Placebos: Can a Sugar Pill Cure? :: Biology Essays Research Papers

Placebos: Can a Sugar Pill Cure? Placebo: the word is Latin for "I will please." Originally it started the Vespers for the dead, often sung by hired mourners, and eventually "to sing placebos" came to mean to flatter or placate (1). Later, the term was used for any kind of quack medicine. Today, it is a medicine that has no value in itself, but improves a patient's condition because the patient believes it to be potent. Belief in a swallowed sugar pill or saline injection has been shown to produce real reactions. 80% of patients given sugar water and told it is an emetic respond by vomiting (1). People often show an allergic response to something they believe they are allergic to, even if it is only plastic flowers. Does this strong reaction hold true for more serious medical conditions, then? There are three explanations as to why placebos may work. The first, called the opoid model, says that the positive response is a result of endorphins released in response to swallowing a pill, etc. The second is the conditioning model, which holds that the important factor is not the medicine, but contact with a medical professional. Because patients are used to getting better after they go into a doctor's office and talk to someone in a white coat, they are psychologically conditioned to get better after contact with the medical environment. The last is the expectancy model, in which patients improve because they expect the placebo to have a certain effect. There are even more arguments, though, as to how the placebo effect has been exaggerated or fabricated. Some studies include additional treatment along with the medication, sosimply being in a study may produce results (1). Some studies on placebos often show similar rates of success for a drug and a placebo, but do not include a control in which no treatment is used. In such studies, it is impossible to tell what improvement was actually due to the placebo and what would have happened anyway (3). Patients may also tend to report improvement because they think this is what is expected. This is especially true with poorly designed response forms with more options for improvement than worsening. Many illnesses, like colds, improve by themselves given time. Others, like depression and chronic pain, fluctuate. Thus improvement in these types of illness might well have happened without any medicine or placebo.

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Lisette Galvan Outlining - Position Paper Title: Should the Level of Immigration Be Heightened and Border Security Tightened? Thesis statement : I truly believe that the level of immigration should be increased but only with the exception that border security should be better utilized. If people from other countries want to better their lives here and agree to â€Å"play by the rules† then it should be allowed and put into law. Immigration seems to a big issue these days in America.The main concern that many Americans have is that immigrants will swipe the available jobs that are offered here and will consequently leave the natural born citizens with nothing. The idea that drug dealers and terrorists are more prevalent to enter the country is also a strong fear. There are obviously many in the U.S. who are here illegally that should not be but there should be a way that they can earn citizenship. Essay Map If someone is not of Native American descent, their ancestors are immigrants. The economy will improve Border Security needs to be stronger. Immigration reform should be put in...

History, strength of provisional government Essay

How far was the provisional government responsible for its own downfall? During the brief period of rule by The Provisional Government, Russia was troubled by several domestic issues that the provisional Government failed to sufficiently deal with when eventually led to their down fall in 1917. Their failure to fulfil the needs of the peasants, which was a big domestic issue, was a factor that led to their loss of support and in addition their failure to suppress the opposition led to their downfall. The instantaneous cause for their collapse was the fierce take over from the Bolsheviks led by Lenin. However the main factors that led to their downfall was their decision to continue in the war because it has worsened the issues that The Provisional Government failed to tackle which then led to loss of support from the bulk of the population and more importantly the army which they relied upon to defend The Provisional Government such as the July Days. In addition their decision to delay the elections gave the Bolsheviks a chance to take power. As a result, Lenin and the Bolsheviks were able to increase their support rapidly and take over so therefore The Provisional Government can be largely held responsible for their own downfall. Russia’s continuation in the war after the abdication of the tsar was the main reason for the down fall of The Provisional Government because it increased the issues that Russia faced already which worsened their respect and support as it was their decision to do so. As a result of this, they lost support of the army because they were losing in the war as they lost territory, soldiers and unprepared to go to battle. This decreased the soldier’s moral which eventually led to the breakdown of military discipline. This eventually led to radical parties having an increase of support because they were against the continuation of the war such as the Bolsheviks because they promised to end Russia’s involvement in the war. In addition, the continuation of the war meant that the issue of food shortages caused unrest amongst the population towards The Provisional Government. The Provisional Government also had little control over the countryside and also lacked the ability to impose their authority in its outside cities and towns. As a result the peasants took action which therefore undermined The  Provisional Governments authority. Many peasants took land from landowner’s whilst some engaged in violence. The Provisional Government was losing its authority in parts of Russia. The main reason for the lack of control was because The provisional Government lacked in legitimacy and due to this the public turned away and went to more radical parties such as the Bolsheviks. The peasants turned to the Bolsheviks because in the April Thesis, Lenin promised to address the land issue which The Provisional Government failed to do. And due to his, The Provisional Government support decreased and