Impact of Management and Leadership styles

Impact of Management and Leadership styles Managers are who  do things right  and leaders are who  do the right thing The general concept according to my understanding from various literature reviews are that Leaders leads people and managers manage all things in organization, furthermore to my concepts the important point is that leaders are the people who bring changes in organizations and managers may be considered as people who sustain the day to day organisational activities. The main point in this task 1, to explain the link between Leadership and management of an organisation, here I am elaborating leadership and management of Martin McColl, this organisation having approximately 1,000 outlets and 50,000 employees across United Kingdom, the main focus of the company is on Books, Cards, Magazines, Confectionary, Toys and Drinks etc. Link between strategic management and leadership: Orders which are passed down from leader and the managers role is to pass orders down the chain of command A leader is described as someone who has the capacity to create a vision, and to translate it into action and sustain it (Bennis, 1989), this statement can also be justified as there are differences between management and leadership, although functionally they can be combined in the same individual (John Kotter, 1990). Leadership without Easy Answers by Ronald A. Heifetz, According to In business, we see an evolution of the concept of leadership. For decades, the term leadership referred to the people who hold top management positions and the functions they serve. In our common usage, it still does. Recently, however, business people have drawn a distinction between leadership and management, and exercising leadership has also come to mean providing a vision and influencing others to realize it through non-coercive means. Roosevelt says about link between leaders and managers that People ask the difference between a leader and a boss, the leader works in the open, and the boss in secret. The leader leads and the boss drive. This report review explains the relationship between leaders and managers that they perform on their position within the organization, they work together to achieve the goals of organization. Leaders think about goals and are active instead of reactive in shaping ideas. Managers act to limit choices. Leaders develop fresh approaches to long-standing problems and open issues to new options. A manager is a problem solver- what problems have to be solved and what are the best ways to achieve results? Link between leaders and management has strong impact in organization. Managers Managers administer. Follow the established course. Ensure that people do things. Ensure that people do things better. Leadership Leaders innovate. Establish the course that managers follow. Ensure that people want to do things. Ensure that people do the right things. Ensure that people do better things. Source: international business-society management by Tulder, Zwart. Example in McColl: As I explained the literature review above, I am evaluating these literatures with the help of Martin McColl example. Martin McColl under the Steve Leadership management is very successful. There is a strong link between leader and management. Leader and managers keeps link through video conferences, mails and telephone. Meetings for internal discussions are kept to a set of guidelines intended to maximize productivity, and minimize cost, to achieve a result. Focus is on external parameters, particularly the customer and the image of the company. Priority in Martin is given always to activity that enhances the customer experience, improves efficiency or increases revenue and profitability. There is an enormous level of mutual respect built between the leadership group and the teams. People are appropriately motivated, and rewarded for their performance based upon their motivational modality. It is important to remember here, that not everyone is motivated by a monetary reward, or a standard trophy. A Truly Great Leader understands this, and uses to their advantage. On 28 Nov 2010 major snow fall hits Scotland. There were problems with many routes. Managers must come on time thats managers responsibility. On the day of snow martin McColl managers came on time in all branches while travel was very difficult due to the heavy snow but all managers reached on time and have done their work because it was not easy for anyone to come out house. So that was a great achievement under the best leadership. Managers are also leaders. Link between leaders and management has strong impact in decision making in organization and this impact effect in every place and every area in McColl such as finance, marketing, policies. Impact of management and leadership style on Strategic Decision: Decisions are at the heart of leader success, and at times there are critical moments when they can be difficult Organizations all over the world are deeply concerned with understanding, searching and developing leadership. Regardless of the type of organization, leadership is discerned to play a vital role in establishing high performing teams. Leaders are facing greater challenges than ever before due to the increased environmental complexity and the changing nature of the organization. The current era not only demands having a competitive edge and sustained profitability but also the maintenance of ethical standards, complying with civic commitments and establishing a safe and equitable work environment. Leadership is one of the critical elements in enhancing organizational performance. Being responsible for the development and execution of strategic organizational decisions, leaders have to acquire, develop and deploy organizational resources optimally in order to bring out the best products and services in the best interest of stakeholders. In short, effective leadership is the main cause of competitive advantage for any kind of organization (Zhu et al., 2005; Avolio, 1999; Lado et al., 1992; Rowe, 2001) Decentralised structure: In Martin McColl autocratic leadership style portrays that manager retains as much power and decision making authority as possible. These leadership styles utilize different sources of power and impact differently on the levels and extent to which staff consider them as making a contribution to organizational decision making. Both the quality and extent of staff participation in decision-making tends to wane. Each store of  McColl  