Plato :: essays research papers

Plato (around 428-c. 347 BC) Plato was destined to a noble family in Athens. His dad, Ariston, was accepted to have plummeted from the early lords of Athens. Perictione, his mom, was indirectly identified with the sixth century BC legislator Solon. At the point when Plato was a youngster, his dad passed on, and his mom wedded Pyrilampes, who was a partner of the legislator Pericles. As a youngster Plato had political aspirations, yet he got baffled by the political initiative in Athens. He in the end turned into a devotee of Socrates, tolerating his essential way of thinking and argumentative style of discussion: the quest for truth through inquiries, answers, and extra inquiries. Plato saw the passing of Socrates because of the Athenian vote based system in 399 BC. Maybe dreading for his own security, he left Athens briefly and went to Italy, Sicily, and Egypt. In 387 Plato established the Academy in Athens, the foundation frequently portrayed as the main European college. It gave a thorough educational plan, including such subjects as stargazing, science, arithmetic, political hypothesis, and theory. Aristotle was the Academy's most unmistakable understudy. Seeking after a chance to consolidate reasoning and useful governmental issues, Plato went to Sicily in 367 to coach the new leader of Syracuse, Dionysius the Younger, in the craft of philosophical guideline. The investigation fizzled. Plato made another outing to Syracuse in 361, yet again his commitment in Sicilian issues met with little achievement. The finishing up long stretches of his life were spent addressing at the Academy and composing. He passed on at about the age of 80 in Athens in 348 or 347 BC. Works Plato's compositions were in exchange structure; philosophical thoughts were progressed, talked about, and scrutinized with regards to a discussion or discussion including at least two people. The most punctual assortment of Plato's work incorporates 35 exchanges and 13 letters. The genuineness of a couple of the exchanges and a large portion of the letters has been contested. Early Dialogs The exchanges might be separated into ahead of schedule, center, and later times of organization. The soonest speak to Plato's endeavor to convey the way of thinking and rationalistic style of Socrates. A few of these discoursed take a similar structure. Socrates, experiencing somebody who professes to know a lot, claims to be uninformed and looks for help from the person who knows. As Socrates brings up issues, be that as it may, it turns out to be certain that the one presumed to be insightful truly doesn't have the foggiest idea what he professes to know, and Socrates develops as the savvier one since he at any rate realizes that he doesn't have a clue.

Sustainability The Triple Bottom Line & Business

Question: Talk about theSustainability for the Triple Bottom Line Business. Answer: Presentation My course in Sustainable Business has acquainted me with a few ideas in organizations. These ideas in business are for the most part impalpable in nature yet can effectsly affect exercises of the business and on its clients. These parts of conversation in business supportability are moderately new in nature however their belongings have been felt in business since ages through clients and society. I have chosen the point, The Triple Bottom Line and business, wherein I will examine the applicable triple main concern that are utilized in organizations and their impact on business maintainability. The Triple Bottom Line in Business In a seminar on general administration we are instructed different points like money related, human and asset on organizations and their belongings. These are unmistakable things that can without much of a stretch be comprehended and felt, subsequently there impacts to make business maintainability should be resolved. The triple primary concern was first proposed by John Elkington in the year 1994 to consider the effect of different business works so as to make an incentive for the business(Hall, 2011). The three main concern is characterized by benefit, planet and individuals. I have taken in the significance of every one of these main concerns and their pertinence on organizations in my course. The ideas are applicable to comprehend in current situation as it will help me in contributing towards building a manageable association. As I complete my course, and enter work in any association, the difficulties that I will confront is to act in climatic change, asset exhaustion, destitut ion, overfishing and top oil, that will turn out to be increasingly unpredictable in days to come. On the off chance that I am ready to enough apply the tree main concerns of in business then I will have the option to accomplish a feasible business model(Savitz, 2012). Figure 1: Triple Bottom lines utilized in business Source : (Hall, 2011) The triple main concerns have been applied to Coles Supermarkets business of Wesfarmers in Australia so as to comprehend the ideas better(Coles, Retrieved on ninth August 2016). Individuals contains the different practices that an association rehearses as far as its work. In triple main concern system the practices are proposed or coordinated towards a corresponding social structure which applies approaches and practices for the prosperity of work just as for different partners. I have seen Coles Supermarkets rehearses strategies for work that are planned to make more prominent bravo. They have given abundant opportunity to their representatives for cooperating with their clients and making their work jobs increasingly powerful and effective(Savitz, 2012). Coles make esteem expansion for its providers too with the end goal that they can develop their organizations corresponding to Coles. Planet measurement incorporates the ecological factors and effects that is made by the organization. Coles utilizes the earth so as to create their private name brand items and bundles their materials. Coles creation offices is planned so that it produces least measures of squanders. I have seen Coles to follow lean assembling forms for squander decrease and utilizing recyclable items any place they can. Coles has supportable bundling rules, that empowers them to bundle their items utilizing recyclable materials. The organization has been known to utilize its transportation framework with the end goal that base measure of contamination can be created and they use a similar vehicle for conveyance and for getting items from providers accordingly diminishing generally speaking oil utilization. They can additionally utilize helpful eco-frameworks to make their association really practical in nature(Willard, 2012). Benefit for the hierarchical exercises can be best appreciated when the monetary advantages are delighted in by the general public. Coles sends a few pieces of its financial benefits in making esteems included administrations for the general public. An association that takes a stab at just financial benefits overlooking worth expansion to the general public may be viewed as serving the enthusiasm of its investors just and disregarding the more prominent government assistance of the general public. In any case, Coles through its different undertakings is attempting to make effect and impact on the general public all in all too. They stretched out support of mature age homes and a few other worth included services(Hubbard, 2009). End The triple primary concern in organizations is utilized so as to make supportability for organizations. Organizations need to see the effect of their work in a more extensive point of view of the worth expansion that they make for the general public as far as its kin, planet and benefit. I have noticed that a business that has beneficial outcomes on the general public is bound to make a positive brand picture in the brains of its clients and providers just as the network. In my course the pertinence of society for organizations have been profoundly dissected from which I can presume that a business can't work without the general public as it gets impressive points of interest from it. In spite of the fact that it may be trying for organizations to send all its capital structures to keep up all the triple primary concerns however it can attempt to connect a portion of the pertinent factors with the end goal that it can make its business practical. In the course I have adapted monstrou sly in regards to the different elements of organizations and how they can impact a business or can get an incentive from it. In my future extent of work in any association I will attempt to execute the triple primary concern at any rate to my specialty or subject matter with the end goal that the association just as the network can pick up from it. References Coles. (Recovered on ninth August 2016). Coles Corporate Responsibility. https://www.coles.com.au/corporate-obligation. Lobby, T. J. (2011). The triple main concern: what is it and how can it work?.Indiana business review,86(1), 4. Hubbard, G. (2009). Estimating authoritative execution: past the triple base line.Business Strategy and the Environment,18(3), 177-191. Savitz, A. (2012).The triple main concern: How the present best-run organizations are accomplishing financial, social and ecological achievement - and how you can as well. John Wiley Sons. Willard, B. (2012).The new manageability advantage: seven business case advantages of a triple main concern. New Society Publishers.

