Free Essays on How To Become A Green Beret

The two crossed arrows, was worn during World War II by the best soldiers, the Special Service Force. All together they operate in about130 countries, speak about 15 different languages and hold higher-level positions than soldiers of the same rank. And unlike most soldiers, their mission is not as warriors but as teachers to soldiers and civilians in Third-World nations around the world. They are the Green Berets, soldiers who make up the Army's elite special forces. Becoming one of them takes fortitude and guts, said Capt. Todd Wilcox, recruiting detachment commander for the U.S. Army Special Operations Command at Fort Bragg, N.C. In order to become a green beret soldiers must be specialists and above, and officers must be First Lieutenants and above, before they can volunteer for the Special Forces. Also, a 23-day exercise in mental and physical endurance and one of several training courses for the Special Forces is required. Before a soldier attends SFAS, (Special Forces Asosiation) he's briefed about what to expect. Recruiters at Fort Bragg, and other select Army installations that recruit Special Forces soldiers explain what they'll do as members of a 12-man Special Forces Operational Detachment, or A-team, if they make it through Special forces association with three grueling phases then they will have a chance to become a Green Beret. The first week includes a variety of psychological and physical evaluations. A psychologist interviews each soldier to see if he's stable and whether he has problems from the past. The soldier must also meet the Army Physical Fitness Test standard for 17- to 21-year-olds, scoring at least 206 points, completing a 50-meter swim in boots and marching about 150 miles carrying a 50-pound backpack and a weapon. Week two includes more walking and marching but adds a 1.5-mile-long obstacle course with vertical obstacles 85 percent of which test upper body strength and a land... Free Essays on How To Become A Green Beret Free Essays on How To Become A Green Beret The two crossed arrows, was worn during World War II by the best soldiers, the Special Service Force. All together they operate in about130 countries, speak about 15 different languages and hold higher-level positions than soldiers of the same rank. And unlike most soldiers, their mission is not as warriors but as teachers to soldiers and civilians in Third-World nations around the world. They are the Green Berets, soldiers who make up the Army's elite special forces. Becoming one of them takes fortitude and guts, said Capt. Todd Wilcox, recruiting detachment commander for the U.S. Army Special Operations Command at Fort Bragg, N.C. In order to become a green beret soldiers must be specialists and above, and officers must be First Lieutenants and above, before they can volunteer for the Special Forces. Also, a 23-day exercise in mental and physical endurance and one of several training courses for the Special Forces is required. Before a soldier attends SFAS, (Special Forces Asosiation) he's briefed about what to expect. Recruiters at Fort Bragg, and other select Army installations that recruit Special Forces soldiers explain what they'll do as members of a 12-man Special Forces Operational Detachment, or A-team, if they make it through Special forces association with three grueling phases then they will have a chance to become a Green Beret. The first week includes a variety of psychological and physical evaluations. A psychologist interviews each soldier to see if he's stable and whether he has problems from the past. The soldier must also meet the Army Physical Fitness Test standard for 17- to 21-year-olds, scoring at least 206 points, completing a 50-meter swim in boots and marching about 150 miles carrying a 50-pound backpack and a weapon. Week two includes more walking and marching but adds a 1.5-mile-long obstacle course with vertical obstacles 85 percent of which test upper body strength and a land...

Major General Horatio Wright in the Civil War

Major General Horatio Wright in the Civil War Horatio Wright - Early Life Career: Born at Clinton, CT on March 6, 1820, Horatio Gouverneur Wright was the son of Edward and Nancy Wright.   Initially educated in Vermont at former West Point Superintendent Alden Partridges military academy, Wright later gained an appointment to West Point in 1837.   Entering the academy, his classmates included John F. Reynolds, Don Carlos Buell, Nathaniel Lyon, and Richard Garnett.   A gifted student, Wright graduated ranked second of fifty-two in the class of 1841.   Receiving a commission in the Corps of Engineers, he remained at West Point as an assistant to the Board of Engineers and later as an instructor of French and engineering.   While there, he married Louisa Marcella Bradford of Culpeper, VA on August 11, 1842.   In 1846, with the Mexican-American War beginning, Wright received orders that directed him to aid in making harbor improvements at St. Augustine, FL.   Later working on the defenses at Key West, he spent most of the next decade engaged on various engineering projects.   Promoted to captain on July 1, 1855, Wright reported to Washington, DC where he acted as an assistant to Chief of Engineers Colonel Joseph Totten.   As sectional tensions increased after the election of President Abraham Lincoln in 1860, Wright was dispatched south to Norfolk the following April.   With the Confederate attack on Fort Sumter and beginning of the Civil War in April 1861, he unsuccessfully attempted to implement the destruction of the Gosport Navy Yard.   Captured in the process, Wright was released four days later. Horatio Wright - Early Days of the Civil War: Returning to Washington, Wright aided in the design and construction of fortifications around the capital until being posted to serve as chief engineer of Major General Samuel P. Heintzelmans 3rd Division.   Continuing to work on area fortifications from May to July, he then marched with Heintzelmans division in Brigadier General Irvin McDowells army against Manassas.   On July 21, Wright assisted his commander during the Union defeat at the First Battle of Bull Run.   A month later he received a promotion to major and on September 14 was elevated to brigadier general of volunteers.   Two months later, Wright led a brigade during Major General Thomas Sherman and Flag Officer Samuel F. Du Ponts successful capture of Port Royal, SC.   Having gained experience in combined army-navy operations, he continued in this role during operations against St. Augustine and Jacksonville in March 1862.   Moving to division command, Wright led part of Major General David Hunters army duri ng the Union defeat at the Battle of Secessionville (SC) on June 16. Horatio Wright - Department of the Ohio: In August 1862, Wright received a promotion to major general and command of the newly re-formed Department of the Ohio.   Establishing his headquarters at Cincinnati, he supported his classmate Buell during the campaign that culminated with the Battle of Perryville that October.   On March 12, 1863, Lincoln was forced to rescind Wrights promotion to major general as it had not been confirmed by the Senate.   Reduced to brigadier general, he lacked the rank to command a department and his post passed to Major General Ambrose Burnside.   After commanding the District of Louisville for a month, he transferred to Major General Joseph Hookers Army of the Potomac.   Arriving in May, Wright obtained command of the 1st Division in Major General John Sedgwicks VI Corps. Horatio Wright - In the East: Marching north with the army in pursuit of General Robert E. Lees Army of North Virginia, Wrights men were present at the Battle of Gettysburg in July but remained in a reserve position.   That fall, he played an active role in the Bristoe and Mine Run Campaigns.   For his performance in the former, Wright earned a brevet promotion to lieutenant colonel in the regular army.   Retaining command of his division following the reorganization of the army in the spring of 1864, Wright moved south in May as Lieutenant General Ulysses S. Grant advanced against Lee.   After leading his division during the Battle of the Wilderness, Wright assumed command of VI Corps when Sedgwick was killed on May 9 during the opening actions of the Battle of Spotsylvania Court House.   Quickly promoted to major general, this action was confirmed by the Senate on May 12. Settling into corps command, Wrights men participated in the Union defeat at Cold Harbor at the end of May.   Crossing the James River, Grant moved the army against Petersburg.   As Union and Confederate forces engaged north and east of the city, VI Corps received orders to move north to aid in defending Washington from Lieutenant General Jubal A. Earlys forces which had advanced down the Shenandoah Valley and won a victory at Monocacy.   Arriving on July 11, Wrights corps was quickly moved into the Washington defenses at Fort Stevens and aided in repelling Early.   During the fighting, Lincoln visited Wrights lines before being moved to a more protected location.   As the enemy withdrew on July 12, Wrights men mounted a brief pursuit. Horatio Wright - Shenandoah Valley Final Campaigns: To deal with Early, Grant formed the Army of the Shenandoah in August under Major General Philip H. Sheridan.   Attached to this command, Wrights VI Corps played key roles in the victories at Third Winchester, Fishers Hill, and Cedar Creek.   At Cedar Creek, Wright held command of the field for the early phases of the battle until Sheridan arrived from a meeting at Winchester.   Though Earlys command was effectively destroyed, VI Corps remained in the region until December when it moved back to the trenches at Petersburg.   In the line through the winter, VI Corps attacked Lieutenant General A.P. Hills men on April 2 when Grant mounted a massive offensive against the city.   Breaking through the  Boydton Line, VI Corps achieved some of the first penetrations of the enemys defenses.   Ã‚      Pursuing Lees retreating army west after the fall of Petersburg, Wright and VI Corps again came under the direction of Sheridan.   On April 6, VI Corps played a key role in the victory at Saylers Creek which also saw Union forces capture Lieutenant General Richard Ewell.   Pressing west, Wright and his men were present when Lee finally surrendered three days later at Appomattox.   With the war ending, Wright received orders in June to take command of the Department of Texas.   Remaining until August 1866, he then left volunteer service the following month and reverted to his peacetime rank of lieutenant colonel in the engineers. Horatio Wright - Later Life: Serving in the engineers for the remainder of his career, Wright received a promotion to colonel in March 1879.   Later that year, he was appointed Chief of Engineers with the rank of brigadier general and succeeded Brigadier General Andrew A. Humphreys.   Involved in high-profile projects such as the Washington Monument and Brooklyn Bridge, Wright held the post until his retirement on March 6, 1884.   Living in Washington, he died on July 2, 1899.   His remains were buried at Arlington National Cemetery beneath an obelisk erected by veterans of VI Corps.           Ã‚     Ã‚   Selected Sources: NPS: Horatio WrightCivil War Trust: Horatio WrightOhio Civil War: Horatio Wright