has a store manager who can make certain decisions concerning their store. The store manager is responsible to a regional manager senior managers have time to concentrate on the most important decisions. Collaboration with group members: Martin McColl leader makes decisions in collaboration with group members, often using majority rules or similar social decision schemes, whereas a consultative leader makes decisions, after talking with group members about their opinions. Empowerment: McColl managers tend to be more focused on productivity targets and achievement of objectives. Their power is based on their ability to achieve targets, often as a result of quick decisions. Decision making is a form of empowerment. In McColl stores Empowerment is increase motivation and therefore means that staff output increases. Knowledge skills: People lower down the chain have a greater understanding of the environment they work in and the people (customers and colleagues) that they interact with.   This knowledge skills and experience may enable them to make more effective decisions than senior managers. Faster Changes: Participative styles in McColl enabling departments and their employees to respond faster to changes and new challenges. Whereas it may take senior managers longer to appreciate that business needs have changed. 1.2 Example in Martin McColl: Martin McColl is UK based corporate company. Martin McColl has a democratic leadership where subordinates involve in decision-making. Company has a board of directors and Steve is a head of directors.   It is seen that Martin has authoritarian systems in which their people work as directed. Merger and acquisition continued in martin McColl. In 1998 Forbuoys acquired Martin Retail Group which was before RS McColl. In 1999 company launch new convenience concept McColls. In 2004 the company acquired Dillon stores. In 2005 company changed its name to Martin McColl Retail Group and now martin is the UKs leading neighbour retailing group. These changes allow leaders and managers to makes good decisions which give the strength to business. These changes brought many changes such as economic condition been changed, development changed, competition increased this changes brought new markets like stationery stores, specialist card shops. Furthermore supermarkets like Tesco and Sainsburys were selling everything that Martin did. So there was a big competition. Knowledge sharing and strong communication always been there so the strategy of Martin was focus on its core activities and increase, improving buying power sell higher margin items and makes their with sales of newer lines. Company have a wide variety of roles at two head offices in Scotland and Brentwood. Here company centralise core business divisions including Central Retail Operations, Trading, Marketing, Finance, Supply Chain, Business System etc. In all these above cases, management and leaders realized that changes were occurred and react actively. And in all these cases, they responded only when the competition forced them to do so. Conclusion: In making decision, consider the fit between leadership style and the characteristics of organization. Even more important, remember that things change. Look for flexibility. The very best leaders are those who have learned how to shift from one leadership style to another as circumstances demand. If one candidate shows evidence of being able to move smoothly among several of these styles, that may tip the balance. 1.3: Leadership style adaptation to different situation: Leadership style is the typical approach of a particular person used to lead people. Management theorists try to discover one best leadership style for all situations. Researchers say that there are internal and external environments that have significant impact on leader effectiveness. For example in limited external opportunities leaders are constrained by competition, legislation, technology, changing markets and limited resources when making strategic decisions. Fiedler (1967), who conducted extensive research on the situational aspects of leadership effectiveness, identified factors that determine what style of leader performed best. He examined correlations between test scores of leaders and their performance related to situational factors. The relations-motivated leader performs best where the leader position is not strong. Task-motivated leaders perform best when the leader-member relations are good and the leader power position is strong. The latter category represents poor member relations and a weak leader who is attempting to deal with a poor situation. B ecause that situation is unfavourable, Fiedlers model would require a task-oriented leader to keep the situation from falling apart. An obvious alternative would be to replace the leader.   To deal with the issue of matching style to the situation, Vroom and Yetton (1973) developed an approach that deals with leader-subordinate interaction. He recognized that an effective style depended on situational variables including the leaders expertise, the task structure, and the employees willingness to accept a solution. They found that the key elements in sharing of leader power are the maximization of technical effectiveness and subordinate motivation or acceptance. If technical effectiveness is not crucial and motivation and acceptance are not important, the decisions are made by the leader alone. On the other hand, if the technical difficulties are important but motivation is low, the leader attempts to obtain more information. When technical effectiveness is unimportant but motivation and acceptance are high, delegation becomes a useful approach. Finally, if the problem is high on the technical level and there is a need for acceptance, then the decision is shared with the group. The situational determinants of leadership show that there is frequently, but not necessarily optimally, a consistency in the behaviour of a leader when he or she performs in different situations. As the organization grows, team building and the exchange of ideas become more important. Involvement tactics are used more frequently. Now the organizational units are formed and the biggest question is how the work should be divided. This requires negotiation. Once the company is into production, tasks are more routine, but time is critical. This calls for more direction. Throughout, indirection, enlistment, redirection, and repudiation may be used. The tactics and when to use them are summarized in