The Hair free essay sample

By the time I was in 6th grade my hair was out of control. 22 inches from my head to my legs, it swung down in a single braid every day for as long as I could remember. It was a heavy weight, a force that kept my tiny head held high, despite my all-too-frequent tendency to not speak. Every morning I would crawl downstairs before school, where my mother would be waiting, armed with a fine toothed comb and a bottle of baby powder. The comb was for the imminent knots that would no doubt surface in my cascade of thick blonde hair, and the powder was for her hands, as any slight humidity would cause her hands to stick in my hair and yank my scalp until tears surfaced. And did tears come. There was rarely a day in my young existence where I didn’t cry, bitterly fight with my mom, or throw an all-out tantrum. We will write a custom essay sample on The Hair or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page But by the end of each twenty minute hair session, no matter my mood, a thick plait would pull every baby-fine wisp back into one or two French, Queen Ann, or herring bone braids, ending at the small of my back. While all the other children sported the no-fuzz bobs or shoulder length styles around the elementary school, either down or in a pony tail of their own design, I was a slave to my mother’s desire, rather resembling someone from a different century who suddenly had materialized on the playground, out of sorts. My friends used my hair as playthings, a bridle for the horse I had to be up and down the halls, an easy handle to grab my attention, a intricate mass to admire but never to imitate- no, my hair was too different for that. By 6th grade my scalp was well used to the pain, to hold the wait of another small girl pulling, but it never fully numbed the pain each morning I felt as my mother wove and un-wove it for what seemed like an eternity. One day my sixth grade class gave us the news: we were going on a week long camping trip! We squealed with delight at leaving the nest, to prove our independence. The kids with older siblings began divulging the fun their brothers and sisters had when they set up tents, lived off the land, and ran through the rain with little heed to any parents warnings. An entire week! An entire week of wearing our hand-picked clothes, our own food, our own toiletry routines without parents-I stopped short. The was no way I would be able to braid the entirety of my hair on my own. The moment I got home I told my mother. â€Å"I want my hair cut.† Surprisingly, she gave no argument to my explanation that I would need to pull my hair back on my own. We went to the salon the next day, and at the ripe old age of 12, I got my first real hair cut. At last, the shoulder length hair of my friends was my own. The hairdresser made a deep cut, and showed me the eleven inches that had just been severed . It was over. I stood up, and my head whipped around with such ease that it was comical. The next morning, I brushed my hair back into my first ponytail, and I skipped to school without having cried at all. My friends didn’t desert me without the odd playthings, instead, if anything I Was more accepted, and I soon found myself talking more and more. By 8th grade I was winning a student council office election, and the shy Cara was no more. It seemed my hair was more than just a decoration on my head, but it was something to be cut, to reveal someone ready to go forward independent.

buy custom Delta Air Lines essay

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Strengths and weakenesses of CHRIS21 HRIS system Essay

Strengths and weakenesses of CHRIS21 HRIS system - Essay Example The software that offers payrolls to the employees helps greatly in payment of employees (Schwalbe, 2009, 250). For example, availing payments to 2000 employees is a hectic exercise. This is because the employees’ turnover is large and enough scrutiny would not be enough. The HR benefits a lot in terms of saving time concerning payments. Talent Management software helps scrutinize on the capacities of the workforce effectively (Lic Books, 2010, 24). This is because the software can handle many employees within an exceedingly short duration. Handling of 2000 employees of a company would ensure that all of them are recognizable. Therefore, the exercise is fair and efficient to the company In addition, there is also the use of social software for the employees. This software is beneficial because it helps the employees to reach to each other and share ideologies. Moreover, the software helps the employee to socialize and share. This forum helps the employees to reconnect and have a sense of belonging. Any issues facing human resource have their scrutiny in this arena. For example, 2000 employees require to be socially reconnecting. This software enables employees get in contact. Two thousand employees is a great number that cannot get in touch manually. This is because employees have commitments that would derail them from meeting all the time. One of the disadvantages of this human resource software is the fact that the employer has no special contact with the employees. Dealing with employees using software means that this happens without any person turning up. Therefore, the employees do not have a [personal relationship with the employer. This makes them refute the fact that they are an exceedingly necessary resource for the company. The other disadvantage is that employees’ weaknesses are not recognizable. This is because software does

Intro to third sector Article Example | Topics and Well Written Essays - 1250 words

Intro to third sector - Article Example The leaders of diversity should be passionate enough to understand the issue and they themselves should have a faith on what they intend to preach. An organization that is at a height of its success must have diverse human resources and the employees should experience a sense of fulfillment while they are working in the organization. In order to manage the diversity issues the senior management must stress or lend their focus on deciding the policies or their implementation that will impact upon the working culture. They must focus on the needs that will meet the requirements of the workforce and will contribute in maximizing the productivity. Therefore some of the skills required for the decision makers are an understanding of the diversity concepts as well as acceptance of them, recognition that the concept of diversity is in built in every aspect of the management process, a rough understanding of their own culture or identities, the willingness to change or break through the chal lenges that exist among the different diverse groups. So it can be stated that diversity is an integral part of the process of management. Some of the challenges that might be faced by the decision makers are how to make the work more appealing to the workforce so that they do not feel monotonous, the recruitment process should be diverted and can be directed to target workers from different cultural backgrounds, eliminating the bias if any from the interview and selection process. There are some advantages or bottom line benefits from promoting workplace diversity. One thing should be kept in mind that retaining of employees can be more difficult than selecting them. This is more true in case of companies which has offices in different parts of the world and the isolated employees or the minority group may feel disconnected. IBM is such an organization that practices diversity leadership and encourages workplace diversity, non- discrimination and work life balance in the organizati on. Since its inception the company has presented several examples of this open-mindedness and the culture of the company is such that it makes a statement to the entire world about the way any business should be run. Discussion Instances of courageous diversity leaders are not uncommon in the world in different fields. For example Jackie Robinson being a sportsperson could preach the message to the entire community that people should take players in a team based on their talent rather than the color of their skin. It is the performance that matters to the individuals rather than the ethnicity and background from where they come from. There are many cases in IBM which proves that the company promotes the diversity in the behavior of the senior management and the employees. There are different cases of diversity that the companies face. First of all, there is gender discrimination in most of the organizations. Despite comprising half of the human population of the world, the companie s do not hire women in a consistent ratio compared to men. Discrimination exists in cases of promotion of women. Most of the top executives of the companies are men. Very few women are actually allowed to take part in the decision making process in the top management. Secondly, the world at present is a global village where people from different backgrounds and ethnicity work. Harmony

