Global warming Essay Example | Topics and Well Written Essays - 1250 words

Global warming - Essay Example The incidence of climatic disasters is becoming more and more frequent. Hurricanes, floods, drought etc are continuously occurring at different parts of the world. It has been Man induced changes in the environment has been causing changes atmosphere and the ecology, which is eventually leading to climate change and global warming. The objective of this easy is to analyse the causes and impacts of global warming. It has been estimated that the average temperature of the air near earth’s surface has risen by 1.3 Fahrenheit (Venkataramanan & Smitha, 2011). However, this does not mean that every corner of the earth experiences an increase in temperature. This increase in the average temperature of earth has given way to systemic changes in the physical systems of the earth. For instance, the rise in temperature is experienced most in the poles. The systemic effect that this causes is that the ice melts in the poles which cause further change in the climatic patterns and ecologica l patterns in other parts of the globe. The warming in the poles along with change in wind pattern would result in colder winters in continental Europe. Similarly, West Africa would receive more rains while central Africa won’t receive enough rain (Venkataramanan & Smitha, 2011). ... The most important source for this is fossil fuel emissions. Whenever a fossil fuel is burnt in form of fuel as in the case of cars, aero plane or industrial units, carbon dioxide is emitted to the atmosphere and it gets accumulated. The chart below represents the sector wise contribution of green house gas emissions. Fig 1: Sector wise contribution of green house gas emission Source(Venkataraman & Smitha, 2011) The natural form of reversal of this accumulation process is the vegetation which absorbs carbon dioxide as a source of energy. However, the indiscriminate human intervention with the green cover of the earth is hindering this natural process. Deforestation limits the scope of carbon emitted into the atmosphere being absorbed by plants. Thus the amount of carbon in the atmosphere keeps increasing causing the globe to be warmer. Moreover, when plants are destroyed and they decay, the carbon stored in them is released back into the atmosphere which aggregates the problem. There are natural systems which are called ‘carbon sinks’ which stores carbon for thousands of years. The chain of activities as explained above results in these carbon sinks to fail. If the carbon stored in these carbon sinks are released, it may result in detrimental effects on earth’s various systems. It has been found that oceans which are carbon sinks are failing in their capacity to store carbon (Venkataramanan & Smitha, 2011). This is resulting in ocean water to turn acidic. This would in turn mean that ocean life will largely be affected. It is the green life within the ocean that helps the ocean to store carbon (Barnett, et al. 2005). Thus this act like a chain reaction where in the ocean turns acidic and the plants

A Report and Analysis of Dont Fire Them-Fire Them Up Essay Example for Free

A Report and Analysis of Dont Fire Them-Fire Them Up Essay In many cases, the principles that lead to success in the business world translate very well to other disciplines, such as military leadership and operations. An excellent example of such principles can be found in Frank Pacetta’s â€Å"Don’t Fire Them, Fire Them Up†, a work that is considered by many to be a pivotal piece of literature in the field of business management, more specifically sales management, as well as any other endeavor which requires the ability to motivate, lead and encourage others, in addition to one’s self. This paper will present an overview and discussion of Pacetta’s book; moreover, this paper will also discuss how the principles put forth in â€Å"Don’t Fire Them, Fire Them Up† have relevance in military settings as well. Upon conclusion of this research, the reader will not only better understand the mindset of Frank Pacetta, but will also hopefully find motivation to read his work for themselves and utilize his principles for their own enrichment and to guide and mentor those to look to them for leadership and support. An Overview of the Book Before a meaningful discussion of the key elements of Frank Pacetta’s book can take place, it is important to take a closer look at the book as a whole. In â€Å"Don’t Fire Them, Fire Them Up†, Frank Pacetta uses his own personal experiences as a sales manager for Xerox Corporation as the template for the story he is telling and the concepts he is sharing with the reader. Having found himself with the ironic responsibility of improving the worst performing sales region for one of the world’s most profitable corporations, Pacetta realized early on that his work was certainly cut out for him. To his credit, he also came to an early realization that the first instinct to fire the entire sales force was not the appropriate course of action; rather, motivation was needed for the salespeople and support staff, as they were not deliberately poor performers or underachievers, but in Pacetta’s own words â€Å"the plane was on autopilot and falling fast† (Pacetta, 1994), meaning that the sales department overall was failing tremendously, but