Table 2. According to Daniel Goleman six styles of leading have different effects on the emotions of the target followers and each style appropriately as the circumstances. Which are: Visionary leader, Coaching leader, Democratic leader, Affiliative leader, Pace-setting leader, Commanding leader. As Goleman provides a good framework of leadership styles so I can say that its absolutely true that no leader always leads in a particular style but adapts to situations. Few styles are there including Goleman styles, these styles are generally the most effective. Attached table 1. There are five basis of power Coercive power, Reward power, Expert power, legitimate power, and Referent power. These five bases of power introduced by French and Raven in 1959. Among the five bases of power there are three bases in which the Steve leadership is founded. These are legitimate power, expert power and referent power. Through his position he is able to lead the companys people. His experience in the company makes him very knowledgeable of the company and its customers. He motivates people and constantly empowers them. He is also charismatic. Example of Martin McColl: Employee Relationship: As a participating leadership in the past few years Martin performance and profitability have been transformed by employee engagement; which show a clear improving engagement and improving performance of employee. Martin engaged employees indicate they have a good understanding of how to meet customer needs. Individual employees in companies with strong engagement strategies described to us how their working lives have been transformed for the better. Customer focused strategy: Martin leaders have vision thats why they set objectives of company and have customer retention strategy for this they having promotional sale and delivering newspaper. Martin McColl customers are familiar with what newspapers and magazines in their local store and know the prices they normally paid. As a result, Martin delivering ordered newspapers at their home. Early experiments in began and, by the end of 2008, Martin was making 200 deliveries a week in an area a very small beginning. Ethical behaviour: McColl leadership thinking ethically and behaving ethically in UK thats why they are taking responsible decisions. They reduced to use of plastic bags. Martin corporate social responsibility is concerned with the ways in which an organization exceeds the minimum obligations to stakeholders specified through regulation and corporate governance. Martin negotiating better promotional prices from suppliers that small individual chains are unable to match. The product and service development processes of the martin have been substantially re-engineered, to facilitate better management of product lifecycles and more efficient delivery of wide ranges of products to customers. Product activity has focused on enhancing core ranges and introducing quality products. Martins innovative ways of improving the customer shopping experience, as well as its efforts to branch out into finance and insurance have also capitalized on strong brand reputation Financial Environment: Under great leadership a strong financial performance has been shown by the company over the years, which underlines its strategic capabilities.   According to Data monitor (2010), Martin is a  £ 30billion turnover company recording an increase of 14.9% when compared to 2008. The foremost strategy that has been adopted by the company is the product and services customization in accordance with the market demands.   The efficiency in performance of the company over the last decade can be summarised with the help of growth in following key indicators (Fame, 2010) Diversity: In the past, Martin approach to emerging markets has tended to be almost exclusively from their own perspective, seeing them simply as markets, with little real empathy for the new customers needs and desires. One of the big problems is that the vast majority of senior managers in corporations come from the home county but Martin Company and their leaders always ready to cope with such diversity at top executive level. Environmental factors: In environmentally as Martin entered into more and more partnerships or joint ventures many of which are formed with companies from different cultures. So leaders who are able to create and sustain such relationships give their company a valuable collaborative advantage. In my view, this relationship approach to business represents a major challenge to Martin. By senior executives Martin establishing good personal relationships in which trust and mutual understanding can develop. Corporate culture Founding Vision Company ways of doing things Values system LEADERSHIP STYLES Different Situations Employees relationship Customer focused Production Financial Environment Diversity Environmental factors A good understanding of situation trains leaders to change their style, like a driver changes gear in a car. Martins success had come, despite many siren voices, from persevering with its original model, and Bradley, the companys chief operating ofà ¯Ã‚ ¬Ã‚ cer, puts that down to the personal backing of Windsor, Martins low-key chief executive. One solidly based on experience, trust, and judgment. Conclusion Dynamic changing situations require different leader behaviours. These behaviours can take the form of patterns of behaviours termed leadership style, or leadership tactics. Selecting leaders with different leadership styles is inefficient. It is far more effective to select flexible leaders who have the capability of using different tactics under different conditions. While the leaders may occasionally learn to change their styles to suit the circumstances, leadership styles are likely to remain fairly stable overall. Therefore, a certain style affects the leaders/managers managerial decisions over extended periods, with a particular style being more effective under a specific set of circumstance. 