To what extent does prejudice affect Essay Example for Free

To what extent does injustice affect EssayPrejudice and Racism are very closely related to distributively other in our society. To stereotype someone is when we apply a series of traits to them based on one trait that resembles their identity in a grouchy group. Some examples to stereotyping would be Asians are hardworking and studious, black large number steal a lot, and many others. This very closely relates with the definition of prepossess. Prejudice is a c one timeptualize opinion that is not based on reason or actual experience. Most of the stack who judge people on their particular culture utilise stereotypes do not actually bring forth an experience of seeing orexperiencing that particular stereotype. They are basing it off of knowledge they have received or came crossways from other people. Very few actually have experiences of encountering the stereotypical character of a certain group and use their experience to conceive and judge the people of that certain group. We tend to categorize ourselves in contrary groups whether it is through cultural differences, race differences, or difference in interest. Why do people who have disadvantages tend to stereotype? These people tend to divide people into different categories of them.They classify these people as different. Although grouping ourselves is a nature of human kind, groups of different goals, interest, race or culture tend to prejudice using stereotypes of other groups. Is it impossible for us to reduce social prejudice? Prejudice and stereotyping will continuously exist in parallel with these things. Instead of trying to totally get rid of prejudice and stereotyping, it is much progressive and assembleive to try reducing it. given(p) that our world is diverse and multi ethnic, it is important to understand ways to reduce social prejudice. An approach ab bug out prejudice was made by Sherif in 1966 whobelieved that prejudice arises out of conflict amid two groups however they do not automatically lead to prejudice, but depends on the situation and relationship involved among the groups. Sheriff also considered that prejudice can be often seen when two groups want to achieve the same goal but only one can have it, causing them to be hostile and abusive against each other. This is the Realistic Conflict Theory. Sherif conducted a regard to prove this theory and this was know as the Robbers Cave Study. This accurately displayed how disceptation and conflict between two groups can cause negativestereotyping and aggressive manners towards the out-group. another(prenominal) example of Sheriffs claim would be the study done by Dollard (1938) who found out that prejudice against German immigrant increased slowly in the US towns, as jobs were harder to get. This research study proves Sherifs claim of prejudice being built on depending on the situation and relationship between the two groups. In this case the Germans and U. S citizens had a sense of rival ove r jobs, leading them to have a rivalry relationship and ultimately causing prejudice against each other. ( AS Psychology).Agreeing, but also opposing to this Tajfel (1971) argued that competition is not a likely condition for group-to-group conflict. He does not completely disagree about competition being one of the reasons for prejudice among groups, but more strongly argues that the existence of an opposing group itself produces prejudice among the groups. He also argued that in-group discrimination was present in groups and called all of these behaviors the Social Identity Theory.An example of favoritism explained in the Social Identity Theory is that two opposing groups, Man U and Liverpool would more likely help people wearing the same garble uniforms if they are injured Levine et al (2005). ( AS Psychology) In the 1950s, American psychologist Gordon Willard Allport introduced the Intergroup-contact hypothesis. The intergroup Contact Hypothesis considered of one having the o pportunity to communicate with others. Through this communication they are satisfactory to understand and appreciate different points of views involving their way of life. Alport thought that issues of stereotyping, prejudice, and discrimination crudely occur between rival groups.Alports proposal was that properly managed contact between the groups should reduce these problems and lead to better interactions. (Psychology Today) In Robert S. Feldmans Social Psychology, the book states that prejudice will reduce only under certain conditions. Decades of research by psychologists lead to the discovery of three conditions. The contact needs to occur between people of relatively equal status, the contact must be close and personalized goals that they are seeking must be common goals. Through frequent contact of each other in a relationship where the status is equal, prejudice can be reduced in certain ways.Personal relationships are another key of reducing prejudice in society. By for ming personal relationships, people can find out that some of the prejudices and stereotypes they had of a certain group may not be true. besides this condition may vary for the adversary may have the stereotypical characteristics of that certain group. Lastly prejudice can be reduced through seeking common goals. As a community, once a goal is set and achieved, the achievements are shared among those inside the community. This develops a form of bonding and grouping at heart the group as well, making it impugnable if this is a true way of getting rid of prejudice and stereotyping since it is creating a new social identity.(Jiskha) In January 3, 2011, a more recent research on how to overcome prejudices was announced by Rodolfo Mendoza- Denton from the University of atomic number 20, Berkley. Although many of Rodolfos ideas were similar to that of the solutions mentioned in Robert S. Feldmans Social Psycygology, there were some significant concepts that Rodolfo had found out. O ne of his concepts consists of the common in-group identity model, which shows that humans are able to recategorize themselves according to interests, features, or characteristics that they share.Once they have recategorized themselves, they are more tightly bonded and understand each other within the people inside the group even though they might have been people from two different groups that once were prejudice and hostile to each other. Another major difference from Rodolfos solution and Feldmans solution is that Rodolfo claims that the behavior of humans in a neutral state is critical in the effect of prejudice towards each other. To reduce prejudice among groups, Rodolfo suggested that approaching other groups in a different manner will greatly affect the presence of prejudice in two opposing groups.If approached in a manner of trying to get along, it is hard for prejudice to happen in the contact of the two groups. But by raising awareness of the stereotypes and having a nega tive view of the opposing group from the beginning, prejudice and stereotyping is likely to be present in this situation. (Greater Good) Work Cited (Psychology Today) subgenus Chen Ph. D, Lisa. The Psychology of Prejudice and Racism. Psychology Today . Sussex Publishers, LLC, 24 Jan. 2011. Web. 29 Oct. 2013.http//www. psychologytoday. com/blog/handy-psychology-answers/201101/the-psychology-prejudice-and-racism. (Jiskha) David A. Gershaw, Ph. D. Homework Help Social Studies Psychology Reducing Prejudice. Jiskha Homework Help.David A. Gershaw, Ph. D. , n. d. Web. 29 Oct. 2013. ( AS Psychology) GROSS, R. (1999) Key Studies in Psychology, 3rd Edition. London Hodder and Stoughton BANYARD, P. AND GRAYSON, A. (2000) Introducing Psychological Research Seventy Studies that Shape Psychology, 2nd Edition. London Macmillan (Greater Good) Rodolfo Mendoza-Denton. Greater Good. The Top 10 Strategies for Reducing Prejudice. University of California Berkeley, 3 Jan. 2011. Web. 29 Oct. 2013.

