Discount stores and the difference between variety stores

Discount stores and the difference between variety stores A  discount store  is a type of  store, which sells products at  prices  lower than those asked by most of the retail outlets. Most of the discount department stores offer a wide variety of products; other stores specialize in merchandise such as electronic equipment, or electrical appliances.  Discount stores are not a type of  variety stores, which sell goods at a single price-point or may be multiples thereof. Discount stores are different from variety stores in that they do sell many name-brand products because of its wide price range of the items offered. Discount stores are very popular in the  United States  than any other countries. In the beginning, number of retail establishments in the U.S. started pursuing a very high-volume, low-profit-margin strategy designed to entice price-conscious consumers. Currently  Wal-Mart, the largest retailer in the world, operates more than 1,300 discount stores in the U.S.   Wal-Marts top competitors are target and K-mart. Porter states that The root of any problem lies in lack of distinguishing between strategy and operation effectiveness The race for productivity, quality and speed has resulted in management tools and techniques, TQM benchmarking, time-based competition, outsourcing, reengineering as well as change management.   In any organization, strategic management is the key to success. There are many theories based on the assumption that without a valid strategy and planning, its difficult for any industry to survive irrespective of the size it have. It is very necessary to understand here that all of the major corporate organizations have finally established themselves, thanks to superior planning of strategies and its implementation. Retail Industry: The retail industry is becoming a news everywhere with not only the traditional industries incrementing their outlets but some major corporate industries also entering into this industry like Fresh @ Reliance of Reliance  Industries and more of Aditya Birla Group in India. Strategic decisions are the decisions that are aimed at differentiating the organization from its competitors in any way that is sustainable and profitable in the future. Porter strongly advocates in the theory that that decisions in business can be simply classified as strategic if they involve some of the innovation and difference that resulted in sustainable advantage.  According to Patrick Hayden about the retailing industry, it adopted the style of discount retailing on its merchandise after the World War 2. It is learnt that discounting in retail was not any strategy at the time Kmart, Target and Wal-Mart first started their business.   Wal mart: Wal mart is known as the giant in retail industry. It has survived for very long and is still a huge enterprise in the world which use to deal with almost every product, apparel, etc.Sam Walton, started a company and with time became leader in discount retailing. It is largest company in the history of world.  Wal-Mart executives continue to follow many of the philosophies that Sams legacy left behind, while simultaneously keeping one step ahead of the ever-changing technology and methods of todays fast-paced business environment Wal-Mart became successful because of its good Strategy as well as good Strategy Implementation. In 1962, Sam Walton opened the first Wal-Mart store in Rogers, Arkansas. At that time, no one could have predicted the enormous success of Wal mart. Sam Waltons talent and discount retailing made Wal-Mart the worlds largest retailer, as well as, the worlds best retailer in sales. Philosophy for a successful company not only sound strategic management decisions are required, but also innovative implementation of those strategic decisions is necessary. Wal-mart business model: It offers cheap prices than its competitors and differ with them in frugal culture, no regional offices pleasant environment to work. Lots of visits are made by the management and the point to be noted is there are no rehearsals before any meeting and meeting are scheduled mostly on Saturday. In every organization, human resource is the key for its development and in Wal-Mart efficient management of its sources is done. Wal-Mart terms its employees as associates. Compensation for managers are linked to the profit of store operated by them, within promotions, compensation offered to associates depends on companys profits they make and they are also offered some incentives on their performances. Wal-Marts workforce is not unionized and the company takes all the measures and advantages for their benefits. They provide their workforce with training on related issues. Technology plays vital role in development of the organization Wal-Mart is well equipped with technological innovations like store performance tracking, POS, real time market  research, satellite system UPC. Wal-Mart followed procurement measures like hard-nosed negotiations, partnerships with some of the vendors, planning packets, centralized and simplified buying, etc. helps at large the cause of which provides the goods services on cheap prices to the customers. The margin of profit for Wal-Mart was very high, the factors are their inbound  logistics  with frequent replenishment, highly technology driven business model, pick to flight, EDI, hub and spoke system. The strategy of operation by wal mart is innovative and highly creative with big stores in small towns, as they got monopoly in the market at comparatively low rental costs, concentric and efficient expansion, based on local prices, merchandising in their brand name, private labels