Five Concepts Important for Successful Communication in an...

Five Concepts Important for Successful Communication in an Organization Jaime Leigh Plym COM 425: Communication in Organizations Jerry Simpson 08 October 2012 Five Concepts Important for Successful Communication in an Organization Successful communication is one of the most important aspects of an organization. Without it, nothing can be accomplished. There are many concepts of communication that must happen within the workplace. In this paper, I will discuss the five concepts that I feel are the most important for successful communication within an organizational setting. I will discuss how to practice active listening, the importance of organizational culture, how to resolve conflict, the key principles of human communication,†¦show more content†¦Most members all feel a bond with each other because of this culture. Organizational culture creates jargon and a common language, a value system, and visions and goals for the organization (Krebs, 2011). Conflict in an organization is inevitable, but that is not necessarily a negative thing. Knowing how to resolve and manage conflict is essential in successful communication within an organization. Conflict that is handled effectively can actually lead to better group decision making and better group cohesiveness. Tim Scudder, coauthor of the book Have a Nice Conflict, says that managing and resolving conflict is in knowing that it could happen. You need to be able to identify conflict so that when it inevitably does happen, you know (youtube.com). From that point, a resolution can be made. People have different opinions, experiences, and perspectives. This is what causes conflict in the workplace. This conflict can be good and healthy in a number of ways. For example, if the conflict is handled correctly, the conflict could share information that can provide different views and perspectives to the group. Arguing can help the group members find and identify different courses of action and solutions. Believe it or not, conflict can actually improve the organization’s camaraderie and pride. Conflict can be turned into a positive thing by encouraging open minds, promoting fairShow MoreRelatedEffective Business Communication : Th e Success Of An Organization1155 Words   |  5 PagesEffective business Communication is crucial to the success of an organization. The ability to communicate successfully with your audience shows your knowledge of the matter and your level of professionalism to handle the issue. 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Equity Impact of Population Level Interventions †MyAssignmenthelp

Question: Discuss about the Equity Impact of Population Level Interventions. Answer: Introduction: Smoking is common among many populations, and various governments across the globe have put up policies to advocate for its abolition or help them do away with this behavior. In New Zealand, in particular, the government has set out a national target, which is; help quit smoking targeting smokers in primary health care and pregnant women. However, recently, the target group has extended to include the whole population (Jha, Peto, 2014). There are various reasons for the government choosing the selected target. Firstly, smoking would pose a serious challenge to pregnant women before, during and after pregnancy. In addition to that, a child born from a smoking mother will likely have complications and this something that the government would like to avoid (Benowitz, Goniewicz, 2013). Moreover, over 5000 people die each year as a result of smoking, and this figure will increase in future. Thus, the government is keen to extend the target group to include the whole population to avoid more deaths in future. Patients with primary health care form another target group that the government has identified. The government rolling on the initiative of better help for smokers to quit would see patients avoiding smoking or quitting it all together after they are discharged (Grana, Ling, 2014). Additionally, for lung cancer patient, the government would help patients reduce the further progression of the disease. One of the current initiatives that relate to the above initiative is an increase of 10 percent of tax on a cigarette every year until 2020. The initiative, that is, increasing taxation on cigarettes would increase the cost of production of cigarettes, and in effect increasing its price. In addition to that, increasing taxation on a cigarette will scare away manufactures thus reducing or preventing more people from engaging in its production. It is an effort that will reduce the sale, distribution, and production of cigarettes (Grana, Benowitz, Glantz, 2014). On the other hand, prices of cigarettes will shoot making it less affordable or rather expensive among smokers. It is another initiative that will discourage people from buying cigarettes for the habit seems to be expensive. The target group for this initiative will be for the whole population in New Zealand. As highlighted above, there are many ways that this will help people quit smoking. About helping people quit smoking, th ere has been a reduction of pregnant women smoking according to recent research (Nides et al., 2014). In addition to that, a study carried out on the youth smoking show that the youth are starting to avoid smoking terming it an expensive habit. Moreover, there has been complaining from the cigarette manufacturing companies on the initiative of increasing taxation, something that suggests, are not happy and may not be encouraging for other similar players. Proposal details In Bay of Plenty region, there should be initiatives that can be put in place to discourage people from smoking, or rather would make them quit smoking, for pregnant mothers, patients and the whole population at large. Firstly, Bay of plenty governance should support a ban on advertising tobacco products on posters, stores and other advertising avenues. The program would see that cigarette and tobacco products are not seen by youngsters as something pleasant to engage in or rather as an item a person ought to brag about indulging into (World Health Organization, 2015). It is one way that will reduce the popularity of cigarette and in long run, make people stop smoking. Moreover, the region should hold campaigns and seminar to sensitize pregnant mothers to stop smoking before, during and after pregnancy. The seminars and campaigns focus on educating women on the side effects of smoking while pregnant, both for the new born baby and the mother. This initiative would make women to be co nscious of the manner in which they are going to interfere with the safety of children when smoking. In addition to that, it would make them aware of the side effects that come with smoking. A person is likely to be part of the program that he or she understands well that a program that he is not are of or lacks the necessary knowledge (World Health Organization, 2015). On the other hand, the region can spearhead program that are aimed at putting policies that limit the sale of tobacco. It is a program that would make it hard for the majority of people to access cigarettes and in effect, help people quit smoking. On the other hand, there should be the minimum age for people to start smoking. It is true that children like imitating and learning from what they see from adults (El-Zaatari et al., 2015). Putting a legislation that limits children from smoking at a tender age would limit the number of youngsters smoking and decide whether to smoke or not at a later age when they are matu re enough to make the right decision (Carter et al., 2015). Additionally, there ought to be integration of the school curriculum on why children need not to smoke after finishing school. It will offer them an opportunity to see why they ought