apathy ruled the day, whether due to fear of inappropriate actions or perhaps even a self fulfilling fatalism. Whatever the case, Pacetta chose to lead by example, which is clearly illustrated by his concepts of The Power of Personal Example and Being Who You Say You Are (Pacetta, 1994). In other words, he practiced what he preached, and in the final result of his actions, the failing department he entered was transformed into an effective team environment that became on of Xerox’s most profitable territories. While Pacetta started the transformation by introspection, he did not achieve this success single handedly; rather, he found the best in each of his team members and honed it into what was needed for the well being of the entire operation. Perhaps most importantly, Pacetta reached the realization that people are in fact the organization’s best asset. Perhaps the author himself said it best with this statement:† What folks need desperately are people who believe in them, and are committed to their success, and people who will do everything possible to empower them to fulfill and live their dreams (Pacetta, 1994). The Author’s Maverick Attitude The subtitle of this book, so to speak, is â€Å"A Maverick’s Guide to Motivate Yourself and Your Team†, which in retrospect embodies the leadership by example and individual motivation that Pacetta used in his own experiences, which ultimately formed the backbone of his book. The â€Å"Maverick Attitude†, so to speak, is worthy of note and discussion because of the important contributions it made to the book and the success story around which the plot was developed. Someone once said that desperate times call for desperate measures; faced with a quickly dying sales department in what could be a promising and profitable territory with the proper cultivation, Pacetta was not afraid to step out of the conventional comfort zone for the sake of better results in a sort of tough-love situation. One of Pacetta’s key philosophies is to tell his personnel where they are headed, for better or for worse. Through a creative combination of compassion and candor, he was able to tell his staff that while there were things that they had done quite well, there was a problem that held the potential to lead to the destruction of the department from the inside out. In this way, Pacetta was able to project the understanding that some possibly painful actions needed to be taken for a better end result, but each individual properly understood that they were not being abandoned, and moreover, were being retained and mentored because of their past contributions and future potential. Application of Pacetta’s Techniques in a Military Environment Moving from a topical discussion of â€Å"Don’t Fire Them, Fire Them Up† to actually putting its principles into practice, it is valuable to consider the application of Pacetta’s techniques to a military environment. When the book’s concepts are applied to the military environment, there are several very important philosophies that would serve military leaders and their personnel quite well. At the risk of stating the obvious, perhaps the most apparent and valuable of these is the afore mentioned adage that the personnel of a leader are perhaps his or her best asset. Even the greatest of leaders and motivators would be set up to fail without reliable and motivated people within their command who, properly led, would make endless contributions to the welfare and effectiveness of the unit. As the old saying goes, the chain in final analysis is only as strong as its weakest link. Leadership by example is also worthy of extraction from Pacetta’s book and application into military management. Such attributes as performance under pressure, courage, perseverance and integrity are best learned by seeing them in practice, and as the most visible member of a military unit, the leader is looked to as a pacesetter for subordinates. Without strong examples of leadership, even the best laid plans may be doomed to fail. Lastly, a concept which may stretch the boundaries of military order but is noteworthy nonetheless is that of not being afraid to be a trendsetter in leadership, a quality which Pacetta calls being a maverick (Pacetta, 1994). This does not mean insubordination or dereliction of duty, but rather the unique ability to use one’s own initiative to achieve goals and objectives while still remaining within the boundaries of regulations and acceptable practices. While this may sound like a contradiction in terms, it has been proven to be effective in the world of business, and should neatly lend itself to military matters. Conclusion In his book, Frank Pacetta not only shares a classic, real-life tale of triumph over adversity, but also a story of the value of the individual, the team, and the leadership of both. Through actual anecdotes and intelligent analysis, â€Å"Don’t Fire Them, Fire Them Up† makes valuable points for the executive and Admiral alike. In closing, the researcher hopes that the spirit of Pacetta’s teachings carries through in this paper as well; further, it is hoped that the readers of this paper will take the time to read and practice what can be found within the pages of Pacetta’s classic work of business literature. References Pacetta, Frank (1994). Dont Fire Them, Fire Them Up. New York: Simon Schuster.