A View from the Class Matthew Hinson COLUMBIA UNIVERSITY - SIPA Admissions Blog

A View from the Class Matthew Hinson COLUMBIA UNIVERSITY - SIPA Admissions Blog The SIPA Office of Alumni and Development is pleased to share another installment of A View from the Class, a SIPA stories series featuring current SIPA students, recently graduated alumni, and SIPA faculty. In this issue, we feature current SIPA student Matthew Hinson MPA 19. A first year Master of Public Administration candidate, Matthew is concentrating in International Security Policy (ISP) and specializing in European Studies. He is also SIPA’s John N. Hazard Fellow. What were you doing prior to attending SIPA? I attended the Georgetown University School of Foreign Service, graduating with a bachelor’s degree in international history and a minor in philosophy. My studies focused on the role of religion and related violence in the modern Middle East. I also interned at the Library of Congress, in the nonprofit sector, and on Capitol Hill. Why did you decide to study at SIPA? As a 2017 Charles B. Rangel International Affairs Fellow with the U.S. Department of State, I wanted to continue my studies in international security, particularly with regard to terrorism, emerging technologies, and nonproliferation. SIPA’s ISP faculty is outstanding, and I thought it would be exciting to live in New York. What has been your experience at SIPA so far? It has been great getting to know the other ISP concentration students and working as a Research Assistant for the Arnold A. Saltzman Institute for War and Peace Studies. I also had the great experience of traveling over spring break to Thailand through the SIPA Southeast Asian Student Initiative (SEASI), a student-run organization that serves as a forum for students who share an interest in the Southeast Asian region. Please tell us about a class that you have enjoyed taking at SIPA. I very much enjoyed Professor Valerii Kuchynskyi’s Ukrainian Foreign Policy seminar. At the end of the semester, the other students and I had a chance to visit Ukraine’s Mission to the United Nations and have a fruitful discussion with the ambassador about issues such as Russian-Ukrainian relations and Ukraine’s membership on the Security Council. What are your plans after SIPA? I plan on entering the U.S. Foreign Service as a Political Officer and working as a diplomat around the world.

soul and body theories Essay - 774 Words

Name Course Lecturer Date of submission Soul and Body Theory Many of the ancient theories composed by early Greek philosophers were based on rationalism and empiricism. Empiricism refers to acquiring knowledge through experimental insight while on the other hand rationalism is acquiring of knowledge through ones practical understanding. Socrates work is studied in depths up to date, example being â€Å"Republic of Plato† whose author was Plato. Socrates was one of the world’s most influential philosopher. From the magnitude of his work, Socrates was considered to be ahead of his time. He came up with elegant theories that brought light to some of the puzzling aspects of life and death. One of†¦show more content†¦He says that the simple things always remain the same and rarely undergo any change. Therefore the mind being a simple thing will not decompose while the body being composite is inevitable to change its characteristics and eventually it will decompose. Socrates brilliantly brings out the difference between soul and body, which suggests that the functions of the body and soul are very different. He further demonstrated this by showing the difference between the methods of operating the soul, and those of operating the body (Phaedo, 2000). The primary aspect of the soul is to simply understand the composite things. The soul does its own investigation of finding what is pure, true, immortal and unchanging. The body is composite, therefore it cannot understand itself, and it feeds information to the mind through the action of the senses. However things such as beauty, goodness and justice cannot be detected by senses. This means that we can’t acquire the knowledge of reality through senses because the object of sense always changes in one way or another. Only the soul gets to know what is true and real. In the soul and mind theory, Socrates never supported the idea of sensory interaction. His opinion to the body influences were, â€Å"†¦every pleasure and pain provides, as it were, another nail to rivet the soul to the body and to weld them together.† Socrates theory further brought about a rationale for life and death, which suggested thatShow MoreRelatedThe Theory Of The Soul And Body944 Words   |  4 Pagesâ€Å"the one aim of those who practice philosophy in the proper manner is to practice for dying and death† (Phaedo, 64a). One’s soul is the key to knowledge, but the body tends to bring the soul down. In order to strive for that knowledge, the body must be separated from the soul. Socrates believed that part of accomplishing this, one must concentrate on the well-being of their soul and work on being self-aware. To him, most people didn’t have this ability, hence the reason why he said â€Å"those who practiceRead MoreThe Theory Of The Body And Soul By Descartes, Hobbes, And Hume1838 Words   |  8 Pagescountered the claims presented. Three of which, Descartes, Hobbes, and Hume, though having differencing ideas and theories, can be pooled together in a way to combine and help explain human behavior. When individuals look at these philosophers, they see Descartes with his idea of the body and soul, Hobbes with his idea of everything having physical property, and Hume with his theory of impressions and ideas. Very rarely, if at all, due to these very different ideas are each of these men consideredRead MorePersonal Identity - Memory Theory vs Body Theory vs Soul Theory1634 Words   |  7 Pagesthe Memory Theory of Personal Identity is the closest to the truth. I will do so by showing that the opposing theories – Body and Soul Theories – have evident flaws and that the arguments against the Memory Theory can be responded to adequately. In order to succeed in this task, I will explain the basis of the thre e aforementioned theories are, examine the Memory Theory’s main arguments, acknowledge and respond to the arguments against it and demonstrate that the Memory Theory is the theory closestRead MoreThe Theory Of Personal Identity988 Words   |  4 Pagesour individual soul, thus supporting the same soul theory. By having the same soul, we are the same person. I will support this argument by giving a brief overview of all the theories of personal identity then stating the objection of the same soul theory using the same body and same mind theorist. Last but not least, I will then respond accordingly to the objection by stating the connection and unchanging qualities from the same soul theory. There are approximately four theories of personal identity:Read MoreThe Body, Soul, And Brain1426 Words   |  6 Pagesthree arguments are for the body, soul, and brain. These theories argue that each respective component of a person, must remain the same throughout time in order for a person to be unchanged. The brain theory is more plausible than its counterparts. To prove this, first, I will describe the soul and body theories, which I oppose, and then present an argument based on the brain transplant theory. A criticism for this is Perry’s third night argument that states the body donor is the surviving factorRead MoreIs Dualism Best? The Nature Of Consciousness? Essay1070 Words   |  5 PagesStudent ID Number: 00180694 November 2rd, 2016 Philosophy 101: Introduction to Philosophy Professor Bayne Dualism Best Explains the Nature of Consciousness The three theories we have discussed so far are the dualism theory of Plato and Descartes, the Aristotelian theory, and the Physicalism (identity) theory of Place and Strong. The identity of consciousness means that if you have the same consciousness, you are the same person, and if not conscience, you are not the same person. The thing thatRead MoreHarmony Theory In Phaedo By Plato1498 Words   |  6 Pagesthe body will pass, the soul is able to live on because it is immortal. He uses a lot of his intuition to back up his claim, but the main rationale is the Argument of Affinity. He claims that the world is very binary. Things are either incorporeal and invisible, or not. The body is physical, visible and corporeal. Things like the body that are visible are part of the sensible world and do not last. The soul however is not. It is invisible and incorporeal. That is why Socrates believes the soul isRead MoreWhy Death Should Be Important For All Philosophers And How One Goes About A cquiring Knowledge Essay1596 Words   |  7 PagesSocrates the acquisition of knowledge. He believes that the body is impure, and the soul only acquires knowledge after death in an â€Å"In-Between† state when by itself. Simmias and Cebes don’t raise an issue with this explanation; however, I do. Socrates does not definitively prove that the soul is acquiring knowledge during this â€Å"In-Between† state, nor does he consider the alternative theory that the soul can acquire knowledge in the body, but consolidates and identifies the truth of this knowledgeRead MoreA Comparison of Two Accounts of Life After Death Essay595 Words   |  3 PagesA Comparison of Two Accounts of Life After Death Materialism is the view that the body and mind are inseparable, and for there to be life after death then the body must be resurrected, this is much like the Christian view of life after death. John Hick was a materialist and he argued that, in certain circumstances, it would be possible that the dead could exist as themselves after death, if an exactRead MorePlato: Immortality of the Soul1505 Words   |  7 PagesPHAEDO: IMMORTALITY OF SOUL In the dialogue Phaedo Plato discusses the immortality of the soul. He presents four different arguments to prove the fact that although the body of the human perishes after death; the soul still exists and remains eternal. Firstly, he explains the Argument from Opposites that is about the forms and their existence in opposite forms. His second argument is Theory of Recollection which assumes that each and every information that one has in his/her mind is related to

Discrimination in the workplace - Free Essay Example