Managing a wide range of cultural diversity in the workplace is Essay

Managing a wide range of cultural diversity in the workplace is challenging but not impossible - Essay Example Cultural diversity in work place is difficult to handle, but is manageable. This essay will address the main hurdles in effective management under culturally diverse circumstances and solutions to such problems. Cultural diversity refers to multiculturalism or interaction of individuals from different cultures at one platform. This phenomenon occurs as a result of international migration. People from several diverse cultures and nations migrate to other places usually developed areas for work. This makes management difficult. According to UNESCO (2003) some 175 million people live away from their birth places and this rate was reported to be 200 million by the World Bank in 2009. When individuals from various diverse cultures accumulate in a single organization, the management is faced by following common issues: Where there is cultural diversity, people from different races are provided with several opportunities to interact. An interaction at such a level is sometimes ridden with racial issues that are again quite challenging to manage. In culturally diverse workplaces, sometimes individuals from a contrasting culture fail to absorb or even understand the organizational culture. This is referred to as a cultural shock. Cultural shock leads to negative feelings of helplessness and isolation, usually leading to poor performance at work by the individual. Communication barriers among the co workers due to their diverse cultures also pose a problem in such scenarios and if left un dealt with, can pose serious limitations in the organization’s overall performance. The main issues relating to cultural diversity that might pose a problem for management have been highlighted above. These issues suggest that management of cultural diversity is a difficult task. Now I will discuss how these issues can be dealt with making it possible to manage such a culturally diverse workplace. Cultural diversity can be managed at workplace if certain

The integration of the philosophical foundations of human rights Thesis

The integration of the philosophical foundations of human rights - Thesis Example Since the traditional period, the practical or rather the political arguments with regards to human rights have been provided with due concern, apparently more than the philosophist or the theoretical explanations. One such significance behind providing comparatively lesser significance towards philosophical explanations concerning human rights can be identified as the complex presentation of the related theories. Since the philosophist have presented the theories related to human rights in multi-dimensional perspectives, it becomes quite difficult to apply its assumptions critically linking with the practical or political arguments. Thus, effort needs to be made in order to minimise the complexities in the philosophical views of human rights with the intention to reduce challenge in terms of implementation (Freeman, â€Å"The Philosophical Foundation of Human Rights†). There must be integration between the theoretical views as well as the practical views in order to gain a comprehensive perspective related to human rights However, this integration can prove to be highly complicated in order to present a comprehensive explanation of the conception from both the perspective of political and philosophical. It is in this context that the activists who are under pressure to rescue individual from impending injustice tends to pay low priority towards the theoretical views rendering comparatively greater emphasis towards philosophist theories when weighed against the notion presented by politicians to emphasise over practical arguments proportionately by a large extent. However, those approaching the philosophers, for developing an in depth understanding of the theoretical perspective regarding human rights, might be disappointed owing to the fact that theoretical or philosophical arguments are uncertain (Freeman, â€Å"The Philosophical Foundation of H uman Rights†). The

Automobile and South Africa Essay Example for Free

Automobile and South Africa Essay 1.) Cultural differences have a great effect on how Renault-Nissan operates in South Africa. South Africa is known for its ethnic and cultural diversity. Therefore, in my opinion they would need managers that know the country and how its people do business. Though some of South Africa is a lot like Western Europe, there are eight different languages spoke in South Africa, so having a person from Rosslyn managing the plant would be beneficial. South Africa has been referred to as the â€Å"rainbow† nation, I believe that in order for Renault-Nissan to be successful they will have to do their homework and find a person that knows the country’s customs and traditions to lead them into an emerging market in South Africa. 2.) Culture is a huge factor in Auto sales. For example, in Europe gas is around $8.00 a gallon, if Ford took their F-250 (which gets around 12mpg) into the European market it would fail miserably. It is not because the Ford F-250 is not a quality truck, it is because this truck does not fit into what is now part of the European culture. Also Europeans do not have the same tastes in cars that Americans do so, car companies do research to find out what Europeans look for when they are buying a car. This is how culture affects the auto industry. 3.) I do not believe that it is possible for a car company to transcend national culture and produce a global automobile that is accepted by people in every culture. Though car companies can get away for making a regional automobile for a specific region of the world, there are too many cultural differences that that affect each market to make a â€Å"worldwide† vehicle. Like I said before Europeans have different tastes in automobiles than Americans, Africans, Chinese, Japanese, Indians, and the rest of the world.