not to smoke either as adults or when pregnant. Moreover, the region should increase services that are geared towards quit smoking and better access to services. It will help patients that need to quit smoking and also make pregnant women access services that aid those aces services they need to quit smoking (US Department of Health and Human Services, 2014). On the other hand, the region need to train professionals on making up follow up, either through mobile phones or face to face consultations to assist patients or pregnant mothers to have the services they need to quit smoking. In addition to that, the region, through their governance should put in place agencies that can be instrumental in implementing policies geared towards embracing qu it smoking policies (Brown, Platt, Amos, 2014). Through these agencies, it would be easier to identify the challenges that exist with the current policy and implement it or rectify the mistakes. Moreover, it would be easier to put into practice the policies that can aid to do away with smoking because now there would be an oversight authority. On the other hand, health care professional need to be motivated to carry on their duty with morale and with total devotion to helping people quit smoking is a commitment that lasts for a long time but not in a span of a short time. In this regard, it would be important that the management consider my suggestion in helping the people quit smoking. There are many ways that the management can do this at the moment. Firstly, they need to fund my proposal about giving me more time to have the comprehensive details on the shortcoming and how the region can overcome them. Moreover, the management can do a wonderful job in making this proposal a top priority by giving it go ahead to be completed to its fruition. Additionally, it would be important if the management finds it time to look at this proposal in depth and the implication that people of the region may face should the suggestions stated fail to materialize. I, therefore, find it important that the management corporate in the best way possible in having this project go through. References Benowitz, N. L., Goniewicz, M. L. (2013). The regulatory challenge of electronic cigarettes. Jama, 310(7), 685-686. Brown, T., Platt, S., Amos, A. (2014). Equity impact of population-level interventions and policies to reduce smoking in adults: a systematic review. Drug and alcohol dependence, 138, 7-16. Carter, B. D., Abnet, C. C., Feskanich, D., Freedman, N. D., Hartge, P., Lewis, C. E., ... Jacobs, E. J. (2015). Smoking and mortalitybeyond established causes. New England journal of medicine, 372(7), 631-640. El-Zaatari, Z. M., Chami, H. A., Zaatari, G. S. (2015). Health effects associated with waterpipe smoking. Tobacco control, 24(Suppl 1), i31-i43. Grana, R. A., Ling, P. M. (2014). Smoking revolution: a content analysis of electronic cigarette retail websites. American journal of preventive medicine, 46(4), 395-403. Grana, R., Benowitz, N., Glantz, S. A. (2014). E-cigarettes. Circulation, 129(19), 1972-1986. Jha, P., Peto, R. (2014). Global effects of smoking, of quitting, and of taxing tobacco. New England Journal of Medicine, 370(1), 60-68. Nides, M. A., Leischow, S. J., Bhatter, M., Simmons, M. (2014). Nicotine blood levels and short-term smoking reduction with an electronic nicotine delivery system. American journal of health behavior, 38(2), 265-274. Polosa, R., Rodu, B., Caponnetto, P., Maglia, M., Raciti, C. (2013). A fresh look at tobacco harm reduction: the case for the electronic cigarette. Harm reduction journal, 10(1), 19. US Department of Health and Human Services. (2014). The health consequences of smoking50 years of progress: a report of the Surgeon General. Atlanta, GA: US Department of Health and Human Services, Centers for Disease Control and Prevention, National Center for Chronic Disease Prevention and Health Promotion, Office on Smoking and Health, 17. World Health Organization. (2015). The WHO Framework Convention on Tobacco Control: 10 years of implementation in the African Region. World Health Organization. World Health Organization. (2015). WHO global report on trends in prevalence of tobacco smoking 2015. World Health Organization.

Competitive advantage and relationship marketing

Introduction The ability of an organization to generate and maintain a competitive advantage forms one of the most critical elements in supporting its internal and external mechanisms for further growth and expansion. Benderly posits that high market competitiveness acts as an indicator of an organization’s progress and assessment in comparison to others dealing with the same products (30).Advertising We will write a custom critical writing sample on Competitive advantage and relationship marketing-Cirque du Soleil specifically for you for only $16.05 $11/page Learn More Besides, as this paper analyzes using Cirque du Soleil, relationship marketing is an effective means of maintaining, developing and establishing market relationship with consumers. It has been hailed as one of the most effective ways through which businesses can achieve and sustain competitive advantage. Competitive advantage The concept of competitive advantage has its roots well entrenched in the historical era of industrial revolution when demand for markets and increasing focus on quality became critical. However, Suliyanto and Rahab indicate that the concept became more profound with the development of globalization and intensification of international trade which further diversified its overall scope in view of production and consumption of different products and services (136). The concept of market competitiveness has further been intensified by the onset of information technology which strongly links market with the management and production units in the society. In his article Anatomy of competitive advantage: a select framework, Ma points out that â€Å"competitive advantage arises from the differential among firms along any dimension of firm attributes and characteristics that allows one firm to better create customer value than do others† (709). His argument hinges on the view that consistent provision of superior value and high-quality p roducts to consumers is an attribute determined by a firm’s ability to establish strategic business decisions as well as strategic capabilities.Advertising Looking for critical writing on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Due to intensive competition and increasing uncertainty, companies that have sustainable advantage make tremendous gains because they have competencies and resources that are non-substitutable and unique that their competitors lack. Agha, Alrubaiee and Jamhour concur with Ma’s argument and posits that through these, successful organizations have maintained customer satisfaction, achieved overall strategic goals and increased their production processes (200). Additionally, capabilities have these companies have been witnessed in the manner in which they have combined organizational knowledge, integrated technology and coordinated production skills in provision of value. Aremu a nd Bamiduro point out that the affect of relationship marketing in developing and sustaining competitive edge has from ancient times grown to become hyper-competitive through established relationships between suppliers, buyers and sellers (211). Different businesses have for along period of time developed unique and different customer relationship capabilities that have aided them in gaining a competitive edge over their competitors. This relates with Ma’s argument in the sense that the uniqueness of a firm in carrying out relationship marketing is an attribute which adds customer value. However, it is imperative to note that an inception of great directional change has been witnessed in the past decade in both