Sample details Pages: 10 Words: 2968 Downloads: 8 Date added: 2017/06/26 Category Ethics Essay Type Cause and effect essay Tags: Discrimination Essay Did you like this example? Part 1 The laws enacted to protect people against discrimination in the workplace would protect the position of Mr Gruffin (Mr G) who probably has a valid argument that he has been discriminated against although more detail would be required in relation to establishing exactly why he has been discriminated against. The main spheres of law which protect his rights in these circumstances exist within the field of anti-discrimination legislation (Selwyn, N. (2006) 1-20). Because Mr G has not been employed for longer than 12 months he cannot sue for unfair dismissal, since the requirement of being employed for 12 months is a preliminary requirement, under the Employment Rights Act 1996, section 94, and this requirement must be satisfied before any action for unfair dismissal can be brought. Mr G may still bring proceedings relating to this dismissal but he must show that the motivation for it was discriminatory. The facts of the problem suggest that Mr G was dis missed following anti-racism protests. This suggests that he was discriminated against on the grounds of his political opinions. Because of the Employment Equality (Religion or Belief) Regulations 2003, Mr G has a right to hold political views without them forming the basis for his being dismissed. The protests of the anti-racist campaigners have definitely placed the employers of Mr G into a difficult position. However Mr G is entitled to carry out his duties at work without being discriminated against because of his political opinions. The European Council adopted Directive 2000/78/EC in November 2000. Most discrimination law in the UK in relation to employment has either been formulated on its basis, or has been reformulated following the coming into force of the Directive. While the FD envisaged a reverse onus in terms of proving infringements of the FD; in UK law there is a requirement to ‘prove’ facts of infringement on a prima facie basis. Therefore, if Mr G wishes to argue that he has been discriminated against by his employer he must make an application to an employment tribunal and state his case that he has been discriminated against as precisely as possible. If he did so he would be required to prove, on a prima facie basis that he was discriminated against, on the grounds of his political opinion. The fact that he held the views he states he held, and the facts that he was dismissed following anti-racism protests may not, however be enough of themselves to show these prima facie facts. This creates difficult evidential issues for Mr G, in particular if he wishes to advance more than one discrimination claim simultaneously. Because of this difficulty with establishing the facts of cases on a prima facie basis, the possibility of a flawed transposition of the Framework Directive, by the UK has been suggested. Article 226 of the EC Treaty put member states under an obligation to transpose directives into domestic law after seven years. Where a Directive has not been implemented properly by a member, after seven years, an individual is entitled to obtain a remedy against a member state government directly, for failure to implement the Directive (Francovich v Italian Republic (1995) ICR 722). It would be worthwhile for Mr G to be aware that he may have an alternative remedy against the UK government for failing to transpose the reverse onus of the Directive correctly. Given that Mr G could find it hard to prove discrimination on a prima facie basis, the existence of a possible alterative remedy against the UK government may also be open to Mr G. Although the facts of the problem suggest that Mr G’s sexual orientation is not in issue, in terms of anti-discrimination legislation, it may be that the dismissal occurred not just because of the political opinions, but also, or only because of the fact that Mr G is gay. Mr G is likely to have similar rights if he has been discriminated against on the grou nds of his being 64, or indeed if he has been discriminated against because he is a man or because he is white. The Employment Equality (Sexual Orientation) Regulations 2003, and The Sex Discrimination Act 1975 and the Employment Equality Sex Discrimination Regulations 2005 make harassment, victimisation and unlawful discrimination (direct and indirect) on the grounds of sexual orientation (including what a person’s sexual orientation is perceived as) (regulations, reg. 2(1)) (SDA section 1 (a and b) 4) and on the grounds of sex, unlawful. Equally, the Employment Equality Age Regulations which came into force in October 2006 prohibit discrimination and harassment on the grounds of a person’s age and the Race Relations Act 1976 protects Mr G’s position if he has been discriminated against because of his race. Under these pieces of legislation, or in relation to his political belief, Mr G may allege direct or indirect discrimination. Direct discrimination is where a person treats another person less favourably than he would treat, or treats other people, on the grounds of the feature of the employment which Mr G would allege he has been discriminated against in relation to. Less favourable treatment encompasses both acts and omissions (Gill and Coote v El Vinos Co. Ltd [1983] IRLR 206), and can take the form of words, and a failure to provide opportunities (Weathersfield Ltd (t/a Van and Truck Rentals) v Sargent [1998] ICR 198). Where less favourable treatment is alleged, detriment must be shown, and the test for detriment is whether the treatment was such that a reasonable worker would or might take the view that, in all the circumstances, it was to his detriment (Lord Hope, in Shamoon v Chief Constable of the RUC ([2003] IRLR 285)). Mr G can compare the treatment he receives with either a hypothetical or an actual person, as long as the comparison involves circumstances which are relevant and which are the same or not substantivel y different. Indirect discrimination, occurs where a person applies a provision, criteria or practice which applies equally to a complaint under these pieces of legislation, and others but renders or would render persons of the same age/race/sex/sexual orientation as that complainant at a disadvantage. In general, in relation to these pieces of legislation, if a complainant proves facts from which a tribunal would be in a position to conclude (in the absence of a satisfactory explanation) that a respondent has acted unlawfully, or should be treated as such, a tribunal is obliged to uphold the complaint unless the respondent can prove, on the balance of probabilities that no unlawful act was done, or that the respondent should not be treated as if unlawful acts had been carried out. The rules relating to discrimination have changed because of the Equality Act 2006. As of April 2007, discrimination in the execution of public functions (EA, sections 51-52) has been prohibited. Be cause the Health Authority are a public body they would be required to observe the regulations imposed by this legislation. A duty is imposed by the EA upon public authorities (EA, section 51) to promote equality of opportunity between men and women, and to eliminate unlawful discrimination and harassment. The issuing of instructions to discriminate is also prohibited by the EA. Before any issue of proceedings for discrimination against his employer, Mr G should contact his employer and participate in the statutory grievance procedure which is now a legal requirement before legal proceedings may be brought. If Mr G wants to make a complaint of discrimination to an employment tribunal he must also raise a grievance under the Statutory Grievance procedures, and a meeting between the two is required to discuss it (The Employment Act 2002 (Dispute Resolution) Regulations 2004, section 12). An employer or employee who does not co-operate with these procedures is subject to financial p enalties (The Employment Act 2002 (Dispute Resolution) Regulations 2004, section 12). A claim must be brought before the end of a period of three months from the date of the act complained of was carried out, although an employment tribunal has the power to extend this period in certain circumstances (Employment Act 2002 (Dispute Resolution) Regulations 2004, section 15). Any act which forms the basis of a complaint and which extends over a certain period of time is treated as done at the end of that period. Mr G’s position is therefore protected by the anti-discrimination laws in the UK. More information would be required to decide exactly whether or not Mr G would have a good claim or even a claim with a reasonable prospect of success. The law of employment is very technical (Lewis, T. (2007) Ch. 1-2) and it is important to note that while ostensibly it may appear that Mr G has been treated unfairly, the law is an imperfect mechanism and its application may not always se rve to redress what is unfair or what is unjust. Mr G needs to consider his position carefully, however on the face of the facts it does appear that he would be able to ground a good claim for discrimination on the grounds of political opinion, and perhaps other forms of discrimination as well. Part 2 The Equal Pay Act 1970 has abjectly failed to bring about equality of pay for men and women and should be abolished This essay will outline the background to and the purpose of the Equal Pay Act 1970, and will explain how it works in practice. This will enable the writer to critique the legislation using an informed basis, and therefore this background will both inform and add credibility to the critique. Caselaw will be used throughout the essay to illustrate points made and to assist in developing theoretical ideas and concepts into a consolidated and contemporary critique of the legislation, how it works in practice and how successful it has been in bringing about equality fo r men and women. This will enable the writer to evaluate the title proposition. The Equal Pay Act 1970 has been enacted to ensure equality of pay between men and women in a work environment. It in part transposed Article 141 EC which passed this legislation at EU level, and reflects the interventionist approach which has been taken in the EU towards socio-legal issues. The influence of EU law has influenced the development of this legislation in the UK and the Sex Discrimination Act and other anti-discrimination laws have evolved simultaneously to offer protections to employees in the workplace. Some critics of the Equal Pay Act 1970 are actually tacit criticisms of the amount of influence European actors have had upon the trajectory and evolution of the