Use of Attics in Literature Essay -- Attic Upper Room

The Phenomenology of Space--Attic Memories and Secrets Since Gilbert and Gubar's The Madwoman in the Attic, critics have assumed that attics house madwomen. But they use that concept as a metaphor for their thesis, that women writers were isolated and treated with approbation. In most literature, attics are dark, dusty, seldom-visited storage areas, like that of the Tulliver house in The Mill on the Floss--a "great attic under the old high-pitched roof," with "worm-eaten floors," "worm-eaten shelves," and "dark rafters festooned with cobwebs"--a place thought to be "weird and ghostly." Attics do not house humans (not even mad ones) they warehouse artifacts that carry personal and familial history--often a history that has been suppressed. And that history is what makes attics interesting. -------- Washington—Contractors installing ductwork in an attic found a suitcase containing the skeleton of a baby who apparently died more than 20 years ago. [The police spokesman] said the blue suitcase appeared to be more than 30 years old. The skeleton which was wrapped in cloth, "appears to have been there quite a long time, in excess of 20 years," Eaves said. Police estimated that the baby was 1 or 2 months old at death. The house was built in 1928 and was occupied by the same family until the mid-1990s. The last of four elderly sisters who lived there died in 1995 at the age of 102, and the house was sold five years ago Houston Chronicle, Wednesday, February 17, 2001 In Suzanne Berne's A Perfect Arrangement (Chapel Hill: Algonquin Press, 2001), a pragmatic architect says "Attics are wasted space," but the family maid, with far more insight into human beings, responds, as I would: "Not psychologicall... ... Random House, 1936. ––– Go Down, Moses. George, Elizabeth. In Pursuit of a Proper Sinner. New York: Bamtam, 1999. Gilbert, Sandra M., and Susan Gubar. The Madwoman in the Attic : The Woman Writer and the Nineteenth-Century Literary Imagination. New Haven: Yale UP, 1979. Kesey, Ken. Sometimes a Great Notion. New York: Viking, 1964. Porter, Katherine Anne. The Collected Stories of Kathering Anne Porter. New York: Harcourt, Brace, Jovanovich, l979. Shelley, Mary.Frankenstein. Ed. Marilyn Buller.London: William Pickering, 1993. Singer, Isaac Bashevis. The Collected Stories of Isaac Bashevis Singer. New York: Farrar, Straus, Giroux, 1982. Stowe, Harriet Beecher. Uncle Tom's Cabin. Ed. Philip van Doren Stern. New York: Paul S. Eriksson, 1964. Wilde, Oscar. The Picture of Dorian Gray; For Love of the King. London: Routledge/Thoemmes Press, 1993.

Is Scott Electronics plcs current human resources strategy effective Essay

To what extent do you think that Scott Electronics plc’s current human resources strategy is effective? (18) Human resource strategy is how a business sees its employees from different business point of view and they are seen as resources to complete the business objectives. Firstly the human resource strategy for Scott electronics is very effective because the firm’s labour productivity is very high with 105 compared to the industry average which is 100. This is very effective as it shows the level of recruitment and the staff the business is recruiting is doing very well which has a positive effect in the recruitment section therefore this will make the company recruit more staff which will increase the productivity of the business. Also the bonuses which is 40% and its 20% higher than the industry average, this shows that the bonuses are keeping the firms employees motivated and it drives them to work harder which mean there will be a increase in productivity and if productivity increases it will have a positive effect on the sales revenue as the company will sell more items which will increase the sales revue and profit. Also another reason why the human resource strategy for Scott electronics is very effective because it has a very unique centralised organisational structure. A centralised structure is where the entire decision making is done from the top of the hierarchy. This is an effective strategy because the entire decision making can be done from the main person who is in charge and it can be done very quickly without going through any difficulties. This is very effective because staff can work through the business objective rather than stressing on the extra responsibility they have on their shoulders which will make them stress free and become more productive. Also they can be told what to do and the managers will have control over their workforce so that employees are less likely to make mistakes or make wrong decisions which will make a negative impact the on the businesses performance. However the human resource strategy for Scott electronics is not that effective because high numbers of employees are on temporary contract which is 75% compared to the industry average which is 25%. This is bad for the business because it will make employees feel that the job security is not there and they are not guaranteed the job which the business can tell the employees that they are not in need and the employees will go away, therefore this might result in the employees not very motivated to do well and they might not think as if they are involved with the business. Also employees on temporary contract are more likely to leave the business as the labour turnover rate is at 10% which is higher than the industry average which is 6%. This is human resource strategy is ineffective because it lead to employees leaving the business every year and the business is losing experienced and valuable staff. Also another reason the human resource strategy for Scott electronics is not that effective because the training budget is below the industry average as Scott electronics training cost is  £500 compared to the industries average which is  £1000. This shows that the staff are not that well trained and most of the staff don’t know what they are doing sometimes or they might not know how the company operates as high level of training was not provided. This lead to the amount of defect products increased as the staffs were not well trained and they kept making mistakes therefore the numbers of defects products increased. This is one of my strongest reasons because staffs need to be well trained before they can start the job as they will know what they are doing and how they are going to carry out each task according the company structures of dealing with things. Therefore the staff need to be well trained and the business needs to increase its amount on training the staff which will allow the business to have staff that know what they are doing and make less mistakes as this will cause the staff to make less defect products. In conclusion I think that the human resources strategy is very effect to the business because average span of control for Scott’s electronic is 5 and industry average is 8. This has a greater advantage to the specific business because it will allow the business mangers to control their staff and monitor the progress which the manager can set targets and the targets can be analysed to see if they have reached the targets this will increase the productivity of the business as targets are reached and mangers have better control over their staff and the business. However I think that the current human resource strategy is not that effective to the business because the firm’s defected products are 10% and the industry average is 5% which is doubled the amount. Therefore you can tell that the strategy is not that effective as the staffs are making a lot of mistakes which will cost the business as the raw materials cost money to buy. Also this indicates that strategy is failing as staff are not well trained or may not experienced enough to work in the field which the bale goes the firms recruitment policy as the firm could have employed experienced staff which could have reduced the level of defected products.

