How are schools agencies of empowerment and disempowerment Essay

How are schools agencies of empowerment and disempowerment - Essay Example A disempowered state arises when there is subjugation, discrimination and domination based on race, sex, social class, poverty etc. As vehicles of empowerment, schools play a vital role in the "development of a properly trained and socialized citizenry" (Dornbusch, Kristan & Lin, 1996). Schools have two most important purposes in the society. Firstly they teach "cognitive skills" which is an integral part of technical education. Secondly, they help in sorting individuals in different job categories depending on their skills (Dornbusch et al., 1996). Various reforms have been made by the American government for improving the quality of education and increasing the student's achievement level. "In March 1994 the U. S. Congress passed the eight National Education Goals for the year 2000", under which some important rules were passed: Schools should be attended by all children, all the children should be literate and "every school would promote partnerships that would increase parental involvement and participation in promoting the social, emotional, and academic growth of children" (Hanushek & Jorgenson, 1996, p. 3). The legislation, No Child Left Behind (NCLB), passed in 2001 re-authorized the Elementary and Secondary Education Act (ESEA) of 1965 (Hess & Finn, 2004, p. 3). NCLB's major tenets were to think over the problems faced by schools, to research on the current means of improving schools, "suggest new ways of thinking ", and "help prioritize the challenges and make recommendations when possible (Juvonen, Le, Kaganoff, Augu stine, & Constant, 2004, p. xv). Research shows that parents become less involved with children's school homework and other activities as they become older (p. xix) "Several studies show that, when parents do not monitor and stay involved, their young teens are at elevated risk for compromised school achievement and conduct problems "(p. 86).The school reforms objectives was to "offer interventions for the lowest -performing children" (p. xix). These reforms are important for empowerment which in turn helps the students to acquire knowledge "outside their immediate experience in order to broaden their understanding of themselves, the world, and the possibilities for transforming the taken-for-granted assumptions about the way we live" (Irwin, 1996, p. 5). It helps them to get critical thinking skills that make them question the prevalent social setup and not accept it on face value (p. 5). Empowered teachers would be the ones who "understand systems of domination and work to transform oppressive practices in society" while respecting the "dignity of others" (Irwin, 1996, p. 13). Schools as disempowering agencies perpetuate social discrimination .They sustain a "system of structured inequality" (Dornbusch, et al., 1996). Student's class, race, ethnicity can generate a different set of treatment by schools. "The students with the greatest needs are often given the worst education" (Irwin, 1996, p. 64). Even though there is much hype about "all persons being equal in our democratic documents, we have not yet internalized this concept as a society" (p. 65). Even though, meritorious students get advantages in "status attainment" and students with lower social order can ride over their shortcomings through education, research shows that students with higher "social origins" get the benefit of status attainment (Dornbusch, et al

Teacher Effectiveness Essay Example for Free

Teacher Effectiveness Essay In the initial perceptions report I selected confidence and patience as the personal attributes most relevant to effective teaching, and thorough subject knowledge and outlining clear and consistent expectations as the two most important classroom strategies to overall effective teaching. Various research studies into effective teaching have found that personal attributes, teaching and learning strategies and classroom management all play a significant role in overall teacher effectiveness. It has been found that teachers who exhibit socially just personal attributes such as care, compassion and empathy for all students are most effective. Teachers who are ? active in employing a range of teaching and learning strategies that are heavily based on student-teacher and student-student interaction are also found to be effective. In terms of classroom management, effective teachers are able to outline and stick to a clear set of high expectations for all students. These findings correlate with my initial perceptions to carrying degrees. While all the initial perceptions bear some relevance, generally speaking, factors and influences that make up effective teaching involve a much broader set of criteria than just patience, confidence, subject knowledge and expectations. The personal attributes of teachers is shown to be a significant factor in overall teacher effectiveness in a number of studies. Generally speaking, teachers who are socially just and have a genuine concern for all students have been found to be the most effective. This is a much broader conception of personal attributes than what was identified in the initial perceptions of teacher effectiveness, that of confidence and patience. The keen ambition to care for, respond to and develop the talents of all students is repeatedly referred to in studies as being a significant determinant of overall teacher effectiveness (Dinham, 2004, OECD, 1994, Batten, 1993). Such an ambition requires a number of personal attributes, one of which would include patience. In all teaching frameworks, teachers will inevitably face a range of abilities, skills and personalities. If teachers are genuinely committed to caring for and developing all students equally they will inevitably require patience each in terms of the rate at which students understand the concepts and information being presented to them as well as the manner in which students act and respond to both them personally and to the work they are presented with. However, while patience is a definite requirement in the care for all students, there is a broader set of attributes that are needed to achieve this ambition. Teachers who exhibit socially just attributes such as honesty, empathy and compassion are more likely to genuinely care for and develop all students, thereby making them more effective (Dinham, 2004). Significantly, these attributes will also play a significant role in providing a safe learning environment for all students, one of the three central components of the Quality Teaching Framework (NSW Quality Teaching Framework). Teachers who are reflective, willing and able to adjust and improve and to set an example of moral conduct for their students have also been found to be effective (OECD, 1994). A willingness and ability to reflect and adjust, as well as to provide a moral example for students