domestic law with regard to pay issues. It has also been argued that the influence of European legislation has simply added more complexity to the operation of legal rights without actually bolstering the rights of the individual employee. Litigation to protect rights in a work environment is also often very costly. The powers of employment tribunals to order remedies on the behalf of the applicant are also often so narrow that, to litigate to protect one’s position in work may often be counterproductive, and this critique of employment law in general has also added fuel to the argument that the Equal Pay Act 1970 has abjectly failed and should be abolished. However, before the position is evaluated a look at the operation of the Act is necessary. The legislation works by impliedly including what is referred to as an equality clause into a contract (Bamford et al. 2003 157). This is governed by section 1 of the Act, which ensures that a women in employment has a right to be treated no less favourably than a male comparator, provided the work she is doing is similar to work undertaken by a man in the same employment, that the work is considered equivalent with that of a man in the same job and that the work undertaken by both the female and the male comparator is of equal value to that of a man in the same employment. The concept of the male comparator within this field of legislation is quite an important one. In order for a male comparator to be considered as a male comparator the female must be employed in a common workplace with him, or if the two are engaged in employment in different workplaces, the basic terms and conditions of employment must be the same. The case of British Coal Corporation v Smith and Others [1996] IRLR 404 sheds some light on what is meant by a common workplace. The concept has been given quite a broad and quite a liberal interpretation (Bamford et al. 2003 157). An employer may defend an equal pay claim by arguing that any disparity in pay arises from a genuine material factor which is not sex, according to the Equal Pay Act 1970, section 1(3) and these provisions ensure that an employer faced with a claim under the Equal Pay Act 1970 may rely upon certain statutory defences to assist them. A typical implementation of the Equal Pay Act 1970, and its process is demonstrated in the following passage: â€Å"Employees can bring an equal pay claim at any time during the course of their employment. This means a woman can bring a claim even if she ceased to do the particular job which forms the subject matter of the claim some considerable time ago†¦.For instance, a woman works part-time from 1988 to 1995 and then moves to a fulltime post with the same employer under a variation of the same contract. In 1997, she brings an equal pay claim alleging discrimination during the period that she worked part-time. The principle†¦Ã¢â‚¬ ¦permits the claim to be brought at any time during her employment and until six months after the termination of her contract†¦. (https://www.eoc-law.org.uk)†. Even employees who are employed illegally may still be allowed to bring an equal pay claim. In Hall v Woolston Hall Lei sure [2000] IRLR 578 this was held to be the case. The facts of this case were that the compliant knowingly defrauded the Inland Revenue but it was held by the Court of Appeal that this did not necessarily represent a bar to an claim under the equal pay legislation. The practical application of the legislation could also be regarded as a means by which to support an argument that the Equal Pay Act has abjectedly failed to bring about equality of pay for men and women. Legal Aid for most employment law matters has been abolished and now a person is only entitled to very limited assistance from the government at the start of their case. In some limited instances bodies such as the Equality Commission in Northern Ireland and trade unions, for example can provide representation free of charge to individuals who have a grievance at work. However the competition for this is fierce and it is often the case that deserving applications for assistance cannot be supported. The procedures in place to assist employers apply for costs against vexatious, or disruptive litigants also may discourage people who feel they have a grievance from coming forward as these can often mean that a represented employer can take tactical advantage of the position of the employee and cause them to fall foul of the rules relating to these procedures. The law also has limited ability to regulate the position of parties in an employment field where personal tensions are high, and where the taking of legal proceedings can lead to acrimonious relationships and division between work colleagues and between employees and management, and it is usually the case that once a person decides to take legal action against an employer they must give up their job since to combine working and suing one’s employer is often a difficult situation. These arguments further support that view that the Equal Pay Act 1970 has failed to achieve its objective and should be abolished. The title propositio n however is flawed because of its lack of flexibility. Such a generalised statement fails to admit even the possibility that the Equal Pay Act 1970 has been effective in some respects. Even the harshest critics of the Equal Pay Act 1970 would find it difficult to support such a proposition. Perhaps the Equal Pay Act 1970 has, like all legal doctrines, become more effective as it has been tested in practice by various actors within the legal system, and this process of testing has arguably both highlighted and addressed flaws in the legislation by virtue of highlighting them. The difficulty lies, arguably, not with the legislation but with the problem it attempts to regulate. The problem of ensuring that men and women get equal pay for equal work is a difficult one to address. The imposition of legal regulation means that the conditions between men and women vis-à  -vis each other within a work environment have to be rigidly described and defined, since this process, by default ide ntifies the ambit of the legislation and in what circumstances it may be enforced. This process can perhaps best be achieved pragmatically, and incrementally and the effectiveness of such an approach is built up, and not imposed from the start. This imputes that failures in the legislation can be identified, but because the doctrine is a flexible one, these failures can be addressed as they arise, and this usually safeguards against the same problem arising again. Perhaps the title proposition may be justified to an extent in that the Act probably has not brought about equality of pay for men and women. However, this does not ground an argument for it to be abolished. People in favour of the title proposition must acknowledge that while the Equal Pay Act 1970 is undoubtedly flawed it, like most legislative initiatives is designed to be tested and developed through the operation of case law, which evolves pragmatically. BIBLIOGRAPHY Books Selwyn, N. (2006) Selwyns Law of Employment. Oxford University Press. UK. Lewis, T. (2007) Employment Law: an advisers handbook: An Advisers Handbook. Legal Action Group. UK. Bamford et al. (2003) Employment Law. The College of Law. UK. Website https://www.eoc-law.org.uk/default.aspx?page=2672 Don’t waste time! Our writers will create an original "Discrimination in the workplace" essay for you Create order

Strategic Marketing at Burberry Free Essays

string(228) " Being an international company with the Global outreach makes it challenging for the company like Burberry to develop and maintain the competitive strategy that will encourage financial growth and gain advantage on the market\." Content Page Introduction2 1. Business planning and developing a strategy. 3 2. We will write a custom essay sample on Strategic Marketing at Burberry or any similar topic only for you Order Now 1. The formation of Burberry’s new strategic business plan. 3 2. 2. Business strategy, vision and mission 4 2. 3. 1. Successful strategy and achieving the goals based on analysis. 5 2. 3. 2. Vision and mission7 2. Protect, Explore and Inspire. Burberry values. 8 3. 3. Values8 3. 4. Classification of Burberry values. 8 3. 5. 3. Protect8 3. 5. 4. Explore9 3. 5. 5. Inspire 10 3. Monitoring and evaluating of Burberry strategic goals and objectives. 11 Conclusion 12 References 13 Introduction The report below tells about the history and development of the iconic luxury brand from Britain, Burberry. It reflects the company’s mission, vision and core purpose, which consequently form the values of the brand. The report indicates the key strategic goals and objectives, which form the competitive advantage of the company, how they are being monitored and evaluated. Having been found as a small shop in Basingstoke, Hampshire, by a young draper Thomas Burberry in 1856 and developed into a large world-know brand ever since, Burberry is one of the first names that springs in mind when it comes to fashion and luxury. [4] The company went through many-years history of change and development. However, the core Burberry product still remains the trench coat made out of the brand weatherproof but breathable Gabardine invented and introduced by Thomas Burberry himself in 1880. [4] Today, according to Business Weekly, Burberry is the 98th most valuable brand. 10] 1. Business planning and developing a strategy Creating the strategy of an organisation is a part of business planning, on one hand, but it is the essence of the strategic planning on the other, where the difference between the strategic plans and the business planning is only in timing of implementing and the process of evaluating the two. Different authors writing in the field of strategic mark eting give various definitions of strategic planning. However, all of them tend to agree in the fact that it always includes the major points below. Vision – developing a common â€Å"vision for the future† or a â€Å"conceptualization† of where an organisation wants or desires to be in the long-term;[10] * Assessment – appraising or determining where an organisation is currently (i. e. , its goals, objectives, activities, results, etc. );[10] * Strategies – identifying how an organisation will actually realise (via concrete and predetermined actions) its mission, goals, and objectives;[10] * Measurement – evaluating the progress of an organisation in the implementation of its action strategies. [10] The report below will be based on the resumptive understanding of the term as a process of formulating of the mission, vision and goals of the organization and choosing the specific paths for outlining and gaining the desired resources to be used in order to provide the successful functioning of an organisation in future. Strategic planning is a useful tool in making the decisions concerning the total management of an organisation. Its main purpose is to ensure the right amount of innovation and modification for the organisation to be able to respond to the changes on the market. However, creating a strategy does not lead to an immediate action, but it sets up the general direction for the company to follow in order for its fence-mending and growth. 