Google Inc Essay Example | Topics and Well Written Essays - 250 words

Google Inc - Essay Example In other words, the Chinese clientele cannot access information that is deemed objectionable by the Chinese government. The major problems that Google faces are from US Justice Department, American legal department, its international clients and global forums like human right groups and free press. Its digression from its core mission and vision of ‘don’t be evil’ has adversely impacted its credibility and image in the international market. Google’s business strategy in China is seen as a support for repressive regime that is against human rights and freedom of people, including press. Brin, Page and Schmidt need to evolve new strategies to work in China so that their core business mission of providing full access to information is not compromised. While China is high potential business venue, the company must realize that its business strategy is fundamentally based on free access to information that true, well researched and comes from highly credible sources. In the long run, there are great chances of it getting boomeranged on its rest of the global market who would rather go in for organizations that promote common global causes and are stable in their principles and ideologies. If the negotiation for more freedom fails, they should remove their business from China and focus on other developing nations. Brynn Harris, Brynn and Ogilvy, Allison. (2007). Google: Entrance into the Chinese Market and Government Censorship. Eugene D. Fanning Center for Business Communication, Mendoza College of Business, University of Notre Dame. Case Study Competition

Women Rock Musician in History from the beginning in Unites States Essay

Women Rock Musician in History from the beginning in Unites States - Essay Example Rock and roll resulted from the convergence of rhythm, blues, and country musical genres plus a series of hi-tech developments, which creates an innovative market for the music. Blues are known to have developed from songs sung by African-Americans while working; they had originally been brought to the USA as slaves. While working at plantations, they used to communicate by means of â€Å"call and response,† fooling the plantation owners, saying that the music was happy though they actually used it to discuss issues about the owners; and just as rhythm and blues developed from blues, rock and roll developed from rhythm and blues (R&B). Among the great women that have made a contribution in the history rock and roll especially when it comes to playing instruments in bands or in singles included; Wanda Jackson (guitarist), Nancy Wilson (guitarist), Meg White (Pianist), Bonnie Rait (guitarist), and, other artists of today like Lady Gaga, who started playing the piano at a tender age and Taylor Swift who plays the guitar. Some of the technological advancements during the commencement of rock and roll in the 1940s included phonographs, which were initially bulky and could be damaged easily, so most people were tired of them, even though they were common. However, during the same time when rock and roll started, significant transformations were evident; the records that primarily played at 78 rpm (rounds per minute) were enhanced, and those that replaced them played at 33 and 45rpm, making them less bulky and easy to handle. American Rock (United States Rock) Women played key roles in the growth and development of the rock and roll genre, starting with early blues artists like Ma Rainey (Mother of the blues) and Bessie Smith (Vocalist from the black community), who were surprisingly the only women who recorded blues in the 1920’s, and Mother Maybelle Carter who recorded the first country music in 1927. These three plus other prominent women put on great effort towards establishing equality and basic human rights for the female gender emphasizing on the right to vote and working towards social justice (National Museum of Women Arts, 1). Moreover, other women involved in the campaign included; Ruth Brown and Lavern Baker (R&B singers), the famous rockabilly queen Wanda Jackson, Mahalia Jackson, Sister Rosetta Tharpe who mastered the guitar by the age of six, Memphis Minnie and Billie Holiday; some of who were talented and creative when it came to the different genres and were definitely trailblazers of rock and roll in the 50s. Significantly, as from 1950, rock and roll dominated most of the other music genres, making it a major force in American record sales, and crooners such as Patti Page found themselves pulled out of the pop charts due to the development and growth of rock and roll artists (Saatchi Gallery 1). Rock and roll bands and artists that dominated the pop charts during the 1950s included the Shirelles and the Supremes hence later on there were others like Janis Joplin, Grace Slick, Joni Mitchell, Carole King and Laura Nyro who ruled in the 1970s, setting a platform for the artists that are there today i.e. Carrie Underwood. Concomitantly, as rock and roll advanced, more divisions of it continued to emerge, such as surf music, which involved instrumental rock and roll, garage rock that was in the form of amateurish rock music, blues rock that often emulated jazz, folk rock that was identified with progressive or labor politics, and country rock that emulated country music. Others not so common were roots rock, psychedelic rock and southern rock, and by the 1970s there had been more such as progressive rock, glam rock, soft and hard rock (that are even common today), early

