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Analysis Of The Artwork What Do You Do T Mbeki

The artwork entitled ‘What Do You Do T. Mbeki?’ by the artist Rose Kgoete was created for the Mapula Embroidery project. Mapula means â€Å"mother of rain† and this project was intended to address the awful poverty among women in Winterveld, an area North of Pretoria in South Africa. These women were encouraged to work on subject matters that were not usually addressed in public; hence this was a way for them to speak out. The image by Rose is a representation of social and economic problems affecting the people of South Africa and the image was created when Thabo Mbeki was the president of South Africa hence posing the question, which is the title of the artwork. The artwork is in 2D and shaped more like a square with rough edges. It contains colorful and bright figures ranging from the primary colors red, blue and yellow to secondary colors such as green, purple and orange. The artist uses thick, thin, straight, rough and diagonal lines to allow some figures like the clothes on the human figures to stand out. This artwork is made by a combination of figures that together build the story and has a focal point, which is emphasized by the use of a large picture of T Mbeki. Most of these figures are accompanied by descriptive captions. These attributes allow unity of the artwork making it easier for the viewer to look at the figures and relate them to the central subject matter. The contrast expressed by these colors has a rainbow effect that is very attractive and can easily

Logistics Management Free Essays

string(102) " elimination of excessive inventories traditionally stocked in anticipation of customer requirements\." LOGISTICS MANAGEMENT Chapter-1 Concepts Objectives and Elements of Logistics 1. A. Introduction of Marketing Logistics B. We will write a custom essay sample on Logistics Management or any similar topic only for you Order Now Definition of Marketing Logistics C. Evolution of Marketing Logistics Intl. Logistics D. Concept of Logistics E. Components of Logistics system F. Article Chapter-2 Logistics Sub-system A. Marketing Logistics B. Essence of logistics in marketing: C. Relevance of Logistics in Export Management D. Importance of Logistics as a strategic resource: E. Trade-Off Analysis F. Forms of logistics management G. Questions for Self-Analyzation Chapter-3 International Logistics A. Introduction B. Definition C. Supply Management D. Incoterms E. International Packaging Issues Chapter-4 Integrated Logistics A. Introduction B. Network Design C. Information Location Redesign D. Transportation E. Inventory Warehousing, Material Handling, and Packaging F. Integrated Logistics Inventory Flow G. Information Flow Hospital’s Cure for Inefficiency H. Barriers to Internal Integration CHAPTER-1 Concepts Objectives and Elements of Logistics 2. Definitions of Logistics Logistics is new unique, it never stops! Logistics is happening around the globe 24 hours days Seven days a week during fifty-two weeks a year. Few areas of business involve the complexity or span the geography typical of logistics. Logistics is concerned with getting products and services where they are needed whenever they are desired. Most consumers take a high level of logistical competency for granted. When they go to store, they expect products to be available and fresh. It is rather difficult to visualize any marketing or manufacturing without logistical support Modern logistics is also a paradox. Logistics has been performed since the beginning of civilization: it’s hardly new. However implementing best practice of logistics has become one of the most exciting and challenging operational areas of business and public sector management According to Council of logistics management: â€Å"Logistics is the process of planning, implementing and controlling the efficient, effective flow and storage of goods, services and related information from point of origin to point of consumption for the purpose of conforming the customer requirement†. Logistical management includes the design and administration of systems to controls the flow of material, work- in – process, and finished inventory to support business unit strategy. Logistics is the designing and managing of a system in order to control the flow of material throughout a corporation. This is a very important part of an international company because of geographical barriers. Logistics of an international company includes movement of raw materials, coordinating flows into and out of different countries, choices of transportation, and cost of the transportation, packaging the product for shipment, storing the product, and managing the entire process. Analysis of the figure of evolution of logistics [pic] Fragmentation 1960 This era was known as fragmentation because every thing that done was disintegrated Evolving Integration At this stage of time new concepts of Logistical management were evolving Total integration In the present scenario because of technological advances logistics has evolved as part of management Concept of Logistics The concept of logistics is fairly new in the business world. The theoretical development was not used until 1966. Since then, many business practices have evolved and logistics currently costs between 10 and 25 percent of the total cost of an international purchase. There are two main phases that are important in the movement of materials: material management and physical distribution; Materials management is the timely movement of raw materials, parts, and supplies. The physical distribution is the movement of the firm’s finished products to the customers. Both phases involve every stage of the process including storage. The ultimate goal of logistics is: â€Å"To coordinate all efforts of the company to maintain a cost effective flow of goods. † Word, ’Logistics’ is derived from French word ‘loger’, which means art of war pertaining to movement and supply of armies. A military concept, fighting a war requires: i. Setting of an objective ii. Meticulous planning to achieve the objective iii. Troops properly deployed iv. Supply line consisting weaponry, food, medical assistance, etc. maintained v. Plan should be such that there is minimum loss to men material Like fighting a war in the battlefield, the marketing managers also need a suitable logistics plan that is capable of satisfying the company objective of meeting profitably the demand of targeted customers. Inbound logistics + Material Management + Physical Distribution =Logistics Discussion of each and every term in this above summation i. Inbound logistics covers the movement of materials received from suppliers ii. Material management describes the movements of material components within a firm iii. Physical distribution refers to movement of goods outward from the end of the assembly line to the costumer. iv. Supply- chain management is somewhat larger than logistics and it links logistics more directly within the user’s total communication network with the firm engineering staff. It includes manufacturer and suppliers but also transporters, warehouses, retailers and customers themselves. Importance of logistics i. Transportation cost rose rapidly due to the rise in fuel prices ii. Production efficiency was reaching a peak iii. Fundamental change in inventory philosophy iv. Product line proliferated v. Computer technology vi. Increased use or computers vii. Increased public concern of products Growth of several new, large retail chains or mass merchandise with large demands very sophisticated logistics services, by pass traditional channel distribution viii. Reduction in economic regulation ix. Growing power of retailers x. Globalization The interrelation of different logistics element and their costs should be based on total cost rather than individual costs. The objectives of Logistics Operating Objectives In terms of logistical system design and administration, each firm must simultaneously achieve at least six different operational objectives. These operational objectives, which are the primary determinants of logistical performance, include rapid response, minimum variance, minimum inventory, movement consolidation, quality, and life-cycle support. Each objective is briefly discussed. Rapid Response Rapid response is concerned with a firm’s ability to satisfy customer service requirements in a timely manner. Information technology has increased the capability to postpone logistical operations to the latest possible time and then accomplish rapid delivery of required inventory. The result is elimination of excessive inventories traditionally stocked in anticipation of customer requirements. You read "Logistics Management" in category "Papers" Rapid response capability shifts operational emphasis from an anticipatory posture based on forecasting and inventory stocking to responding to customer requirements on a shipment-to-shipment basis. Because inventory is typically not moved in a time-based system until customer requirements are known and performance is committed, little tolerance exists for operational deficiencies Minimum Variance Variance is any unexpected event that disrupts system performance. Variance may result from any aspect of logistical operations. Delays in expected time of customer order receipt, an unexpected disruption in manufacturing, goods arriving damaged at a customer’s location, or delivery to an incorrect location-all result in a time disruption in operations that must be resolved. Potential reduction of variance’ relates to both internal and external operations. Operating areas of a logistical system are subject to potential variance. The traditional solution to accommodating variance was to establish safety stock inventory or use high-cost premium transportation. Such practices, given their expense and associated risk, have been replaced by using information technology to achieve positive logistics Control. To the extent that variances are minimized, logistical productivity improves as a result of economical operations. Thus, a basic objective of overall logistical performance is to minimize variance. Minimum Inventory The objective of minimum variance involves asses commitment and relative turn velocity. Total commitment is the financial value of inventory deployed throughout the logistical system. Turn velocity involves the rate of inventory usage over time. High turn rates, coupled with inventory availability, means that assets devoted to inventory are being effectively utilized. The objective is to reduce inventory deployment to the lowest level consistent with customer service goals to achieve the lowest overall total logistics cost. Concepts like zero inventories have become increasingly as managers seek to reduce inventory deployment. The reality of reengineering a system is that operational defects do not become apparent until inventories are reduced to their lowest possible level. While the goal of eliminating all inventories is attractive, it is important to remember that inventory can and does facilitate some important benefits in a logistical system. Inventories can provide improved return on investment when they result in economies of scale in manufacturing or procurement. The objective is to reduce and manage inventory to the lowest possible level while simultaneously achieving desired operating objectives. To achieve the objective of minimum inventory, the logistical system design must control commitment and turn velocity for the entire firm, not merely for each business location. Movement consolidation One of the most significant logistical costs is transportation. Transportation cost is directly related to the type of product, size of shipment, and distance. Many Logistical systems that feature premium service depend on high-speed, small-shipment transportation. Premium transportation is typically high-cost. To reduce transportation cost, it is desirable to achieve movement consolidation. As a general rule, the larger the overall shipment and the longer the distance it is transported, the lower the transportation cost per unit. This requires innovative programs to group small shipments for consolidated movement. Such programs must be facilitated by working arrangements that transcend the overall supply chain. Quality improvement A fifth logistical objective is to seek continuous quality improvement. Total quality management (TQM) has become a major commitment throughout all facets of industry. Overall commitment to TQM is one of the major forces contributing to the logistical renaissance. If a product becomes defective or if service promises are not kept, little, if any, value is added by the logistics. Logistical costs, once expended, cannot be reversed. In fact, when quality fails, the logistical performance typically needs to be reversed and then repeated. Logistics itself must perform to demanding quality standards. The management challenge of achieving zero defect logistical performance is magnified by the fact that logistical operations typically must be performed across a vast geographical area at all times of the day and night. The quality challenge is magnified by the fact that most logistical work is performed out of a supervisor’s vision. Reworking a customer’s order as a result of incorrect shipment or in-transit damage is far more costly than performing it right the first time. Logistics is a prime part of developing and maintaining continuous TQM improvement. Life-Cycle support The final logistical design objective is life-cycle support. Few items are sold without some guarantee that the product will perform as advertised over a specified period. In some situations. The normal value-added inventory flow toward customers must be reversed. Product recall is a critical competency resulting from increasingly rigid quality standards, product expiration dating and responsibility for hazardous consequences. Return logistics requirements also result from the increasing number of laws prohibiting disposal and encouraging recycling of beverage containers and packaging materials. The most significant aspect of reverse logistical operations is the need for maximum control when a potential health liability exists (i. e.. a contaminated product). In this sense, a recall program is similar to a strategy of maximum customer service that must be executed regardless of cost. Johnson Johnson’s classical response to the Tylenol crisis is an example of turning adversity into advantage. The operational requirements of reverse logistics range from lowest total cost, such as returning bottles for recycling, to maximum performance solutions for critical recalls. The important point is that sound logistical strategy cannot be formulated without careful review of reverse logistical requirements. Some products, such as copying equipment, derive their primary profit from selling supplies and providing aftermarket. Service. The importance of service support logistics varies directly with the product and buyer. For firms marketing consumer durables or industrial equipment, the commitment to life-cycle support constitutes a versatile and demanding operational requirement as well as one of the largest costs of logistical operations. The life-cycle support capabilities of a logistical system must be carefully designed. As noted earlier, reverse logistical competency, as a result of worldwide attention to environmental concerns, requires the capacity to recycle ingredients and packaging materials. Life-cycle support, in modern terms, means cradle-to-cradle logistical support. We will now cover the components of Logistics The components mainly comprises of the part mostly of