of the area, store within store, much little space for inventory, etc. In relation to marketing and sales, merchandising was tailored from locals ,they spent less on advertising and the prices were fixed low and it uniquely depends on the store manager and he was the one who fixed the latitude of pricing. If we combine all the above factors together, the margin of profits was increased through bulk sales and further which also boosted the confidence of the customers by providing them various services like point of sale information system which was a new technology driven and the most unique everyday low prices. Strategies used : Wal-Mart made strategic and tactic attempts in its formulation or procedure to dominate the retail market where it is having its presence, experiencing growth by expansion in the US. Internationally, wal mart created widespread name recognition and it focused on high customer satisfaction in relation to its brand name and branched itself by doing mergers and acquisions to new profitable new sectors of retailing. The strategies called Generic strategies consisting of Focus Strategy, where focusing to the niche market is the main objective, the Differentiation Strategy where product differentiation is done and finally the overall cost leadership are adopted by the retail company wal-mart. Any organizations thrive hard to become successful for which it mostly needs to have better resources and superior capabilities. Wal-Mart retail company operates on low price strategy where prices are low and operated as every day low prices (EDLP) which builds efficient trust among the customers. The strategy follows purchasing the product at lower prices and selling the product to customer at much lower prices, price cutting is done as far as possible and increases its profit by increasing the number of sales. Discount retailing strategy by Wal-mart Price spin: According to Porter, operational effectiveness of the strategy and efficiency are the basic key elements for the success of any organization. A company can easily outperform its competitors in the market with its superior management real efficient control hence creating a difference from the others(its competitors) which eventually results into enticing customers. Porter defines operational effectiveness in strategy as performance of similar kind of activities as its rivals but difference in its betterment than them Wal-Mart is an expert in changing and manipulating perceptions. It is actually termed that low price in retailing is not the strategy of Wal-Mart but still the advertisement manipulates the perceptions of the customer by making them think and perceive that its prices are in actual lower than others ( its competitors )price using price spin. Wal-Mart by manipulating makes the consumer stick and addicted coming to its retail store making them convinced that the prices are actually lower than in other stores (its competitors) by selling itself cheaper by advertising that we have lower prices than anyone else and placing a opening price point. The opening price point is the lowest price in the store which is kept at high visibility which makes consumer believes that the products in this store are really cheaper. The SWOT analysis of the retail company Wal-Mart clearly reveals that it is the most powerful retail brand, has reputation for money, value, commitment it provides a wide range of products. It is growing incremnetly at a brisk pace along with expanding its horizon to other parts of the world through various acquisition and merger.  Sustainability at the top place is a very important job that makes the managers strive hard to frame the policies, future intentuions and strategy to compete confidently with its rivals in the market. Imitation, Substitution and Hold-up are some of the threats to any organization in the retail industry.  Imitation increments profits by incrementing the supply. But imitation mostly puts reputation and relationship at stake. The report by James Hall states that Wal-Mart is planning to open some convenience stores as Tesco its competitor has already started and operating in US now known as Fresh Easy Neighborhood Markets.  Such tactics and strategies will create mixed and variable responses among the consumers while demolishing the reputation of the leader in the market. Substitution is the strategy that reduces the demand for what any firm uniquely provides by shifting its demand elsewhere due to changes and alterations in technology. The threats in the case of substitution can be subtle unexpected like we can say diminishing expenses through video conferencing and some other means instead of air flights to be made for long distance meetings with the managers of other stores, etc. Therefore, substitution is a very effective way of attacking dominant and strong rivals in the market. Substitution offers various mixed responses after identifying and understanding the market threats. The organization should fight hard to the threat can go for merging with them, and also can go for switching to different options and alternatives of substitution to be in the market. Hold-up basically diverts the value to customers, its suppliers or complementary partners who have some bargaining leverage or abilities which results in very tough negotiations, contractual agreements as well as can be vertical integration. Wal-Mart is expanding its boundaries by way of acquisition and mergers also. Thus Wal-Mart retail company with such a vast and huge network of stores and alliances as compared its competitors ASDA, Target and many other stores is very well protected enough to sustain and continue its top position in the retail industry.