depends significantly on the personal attributes of the teacher. Confidence is relevant to these attributes as in order for the process of self reflection and moral modelling to be successful, teachers must first be confident enough to engage in the process. For example, if a teacher does not possess confidence in their own moral beliefs and reasoning, they will be unable to model them for their students in any effective manner. However reflection and moral conduct requires more that just confidence. Ultimately it requires outward looking behaviour in an attempt to achieve positive relationships and a culture for success (Dinham, 2004). Specific teaching and learning strategies as they are implemented in the classroom bear a significant impact on overall teacher effectiveness. In terms of my initial perceptions report, thorough subject knowledge was identified as being of great importance for overall teacher effectiveness. The role and relevance of thorough subject knowledge is acknowledged as dependant upon overall teacher effectiveness to varying degrees (Darley-Hammond, 2000). The Darling-Hammond study (2000) found mixed support for subject matter knowledge as a determinant of effective teaching. The study showed that the greater time spent in teacher training courses and in subsequent professional development, on method areas and pedagogical development in specific methods, increased overall teacher effectiveness. While this doesnt relate directly to specific subject knowledge, content knowledge undoubtedly supports pedagogical knowledge, thereby making it relevant and influential. A student focussed, interactive approach that draws upon a range of specific teaching strategies is consistently found to be most significant in terms of effective teaching and learning practices within the classroom (Batten, 1993, Brophy and Good, 1986, OECD, 1994, Ayers et al. , 2004). Brophy and Good (1986) describe ? active teaching as being a central component of overall teacher effectiveness. By active teaching they are referring to an approach that relies heavily on student-teacher and student-student interaction, limiting the amount of time spent on independent instruction and unsupervised seatwork (Brophy and Good. 1986). The Organisation for Economic Co-operation and Development, Quality in Teaching, Paris Report (1994) supports this assertion in their report findings, stating that effective classrooms generally implemented teacher led activities with considerable interaction between the students and the teacher. Both studies acknowledge whole class discussion, closely monitored group work and effective questioning as part of the teacher led interactive approach. Each of these studies acknowledged class discussion and effective questioning as integral to the ? active teaching approach. Such skills involve the ability to effectively pose a combination of open and closed questions, questions that are based on recall and reflection and questions that allow for differences of opinion and interpretation in order to encourage meaningful discussion (Wragg and Brown, 2001). Such techniques allow students to personally engage with material, thereby making the work significant to students, one of the three components of the NSW Quality Teaching Framework. It is doubtful whether this would be able to be effectively achieved without a thorough knowledge of the content to which the teacher would develop questions and discussion about. Ayres et al. (2004) in their study regarding effective HSC teaching found that teaching and learning strategies that were dynamic and varying, for example lessons that progressed from presentations, to discussions, to interactive seat work and to some independent work, were found to be  effective. The study also found that the more effective teachers were willing to choose more difficult topic options and would change their chosen topics regularly. In order for teachers to effectively teach the difficult options, or continuously change their chosen topic in order to maintain their motivation, they would need to possess thorough knowledge in their subject. Therefore, while specific subject knowledge may not be an overwhelming component of effective classroom strategies, those that are deemed most effective would not work without the teacher first possessing thorough knowledge of their subject. Classroom management is the third component that is found to be most influential in overall teacher effectiveness. In my initial perceptions report I chose outlining clear and consistent expectations as an effective teaching strategy in order to increase the chance of student behaviour consistency. This initial perception seems to be supported by various studies regarding teacher effectiveness. The OECD report (1994) describes effective classroom management as providing a safe and orderly classroom where a set of high expectations are explained to and understood by students. In Margaret Battens (1993) study of individual Victorian teachers who had been deemed to be effective teachers, such practices as refusing to talk over students, carrying out outlined consequences such as giving more work to students who misbehaved and clearly and firmly stating to students to change their behaviour when they were not following classroom expectations, were often employed to manage an orderly and safe classroom for all students. All such strategies involve my initial perception of outlining clear and consistent expectations of students, and if carried out effectively, support the creating supportive environments element of the NSW Quality Teaching Framework. Effective teaching depends upon a broad range of criteria relating to socially just personal attributes, a broad ranging and interactive set of teaching and learning strategies and high classroom expectations. Within the range of this criteria patience, confidence, subject knowledge and consistent expectations undoubtedly bear some influence, however there are many other factors that also bear significant influence. References Ayers, P. , Sawyer, W. and Dinham, S. (2004) ? Effective teaching in the context of a Grade 12 high-stakes external examination in New South Wales, Australia, British Educational Research Journal, Vol. 30, No. 1 pp 141-165. Batten, M. , Marland, P. and Khamis, M. (1993) Knowing How to Teach Well: Teachers Reflect on Their Classroom Practice. ACER Research Monograph No 44. Hawthorn: ACER. (Chapter 3 pp. 18-33) Dinham, S. (2004) ? The Influence of Leadership in Producing Outstanding Schooling Outcomes in Junior Secondary Education, AESOP Report, School of Education, University of New England, Australia. Darling-Hammond (2000) http://eppa. asu. edu. epaa. v8nl Organisation for Economic Co-Operation and Development (1994) Quality in Teaching, Paris: OECD (Chapter 4: pp. 34-71). Wragg, E. and Brown, G. (2001) Questioning in the Secondary School, 2nd Edition, London: RoutledgeFalmer. (Chapter 3: pp. 27-39).