2. 1. The formation of Burberry’s new strategic business plan One of the main features that characterizes the strategic plan is its possibility to be adapted to the ever changing circumstances initiated by both internal and external factors. Thus over the decades Burberry has been changing its strategy and approach to trading. So when the age of the globalization brought new strong competitors into the market new ways of winning the customers loyalty and preference were to be found. In the 2006 the current CEO Angela Ahrendts joins the company replacing Rose Maria Bravo, who managed to greatly expand the Burberry market share in the US. [6] Ahrendts modernizes every aspect of the company’s behaviour and positioning itself on the market having chosen an innovative five year strategic business plan. 2. 2. Business strategy, vision and mission According to the new plan the company concentrates its investment efforts on opening its own stores rather than on the wholesale, especially in London. The new CEO recognizes Burberry’s presence in its genuine way and major PR activity in this city precisely, as another way to emphasize the British heritage of the brand. However, Ahrendts points out there are 25 such â€Å"Londons †, where Burberry will strive for recognition and loyalty, which include such metropolises as Paris, New York, Hong Kong, Dubai, etc. 12] As due to the fact that the company produces luxury goods Ahrendts prefers to play more or less safe and concentrate on those parts of the world which are likely to be protected from the wider economic problems. As another crucial factor for the growth and development that Ahrendts chooses, predicting the future customer be younger, is the company to not maintain their traditional product line and merchandising way only, but to enhance it with the new design and presentation to be able to satisfy the demand of the new type of a customer. Thus the new strategy with the new vision and mission appeared that has brought changes into every area of the company. 2. 3. 1. Successful strategy and achieving the goals based on analysis According to Michael Porter â€Å"Competitive strategy is about being different. It means deliberately choosing different set of activities to deliver a unique mix of value†. [13]The creation and the development of a new strategy to manage such a diverse business with the global outreach as Burberry is very complex in nature. Depending on various both internal and external factors it often requires to be made in the uncertain situations. It also often involves the radical change in the current culture of an organisation which is always uneasy for the employees and may adversely affect the performance of the organisation. Being an international company with the Global outreach makes it challenging for the company like Burberry to develop and maintain the competitive strategy that will encourage financial growth and gain advantage on the market. You read "Strategic Marketing at Burberry" in category "Essay examples" Nevertheless, Angela Ahrendts chooses the most ambitious and strategic plan Burberry has had in almost 50 years. * Leveraging the franchise[4] Where the goals are brand momentum by consistent global articulation, marketing innovation and product excellence. * Intensifying the development of non-apparel[4] By focusing on the yet under-penetrated non-apparel categories, such as men’s collections, soft accessories collections and licensing the eyewear, fragrance, make-up and watches products globally. * Accelerating retail-led growth[4] To change the static wholesale model of the company to a dynamic retail model by driving the productivity, putting the customer needs in the centre, and investment into opening new stores. Investing in the underpenetrated markets[4] The goals are engaging China, developing India and the Middle East markets and elevating the wholesale presence. * Pursuing operational excellence[4] To be recognised not only by operational excellence, but by product and marketing excellence. However, despite the most well-considered strategy a company is always dependent on both internal and external factor s able to make an impact on its development and trade. PESTEL method will help to analyse the macro external environment Burberry may find difficult to deal with in order to realise its strategic plan. Political| Economical| Social| Technological| Environmental| Legal| Being an international company may create problems with possible tensions between the governments of the countries where Burberry trading takes place| Continuous recession| Fairtrade responsibilitiesAnti-fur/ leather campaigns| New highly technological approaches to selling , buying and advertising the product appear| The impact on the Planet while manufacturing and transporting the goods | Different taxation and trading rules and regulations in different countries| However, not only the macro external factors, but the micro external factors too might cause obstacles for the company’s strategy. Michael Porter’s Five Forces analyses gives the clearest understanding of the micro external environment, which includes the threat of the existing competitive rivalry, threat of bargaining power of the suppliers, threat of substantial products, as well as the threat of the customer bargaining power and the threat of the new entrants. It can be seen from the scheme, that Burberry’s main existing competitors include Stella McCartney in the market of clothing and shoes (apparel); Hermes in the non-apparel market, e. . bags and scarfs; and Chanel to talk about make-up. Moreover there is also a threat from the substantial products, such as those produced by Sisley, Ted Baker and Karen Miller, which are not luxury brands, however do have a reputation of a great quality and they are also British. Which means in times of recession people mig ht switch to them. There is a threat from the suppliers in case they would increase the price, as Burberry only works with those the members of the Ethical Trading Action Group. There is a threat coming from the customers too due to the fact that most of the Burberry products are fashion oriented, which means once they are out of fashion, people will refuse buying them. However, the threat of the new entrants is not essential, as even though the new brands may offer novelty, they cannot offer the name with such a rich background and heritage that Burberry has. All of these factors must be taken into consideration for Burberry current strategy to be successful. 2. 3. 2. Vision and mission With the appointing of Angela Ahrendts as a CEO in 2006 when the Internet was booming bursting the opportunities of the global trade with its no-boarders possibilities, Burberry steps on a completely new path of high-tech cooperation with its customer. [5] With the core Burberry ideology of â€Å"The faster we move forward, it becomes even more critical to look back and never forget who we are and never forget where we came from. And what made this brand such a great global luxury brand today†[2] in mind Ahrends sets the new core purpose for Burberry. We had a vision† – she admits in one of the interviews – â€Å"And the vision was to be the first company who was fully digital from end-to-end†. [2] Ever since the company has been working on integrating various digital approaches to its business. Burberry’s advertising campaigns and catwalk shows became more and more technologically complex whereas the on-line trading on the contrary became eas ier and more available by the company’s partnering with various on-line selling platforms to take that vision and built the social enterprise. The experience expected was that the customer would have the total access to Burberry across any device anywhere and would get exactly the same feeling of the brand, feeling of the culture, regardless of where, when, how they were accessing the brand. Everyone now should be able come into Burberry world and see the Burberry journey and mission. The new vision enhanced the Burberry mission to sell its â€Å"distinctive Britishness† to the world with the new flavour of community that every customer is believed to become a part of buying or at least being interested in a Burberry product. Such attitude intends to create greater customer’s loyalty to the brand as this is the community, where one’s opinion in a way of a feedback is valued and appreciated. Even the personal preferences of how the core Burberry product should look like is taken into consideration from now on as the company launched www. artofthetrench. com web platform, where anyone can post their photos wearing a Burberry trench, moreover, can create their own trench coat based on the iconic trench from Burberry. Ahrendts goal is to deepen, broaden and vary the communication between the company and the customer through every activity the company is involved in. She emphasizes on the vital necessity of the cross-channel communication to be â€Å"totally connected to everyone who touches your brand†. [2] The new vision and the new additions to the established mission of the company have formed the brand’s new strategic intentions 2. Protect, Explore and Inspire. Burberry values. 3. 3. Values Burberry is a brand with over 150 years of history. [6] All that time the company has been run by the efforts of many people and, naturally, these people might have been of a completely different personalities, views and opinions. However, being a company, which in this case is Burberry, draw hese people together united not only by common vision of where the company is going, but also by the values, which in a context of a corporate culture set the behavioural norms of the company through years for everyone who entered it. Edgar H. Schein describes corporate values as â€Å"A pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems†. 