Agricultural Household Model Essay -- Globalization, Open Economy

These days, the world is being globalized.; Globalized or open economy is the one which has changed the exchange and capital development (Thorbecke et al 2003, p.154). Thorbecke et al additionally noticed that transparency through exchange, remote direct venture and budgetary market increment the progression of good and capital over the national fringes (in the same place. p.156). Thusly, most nations take an interest in global exchange as their economies are opened to rival others. The most influenced by this opposition are the emanant ventures. Rising or baby industry is a subtlety of ventures in their soonest phase of advancement/development (Tribe 2000, p.31). Rising businesses can be isolated into two gatherings; : total new is another industry which doesn't exist somewhere else, for the most part is innovation serious and are dominating in created nations (Castel-Branco 2002, p.46); and relative new ventures are regularly new in the nations of beginning, normally creating nations, however in different nations, for example, industrialized world, they are as of now develop or create (Castel-Branco 2002, p.48). The termsDefinitions of creating economy, immature or less created are utilized to depict nations that are monetarily in reverse and that need improvement of day to day environment (Sen 1988 p.11). The article will examine the difficulties of new firms in a setting of globalized and immature world. As a result of the limited extension, the article may be talking about three difficulties, to be specific, innovation ability, enterprises notoriety and accessibility capital for venture. Right off the bat, it will talk about the issues identified with innovation ability. Furthermore, it will inspect the job of notoriety for new ventures in national and internati... ...ty of the organizations to give more grounded believability and the limit of the nations to make a decent situation to build up these businesses all through better foundations. The arrangement of these issues is the mediation of the State by choosing some potential baby businesses to secure. This intercession is fundamental on the grounds that the market in essence can notcannot figure out how to manage these issues. This must be finished by considering as a matter of first importance the residential market with the goal that it might well urge receptiveness to remote exchange (UNIDO 1997, p.27). Thusly, the Government must detail approaches so as to secure the new enterprises to manage them to the correct course for contending in universal market in any case the businesses alone can not accomplish this phase of develop. This implies the baby businesses in creating nations can bite the dust before accomplish its develop.

The Enigma Machine and How It Worked free essay sample

These replacements happen in view of the places of the rotors within the machine. The rotors are first arranged at any arbitrary letter in the letter set and when the catch is squeezed, the letter that is toward the start of the rotor is put onto the paper. At that point if a similar letter were to be squeezed once more, an alternate letter would show up in light of the fact that the rotor will have changed position. The completely composed and encoded message would be printed out and sent to the individual it was assigned to and afterward that individual would place in that code into their conundrum machine and that machine would translate the encoded message. For what reason did the Enigma machine work? : The mystery machine worked so well in light of the fact that there were such a significant number of various mixes of rotors that could have been utilized on the grounds that every rotor had an alternate subjective arranging of letters. There were such huge numbers of mixes for the mystery machine and its rotors. We will compose a custom article test on The Enigma Machine and How It Worked or then again any comparative point explicitly for you Don't WasteYour Time Recruit WRITER Just 13.90/page Things turned out to be considerably more muddled when German researchers started to utilize 5 unique rotors which could fit into just 3 spaces, which expanded the measure of blends that could be utilized in the puzzle machine. With every one of these rotors thus scarcely any openings that were utilized in the mystery machine, there were incalculable prospects of mixes to browse. At the point when individuals were decoding the codes they were sent, they needed to ensure they put the rotors in precisely the same situation as the individual who sent it. This would build the measure of conceivable outcomes that the puzzler machine had which made it significantly harder to split as a result of all the potential mixes. My Goal: My objective in this paper is to address a few inquiries and give my rooftop to these inquiries. I will ask: 1. What number of various ways would we be able to fit 3 distinct rotors into 3 unique spaces? 2. What number of blends would we be able to discover on the off chance that we have 4 unique rotors that will fit into four openings? 3. What number of blends would i be able to discover on the off chance that I have 5 rotors that can go into five openings? 4. What number of mixes are th ere in the event that I have 5 rotors however just three spaces? 5. Lastly, in the event that I have 26 distinctive beginning spots for each dial, what number of beginning spots would I have altogether? Note: I will likewise be endeavoring to show numerous examples that emerge while scanning for the responses to these inquiries and I will attempt to clarify these examples. Rundown of Symbols: Before I start, I feel it is essential to list all the images that I will utilize. I will utilize the numbers: 1, 2, 3, 4, and 5 to speak to a rotor, with 1 speaking to the main rotor, 2 speaking to the subsequent rotor, etc. Rotors that I will utilize Rotors that I will utilize Amount of Rotors, spaces, and combos Amount of Rotors, openings, and combos In what manner will I continue with this: I will initially work out the measure of rotors, openings and blends in an arrangement like this: â€Å"X rotors: Y Slots: Z combinations†. At that point underneath this general data I will compose which rotors I will utilize I. e. Rotors: 1/2/3. At that point, I will show how I concocted the quantity of blends. By taking a gander at the measure of rotors and by speaking to every rotor with a number, I. e. 1, 2, 3, 4, or 5, I will have the option to show all the potential mixes of the rotors. And afterward, underneath my blends, I will compose my clarification and, if there is one, the condition. A way we can imagine why this works is that if we somehow managed to take a stone that had 2 scratches on it, at that point take another scratch that had 2 scratches on it, and put them close to one another, at that point altogether there would be 4 scratches when the stones were in that specific position. In any case, if we somehow managed to orchestrate the stones with the goal that the stone that was before the other stone was presently in the back, and the stone that was in the back was currently in the front, we have a totally different situation for the stones that despite everything have 4 scratches on them. They are similar scratches. Changing the situation of the stone resembles placing every rotor into an alternate opening unfailingly, the rotors won't generally be in a similar space each and every time, they are in various positions inevitably, by considering the measure of spaces, one can figure what number of positions a few rotors can take. Putting the rotors into various positions is a similar thought of changing the situation of the stone. By taking a gander at what number of rocks we have, we can make sense of what number of positions we can place them in. this is mixes. In the event that we have 3 rocks, we can organize them into 6 distinct positions. In the event that we have 4 rocks, we can mastermind every one of them into 24 positions. This is the reason we utilize the measure of mixes of the rotors to make sense of what number of blends are there for the dials altogether. In the event that we can duplicate the measure of mixes by the measure of dials, we will make sense of the considerable number of blends for the dials. Condition: (Amount of blends for rotors)(amount of dials on rotor)=Amount of aggregate sum of mixes for dials.

