Gender Inequality-Charlotte Gilman Janet Chafetz

Gender Inequality Charlotte P. Gilman amp; Janet Chafetz Gender Inequality Gender Inequality is when men and women are separated by the belief that one gender is superior to the other in forms that deny full participation or restrictions to one’s ability to live an equal life. Ever since the dawn of time there has been one gender superior to the other and to this day there are still gender differences in the political, economical and physical life of a male versus a female. Charlotte Perkins Gilman is one theorist that I chose to help explain this trend of males having power over women. Gilman was an evolutionist theorist; her point of view helps me explain how gender inequality came about and how women are viewed during the late†¦show more content†¦Gilman would propose that this would fall under her gynaecocentric theory where men were too powerful and women were slowly moved from the productive sphere and were exploited. Chafetz proposes that these women were in the meso level of her coercive structure. Women held positions such as nurse s to help aid the men, while there was no chance of them advancing or even getting paid. This was also based on an unintentional change because men were out at war and so women were left to take over some positions to fill the gaps. In the 1900’s everything began to change for women. Men went to fight at WWI so their positions as airplane and automotive mechanics, truck drivers and police officers had to be replenished (Women, 2010). Women were also discouraged from taking jobs from men. Some states even forbid Image source: http://school.discoveryeducation.com women to work but many had to support their family some way so they worked despite the low wages and horrible conditions (Women, 2010). The Ziegfield Image source:silverscreenmodiste.comsilverscreenmodiste.comsilverscreenmodiste.com Follies were women who had to be a certain size and look a certain way to be able to perform (work). The different changes since the beginning of time justify Gilman’s theory of evolution. The economy during this time period has change so much that these women had to do what was in their best interest and work regardless ofShow MoreRelatedFeminist Theory2762 Words   |  12 Pagesto achieve them. For nearly one hundred and fifty years, women have fought for equality and been oppressed by men, and no matter what they do, they will never be considered equals (Hughes, 2002:161). Feminism focuses on the relations between genders and how both male and female become classified as distinct groups rather than a team united as one. The preceding was what feminists and historians want us believe, however, this is not always the case and quite possibly, it has never been the

Lean Six Sigma in Hrm Free Essays

string(92) " unique event dependent on so many changing conditions, which cannot be reproduced exactly\." 1 Lean Six Sigma in the Service Industry Alessandro Laureani University of Strathclyde United Kingdom 1. Introduction The business improvement methodology known as Lean Six Sigma is rooted in the manufacturing industry, where it developed over the past few decades, reaching widespread adoption worldwide. However, according to the World Economic Outlook Database, published in April 2011, by the International Monetary Fund (IMF, 2011), the distribution of PPP (Purchase Power Parity) GDP, in 2010, among various industry sectors in the main worldwide economies, reflected a decline in the industrial sector, with the service sector now representing three-quarters of the US economy and more than half of the European economies. We will write a custom essay sample on Lean Six Sigma in Hrm or any similar topic only for you Order Now PPP GDP 2010 Agriculture Industry Service European Union 5. 7% 30. 7% 63. 6% United States 1. 2% 22. 2% 76. 7% China . 6% 46. 8% 43. 6% India 16. 1% 28. 6% 55. 3% Table 1. PPP GDP Sector Comparison 2010. In light of the increasing importance of the service sector, the objective of this chapter is to discuss whether the business improvement methodology known as Lean Six Sigma is applicable to the service industry as well, and illustrate some case study applications. 2. What is Lean Six Sigma? Lean Six Sigma is a business improvement methodology that aims to maximize shareholders’ value by improving quality, speed, customer satisfaction, and costs. It achieves this by merging tools and principles from both Lean and Six Sigma. It has been widely adopted widely in manufacturing and service industries, and its success in some famous organizations (e. g. GE and Motorola) has created a copycat phenomenon, with many organizations across the world willing to replicate the success. www. intechopen. com 4 Advanced Topics in Applied Operations Management Lean and Six Sigma have followed independent paths since the 1980s, when the terms were first hard-coded and defined.  Control Key and Word – Text and Graphics. The first applications of Lean were recorded in the Michigan plants of Ford in 1913, and were then developed to perfection in Japan (within the Toyota Production System), while Six Sigma saw the light in the United States (within the Motorola Research Centre). Lean is a process-improvement methodology, used to deliver products and services better, faster, and at a lower cost. Womack and Jones (1996) defined it as: †¦ a way to specify value, line up value-creating actions in the best sequence, conduct those activities without interruption whenever someone requests them, and perform them more and more effectively. In short, lean thinking is lean because it provides a way to do more and more with less and less—less human effort, less human equipment, less time, and less space—while coming closer and closer to providing customers with exactly what they want. (Womack and Jones, 1996:p. ) Six Sigma is a data-driven process improvement methodology used to achieve stable and predictable process results, reducing process variation and defects. Snee (1999) defined it as: ‘a business strategy that seeks to identify and eliminate causes of errors or defects or failures in business processes by focusing on outputs that are critical to customers’. While both Lean and Six Sigma have been used for many years, they were not integrated until the late 1990s and early 2000s (George, 2002; George, 2003). Today, Lean Six Sigma is recognized as: ‘a business strategy and methodology that increases process performance resulting in enhanced customer satisfaction and improved bottom line results’ (Snee, 2010). Lean Six Sigma uses tools from both toolboxes, in order to get the best from the two methodologies, increasing speed while also increasing accuracy. The benefits of Lean Six Sigma in the industrial world (both in manufacturing and services) have been highlighted extensively in the literature and include the following: 1. 2. 3. 4. 5. 