Impact of Stigma on the Fight Against AIDS

Impact of Stigma on the Fight Against AIDS Stigma is an essential constraint in the fight against AIDS. Discuss. 1500 words. In 2008, the World Health Organization argued that ‘†¦HIV-related stigma and discrimination are often prevalent within health services, and are critical obstacles to provision and uptake of health sector interventions. Stigma and discrimination—often pervasive at all levels of society—sustain an environment where it is difficult for health services to attract the people who most need the interventions.’ (World Health Organization HIV/AIDS Department 2008: p.12) As the same organisation reports, every day, over 6,800 people become infected with HIV and over 5,700 die. This paper discusses the way in which the stigmatisation of Aids sufferers impedes understanding of their condition, and the ability of society to address the problem holistically. It argues that society has a tendency to vilify target groups over problematical and divisive health issues, and offers earlier examples of these practices . Commenting on preventative measures in South Africa, the World Health Organisation again points out that ‘†¦it is important to collect information on higher risk male-male sex, on sexual behaviour among sex workers, on both injecting behaviour and sexual behaviour among injecting drug users, and on sexual behaviours in other groups that may be at higher risk.’ (World Health Organisation 2008: p.14) Whilst their analysis is based on positivist evidence, the identification of certain groups as most at risk introduces the parallel risk that they will be perceived by others – as solely or especially responsible for the prevalence of the condition. The urge to discriminate against a range of social groups appears to be a very deep seated one in Western societies. As Rothman points out, ‘Individualsearn prestige on the basis of their own efforts†¦or personal attributes (physical attractiveness, intelligence), but there is also a powerful structural dimension to prestige.’ (Rothman 1993: p.12). How ever, certain social groups appear particularly vulnerable to stigmatisation around issues of sexuality and disease: HIV and AIDS sufferers, it may be argued, are the latest group to suffer the re-interpretation of such prejudice. It seems fair to argue therefore that the defeat of stigmatisation is instrumental in the eradication of HIV/AIDS, and almost as important as the medical phenomenon itself. As one commentator puts it, If AIDS is to be defeated, war must be waged against poverty, ignorance, stigmatisation, violence and promiscuity.’ (The Economist 2002). Historically speaking, social explanations and interpretations of disease have always been mediated through cultural perceptions, and frequently manipulated for political purposes. Dirt, disease, sexuality and danger were frequently and unfavourably juxtaposed in public discussions of epidemics, whether relating to sexually transmitted diseases or not. A common theme in such discourses is a moralising view of the infected, and an inference that their behaviour was a major contributory factor in the spread of the disease to others. For example, when Cholera struck nineteenth century Britain, which had not yet developed a germ-theory of disease, its spread was attributed to ‘noxious effluvias’, ‘poisonous vapours’ and ‘obnoxious atmospheres’ generated in the environment of the poor and labouring classes. (Jones 1992: p.38) It was they who were effectively stigmatised with the dissemination of the disease, despite its prevalence amongst all social groups. As Mort reports, the official response was ‘†¦to isolate the human sources of infection, subjecting them to a regime of compulsory inspection and detention, combined with propaganda to educate the poor into a regime of cleanliness and morality.’ (Mort 2000: p.13) Official efforts to limit prostitution focused exclusively on female sexuality through the notorious Contagious Diseases Acts, which exposed any woman within certain geographical areas to arbitrary arrest, medical examination and detention. A common theme in these scenarios, many of which were mirrored elsewhere, is the subjective location of societal health problems in the behaviour and identity of disempowered groups. In each instance – as in the case of HIV/AIDS, responsibility for wider societal ills is linked to a largely voiceless faction, who not only  have poor lateral integration into society, but also less than sympathetic media representation. These behaviours and attitudes are obviously culturally mediated, and vary according to the host society: there is, however, no shortage of empirical examples. In Jamaica, otherwise respected social platforms such as evangelical churches and political parties, as well as popular music celebrities, combine the fear of AIDS with virulent homophobic attitudes. ‘†¦Dance-hall music—todays reggae—blasts across Jamaica. Its lyrics are often direct exhortations to kill gay people, or others who displease the islands gangs. Jamaica Labour Party supporters tauntingly played â€Å"Chi Chi Man†, a song about killing and setting fire to gay men, at their rallies during the general election†¦Ã¢â‚¬â„¢ (The Economist 2004). Elsewhere, it has been shifting positions and indecision which have delayed an effective response. In Mozambique, educational programmes aimed at 14 year olds are of uncertain utility, because 40 per cent of the nation’s children do not attend school, and, as The Economist points out, ‘†¦their parents find it difficult to talk to them about sex. So do most public figures. Even ministers are loath to say they have taken a test. Rarely, if ever, does anyone famous admit to being HIV-positive.’ (The Economist 2002) This situation is mirrored in South Africa, where, as Campell et al. indicate ‘†¦many parents simply refuse to acknowledge the very possibility of youth sexuality†¦that their children are sexually active†¦Ã¢â‚¬â„¢. (Campbell et al. 2006: p.132) The South African government has been engaged in a rearguard against international attitudes which, it felt, were unfairly slanted against its citizens. Recently however, it has rounded on the latter, admonishing those who it perceives as most responsible for the virulence of the disease. President Thabo Mbeki of South Africa said that ‘†¦You cant be going around having hugely promiscuous sex all over the place and hope that you wont be affected by something or the other.’ (The Economist 2002) Campbell et al. argue that such stigmatization is a form of ‘†¦Ã¢â‚¬ psychological policing†, where those who break power relations of gender and generation are disciplined and punished.’ (Campbell et al 2006: p.132). In Tanzania, Haram reports it is again women who are stigmatized in this way, through images of ‘defilement and displacement’: ‘†¦particular concern is directed towards the displacement of young†¦women, who m isuse their sexuality to achieve a†¦luxurious life , by luring wealthy†¦men†¦Ã¢â‚¬â„¢ (Haram 2005: p.5) The overriding point here is that stigmatization, as much as mis-information and chimerical moral panics, are ultimately as damaging to those disseminating them as they are the stigmatized and abandoned victims of HIV/AIDS themselves. As Mort point out, ‘Two themes have surfaced repeatedly: competing understandings of perversion and normality and the social meanings attached to sexual acts and lifestyles.’ (Mort 2000: p.xviii) The obscuring and short-circuiting of accurate knowledge or effective counter measures merely ensures the continued presence of the infection in society, making it statistically certain that further innocent victims will fall prey to the disease. An analogy with earlier models of stigmatization illustrates this mechanism of self destruction. It was completely useless to persecute nineteenth century paupers and women as the sole sources of cholera or venereal disease, since this stood no chance of eliminating either condition. Similarly, the stigmat isation of women or the gay community cannot eliminate an HIV virus which is equally capable of infecting other social groups. In the twenty-first century, the social stigmatization of these groups overlooks the specificities of the condition, such as the growing convergence of HIV/TB epidemics. There are notable and laudable exceptions to these patterns of behaviour: for example, in Botswana, mining companies such as Debswana have introduced educational and non-discriminatory protocols as an operational strategy, not only for health, but for commercial survival. As The Economist points out, the company ‘†¦reckoned that if it did nothing, its mines would go the way of Zambias, which have to train four people for each skilled job in the knowledge that three will die. Even in 1997 the annual cost of AIDS per employee in the Botswana Diamond Valuing Company was calculated to be $237.’ (The Economist 2002) . As these pages were being written, the World Health Organization was attempting to polarize global attention and effort through an international AIDS effort, and focusing very much on prevention and understanding. First and foremost, we must do a much better job of prevention. This is the only way to get ahead and ensure an adequate long-term response. We u rgently need to scale up the use of proven context-specific prevention methods. We also need to expand linkages between sectors – for example, to introduce and scale up comprehensive sexuality education for young people.’ (Chan 2008). The problem is, as Haram argues, that such efforts need to be mediated through local knowledge, identifying the obstacles to behavioural change. (Haram 2005: p.9) Bibliography Campbell, C., Y.Nair, and S Maimane, (2006). Aids Stigma, Sexual Moralities and the Policing of Women and Youth in South Africa. Feminist Review 83 (Special Edition on Sexual Moralities). P. Chan, M., (2008), ‘HIV/AIDS: Universal Action Now’ World Health Organisation Website, INTERNET, available at http://www.who.int/dg/speeches/2008/20080803/en/index.html [viewed 5.1.08] Haram, L. (2005). AIDS and risk: The handling of uncertainty in northern Tanzania. Culture, Health and Sexuality 7 (1): 1-11. Jones, K., (1992), The Making of Social Policy in Britain, 1830-1990, Athlone Press, London. Mort, F., (2000), Dangerous Sexualities: Medico-Moral Politics in England since 1830, 2nd Edition, Routledge, London. Rothman, R., (1993), Inequality and Stratification: Class, Colour, and Gender, 2nd Edition, Prentice Hall, Englewood Cliffs, New Jersey. Unattributed, ‘The Fear that Spreads Death’, The Economist, 25 Nov 2004, INTERNET, available at http://www.economist.com/world/americas/displaystory.cfm?story_id=3437101 [viewed 5.1.08] Unattributed, ‘Fighting back’, The Economist, 9th May 2002, INTERNET, available at http://www.economist.com/world/displaystory.cfm?story_id=E1_TTNDTDJ [viewed 5.1.08] World Health Organization HIV/AIDS Department, (2008), Priority Interventions, HIV/AIDS prevention, treatment and care in the health sector, WHO. World Health Organization/Unaids/Unicef, (2008), Epidemiological Fact Sheet on HIV and AIDS: South Africa, INTERNET, available at http://www.who.int/globalatlas/predefinedReports/EFS2008/full/EFS2008_ZA.pdf [viewed 5.1.08]

Developing a marketing strategy at Tesco

Developing a marketing strategy at Tesco Marketing is to establish, maintain and enhance relationship with customers and other partners, at a profit, so that the objectives of the parties involved are met. This is achieved by mutual exchange and fulfilment of promises. Brassington F and Pettitt S( FT Prentice hall,2006) Developing a marketing strategy is a very fragile process and all organizations make extra effort for it to gain customers. Customers knowledge is very essential to gain them. Marketing strategy has a vital role to play in an organization. Customer relationship is very important for a business. Customer needs should adhere to organisational objectives and this is important. In a nutshell we are statisfying needs of customers with profit. According to the Chartered Institute of Marketing, they offer recognised qualifications and trainings and also provide advice on marketing, their base line is : SATISFYING NEEDS AND WANTS OF CUSTOMERS AT PROFIT Marketing strategy should be adhered to customer needs and wants. Customer is an essential factor of an organisation, his likes and dislikes, thoughts and wants change with time. Its very natural, that human beings change their attitude, desires after a certain time period. The strategy should respond to those changes effectively. To capture market, companies should adopt affective techniques. Customer should know what we are doing. Monitoring and control after strategy implementation is very important. COMPANY PROFILE OF TESCO