7] Burberry defines their core values as Protect, Explore and Inspire. Angela Ahrendts, Burberry’s CEO, often refers to the company as the â€Å"new and old company†[9] and such description definitely reflects the way the company constantly strives for the new opportunities, but always staying faithful to its old priorities. The essence of the Protect, Explore and Inspire company’s core values can be explained through the objectives of Burberry as an organization. 2. 2. Classification of Burberry values 2. 2. 1. Protect 1. Cultural value of the company to traditionally remain a â€Å"quintessentially British† brand. Burberry is proud of its rich heritage which has seen over a 150 years of British history. Thus the company is passionate about the the authenticity of their trade mark and core product in design and purpose, such as world-wide recognized trademark check and Prorsum horse logo and a traditional modern classic style trench coat. 2. Environmental value aims the environmental excellence of the company. Burberry is continuously aware about the environmental issues, such as climate change and carbon dioxide emissions and animal welfare, for example. The company is a member of the UN Global Compact and uses the Compact’s Ten Principles to guide its Corporate Responsibility activities. It is listed on the FTSE4Good Index and achieved the Carbon Trust Standard. [15] The work of the Business for Social Responsibility Sustainable Luxury Working Group, of which Burberry was a founding member, also continued this year, focusing on animal welfare guidelines and the exotic skins supply chain. As a result, the release of a common Animal Welfare Policy by the Group was communicated to Burberry suppliers, detailing its high expectations in respect of welfare standards. 15] Burberry is also a member of the Leather Working Group, supporting its efforts to improve transparency in the leather industry. Burberry does not utilise sandblasting on any of its products manufactured by or on behalf of the Group. [15] 3. Ethical value is in the desire of the brand to ensure the rights of their employees are highly valued and carefully followed. Burberry constantly shows its striving towards the improved Corporate Responsibility (CR) performance. To achieve long-term improvements in labour conditions, Burberry provides support and resources to suppliers to empower them to take responsibility for their factory and subcontractor conditions. The CR team delivers supplier training covering the Group’s ethical trading expectations, management systems and counsel on transparency and standards for subcontractors. [5] Burberry strongly believes that a policy of equal opportunity in employment is integral to the strength and growth of its business as a global brand with a diverse stakeholder and customer base. The company aims to ensure that the most capable job applicants are recruited and the most competent employees in the company progress. All decisions about people’s employment are based solely on an objective assessment of their suitability for the job. Burberry aims to maintain a working environment free from harassment or intimidation on discriminatory grounds and ensures that employment conditions and job requirements reflect its commitment to equal opportunities. [5] 2. 2. 2. Explore Burberry values in that area are very much business oriented. Thomas Burberry, the founder of the brand, explored the world of outerwear of his generation by inventing his sensational waterproof Gabardine and a trench coat, which none has ever seen nor worn before. Today Burberry’s aims to expand its production range to make it as diverse as possible to increase the market share. However at the moment the range already goes from the core innovative outerwear to not only womenswear and menswear, but to the non-apparel items, e. g. accessories, watches, childrenswear and even some home decoration items. 8] Burberry has always been aiming for the new markets: first sports and outdoors, then military usage and later civilian clothing. Now that the company has established itself on the different types of market, it is striving for the geographical expansion taking markets throughout the world, with a balance across major geographic regions. 2. 2. 3. Inspire They are the Burberry social objectives. Burberry believes that contributing into the local communities the company works with will make a positive impact. In 2008 Burberry established the Burberry Foundation charity organisation the purpose of which was to help young people realise their potential through fashion and creativity, built their confidence and self-esteem. [9] 3. Monitoring and evaluating of the strategic goals and objectives Ahrendts approach to monitoring and evaluating of the strategy execution and achieving the goals is â€Å"Divide and conquer†. According to that there were particular teams created to monitor and evaluate particular aspect of the new strategy. Design team, headed by Chief Creative Office, responsible for everything the consumer sees, including merchandising and creative media;[4] †¢Marketing team responsible for integrated advertising, PR and communications functions, which together focus on building and elevating brand awareness through traditional and digital media;[4] †¢Digital commerce newly-formed team, driving digital commerce globally to accelerate the brand’s digital lea dership position in the luxury sector and help unlock the huge opportunities in this high-growth channel;[4] †¢Merchandising and planning team, which assorts, procures, and analyses the global collections in alignment with brand initiatives and commercial opportunities. [4] Every year Burberry reveals their annual results and achievements according to the itinerary in their annual report. Conclusion A straight forward highly innovative strategy by the new Burberry CEO caused uncertain reaction from different people in 2006 as well as it still causes doubts. Some think those were unnecessary changes, which made Burberry loose its original look and spirit, and some believe it was the best thing that have happened to Burberry in the last 50 years. However, the facts and numbers indicate that Burberry grew up to 500 stores in over 50 countries and led to increase the total revenue up to +23% in five years by September 2012 with the on-line sales increase in 50%. [3] Almost certainly the course has been changing during those five years due to the macro and micro external factors, which were indicated above. Nonetheless, it is obvious that creating a relevant and detailed strategic business plan and a consistent monitoring of its results and execution are crucial for a successful management of the company. Also, the earliest possible setting of the strategic goals and stating the company’s vision and mission and staying faithful to them makes the strategic plan effective. And in conclusion, understanding the values of an organisation will keep the corporate culture of the company stable, which is directly linked to productivity and job satisfaction among employees. References 1. Angela Ahrendts. (2011). Burberry uses salesforce com to create the ultimate Social Enterprise. Available: http://www. youtube. com/watch? v=oRpLo44nUEQ. Last accessed 13. 12. 2012. 2. Angela Ahrendts. (2011). The Young-Old Company – Angela Ahrendts, Burberry. Available: http://www. youtube. com/watch? v=_i50d6wiCBc. Last accessed 13. 12. 2012. 3. Burberry. (2012). Annual report. Available: http://www. burberryplc. com/documents/full_annual_report/burberry_ar_final_web_with-urls_indexed. pdf. Last accessed 13. 12. 2012 4. Burberry. (2012). Annual report. Available: http://www. burberryplc. com/documents/full_annual_report/burberry_ar_final_web_with-urls_indexed. pdf. Last accessed 13. 12. 2012. 5. BW staff. (2009). The 100 Best Global Brands 2009. Available: http://images. businessweek. com/ss/09/09/0917_global_brands/4. htm . Last How to cite Strategic Marketing at Burberry, Essay examples Strategic Marketing at Burberry Free Essays string(228) " Being an international company with the Global outreach makes it challenging for the company like Burberry to develop and maintain the competitive strategy that will encourage financial growth and gain advantage on the market\." Content Page Introduction2 1. Business planning and developing a strategy. 3 2. We will write a custom essay sample on Strategic Marketing at Burberry or any similar topic only for you Order Now 1. The formation of Burberry’s new strategic business plan. 3 2. 2. Business strategy, vision and mission 4 2. 3. 1. Successful strategy and achieving the goals based on analysis. 5 2. 3. 2. Vision and mission7 2. Protect, Explore and Inspire. Burberry values. 8 3. 3. Values8 3. 4. Classification of Burberry values. 8 3. 5. 3. Protect8 3. 5. 4. Explore9 3. 5. 5. Inspire 10 3. Monitoring and evaluating of Burberry strategic goals and objectives. 11 Conclusion 12 References 13 Introduction The report below tells about the history and development of the iconic luxury brand from Britain, Burberry. It reflects the company’s mission, vision and core purpose, which consequently form the values of the brand. The report indicates the key strategic goals and objectives, which form the competitive advantage of the company, how they are being monitored and evaluated. Having been found as a small shop in Basingstoke, Hampshire, by a young draper Thomas Burberry in 1856 and developed into a large world-know brand ever since, Burberry is one of the first names that springs in mind when it comes to fashion and luxury. [4] The company went through many-years history of change and development. However, the core Burberry product still remains the trench coat made out of the brand weatherproof but breathable Gabardine invented and introduced by Thomas Burberry himself in 1880. [4] Today, according to Business Weekly, Burberry is the 98th most valuable brand. 