6. Ensuring services/products conform to what the customer needs (‘voice of the customer’). Removing non-value adding steps (waste) in critical business processes. Reducing the cost of poor quality. Reducing the incidence of defective products/transactions. Shortening the cycle time. Delivering the correct product/service at the right time in the right place. Antony, 2005a; Antony, 2005b) Examples of real benefits in various sectors are illustrated in Table 2. One of the key aspects differentiating Lean Six Sigma from previous quality initiatives is the organization and structure of the quality implementation functions. In quality initiatives prior to Lean Six Sigma, the management of quality was relegated largely to the production floor and/or, in larger organizations, to some statisticians in the quality depart ment. Instead, Lean Six Sigma introduces a formal organizational infrastructure for different quality implementation roles, borrowing terminology from the world of martial arts to define hierarchy and career paths (Snee, 2004; Antony, Kumar Madu, 2005c; Antony, Kumar Tiwarid, 2005d; Pande, Neuman Cavanagh, 2000; Harry Schroeder, 1999; Adams, Gupta Wilson, 2003). www. intechopen. com Lean Six Sigma in the Service Industry 5 Table 2. Benefits of Six Sigma in Service Organizations (Antony, Kumar Cho, 2007). 3. Lean Six Sigma and the service industry The service industry has its own special characteristics, which differentiate it from manufacturing and make it harder to apply Lean Six Sigma tools, which can be summarized in the following main areas (Kotler, 1997; Regan 1963; Zeithmal, Parasur and Berry 1985): Intangibility: Although services can be consumed and perceived, they cannot be measured easily and objectively, like manufacturing products. An objective measurement is a critical aspect of Six Sigma, which requires data-driven decisions to eliminate defects and reduce variation. The lack of objective metrics is usually addressed in service organizations through the use of proxy metrics (e. g. customer survey). Perishability: Services cannot be inventoried, but are instead delivered simultaneously in response to the demand for them. As a consequence, services processes contain far too much ‘work-in-process’ and work can spend more than 90% of its time waiting to be executed (George, 2003). Inseparability: Delivery and consumption of service is simultaneous. This adds complexity to service processes, unknown to manufacturing. Having customers waiting in line or on the phone involves some emotional management, not present in a manufacturing process. Variability: Each service is a unique event dependent on so many changing conditions, which cannot be reproduced exactly. You read "Lean Six Sigma in Hrm" in category "Papers" As a result of this, the variability in service processes is much higher than in manufacturing processes, leading to very different customer experiences. www. intechopen. com 6 Advanced Topics in Applied Operations Management Owing to these inherent differences, it has been harder for service organizations, such as financial companies, health-care providers, retail and hospitality organizations, to apply Lean Six Sigma to their own reality. However, there are also great opportunities in the service organizations (George 2003): – – Empirical data has shown the cost of services are inflated by 30–80% of waste. Service functions have little or no history of using data to make decisions. It is often difficult to retrieve data and many key decision-makers may not be as ‘numerically literate’ as some of their manufacturing counterparts. Approximately 30–50% of the cost in a service organization is caused by costs related to slow speed, or carrying out work again to satisfy customer needs. In the last few years, successful applications in service organizations have come to fruition and we will illustrate three possible applications: in a call centre, in human resources, and finally in a healthcare provider. 4. Case study 1: Lean Six Sigma in a call centre (Laureani et al, 2010a) The two major types of call centres are outbound centres and inbound centres. The most common are inbound call centre operations. Almost everyone in their daily life has had to call one of those centres for a variety of reasons. Outbound centres are used more in areas such as marketing, sales and credit collection. In these instances, it is the call centre operators who establish contact with the user. Although there are some differences between outbound and inbound call centres, they each have certain potential benefits and challenges, with regard to the implementation of Lean Six Sigma. Benefits Some of the benefits that Lean Six Sigma can deliver in a call centre are (Jacowski, 2008; Gettys, 2009): . 2. 3. 4. 5. Streamlining the operations of the call centre: Lean strategy helps in eliminating waste and other non-value added activities from the process. Decreasing the number of lost calls: Six Sigma’s root-cause analysis and hypothesistesting techniques can assist in determining how much time to spend on different type of calls, thus providing a guide to the operators. Better use of resources (both hu man resources and technology), thus leading to a reduction in the cost of running such centres. Unveiling the ‘hidden factory’: establishing the root causes of why customers call in the first place can help in uncovering trouble further along the process, providing benefits that go further than the call centre itself, improving customer service and support. Reducing employee turnover: call centres are usually characterized by high employee turnover, owing to the highly stressful work environment. A more streamlined operation would assist in reducing operators’ stress, particularly in an inbound centre. Challenges Specific challenges of applying Lean Six Sigma in a call centre environment (Piercy Rich, 2009): www. intechopen. com 7 Lean Six Sigma in the Service Industry 1. 2. 3. The relentless pace of the activity (often 24/7) makes it more difficult for key staff to find the time to become involved in projects and Lean Six Sigma training. The realization of an appropriate measurement system analysis (MSA) (Wheeler Lyday, 1990) is difficult because of the inherent subjectivity and interpretation of some call types, failing reproducibility tests of different call centre operators. High employee turnover, that normally characterizes call centres, makes it more difficult for the programme to remain in the organization. Strengths Weaknesses ? ? Root cause analysis can determine major reasons for customers’ calls, helping to unveil problems further along the value stream map of the company Lean Six Sigma deployment requires significant investment in training, that may be difficult from a time perspective in a fastpaced environment such as a call centre Opportunities Threats ? ? ? ? ? Decrease number of lost calls Reduce waiting time for calls in the queue Improve employee productivity (i. . number of calls dealt with by the hour) ? Lack of metrics Lack of support from process owner Preconceived ideas Table 3. SWOT Analysis for the Use of Lean Six Sigma in a Call Centre. Overall, the opportunities far outweigh the challenges. Call centres nowadays are more than just operations: they are the first, and sometimes a unique, point of contact that a company may h ave with its customers. Their efficient and effective running, and their timely resolution of customers’ queries, all go a long way to establishing the company’s brand and image. Project selection is a critical component of success. Not all projects may be suitable candidates for the application of Lean Six Sigma, and this needs to be kept in mind in assessing the operation of a call centre. Also, different tools and techniques may be more suited to a specific project, depending on the nature and characteristics of the process it is trying to address. Projects that better lend themselves to Lean Six Sigma share, inter alia, the following characteristics: ? The focus of the