Women and Veiling in Kashmir

WOMEN AND VEILING Traditionally Kashmiri women have enjoyed more freedom than women in other parts of the world. Particularly peasant women and lower class women used to work side by side with men. It was only upper class Syed families who wore burqas to maintain their elite structure and their foreign origin. The nationalist struggle wanted women to be politically mobilized and women found it a liberating opportunity. Their response was overwhelming to the struggle of 1990s. In Rita Manchanda’s ‘Guns and Burqa: women in Kashmir’s conflict’, according to a Kashmiri scholar in women’s studies, Momin Jan, it was in the 14th century that purdah was imposed on Kashmiri society. In Kashmir there was lack of women’s organization working for gender justice and social reform. The organizations which came up in 1970s and 1980s in Kashmir were imbibed with an Islamic agenda. Many elite women who came into politics were through their involvement in promoting Islamic social reform. As far as veiling of Kashmiri women is considered it started in 14th century with the coming of Afghans. They forced women to put burqa and pushed them inside. This didn’t last long; the lower class women resisted this veiling by demanding freedom. However women did hold to manage their role in the economic activities by working side by side with men. They were politically mobilized with Asiyah Indrabi coming on the scene, the campaign to reveil Kashmiri women started. Even many fundamentalist organizations were determined to veil Kashmiri women. Pamphlets were thrown in the women colleges, warning Kashmiri women to wear burqa and Kashmiri (Hindu) girls to wear a tikka. Posters were pasted on the walls of Mosques in different mohallas asking them to veil their women otherwise they would face dire consequences. But the women resisted this thing. Writing under pseudonym, Sara Bano, in a letter to the editor in the daily Al Safa, ‘questioned the legitimacy of linking wearing of burqa with the struggle for freedom and vowed that she would never wear a burqa even if she was killed’. The women did not accept to wear a burqa. But as the support to azaadi grew so the acceptance to purdah was also given. Many women workers were asked to wear burqa or to denounce their jobs. Women like Nayeema Ahmed Mahjoor, a radio-star and executive producer with Radio Kashmir, were under double pressure, to be veiled and to quit jobs denounced as un-Islamic. Nayeema had colour thrown on her by purdah crusaders. People were blindly following the militants what the militants said would be considered as the voice of Allah. Even the people with the modern outlook and thinking would ask their wives to wear burqa. The veiling became compulsory for the women of Kashmir. The emphasis on the veiling of women showed the assertion of men of the control over their women. According to them veiling was necessary for women as this would save them from the humiliating treatment by the security forces. But instead of giving them a sense of security it made them more vulnerable to the security forces. The militants in order to escape from the security forces used burqa. This developed a belief among the security forces that one in every three burqa clad persons was a militant. This led to the humiliation and sexual harassment of women at the hands of security forces. Due to this thing some of the militant groups declared that women need not wear a burqa. But it was for a short duration. Women organizations like DM or MKM started veiling campaign and asked women not to venture out unveiled. Those who disobey these orders had to face the wrath of these outfits. They had green colour thrown on them and also was there the reports acid being thrown on them. Asiyah denied the reports of acid being thrown on the women. Soon the campaign was withdrawn but not before it forced a backlash. Many of the urban and middle-class women turned away from the movement. Asiyah was not able to bring the urban middle-class support for the movement. But we can’t deny the fact that more women are wearing a burqa now than before the insurgency. But as we saw above, women were participants and not passive sites for reproducing a communal identity. This was most obviously reflected in their resistance to coercive veiling. But it was also discernible in women’s ambivalent negotiations with the ‘other’, in this case the Kashmiri pandit.