Strategic Marketing at Burberry

Content Page Introduction2 1. Business planning and developing a strategy. 3 2. 1. The formation of Burberry’s new strategic business plan. 3 2. 2. Business strategy, vision and mission 4 2. 3. 1. Successful strategy and achieving the goals based on analysis. 5 2. 3. 2. Vision and mission7 2. Protect, Explore and Inspire. Burberry values. 8 3. 3. Values8 3. 4. Classification of Burberry values. 8 3. 5. 3. Protect8 3. 5. 4. Explore9 3. 5. 5. Inspire 10 3.Monitoring and evaluating of Burberry strategic goals and objectives. 11 Conclusion 12 References 13 Introduction The report below tells about the history and development of the iconic luxury brand from Britain, Burberry. It reflects the company’s mission, vision and core purpose, which consequently form the values of the brand. The report indicates the key strategic goals and objectives, which form the competitive advantage of the company, how they are being monitored and evaluated.Having been found as a small shop in B asingstoke, Hampshire, by a young draper Thomas Burberry in 1856 and developed into a large world-know brand ever since, Burberry is one of the first names that springs in mind when it comes to fashion and luxury. [4] The company went through many-years history of change and development. However, the core Burberry product still remains the trench coat made out of the brand weatherproof but breathable Gabardine invented and introduced by Thomas Burberry himself in 1880. [4] Today, according to Business Weekly, Burberry is the 98th most valuable brand. 10] 1. Business planning and developing a strategy Creating the strategy of an organisation is a part of business planning, on one hand, but it is the essence of the strategic planning on the other, where the difference between the strategic plans and the business planning is only in timing of implementing and the process of evaluating the two. Different authors writing in the field of strategic marketing give various definitions of str ategic planning. However, all of them tend to agree in the fact that it always includes the major points below. Vision – developing a common â€Å"vision for the future† or a â€Å"conceptualization† of where an organisation wants or desires to be in the long-term;[10] * Assessment – appraising or determining where an organisation is currently (i. e. , its goals, objectives, activities, results, etc. );[10] * Strategies – identifying how an organisation will actually realise (via concrete and predetermined actions) its mission, goals, and objectives;[10] * Measurement – evaluating the progress of an organisation in the implementation of its action strategies. [10]The report below will be based on the resumptive understanding of the term as a process of formulating of the mission, vision and goals of the organization and choosing the specific paths for outlining and gaining the desired resources to be used in order to provide the successful f unctioning of an organisation in future. Strategic planning is a useful tool in making the decisions concerning the total management of an organisation. Its main purpose is to ensure the right amount of innovation and modification for the organisation to be able to respond to the changes on the market.However, creating a strategy does not lead to an immediate action, but it sets up the general direction for the company to follow in order for its fence-mending and growth. 2. 1. The formation of Burberry’s new strategic business plan One of the main features that characterizes the strategic plan is its possibility to be adapted to the ever changing circumstances initiated by both internal and external factors. Thus over the decades Burberry has been changing its strategy and approach to trading.So when the age of the globalization brought new strong competitors into the market new ways of winning the customers loyalty and preference were to be found. In the 2006 the current CEO Angela Ahrendts joins the company replacing Rose Maria Bravo, who managed to greatly expand the Burberry market share in the US. [6] Ahrendts modernizes every aspect of the company’s behaviour and positioning itself on the market having chosen an innovative five year strategic business plan. 2. 2. Business strategy, vision and missionAccording to the new plan the company concentrates its investment efforts on opening its own stores rather than on the wholesale, especially in London. The new CEO recognizes Burberry’s presence in its genuine way and major PR activity in this city precisely, as another way to emphasize the British heritage of the brand. However, Ahrendts points out there are 25 such â€Å"Londons †, where Burberry will strive for recognition and loyalty, which include such metropolises as Paris, New York, Hong Kong, Dubai, etc. 12] As due to the fact that the company produces luxury goods Ahrendts prefers to play more or less safe and concentrate on those parts of the world which are likely to be protected from the wider economic problems. As another crucial factor for the growth and development that Ahrendts chooses, predicting the future customer be younger, is the company to not maintain their traditional product line and merchandising way only, but to enhance it with the new design and presentation to be able to satisfy the demand of the new type of a customer.Thus the new strategy with the new vision and mission appeared that has brought changes into every area of the company. 2. 3. 1. Successful strategy and achieving the goals based on analysis According to Michael Porter â€Å"Competitive strategy is about being different. It means deliberately choosing different set of activities to deliver a unique mix of value†. [13]The creation and the development of a new strategy to manage such a diverse business with the global outreach as Burberry is very complex in nature. Depending on various both internal and extern al factors it often requires to be made in the uncertain situations.It also often involves the radical change in the current culture of an organisation which is always uneasy for the employees and may adversely affect the performance of the organisation. Being an international company with the Global outreach makes it challenging for the company like Burberry to develop and maintain the competitive strategy that will encourage financial growth and gain advantage on the market. Nevertheless, Angela Ahrendts chooses the most ambitious and strategic plan Burberry has had in almost 50 years. * Leveraging the franchise[4]Where the goals are brand momentum by consistent global articulation, marketing innovation and product excellence. * Intensifying the development of non-apparel[4] By focusing on the yet under-penetrated non-apparel categories, such as men’s collections, soft accessories collections and licensing the eyewear, fragrance, make-up and watches products globally. * Acc elerating retail-led growth[4] To change the static wholesale model of the company to a dynamic retail model by driving the productivity, putting the customer needs in the centre, and investment into opening new stores. Investing in the underpenetrated markets[4] The goals are engaging China, developing India and the Middle East markets and elevating the wholesale presence. * Pursuing operational excellence[4] To be recognised not only by operational excellence, but by product and marketing excellence. However, despite the most well-considered strategy a company is always dependent on both internal and external factors able to make an impact on its development and trade. PESTEL method will help to analyse the macro external environment Burberry may find difficult to deal with in order to realise its strategic plan.Political| Economical| Social| Technological| Environmental| Legal| Being an international company may create problems with possible tensions between the governments of th e countries where Burberry trading takes place| Continuous recession| Fairtrade responsibilitiesAnti-fur/ leather campaigns| New highly technological approaches to selling , buying and advertising the product appear| The impact on the Planet while manufacturing and transporting the goods | Different taxation and trading rules and regulations in different countries|However, not only the macro external factors, but the micro external factors too might cause obstacles for the company’s strategy. Michael Porter’s Five Forces analyses gives the clearest understanding of the micro external environment, which includes the threat of the existing competitive rivalry, threat of bargaining power of the suppliers, threat of substantial products, as well as the threat of the customer bargaining power and the threat of the new entrants. It can be seen from the scheme, that Burberry’s main existing competitors include Stella McCartney in the market of clothing and shoes (appar el); Hermes in the non-apparel market, e. . bags and scarfs; and Chanel to talk about make-up. Moreover there is also a threat from the substantial products, such as those produced by Sisley, Ted Baker and Karen Miller, which are not luxury brands, however do have a reputation of a great quality and they are also British. Which means in times of recession people might switch to them. There is a threat from the suppliers in case they would increase the price, as Burberry only works with those the members of the Ethical Trading Action Group.There is a threat coming from the customers too due to the fact that most of the Burberry products are fashion oriented, which means once they are out of fashion, people will refuse buying them. However, the threat of the new entrants is not essential, as even though the new brands may offer novelty, they cannot offer the name with such a rich background and heritage that Burberry has. All of these factors must be taken into consideration for Burbe rry current strategy to be successful. 2. 3. 