which we have already covered in our earlier semesters With the help of the figure given below can you tell me with how many terms are you aware with? Yes that very nice of all of you that you are aware of most of the terms But don’t panick!!! I would be covering each term in detail so that you can revise with me For the components see the figure given below Inputs into logistics i. Natural resources ii. Human Resources iii. Financial Resources iv. Information Resources Can anyone tell me what these resources regarding logistics management? Management actions i. Planning ii. Implantation iii. Control We have already discussed these terms in first and second semesters Logistics Management i. Raw Material ii. In-Process Inventory iii. Finished Goods These are the systems through which products goes from suppliers to customers. Logistics activities i. Customers Service ii. Demand forecasting iii. Distribution communication iv. Inventory Control v. Material Handling vi. Order Processing vii. Part Service Support viii. Plant and Warehouse side selection ix. Procurement x. Packaging xi. Return goods handling xii. Salvage scrap disposal xiii. Traffic transportation xiv. Warehousing Storage Outputs of Logistics i. Marketing Orientation ii. Time Place Utility iii. Efficient Movement to Customer iv. Proprietary asset Components of logistics management: pic] Questions for self-analysation A. What do you understand by term LOGISTICS? Explain it with the evolution concept. B. With the help of suitable figure discuss the components of logistical systems. C. Define the term LOGISTICS, with suitable example . And the importance of logistics in today’s business life. D. With the help of suitable example clearly explain the objectiv es of Logistics. Why tylenol remains number one Johnson Johnson’s McNeil Consumer Products Division was hit with a major crisis in September 1982. Their top-seHing product line, Tylenol, was linked to seven deaths in the Chicago area. At the time of the incident, Tyleool enjoyed 35 percent of the $1 billion analgesic market, but by the end of September, this market share had dropped 80 percent. Currently, Tylenol is again the top-selling brand with approximately 30 percent of the now $2,7 billion analgesic market. t How Was Johnson Johnson (1) able to regain market share and a leading image after such a damaging tragedy? Its recovery was successful because of reverse logistics capability coupled with a marketing strategy that focused on protecting the consumer and going above and beyond what was necessary to instill] trust and an image of security. This recovery plan is a positive prototype for other corporations to follow, which, in effect, may increase the potential for voluntary product recants across a variety of industries. When the List news reports hit about cyanide-tainted Extra-Strength Tylenol capsules, J was unsure whether the tampering occurred in its manufacturing operations or at the retail level. As such, its first efforts were directed at pinning down the problem. As soon as the lot numbers were identified from the first few deaths, J stopped production in the plant responsible. At the same time, it halted all Tylenol commercials nationwide and began recalls that eventually involved 31 million bottles of product, which had a retail value of $100 million. Another strategy that J took was to work openly and closely with the media. 1 has traditionally maintained a distance from the press, but in this case it felt that openness and honesty would help reduce consumer panic and provide a vehicle for disseminating critical information. A crisis team was put together that included J as well as McNeil executives and top managers. This team was quite sure that the tampering had occurred at the retail level since the incident was isolated to Chicago’s West Side and other samples from the same lot were normal. Regardless, they began the recall with the remaining 93,000 bottles from this lot. The expenses of this first phase of the recall included $1 million just for phone calls and telegrams to doctors, hospitals, and distributors. The sixth poisoning ensured that the tampering was at the retail level since the bottle came from a lot manufactured at its second plant. Since the cause was now isolated, J1 could concentrate on containment. The first step was to advocate a total recall. While this step was in some ways unnecessary, JJ felt it was a key step to ensure consumer confidence. At first, the FBI and FDA advised against a total recall because of the potential psychological response of the person who tampered with the product and the response of consumers in general. However, after copycat strychnine poisoning in California, all parties agreed that complete removal was the best solution. This total recall entailed the following i. Advertisements stating that NcNeil would exchange tablets for capsules, ii. Thousands of letters to the trade to explain the incident and recall procedures, iii. Media statements, iv. A sales force of over 2,000 employees to contact doctors and pharmacists to regain trust and restore their recommendations that had traditionally served as the main promotional avenue for Tylenol products, v. An extensive reverse logistics system that included buying products back from retailers and consumers and shipping returns to disposal centers, and vi. Creating a tamperproof package. It is estimated that recall costs were at least $100 million, most of which involved the reverse logistics operations. By January 1983, the new tamperproof bottles of Tylenol were on the retail shelf. Consumer confidence was obviously regained as a result of the extensive voluntary recall] program, effective public relations, and sales programs and repack operations. This confidence was shown by the fact that at the end of the year, Tylenol had regained almost 30 percent of the market although market share has remained at about 30 percent, sales dollars have more than doubled. Since the total industry sales were about $1 billion in the early 1980s but are now $2. 7 billion CHAPTER-2 Logistics Subsystem Marketing Logistics In 1991 the Council of Logistics Management (CLM) a prestigious, professional organization, defined logistics as â€Å"the process of planning, implementing controlling the efficient, effective flow the point of origin to the point of consumption for the purpose of conforming to customer requirements†. â€Å"Logistics means the art of managing the flow of raw materials and finished goods from the source to the user† To get goods from where they arise to the right place in the right form, at the right time, at the right cost, â€Å"Logistics or physical distribution or distribution logistics is an integral part of Marketing Process†. Essence of logistics in marketing i. Marketing Process is successfully completed when ii. Products are produced and priced to satisfy the identified needs of the segment of buyers Arrangements are made to supply these goods through selected distribution channels iii. An awareness is created among the buyers about the availability of the goods through information facilitation iv. Goods are physically supplied to the buyers at the place time selected by them. v. Besides satisfying the customers need, the marketing process must be profitable to the seller. So in the Marketing sense, utility is not merely the usefulness of a product to satisfy the customer needs but also moving the product from a manufacturing facility to the user. â€Å"Thus, Logistics is a link between the manufacturing selling process that leads to the creation of place and time utility† While the production element in the marketing – mix (product, price, place promotion) leads to creation of ‘form’ utility by taking decisions as product line variety, design, color brand, service, etc. he distribution element comprising distribution channel fixation physical movement, creates ‘time’ ‘place’ utility by ensuring that the produced goods reach the place time chosen by the buyer. Logistics is the designing and managing of a system in order to control the flow of material throughout a corporation. This is a very important part of an international company because of geographical barriers. Relevance of Logistics in Ex port Management International trade is becoming a more important part of the GNP in the industrially advanced countries. Many firms in these countries have production centers world wide for markets all over the world. Lack of local resources, small size of home market and many other reasons has resulted in functional centers being maintained in various countries. Issues associated with international transportation of finished goods are essentially the same as those that apply to transportation in domestic trade. But, under international operations, goods can be out of exporter’s control for longer period of time, more documentation is required, packaging may be more costly and shipping insurance is more costly. The transportation alternatives include ocean shipping and containerization as well as airfreight. The basic activities involved in the flow of goods, like transportation, warehousing and holding of inventories, should be integrated in a systems approach. The systems approach would recognize the trade-offs, such that sometimes more expensive airfreight may be opted for, instead of less expensive ocean shipping, because of savings in warehouse and inventory costs. In the field of exports, it should be noted that transport systems in developing countries are generally not as efficient as in the industrially advanced countries. Transportation is often considered to be the most important single determinant of plant location. Firms in international trade also try to reduce amount of unnecessary product packaging, since packing material can account for almost 40 per cent of the weight of the products shipped. A company can reduce inland transportation charges by locating its distribution facilities adjacent to container ports or airports. The burden of documentation can be eased through computerization. Export management involves marketing in overseas market. Hence the discussions on the interface of logistics with marketing holds good for the relevance of logistics in export management. Yet, in addition, export management has certain unique features, as discussed above, to be understood in the context of relevance of logistics to export management. Importance of Logistics as a strategic resource Logistical Management includes the design and administration of systems to control the flow of material, work-in-progress and finished inventory to support business unit strategy. Discussion of the concept of logistics, its place in the value-chain process leading to profitability, its contribution as one of the primary functions and its interface with other functions of the firm bring outs its importance as a strategic resource. However, to be of a real strategic influence, a good amount of competency has to be achieved and a well-defined logistical mission and objectives has to be committed to, by every one in the firm, especially the top management. Logistical competency Logistics involves detailed and complex work. Logistical management starts with how logistical competency fits into a firm’s overall strategic. Positioning. It is fundamentally important to view logistics as to how it can be exploited as a core competency. For logistical competency to develop, it is important to develop an integrated framework that defines and relates key concepts. This integration should be in such a way that competitively superior logistical performance contributes to overall enterprise strategy. Logistical competency is a relative assessment of a firm’s capability to provide competitively superior customer service at the lowest possible total cost. This typically means that logistical performance is dedicated to supporting any or all marketing and manufacturing requirements in a manner that exploits delivery capability. In short, the strategy is to provide superior service at a total cost below industry average. Alternative logistical capabilities, emphasizing flexibility, time-based performance, operational control, postponement capabilities, and most of all a commitment to perfect service performance typically characterize the service platform of superior logistic achievers. So we can say that all enterprises must perform logistics to achieve their basic business goals. One of several competencies required to create customer value is logistics. When logistics becomes a cornerstone of basic business strategy, it must be managed as a core competency. The Logistical Mission Logistics exists to satisfy customer requirements by facilitating relevant manufacturing and marketing operations. The challenge is to balance service expectations and cost expenditures in a manner that achieves business objectives. Basic logistical service is measured in terms of Availability Availability means having inventory to consistently meet customer material or product requirements. Operational performance Operational performance deals with the elapsed time from order receipt to delivery. Operational performance involves delivery speed and consistency. A firm’s operational performance can be viewed in terms of how flexible it is in accommodating unusual and unexpected customer requests. Service reliability Service reliability involves the quality attributes of logistics. For logistics performance to continuously meet customer expectations, it is essential that management be committed to continuous improvement. Do you know in 1956, in an effort to explain conditions under which high-cost air transport could be justified, Lewis, Colleton and Steele conceptualized the total cost of logistics. Total cost was positioned to include all expenditures necessary to perform logistical requirements. The authors illustrated an electronic parts distribution strategy Wherein the high variable cost of direct factory to customer air transport was more than offset by reductions in inventory and field warehouse costs. They concluded that the least total cost logistical way to provide desired customer service was to centralize inventory in one warehouse and make deliveries using air transportation. The concept of total cost, although basic, had not previously been applied to logistical analysis. Managers typically focused on minimizing functional cost, such as transportation, with the expectation that such effort would achieve the lowest combined cost. The total-cost concept opened the door to examining how functional costs interrelate. The appropriate level of logistics cost expenditure must be related to desired service performance. The simultaneous attainment of high availability, operational performance, and reliability is expensive. A significant managerial challenge stems from the fact that logistical cost and increased performance have a no proportional relationship. The typical logistical system in an enterprise seeks to develop and implement an overall logistical competency that satisfies key customer expectations at a realistic total-cost expenditure. Overall, logistical management is concerned with operations and coordination. Operations deal with strategic movement and storage. To complete the total operations mission. Attention must be directed to integrating physical distribution, manufacturing support, and procurement into a single logistical process. These three areas, functioning as an integrated and coordinated process, can best provide operational management of materials; semi finished components, and finished products moving between locations, supply sources, and customers of an enterprise. The mission of the logistical system is