Pepsi saudi Essay Example for Free

Pepsi saudi EssayThe Saudi industrial projects company and (SIPCO) and the Saudi fruit juice and crapulence industry (SFJBI) emerged as one operating entity in 2002, but prior to that, Pepsi Saudi had operated in the kingdom for many decades. The acquisition amount was not publicised and this writer does not have privilege to that information, however industry insiders lauded the acquisition as a significant milestone in the western region of the kingdom. The cerebrate behind the merger was the continuing of production of superior product and better product to the nodes. Pepsi Saudi has dominated thesoft drink industry in the kingdom for over 50 years , and it did not want that to change.After the merger Pepsi Saudi decided to adopt the Balanced Scorecard management system in order to help the transcription to stay on top of the soft drink industry and provide better products to its nodes. MISSION AND VISION To manufacturing and distribute the topper Pepsi coal beverage-b everages . To continue to offer the best carbonated soft drinks and non carbonated soft beverages under various labels label, including Pepsi, diet Pepsi, Pepsi lime, Mountain Dew, Sierra Mist, Aquafina,7up, Dr Pepper.To maintain and open customer base with the best possible products. (Organizational documents). In order to accomplish these goals Pepsi Saudi management opted to implement the BSC business approach, with emphasizes on the equalization of financial goals with customer satisfaction goals, and training and employee retention efforts. The management reasoned that with equal balance of those key objectives, the organization would be able to maintain and ultimately surpass its customer base, and also sustain its forwardal position in the industry.The management concluded that if it were able to retain superior customer advantage and stay in front of their competition with superior products, it would eventually translate those to financial advantage. Presently the organiza tion is feverishly pursuing the acquisition of new customers while it holds on to its core base. It has launched intensifier ad campaigns featuring youth activities, and other popular events such as soccer, and ads with focus on young adults, weddings and intimate family programs. It has launched the popular Pepsi max, with men in min. it also launchedan whole new look for the 7up.But most importantly, according to Zawya. com (March 29, 2006) Pepsi has elevated its market share to 70% in the UAE. And a significant majority of its 2,246 employees are reportedly in total support of the BSC management system. The entire organization is focused on the production of superior soft drinks, and the satisfaction of its customers as well as the retention of the employees who have helped it to come so far. The employees are competently trained in the BSC system, so cascading could only be an advantage, because of the determination of Pepsimanagement to give the employees an competent traini ng in the BSC system.And the claim of 70% market share is an indication of the outstanding employee performance that has been evident following the implementation of the balance scorecard system. The organization takes its responsibilities to young people quite seriously. It has donated significant amounts of money to socially responsible youth events, and has contributed to health provisions and management in areas that needs the support in the kingdom and outside the kingdom.

Children Are Our Future

Children Are Our FutureOur greatest glory consist in not ever failing, but in rising every time we fall. (Oliver Godsmith) The children of todays society exit never lie with the true meaning of this quote or what its like to fall and run low right back up to approximate in one case again. Many say if you dont award your children for participating, theyll choose not to participate and wont get anything done. As a p arnt its hard to see your child fail considering you want nothing less than the best and to see them happy, but they should not be entitled to a trophy only when for showing up and termination by dint of the motions.The millennials have been called everything from coddled to just downright spoiled. Their overal attitude is horrible, always thinking they know whats best and whatever they do will be accepted and rewarded. This, however, is through no fault of the child but of the parents and caregivers that raised them. A writer from the Amrican honorary society of P ediatrics states, From Californias soccer fields to the basketball courts of New York, sports-league organizers are beginning to question the practice of congratulating every kid on every team just for putting on a uniform. This just shows that people can see what participation trophies do to children. By giving them an award for participating and going through the motions will kill their entire motivation and want to do better. With these participation trophies they will fail and not kow how to handle it. With participation trophins theyll never check up on to fail, without disappointment theyll nver learn to succeed.Just as eveyone says, the children are our future. If we continue to hand out awards for participatinon, theyll never learn and give up as soon as they are unable to complete a task. Technology doent make anything better as they get frustrated if something doesnt pop up as fast as they would like. The millennial generation is electroniclly sophisticated as Julie A. R ay from the Association for Childhood Education International states. With as many technological advancements as ther are in the land today, very few people have patience and its getting worse as time goes on. Having no patience is also a factor in weather anyone will continue to fail and succeed or just fail and never try again and expect a reward for onece again, going through the motions.You will never learn to do things to the best of your ability if you dont ever fail. Part of being human is learning to accept the fact that you will fail, weather it be one, three, ten, or even a hundred times before you succeed, you will fail. Michael Jordan, a retired professional basketball player and well reapected rolemodel, says, Ive baffled more than 9,000 shots in my career. Ive lost almost 300 games. 26 times, Ive been trusted to take the game winning shot and missed. Ive failed over and over and over again in my flavour. And that is why I succeed. Jordan was not handed a trophy for missing 26 game winning shots, he was awarded a trophy for running(a) hard and failing. Even though he failed he never gave up. He pushed and pushed and worked everyday until he was succesful, until he was able to make those game winning shots that everyone was depending on him for.When were not feeling overwhelmed, one highly sensitive person (HSP) told a reporter for a California newspaper, we can experience joy and love ofttimes more deeply than the nonHSP. (Christine Rosen) Raising children on paticipatin trophies will give them a higher risk of becoming a HSP. They wont know how to handle the conditions of life as it can be fast paced. In the real world, there is no one to hold your hand or tell you what to do and how to do it. You have to learn from your mistakes as well as everyone elses. If you are awarded a trophy for showing up and just being there and participating, you wont learn how to make a mistake and if we continue to hand out trophies like its candy, no one else will learn to make mistakes either. Once you are an self-aggrandising and youre out on your own and you make a mistake and you fail, youll think that its all going to be okay, someone will come and fix it, once you realize no one is there to fix it and no one is going to be there to tell you its okay, youre going to feel like a failure, something that youve never felt before because for your entire life, everything has been handed to you.Handing out trophies like its going out of style is a big mistake. Children are our future, raising them on participation trophies will improve nothing, do nothing but destroy children and their future. As soon as they fail and realize that its not okay, they will no longer be confident in themselves or in anything that they do. Part of success is confidence in failure, knowing that you will succeed if you just try again , even if you fail more than youd like to admit. You will never get anywhere if you never try.