2.1 Impact of Theories on organizational strategy: When we think about management and leadership, the image comes in our mind that these are powerful dynamic individual who commands people. Yesterday principles and theories are contemporary and sophisticated. Some overlap and gaps occurs. Current theories fill these gaps and after to study that people are dealing to current situation. There are many theories of management and leadership, these are defined as: Behavioural theory, Contingency theory, Functional theory, Great man theory, Situational theory, Trait theory, Transactional theory, Transformational theory. Major models and approaches are: Adaptive leadership and appreciative leadership Many leaders and managers have his or her own style. Some common styles are: Autocratic, Bureaucratic, Democratic, and Laissez-faire. There is a difference between theories and leadership models that leadership theory is an explanation of some aspect of leadership, these are used to better understand and control successful leadership and leadership model is an example for use in a given situation. Each one has strengths and weaknesses, and each one has its appropriate uses. Here I am selected two current management and leadership theories which are Transactional leadership and Transformational Leadership. Transactional and transformational leadership has been of great interest to many researchers in the current era. Adopting either transformational and transactional leadership behaviour helps in the success of the organization (Laohavichien et al., 2009). This might be the reason that different authors of the recent past considered transactional and transformational leadership as predicating variables and investigated their relatedness with other criterion variables. Both transformational leadership and transactional leadership help in predicting subordinates satisfaction with their leaders (Bennett, 2009) Transformational Leadership: Transformational leadership theory has captured the interest of many researchers in the field of organizational leadership over the past three decades. This theory was developed by Burns (1978) and later enhanced by Bass (1985, 1998) and others (Avolio Bass, 1988; Bass Avolio, 1994; Bennis Nanus, 1985; Tichy Devanna, 1986). The major premise of the transformational leadership theory is the leaders ability to motivate the follower to accomplish more than what the follower planned to accomplish (Krishnan, 2005). Transformational leadership has four components: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (Bass, 1985). Burns postulated that transformational leaders inspire followers to accomplish more by concentrating on the followers values and helping the follower align these values with the values of the organization. Research has also shown that transformational leadership impacts employee commitment to organizational change (Yu, Leithwood, Jantzi, 2002) and organizational conditions (Lam, Wei, Pan, Chan, 2002). Due to its impact on organizational outcomes, transformational leadership is needed in all organizations (Tucker Russell, 2004). Transformational leadership identifying and developing core values and unifying purpose, developing leadership and effective followership, utilizing interaction-focused organizational design, and building interconnectedness (Hickman, 1997, p. 2). Transformational leaders work to bring about human and economic transformation. Within the organization they generate visions, missions, goals, and a culture that contributes to the ability of individuals, groups, and the organization to practice its values and serve its purpose (Hickman, 1997, p. 9). These leaders are reliable leaders who generate commitment from followers which results in a sense of shared purpose (Waddock Post, 1991). The leaders ability to inspire, motivate, and foster commitment to a shared pur pose is crucial (Bass, Waldman et al., 1987). According to Bass and Avolio, transformational leaders display behaviours associated with five transformational styles wich are attached in table 4. Organizational culture: According to Schein (1985, 1995), the leaders beliefs, values, and assumptions shape the culture of the organization and these beliefs, values, and assumptions are then taught to other members of the organization. Schein also stated that leaders have the power to embed organizational culture through various methods such as mentoring, role modeling, and teaching. Bass and Avolio (1993). Organizational Vision Transformational leadership has four components: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (Bass, 1985) which involves motivating people, establishing a foundation for leadership authority and integrity, and inspiring a shared vision of the future (Tracey Hinkin, 1998). Idealized influence and inspirational motivation are connected with the leaders ability to formulate and articulate a shared vision (Dionne, Yammarino, Atwater, Spangler, 2004). Transformational leadership creates a desire for people to work as a team, in an enjoyable and non-threatening culture, yet always with an expectation of excellence. It creates a How To approach to problem solving and development of new concepts, it allows for early warnings of imminent threats and weaknesses in the organization and strongly encourages celebration of strengths and aggressive pursuit of suitably qualified opportunities. Transformational Leadership is demonstrated from the highest level in the organization, and rewarded all the way through the management layers. It is charismatic, passionate and inspirational and attracts the very best candidates for available roles. Everyone in the organization clearly understands the culture, goals and expectations of the organization. Transactional Leadership: Transactional leadership is cantered on leader follower exchanges. Followers perform according to the will and direction of the leaders and leaders positively reward the efforts. The baseline is reward which can be negative like punitive action, if followers fail to comply with or it can be positive like praise and recognition, if subordinates comply with the intent and direction settled by a leader and achieve the given objectives. Four core facets of transactional leadership as described by Schermerhorn et al., (2000) are contingent rewards, active management by exception, and passive management by exception. Example of Bill Gates and Steve Jobs Leadership Styles: Bill Gates is a businessman, and chairman of Microsoft, the software company he founded with Paul Allen. Gates is one of the best known entrepreneurs of personal computer revolution. Steve jobs business magnate and inventor. He is well-known for being the co-founder and chief executive officer of Apple. Both have Transformational leadership style but both transformation styles have different impact on business in same industry. Bill Gates and Steve Jobs Leadership style: Bill Gates leadership is participative style because he involves his subordinate in decision making. He is a flexible person and he recognized his role was to be visionary of the company. Whenever needed he bring professional manager for managing and well structure of the organization? Gates is a strong and energizing person his enthusiasm, hardworking  nature, judgment skills reflect his personality. His motivating power and involving his friends to working with him became the success of Microsoft. On the other hand, Steve Jobs leadership is autocratic style, because he centralizes the authority, he never given a chance to subordinate to involving decision making. He thinks that whatever he do is right. His  relation with employees not good, he fails to motivate his employees in many times. Sometimes he acts as anti-Gates, and sometimes request Microsoft to develop software for his computer.  