Tesco PLC holds the leading position among food retailers in Great Britain, with a market share that exceeds 15 percent. In England, Scotland, and Wales, the company runs 588 supermarkets, 257 of which are superstoresstores that sell food items in addition to a variety of other products, including gasoline, clothing, housewares, and alcoholic beverages. Tesco also operates 32 stores in Northern Ireland and 77 in the Republic of Ireland under various brands, 43 in Hungary under the Global and Tesco names, 31 in Poland under the Savia name, and 13 in the Czech Republic and Slovakia under the Tesco brand. In Northern Ireland, the company also runs 52 Wine Barrel off-license outlets. Tesco is the largest independent gasoline retailer in Britain; its 288 gas stations sell 12.5 percent of the gasoline sold in the United Kingdom. Recent company innovations include the Clubcard loyalty card as well as offerings from Tesco Personal Finance, which include a grocery budgeting account called Clu bcard Plus, a Tesco Visa Card, and a Tesco savings account. http://www.referenceforbusiness.com/history2/11/Tesco-Plc.html BASIC PLANNING RULES FOR A STRATEGY VISION AND MISSION All companies have their vision and mission statements which describe the organization.Some organizations have two statements. Reputed companies have one vision statement. It is a small description of an organizations future. What is the business? Customers? How value of customer can be increased? Tesco Vision is EVERY LITTLE HELPS A LOT Concept A strategy should be customer oriented, customer knowledge is essential. To know your customer, customer diversification in categories is important. They can be divided into segments according to their liking and disliking trends. A market research can be conducted to know the trends. After trend analysis, competitive advantage can be attained. According to the Chartered Institute of Marketing Marketing is the management process that identifies, anticipates and satisfies customer requirements profitably. For quality oriented customers we should make a strategy that draws their attention to our quality products and prices. Strategy should match our strengths. After strategy formulation, customer awareness is important. We need to develop channels to makle the customers aware of our offers. Systematic Approach To develop a systematic approach is hard and fragile task then all the other marketing tasks. Its id nutshell which includes all the companies objectives and plans.(Malcolm Macdonald,2008) Sequencing and scheduling of Activities Organisational managers are responsible for executing all the marketing activities and scheduling them. The main steps to make the execution on time are: 1 Identify activities to be performed 2 Determine the time required for activity completion 3 Determine the activity sequence. 4 Timing of all activities. 5 Assign responsibility(O.C Ferrel,Michael D,2007) Integration of activities Integration are of two types Simple Complex In simple, organizations subcontract the easy activities to other countries and keep complicated duties to themselves. Small companies support this strategy. In complex, the companies make decisions at the headquarters.(Bradley F,2005) Resource requirements Companies go with diversification if they have strong assets. Such Organizations introduce themselves in markets where the resources are according to their abilities. They have more opportunities if the resources are general. (Bradley F,2005) Time Scaling Time scaling is of two types 1 Production time scale 2`Commercial time Scale Both of them have different requirements according to the production and Marketing departments of the organization.(Suerie C,2005) Implementation and control:- A plan is nothing unless it degenerates into work.(peter drucker) Control is the way that we catch faults in strategy. Types of control:- Annual plan control Profitability control Efficiency control Strategy control STRATEGIC MARKETING PLANNING PROCESS This Process consists of a pattern of sensible steps that are taken to arrive at a Marketing plan. The next step would be to analyze the Market. Inorder to analyze the market there are some dimensions which need to be covered. Growing submarkets Size of Markets Market growth Profitability of Market Structure of Cost Distribution system Development and Trends Success indicators (Mcloughlin D, A.Aker D, 2010) SETTING MARKETING OBJECTIVES There are two factors Customer oriented objectives Market oriented objectives Both objectives should be designed to earn profit and gain customer. Goal setting should keep the organizations internal and external environments in centre. Only then a realistic business strategy can be developed. The goals should be smart, measurable, realistic, achievable, specific and time bound. (McCorkell G,1997) http://www.businesslink.gov.uk STRATEGIC MARKETING A strategy is a plan that integrates an organizations major goals,`policies,decisions and sequences of action into cohesive whole.(Proctor T,2000) MARKETING STRATEGY A marketing strategy should be coherent to the marketing plan. It should always be the same practically. SEGMENTATION In order to put in place a marketing strategy, the first step is to understand the market. Divide the market in to different categories. E.g. the business sector is huge market. This market can be categorized business nature. Banking industry is separate market. Steel industry is a separate market and similarly Textile is a separate market. The next step is to analyse, number of businesses working in each sector. Size of each business, their level of working. After doing this analysis, customer trends need to be analyzed , what do they want. Then after analysing we should be understand where we have the competitive advantage. And how can we bring it to use. POSITIONING Positioning means to make an image in the mind of the customer. His perception about us. What he thinks about us. What do we want him to think. How can we do that is part of the marketing strategy. Some businesses want to offer quality and some offer cheaper rates. This is where we want the customer class comes in. Does he fall in the higher class, middle class or lower class. MARKETING MIX Afetr segmentation, market selection and positioning the product, the next step is to make a marketing mix. Business should then evaluate its different marketing mix strategies