project is on a process that is either not in statistical control (unstable) or outside customer specifications (incapable). As already mentioned in the introduction, Six Sigma techniques focus on reducing the variation in a process, making them the ideal tools for tackling an incapable but stable process, whereas Lean tools focus more on the elimination of waste and would be the first port of call for streamlining an unstable process. Priority should be given to unstable processes, using Lean tools to eliminate the waste and simplify the process. Once it has stabilized, more advanced statistical tools from the Six Sigma toolbox, can be used to reduce variation and make the process capable. ww. intechopen. com 8 ? ? ? Advanced Topics in Applied Operations Management The root reason(s) for this has not been identified yet. It is important to start work on the project with an open mind and without any prejudice. Data and hard facts should guide the project along its path. Quantitative metrics of the process are available. A lack of measures and failing to realize a complete measurement system analysis (MSA) (Wheeler Lyday, 1990) can seriously jeopardize any improvement effort. The process owner is supportive and willing to provide data and resources. This is critical for the ongoing success of the project; the process owner’s role is discussed in detail in the Control Phase section. Potential areas of focus for Six Sigma projects in call centres (Gettys, 2009): ? ? ? ? Lost call ratio out of total calls for an inbound call centre; Customer waiting/holding times for an inbound call centre; First-call resolution; Calls back inflating call volumes. Call centres are increasingly important for many businesses and are struggling consistently with the pressure of delivering a better service at a lower cost. Lean Six Sigma can improve the operation of a call centre through an increase in first-call resolution (that reduces the failure created by failing to answer the query in the first place), a reduction in call centre operator turnover (leveraging on training and experience), and streamlining the underlying processes, eliminating unnecessary operations. Given the large scale of many call-centre operations, even a relatively small improvement in the sigma value of the process can dramatically reduce the defect rate, increase customer satisfaction and deliver financial benefits to the bottom line (Rosenberg, 2005). By focusing on eliminating waste, identifying the real value-adding activities and using the DMAIC tools for problem-solving, it is possible to achieve significant improvements in the cost and customer service provided (Swank, 2003). 5. Case study 2: Lean Six Sigma in HR administration (Laureani Antony, 2010b) In the late 1980s, when Motorola implemented Six Sigma originally, obtaining astonishing results, the company was then faced with the dilemma of how to reward its employees for these successes (Gupta, 2005). This was the first time Six Sigma and HR practices came into contact, and a more accurate definition of HR practices was needed. If, in the past, the term HR was related only to administrative functions (e. g. payroll, timekeeping, etc. ), the term has increased substantially, in the last few decades, to include the acquisition and application of skills and strategies to maximize the return on investment from an organization’s human capital (Milmore et al, 2007). HR management is the strategic approach to the management of all people that contribute to the achievement of the objectives of the business (Armstrong, 2006). As such it includes, but it is not limited to, personnel administration. In effect it includes all steps where an employee and an organization come into contact, with the potential of adding value to the organization (Ulrich, 1996). www. intechopen. com Lean Six Sigma in the Service Industry 9 As such, and merging terminology from Lean and HR, we define the following seven points as the Human Capital Value Stream Map: 1. 2. 3. 4. 5. 6. 7. Attraction Selection Orientation (or induction) Reward Development Management Separation Fig. 1. Human Capital Value Stream Map. The Human Capital Value Stream Map is a Lean technique that identifies the flow of information or material required in delivering a product or service to a customer (Womack Jones, 1996). Human capital is the accumulated skills and experience of the human force in an organization (Becker, 1993). The Human Capital Value Stream Map is the flow of human capital required for an organization to deliver its products or service to customers; the objectives of which are briefly described below: ? ? ? ? ? ? ? Attract: to establish a proper employer’s brand that attracts the right calibre of individual. Select: to select the best possible candidate for the job. Orient: to ensure new employees are properly trained and integrated into the organization. Reward: to ensure compensation packages are appropriate and in line with the market. Develop: to distinguish talent and ensure career progression. Manage: to supervise and administer the day-to-day jobs. Separation: to track reasons for voluntary leavers and maintain a constructive relationship. It is possible to apply Lean Six Sigma tools to each step of the Human Capital Value Stream Map, in order to eliminate waste in the HR process Wyper Harrison, 2000). For each step in the Human Capital Value Stream Map it is necessary to establish proper quantitative metrics that allow objective assessment and control of the process step (Sullivan, 2003). This makes use of the more quantitative statistical tools from the Six Sigma toolbox possible. Establishing HR metrics can be controversial, with different parts of the organization having diff erent objectives (Jamrog Overholt, 2005), but the answer to these simple questions may help to focus on the real value each step can provide. 1. 2. 3. What is the expected deliverable of the step? What are the relevant metrics and key performance indicators of the step? What are the opportunities for defects in the step? www. intechopen. com 10 Advanced Topics in Applied Operations Management For recruitment, for example, the answers to the above questions may be as follows. 1. 2. 3. Hire, in the shortest possible time, new members of staff to fulfil a certain job. The number of days to fill a vacancy (also define the acceptable norm for the organization). Any job remaining vacant for longer than the acceptable norm. Similar thought processes can be performed for other steps: having set metrics for each step of the Human Capital Value Stream Map, an organization is now in the position to apply Six Sigma DMAIC to it. Six Sigma can be used to improve administrative processes, such as HR processes. Implementing the Six Sigma DMAIC breakthrough methodology in HR follows the same path as implementing it in any other part of the organization. However, there are some specific key learning points and challenges for the HR area, such as: ? ? ? Difficulty in establishing an appropriate measurement system analysis and metrics; Data collection can be extremely difficult, as the project team is dealing with very sensitive issues; and Difficulty in performing any pilot or design of experiment. Any of these is going to impact on the behaviour of staff, making it difficult to measure its results accurately. As a result, projects may last longer than the standard four to six months and the wider use of tools such as brainstorming and ‘Kaizen’ workshops with domain experts may be necessary (Lee et al, 2008). Examples of potential Six Sigma projects in the HR function are: ? ? ? ? ? ? reduction of employees’ turnover reduction in time and cost to hire a new employee reduction in training costs reduction in cost of managing employees’ separation reduction in administrative defects (payroll, benefits, sick pay, etc. ) reduction in queries from the employee population to the HR department. Every area of an organization needs to perform better, faster and more cheaply, to keep the company ahead of the competition, and be able to satisfy ever-increasing customer expectations. HR is no exception: more cost-effective and streamlined HR processes will create value for the organization, instead of just being a support act for management (Gupta, 2005). 