marketing practice and theory. David and Motamedi point out that this genuine paradigm shift has been termed by marketing analysts as a move towards relationship marketing which as a concept encompasses relational marketing, working partnerships, relational contracting , co-marketing alliances, strategic alliances, symbiotic marketing and internal marketing (369).Advertising We will write a custom critical writing sample on Competitive advantage and relationship marketing-Cirque du Soleil specifically for you for only $16.05 $11/page Learn More Their argument, which adds another angle to Ma’s position, indicates that competitive edge can also be attained through partnerships. In fact, currently in global business, the practice of predatory and flat out competition is over and has been replaced by collaboration between companies both at local and multinational level as gaining a favorable competitive edge requires that businesses cooperate. Lyndall Urwick, an influential thinker and consultant in business management argued from the business reengineering theory’s perspective that relationship marketing is a shift adopted by businesses intending to establish long-term relationships that are mutually satisf ying with key-parties such as distributors, suppliers and customers for mutual gain and to retain them in their businesses. His argument echoes Ma’s argument on competitive advantage in the sense that relationship marketing creates a mutual bond that connects a company with suppliers, distributors and customers while ensuring that they all benefit. However, the uniqueness of attributes and characteristics must not be different for a company to gain a competitive edge because relationship marketing also extends to partnerships with other business to gain resources and boost performance. Gilaninia, Shahi and Mousavian point out that effective relationship marketing companies have arisen within functionally specialized organizations, and have networks whose interrelationships are not only driven by norms but are coordinated and held together by organizations whose marketing methods are based on trust, commitment and sharing. Cirque du Soleil Cirque du Soleil is one of the fastes t-growing entertainment companies in Canada based in Quebec (David Motamedi 369). Its unique attribute in relationship marketing has been one of the most notable core competencies that have made it successful since its inception in 1984. As an entertainment company, it has been able to achieve some stable competitive edge via building of its customer loyalty through provision of quality shows, products and services. It is worth noting that building customer loyalty and retention has been identified by many scholars and practitioners in relationship marketing as a significant requirement in successful selling and building of brand or image of a business.Advertising Looking for critical writing on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More David and Motamedi point out that Cirque du Soleil has invested in developing strategies for creating customer loyalty and retention through its effective leadership properly so that it does not miss out on significant marketing share against other market competitors (370). The latter explains why it is putting more emphasis in building effective communication strategies for the purpose of developing customer confidence, retention as well as loyalty. It has been able to retain its customers by developing an effective and efficient visionary planning as well as strategic customer relationship management in order to eliminate weak customer relations which often lead to dysfunctional organizational behavior and low profitability. In their publication, Patsioura, Malama and Vlachopoulou point out that recognizing factors that motivate customers to buy products or services is an essential step in understanding the brand switching behavior of customers as well as their loyalty (80). Most customers of Cirque du Soleil have shown their loyalty to this company through repeat purchase of their entertainment services, preference and commitment to their shows. Kaj Storbacka, Tore Strandvik, and Christian Grà ¶nroos point out in their loyalty business model that when there is lack of relationship marketing, customers may fail to be satisfied by products and services and hence be unsuccessful in showing important components such as an intention to re-buy, a liking towards a brand preference due to superior qualities of a brand (Croteau, Rivard Talbot 1). However, customer loyalty and retention can be realized in a business environment where strategic relationship marketing is unique and differentiated and where it is being done with the help of effective communication to obtain feedback. Cirque du Soleil has been very effective in applying various unique relationship marketing methods which include the use of technology and social media marketing as a viable relationship marketing tool largely due to its flexibility and viability in reaching out targeted market (Croteau, Rivard Talbot 1). Relationship marketing through improved quality of goods and services Attainment of a competitive edge has been considered to have massive implications on products and services being released to consumers in the market. As Dickinson indicates, the notion of market competitiveness is laden with a sense of high-quality products in the society (10). With the notion of increased products value being progressive, consumers enjoy high-quality products and services at all times and at the correct prices. Due to the need to maintain high-quality services in the nation, Cirque du Soleil has sought to expand to other regions in the world as part and parcel of seeking new markets and expanding its level of operations and therefore improve the degree with which the various needs of its customers can be met. It has also done this with an intention of maintaining its status ami dst the fast-growing industry (Croteau, Rivard Talbot 1). Relationship marketing assists in building greater customer loyalty In their view, Aghoubi, Doaee and Ardalan observe that the relationship marketing practice of a business in the global market acts as a critical tool for maintaining loyalty of the customers on products and services an organization offer (903). The ability of an organization to initiate, effect, and maintain market competitiveness in its different areas of operation act as one of the most critical elements in supporting growth of loyalty by consumers through continuous services improvement. As indicated earlier, gaining competitive advantage is a notion that goes hand-in-hand with provision of high quality that consumers seek association with. Most management teams in organizations often seek to generate high customer loyalty in their products (Roy 80). Following its long-time competitive advantage in Canada, Cirque du Soleil has assimilated sound customer l oyalty from its entertainment customers. Its management team emphasizes that its ability to remain at the top has been anchored on high customer loyalty in all of its global operations (Croteau, Rivard Talbot 1). To recap it all, it is imperative to reiterate that the discussion in this paper has been based on the thesis statement that â€Å"the ability of an organization to generate and maintain a competitive advantage forms one of the most critical elements in supporting its internal and external mechanisms for further growth and expansion†. From the discussion, it is evident that developing unique and differentiated competitive advantages such as effective relationship marketing, customer responsiveness, influence and communication are generic and vital for an organization that wants to succeed in the global competitive market. It is also clear from the discussion that other capabilities which companies should develop to lead in the