Laramie

Laramie Laramie lâr ´?me [key], city (1990 pop. 26,687), seat of Albany co., SE Wyo., on the Laramie River; inc. 1874. It is a commercial, railroad, and industrial center for a livestock and timber region. Laramie has railyards, sawmills, a cement factory, and meat-storage facilities. Other industries produce beverages, cabinets, and computer software. Tourism is an important economic activity; the city is surrounded by mountain ranges and many ski, hunting, and fishing areas. The city is the seat of the Univ. of Wyoming. Laramie was settled in 1868 with the arrival of the railroad and grew with the development of the surrounding ranch country and local mining enterprises. It is headquarters for the Medicine Bow National Forest. Nearby is the site of Fort Sanders, established in 1866 to protect the Overland Trail and workers on the Union Pacific RR. The Columbia Electronic Encyclopedia, 6th ed. Copyright © 2012, Columbia University Press. All rights reserved. See more Encyclopedia ar ticles on: U.S. Political Geography

Strategic Management at UNIQLO - Free Essay Example

Sample details Pages: 18 Words: 5453 Downloads: 8 Date added: 2017/06/26 Category Management Essay Type Narrative essay Did you like this example? Introduction Dubbed as Japans retail success story in the new millennium, UNIQLO is a 100% consolidated subsidiary of Fast Retailing Co. Ltd, a Japanese retail holding company. UNIQLO formed the portmanteau for ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€¹Ã…“unique and ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€¹Ã…“clothing as am emblem of creativity and individuality of Japanese apparel industry. Don’t waste time! Our writers will create an original "Strategic Management at UNIQLO" essay for you Create order UNIQLO offers fashionable and high quality clothing at reasonable prices, and was seized as an opportunity to establish a brand position domestically and internationally, combining all the facets of the business from product design to final sales and the operation of the 790 stores around the globe. Primarily offing for a highly brand conscious consumer group, UNIQLO envisions itself as a leading global casual wear company targeting high sales and profitability growth. For UNIQLO, such aim could materialise based on the established strategies such as low cost management, cheapest manufacture and marketing schedules and prioritising customer requirements. Today, UNIQLO is described as the apparel giant Gap, Inc.s counterpart based on the 4, 000% share price increase, making UNIQLO as Japans third largest clothing retailer. However, it is not always victory for UNIQLO; the subsidiary also has its own share of downturns especially on its international expansion. For instance, expansi on programmes in the United Kingdom (UK) saw a tumultuous stumble in profits, forcing Fast Retailing to shut down 16 of the 21 UNIQLO stores opened, because of competition. Most recently, three UNIQLO stores in New Jersey were also closed because of economic slumps. Despite these facts, UNIQLO maintains the spirit and still believed that the brand has only but way forward. How UNIQLO will going to do such is central to this paper, focusing on the companys strategic management. External, industry and competitor analysis as well as the internal environment will be addressed. External Analysis Political Analysis Political factors have direct impact on business conducts and operations. Decisions made by the affects the decision-making of retailers and could come in the form of policy or legislation. In Hong Kong, the ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€¹Ã…“one country, two systems is the prevalent governance philosophy which endows the special administrative region with a high degree of autonomy and its capitalist economic system. Within a capitalistic and free market-oriented economy, retail companies make the majority of microeconomic decisions but they have to conform to specific agreements. Mainland and HK Closer Partnership Economic Arrangement (CEPA) and the US-China Textile Memorandum of Understanding are two examples of this. The former provides UNIQLO with a tariff-free treatment, stating that products which have no existing CEPA rules of origin will enjoy tariff-free treatment upon applications by local manufacturers. The latter could provide UNIQLO with an opportunity for an annual grow th of 8-17% in 21 categories of Chinese textiles and clothing exports to the US. Labor and customary regulations as well as code of conducts are also complied into including China Social Compliance 9000 and US and EU quotas (RSCA 2006; Doshi 2006). Economic Analysis Domestically and globally, businesses are also being affected by economic factors whereby a strong economy indicates positive results and weak economy signifies the opposite, affecting both businesses and consumers. Hong Kongs gross domestic product is estimated at US$206.7bn with the service sector that contributes 90% of the total GDP. The region is also named as the worlds eleventh largest trading entity. Almost 50% of the total population is employed full-time and the unemployment rate has a continuous average decline by 4.1%, making disposition of income a possibility, a lower cost of living that is (Monthly Digest 2008). Spending is generally devoted for food, housing, healthcare, transportation, amusement, services and apparel. People nowadays are very particular with ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€¹Ã…“investing in quality clothing thereby resume spending with premium apparel finds (Doshi 2006). Realising this, the price and quality characteristics of UNIQLO has a strategic fi t; UNIQLO makes people look fashionable and confident in world-class clothes at a reasonable price through the company-wide integration of the Specialty Store Retailer of Private Label Apparel (SPA) model, a low-cost but effective operation model. Social Analysis Demography or the population characteristics may determine buying patterns and that understanding demographic changes within a particular region or place facilitates determining whether products and services would appeal to customers as well as the number of potential customers (Barney and Hesterly 2006, p. 35). Hong Kong has a total of 6, 985, 300 population based on 2008 estimate and is continuously growing due to immigrant influx from Mainland. According to Doshi, people in HK and elsewhere have a growing interest in private labels. Consumers aspired for having private levels on everyday garments. Casual wear from HK which is known for good design and quality has a positive image on global consumers. Nevertheless, international brands are concentrated in high-end consumers while domestic brands are for low-end consumers (Doshi, 2006). In taking advantage of the wealth of the demography, UNIQLO makes effort on providing high-quality merchandise and generating values to the societ y by taxes. Further, UNIQLO is a company that is committed in creating positive reputation as manifested in its vision and mission, styles of management, ways of doing business and requirements to employees. Technological Analysis Technological innovations are a priority for the apparel retailing industry but it will remain as labor intensive as it is today. Boosting the industrys productivity, increased in automation has been the recent trend but it is limited on specific functions, to which mostly require human intervention such as sewing and making patterns. Although there are computerised sewing machines that increase the productivity and reduce training time. Further, the uses of computer system software intended for the industry will be on making rough sketches, printing detailed designs and storing of information for easy retrieval. The customer orientation of UNIQLO was basically construed from its website in which customers can give feedbacks by email and discussion board. Hong Productivity Council made a report disclosing that the apparel industry could make sense of information technology (IT) if utilise for order processing, costing analysis, order tracking, material management, reporting and con nectivity (2004). Industry Analysis Porters Five Forces Analysis A) Threat of Entry Barney and Hesterly (2006, p. 43) point out that new entrants are the firms which have either recently begun operations or those that threaten to begin operations within an industry soon. Notably, the apparel industry is a buyer-driven industry where producers are considering buyers decision-making especially when brand names enter the picture. These buyer-centric industries have low barriers to entry mainly because of intense competition. Utilising brands as a market power source; however, this is a challenge for every clothing company. In the clothing business, mass customisation has seen to be the most effective strategy. Putting strategises into action remains to be in resilience today (Culpan 2002). Therefore, the focus must be on minimising the costs without sacrificing quality and to do this, managerial know how is a must in order to understand interactions with suppliers and consumers, to facilitate creativity and innovation and to maintain mobility in adapting to new marke t demands (Kincade, Regan and Gibson 2007). Building brand awareness and consumer loyalty is a costly endeavor since it involves advertising needed not only to promote the brand but also on sustaining awareness and loyalty. Strengthening brand names also requires that there are ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€¹Ã…“quick response programs to increase revenues and manage risks. One of UNIQLOs major resources is its brand name, which is now synonymous with comfortable, high quality and cheap clothing merchandises. Although brand awareness outside the home country is a challenge, it is of intangible value to UNIQLO as a business asset. Brands are valuable and rare and reputable brands are acquired through the impressions one has of the company, and its products or services. Since a brand