2. Vision and missionWith the appointing of Angela Ahrendts as a CEO in 2006 when the Internet was booming bursting the opportunities of the global trade with its no-boarders possibilities, Burberry steps on a completely new path of high-tech cooperation with its customer. [5] With the core Burberry ideology of â€Å"The faster we move forward, it becomes even more critical to look back and never forget who we are and never forget where we came from. And what made this brand such a great global luxury brand today†[2] in mind Ahrends sets the new core purpose for Burberry. We had a vision† – she admits in one of the interviews – â€Å"And the vision was to be the first company who was fully digital from end-to-end†. [2] Ever since the company has been working on integrating various digital approaches to its business. Burberry’s advertising campaigns and catwalk shows became more and more technologic ally complex whereas the on-line trading on the contrary became easier and more available by the company’s partnering with various on-line selling platforms to take that vision and built the social enterprise.The experience expected was that the customer would have the total access to Burberry across any device anywhere and would get exactly the same feeling of the brand, feeling of the culture, regardless of where, when, how they were accessing the brand. Everyone now should be able come into Burberry world and see the Burberry journey and mission. The new vision enhanced the Burberry mission to sell its â€Å"distinctive Britishness† to the world with the new flavour of community that every customer is believed to become a part of buying or at least being interested in a Burberry product.Such attitude intends to create greater customer’s loyalty to the brand as this is the community, where one’s opinion in a way of a feedback is valued and appreciated. Even the personal preferences of how the core Burberry product should look like is taken into consideration from now on as the company launched www. artofthetrench. com web platform, where anyone can post their photos wearing a Burberry trench, moreover, can create their own trench coat based on the iconic trench from Burberry. Ahrendts goal is to deepen, broaden and vary the communication between the company and the customer through every activity the company is involved in.She emphasizes on the vital necessity of the cross-channel communication to be â€Å"totally connected to everyone who touches your brand†. [2] The new vision and the new additions to the established mission of the company have formed the brand’s new strategic intentions 2. Protect, Explore and Inspire. Burberry values. 3. 3. Values Burberry is a brand with over 150 years of history. [6] All that time the company has been run by the efforts of many people and, naturally, these people might have bee n of a completely different personalities, views and opinions. However, being a company, which in this case is Burberry, draw hese people together united not only by common vision of where the company is going, but also by the values, which in a context of a corporate culture set the behavioural norms of the company through years for everyone who entered it. Edgar H. Schein describes corporate values as â€Å"A pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems†. 7] Burberry defines their core values as Protect, Explore and Inspire. Angela Ahrendts, Burberry’s CEO, often refers to the company as the â€Å"new and old company†[9] and such description definitely reflects the way the company constantly strives for the new opportunities, but always staying faithful to its old priorities. The essence of the Protect, Explore and Inspire company’s core values can be explained through the objectives of Burberry as an organization. 2. 2. Classification of Burberry values 2. 2. 1. Protect 1. Cultural value of the company to traditionally remain a â€Å"quintessentially British† brand.Burberry is proud of its rich heritage which has seen over a 150 years of British history. Thus the company is passionate about the the authenticity of their trade mark and core product in design and purpose, such as world-wide recognized trademark check and Prorsum horse logo and a traditional modern classic style trench coat. 2. Environmental value aims the environmental excellence of the company. Burberry is continuously aware about the environmental issues, such as climate change and carbon dioxide emissions and animal welfare, for example.The company is a member of the UN Global Compact and uses the Compact’s Ten Principles to guide its Corporate Responsibility activities. It is listed on the FTSE4Good Index and achieved the Carbon Trust Standard. [15] The work of the Business for Social Responsibility Sustainable Luxury Working Group, of which Burberry was a founding member, also continued this year, focusing on animal welfare guidelines and the exotic skins supply chain. As a result, the release of a common Animal Welfare Policy by the Group was communicated to Burberry suppliers, detailing its high expectations in respect of welfare standards. 15] Burberry is also a member of the Leather Working Group, supporting its efforts to improve transparency in the leather industry. Burberry does not utilise sandblasting on any of its products manufactured by or on behalf of the Group. [15] 3. Ethical value is in the desire of the brand to ensure the rights of their employees are highly valued and carefully followed. Burberry constantly shows its striving towards the improved C orporate Responsibility (CR) performance.To achieve long-term improvements in labour conditions, Burberry provides support and resources to suppliers to empower them to take responsibility for their factory and subcontractor conditions. The CR team delivers supplier training covering the Group’s ethical trading expectations, management systems and counsel on transparency and standards for subcontractors. [5] Burberry strongly believes that a policy of equal opportunity in employment is integral to the strength and growth of its business as a global brand with a diverse stakeholder and customer base.The company aims to ensure that the most capable job applicants are recruited and the most competent employees in the company progress. All decisions about people’s employment are based solely on an objective assessment of their suitability for the job. Burberry aims to maintain a working environment free from harassment or intimidation on discriminatory grounds and ensures that employment conditions and job requirements reflect its commitment to equal opportunities. [5] 2. 2. 2. Explore Burberry values in that area are very much business oriented.Thomas Burberry, the founder of the brand, explored the world of outerwear of his generation by inventing his sensational waterproof Gabardine and a trench coat, which none has ever seen nor worn before. Today Burberry’s aims to expand its production range to make it as diverse as possible to increase the market share. However at the moment the range already goes from the core innovative outerwear to not only womenswear and menswear, but to the non-apparel items, e. g. accessories, watches, childrenswear and even some home decoration items. 8] Burberry has always been aiming for the new markets: first sports and outdoors, then military usage and later civilian clothing. Now that the company has established itself on the different types of market, it is striving for the geographical expansion taking mar kets throughout the world, with a balance across major geographic regions. 2. 2. 3. Inspire They are the Burberry social objectives. Burberry believes that contributing into the local communities the company works with will make a positive impact.In 2008 Burberry established the Burberry Foundation charity organisation the purpose of which was to help young people realise their potential through fashion and creativity, built their confidence and self-esteem. [9] 3. Monitoring and evaluating of the strategic goals and objectives Ahrendts approach to monitoring and evaluating of the strategy execution and achieving the goals is â€Å"Divide and conquer†. According to that there were particular teams created to monitor and evaluate particular aspect of the new strategy. Design team, headed by Chief Creative Office, responsible for everything the consumer sees, including merchandising and creative media;[4] †¢Marketing team responsible for integrated advertising, PR and comm unications functions, which together focus on building and elevating brand awareness through traditional and digital media;[4] †¢Digital commerce newly-formed team, driving digital commerce globally to accelerate the brand’s digital leadership position in the luxury sector and help unlock the huge opportunities in this high-growth channel;[4] †¢Merchandising and planning team, which assorts, procures, and analyses the global collections in alignment with brand initiatives and commercial opportunities. [4] Every year Burberry reveals their annual results and achievements according to the itinerary in their annual report. ConclusionA straight forward highly innovative strategy by the new Burberry CEO caused uncertain reaction from different people in 2006 as well as it still causes doubts. Some think those were unnecessary changes, which made Burberry loose its original look and spirit, and some believe it was the best thing that have happened to Burberry in the last 50 years. However, the facts and numbers indicate that Burberry grew up to 500 stores in over 50 countries and led to increase the total revenue up to +23% in five years by September 2012 with the on-line sales increase in 50%. [3] Almost certainly the course has been changing during those five years due to the macro and micro external factors, which were indicated above.Nonetheless, it is obvious that creating a relevant and detailed strategic business plan and a consistent monitoring of its results and execution are crucial for a successful management of the company. Also, the earliest possible setting of the strategic goals and stating the company’s vision and mission and staying faithful to them makes the strategic plan effective. And in conclusion, understanding the values of an organisation will keep the corporate culture of the company stable, which is directly linked to productivity and job satisfaction among employees. References 1. Angela Ahrendts. (2011). Burberry uses salesforce com to create the ultimate Social Enterprise. Available: http://www. youtube. com/watch? v=oRpLo44nUEQ. Last accessed 13. 12. 2012. 2.Angela Ahrendts. (2011). The Young-Old Company – Angela Ahrendts, Burberry. Available: http://www. youtube. com/watch? v=_i50d6wiCBc. Last accessed 13. 12. 2012. 3. Burberry. (2012). Annual report. Available: http://www. burberryplc. com/documents/full_annual_report/burberry_ar_final_web_with-urls_indexed. pdf. Last accessed 13. 12. 2012 4. Burberry. (2012). Annual report. Available: http://www. burberryplc. com/documents/full_annual_report/burberry_ar_final_web_with-urls_indexed. pdf. Last accessed 13. 12. 2012. 5. BW staff. (2009). The 100 Best Global Brands 2009. Available: http://images. businessweek. com/ss/09/09/0917_global_brands/4. htm . Last Strategic Marketing at Burberry Content Page Introduction2 1. Business planning and developing a strategy. 