SIA Airlines Essay Example for Free

SIA Airlines Essay QUESTION:The industry analysis is necessary in the strategic marketing planning in order to identify the opportunities and threats in the competitive environment. Choose the airlines as an industry to apply the Michael Porters five forces model and discuss how one established airline like SIA should respond to the competitive environment, after analyzing the industry. SIA is internationally recognised as one of the worlds leading carriers. The company had recognised that in this highly competitive market, any advantage gained by one airline over others will be short-lived, and ideas that are new will become commonplace in a matter of months. As such, SIA noted the importance of having to always stay at the forefront both in service and technology. This strategy of SIA focuses primarily not on reducing costs, but on enhancing quality or service and preventing any customer problem from arising. SIA has succeeded most uniquely with this type of strategy in the airline industry, a strategy commonly employed in service businesses that command premium prices with high margins, businesses in which there are a high degree of repeat business, with word-of-mouth praise by customers as one of the most important marketing channel. Internally, three cost items account for half of SIAs operating cost: fuel, aircraft depreciation and wages. There is little that can be done with respect to fuel cost except for judicious hedging. As for aircraft cost, SIA is universally acknowledged as being second to none in securing the best prices and purchase terms from aircraft and engine manufacturers. That leaves wages. The airlines fixed wages amount to less than $800 million a year, roughly one tenth of total operating expenditure, a modest proportion indeed. Variable wages comprise the rest, consisting mainly of profit-based bonuses and crew allowances based on actual hours of flying by pilots and cabin attendants. The recent wage cuts were a result not of lavish recruitment or over-indulgent pay rises in the past, but of the cumulative damage wrought by terrorism, war and SARS, and the need to stay competitive as other carriers undergo major restructuring of their cost structures. Externally, the industry analysis has a direct effect on a companys strategic competitiveness and above-average returns. While companies, in this case, our very own SIA, cannot directly control the elements of the general environment, it can influence and will be influenced by factors in the airline industry and competitor environments. The intensity of competition in the airline industry and its profit potential are a function of Michael Porters five forces model of competition: the treats posed by new entrants, the power of suppliers, the power of buyers, product substitutes, and the intensity of rivalry among competitors. Studying these forces allows SIA to find a position in the airline industry where it can buffer itself from the power of the forces in order to increase its ability to earn above-average returns. Threats posed by new entrantsNew entrants to an industry typically bring to it new capacity, a desire to gain market share, and substantial resources (Wheelen and Hunger, 7th Ed, pg 61). New entrants to an industry can raise the level of intensity of the competitiveness among companies, thereby reducing its attractiveness. The threat of new entrants largely depends on the barriers to entry obstructions that make it difficult for a company to enter an industry (Wheelen and Hunger, 7th Ed, pg 62). High entry barriers exist in some industries (e.g. shipbuilding) whereas other industries are very easy to enter (e.g. estate agency, restaurants). Key barriers to entry include the need to gain economies of scale quickly, the need to gain technology, large capital and investment requirements, high customer switching costs, lack of access to industry distribution channels, the likelihood of retaliation from existing industry players, and potential saturation of the market. Despite all the numerous barriers to entry, new companies sometimes enter industries with higher quality products, lower prices and substantial marketing resources. It is the management strategists job to identify such threats from potential new competitors and to monitor the new rivals strategies, so as to counterattack as needed, and to capitalise on existing strengths and opportunities. Budget airlines such as Air Asia have been emerging in recent times which represent the emerging point-to-point budget model symbolized by Southwest, JetBlue, EasyGroup and RyanAir. With the economy still on its way to recovery, travellers are still reluctant to spend. The low carrier model works best in short-haul point-to-point