name is built overtime it becomes costly to imitate thereby providing a sustainable competitive advantage in the apparel industry (Groucutt, Lydley and Forsyth 2004, p. 285). B) Threat of Rivalry Either in home or host countries, apparels, accessories and merchandise will always have a competitor which usually fluctuates in size. The modern market trends for the apparel industry are globalisation and intensified competition, increasing price and lower profit margin pressures, small quantity with high complexity orders, shorter lead times, multiple location operation, changing customer requirements and liberalisation on textile and clothing quota that creates new market dynamics. Being responsive to these market trends shifts the focus of the apparel industry for more extensive product development and improvements at the least possible cost. Such condition forces companies to divert on product differentiation because of high switching cost. In an industry where products are deemed to be ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€¹Ã…“equal, the key sources of differentiation are brand image, reputation and prior existence (Byoungho 2004b). For UNIQLO, the products themselves are an importa nt source of competitive edge. UNIQLO strives at developing products of high quality, in various collections to enable the company to reach the highest possible number of customers. As such, the rivals would be endangered when it comes to introducing innovative products. UNIQLO is positioned in the fashion capitals of the world for the purpose of taking advantage of the new information about fashion trends. UNIQLOs ability to quickly adapt to trends and new markets has helped them develop product differentiation, something that is key to the companys success in the apparel industry. According to Tokle (1990), product differentiation is what separates the top competitors from the rest, but it something that is not costly to imitate. This is why their product differentiation is only a temporary competitive advantage. Competitive advantage could be achieved once the organisation learns to manage its capabilities that the end consumers could appreciate and competitors would find difficu lties imitating (Porter 1985; Roney 2004). C) Threat of Substitutes Casual wear is very particular with loose-fit, comfortable and relaxed fit. Athletic or active wear was perceived to be the closest substitute to casual wear as manifested by the booming athletic wear industry. Typically worn as casual fashion clothing, active attires could provide deterrence in the industry. Moreover, the blurring demarcation on the casual clothing family could be also seen as an opportunity for substitutes. Specialised stores offer semi-casual, smart casual and business casual lines. Semi-casual clothes are less presentational than informal but are not as loose as casual dresses. Smart casual purports conservative looks but with harmony on colors, fabrics, shoes and accessories. Business casual, on the other hand, varies in definition but the common element is the collar. Realising this, the bottomline now is the price. Moreover, based on the SPA business model, all the necessary functions at UNIQLO falls under a single umbrella especially the inbound logistics a nd the production. UNIQLO is an example of a cut-make-trim company in which in which the company purchase the fabric and retain ownership of the raw materials and work-in-process, and so making it hard for rivals to imitate or produce substitutes for UNQILO brands. D) Threat of Suppliers The prices and availability of commonly used fabrics such as cotton, blends, synthetics and wools might fluctuate significantly due to its dependence on demand, crop yields, weather, supply conditions, transportation costs, government regulations and economic condition among others (Byoungho 2004a). Quota is the major factor that affects the demand and supply of textile and fabrics. Even though the sale of raw materials is standardised, independent contractors, raw material suppliers, importers and apparel manufacturing firms could not isolate themselves from such scenario because of the prospective unsteadiness in the supply chain (Chetty 1999). As well, because of forward vertical integration, coupled with the low barrier to entry, suppliers could easily become rivals. In becoming threat of entry, suppliers could be also become a competitor to already established apparel manufacturers. In addition, contractors is also one of the threats when the demand of the labor increases, it will cause labor costs price inflation. Laszlo (2008) stress that there are five main parts of the apparel value chain including raw material supply, provision of components; production networks; export channels and marketing networks at the retail level. Through the process, UNIQLO has an ownership on production and thereby a complete control on the supplies procurement. UNIQLO insources its production and handles the majority of the operational details. Sourcing is a go-to in the apparel industry but it is not rare although it can add value to UNIQLO. E) Threat of Buyers Reaching more and diverse consuming group, the apparel industry is both a stable and unstable industry. Stable because quality price and quality products are the main element and unstable because there are many factors that affect both price and quality. In the point of consumption, for instance, there are ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€¹Ã…“middle men such as the retail stores that offer an array of brands. In purchasing manufactured apparel, retail stores could have influence on making significant requirements and demands on their purchase, affecting prices. Though quality is inherent, prices would not be reasonable at all, and alternative clothing is readily available. This explains why apparel manufacturing companies are setting up their own stand along stores which will cater to their own produce. Important is that apparel stores must not fall dependent on s specific class of customer. Buyers are increasingly appearing to prefer above standard apparel with a much lower cost, maki ng apparel less differentiated. When selling directly to consumers, buyers would incur a significant portion of their dispensable cash. Same goes with retail store, they purchase apparel at the least possible final cost, but adds up to prices of apparel. UNIQLO is involve in selling to the customers through specialty store marketing, with a minimalist strategy of pile em high, sell em cheap concept that is. In addition, the unbranded fashion or the no-logo concept was perceived to be the main reasons for peoples warm attention (Williamson 2007; Parrish, Cassill and Oxenham 2006). Competitor Analysis Local Competitors 1) Bossini There are three competitors for UNIQLO: Bossini, Giordano and Muji. Bossini International Holdings Limited is an apparel brand owner, retailer and franchiser nestled in Hong Kong. From its onset in 1987, Bossini continued to grow both domestically and internationally. Today, the global distribution network is comprised of 551 directly managed and franchised outlets in Mainland, 322 export franchised outlets, 178 directly managed outlets in Hong Kong, Taiwan, Singapore and Malaysia and 1, 051 outlets in 20 countries. Taking pride on its Bossini brand that is comfortable, easy to mix-and-match, colorful and energetic like the ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€¹Ã…“Family-Fit brand, Bossini was able to cater to various consumer requirements in a value for money fashion (Bossini Annual Report 2006/2007). The strength of the brand and the people was drawn from the seven practices: face reality, keep it simple, act with the speed of light, set stretch goals, drive quality, create and sustai n a learning organisation and keep the A, nurture the B and discard the C. Through this set of practices, Bossini puts emphasis on quality, efficiency and profitability as a source of competitive edge. The company is also continuously building brand awareness by means of innovative cross-regional marketing activities. In enhancing its supply chain, Bossini shorten the product cycle from design to store and will continue to build string ties with them in a proactive manner. Building up an IT system is a strategy meant to drive future growth and profitability. Though the company deals with closure of unsuccessful outlets whenever necessary to divert their attention to areas which needs a closer concentration and with participating in broad campaigns and dual-branding to promote the products and to expand market reach, Bossini is more focused on its four core markets. 2) Giordano Established in 1981, Giordano is one among the popular and established casual apparel retailer in Asia Pacific Region which employs about 11, 000 staff with over 1, 895 shops operating in 30 territories worldwide. From its restructuring from 1986, the company prepared for international expansion, which was made possible by the initial success in Hong Kong, Mainland and neighboring countries such as Taiwan and Singapore. Known as the most successful homegrown retail stores, Giordano is a pioneering company that participated in drafting of code of practice in the retailing scene and introduced innovations such as the total shopping experience where customers are greeted individually in the doorstops and bade goodbye unto when leaving the store. Envisioning itself in making people feel good while looking great, the companys main strategy is its ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€¹Ã…“For the People philosophy wherein quality, knowledge, innovation, service and simplicity are at the core. As an apparel of choice, Giordano is also committed in providing simplicity of design, quality workmanship, attentive customer service and value-for-money, allowing the company to strongly build its own loyal following (Giordano 2008). Though the four brands Giordano Ladies, Giordano Concepts, Giordano and Giordano Junior are constantly profitable, the weakness is that Giordano has a limited range of products and that consumers may grew tired of the existing concepts. 