Successes And Failures Of The French Revolution And The...

Ariel Snellings Professor Thomas HIS 223 14 September 2015 Successes and Failures The French Revolution and the Industrial Revolution are both meaningful revolutions that altered the English and French citizens permanently during the end of the eighteenth century. They undoubtedly contrast in the ways in which they occurred and the reasons why they developed. However, both the French Revolution and Industrial Revolution have ways in which they succeeded as a revolution, as well as obvious failures. The Industrial Revolution and French Revolutions bittersweet consequences can be generalized into the aspects economics, societal changes, and lifestyle. To start with, the French Revolution was provoked by many things, two being the unfair taxes placed on the commoners by the government after the Seven Years War, and the resentment of the privileges given to the clergy and nobility. The third estate, also known as the commoners, were tired of being ignored and pushed away from topics that were negatively affecting them more than the first and second estate. The King had been spending money on his own expenses, and could not get France out of their economic crisis. There were price rises in bread and other items, causing the third estate to starve due to their inability to afford these items. The poverty, hunger, and anger led them to successfully overthrow the monarch (Text, 461-466). One of the many successes coming from overthrowing the monarch is theShow MoreRelatedDiscuss the successes and failures of the Weimar republic from 1919 to 19292058 Words   |  9 Pages1919 to 1929 had many successes and failures, starting in chaos and ending in relative stability. However, due to individual perspective these successes and failures were often viewed as both successes and failures- not either. 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Analysing Gender Roles in Billy Elliot - 1306 Words

Analyzing Gender roles in Billy Elliot Billy Elliot, directed by Stephen Daldry, is a film taken place in England during the mining workers riot. Set against the background of the 1984 Miner s Strike, Billy Elliot is an eleven year old boy who stumbles out of the boxing ring and onto the ballet floor. He faces many trials and triumphs as he strives to conquer his family s set ways, inner conflict, and standing on his toes!. Between Billy and his family the relationship is a complete exemplification to the idea of gender role stereotypes. With Jackie (his father) being a typical hard man who sees no prospect outside of the mining industry, and Tony (his brother), who possesses a great deal opposition towards†¦show more content†¦Not only did Mrs. Wilkinson institute the foundation Curiel 4 for Billy s success but she is one of the few that promote the custom role Billy creates. with the teachers help Billy is able to travel to a ballet school and accomplish his dream. The other character in the story that develops similar traits to Billy is his best friend George .

Lowering The Legal Drinking Age To 18. free essay sample

Essay, Research Paper Lowering the Legal Drinking Age to 18 The legal imbibing age in the United States is set at twenty-one old ages of age. I believe that sing 21 as the legal age of adulthood is pathetic. Who is to state that merely because an person is 21 agencies that they are mature plenty to devour intoxicant in a responsible mode? Changing the legal imbibing age to eighteen should be enforced. Eighteen year-old persons can take on many grownup duties, but they do non hold the right to devour intoxicant. Many feel this is unjust and biased. There is a enormous contention over whether to maintain the legal imbibing age at 21, or to take down it to the legal age of maturity, 18. Congress passed the National Minimum Purchase Age Act in 1984. This jurisprudence was passed to promote each province to alter their legal imbibing age to twenty-one old ages of age. The Congress believed that if they raised the lower limit imbibing age that it would salvage a important figure of lives. We will write a custom essay sample on Lowering The Legal Drinking Age To 18. or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page They figured that a 21 twelvemonth old individual was more mature than the mean 18 year-old. That, in my sentiment, was a immense error. Just because a individual lives to be 21 does non find how mature they are. For illustration, there are many adolescents in the universe that are well more mature than the mean 21 year-old. The finding of legality in imbibing should non be age, but instead adulthood and ability to manage duty. The 21 limitation seems out of day of the month in today? s society. Many parents of today? s adolescents were lawfully allowed to imbibe at the age of 18. Today? s adolescents face more duty and are treated much otherwise from the manner their parents were treated. If 21 is considered so mature, so why is 18 considered an grownup? At the age of 18, an person can vote, function on a jury, remain out without a curfew, leave place, thrust, fume, purchase arms, engage in fiscal contracts, fornicate, get down a household, be sent to adult prison, fall in the ground forces, and dice