International Marketing Mix

International merchandising amalgamateSince 1900, Coca-Cola already moves into Europe market, when 1970 Coca-Cola moves to international market, it already 39 years ago until 2009. After 39 year, Coca-Cola has modified their produce to international marketing and they social functiond marketing strategy to crap up their market. (http//heritage.coca-cola.com/) straight off ,Coca-Cola which already operating in many country as a multinational company. selling mix is the key cistron of Coca-Cola to direct up work in international market, and the marketing mix include four pices was product, charge, amaze and forwarding.In international market, Coca-Cola major foc engross to utilise marketing mix to built their business, however,Coca-Cola excessively control exploitation certain part of PEST startegy to their marketing mix startegy. PEST is a external analysia theory to mention about the general enviorment influences to bulletproof and how the firm to resist it.The Intro duction of Core Product of Coca-ColaCoca-Cola product planner need to think about the product of the three basic level. From the graph shows that, the gist product of Coca-Cola, which is how the product satisfied their consumer. The flake level of actual product of Coca-Cola is how Coca-Cola to develop the product and go features, brand name and packaging. The last level of consideration product of Coca-Cola is around the core product by offering additional consumer services and benefit, (author Gary Armstrong Philip Kotler (pg232). The Currently Ways of Coca-Cola Using In International Marketing Mix -ProductThe first marketing strategy of Coca-Cola using in Malaysia is product. Coca-Cola is a famous headspring-heeled whoop it up product in Malaysia market, their packing outlook, is easy to captivate consumer. immediately Coca-Cola beverages drink on the current markets has varieties of choices (Refer to appendix 1), that are selling in Malaysia (http//www.thecoca- colaco mpany.com/brands/index.html). Coca-Cola using three strategy to built up their product image, it was product branding, packaging and labeling, (Gary Armstrong Philip Kotler 2007,pp238, 239). Branding which is a key element of Coca-Cola, to build up family relationship with their consumer. Brand was representing Coca-Cola to give the first impressions to their consumer perceptions and feeling about their product, so, it was an important part to build Coca-Cola product. (Gary Armstrong Philip Kotler(pg242) In addition, the constituents of branding which include both tangible benefit such as quality and reliability, moreover, intangible benefit may bring out self-colored range of feeling similar status being fashionable or possessing good judgment by purchasing a particular brand. (Isobel Doole and Robin Lowe) Therefore, this is the savvy why Coca-Cola emphasis on branding that helps to Creates brand awareness among the consumers and brings out the feeling of possessing good judgme nt so that the brand is very(prenominal) successful in Malaysia market.The packaging of Coca-Cola using in Malaysia market, is light red in color to be on the surface of product, they using aluminum tin to be meek drink material and plastic bottle. (http//www.thecoca-colacompany.com/brands/index.html). Labeling was a range from simple tags attached to product complex graphic that be a part of the package, and where the product make and how to design it are safety .( Gary Armstrong Philip Kotler (pg239) The labeling of Coca-Cola using in Malaysia market, was to identify the product using material and ingredient. Furthermore, the labeling show that Coca-Cola to confirm as a Halal drink product at Malaysia cultural refer to (appendix 1.2), it base on an external analysis theory of Michael Porter PEST social strategy (Stuart Wall Bronwen Rees2004). As mentioned above, the reason is Malaysia as a Muslim country the government control food or drink production very serious, therefore th e labeling of Halal is very important in Malaysia market. The Currently Ways of Coca-Cola Using In International Marketing Mix-PriceThe second marketing strategy of Coca-Cola using in Malaysia is Price. Price is the element in which of Coca-Cola Company use and it was the amount of money charge for the product. (Gary Armstrong Philip Kotler pg 291) Coca-Cola set up the price in Malaysia market, which is using normal and fair pricing to describe Malaysia consumer, refer to (appendix 1.3) show that the four types Coca-Cola selling price on Malaysia market. The way of the price that affects demand of Coca-Cola is influence by few factor like live demand and in chewy demand. Refer to graph (1) show that elastic demand of the price was sensitive so, the sales volume increase significantly as price is reducing. (Isobel Doole and Robin Lowe pg386) Otherwise, refer to graph (2) inelastic demand mean the product is under have no increase, decrease correspondingly with a fall, or trick ou t in the price. (http//www.businessdictionary.com/definition/inelastic-demand.html ) Graph (1.1) Elastic Demand Graph (1.2) Inelastic Demand As a result, refer to graph (1.1) Coca- Cola was under elastic demand product, so they set the price are base on Malaysia market direction. Before Coca-Cola set up the price, they need to determined suitable for pricing in international market and consider the options available in setting individual prices. By contrast, Coca-Cola setting their price which to base on stabiles the competitive gear up within the market, to penetrate the the market by adopting an aggressive strategy to increase market share, to reflect differences in the perceived value and performance of competitive product and prevent or discourage new entrants in the market, according Isobel Doole and Robin Lowe (2008). As mentioned above, graph (1.1) show that Coca-Cola is sensitive of price changes in Malaysia market. Because Malaysia market has several(prenominal) of the sof t drink competitors refer to( appendix 1.4) , and their product price which under RM1-RM2 in Malaysia market hence, if Coca-Cola set up their price above from competitor, the consumer can slowly substitute to other product, so that Coca-Cola has to set the price around competitor price in Malaysia market.The Currently Ways of Coca-Cola Using In International Marketing Mix- PlaceThe third marketing strategy of Coca-Cola using in Malaysia is Place. Place, which is important section area of Coca-Cola to operating their market. Due to place is concerned with various regularitys of tran free reining, storing goods, and because making the product available for the customer, hence it getting product to the right place at the right sentence involves the distribution system. Furthermore, the choice of distribution method will depend on a variety of circumstances and be more convenient for some manufacture to sell to wholesalers who then sell to retailers, speckle others will prefer to s ell directly to retailers or customers. (http//www.thetimes100.co.uk/theory/theorymarketing-mix-(price-place- packaging-product)243.php ) Coca-Cola was using the transporting system to sending their product to the selling place in Malaysia market. Otherwise, Coca-Cola also set up some soft drink machine around the bus station to let consumer easy to get there product. Because Coca-Cola set up soft machine around public places so, it may let Malaysia consumer easy to find their product. Coca-Cola corporate with FN Company, become FN Coca-Cola (Malaysia) Sdn Bhd to set up factory to manufactures and distributes soft drinks in Malaysia. (http//investing.businessweek.com/ search/stocks/private/snapshot.asp?privcapId=6464014 ) In addition, Coca-Cola that is using 7-11 stores, hypermarket and retail supermarket etc, to distribute product. Because Coca-Cola corporate with Malaysia businessperson to selling Coca-Cola, so, the businessperson may also indirectly let Coca-Cola, have place to sell their product in whole Malaysia. Otherwise, Coca-Cola may also using Cinema and restaurant being places to selling their product in Malaysia market. Due to Coca-Cola using hypermarket store and restaurant to promote their product, hence, it was a best place to sell their product in Malaysia