which include the 4 ps. According to Adcock et al The right product, in the right place, at the right time, and at the right price PRODUCT Organizations should work on the product. How the customer values the product. It also depends a little on the company where it wants to draw attention. Existing products should have a different line of action on how the product should be modified. PRICE The price aspect is critical. If customers want quality at any price. Then in the above P(Product), the company might focus on quality. If the price set is low then the customer might see it as low quality, others might favour it to meet the finances. PLACE Accessibility is the answer to gain customers. Products available to customer in his local area, then this is an advantage. Because if products are of basic or daily needs, customers have many options and will prefer the nearest one. Internet shopping is another plus point. PROMOTION Customer awareness to product is also important. Either through internet, media or print media. Until and unless the customer does not have the knowledge, we wont make any sales. Tesco Tesco,s way promotion are advertising, public relations, direct mail, sales promotion and personal selling http://www.universitydissertations.com/Marketing/Tesco-Marketing-Strategy.php These were the 4ps. For more detailed and comprehensive study, 3 more ps were included: PEOPLE An organisation needs to make sure that its resources such as the employees are fully trained. They should have enough product knowledge to satisfy customers. PROCESSES The processes of the company should be efficient enough to handle customers and satisfy them according to their needs. PHYSICAL EVIDENCE This factor refers to the companys appearance. How the employees look, the premises. These elements put an immense impression about the business in their mind. http://www.businesslink.gov.uk DISADVANTAGES These tools are just like the ingredients of a strategic marketing plan. If any one of it is not focused and given a detailed consideration then chances are of failure. TOOLS AND TECHNIQUES SWOT ANALYSIS If an organisation works honestly with it self, this will lead to success. A business should look in its internal and external environments. For every business it is important that it analyses its strengths, weaknesses, opportunity and threats (SWOT analysis). Then it realises where it stands. After it knows what its actual picture is, then accordingly strategies should take shape. A companys strength could be Good customer service Good offers, packages Excellent knowledge According to a report some of Tesco,s strengths are Diverse ranges of products à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   Open 24 hours service à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   Strong flow of cash à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   Increasing turnover and profits à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   Strong Balance Sheet à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   Growing Supermarket Chain à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   Brand Awareness à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   Online Shopping http://www.universitydissertations.com/Marketing/Tesco-Marketing-Strategy.php Weaknesses Weaknesses could be like Lack of resources Average reputation Accounting system is not good Tesco,s weaknesses There is a mind positioning of low quality -(Tesco value brands) à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   Lack of local knowledge of customers and culture THREATS à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   Competition which is strong à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   Unpredictability in Price of raw materials à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   Recession à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   Shift of market to globalisation à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   Takeover bids http://www.universitydissertations.com/Marketing/Tesco-Marketing-Strategy.php Opportunities Internet as a source of new markets New technologies can help product improvement. Threats New competitor in market http://www.businesslink.gov.uk In order to identify the Macrofactors, we use Step: stands for Social, Technological, Economic, Political factors Steeple: Social, Technological, Economic, Ecological, Political factors, Legal and Ethical Fators. Pestle: Political, Economic, Social, Technological, Legal and Ecological factors. Now these three tools vary from organization to organization.(Blythe J, 2006) PESTLE External environment includes the forces outside the organisation. Its called the PEST analysis. PEST are the factors that make the business wade in the external environment. But businesses have to survive. POLITICAL Political changes also affect the business. If a new regulation is imposed like taxes, this could effect the companies cost. TESCO After the European Integration and agreement of free trade, the market has opened up for British Companies to invest in Eastern Europe. Tesco already has 60 Hypermarket store in Hungary.  Ã‚   ECONOMIC Economic factors like change interest rates, exchange rates also affect the business. SOCIAL Social factors include change of lifestyle, fashion, attitudes of people which change demand for certain product. Tesco Changes in consumer demands, trends and lifestyle show both opportunities and threats for the company. Opportunities in terms of new market and consumers, however, there are added threats of developed Swedish retailers. http://www.universitydissertations.com/Marketing/Tesco-Marketing-Strategy.php TECHNONLOGICAL Technology has immensely changed the way businesses work now. Tesco Changes in retailing sales through the Internet is now very common. Paperless operation, access through secure servers; provide flexibility in the business running. Sweden is going through technological development with companies like Ericsson, Tesco would enjoy the logistic and distribution channels already in place http://www.universitydissertations.com/Marketing/Tesco-Marketing-Strategy.php LEGAL Tesco National legislation for health and safety both in terms of consumer rights and also in terms of production of own natural renewable resources for making clothes ENVIRONMENTAL Businesses do not have control over these factors what they can do is react to these changes by accordingly adjusting the SWOT environment. http://www.businesslink.gov.uk BCG MATRIX Stars ? Cash cows Dogs This tool is used by businesses to evaluate their different business units (SBU).It was developed by the Boston Consulting group. It places the different SBUs of the business in each quadrant according to their market share and reputation STARS These products are market leaders have good market share and growth CASH COWS These products have high market share in low growth markets. QUESTION MARK These have low market share in high growth markets. These products need considerable thought if they should be supported or not. They are not generating much income. DOGS These products have low share in low growth markets. Very poor performance and should be withdrawn.