His cocky attitude and lack of management skills became a threat of APPLES succe ss. Bill Gates and Steve Jobs both gave their heart souls to developing their vision to develop personal computer,  but the way they choose was different from other. Bill gates develop computer language new Altair 8080 pc which became the foundation of Microsoft. Bill continuously develops two other computer languages. When IBM develops their first pc and which need operating system to run the computer,  Microsoft develops MS-DOS for IBM. Gates adopting the changes very fast that are his enthusiasm vision and hardworking give him the success. Gates always recognized him as a visionary he always recognize professional management, he decentralize authority to make organization structure better. On the other hand Steve Jobs started apple computer which is hard ware making company. His vision to develop computer with affordable cost and easy to use. When Bill offer the basic to jobs then he rejected jobs proposal and try to develop their own basic without knowledge of programming, he fail and accept license with Microsoft basic. Jobs play duel personality sometimes he oppose Microsoft sometimes request Microsoft to develop software for their operating system. Jobs force people to choose between Microsoft-IBM operating system and his MAC-operating system. Lack of proper management skills and relation  with employees became a barrier of APPLEs growth. Impact of Management and leadership theories on organizational strategy. With the success of windows, Office Application and Internet explorer Microsoft became a house hold name and Bill gates became as business genius. Bill Gates adopting the changes very fast his innovative mind all time busy to developing products. Recent Microsoft develops a number of products like smartphone with loaded Microsoft window.   On the other hand APPLE goes wrong direction in 1990s. Because Steve Jobs is very slow to adopting changes thats the main reason falling the market share. When Jobs realize changes is the only way to survive the market then apple develops innovative iMac which is internet friendly stylist computer.  After sometime Apple gains market. With the iPhone, Apple TV,  and name charges job co are setting a new course for the outfit  once knows only for its computer. The new name and device represent APPLEs strategic shift away from its  origins as a personal computing company that has at point struggled both survive and to set the computing worlds agenda. 2.2 Leadership strategy that supports organizational direction: Transformational leaders also help in the acceptance of organizational change (Bommer et al., 2004) Transactional leadership style provides high satisfaction and organizational identification. (Wu, 2009; Epitropaki and Martin, 2005). Transformational and transactional leadership strategy support organizational direction in term of efficiency, reliability, innovation and adaptation, turnaround leadership etc. Efficiency: In apple company Transformational leadership more effective at creating and sharing knowledge at the individual and group levels, while transactional leadership is more effective at exploiting knowledge at the organizational level. Reliability: Computers are an important investment and in todays economy, more than ever, its important for consumers to know the reliability of the product they are purchasing. Apple  reliability  report, Rescuecom revealed that Apple scored the highest with 700 points, with Panasonic following in on its footsteps with a score of 489. In a descending manner, Lenovo, Toshiba, and HP were listed with scores cumulating 393, 299, and 184 points, respectively. Innovation:

The Body Shop Marketing Essay

1) Anita Roddick created the body shop in 1976 with the objective of opening an environmentally conscious cosmetic store. Today, the Body Shop (BS) has grown from being a single â€Å"hippie† store in England to a multinational company with over 2265 stores in 50 countries enjoying sales of ? 820,000 in 2006/2007 period. (mintel 2006) People say that â€Å"one person cannot make a difference† but Anita Roddick proved it wrong by sticking to here ideals and ideas of doing business. This extract from the Body Shop’s mission statement ‘to dedicate our business to the pursuit of social and environmental change’ (www. thebodyshop. co. uk), shows us how she created a new way of dealing with customer needs and wants. She saw it as a better option to put customer and society in the first place and by doing so, gain sales for good conduct. This way of doing business was not only proved to be extremely successful but many marketers followed the BS concepts, attempting to maximise potential profit by imitating Dame Anita Roddick’s set of ideals or values. Throughout this essay, we will investigate how Anita Roddick successfully used marketing tools to promote her chain of shops and her strong principles and see how today’s businesses can follow Roddick’s footsteps in successfully targeting the emergence of new consumer groups in the organic food market. Anita Roddick’s BS has not been an immense success for no reason. An explanation of the BS general success in world markets is that she was one of the pioneers in developing a more ethically based business. We will have a look at how she maximised the 4 P’s (product, place, promotion and price) to promote her chain of shops and strong principles. Product The BS sells and produces cosmetics and toiletries made from natural ingredients all over the world targeting principally women with a medium to high income and with deep social conscience and commitment. Its product range can be divided into eight categories each including a range of quality products. Each body lotion, shampoo, bath & shower gel, etc. comes in different sizes in recycled, recyclable or biodegradable packaging. The Product Life Cycle of the BS is still in the growing stages as competition is still increasing due to an increase in interest in the industry’s potential. Furthermore, the market is continuously evolving as more and more people become more ethically aware. Branding is very important as it differentiates the company from other skincare companies. Anita Roddick managed to create a brand which positioned itself as promoting good environmental ethics at a time where Europe was becoming â€Å"greener†, strongly differentiating itself from companies looking to increase profits at any legal cost to the environment and to society. But since the French cosmetic giant L’Oreal bought the BS, BrandIndex measured a drastic drop in the ratings of BS reputation. Even though, the company promised to keep its ethical cosmetic brand intact, the public’s opinion on the BS did not take long to change. (http://www. brandrepublic. com) Price The Body Shop has been able to set premium prices because of the assumption that people would be willing to pay more for a product which they think is contributing to social and ethical issues. The fact that the BS is involved in issues such as fair trade, animal testing and has strong environmental views gave them the competitive advantage of product differentiation. But since competitors such as Boots or Bath & Bodyworks in the states have started their own natural product range at prices below the BS, profits have decreased in comparison to previous years. From 2002 to 2003 sales grew by only 5% compared with competitors whose sales rose by 27% in the same period. It could also be said that the BS prices are in the mid market pricing range as there are products more expensive such as for example Boots natural-based products but much cheaper than Chanel or Estee Lauder beauty products. Furthermore, the cost of production of the BS products may be higher because of fair trade issues with local communities. But critiques say that the â€Å"Trade not Aid† projects are simply a marketing tool and that not even 1% of the sales go to the projects. (www. mcspotlight. org) Promotion The BS way of advertising has mostly been done through indirect advertising. Indeed, by associating themselves to Greenpeace or the save the whales project or by doing fare trade with indigenous communities for example, journals, newspapers and magazines have written about the company’s products, campaigns and beliefs without the company actually carrying out or spending any money into promotion campaigns. The BS believes that beauty is reality and strongly disagrees on the advertising campaigns trying to glamorise their products – ‘We're saying our products will moisturize, cleanse and polish; they will not perform miracles. (Mrs Galanti, 1997). This was stated in 1997 after the release of a rare mainstream campaign called â€Å"Love your body† due to increased competition in the marketplace. The Body Shop also makes extensive use of its web site, delivery lorries and shop windows to communicate its campaigns and beliefs. Packaging is also a way of promoting a product. By showing consumers that the BS is involved in recycling plast ic bottles used in the packaging of a product for example, it positions itself furthermore in the customers mind as being an environmentally caring organisation. It also tried to push consumers to use refills but the impact of this campaign was minimal. Furthermore the BS also called for more people to recycle their old mobile phone. (Mintel, 2004) Place The BS looks closely at the store location, as customer accessibility to the store is very important. They are usually located on high streets, in department concessions depending on important factors of accessibility such as parking, visibility or even public transport. Stores are usually arranged as a boutique layout with products arranged according to their function. The atmosphere of the BS retail outlets is relaxed and sympathetic, inherent to the overall design of the BS shops. There is plenty of information on ingredients and the origin of the product available to the customer. Furthermore the BS rapid growth and international expansion was helped through franchising. Finally, the rise in demand for ethical products has provided many opportunities for marketers. Dame Anita Roddick, was one of the first to point that out and through product innovation and brand reputation, she managed to build a multinational company from virtually nothing. However, today’s cosmetic market has highly evolved and is far more competitive than it used to be. The challenge for the company is to revitalise its retail outlets, improve their product offer and brand communications in order to grow store sales and invest in employee development and customer service. 2) Markets within an economy rapidly change offering opportunities for companies to increase profit and to expand. The marketer’s job is to react to these changes and put the company in the right direction. The organic food market for example has grown rapidly with consumers increasing spending on â€Å"ethical† food by 800 million to approximately ? 5. 6 billion in 2006 (â€Å"Ethical consumerism report 2006†- Co-operative bank). Furthermore, most developed countries are seeing a rise in organic produce, ‘The organic market has boomed in recent years, growing by 25% annually on average’ – (www. timesonline. co. uk). These figures show us that the organic movement is moving on a global scale with an increase in consumer interest in how and where food is produced. It could be said that the rise in the demand for organic products is due to the rising average age and due to media spotlight. Indeed, media are constantly focusing on the consequences of climate change and on how the earth’s resources are being depleted pushing fellow human beings to act more responsibly and ethically in what food products they buy. This has lead people to believe that by eating organic food, a person will stay healthy – ‘studies in 2006 and 2007 have found higher levels of Vitamin C in organic fruit and 68 per cent higher levels of omega-3 in organic whole milk than non-organic whole milk. (www. bbc. co. uk). On the other hand, with more elderly people in the UK after the baby boom of the early 50’s, the market is likely to see people buying organic/healthy food rather than GM food offering new opportunities to marketers in terms of how to advertise and