6. Case study 3: Lean Six Sigma in health-care delivery Health care is a complex business, having to balance continuously the need for medical care and attention to financial data. It offers pocket of excellence, with outstanding advances in technology and treatment, together with inefficiencies and errors (Taner et al, 2007). Everywhere in the world, the financial pressures on health care have increased steadily in the last decade. While an ageing population and technological investments are often cited as culprits for these financial pressures, unnecessary operational inefficiency is another source www. intechopen. com Lean Six Sigma in the Service Industry 11 of cost increases, largely under the control of health-care professionals (de Koning et al, 2006). Lean Six Sigma projects so far in the health-care literature have focused on direct care delivery, administrative support and financial administration (Antony et al, 2006), with projects executed in the following processes (Taner et al, 2007): ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? increasing capacity in X-ray rooms reducing avoidable emergency admissions improving day case performance improving accuracy of clinical coding improving patient satisfaction in Accident and Emergency (AE) reducing turn-around time in preparing medical reports reducing bottle necks in emergency departments reducing cycle time in various inpatient and outpatient diagnostic areas reducing number of medical errors and hence enhancing patient safety reducing patient falls reducing errors from high-risk medication educing medication ordering and administration errors improving active management of personnel costs increasing productivity of health-care personnel increasing accuracy of laboratory results increasing accuracy of billing processes and thereby reducing the number of billing errors improving bed availability across various departments in hospitals reducing number of postoperative wound infections and related problems improving MRI exam scheduling reducing lost MRI films improving turn-around time for pharmacy orders improving nurse or pharmacy technician recruitment mproving operating theatre throughput increasing surgical capacity reducing length of stay in AE reducing AE diversions improving revenue cycle reducing inventory levels improving patient registration accuracy improving employee retention The focus has been on the improve ment of clinical processes to identify and eliminate waste from the patient pathways, to enable staff to examine their own workplace, and to increase quality, safety and efficiency in processes (e. g. Fillingham, 2007; Silvester et al, 2004; Radnor and Boaden, 2008). The barriers specific to the deployment of Lean Six Sigma in health care, in addition to the ones commonly present in other industries, are: ? Measurement: it is often difficult to identify processes, which can be measured in terms of defects (Lanham and Maxson-Cooper, 2003). www. intechopen. com 12 ? Advanced Topics in Applied Operations Management Psychology of the workforce: in the health-care industry it is particularly important to not use jargonistic business language, as this has a high chance of being rejected or accepted with cynicism by medical professionals The application of Lean Six Sigma in health care is still in its early stages. Therefore early successes in simple projects will pave the way for tackling more complicated initiatives in the future, initiating a positive circle of improvement, bringing clinical change on a broad scale. Appropriately implemented, Lean Six Sigma can produce benefits in terms of better operational efficiency, cost-effectiveness and higher process quality (Taner et al, 2007), as the case studies presented in this paper illustrate. The spiralling costs of health care means that unless health-care processes become more efficient, a decreasing proportion of citizens in industrialized societies will be able to afford high-quality health care (de Koning et al, 2006). Continuous process improvement is needed to ensure health-care processes are efficient, cost-effective and of high quality. The five case study applications we have examined in this paper provide examples of how Lean Six Sigma can help to improve health-care processes. The adoption of similar programs in other hospitals across the health-care sector will help the delivery of high quality health care to an increasing population. 7. Conclusion Lean Six Sigma is now accepted widely as a business strategy to improve business profitability and achieve service excellence, and its use in service organizations is growing quickly. However, there are a number of barriers to the implementation of Lean Six Sigma in services, such as the innate characteristics of services, as well as the manufacturing origins of Lean Six Sigma that have conditioned service managers to consider them as physical products only. On the other hand, as shown in the case studies, there are a number of advantages for the use of Lean Six Sigma in services (Eisenhower, 1999). Overall, the applications so far have showed the benefits (such as lowering operational costs, improving processes quality, increasing efficiency) to outweigh the costs associated with its implementation. 8. References Adams, C. , Gupta, P. Wilson, C. (2003) Six Sigma deployment. Burlington, MA, Butterworth-Heinemann. Antony, J. (2005a) Assessing the status of six sigma in the UK service organizations. Proceedings of the Second National Conference on Six Sigma, Wroclaw, pp. -12. Antony, J. (2005b) Six Sigma for service processes. Business Process Management Journal, 12(2), 234-248. Antony, J. , Antony, F. Taner, T. (2006), The secret of success. Public Service Review: Trade and Industry, 10, 12-14. Antony, J. , Kumar, M. Cho, B. R. (2007) Six Sigma in services organizations: benefits, challenges and difficulties, common myths, empirical ob servations success factors. International Journal of Quality Reliability Management, 24(3), 294–311. www. intechopen. com Lean Six Sigma in the Service Industry 13 Antony, J. , Kumar, M. Madu, C. N. 2005) Six Sigma in small and medium sized UK manufacturing enterprises: some empirical observations. International Journal of Quality Reliability Management, 22(8), 860-874. Antony, J. , Kumar, M. Tiwari, M. K. (2005) An application of Six Sigma methodology to reduce the engine overheating problem in an automotive company. IMechE – Part B, 219(B8), 633-646. Armstrong, M. (2006) A handbook of human resource management practice. London, Kogan Page. Becker, G. S. (1993) Human capital: a theoretical and empirical analysis, with