Starting Business Essay Example | Topics and Well Written Essays - 3000 words

Starting Business - Essay Example Technology-based start-ups are generally strategically and operationally agile which give rise to innovation. On the other hand, start-ups ventures have scarcity of resources and often struggle to arrange funds and other operational requirements that they need to get their ideas to market. Establishing a new company presents a lot of challenges especially in its early stage. Principal reasons of opening a company in 2002, according to National Institute of statistics and economic surveys (INSEE) were: Buyout of a company, though less riskier task, involves a lot of intricacies. Raising the funds is major challenge of any buyout. Following elements make a buyout a cumbersome and time consuming business process: Finance: Financing a buyout involves various issues such as the true value of the company and evaluation of the companies involved and the market credibility of buying company which determines the amount they can raise from market and as debts from banks. There are various ways to raise finances for funding a buyout such as debt funding, private equity financing and vendor financing. A buyout involves complex taxation issues. No two buyouts are quite the same and their tax implications vary correspondingly. The buyout benefits will diminish if proper consideration is not given for its tax consequences for individual investors, the buyout company, and the vendor. Cultural assimilation: adoption of employees to the management owner plays an important role in success of a buyout. These issues become starker if an established company is buying an already established company. Retaining existing competent workforce Retaining key personnel of the company being purchased is also an important issue which needs to be addressed in an urgent basis. Rumors may spread that the business is about to close, in this case some of the capable workforce may leave the company. Assuring workforce that their interests will be taken care of requires a clear communication with employees and their associations. Employee's protests, in several cases, can stall the buyout process. Some of the other concerns related to buyout of an existing business include the potential for inheriting: An obsolete product or mature market: If a proper assessment is not done there are chances that you purchase a company whose products are not in demand or market for the product that company is producing is mature. This makes the purpose of a buyout obsolete. Existing operational inefficiencies, obsolete equipment, or a bad optimal location for the business: This issue again adversely affects the purpose of a

Program Evaluation Paper Part III - smoking cessation Term - 1

Program Evaluation Part III - smoking cessation - Term Paper Example The program is extensively large since the target population is the entire populace of smokers in the US (Goel , 2008). This is however not a shortfall since the subject of smoking itself does not require a lot of study since the outcomes of a small comparison group will suffice. The subject being an addiction means that what will be displayed in one smoker will most likely be homogenous among all other smokers. Obtaining information would be considered rather easy. The records of those who have previously been enrolled in smoking cessation programs in health facilities will be found to be useful. Smokers would also voluntarily provide information. As mentioned before that the programs have been in place for some time, information from previous evaluations that were done on a smaller scale will be used as a baseline for this evaluation. This approach of employing surveys will involve distribution of questionnaires to people who smoke or are affected by smoking. The main components of the questionnaires will be finding out how many people admit to being a smoker. Another question would be to find out those who have considered quitting and also to find out what is the biggest challenge that they face when trying to stop smoking. The respondents will be samples collected from different geographical locations to ensure that the sample population is representative of the whole population. It will also be important to have questionnaires designed differently to be filled out by health providers. These questionnaires will be primarily used to find out professional opinions that will be crucial in developing and implementing the smoking cessation program. (Auxin, 2006) Examination of archival documents will also be a vital source of information. These types of source will be used mostly where information like national smoking prevalence is required. Existing records will have to be the latest and most credible. An important

Value Management And Its Application In The Construction Industry Construction Essay

Value Management And Its Application In The Construction Industry Construction Essay The construction industry the world over is often perceived to be the life wire of its respective economy as it cuts across all aspects of human activities (Ayangade, 2009) and the Nigerian construction industry is not an exception to this. Its contribution ranges from enabling the procurement of goods and services to the provision of buildings and other infrastructure, thereby providing employment opportunities to its labour force while contributing immensely to the Gross Domestic Product (GDP). According to Ayangade (2009), the contribution of the Nigerian construction industry is yet to measure up to those of the western world like the UK and Australia due to its developing nature among other reasons discussed below. As noted by the same researcher (Ayangade, 2009), whereas the construction industries of other developed countries are responsible for about 22% of their respective GDPs, the Nigerian case is different as it contributes slightly below 16% to its economy. However, this could be said to be complemented by the relatively higher employment (20%) it provides for its whooping 140 million citizens compared to the 12% as in the case of developed countries. Mbamali (2004) attributed this to relatively lower use of mechanization within construction in Nigeria and the high dependency of the Nigerian economy on the oil sector. Obiegbu (2005) noted that the construction industry, unlike other sectors, is a complex one and requires articulate professionals who are ready to live up to its clients expectations. Clients in the construction industry may either be private individuals including corporate bodies or public organisations which include the government. In Nigeria the federal government is often seen to be involved in the most complex projects with about 38.4% of the market (Ayangade, 2005). This is followed by the state government which is responsible for about 19.2% of the projects in the industry, though there is still some form of partnering between different classes of clients. The players in the industry are a disparate group of individuals often assembled into temporary teams and may comprise of quantity surveyors, architects, Engineers, Estate surveyors Valuers, project managers, contractors and sub-contractors, suppliers, labourers and artisans. Activities in the construction industry are carried out on a project basis and could be within an organisation or part