promote their products. This could be done through promotional campaigns aimed at elde rly people, informing them of the availability of organic food in their respective supermarkets or by associating the organisation to environmentally friendly associations such as Greenpeace and beneficiate of indirect advertising. To be the first to come into a customers mind as being an organisation which cares about the environment would definitely give the company a strong competitive advantage. Two of the major leading supermarkets such as Tesco and Sainsbury have both recognised these changing consumer needs and have introduced organic food and organic policies within their stores – ‘To meet this growing demand Sainsbury’s has re-launched its organic range as Sainsbury’s SO organic and is committed to broadening the appeal of and extending its comprehensive range of organic foods. ’ (www. jsainsburys. co. uk). Additionally, Sainsbury has recently ‘banned the use of palm oil from unsustainable sources in its own-brand products’ which has been argued by Greenpeace as a â€Å"positive first step† towards the end of the destruction of the Indonesian rainforest (www. marketingweek. co. uk). Another way of promoting the organisation could be to introduce fair trade products in our supermarkets aisles. This would not necessarily be done in a profit objective scheme but instead to show customers the organisation’s involvement in helping local communities even though profits could be made if an appropriate marketing strategy was applied. Another important factor to consider is packaging as it can be used for promotional purposes. This could give them an advantage over rival companies that may not sell organic food. Additionally, organisation could also concentrate on creating â€Å"greener friendly† packaging – ‘A UK company has launched a new range of convenience food packs manufactured from biodegradable plastic. ’ – showing their awareness of the influence they have on the environment and their dedication to play a role in conserving the planet. (http://www. foodanddrinkeurope. com). The difficulty for the marketer will be to set attractive and adequate organic packaging at the lowest possible prices. This brings us to price considerations. Organic food is without a doubt more expensive to produce and sell than non-organic food giving the marketer the difficult challenge of setting a competitive price with rivals and at a level that still sees the company being profitable. It is also important that marketers are aware of how much people are willing to pay for organic food in order to maximise profits. Moreover, prices are set to increase as ‘exceptionally high market growth rates are causing demand to outpace supply. (http://www. organicmonitor. com) On the other hand, The Food Standard Agency and scientists still believe that organic food as a whole, is not necessarily healthier for a person than GM food – ‘there is no scientific evidence to suggest organic food is healthier’ (www. guardian. co. uk). Furthermore, Chefs such as Gordon Ra msay argue that organic food is overpriced and questions its authenticity ‘The problem with organic food is that it has become hip and trendy, overhyped, overpriced and inconsistent. Unfortunately there is now a snob factor attached to it. ’ (www. timesonline. co. k) On this point, marketers will have to make sure that they undertake effective advertising campaigns as well as detailed branding and packaging to promote their products as being healthier than other foods in order to maintain high sales. The reason the organic market has grown so much in the last decade is definitely due to a rise in ethical consumerism. Indeed, after some companies were exposed by the media to how they really operated – i. e. illegal sweatshops for example- and the constant media coverage on the damage caused by humans to the earth, saw consumers take a more ethical approach to purchasing. This why it is so important to show consumers that the organisation is active in sustaining the earth and its resources. Today, the image of the company should be of first importance to marketers. Tesco and other supermarkets have already revised their strategy and offer for example to use plastic bags more than once- â€Å"Tesco claimed that shoppers had used one million bags less than they would normally expect. † (www. recycling-guide. org. uk). J Sainsbury’s reacted by cutting back on carbon emissions produced by their outlets- â€Å"We are currently looking at the big picture regarding carbon emissions and the part Sainsbury's play in that. We have been extremely proactive over the last 10 years on all aspects of energy efficiency. † (Alison Austin, 2007). All these supermarket behaviour changes are done in the objective to remain competitive. Marketers understand that if their company is seen to be â€Å"green† then it is likely to be successful in the market. Finally, whichever strategy marketers do choose to adopt, it will eventually determine their level of success in an ever changing society which now focuses on being ethical and more aware of the environment. Bibliography Anon. , November 2007, â€Å"Food matters†, BBC. Anon. , March,2006, Body Shop at a glance, FT. om, London, pg 1. Anon. , June 2003,Anita Roddick, Director, London, Vol. 56(11), pg. 60. Anon. , August 2007, Growth opportunity for organic market, Retail world, Vol. 60(16), pg. 22. Brassington F. and Pettitt S. , 2003, Principles of Marketing. 3rd ed. , Pearson Education Limited. Callan E. , May 2006, L’Oreal says it is c ontent with Bady Shop’s ethics GENERAL REATILERS; 1st Ed. , Financial Times, London (UK), pg. 17. Coles A. , Harris L. , 2006, Ethical Consumers and e-Commerce: The Emergence and Growth of Fair Trade in the UK, Journal of Reasearch for Consumers, Crawley: (10), pg. , 6 pgs. Guthrie J. , September 2007, Activist who inspired a business generation; [LONDON 2ND EDITION], Financial Times, London (UK), pg 21. Marketing Week, September 2007, Ehtical consumerism: Lacking in green conviction, London: pg 28. Marketing Week, January 2007, Market research: Unlock the power of brands, London: pg 23 Jack L. , November 2007, Greenpeace backs Sainsbury’s palm oil ban as a ‘first step’, London, Marketing Week. Hofman M. , April 2001, Anita Roddick: The Body Shop International, established in 1976, Inc. Boston: Vol. 23, Iss. 5; pg. 61, 1pgs. Mintel, 2004, Body Shop campaigns for mobile recycling Mintel, 2006, Company report Mintel, April 2007, Impact of the Environment (The) – UK. The