3) Muji Ryohin Keikaku, better known as Muji, is an outgrowth from The Seiyu, Ltd. In becoming a separate brand, Muji develops range of apparel, household goods and food that takes pride on being functional, simple and of high quality. Literally means ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€¹Ã…“no brand, the over 700 Muji products observes the philosophy of simplicity. Primarily purporting an individualistic and diversified lifestyle, Muji follows three processes that is said to be the reason for proving good quality products at lower prices. These are selection of materials, streamlining processes and simplification of packaging. The companys emphasis on preventing materials wastage and improvement of essential product quality as well as time and labor optimisation are the key in achieving operational effectiveness and efficiency. The selection of materials is a very important stage for Muji where suitable raw materials are the main concern. Bulk buying is a strategy wherein quality is the ind ispensable criterion, underpinning the possibility of producing high quality, low prices products. Thereby, the weakness is on changes in demand and supply of raw materials. Standards at manufacturing stages are also under close scrutiny in order to eliminate waste and reduce cost. When it comes to packaging, Muji sticks to the simplicity philosophy, bearing only product related information and the price tag (Ryohin Keikaku Co., Ltd.). International Competitors 4) Gap Gap, Inc. and United Colors of Benetton are the two international competitors for UNIQLO. Gap, Inc. has been officially incorporated in 1988 as a global specialty and outlet store which offers casual apparel, accessories and personal care products. Gap, Banana Republic, Old Navy and Piperlime are the four primary brands. As a way of building the value of the brands, Gap is very fastidious with brand development, ensuring that value will be integrated from product design to distribution onto marketing, merchandising and shopping environments. The strong point of Gap is its continuous commitment in enhancing the brand; in fact, Gap has an intensive portfolio of brands covering classically styled, high quality, casual apparel at moderate prices for virtually all ages. However, the weakness is on inventory turnover. Emphasising style, quality and good value, Gap embraces a shopper friendly environment where store facades vary depending on selling season, size and location of the store. Just like UNIQLO, Gap is never threatened of closing under-performing stores and expanding and remodeling existing stores (Gap Annual Report 2006). 5) Benetton A global clothing brand which is based in Treviso, Italy, the name Benetton originated from the Benetton family who founded the company in 1965. Now in existence in over 120 countries, Benetton started with only 5 stores in 1979 which were bounded to reach 800 stores today. The 5, 500 network of contemporary stores worldwide are the reason for generating a total turnover of 2 billion euro. Fashion apparel is the core business wherein quality, style and passion through the brands such as United Color of Benetton, Sisley, Playlife and Killer Loop are the main concerns. Mixing energy, colors and practicality, Benetton offers a portfolio of products for men, women and kids. The strength is in its innovation and IT integration in producing 160 million garments annually. At Benetton, superior product quality is achieved through committing every stage of the production process with innovation and creativity. The weakness is on the tendency for incoherent diversification (Benetton website 2008). Common to all the competitors of UNIQLO, either domestic or international, is the international expansion strategy known as the judo strategy or the conscious decision to move rapidly into new markets where there is uncontested ground.(Hilburt-Davis 2002), and providing the best value of money based on distinct brands. Product differentiation, low cost production and gateway market penetration like UK and the Mainland are other strategies that these competitors pursue, in the same way like UNQILO is doing. It is important that brands must conform to the needs of the customers of varying age structures and preferences and producing brands where value was mounted from the very first step. Quality and customer service are the main concerns, followed by style or design and functionality. Brand development and building brand awareness as well as the overall look of the establishment are also the priorities. Common also to Bossini and Gap is the closure of unproductive stores/ou tlets while Benetton takes pride in its IT integration in production. Bossini also engages in dual-branding in terms of marketing. Since it is also common to all of these competitors to conceptualised product portfolio, the weaknesses are on incoherence in diversifying the products, apart from inventory turnover and focusing on core markets. Typically, when these scenarios happen production will be affected and it would not be advisable for those companies which are into bulk buying especially that the styles are immediately paced out. For UNIQLO, the weaknesses of the domestic and global competitors could be reaped off as new strategies and the strengths could be manipulated as new advantages. The UNIQLO could be upgraded in opening flagships stores in every gateway market so as to equally diversify brands and gateway locations, catering to all forms of demographics. For UNIQLO, product mix and shopping spree would be plausible especially if it will come in bolder shades, with b etter quality and cheaper prices, but are manufactured based on forecasted demands. To take advantage of the opportunities that competitors impose, UNIQLO must also open its horizon into new product trends including the silver market and the plus-size market as part of the brand concepts. Although all of the competing companies including UNQILO are into casual, everyday wear, what will set UNQILO apart from them is the potential of easy care clothing where fabrics are very fluid and/or wrinkle free. Internal Analysis SWOT Analysis 1) Strengths UNIQLO was deemed successful because of its commitment in divergence which supports the individuality of each family member as well as those with fashion-forward and edgy people. These products are of expected high quality because of the effective global materials procurement. Given this, UNIQLOs products are designed parallel with the customer requirements and worldwide markets trends. Voice of the Consumer (VOC) is one of the key in building the most effective brands. For UNIQLO, however, this is not enough, it should be joined with direct engagement in value chain process and doing it through a low-cost, quality-driven manner. In the post production stage, it is also important for UNQILO to obtain effective distribution management and inventory control. UNIQLO is an expert in store development thereby efficient store operation in addition. 2) Weaknesses Japan and Fast Retailing are devoted in simple, functional clothing with minimalist clothing details rather than cutting edge, extravagant clothing. This is the mark of UNIQLO, but could also be its major weakness in penetrating fashion-oriented places such as London, Paris and New York whereby fashion element of UNIQLO products are very limited. Another weakness is that UNIQLO belongs to a multi-layer distribution structured industry; distribution digestibility is hard, leading to clogging in distribution inventory. UNIQLO is also originally designed for low-end consumers and that they will face a head-to-head competition with all kinds of market such as high end, high street, ethical consumers and cut-price shoppers when operating abroad. In some places, profitability is largely determined by the opportunities of retail season like back-to-school and holidays. In both cases, UNIQLO must already acquire the necessary managerial and operational competences prior to establishing a p resence in these places; but in the case that UNIQLO would not be able to tap on being responsive enough to these threats; this will impact the business results. 3) Opportunities Belonging to an industry where fashion and apparel market trends are unending, UNIQLO is operating in a global business where companies direction and business activities are always expanding. Globalisation provides the apparel industry with grater simultaneity with the help of technology, facilitating the exchange of information with speedier level. Because of interdependence, free trade zone has also seen as profitable because fashion, textile and apparel markets became borderless. While also making larger profits, UNIQLO could invest in social influence or its corporate social responsibility. Whats left for UNQILO is to grab the opportunity of a faster information and knowledge transfer from these locations through a full force IT integration including the customers. The teenager market is also another opportunity the UNIQLO could exploit since this group is very meticulous in value shopping and they have preferences of where to shop and how to shop. 4) Threats Changes in economic conditions, changes in consumption trends and intense competition are just three of the treats that UNQILO, and all other apparel firms, is currently facing. Foreign currency affects the business conduct of UNIQLO because of the locational position of the operations. Johnson and Scholes (2002) relate that strategic positioning is an imperative in realising the strategic capabilities of organisations. UNIQLO has a geographically dispersed operation: fashion designers are in Tokyo, New York and Paris, garnering first hand information in fashion trends; manufacturing departments are in China where cheap labors reside; headquarter is still in Japan which takes responsibility in strategic decision making. Labor and materials could fluctuate depending