Bolsheviks support increased. The authority of The Provisional Government significantly weakened in June when they launched an attack on the Austro-Hungarian army. This was a utter failure and led to the breakdown of the Russian army. The soldiers leaving the front lines met and formed an Anti-Government rally in which they demanded all political power should be handed to the soviets. Furthermore other troops formed a Provisional Revolutionary Committee to campaign against the government. In addition only the government can be blamed for the events of the â€Å"July Days† because it was them who’s idea it was of the June offensive and therefore as a result, the July Days. By August 1917 Russia seemed on the verge of chaos because peasants were seizing land, industrial production was failing and soldiers were rebelling. Although the Provisional Government had survived, the demonstrations of the July Days brought a fatal blow to the position of The Provisional Government. Kornilov had feared a â€Å"coup d’à ©tat† and released imprisoned Bolsheviks and armed them to help the government. This was a blow as Bolsheviks membership increased and now they were given weapons, they did not give them back. The Kornilov Affair made the Bolsheviks look like the â€Å"defenders of Petrograd† so their numbers increased. As a result of The Provisional Government continuing in the war, opposition towards them grew. They also failed to suppress the opposition which led to opposition (Bolshevik) increase support. The Provisional Government also failed to meet the demands of the public so therefore making them turn to more extreme parties. The Bolsheviks were the biggest threat to the government because of their popularity, aims, guidance and methods. Overall, although The provisional Government had face many problems, it was the Bolsheviks that caused the eventual downfall of the government. It is not wholly The Provisional Governments fault for their own downfall because some of the problems they had inherited and as soon as they came into power they were already un-liked despite them playing a major part in it. The country side was already in chaos so that was not their fault and the April Thesis, Lenin’s speech, they could not be held responsible for that either. On the other hand, The Kornilov Affair, The June Offensive and the domestic issues were their fault as they did not address the issue leading to the radicalisation of the public. The Provisional Government did have a huge part to play in their own downfall because of their decision t continue in the war which enhanced/intensified the present issues.

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P1- There are many legal requirements to an inclusive practice in a pre-school these are:  ·Inclusion-special Educational needs code of practice and SEN DFES 2002  ·Special Educational Needs and Disability Act 2001  ·The National Care Standards 2001  ·Convention for the Rights of children 1999  ·Human Rights Act 1998  ·Disability Discrimination Act 1995, 2005 section 1 (1)  ·The Beginning of statementing –the Education Act 1981  ·supporting children under5 years, extending parents and publishing codes of practice- education Act 1996  ·children’s Act 1989  ·The criminal Law 1967 (2000)  ·Race Relations Act 1976 Sex discrimination Act 2000  ·The Equality Act 2006  ·Standard 9 of the National Standards  ·The disability Discrimination Act 1995  ·The UN Convention on the rights of the child- to be protected from all forms of discrimination  ·NCPCC  ·Education Act 1996 To protect the children and their families within the setting from discrim ination and their human rights, practitioners will need to organise and plan the setting and activities, for an inclusive practice. Practitioners have a responsibility to help children and their families to resect and value each other within the setting. P2- The importance for a setting to have an inclusive practice is every child and their family is legal entitlement to have access to an inclusive education, what every their gender, age, accomplishment, ethnicity, special educational needs, or ability in spoken English. All Early years settings are required to develop and promote an inclusive policy and encourage children, parents the community and practitioners in sharing values of every individual in the setting and to adapt the setting to include everyone, so they discover and play and be supported by a key worker. P3 – the policies required to provide a healthy pre-school setting are:  · Risk assessment  ·Food and drink  ·Infection control  ·Fire safety  ·Accidents and emergencies  ·Evacuation of medicine  ·Hygiene and health safety  ·First aid  ·EYFS  ·Safeguarding children  ·Behavior management and bullying  ·Sickness  ·Safety of adult  ·Complaints procedures  ·Equipment and resources  ·Intruder  ·Lost child  ·Special Educational needs/ disability  ·Staffing and employment  ·Student placement  ·Parental involvement  ·Curriculum planning  · Emergency closure  ·Confidentiality  ·Nappy and soiled clothes changing No smoking  ·Valuing diversity  ·Record keeping  ·Child protection  ·Accident book  ·Hygiene  ·Windows, doors, floors and security  ·Outdoor area  ·Insurance  ·Safety on outings  · Pets in the sessions  ·Signing in and out the setting  ·Children’s and staff allergies P4- practitioners should have He alth and Safety training and regularly update their knowladge and the understanding. The pre-school should display the necessary health and safety posters prominently in the main room and control of substances hazardous to health (COSHH) certificate were needed to make aware to all. There are Five steps to sensible risk assessment:  · Identification of risk or hazards Before pre-school starts a daily risk assessment should be done, checking each room all the equipment that is out of the session making sure there is no hazards. The outside area practitioners need to vigilante to make sure that no animals have got in to the garden and the plants are safe. Using the risk assessment check sheet when you have passed a hazard.  ·Decide who is at risk- Basically anyone that is in the setting, if you share the setting with someone else their need to be informed about the risk. Evaluate the risks decide on precautions: Make a plain of action and implement further action and implement further safety measures. Grade the risk High risk, medium risk, and low risk.  ·Recording the risk- if the setting has more than five members of staff you need to record the risk. Although if the setting has less than five it still makes good practice to record the findings.  ·Monito ring and review- how do you know if what has been decided is working, or is through enough? If it is not working, it will need to be amended. P5- Providing an environment to promote emotional security for babies is important as they need to feel secure, safe and happy so there will be able to grow and develop and can reach their full development potential. A key worker is allocated to each child that starts at the setting, the key people’s role is to ensure that the child and their parent are settled and understand the key person’s role. This is a good way for each child and parent to see a familiar face and the parent can be reassured that their child is going to get temporary security from the key worker when the parent eaves the child at the setting. A variety of experiences should be on offer to help the babies’ emotional security:  ·Mirrors  ·Baby gym  ·Eye contact  ·Smiles  ·Rattles and mobiles  ·Talking  ·Gentle handling  ·Holding the baby whilst feeding  ·Bright color books  ·Encourage laughing Staff needed to be attentive of the signs when a baby’s low self-esteem, k eep praising the child, creating a happy relaxing atmosphere with lots of physical reassurances. P6-

Fall Of Russian Communism Essays - Free Essays, Term Papers

Fall Of Russian Communism Essays - Free Essays, Term Papers Fall Of Russian Communism The Reasons for the fall of Socialism/Communism and the Troubles of Starting the New Democratic System in the Russian Federation Let's not talk about Communism. Communism was just an idea, just pie in the sky. Boris Yeltsin (b. 1931), Russian politician, president. Remark during a visit to the U.S. Quoted in: Independent (London, 13 Sept. 1989). The fall of the Communist regime in the Soviet Union was more than a political event. The powerful bond between economics and politics that was the integral characteristic of the state socialist system created a situation that was unique for the successor states of the Soviet Union. The Communist regime was so ingrain in every aspect of Soviet life that the Russian people were left with little democratic tradition. Russia faces the seemingly impracticable task of economic liberalization and democratization. This is combined with the fact that the new administration must address human rights issues, such as living conditions and the supply of staple goods in this new form of administration makes the prospect of a full democratic switch seemingly impossible. To fully understand the scope of the transference of governing power in the Russian Federation, one must first look at the old Socialist/Communist regime, to see the circumstances under which it fell gives a good view of why this transference is almost impossible. In the beginning Communism seemed to the people of Russia as a utopian ideal. The promise of the elimination of classes, of guaranteed employment , The creation of a comprehensive social security and welfare system for all citizens that would end the misery of workers once and for all. Lenin's own interpretation of the Marxian critique was that to achieve Communism there would first have to be a socialist dictatorship to first suppress any dissent or protest. Through coercive tactics this new government seized power and in 1917 Lenin came to power. Under his rule the Soviet Union underwent radical changes in it's economic doctrines adopting a mixed economy which was termed the New Economic Policy also referred to as NEP, this economy called for some private ownership of the means of production, but the majority of industry was made property of the people, which meant the majority of the means of production was controlled by the government. Lenin's government made many achievements. It ended a long civil war against the remnants of the old Czarist military system and established institutions in government. During this period, and in fact throughout the majority of the Communist rule, censorship and the subordination of interest groups such as trade unions was imposed to stop dissension and increase conformity to the new governments policies. Lenin died in 1924, and was quickly followed by Joseph Stalin as head of the Soviet Communist Party, the oppressive reforms started by Lenin were continued and at length became completely totalitarian. Stalin became the most powerful man in Russia. He controlled to bulk of all the political power and with that he started a ruthless campaign of removing all opposition to the Communist rule. During this period called the Great Purge Stalin systemically executed anyone who stood in his path. Millions of people were arrested and either harassed or killed. The economic status of the Soviet Union was yet again changed and the entire system became controlled by the government. All private ownership ended. A mass program of industrialization was commenced, and the strength of the Soviet Military was substantially increased. The citizens during this period endured great hardship. Agricultural production output diminished resulting in food shortages, these shortages were enha! nce by the mass exportation of food, this was done to pay for industrial imports. Stalin also put the production of what he called production goods such as manufacturing machinery over basic consumer goods such as clothes and other staples. During this period the Second World War broke out and drained most of what was left of the already impoverished state. Yet after the war national unity was strengthened as well is the Soviet military machine. The Soviet Union became a super power, the U.S. being the only country more powerful than it. After the death of Stalin in 1953 Nikita Khrushchev became First Secretary of the Communist party. Stalin's death marked

Explore the opportunities for a company looking into international expansion to grow its foods and confectioneries business overseas The WritePass Journal