(L. Kurtz D,2008) PRODUCT LIFE CYCLE It is a model which represents the life of a product. It has four basic stages INTRODUCTION The product is developed and introduced in the market. GROWTH This phase of the cycle is where the product gains market share and generates income. MATURITY In this stage the product has achieved the maximum share and is at its maturity point. DECLINE After achieving the maximum share the product undergoes a decline phase where it has no more demand for it self.(Saaksvuori A,Immonen A,2008) Product Life Cycle Model PORTERS FIVE FORCES MODEL Threat of new Entrants Industry competitors Bargaining power of Supplier Bargaining power of Buyer Substitute Threat Porter argued the strategy is not just as series of models at the corporate level of strategy. He noted that strategy includes analyzing potential entrants, suppliers,buyers,substitutes, and competitors. BARGAINING POWER OF BUYER It is the ability of the buyer to bargain. This power increases as the buyer has more options to buy from. NEW ENTRANTS These are the new companies entering into the industry and are a threat to the existing ones. BARGAINING POWER OF SUPPLIER It is the ability of the suppliers to decide the price for their product and the terms. SUBSTITUTE THREAT Alternate products offered by companies for a particular product are also threat to existing entities.(Michael J. Stahl, DavidW. Grigsby,1997) MARKETING STRATEGY OPTIONS According to Michael Porter, orgaizations can continue with three strategies, 1 Differentiation Strategy 2 Cost Leadership 3 Focus Strategy DIFFERENTIATION STRATEGY This strategy is used by an organization to make itself different from other businesses. This strategy helps the organization to charge more from customers as compared to competitors. One thing is for sure that if customers get extra value they can pay more. Rolex watches charge more for there product. They earn their reputation by the quality of metal, stainless steel. They undergo special test for quality assurance. COST LEADERSHIP This strategy is used by companies to boost sales. They reduce their cost slightly below the cost of rivals and sell the products more. Timex has been a cost market leader for long. They make simple watches at low price for mass market. FOCUS STRATEGY Organizations using this strategy focus at particular market or group of buyers. Organizations might make thier focus using differentiation or cost leadership strategy in that specific market.(Ricky W. G,2007) CORE COMPETENCES These are skills used by organizations to provide customers with extra benefits. Competences could be Speed Consistency Acuity Agility Innovativeness (Hamel.G, Prahalad CK,1996) RISING EXPECTATIONS Customer expectation has increased due to companies continuing improvement towards their product to satisfy them. Since every company competing with Tesco is giving almost comparable products so the only way to get an edge is to give something extra to surprise them. Employee training is also very important to cope with customer expectation like giving a free delivery at home. TECHNOLOGICAL CHANGE Technology is changing at a very fast rate so companies need to be good supporters or followers. Tesco can and is improving towards reducing the ques inside the stores by improving the websites so grocery orders can be taken online. COMPETITION Competition has increased tremendously in many industries and so many companies who were weak have fallen out, due to added factor weak economic conditions. Tesco club card scheme has really helped it to get through the economic condition. GLOBALISATION In this era every business considers and makes decisions according to the international market. Now the world has developed it self to be a global village. Spread of information, media, internet many different of doing business online has raised the competition even more. (Doyle.P, Stern. P, 2006) Tesco is becoming a growing chain and is one. This chain has helped it to secure strong profits.It has and should continue to operate in other countries to gain customer bank and explore new markets. IMPLEMENTATION. Tescos functional areas are Administration The administration department should keep the internal operations maintained. Finance Finance department should take care of cash flows and also take measures to control cost with out effecting profit. Marketing Marketing department should focus on sales increase and product training for employees. Research and development Research and development should maintain the standards of product quality. Information Technology Tesco has introduced self checkout machines through which people can pay themselves instead of waiting in ques. If the objective is to increase sales. To increase the sale, Tesco should work on its sales and marketing Department. Employee training is important. Product knowledge for employees so that customer satisfaction is guaranteed. It will help the human resource to market the product and give the customer what they need. As a result, we will experience an increase in sales. Customer awareness is very essential. E-marketing is also an important tool in this era to make it easy for people to buy products online. It is more easy for people to do transactions online and get delivery on time. CONCLUSION In a nutshel, i would say that marketing should have proper department in every business and it should work on an genuine plan. The rules and principles of marketing should be adhered to make the marketing plan successful. A company should also keep up with its functional areas so that the plan work smoothly.