Comparitive politics Democracy Assignment Example | Topics and Well Written Essays - 1250 words - 1

Comparitive politics Democracy - Assignment Example This is during the cold war era that was a conflict between the US and the Soviet Union. The economy of Soviet Union was closed, and it was not democratic. Statistics reveals that in the periods of 1950s, in every four countries, one was a democracy (Peter Mair, 80). However, with the passage of time, most countries began to adopt democratic styles of governance. An example is Portugal, when it sought to introduce democracy in the year 1974. The period beginning 1974 is referred to as the Third Wave democracy. This period saw an increase in democratic transitions in Latin America, Europe, and the Asian Pacific countries like Taiwan and South Korea. Eastern European countries also began to introduce democracy and this is after Soviet Union collapsed. By the period of 1990s, there were approximately 100 democratic countries in the world. This brings us to the query, what is democracy? Democracy refers to a form of government whereby all eligible citizens of a state, are allowed to participate in its political process (Peter Mair, 82). The participation of citizens in this political process could either be direct or indirect. Most democratic states in the world have an indirect participation of their citizens. This involves a situation where their citizens elect a representative to either the parliament, or an institution of governance. This system is popular in Europe, with countries such as United Kingdom and France having a parliament, comprising of elected officials. The United States also has this type of system, with its senate and congress comprising of elected officials. Democracy is therefore a term used to denote a concept referred to as the rule of the people (Peter Mair, 82). Theoretically, democracy is a term that refers to the majority rule, in practice, this notion is false. An example is the Athenian traditional society, whereby only a selected group of people could participate in the political process. This is while