market where price is extremely important and the deciding factor is price. The advantage of the low-cost model is that it fits well with current consumer demand as budget flights are cheap and offer more attractive deals to such travellers. One important factor for the emerging budget airline is that travellers main concern is to reach a destination. There is always a group of travellers with just this simple need to be satisfied. Those travellers have no need for in-flight or ground-level services. In face of growing competition, SIA would be launching their very own budget carrier called Tiger Airways. I believe that this is a good strategic move by SIA to tackle the threat from the new budget airlines that are entering the industry currently. Power of suppliersSuppliers are the businesses that supply materials other products into the industry (Wheelen and Hunger, 7th Ed, pg 64). Suppliers can affect an industry through their ability to raise prices or reduce quantity of supply. The cost of items bought from suppliers (e.g. raw materials, components) can have a significant impact on a companys profitability. The bargaining power of suppliers affects the intensity of competition in an industry especially when there are a large numbers of suppliers, when there are only a few good substitute raw materials, or when the cost of switching raw materials is costly. If suppliers have high bargaining power over a company, then in theory the companys industry is less attractive. Companies should pursue backward vertical integration to gain control or ownership of suppliers. This strategy is effective when suppliers are unreliable, too costly, or not capable of meeting a companys needs on  consistent basis. Companies can negotiate more favourably with suppliers when backward vertical integration is a commonly used strategy among rival companies in an industry. Boeing and Airbus dominate the whole airline industry because they are the two major suppliers of aircrafts. There are no satisfactory substitute products available to airline companies as aircrafts are the only form of commercial air transport. Airlines are not a significant customer group for the two suppliers because they can supply aircrafts to governments/military as well. Boeings and Airbuss aircrafts are critical to the airline companys marketplace success because aircrafts are the most important resource in the airline industry. This in turn leads to high bargaining power of Boeing and Airbus they can increase prices and reduce the quality of their aircrafts, without any retaliation by any airlines including SIA. However, another major supplier of SIA is Singapore Airport Terminal Services (SATS), which provides ground-handling and in-flight catering services at Changi Airport. It is a subsidiary of Singapore Airlines (SIA) and now has about 80 per cent market share. It is a fine example of vertical integration undertaken by SIA to gain ownership of supplies. SIA was also very successful with other airline-related companies such as SIA Engineering Company which are now large groups of companies based all over Asia, with profits around the $200 million level, a significant proportion contributed by associate companies. Power of buyersBuyers are the people or organisations that create demand in an industry (Wheelen and Hunger, 7th Ed, pg 64). When the buyers are concentrated or large, or buy in big volume, their bargaining power represents a force affecting the intensity of competition in an industry. Buyers affect an industry through their ability to force down prices, bargain for higher quality or more services, and play competitors against each other. The bargaining power of buyers is higher when the products being purchased are standard or undifferentiated. Whenever the bargaining power of buyer is substantial, rival companies may offer extended warranties or special services to gain customers loyalty. Air travellers and transportation companies purchase a large portion of the airline industrys total service. The sale of tickets to air travellers and cargo space to transportation companies account for a significant portion of the airline companys annual revenues. Buyer groups experience low switching costs as they can choose one airline company over another, depending on which offers better deals. When there are low switching costs, competitors can attract travellers through pricing and service offerings. As such, buyer groups have high buying bargaining power companies in the airline industry have to be more focused on the needs and desires of their customers in order to better serve and satisfy them. SIAs KrisFlyer gives its members more rewards and privilege that come with travelling so as to gain customer loyalty and to entice repeated sales. This is just one, but excellent, way of better serving and satisfying travellers who have considerable power. Product substitutesSubstitutes are products that appear to be different but can satisfy the same need as another product (Wheelen and Hunger, 7th Ed, pg 63). In many industries, companies are in close competition with producers of substitute products in other industries. For example, tea