Role of port pricing

Role of port pricing Introduction Port pricing plays important role in the growth and prosperity of the ports. It influences port competition, investment decisions, development strategy etc. This paper presents the current pricing system of Kandla Port Trust and its impact on the traffic, intense competition, financial gains etc. Kandla Port Trust (KPT) is one of the 12 major ports of India under the Ministry of Shipping, Govt. of India (Location at Annexure I). Also there are 187 minor ports under the control of various State Maritime Boards. Kandla Port faces severe competition from 20 such minor ports (Gujarat Maritime Board Ports) and private ports around it on the 1600 kms coastline of Gujarat (Annexure II) whose total traffic during 2009-10 is 2.59 times of Kandla Ports traffic and 36.73% of the total traffic handled by all the major ports of India. The present tariff structure of Kandla Port Trust had undergone its last revision in 2005 which is taken as a base for presenting the pricing system for this paper. Accordingly the data presented is related to the year from 2002-03 to 2004-05 and projections from 2005-06 to 2007-08. Current Pricing System 1. Kandla Port has fixed the tariff for the various services which are classified as under : for the use of properties belonging to the port such as cargo handling, warehousing, storage, supply of equipments, floating crafts, dry docking and miscellaneous charges etc. The fees for the services such as pilotage, berth hire, hauling, mooring and other services rendered to the vessels and Port Dues on the vessels entering the port. Based on the above, the Scale of Rates of KPT (KPT website) has been divided into 4 Chapters. Chapter I-Definitions; Chapter II- Vessel related charges; Chapter III- Cargo related charges Chapter IV miscellaneous charges. 2. Pricing Strategy: â€Å"There are four usual tariff approaches for the determination of the port charges: Cost-based tariff, investment based tariff, comparative tariff, flexible and promotion tariff. Cost based and investment based tariff aim at achieving the financial objectives whereas comparative and flexible and promotional tariff are suitable for achieving the market needs† (Cariou Handout 2010 p-16). Pricing strategy is based on the objective that a port aims at: may it be the profit maximization, throughput maximization, trade promotion or minimization of the ships time in the port The Kandla Port has adopted a ‘cost plus return on capital employed approach while fixing the tariff to achieve the financial objective of the port. However, congestion pricing (for the priority berthing and ousting priority for berthing) and the other strategies such as comparative tariff and flexible and promotional tariff has also been adopted for certain commodities to attract the cargo. Thus the profit maximization and throughput maximizationarethe objectives of Kandla Port. Assessing and Forecasting Port demand: Traffic projections are one of the influential factors in deciding the tariff structure. It gives thebasis to decide whether the tariffs fixed are enough to cover the cost and the investment. Therefore, correct traffic forecasting is crucial in any port pricing system. In KPT, traffic projections made are in line with the projections in the five year / annual plans and the current / expected growth. (Annexure III) These projections are made after taking into consideration the various factors such as trend of cargo handled during previous years, capacity increase, economic growth, traffic handled by the nearby competiting ports, market survey based on the indications given by the port users, reports of the various associations such as Agricultural Product Export Development Authority (APEDA), Timber Association, Indian Farmers Fertilizer Co-Operative Ltd. (IFFCO), Oil Coordination Committees report (OCC), reports from the important importers and exporters, Expert opinions, governments policies etc. The demand is also studied on the basis of size of the vessels handled at port (Annexure IV) based on the draft restrictions and future dredging plans of the port. Competition level Kandla Port Trust handles almost 80 million tons of cargo and has a sprawling hinterland of 1 million square kilometers right from the state of Gujarat to the Jammu and Kashmir. (MAP of hinterland and location of other major ports is placed at Annexure V). Port faces severe competition from nearby State owned 20 minor ports and private