry’s most astoundingly inventive and financially lucrative gaming products. For instance, Nintendo introduced the Nintendo Dual Screen in 2004. The DS Lite was introduced in 2006 and Wii was introduced in 2008. Nintendo does a number of advertisements with creative advertisement, what make deeply impression on customers. Through the magazines, the company releases the products and attracts game players. Nintendo also has some defensive strategies. Rivals like Sony and Microsoft were calling attention to an assortment of technological capabilities and graphic features in their consoles. Nintendo’s two system including video game consoles and handheld system with light weight electronic devices and designed largely. Rivals required a part of target market. According to this situation, Nintendo attract older people and women as a new market to make sure the sales and reputation for the company. 2. Is it fair to characterize Nintendo’s introduction of the Wii as a blue ocean strategy? Why or why not? Yes,there’s a pure blue ocean strategy initiated in the Nintendo’s Wii,but the Wii’s introduction strategy can not necessarily be characterize as a blue ocean strategy that we considered. Wii’s introduction demonstrated is successful executed the Blue Ocean Strategy,that driven point is the unique interactive â€Å"motion-sensitive† controls,it based on an innovative gaming control system can sense movements and physical activity, gamers should to physically move around to guide the game character,this is an differentiate experience with instinct usability that may rising the fun of gaming,and creating an accessibility for every player of all ages and genders . This new values are created and focused by Wii which instead of the performance value defined by the industry. it allowed Wii to not only compete in the game console industry’s â€Å"red ocean† where has been dominated by Sony's PlayStation and Microsoft's Xbox, but also to went after an untapped market,For consumers who are not consider as the typical gamers,as older females, seniors,who never think about gaming,even who consider gaming as a waste of time. it purpose at the entire family. so it as the allegory of name â€Å"wii†Ã¢â‚¬â„¢s intended, we- everyone can enjoy it. Wii are also competitive to appealing the traditionally customer targeted by the games industry,we come up the opinion that the blue ocean strategy can reinforcing the competitive strategy acts as a supporting board differention competitive. Wii’s make games for a different purpose,In assessing the standard relative to Microsoft’s Xbox 360, and Sony’s PlayStation 3, and other developers , Wii‘s functional elements as graphics & physics, processing power ,and supporting function (as Movie playing) are relatively rare . owever it good-enough for moderate gamer,but their virtual controling raising gaming fun to a higher level ,that helps maintained its core gaming audience while aslo their purpose to changing the â€Å"couch-potato†gamer to into exerciser. As a matter of fact, Sony nor Microsoft try to imitated the Wii’s contoling function. to lure away Wii's new customer. All above evidence that it is almost self-explanatory the sucess for Wiiâ €™s blue ocean strategy’s. 3. What recommendations would you make to Nintendo to improve its competitiveness in the video game console industry and to maintain its favorable positioning vis-a-vis Microsoft and Sony? Our first recommendation is developing in the competition area that different from Microsoft and Sony. As we know, the main product of Microsoft and Sony is Xbox 360 and Playstation 3. Xbox 360 can mainly fight and talk by the network. PS 3 mainly in high-definition video and audio quality as the characteristics. Therefore, we think Nintendo should be developed in other areas, such as game’s own characterized. They can develop some games that more suitable for players, life and era such as the classic Super Mario, Tetris and other games. Our second recommendations is developing more perfect handheld video game console. Because as Microsoft and Sony’s main game product are Home video game consoles. Many people know Nintendo is because of their product Game Boy. And more young people today do not like to play games at home, they are more like in the car, in the bedroom, or in other free time to relax. So, handheld game consoles is still a huge market, but also because Nintendo has the foundation of Game Boy. So in this regard the development and the customer base is inevitable better than the other competitors. Our third recommendation is to improve the skill of visual quality. What is the value of a game? Obviously, the main the player seeks for is the gameplay, is the creative point of a game that itself has. For this part the Nintendo make a good sense. Nintendo's success lies in change and subversion of tradition. But, with the booming technology, the players who are familiar with Maya, 3DMAX are also pay high attention to the quality of the visual. Compare with Sony and Microsoft, Nintendo do not spend so much technology dealing with visual. However, the decoration of a game system such like visual and sound also will be a big attraction. People always enjoy a sense of realism. So if it wants to get a long-term development, it also needs to improve its visual skill even though Nintendo do not rely on visual to win the profit. Our final recommendation is expansion of market in China. As we see, China who has large number of population can be a Potential Unit for almost all industry, of cause for game. It can be a good market for Nintendo we believe. To extend the Chinese market, Nintendo can consider about increasing the Chinese language interface to get closer to Chinese people. They also need to offer a good after sale service in china. We recognize that the after sale service of Nintendo in Asia except Japan is limited. In order to fit the China's specific conditions, Nintendo can introduce more educational and recreational games and let the parents willing to buy. In a word, making more efforts in these recommendations, Nintendo may have a long term development in the future we believe.