can be considered as a substitute for coffee. According to Porter, substitutes limit the potential returns of an industry by placing a ceiling on the prices companies in the industry can profitably charge (Wheelen and Hunger, 7th Ed, pg 64). In other words, it means that the presence of substitutes put a ceiling on the price to be charged before the consumers will switch to the substitute product. The presence of substitute products lowers the industry attractiveness and profitability because of the limited price levels. The competitive strength of substitutes is best measured by the market share those products obtain and those companies plans for increased capacity and market penetrationSubstitutes to aircrafts include sea and land transports which are much cheaper alternatives. However, they pose no serious threats to the airline company because air transport is still considered as the faster and most effective way to reach a destination. Nevertheless, with rapid advancements in technology, new and better modes of  transport may gradually emerge as better alternatives to aircrafts. In view of this, airlines such as SIA should keep developing strategies to differentiate itself along dimensions that travellers and transportation companies value, so as to reduce any substitutes attractiveness. The intensity of rivalry among competitorsThere are many airline companies in the industry. As a result, intense rivalries are common. The companies are generally aware of competitors actions, often choosing to respond to them. Due to the 911 incident and SARS, the airline industry has been experiencing slow growth which makes rivalry even more intense as companies battle to increase their market shares by attracting competitors customersSome airline companies are viewed as having few differentiated features or capabilities. Rivalry intensifies when a number of airline companies offer the same level of service. In view of this, travellers will then make the decision based on price. What SIA can do to counter the intense rivalry is to take competitive actions and competitive responses in efforts to be successful. The most important thing is of course to differentiate itself from competitors offerings in ways that travellers and transportation companies value and in which SIA has a competitive advantage. ConclusionAs can be seen from the above industry analysis, with threats posed by budget airlines; high bargaining power of Boeing and Airbus; high bargaining power of air travellers and transportation companies; and lastly, intense rivalry among competitors in the airline industry; SIA has to continuously improve itself in order to stay competitive in the airline industry. In fact, the company is doing that very well. It has been fast in reacting to the changes in the industry environment, as evident from their current strategies of introducing a budget airline, cutting costs, focusing attention on business class travellers and implementing long haul flights. Following such moves, will SIA then be able to continue staying ahead of competitors and be ensured of its position as one of the worlds leading carriers for many years to come? The answer remains to be seen. References Thomas L. Wheelen and J David Hunger (2000) Strategic Management And Business Policy 7th Edition Prentice Hall InternationalFred R. David (2001), Strategic Management Concepts And Cases 8th Edition. Prentice Hall InternationalMary Coulter and Stephens P. Robbins (1999) Management 6thEdition, Prentice Hall InternationalJ. David Hunger and Thomas L. Wheelen (2003) Essentials of strategic management, Prentice Hall InternationalCharles W.L. Hill and Gareth R. Jones (2002) Strategic management : an integrated approach 2nd Edition, Houghton MifflinPhilip Kotler (2003) Marketing Management 11th Edition, Prentice Hall International

Factors Affecting Participation with Sustainability

Factors Affecting Participation with Sustainability Participation is an essential component of development and the degree of participation in development programs is a key determinant of success or failure. According to Bagherian et al. (2009) the activites and factors which contribute with success of particiption still unkown and remind a mystery. But some researchers and scholars studied peoples participation and affecting factors in development projects they found some key factors which affect people’s participation. There are a variety of factors affecting local participation in development programmes and projects such as economic, political, legislative, administrative, socio-cultural, and geographical factors. Furthermore, isolation and scattered habitat of the poor people; work load, especially for women, weak health condition, low level of education and exposure to non local information, weak leaders and lack of know-how to move in this direction in order to promote their interests. (Heck, 2003;Cohen Uphoff, 1980; UNDP , 2007; Oakley, 1991). Heck (2003) added some factors and constraints of implementing and support agencies: centralized planning, decision making and implementation, lack of skilled staff to promote participation and pressure from