ports which handled 205.98 millions metric tons during 2009-10. The Herfindahl Index (H) calculated comes out 1 and clearly shows the monopoly pattern of these ports. Traffic comparison of Kandla Port and 20 minor ports of Gujarat and Herfindahl Index is placed at Annexure VI. There is also an acute competition faced by KPT from the Port of Mundra, a private port which is in the vicinity and handled almost 40 million tons of cargo during 2009-2010. Port takes this severe competition into consideration while fixing the tariff structure. Tariff rates are also made concessional and promotional if ashipper commits major volumes. Thus, tariff has been fixed considering the emerging competition by the private ports in the near vicinity in terms of traffic, tariff rates and the likelihood of losing of cargo. Comparison of tariff is important particularly so when the port compete for the same hinterland. It is observed from the comparison that all charges are abysmally low at Kandla Port Trust except the port dues, pilotage and berth hire charges which are little higher than the GMB Ports (GMB website), due to the huge expenditure of dredging cost. Kandla Port has less competition with the major ports as each major port has distinct hinterland without muchoverlap. Herfindahl Index (H) for these ports shows pattern of equality in the market share i.e. moderate concentration of competition with the Index of 0.09868. Traffic of all other major ports of India along with Herfindahl Index is placed at Annexure VII. However, Kandla Port puts lot of efforts to attract cargo from the nearby major ports such as Mumbai Port and Jawaharlal Nehru Port by providing the competitive rates. Cost Structure Attempts are made in Kandla Port Trust to evaluatecost of each component of port operations. It provides the consciousness that the inefficiencies are not passed on to the users. For the purpose of fixation of the tariff, it is necessary to know the operating cost of the port. Operating cost includes labour cost, material cost, maintenance cost, fuel cost and other expenditure such as management and administration, insurance, security. Expenses such as retirement benefits, write off of losses are also considered for the purpose of fixation of the tariff. For this purpose, the operations of the Kandla Port are classified into five main activities such as Cargo handling, Port and dock facilities, Railway working, Estate Rental and Township. ‘Caro handling Activity comprise sub-activities such as cargo handling, warehousing and storage, mobile cranes etc. and ‘Port and Dock facilities Activity comprise sub-activities such as Cranes, berth hire, port dues, pilotage, water supply, dry docking, dredging, flotilla etc. These activities and sub-activities are again divided into various cost centres where in the cost is booked. Based on these cost centres the ‘Direct Cost of each activity is booked/allocated under that sub-activity. The ‘Indirect Cost/overheads such as Departmental overheads, management and general administration overheads(such as store keeping expenses, labour welfare and medical expenses, engineering expenses, work shop overheads, insurance etc), security expenses, social welfare expenses, fire fighting expenses et. al are also booked under different cost centres and then they are apportioned to all the sub-activities. Thus based on the Direct and Indirect Cost, Total Operating Cost has been arrived at. To this operating cost, as stated above, the cost such as retirement benefits/ex-gratia payment, writing off losses etc. (which are called Finance and Miscellaneous expenditure) is added to arrive at the Total Cost. To the Total Cost arrived at, Return on capital employed (ROCE) calculated @ 15% is added to get the Price/Tariff of that activity. (Rate of return is calculated on the basis of CAPM). Specimen of the Cost Statement of Cargo handling sub-activity is placed at Annexure VIII which gives an idea as how the costs are booked under different heads. Based on all the above factors, the copy of the cost statement for the Port is placed at Annexure IX. Capital Employed comprises Net Fixed Assets (Gross Block minus Depreciation minus Works in Progress) plus Working Capital. Capital employed for each activity, return on capital employed (Annexure X) and cash flow statement (Annexure XI) are placed only for 2004-05. (Such calculations are done for 2002-03 and 2003-04 also). Cost statement also shows future projections. For income