special reference to education. Chicago, University of Chicago Press. e Koning, H. , Verver, J. P. S. , Van den Heuvel, J. , Bisgaard, S. Does, R. J. M. M. (2006) Lean Six Sigma in health care. Journal for Healthcare Quality, 28(2), 4-11. Eisenhower, E. C. (1999) The implementation challenges of Six Sigma in service business, International Journal of Applied Quality Management, 2(1), 1-24 Fillingham, D. (2007) ‘Can lean save lives? Leadership in Health Services, 20(4), 231-41. George, M. L. (2003) Lean Six Sigma for service: how to use Lean speed and Six Sigma quality to improve services and transactions. New York, McGraw-Hill. George, M. L. 2002) Lean Six Sigma: combining Six Sigma quality with Lean speed. New York, McGraw-Hill. Gettys, R. (2009) Using Lean Six Sigma to improve Call Centre operations. [Online]Available from: http://finance. isixsigma. com/library/content/c070418a. asp [Accessed 22nd January 2009]. Gupta, P. (2005) Six Sigma in HR, Quality Digest, QCI International. Harry, M. and Schroeder, R. (1999) Six Sigma: The breakthrough management strategy International Monetary Fund (IMF), (2011) World Economic Outlook Database. [Online] Available from: http://www. imf. org/external/pubs/ft/weo/2011/01/weodata/in dex. aspx. Accessed 7th August 2011] Jacowski, T. (2008) Maximizing call centre resource utilization with Six Sigma. [Online] Available from: http://ezinearticles. com/? Maximizing-Call-Centre-ResourceUtilization-With-Six-Sigmaid=1014905. [Accessed 22nd January 2009]. Jamrog, J. J. Overholt, M. H. (2005) The future of HR metrics, Strategic HR Review, 5 (1) 3-3. Kotler, P. (1997) Analysis, planning ,implementation and control, 9th ed. Prentice-Hall. Lanham, B. Maxson-Cooper, P. (2003) Is Six Sigma the answer for nursing to reduce medical errors? , Nursing Economics, 21(1), 39-41. Laureani, A. Antony, J. 2010) Reducing employees’ turnover in transactional services: a Lean Six Sigma case study, International Journal of Productivity and Performance Management, 59(7), 688-700 Laureani, A. , Antony, J. Douglas, A. (2010) Lean Six Sigma in a call centre: a case study, International Journal of Productivity and Performance Management, 59(8), 757-768 Lee, Y. , Chen, L. Chen, S. (2 008) Application of Six Sigma methodology in human resources to reduce employee turnover rate: a case company of the TFT-LCD industry in Taiwan. International Journal of Operations and Quantitative Management, 14 (2), 117-128. Milmore, M. et al, (2007) Strategic human resource management: contemporary issues. Prentice Hall/Financial Times. www. intechopen. com 14 Advanced Topics in Applied Operations Management Pande, P. , Neuman, R. Cavanagh, R. (2000) The Six Sigma way: how GE, Motorola and other top companies are honing their performance. New York, McGraw-Hill. Piercy, N. Rich, N. (2009) Lean transformation in the pure service environment: the case of the call centre. International Journal of Operations Production Management, 29 (1), 54-76. Radnor, Z. Boaden, R. (2008) Editorial: does Lean enhance public services? Public Money and Management, 28(1), 3-6. Regan, W. J. (1963) The Service Revolution, Journal of Marketing, 47, 57-62 Rosenberg, A. (2005) Six Sigma: the myth, the mystery, the magic: can Six Sigma really make an impact in your call centre? [Online] Available from http://www. callcentremagazine. com/shared/article/showArticle. jhtml? articleId= 59301130 [Accessed 22nd January 2009]. Silvest er, K. , Lendon, R. , Bevan, H. , Steyn, R. Walley, P. (2004) Reducing waiting times in the NHS: is lack of capacity the problem? Clinician in Management, 12(3), 105-11. Snee, R. D. 2010) Lean Six Sigma: getting better all the time, International Journal of Lean Six Sigma, 1(1), 9–29. Snee, R. D. (2004) Six Sigma: the evolution of 100 years of business improvement methodology. International Journal of Six Sigma and Competitive Advantage, 1(1), 4–20. Snee, R. D. (1999) Why should statisticians pay attention to Six Sigma? Quality Progress, 32(9), 100–103. Sullivan, J. (2003) HR metrics the world class way, Kennedy Information. Swank, C. (2003) The Lean service machine. Harvard Business Review, October, 123-129. Taner, M. T. , Sezen, B. Antony, J. 2007) An overview of Six Sigma applications in the health-care industry. International Journal of Health Care Quality Assurance, 20(4), 329-340 Ulrich, D. (1996) Human resource champions. The next agenda for adding valu e and delivering results. Boston, Harvard Business School Press. Wheeler, D. J. Lyday, R. W. (1990) Evaluating the measurement process. 2nd ed. SPC Press. Womack, J. P. Jones, D. T. (1996) Lean thinking. New York, Simon Schuster. Wyper, B. Harrison, A. (2000) Deployment of Six Sigma methodology in human resource function: a case study. Total Quality Management, 11, (4/5/6), 720-727. Zeithaml, V. A. , Parasuraman, A. Berry, L. L. (1985), Problems and strategies in services marketing, Journal of Marketing, 49 (Spring), 33-46. www. intechopen. com Advanced Topics in Applied Operations Management Edited by Mr. Yair Holtzman ISBN 978-953-51-0345-5 Hard cover, 200 pages Publisher InTech Published online 16, March, 2012 Published in print edition March, 2012 The chapters in Advanced Topics in Applied Operations Management creatively demonstrate a valuable connection among operations strategy, operations management, operations research, and various departments, systems, and practices throughout an organization. The authors show how mathematical tools and process improvements can be applied effectively in unique measures to other functions. The book provides examples that illustrate the challenges confronting firms competing in today’s demanding environment bridging the gap between theory and practice by analyzing real situations. How to reference In order to correctly reference this scholarly work, feel free to copy and paste the following: Alessandro Laureani (2012). Lean Six Sigma in the Service Industry, Advanced Topics in Applied Operations Management, Mr. Yair Holtzman (Ed. ), ISBN: 978-953-51-0345-5, InTech, Available from: http://www. intechopen. com/books/advanced-topics-in-applied-operations-managem ent/lean-six-sigma-in-theservice-industry InTech Europe University Campus STeP Ri Slavka Krautzeka 83/A 51000 Rijeka, Croatia Phone: +385 (51) 770 447 Fax: +385 (51) 686 166 www. intechopen. com InTech China Unit 405, Office Block, Hotel Equatorial Shanghai No. 65, Yan An Road (West), Shanghai, 200040, China Phone: +86-21-62489820 Fax: +86-21-62489821 How to cite Lean Six Sigma in Hrm, Papers

Presentation of Self in Everyday Life free essay sample

A discussion on Erving Goffmans interaction theory. This paper discusses the theory of ?self-presentation? offered by the famous sociologist Erving Goffman. This theory concerns the behavior of a person in day-to-day interactions. The author provides examples in order to illustrate how the theory applies to real-life situations. Erving Goffman offers a unique theory of interaction, which has been both highly acclaimed and criticized by other sociologists. While some believe that Goffman has been absolutely accurate in his assumptions that a man usually presents his self in a certain way to others which is often not the real him, there are others who feel that this may offer at some times especially when we met someone new but with our old associates we let go of the fa?ade because they know us well and we do not to pretend in front of them. But the fact remains that a man does often presents himself in a different light when meeting others and often the performance is so convincing that it does not leave any room for doubt or suspicion. We will write a custom essay sample on Presentation of Self in Everyday Life or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page