for this state. If an 18 year-old can be held to so many duties, so it seems unjust to state that they are non old plenty to imbibe. At 18, a individual can even hold a closed container of intoxicant in their ownership, but they can non imbibe it. That is absurd! Puting the legal age to buy and devour intoxicant is unrealistic in today? s manner of life. Forbiding the sale of intoxicant to people under the age of 21 may do wonts such as orgy drin male monarch and intoxicant maltreatment. It merely causes a rebellion. Keeping the age at 21 makes it look as if an 18 year-old is non a existent grownup. Drinking is so viewed as a glamourous activity since it is merely for grownups. Then, in rebellion, those minor will merely happen a manner around it. For illustration, many have fake designation cards, steal intoxicant from their parents? spirits cabinets, or even put another individual in hazard by inquiring person whom is 21 to illicitly buy the intoxicant for the minor drinkers. This sort of fallacious attitude does non promote responsible imbibing wonts. In add-on, this gives immature persons the impulse to imbibe even more when they get older so that they could do up for their alleged lost clip, therefore doing alcohol addiction. The statement against altering the legal imbibing age has many issues. Surveies show that there was a thirteen- per centum diminution in the figure of single-vehicle nighttime clangs among 18 through 20 year-olds after the imbibing age was raised to 21. I believe that there will ever be people that will imbibe and drive, and there is nil anyone can make to wholly halt it. The reply is non to raise the imbibing age, but instead to educate more exhaustively the dangers of imbibing intoxicant to the young person. The United States is one of the few states with such a prohibitory imbibing age. In Europe, adolescents learn how to imbibe bit by bit, non overly. In France, Spain and Portugal, the per capita ingestion of intoxicant is greater than in the United States, but the rate of alcohol addiction and intoxicant maltreatment is still lower. That is the consequence of educated and gradual imbibing. Learning how to imbibe in a safe and moderate mode is more of import than worrying about the age of the person. I believe that the statements that were made every bit far as the figure of auto clangs there were after the legal imbibing age was raised was simply a happenstance. Peoples of all ages get into auto accidents. Alternatively of curtailing the 18 year-old grownups, the authorities should put up ways to better educate the populace of the dangers and duties that come with imbibing. The statements against take downing the age of the National Minimum Purchase Age Act are deficient compared to the benefits of holding the imbibing age changed to eighteen. Since the figure 21 has no existent footing of adulthood, the authorities should hold kept the legal imbibing age where it was and kept the public educated instead than taking a right off from the grownups under the age of 21.

Strategic management at JB Hi

Executive Summary Strategic management is a vital aspect that has ample and diverse benefits which when properly implemented, increases enterprises output through performance amplitude, improvement of quality, productivity, commitment and motivation levels. In JB Hi-Fi, strategic management is a continuous and interactive process that has been implemented and integrated as a whole in its macro environment. In its micro-environment, several factors such as legal, social, economic and political factors impacts on the business’ management strategy.Advertising We will write a custom essay sample on Strategic management at JB Hi-Fi specifically for you for only $16.05 $11/page Learn More Public policy makers and marketers in the JB Hi-Fi are faced with various market challenges that include threat to entry, rivalry between competitors and bargaining power. Others include cost disadvantages, access to channels of distribution, switching costs, capital r equirements, product differentiation and economies of scale. These barriers hinder potential entertainment products from entering profitably in the market. Its competitors include Megamart, Target, Kmart, Coles Myer-Myer, Tandy and Harvey Norman among others. Rivalry between JB Hi-Fi and its competitors has been on the rise. The latter increases when differentiation is low, myriad barriers for entry, higher fixed costs as well as when declining and flourishing markets. However, through the competences of the company, it has managed to exploit and new marketing opportunities. The strategic initiatives of JB Hi-Fi targets growth through the sale of its large range of entertainment products. To achieve this, it attracts its price sensitive customers and enthusiasts through discounted prices. Currently, the company has some sustainable advantage and makes tremendous gains because of its inarticulate strategic intent, competencies and resources that are non-substitutable and unique. Intr oduction In a business enterprise, excellence and success are influenced indirectly or directly by strategic management given that they are guided by internal and external factors. In a business, management involves processes