measured in terms of total cost and performance. Performance measurement is concerned with the availability of inventory, operational capability, and quality of effort. Logistical costs are directly related to desired level of performance. As a general rule, the greater the desired performance, the higher the total logistics cost. The key to effective logistical performance is to develop a balanced effort of service performance and total-cost expenditure. The strategic integration of logistics is fundamental to an enterprise’s success. While a firm may not select to differentiate competitively on the basis of logistical competency, it must perform logistical responsibilities as part of the fundamental process of creating customer value. The relative importance that a firm places on logistical competency will determine the degree of emphasis on achieving internal and external integration. Flexibility is key to logistical competency. Logistical flexibility results from integration and from implementing time-based control techniques. There are four logistics concepts: i. The systems concept ii. The total cost concept iii. The after-tax concept iv. The trade-off concept The systems concept is based on all functions of a organization working together in order to maximize benefits. This concept sometimes requires certain components of the organization to operate sub optimally in order to achieve maximum goals of the system. The total cost concept is based on the systems concept; however goal achievement is measured in terms of cost. A variation of the total cost concept is the after-tax concept. This goal of this concept is after-tax profit. This concept is becoming very popular because of the many different national tax policies. The trade-off concept links the system together in a way that is very efficient, but can have trade-offs that might be inefficient. The advantages of such high efficiency must be weighed against the risk involved. Logistics is a system having number of components, which can be combined in different proportions to achieve a set objective. Long-term objective is profitability; short-term objective is to survive competition by recovering marginal costs. Logistics sub-systems i. Physical Supply or Management of flow of raw materials, spare parts, consumable stores and machinery tools from suppliers ii. Physical distribution or management of finished goods from the factory to the buyers iii. Logistical Controls for managing the logistics system, it helps an efficient co-ordination of physical supply distribution sub-systems. Objective of an ideal logistic system is to ensure flow of supply to the buyer i. In Correct Quantity ii. At Desired location iii. At Required time iv. At useable condition v. At the lowest total cost Thus the objectives encompass efforts to coordinate physical distribution and material management in order to save money or improve service. Elements of logistics system i. Transportation ii. Warehousing iii. Inventory Management iv. Packing Utilization v. Information Communication When economists originally discussed supply-and-demand relationships, facility location and transportation cost differentials were assumed either nonexistent or equal among competitors. Given a facility network and information capability, transportation is the operational area of logistics that geographically positions inventory. Because of its fundamental importance and visible cost, transportation has received considerable managerial attention over the years. Almost all enterprises, big and small, have managers responsible for transportation. Finding and managing the desired transportation mix is a primary responsibility of logistics. Network of three of the functional areas of logistics – information, transportation, and inventory can be engineered into a variety of different operational arrangements. Each arrangement will have the potential to achieve a level of customer service at an associated total cost; In essence, these three functions combine to create a system solution for integrated logistics. The final functions of logistics – warehousing, material handling, and packaging – also represent an integral part of an operating solution. However, these functions do not have the independent status of the three previously discussed. Warehousing, material handling and packaging are an integral part of other logistics areas. For example, merchandise typically needs to be warehoused at selected times during the logistics process. Transportation vehicles require material handling for efficient loading and unloading. Finally, the individual products are most efficiently handled when packaged together into shipping cartons or other types of containers. Logistics is viewed as the competency that links an enterprise with its customers and suppliers. Information from and about customer’s flows through the enterprise in the form of sales activity, forecasts, and orders. The whole process is viewed in terms of two interrelated efforts, inventory flow and information flow. Information flow is a key element of logistics operations. Paper-based information flow increases both operating cost and decreases customer satisfaction. Electronic information movement and management provide the opportunity to reduce logistics expense through increased coordination and to enhance service by offering better information to customers. Information flow was often overlooked because it was not viewed as being important to customers. The Council of Logistics Management recognized this change in 1988 when it incorporated â€Å"material, in-process, finished goods and information† into its definition of logistics Transportation is a key activity in the logistics value chain as it moves product through the various stages of production and ultimately to the consumer. The primary functions include product movement, product storage and integration of international production and distribution operations. The major transportation principles involve economies of scale and economies of distance. While effective distribution systems should not be designed to hold inventory for an excessive length of time, there are occasions when inventory storage is justified. While the traditional warehousing role has been to maintain a supply of goods to protect against uncertainty, contemporary warehousing offers many other value-added services. These services can be described in terms of economic and service benefits. Economic benefits include consolidation, break bulk and cross-dock, processing/postponement, and stockpiling. Service benefits include spot stocking, assortment, mixing, product support, and market presence The handling of products is a key to warehouse productivity. Handling activities include receiving, in storage handling, and shipping. Packaging has a significant impact on the cost and productivity of the logistical system. An integrated logistics approach to packaging operations can yield dramatic savings. A marketing mix is a compilation of activities designed to attract customers while simultaneously achieving business objectives. The so-called four P’s -products/service, promotion, price, and place – constitute a generic marketing mix. The key to formulating an effective mix strategy is to integrate resources committed to these activities into an effort that maximizes customer impact. Logistics ensures that customer requirements involved in timing and location of inventory and other related services are satisfactorily performed. Thus, the output of logistical performance is customer service. Logistical competence is a tangible way to attract customers who place a premium on time and place-related performance. Thus the discussion on the objectives, logistics interface with marketing and the system elements brings out the depth of the scope of logistics in the efficient functioning of any business entity. The key to excellent logistics is to achieve integration of both internal and external operations. Such integration requires clear identification concerning the role that logistical competency is expected to play in overall enterprise strategy. Key Factors Involved in efficient and effective and effective logistics system are i. Shippers (users of logistics) i. Suppliers (of logistics services) iii. Carrier (rail, road, sea, water, pipeline) iv. Warehouse Providers v. Freight forwarders vi. Terminal operators (port, stevedores, etc vii. Government (regulator of logistics) Trade-Off Analysis Trade-off analysis is a family of methods by which respondents’ utilities for various product features (usually including price) are measured. In some cases, the utilities are measured indirectly . In this case, respondents are asked to consider alternatives and state a likelihood of purchase or preference for each alternative. As the respondent continues to make choices, a pattern begins to emerge which, through complex multiple regression (and other) techniques, can be broken down and analyzed as to the individual features that contribute most to the purchase likelihood or preference. The importance or influence contributed by the component parts. i. e. , product features, are measured in relative units called â€Å"utils† or â€Å"utility weights. † In other cases, respondents are asked to tell the interviewer directly how important various product features are to them. For example, they might be asked to rate on a cale of 1 to 100 various product features, where 1 means not at all important to their purchase decision and 100 means extremely important to their purchase decision. Trade-off analyses produce several types of information. First, they tell us what features (and levels of features) are most valued by customers. Second, they allow us to model how likely people will be to purchase various configurations of products, the share of revenue these products will most likely receive and what role price plays in the assessment of acceptability. There are four main types of trade-off i. Conjoint ii. Discrete Choice iii. Self-explicated iv. Hybrid One additional model, the MACROModel ©2, will be discussed which does not fall into any of the above four categories. We will discuss each of these trade-off types after reviewing a few basic concepts. Experimental Design, A critical issue in most trade-off methods is the selection of product attributes to be combined together to create each product configuration to be tested. If every possible combination of attributes were included in the study, the study would be said to be using a complete or full factorial design. This is desirable but very seldom practical. For example, if we had 6 attributes with 3 levels each, the total number of possible combinations would be 36 or 729. This is much too large to ask one respondent to rate (and 6 attributes with 3 levels each is untypical modest). When a fractional factorial design is used, only a fraction of the total possible number of product combinations needs to be tested, For the above example, a fractional factorial design could be generated (usually with the help of a computer) that would require perhaps as few as 14 product configurations to be rated. It must be kept in mind, however, that whenever a fractional factorial design is used, some information will be lost. It is the job of the researcher creating the experimental design to ensure that the information being sacrificed (usually higher order interaction effects) does not compromise the project’s ability to answer the research objectives. Bridging Occasionally, even with the most efficient fractional factorial design, we still end up with more products than can be practically accommodated. One possible solution to that problem is bridging3. Bridging allows the attributes to be divided into two or more sets (with some attributes common to all sets). Each set of attributes is treated like its own trade-off study. A fractional factorial design is created for each set of attributes. Respondents are asked to rate or rank two smaller sets of products rather than one large set. The utilities are calculated for each trade-off exercise independently and bridged together to create one final set of utilities. Cognitive and Non-cognitive Behavior Critical to the selection of an appropriate trade-off technique is the issue of which type of behavior, cognitive or non-cognitive, best represents the behavior being measured. Cognitive behavior is behavior that is based on rational, conscious decision-making. Such factors as price, functionality or durability are typically cognitive. Non-cognitive behavior is behavior that is based on less tangible or even less conscious factors such as status, aspiration, insecurity, perceived taste, etc. One might argue that the selection of a life insurance policy, a computer or a water heater are all cognitive decisions and that the selection of a beer, a skin cream or a pair of pants are all non-cognitive. One might also argue that all decisions made by humans are non-cognitive. However, trade-off techniques that employ direct questions (self-explicated and hybrid) all assume that the behavior being modeled is cognitive, because at least some of the product features are being rated in a way that requires both awareness and honesty from the respondent. That is, the respondent must be aware of the degree to which a product feature affects his or her purchase decision and also be willing to admit to that degree of affect. Additionally, any data collection methods that rely on verbal or written descriptions of product features all assume that the behavior being modeled is cognitive, because the process of understanding a verbal or written description is itself a cognitive behavior. Non-cognitive trade-off models should be based on an indirect trade-off technique (conjoint or discrete choice) and data collection that relies on experience rather than language to communicate the product choices. For example, if you are modeling the pant selection process, show respondents a variety of pants that they can see and touch. A consumer may respond to the phrase â€Å"light blue pants† very differently than he or she would to a particular pair of light blue pants. The Four Main Types of Trade-Off Conjoint Conjoint analysis is the original trade-off approach and uses linear models. There is metric conjoint, where respondents monadic ally rate various product configurations, and non-metric conjoint, where respondents rank a set of product configurations. There are also full-profile conjoint, partial-profile conjoint and pair wise conjoint. Full-profile conjoint uses all product features in every product configuration. Partial profile conjoint uses a smaller subset of available product features in the product configurations. Pair wise conjoint requires the respondent to rate their preference for one product over another in a paired comparison. We will only discuss conjoint methods in general in this paper. Conjoint models are simply regression models which are constructed for each individual respondent. Typically, each respondent rates or ranks 20 to 30 product configurations. Each product configuration contains different levels of the product attributes being tested. If the product levels are varied appropriately (the role of experimental design), a regression model can be estimated for each individual, using the product ratings as cases. The coefficients from the model are the utilities or utils. A conjoint approach should be used if a limited number of attributes needs to be tested and utilities need to be estimated for individual respondents, e. g. conjoint-based segmentation. Discrete Choice Discrete choice differs from conjoint in that respondents are shown a set of products from which they pick