projections, traffic projections and present tariff rates are considered. Wherever the rates are mentioned in the dollar terms, the effect of foreign exchange fluctuation is given. For expenditure projection, latest expenditure is adjusted to the Wholesale Price Index for All Commodities announced by the Ministry of Finance, Govt. of India and applied to the traffic projections to arrive at the expenditure projections. Present Tariff Proposal As revealed from the tariff order for KPT (TAMP website) the tariff proposal is as below: â€Å"Based on the cost structure, the financial position reveals how much tariff is required to generate the [emailprotected]% and to make the activities self sustained. However, Port finds that such recovery of return will not be possible as it demands almost 38% hike and traffic can not bear such huge hike. Hence Port decided to recover only the short recovery/deficit of 286.40 millions (Annexure IX p-17). While doing so, however, port has considered various factors such as (i) severe competition by the nearby state owned and private ports on account of better facilities such as deeper drafts, speedy cargo handling systems (impacting ships turn around time which was the main reasons for getting diverted the Kandla Ports traffic) (ii) heavy capital expenditure incurred by the ports by addition of infrastructure such as quay, heavy duty cranes, godowns, road-rail network etc. since last revision and like expenditure in the coming years (iii)substantial maintenance dredging cost to the tune of Rs.400 millions p.a. (iv) increase in the operating cost by 23.68% etc. . Over the current rates, Tariff Revision considered a hike of 15% in cargo handling storage, pilotage, port dues and miscellaneous charges and 50% in the berth hire charges. Port has also considered cross subsidization in other the surplus activities while deciding to go for recovery of only the deficit. However, port further gives specific justification as below for the upward revision of tariff. For port dues, port considered the huge expenditure on account of maintenance dredging. Rates of the pilotage charges of the nearby ports which were 82% higher than the Kandla Ports rate justified 15% hike. Huge investments by developing infrastructure like berth and heavy duty cranes which benefitted the port users by reduction in turn around time of the ships reduction in the no. of gangs justified the hike of 50% in the berth hire charges. For pilotage, port dues and berth hire the GRT slab of 10001-30000 is focused more as 56%of the vessels visiting port falls in this category. For the storage activity also likely investment in the open storage area justified 15% hike. For the cargo handling activity however, it is observed that Port instead of giving flat 15% hike to the existing rates, used the proactive pricing by increasing the rate of those commodities in which port has monopoly in handling such as food grains, scrap, timber, salt and sugar and reducing the rates of the car go such as ores minerals, metals, oil cakes etc. which was getting diverted. Kandla Port expected additional revenue generation of approx. 304.30 millions p.a. after the tariff revision.†(Annexure XII) Recommendations on as to ho w the current pricing system could be changed to increase a) attractiveness of the port; b) the profit of the port . Emerging growth of the GMB ports during thelast decade in terms of capacity creation and speedy cargo handling has posed a severe competition to Kandla Port. Further, tariff of the State owned ports are not subject to approval of any Tariff Regulatory Authority like Major Ports and hence very flexible and attractive. With this backdrop, thefollowing recommendations are made to increase the attractiveness as well asprofit of the port by the cost control and cost reduction measures: Port should think ofworkingon the ‘normative costing principlewhere by standard costs and standard tariffscan be derived which could be bench-marked for pitchingthe right actual tariffs for each sub-activity and principal activity. This will give a strict control over inefficiencies and thus will help to reduce the tariff. Efforts are required to be concentrated in the areas where the potential savings are likely to bemaximum. Implementation of the cost effective systems will definitely help the port to overcome the redundant costs. Developing ‘satellite ports at new location with slimstrength of man-power and cost-effective systems can also be thought