market. The Currently Ways of Coca-Cola Using In International Marketing Mix- publicityThe last marketing strategy of Coca-Cola using in Malaysia is promotion. Promotion is an important element to helping Coca-Cola set up operating in Malaysia. Promotion major function, that is to promote and communicating with the public and to influencing consumer toward buying products or services. (http//sbinfocanada.about.com/cs/marketing/g/promotion.htm) According to Gary Armstrong Philip Kotler, claim that promotion as a promotion mix that include denote, sales promotion, public relation, force and pull strategy. Firstly, the promotion mix of labor that was any paid from of non-personal presentat ion and promotion of ideas, goods, or services by an identified sponsor. In addition, advertising can reach of geographically disperses buyers at low cost per exposure, and it enable the seller to repeat a pass along many times (Gary Armstrong Philip Kotler 2007pp387). Coca-Cola was successfully to promote their advertising in Malaysia, because they using television media, countersignpaper, magazine and internet media to publish their product and repeat many time to consumer, so, Coca-Cola to establish a good promotion by advertising. Such as, Coca-Cola will using Malaysia culture and lifestyle to be advertisement title to showing Coca-Cola have good relationship with Malaysian. In under developing country Coca-Cola practice radio and newspaper to advertising their product. The reason is under develop country was poverty, hence, Coca-Cola using radio and newspaper to promote their product. Coca-Cola except using radio and newspaper to promote their product in under developing coun try, they also can use signboard to advertise Coca-Cola.Secondly, the promotion mix that of sales promotion that mean short-term incentive to encourage the purchases or sale of a product. Otherwise, sales promotion that was include a wide assortment of tools such as coupons, contest, cents-off deals, premiums and other which have many unique qualities. Because of sales promotion are attract consumer to heed offer strong incentive to purchases therefore, it can increase the sale volume. (Gary Armstrong Philip Kotler) Malaysia is multiple nations and the Malaysian has different culture festival to celebrate, so the best period of Coca-Cola to use sale promotion strategy in Malaysia market is when they celebrate their festival. Otherwise, Coca-Cola corporate with MacDonald to sell the soft drinks with its popular burgers and fries, and the handshake still covers the Coca-Cola contract with McDonald, therefore Coca-Cola are indirectly to promote their product to Malaysia consumer. (htt p//www.marketwatch.com/story/mcdonalds-shakes-up-coke-tries-new-drinks ) Thirdly, the promotion mix of public relationship means the public relationship is very believable like news stories, features, sponsorship, event it seems more real and believable to readers. Otherwise, public relationship may also be able to reach many prospects that avoid salespeople and advertisements, as the center gets to the buyers as news rather than as a sale- directed communication. (Gary Armstrong Philip Kotler) Coca-Cola was using new story and sponsorship to promote their product in Malaysia market. When there is any sport game competitions, Coca-Cola will be a sponsorship to sponsor the sport team. In addition, Coca-Cola may also create news stories to let Malaysian know well they product. On the other hand, marketer can choose from the two basic of promotion mix to be push and pull strategy on promotion. The relationship emphasis on the specific promotion tools differs for push and pulls strate gies. Push strategy that include pushing the product through marketing channels to final consumer and the manufacturer directs its marketing activities like primarily personal selling and trade promotion, however pull strategy was make the producer directs its marketing activities like primarily advertising and consumer promotion toward final consumers to include them to buy the product. (Gary Armstrong Philip Kotler 388) Coca-Cola was choosing the advertising and public relationship to practice in push and pull strategy in Malaysia market. In advertising Coca-Cola was using pull strategy, like television media, magazine to promote their product. Due to pull strategy are make Coca-Cola successfully directs marketing to primarily advertising in Malaysia market, hence, it attract consumer to buy their product (Gary Armstrong Philip Kotler). Because Malaysia is developing country and the Malaysia consumer have economic power to purchases television, so Coca-Cola pull strategy of usin g television media to advertise their product is benefit affect to Coca-Cola. By contrast, Coca-Cola using push strategy in public relationship, of sponsorship to sport game competition or charity military action to promote their product. Because of push strategy was include pushing the product in marketing channels to final consumer and Coca-Cola can directs to do marketing activities in Malaysia market, like primarily personal selling and trade promotion so, push strategy may help Coca-Cola achieve more promotion result. (Gary Armstrong Philip Kotler) Due to Coca-Cola was using push strategy of public relationship to do charity activity and event to attract Malaysia consumer ,so, Coca-Cola can more easy to promote their product in those activity. purport Any Changes of Coca-Cola that Might Make to the International Marketing Mix over the Next Few YearsThe first suggestion in international marketing strategy of product using Coca-Cola in Malaysia market for the coming years is w here Coca-Cola may focus in the changes of Green issue of the packaging material. Because nowadays some producer is practicing Green issue in their operation so, Coca-Cola may also practice greenness issue in the packaging of the product. Coca-Cola can promote the green issue knowledge to Malaysia consumer and sending the message that Coca-Cola product is advocate in green issue and their product can be recycles. In addition, Coca-Cola can use rewards method to attract consumer to join green issue activities in Malaysia market where if any consumers who join the recycle activities, they can get one free Coca-Cola by recycling ten empty aluminum tin of Coca-Cola. Furthermore, Coca-Cola also can corporate with hypermarket to promote, reclaim the soft drink plastic bottle and aluminum tin. The second suggestion in international marketing strategy for price of Coca-Cola in Malaysia market for the coming years where, Coca-Cola can produce low calorie of Coca-Cola to attract consumer and the price is same as original Coca-Cola. In addition, Coca-Cola also can produce mini size Coke to consumer and set the price under RM0.50 in Malaysia market to attract their customer. The third suggestion in international marketing strategy for place of Coca-Cola in Malaysia market for the coming years where Coca-Cola can entrust more soft drink machine around the public places to let consumer easy to find and buy it there product, like put at college, shop complex and taxi station. The last suggestion in international marketing strategy for promotion of Coca-Cola in Malaysia market for the coming years, where Coca-Cola can using throw out voucher to attract consumer buy more their product, for example purchase 12 bottle get 2 free Coke. Otherwise, Coca-Cola may able to using enable to be focal promotion to attract consumer to purchase their product, for example buy one boxes of Coca-Cola can get Coca-Cola limited edition gift. Coca-Cola can corporate with Malaysia hypermarket to acquit lucky draw activities and event to attract Malaysia consumer to purchase their product. For example, when consumer purchases Coca-Cola they may have chances to join the lucky draw competition to win cash or valuable gift.As a conclusion, Coco-Cola is a high potential product in Malaysia market and they were successful to using currently marketing mix to apply in their product. Otherwise, for the coming year Coca-Cola add on the future change marketing mix strategy to their product it may decline to high level station and the Coca-Cola sales revenue may also increase more in Malaysia market.