HSBC and Foreign Market Strategies

HSBC and Foreign Market Strategies 1. Introduction With assets of US $1,502 billion, HSBC Holdings is one of the largest banking and financial services organisations in the world.1 It provides a comprehensive range of financial services including personal financial services, commercial and corporate banking, investment banking and markets, private banking, and other activities. HSBCs international network comprised over 9,500 offices in 76 countries and territories in Europe, the Asia-Pacific region, the America, the Middle East and Africa. 1. 2. Literature Review What determines foreign market entry strategies? To answer this question, most existing literature has focused on the characteristics of the entering firm, in particular its resources and capabilities (Barney, 1991; Anand and Delios, 2002) and its need to minimize transaction costs (Buckley and Casson, 1976; Anderson and Gatignon, 1986; Hill, Hwang, and Kim, 1990). While resources and capabilities are certainly important (Peng, 2001), recent work has suggested that strategies are moderated by the characteristics of the particular context in which firms operate (Hoskisson et al., 2000; In particular, institutions—the ‘rules of the game—in the host economy also significantly shape firm strategies such as foreign market entry (Peng, 2003; Wright et al., 2005). In a broad sense, macro-level institutions affect transaction costs (North, 1990). However, traditional transaction cost research (exemplified by Williamson, 1985) has focused on micro-analytical aspects such a s opportunism and bounded rationality. As a result, questions of how macro-level institutions, such as country-level legal and regulatory frameworks, influence transaction costs have been relatively unexplored, remaining largely as ‘background. However, a new movement in research posits that institutions are far more than ancillary elements, and that institutions directly influence what resources a firm has at its disposal as it strives to develop and launch strategy. Nowhere is this point more clearly borne out than in emerging economies, where institutional frameworks differ greatly from those in developed economies (Khanna, Palepu, and Sindha, 2005; Meyer and Peng, 2005; Wright et al., 2005; Gelbuda, Meyer, and Delios, 2008). Given these institutional differences, how do foreign firms adapt entry strategies when entering emerging economies? Focusing on this key question, it can be argued that (1) institutional development (or underdevelopment) in different emerging economie s directly affects entry strategies, and (2) investors needs for local resources impact entry strategies in different ways in different institutional contexts. In essence, we advocate an integrative perspective calling not only for explicit considerations of institutional effects, but also for their integration with resource-based considerations. An analysis of theory developed specifically out of changes to global markets shows little development of the standard theories of market segmentation, differentiated pricing and appropriate distribution channels which underpinned local and domestic marketing theory. However, the literature over the past five years has shown a particular set of theoretical models specific to global marketing. Hollensen, S (2007) discusses the Upsalla International Model which suggests a sequential pattern of entry into international markets with an increasing â€Å"commitment† to overseas markets as the international experience of the firm grows. He contrasts this with a traditional approach of what is termed as the Penrosian tradition which returns us to the economy of scale and a cost-led approach working from the firms core competencies. Dunning (1998) suggests a similar Ownership-Location-internalisation (OLI) framework identifying an â€Å"ownership advantage† of establishing overs eas production facilities, a locational advantage which builds a logistics network around the overseas production and, finally, an internalisation advantage where it must be economical for a firm to utilise the previous two advantages rather than sell them to a foreign firm. Similar to the development of the standardisation-localisation model emerging to deal with the specific choices related to international market entry the identification of risk mitigation factors salient to international marketing has developed rapidly. Baker, M (1993) recognises the risk mitigation inherent in internationalisation, protecting the firm from adverse fluctuations in the national economic cycle. Hollensen, S (2007) concurs, outlining the ownership, operating and transfer risk in being attached purely to domestic markets. All of the literature, in short, is strong on identifying the risks of domestic-based marketing, however there is scant coverage of the specific risks of internationalisation 2.1 Factors Affecting Market Entry Models Comprehensive models are easily identifiable in the literature and cover diverse entry modes, total product offer, and maturity models, Hollensen, S (2007). Earlier literature is more product-based than market-led, as with Majaro, S (1993) who presents three approaches to entering a product onto the international market: the development of new products, the deletion of weak products and the modification of new products. Hollensen, S more or less deals with market maturity as a key consideration of entry. Two distinct models suggested here are the waterfall approach where the product is disseminated from advanced through developing to less developed countries and the shower approach where all three are simultaneously targeted where early market penetration is a goal. Overall, the literature is consensual on the fact that shorter product lifecycles are the salient feature of internationalised markets. 2.2 Internal Factors With assets of US $1,502 billion, HSBC Holdings is one of the largest banking and financial services organisations in the world.1 HSBC provides a comprehensive range of financial services including personal financial services, commercial and corporate banking, investment banking and markets, private banking, and other activities. HSBCs international network comprised over 9,500 offices in 76 countries and territories in Europe, the Asia-Pacific region, the America, the Middle East and Africa. It was a pioneer of modern banking practices in a number of countries. A growth oriented company from its earliest days, in 2000, HSBC decided to launch concrete strategies to attain market leadership in all sectors it operated in. Though the company was amongst the leading players in areas such as consumer finance, personal financial services, commercial and corporate banking, it also wanted to establish its presence in areas such as investment banking, mortgage, insurance and credit card business. To strengthen its product portfolio and geographical reach, the company embarked on an aggressive acquisition strategy. The focus was on areas where HSBC was either weak or did not have a presence. Simultaneously, the company launched an aggressive branding exercise to complement its growth strategy. The geographical reach of the bank could be estimated by its presence in form of the subsidiaries and franchises. It has nearly 200,000 shareholders in some 100 countries and territories. The shares traded on the New York Stock Exchange in the form of American D epositary Receipts. HSBC was also listed on the London, Hong Kong, New York, Paris and Bermuda stock exchanges. In late 1998, the Group adopted the HSBC brand and the hexagon symbol as a unified brand in all the markets where it operated. The bank adopted the tagline ‘Your world of financial services in 1999. With the new tagline, HSBC hoped to acquaint customers with the extent and the range of its financial services. The tagline and the unification of the business under one name emphasised the global reach of the group. In early 2000s, HSBC vigorously worked towards developing its banking and financial services to gain market leadership. In 2002, the HSBC changed the tagline to ‘The worlds local bank, the tagline emphasised the groups experience and understanding of a great variety of markets and cultures. The group chairman said ‘We are committed to making HSBC one of the worlds leading brands for customer experience.1 as part of the ‘Managing For Value Strategy In 1998, HSBC launched the above strategy to set the conditions for future success in a fast-changing market. The company hoped to beat the total shareholder return delivered by competing financial institutions. To do so, it needed to enter areas that promised returns that were higher than the risk-adjusted cost of capital. It decided to offer wealth management services, personal asset management and insurance services to its customers. Its objective was to cross-sell a wide range of products around the globe, including mortgages, insurance, mutual funds, and credit cards. As a first step, the company decided to eliminate bad growth strategies i.e. those which had failed to cover the cost of capital. As a part of its value-based profitability drive, it adopted several measures which targeted higher-value creation at the bank. Managers and staff adopted behavioural practices such as targeting high-net-worth customers through several prestigious credit card schemes, strengthened the sales culture of staff by ways of incentives and promoting client cross-referral across the different business divisions, running more loyalty programmes for customers to capture a greater share of creditworthy customers. Like some other companies, HSBC has also developed international programs with their own incentive and compensation systems, performance metrics, and opportunities to groom managers for global positions (Exhibit 3, on the next page). Such programs, which often provide training focused on tolerance and cultural awareness, aim to produce managers who are well versed in a companys distinctive capabilities but flexible enough to deal successfully with novel situations. These managers learn to distinguish the nonnegotiable aspects of a business model from those that can be modified as necessary. Ranbaxy, whose current CEO is British, is one of the companies working to develop this kind of global cadre. Its country managers move to new locations as soon as they are ready to assume larger challenges. 2. 