market include innovative capacity, str ategic flexibility, organizational learning and effective technology, among others. It is worth noting that different authors have stated that a business needs to have a unique and differentiated capability to gain competitive advantage over others. However, as indicated by authors with different views, market trends have massively changed and businesses are going into partnerships and networks to augment their competitive advantages over others. The paper has also examined Cirque du Soleil relationship marketing practice and noted that successful adoption of relationship marketing in the organization has enhanced its ability to establish long term relationships with its customers. Works Cited Agha Sabah, Alrubaiee Laith Jamhour Manar. Effect of core competence on competitive advantage and organizational performance. International Journal of Business and Management, 7.1 (2012): 192-204. Aghoubi Nour-Mohammed, Doaee Habibollah Ardalan Argavan. The effect of emotional intelligence o n relationship marketing. Interdisciplinary Journal of Contemporary Research in Business 3.5 (2011): 901-905. Aremu, Mukalia Bamiduro, Joseph. Marketing mix practice as a determinant of entrepreneurial business performance.† International Journal of Business and Management 7.1 (2012): 205-213 Benderly, Beryl. Staying number 1. ASEE Prism, 21.5 (2012): 30-33. Croteau Anne-Marie, Rivard Suzanne and Talbot jean. Visioning information technology at Cirque du Soleil. International Journal of Case Studies in Management 1.3(2006): 1. David, Robert Motamedi, Amir. Cirque Du Soleil: Can It Burn Brighter? Journal of Strategic Management Education, 1.2 (2004): 369-382. Dickinson, Barry. The role of authenticity in relationship marketing. Journal of Management and Marketing Research, 8 (2011): 1-12. Gilaninia Shahram, Shahi Hasanali Mousavian Seyyed. The effect of relationship marketing dimensions by customer satisfaction to customer loyalty. Interdisciplinary Journal of Contemporary R esearch In Business, 3.4 (2011): 74-84. Hao, Ma. Anatomy of competitive advantage: a select framework, Management Decision, 37.9(1999): 709 – 718. Patsioura Fotini, Malama Eleonara-Ioulia Vlachopoulou, Maro. A relationship marketing model for brand advertising websites: an analysis of consumers’ perceptions. International Journal of Management, 28.4 (2011): 72-92. Roy, Martin. Sustainable design for circus big top. ASHRAE Journal, 48.9 (2006): 78- 81. Suliyanto, Suliyanto Rahab, Rahab. The role of market orientation and learning orientation in improving innovativeness and performance of small and medium enterprises, Asian Social Science 8.1 (2012): 134-145. This critical writing on Competitive advantage and relationship marketing-Cirque du Soleil was written and submitted by user Madeline Albert to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Taj Mahal essays

Taj Mahal essays Love at first sight. Such a sensation does exist as one approaches the purely, white, marble Taj Mahal and is overtaken by its immense size and beauty [Fig. 1]. The Taj Mahal can be referred to as a symbol of eternal love since Shah Jahan built it for his princess upon her death in 1631 A.D. Located in Agra, India, and considered one of the Seven Wonders of the World; the Taj Mahal was built by Prince Shah Jahan as a mausoleum for his wife Empress Mumtaz Mahal. The funerary complex is located on a plot of land along the banks of the Yamuna River and it encompasses more than forty-two acres of land. Shah Jahan is said to have bought this piece of land either for its peacefulness or for its spectacular view. The source of the name "Taj Mahal" is unclear, however it is believed that the name translates into "Crown Palace," and it is believed that is what given this name as an abbreviation of the empress' name, Mumtaz Mahal. As all the small details come together, one is overtaken by the costliness and large quantities of materials used, from the marble to the gemstones. The first image that might come to one's mind at the mention of the Taj Mahal is the central domed building, however, true appreciation cannot be reached until one is introduced to the complimentary structures [Fig. 2]. Although this is where the tomb of Mumtaz Mahal is located, the funerary complex is composed of many more surrounding structures. In its entirety, the Taj Mahal consists of the entrance garden, the mosque with its mihman-khana (rest-house), six octagonal pavilions, as well as platforms, fountains, and greenery [Fig. 3]. As one enters through the main gate, the jilokhana, their eyes are directed towards the central dome, which is framed by a central arch [Fig. 4]. The central marble dome is planted on a huge white marble terrace that it itself is founded on a high red sandstone base, which is more than one hundred feet high [Fig. 2]. Framin...

ANALYTICAL PAPER Assignment Example | Topics and Well Written Essays - 750 words - 1

ANALYTICAL PAPER - Assignment Example To top it, all off, the strategy in place, advocated more power seeking opportunities for the super power in that decade (Morgenthau & Kenneth 44). Noting the tactic used by the administration of Bush after the nine eleven attacks (Morgenthau & Kenneth 85). The tactic explains that instead of using a responsive strategy the administration used an offensive strategy that reaps from the Taliban attack in different ways that influence their hold on Afghanistan economically. The strategy used by the Bush doctrine was the liberal democracy that considered domestic factors as well as systemic ones that secure neo-dominance over the economic sector. To conclude the neoclassical realism theory, it is imperative to identify that the statesmen considered international imperatives, in the manner, that it affected the strategic nature of the decisions made, based on assessed threats and strategies that remain strategically viable in the response to the threat. The made consideration and the intervention play the role of the state in neo-classical school of foreign dogma theories. International politics theory gives a priori point of view that purposefully unrelated to reality intends on bringing order in the politics of the world in a phenomenal strategy. The theory explains how the politics of the past relate to the modern politics and the nature in which it affects the society and politics. The school views the system as one with system and balances. For the analysis of this school of politics, there is need to understand how it interprets the system. Realism views and defines politics as a society and that it stays governed objectively. The interests of a nation remain defined by its power; therefore, politics is autonomous from other spheres of the economy. But it works in sync with all the other spheres. The interest of a statesman defines the whole nation and

Literature Research Paper Example | Topics and Well Written Essays - 1000 words - 1