Hotel chocolat an internationalisation strategy

Hotel chocolat an internationalisation schemaHotel Chocolat (HC) was founded over 15 years ago with one destruction to make a better type of drinking chocolate available to UK consumers bored by the mediocrity of that available (Hotel Chocolat, 2009). HC started as a catalogue business. Fol showtimeing the achievement of this business, the family set up an award winning website with the first of many HC stores issueing on the high.street in 2004. Since its success in the UK, HC has applied an export strategy to the US via an online ordering site. This strategy enabled the company to minimise risk in the lead fully committing to outside direct investment (FDI). Once adequate demand for the convergence was assured, HC opened its first Ameri flock store in Boston and now has plans to further expand throughout North America. There are currently 43 stores located in the UK with an additional 23 operating inside John Lewis stores. It is likely that the company has expanded as far as it endure domestic altogethery and should now focus its attention on international food securities industrys.In order to assess HCs ability to internationalise the following should be considered. HC is Britains fastest-growing private company with 225% gross sales growth per year (Fasttrack100, 2008) and sales equating to 18 million in 2008. From this, one may infer that HC does indeed have sufficient resources for internationalization. However, it is questionable whether the company is prepared to undertake large- exceed investments, due to the self-funding expansion strategy play alongd so far.This essay go out now present an internationalisation strategy for HC by applying surmise and drawing upon personal contact with the japanese External Trade Organisation (JETRO), the UK Trade and Investment team (UKTI) and HC representatives, as well as vicenary data from secondary research.Global figures for chocolate sales provide compelling incentives to further internationali se. In 2008 global chocolate sales were $62.16 billion (Datamonitor, 2009a). Contrasting these figures with the UK shows marvellous sales capability. Currently the UK confectionary mart is valued at $13.4 billion, with chocolate sales accounting for 67.5%. More tellingly, however, are the records for annual growth of commercialize value mingled with the years 2004-08 (Datamonitor, 2009b) which show a decided slow- big bucks in the rate of growth. Although the economic down turn impart have played its role in the count of these figures, we can be confident that the UK chocolate industry is operating within the mature exemplify of the product life cycle. This is problematic for HC as Kotler (2008 p.575) argues A lag in sales growth results in an overcapacity of contest, which can ultimately lead to a decrease in profits. Further more, the domestic chocolate industry is dominated by Cadbury, Mars and Nestle who collectively hold a 59.8% market share (Datamonitor, 2009c). Expan ding internationally into previously untapped markets may be the best solution to supplement any potential losses felt domestically as Hill (2009, p.426) states Expanding globally allows firms to increase their profitability and rate of profit growth in ship canal non available to purely domestic enterprises.An essential severalize of any internationalisation strategy is the untaught top process in which hundreds of possible countries must(prenominal) be systematically eliminated. There are numerous ways to do this and, when done professionally, a vast amount of research impart be undertaken before any finales are made. HC, as previously stated, have already begun expansion into North America and have made plans to expand into the Middle East (Retail week, 2009 Walker, 2009). For these reasons, we will not be considering either region. Europe will also be ruled out as the European luxury chocolate market is already highly saturated with rival brands from Belgium, France and Switzerland (RTS, 2009). The next mass filtration stage was to view the political stability scores (CIFP, 2007) of the remaining regions and leave only those scoring highest. This stage virtually eliminated Africa and Latin America, leaving predominantly the Asia Pacific region. Finally, the remaining countries were ranked in order of GDP per capita (CIA World Factbook, 2008) and all but the top eight-spot were eliminated. This left Hong Kong, lacquer, China, Australia, New Zealand, South Korea, Malaysia and Singapore. Scrutinising these eight countries and drawing upon a variety of unequally weighted factors a country attractiveness index was formulated for each. lastly Japan was found to be the optimal host country with the greatest index score.Haak recently published that no company can afford to fell the dynamic Asian economic region (Haak, 2008 p.1). Within this region, Japan in particular assumes a key position (Haak, 2008 p.1) due to its sheer size and its loaded and soph isticated consumers (JETRO, 2008). In order to formally evaluate Japans attractiveness as a host country, certain aspects of Dunnings eclectic paradigm have been applied. Focusing on ownership and location factors the decision to fully invest in Japan can be justified (Dunning, 1988). Furthermore, location factors can be broken down into iii returnss economic, political and social. Japan is considered a major world financial hotspot with the second highest fleck of millionaires residing there and household consumption expenditure figures especial(a) those of most nations. This goes hand in hand with high consumer purchasing indicant and a demand for high quality produce. Perhaps one of the soakedest reasons for investment in Japan is its potential as a gateway to the Asian-Pacific markets. As these markets grow rapidly, the economic integration amidst countries in the region continues to strengthen. This links to an ownership advantage that HC can achieve. Entering the Nippon ese market will allow admission to other Asian markets over time and provide economies in both scale and scope. In recent years government policies have become an increasingly important factor affecting FDI (Brewer, 1993). The Nipponese government have various foreign investment policies which incentivise investment. Japan, once restrictive of trade, has now shed this image and is attracting increasing levels of FDI. Whereas most national governments focus on financial incentives, the Japanese government follows a 3-step model which provides support for potential investors (Watanabe, 2003). As discussed later in this essay, this type of incentive reduces the need for foreign firms to access local anesthetic knowledge by performer of joint venture (JV) or merger.Knowledge of national cultures is commonly seen as a prerequisite to the effective entry into new markets (Chinta, Capar, 2007p.213), and is stated as such(prenominal) in the Scandinavian process model. However, various st udies have found no support for this hypothesis (Barkema et al, 1996). It could also be argued that Japan is culturally equidistant between all nations, thus rendering the Scandinavian model redundant in this unique plate. Ronen and Shenkar (1985) identified eight culturally homogenous blocks of countries, suggesting that firms benefit more from experiences in other countries within the same block. Japan, on the other hand, was not allotted a cluster and according to Barkema et al, (1996), no cultural block is appropriate for Japan. Therefore, Japan was allocated its own exclusive cultural block. This suggests that it would not be possible for a firm to gradually build experiential knowledge for Japan. This would partially support the decision for HC to immediately enter the market. However, this argument suggests that knowledge of Japan would not increase misgiving of other Asia Pacific markets, as previously thought. Nevertheless, the extent to which Japan does not be desire to some larger cultural block is disputable.Western investors