3. External Factors 3.1 Barriers to market entry 3.1.1 Regulation Firms in regulated industries face a significant strategic dilemma when expanding abroad. On the one hand, established theory and practice recommend following a gradual, staged model of international expansion so as to minimize risks and cope with uncertainty (Johanson and Vahlne, 1977; Chang, 1995; Rivoli and Salorio, 1996; Guill ´en, 2002; Vermeulen and Barkema, 2002), that is, to overcome the so-called liability of foreignness (Hymer, 1976; Zaheer, 1995). On the other, the regulated nature of these industries tends to require a strong commitment of resources anda fast pace of entry into foreign markets. This is the case for three interrelated reasons. First,these industries tend to be highly concentrated, and they often exhibit certain features of the ‘naturalmonopoly.1 Second, entry may be restricted by the government, frequently under a system oflicenses. And third, the government may own significant parts of the industry. Under these circumstances, foreign entrants face strong incentives to commit large amounts of resources and to establish operations quickly, whenever and wherever opportunities arise, and frequently via acquisition as opposed to greenfield investment (Sarkar et al., 1999). Thus, the regulated and oligopolistic nature of these industries generates strong first mover advantages (Doh, 2000; Knickerbocker, 1973). Recent research in strategy argues that firms in regulated industries follow ‘asymmetric strategies in that they seek to defend their home-country position by preventing rivals from competing on a level playing field while pursuing entry into foreign markets as deregulation occurs. Given that deregulation has taken place at different moments in time and to different degrees from country to country, firms in regulated industries tend to follow a multidomestic strategy of foreign expansion, namely, they pick and choose which markets to enter depending on the specific circumstances A natural monopoly emerges when it is possible to exploit economies of scale over a very large range of output. As a result, the optimally efficient scale of production becomes a very high  proportion of the total market demand for the product or service. present in each foreign country, arranging their operations with a local rather than a global logic in mind, and engaging in limited cross-border coordination (Bonardi, 2004). Another distinctive feature of regulated industries is the role of the state as a shareholder. Some of the most active firms in regulated industries expanding abroad are former monopolies in which the state has or has had a controlling stake (Doh, Teegen, and Mudambi, 2004). 3.1.2 Cultural Barriers By September 2000, the Hong Kong operations of HSBC were falling behind in implementing the MfV strategy. The strategy set the goal of the bank doubling shareholder value over a five years through growth in its core businesses in addition to a massive reduction in operating costs. One major cost-saving initiative was the migration of the banks Network Services Centre (NSC) in Hong Kong to its new global processing centre in Guangzhou, a Chinese city on the mainland. Implementing this initiative which involved moving staff and resources to the Guangzhou Data Centre (GZC) came up against major operational and public relations issues. (MB) Technically, there were no major obstacles to the bank following a global trend in financial services; seeking economies of scale by moving back-office operations to lower cost areas. The average salaries of staff in the GZC were only 20% of those in the NSC. From this angle, moving professional positions to GZC and to HSBCs other new Indian global processing centre seemed perfectly in line with MfV objectives. Most duties were highly routine involving few important decision-making duties. Nevertheless, The staff, who were initially offered a choice to move or risk losing their positions, felt betrayed by the bank, since there was an expectation among the workers that dutiful service should be recognised with job security. 4. Market Opportunities available to HSBC 4.1.1. Micro-Financing With significant operations in the emerging markets and expertise in transactional solutions, and supported by our office network, services, processes, capital, and customer relationships, HSBC are well placed to serve the micro finance sector. The banks approach to this sector is based on commercial viability with high social benefit, with the aim of creating self-sustaining, stable financial services to help people out of poverty. HSBC integrate micro-finance activities Global Business and Organizational Excellence DOI: 10.1002/joe January/February 2009 17 with local business capabilities rather than as a separate business line. Following pilot projects in 2005, HSBC has engaged more closely with micro-finance enablers and MFIs on the ground to understand the principal issues facing the sector, and the findings have informed and shaped our priorities. HSBC is currently working with MFIs in Argentina, India, Mexico, the Philippines, Sri Lanka, and Turkey through our operations in th ose countries. The bank is at the forefront in arranging foreign investments into the country and deals for Indian companies investing overseas, and it is custodian of more than 40 percent of the foreign institutional investments (FIIs) in India, with total assets under management in India that exceed $5 billion. Although HSBC in India has 47 branches and 178 ATMs in 26 cities, it lacks a branch network and accessibility in rural areas, where the majority of Indias empoverished population lives. The rural poor need a diverse range of financial services, including credit and safe and flexible savings services, to run their businesses, build assets, stabilize consumption, and shield themselves against poverty. However, access to quality financial services in rural India is still heavily inadequate. Eighty-one percent of villages in India do not have banks within a distance of 2 km (1.2 miles); 41 percent of the population does not have a bank account; and available credit in rural are as meets just 10 percent of the actual need. Microfinance established a foothold in India during the 1990s, but this decade has seen rapid growth, with a distinct shift away from a â€Å"welfare† model toward a â€Å"business model† for delivering these services.Since it is quite expensive for HSBC in India to provide services directly to the rural poor, it lends funds to microfinance intermediaries, the MFIs that further on-lend the funds to the ultimate clients. HSBC in India established a team for microfinance under its Commercial Banking division in December 2007 and plans to eventually create regional-level teams to facilitate initiatives in their respective parts of the country. 4.1.2 North America Market Entry HSBCs initial motivation for its acquiring retail banks in North America and the UK was to diversify away from its home in Asia. After it acquired Marine Midland Bank and Midland Bank, HSBCs motivation may have changed subtly. It is becoming increasingly difficult for banks that are large relative to their home markets to grow at home. In many developed countries banking has become quite concentrated (Marquez and Molyneux, 2002). In response, policymakers in these countries have started to bar the banks from further domestic mergers and acquisitions. Some recent failed attempts in Canada are a case in point (Tickell, 2000). The only remaining possibility for growth then is cross-border. Interestingly, each of the owners of the largest subsidiaries of foreign banks in the US is disproportionately often the largest bank in its own home country (Tschoegl, 2002 and 2004). Assessing the viability of this strategy is the classic question of how a foreign firm competes against local firms t hat do not face any liability of foreignness (Zaheer, 1995), that is, costs that come from operating in a  foreign environment or at a distance. One issue then is whether having operations in contiguous countries represents a competitive advantage. Tschoegl (1987) and Dufey and Yeung (1993) have argued that where markets are well developed and competitive, there is no reason to expect foreign banks in general to be better than local banks at retail banking. At the same time there is evidence for the existence of a liability of foreignness vis-à  -vis the foreign banks host-country competitors  (Parkhe and Miller, 2002). Of course, there is also evidence that suggests that the liability is minimal (Nachum, 2003) or wanes over time (Zaheer and Moskowitz, 1996). However, these last two studies examine the liability in the context of corporate and wholesale banking markets. The liability may be more salient in the retail markets, where national differences between the home and host market are likely to be more profound.Demirgà ¼Ãƒ §-Kunt and Huizinga (1999) and Claessens et al. (2001) found that foreign banks tend to have higher margins and profits than domestic banks in developing countries, but that the opposite holds in industrial countries. Similarly, Dopico and Wilcox (2002) found that foreign banks have a greater share in under-banked markets and a smaller presence in mature markets. The implication is that one should not expect much in the way of cross-border mergers in commercial banking within developed regions. We can speculate that on the production side, differences in products  across markets and privacy laws appear to be limiting parents ability to consolidate processing. As far as depositors are concerned, there seems to be little value to having an account with a bank that operates in other countries, especially now that travelers can draw cash from networked automated transaction machines (ATMs). HSBC does have a service for wealthy indivi duals-HSBC Premier-that provides for such crossborder advantages as transfer of an individuals credit rating when they relocate, and some other services. However, these facilities are not available to ordinary accounts. The literature on trade flows is instructive here; the evidence on NAFTA has shown that borders have a substantial damping effect on trade flows (McCallum, 1995). In North America HSBC is even poorly positioned to take advantage of the one form of cross-border retail banking that is currently drawing attention: remittance flows from Mexican workers in the US. Although HSBC now has a strong presence in Mexico, it has almost no offices in California or other US states with large populations of Mexican immigrants. By contrast, Bank of America, which is the largest bank in California and is present in many other US states, in 2002, bought a 25 percent stake in Santander-Serfin, Santanders subsidiary, which has amalgamated Mexicos oldest and third largest bank. If there is little reason to believe that HSBC benefits from cross-border demand or production effects, what is left as a source of advantage? One candidate is what Kindleberger (1969) has called â€Å"surplus managerial resources.