Literature - Research Paper Example Barn Burning and Silence of the Lambs develop on the theme of good and evil and individual conscience through interactions between a powerful paternal figure and a younger pupil figure. Barn Burning is commonly considered a coming-of-age story, but the way that Sarty comes of age is precisely through the development of his own conscience and the hardest lesson that someone might learn: That their father is far from a good person. Meanwhile, in its own sense, Silence of the Lambs  is a coming-of-age story: A very young FBI agent is thrown into a very dangerous case and has to learn how to deal with serial killers, both investigating them and interacting with them. In both of these stories, the main characters are struggling to understand the true nature of their mentor: Sarty's father, Snopes, and Clarice's guide through the Buffalo Bill case, Hannibal Lecter. At the end of the story, Sarty sees that his father is going on an increasingly self-destructive path. His last attempt to b urn down a barn had succeeded and he had gotten away with it, but Snopes cannot help himself from responding to what he viewed as disrespect by again turning to the torch. Sarty knows he has to stop this imminent act of arson and escapes from his own family to do so, but as he runs, he tries to reconcile the monster he knows with the stories he's been told. â€Å"My father, he thought. "He was brave!" he cried suddenly, aloud but not loud, no more than a whisper: "He was! He was in the war! He was in Colonel Sartoris' cav'ry!" not knowing that his father had gone to that war a private in the fine old European sense, wearing no uniform, admitting the authority of and giving fidelity to no man or army or flag, going to war as Malbrouck himself did: for booty - it meant nothing and less than nothing to him if it were enemy booty or his own†. Sarty can't know Faulkner's omniscient narrator's aside here, but the information is important to confirm that Sarty's judgments about his father are right, that his instincts are correct: There is little redeeming in the character of Snopes. Similarly, Clarice goes into her discussions with Lecter knowing that he is a monster, but struggling to come to terms with his intellect and his strength of character. She never expected someone as refined, elegant and ultimately usually quite polite. Lecter respects strength, and repeatedly rewards her insistence with information; however, he despises weakness and a lack of independence, so he sometimes refuses to aid her more. In this respect, their relationship is truly that of parent and child: The child seeking more aid, the parent being careful with how much to dole out. The truly interesting element, however, is that Lecter is offering her moral advice. He gets at the core of her psychology: Like Sarty, Clarice once saw something in her childhood that she thought was unimaginably cruel, the bleating in panic and pain of lambs (a symbol of purity and sacrifice). Clarice's m otivations are to make sure she does not idly sit by again while something is butchered. The problem, though, is that Lecter's moral advice is not free and it comes from a truly questionable source. At every point, Clarice has to ask herself if Lecter is trying to get into her head to satisfy his own cravings or to advance a circuitous escape plot, or out of something resembling empathy or friendship. The last call at the end of the movie,

The background of Hai-O in Malaysia

The background of Hai-O in Malaysia Background of the Company Hai-O is one of the leading traditional healthcare companies in Malaysia, competing in the niche of traditional Chinese medicine. In the first chapter, this paper will discuss the background of the company in general to further illustrate the business nature of the company. This will provide the basis for the further discussion of Hai-Os business strategy. Introduction Hai-O is a local group of companies that operates in the business of traditional Chinese medicine. Hai-O Group of Companies (the Group) comprise of a few business divisions in the corporate structure. All of these divisions operate in the core business of Chinese healthcare products that include herbal medicines, pharmaceutical products as well as health food. Hai-O divisions include multi-level marketing (MLM) wholesaling, retail stores, as well as manufacturing. The Group has also diversified into a few other industries such as advertising services and leasing of machinery. Problem Statement For thousands of years, traditional medicine has been used in some communities for health cures and remedies. As it has been re-introduced in the modern world, there has been a growing debate on its effectiveness and potential side effects. This causes a rough ride for Hai-O as a traditional medicine provider. One of the challenges arise is the lack of international standards and evaluation methods for the efficiency of traditional medication because of international diversity of cultures and regions. As a result, many countries do not have national policies and regulations for traditional medicines. And there is also an issue of disparity in definition and classification for traditional medicine therapies. Some countries may define an herbal product as food supplement while others may accept it as herbal medicine, making international access and global product distributions a challenge to abide for Hai-O Group. There is also limitation for traditional medicines in terms of safety and quality. This is due to the complex nature of the methods for research and evaluation. For example, the safety and quality of finished herbal medicine products require tests on their resources which at one point can comprise hundreds of natural constituents. And the handling of these elements also needs to be evaluated. Products of traditional medicine are produced form natural elements which mostly are collected from wild plants. Scarcity of resources could also be an issue for business practices, not to mention the social threat they might face because of destructing of natural resources. Aside from growing competitions from other extension of healthcare business, Hai-O Enterprise Berhad needs to address these challenges and issues in its strategy to exhilarate growth and expansion. Problem Questions Writing this case will aim to answer a few questions that arise in the problem statement above. Some of the questions are: What is Hai-Os strategy to tackle the negative aspects of TCM? Why does Hai-O employ its current business strategies? How does Hai-O plan to expand into international market? How does Hai-O sustain its growth despite the challenges and threats? Case Study Objectives Objective of this case study is to critically analyse the: Business strategy; Strategy formulation; and the Issues and challenges faced by Hai-O Group in its business strategy Upon completion, this study will help to understand and clearly identify the business strategy of Hai-O Group. Through the case analysis, Hai-Os strategy formulation will be carefully examined and this will guide the finding of the critical issues and challenges of its business strategy. Companys Overview Hai-O was established in 1975, and has become a famous household name in Malaysia ever since. Originally, the Company offered an assortment of Chinese medicines and healthcare products. Much later, the business expanded and grew into Hai-O Group of Companies. It first made its way to Bursa Malaysia Securities Berhad in the year 1996, by being listed in the second board of Bursa Malaysia. The Group has 5 principal business that are multi-level marketing, wholesaling, retailing, manufacturing and medicinal clinics. The Group was the first traditional healthcare company listed on the stock exchange. It was listed into the main board of Bursa Malaysia on 2007. Expert in its niche, Hai-O has managed to build extensive and efficient distribution network for the past three decades. As part of its services, the Group is also practising integrated health services which combine the traditional Chinese medicine clinic services and non-decocted Chinese herbal consultation in their retail stores. These services were collaboration with its joint venture partner, Beijing Tongrentang Co Ltd, a big TCM provider in China. History of Hai-O Hai-O Enterprise Bhd was founded by Mr. Tan Kai Hee in 1975. He was an assistant secretary-general of the Labour Party in 1960s and was arrested under the Internal Security Act (ISA) from 1965 to 1973. Only 28 years old at the time, Tan was optimistic despite the unfortunate circumstances. Finding job after the detention was not easy, and this leads him to the idea of organising other ex-comrades to venture into China trade. And so they set up Hai-O in 1975 and started