3 2. 1. The formation of Burberry’s new strategic business plan. 3 2. 2. Business strategy, vision and mission 4 2. 3. 1. Successful strategy and achieving the goals based on analysis. 5 2. 3. 2. Vision and mission7 2. Protect, Explore and Inspire. Burberry values. 8 3. 3. Values8 3. 4. Classification of Burberry values. 8 3. 5. 3. Protect8 3. 5. 4. Explore9 3. 5. 5. Inspire 10 3.Monitoring and evaluating of Burberry strategic goals and objectives. 11 Conclusion 12 References 13 Introduction The report below tells about the history and development of the iconic luxury brand from Britain, Burberry. It reflects the company’s mission, vision and core purpose, which consequently form the values of the brand. The report indicates the key strategic goals and objectives, which form the competitive advantage of the company, how they are being monitored and evaluated.Having been found as a small shop in B asingstoke, Hampshire, by a young draper Thomas Burberry in 1856 and developed into a large world-know brand ever since, Burberry is one of the first names that springs in mind when it comes to fashion and luxury. [4] The company went through many-years history of change and development. However, the core Burberry product still remains the trench coat made out of the brand weatherproof but breathable Gabardine invented and introduced by Thomas Burberry himself in 1880. [4] Today, according to Business Weekly, Burberry is the 98th most valuable brand. 10] 1. Business planning and developing a strategy Creating the strategy of an organisation is a part of business planning, on one hand, but it is the essence of the strategic planning on the other, where the difference between the strategic plans and the business planning is only in timing of implementing and the process of evaluating the two. Different authors writing in the field of strategic marketing give various definitions of str ategic planning. However, all of them tend to agree in the fact that it always includes the major points below. Vision – developing a common â€Å"vision for the future† or a â€Å"conceptualization† of where an organisation wants or desires to be in the long-term;[10] * Assessment – appraising or determining where an organisation is currently (i. e. , its goals, objectives, activities, results, etc. );[10] * Strategies – identifying how an organisation will actually realise (via concrete and predetermined actions) its mission, goals, and objectives;[10] * Measurement – evaluating the progress of an organisation in the implementation of its action strategies. [10]The report below will be based on the resumptive understanding of the term as a process of formulating of the mission, vision and goals of the organization and choosing the specific paths for outlining and gaining the desired resources to be used in order to provide the successful f unctioning of an organisation in future. Strategic planning is a useful tool in making the decisions concerning the total management of an organisation. Its main purpose is to ensure the right amount of innovation and modification for the organisation to be able to respond to the changes on the market.However, creating a strategy does not lead to an immediate action, but it sets up the general direction for the company to follow in order for its fence-mending and growth. 2. 1. The formation of Burberry’s new strategic business plan One of the main features that characterizes the strategic plan is its possibility to be adapted to the ever changing circumstances initiated by both internal and external factors. Thus over the decades Burberry has been changing its strategy and approach to trading.So when the age of the globalization brought new strong competitors into the market new ways of winning the customers loyalty and preference were to be found. In the 2006 the current CEO Angela Ahrendts joins the company replacing Rose Maria Bravo, who managed to greatly expand the Burberry market share in the US. [6] Ahrendts modernizes every aspect of the company’s behaviour and positioning itself on the market having chosen an innovative five year strategic business plan. 2. 2. Business strategy, vision and missionAccording to the new plan the company concentrates its investment efforts on opening its own stores rather than on the wholesale, especially in London. The new CEO recognizes Burberry’s presence in its genuine way and major PR activity in this city precisely, as another way to emphasize the British heritage of the brand. However, Ahrendts points out there are 25 such â€Å"Londons †, where Burberry will strive for recognition and loyalty, which include such metropolises as Paris, New York, Hong Kong, Dubai, etc. 12] As due to the fact that the company produces luxury goods Ahrendts prefers to play more or less safe and concentrate on those parts of the world which are likely to be protected from the wider economic problems. As another crucial factor for the growth and development that Ahrendts chooses, predicting the future customer be younger, is the company to not maintain their traditional product line and merchandising way only, but to enhance it with the new design and presentation to be able to satisfy the demand of the new type of a customer.Thus the new strategy with the new vision and mission appeared that has brought changes into every area of the company. 2. 3. 1. Successful strategy and achieving the goals based on analysis According to Michael Porter â€Å"Competitive strategy is about being different. It means deliberately choosing different set of activities to deliver a unique mix of value†. [13]The creation and the development of a new strategy to manage such a diverse business with the global outreach as Burberry is very complex in nature. Depending on various both internal and extern al factors it often requires to be made in the uncertain situations.It also often involves the radical change in the current culture of an organisation which is always uneasy for the employees and may adversely affect the performance of the organisation. Being an international company with the Global outreach makes it challenging for the company like Burberry to develop and maintain the competitive strategy that will encourage financial growth and gain advantage on the market. Nevertheless, Angela Ahrendts chooses the most ambitious and strategic plan Burberry has had in almost 50 years. * Leveraging the franchise[4]Where the goals are brand momentum by consistent global articulation, marketing innovation and product excellence. * Intensifying the development of non-apparel[4] By focusing on the yet under-penetrated non-apparel categories, such as men’s collections, soft accessories collections and licensing the eyewear, fragrance, make-up and watches products globally. * Acc elerating retail-led growth[4] To change the static wholesale model of the company to a dynamic retail model by driving the productivity, putting the customer needs in the centre, and investment into opening new stores. Investing in the underpenetrated markets[4] The goals are engaging China, developing India and the Middle East markets and elevating the wholesale presence. * Pursuing operational excellence[4] To be recognised not only by operational excellence, but by product and marketing excellence. However, despite the most well-considered strategy a company is always dependent on both internal and external factors able to make an impact on its development and trade. PESTEL method will help to analyse the macro external environment Burberry may find difficult to deal with in order to realise its strategic plan.Political| Economical| Social| Technological| Environmental| Legal| Being an international company may create problems with possible tensions between the governments of th e countries where Burberry trading takes place| Continuous recession| Fairtrade responsibilitiesAnti-fur/ leather campaigns| New highly technological approaches to selling , buying and advertising the product appear| The impact on the Planet while manufacturing and transporting the goods | Different taxation and trading rules and regulations in different countries|However, not only the macro external factors, but the micro external factors too might cause obstacles for the company’s strategy. Michael Porter’s Five Forces analyses gives the clearest understanding of the micro external environment, which includes the threat of the existing competitive rivalry, threat of bargaining power of the suppliers, threat of substantial products, as well as the threat of the customer bargaining power and the threat of the new entrants. It can be seen from the scheme, that Burberry’s main existing competitors include Stella McCartney in the market of clothing and shoes (appar el); Hermes in the non-apparel market, e. . bags and scarfs; and Chanel to talk about make-up. Moreover there is also a threat from the substantial products, such as those produced by Sisley, Ted Baker and Karen Miller, which are not luxury brands, however do have a reputation of a great quality and they are also British. Which means in times of recession people might switch to them. There is a threat from the suppliers in case they would increase the price, as Burberry only works with those the members of the Ethical Trading Action Group.There is a threat coming from the customers too due to the fact that most of the Burberry products are fashion oriented, which means once they are out of fashion, people will refuse buying them. However, the threat of the new entrants is not essential, as even though the new brands may offer novelty, they cannot offer the name with such a rich background and heritage that Burberry has. All of these factors must be taken into consideration for Burbe rry current strategy to be successful. 2. 3. 