† When a bank such as HSBC can no longer grow at home, it may find itself with a management team that is underemployed in terms of the demands on its time. The bank may then choose to grow abroad when it can combine these surplus resources with what Berger et al. (2000) call a global advantage. Berger et al. argue that some US banks succeed in the competition with local banks elsewhere in the world simply by being better managed. In their survey of the literature on productivity, Bartelsman and Doms (2000) draw several stylized lessons, among them that firms differ in their productivity and that this difference may persist for years. Obviously, not all US banks necessarily partake of the advantage of better management and by contrast some non-US banks may. HSBC may simply be one of these. As Nachum et al. (2001) point out, the competitiveness of firms depends on the kind of assets that firm s can transfer internally from country to country, but that are difficult to transfer from one firm to another, even within a country. Still, it is, unfortunately, extremely difficult to measure an intangible asset as subtle and hard to define as better management (Denrell, 2004), especially when, as recent events have shown, stock market performance or accounting measures are of doubtful reliability. HSBC began its growth in North America by acquiring failed and weak banks. In effect, shareholders lacking a comparative advantage relative to HSBC, with respect to owning and governing given banks or branches (Lichtenberg and Siegel, 1987), sold them to HSBC. Generally, growth by acquisition is difficult to execute and as a strategy it is vulnerable to problems of over-reach due to managerial hubris (Roll, 1986; Baradwaj et al., 1992; Seth et al., 2000). Peek et al. (1999) found that generally the US subsidiaries of foreign banks have not done well. The poor performance of foreign bank subsidiaries was a result of the foreign banks acquiring poorly performing US banks and being unable to improve their performance sufficiently within the period that the authors examined. (One cannot arrive at strong conclusions from studies of the profitability of subsidiaries. Banks transfer profits across borders (Demirgà ¼Ãƒ §-Kunt and Huizinga, 2001), and foreign banks may prefer to book some bu siness from their headquarters (Peek and Rosengren, 2000).) Still, HSBCs operations in the US and Canada are survivors of a winnowing process that saw other banks from Canada, Japan, the UK and the US sell their Canadian or US subsidiaries, in some cases to HSBC. As Mitchell and Shaver (2003) show with respect to firms in the US medical sector, firms differ in their ability to absorb and manage business on a continuing basis. They use the biological metaphor of predation and their evidence is consistent with the idea that some predators are better able to target desirable prey and better able to overpower the prey they target. HSBC appears to have found that it is one such successful predator. One may surmise that HSBC initially chose to acquire weak banks as much out of necessity as design. For any given size, a profitable bank will cost more than an unprofitable one, and to achieve its goal of diversifying, HSBC needed to acquire large banks. Now that HSBC is one of the worlds lar gest banks, whether one measures by market capitalization or total assets, it has more leeway. Conclusion Assuming that there is a positive relationship between marketing spend and market share, marketing activities, if well-targetted should have a incremental impact on market share. However, this does not always seem to hold true within the â€Å"big four† banks. Barclays and HSBC both developed their market share by 1% between 1995 and 2000, in spite of greatly varied levels of investment in marketing. Lloyds TSB market share fell by 2% although the bank spent significantly more than either Barclays or HSBC while NatWest and RBS have both declined by 4% despite having a collective expenditure of more than double Barclays. This perhaps, at least partly, explains why HSBC has adopted a highly acquisitive strategy, realising that, although the core brand is strong, customer recognition may have saturated, therefore integrating both fresh brands into subsidiaries in tandem with launching new, retail-focussed services, keeps the proposition fresh. Recommendations With the disproportionate focus on retail banking, HSBC has yet not come over as a major player in investment banking. However, with the wave of recent milestone deals during over the last three years, the bank is beginning to emerged as an investment banking brand. HSBC played a central role in two of Europes biggest-ever merger and acquisition deals i.e. Mittal Steels hostile bid for Frances Arcelor and German utility company E.Ons offering for Spanish rival Endesa. However, the development in the direction of investment banking requires some acceleration as the retail ban king sector continues to be heavily impacted by the sub-prime mortgage fallout and credit tightness. The bank has been planning to further enhance its business in the UK by investing  £400m in retail and commercial distribution network and setting up 500 new ATMs, 250 new Express terminals, however this is has not yet materialised and may be badly-timed if implemented within the year. HSBC has considered the Asian region as its major focus area and it can expect a bigger share from the Asia-Pacific region in the future. In early 2007, Asia-Pacific, the Americas (including South America) and Europe each contributed one third in HSBC groups overall bottom line. Bibliography Amel, D., Barnes, C., Panetta, F.,Salleo, C. (2004). â€Å"Consolidation and efficiency in the financial sector: A review of the international evidence,† Journal of Banking and Finance, Vol. 28, No. 10, pp. 2493-2519. Anand J, Delios A. 2002. Absolute and relative resources as determinants of international acquisitions. Strategic Management Journal 23(2): 119-134. Barney JB. 1991. Firm resources and sustained competitive advantage. Journal of Management 17: 99-120 Baradwaj, B.G., Dubofsky, D., Fraser, D.R. (1992). â€Å"Bidder Returns in Interstate and Intrastate Bank Acquisitions,† Journal of Financial Services Research, Vol. 5, No. 3, pp. 261-73 Berger, A., DeYoung, R., Genay, H.Udell, G. (2000). â€Å"Globalization of financial institutions: Evidence from cross-border banking performance,† Brookings-Wharton Papers on Financial Service, Vol. 3 Buckley PJ, Casson MC. 1976. The Future of the Multinational Enterprise. Macmillan: London, UK. Buckley PJ, Casson MC. 1998. Analyzing foreign market entry strategies: extending the internalization approach. Journal of International Business Studies 29: 539-562 Demirgà ¼Ãƒ §-Kunt, A.,Huizinga, H. (1999). â€Å"Determinants of Commercial Bank Interest Margins and Profitability: Some International Evidence,† World Bank Economic Review, Vol. 13, No. 2, pp. 379-408 Denrell, J. (2004). â€Å"Random Walks and Sustained Competitive Advantage,† Management Science, Vol. 50, No. 7, pp. 922-934 Dopico, L.G., Wilcox, J.A. (2002). â€Å"Openness, profit opportunities and foreign banking,† Journal of Financial Markets: Institutions and Money, Vol. 12, No. 4-5, pp. 299-320 Dufey, G.,Yeung, B. (1993). â€Å"The Impact of EC 92 on European Banking,† Journal of Financial Management, Vol. 2, No. 3-4, pp. 11-31 Gelbuda M, Meyer KE, Delios A. 2008. International business and institutional development in Central and Eastern Europe. Journal of International Management 14(1): 1-11 Greve, H.R. (2003). â€Å"Why are there so many multiunit organizations?† Strategic Organization, Vol. 1, No. 1, pp. 109-115 Hackethal, A. (2001). â€Å"Strategic Groups in European Commercial Banking,† German Economic Association of Business Administration DP01-19 Hensel, N.D. (2003). â€Å"Strategic Management of Cost Efficiencies in Networks: Cross-Country Evidence on European Branch Banking† European Financial Management, Vol. 9, No. 3, pp. 331-360. Hill CWL, Hwang P, Kim WC. 1990. An eclectic theory of international market entry mode. Strategic Management Journal 11(2): 117-128. Hoskisson RE, Eden L, Lau CM, Wright M. 2000. Strategy in emerging economies. Academy of Management Journal 43: 249-267 Ingram P, Silverman B. 2002. Introduction. In The New Institutionalism in Strategic Management (Advances in Strategic Management) (Vol. 19), Ingram P, Silverman BS (eds). JAI Press: Greenwich, CT; 1-30 Khanna T, Palepu K. 2000. The future of business groups in emerging markets: long run evidence from Chile. Academy of Management Journal 43: 268-285 Lichtenberg F.R.,Siegel, D. (1987). â€Å"Productivity and Changes in Ownership of Manufacturing Plants,† Brookings Papers on Economic Activity, Vol. 3, pp. 643-73 McCallum, J. (1995). â€Å"National Borders Matter: Canada-U.S. Regional Trade Patterns,† American Economic Review, Vol. 85, No. 3, pp. 615-623 Meyer KE. 2006. Asian management research needs more self-confidence. Asia Pacific Journal of Management 23: 119-137 Nachum, L. (2003). â€Å"Liability of Foreignness in Global Competition? Financial Service MNEs in the City of London,† Strategic Management Journal, Vol. 24, No. 12, pp. 1187-1208 North D. 1990. Institutions, Institutional Change, and Economic Performance. Norton: New York Peek, J., Rosengren, E.S., Kasirye, F. (1999). â€Å"The poor performance of foreign bank subsidiaries: Were the problems acquired or created?† Journal of Banking and Finance, Vol. 23, pp. 579-604 Roll, R. (1986). â€Å"The Hubris Hypothesis of Corporate Takeovers,† Journal of Business, Vol. 59, No. 2, pp. 197-216 Seth, A., Song, K.P., Pettit, R. (2000). â€Å"Synergy, Managerialism or Hubris? An Empirical Examination of Motives for Foreign Acquisitions of US Firms,† Journal of International Business Studies, Vol. 31, No. 3, pp. 387-405 Tschoegl, A.E. (2001). â€Å"Foreign banks in the United States since World War II: A useful fringe,† in Jones, G., Gà ¡lvez-Muà ±oz, L. (Editors), Managing Foreign Business in the US. London: Routledge, pp. 149-168 Tsui A. 2004. Contributing to global management knowledge: a case for high quality indigenous research. Asia Pacific Journal of Management 21(4):491-513 Williamson OE. 1985. The Economic Institutions of Capitalism. Free Press: New York Wright M, Filatotchev I, Hoskisson RE, Peng MW. 2005. Strategy research in emerging economies: challenging the conventional wisdom. Journal of Management Studies 26: 1-34 Zaheer, S. Mosakowski, E. (1996). â€Å"The Dynamics of the Liability of Foreignness: A Global Study of Survival in Financial Services,† Stra