operation in Klang. The business was soon became a word of mouth among friends and supporters. Due to a lot of hard work and high optimism, the Group was able to break even within the first year and all of the key historical and inspirational accomplishment took place itself in the first year it was introduced. Throughout many years of operation, the Group has earned a lot of awards for their remarkable performance. Such recognitions are awarded to all the top performing companies within the Group. The Group take pride in its achievements which have help instil good confidence among its investors and customers. Awards and recognitions received by Hai-O Group are: Hai-O Enterprise: Best Small Capitalisation Company (Malaysian Corporate Governance Index 2009) by Minority Shareholder Watchdog Group (MSWG) Hai-O Enterprise: Best Return to Shareholder Category First Runner Up Award by Malaysian Business CIMA Enterprise Governance 2009 Hai-O Enterprise: Best Under a Billion Award by Forbes Asia 2009 Hai-O Enterprise: Ranked no. 6 in Top 100 Listed Company In Terms of Shareholder Values Creations 2008 by KPMG and The Edge Hai-O Enterprise: Best Under a Billion Award by Forbes Asia 2008 Hai-O Raya: The Brand Laureate 2008-2009 under the Product Branding for Traditional Chinese Medicine category Hai-O Marketing: Malaysian Business Ethics Excellence 2008 recognition certificate by Ministry of Domestic Trade and Consumer Affairs Hai-O Raya: Malaysian Business Ethics Excellence 200 recognition certificate by Ministry of Domestic Trade and Consumer Affairs Hai-O Enterprise: Best Under a Billion Award by Forbes Asia 2007 Hai-O Marketing: Outstanding Contribution Towards Developing Bumiputra Entrepreneurs 2007 recognition certificate by MECD Hai-O Raya: Superbrand 2003/2004 Hai-O Raya: Malaysian Book of Records: Greatest Number of Traditional Healthcare Chain Stores in Malaysia 2001 Hai-O Raya: Golden Bull Award: Malaysias Top 100 Outstanding SMEs 2003 Hai-O Raya: Enterprise 50 by SMIDEC and Deloitte 2003 Top Malaysian Small Cap Companies (100 Jewels 2007) by OSK Investment Bank Bhd Hai-O Marketing: 13 Years Membership with Direct Selling Association Malaysia 2007 Diamond Club Award for Excellent Performance 2002, 2003, 2006 GMP Status and ISO: 9001certification by SG Global Biotech Sdn Bhd U.S. FDA Facility Registration certificate by SG Global Biotech Sdn Bhd Source: http://en.hai-o.com.my Vision, Mission and Corporate Values The Group ultimate goal is to become a premiere healthcare company in Malaysia. Focusing on it, its vision reads: We aim to become the premier healthcare company in Malaysia and thereby bringing the greatest value and pride to our customers, business partners, employees and shareholders. This explained that their vision of being the leading healthcare company are much focused on delivering value to each key element that make up their business, internally and externally. Hai-O has strived over 35 years to take the brand name beyond the image of Chinese medicine. The Group genuine interests in healthy culture boost their spirit to promote humans well-being with the mission statement that reads: We are committed to promoting healthcare culture and improving humans well-being. Such vision and mission is incorporated into the Groups corporate value. Hai-O means seagull in Mandarin. It is a metaphor that the Group will soar high and the Group incorporated its corporate values in the word seagull itself and the image of a seagull is embedded in the Groups company logo. Their 7 core values are: Social responsibility; Hai-O strives to repay society by helping those in needs through actions and monetary support. Excellent service; Hai-O strives beyond customers expectations to give excellent quality products and superior service. Attitude; Hai-O strives to sustain a positive attitude in every dimensions of the business at any circumstances it faces. Unity; Hai-O strives to unite its organization as one big family in Malaysian culture of different races to achieve its goals in the challenging business world. Growing; Hai-O strives to capitalise on its competitive advantage and knowledge to ensure continuous improvement and growth. Loyalty; Hai-O strives to be loyal to its business partners and its commitment to convey good results to the customers as well as the shareholders. Learning; Hai-O strives to build a knowledge-based working environment by collecting its resources together to achieve goals to educate consumers on healthcare and to contribute to the research and development in the biotechnology and pharmaceutical science. Figure 1: Hai-Os Company Logo Image source: Adapted from http://en.hai-o.com.my Strategy One of the obvious strategies to market its product was the Group formation of Hai-O Marketing Sdn. Bhd. in 1992. This subsidiary company is targeted to market Hai-Os products through multilevel marketing. Products that are sold through this company are health food, wellness and beauty products. This strategy of has boosted the Groups business substantially and has brought a huge exposure for Hai-Os brand into the consumer market. Although the business move has brought a giant impact, the Group fundamental strategies still remain in three main criteria; choosing the right product, targeting the Bumiputra segment and venturing abroad. Hai-O sources raw materials for its product from the main land China. TCM market in China is saturated and the products are variety. But Hai-O is devoted to solitary select the right ones to bring into its product line. Only importing patented products that are approved by the Ministry of Health, the Group built its clients trust by selling genuine quality products at a fair price with Hai-O branding. In 2002, links to China were further consolidated in a partnership with Peking Tongrentang, a renowned company with a 338-years history and is famous for working for the emperor during the Qing dynasty. Other than that, the Group also signed a sole distributorship agreement in 2007, with Yunnan Baiyao Group Co Ltd. Since the setting of its MLM division, Malay consumers have constituted a large segment of its market as well as its sales force, which has result in a remarkable transformation for Hai-O as a group. The concept of MLM suited the Bumiptra market very well. Famous product among the Malay consumer is the Pur Er tea which is considered as a wonder tonic with abundant health benefits ranging from removing toxins to improving blood circulation. Achieving reputation among Malay consumers has changed the Groups image from previously a mainly Malaysian Chinese trade. As a result, the brand is more accessible and well received by other citizen in Malaysia. As the power of traditional medicine is showing evident results in todays healthcare industry, the Group decided to take the business abroad by penetrating the lucrative markets of China and Indonesia. A joint venture company has been set up in Jakarta and has started business in August 2009. As for China, the Group is in the midst of obtaining the necessary rights and licences to promote Malaysias traditional medicines and health products such as Tongkat Ali, and Kacip Fatimah in its local market. Venturing into the international market is a strategy that the Group hope will help to expose their brand even further as well as promote traditional Chinese medicine to a higher level. Corporate Structure Figure 2: Hai-Os Corporate Structure Source: http://en.hai-o.com.my Wholesale Division As a second largest contributor to the Group, the wholesale division have secured exclusive agency rights for importing and distributing of more than 200 branded products from China under the company names Hai-O Medicine Sdn. Bhd., Kinds Resources Sdn. Bhd., Grand Brands (M) Sdn. Bhd., Chop Aik Seng Sdn. Bhd. and Vintage Wine Sdn. Bhd. These products include a wide range of traditional