of by the port. Best solutions in terms of making a port cost-effective and attracting traffic is to develop the terminals under public-private participationmodel wherein the risks are optimally shared/distributed and costs are brought down witha right blend of public management and private management. Port, by taking up various productivity measures and specifically adding infrastructure, can reduce the turn around time of the ships and get benefitted by accommodation of the large no. of vessels. This will increase traffic at the port and thus through the economies of scale the price at the port gets reduced. Of course, coefficient of elasticity of tariff on traffic is to be found out to determine to what extent the tariff is to be reduced.(Generally ports in India are in oligopoly market and coefficient of elasticity of tariff on traffic is less than one) For cost reduction and adding infrastructure, Kandla Port has to work on the various areas such as massive mechanization through high capacity cranes, marine unloaders, transfer mobile equipments and commissioning ofspecialized terminals such as coal terminal, car terminal, container terminal etc. for speedy handling of the cargo. Increase in the capacity of the port is urgently required as the berth occupancy at the port is 89% (Ministry of Shipping, India website) which is much on the higher side impacting the turn around time of the ship which is almost 3.09 days (KPT website). Though Port has prepared dredging plan, it is required to reduce the time span so that larger vessels get accommodated within a short period. Port requires to work on procedural delays and thinking on modernizationin terms of ‘modern Gate-in Gate-out systems and web-based port community systems etc., in order to reduce transaction time and cost . Port can also take up the value adding services and ‘door-to-door solutions tobuild -up captive customer/clientele base. Conclusion: Pricing plays a prominent role in any organization. It is one of the determining factors to fetch the traffic at the port. As it is said that price makes and price makes, Port has to take into considerations holistic view before taking any pricing decision.

Market Segmentation, Positioning and targeting for BMW :: Business and Management Studies

Market Segmentation, Positioning and targeting for BMW 1.1 Introduction This report aims to examine the market segmentation, positioning and targeting of BMW (automobile company). BMW will be examined giving information about the company and where it is now and any recommendations that we feel are appropriate. 1.2 BMW Company Profile BMW was formed in 1917, from the merger of two small aero engine makers. Their famous blue and white symbol stems from the colours of the Bavarian Luftwaffe and is said to resemble the view of the one of their plane through a propeller. BMW is renowned for its sporty, sophisticated & luxury image which has been built up since the 1970's with many motor sport victories ranging from Touring Car to Formula 1. BMW Group's worldwide mission statement is: "To be the most successful premium manufacturer in the industry."[1] 1.3 BMW's Marketing Mix To examine BMW we must first look at the marketing mix. A company's marketing mix is made up of four main points these are Price, Product, Promotion and Place. Through these points we can examine the specifics of a company to gain an insight into their segmentation, targeting and positioning. 1.4 Product The products produced by BMW are prestigious, high performance, technologically advanced automobiles. These start from mid-range cars up to the most prestigious and luxurious. The present models are: BMW 3 Series - Saloon, Coupe, Convertible, Touring, Compact ----------------------------------------------------------- BMW 5 Series - Saloon, Touring BMW 7 Series – Saloon BMW Z3 - Roadster BMW Z4 - Roadster BMW Z8 - Roadster BMW X5 - 4WD BMW M - M5, M3 Coupe, M3 Convertible, M Roadster, M Coupe Mini Cooper - an independent brand within the BMW Group[2] 1.5 Price BMW price ranges are from $17,000 to $80,000. There are many options that affect their car prices such as engine size, equipment levels and motor sport versions. This means you can purchase a base model (which is the cheapest) and then add options which may cost as much as ?20,000 more per car. Examples of price: Model ----- Lowest Price. Highest Price cc: BMW 3 Series ?16,265 ?32,870 BMW 5 Series. ?23,540 ?42,010 BMW 7 Series ?52,750e ce. ?60,000 BMW Z3 ?