The Changing Mattress Business Essay -- Economy, Economic Downturn

Changes in the global environment, in conjunction with the deepest and most prolonged economic downturn since the Great Depression, have started a sea change in the domestic mattress industry. The end of conspicuous consumption for big-ticket items such as mattresses and foundations, is the result of declining new home sales, tightening of consumer credit, the consumer confidence index still well below pre-recessionary levels (Wang, 2010), and unemployment hovering near 10%. In order to remain viable in rapidly changing global and task environments, mattress manufacturers will need to lower material and manufacturing costs, develop products that differentiate them from their competitors, or develop new channels of distribution for their products. Domestic production of mattresses and foundations in 2010 was slightly below 6 billion dollars and almost 16% less than the peak mattress production of 2007 (International Sleep Products Association, 2010). Many consumers have lost confidence in the economic state of the country and therefore have begun to believe that, as Newt Gingrich said recently, "if you can’t afford to buy a house, don’t buy it" (Gingrich, 2010). The economic downturn has signaled the end of conspicuous consumption, defined as â€Å"the act or practice of spending money on expensive things that are not necessary in order to impress other people† (Merrian-Webster's Leaner's Dictionary, 2010). Identify functional and dysfunctional control systems within your own organization I am currently a Senior Vice-President of Sales for King Koil Licensing (â€Å"King Koil†). The company licenses mattress-manufacturing facilities, called licensees, both domestically and internationally, to produce the brands that King Koil owns. The l... ...ving the wherewithal to maintain our lifestyle will be difficult to achieve if this strategy fails. From a professional standpoint, I have had a certain level of success as a retail executive for the past 37 years, and have built a reputation that I do not want sullied through an association with a company that fails. The mattress industry in America has contracted as consumers have suffered through these difficult economic times and will continue to face more changes in the global environment and changes in the task environment. The enterprises that remain stuck in the middle, stick to the â€Å"old ways†, react to these changes too late will likely go the way of Two Guys, Kobackers, Woolworth’s, Montgomery Ward, Circuit City, Studebaker, and too many other businesses that failed to move their organizations through the economic mine fields that confronted them.

An Examination of the Second Meditation of Descartes :: Essays Papers

An Examination of the Second Meditation of Descartes Baird and Kaufmann, the editors of our text, explain in their outline of Descartes' epistemology that the method by which the thinker carried out his philosophical work involved first discovering and being sure of a certainty, and then, from that certainty, reasoning what else it meant one could be sure of. He would admit nothing without being absolutely satisfied on his own (i.e., without being told so by others) that it was incontrovertible truth. This system was unique, according to the editors, in part because Descartes was not afraid to face doubt. Despite the fact that it was precisely doubt of which he was endeavoring to rid himself, he nonetheless allowed it the full reign it deserved and demanded over his intellectual labors. "Although uncertainty and doubt were the enemies," say Baird and Kaufmann (p.16), "Descartes hit upon the idea of using doubt as a tool or as a weapon. . . . He would use doubt as an acid to pour over every 'truth' to see if there was anything that coul d not be dissolved . . . ." This test, they explain, resulted for Descartes in the conclusion that, if he doubted everything in the world there was to doubt, it was still then certain that he was doubting; further, that in order to doubt, he had to exist. His own existence, therefore, was the first truth he could admit to with certainty, and it became the basis for the remainder of his epistemology. In his "Synopsis of the Following Six Meditations," Descartes writes the longest paragraph by far on the Second Meditation. This is hardly surprising, since it is the one most critical to his methodology -- the one without which, his entire system of reasoning would collapse. In the first sentence of it, he presents exactly that conclusion which, as we have just seen, Baird and Kaufmann discussed: "In the Second Meditation," he says (p. 23), "the mind uses its own freedom and supposes the non-existence of all things about whose existence it can have even the slightest doubt; and in so doing the mind notices that it is impossible that it should not itself exist during this time." He goes on to say that this will enable the mind to distinguish itself from the body. At this point he spends a good deal of space speaking of exactly why he will not attempt to prove the immortality of the soul in this section, though perhaps some of his audience might have expected him to.

Dim Lighting Co. Essay

1. Problems Company is not in a position to spend the capital necessary to fund the project. The potential resignation of Robert Spinks if the project is not funded. If the project were to be funded, the extended time for development and the 30% chance that it might not be a success. 2. Causes Organizational culture is not consistent throughout all the departments. Accounting and manufacturing departments focus on increasing profits while R&D and marketing departments are open to new innovation and growth. Management is reactive rather than proactive. The company has not produced a new product in the past to capture the market. The history of Robert Spinks leaving companies due to the lack of creativity. 3. System affected The structural system is affected by not being encouraging towards innovation. The psychosocial system is affected by other departments being intimidated by Robert Spinks. Jim West is under pressure to improve profits. The technical system is affected because the technology of the Micro-miniaturization of lighting sources could bring about major  innovation. 4. Alternatives Ignore the concerns of the accounting and manufacturing departments and go ahead with the micro-miniaturization of lighting sources project. Discard the micro-miniaturization of lighting sources project and invest on the improvements of the current equipment. 5. Recommendations Invest capital on the new micro-miniaturization of light sources project. Although there is a considerable amount of time until the benefits can be reaped, such an innovation will be helpful to defeat the competition and capture the market. If Robert Spinks leaves the company and takes this technology to a competitor, Din Lighting Co. will be seriously affected.