of a programme (..reference). The Project Management Institute (PMI) (2004) defined a project as a temporary endeavour undertaken to create a unique product, service or result. The product, in the context of the construction industry, may be a building, services installation or other infrastructural project. Hence the relevant mix of professionals is often assembled together with the aim of achieving this goal. This group of professionals is expected to possess the relevant skills, knowledge, tools and techniques to achieve the project goals. The application of these variables, skills, knowledge, tools and techniques, with the aim achieving the required objective is referred to as project management (PMI, 2004). According to Obiegbu (2005), the contractual procurement strategy, which he defined as a basis for clients action in defining the procedure to be followed fr om the inception of the project to handover, plays an important role in the performance of the industry. Some of the contractual arrangements which are often referred to as procurement routes may include, but are not limited to, the following: Traditional procurement route Design and build Management contracts 2.1.1 Nature and Performance of the Nigerian Construction Industry the economic resources often wasted in cost and time overruns, substandard work and shoddy workmanship, client-contractor-practitioners acrimonious relationships and non-performance of projects as envisaged by clients and end users Olatunje (2009) The above quote highlights the perception of the Nigerian construction industry presented by Olatunje (2009) highlights issues researched by other authors such as cost and time overruns (Aniekwu and Okpala, 1998, Oyedele Tham, 2007, Dlakwa Culpin, 1990), project abandonment (Sonuga et al, 2002, Adams, 1997) and both client and contractor dissatisfaction (Olatunje, 2009). The quote also echoes findings from Egans (1998) research into the UK construction industry. The Egan report has been formative in the UK construction industry but also for the Nigerian industry, which is fashioned after the UKs (Mbamali, et al., 2005, Oyedele Tham, 2007). The Nigerian construction industry has similar contractual arrangements as the industry in Britain which has been found to be more unsuitable for developing industries like Nigeria than it is for its own industry (Edmonds Miles, 1983, Sonuga et al, 2002). The most common procurement route used in the Nigerian construction industry is the traditional route (Ayangade, 2009). This implies that much risk is placed on the Architect to deliver the project as he is left to advise, organise and lead other project consultants to conceive and develop the project design. This procurement route has faced a lot of criticism including the separation of the design stage from actual construction. Wells (1986) found that the divorce of design from construction and the use of competitive tendering, which is based on lowest cost, are noted constraints that affect the performance of the Nigerian construction industry. Aniekwu and Okpala (1988) referred to these as systemic issues in the industry which result from the application of contractual arrangements unsuited to the Nigerian industry. Some of these issues may be accommodated by appropriate conditions of contract but these factors are considered to be withholding the development of the industry. Aniekwu and Okpala (1988) also identified some of the structural issues affecting the industry to include access to finance and lack of proper communication among consultants, contractors and the client at the early stages the project and during construction. Oyodele and Tham (2005) noted that lack of proper communication in the industry, boosted by its high level of fragmentation, has left it awash it with delay, cost and time overruns in addition to the disturbing rate of fluctuation in the prices of materials offered by the economy. The findings of the Building Research Establishment associated more than 50% of the construction defects with mistakes in project drawings and documentation due to inadequate interaction among the proj ect professionals. This is in line with the recommendation of the National Economic Development Office (1987) on the need for more accurate designs in the industry as this is responsible for nearly two-thirds of poor quality work in the industry. 2.1.2 Project Management in the Nigerian Construction Industry Odusemi et al, (2003) found that Project Management is still in its early stages of development in the Nigerian construction industry. The service is offered but only alongside other consultancy services. This is not assisted by the fact that PM is learned experientially and is not represented by established professional bodies, although many consultants are members of the Association of Project Management (APM) and the Project Management Institute (PMI). This has left the industry struggling with the challenges of satisfying the needs of its clients and the public as a whole. As noted by Oyodale and Tham (2005), the complexities presented by the industry can only be tackled by its professionals. Aibinu and Jagboro (2002) concluded that, considering the contribution of the construction industry to its nations economy, improved services in the form of greater efficiency and timeliness would certainly yield a positive impact. The research called on the need for innovative research that will improve management skills and ability, buildability, design quality, integration and communication and client focus so as to deliver value for money. 2.2 VALUE MANAGEMENT 2.2.1 Value Concept Historically, value is viewed from an economic perspective, hence its expression as a ratio of costs to benefits (Kelly et al, 2004). The concept of value is based on the relationship between satisfying needs and the expectations and the resources required to achieve them (British Standard, 2000). The above statement implies that for value to be correctly defined there ought to be some needs that are desired to be satisfied; which are then weighed against the required and available resources to achieve them. This however does not equate reduced cost to enhanced value. For instance, as illustrated in figure 2.1 below, a project manager may decide to commit more resources in the short run (which would obviously increase cost) with an intention of increasing his revenue (improved value) in the long run. Value can thus be increased when the clients satisfaction increases and the cost in terms of resources either diminishes, or increases to a lesser extent (Tassinari (1985, p37). Figure 2.1 showing the relationship between resources and customer satisfaction. (Adapted from British Standard, 2000) A need is that which is desired or necessary to perform a particular function and will differ depending on the nature of the client or the perspective from which it is defined (British Standard, 2000). This explains why value is often seen to be a subjective term (Thiry, 1997). According to Kelly et al (2004) producers and dealers may both view value as the price of a physical object while the consumers or users would see value from its performance perspective which changes with time. McGeorge and Palmer (2002) illustrate this using a modern home which has a little battery operated radio in addition to internet, phone, and