the one they most want to buy or none if they are not interested in any of the choices shown (rather than rate or rank choices). Respondents are shown several sets of choices sequentially. For each choice set, they are asked to pick one or none. This is in contrast to most forms of con joint where respondents are not allowed to choose none of the product options (MACRO incorporates no-buy choices into its conjoint models). The discrete choice procedure has the advantage of being more like the actual purchase decision process than does any of the data collection methods used in most Conjoint studies. . Also, in conjoint methods, the mathematical models constructed to simulate market behavior are based on linear regression models. In discrete choice, the basis is the multinomial logit model4, which is non-linear. Another analytical difference is that, in conjoint procedures, the utility weights are estimated for each respondent individually. These weights can often provide the basis for a very powerful customer segmentation. Most commercially available forms of discrete choice do not allow this option, although this may be rapidly changing. Further, because discrete choice models are generally estimated at the aggregate level, there exists the possibility that respondents will have strong but opposite preferences to one another. These preferences will effectively cancel each other out when the model is constructed at the aggregate level, yielding the incorrect conclusion that respondents had no strong preference. This is sometimes referred to as the heterogeneity problem. There are two basic forms of discrete choice: classic and exploding data5. Classic discrete choice involves showing a respondent a series of sets of products (as described above). In exploding data discrete choice, respondents are asked to rank order a set of products based on purchase interest (similar to non-metric conjoint). This rank-ordered data set can be transformed into a format suitable for logic model estimation. Exploding data discrete choice has the advantage of more efficient data collection over classic discrete choice. The exploding data approach creates many times ore data points (or cases) than the classic approach with the same interview length. Discrete choice should be used if the primary objective of the study is to estimate market share or price sensitivity, a limited number of attributes need to be tested and the sample population is known to be homogeneous with respect to all product attributes. Self-Explicated Conjoint and discrete choice both determines resp ondent’s utilities indirectly. Self-explicated determines respondents’ utilities directly. With self-explicated scales, respondents are asked directly how important all levels of all attributes are to their purchase interest. Despite its conceptual simplicity, self-explicated models have been shown to be comparable to conjoint models. Self-explicated conjoint analysis requires respondents to reveal their utilities directly. Accordingly, standard questionnaire methods can be used to collect the information. The technique involves the following steps: i. Respondent are informed about all the attributes and their levels, and the respondents are then asked to identify attribute levels that are totally unacceptable to them ii. From among the acceptable levels of the attributes, respondents are asked to indicate which are the most preferred and least preferred levels of each attribute iii. Using the respondents’ most important attribute as an anchor, elicit importance ratings for the other attributes (on a 0 – 100 scale) iv. For each attribute, rate the desirability of the different acceptable levels with the attribute v. Utilities for acceptable attribute levels are obtained by multiplying the importance rating and the desirability ratings. The utilities are then entered into a choice simulator program, and choice information similar to other conjoint programs can be obtained. Self-explicated approaches are useful when there are a large number of attributes and the decision process being modeled is cognitive. Hybrid Hybrid models are models that use a combination of the above techniques. The most famous hybrid model is ACA, Adaptive Conjoint Analysis. Adaptive Conjoint Analysis, in this procedure, a computer program prompts the interviewer with questions. The procedure is as follows: Respondents are first walked through a battery of feature-importance ratings and rankings; second, through a series of pair wise trade-offs of different product configurations. The product configurations shown to any one respondent may not include all of the attributes being tested. The configurations to be paired are based on the answers to the importance questions and rankings asked in the beginning of the interview. Items that are considered of little importance show up in the comparisons less often. Items that are considered of greater importance show up in the comparisons more often. For each pair of products being tested, the respondent is to indicate which product they prefer and the degree to which they prefer it. The software continues prompting with pair wise comparisons of product configurations until enough data has been collected to estimate conjoint utilities for each level of each feature. Since the procedure is adaptive, only a fraction of the total number of possible product combinations is tested. ACA is an approach that is appropriate for building preference models of cognitive behavior with large numbers of attributes. It may not be as useful when price sensitivity, non-cognitive purchase decisions or interaction terms are to be modeled. Cake Method and Logit-Cake Method Other hybrid models include the Cake Method ©8 and the Logit-Cake Method ©9. Both of these models have been developed by MACRO Consulting and were designed to overcome weaknesses in other models. Cake Method The Cake Method © is a unique, proprietary approach to conjoint analysis which offers several advantages over other conjoint methods: A large number of product features (50 or more) can be included in the model First rder interactions can be estimated at both the disaggregate and aggregate levels There is complete control over the experimental design, in a full-profile format Since product combinations are specified, via traditional experimental design, before the interview takes place, physical exhibits can be easily incorporated into the interview The approach involves a specific data collection procedure as well as a u nique analytic protocol. The basic outline of the approach is to: i. Collect self-explicated scales on most of the product attributes tested ii. Conduct a full-profile conjoint exercise with a limited number of product attributes, some of which are common to the self-explication exercise iii. Estimate conjoint utilities for each respondent iv. Bridge self-explicated scales to utility weights The Cake Method should be used when there are a large number of attributes, utilities need to be estimated for individuals, interaction terms need to be measured and the purchase decision is at least partially cognitive. Logit-Cake Method The Logit-Cake Method is a unique, proprietary approach to choice-based trade-off analysis which offers several advantages over other conjoint methods: i. A large number of product features (50 or more) can be included in the model ii. The heterogeneity problem long associated with aggregate logit models is avoided iii. The traditional advantages of logit models over conjoint models are maintained iv. First order interactions can be estimated v. There is complete control over the experimental design, in a full-profile format Since product combinations are specified, via traditional experimental design, before the interview takes place, physical exhibits can be easily incorporated into the interview, The approach involves a specific data collection procedure as well as a unique analytic protocol. The basic outline of the approach is to: i. Collect self-explicated scales on all product attributes tested ii. Conduct a full-profile choice-based exercise with a subset of product attributes iii. Segment the sample based on self-explicated scales iv. Estimate logit models for each respondent cluster v. Bridge self-explicated scales to logit-based utility weights The Logit-Cake Method © should be used when there are a large number of attributes, market share and price need to be estimated, interaction terms need to be measured and the purchase decision is at least partially cognitive. MACRO Model One other model will be discussed in this paper. It does not fall into any of the four main types of trade-off models. In fact, it is not strictly speaking a trade-off model because it does not estimate utilities for any product attributes. The MACRO Model was developed by MACRO Consulting to address a specific research methods need that frequently occurs in new product development and packaging. The MACRO Model is a unique approach to new product screening which offers several advantages over other methods: i. A large number of concepts or packages (50 or more) can be screened at one time ii. Price sensitivity can be calculated for every new product concept screened iii. Price/volume can be individually optimized for every product concept tested iv. New product concepts can be screened and/or completely rank ordered on consumer appeal, market share, unit volume, gross dollar volume or gross profits. The approach involves a specific data collection procedure as well as a unique analytic protocol. The basic outline of the approach is to Sort a stack of new product concepts cards (all new product concepts, each at three price points) into two piles: would definitely buy and would not buy. Note: Stack would contain several existing products as reference have them rank order the would buy pile on a continuum from most want to buy to least want to buy. If the number of items to be sorted is too large for one sorting exercise, the task can be broken down into several smaller exercises, with two or three items common across sorting tasks. After the data are collected for all respondents for the various sorting exercises, a bridging technique can be used to incorporate the data from the separate exercises into one rank ordering of all of the items used in the study. Once the data are combined into one rank order data set for each respondent, the MACRO Model © (a first choice share of preference model) can be constructed. The MACRO Model © should be used when the product is too complex to decompose into attributes, e. g. , packaging graphics, when a large number of highly different products are to be included, e. g. , new product screening, when price sensitivity needs to be measured and when products will be screened based on their revenue potential. Conclusion There are a variety of approaches to trade-off analysis, each with its advantages and disadvantages. Which trade off procedure is best is dependent on the issues and constraints of each marketing problem. The marketing problem should be discussed with a researcher who is knowledgeable in all appropriate methodologies before a research approach is selected. Thus trade-off are necessary. The aspects of trade-off analysis are i. Within One logistics Elements, Trade-off that occurs within a single element ii. Between logistics Element, Trade-off that are possible by considering the impact of one on the other iii. Interface between companies functions, these trade-off are brought about through impact on production. iv. Between the Company other organizations, These trade-off benefit all concerned organizations. Forms of logistics management. Centralized logistics management Centralized logistics management provides that managers that also head other divisions of the company head the logistics operations. This type of management helps avoid internal problems by having a central manager that ultimately decides how logistics and operations are coordinated. Decentralized logistics management Decentralized logistics management is based on the fact that a company needs to have a division that helps control the local-adaptation needs. Dealing with different cultures requires input from the local branch. The managers that deal with the cultural differences on a daily basis normally know what works and what don’t. Outsourcing Outsourcing is the final option for logistics management. When this happens, transportation firms concentrate on logistics, and the company can concentrate on it’s production. There are many cost savings using this type of program, however that lack of control can negatively effect many companies. International logistics requires many different options and requirements to be met in order for a company to operate internationally. It’s like a big puzzle that must be put together, in order for all the goals to be met. As described above, there are many options to consider, and sometimes what appears to be an option really isn’t. It is not difficult to hit a road block, and you must start over with a new plan. Once the logistics plan is in place, you must constantly look for improvements in order to maximize profits and goals. Source for trade off analysis An edited version of this article was published in the February, 1998 issue of Quirk’s Marketing Research Review. i. P. Richard McCullough, MACROModel ©-A Price Sensitivity and Volumetric Approach to New Product Concept Screening, Mountain View, CA, 1995. A MACRO white paper ii. Pierre Francois, Douglas L. MacLachlan and Anja Jacobs, Bridging Designs for Conjoint Analysis: The Issue of Attribute Importance, Leuven, Belgium, 1991-2. An unpublished paper iii. R. Duncan Luce, Individual Choice Behavior: A Theoretical Analysis, New York: John Wiley, 1959 Richard R. Batsell and Abba M. Krieger, Least-Squares Parameter Estimation For Luce-Based Choice Models, June, 1979. iv. Randall G. Chapman and Richard Staelin, Exploiting Rank Ordered Choice Set Data Within the Stochastic Utility Model, Journal of Marketing Research, August, 1982. v. V. Srinivasan, A Conjunctive-Compensatory Approach To The Self-Explication of Multiattributed Preferences, Decision Sciences, 1988, vol. 19. vi. ACA is a product of Sawtooth Software, Inc. , Sequim, WA. Sawtooth Software offers a broad range of trade-off software products. vii. P. Richard McCullough, The Cake Method ©-A Proprietary Hybrid Conjoint Approach to Trade-off, Mountain View, CA, 1997. A MACRO white paper. viii. P. Richard McCullough, The Logit-Cake Method ©-A Proprietary Hybrid Choice-Based Approach to Trade-off, Mountain View, CA, 1997. A MACRO white paper. Questions for self-analyzation: Q1 What is the relation between Marketing and Logistics? Quote a Suitable example to prove the relationship. Q2 What are the subsystems of Logistics Management? Expain the importance of about each system with respect to the importance in business? Q3 What do you understand by Trade-Off Analysis. Explain the various techniques used to do the same. Also explain the importance of trade-off analysis. CHAPTER-3 International Logistics Introduction For the international firm, customer locations and sourcing opportunities are widely dispersed. The firm can attain a strategically advantageous position only if it is able to successfully manage complex networks, consisting of its vendors, suppliers, other third parties, and its customers. Logistics costs comprise between 10% and 30% of the total landed costs of an international order. Thus, international logistics is a competitive tool. Effective international logistics and supply-chain management can produce higher earnings and greater corporate efficiency. Definition How to cite Logistics Management, Papers