Chinese medicines, teas and wines that are distributed through Hai-Os multi-distribution channels. These channels offer a broad access to Chinese medical halls, hyper/ supermarkets, convenience stores, retail outlets and restaurants. Direct Selling Division The direct selling division, also known as the MLM division has been the Groups fastest growing segment since it is first introduced in 1992. Operating under the company name Hai-O Marketing Sdn. Bhd., the division has a strong distribution force that helped the company to emerge as a leading local direct selling company. Hai-O Marketing Sdn. Bhd. is now serving over 34,000 distributorships, through more than 50 distribution centres throughout Malaysia. With the product mix ranging from healthcare to household products, Hai-O Marketing Sdn. Bhd. also owns a subsidiary company, PT Hai-O Indonesia which took up a 60% stake in a joint-venture company with an Indonesian partner. The company has started business in August 2009, selling products manufactured from Malaysia. Retail Division The Group has over 60 chain stores in major cities and towns across Malaysia. These chain stores carry an extensive range of traditional Chinese medicines, teas, wines and other healthcare products. Operating under the company name Hai-O Raya Berhad, the Group also owns retail counters in some of major supermarkets namely Carrefour and AEON Jusco. These outlets provide consultations on herbs and TCMs by professional herb masters. Hai-O Raya Berhad also provides a franchise program for entrepreneurs who are interested in operating a professional TCM store. In 2002, the Group expanded to also offer integrated clinical service under the company name, Peking Tongrentang (M) Sdn. Bhd. This integrated clinic is a joint-venture between Hai-O and Beijing Tongrentang Co Ltd, the largest producer of traditional Chinese medicine in China. Besides that, the Group also owns another subsidiary company that offers extensive traditional Chinese medicine products and service, Hai-O Polaris (M) Sdn. B hd. Manufacturing Division Realizing the importance and the fast growing demand of traditional Chinese medicine in the country, the Group made a decision to open up its own pharmaceutical manufacturing plant in 1994. Operating under the name SG Global Biotech Sdn. Bhd., it was the first traditional medicinal manufacturer that complies with the Good Manufacturing Practice (GMP) standards in the country. The companys obligation to quality assurance has obtained the qualification under ISO 9002 in 1999 and ISO9001: 2000 in 2002. Its core businesses is producing and processing of herbal and other health products and SG Global is also active in a lot of research and development activities. The company shared the technology and expertise with China and several local counterparts in Malaysia. Riding on the potential growth of the research and development area in herbal and traditional medicine in Malaysia, the Group extended its operation into another subsidiary that focuses on laboratory research to increase product innovation. QIS Research Laboratory Sdn. Bhd. is established to offer a full service in analytical laboratory, microbiology and chemical analysis of traditional medicine. QIS Lab is accredited to ISO 17025 by the Department of Standard Malaysia (DSM) of the Ministry of Science and Technology. In the past years, the Group has also ventured in several other business segments. Other subsidiary companies include Seagull Advertising Sdn. Bhd., Hai-O Credit and Leasing Sdn. Bhd., Sri Pangkor Credit and Leasing Sdn. Bhd., Hai-O Energy (M) Sdn. Bhd. and Hai-O Properties Sdn. Bhd. The Group other supporting businesses involved the leasing of machinery and equipment, advertising services, investment holding as well as insurance agency. Corporate Governance The Board of Directors of Hai-O Enterprise Berhad (the Board) embraces the value of the Malaysian Code of Corporate Governance which outlines the ethics and the best practices on corporate governance. In regards, the Board is dedicated to make sure that the corporate governance principles are well practiced and well observed throughout the operation of Hai-O Group in order to ensure integrity and professionalism within the organization to safeguard shareholders investment and value. Composition of the Board The Board of Hai-O Group is consists of 8 members, comprising of 3 Executive Directors and 5 Non-Executive Directors. 4 of these Non-Executive Directors are Independent Directors who act as independent advisors. This composition meets the terms with the Listing Requirements of Bursa Malaysia Securities Bhd which requires one-third (1/3) of the Board to be Independent Directors. The Executive and Non-Executive Directors functions are defined clearly. The Executive Directors capacity is to administer the Groups operations and execute the operational and corporate decisions while the Non-Executive Directors offer the Company with necessary opinions and decisions. Formulation of the Groups strategies and policies are shaped from the combination between the expertise of the Independent Non-Executive Directors and the skill and wisdom of the Executive Directors. If a conflict of interest is likely to arise, it is the obligation for the director concerned to declare his interest and withdraw from the process of the decision making. The same formula is tailored to the responsibilities between the Chairman and the Managing Director in order to maintain a balance of authority and accountability. The Chairman provides a general leadership to the Board without restricting the principle of collective responsibility for Boards decisions. And the Managing Directors principal responsibility is to formulate the business strategies and to employ the corporate decisions as well as to administer the overall business operations. The Boards composition represents a mix of skill, knowledge and expertise that are significant to the activities of the Group. The Board meeting is held once every 3 months. The Board entrusted the Nomination Committee with the necessary responsibilities to appoint and re-elect the directors. This committee is comprises of Independent and Non-Executive Directors and is responsible to recognize and pick potential new directors and propose nominations to the Board. The Board also recognizes that constant learning is critical for its members in order to gain insights into the state of economy, technological advances, regulatory updates and management strategies. Thus all the Directors of the Company have to complete the Mandatory Accreditation Programme (MAP) which is compulsory for the Listing Requirements of the Bursa Malaysia Securities Bhd. The Directors will continue to undertake other significant training programmes and the Continuing Education Programmes (CEP) to supplement and maximize knowledge in the latest statutory and regulatory developments. This is also to assist them in keeping abreast with developments in the business environment in order to enable them to uphold their responsibilities more effectively. Directors Remunerations A remuneration Committee was set up by the Board to manage the Executive Directors remuneration package. The committee members are majority consisting of the Non-Executive Directors. This remuneration package is based on the Groups results apart from the individual directors performance. The committee meeting is held frequently as required to resolve all aspect of remuneration as well as terms and conditions of service of the Executive Directors. Level of the remuneration is structured as such to motivate and encourage the Directors to run the Group at the top of their performances. And the compensation for the Non-Executive Directors is subjected to the Boards decision as a whole. The fees for both the Executive and Non-Executive Directors are approved by