television. Of course, the small radio would be perceived to have little or no value until a snow storm cuts the house off from the electric power supply which will render the radio as the only source of communication. The above example by McGeorge and Palmer (2002) shows the effect time and innovation can have on a clients interpretation of value and how it can change given a particular situation. The small battery operated radio was initially of very high value when it was the only available option but diminished with the invention and/or acquisition of internet, phone and television by the household. However its appreciation changed when the situation change. According to Zimmerman and Hart (1982Shona Flannery2010-07-24T16:24:00 p) as cited in Thiry (1997), if a design has not changed in 18 years, the product is either excellent or management has failed to improve it. However one knows that neither of these two conditions mentioned in the above statement is obtainable in the present construction industry due to its highly competitive nature. Most times clients interpretation of value is when it meets or exceeds their expectations. Kelly and Male (2007) described this using the Kanos model as shown in figure 2.3 below. Figure 2.2 Kanos Model, reproduced from Kelly and Male, 2007 As shown on Kanos model above, there are three levels of satisfaction factors; basic, performance and delighter, each having some effects on the quality characteristics including customers satisfaction. According to Kelly and Male (2007), Kanos model (figure 2.2) does not only portray the importance of achieving a clients immediate expectations from a project but also the need to go the extra mile to improve it beyond the clients expectations as this gives them a delighter satisfaction. The possible benefit from this is that projects would not become obsolete within a short period of its completion as its performance would still exceed the customers demand, thereby assuring the client of continued good value for his money. Kanos model also creates room for improved projects through innovative services and products as what was once a delighter over time goes down to basic and forms a baseline below which the client becomes d issatisfied. According to Harty (2009) one of the driving forces behind the value management concept is that it encourages innovation through research which is in line with the recommendations of Egan (1998) to improve the performance of the construction industry. 2.2.2 Defining the Client Value System Clients in the construction industry have been described as a heterogeneous group made up of private or public organisations operating in different environments with diverse reasons for their existence (Kelly et al 2007). Some of these are multinational organisations competing at the global level who already have reputations to protect while some are small upcoming organisations who are still very much profit driven. Viewed from another perspective, some of these clients are more experienced than others irrespective of their sizes or the sector in which they operate. It then follows that clients are unique in their own ways and have individual, respective requirements which determine their needs and hence what is of value to them. This is referred to as the client value system. Harmonizing and prioritizing these diverse views of stakeholders in a particular project at the project briefing stage sets the clients value system and ensures that value for money (VfM) is achieved, (OGC, 20 07). The client value system is thus seen as a basis for making decisions as to the allocation and use of resources available for a project, thereby addressing the usual mismatch between the clients actual intent and his capability (Thiry, 1996). According to Kelly et al (2004, p157) one of the most important considerations of value management is the recognition of the uniqueness of each clients value system. This creates demand for the construction industry as it is focused on the customers by making explicit what value means to the each individual client. Sequel to this, Kelly et al (2004) identified some measurable criteria which form a typical construction client value system to include time, capital costs, operating cost, environment, exchange, flexibility, esteem, comfort and politics. 2.2.2.1 Time Refers to the period from when the project was conceptualized to the period when it is completed and absorbed into the clients organisation. Often time is assessed on a continuum from when it is of essence to the point where it could be compromised (Kelly et al, 2004). For instance a project to build a sports bar for the 2010 world cup delivered just a day past the commencement of the tournament, may drastically affect its value. Hence it is necessary to determine what time means to the client. 2.2.2.2 Capital expenditure (CAPEX) Are those costs associated with the capital cost of a project, measured on a continuum between the budget being considered tight and not able to be exceeded to there being flexibility in budgeting (Kelly et al 2004). Simply put, CAPEX is what it cost to put a project on ground, from inception to handover. However, Elinwa and Joshua (2001) stated that it is sometimes difficult to separate the capital costs of some projects from its operating costs due the platform on which it was procured. For example a primary health centre to be procured through PFI, it may not be so easy to pin point the capital costs as it forms part of the total lease package. 2.2.2.3 Operating expenditure (OPEX) Spending on construction projects is not one off expenditure as the building requires to be operated, maintained and repaired throughout the life span of the building. According to Kelly et al (2004), OPEX can be defined as those costs associated with operation and maintenance of a completed project as it becomes a part of the clients organization; measured by the extent to which it is minimized to its point of being flexible. This depends on the use to which a building is being put to. For instance where the building is for residential purpose, the operating costs may include utilities, cleaning, repairs, maintenance, caretaker and security. This may be expanded to include photocopying and internet facilities and other office services for a commercial development. 2.2.2.4 Environment This defines how important achieving an environmentally friendly project is to the client. Kelly et al (2004) defined environment as the extent to which the project results in a sympathetic approach to its immediate and extended physical environments in terms of energy consumed in putting it up and in operating it. The yardstick here is the level to which the project complies with the Kyoto Agreement and Agenda 21 issues including other environmental regulations. This explains a clients interest in having a sustainable development which is resources conscious. 2.2.2.5 Exchange or resale This refers to the monetary value of the project were it to be sold, rented or valued as part of an organisations assets. Where the project cannot be traded on the open market value or there is no intention to resell ab initio, this will be indicated in the organisations value system (Kelly et al, 2004). The continuum here is between the returns from the project being of importance to the returns being of not of much or no importance to the client. 