2. Vision and missionWith the appointing of Angela Ahrendts as a CEO in 2006 when the Internet was booming bursting the opportunities of the global trade with its no-boarders possibilities, Burberry steps on a completely new path of high-tech cooperation with its customer. [5] With the core Burberry ideology of â€Å"The faster we move forward, it becomes even more critical to look back and never forget who we are and never forget where we came from. And what made this brand such a great global luxury brand today†[2] in mind Ahrends sets the new core purpose for Burberry. We had a vision† – she admits in one of the interviews – â€Å"And the vision was to be the first company who was fully digital from end-to-end†. [2] Ever since the company has been working on integrating various digital approaches to its business. Burberry’s advertising campaigns and catwalk shows became more and more technologic ally complex whereas the on-line trading on the contrary became easier and more available by the company’s partnering with various on-line selling platforms to take that vision and built the social enterprise.The experience expected was that the customer would have the total access to Burberry across any device anywhere and would get exactly the same feeling of the brand, feeling of the culture, regardless of where, when, how they were accessing the brand. Everyone now should be able come into Burberry world and see the Burberry journey and mission. The new vision enhanced the Burberry mission to sell its â€Å"distinctive Britishness† to the world with the new flavour of community that every customer is believed to become a part of buying or at least being interested in a Burberry product.Such attitude intends to create greater customer’s loyalty to the brand as this is the community, where one’s opinion in a way of a feedback is valued and appreciated. Even the personal preferences of how the core Burberry product should look like is taken into consideration from now on as the company launched www. artofthetrench. com web platform, where anyone can post their photos wearing a Burberry trench, moreover, can create their own trench coat based on the iconic trench from Burberry. Ahrendts goal is to deepen, broaden and vary the communication between the company and the customer through every activity the company is involved in.She emphasizes on the vital necessity of the cross-channel communication to be â€Å"totally connected to everyone who touches your brand†. [2] The new vision and the new additions to the established mission of the company have formed the brand’s new strategic intentions 2. Protect, Explore and Inspire. Burberry values. 3. 3. Values Burberry is a brand with over 150 years of history. [6] All that time the company has been run by the efforts of many people and, naturally, these people might have bee n of a completely different personalities, views and opinions. However, being a company, which in this case is Burberry, draw hese people together united not only by common vision of where the company is going, but also by the values, which in a context of a corporate culture set the behavioural norms of the company through years for everyone who entered it. Edgar H. Schein describes corporate values as â€Å"A pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems†. 7] Burberry defines their core values as Protect, Explore and Inspire. Angela Ahrendts, Burberry’s CEO, often refers to the company as the â€Å"new and old company†[9] and such description definitely reflects the way the company constantly strives for the new opportunities, but always staying faithful to its old priorities. The essence of the Protect, Explore and Inspire company’s core values can be explained through the objectives of Burberry as an organization. 2. 2. Classification of Burberry values 2. 2. 1. Protect 1. Cultural value of the company to traditionally remain a â€Å"quintessentially British† brand.Burberry is proud of its rich heritage which has seen over a 150 years of British history. Thus the company is passionate about the the authenticity of their trade mark and core product in design and purpose, such as world-wide recognized trademark check and Prorsum horse logo and a traditional modern classic style trench coat. 2. Environmental value aims the environmental excellence of the company. Burberry is continuously aware about the environmental issues, such as climate change and carbon dioxide emissions and animal welfare, for example.The company is a member of the UN Global Compact and uses the Compact’s Ten Principles to guide its Corporate Responsibility activities. It is listed on the FTSE4Good Index and achieved the Carbon Trust Standard. [15] The work of the Business for Social Responsibility Sustainable Luxury Working Group, of which Burberry was a founding member, also continued this year, focusing on animal welfare guidelines and the exotic skins supply chain. As a result, the release of a common Animal Welfare Policy by the Group was communicated to Burberry suppliers, detailing its high expectations in respect of welfare standards. 15] Burberry is also a member of the Leather Working Group, supporting its efforts to improve transparency in the leather industry. Burberry does not utilise sandblasting on any of its products manufactured by or on behalf of the Group. [15] 3. Ethical value is in the desire of the brand to ensure the rights of their employees are highly valued and carefully followed. Burberry constantly shows its striving towards the improved C orporate Responsibility (CR) performance.To achieve long-term improvements in labour conditions, Burberry provides support and resources to suppliers to empower them to take responsibility for their factory and subcontractor conditions. The CR team delivers supplier training covering the Group’s ethical trading expectations, management systems and counsel on transparency and standards for subcontractors. [5] Burberry strongly believes that a policy of equal opportunity in employment is integral to the strength and growth of its business as a global brand with a diverse stakeholder and customer base.The company aims to ensure that the most capable job applicants are recruited and the most competent employees in the company progress. All decisions about people’s employment are based solely on an objective assessment of their suitability for the job. Burberry aims to maintain a working environment free from harassment or intimidation on discriminatory grounds and ensures that employment conditions and job requirements reflect its commitment to equal opportunities. [5] 2. 2. 2. Explore Burberry values in that area are very much business oriented.Thomas Burberry, the founder of the brand, explored the world of outerwear of his generation by inventing his sensational waterproof Gabardine and a trench coat, which none has ever seen nor worn before. Today Burberry’s aims to expand its production range to make it as diverse as possible to increase the market share. However at the moment the range already goes from the core innovative outerwear to not only womenswear and menswear, but to the non-apparel items, e. g. accessories, watches, childrenswear and even some home decoration items. 8] Burberry has always been aiming for the new markets: first sports and outdoors, then military usage and later civilian clothing. Now that the company has established itself on the different types of market, it is striving for the geographical expansion taking mar kets throughout the world, with a balance across major geographic regions. 2. 2. 3. Inspire They are the Burberry social objectives. Burberry believes that contributing into the local communities the company works with will make a positive impact.In 2008 Burberry established the Burberry Foundation charity organisation the purpose of which was to help young people realise their potential through fashion and creativity, built their confidence and self-esteem. [9] 3. Monitoring and evaluating of the strategic goals and objectives Ahrendts approach to monitoring and evaluating of the strategy execution and achieving the goals is â€Å"Divide and conquer†. According to that there were particular teams created to monitor and evaluate particular aspect of the new strategy. Design team, headed by Chief Creative Office, responsible for everything the consumer sees, including merchandising and creative media;[4] †¢Marketing team responsible for integrated advertising, PR and comm unications functions, which together focus on building and elevating brand awareness through traditional and digital media;[4] †¢Digital commerce newly-formed team, driving digital commerce globally to accelerate the brand’s digital leadership position in the luxury sector and help unlock the huge opportunities in this high-growth channel;[4] †¢Merchandising and planning team, which assorts, procures, and analyses the global collections in alignment with brand initiatives and commercial opportunities. [4] Every year Burberry reveals their annual results and achievements according to the itinerary in their annual report. ConclusionA straight forward highly innovative strategy by the new Burberry CEO caused uncertain reaction from different people in 2006 as well as it still causes doubts. Some think those were unnecessary changes, which made Burberry loose its original look and spirit, and some believe it was the best thing that have happened to Burberry in the last 50 years. However, the facts and numbers indicate that Burberry grew up to 500 stores in over 50 countries and led to increase the total revenue up to +23% in five years by September 2012 with the on-line sales increase in 50%. [3] Almost certainly the course has been changing during those five years due to the macro and micro external factors, which were indicated above.Nonetheless, it is obvious that creating a relevant and detailed strategic business plan and a consistent monitoring of its results and execution are crucial for a successful management of the company. Also, the earliest possible setting of the strategic goals and stating the company’s vision and mission and staying faithful to them makes the strategic plan effective. And in conclusion, understanding the values of an organisation will keep the corporate culture of the company stable, which is directly linked to productivity and job satisfaction among employees. References 1. Angela Ahrendts. (2011). Burberry uses salesforce com to create the ultimate Social Enterprise. Available: http://www. youtube. com/watch? v=oRpLo44nUEQ. Last accessed 13. 12. 2012. 2.Angela Ahrendts. (2011). The Young-Old Company – Angela Ahrendts, Burberry. Available: http://www. youtube. com/watch? v=_i50d6wiCBc. Last accessed 13. 12. 2012. 3. Burberry. (2012). Annual report. Available: http://www. burberryplc. com/documents/full_annual_report/burberry_ar_final_web_with-urls_indexed. pdf. Last accessed 13. 12. 2012 4. Burberry. (2012). Annual report. Available: http://www. burberryplc. com/documents/full_annual_report/burberry_ar_final_web_with-urls_indexed. pdf. Last accessed 13. 12. 2012. 5. BW staff. (2009). The 100 Best Global Brands 2009. Available: http://images. businessweek. com/ss/09/09/0917_global_brands/4. htm . Last