the shareholders at the Annual General Meeting (AGM). Shareholders and Investors It is important to public listed organizations to inform the current status of the Group to the shareholders, stakeholders as well as the general public. Hence, the Group has been keeping up a constructive and active communication policy which enables the management and the Board to communicate effectively with its shareholders. The Groups website, www.hai-o.com.my is one of the channels available for corporate information to assist shareholders and investors to assess their investment decisions. The Groups AGM proceedings are open to all shareholders to promote transparency. Shareholders are also invited to attend any Extraordinary General Meetings which are announced through circulars and notice of meeting whenever it occurs. Accountability and Audit An Audit Committee is set up to manage the annual financial statements of the Group. This committee is responsible to ensure that the statements are complied with the requirements in the valid accounting standards in Malaysia under the Companies Act, 1965 as well as the Listing Requirements of Bursa Malaysia Securities Bhd. The committee is also accountable to establish an appropriate and transparent relationship with the Groups internal and external auditors. The Board also recognizes the significant of financial controls, operational and compliance controls as well as risk management. Hence, the internal control system is designed to administer the risk of failure to accomplish business objectives. Board of Directors The names and positions of Hai-O Enterprise Berhads executive officers (as of February 17, 2010) are listed below: Table 1: Hai-Os Board of Directors Name Position Y. Bhg. Tan Sri Osman S. Cassim Chairman, Independent Non- Executive Director Tan Kai Hee Managing Director, Non-Independent Director Datin Sunita Mei-Lin Rajakumar Independent Non-Executive Director Tan Keng Song Executive Director, Non-Independent Director Chia Kuo Wui Executive Director, Non-Independent Director Y. Bhg. Dato Abdul Rani Bin Mohd Razalli Non-Independent Non-Executive Director Lim Chin Luen Independent Non-Executive Director Quek Ah Ba Independent Non-Executive Director Source: Adapted from http://en.hai-o.com.my Profile of the Board of Directors Y. Bhg. Tan Sri Osman S. Cassim (Chairman, Independent Non-Executive Director) Tan Sri Osman graduated from University of Malaya, Singapore with an Honors Degree in Arts. He later attended the Advanced Management Programmes by Harvard Business School, Boston in 1984. During his 30 years career in public sector, Tan Sri Osman used to serve as Secretary General in the Ministry of Labour, the Ministry of Information, and Ministry of Home Affairs. He was elected as the Director General of the Public Services Department Malaysia in 1980. Later in 1988, he was appointed as the National Advisor to the General Electric International (USA) Currently he is the Vice President in the Court of Fellows of Malaysia Institute of Management. Tan Sri Osman was also the Chairman of Southern Bank Berhad from 1990 to 2005. He joined Hai-O Group and become the Chairman on 31 January 2005. Tan Sri Osman is also the Chairman of the Remuneration and Nomination Committee of Hai-O Group. Tan Kai Hee (Managing Director, Non-Independent Director) Mr. Tan Kai Hee is one of the founders of the Group. He is also the main policy and decision-maker. Mr. Tan has more than 33 years of experience in the trading business. In August 2006, he attended China Market Study Tour Program which was carried out by Beijing International MBA, Peking University. Mr. Tan is also an avid social worker for the past 35 years. As also a founder of Malaysia-China Friendship Association (PMC), Mr. Tan acts as the Secretary-General. He is also the founder of Malaysia-China Medicine Health Product Association (MCMHPA), Malaysia-China Chamber of Commerce (MCCC) and Malaysia Ru-Shang Social Association. Among others, Mr. Tan is also the Chairman in the Trading Services of the Malaysia China Business Council (MCBC) and the Advisor for the Federation of Chinese Physicians and Medicine Dealers Association of Malaysia (FCPMDAM). Mr. Tan holds directorship in Hai-O Raya Bhd. as well as a few other private limited companies. He was selected to the Groups Board o n 30 August 1975 and is also a member in the Remuneration and Investment Committee. Mr. Tan is the father of Ms. Tan Keng Song, who is the Executive Director of Hai-O Enterprise Bhd. Datin Sunita Mei-Lin Rajakumar (Independent Non-Executive Director) Graduated from University Bristol, United Kingdom, Datin Sunita holds a Bachelor Degree in Law. She is the Member of Institute of Chartered Accountants of England and Wales, earning her qualification certificate in 1994. She used to work for Ernst Young, London as the Audit Manager. She also used to be the Manager in RHB Sakura Merchant Bank, Kuala Lumpur. In addition, she used to work in Corporate Finance as the Vice President at Petra Technologies and was appointed as the Director of Corporate Finance at Southern Plastic. She also used to work for MIMOS Berhad as the Venture Capital Consultant before joining the Groups Board on January 2009. Datin Sunita is also a member of the Groups Audit Committee. Tan Keng Song (Executive Director, Non-Independent Director) Ms. Tan Keng Song holds a Bachelor Degree in Commerce from University of Western Australia. Majoring in Marketing and Management, she used to work for UMW Group. She joined Hai-O Group in 2000 as the MIS Executive at Hai-O Raya Bhd. Later she was promoted to the head of the Groups IT and MIS division. Currently she is leading the Business Administration, MIS and Human Resources Department and is a member of the Investment Committee. Ms. Tan joined the Board on 2001. She is the daughter of Mr. Tan Kai Hee, the Managing Director of Hai-O Enterprise Bhd. Chia Kuo Wui (Executive Director, Non-Independent Director) Mr. Chia Kuo Wui obtained his Bachelor Degree in Accounting at Curtin University, Australia. Later he continued to earn his study MBA from Charles Stuart University at Help University College Kuala Lumpur. Mr. Chia joined Hai-O Group in the Corporate Planning and the Investor Relation Department. Holding key positions in some of Hai-O Groups, he also holds the directorships in a few other private limited companies. Mr. Chia Kuo Wui was appointed to the Groups Board on 14 November 2008. Y. Bhg. Dato Abdul Rani Bin Mohd Razalli (Non Independent Non Executive Director) Dato Abdul Rani obtained his Senior Cambridge Certificate in 1952. He used to serve the Government Royal Custom Excise, Malaysia as the Deputy Director General. He later ventured into commercial business in the fields of shipments, transportation, warehousing, and manufacturing. Dato Abdul Rani joined Hai-O Group on 1995 as the Executive Director. He was also a member of the Investment Committee of Hai-O Group and was re-designated as Non Executive and Non Independent Director in 2003. Lim Chin Luen (Independent Non-Executive Director) Mr. Lim Chin Luen has been involved with the trading of Chinese traditional medicine and herbal products for over 15 years. He also owns a nourishing food and noodles stores in Singapore. Mr. Lim joined the Groups Board in December 1997. He was also a member of the Audit, Remuneration and Nomination Committee of Hai-O Group. Quek Ah Ba (Independent Non-Executive Director) Mr. Quek Ah Ba served as an Accountant and Operational Manager in many companies. He also served two of the Securities firms, Noone Co Sdn Bhd from 1980 to 1983, and C.S. Securities Sdn Bhd from 1986 to 1989. Mr. Quek was a member of Australia Society of Accountants (A.S.A.) and CPA (Australia). He joined Hai-O on 2001 and became the Chairman of the Audit Committee. In addition, Mr. Quek is also a member of the Nomination Committee.