Baidu Enters African Mobile Browser Essay

Executive Summary Baidu Inc. will benefit from partnering with France Telecoms’ Orange to enter in Africa’s mobile searching market which has large potential opportunities and revenues. Africa, the Next Major Mobile Market Africa with the second large population in the world and emerging purchasing power from new middle class requires telecommunication to be popularized. The sudden growth and high density of mobile connection in Africa across countries generate large demand of smartphones and mobile webs or other mobile services. The fast speed of growth rate and potential opportunities in this market attract large mobile operators and search engines, and then Africa will become the major mobile market and transform the global economic landscape. Baidu should enter this market earlier to develop its international business Benefits and Limits of Partnering with Orange Exclusively Benefits:Enjoys Orange’s mass customer base Orange has health growth rate Orange has invested 3G networking in order to expand its market share Orange has more than 800 million customers and spreads its operation across 20 countries. Risk: The exclusive agreement limits Baidu’s expand from cooperating with others Evaluation: Despite the limits of the exclusive contract, the benefits of partnering with Orange are great. Baidu, which has less international business experiences, is good to start cooperating with large mobile operators like Orange to step into the large mobile competition in Africa, which has large potential market, opportunities, and revenues. Introduction Baidu Inc. signs its first global agreement with Orange, on an exclusive basis. The Baidu-Orange browser will provide more affordable and richer browsing experience for customers across Africa by enhancing data  compression capabilities up to 90% of compression. The browser is one-click access to web-search like apps. About Baidu: Baidu is the largest searching engine in China, taking more than 70% of the market share. It beat Google out of the Chinese market in 2010 because it was familiar with Chinese web culture in which allows free downloads and develops general searching However, Baidu lose its ability to be business internationalized, since Baidu satisfied its large market share in the region; at the same time it also lose its good timing to establish and develop its mobile searching while the popularizing and development in smartphones has changed the rules of the game from web networking to telecommunication networking. The need of Baidu expanding its global market and mobile web services is important and urgent. Baidu now is targeting in African as an emerging mobile market in the partnership with Orange, a France’s telecom Africa, the Next Major Mobile Market According to the observation from GSMA, African mobile market has dramatically grown and reaches the highest growth rate worldwide due to the governments have liberalized the telecommunication, and competitions between private telecoms have increased service affordability. Africa has large mobile connection penetration and has speedily gown From 2000 to 2011, mobile penetration has rapidly increased in Africa, from just 2% in 2000 to 63% in 2011, representing a compound annual growth rate of over 46%. It is expected to reach 85% mobile connection penetration in 2015 (GSMA, Africa Mobile Observatory Report, September. 2011) (See Figure 1) Figure 1: Mobile connections and penetration in Africa since 2000. Data sources: Wireless Intelligence. The number of cennections in North Africa has grown by 41% while Sub-Saharan Africa has the highest growth rate with 44% worldwidely, compared to an average of 34% for developing countries and 10% for developed countries.(Deloitte;GSMA, Sub-Saharan Africa Mobile Observatory Report, November 13, 2012). (See Figure 2) Figure 2: Growth in the number of mobile connections world wide, 200-2012. Data source: wireless intelligence The rapid growth of mobile communication in Africa generates high demand of mobile telephony and mobile service and increases revenues According to Wireless Intelligence and International Monetary Fund (IMF), mobile operators reported over $35 billion revenues in 2011, growing by an average of 18% each year from $8.2 billion in 20000 in Africa. According to GSMA Africa Observatory 2011 Report, over the past 5 years, the number of subscribers across Africa had grown by almost 20% per year and was set to reach more than 735 million by the end of 2012. The mobile ecosystem in Africa currently generated approximately $56 billion or 3.5% of total GDP, with mobile operators alone contributing $49 billion. Africa is transforming the global economic