Health Case Studies A Short Guide on How to Compose a Worthy Paper

Health Case Studies A Short Guide on How to Compose a Worthy Paper One of the most popular professions chosen by the school graduates is a doctor. They wish to work in the sphere of health care to help other people overcome different illnesses and health deviations. Accordingly, students of medical colleges and universities compose research papers of different types. Amongst such are health case studies. The purpose of every case study is to provide the audience with as many clear and logical details as possible. Thus, a reader receives a fuller picture of why some things take place and how to resolve an issue. This research project may also be explained in three words – explore, describe, and explain. Therefore, you should thoroughly analyze all details, circumstances, factors, and reasons associated with the question you study. Here are vital stages you ought to accomplish: Choose a topic. Your title should be focused on something important. This may be a concrete disease (mental or physical), some preventive measures, analysis of an effective remedy, or simply general recommendations on how to maintain a healthy lifestyle. List keywords. You should define the most important words and phrases, which clearly underline your main purpose. Spread them evenly throughout the text and use when it’s needed. Compose an abstract. This is a brief summary of your study’s content. The length is 150-250 words. Write the introduction. Give a general idea of what you wish to highlight in your study. Make it captivating. You may start with the importance of your research, offer some statistics, etc. State your thesis. Your next step is to present your case. Keep it brief and informative. Tell why your topic is so important and what its purpose is. State the management and outcomes. This is when you should propose your way(s) to overcome the studied problem. This may be a number of preventive measures, novel treatments, etc. Conclude. The last stage of the writing is the conclusion. Make it short as well. Restate your main claim and reveal the results of your research. Cite. After you are through with your writing, cite references. Do this in accordance with the assigned format. When you propose the solution, you are supposed to provide some effective methods. For instance, it’s necessary to mention how durable the treatment is supposed to be, how often to take it, what to take and in what way, how to end the course and other essentials. Your paper may, likewise, include other points which make it more scientific and trustworthy. After you introduce your thesis and the status of a patient or problem, add the following details: Demographic data; Medical history; Diagnosis; Treatments; Important test outcomes; Observations and changes; An evaluation plan; Adjustments to the care plan in case any complications occur. In order to learn more, look for health and social care case studies examples. Good examples, as well as topics for them, help a lot. Thus, you receive a possibility to learn many helpful things to craft a worthy paper. Moreover, don’t forget to use some interesting facts to make the piece even more interesting.

Hot Career Trucking Dispatcher

Hot Career Trucking Dispatcher though trucking is one of the most in-demand professions today due to the increasing demands of local shipping needs, the newest, shiniest fleet of big rigs can’t run itself- it needs drivers, and just as important, it needs dispatchers! and, as the folks at careersingear.com know, it needs good dispatchers.dispatchers typically have the following responsibilities:arranging loads for pickup and delivery and coordinating with the driversdetermining which truckers and vehicles are appropriate for each load (looking at both vehicle specifications and driver qualifications)determining routes for drivers making multiple stopsscheduling loads by urgencyusing radio/cb, phone and computer to distribute assignmentsgathering data for reports, records, and vehicle logs to compile statisticssome dispatchers work locally or regionally, and others specialize in long-distance hauls- their purview may include coordinating with different forms of transportation, such as barges, planes and trac tor-trailers.a great dispatcher will also be good with people, have a cool head in a stressful situation, be well-organized and efficient, focused and flexible, and be prepared to adapt quickly to changes on the job. as of may 2014, the job salary ranges from $38k to $60k a year, depending on employer and the specialized responsibilities of the individual dispatchers.the majority of dispatchers can be found in california, texas, new york, florida, and illinois. 80% of dispatchers have their high school diploma or ged; there is no college course of study, but you can sign up for specific training program or train on the job. plenty of truckers recommend gaining some experience on the road before stepping behind the mic- it’ll build your credibility and provide valuable situational expertise.apply here:  top trucking dispatcher jobs  salary and job outlook of dispatchers for trucking companiesread more at news.careersingear.com

The articles by Livers and Culver, Glen, and Morison, et al Essay

The articles by Livers and Culver, Glen, and Morison, et al - Essay Example In my view Livers and Cavers in their article have provided a way through which blacks can be lead differently from how they are being treated in the corporate sector these days. The problems faced by the black population have been increasing because of their cultural ethnicity. The problems that the blacks are facing in the workplace become an issue and these blacks have to suffer from the problem of ‘miasma’ as laid down by Cavers. Miasma is a problem suffered by the blacks and this can lead to discouragement of these workers. The ideas given by Livers and Cavers can be implemented in a daily life setting so that the morale of the employees can be boosted. Self development is a solution for black employees which can be targeted in a workplace. This self development would help them to know about themselves and get used to the environment that they face in all kinds of settings. In a practical environment it is important that a person who has knowledge about miasma is ma de the leader so that the morale and performance of the black employees can be enhanced. Secondly Glen in his article provides a brief overview about technology and geeks. He gives an insight as to how these geeks can be helpful in a working environment. Geeks have become a source of knowledge for the corporate sector and they have to be used in the right manner. Leadership qualities are acquired and they should be used in the right manner so that the performance of the employees can be enhanced. In a practical setting it is important that the leaders know how to take advantage of technology and geeks. It is important that the leaders who are hired for this purpose should look after geeks but these leaders should ensure that they do not discriminate between workers. It is important that the leaders know how to handle these geeks properly so that they can benefit the workplace. Leadership skills to sort out geeks and technology are possible in the environment today. Moreover one can ensure that the leader knows how to use geeks and technology so that the productivity and creativity of the workplace is increased.