such as controlling, coordinating, directing, organizing and planning (Kroes Ghosh, 2010). Strategic management is a vital aspect that has ample and diverse benefits that with proper implementation, increases the output of a business through performance amplitude, improved quality, productivity, commitment and motivation levels. Other benefits include the fact that it facilitates and aids in identifying inabilities and capabilities directed at current and future expectations as well as necessities. In JB Hi-FI, strategic management is a continuous and interactive process implemented and integrated as a whole in its macro environment. This essay offers a succinct analysis of strategic management in JB Hi-Fi Company in Australia.Advertising Looking for essa y on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Company background and information JB Hi-fi was founded in 1974 in East Keilor, Melbourne as a single store. This company, whose initial business dealt with vinyl records and CDs, has in the recent years expanded and diversified as a major retailer of IT gadgets, DVD movies, computer and video games, in-car entertainment, portable audio, LCD, plasma televisions and digital photograph camera (Helfat Peteraf, 2003). Established in Melbourne, it has over 26 stores that are spread far and wide in countries and cities such as Auckland, New Zealand and in other major cities in Australia. In these destinations, it operates from shopping centers and stand alone sites. Additionally, it also imports CD’s from South America, Africa, United States and United Kingdom. Today, JB Hi-Fi has opened larger-sized stores in Perth and Adelaide, relocated some of its existing stores to ne w areas and expanded its retail space purposely to enable the sale of all its product categories to grow. Besides, it has established superstores and shopping center locations for DVD and music in the aforementioned destinations. It has introduced system software in the business for enhanced management, management information and point of sale system (HelfatPeteraf, 2003). In terms of customer proposition, JB Hi-Fi offerings are of rare quality, and as such, it gains them a competitive advantage. Its offerings include customer services that are both informative and informal. Through these offerings, they promote and provide customers with a shopping experience that is distinctive and enjoyable. Additionally, it provides low price offerings that are consistent and branded home entertainment products of a broad range that appeals to customers. JB Hi-Fi Annual financial reports According to the Australian Bureau of Statistics (ABS), JB Hi-Fi business annual report for the year 2010 ind icated remarkable returns in terms of growth in sales and innovation. For instance, its retail turnover rose by over 0.7% and its sales to $20.4 billion in July 2010. In the same year, the company experienced a consumer sentiment index rebound resulting from an increase in consumer spending. As such, its consumer spending index since July 2010 stands at 5.4% and is projected to grow during 2011 by 3.2%. Technologically, the same year marked the growth in sales of HD and 3D TV’s. Additionally, the company maintained its competitive position in the sale of DVD’s . It is imperative to note that the growth rate in terms of revenue the company has seen in the period FYO7 to the period FY10 has been characterized by high returns at 30.70% per annum. Research studies attribute this to growth in store sales owing to new store openings in the year, locating of stores in strategic points and filling in the gaps to increase sale volumes and gain deeper penetration in the market.A dvertising We will write a custom essay sample on Strategic management at JB Hi-Fi specifically for you for only $16.05 $11/page Learn More Macro-environment analysis A business environment is composed of aspects that are within and without a business, and that affects its strategy. Basically, a business environment is divided into two broad categories such as industry environment and macro-environment. In any business, an environment is a very vital aspect. Its changes generate threats as well as business opportunities (Garcia-Morales, Llorens-Montes Verdu-Jover, 2007). JB Hi-Fi understands its environment, challenges, and opportunities as well as threats it presents as well as its implications and how to survive. This can be achieved by collecting competitive intelligence, monitoring and scanning the environment. The reason why conducting a macro-environment analysis is vital to JB Hi-Fi Company is to determine how external factors that are beyond its control can influence the success or failure of its management strategies. The extent at which an organization can be effective is often pre-determined by myriad of factors. The mode used to implement policies and strategies devised by JB Hi-Fi, as well as how its human resource pool is organized is a factor that may determine its success level. All these are vital in achieving an organization’s purpose in production (Helfat Peteraf, 2003). Besides, the running of the company and achieving its purposes requires knowledge in the use of information technology and its management. In an organization, decisions made