E-Commerce Business Technology Society

Question: Discuss about the E-Commerce for Business Technology Society. Answer: Introduction Electronic business has taken a significant pace in the shaping of the global economy. The banking industry has broadly adopted e-business and continually sought to expand its involvement in e-commerce. Most banks use the business to consumer (B2C) websites in engaging nearly all their customers in different locations (Sohani, 2009). The reason for choosing the banking sector is that with the introduction of technology to conduct business, it has had a significant impact on banks operating in the economy. The banking industry has widely adopted B2C e-business model to broaden the market share and provide quality services to customers. This discussion is based on the Australian banking sector where the use of e-commerce have enabled the banks to improve and innovate excellent customer management strategies as well as serving customers better through the development of new products and services as preferred by the customers. The National Australia Bank, Westpac, and Commonwealth Bank, all based in Australia provide e-business services to their clients through B2C model. The URL for National Australia Bank is, (https://www.nab.com.au/), Westpac URL is, (https://www.westpac.com.au/), and the website for Commonwealth Bank is, (https://www.commbank.com.au/personal/online-banking.html). The purpose of this essay is to describe and compare the ways the websites of these three banks address the 7Cs of e-business models. Description and Comparison of the Companies Websites Companies websites play a significant role towards business success. The banking sector uses sites to accomplish various marketing strategies of new offers by the firms in the market to assist business growth (Laudon Traver, 2008). These three Australian Banks use public websites as stated above in focusing on the marketing, sales and customer service transactions with the end customer using the B2C model to address the 7Cs of marketing. Content Identity The website of National Australian Bank (NAB), https://www.nab.com.au/, address the 7Cs of the customer interface. The content of the site has beautiful animations and graphic designs that make customers feel comfortable and gain interest in transacting online business with the bank (Laudon Traver, 2008). For Westpac, the URL, https://www.westpac.com.au/, employs the feature of HTTPS and this makes it much easier for customers to visit the company's website. Navigation Between Sites Customization is key to the success of e-business. Commonwealth bank's website is, https://www.commbank.com.au/personal/online-banking.html allows the customers to personalize the site. Unlike the webs for NAB and Westpac, this website enable customers to personalize Hi5 and MySpace where easy navigation into the company's social sites is incredible. Download The URL, https://www.westpac.com.au/, of Westpac makes it easier to download the videos for Westpac products than it is when using the NAB and Commonwealth bank's website. The webpage of Westpac is greatly linked to other sites of other companies, and this ensures easy access to its products as compared to the other banks in Australia. Graphics The use of graphics in a companies website plays a huge role in e-business success. The visual part webpages of Westpac, Commonwealth, and NAB have great colors and images that are purposely designed to attract the bank customers. While NAB and Commonwealth have attractive graphics and animations, Westpac's website has the best content in that the colors, sounds, and videos offered online for customers to view the bank's products. Linking Capabilities The linking capabilities of the three companies' websites have an impact on success under the banking sector. NAB and Commonwealth banks use both Web 1.0 and Web 2.0 which present the best capabilities in the overall success of the companies. However, Westpac focuses on the use of Web 2.0 making it the best. Community Purposely, webs are designed to enable the user to user communication. Commonwealth's website leaves room for customers to personalize their accounts. This creates an excellent communication platform between the bank and the customers over the internet (Carol, Daniel, Jeffrey, Martin, William, 2012). However, for the sake of privacy of data, this is impossible in NAB and Westpac. Privacy The websites of companies should always enable commercial transactions in the most secure and privy manner. The three companies websites address the issue of privacy with high care. Customers data and the information are kept safe and confidential such that it is impossible for fraudsters to hack the customer's banks accounts (Sohani, 2009). This is what has made the three companies remain competitive in the Australian banking industry. Recommendations The information and technology manager of NAB and Westpac should design web features and pages that allow their customers to personalize the site since this plays a significant role in marketing its products and services. The managers of NAB and Westpac should copy Commonwealth Bank's approach to designing a great content that allows customers to view their products online through videos; this educates customers on the use and applicability of the service in money transfer. The three banks should strive to offer convenient money transfer services to the customers, provide speed and quality services, and seek to establish linking capabilities to other sites especially for well-known banks in the world. References Carol, B. V., Daniel, D. W., Jeffrey, H. A., Martin, W. E., William, P. C. (2012). Managing Information Technolgy. New York: Prentice Hall. 7th Edition Laudon, K., Traver, C. (2008). E-Commerce: Business, Technology, Society. New Jersey: Prentice Hall. 4th Edition Sohani, A. (2009). Technology and Banking Sector. India: ICFAI University Press. pp. 1-39