International Marketing Management Essay Example

International Marketing Management Essay Avery Wellness (M) Sdn Bhd is a private company specialise in total skin care and beauty product solutions in Malaysia. The company began its operation in Malaysia since 1990. Follow Me Industries Sdn Bhd is the sole manufacturing facility for all skin care and beauty products to Avery Wellness (M) Sdn Bhd. Avery Wellness business model involved in marketing and distributing skin care and sun care products within Malaysia market. The main distribution centres in Malaysia focus in all pharmacy chains, departmental stores and beauty retailers.The company is envisaged to transform from a local enterprise into a multinational brand company with growth plan to tap into overseas market. The company has a headquarter base in Subang Jaya Industrial Park with total 80 employees. The advantage of Avery Wellness products are HALAL accreditation and this gave the company a strong market presence in Muslim segment. The company with its marketing and branding strategy by leveraging on local Muslim celebrity as ambassador to successful help the brand enters the Muslim market. 2. 2 Vision and MissionAvery Wellness is visioning to capture the South East Asian market and to emerge as a dominant company in providing skin care and sun care solution for all consumers. The mission of Avery Wellness is to provide continuous innovative and reliable product to overcome all man and woman skin problems with a product certified halal accreditation. 2. 3 Sales Revenue Avery Wellness average sales revenue for the past 3 years from 2010 to 2012 mainly contributed from 3 major brands which are Ageless solution, Clear Clean and Sun Safeâ„ ¢ (Table 1).The percentage of contribution is 46%, 20% and 34% respectively. The Sun Safeâ„ ¢ brand has two main sun care products which are Sun Safeâ„ ¢ Face and Sun Safeâ„ ¢ Body. Currently the market share for these two products in sun care category is more than 35% in Malaysia. Table 1: Sale Revenue on Skin Care Brand for Avery Wellness Brand 2010 (RM/Million)2011 (RM/Million)2012 (RM/Million)Averagepercentage Ageless5. 55. 86. 05. 7746% Clear Clean2. 42. 52. 52. 4720% Sun Safeâ„ ¢4. 24. 34. 34. 2734% Total Revenue12. 112. 12. 812. 5100% 2. 4 International Market Entry Objective In view of sales revenue stagnancy from year 2010 to 2012, and increasing of fixed and variable cost yearly such as cost of goods sold, salaries and wages, interest expenses and promotion, thus impacting in net income yearly. In fact, there is significant descent of net profit from 11. 4 % to only 9. 9% in year 2012 (Appendix 1). In order to sustain business growth and achieve imperative profitability, step to enter international market is essential.In particular, sustained economic growth has been experienced in emerging economies, which have become a source of expanding market opportunities and are currently underpinning the global recovery (Zizah Che Senik et al, 2010). Malaysia policy of governance encourages local SME to go International . In the effort to encourage SMEs to go global, SME Corp has introduced the National Mark of Malaysia Brand which is a certification process, audited and monitored by Sirim.Through this initiative, Malaysian Brands are developed not just for the local market, but with the intention that they would be good enough to penetrate international markets (Mohd Rithaudden Makip, 2012) In addition, the SME Master plan (2012-2020) has also outlined a High Impact Programme – Going Export Programme that will focus on addressing challenges faced by SMEs on entering new markets overseas, which include high upfront costs and the lack of detailed knowledge about the markets and local competitors (Charles Fernandez, 2013). 3 Country and Market Entry Analysis 3. 1 Country AnalysisIndonesia, Thailand and Singapore are selected as the potential markets for Avery Wellness’s expansion plan to sell HALAL accreditation sun care products. In order to minimize business failure and find out the b est of the country market, three candidate markets (Indonesia, Thailand and Singapore) which are the most nearest country to Malaysia are chosen to make comparison for the first step of Avery Wellness to success. The selection of oversea markets is a vital issue for a company, this is imperative as the international business environment is turbulent and more uncertain as compared to domestic market.Therefore, fully identify the potential opportunities cab be exploited while minimizing threats and risks (Fariza Hashim et al, 2010). 3. 1. 1 PESTEL Analysis PESTEL analysis will be used to focus the discussion within this analytical framework on the political, economical, social, technological, environmental and legal factors that may influence the business operation for the company (Kotler 1994). A company must be aware of many considerations such as differences in language and customs as well as political and legal when doing business internationally (Farese et al, 2002).Table 2: Comp arison of PESTEL on Indonesia, Thailand and Singapore Analysis FactorCountry IndonesiaThailandSingapore Political Legal(tax)Doing business in Indonesia is complex and time consuming. This is because of negotiation through the regulatory and industrial landscape. Corruption in the country is active at all levels. Skin care Import duties and taxes of 10% are applied in this country. Thailand is an export-dependent country. A total of $ 223 billion worth of goods in 2011 were exported, accounting 69% of its GDP. Corruption and lack of transparency still a major concerns especially in procurement tender.Thailand’s average applied tariff rate is 11%. Highest tariff rates applied to imports competing with locally produced goods. Skin care is 35% of import duties and taxes. Singapore is a free port country. More than 99% of all imports enter Singapore duty-free. It is a liberal trading regime. Singapore is a strong intellectual property protection country with virtually no corrupti on. Singapore levies a 7% Goods and Services Tax (GST), including skin care products. Economic (Gross Domestic Product) Indonesia is the largest population with 240 million in Southeast Asia.GDP growth above 6. 5% in 2011 and projected to remain above 6%. GDP per capita of $3,500. .The total population in Thailand in year 2012 is 67 Million. Thai economy grew only 1% in 2011, as the devastation caused by severe flooding that happened yearly in the country. GDP growth rate only 5. 5% in year 2012 and estimated will be above 7. 5% in year 2013. Total population in in year 2012 is 5 Million Singapore economy expanded by 14. 