are often scared off by the uniqueness of the Japanese business model. However, this uniqueness can provide a host of opportunities to foreign firms wishing to access Japans wealthy consumers (Kensy, 2001). Porters diamond theory can be applied to Japan in order to assess its warring advantage as the host country. In terms of inherent endowments such as land, labour and population size, it may appear that Japan is economically disadvantaged in comparison to large Asia Pacific states such as China. However, Porter argues a nations competiveness depends on the capacity of its industry to insert and upgrade (Porter, 1998, p155). Based on these assumptions it can be recognised that a significant national comparative advantage is held by Japan. Immediate competition in the Japanese chocolate market is low but promises to grow significantly (Datamonitor, 2009d). This appeals to both Porters 5 forces model and the Diamond model, as it provides easier entry followed by greater pressure to innovate and gain a global advantage.It is now worthwhile to consider any disadvantages, in order to gain a greater understanding of the risks involved. The Japanese market, as discussed, is one that is culturally unique. Therefore, in order to survive, HC would have to invest time and money reviewing cultural practices and adopt new management styles to conform to Japan. Referring to Porters five forces analysis, the threat of substitute would seem to be an inherent problem in most markets, with Japan being no exception. Theoretically, HC would expect to face competition from alternative industries in the gift and snack markets. A recent report by Datamonitor (2009d) stated confectionery products are vulnerable to the threat from substitutes such as savoury snacks and fresh fruits, due to low switching costs and consumption patterns in different geographies. In reality, competitive rivalry is deemed as moderate in this ma rket, with branding contributing to a high level of customer loyalty. Therefore, price elasticity and product differentiation only play a small part in the competitive rivalry of the confectionery market (Datamonitor, 2009d). According to the electronics maker Canon Once a company is active in the Japanese market, it is three times harder to fail in business (Melville, 1999, p.113). However, Melville also notes that it is three times harder to become successful in Japan in the first place.To summ mug up Japan deserves the special attention of international companies, which in recent years have often neglected this economic heavyweight in an often blind inspiration for the Chinese market (Haak, 2008, p.3). The high GDP and considerable spending power of Japan provides the perfect marketplace for a high quality, innovative product. As long as risks are considered and the market is entered into carefully, there should be no reason why HC cannot reap the benefits.In an analysis of what motivates firms to move into new markets, Buckley suggests, there are three key motives (1) marketplace seeking FDI, (2) Resource seeking FDI (3) Cost-reduction or efficiency seeking FDI. (Buckley, 2000 p.146). Buckley also believes that for any firm interested in invest in Japan, one of these key goals must be met. Furthermore, the main motive for any FDI into Japan will typically be market seeking. This is especially the case for any firm producing consumer goods such as HC. It is essential to understand the competitive landscape of the confectionary market in Japan, in order to formulate an optimal market strategy for HC. Japans confectionary market consists mainly of local companies offering a multitude of brands producing chocolate and sugar-based products. 48.1% of the confectionary market is dominated by three companies Lotte Group, Meji Seika Kaisha, Ltd. and Ezaki Glico (Datamonitor, 2009d). So where can HC fit into this market? Most confectionery products are mass-marke ted and manufactured in great volume to reduce costs so as to provide competitive prices whilst making a profit. Potentially, a more cost friendly option for the company is to enter the market in a small-scope, for example, by making high-value, low-volume products in a craft process rather than a mechanized process. (Datamonitor, 2009d). Coincidentally, this fits HCs high quality/exclusive brand image.Japans demographics provide a wide variety of potential consumers for HC. The primary target group is Japans silver market the older, free spending portion of the population. Japan has an aging population and hence a growing market portion for HC. This group already has high buying power and furthermore, JETRO are forecasting growth of 30billion in the market for senior citizens. Another suitable segment in Japan is that of unmarried women over 30 (Haak, 2008). This group is largely luxury orientated and represents a financially promising market segment for HC to exploit. Moreover, i n the experience of the UKTI, Japanese consumers are attracted to products that are healthy, high end and quintessentially British. All of these factors will contribute to HCs competitive advantage over Japans local producers.This essay will now discuss the possible strategies that HC could undertake, applying both theory and practical knowledge to formally review all available modes of entry. The mode of entry decision is important to any company, as it can have an ongoing effect on a firms international performance (Chung and Enderwick, 2001 p.443) it is therefore important to formally evaluate all possible modes. International market entry modes can be classified according to level of control, resource commitment and risk affaire (Kim Hwang, 1992). Table 2 takes these three classifications and applies them to specific modes of entry.As well as the classifications used in table 2, it is essential to consider culture and how a mode of entry fits in with the companys long-term ob jectives. When firms enter into a foreign market, they must contend with the national culture. However, when firms partake in JVs, they face double layered acculturation (Barkema et al 1996 Zacharakis, 1993) this can pose problems for a firm and increase the associated risk. JVs also require a great deal of capital, effort and trust. Additionally, JVs with Japanese firms may be particularly untamed as learning effects may be asymmetric in JVs Japanese managers focus more on learning and less on discipline sharing (Barkema et al, 1996, p.164). Nevertheless, the knowledge needed to operate in a foreign market is not easily acquired, and in the early stages of market entry a native partner is strongly recommended to provide access to local market knowledge.Therefore, we propose HC should consider an agent distribution model, focusing largely on Japanese department stores. This should not however be the first stage of the internationalisation process. The Uppsala stage model stipulat es organisational learning through gradual small steps whereby firms increase their international involvement up through the establishment chain (Bakema et al, 1996 p.152). In short, Uppsala urges firms to export before they create subsidiaries. Exceptions can be made when firms have experiential knowledge from markets with uniform conditions, however, as discussed earlier, this cannot be the case with Japan. Therefore, we propose that as a first step, HC should extend their online ordering system by setting up a Japanese version of their website. This will allow HC to measure demand and increase brand awareness in the host market. By using this safe progression, HC will be in a position to both gauge the risks and benefits of the venture while at the same time acquiring cultural knowledge, incrementally increasing levels of exposure to collective and national culture.Kim and Hwang, (1992) suggest that a firms familiarity with the host market relates to the mode of entry. As previ ously discussed, Japan is unlike other cultures and any strategy undertaken needs to be low risk and allow the firm to test the