in the performance of yen comparable to US dollars. In events that the economy of either one of the mentioned locations drifts, UNIQLOs operation will be shaken. In addition, the apparel industry where UNIQLO plays as a major player is contaminated with customers influences where the possibility of switching brands is always a possibility. Conclusion Described as the equivalent of Gap, UNIQLO is increasingly becoming known in the global apparel industry. UNIQLO continued to be a brand of preference because of the quality, simplicity, functionality and cheaper prices of the merchandises. Although UNIQLO is politically influenced by CEPA and US-China memorandum, UNQILO invests only on opportunities that are profitable, advantageous and will purport the continuous geographic expansion of the company. UNIQLO has an advantage when it comes to individual spending basically because clothing is a basic need. While at it, however, UNIQLO must not ignore the social aspects of doing business which is to provide people empowerment when it comes to giving to the government through tax. The company is also committed in enhancing customer service through acquiring the VOC. Entering the apparel market is relatively easy; however, new entrants must face the challenges of building brand awareness and coping with the emergences of new trends. There are at least five major rivals for UNIQLO Bossini, Giordano, Muji, Gap and Benetton. All these rivals are involved in continuous product differentiation since, depending on the fashion trends, substitutes could instantly emerge. Because of the SPA model, UNIQLOs processes are inherently rare; sense of ownership in process responsibilities is the key. The pile em high, sell em cheap concept, as well, is an attribute unique to UNIQLO. In sum, the prevalent strategy at UNIQLO is the continuous domestic and global expansion and low cost production and management, achieved through continuous strengthening of the already reputable brand, ownership of processes, obtaining the VOC, sound distribution and inventory control and efficient store operations. To evaluate, the current strategies of UNIQLO are providing the business with immense profitability and growth. However, UNIQLO already has a record of mistake in focusing more and prioritising international expansions; thus hurtin g the reputation of the company specially in terms of managerial capacity, expertise and competence. There remains the fact that the products lag behind the quality of the products generated from the fashion centers of the worldwide considering that designers are already in that places. A fact also is that UNIQLO has an immature experience curve in aspects of global market penetration. Shutting down of 16 of the 20 stores in the UK in 2001 and 3 stores in New Jersey are clear-cut evidences of the incompetence on the side of UNIQLO. Global integration proved to be futile especially because UNIQLO is easily shaken up by global economic changes. UNIQLO admits that the closure of the New Jersey stores is because of the recent recessions and investment drifts in the US. In the UK, stores faced closure because of the failure to recognise the consumer preferences of Britons, which are very different with that of Asians and Japanese per se. There are two recommendations for UNIQLO: Asian market integration and establishment on an online shopping site. The first centers the idea that UNIQLO is an Asian product and must be initially offered to Asian consumers. The appreciation of Asian consumers, though they also vary depending on individual cultures, would be much higher compared to that of the Westerners. There are several fashion or brand oriented countries in Asia that UNIQLO has yet to discover such as the Philippines, for instance. Filipinos consider clothing as a staple and the apparel industry in the country is a booming industry. Nonetheless, Filipinos have the ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€¹Ã…“invest in quality perception where quality is the primary concern and price is secondary; but if there are products that combine these two features, it will be much appreciated. In addition, export costs would be limited. Online retailing is a proven successful endeavor. Different types of markets and industries are growing because of globalization and the introduct ion of new information technologies, as well as the pioneer which is the Internet. The key requirements are now centered in quality, speed-to-market, flexibility, innovation, networks, customer service and customization. Internet advertising or sometimes called, as web advertising is a type of advertising in which a person can control or customize the information according to his/her interest with the use of internet (Hanson 2000). Internet advertising provides instant interaction and connection to the consumers since the buyers or the audiences are the one who decides on what ad to view favorable to the field of their interest. UNIQLO could provide the consumers with the power to control the opportunity in establishing an on-line participation through the use of internet and reaching the most number of locations at the same time minus the need to establish a store in a particular place. References Barney, J B and Hesterly, W S 2006, Strategic Management and Competitive Advantages Prentice Hall, New Jersey. Bossini Annual Report 2006/2007, Bossini International Holdings Limited, retrieved on 23 September 2008, from https://202.66.146.82/listco/hk/bossini/annual/2007/ar2007.pdf. Byoungho, J 2004b, Apparel industry in East Asian newly industrialized countries: Competitive advantage, challenge and implications, Journal of Fashion Marketing and Management, vol. 8, no. 2. Byoungho, J 2004a, Achieving an optimal global versus domestic sourcing balance under demand uncertainty, International Journal of Operations and Production Management, vol. 24, mo. 12. Chetty, S K 1999, Dimensions of internationalisation of manufacturing firms in the apparel industry, European Journal of Marketing, vol. 33, no. 1/2. Culpan, R 2002, Global Business Alliances: Theory and Practice, Westport, CT:Quorum Books. Doshi, G 2006, Hong Kong Clothing Industry, Ezine Article. Gap Annual Report 2006, Gap Inc. website, retrieved on 24 September 2008, from https://www.gapinc.com/public/documents/GPS_AR_06.pdf. Giordano First Quarter Results 2008, Giordano website, retrieved on 23 September 2008, from https://www.giordano.com.hk/web/HK/investors/20081Q/1Q2008_E%20(V4).pps#513,1,Slide 1. Groucutt, J, Ledley, P and Forsyth, P 2004, Marketing: Essential Principles, New Realities, Kogan Page Publishers. Hanson, W 2000, Principles of Internet Marketing, South Western College Publishing, Cincinnati. Hilburt-Davis, J 2002, Learning from Complexity Theory: Is Strategic Planning Obsolete? Practice Papers, Family Firm Institute, Inc Hong Kong Monthly Digest of Statistics, March 2008 IT Scenario for the Hong Kong Apparel Industry, 2004, Hong Kong Productivity Council, retrieved on 23 September 2008, from https://www.mshk.com/hk/manufacturing/docs/pdf/apparel_final.pdf. Johnson, G and Scholes, K 2002, Exploring Corporate Strategy, Prentice Hall. Kincade, D H, Regan, C and Gibson, F Y 2007, Product development in mass customization for the apparel industry, International Journal of Operations and Production Management, vol. 27, no. 6. Parish, E D, Cassill, N L and Oxenham, W 2006, Niche market strategy in the textile and apparel industry, Journal of Fashion Marketing and Management, vol. 10, no. 4. Porter, M E 1985, Competitive Advantage: Creating and Sustaining Superior Performance, Free Press, New York. Responsible Supply Chain Association 2006, China Social Compliance 9000 for Textile Apparel Industry. Roney, C W 2004, Strategic Management Methodology: Generally-Accepted Principles for Practitioners, Praeger, Westport, CT. Tokle, R J 1990, National and Retail Advertising: Their Effects on Competition, Studies in Economic and Finance, col. 13, no. 1. Tokyo takeover: Fashion brand Uniqlo is about to take the British high street by storm, 2007, The Independent. What is Muji?, Ryohin Keikaku Co., Ltd. website, retr ieved on 23 September 2008, from https://ryohin-keikaku.jp/eng/ryohin/. Who we are 2008, Benetton website, retrieved on 24 September 2008, from https://www.benettongroup.com/en/whoweare/overview.htm. Williamson, P 2007, UNIQLO Crossing over, Brand Channel.

The Battle of Britain Essay - 5809 Words

The Battle of Britain As the cold hand of death swept over the remnants of France, British Prime Minister, Winston Churchill, orated on the imminent battle that would rage over his homeland and the foreboding struggle for survival that was now facing Britain: The Battle of France is over. I expect that the Battle of Britain is about to begin†¦ The whole fury and might of the enemy must very soon be turned on us. Hitler knows that he will have to break us in this island or lose the war. If we can stand up to him, all Europe may be free and the life of the world may move forward into broad sunlit uplands. But if we fail, the whole world, including the United States, including all that we have known and cared for, will sink into the abyss†¦show more content†¦The United States of America, though sympathetic to Britain, was still neutral, and did not believe that the British nation could survive for long. At the headquarters of the British War Cabinet, Winston Churchill gazed at the map of Europe, and what he saw would have chilled the heart of a man with less courage and patriotism than he possessed. To the north and west of Britain was open sea. To the northeast, east and south, the whole of the European coastline - Norway, De nmark, Holland, Belgium and France – was in German hands. (Hough 11-12). To Britain, the outlook of the imminent siege of its homeland appeared hopeless. With the enemy surrounding the last stronghold of the Allies, the odds against Britain were extremely in the favor of the opposition: â€Å"Britain not only faced an enemy ten times as powerful as she was