Like the Government and Corporations, Man Essay examples -- American S

When I first read the â€Å"The Power Elite† by C. Wright Mills, I saw the title and immediately approached it cautiously. I am a born skeptic, and to me the title conjured images of hippies passing around reefer talking about like, the Illuminati man. However as I read Article 56, chapter 13 of Understanding Society: An Introductory Reader, I was struck by rationally Mills approaches a complex and controversial subject. Particularly effective is his systematic approach of breaking his thesis down into observable facts and logical ideas. â€Å"The Power Elite† begins by defining who or what a power elite is. Mills then examines the crucial areas they dominate as well as the system that exists to support and propagate their influence. He ends by examining the situations that led to the creation of the power elite, how institutions contribute to their formation, and the historical context of the ever increasing concentration of power that has made this status possi ble. As I read this article many passages and ideas seemed to jump out at me. The first is when Mills seeks to define who the power elite are and how they perceive themselves. Mills defines the power elite rather broadly, â€Å"They rule the big corporations, they run the machinery of the state...they direct the military establishment† (Anderson et al. Page 465). However, it is what Mills says next that struck me as particularly poignant. He explains that the power elite do not actually see themselves as particularly powerful. Instead he says that they, â€Å"are uncertain about their roles† and that â€Å"No matter how great their actual power, they tend to be less acutely aware of it than to the resistances of others to its use† ( Anderson et al. Page 465). I find it humorous and some... ...posure of high level politicians, which is still incredibly disproportionate to the amount of influence they have, most of the power elite are unknown outside of the circles of their colleagues and those in the know within their respective fields. In essence, the power elite have had such an influence on pop culture, and their celebrity distractions are so effective, that the general population no longer cares about the huge decisions and possible ramifications that are made for them on a daily basis. One is often left to wonder how much more Fahrenheit 451-ish our society can get. References: Andersen, Margaret et al, comp.Understanding Society: An Introductory Reader. 4th ed. Belmont, CA: Wadsworth, 2011. 464-468. Print. Kendall, Diana.  Sociology in Our Times. 8th ed. Belmont, CA: Wadsworth, 2010. 166-179. Print.