Body Shop International PLC. 2006. Annual report and Accounts. Sample I. , October 2007, Organic food is healthier: study, The Guardian Zink W. , February 1996, The impact of recycling on the cosmetic industry, Drug & Cosmetic Industry, New York: Vol. 158 (2); pg. 42, 4pgs. Web sites Elliot S. , The Body Shop's campaign offers reality, not miracles. [WWW] [Accessed 21 November 2007] The Body Shop. 2005. The Body Shop values report. [WWW] lt; URL: http://valuesreport. thebodyshop. net/pdfs/bodyshop_valuesreport_2005. pdf; [Accessed 22 November] Bidlake S. 2006. Body Shop reputation is battered by sale to L’Oreal. [WWW] [Accessed 22 November] London Greenpeace, What’s wrong with the Body Shop [WWW] [Accessed 18 November] Anon. , 2007, Product news. [WWW] ; URL: http://jsainsburys. co. uk/index. asp? PageID=419==200 5=583; [Accessed 23 November] Anon. , 2006, Tesco Ads Result in Re-Using Plastic Bags. [WWW] [Accessed 22 November] Organic Monitor, 2006, Global Organic Food Industry Facing Supply Challenges. WWW] [Accessed 25 November] Ungoed-Thomas J. , 2007, Eat your words, all who scoff at organic food. [WWW] [Accessed 22 November] Anon. 2007, Company news [WWW] [ Accessed 23 November] Horne M. , 2006, Ramsay lays into organic food snobs. [WWW] http://timesonline. co. uk/tol/newspapers/sunday_times/ireland/ article625714. ece [Accessed 25 November] ElAmin A. , 2006, Biodegradable food packaging launched in UK. [WWW] http://foodanddrinkeurope. com/news/ng. asp? n=69464-natureworks-rpc-bebo-biodegradable-pla [Accessed 22 November] Anon. , 2006, The Body Shop- Body and soul. [WWW] [Accessed 23 November]

Airports Continue to See Major Changes in Security Due to...

Following the September 11, 2001 terrorist attack, airport security has received considerable attention from the government as well expect in the aviation industry. The damages that transpired following the attack have remained fresh in the minds of peace loving citizens. In fact, security has become everybody’s business because a security lapse in the aviation industry paralyzes various sector of the economy. Today, the government has encouraged redesigning of the airport with much consideration given to security. The new concerns in the wake of 9/11 terrorist attack propose integration of security into airport design and planning. Although the airports may not accommodate redesigning of the general layout, critics agree that an†¦show more content†¦Facility Placement I). Airport maintenance facilities The airport maintenance facilities contain hangar areas and involve public access as well as supply of deliverables. Since these facilities are accessible to the public, airport operator should coordinate security of these facilities to limit the chances of any possible threat. Moreover, the products delivered through these facilities might contain materials that might be useful in planting a security assault. II). Aircraft movement area By definition, aircraft movement encompasses areas such as runways, aircraft ramps, and taxiways. These movement areas are completely airside and require specific security measures as provided for by the law in addition to adhering to Federal Aviation Regulations. The accessibility of the aircraft movement area by public or individuals conducting specific duties makes such areas prone to security needs. Largely, the airport operator might not assume that the intentions of persons accessing these areas are not potential threat to the airport security. III). Air rescue and fire fighting facilities The air rescue and fire fighting facilities are critical to airport operation. While there is need for preparedness in handling accidental fire or conducting air rescue just incase incidences of similar nature occur, these facilities require adequate security concerns. Moreover, the positioning of these facilities makes them potential for security vulnerabilities. At times, the publicShow MoreRelatedThe World Trade Center ( 9 / 111523 Words   |  7 Pages9/11 On September 11, 2001 there was tragic moment when terrorists hijacked four civilian airplanes in New York and crashed them into the World Trade Center. 9/11 is a important date to the United States because it was a successful plan for the terrorist who wanted to try and crush the U.S government/ Economy .Al Qaeda was the main organization who was behind the idea to hijack American airlines. 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Investigating My Personal Experience Through A Narrative...

Introdution My research will be conducted through autoethnography, since it aims to investigate my personal experience while immersed in the land, and create a narrative generated through photographic texts. These images aim to present the encounter between photographer and the land. They reveal traces from both the land and the photographer, they mirror this moment when this both actors became united. It shows both the eye of the photographer and all his studium , while present also the eyes of the land, looking at me. The exposition of this personal experience extend our understand about creative practices and the land, this immersion, this methodology, this creative practice and reflection will also contribute for a more broad social†¦show more content†¦Practice-led researcher in the field of Art Design usually requires practitioners to analyse their creative practice and to investigate the processes that are research components and the responsable elements that helps to flourish new knowledge. This brings ethnography to the spotlight, and Pace (2012, p.2) states that â€Å"gaining momentum as a research method within the creative and performing arts, partly because of the opportunity it provides for writers, artists, performers and others to reflect critically upon their personal and professional creative experiences.† Landspace and authoethnography This research seeks to discover a personal experience, a unique relationship between the researcher’s self and land codified in an image, presented through an evocative authoethnographic photowriting narrative . It is concerned with an evocative form of the methodology because it focuses with the photographers’ experience in the land, and according to â€Å"evocative autoethnography aims toward researchers’ introspection on a particular topic to allow readers to make a connection with the researchers’ feelings and experiences. It asks the potential of photographs to represent a bond between the photographer’ s self and the land with photographic texts that