Explore the opportunities for a company looking into international expansion to grow its foods and confectioneries business overseas INTRODUCTION Explore the opportunities for a company looking into international expansion to grow its foods and confectioneries business overseas INTRODUCTIONBACKGROUND.PUSH AND PULL FACTORSWHY DO LIDL NEED TO ENTER BRAZIL?SWOT ANALYSISENTRY STARTEGYBIBLIOGRAPHYRelated INTRODUCTION The purpose of this study is to explore the opportunities for a company looking into international expansion to grow its foods and confectioneries business overseas. Some relevant models will be used to assess the industrial analysis, country’s attractiveness, and risks. I will also look into some strategies it can use to survive after it enters into the country. Based on my analysis, I will identify and evaluate opportunities and at the conclusion recommend the necessary entry strategy to be used by the company to enter the new country. BACKGROUND. The sector that will be examined is the food and beverages sector. The sector to be considered is the food and beverages sector that has different industries in its sector and   the value chain of this sector has Farming that deals with raw agricultural commodities, then the processing industry that is into food beverages and confectioneries likewise   distribution which deals with groceries, quick service, and casual restaurant. Based on the value chains, the processing can be classified as food, beverages, and confectioneries. The top key players are Nestle, Kraft foods, Unilever and Cragill. In terms of groceries, top players are Asda, Tesco, Iceland and some other (Food and Beverages Global Report 2010 A-i). Pfitzer, M et al (2007) reckoned that, ‘the food and beverage industry has a distinctive role in escalating economic prospect because it is universal to human life and health.’ In 2008, food and beverages was valued at $5.7T while food processing generated revenue of $3.2t. In 2008, food processing consumption constitutes 58% of the developing countries. It was anticipated that by 2013/2014 food and beverages projected value will be at $7t while estimated revenue will be at   food estimated revenue @$4t (SOURCE: FB GLOBAL REPORT 2010, A-i). Amongst all the firms under the food sector, I will be considering LIDL because it does not yet exist in Brazil. It will be very vital to consider what their culture is like in this country.   LIDL is one of the successful chains of grocery stores expanding strongly throughout Europe and beyond the borders. LIDL takes pride in providing top quality products at the lowest possible prices to all our customers across Europe and the UK. It has its headquarter in Germany. Their products are groceries, drinks, confectioneries and so on and LIDL will continue to play a major role in the exploration of new markets in Europe and beyond. As a multinational company, they are aware of their size and presence of operations. They also respect cultural variety and recognise differences in values and traditions. (LIDL official website). If a company decides to enter another country in the process of raising awareness of the presence of their operations, it is imperative for the company to decide which country it wants to enter. Kedia L.B et al (2002) concluded that, ‘some organizations focus primarily on domestic operations and export products or services, while other firms establish subsidiaries or business units of varying autonomy in host countries that concentrate on the specific needs of those particular markets.’ This is what LIDL needs to consider before entering into Brazil by looking into the market, culture, economy. It should enter to concentrate on the specific needs of those particular markets, which needs to be tapped into. According to Radebaugh et al(2003 p.3), they concluded that, ‘ a company working in the international business field will engage in modes of business such as exporting and importing, that differs from those familiar with a domestic level.’ It is very clear that this company is one of these types of company as it has grown even with the economic recession in the past, it has thrived and succeeded, and it is still growing. Looking into the Brazil, It is South America’s most influential country, one of world’s biggest democracies. Brazil’s culture reflects from Population, cuisine, religion to art. The major religion in Brazil is Christianity with population confirmed by united Nation as 195.4 million. (BBC NEWS) The expectations of consumers cannot be overlooked when considering going abroad. Segal-horn, S. et al (1999 P. 61) claimed that, ‘the necessities and welfares of consumers are becoming progressively consistent all over the world.’ Therefore, customers’ expectations repeatedly changes temporarily . The table below will show customers’ expectations in relation to customers and the overall individuals in the world. TABLE 1: CONSUMERS’ EXPECTATIONS   COMMUNITARIANISM SECURITY TASTE CHOICE FRESHNESS FUNCTIONAL NATURALITY CONVENIENCE HEALTH ARTIFICIAL ENVIRONMENT SOURCE: FOOD INTELLIGENCE REPORT. (2007) Consumers’ expectations are becoming very high, as they want good taste, fresh, and natural foods/groceries to buy. Consumers also wish their environment could be a friendly environment that they will be able to adapt themselves to the environment easily and enjoy convenience and security in the environment. Customers are now very conscious of their health, which create chances available for any company going abroad. PUSH AND PULL FACTORS The factors that influence Multinational companies are the pull factor, push factor and facilitating factors. The Pull factors are the proactive factors that drive people to a new place, Push factors are the reactive factors, which drive people to leave their home country. These factors will help to evaluate Brazil Market attractiveness as these factors have effect on all Multi-national food companies that are under the food sector. Therefore, all these factors are considered in table 2 below. TABLE 2: FACTORS INFLUENCING INTERNATIONALISATION PUSH FACTOR (REACTIVE) PULL FACTOR (PROACTIVE) FACILITATING FACTORS Spreading of risk Unexploited markets Lower Tariffs Increased taxes Thinking ahead of rivals Lower Labour standard. Economic conditions High Profit Margins Removal of barriers to entry Domestic Market   Saturation Reduced Labour and Overhead cost Relaxed regulations Consolidation of Buying Power Population Inducement to enter New markets Public Buying Policy Entrepreneurial Vision SOURCE: ADAPTED FROM WRIGLEY AND LOWE (2002) WHY DO LIDL NEED TO ENTER BRAZIL? There has been increased growth in international business in this century we are now. Companies have moved from competing glocally to global competition. According to Deacon, J. H (2011) Glocally means business carried out among companies at the local level or in their home country.’ The company needs to enter Brazil as they have a different culture compared to other various countries that exist currently. It needs to consider the population of people, their culture, the lifestyle of the people, taste, and their cuisines and so on. However, a large population as mentioned above does not mean LIDL can be successful if it goes to Brazil because even in the international business environment, the market place is complex, interdependent, and dynamic. It needs to make a wise choice of entry strategy that will help them to gain a strong ground in another country. LIDL has subsidiaries in over 22 countries around the world and will even continue to gain more ground due to global comp etition. Based on these, the strategy to be used to enter these countries will be in accordance to their culture and some other factors. LIDL need to go to Brazil to increase its sales, acquire more resources, and diversify their sources of sales. Due to too much competition in the countries where they exist already, they still need to look for other countries to invest and grow in order to spread their risks.   Radebaugh et al (2001 p.7) concluded that , ‘motives for industries pursuing international business then could also have been to increase sales, attain resources, diversify source of sales and supplies and minimise competitive risk.’ Realistically, some things must have happened in the recent decades we are now to have brought about increased growth in international business. Companies do not just go global but some factors motivate them to go. There are some basic drivers and customers’ expectations needs to be well considered as customers are very vital in any organisation. Radebaugh et al concluded that, ’each nation possess certain demographic, human and behavioural characteristics that constitute its identity and that may affect a company’s method of conducting business effectively in that country. With respect to LIDL’s statement that, ‘they respect cultural variety and recognise differences in values and traditions.’ LIDL needs to consider these factors by aligning their mission with what they will be delivering to their customers. This is why it is also important to do a thorough RD about a market before going there. Most people are conscious of their health these days and would want to buy foods that will benefit their health. Considering the EXTERNAL BUSINESS ENVIRONMENT The environment of this company will be analysed by using PESTLE analysis that means Political, Environmental, Social, and Technological. Political factors Changes in government laws and regulations Changes in government   policies Political instability   in developing countries Economic factors Consumer purchasing power Foreign exchange rates Tax regimes in different locations Social factors Increase in world population – Demographic change Changing in consumer taste Awareness on   consumer health – Obesity, Diabetics Low per capital income – Developing   country Technological factors Dynamic technology – equipment and information system. Considering the external environments, Radebaugh L. H (2001) argued that, ‘these affects how a company operates and the amount of adjustments of adjustments it must take to its operations in a particular country in relation to how it produces and market its products, staff its operations maintain other things. The amount of adjustments is influenced by how much the environments of home and host countries resemble each other.’ SWOT ANALYSIS This will help to know how they position themselves in the market and how they are able to satisfy their customers in a competitive environment. LIDL SWOT ANALYSIS STRENGHT Good   supporting infrastructures Leading Global discounter Environmental friendly operations Leading global discounter Rapid expansion in existing markets Low cost operating model Unique ownership model Varied portfolio Centralised buying operation Discount range adaptation OPPORTUNITIES Increase in   Food demand   and varieties Health-related products e.g. low calories food Increase in low income customers Further domestic discount expansion. Further international expansion Expanding product offering, especially fresh foods WEAKNESSES Weak cultural understanding Norway   Reliance on a discount format   Relations with some branded manufacturers   Sales performance per store   Domestic customer loyalty THREATS Rivalry from competitors Threats of new entrants Sole focus on low price. Retailer consolidation.   Increased complexity of operating model.   Price retaliation from other retailers.   Local opposition to central buying. Competition from discount operators. Managers need to analyse the business environment for the company’s survival and success of business strategy for the coming future. The business is affected by the investors, customers, suppliers, and competitors impacts a company on a daily basis. KEY SUCCESS FACTORS AND CORE COMPETNECIES KEY SUCCESS FACTORS.  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Quality products   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Good   supporting infrastructures   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Low price   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Understanding of Culture Adaptation CORE COMPETENCIES  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Nutritional food production   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Cheap products   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Production innovation   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Operational excellence   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Global supply chain ENTRY STARTEGY Having undertaken the analysis of the country’s attractiveness and decided positively to enter, it is important to work out an entry strategy that covers entry objectives, timing entry, and mode of entry to enter a new country. Mata, J and PORTUGAL, P. (2000) cites the work of Beamish and Makimo (1998) that, ‘One of the crucial decisions when deciding to expand into a new market is the decision on whether to set up a new venture or to acquire an existing ï ¬ rm.’ It is very vital for LIDL to make a wise decision about its entry into Brazil. With reference to Table 1 and 2, they have to continue improving their market and gain entrance to important assets, and possibly continue to gain knowledge. Radebaugh et al (1999 p. 4) argued that four major objectives that influence companies to engage in international business are to expand sales, acquire resources, to diversify sources of sales and minimise competitive risks.’ All these are important but some other thing is missing. Does it mean knowledge and learning is not needed as part of their objectives influencing their entering a country? No. I disagree with this author’s conclusion because for a company to achieve all objectives that influence their entering a country there is need for knowledge and learning. Knowledge of the market they are entering into, knowledge to manage risks. In support of my argument, LASSERRE, PHILIPPE (2007 p.191) concluded that, ‘a company going into another country wants to develop the market, access critical resources, ca pture knowledge available in the country and to finally set up a global centre for coordinating various activities.’ It is very important for a multinational company to manage knowledge even at a global level. SEGAL-HORN,S and FAULKNER,D (1999 p.126) cites the work of NONAKA(1989) where she talks of the need to manage globalization as a self-renewing process in which information is the key to success. She also inferred that, ‘globalisation comes about through the interaction of articulated globalized knowledge and tacit localized knowledge, partly through the hybridization of personnel and consequent internationalization of learning.’   Learning is very essential for the success of a multinational company.   Johnson, G et al (2011 p. 94) agreed that, ‘as organisations become larger and more complex, the need to share what people know becomes more and more important but increasingly challenging. So, organisations that can share knowledge exceptionally may gain competitive advantage over those that do not.’ Lasserree, P(2010 p.193) reasoned that, ‘learning objectives are the basis of investments in countries where the industry is state of the art and in which a foreign investor gains knowledge and competencies by being present, even if the long-term market prospect is not favourable.’   There is a saying that, knowledge rules the world. In my own understanding, knowledge rules the world but what about other things that is needed to compliment these resources, which are the other objectives of a company entering into a country. Lasserre, P (2007) also concluded that, ‘resources access based on the presence of a key resource such as human, agricultural and mineral which contributes to competitive advantage. He also said that a country offering size and growth is an opportunity with good co-ordination of their activities’ Brazil has key resources such as mining, agricultural that could be tapped. Based on the various objectives that influence entry of a company to another country, the timing factor is very important for companies to look into the current economy that might help them decide on which mode of entry to adopt. It cannot take a first mover advantage because competitive companies are there already. Looking into the Brazil economy, some factors influence the entry mode such as country risks (political and operational risks), opportunities, companies’ internal capabilities, time pressure and governments’ requirements and corporate global strategy. Even though, the recession is still battling with all the economy. Jansen Robert(2010) said that, ‘the new economic dynamics will not only help revive investments in infrastructure, but above all it   means that instead of going abroad to obtain cheaper money and longer term loans, now local companies can just go around   in the country corner.’   Creating bigger companies in the information technology sector is considered one of the greatest strategic challenges for the Brazilian IT industry, which is very dynamic, but also very fragmented. Now is the time to take advantage of all the converging positive elements. It is an opportunity that cannot be afforded to lose.’ The government, investment entities, and companies are well aware of the window of opportunity in Brazil and are working towards building the proper framework that will help stimulate the necessary consolidation initiatives. This shows there is an opportunity for them to tap into as they are recovering back from the recession. It will be advisable for LIDL to use Acquisition strategies. I think entering through acquisitions because it will give them access to markets when other opportunities are closed, there is also immediate availability of resources. Lasserre, P (2007) construed that, ‘This will also give them immediate availability of resources, assets and competencies; high control and penetration into the market and low technological leak.’   There is nothing beneficial that does not have a limitation. Using this entry mode, its limitations are that the acquiring company may not possess cross-cultural integration skills. This is why understanding of culture is very important and LIDL needs to find a way to turn it into strength. In considering the push and pull factors, the market is saturated with competitors in the country which means the company needs to use this factors to tap into their culture. Ferraro, G.P (p.134) concluded that, ‘when negotiating within our own culture, there is every possibility of operating effectively at the intuitive level or unconscious level but when we leave our known cultural context to enter into international business, the scene changes dramatically. Different cultures have different values, attitudes, morals, behaviours and linguistic styles.’ It is very vital for them to negotiate across Brazil’s culture by communicating and interacting with people who have been there or are still living there. The aspect of culture should not be overlooked because Brazil is different from Germany, UK and other countries and this will enhance the result of their proposed entry. It is also important they have a clue about the culture and after succeeding in entering, they should ensure they build a long-term relationship with their customers and all other stakeholders. Ferraro, G.P (2010) also consented that, ‘companies should avoid cultural cluelessness and concentrate on long term relationships because when negotiating with people from very different cultural backgrounds, the chances of misunderstanding increase enormously. For example, LIDL failed in Norway and people interview there think they did not understand their culture very well and their values. According to a research carried out by a student, who looked into LIDL by taking a stakeholder approach. He said, some Norwegians believed that they ignored Labour unions.   Some will tell you that they never shopped there, because they didn’t want to support a foreign company that ignored the labour unions, build large and unattractive buildings in their towns, only had unfamiliar food in the shelves and who sent the profit out of the country.’ LIDL needs to be careful when they enter into Brazil and ensure they put goods consumed by Brazilians on the shelf.   