Product Life Cycle Essay Example

Product Life Cycle Paper 1. Introduction It has been well established that Product Life Cycle (PLC) concept has a significant impact upon business strategy and corporate performance. Since the term was first used by Levitt (1965 ) in an Harvard Business Review article â€Å"Exploit the Product Life Cycle† the concept has been widely accepted and applied by marketing practitioners all over the world. The product life cycle concept is one of the most quoted and most frequently taught elements of marketing theory. According to Mercer (1993: 269) the influence of the product life cycle can be seen in other theories, from new product development, positioning differentiation and portfolio analysis. Since its adoption by marketing, the product life cycle (PLC) has achieved universal acceptance because of its appeal and wide application. According to Weber (1976: 12) the product life cycle concept provides an intuitively appealing and readily understandable framework of analysis for considering future growth opportunities and pitfalls. As time passes sales increase slowly at first (introduction phase), then more quickly (growth phase), then once again more slowly (maturity and saturation phases), and finally decrease (decline phase). This assignment discusses the importance of repositioning and differentiating for an organization’s products or services using the concept of Product Life Cycle (PLC). It also critically analyses the actual practice an organization undertakes to repositioning or differentiating it products. Based on the critical analysis a set of recommendations are provided for the selected organization to improve its overall positioning differentiating efforts during the various stages of PLC. Within this context, the organization that is selected is Bahrain International Retail Development Centre (BIRD) which is one of the leading corporate training providers in Bahrain. 2. Discussion 2. 1 Description of the selected organization- BIRD Bahrain International Retail Development Centre (BIRD) is a sister concern of Bahrain Duty Free. It is a joint venture between Bahrain Duty Free Air Rainta International, set up since 2001. We will write a custom essay sample on Product Life Cycle specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Product Life Cycle specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Product Life Cycle specifically for you FOR ONLY $16.38 $13.9/page Hire Writer It is one of the leading corporate training providers and broadly caters to Management Development, Retail, Customer Service/Sales, Purchasing Supply Management Business English training areas or categories. Within each of these training areas or categories it provides a range of courses that are tailor made training programme to assist the participants in their professional development right from entry to higher levels. In addition to customized training programmes, it also designs delivers a range of open programmes workshops on relevant topics/ areas on a regular basis. BIRD in the last seven years approximately has successfully conducted a range of such effective training programmes for leading organizations in Bahrain such as Bahrain Duty Free, Batelco, Bin Hindi, Y K Almoayyed Sons, Al Hawaj, Jashanmals, National Motors, Al Rashid Group, Garmco and many such leading reputed organizations in Bahrain. 2. 2 Key issues facing BIRD BIRD has positioned itself as a quality training provider with emphasis of satisfying the client training needs through innovative training programmes that have quality in every aspect right from design to delivery. However though it is able to meet its client needs satisfactorily it be profitable it faces key competition from other training providers. Further BIRD operates in a price sensitive training market. The entire training market is fragmented with many competitors trying to capture each other market share purely on price. However what needs to be established that whether the training market is mature or BIRD’s products are mature. There are few companies which are actually quality conscious but they are not enough to justify the revenue generated by BIRD. Majority of the clients or companies want new training at reasonable prices. In addition they are looking for value addition, such that the training is not a cost, but an investment in human resources for their staff. This value addition can be through quality accredited globally recognized training programmes, training needs analysis at no cost or any other consultancy services required by the client. Further the clients or companies are not able to differentiate BIRD’s training solutions or products from others specifically on the basis of quality. In other words, ‘BIRD’ needs to reexamine and reassess the following issues related to its training programmes 1. It needs to critically analyze its current positioning differentiating strategies for each of its broad training programmes or categories specifically which if they are in maturity stage. This should also to be done for the company as whole that is what brand image BIRD has and how do clients perceive it. 2 based on the analysis it needs to explore various repositioning differentiation strategies for its range of training programmes to make it more effective in the long run. . It needs to establish whether the training market is mature or BIRD’s products are mature. 2. 3 Understanding Positioning Differentiation Positioning is the aspect of the product or brand actively communicated to the target audience, specifically, its competitive advantage, values and imagery. It is strongly related to the perception and image of the product. When devising a positioning strategy for a product, marketers must establish a unique and distinctive image of that product in the mind of the consumer. This will differentiate a company’s product from its competitors. Kotler, 1998) Similarly Kotler and Keller(2006) define positioning as the act of designing the company’s offering and image to occupy a distinctive place in the target market whereas repositioning can be defined as the changing/modifying the existing positioning to occupy a distinctive place in the target market. Differentiating is the deliberate marketing decision by organizations to differentiate their products on the basis of various dimensions such as product features, benefits, performance, conformance, durability etc. or even its service dimensions such as ordering ease, durability, installation, maintenance repair etc. Kotler,1998) Whatever dimensions a company selects to differentiate its product it then decides to effectively position it in consumer’s m ind. 2. 4 What is Product Life Cycle Concept (PLC)? PLC includes the different stages an organization’s product goes through right from the day it introduced in the market to the day it is withdrawn or declines from its market. It includes four stages- Introduction, Growth, Maturity Decline. (Kotler, 1998) This PLC Concept is usually for a product category (training), a product form (retail training) or product/brand (City Guilds retail training qualifications). Typically the product life cycle is a bell shaped curve as seen in figure 1 ,but their can be variations such as growth slump maturity pattern, cycle – recycle pattern and scalloped pattern (Swan Pinl 1982; Tellis Crawford, 1981) Figure 1 – Typical bell shaped curve of PLC During each of the stages the product sales, profits, level of competition and number of customers vary and go through different changes, thus pose different marketing challenges, opportunities, and problems to the organization (Kotler Keller, 2006) The pattern of sales, profits, number of customers level of competition are summarized below 1. Market introduction stage o high costs osales volume low olow or no profits due to high developmental costs ono/little competition competitive manufacturers watch for acceptance/segment growth losses odemand has to be created ocustomers have to be prompted to try the product 2. Growth stage ocosts reduced due to economies of scale osales volume increases significantly oprofitability opublic awareness competition begins to increase with a few new players in establishing market oprices to maximize market share 3. Maturity stage ocosts are high to maintain market share sales volume peaks oincrease in competitive offerings oprices tend to drop due to the proliferation of competing products obrand differentiation, feature diversification, as each player seeks to differentiate from competition with how much product is offered osales are high but profits are low 4. Decline or Stability stage o costs become counter-optimal osales volume decline or stabilize oprices, profitability diminish profit becomes more a challenge of production/distribution efficiency than increased sales. (Kotler,1998;Kotler Keller,2006) 2. 5 Positioning PLC The maturity stage tends to be longer than the previous stages and poses big challenges to marketers. This is the stage the marketers need to mange the most otherwise the product will move into decline stage which is not desirable. According to Kotler Keller (2006) the organization has various options- 1) Market modification by working out two factors that make up sales volume Volume= number of product/brand users x usage rate per hour This can be done by expanding the number of brand/product users by connecting nonusers or by entering new market segments and winning competition’s customers. Volume can also be increased by convincing current users to increase their product or brand usage. 2) Product modification: Sales are also stimulated by modifying the products characteristics through quality, feature or style improvement. This may also involve repositioning the existing product with improved/ modified changes and then to be communicating this repositioning successfully to the target market ) Other marketing mix modification This includes changing the other marketing mix such as prices, distribution, advertising, sales promotion etc Thus maturity stage is the most challenging stage that needs to be managed effectively so that the product does not loose it market share or enter decline stage. According to Kotler and Keller (2006) the company’s overall positioning and differentiating strategy must c hange over the various stages of PLC. When products reach maturity they are well known. However, as competing products enter the market; mature products can begin to look old and tired. Action must then be taken to refresh the product’s image or repositioning. This repositioning can create new appeal for existing consumers or attract new consumers. Business 200 Case Study (http://www. business2000. ie/cases/cases_9th/case7. htm) 2. 6 Critical analysis of BIRD’s product in terms of PLC stage positioning strategies 2. 6. 1Applying the PLC concept majority of all BIRD’s training programmes are in mature stage, other than the Purchasing Supply training programmes. These Purchasing Supply training programmes which are offered in association with Chartered Institute of Purchasing Supply (CIPS) were introduced this year (2008) and are thus are in introductory stage but if considered from overall training market, these training progranmmes are already existing in the market, being offered by many competitors. Thus the market for these programmes is mature highly competitive. 2. 6. 2 The retail training programmes which are the main revenue generator are two fold –globally accredited City Guilds training programmes and company specific customized training programmes. Both the kinds of programmes are in maturity stage and they drastically need to be re assessed in terms of being repositioned to consolidate its position in the market. The overall market for these is also some what late growth stage transiting into mature stage. 2. 6. 3Other training programmes such as Management development Customer service / sales are more or less in similar stages as retail training but probably more competitive. 2. 6. 4 Business English training programmes is in maturity stage and the overall market for these products is also in maturity stage. 2. 6. The overall image or positioning of The BIRD as a quality training provider is well accepted in the market palace but it can be enhanced further and communicated and understood clearly by its clients. 2. 7 Recommendations Based on the above critical analysis following recommendations have been provided for BIRD- 2. 7. 1 Product modification As regards its Purchasing Supply training programmes, since it is in intro duction stage it needs to create more awareness about its programmes and position them on the basis of quality such as qualified trainers, suitable class timings, quality infrastructure- class room, pantry etc. nd other issues related to training. Every thing related to training programmes specifically all the elements of marketing mix should spell out quality so that the positioning is clearly communicated and understood by its target market. Regarding its retail training programmes specifically for City Guilds it should continue to position it as quality programmes with clear emphasis on its accreditation from City Guilds. Regarding the customized training programmes it should emphasize on BIRD’s experience expertise in delivering these programmes. For its management development, customer service / sales Business English courses it needs to reposition and make them value added without compromising on quality. This value addition can be providing detailed pre course and post course evaluation, training needs analysis( TNA ) if cist allows and any other elements of training that the client value. This repositioning with changes in the product need to be communicated effectively to the target market is able to understand and appreciate this repositioning. . 7. 2 Market expansion modification As regards the overall positioning of BIRD as one stop training solution provider for its client which means they should consider BIRD for all their training requirements in all areas. This will increase the market share of BIRD and also the raise the bar of BIRD as quality training provider in all areas. This will also provide market expansion and modification increasing the number of clients and their volume of business as well. 3. Summary This assignment established that an organization products go through different stages and each stage needs to handled differently as regards its positioning | differentiating strategies. Maturity stage is the most crucial stage and thus is the most challenging for an organization. The critical analysis of BIRD’s products established that most of its products are in mature stages operating in more or less mature markets. As a result a set of recommendations were provided to effectively improve the overall positioning as well as individual positioning of broad categories of training programmes References †¢Levitt, T. (1965) Exploit the Product life cycle: Harvard Business Review: Vol. 43: Nov- Dec:pp 81 -94 †¢Kotler, P. , (1998), Marketing Management analysis planning implementation and control, (9th ed. ), Prentice Hall, Australia †¢Kotler, P. Keller, K . L. (2006) Marketing Management: 12th eds:Pearson Education Limited: Upper Saddle river: New Jersey †¢Business 2000 case study: Extending the product life cycle through repositioning (http://www. business2000. ie/cases/cases_9th/case7. tm) †¢Weber, J. A. (1976) Planning Corporate Growth with inverted product lifecycle: Long range planning: Oct: 12 -29 †¢Mercer, D. (1993) A Two decade test of Product life cycle theory: British Journal of Management: Vol4: Issue 4: Dec: 269 – 274 †¢Swan, J. E. David, R. R. (1982) Fitting Marketing Strategy into varying product life cycles: Business Horizons: 72 – 76 †¢Gerald, J. Tellis Crawford, C. M. (1981) An evolutionary approach to Product growth theory: Journal of Marketing: Fall: 125 134