water with the host market. The use of an agent enables the company to avoid the financial and cultural risks associated with JVs for example. This is a more realistic strategy for HC due to their lack of size and international experience. Additionally, by appointing an agent, HC can retain control over their marketing mix and gain access to existing distribution networks. A crucial consideration when using an agent is to find a local party with a good reputation. Often agents will cover a specific territory and therefore as part of their strategy, HC should select a Japanese city in which to focus their internationalisation strategy. By observing successful moves made by close international competitors such as Godiva, it would seem that Tokyo would most likely be selected (Godiva, 2009). Complications may arise if an agent is working for other companies th at have conflicting interests to HC. In order to overcome such potential problems, HC should partake in a due pains process. Careful selection criteria should be implemented to ensure that the agent has relevant expertise and appropriate business standing in line with HCs business interests.This market entry strategy is further supported when we consider withdrawal and divestment strategies. As Buckley notes, It is important for a firm to choose, at the outset, strategies whose exit costs are low (Buckley Casson, 1998, p.39). It is widely known that agent distribution models have low withdrawal costs relative to JVs, mergers and the like. By starting at the end and securing a strong exit strategy HC can significantly reduce the impact that would be felt by the organisation were the venture to fail.In conclusion, based on theory and the practical advice gained from a personal meeting with the UKTI, HC should first provide a Japanese version of their website in order to export to Ja pan whilst gaining knowledge of the local market and consumer demand. Once adequate demand is ensured, HC may proceed to employ an agent in order to develop brand recognition before last opening a store in Tokyo. Since HC currently has a strong relationship with the UK department store John Lewis, it might be suitable for HC to pursue a similar strategy in Japan by joining a high-end department store, possibly with branches in other Asia Pacific locations. If the model proves to be successful, then by being in Japan, HC can reach other Asia Pacific locations, which, although not close in cultural space, are linked by a network of department stores.It is important to discuss the limitations of this report and offer suggestions for further study. One fundamental limitation of this report lies within the country screening process. It was only possible to base the primary stages upon political stability rankings, whereas it would be far better practice to cross reference a larger numbe r of factors. Also, for the sake of originality it was not sensible to include any regions that HC had already considered. In doing this we may have disregarded some very appropriate locations. Factors such as cultural differences required proxies that, naturally, come with a degree of inaccuracy. The proxy used to estimate cultural distance was the percentage of British expats in the target locations. The power of this proxy is well supported, however, it is clearly arguable and a more powerful proxy could be employed with detailed national studies that could take into account institutional style, business practices, media, etc. During the market analysis of the chocolate industry it was not possible to find specific data on the high quality chocolate industry performance, therefore, it was only possible to approximate levels of luxury chocolates being produced and consumed in both the UK and Japan.Finally, in a recent Financial Times presentation (Rowe, 2009) it was explained that you sincerely have to walk the streets of the country to get a feel for what is the most suitable mode of entry. Theory and second hand knowledge of a country can only play a limited role in both the country screening process and mode of entry choice. In reality, a company should never base business decisions on secondary research alone.ReferencesBARKEMA, H, J BELL, J PENNINGS. 1996. Foreign entry, cultural barriers, and learning. Strategic Management journal, 17, pp.151-166.BREWER. 1993. Government policies, market imperfections and foreign direct investment. Journal of International Business Studies, 24(1) pp.101-120.ANDERSON, E, H GATIGNON. 1999. Modes of foreign entry a transition cost analysis and propositions. In PJ Buckley, PN Ghauri The Internationalization of the firm. 2nd ed. Surrey International Thomson Business Press. pp.185-207.BUCKLEY, P.J. P.N. GHAURI. 2004. Globalisation, Economic Geography and the Strategy of Multinational Enterprises. Journal of International Bus iness, 35(2) pp.81-98.BUCKLEY, P. J. 2000. Multinational Firms, Cooperation and Competition in the World Economy, New York St. Martins Press, LLC. p146.BUCKLEY, P.J, M CASSON.1998. Models of the transnational enterprise. Journal of international business studies. 29 (1) pp 21-44.BUSINESS LINK. 2009. Joint Ventures and Partnering online. Accessed 3 December 2009 usable fromhttp//www.businesslink.gov.uk/bdotg/action/detail?type=RESOURCESitemId=1075411648CHINTA, R, N CAPAR. 2007. Comparative psychoanalysis of Managerial Values in the USA and China. Journal of Technology Management in China. 2(3) pp.212-224.CHUNG, H, F, P ENDERWICK.2001. An investigation of market entry strategy selection exporting vs foreign investment modes a home host country scenario. Asia pacific journal of management. 18 pp433-460.CIA WORLD FACTBOOK. 2008. Country Comparison to the world GDP per capita (PPP) online. Accessed 25 November 2009. Available from -https//www.cia.gov/library/publications/theworldfac tbook/fields/2004.html?countryName=JapancountryCode=jaregionCode=easja CIA WORLD FACTBOOK. (2007a), GDP Purchasing Power Parity online. Accessed 16 November 2009. Available from http//www.nationmaster.com/graph/eco_gdp_pur_pow_par- sparing-gdp-purchasing-power-paritydate=2007CIA WORLD FACTBOOK. (2007b) Wealth Distribution online. Accessed 16 November 2009.Available from-http//www.nationmaster.com/graph/eco_inc_dis_ric_20-economy-income-distribution-richest-20CIA WORLD FACTBOOK. (2007c) Household Final Consumption Expenditure online. Accessed 16 November 2009. Available from-http//www.nationmaster.com/graph/eco_hou_fin_con_exp_etc_con_2000_us_percap-constant-2000-us-per-capitaCIA WORLD FACTBOOK. (2007d) Gross National Income Figures per Capita online. Accessed 16 November 2009. Available from-http//www.nationmaster.com/graph/eco_gro_nat_inc_pergdp-gross-national-income-per-gdpCOUNTRY INDICATORS FOR FOREIGN POLICY. 2007 Country ranking table 2007 online Accessed 17 November, 2009. Ava ilable from http//www.carleton.ca/cifp/app/ffs_ranking.phpDATAMONITOR. (2009a) Global Confectionary Industry Profile, September2009 online. Accessed 15 November 2009. Available from http//0-web.ebscohost.com.wam.leeds.ac.uk/bsi/pdf?vid=7hid=2sid=5654ae24-75d3-4528-984a-df5a7c0f6b0a%40sessionmgr12DATAMONITOR. (2009b) Confectionary in the United dry land Industry Profile online. Accessed 15 November 2009. Available from http//0-web.ebscohost.com.wam.leeds.ac.uk/bsi/pdf?vid=8hid=2sid=5654ae24-75d3-4528-984a-df5a7c0f6b0a%40sessionmgr12DATAMONITOR. (2009c) Industry Profile via Business Source Premier Confectionary in the United Kingdom Industry Profile online. Accessed 15 November 2009. Available from http//0-web.ebscohost.com.wam.leeds.ac.uk/bsi/pdf?vid=8hid=2sid=5654ae24-75d3-4528-984a-df5a7c0f6b0a%40sessionmgr12DATAMONITOR. (2009d) Confectionary in Japan industry profile online. Accessed 22 November 2009. Available from http//)-web-ebscohost.com.wam.leeds.ac.uk/bsi/pdf?vid=5hid=13sid =710afe6e-4889-b92b86cbe86f10a3%40sessionmgr4DUNNING, JH. 1988. The eclectic paradigm of international production a restatement and some possible extensions. Journal of International Business, 19(1) pp1-31.FAST TRACK 100, League table and research. 