the side of implementing institution and supporting organizations to produce visible results quickly. Economic factors: Mohammad (2010) asserts that economic factors extremely affects peoples participation, which they are bound to live and adjusted. He added that socially poor, minorities and underprivileged communities rarely asked for participation in government lead programs and projects. For the best result, it could be crucial to consider and engage individuals and minorities from different levels in the leadership structure of the community. As Wall et al. (2005) cited that â€Å"Leaders must make every effort to recruit and involve people of both racial and ethnic diversity and with lower socioeconomic status as their interests and concerns should not be ignored† (155). Political factors: Political factors affect peoples participation in different ways. One of the main causes of apathetic situation of people participation in developing countries is political obstacle. Samad (2002) explained that beside of the socioeconomic stance, political background of stakeholders has been an influential factor in the form of participation consequence. He added that those stakeholders, who are politically, socially and economically dominate, for their own interest may frustrate the participation of others (cited in Mohammad, 2010). Heck (2003) stated that in number of countries the rural and urban elites influence the political and administrative structures to turn the policies in their favor. Socio-cultural factors: In some communities, culture directly affects people participation in development projects. Afghan community is one of them, which culture is a big challenge for minorities especially women’ participation. Likewise, Cohen and Uphoff (1980) hinted in their compressive model of people’s participation in rural development that culture is one of three big challenges which affect people’s participation in development initiatives. Beyond all these factors in some cases, people do not want to participate in development projects. For more effective participation some practical steps are very important which include: demanded-led idea for project or program, ensuring that the design is thought of as an investment in a successful outcome and thus given adequate time and other resources, the design incorporates specific activities and resources needed to implement participatory strategies, distinctly specifying the target group who and which groups to be participated and who will benefit, defining the type and level of participation to be achieved and selecting skilled team in participatory approaches (AusAID, 2010). Brahmi and Thakur (2011) undertook a study to find socio-economicfactors which affecting peoples participation in the Hariyali project in Himachal Pardesh, India. For study data were collected from 71 people who were involved in the project and 428 farmers through survey. The study findings showed total 22 factors noticed by respondents which affects people’s participation from these 22 factors 18 were socio-economic factors. The key factors were: lack of awareness about programmes, poor economic conditions, illiteracy, lack of faith in government programmes, village politics, subsidy culture, lack of exposure visits, low interest in money contribution, lack of demonstration and transparency. About 90 percent of the respondents perceived that lack of awareness (i.e. Knowledge of project concepts, objectives and their benefits, guidelines and responsibilities of the user group) were the most challenging factors. The study also revealed some program related factors such as lack of entry point activities, lack of flexibility in expenditure according to field conditions, variation in wage payments and lack of provision of advance payments. Similarly, Nxumalo and Oladele (2013) examined factors affecting farmers’ participation in agricultural program in Zululand district, South Africa. Three municipalities and 90 people were randomly selected. Data were collected through structured questionnaire, frequency count, percentages and the probit regression model were used for analysis. The study showed that farmers were inclined to participation, but luck of fund, unavailability of land, limited resources were major factors for participation. Bagherian et al. (2009) conducted a study to trace the factors which influencing local people’s participation in Watershed Management Programs (WMP) in Iran. Two hundred respondents were questioned through personal interview, correlation and multiple regression were employed for data analyses. The finding demonstrated that the level of people participation was moderate. Regression findings showed five factors had impact on the level of participation of people in this program. These factors were: level of people’s satisfaction of prior programs, people’s attitude toward WMP, people’s knowledge of WMP, their monthly income from alternative occupation and their expectations of WMP. Despite of many problems in Afghanistan two main obstacles have been encountered by National Solidarity Program (NSP) which highly effects people’s participation. First, security