10] 1. Business planning and developing a strategy Creating the strategy of an organisation is a part of business planning, on one hand, but it is the essence of the strategic planning on the other, where the difference between the strategic plans and the business planning is only in timing of implementing and the process of evaluating the two. Different authors writing in the field of strategic mark eting give various definitions of strategic planning. However, all of them tend to agree in the fact that it always includes the major points below. Vision – developing a common â€Å"vision for the future† or a â€Å"conceptualization† of where an organisation wants or desires to be in the long-term;[10] * Assessment – appraising or determining where an organisation is currently (i. e. , its goals, objectives, activities, results, etc. );[10] * Strategies – identifying how an organisation will actually realise (via concrete and predetermined actions) its mission, goals, and objectives;[10] * Measurement – evaluating the progress of an organisation in the implementation of its action strategies. [10] The report below will be based on the resumptive understanding of the term as a process of formulating of the mission, vision and goals of the organization and choosing the specific paths for outlining and gaining the desired resources to be used in order to provide the successful functioning of an organisation in future. Strategic planning is a useful tool in making the decisions concerning the total management of an organisation. Its main purpose is to ensure the right amount of innovation and modification for the organisation to be able to respond to the changes on the market. However, creating a strategy does not lead to an immediate action, but it sets up the general direction for the company to follow in order for its fence-mending and growth. 2. 1. The formation of Burberry’s new strategic business plan One of the main features that characterizes the strategic plan is its possibility to be adapted to the ever changing circumstances initiated by both internal and external factors. Thus over the decades Burberry has been changing its strategy and approach to trading. So when the age of the globalization brought new strong competitors into the market new ways of winning the customers loyalty and preference were to be found. In the 2006 the current CEO Angela Ahrendts joins the company replacing Rose Maria Bravo, who managed to greatly expand the Burberry market share in the US. [6] Ahrendts modernizes every aspect of the company’s behaviour and positioning itself on the market having chosen an innovative five year strategic business plan. 2. 2. Business strategy, vision and mission According to the new plan the company concentrates its investment efforts on opening its own stores rather than on the wholesale, especially in London. The new CEO recognizes Burberry’s presence in its genuine way and major PR activity in this city precisely, as another way to emphasize the British heritage of the brand. However, Ahrendts points out there are 25 such â€Å"Londons †, where Burberry will strive for recognition and loyalty, which include such metropolises as Paris, New York, Hong Kong, Dubai, etc. 12] As due to the fact that the company produces luxury goods Ahrendts prefers to play more or less safe and concentrate on those parts of the world which are likely to be protected from the wider economic problems. As another crucial factor for the growth and development that Ahrendts chooses, predicting the future customer be younger, is the company to not maintain their traditional product line and merchandising way only, but to enhance it with the new design and presentation to be able to satisfy the demand of the new type of a customer. Thus the new strategy with the new vision and mission appeared that has brought changes into every area of the company. 2. 3. 1. Successful strategy and achieving the goals based on analysis According to Michael Porter â€Å"Competitive strategy is about being different. It means deliberately choosing different set of activities to deliver a unique mix of value†. [13]The creation and the development of a new strategy to manage such a diverse business with the global outreach as Burberry is very complex in nature. Depending on various both internal and external factors it often requires to be made in the uncertain situations. It also often involves the radical change in the current culture of an organisation which is always uneasy for the employees and may adversely affect the performance of the organisation. Being an international company with the Global outreach makes it challenging for the company like Burberry to develop and maintain the competitive strategy that will encourage financial growth and gain advantage on the market. You read "Strategic Marketing at Burberry" in category "Papers" Nevertheless, Angela Ahrendts chooses the most ambitious and strategic plan Burberry has had in almost 50 years. * Leveraging the franchise[4] Where the goals are brand momentum by consistent global articulation, marketing innovation and product excellence. * Intensifying the development of non-apparel[4] By focusing on the yet under-penetrated non-apparel categories, such as men’s collections, soft accessories collections and licensing the eyewear, fragrance, make-up and watches products globally. * Accelerating retail-led growth[4] To change the static wholesale model of the company to a dynamic retail model by driving the productivity, putting the customer needs in the centre, and investment into opening new stores. Investing in the underpenetrated markets[4] The goals are engaging China, developing India and the Middle East markets and elevating the wholesale presence. * Pursuing operational excellence[4] To be recognised not only by operational excellence, but by product and marketing excellence. However, despite the most well-considered strategy a company is always dependent on both internal and external factor s able to make an impact on its development and trade. PESTEL method will help to analyse the macro external environment Burberry may find difficult to deal with in order to realise its strategic plan. Political| Economical| Social| Technological| Environmental| Legal| Being an international company may create problems with possible tensions between the governments of the countries where Burberry trading takes place| Continuous recession| Fairtrade responsibilitiesAnti-fur/ leather campaigns| New highly technological approaches to selling , buying and advertising the product appear| The impact on the Planet while manufacturing and transporting the goods | Different taxation and trading rules and regulations in different countries| However, not only the macro external factors, but the micro external factors too might cause obstacles for the company’s strategy. Michael Porter’s Five Forces analyses gives the clearest understanding of the micro external environment, which includes the threat of the existing competitive rivalry, threat of bargaining power of the suppliers, threat of substantial products, as well as the threat of the customer bargaining power and the threat of the new entrants. It can be seen from the scheme, that Burberry’s main existing competitors include Stella McCartney in the market of clothing and shoes (apparel); Hermes in the non-apparel market, e. . bags and scarfs; and Chanel to talk about make-up. Moreover there is also a threat from the substantial products, such as those produced by Sisley, Ted Baker and Karen Miller, which are not luxury brands, however do have a reputation of a great quality and they are also British. Which means in times of recession people mig ht switch to them. There is a threat from the suppliers in case they would increase the price, as Burberry only works with those the members of the Ethical Trading Action Group. There is a threat coming from the customers too due to the fact that most of the Burberry products are fashion oriented, which means once they are out of fashion, people will refuse buying them. However, the threat of the new entrants is not essential, as even though the new brands may offer novelty, they cannot offer the name with such a rich background and heritage that Burberry has. All of these factors must be taken into consideration for Burberry current strategy to be successful. 2. 3. 2. Vision and mission With the appointing of Angela Ahrendts as a CEO in 2006 when the Internet was booming bursting the opportunities of the global trade with its no-boarders possibilities, Burberry steps on a completely new path of high-tech cooperation with its customer. [5] With the core Burberry ideology of â€Å"The faster we move forward, it becomes even more critical to look back and never forget who we are and never forget where we came from. And what made this brand such a great global luxury brand today†[2] in mind Ahrends sets the new core purpose for Burberry. We had a vision† – she admits in one of the interviews – â€Å"And the vision was to be the first company who was fully digital from end-to-end†. [2] Ever since the company has been working on integrating various digital approaches to its business. Burberry’s advertising campaigns and catwalk shows became more and more technologically complex whereas the on-line trading on the contrary became eas ier and more available by the company’s partnering with various on-line selling platforms to take that vision and built the social enterprise. The experience expected was that the customer would have the total access to Burberry across any device anywhere and would get exactly the same feeling of the brand, feeling of the culture, regardless of where, when, how they were accessing the brand. Everyone now should be able come into Burberry world and see the Burberry journey and mission. The new vision enhanced the Burberry mission to sell its â€Å"distinctive Britishness† to the world with the new flavour of community that every customer is believed to become a part of buying or at least being interested in a Burberry product. Such attitude intends to create greater customer’s loyalty to the brand as this is the community, where one’s opinion in a way of a feedback is valued and appreciated. Even the personal preferences of how the core Burberry product should look like is taken into consideration from now on as the company launched www. artofthetrench. com web platform, where anyone can post their photos wearing a Burberry trench, moreover, can create their own trench coat based on the iconic trench from Burberry. Ahrendts goal is to deepen, broaden and vary the communication between the company and the customer through every activity the company is involved in. She emphasizes on the vital necessity of the cross-channel communication to be â€Å"totally connected to everyone who touches your brand†. [2] The new vision and the new additions to the established mission of the company have formed the brand’s new strategic intentions 2. Protect, Explore and Inspire. Burberry values. 3. 