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Journal of International Business Studies. 23(1), pp.29-53.KOTLER, P., et al. 2008. Principles of Marketing Fifth European Edition, Essex Prentice Hall. p.575.JAPANESE EXTERNAL TRADE ORGANISATION. 2008. 10 reasons to invest in Japan sophisticated consumers with highpurchasing power and discerning tastes online. Accessed 22 November, 2009. Available from http//www.jetro.go.jp/en/invest/whyjapan/10a_2.htmlMINTEL. 2008. Chocolate Confectionary UK Report online. Accessed 15 November 2009. London Mintel. Available from http//academic.mintel.com/sinatra/oxygen_academic/search_results/showdisplay/id=227700MELVILLE, I. 1999. Marketing in Japan. Butterworth-Heinemann Oxford.PALEPU,K, T KHANNA, I VARGAS, 2005. HAEIR Taking a Chinese company global. Harvard Business School Publishing. pp 1-26.PENG, S. 1995. Internat ional joint ventures vs. completely owned subsidiaries. online Accessed 3 December 2009. Available from http//findarticles.com/p/articles/mi_qa3674/is_199504/ai_n8729617/PORTER, M.E. 1998.On competition. UK Free press.PORTER, M.E. 2008. The five competitive forces that shape strategy. In M.E PORTER, On competition. USA Harvard Business School publish Corporation pp.1-35.RETAIL WEEK. 2008. Hotel chocolat to launch stores in the gulf in overseas growth drive, online Accessed on 10th November 2009. Retail week.19 June. Available from http//www.retail-week.com/hotel-chocolat-to-launch-stores-in-the-gulf-in-overseas-growth-drive/1571234.article.RONEN and SHENKAR, 1985. Clustering countries on attitudinal dimensions A review and synthesis. Academy of Management Review, 10(3), pp.435-454.ROWE, S. 2009. Financial times master class presentation Marks and Spencer the global opportunity. 4th November 2009.RTS. 2009. Challenging time for chocolate confectionary. online. Accessed 12 November 2009. 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Investigating Theft in Retail Organizations Essay -- Stealing Thieves

Investigating Theft in Retail Organizations In an industry where a 1% transport in gross margin can mean millions of dollars, retailers have begun focusing greater energy on mitigating losses caused by employee thieving. Employee theft has become a problem of increasing significance for retail organizations over the past few decades. In 2004, the European Theft Barometer report showed an increasing prevalence of employee theft in retail organizations, up 1% from 2003 (Technology Tackles Employee Theft, 2005). Its been estimated that the outcome of employee deviance and delinquency accounted for between $6 and $200 billion of organizational loss annually (Lau, Au, & Ho, 2003). Employee theft can be loosely defined as any behavior by an employee of an entity that is intended to produce detrimental financial outcomes for the employer. This includes pocketing cash, stealing inventory, using party resources for personal gain, and other deceptive tactics. Most modern day retailers are a t some level of risk as motivation and opportunity mark theft an attractive choice for many employees. While large organizations have focused on this problem for several years, many small businesses have non devoted the time and resources to addressing this problem. Small businesses whitethorn be at particular risk due to a lack of high-tech internal controls that larger organizations may have. Additionally, small businesses often frequently deal in cash the easiest temptation of all to a dishonest worker (Biddick, 2004). Consequently, small businesses must pay peculiar(prenominal) attention to this problem in hopes of diminishing the risk (Biddick, 2004).Understanding the motivations of an employee that engages in theft can be an essential means to changing the circumstances and situations that competency encourage these harmful activities. Employee motivations can be classified into three main categories personal, organizational, and economic factors. Personal factors include such items a persons man-to-man viewpoint on and reactions to such items as job satisfaction, relationship with co-workers and employer, and ones perceptions of the work environment (Lau, Au, & Ho, 2003). These are all factors that will differ found on the employee. Organizational factors refer to the controls placed in the work environment. These include the broad Control Environment, as referred to by the COSO fra... ...he situation. When investigating the theft, they should perform a cost-benefit analysis, and then use both physical and testimonial fact gathering to uncover the culprit.Works CitedBassett, J. W. (2003). Solving Employee Theft Cases. The Internal Auditor, 60(6), 23. Retrieved May 11, 2005, from ABI-Inform OnlineBiddick, K. (2004). Think spectacular when protecting small business from employee theft. Nations Restaurant News, 38(36), 26. Retrieved May 10, 2005, from ABI-Inform OnlineLau, V., Tung Au, W. & Ho J. M. (2003). A Qualitative and Quantitative Review of Antecedents of Counterproductive air in Organizations. Journal of Business and Psychology, 18(1), 73-100. Retrieved May 15, 2005, from ABI-Inform OnlineShoplifting, employee theft and check fraud top retailers concerns. (2005). NPN, National Petroleum News, 96(11), 12. Retrieved May 11, 2005, from ABI-Inform OnlineTechnology Tackles Employee Theft. (2005). Retail World, 58(3), 41. Retrieved May 10, 2005, from ABI-Inform OnlineTryon, G. & Kleiner, B. H. (1997). How to analyse alleged employee theft properly. Managerial Auditing Journal, 12(1), 19. Retrieved May 15, 2005, from ABI-Inform Online

Thomas Hobbes’ Law of Justice :: Political Philosophy

Thomas Hobbes Law of JusticeOf Thomas Hobbes 19 laws of record, the first three, which add consecutively up to his concept of justice, atomic number 18 by far the close to influential and important, with the ultimate goal being an escape from the state of nature. The first law states that we should seek peace, and if we cannot attain it, to use the full force of war. Directly mental synthesis off of the first laws mandate to seek peace is the second law that states that we should lay down our rights of nature and form social contracts, if others are willing to as well. From this springs forth the concept of the covenant, in which men can transfer their rights of nature between each other and which forms the basis of moral obligation. With the portrait of each of these laws, which act as impediments towards the full use of an individuals right of nature, an individual will trade a piece of their right of nature in order to promote cooperation between others. According to Hobbes, these two are not enough to keep human kind from betraying one another. There postulate to be another layer of control. This is where the third law comes in to fully form the concept of justice. The third law simply states that men need to accomplish their valid covenants, which becomes Hobbes definition of justice. From this, injustice is defined as not performing your valid covenants. As can be seen by this, with one law build off of another, it is quite clear that Hobbes put great effort into creating a full representation of the world in order to support his political doctrine. Thus, in order to understand Hobbes reasoning for his concept of justice, this paper will elaborate on how Hobbes laws of nature are rules that every human being should follow in order to give them the best chance of living well as well as investigating the full requirements of justice and Hobbes claim that there is uncomplete injustice nor justice in a state of nature. Finally, while Hobbes wove his concepts of the state of nature, the laws of nature and justice into an extremely tight web through the Euclidean method, I argue that his account for justice is too weak to account for social atrocities such as slavery, religious discrimination, animal cruelty, genocide and murder and thus it is my sprightliness to show that his account of justice is inadequate.