problems, due to ongoing conflict in some parts of the country, it has been difficult to contract facilitating people’s participation in such areas has been in danger. This has resulted in a slow pace of programme implementation. Second, local governments and elite of communities, in some regions have interfered in development projects which have brought obstacles for people’s participation (NSP, 2010). Dufour and Antezar (2003) carried out a research to analyze participation and consultation of affected populationin Nahrin district, Baghlan, Afghanistan. Data were collected from the local population, Afghan aid workers, international aid workers and the Afghan interim authorities. For data collection different tools were used such as interview with formal and informal focus groups, visits, participation in meetings, and review of secondary sources. The study showed some contextual factors, for instance security, geography, social characteristics, cultural factors and interference of local power holders. The key factors which affect sustainability have been grouped under nine main headings, namely: partner government and donor policies, local participation and ownership, management and organization, finance, awareness and training, technology, socio-culture, environment and external political and economical factors (AusAID, 2000). Sahee foundation[1](2008) conducted a study to find sustainability of rural development projects in Swaziland. Fifty six rural development projects were surveyed correlation had been tested, used the Kruskal-Wallis test and the Kendall Rank correlation. The findings revealed that the project is not an effortless way to earn wealth with little effort and input. People awareness about their responsibilities, working of knowledgeable persons hand to hand with other members of the project for achieving the common aim likely lead projects to sustainability. Furthermore, the study showed that cooperation between implementing NGOs, beneficiaries and local authorities were mostly satisfactory or even good. Despite of these positive points achieving stable membership was one of the big difficulties in most of the projects. In most cases the membership shrank until a small core group remained. Some projects ended because NGOs had stopped visiting projects after completion due to lack of fund a nd the beneficiaries had no possibility to improve their skills and develop their project. [1] Sahee: Sustainability for Agriculture, Health, Education and Environment (2008)

Case Analysis Essay examples -- Business, IBM

Introduction IBM provides services, software, and systems to clients across throughout the world. During the transformation to a global corporate enterprise, IBM maintained its core values and principles. As a leader in the industries in which it serves, IBM entered its second century in business dedicated to its culture of fairness and corporate citizenship. IBM utilizes a consistent approach to technology and innovation, and has a positive impact on the communities in which it operates. IBM is passionate about social responsibility, interested in making a positive change in society, and is making a profound difference throughout the world on global issues such as AIDS, cancer, education, and hunger (Kanter, 2011). Why is IBM interested in creating â€Å"even bigger change† in society? Organizations of today are experiencing increased pressure from government, employees, and competitors to take an active role in environmental, social, and government issues on topics from climate change and many more, in their supply chain. To address these concerns organizations have developed corporate social responsibility and sustainability initiatives. These efforts are necessary to sustain a long-term ability to create shareholder value, while providing critical benefits to society (Bonini, Koller, & Mirvis, 2009). Effective organizations fully understand the global communities in which they exist and do business. Acquiring this knowledge requires a deeper level of engagement and comprehensive interaction with public, private, and voluntary institutions within community. As a progressive organization, IBM realizes there is a close link between its core values and sustainability and its strategy and purpose. Its corporate... ... IBM understands that community and business must be one for mutual benefit and long-term success. Effective corporate citizenship is a by-product of engaging corporate values to that of its people, which will be more meaningful and longer lasting in the end. References Bonini, S., Koller, T. M., & Mirvis, P. H. (2009). Valuing social responsibility programs. Mckinsey Quarterly, (4), 65-73. Kanter, R. M. (2009). IBM in the 21st Century: The coming of the globally integrated enterprise, Harvard Business School Kanter, R. M. (2011). IBM’s Values and corporate citizenship. Harvard Business School. Retrieved from http://hbr.org/product/ibm-values-and-corporate-citizenship/an/308106-PDF-ENG Ofori, D. F., & Sokro, E. (2010). Examining the Impact of Organisational Values on Corporate Performance in Selected Ghanaian. Global Management Journal, 2(1), 52-65.