on land and more than twice as powerful in the air. Invasion appeared imminent and inevitable. On July 16, Adolf Hitler issued a directive ‘As England despite her hopeless military situation, still shows no sign of willingness to come to terms, I have decided to prepare, and if necessary carry, a landing operation against her. The aim of this operation is to eliminate the English motherland as a base from which war against Germany can be continued†¦Ã¢â‚¬â„¢ (Hough 13). Like the mouth of a leviathan opening to consume a lone minnow on the open sea, the German forces faced an enemy that wasShow MoreRelatedBattle of Britain1604 Words   |  7 Pagesfrom the Brits: An Investigation of Hitler’s Defeat at the Battle of Britain By: Jake Pilla Global History II 11-28-07 In 1940, German planes flew over Britain in an attempt to take over the country and tear apart the enemy’s alliance. Britain was surprised by this attack, but countered by shooting down at least twenty planes of the Luftwaffe, the Nazi air force, during the initial attack. Hitler sent waves of planes into Britain every day, trying to lower British morale; however, he didRead MoreThe Battle of Britain Essays1805 Words   |  8 PagesThe Battle of Britain By June 1940, France had surrendered to Germany and Britain had rescued approximately 330,000 men from the beaches of Dunkirk. Britain now stood alone with its empire against Germany. Hitler believed that Britain had to be defeated before he could turn his attention to the USSR and so in the invasion of Britain codenamed Operation Sealion, two German armies (totalling 100,000 men) would be transported across the English Channel. However this crossingRead MoreEssay on Why Britain Won the Battle of Britain4008 Words   |  17 PagesWhy Britain Won the Battle of Britain After taking France in addition to his list of captured countries on mainland Europe, Adolf Hitler set his sights on Britain. After the success of Blitzkrieg, the evacuation of Dunkirk and the surrender of France, Britain was by herself. However, before Hitler could contemplate undertaking an invasion he was advised by his generals that Germany had to destroy the Fighter Command of the Royal Air Force in order to gain superiorityRead MoreBattle of Britain Essay4211 Words   |  17 PagesBattle of Britain This film is about the Battle of Britain during World War II. It happened in 1940. This movie was made 29 years later in 1969. The Nazis tried to invade Britain. The Royal Air Force of Britain fought a grave battle against the Nazis to prevent the invasion. Most of the fighting was in the air. There were lots of fighting scenes between the German planes and the RAF and their allies. This film is pretty realistic. I thought that the air battles were pretty realisticRead MoreEssay on The Battle of Britain in 19401245 Words   |  5 PagesThe Battle of Britain in 1940 In the summer of 1940, the German Luftwaffe attempted to win air superiority over southern Britain and the English Channel by destroying the Royal Air Force and the British aircraft industry. This attempt came to be known as the Battle of Britain, and victory over the RAF was seen by the Germans as absolutely essential if they were eventually to mount an invasion of the British Isles. The Germans had overrun Belgium, the Netherlands andRead MoreThe Battle of Britain: The Nazi ´s Failure1201 Words   |  5 PagesBattle of Britain is the name given to the effort by the German air force, run by Luftwaffe to gain air superiority over the Royal Air Force (RAF). The Battle of Britain was the first major battle to be fought entirely by air forces. It was the largest and most sustained bombing campaign to be attempted, as well as the first real test of vital bombing theories developed since World War I. The failure of Nazi Germany to destroy Britains air force or to break the spirit of the British governmentRead MoreFailure of the Battle of Britain Campaign Essays1747 Words   |  7 PagesIn the summer of 1940, Adolf Hitler began operation â€Å"Sea-Lion,† or better known as the Battle of Britain. This was the plot to destroy the British RAF so that a German landing on the beaches of England and air assault could be possible. Because of the failure of the battle of Britain campaign, the course of the war was changed in the allies favor, and, Hitler’s plan for European domination was halted. The early stages of the war were dominated by Germany, attacking Europe in quick succession. TheRead MoreThe Battle of Britain and Sir Winston Churchill Essay1881 Words   |  8 PagesThe Battle of Britain and Sir Winston Churchill Shortly after the Battle of Britain Sir Winston Churchill, the prime minister of Great Britain, is quoted as exclaiming, Never in the field of human conflict was so much owed by so many to so few. The few that Churchill was referring to were the brave aircrew that undertook the daunting task of repelling the massive offensive by the dreaded German air corps, the Luftwaffe. In the year 1940 Adolf Hitler ordered an offensive in coordinationRead MoreThe Battle Of Trafalgar Between France And Great Britain Essay845 Words   |  4 PagesParties involved need to be assured that their products will arrive to their destination, else, no one would join free trade. Fourthly, international money (e.g. currency) which everyone recognizes for its notable value. The Battle of Trafalgar between France and Great Britain (GB) that resulted to the latter’s domination of the former made it clear to every European states who is the commanding power in Europe. This battle’s significance lies on the fact that it assured GB’s naval supremacy and theRead MoreThe Importance of the Battle of Britain In World War Two Essay1560 Words   |  7 PagesThe Importance of the Battle of Britain In World War Two In this essay I will explain why I think The Battle of Britain was the most important turning point in World War Two. I think this because although there was many turning points that were important to the direction the war took, The Battle of Britain showed for the first time that Hitler and the Nazis could be defeated and if Germany had won the battle, Britain and possibly the world would be a completely different

Deception Point Page 52 Free Essays

Only fifteen feet away, Gabrielle Ashe stood in the shadows, rigid. From the den came the harmonious clink of crystal snifters and the crackle of the fire. 58 In a panic, the young NASA technician dashed through the habisphere. We will write a custom essay sample on Deception Point Page 52 or any similar topic only for you Order Now Something terrible has happened! He found Administrator Ekstrom alone near the press area. â€Å"Sir,† the technician gasped, running up. â€Å"There’s been an accident!† Ekstrom turned, looking distant, as if his thoughts were already deeply troubled with other matters. â€Å"What did you say? An accident? Where?† â€Å"In the extraction pit. A body just floated up. Dr. Wailee Ming.† Ekstrom’s face was blank. â€Å"Dr. Ming? But†¦ â€Å" â€Å"We pulled him out, but it was too late. He’s dead.† â€Å"For Christ’s sake. How long has he been in there?† â€Å"We think about an hour. It looks like he fell in, sank to the bottom, but when his body bloated, he floated up again.† Ekstrom’s reddish skin turned crimson. â€Å"Goddamn it! Who else knows about this?† â€Å"Nobody, sir. Only two of us. We fished him out, but we thought we better tell you before-â€Å" â€Å"You did the right thing.† Ekstrom exhaled a weighty sigh. â€Å"Stow Dr. Ming’s body immediately. Say nothing.† The technician felt perplexed. â€Å"But, sir, I-â€Å" Ekstrom put a large hand on the man’s shoulder. â€Å"Listen to me carefully. This is a tragic accident, one I deeply regret. Of course I will deal with it appropriately when the time comes. Now, however, is not the time.† â€Å"You want me to hide his body?† Ekstrom’s cold Nordic eyes bore down. â€Å"Think about it. We could tell everyone, but what would that accomplish? We’re about an hour off from this press conference. Announcing that we’ve had a fatal accident would overshadow the discovery and have a devastating effect on morale. Dr. Ming made a careless mistake; I have no intention of making NASA pay for it. These civilian scientists have taken enough of the spotlight without my letting one of their slipshod errors cast a shadow over our public moment of glory. Dr. Ming’s accident remains a secret until after the press conference. Do you understand?† The man nodded, pale. â€Å"I’ll stow his body.† 59 Michael Tolland had been at sea enough times to know the ocean took victims without remorse or hesitation. As he lay in exhaustion on the expansive sheet of ice, he could just make out the ghostly outline of the towering Milne Ice Shelf receding in the distance. He knew the powerful Arctic current flowing off the Elizabethan Islands spiraled in an enormous loop around the polar ice cap and would eventually skirt land in northern Russia. Not that it mattered. That would be months from now. We’ve got maybe thirty minutes†¦ forty-five at the most. Without the protective insulation of their gel-filled suits, Tolland knew they would be dead already. Thankfully, the Mark IXs had kept them dry-the most critical aspect of surviving cold weather. The thermal gel around their bodies had not only cushioned their fall, but it was now helping their bodies retain what little heat they had left. Soon hypothermia would set in. It would start with a vague numbness in limbs as the blood retreated to the body’s core to protect the critical internal organs. Delirious hallucinations would come next, as the pulse and respiration slowed, cheating the brain of oxygen. Then, the body would make a final effort to conserve its remaining heat by shutting down all operations except the heart and respiration. Unconsciousness would follow. In the end, heart and respiration centers in the brain would stop functioning altogether. Tolland turned his gaze toward Rachel, wishing he could do something to save her. The numbness spreading through Rachel Sexton’s body was less painful than she