Organizational Culture and Incentives at Lincoln Electric

Case Title: Organizational Culture and Incentives at Lincoln Electric Table Of Content Introduction: An overview of the case study S. W. O. T Analysts Case Discussion Questions Recommendation 1. Introduction: An overview ot the case study Lincoln Electric is a leading manufacturer of welding products, welding equipment, and electric motors, with more than IJS$I billion in sales and 6,000 workers worldwide. Although now publicly traded, members of the Lincoln family still own more than 60 percent of the stock.Lincoln Electric's tradition of innovative solutions, echnological leadership and commitment to customers, employees, and shareholders stems from the vision of its founder, John C. Lincoln and his brother, James F. Lincoln. Lincoln Electric has a very successful management system that other businesses benchmark their own systems by it. For years, other companies have tried to fgure out how management coaxes maximum productivity and quality from its workers, even during difficult financial times. The Lincoln system succeeds largely because of an organizational culture based on openness and trust, shared control, and an egalitarian spirit.Although the line between managers and workers is firmly drawn, managers respect the expertise of production workers and value their contributions to many aspects of the business. The company has an open-door policy for all top executives, middle managers, and production workers, and regular face-to-face communication is encouraged. Lincoln's system worked so well in the US that management decided to extend it overseas. Lincoln built or purchased 11 plants in Japan, South America, and Europe with plans to run the plants from the US using Lincoln's expertise with management control systems.Managers saw the opportunity o beat local competition by applying manufacturing control incentive systems to reduce costs and raise production. The results were abysmal and nearly sunk the company. Production and financial goals were not me t. The huge losses in the international plants meant that the company would have to borrow money to pay US workers bonuses, or forego bonuses, for the first time, in Lincoln history. Management wondered whether the Lincoln Management System could be transferred to other countries. 2. S. W. O.T Analysts Strength Organizational Culture ;Everybody in company treated Equally whereby there is no special car parking area or managers and top management executives ,everybody will use the same cafeteria for breakfast or lunch and lastly they practicing open-door policy in the organization ;Any GAINS in Productivity will be shared with Consumers † low Price Employee † Higher Pay Shareholders————– High Dividend Incentive Scheme >Pay according to number pieces produced and enable the workers to gain more wages than the other welding company workers throughout the United states.In addition, these incentives system indirectly heightened the sense of ownership among the plant workers and it's encouraging them to produce more quality product ithin the timeframe. > Lincoln main strength is Lowest cost structure and High level of productivity strategy Weakness Long working Hours >According to the labor law in US or any other countries ,the acceptable working hours for manufacturing company workers is (35 hours per week ) whereas Lincoln electric practicing (43-58 hours per week ).No Base salary >when there is no base salary, most of the workers will feel uncomfortable to work in that kind of organization. For instance, if the worker couldn't work for 43 to 58 hours per week, he or she might low wage than others and how that person would manage he cost of living in United States with that low wage. Opportunity was told by foreign distributor that American equipment will not sell good in Europe ;So instead company decides to set up the Wholly owned subsidiaries and acquisition to make the Equipment locally to capture the internationa l market.E. g. Lincoln acquired 7 manufacturer in Europe and Mexico takes 2 years to implement or change the entire company workers to follow and adopt the Lincoln organization culture and incentives system in Mexico. Threats Political In many Europe and Asian countries the government considered piecework as Exploitative compensation system which force employers to work harder, therefore in Germany the strategy doesn't work well.Society As stated in weakness part, the long working hours became threat when Lincoln implement the strategy in Other countries because it is not acceptable since labor law limit the working hours 35 hours per week Technical Managers have no experience of work outside US and the local managers also felt reluctant to implement the culture of Lincoln in the Unit. Legal Due to many lawsuit against the organizational culture and incentive systems of Lincoln ‘s foreign acquired companies . Case Discussion Questions 1 . What is the source of Lincoln's long-s tanding