2.2.2.6 Flexibility As recommended by Egan (1998), there is a need for construction projects to be at a par with improvements in technology and changes in market demand. Hence flexibility as a value criterion is the extent to which a project parameter has to reflect this ever changing environment at its design stage (Kelly et al 2004). For instance, the nature of the healthcare industry involves constant improvements in technology and hence healthcare facilities must be compatible with the incorporation of these changes. However, flexibility depends on the nature of the project and is measured between being very easy to change its function to being impossible. 2.2.2.7 Esteem This refers to the amount of immediate resources that a client wants to forgo for attributes like prestige, aesthetic and appearance rather than performance (Thiry, 1996). Some projects may not be viable based on other value criteria but of high value to the client on esteem grounds. For instance, some projects undertaken by some countries could be just aimed at creating awareness and putting the countrys name on the map as in the case of the worlds tallest building in Dubai. 2.2.2.8 Comfort In the context of a building this refers to the physical and psychological comfort of the building as a place for working and living with its influence on human performance (Kelly et al 2004). Simply put, it refers to the ease with which the project supports the business carried out in it or other uses to which it is being put. 2.2.2.9 Politics This is external to projects and refers to the level of resources that the client wants to commit to the community, popularity and good neighbour issues which often determines how important they Shona Flannery2010-07-24T17:55:00 who?are to him (Kelly and Male, 2007). This is measured by the motive to be popular with the local community or not having any concern with them at all. In a study conducted to determine clients assessment of architects performance in Nigeria in terms of delivering value for money, Lukmon et al (2007), identified a set of 28 similar but correlated criteria which they grouped under quality of project, buildability, client focus and management skills. 2.2.3 Historical Background of Value Management A project is defined as an undertaking aimed at achieving a specific objective usually measured in terms of performance, budget and schedule, (Morris and Hough 1987). Hence project is an investment undertaken to add value to the core business of a client (Kelly et al, 2004). Value Management, as a management technique, offers the most logical approach to delivering VfM to clients (Shen and Liu 2003); Kelly and Male, 2007). Its strength may be attributed to its approach of identifying and/or verifying a clients value system among the relevant stakeholders at an early stage of the project, so that these may be reflected in the project design. According to Thiry (1996) the origins of VM can be traced back to the 1940s in what he described as more for less in the USA manufacturing industry. During World War II Lawrence Miles, an Engineer with General Electric, was faced with some strategic problems in producing some components which were easily produced in the past. As a way around this Miles, who before then has been dissatisfied with the cost of production in the industry, came to realise that most times circumstantial innovations result in better performance and reduced cost. This prompted Miles to ask what function does this component perform and how else can we perform that function (Dallas, 2006Shona Flannery2010-07-24T17:59:00 p). Miles questions gave rise to the concept of function analysis which was aimed at identifying and analysing the intended functions to determine if the materials for the proposed solution can be substituted with less expensive ones. Not long after, people started to adopt the technique of focusing on the intended function not the process which soon developed into what is today referred to as Value Analysis (VA). In many cases people perceived the technique as a cost reduction technique at the expense of improved functionality which is a total misconception of the technique (Kelly and Male, 1993). However, the technique was so successful that in less than 10 years it was adopted in the US Department of Defence to deliver VfM and from then on other industries in the USA have adapted it for application at different phases of their projects. Value Management (VM) as it came to be called, refers to a structured management of the total value equation throughout all stages of the project (Kelly et al; 2004). Figure 2.3 shows different stages and segments of the development of value management. Figure 2.3 The metamorphosis of Value Management, adapted from Dallas (2006) As illustrated in figure 2.3, Miles action in the 1940s was focused on getting alternative materials or components to perform the required function which was the beginning of value management. This was later perceived as a cost cutting technique before the adoption of a holistic structured approach to improving value (Kelly and Male, 1993). Following the development and positive impacts of value management in the US manufacturing sector, the technique was adopted into the US construction industry as a means of delivering VfM to its clients in the 1960s. Fong and Shen (2000) noted that VM was first introduced in the US construction industry in 1968 and its application in the Chinese construction industry is recorded to occur 10 years later (Shen and Liu, 2004). According to Kelly et al (2004), the value management technique was first used in the UK 30 years after it was introduced in the US manufacturing industry at the Xerox headquarters, an American company. From then on VM has grown to become widely accepted in different parts of the world as a logical means to achieve value for money (Fong, 2004; Kelly et al, 2004; Ellis et al, 2004) including in Africa (Bowen et al, 2008). 2.2.4 Benefits of Value management Value management is a proactive, problem solving service, which maximizes the functional value of a project through a structured team which makes explicit the clients value system and weights further decisions against the value system.(Kelly et al, 1998). VM aims to justify the place of a project in a clients organisation at an early stage and develops a strategic plan against which it is built on to deliver value for money. VM is often misconstrued to being a cost reduction exercise, hence seen to be synonymous with value engineeringShona Flannery2010-07-24T18:14:00 . According to Dallas (2006) cost reduction, which is an obvious output of a value management exercise, cannot after all be seen as its main motive. As illustrated in figure 2.4 below, VM incorporates value engineering and value analysis in its value definition exercise and so could be perceived to be a universal set for the three concepts. Figure 2.4 shows the relationship between Value Management, Value Engineering and Value Analysis, adapted from Connaughton and Green (1996) VM looks at a project from a holistic point of view (time, whole life cost and performance) in the context of its usage which properly fits in the definition of value for money (). Connaughton and Green (1996) identified the following benefits which a properly executed Value Management exercise can yield: The need for the project is made explicit and verified by available data. The project objectives are identified and discussed openly to reach a consensus. Rational, explicit and measurable decisions are guaranteed after alternatives have been considered. Project designs are developed from the agreed framework, which are evaluated on the basis of the agreed performance criteria. There is greater participation from stakeholders which guarantees their buy in. There is improved communication and teamwork spirit throughout the project. Improved innovation with better quality definition in the project. Unnecessary cost is eliminated which may lead to a reduction in cost. Properly executed, value management when employed at the early stages of a project can help eliminate unnecessary cost to the tune of 10% to 25% savings on the proposed capital cost of project (Ellis et al, 2004). This is considered to be reasonable compared to the actual cost of the VM exercise, which is estimated at about 0.5% to 1% of the projects cost (REF). 