would have imagined. Almost a welcome anesthetic. Nature’s morphine. She had lost her goggles in the collapse, and she could barely open her eyes against the cold. She could see Tolland and Corky on the ice nearby. Tolland was looking at her, eyes filled with regret. Corky was moving but obviously in pain. His right cheekbone was smashed and bloody. Rachel’s body trembled wildly as her mind searched for answers. Who? Why? Her thoughts were muddled by a growing heaviness inside her. Nothing was making sense. She felt like her body was slowly shutting down, lulled by an invisible force pulling her to sleep. She fought it. A fiery anger ignited within her now, and she tried to fan the flames. They tried to kill us! She peered out at the threatening sea and sensed their attackers had succeeded. We’re already dead. Even now, knowing she would probably not live to learn the whole truth about the deadly game being played out on the Milne Ice Shelf, Rachel suspected she already knew who to blame. Administrator Ekstrom had the most to gain. He was the one who sent them out on the ice. He had ties to the Pentagon and Special Ops. But what did Ekstrom have to gain by inserting the meteorite beneath the ice? What did anyone have to gain? Rachel flashed on Zach Herney, wondering if the President was a coconspirator or an unknowing pawn? Herney knows nothing. He’s innocent. The President obviously had been duped by NASA. Now Herney was only about an hour away from making NASA’s announcement. And he would do so armed with a video documentary containing endorsements from four civilian scientists. Four dead civilian scientists. Rachel could do nothing to stop the press conference now, but she vowed that whoever was responsible for this attack would not get away with it. Summoning her strength, Rachel tried to sit up. Her limbs felt like granite, all her joints screaming in pain as she bent her legs and arms. Slowly, she pulled herself to her knees, steadying herself on the flat ice. Her head spun. All around her the ocean churned. Tolland lay nearby, gazing up at her with inquisitive eyes. Rachel sensed he probably thought she was kneeling in prayer. She was not, of course, although prayer probably had as good a chance of saving them as what she was about to attempt. Rachel’s right hand fumbled across her waist and found the ice ax still bungeed to her belt. Her stiff fingers gripped the handle. She inverted the ax, positioning it like an upside down T. Then, with all her energy, she drove the butt downward into the ice. Thud. Again. Thud. The blood felt like cold molasses in her veins. Thud. Tolland looked on in obvious confusion. Rachel drove the ax down again. Thud. Tolland tried to lift himself onto his elbow. â€Å"Ra†¦ chel?† She did not answer. She needed all her energy. Thud. Thud. â€Å"I don’t think†¦,† Tolland said, â€Å"this far north†¦ that the SAA†¦ could hear†¦ â€Å" Rachel turned, surprised. She had forgotten Tolland was an oceanographer and might have some idea what she was up to. Right idea†¦ but I’m not calling the SAA. She kept pounding. The SAA stood for a Suboceanic Acoustic Array, a relic of the Cold War now used by oceanographers worldwide to listen for whales. Because underwater sounds carried for hundreds of miles, the SAA network of fifty-nine underwater microphones around the world could listen to a surprisingly large percentage of the planet’s oceans. Unfortunately, this remote section of the Arctic was not part of that percentage, but Rachel knew there were others out there listening to the ocean floor-others that few on earth knew existed. She kept pounding. Her message was simple and clear. THUD. THUD. THUD. THUD†¦ THUD†¦ THUD†¦ THUD. THUD. THUD. Rachel had no delusions that her actions would save their lives; she could already feel a frosty tightness gripping her body. She doubted she had a half hour of life left in her. Rescue was beyond the realm of possibility now. But this was not about rescue. How to cite Deception Point Page 52, Essay examples

Leading Countries in Terms of Pollution and Emission

Question: Describe about the Essay for Leading Countries in Terms of Pollution and Emission? Answer: Introduction The United Nations Framework Convention on Climate Change (UNFCCC) was held in Paris, 2015 to discuss about a global collaboration among countries for reducing climate change (Stokman and Thomson 2015). The agreements that were finalized in the meeting will only be valid if at least 55% of the main polluting nations agree to the conditions and apply the new proposed structure in their general administration system (Carraro et al. 2015). The agreement will be signed between April 2016 and April 2017 (Jacobson 2015). Goals were also set to reduce global warming and limit it to less than 2C (Almansoori and Betancourt-Torcat 2015). In this report, the effects of the decisions made in UNFCCC on the energy policies of United Arab Emirates (UAE), one of the major oil producing nations of the world. This report mainly focuses on the existing energy policies of UAE and an analysis on how the UNFCCC meeting outcomes will bring a change in the existing energy policy structure of the country. Another focal point of this report will be the analysis of UAEs proposed plans to reduce use of fossil fuels, which are responsible for greenhouse gas emission, and introduce the use of green and renewable energy sources in their general industrial set up. Moreover, this report also provides some recommendations for the country to implement their new energy policies successfully and maintain their economic development. Discussion United Arab Emirates (UAE) is one of the major oil-producing nations of the world and a leading nation in terms of fossil fuel combustion and pollution (Khondaker et al. 2016). However, UAE have pledged full commitment to the United Nations Framework Convention on Climate Change at the Paris Conference, 2015 (Podobnik 2015). According to La Torre et al. (2015), UAE also accepted the Intended Nationally Determined Contributions (INDC) model structure in order to help developing countries that are highly dependent on the fossil fuels produced by countries like UAE (Schmidt and Huenteler 2016). The action structure proposed by UAE was in harmony with the objectives of UNFCCC and is likely to benefit both adaptation and mitigation of developing countries (Jayaraman et al. 2015). Following the UNFCCC of 2015, UAE have implemented a new national development structure named Vision 2021 (Carraro et al. 2015). The main focus is mainly based on a strategy of Green Growth, which supports the use of renewable and environment friendly energy sources instead of fossil fuels and non-renewable energy sources (Almansoori and Betancourt-Torcat 2015). This strategy is also important for social and economic development of the country by providing sustainable resources (Jacobson 2015). Effect of UNFCCC on UAE Energy Policies: New Energy Policies After the UNFCCC recommendations, the UAE administration members designed a new energy policy for the country (Mondal et al. 2016). This included several new policies (Gherboudj and Ghedira 2016). Target for Clean Energy UAE is the first country of its region to design a Clean Energy policy for supporting uses for renewable and sustainable sources of energy (Vergnetti et al. 2016). According to Khondaker et al. (2016), since the planning, UAE has progressed far in using environment friendly energy sources. In addition, they have recorded the lowest price of solar energy in the whole world (Wang et al. 2016). They have set targets to further exploit sustainable energy sources like nuclear energy (Froggatt and Schneider 2015). Upgrade of Heavy Industries and Oil Gas Sectors Owing to its huge oil reserves, UAE has many heavy industries and refineries that consume a large amount of fossil fuels for operation (La Torre et al. 2015). For this reason, these industries emit huge amount of greenhouse gases into the atmosphere and hence, cause massive environmental pollution (Podobnik 2015). UAEs National Oil Company was the first company to promote less gas flares, which are the main reasons for emission of greenhouse gases (Gherboudj and Ghedira 2016). Additionally, carbon abatement procedures are to be introduced in heavy industries for increasing efficiency of resources (Froggatt and Schneider 2015). In addition, UAE has also applied this policy in steel manufacturing industries, where steel products are processed to be used as instruments in oil fields (Wang et al. 2016). Water and Energy Efficiency UAE has undertaken a new policy to reduce demands for non-renewable energy sources and water by introduction of renewable and sustainable energy sources (Mondal et al. 2016). For this, the administration has applied the following measures (Almansoori and Betancourt-Torcat 2015): Reform of Tariff UAE have reduced tariff values for clean and renewable energy sources to promote their use in industries and other sectors (Lema and Lema 2016). They have also restructured the tariff structure for all energy sources for reducing pollution to a certain extent by 2021 (Carraro et al. 2015). Efficiency Standards A major portion of pollution in UAE comes from construction of large buildings (Al Awar 2015). The UAE government has aimed to reduce this pollution by introduction of green buildings, which involve use of eco-friendly construction materials (Stokman and Thomson 2015). Several efficiency standards have also been applied to regulate energy usage and efficiency (Jacobson 2015). Demand Management UAE government has also designed a new policy to raise public awareness and manage public demands (Khondaker et al. 2016). This policy includes new structure of water and electricity bills, which gives residents more details about their daily consumption (Podobnik 2015). District Cooling Due to extreme climate in UAE, most of the energy consumed in residential areas involve use of air-conditioning devices (Carraro et al. 2015). Initiatives have been taken by the government to apply a