A raisin in the sun coursework Essay

In this essay I am going to analyse how Lorraine Hansberry presents the transformation of Walter in the play ‘A raisin in the sun’. The pages I’m going to concentrate on are pages 1787 and 1788. A raisin in the sun portrays a few weeks in the life of the Youngers, an African-American family living on the South Side of Chicago in the 1950s. When the play opens, the Youngers are about to receive an insurance check for $10,000. This money comes from the deceased Mr. Younger’s life insurance policy. Each of the adult members of the family has an idea as to what he or she would like to do with this money. The matriarch of the family, Mama, wants to buy a house to fulfil a dream she shared with her husband. Mama’s son, Walter Lee, would rather use the money to invest in a liquor store with his friends. He believes that the investment will solve the family’s financial problems forever. Walter’s wife, Ruth, agrees with Mama, however, and hopes that she and Walter can provide more space and opportunity for their son, Travis. Finally, Beneatha, Walter’s sister and Mama’s daughter, wants to use the money for her medical school tuition. She also wishes that her family members were not so interested in joining the white world. Beneatha instead tries to find her identity by looking back to the past and to Africa. Later on in the play, the Youngers fight over their competing dreams. Ruth finds out that she is pregnant and starts to worry about the financial problems that may happen if she keeps it. Mama puts $3,500 down payment on a house and gives $6,500 to Walter from which he has to give Beneatha some for her medical school tuition. Walter on the other hand doesn’t give Beneatha her share of her money, instead gives it to Willy his friend who runs away with it. The house is in Clybourne Park, an entirely white neighbourhood. When the Youngers’ future neighbours find out that the Youngers are moving in, they send Mr Lindner, from the Clybourne Park Improvement Association, to offer the Youngers money in return for staying away. The Youngers refuse the deal. In the meantime, Beneatha rejects her suitor, George Murchison, whom she believes to be shallow and an assimulationist. Subsequently, she receives a marriage proposal from her Nigerian boyfriend, Joseph Assegai, who wants Beneatha to get a medical degree and move to Africa with him. The Youngers eventually move out of the apartment, fulfilling the family’s long-held dream. Their future seems uncertain and slightly dangerous, but they are optimistic and determined to live a better life. They believe that they can succeed if they stick together as a family and resolve to defer their dreams no longer. Various stage directions are used to show Walter’s feelings for example, when Ruth informs Walter that Mr Lindner is here ‘a long minute passes and Walter slowly gets up’ from his room. This shows that Walter is not eager to meet Mr Lindner so he takes his time. When Walter ‘slowly and awkwardly’ walks out of his room ‘passing the back of his sleeve across his mouth from time to time’ makes him seem as if he is a small chid who is sloppy and awkward. This is how he behaves throughout the play and shows the childish side of him. When Walter ‘looks down at his boys eyes’ he realises that Travis is the 6th generation in his family to live in America and should look to set an example for future generations. While Walter talks to Mr Lindner ‘he looks around and shifts from one foot to the other’ and makes short pauses in his speech showing that he is unsure and frightened about speaking out aloud in front of his family. He tries to get the point across that they are ‘very plain people’. Walter again looks away from Mr Lindner and ‘down at his shoes’ and then back up at him. This shows that he can’t maintain eye contact with Mr Lindner. This makes Walter feel shy because he is speaking to someone who is higher classed and who he feels is superior to him. He again tries to get the point across that they are plain people by telling Mr Lindner their current situation such as how he has been ‘a chauffer’ most of his life and how Ruth is a domestic worker in people’s kitchens. All this confuses Mr Lindner as he doesn’t know what Walter is trying to get across instead he listens to him and see what he has got to say. Walter now starts to tell Mr Lindner how his father ‘almost beat a man to death once because this man called him a bad name or something’. Walter asks Mr Lindner if he knows what he is talking about, he replies ‘no, I’m afraid I don’t’ this makes Walter feel as if he is the only one that understands what it feels like so he gains confidence in himself and straightens up. Walter tries to get another point across by saying that he came from people who had a lot of pride and now they don’t have the same pride. Walter tries to make out that they are still very proud and how his sister is going to be a doctor. Walter contradicts himself as in the beginning when he was arguing with Beneatha he mentioned that being a doctor is more of a males’ role and she wouldn’t be able to become one. Walter now starts to cry while facing Mr Lindner ‘eye to eye’ this makes Walter feel bad about what he has done with the money. Walter now decided to tell Mr Lindner that they are moving into the house because his father had ‘earned it’. This shows that Walter has recognised his responsibility and best interest for his family at heart. Walter’s character has evolved from a young child into manhood making him a hero of the family. Walter now has all the confidence to look Mr Lindner ‘absolutely in the eyes’ and tell him ‘we don’t want your money’. Walter finishes with a very definite statement. Doing this makes Mr Lindner feel as he is an obstruction and so should leave. The family are all excited about the wise decision Walter has made. The audience feel that in the beginning of the play Walter is selfish and money hungry because he doesn’t listen to any member of his family and only thinks about trying to get rich quickly. In the end Walter had realised what a fool he had been after losing the money his mother had trusted him with. Now he should listen to his families needs and do what he thinks is right. By making the wise decision of moving into the house he makes the audience feel as if he has become a true man and a hero to his family. Walter is virtually a new person now which people like more than what he was before. The character of Mr. Lindner makes the theme of racial discrimination prominent in the plot as an issue that the Youngers cannot avoid. The governing body of the Youngers’ new neighbourhood, the Clybourne Park Improvement Association, sends Mr. Lindner to persuade them not to move into the all-white neighbourhood. Mr. Lindner and the people he represents can only see the colour of the Younger family’s skin, and his offer to bribe the Youngers to keep them from moving threatens to tear apart the Younger family and the values for which it stands. Ultimately, the Youngers respond to this discrimination with defiance and strength. The play powerfully demonstrates that the way to deal with discrimination is to stand up to it and reassert one’s dignity in the face of it rather than allow it to pass unchecked. In my opinion I think Walter is like any other American- African in that time. He believes that money is the only thing he needs to solve all his problems but little does he know that he needs to listen to his family and not just himself. I also think that all the male roles such as Willy and his friends are bad influences on Walter as they persuaded him to give them his money which they ran off with. However the female roles such as mama and Ruth were a good influence as they all stuck together even when Walter was against them and helped Walter to see what he is throwing away. Lorraine Hansberry is trying to say that Black people in the 1950s experienced a life of discrimination in one way or another. They got here today by having defiance and strength in themselves. Even though they were not treated as equals by some white people, however they made a stand which gave them dignity and the power to be treated as equals. Though black people try to fit into a white neighbourhood they should still remember their roots and how they got here.

Choose a character from Everyman Essays

Choose a character from Everyman Essays Choose a character from Everyman Paper Choose a character from Everyman Paper Choose a character from Everyman. How does this character reflect one or two themes from the text?  Everyman is a medieval play written by an anonymous author. The central theme of the play is that when the time to leave the world is approaching, an individual may end up being betrayed by his or her family and friends, and only good deeds is important at the end. God and religion are also important aspects in this Middle Age drama, because it portrays Everyman’s progress from fear of death to a â€Å"Christian resignation that is prelude to redemption† (115). The characters in the play consist of subjects, verbs, and objects. The main character in the drama is Everyman, but the name is a representation of mankind in general. Everyman asks other characters to follow him on his journey to death. Firstly, Everyman goes to Fellowship who is his friend, but the first to forsake him by suggesting drinking or socializing with women instead of going on journey of death. Secondly, he asks his family members, Kindred and Cousin, to join him on his journey. However, Kindred and Cousin are disloyal to Everyman by reminding him of the things he has never done for them. Thirdly, Everyman refers to Goods, which are Everyman’s belongings. However, he is disappointed to find out that he cannot take his material possessions with him to his grave. Fourthly, Everyman calls upon Good Deeds. Good Deeds is unable to accompany Everyman immediately, but recommends first going and speaking to knowledge. Lastly, Everyman takes Good Deed’s advice and goes to Knowledge. Knowledge leads Everyman to Confession in order for Everyman to acknowledge his sin and be forgiven. Good Deeds rises again and Everyman asks Good Deeds, Beauty, Strength, Discretion, and Five Wits to join him on his journey to death. Although they all agree and follow him, they run away when they approach his grave except for Good Deeds. Therefore, by closing of the play the audience can conclude that Good Deeds is the only character who did not betray Everyman. In conclusion, Everyman is a medieval theater piece that teaches a lesson to the readers about the importance of life, which is that the things an individual does for others during his lifetime are what counts at the end of one’s life. Everyman first thought his family, friends, and belongings would be there when he dies, but realizes that none of that matters when life ends.