2.3 APPLICATION OF VALUE MANAGEMENT IN THE CONSTRUCTION INDUSTRY Any construction project should be only commissioned following a careful analysis of needs since failure to think through project requirements will almost certainly cause problems for subsequent design and construction stages. For that reason, the Construction Industry Board recommends that value management be incorporated as an integral part of the construction process (Baldwin 1998). The value management approach may differ between countries depending on the nature of their construction industry or the chosen procurement route in a particular project. However, this does not dispute the fact that the VM technique can be gainfully applied at any stage of a construction project, as clients/contractors are often faced with the challenge of finding an optimum balance between cost, time, quality and performance criteria (Fong 2004). In the UK, the USA, Australia and other countries where the value management technique is well established, VM is applied through a process referred to as the value management study (British Standard, 2000) or value management process (Kelly et al; 1998) via a workshop approach facilitated by value manager or experienced team facilitator. A value management study, as defined in BS12947, involves the application of value management to a particular business case identified within a VM programme. Baldwin (1998, as cited in Kelly et al, 1998) noted that VM is not a question of brainstorming and problem solving, rather it requires a structured methodology in order to have the required outcome. Figure 2.5 overleaf depicts a simple VM study plan developed for the European Value Management standard (British Standard, 2000). Figure 2.5 shows a simple VM study plan, adapted from the British Standard (2000) The VM study plan represents a systematic approach to ensuring that appropriate techniques and skills are utilized in the value study. According to the British Standard (2000), as shown in the VM study plan above, a VM study should aim to achieve the following objectives; Identify the objectives and targets the intended study is set to achieve; as this may differ from the project objectives. Formulate the relevant approach needed to achieve the objectives, including team selection and training (where necessary). Identify the relevant functions which will lead to the achievement of the objectives. Identify some basis for measuring changes in performance and use of resources. Set targets for performance and use of resources for the above identified functions in a way peculiar to the organisations. Identify innovative ways of arriving at the targets through the application of the above methods. Evaluate the proposal for improvement. Implement the proposal which have been chosen by the decision makers Monitor and measure the outcomes in relation to the target. Feedback results for continuous improvement of VM programme. There are different approaches to value management studies in different countries with regards to team compositions and workshop procedure. For instance in the American construction industry, VM studies are typically carried out by an independent workshop team who will have to sell their ideas to the project team later on. This is different from the UK practice where the existing project team is fully involved in the study. In a benchmarking exercise carried by Kelly et al (1998), the use of an existing project team in conducting value management studies appeared to be the preferred approach due to the following advantages accruable to the project; Cost of the study is relatively minimized Time spent project briefing the study participants is reduced Waste of resources on previously considered but failed ideas are eliminated Offers better opportunity for developing project teams during the workshop More opportunity to explore all available options Implementation is more guaranteed as team members have already accepted ideas which they generated as a team, thereby reducing the development period. However, generic VM workshop strives to add value to a project by considering the project on its whole life basis. Kelly et al (1998) who were in support of this view identified the five key value opportunities at which VM technique can be employed to include pre-brief workshop, proper Shona Flannery2010-07-24T18:44:00 ?workshop, sketch design workshop, final working design and implementation workshop. 2.3.1 Pre-brief workshop The Value Manager or Facilitator meets with the project sponsor/client to clarify the place of the project in his organisation or programme. This will give the two parties a better understanding of the functional expectations of the project so as to help form a basis for the project briefing workshop and the clients value system. This may yield solution/s to the clients problem, for example, whether a new building is needed or renovation of existing one will achieve the same objectives. 2.3.2 Proper workshop Proceeds from the identified solution in the pre-brief phase and aims to identify the clients value system. This workshop offers an opportunity to facilitate the project team, understand their dynamics and guide them to achieve the desired goal. Though it is expected that the workshop has an agenda, this should not be too detailed, thereby making the timings tight, as this may divert the focus from achieving the objectives of the workshop to exhausting the items on the agenda. The tactical skills of the Facilitator are very much needed at this stage of the workshop if its participants are to be productive and should be as brief and focused as possible. 2.3.3 Sketch design workshop Sets a base for the detailed drawings and represents the design teams perception of the