Henry VI and the Wars of the Roses Essay -- The Wars of the Roses Essa

From his fifteen year minority to the inept rule of the rest of his reign, Henry VI was a "child", at least as far as governing ability was concerned. The period of his minority and the time that he was the titular king laid the groundwork for the Wars of the Roses. Had Henry been an intelligent king, with at least some political acumen, and the ability to win the respect of his nobles, their may have never been any Wars of the Roses. But his weakness in allowing government by favorites and governing foolishly on his own, at the very least directed his country down the road to a bloody civil war. Henry VI was born on December 6, 1421, and became king of England on September 1, 1422. Problems began almost immediately, though these problems were not seen as such at the time. First, the power of the monarch, instead of being entrusted to one man, was given to a council of magnates. Though it is likely that Henry V included a clause in his will appointing his brother, the Duke of Gloucester, regent, nobles whose powers had been curtailed by Henry V seized the opportunity to regain their lost power. They claimed the precedent of Richard II's minority (Storey, 30) to support their actions. Though the council did rule fairly on the whole, it created a problem. Later in Henry VI's reign, factions ruled the government and the monarch suffered from a lack of cohesive central authority. Nobles who had taken power were reluctant to give it back, causing a spreading out of the king's pwer. Henry's powers as monarch were not kept whole and in trust for him (Storey, 30) so that even had he been a strong king, it would have been difficult for him to control the situations that were to occur. One immediate effect of the council system was to ke... ...families siding for and against the king. Had Henry understood politics, he would not have agreed to ceding Anjou and Maine. If he had known how to govern, he would not have revealed the weakness of his government by handing out pardons to every hard-luck story he heard. In short, had Henry VI even an inkling of how to rule, the Wars of the Roses would not have happened. Works Cited Gillingham, John The Wars of the Roses, Louisiana State University Press, Baton Rouge, 1981. Smith, Lacey Baldwin, This Realm of England, D.C.Heath & Company, Lexington, Massachusetts, 1992. Storey, R.I. The End of the House of Lancaster, Stein & Day Publishers, New York, 1967. Works Consulted Gormley, Larry. â€Å"Wars of the Roses: Battles of the Roses.† n.d. Web. 23 Jan. 2010. Hicks, Michael. The War of the Roses 1455-1487. New York: Routledge, 2003. Print.

Ethical Decisions Essay

The purpose of this paper is to demonstrate how a salesman, Joe Smith, uses the common good approach to make an ethical decision in making a possible uniform sale between UWEAR and Peninsula Hotels, Bill Batesman, CEO. Joe Smith has been reprimanded the year before when he signed the contract with Peninsula Hotels because the price he offered was so low. He has to bid so low because his competitor THREADS4U was a very shrewd bidder (Virtual Classroom-CTUO). This year the competitor, THREADS4U has offered Bill Batesman a 10% less bid than Joe Smith, UWEAR. Bill and Joe have also gained a personal friendship as they have done business with each other. Bill is considering to take the discounted bid with THREADS4U and Joe is desperate to save the contract with Peninsula Hotels. The contract with Peninsula Hotels is over 50% of Joe’s sale’s territory. He needs to gain approval from the management team with UWEAR to discuss the negotiations allowed (Virtual Classroom-CTUO). Who are the stakeholders in this situation? Stakeholders are those individuals, group or organization that has interest or concern in an organization. They can affect or be affected by the organization’s actions, objectives and policies. Not all stakeholders are equal. A company’s customers are entitled to fair trading practices, but they are not entitled to some consideration as the company’s employees (Business Dictionary, 2013). The stakeholders involved within this sales contract between Joe Smith and Bill Batesman are Joe Smith, salesman, management team, and employees of UWEAR. What are the responsibilities of each stakeholder to the company? Joe’s responsibility as a sales person is to secure business which adds to the company’s viability. The management team is to take the income for the business and insure profitability so employees can be retained and for shareholders to receive dividends (Clawson 2012). Employees have the responsibility of completing tasks assigned to insure quality and viability for the company. Four ethical responsibilities for each stakeholder. Joe’s ethical responsibility is to represent the company with a professional and ethical attitude. He is to make an ethical business decision based on the common good for viability of the company. He should use