5% in year 2012, become the second fastest growing economy in the world. GDP is expected sustainable growth of 4% in 2013.Social CulturalRich natural resources country with very strong domestic demand. Bahasa is a common speaking and language used in Indonesia. Indonesian labor cost is relatively low by compare other Southeast Countries. Consumers are extremely pri ce-conscious; prefer lower prices over product quality. Thai and English are the most common spoken language in the country. Labor cost is moderate, where unemployment rate in 2010 only 1% of the labor force. Most citizen and people are highly educated. English is common language for business and education. Local labor laws are flexible.EnvironmentInfrastructure and service networks still under developed in the country. Most of the area are rural and with more than 180 islands in the country. Severe flooding occurred yearly. It caused thousands of homes were inundated and many business operations affected. Singapore levies high excise taxes on motor vehicles and petroleum products due to environmental reason. TechnologyMobile internet is now emerges in the country, providing opportunities to do business through internet. E-Commerce technology enables Thai to support â€Å"business to business† collaboration.It is another technology upcoming trend in the country. Telecommunica tions and Internet facilities in Singapore are extremely well developed. Resource: 2012 Country Commercial Guide for U. S. Companies (http://www. state. gov/) 3. 2 Selection of Country Base on the PESTEL analysis (Table 2), Indonesia will be the best country as the target market of Sun Safe expansion plan outside Malaysia because of its the excellent overall performing ability, widely accepted culture, comparably higher economic growth with less interest rate, and moderate corporate tax rate.What’s more the fact that Indonesia is the largest population growth country which means a vast room for expansion has make it a more attractive market than Thailand and Singapore. 3. 3 Type of Entry mode The expansion into Indonesia market usually could be achieved by indirect investment such as exporting, licensing, trading, joint venture and direct investment. Export Trading Company acts more like an agent to pay the manufacturer for the exported products and thereafter sell the produc t to interested buyers.There is an advantage to help securing foreign market share on behalf of its clients (Fariza hashim et al, 2010). Avery Wellness is recommended to start its business by appointing a local trading and distribution company in the targeted sun care market. The reasons of appointing a trading company are 2 folds: First of all, risk can be transferred to the appointed local company in the new market development. This is because risks still exist since such market expansions come along with potential failures besides profit makings.Secondly, a well established local trading and distribution company has been proved successful pool their resources such as experiences, technologies and capitals together to expand the business in a fast speed. 3. 4 Trading Company Analysis and Selection In order to minimize the rate of failure and ensure the success entry to Indonesia market, an audit to local well known trading companies is made to compare the background of the company , services provided, distribution channel coverage and the reliabilities of the company (Fariza Hashim et al, 2010).There are 3 local trading companies which are PT Dos Ni Roha, PT Maha Jaya Suksesindo and PT Fremont Nusametal Trading that already well-established in Indonesia (Table 3). PT Dos Ni Roha is the best trading company of Avery Wellness because of its market expansion in Indonesia that covers a lot of states and operational experiences in the business. Table 3: Comparison of Trading Companies in Indonesia PT Dos Ni Roha (DNR Distribution)PT Maha Jaya Suksesindo (MJS)PT Fremont Nusametal Trading (FNT) Company BackgroundPT Dos Ni Roha (DNR) was established in year 1963. The company is now a truly professional distributor in the country.PT Maha Jaya Suksesindo (MJS) is a 15 years old trading company in Indonesia and primary business is exporting fast moving consumer goods to Indonesia Borneo and Sumatra island, and other part of ASEAN countries. PT Fremont Nusametal Trading (FNT) main business is distribution home appliances for international brands such as Sony, Panasonic and LG in Indonesia. The company was established in 1985. Scope of ServicesSales and distribution of pharmaceutical products, consumer products, medical supplies and equipment including after sales service. Logistics services including importation, storage, shipping and inventory managementExport and distribution of consumer goods. Trading and distribution of home appliances. Distribution ChannelDNR has 30 branches and 19 sub-branches spread out all over Indonesia: Java Island (greater Jakarta, west Java, central Java, east Java), Bali Nusa Tenggara, Sumatera, Kalimantan, Sulawesi, Jayapura. MJS distribution is mainly in the sub-urban and rural areas of Indonesia especially in Sumatra island. The 8 sales offices of MJS are for exporting businesses. FNT has the largest distribution coverage across the 3 main islands of Indonesia – Java, Sumatra and Borneo. The business model o f FNT is wholesaling of the home appliances.Business LicenseTrading license with ability to do product registration as currently distributing consumer health supplement products. Trading and Export license but MJS only experience in trading locally produced consumer goods. Trading license on home appliances Current Business PartnersDNR is one of the trading company for international consumer goods of Unilever, Kraft Food and leading local beauty products Mustika Ratu and international L’Oreal and medical products B. Braun, Novartis, Schering Plough. Yummy Food Utama is the largest consumer goods in Indonesia with brands such as Indomie and Yam Yam instant noodles.MJS is the sole trading company. Wholesaling partners for Sony, Panasonic and LG. FNT also is sole distributor of Yamaha heavy equipment in Indonesia such as water pumps, and power generators. Source: Indonesia Business Directory, www. gdgindonesia. com 4. Market and Industry Analysis 4. 1 Porter’s Five Forces Analysis Competitive rivalry within an industry An industry could be defined as substance between the established competitors and the substitute products (Porter, 2008). And the competitive rivalry exists between the established competitors in the same product segment and it is the center of the Michael Porter’s five forces model.Sun care industry in Indonesia, though there are many large corporations such as Beiersdorf and Oriflame Coemetics, but the industrial competitive rivalry would not obviously affect Avery Wellness as there is still a large potential growth of sun care in the country. Bargaining power of customers The bargaining power of the customers also poses significant influence over the business behaviors within the sun care industry. Such forces usually could be seen in term of forced down prices, demand for higher-quality or more services and pit rival organizations against one another (Porter, 2008).However, most customers with small quantity of purchase sti ll having low bargaining power though they only demand in effectiveness product. Threat of new entrants The threat of new entrants comes is quite high due to the low entry barriers in Indonesia. This is because Sun Care products can be imported easily into the country of only 10% import taxes imposed. Besides, Indonesia with population of 240 million people among Southeast Asia country is attracted with all multinational company to tap into this large resource country.Bargaining power of supplier Collaborations with manufacturer Follow Me Industries Sdn Bhd in Malaysia has given Avery Wellness a quality assurance and stability supplied of innovative products. Base on the excellence working relationship for more than 20 years with existing cooperation, it should be possible for Avery Wellness to control such increases in bargaining power from suppliers due to the increasing demand of products during the execution of the Indonesia market expansion plan. Threat of substitute productsTh e threat from substitute products to sun care products is very less thanks to the ingredients of sun reflective function named titanium dioxide and zinc oxide. This is because the 2 main ingredients only can be used on sun protection purpose. 