American Foreign Policy :: essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚  In 1825, a group of American businesspeople announced the formation of a canal building company, with interests in constructing a canal system across the Isthmus. This project was to take place in an area now called Panama. The endeavor was filled with controversy. Though the canal itself was not built until the early 1900's every step toward the building and ownership, was saturated with difficulty. Walter LaFeber illustrates the dilemmas in a historical analysis. In his work he states five questions that address the significance of the Panama Canal to United States. This paper will discuss the historical perspective of the book's author, address pertinent three questions and give a critique of LaFeber's work, The Panama Canal.   Ã‚  Ã‚  Ã‚  Ã‚  For proper historical analysis one must understand the importance of the Canal. The Panama Canal and the Canal Zone (the immediate area surrounding the Canal) are important areas used for trade. Even before the canal was built there were to large ports on both sides of the Isthmus. Large amounts of cargo passed through the Isthmus by a railroad that connected the two ports. The most important cargo was the gold mined in California before the transcontinental railroad was completed in the United States. It has strategic significance because of its location, acting as a gateway connecting the Pacific and Atlantic oceans. This allows for rapid naval deployment between fleets in either ocean. These two facets make the Panama Canal very important in the region.   Ã‚  Ã‚  Ã‚  Ã‚  LaFeber notes that Panamanian nationalism played a large role in the creation of the canal and, consequently, the cause for the area's constant instability. The first expression occurred in the late 1800's with Panamanian struggle for independence from Columbia. The United States eager to build the canal, and control its operation, used and backed Panamanian nationalist. During the Roosevelt administration, not only did the United States manipulate factors isolating Panama from other world powers through the Monroe Doctrine; but it committed troops aiding the revolutionaries against another sovereign state. The reason this is a surprise is because the Roosevelt administration normally held a position favoring stability. The United States had no legal right to use force against Columbia.   Ã‚  Ã‚  Ã‚  Ã‚  Nationalism came back to haunt the United States. With the treaty signed and a 99-year lease given to the United States, the Canal was built. Since then, the United States has varied on its stance of ownership and the principles of sovereignty concerning the Canal.

Operation Research Essay

INTRODUCTION & HISTORY OF OPERATIONAL RESEARCH Operational research came into existence in 1885 when Frederick W. Taylor emphasised the application of scientific analysis to methods of production. The name (OR) probably came from a programme under taken by Great Britain during world war2, â€Å"research in military operations†. After the success of OR in military operations, it quickly spread to all phases of Industry and Government. By 1951, OR had take place as a distinct science in the United States. Hence it is said that Or is â€Å"the art of winning war without actually fighting it†. OPERATIONAL RESEARCH IN INDIA: In India OR society founded in 1959, also became a member of International Federation of OR Societies in 1959. Now OR techniques are used in almost all the walks of our life and Or is emerging as an interdisciplinary areas of knowledge that can make contribution to the solution of the problems in diversified areas of interest. There is too much impact of OR in economics, management, engineering and other social & behaviour sciences. DEFINITION OF OPERATION RESEARCH: * Operational research is the art of giving bad answers to problems which otherwise have worse answers. T.L. SAATY * Operational research is the scientific approach to problem solving for executive management. H.M. WAGNER * Operational Research (OR) is the use of advanced analytical techniques to improve decision making. It is sometimes known as Operations Research, Management Science or Industrial Engineering. People with skills in OR hold jobs in decision support, business analytics, marketing analysis and logistics planning – as well as jobs with OR in the  title. ACKOFF & SASIENI NATURE OF OPERATIONAL RESEARCH: Operational Research involves research on (military) operations. This indicates the approach as well as the area of applications of the field. Thus it is an approach to problems of how to coordinate and control the operations or activities within an organisation. In order to run an organisation effectively as a whole the problem that arises frequently is coordination among the conflicting goal of its various functional departments. Let’s consider the problem of the stocks of finished goods. The various departments of the organisation may like to handle this problem differently. * To the marketing department, stock of large variety of products is a means of supplying the company’s customers with what they want and where they want it. Clearly the fully stocked ware- house is of prime importance to the company. * The production department argues for long production runs preferably on a smaller product range, particularly if there is a significant time loss when production switched from one variety to another. * On the other hand, finance department sees stocks kept as capital tied up unproductively and argues strongly for their reduction. * Finally the personnel department sees great advantage in labour relations if there is a steady level of production leading to steady employment. To optimise the whole system, the decision maker must decide the best policy keeping in view the relative importance of objectives and validity of conflicting claims of various departments from the perspective of the whole organisation. Operations research thus helps to seek the optimal solution to a problem and not merely one which gives better solutions than the one currently in use. The decision taken by the decision maker may not be acceptable to every department but it should be optimal for the organisation as a whole or at least for a large portion of the total organisation. In order to obtain such type of solution, the decision maker must follow the effects and interactions of a particular decision. APPLICATIONS OF OPERATIOANL RESEARCH A. ACCOUNTING: * Cash flow & fund flow planning’s. * Credit policy analysis. * Planning of delinquent account strategy. B. CONSTRUCTION: * Allocation of resources to projects. * Determination and deployment of proper work forces. * Project scheduling, monitoring and control. C. FACILITIES PLANNING: * Factory size and location decision. * Hospital planning. * International logistics systems design. * Estimation of number of facilities required. * Transportation loading and unloading. * Warehouse location decision. D. FINANCE: * Dividend policy decision. * Investment decision. * Portfolio analysis. E. MANUFACTURING: * Inventory control. * Projection marketing balance. * Production scheduling. * Production smoothing. F. MARKETING: * Advertising budget allocation. * Product introduction timing. * Selection of product mix. * Customer’s preferences. G. ORGANISATION BEHAVIOUR: * Personnel selection & planning. * Scheduling of training programs. * Skills balancing. * Recruitment of Employees. H. PURCHASING: * Material transfers. * Optimal buying. * Optimal reordering. I. RESEARCH & DEVELOPMENT: * Control of R&D projects. * Product introduction planning. CONCLUSION: Operational research, also known as operations research, is an interdisciplinary branch of applied mathematics and formal science that uses advanced analytical methods such as mathematical modelling, statistical analysis, and mathematical optimization to arrive at optimal or near-optimal.