Counting Crows essays

Counting Crows essays I love music. It opens up a world to me unlike any other. The lyrics music contains seems to talk to me in a very different way, allowing me to walk into another individuals world of emotions. I believe song lyrics can give you not only a sense of feeling for how an individual views issues in their lives, but what their true feelings on the situations are. You can learn, by listening to the words and the phrases, what exactly it is the individual is trying to tell you. Many times on our listserv, various Counting Crows song lyrics have been discussed at some point or another by us all. It seems everybody on this list spends so much time talking about what it is this lyric means, and how beautiful various phrases are. Well, have we ever taken time to stop and think about where these lyrics come from? What has always seemed so odd to me is the fact that we all put so much thought into how lovely their song lyrics are, yet so little into the thoughts and emotions behind them. I believe the music performed by the Counting Crows contains many interesting lyrics. Issues such as love, loss, and life issues in general, seem to just jump out of their lyrics. Because of the connection I perceive from the Counting Crows music, I have recently came under the impression that their music contains more personal experience than some may think. Often in our culture poppy, upbeat tunes are created with catchy lyrics to lure us in. These songs contain lyrics which draw us into believing that how they think a certain situation would be is how a certain situation should be played out, or how it should feel. I believe that the lyrics contained in the Counting Crows music make us feel and connect the way they do due to the fact that they are all real feeling and events. One of the band members must have felt these situations described in the songs for otherwise how is it their lyrics come across so meaningful and realistic? After playing thei...

On current news Essay Example | Topics and Well Written Essays - 250 words

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General Electric (GE) Assignment Example | Topics and Well Written Essays - 2500 words

General Electric (GE) - Assignment Example There are numerous core competencies and capabilities of the company which act as the major drivers of success and sustainability of the business in the global corporate segment. The success of General Electric has been rooted to the use of effective corporate and strategic management systems in the business. The company has also been revitalised from time to time through the induction of adopting and self-confidence tools like Change Acceleration Process (CAP) to different types of business units in the various industries of operation for the segments of the conglomerate (Chaffee, 2005). General Electric was the first ever company in the global frontier which systematically applied multiple strategic and corporate management concepts and strategies simultaneously within the business verticals. The success and strong performance of GE has also been driven by other factors like strong corporate portfolio management functions, management of talent and movement of ideas (Cameron, 2012). The adoption of three key companywide performed and growth initiatives including Six Sigma Quality, services and globalization have enabled GE to integrate higher levels of sustainability in the business. Another core capability of the company is that many of the large business segments of the business are able to differentiate their outputs with the production of high quality goods and services while at the same time controlling the costs of operations incurred for per unit of the produced goods.

Groups in Organisations Coursework Example | Topics and Well Written Essays - 1750 words

Groups in Organisations - Coursework Example communication skills, planning and management skills etc. Bruce W Tuckman has suggested a model of group development based on four stages. Here, I shall evaluate the process of group development at Sok-Fitness Center where I am a member of the marketing team. Sok-Fitness makes partners in the workforce, so I have a female colleague Sarah with whom I work. She makes the schedules, and I go and discuss the matters with the clients. The first stage of group development is of formation. This is basically the stage of understanding the need to form a group and integrating into it. People form groups in order to have a better understanding of who performs what in the course of achievement of the organizational objective. â€Å"†¦individuals are also gathering information and impressions - about each other, and about the scope of the task and how to approach it† (Chimaera Consulting Limited, 2001). Formation of a group unites people on one platform and they are able to avoid con flicts. Our group was formed by our manager, and the two of us were assigned our respective duties by him, so there were no misunderstandings. The second stage of group development is storming. This is the stage when people feel the need to conflict over issues of mutual interest or concern. Some people enter minor confrontations while others enter into severe kinds of conflicts. The level to which the conflicts storm up varies from one organization to another depending upon the culture and policies of an organization, yet it is never entirely inevitable. People look for rules to guide them on different matters. Sarah was a new employee and needed a bit of training before making the schedules. So in the start, she and I had had some misunderstandings. She referred me to various clients haphazardly. This was causing trouble. We consulted the manager. He told us that I can schedule for myself unless Sarah is sufficiently trained. The company organized one week’s training sessio n for Sarah after which she got skilled in making schedules. The third stage of group development is norming. This is the stage when the rules of engagement are developed. These rules help the people have a better understanding of their respective roles and responsibilities in the group. Once that is achieved, people perceive one another better and can appreciate one another’s skills and differences. However, after this stage, employees may become resistant to change because of their fear that the change might distort the group. We saw this stage after Sarah was trained. We did not have troubles thereafter. The manager asked us if we would like to exchange our roles, but neither of us opted for it. Performing is the fourth stage of group development and is rare to occur. This is a stage whereby every member of the group can emotionally connect with others and change the roles and responsibilities as per the need of the hour. This is a stage in which, the members entire effort is directed towards the achievement of the goal. We were fortunate enough to reach this stage. Q. 2 Some of the most common characteristics of a successful team are mission, empowerment, involvement, willingness to take risk, unity and change (Business Advantage International, 2008). Factors that can negatively affect the team include group think and dysfunctional conflicts. Several personality traits of individuals that make part of a team also have many positive and