district cooling process instead of individual cooling (Wang et al. 2016). Efficiency Standards for Appliances After the declarations in UNFCCC, UAE government has set new efficiency standards for air-conditioning devices and other electronic appliances (La Torre et al. 2015). This enables the government to monitor usage and efficiency of appliances and replace inefficient ones (Jayaraman et al. 2015). Transport Infrastructure Transport is another major polluting sector of the country (Lema and Lema 2016). Most of daily public and private vehicles use petroleum as the fuel, the combustion of which emits large amount of greenhouse gases (Al Awar 2015). To decrease this, UAE government has introduced a new category of vehicles that run on natural gas (Froggatt and Schneider 2015). Natural gas combustion produces much lesser amount of greenhouse gases (Mondal et al. 2016). Moreover, UAE government has funded in research for exploring the use of solar energy in vehicles (Almansoori and Betancourt-Torcat 2015). Using solar powered cars and natural gas powered vehicles will decrease the amount of pollution to a large extent (Khondaker et al. 2016). The country also applied emission standards for vehicles and imposed ban on vehicles, which surpasses emission standards (Gherboudj and Ghedira 2016). Waste Sector UAE government has also designed a specific policy for treatment of waste materials (Jacobson 2015). They have applied federal laws to control waste disposal and land filling (Mondal et al. 2016). This also includes fixed planning for disposal of wastes (Stokman and Thomson 2015). For application of these policies, UAE government has structured several strategies in general (Froggatt and Schneider 2015). These include: Awareness and Capacity Building This strategy mainly involves all the people living in the country (Carraro et al. 2015). For application of all regulation policies, the foremost objective will be to raise awareness among residents (Wang et al. 2016). In addition, every detail of the plan should be given to the residents so they understand the policies, their advantages and limitations (Jacobson 2015). As opined by Al Awar (2015), Local institutions and sectors also need to be addressed to promote use of environment friendly and efficient technologies (Podobnik 2015). Unique Circumstances of UAE Almansoori and Betancourt-Torcat (2015) said that, due to adverse climatic and geographical conditions, UAE faces unique challenge in application of new energy policies (La Torre et al. 2015). Therefore, it takes a lot of planning and strategy for the implementation of energy policies (Jayaraman et al. 2015). Specific Strategies UAE government acquired specific strategies to focus on the main problem areas (Khondaker et al. 2016). They also addressed needs for mitigation measures of greenhouse gases (Lema and Lema 2016). Challenges and Opportunities As discussed in the UNFCCC conference, Paris, UAE faces several challenges to adapt with climatic conditions and implement new energy policies (Gherboudj and Ghedira 2016). It also involves economic development of the country and future global recession in oil and gas usage (Al Awar 2015). The primary action plan of the country involves three distinct objectives (Lema and Lema 2016). It demands a proper outline of a distinct plan for strengthening the capacity of local sectors to realize the disadvantages of climate change in the regular economic development policy (Stokman and Thomson 2015). This is mainly because mitigation of greenhouse gases emission in UAE will have a significant impact in the economic structure of the country (Khondaker et al. 2016). According to Almansoori and Betancourt-Torcat (2015), the plan also demands a distinct strategy to address local sectors to identify, evaluate and combine actions to adjust with the change in climate within the development level in the country (Carraro et al. 2015). This strategy framework focuses on addressing risks regarding climate change while adapting to it (Jacobson 2015). The plan also aims to address various sectors to evaluate measures for achieving reduction of greenhouse gas emission (Froggatt and Schneider 2015). This also involves investment opportunities in a new mechanism of clean development (Wang et al. 2016). Recommendations After conducting a close study on the new energy policies of UAE in accordance with the proposed strategies at the UNFCCC, several measures can be recommended. UAE faces many challenges for enforcing of energy plan, for the diverse climatic, geographical and cultural conditions. Moreover, the new energy policies pose a threat to the existing economic structure of the country, since majority of the countrys income comes from the export of oil and gases (Mondal et al. 2016). Another major challenge is the difficulty of enforcing energy policies due to already lavish lifestyles of the high-class people of the country, who will not readily accept change in energy policies. These conditions pose severe threat to the countrys new policies following the UNFCCC conference. However, the energy policies should be implemented quickly by removing all the risk factors for saving the environment from destruction. First, UAE should plan new strategies to adapt with climatic conditions (Lema and Lem a 2016). The country should increase productivity of other natural resources so that it does not rely too much on the oil export for economic development. After ensuring these, the next part of the plan will be to raise awareness among all classes of people so that they understand the adverse effects of pollution and greenhouse effect. If all these can be successfully implemented, UAE will reduce a large amount of pollution from their heavy industries, transport system, and still maintain a stable economic system. Conclusion Finally, it can be concluded that before the UNFCCC conference in 2015, UAE was one of the leading countries in terms of pollution and emission of greenhouse gases. After the conference, UAE readily accepted action plans to reduce pollutions and already implemented several plans successfully. They are one of the foremost countries who readily accepted pollution measures and applied them in their administration policies. They have made a distinct plan, the Vision 2021, in which they aim to reduce pollution to a certain extent within 2021 by implementing new energy policies. In spite of being a major oil-producing nation, they accepted the need to use renewable and sustainable energy sources. In addition, they have provided funds for the research regarding exploitation of solar energy for daily use. The UAE government has also implemented several measures for conservation of energy and increasing efficiency of appliances. In this report, implications of UNFCCC, 2015 on the energy polic ies of UAE, the challenges faced by the government and target goals have been discussed. Moreover, several measures have been recommended for the proper application energy policies in the country. References AlAwar, M., 2015. Management of Water Resources in the UAE.International Journal of Environment and Sustainability (IJES),3(4). Almansoori, A. and Betancourt-Torcat, A., 2015. Design optimization model for the integration of renewable and nuclear energy in the United Arab Emirates power system.Applied Energy,148, pp.234-251. Carraro, C., Edenhofer, O., Flachsland, C., Kolstad, C., Stavins, R. and Stowe, R., 2015. The IPCC at a crossroads: Opportunities for reform.Science,350(6256), pp.34-35. Froggatt, A. and Schneider, M., 2015. Nuclear Power Versus Renewable EnergyA Trend Analysis [Point of View].Proceedings of the IEEE,103(4), pp.487-490. Gherboudj, I. and Ghedira, H., 2016. Assessment of solar energy potential over the United Arab Emirates using remote sensing and weather forecast data.Renewable and Sustainable Energy Reviews,55, pp.1210-1224. Jacobson, M.Z., 2015. Clean grids with current technology.Proc. Natl Acad. Sci. USA,112, pp.15060-15065. Jayaraman, R., Colapinto, C., La Torre, D. and Malik, T., 2015. Multi-criteria model for sustainable development using goal programming applied to the United Arab Emirates.Energy Policy,87, pp.447-454. Khondaker, A.N., Hasan, M.A., Rahman, S.M., Malik, K., Shafiullah, M. and Muhyedeen, M.A., 2016. Greenhouse gas emissions from energy sector in the United Arab EmiratesAn overview.Renewable and Sustainable Energy Reviews,59, pp.1317-1325. La Torre, D., Jayaraman, R., Malik, T. and Pearson, Y.E., 2015, March. A polynomial goal programming model with application to energy consumption and emissions in United Arab Emirates. InIndustrial Engineering and Operations Management (IEOM), 2015 International Conference on(pp. 1-6). IEEE. Lema, A. and Lema, R., 2016. Low-carbon innovation and technology transfer in latecomer countries: Insights from solar PV in the clean development mechanism.Technological Forecasting and Social Change. Mondal, M.A.H., Hawila, D., Kennedy, S. and Mezher, T., 2016. The GCC countries RE-readiness: Strengths and gaps for development of renewable energy technologies.Renewable and Sustainable Energy Reviews,54, pp.1114-1128. Podobnik, B., 2015. Global energy inequalities: exploring the long-term implications.journal of world-systems research,8(2), pp.252-274. Schmidt, T.S. and Huenteler, J., 2016. Anticipating industry localization effects of clean technology deployment policies in developing countries.Global Environmental Change,38, pp.8-20. Stokman, F.N. and Thomson, R., 2015. Forecasting the Paris 2015 UNFCCC Negotiations. Vergnetti, G., Wang, Y. and Tsai, I.T., 2016. Economic and Environmental Effects of Using Onboard Desalinated Ballast Water from Oil and Natural Gas Trade as a Source of Water Supply for Abu Dhabi.International Journal of Environmental Science and Development,7(3), p.185. Wang, Y., Almazrooei, S.A., Kapsalyamova, Z., Diabat, A. and Tsai, I.T., 2016. Utility subsidy reform in Abu Dhabi: A review and a Computable General Equilibrium analysis.Renewable and Sustainable Energy Reviews,55, pp.1352-1362.