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Mission Statement Our diversity mission is to foster a culture that integrates diversity and inclusion into all aspects of the business in order to further fulfill dreams through the experiences of motorcycling.   Vision Statement Harley-Davidson values, embraces and celebrates diversity in order to develop and continuously improve mutually beneficial relationships with stakeholders to fulfill dreams and provide extraordinary customer experiences in an increasingly dynamic, diverse and global market.   Objectives   Create a viable brand that would effectively compete within the Non-Menthol, Lo-Fi category. Attract more young adult (25-49) male smokers into the Lorillard family.   Develop a highly targeted â€Å"Niche Brand’ that would generate modest share goals.   Build strong brand awareness and imaginary.   Gain trial and repeat purchase. Create consumer confidence.   Strategies MARKET PENETRATION Get some more market share from the existing market, like U. S, U. K, and Japan etc through more marketing techniques like advertising. Harley-Davidson has a good brand name so it’s easy for them to eat up the competitor market share if they can provide some more customer benefit. PRODUCT DEVELOPMENT Younger generation and female are now coming to this segment so expand the motor cycle segments to younger generation and females.   MARKET DEVELOPMENT Harley-Davidson can bring in their vehicle to Asian countries like India and China, because these countries have a high population and the market potential is also high.   DIVERSIFICATION Bring new bikes to attract customer and market.   INVESTING IN THE BRAND The Company is reinforcing its support of the Harley-Davidson brand, accelerating its ongoing marketing efforts to reach out to emerging rider groups, including younger and diverse riders. In addition, the Company will continue to focus on product innovations targeted at specific growth opportunities with its strong core customer base and new riders.   ADJUSTING THE COST STRUCTURE Consolidate its two engine and transmission plants in the Milwaukee area into its facility in Menomonee Falls, Wis.   OBTAINING ADDITIONAL FUNDING FOR HDFS The Company said it is evaluating a range of options to provide the necessary liquidity for the wholesale and retail lending activities of Harley-Davidson Financial Services (HDFS) Recommended Mission To be branded as the best motorcycle available in the world. Recommended Vision The best quality motorcycle, motorcycle products and financial services will be provided worldwide is the commitment of Harley-Davidson. Customer satisfaction is our motto and the Harley-Davidson customers can experience the taste of reality of motorcycle dreams by relaying their satisfaction on us. Harley- Davidson is dedicated to use the advanced technology to produce the most superior motorcycle in domestic and international markets. Stay competitive and continue growth worldwide remain profitable and survive is our philosophy. Employees of Harley-Davidson are the foundation of the company and they are the driving force behind the Harley-Davidson name. The total team effort of Harley-Davidson employees is devoted to fulfilling dreams of customers and we believe that there is not a motorcycle riding experience like a Harley-Davidson’s. Excellence is our push though our Harley-Davidson bar and shield logo that says superior quality. Honesty and customer loyalty and these morals are the heartbeat of Harley-Davidson organization. Harley-Davidson do our part in supporting all environmental laws in every country we do business. Determination and commitment is the place where Harley-Davidson intends to stay.   External Opportunities The European demand for Harley Davidson is the highest in the international market and represents the single largest motorcycle market in the world Women and younger riders are increasing becoming interested in bikes   The international heavy weight market is growing and is now larger than the U. S. heavyweight market Market share increasing in Europe and Asia for the last two years   Increasing demand in US markets for bike. Buell division needs to continue to produce a quality motorcycle under Harley’s brand name.   Competitive Profile Matrix: Critical success factor| Harley- Davidson| Honda| | Weight| Rating| Score| Weight| Rating| Score| Advertising| 0. 10| 4| 0. 40| 0. 10| 3| 0. 30| Product Quality| 0. 15| 4| 0. 60| 0. 15| 3| 0. 45| Price Competitiveness| 0. 20| 1| 0. 20| 0. 20| 3| 0. 60| Management| 0. 10| 3| 0. 30| 0. 10| 4| 0. 40| Financial Position| 0. 15| 2| 0. 30| 0. 10| 4| 0. 40| Customer Loyalty| 0. 15| 4| 0. 60| 0. 15| 2| 0. 30| Global Expansion| 0. 05| 3| 0. 15| 0. 05| 4| 0. 20| Market Share| 0. 15| 2| 0. 30| 0. 15| 3| 0. 45| Total| 1| | 2. 85| 1| | 3. 10|   External Factor Evaluation Matrix Key External Factors| Weight| Rating| Score| OPPORTUNITIES| | | | The European demand for Harley Davidson is the highest in the international market and represents the single largest motorcycle market in the world| 0. 15 | 4| 0. 