3. Values Burberry is a brand with over 150 years of history. [6] All that time the company has been run by the efforts of many people and, naturally, these people might have been of a completely different personalities, views and opinions. However, being a company, which in this case is Burberry, draw hese people together united not only by common vision of where the company is going, but also by the values, which in a context of a corporate culture set the behavioural norms of the company through years for everyone who entered it. Edgar H. Schein describes corporate values as â€Å"A pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems†. 7] Burberry defines their core values as Protect, Explore and Inspire. Angela Ahrendts, Burberry’s CEO, often refers to the company as the â€Å"new and old company†[9] and such description definitely reflects the way the company constantly strives for the new opportunities, but always staying faithful to its old priorities. The essence of the Protect, Explore and Inspire company’s core values can be explained through the objectives of Burberry as an organization. 2. 2. Classification of Burberry values 2. 2. 1. Protect 1. Cultural value of the company to traditionally remain a â€Å"quintessentially British† brand. Burberry is proud of its rich heritage which has seen over a 150 years of British history. Thus the company is passionate about the the authenticity of their trade mark and core product in design and purpose, such as world-wide recognized trademark check and Prorsum horse logo and a traditional modern classic style trench coat. 2. Environmental value aims the environmental excellence of the company. Burberry is continuously aware about the environmental issues, such as climate change and carbon dioxide emissions and animal welfare, for example. The company is a member of the UN Global Compact and uses the Compact’s Ten Principles to guide its Corporate Responsibility activities. It is listed on the FTSE4Good Index and achieved the Carbon Trust Standard. [15] The work of the Business for Social Responsibility Sustainable Luxury Working Group, of which Burberry was a founding member, also continued this year, focusing on animal welfare guidelines and the exotic skins supply chain. As a result, the release of a common Animal Welfare Policy by the Group was communicated to Burberry suppliers, detailing its high expectations in respect of welfare standards. 15] Burberry is also a member of the Leather Working Group, supporting its efforts to improve transparency in the leather industry. Burberry does not utilise sandblasting on any of its products manufactured by or on behalf of the Group. [15] 3. Ethical value is in the desire of the brand to ensure the rights of their employees are highly valued and carefully followed. Burberry constantly shows its striving towards the improved Corporate Responsibility (CR) performance. To achieve long-term improvements in labour conditions, Burberry provides support and resources to suppliers to empower them to take responsibility for their factory and subcontractor conditions. The CR team delivers supplier training covering the Group’s ethical trading expectations, management systems and counsel on transparency and standards for subcontractors. [5] Burberry strongly believes that a policy of equal opportunity in employment is integral to the strength and growth of its business as a global brand with a diverse stakeholder and customer base. The company aims to ensure that the most capable job applicants are recruited and the most competent employees in the company progress. All decisions about people’s employment are based solely on an objective assessment of their suitability for the job. Burberry aims to maintain a working environment free from harassment or intimidation on discriminatory grounds and ensures that employment conditions and job requirements reflect its commitment to equal opportunities. [5] 2. 2. 2. Explore Burberry values in that area are very much business oriented. Thomas Burberry, the founder of the brand, explored the world of outerwear of his generation by inventing his sensational waterproof Gabardine and a trench coat, which none has ever seen nor worn before. Today Burberry’s aims to expand its production range to make it as diverse as possible to increase the market share. However at the moment the range already goes from the core innovative outerwear to not only womenswear and menswear, but to the non-apparel items, e. g. accessories, watches, childrenswear and even some home decoration items. 8] Burberry has always been aiming for the new markets: first sports and outdoors, then military usage and later civilian clothing. Now that the company has established itself on the different types of market, it is striving for the geographical expansion taking markets throughout the world, with a balance across major geographic regions. 2. 2. 3. Inspire They are the Burberry social objectives. Burberry believes that contributing into the local communities the company works with will make a positive impact. In 2008 Burberry established the Burberry Foundation charity organisation the purpose of which was to help young people realise their potential through fashion and creativity, built their confidence and self-esteem. [9] 3. Monitoring and evaluating of the strategic goals and objectives Ahrendts approach to monitoring and evaluating of the strategy execution and achieving the goals is â€Å"Divide and conquer†. According to that there were particular teams created to monitor and evaluate particular aspect of the new strategy. Design team, headed by Chief Creative Office, responsible for everything the consumer sees, including merchandising and creative media;[4] †¢Marketing team responsible for integrated advertising, PR and communications functions, which together focus on building and elevating brand awareness through traditional and digital media;[4] †¢Digital commerce newly-formed team, driving digital commerce globally to accelerate the brand’s digital lea dership position in the luxury sector and help unlock the huge opportunities in this high-growth channel;[4] †¢Merchandising and planning team, which assorts, procures, and analyses the global collections in alignment with brand initiatives and commercial opportunities. [4] Every year Burberry reveals their annual results and achievements according to the itinerary in their annual report. Conclusion A straight forward highly innovative strategy by the new Burberry CEO caused uncertain reaction from different people in 2006 as well as it still causes doubts. Some think those were unnecessary changes, which made Burberry loose its original look and spirit, and some believe it was the best thing that have happened to Burberry in the last 50 years. However, the facts and numbers indicate that Burberry grew up to 500 stores in over 50 countries and led to increase the total revenue up to +23% in five years by September 2012 with the on-line sales increase in 50%. [3] Almost certainly the course has been changing during those five years due to the macro and micro external factors, which were indicated above. Nonetheless, it is obvious that creating a relevant and detailed strategic business plan and a consistent monitoring of its results and execution are crucial for a successful management of the company. Also, the earliest possible setting of the strategic goals and stating the company’s vision and mission and staying faithful to them makes the strategic plan effective. And in conclusion, understanding the values of an organisation will keep the corporate culture of the company stable, which is directly linked to productivity and job satisfaction among employees. References 1. Angela Ahrendts. (2011). Burberry uses salesforce com to create the ultimate Social Enterprise. Available: http://www. youtube. com/watch? v=oRpLo44nUEQ. Last accessed 13. 12. 2012. 2. Angela Ahrendts. (2011). The Young-Old Company – Angela Ahrendts, Burberry. Available: http://www. youtube. com/watch? v=_i50d6wiCBc. Last accessed 13. 12. 2012. 3. Burberry. (2012). Annual report. Available: http://www. burberryplc. com/documents/full_annual_report/burberry_ar_final_web_with-urls_indexed. pdf. Last accessed 13. 12. 2012 4. Burberry. (2012). Annual report. Available: http://www. burberryplc. com/documents/full_annual_report/burberry_ar_final_web_with-urls_indexed. pdf. Last accessed 13. 12. 2012. 5. BW staff. (2009). The 100 Best Global Brands 2009. Available: http://images. businessweek. com/ss/09/09/0917_global_brands/4. htm . Last How to cite Strategic Marketing at Burberry, Papers

Mizzou free essay sample

â€Å"Move,† was the first thing I heard before the rush of people filled the room. I wasn’t quite sure what was going on except for the fact that there was a canine being carried in the room. It was later in the day sometime afternoon, and normally the doctor doesn’t preform afternoon. All of a sudden I felt a rush of importance. The doctor started yelling for me to hand him things and to hold the canine. I started to get nevus because I wasn’t quite sure what every tool was called, I didn’t want to be the reason for the canine laying on the table to die. The canine wasn’t moving, he was laying on the table almost still like he knew that by being still would help the doctor. Ten minutes later after the rush stopped the canine stabilized. I felt comfort and accomplished even though I didn’t know whose canine it was. We will write a custom essay sample on Mizzou or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page After that caring for animals and becoming a veterinarian has been my top priority. Ever since I was born I’ve gone to work with my mom, better yet I have even been working there for 4 years now. By being able to watch hands-on how a veterinarian practice works has given me the option to see many different things and interact with many different people. Most children want to do something with animals and majority of the time these children grow out of this stage, but me, I still continue to do as much as I can to reach my dreams of becoming a veterinarian. Becoming a veterinarian isn’t just about caring for animals, it is also the career that involves everything I love which includes business, and science. I have given up sports, part of my social life, and my relax time to pursue my dream in becoming a vet. To become a veterinarian you have to have detection and devotion and that is what I’ve had since the start. This is why I think making it into Mizzou and the Vet program would be a good fit for me. Not only will I be able to accomplish my dream in a program that many love, but I will also be able to be close to home.