Mentorship in Professional Practice

Mentorship in Professional Practice The following assignment will critically analyse the mentors role in facilitating learning within the practice setting. It is of importance to define the following terms: mentors role, facilitating learning, accountability, and supporting students who are failing in practice setting. The importance of establishing effective working relationships, an analysis of the learners’ needs, promote effective assessment and the evaluation of learning will be analysed. Finally, the conclusion will be drawn from the analysis of this assignment. A mentor is a clinical practitioner who supports, guides, supervises and facilitates student learning during a clinical practice Stuart (2007). Mentors are seen as a fundamental influence to students in a learning environment where students utilise their theoretical knowledge in to practical, learn key skills and achieve the required competence for registration. Ali et al (2008) also states that mentoring is an important that every nurse has to assume, formally or informally, sooner or later. Historically the concept of mentor dates back from the Greek mythology. Mentor was a friend of Odysseus who left his wife Penelope and son Telemachus, whilst he went to war. Odysseus asked his friend to guide and support his son therefore being his mentor (Pellat, 2006). The author agrees with the above authors as she is an experienced nurse who guides junior nurses, through reflection and feedback in their duty of care. Nursing and midwifery council [NMC] (2008) recommends that prior to the commencement of placement, mentors are to ensure that all students are allocated a mentor one week before to let the student and mentor prepare for the experience. A mentor does not only advise and guide students, but he or she is a role model to junior nurses. According to Morton and Palmer (2002) cited in Ali et al (2008) by being a role model , the mentor provides an observable image of imitation, demonstrating skills and qualities for the student to emulate. NMC (2006) notes that the role of a mentor in a clinical setting is fundamentally focused on the NMC competencies. Chandan and Watts (2012) noted â€Å"that mentor’s role goes beyond teaching knowledge and skills as they alleviate anxieties and supports students with acceptance and socialisation into both the higher education and clinical contexts†. Mentors establish effective working relationship by demonstrating their competence in building adequate skills to support learning for students who will becoming part of the team within the clinical settings. The key role of a mentor is to a help the student integrate into their designated practice setting. Royal College of Nursing [RCN] (2007) suggests that the relationship between a student and a mentor can be achieved by welcoming, orientating inducting and integrating the student into the multi-disciplinary team within the first 24 hours of entering learning environment. Learning can be facilitated by a positive relationship between mentors and students. This can create a mutual relationship built on understanding and empathy facilitating students to maximise their potentials within the clinical setting (Zellers et al, 2008). This relationship between student and mentor can be enhanced by working 40% of direct and indirectly of their time and also alongside the mentors shift patt ern. A mentor supervises the students assigned to her within a practice setting. Taylor cited in Stuart and Sundeen (1997) define supervision as an intensive interpersonally focused, one to one relationship in which one person is designated to facilitate the development of therapeutic competence in the other person. However, Ironbar and Hooper (1989) suggested that the supervisor should be someone with extensive clinical experience and training, who can provide expert support and guidance with well-planned learning opportunities, the provision of support and coaching for students in order to facilitate learning According to Johansson et al, (2010) the relationship between the student and mentor is the most factor contributing to clinical learning experience. Students attain direct knowledge and skills resulting in becoming aware of their roles. Willis report (2012) mentions that â€Å"Effective understanding of collaboration and inter-professional working is a key component of pre- regis tration nursing education†. A well collaborated learning contract can enable the mentor to facilitate learning with a clinical setting. According to (Worrall, 2007) an effective orientation to a clinical placement can help the student to feel relaxed and encourages motivation for learning through early identification of learning objectives. To have the opportunity of being a member of the multi-professional team, the mentor must ensure that the student is fully integrated into the team and working alongside professionals so that he or she can gradually become competent in most clinical of skills. Learning within a clinical setting can be facilitated through the use of a variety of approaches by mentors and staff who have the right skills. Mentors facilitate learning to students by applying reflective learning as a learning technique that reinforces the mixing of theoretical and realistic learning into practice. According to (Pritchard and Gidman, 2012; Carr, Heggarty and Carr, 2010) â€Å"Reflective learning i s an effective tool in supporting mentorship, allowing students the opportunity to reflect on past experiences and to learn from them before moving forward†. (Pritchard and Gidman, 2012) elaborated further that by adopting new teaching approaches, mentors can address students past experiences enabling the students to have some confidence to reflect on what they have learning outcomes. NMC standards support learning and assessment (2008) outlined certain principles to be achieved in order to become a mentor. Mentors’ should be able to create an environment that can facilitate learning by supporting students, encouraging learning activities, off ward learning experiences, assessments, supervision, professional vision and applying evidence based practice within the clinical settings. It is a requirement that all registered nurses are to convey professional knowledge and competence to student nurses by regularly taking part in the learning and development of students through teaching, activities, supervision and assessments NMC (2010). NMC (2008) requirements recommends day to day support for the students’ by their allocated mentors in order to enable student learning experiences and assess practice learning outcomes. This can create a conducive learning environment within a clinical setting by teaching or providing learning opportunities for students an d colleagues through planning, reflective practice and evaluating learning activities. Mentorsare influential in helping the student reach theiraims and objectives. They carry out assessments to ascertain the students level of theoretical knowledge, practical clinical skills and also taking into account the learners previous experiences can aide mentors to facilitate learning. Sharing knowledge and experience with students assist the mentor to identify the student’s individual learning style Ali et al (2008). Therefore a mentor can facilitate a students learning by keeping his or her knowledge and skills up to date by researching into current trends and annual mentorship update. The role of a mentor is to ensure that there is readily available of learning resources, precise learning opportunities and a plan on how the student can achieve the planned learning objectives. Mentors must possess qualities such as a being an educator, good effective communication skills, acting as an advocate and good leadership qualities to institute an effective working environment for student nurses. However this can develop students’ in understand what is expected of them in the near future. Accountability is part of the mentors’ role in facilitating learning in a clinical setting through professional judgments on students’ performance. Mentors are accountable for confirming students who have met their NMC competencies in practice. Learning can be facilitated through appropriate support and supervision in carrying out summative assessment of the student‘s competence when carrying out clinical skills during teaching sessions. Mentors are accountable for every decision and action they make on the care provided by students (NMC 2010). They have the duty to facilitate learning and support failing students by giving constructive feedback and effective teaching sessions. However Duffy (2004) recommends mentors to fail students who are not able to meet the required level of practice because it is the mentor’s responsibility to make the final assessment and to be aware that they are accountable for passing or failing the student NMC, (2006). Keeping su fficient and evidence based records can help mentors to support their decisions. Rodgers (1969) defines facilitation as a style of teaching that assist mentors in understanding students’ effective style of learning that includes student focused learning, none commanded, self-directed reflective whilst involving them in the learning process. Mentors are regarded as effective facilitators in both skills and art because they engage everyone in the learning experience. By acting as an advocate, mentors can facilitate student growth and development resulting in students being able to solve problems simultaneously. Within the clinical setting mentors’ critical reflection as a method for teaching and learning can create an even pathway for the students to pursue their learning journey. According to the NMC code of practice (2008b, p: 5) have the duty to share their knowledge and skills to facilitate students’ and their colleagues development by teaching new skills for example depot injection techniques and completing risk assessment documents. Mento rs can facilitate learning by using physical resources such as teaching aids to enhance learning for students and colleagues within their clinical settings. It is essential for the mentor to facilitate learning to students by encouraging them to attend on and off ward learning activities for example, meetings, practice sessions, student forums and other health departments in order to acquire expertise clinical skills and knowledge and for further development. Mentors must ensure that there is a vast range of potential learning opportunities available to learners in order to facilitate learning and meeting specific students’ learning needs. At the same time the mentor needs to be mindful of the quality of the learning experience and consider how they can further develop the learning environment to enhance the students’s experience. The role of a mentor within a clinical setting is to develop the student clinical skills through teaching and explaining the clinical procedures and to provide the appropriate knowledge base for nursing interventions. Learning can be facilitated by equipping the clinical setting with all useful and adequate resources for carrying out the teaching sessions. Mentors can also obtain new knowledge and skills through their guidance and support of students (Klasen, 2002). Their contribution to a supportive learning environment and quality learning outcomes for students can be brought about by being approachable, supportive and being aware of the student’s style of learning. Mentors plays a significant role in the assessment of student’s level of capability assesses your level of capability student gains the optimum experience from the clinical learning environment. It is also important when embarking on the mentorship course and in house training for other qualified staff to assist students translate theory into practice. Mentors needs additional skills through structured learning activities and teaching sessions to utilise in an environment settings designed for this purpose, Gopee (2011) . Quinn (2000) commented that mentors can enhance students’ skills performance and development in a methodical and acute way by providing the students with feedback and reinforcement. Communication is the most important tool that a mentor can utilise to facilitate learning for students within a clinical setting. As a skilled communicator a mentor needs to establish additional communication skills for the management of students’ complex issues arising within the clinical setting. Components of communication are essential in a clinical setting because mentors are able to exchange information and establish an effective working relationship. Ali and Panther (2008) commented that mentors should use effective communication and facilitation of skills to develop a personal and professional relationship with the students allocated to them. Learning can be facilitated by carrying out the initial, intermediate and final interviews thus allowing the mentor to find out about the student’s previous learning experiences, identifying the individual’s strengths and weaknesses and their level of participation, Doel and Shardlow (2005). Interaction between stude nts and Mentors enables more flexible and individualised learning process using a one to one effective approach within a structured learning environment (Warren, 2010). Enhancing learning through assessment can assist the mentor’s ability to research and prepare an appropriate environment, which is conducive with learning, teaching and assessment. The provision of teaching and learning activities facilitate learning within a clinical setting as it enables the students to achieve the intended outcomes during their placement by relating theory to practice while developing critically reflective skills in order to facilitate learning NMC (2008). Mentors can facilitate learning by providing inter-professional learning opportunities for example integrated skills teaching model. By utilising the Kolb’s (1984) learning cycle mentors can integrate of theory into practice and the art of and science of nursing by using the four stages of learning namely Activist, Reflector, Theorist and Pragmatist. Mentors can facilitate student leaning by having a well-structured teaching session that includes style and space, providing feedback and identifying future learning needs. Learning styles promotes better student integration into clinical settings. Frankel, (2009) states that nurses learning styles promote better integration of theory i nto practice. The ability to critically analyse and evaluate the strengths and limitations of learning, teaching and assessment within their practice area is one of the mentors’ roles. However, through the knowledge the mentor possesses they can develop and present innovative approaches to enhance students’ learning. By carrying out student assessment a mentor can facilitate learning to a student by observing the student during a teaching session where by the mentor is bale to know the student’s learning style for example visual, auditory and kinaesthetic learning.