60| The international heavy weight market is growing and is now larger than the U. S. heavyweight market| 0. 15 | 4| 0. 60| Women and younger riders are increasing becoming interested in bikes| 0. 10 | 3| 0. 30| Market share increasing in Europe and Asia for the last two years| 0. 05 | 2| 0. 10| Increasing demand in US markets for bikes| 0. 05 | 2| 0. 10| Customers value quality parts| 0. 02 5| 1| 0. 025| THREATS| | | | Harleys ongoing capacity restraints caused a shortage supply and a loss in domestic market share in recent years| 0. 15 | 4| 0. 60| Harleys average buying age is 42 years old and increasing| 0. 05| 2| 0. 10| The European Union’s motorcycles noise standards are more stringent than those of Environmental Protection Agencies in theU. S and increased environmental stand| 0. 05 | 2| 0. 10| Some competitors of Harley Davidson have larger financial andmarketing resources and they are more diversified| 0. 05 | 2| 0. 10| Environmental protection laws| 0. 15| 4| 0. 60| Buell division needs to continue to produce a quality motorcycleunder Harley’s brand name| 0. 025| 1| 0. 025| Total | 1| | 3. 25|   Internal Strength   The standard and performance segments of Harley Davidson make up 70% of the European heavy weight motorcycle market. Harley-Davidson operates in two segments: Harley-Davidson motorcycles & related products and HDFS (Harley-Davidson Financial Services).   Harley-Davidson is the only major American heavyweight motorcycle manufacturer.   Strong brand name.   The HOG (Harley Owners Group), which have a 7, 50,000 members worldwide is the industry’s largest company sponsored motorcycle enthusiast organization.   Buell Riders Adventure Group (BRAG) was also formed recent Customization of the bikes, this is Harley-Davidson’s major revenue maker. Harley-Davidson has a good marketing division and it’s divided as dealer promotions, customer events, magazine and direct-mail advertising, and public relations.   Internal Weakness   High price Harley-Davidson has problems in gaining more market share in some European countries (That’s one of the main markets for Heavyweight motorcycles outside U. S).   They didn’t yet start its sales in India, one of the biggest markets. Required production is not met, analyzing the future of Heavyweight motorcycle market.   Recommended specific Strategies and Implementations. MARKET PENETRATION   Get some more market share from the existing market, like U. S, U. K, and Japan etc through more marketing techniques like advertising. Harley-Davidson has a good brand name so it’s easy for them to eat up the competitor market share if they can provide some more customer benefit.   Competition is high in this segment mostly in U. S so market penetration can be a good choice for the company.   Expand the HOG (Harley Owners Group) to Asian countries, if the company can provide the customer satisfaction that they are providing to the U.S customers to the Asian customers they can increase the sales. PRODUCT DEVELOPMENT Younger generation and female are now coming to this segment so expand the motor cycle segments to younger generation and females.   In Europe they can increase or expand the Buell’s market share by introducing new motorcycles.   MARKET DEVELOPMENT   Harley-Davidson can bring in their vehicle to Asian countries like India and China, because these countries have a high population and the market potential is also high. The cost to bring in the old vehicles (old product) to India is so much difficult because there are so much environmental laws are there which won’t allow that type of vehicles to come to India, and its difficult that taxes and levis are high in India so starting new plant in India can solve this problem. Negotiations with the Government can solve these problems.   DIVERSIFICATION   Bring in new vehicles to new markets like India and china is a good choice, but it’s too costly.   Bringing new types of recreational vehicles is a best choice.   Recommended Long-Term Objectives. Establish Harley-Davidson as a recognized leader in the development and participation of its people, to maximize each employee’s potential.   Grow and maintain demand by providing exceptional product styling, performance, quality, reliability and customer service at prices our customers can afford.   Meet the demand by expanding our existing distribution and manufacturing capacity, and, where necessary, adding new production and retail distribution points.   Improve information services capabilities to enable all stakeholders to easily do business with Harley-Davidson, through the creative integration of information technologies. Drive financial results to the levels achieved by acknowledged high-performing companies.   Recommended Procedure for Strategy Review and Evaluation   Review underlying bases of strategy   Once again prepare all the internal and external analysis.   Compare the already prepared analysis with the one which will be prepared after the new strategy implementation. Measuring organization preferences   Analyze all financial ratios current and the future.   If any advantage, then implement the new strategy, otherwise continue with the present one.