by managers are effected by factors in the macro-environment such as government policies, demographic change, trade barriers, new laws and tax changes. In analyzing the macro-environment of JB Hi-Fi Company, Garcia-Morales, Llorens-Montes Verdu-Jover (2007) argues that reaching the goals set by the company requires identifying factors that influence organizational en vironmental process, current and future risks, as well as opportunities and capacities. JB Hi-Fi organizational macro environment is made up of legal, technological, social, economic and political factors. Technological environment JB Hi-Fi business and its information systems are made up of work systems, technologies, structures, and people. Most of the design work is done by the managers and the IS practitioners. Making its ICT system effective requires proper management strategies with a design activity that is extensive and that covers organizational design and infrastructure (KroesGhosh, 2010). ICT provides businesses and organizations with solutions to identified organizational communication issues through evaluation and creation of IT artifacts. A technological environment is a problem-solving paradigm that creates innovations that enable efficient and effective accomplishment of the information system.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More This is achieved through communication, speed of technology transfer, management, design, and implementation, analysis of products, technical capabilities, practices and ideas (KroesGhosh, 2010). For JB Hi-Fi business to succeed in its management strategy, monitoring its technological environment will assists it in defining the various information perceptions valued within it. Additionally, its goals, tasks and opportunities will be well defined under technological environment. It is important to note that perceptions in an organization are controlled by the characteristics of people, their capabilities and roles while the assessment and evaluation of the needs within an organization are done within the existing business process, culture and organizational strategies. A better technological environment will address management strategy requirements within JB Hi-Fi business by providing development capabilities and new discoveries in nanotechnology, communication architectures, applic ations and the existing technology infrastructure. Economic environment Australia, like most nations in the world, has been affected by unstable equilibriums. A shift from short run to long run equilibrium is due to economic forces determined by a slight deviation in wages and prices from the equilibrium. For instance, price decline is induced by excess supply of products services or output supply or demand equilibrium is shifts from the market situation when the quantity supplied is unequal to the quantity demanded(Raisinghani Meade, 2005). Being that equilibrium indicates a state of balance, lowering of prices of commodities or services will create a new equilibrium in the market due to the disruption the existing balance. In the same manner, employment and aggregate output causes fluctuations in most economies. The level of employment and unemployment rises and falls during such time. Unemployment remains high and the labor market becomes slack. In turn, this affects the ability of JB Hi-Fi business to employ more workforce and make better sales. Additionally, in calculating GDP per capita of Australia, the total goods and services produced within a given period of time is summed up then divided by the total population. Although this value is economically impressive in Australia, it does not directly imply that businesses are doing pretty well. Political environment Local governments and the states face tough fiscal times due to economic downturns. It has been observed that due to this, the state tightens up its fiscal belt and this leads to the slowing down of the economy due to the potential driving down of consumer demand and increasing unemployment (KroesGhosh, 2010). Economic recovery might be further delayed should the state cut down its budget. In turn, this impacts on the success of the management strategy JB Hi-Fi business has. Therefore, a countercyclical macroeconomic policy is required as it plays an important role of moderating both busts or po or periods and booms- richer periods that would lead to negative effects thereby stabilizing the economy. Expansionary monetary policies, tax cuts and increased budget on spending are some of the roles the government may have to play during downturns Legal environment The legal environment in which JB Hi-Fi industry operates has significant legal changes that affect its operations. The areas affected by the changes include demand for products or services bought by customers and the cost incurred for developing new procedures and systems. Additionally, on issues related to ethical evaluation and philosophies, research studies have pointed out that there have been gaps between marketing activities and the consumers(Raisinghani Meade, 2005). Quite often, the marketing ideas and perceptions results into problems and conflicts caused by public perception of the products being marketed and this may cause boycotts, protests