the common good ethical theory as a basis for all a sales decisions, as each sale affects the entire community of the UWEAR. He has a responsibility to share all necessary items that could factor the sale in a positive or negative manner (MUSE, 2010). The management team of UWEAR has the responsibility to organize the policies for all ethical decisions made by all employees. They should set projections to meet budgeted revenues to run the company. They are responsible to control expenditures for the company to reach projected profit (Watkins and MUSE). The management team has an ethical decision to work to peak performance to meet the ethical goals for the company. The employees are responsible for completing the task assigned to see that the company is profitable. They are to meet their job description according to the company’s standards. They are to represent the company with a professional and ethical attitude, as well. Employees need to realize all they do is for the common good of the company. Responses of Stakeholders Each stakeholder should respond with keeping the common good theory as a focus to obtain the goals as a team. Joe needs to understand ethics are about making choices that may not always feel good or seem like they benefit you, but are the right choices to make. They are the choices that are examples of model citizens and examples of the golden rules (Curry). His decision involves the entire business of UWEAR as all employees are looking at possible cuts and layoffs due to economic strains after a merger between UWEAR and PALEDENIM. The management team should respond as having the main focus of making profit for the company to meet the day to day expenses needed to run the company. As the employees should be concern by making sure the tasks assigned to make the product/items sold by UWEAR is presentable with quality for Joe to sale, as well as, the customer service provided after the sales contract is obtained. Joe’s proposal and support for proposalJoe needs to propose to the management team after merging with PALEDENIM there are additional items of a different quality he could offer to Peninsula Hotels and still be able to offer a reasonable quote. He needs to support his proposal by showing a list of additional items compared to last year’s contract UWEAR now offers at a lower cost, but feels Bill Batesman would be satisfied with the quality of uniform and product. He can inform them he has spent quality amount of time getting to know Bill since the contract is 50% part of his sales region. Spending this quality time with him has opened opportunities to discuss items further and you feel Bill would see the items as a positive means to and could show him how he could save. He could also, look at the turn-around-time of how the time of purchase compared to competitors meeting the same time of delivery, etc. Joe needs to demonstrate how a lower price could open other doors for new business which would could mean he would expand just by making an offer to Peninsula Hotels. Conclusion Joe, the management team, and employees of UWEAR need to build a program in how to deliver a common good as a team using ethical decisions. Each member of UWEAR needs to be aware of the policies of the company and meet the requirements within each department so profit can be the main goal for the company. If all parties have the common goal of profitability, in reality means quality of product and service, as well, even though it is managed by the management team Joe could obtain sales beyond Peninsula Hotels. Peninsula Hotels may be offered a lower price, but could mean Joe Smith needs to obtain additional clients to meet the profit goal set by management of UWEAR. The new merger could be what the public is looking for, but the company needs to have a reputable client to build a quality reputation for UWEAR. References Business Dictionary, 2013. http://www.businessdictionary.com/definition/stakeholder.html. Web Finance, Inc. Clawson, James G. (2012). Level three leadership: getting below the surface. (5th ed.). One Lake Street, Upper Saddle River, New Jersey: Pearson Education, Inc. Curry, Myron. Business Ethics Article: Ethics in the Workplace. http://www.business-arketing.com/article-businessethics.php My Unique Student Experience, M.U.S.E. (2010). Theories and Ethics. Approaches to Ethical Decision Making. Colorado Technical University Online. https://campus.ctuonline.edu/ courses/INTD670-X/p1/hub1/9206.pdf. Career Education Corporation. My Unique Student Experience, M.U.S.E. (2010). Theories and Ethics. Manager as a Leader. Colorado Technical University Online. https://campus.ctuonline.edu/courses/INTD670-X/p1/hub1/9206.pdf. Career Education Corporation. Virtual Classroom, 2013. INTD670-1303B-03, Leadership and Ethical Decision Making. Dr. Edward Goold. Colorado Technical University Online. Watkins, Michael D. (2009). Harvard Business Review: How Managers Become Leaders. June, 2012. Vol. 90 (6). pp 64-72.