competitive advantage in the United States market for arc welding equipment?Lincoln's Electric long-standing competitive advantage in the United State market achieved by a high productivity rate per worker and this company success had been on extremely high level of employee productivity. Lincoln's Electric apply incentive scheme based on piecework. The workers receive no based salary but depend on the number of pieces they produce. The piecework rates at the company enable an employee working at a normal pace to arn an income equivalent to the average rage for manufacturing worker in the area where the factory is based.A company faces a quality aspect when it comes to incentive scheme based on piecework. But at Lincoln Electric's the worker must repair or paid back any piecework that have defect. It means the workers must be responsible for their outputs. The work culture in Lincoln Electric's is one of the attributor. The company had a strong respect for the ability of the individual. Moreover, in this company, they practicing open-door policy whereby the communication barriers between Workers' and ‘managers' were eliminated. All workers are treated equally despite of their position.Since 1934, production workers have been awarded a semiannual bonus based on merit ratings. These rating are based on; Objective criteria; example: employee's level and quality of output. Subjective criteria; example: employee's attitude toward cooperation and his or her dependability. This semiannual bonus motivates workers to perform better and work harder, resulting boost in productivity. Despite high employee compensation, the worker so productive than Lincoln has a lower cost than its competitors. 2. Why didLincoln enter foreign markets through acquisitions and Greenfield ventures, rather than through exporting? The Lincoln Electric's did consider expanding into international market by exporting, but was told by foreign distributor that American equipment would not sell well in Europe. So instead the company decides to set up wholly owned subsidiaries and acquisitions to make the equipment locally. Through acquisition, it was a quick way to execute. The company can rapidly build its presence in this targeted foreign market. Lincoln acquired seven arc welding manufacturers in Europe and one in Mexico.

Architect William Holabird and the First Skyscrapers

Architect William Holabird and the First Skyscrapers Architect William Holabird (born September 11, 1854 in Amenia Union, New York), along with his partner Martin Roche (1853-1927), forged Americas early skyscrapers and launched an architectural style known as the Chicago School. The architectural firms of Holabird and Roche, Burnham and Root, and Adler and Sullivan were some of the most influential teams in American architectural history and modern design. William Holabird began his education at the West Point Military Academy, but after two years he moved to Chicago and worked as a draftsman for William Le Baron Jenney, who is often called Father of the Skyscraper. Holabird founded his own practice in 1880, and formed a partnership with Martin Roche in 1881. The Chicago School style featured many innovations. The Chicago window created the effect that the buildings were composed of glass. Each large pane of glass was flanked by narrow windows that could be opened. Many of the first skyscrapers were built in Chicago, Illinois after the Great Fire of 1871. In Chicago, Holabird and Roche designed the Tacoma Building (1888), the Pontiac Building (1891), the Old Colony Building (1893), the Marquette Building (1895), the LaSalle Hotel (1909), the Brooks Building (1910), the Palmer House (1923), and the Stevens Hotel (1927). Between 1889 and 1908 Holabird and Roche built a number of buildings at Fort Sheridan, Illinois - 66 buildings have been designated a National Historic Landmark District. In addition to their Chicago skyscrapers, Holabird and Roche became leading designers of large hotels in the midwest. The Plankinton Building in Milwaukee Wisconsin started off as a two-story building in 1916 and five more floors were added in 1924. The Plankinton, like other new tall buildings being built at the time, was steel frame with a facade of terra cotta.   After William Holabirds death on July 19, 1923, the firm was reorganized by his son. The new firm, Holabird Root, was highly influential in the 1920s. The John D. and Catherine T. MacArthur Foundation is proud to own and occupy the Marquette Building in Chicago. As a supporter of creativity, the Foundation is the perfect owner of a building steeped in history. Early skyscrapers from the Chicago School era are now over a century old, if they havent already been torn down. Holabird and Roche designed the original 1924 neoclassical style Soldier Field in Chicago, a national landmark stripped of its designation after a gut-wrenching 21st century renovation. Restoration and historic preservation are the price of caring for history.