and other disapproving behaviours by the public. Even though to th e marketers seeking to gain from the services or products this may be ethical and laudable, the public, though not all may consider it to be unethical, unacceptable and exploitative. On the other hand, marketers basing their concern under the First Amendment may consider it infringement of their legal rights if their freedom to market is restricted. Competitive analysis Understanding the competitiveness of the market exchange requires that factors such as market selection, consumer characteristics and nature of the products be understood. Public policy makers and marketers in the company are faced with different market challenges that include threat to entry, rivalry between competitors, bargaining power and threat of entry (Kroes Ghosh, 2010). The competitors of JB Hi-Fi include Megamart, Target, Kmart, Coles Myer-Myer, Tandy and Harvey Norman among others. Threat of entry the market for JB Hi-Fi products is faced with entry barriers such as statutory, strategic and structural bar riers that make it less contestable. Some of the barriers include monopoly, sunk costs, international trade restrictions, heavy expenditure on research and development, marketing and advertising, cost advantages, limit pricing and patents (Parker Russell, 2004). Others include cost disadvantages, access to channels of distribution, switching costs, capital requirements, product differentiation and economies of scale. These barriers are a hindrance to potential entertainment products from entering profitably in the market. This is evidently seen in the manner in which dominant entertainment companies monopolizes the market with some of their products. In the long run, the incumbent firms in the market fail to make profits as dominant companies use their monopoly power to protect them from getting profits (Raisinghani Meade, 2005). Eventually, companies enjoying monopoly power in the market make and maintain supernormal profits. Potential entrants in the entertainment market face ex ploitation because of the asymmetry in cost existing between them and the incumbent firms. As such, incumbent firms enjoy a cost advantage and economies of scale over other companies that want to enter the market. Additionally, to block entrance of other new entertainment products suppliers and firms in the market, they use predatory pricing policies to lower or cut down the prices of their commodities. This eventually works to their advantage in securing their market dominance and gaining in cost advantages inasmuch as it lowers their profit margins. At this point, any potential entrant into this market is bound to run at a loss. Threat of substitutes In a market where there are many similar entertainment products, consumers are bound to switch or turn to products that offer similar services. Being that JB Hi-Fi is not a sole provider of entertainment products, it is faced with challenges and threats of substitute goods. In this market, businesses are striving to produce diverse go ods that meet the needs of consumers at a relatively low cost. Most consumers buy substitute products that sell at a cheaper cost. Bargaining power of buyers and supplier In determining the bargaining power of buyers of JB HI-Fi products, it is imperative to look at three reference points that includes aspiration price, market price and reservation price. The latter price is one that buyers feels he cannot meet and due to the indifference, may seek to stop bargaining and seek alternative products from JB Hi-Fi competing suppliers or switch from one brand to another. Many buyers of JB products have a high bargaining power and would go for relatively cheap products after comparing them online. Additionally, since JB Hi-Fi has its product reservation price, buyers who seek to establish suppliers cost structure research the market and come up with their aspiration price. However, in most cases, JB Hi-Fi market price information and its opening offers affect buyers’ aspiration pri ce. On the issue of market price, buyers gather fundamental information on products in the market and retailing industry. As such, their buying power increases especially when there are Suppliers Using the same reference points of market price, reservation price and aspiration price, it is important to note that the bargaining power of supplies of JB Hi-Fi is low. This is advantageous to the retailers of JB Hi Fi as their products are further strengthened and negotiations are positive. This ensures that they receive at lowest possible price from the suppliers. To suppliers, the lowest possible selling price is the reservation price. At this point, if it is high, buyers in JB Hi-Fi will walk away. To sum up, the bargaining power of buyers and suppliers affects the profitability and viability entertainment product firms. These firms register low profit margins due to demand shocks and contractions that appear in wide scale (Garcia-Morales, Llorens-Montes Verdu-Jover, 2007). Rivalry b etween competitors Rivalry and competition is considered as the strongest among all other forces in the model. The strength of rivalry is determined if rivals are aggressively employing various means of overcoming competition