Ferrarro, G.P (2010) concluded that, ‘successful international business negotiating is conducted in a cooperative climate in which the needs of both sides are met and in which both sides can emerge as winners. He said it is only under this circumstance that a business relationship will have a chance of lasting well into the future.’ Considering the Hofstede’s framework, Power distance, and uncertainty avoidance is very high and it is much of Masculine is very high. The only limitation of hofstede’s framework is that it was done through survey in different countries. Power distance affects culture and the way we communicate, so in Brazil, Power distance is very high which reflects that there is distance between the rich and the poor. This is why Attitude really matters when considering the culture of an organisation. It reflects underlying values.   WILD, J.J et al (2010) concluded that, ‘just like values, attitudes are learned from role models and differs from one country to another because they are formed within a cultural context. He also said that people in the Latin America and Mediterranean cultures are casual about their use of time, they maintain flexible schedules and would rather enjoy their time than sacrificing it to unbending efficiency.’ Organisations should be able to bring in place things that will reflect values and customs of people.   Laura Luo (2011) concluded in his lecture that, ‘Major   problems of cultural collision are likely to occur if a firm implements practices that do not reflect local customs and values and/or employees are unable to accept or adjust to foreign customs and that religion can be a powerful cultural force in societies of all levels of economic development.’   It is vital for organisations to consider the main religion in a country. Brazil’s main religion is Christianity.’ According to Pew Global Attitudes projects in 2002 researched that Number of respondents saying religion is very important in their lives are 80%. This shows there is opportunity for LIDL here unlike Malaysia that is constituted mostly with Muslims and they mostly rely on Halal products. Some other limitation is that nationalities may view acquisition by foreigners unfavourably and costly which often associated with high acquisition premiums and high political risks. Food production will be there always because people eat and it will not die but innovation of new ideas is needed. If an organisation cannot lead change, then they should be managing to catch up. Is it risky? No, it is not risky since it can continue, just that it can change. There is existence of political risks and economic risks are very high. If risk is high, we need to avoid risk and risk avoidance is the key factor. Low risk means more attractiveness. Brazil market is a growing market, and then it is attractive Despite all the attractiveness, there is tendency of some risks either economic/operational risk or political risks. This is why it is important for multi-national companies to look into the timing factor and see what is currently happening in the country they intend going. It is important for LIDL to consider their capabilities, scan the external environment to compliment whether they should go or not. It is important for companies to take risk because it means they are so confident that even though the future is uncertain. This is why the proactive issues were explained above.   Looking into Brazil, Lasserre, P (2007) concluded that, ‘operational risks directly affect some countries because government regulations and bureaucracies add costly taxation or constraints to foreign investors or because the infrastructure is not reliable.’ Considering the Brazil, John Paul Rathbone(2011) said in the report that, ‘Cheaper imports have made Brazilians feel richer, feeding a consumer boom but domestic manufacturers have appealed for help and the same kind of tariff protections that characterised the doomed economic model of bygone years. Finally, to deal with the global financial crisis, the government opened up the taps and has only just started to withdraw the stimulus. Ultra-low interest rate in the United States, Europe, and Japan has flooded the country with capital, pumping up the economy further. Bank credit is now growing at a 20 per cent annual clip.’ This implies some of the economic factors In BBC news, the political factors determine the risks of doing business in a country. In January, there was a change in government on Brazil where Ms Rousseff Dilma was sworn in as the first woman president of Brazil.   Rousseff singled out his work over the last eight years to reduce poverty and promote economic prosperity. The most determined struggle will be to eradicate extreme poverty.’ We can be a more developed and fairer country.   Hill, C. W (2011) argued that, political forces cause a drastic change in a country’s business environment that adversely affect profit and other goals of a company. He later said political risk tends to be greater in countries experiencing social unrest and disorder. A change in political regime can result in the enactment of laws that are less favourable to international business. Since LIDL has strengths in providing low cost products and the newly elected president believes there is still poverty and some people are suffering , it is an opportunity for this company. Considering the core competences of LIDL, which are Nutritional food productions, cheap products Production innovation, Corporate Social Responsibility, Operational excellence, Global supply chain. Paula A. I (2011) reported that Jacques Sarfatti, from recruiter Russell Reynolds said that, ‘Europeans have been coming to Brazil, but not Americans and are seeing opportunities there and that one of the key sectors for foreigners is energy, mostly because of the countrys expanding oil and gas exploration industries. There are also opportunities in infrastructure, mining, retail, and finance. Interest in Brazil is increasing as the country gears up to host the World Cup in 2014 and the Olympic Games two years later.’ This shows that there are opportunities for this company entering into the country as it is now recovering well. Considering the above discussion, it is important for this company to use a model that will fit into the culture of Brazil. Then, how about marketing internationally? If LIDL is entering through acquisition into Brazil, it should consider how to market its product internationally. This will depend on the segments they are targeting in the country because marketing strategies depends upon a firm’s marketing orientation and targets markets because what sells in one company does not mean it will be bought in another company. The best ways to identify consumer market segments within and across countries include demographics (Gender, Religion, Income and age) and Psychographics (lifestyles, values, and attitude). However, there might be some challenges to global brands such as language factors, brand acquisitions, country of origin images, internet, and electronic commerce. In conclusion, sometimes when a company is just entering into another country, products needs to be changed to suit the culture. There might be some alterations in the product policy due to some legal reasons, cultural reasons, and economic reasons. In addition, when using an entry strategy, they should choose a price strategy that will suit them and considering brands, currency value and inflation rates. I belief with the discussion made, going through an acquisition of a company already in existence in Brazil will give them the chance to understand the culture better and produce products that will meet the needs of the society rather than putting things they would not buy on shelf. This gives an opportunity to acquire an existing company there that will give them a grounded understanding of how things work in their company. BIBLIOGRAPHY Marc pfitzer and Ramya Krishnaswamy. 2010.   fao.org/fileadmin/ user_ upload/ivc /docs/ UnileverandProjectNovella.pdf LIDL official Website. lidl.co.uk/cps/rde/xchg/lidl_uk/hs.xsl/4035.htm  Ã‚   (05 May 2011) KEDIA, L.B et al. Ben L. Kedia, Richard Nordtvedt and Lillian M. Pà ©rez,(2002) Competitiveness Review An International Business Journal. INTERNATIONAL BUSINESS STRATEGIES, DECISION-MAKING THEORIES, AND LEADERSHIP STYLES: AN INTEGRATED FRAMEWORK. Vol 12(1). Pp: 38-52 BBC NEWS. Brazil Country Profile.   http://news.bbc.co.uk/1/hi/world/europe/ country_ profiles/1227110.stm  Ã‚   (05 May 2011) FERRARO, G.P. 2010. The Cultural Dimension of International Business. 6th edn. Pearson International Edition. P. 134 Conference. bordbia.ie/eventsnews/ConferencePresentations/FoodDrinksIndustry DayCountryOverviews/Germany%20Market%20Overview.pdf JOHNSON, G et al. 2011.Exploring Strategy: Text and Cases. Pp 94. 9th edn. HARLOW: Pearson Education Limited. SEGAL-HORN, S and FAULKNER, D. 1999. The Dynamics of International Strategy. LONDON: Business Press. DANIELS, J.D and RADEBAUGH, L.H. 2001.INTERNATIONAL BUSINESS: Environments and Operations. 9th edn. London: Prentice hall. LASSERRE, P. 2007. Global Strategic Management. 2nd edn. Hampshire:Palgrave Macmillan. PORTUGAL, Pedro and MATA, Jose. 2000. Strategic Management Journal. Closure and divestiture by foreign entrants: the impact of entry and post-entry strategies.p.3. Vol21(5) hakonswenson.se/publikationer/NRWC%202008/Entry%20strategy%20and%20international%20retail.pdf JASEEN, Robert (2010)globaltrade.net/international-trade-import-exports/f/business/text/Brazil/Business-Environment-Brazil-s-Year.html     (09 May 2011) WILD, J. J et al (Kenneth L Wild and HAN, J.C) 2010. International Business: The challenges of globalization.5th edn. Pearson. Laura Luo. 2011. International Business context: The cultural environment. (07 April 2011) Paula Adamo Idoeta. 2011. Americans eye opportunities in Brazils booming economy. bbc.co.uk/news/world-latin-america-12745667. (11 May 2011) HILL, C.W. 2011. International Business: Competing in the global marketplace. 8th edn. NEW YORK: McGraw hill ROUSSEFF, D. 2011.BBC NEWS. Dilma Rousseff sworn in as Brazils new president. bbc.co.uk/news/world-latin-america-12103312   (11 May 2011) Bennett Roger.1996. Corporate Strategy and Business Planning. GREAT BRITAIN:ME PITMAN

Find Your New Job In 6 Steps

Find Your New Job In 6 Steps Janet Flewelling, managing director at business advisor Insperity, has six essential tips for job seekers hoping to stand out from the crowd. They may seem intuitive, but many a promising candidate has stumbled over one or more of these steps and bungled a potential opportunity. 1. Identify Recent AchievementsThis is the foundation of your next several steps. Take stock of your past year of employment and make notes of accomplishments and milestones to highlight in your resume, networking conversations, and interviews.2. Refresh Your ResumeFor every position you’re applying for, created a tailored version of your resume. Make sure there are no extraneous outdated positions, no expired contact information, no irrelevant experience. Add any recent awards or recognition, related volunteer experience, certifications, and current responsibilities that may grab a hiring manager’s attention. Be sure you use industry keywords and specific phrases from the job posting wherever p ossible, an essential step in online applications. And of course, make sure all of your materials are impeccably proofread.3. Establish a Network of AlliesThe days of a mass email to friends and family describing what you’re looking for may be over, but the internet has plenty of online networking opportunities to offer. Use LinkedIn to ask former managers and colleagues for recommendations, send them messages to alert them to specific positions you hope to interview for–bottom line, get on their radar and stay in touch.4. Be Smart About Social MediaMake sure your social profiles are new-employer friendly, and make selected posts public so that your profile is searchable. â€Å"Like† the pages of companies you’re interested in so you can stay informed of related news items and developments–you can identify potential contacts, as well as come across as knowledgable in the event you get an interview.5. Practice InterviewingAsk friends and colleagues for their help preparing you for one-on-one interviews–the more deliberate you are about this step, the better. Make yourself a cheatsheet, like a comedian’s set list, to keep relevant anecdotes in mind. The last thing you want to do in a real interview is go blank or ramble. Decide what stories best highlight your ability, and practice delivering them in a natural, conversational style.6. Learn New SkillsPossibly the best use of your time while you’re waiting to be called back about an application is in acquiring new skills or updating your old ones. Register for conferences and seminars in your field, take local classes, pursue certifications–figure out what skills the person in your dream job has, and make sure you can say the same about yourself. Plus, these activities give you an opportunity to meet more current or aspiring people in your industry, which makes networking feel less forced and more like a gathering of like-minded individuals in pursuit of the same goals.6 tips for landing a new jobRead More at The Business Journals