Teaching/training cycle

Teaching should be a learning experience for both the teacher and the students; we never stop learning, whether it is the unconscious referral to past experiences that prevents us taking a wrong turn down a well trodden path or a conscious decision to learn a new skill. As teachers it is our role to ease learners through the process of learning, Coffield, F (2008) supports this by stating that teaching and learning are not separate activities but â€Å"intertwined elements of a double sided, interactive process† which is enabled by the understanding and implementation of the key stages of the teaching/training cycle. The 5 Key Stages are: Identify needs, Planning and design, Delivery, Assess & Evaluate. Identify needs: Adult learners bring a wide range of abilities, skills and life experiences to the classroom and these can influence the way they learn. It is a crucial responsibility of the teacher to ensure that learning needs are identified in order that delivery can be planned or adjusted to meet these needs. When delivering short, legislative courses, identification of needs is not always achieved prior to commencement of delivery for many reasons. In some cases enrolment is completed by employers who may not be aware of learners’ literacy, numeracy or special needs, (e. g. dyslexia); some learners may have had previous bad experiences of learning but require the qualification to do their current job, or employees may just â€Å"have been sent† by their employer so may bring a negative attitude. It is the teacher’s role to identify any issues as early as possible and to implement delivery and support strategies ensuring learner needs are met throughout the delivery, at the same time respecting learners’ rights to confidentiality. Planning & Design: It is the responsibility of the teacher to plan and design the course to meet the needs of the learners and the awarding body. Occupation specific courses have very prescriptive learning outcomes, aims and objectives so it may be suggested that the teacher has little involvement in course planning or development. As supported by Armitage et al (2003) even highly prescribed courses still allow some freedom to interpret, resource and emphasise the various course elements in our own way. Every group of learners is different with a wide variety of learning needs and although the base design of the course remains the same each course delivered is adapted with varying resources, exercises, and anecdotes drawn from working experience. Many of these adaptations are made â€Å"on the hoof† in response to the limited learner knowledge prior to commencement of delivery. Delivery: The teacher is wholly responsible for delivery of the learning programme to achieve identified aims and objectives whilst meeting individual learner needs. Delivery should incorporate differentiation to allow for individual learning goals and expectations, competence levels and speed of progress and there should be a variety of learning methods utilised, while the pace of learning should be varied to maintain interest and concentration. Teaching should allow for different learning styles, such as VARK learning models & learning styles identified by Honey & Mumford, active learners should also be encouraged. Responsibility for the safety of the learners lies with the teacher, from both the physical and emotional viewpoint who should ensure that no learners are being discriminated against by themselves, other learners or the organisation as a whole. When delivering occupational training in the workplace an enhanced level of professionalism may be applicable to standards of dress and conduct, the teacher is also responsible for ensuring these standards are met. Assess: It is the teachers’ responsibility to ensure that learners are progressing and achieving throughout the course through a variety of methods of formative assessment. Methods of assessment must be linked to the course delivery and learning objectives supported by a clear idea of what students are setting out to learn and how far down the line they are to mastering that learning, as they progress through the course, this theory is well supported particularly by Minton (2003). The teacher is responsible for roviding timely feedback on learner progress which should be clear, concise and include both positive and developmental comments for learners to focus on. On legislative training courses summative assessment, is carried out in strict adherence to the requirements of the awarding body, however it is the responsibility of the teacher to ensure that all learners are aware of the format and assessment requirements and are provided with any agreed support to ensure equality of oppor tunity. Evaluate: The teacher carries the responsibility for evaluating the effectiveness of the teaching and learning of sessions and the course as a whole. Evaluations should cover content, resources used or needed, teaching methods and learner satisfaction. On legislative training courses, where each session makes up a module of the whole day’s course delivery, it is not always feasible to carry out a formal session evaluation however each course is evaluated in depth to ensure that strengths and areas of improvement are identified for future delivery. Learner evaluations and achievement provide useful feedback on course content, whether learners achieved their individual aims and objectives and whether they believe their learning has helped them in their working role, which is invaluable information when delivering occupational courses, however any changes to delivery must be tempered with any employees needs, as identified in the first stage of the cycle, and requirements of the awarding body. Adult learners already hold diverse life experiences when they arrive to learn. It is the role of the teacher to ensure that their needs are identified & met through planned provision and delivered in a professional manner on order that they can achieve to the best of their abilities and ensure that they are happy with their learning experience.