as well as means of acquiring bigger sales and stronger market position. In the case of JB Hi Fi, competition is intense. All of these competitors produce similar products as well as offer same service to consumers. In the entertainment industry, producing and selling of similar products by different companies creates rivalry and competition. Rivalry increases when differentiation is low, barriers for entry is high, fixed costs are high and when a market is declining or becoming mature. Other reasons include when competitors seeking leadership are aggressive and of equal size. Resources and competences of the firm Core competencies are vital elements of strategic management since firms such as JB Hi-Fi use them to delight customers with services and products, e xploit emerging markets and invent new ones. Competence can be defined as a process whereby individuals or organizations coordinate and mobilize resources. Capabilities that businesses need as part of gaining competitive advantage over other competitors are referred to as core competencies (Johnson, Whittington, Scholes, 2011). Core competencies of a corporation can be built. This is achievable through forging strategic alliances, ensuring that business units are infused with resources and investing in technologies that are needed. Due to globalization, marketplace is going through intense competition. As such, JB Hi-Fi business resources are mobilized in order to improve, sustain and support organizational performance. It efficiently uses the concept of RBV per unit of applied value to obtain optimum amount of benefit (Kroes Ghosh, 2010). Additionally, it ensures that its streams of technologies are integrated, diverse production skills are coordinated and collective learning is practiced within the company. The business strategy the firm implements As a business, JB Hi-Fi has put in place strategic initiatives that targets its growth through the sale of its large range of entertainment products. To achieve this, it attracts price sensitive customers and enthusiasts through discounted prices (Hunt Davis, 2008). Low prices aid the business in underpinning competitive prices. Its strategy in the home entertainment market is to target segments of high growth, open more new stores while improving profitability and efficiency of the existing ones. Suitability of the firm’s current business strategy The firm’s business strategy is suitable in the sense that it increases its competitive advantage by developing and building focus on core competencies. Due to the intensive competition and increasing uncertainty in home entertainment market, JB Hi-Fi has a sustainable advantage and makes tremendous gains because it has an articulate strategic intent, c ompetencies and resources that are non-substitutable and unique (Garcia-Morales, Llorens-Montes Verdu-Jover, 2007). Additionally, its business strategy has been witnessed in the manner in which it has managed to combine organizational knowledge, integrated technology and coordinated production skills. It is vital to observe that its strategic capabilities transcend both operations which are geographically dispersed and areas of traditional functions through creation of supportive infrastructure via investments. Conclusion In summing up, it is vital to reiterate that better management strategies creates room for core competencies such as customer responsiveness, influence and communication that are generic and prudent in managing organizations to successful end. Looking at management strategy in a focused and coherent fashion may be cumbersome, but where sustainability is an issue, it keeps companies alive. Most importantly, it has yielded significant success in JB Hi-Fi business gi ving it a competitive edge. In this business, critical catalysts giving it significant competitive edge include vibrant and dynamic leadership in addition to well enhanced core competencies. Reference List Garcia-Morales V.J., Llorens-Montes F.J. Verdu-Jover A.J. (2007). Influence of personal mastery on organizational performance through organizational learning and innovation in large firms and SMEs. Technovation. 27(9), 547-568. Helfat, C.E. Peteraf, M.A. (2003). The dynamic resource-based View: capability lifecycles. Strategic Management Journal. 24(10), 997-1010. Hunt, S.D. Davis, D.F. (2008). Grounding Supply Chain Management in Resource- Advantage Theory. Journal of Supply Chain Management. 44 (1), 10-21. Johnson, G., Whittington, R., Scholes, K. (2011). Exploring Strategy: Text Cases (9th ed.) Sydney: Prentice Hall. Kroes, J.R. Ghosh, S. (2010). Outsourcing congruence with competitive priorities: impact on supply chain and firm performance.Journal of Operations Management, 28(2), 124-143. Parker, D.W. Russell K.A. (2004). Outsourcing and inter/Intra supply chain dynamics: strategic management issues. Journal of Supply Chain Management, 40(4), 56- 68. Raisinghani, M.S. Meade, L.L. (2005). Strategic decisions in supply-chain intelligence using knowledge management: an analytic-network-process framework. Journal of Supply Chain Management. (10:2),114-121. This essay on Strategic management at JB Hi-Fi was written and submitted by user Neil U. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.