The mess gets worse at the Hanfords nuclear site

The mess gets worse at the Hanfords nuclear site Article review: The mess gets worse at the Hanford’s nuclear siteAdvertising We will write a custom essay sample on The mess gets worse at the Hanford’s nuclear site specifically for you for only $16.05 $11/page Learn More Introduction In order to understand the current issues concerning human resource management, it is necessary to review the safety management systems of companies. This analytical treatise attempts to explicitly review the article, â€Å"the mess gets worse at the Hanford’s nuclear site†, in order to identify the employees safety concerns in relation to OSHA and safety act. Article Summary Written by LaFlure on behalf of the NBC News, the article explores the safety concerns that have been raised by employees of the Hansford nuclear site owned by the government. The main safety concern identified by the employee included the exposure to toxic waste materials from the leaking tanks in the nuclear disposal units. I nstead of addressing the safety concern as stipulated in the OSHA act, the management of the Hansford nuclear site responded by dismissing the technical and research manager for raising the safety fear. According to the dismissed technical and research manager, the decision organ at the Hansford nuclear site ignored all the safety warnings he sounded. Instead, the senior management team responded by pushing aside the safety evaluation findings in the safety report. This action was against the OSHA rules which recommend investigation and appropriate action against any safety concerns. The decision exposed three hundred employees to health and safety risks, such as toxic wastes. Such exposure might have led to health complications such as cancer, skin, and lung infections (LaFlure, par 15).Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Lesson learned The main purpose of safety man agement plan in any organization is to provide it with strategies and measures that empower the company to be able to consistently identify and manage health and safety risks, to reduce any potential for accident. The written safety management plan is important in ensuring that organizations comply with the numerous safety and health regulations stipulated by the OSHA act and other agencies that are responsible for governing safety and health at the workplace. Moreover, the safety management plan serves as a basis of the vital framework of organizational commitment to shared safety responsibilities among the administrators and employees. Unfortunately, the safety management plan was not proactively implemented at the Hanford nuclear site. The nuclear site must have dealt with the safety breach when the situation had deteriorated. Relation to course content As we learned in the class module, there are indispensable sets of safety plans that are reviewed, produced, and updated to ensu re continual safety of members of an organization. The safety management plans are developed to detail how the safety is going to be managed between the supervisors and the employees. However, in the case of the Hanford nuclear site, it failed to recognize safety at the individual level. Besides, occupational health and safety must be managed in a systematic way. However, the management of the system safety depends on the size and nature of an organization. It is important to identify the hazards, establish what might be the cause of the hazards, and assess the risks if necessary.Advertising We will write a custom essay sample on The mess gets worse at the Hanford’s nuclear site specifically for you for only $16.05 $11/page Learn More This process is vital in understanding the nature of the harm, its severity, and the likelihood of its reoccurring. Apparently, the nuclear site failed to recognize the hazards. Conclusion Risk control engagement is the most efficient measure to curb any possible hazard in work environment. Risk control assessments are done to ascertain that safety procedures are working as required by the OHS standards. The Hanford nuclear site must remain accountable to the employees’ safety concerns within the boundaries of the OSHA and safety act. LaFlure, Rebecca. The mess gets worse at the Hanford’s nuclear site. 18 Nov. 2013. Web. https://publicintegrity.org/national-security/the-mess-gets-worse-at-hanfords-nuclear-site/

E-Commerce Essay Example | Topics and Well Written Essays - 500 words - 1

E-Commerce - Essay Example Considering the business nature of Whalen Clean and Tidy which provides cleaning services to local office buildings, setting up a website to targeted audience could involve extensive online marketing approach to gain both offline and online visibility. Since this kind of business is not that much common, the site to be created needs to be noticed by customers. To do this marketing, we can apply these approaches: Search Engine Placement and SEO – Search engine is a standard way to find any Internet site and of which includes online shopping sites. A large number of online shoppers utilizes online search engines (e.g. Google, Yahoo!, MSN, etc.) to find their products, services and any desired information about a thing. Conventional Advertising – this may include advertising in TV, newspapers, etc. Using this type of advertising may not seem soothing with the Internet address as its statement. Apparently, still online business recommends this traditional way. Exchange Links – Outbound links from other relevant site referrals can boost you search engine rankings and exposure. Links are included on a variety of other sites with a variety of deals being done. It is also important to consider the website usability; this should conform to the web standards which will allow customers browse the site with ease. Order processing should also be processed online, orders or bookings for cleaning services which is basically linked with a back-office system. Payments for booking can be done on different modes – cash, check, or credit cards. Considering payment processing and posting bookings, security is now a primary concern since online payments are offered. This ensures customers that the transaction online will be secured and confidential. This will help them increase trust and confidence in doing business with you. The necessity of these elements is of high

Analyses of the Website Gutteridge Haskins and Davey Essay

Analyses of the Website Gutteridge Haskins and Davey - Essay Example The essay "Analyses of the Website" talks about the GHD website (Gutteridge Haskins & Davey, ghd.com/australia) that represents an international network of engineers, architects, and environmental scientists. The paper also analyzes the website's audience and if the website effectively communicates to it. GHD website serves multiple purposes. It shares information to its present and prospective clients. It gives a complete detail to anyone who will open the website, about its history, its values, and the various projects it has undertaken. It also attracts Human Resource from its website where job-seekers can find job opportunities. The website also invites users to give their feedback and is a medium to contact them. One thing written on the homepage of the website is â€Å"At GHD, we think beyond tomorrow to anticipate future challenges† which shows their concern for taking business seriously and representing the company’s values. Dechernatony and Mc Donald say that a corporate brand must give a clear picture and should personify the value of the organization. Hence another purpose is to build its corporate brand on an international level. So that when anyone wants to know about GHD, they would get a clear picture of the organization and its strong brand from its website. The purpose of the website is clearly in-line with the kind of business they are in. GHD is a consultancy firm and for such firms, it is best to provide information about the business to clients or any users of the website. While developing a website, one of the first things that a business needs to ask itself is the target audience. The organization needs to develop personas for the different target audience and then analyse how this audience is going to reach out its website (Jacobson 2007). The target audience for GHD’s website are the present and prospective clients, and the prospective employees. The first target audience refers to businesses and organizations who are working in the areas of water, transportation, environment, energy and resources, property and building. Therefore clients in the area of water refer to organizations dealing with water utilities and other water related services. In the area of environment, the business serves and the website attracts privat e organizations, government organizations and authorities. Furthermore government organizations and authorities look forward to consultancy from GHD in the area of transportations. Similarly the website also attracts audiences from different government and private organizations in the area of energy & resources, and building & property. This