landscapes. African economies are among the fastest-growing in the world while emerging economies in Asia have been slowed down due to their increasing capital and labor costs and markets saturated. Economists predicted that Africa would be poised to transform the global economic landscapes (John J.; Wild Wild, International Business: the challenge of globalization, January 16, 2013). Annual GDP growth averaged 5.7% between 2000 and 2010 in Sub-Saharan Africa. (IBM, â€Å"Is mobile Africa’s future?,† 2011) Expected annual growth averaged 7% over the next 20 years. (IBM, â€Å"Is mobile Africa’s future?,† 2011) 14% of the world’s population, the second large population in the world, provides large consumption base. (IBM, â€Å"Is mobile Africa’s future?,† 2011) New middle class has been emerging in Africa The purchasing powers from large population and middle class must stimulate the sales of mobile products and co-related mobile services. Africa’s mobile market is a good start for firms like Baidu, which seeking opportunities to expand its international business and mobile operation with  less experiences. Demands from large consumption’s requests and purchasing from new class created substantial profits. Benefits and Limits of Partnering with Orange Exclusively The Chinese Web services giant Baidu will bring its mobile browser to Africa in signing an exclusive contract with France Telecom’s Orange network, the third-biggest mobile operator in Africa. Benefits of partnering with Orange Orange, which has a mobile customer base of more than 80 million subscribers and covers 20 countries in Africa, has continued to see its smartphone user base in Arica and Middle East increasing, for example the demand for Android devices in Egypt has doubled in the second half of 2012 by Marc Rennard, senior executive vice president for Orange. (Deloitte;GSMA, Sub-Saharan Africa Mobile Observatory Report, November 13, 2012) Orange has recently been deploying 3G networks in countries where it has operations and makes more low-cost smartphones available; customers have been steadily moving from basic feature phone towards more low-cost Android smartphones. (Deloitte;GSMA, Sub-Saharan Africa Mobile Observatory Report, November 13, 2012) The mass user base, the wide geographical operations and the increased growth of smartphone users from Orange help Baidu expand its mobile services and data collecting in the new emerging market. This not only makes Baidu get a slice of Africa’s lucrative mobile and data market but also helps Baidu gain experience of transforming itself to be business internationalized and searching mobilized under the pressure of globalization and development in smartphones. Limits of Partnering with Orange Emeka Obiodu, Principal Analyst for Telecom Strategy, Ovum Research, pointed out that there is a limitation for Baidu by dealing with Orange exclusively. Baidu’s deal with Orange may limit the firm’s maneuverability in the market. If Baidu sticks to Orange exclusively, it will depend on Orange’s expansion of its geographical footprint. Obiodu later added his concern for Baidu that Over time, this lack of maneuverability will influence, and maybe undermine, Baidu’s ability to exploit emerging opportunities in the market. While Baidu is tie-up with Orange, its largest competitor Google has already entered in the Africa’s mobile browsing market. Google not only has a deal with South Africa’s giant telecom operator Telkom’s cellphone network unit 8ta but also rolls out a new services in Sub-Saharan Africa though operator Zambia Telecommunication Company, a government-owned telecom. (IDG Reporter, â€Å"Africa is the newest telecoms battleground,† January 27, 2013) The spread of Baidu browser is limited because it is depended on Orange’s geographical footprints due to exclusive agreement, compared with Google, which has multiple partnerships with large government-owned and private-owned operators. Despite the limitation, the benefits from cooperating with Orange for Baidu are greater. Baidu as an inexperienced international investor could decrease its risk to fail the first entry into an emerging market with the helps from sharing Orange’s wide geographical footprints and mass customer base. (TitaniumMedia, Baidu’s Radical Internationalization, 2013) Evaluation of Baidu’s Entry into Africa’s Mobile Bowering Market though Exclusive Partnership with France Telecom’s Orange. Africa’s mobile market Mobile market in Africa is potential and profitable (Deloitte;GSMA, Sub-Saharan Africa Mobile Observatory Report, November13, 2012): 85% mobile connection penetration in 2015 (forecast)  44% mobile connection growth (the highest growth rate worldwide) $49 billion revenues (mobile operator alone)  The fast and wide dissemination of mobile connection and communication in Africa makes the demand for smartphones and mobile web be on the rise remarkably, creating potential mobile market and providing healthy grown profits for Baidu, which is seeking opportunity to internationalize and  mobilize its operation. Partnership with France Telecom’s Orange Despite the limitation of just cooperating with one company, Orange is still a good partner which already has mass customer base and keeps growing users doubly though its investment in 3G networking. Baidu, a Chinese searching engine which has less international business’ experiences, takes advantage of cooperating with Orange in order to lower the risk of first entry into a unknown market by sharing Orange’s mass customer base and wide geographical operation . Entry into Africa and cooperation with Orange are a good start for Baidu turning itself internationalized and mobilized. References Wild, J. J., & Wild, K. L. (2013). International business: the challenges of globalization (Seventh ed.). : Pearson College Div. Sub-Saharan Africa Mobile Observatory 2012. Sub-Saharan Africa Mobile Observatory Report. Retrieved May 4, 2014, from www.gsma.com/†¦/SSA_FullReport_v6.1_clean.pdf Arican Mobile Observatory 2011 Driving Economic and Social Development through Mobile Services. African Mobile Observatory Report. Retrieved , from www.gsma.com/†¦/2011/†¦/Africa-Mobile-Observatory Afica is the newest telecoms battleground. (2013, January 27). . Retrieved May 2, 2014, from http://www.cnmeonline.com/analysis/africa-is-the-newest-telecoms- battleground/ Is mobile Africa’s future?. (2011, January 1). . Retrieved May 15, 2014, fromhttp://www.ibm.com/smarterplanet/global/share/19jan2012/mobile_africa/ Baidu’s Radical Internationalization. (2013, March 31). . Retrieved May 11, 2014, from http://tech.163.com/13/0331/09/8R9JOH9O000915BF.html Appendix A Important notice about GSMA and Deloitt Frequent uses of data, facts, and statistics are from â€Å"Sub-Saharan Africa Mobile Observatory 2012†, a report is prepared by Drloitte for GSM Association with contract. The â€Å"Sub-Saharan Africa Mobile Observatory 2012† is provided exclusively for the GSMA’s use under the terms of contract. No party other than GSMA could be entitled on the report for any purpose whatever Deloitte accepts or not. Appendix B Figure 1 and 2 Figure 1 is from GSMA’s â€Å"Africa Mobile Observatory 2011 Driveng Economic and Social Development through Mobile Services.† Figure 2 from GSMA’s â€Å"Sub-Saharan Africa Mobile Observatory 2012.† Both figures of the charts are collected data from Wireless Intelligence

The Association Between My Social Work Classes And My...

The objective of this composition is to discuss the association between my social work classes and my field experience. An internship is a platform to provide real-world involvement of students in a field or occupation. Classroom lectures that involved lessons and exercises on the social work profession were meaningful to me as a student. They brought insight into policies, laws, research, and methods that I will need to utilize in the social work profession. My field internship at Urban Ministries of Durham (UMD) provides me the opportunity to connect the classroom lectures and real-world involvement in the social work occupation. More so, to discuss the entirety of the connection between my classroom lectures and my internship would be lengthy and difficult to accomplish. However, I will discuss the aspects that were instantly noticeable that would be difficult to notice without the classroom lectures on the social worker occupation. For instance, one thing I learned about social work, I learned from my Intervention Method in the Helping Profession class. In the class taught by Dr. Hodges, I learned about client empowerment. In the book assigned to the class client empowerment is defined as to enhance the capacity, or power, of clients to address their life concerns (Walsh, 2009, p.16). I interpret this concept as a social worker that we are to develop a positive sense self-worth and competence about their life. I observed in my field placement at UMD by addressingShow MoreRelatedMy Internship At The University Of Mobile Essay880 Words   |  4 PagesDuring my internship at the University of Mobile, I have g rown as a person – not only on a personal level but on a professional level as well. My experience at the University of Mobile went beyond being a regular intern. My fellow co-workers made me part of the overall team – giving me a huge number of responsibilities and allowing me to use my creative skills. I. 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