4. 2 SWOT Analysis SWOT analysis used to summarize audit which concentrates upon main issues for objectives, strategies and tactics. The audit consists of internal current strengths and weakness that largely controllable, and also external future opportunities and threats that unpredictable (Lancaster Massingham, 2011). Table 4: SWOT Analysis InternalStrength: Both have been establishing for more than 20 years and expertise in product sales and marketing strategy. -Halal certification for both sun care products help to gain more Muslim consumers which is occupied of 65% of Malaysian populations and 95% of Indonesian populations. Weakness: -Avery Wellness as a Distribution company in fact fully reliable on Follow Me as a Manufacturer to provide sun care product. -Market development solely dependent on PT BNR as trading company without involving in any management and strategic planning. ExternalOpportunity: -Indonesia population estimated to be more than 250 million with 58% live in Java island. Similar tropical country with sunny weather almost throughout the year to promote the using of Sun Care product. -Common language and culture between Malaysia and Indonesia which provide easy platform for market development. Threat: -Sun Care products can be imported easily into Indonesia because of only 10% import taxes imposed. -Plenty of existing premium Sun Care brands such as Cllinique, Clarins, Biotherm are entering Indonesia market. -Sun protection awareness is still primarily high only in Jakarta district. But the sub-urban and rural populations are very lacking of health conscious towards sun protection. 4. Total Market Size and Share of Sun Care Despite the market size of Sun Care in Indonesia relatively low compare to ot her country such as Malaysia, Singapore and Thailand even though at same currency exchange, whereby Indonesia population is 5-10 times larger compare to these countries, but still it shown the growth of sun care market ascent almost double from 11. 3 bn Rupiah to 20. 2 bn Rupiah within 6 years from 2007 to 2012 (Table 5). Positively, a sun care product is expected to have greater growth rate in Indonesia market. Table 5: Sun Care Market Size of Indonesia Sun Care2007200820092010201120122012 * (RM mn)World (US$ mn)6,817. 17,557. 77,521. 28,161. 89,043. 39,094. 22,860. 0 Indonesia (Rp bn)11. 311. 911. 613. 516. 720. 26. 36 Malaysia (RM mn)9. 39. 49. 69. 79. 910. 110. 1 Singapore (S$ mn)14. 515. 416. 217. 318. 619. 648. 9 Thailand (Bt mn)1,046. 21,200. 81,183. 01,282. 21,401. 71,597. 0162. 0 Resource: Euromonitor International 2013 *Equivalent to Ringgit Malaysia Table 6: Indonesia Sun Care Brand and Company Shares 2007-2012 BrandCompany Name (GBO)200720082009201020112012 NiveaBeiersdo rf AG40. 141. 446. 042. 236. 843. 0 OriflameOriflame Cosmetics SA24. 319. 19. 214. 321. 412. 2 Nu SkinNu Skin Enterprises Inc6. 6. 28. 39. 210. 010. 9 The Face ShopLG Household Health Cate Ltd8. 08. 39. 09. 6 VaselineUnilever Group-4. 35. 15. 55. 67. 4 Banan BoatEnergizer Holdings Inc3. 74. 14. 43. 93. 24. 3 BiothermLoreal Groupe3. 23. 33. 73. 43. 02. 9 CliniqueEstee Lauder Cos Inc1. 62. 22. 52. 42. 22. 0 ClarinsClarins SA1. 21. 71. 81. 61. 51. 4 RossolareGalenium Pharmasia Laboratories PT0. 30. 30. 40. 40. 40. 4 The Face ShopFaceshop Co Ltd6. 76. 7- OthersOthers12. 610. 710. 68. 86. 96. 0 Total100. 0100. 0100. 0100. 0100. 0100. 0 Source: Euromonitor International 2013 from trade sources/national statistics (Sun Care in Indonesia)The Sun Care brand shares held by most leading companies in Indonesia remained fairly stable from year 2007 to 2012 (Table 6). The top 3 sun care brands mainly imported from international market are Nivea, Oriflame and Nu Skin, total dominated 65-70% of su n care sales in Indonesia from year 2007 to 2012. Beiersdorf Indonesia with its Nivea Sun brand continued to lead sun care with a 46% value share in 2009. The notable fluctuation brand was Oriflame, which its overall share declined from 24. 3% to 12. 2% throughout year from 2007 to 2012 instability.However, Rossolare is the only local sun care brand owned by Galenium Pharmasia Laboratories PT at 0. 3% of total market share (Table 6). 5. Marketing Strategy 5. 1 Marketing Objectives Key Objective of Avery Wellness and PT BNR are to have Market Development of Sun Care segment in Indonesia market order to achieve: 1. Increase company sales revenue contributed from sun care brand market penetration: a. 10% in year 2013, b. 20% in year 2014 and c. 25% in year 2015. (From RM 12. 6 Mil- 2011 to RM 21. 0 Mil- 2015). (Appendix 1) 2. Capture 20% of sun care market share in Indonesia (2012 total market size in Indonesia RM 6. Mil/ 20. 2 bn Rupiah) 3. Achieve 15% net profit margin in Sun Care pr oduct segment in line with profitability generated from other skin care segment within 3 years. 5. 2 Financial Budget 5. 2. 1 Funding Avery Wellness indirect investment strategic to appoint a local trading company in entering Indonesia new market development needs both parties commitment to success the plan. So, both parties need to have contribution in startup capital base on 2:1 ratio whereby Avery Wellness will be contributing RM 500,000 and PT DNR required allocating RM 250,000 as capital to start up the business in Indonesia (Appendix 2). . 2. 2 Working Capital Cash Flow statement is an indication to show cash coming in and out every month. It is essential for a company to use cash to pay business expenses such as bills, wages, merchandise and even unexpected expenses (Farese et al, 2002). Projected cash flow statement (Appendix 3A 3B) shows the budget planning start from December 2012 as a business startup month. Total funding of RM 750,000 (value equivalent to rupiah VER) u se to pay for 2 months inventories (sun care products), import duties of 10% and promotion support in Indonesia market.Account receivable is base on 60 days term and expected cash is recovered in month of March 2013 with RM 120,000 (VER) sales collected on every subsequent month onwards. Monthly wages, general operating and administrative expenses start from month January 2013 at fixed cost of RM 24,000 and RM 5,500 respectively base on monthly basis. Inventory cost at RM 84,000 (VER) will be paid quarterly to store for 3 months supply. Product registration cost of RM 8,000 is used at one off payment to get qualified certificate to sell sun care product within Indonesia. 5. 2. 3 Sales Forecast and ProfitabilitySun SafeTM brand consists of Sun Sport body and Sun Defense face are forecasted to generate additional sales of RM 1. 2 mil in 2013 (Appendix 4). A successful marketing plan is to achieve company main objective by generating satisfaction profit (Kotler 1994). Net profit ranges is expected between 12-19% yearly, which is above the company net profit of 9. 9% in year 2012. 5. 3 Market Mix George Michael (2004) classified the 4 Ps marketing such as Product, Price, Place and Promotion as marketing mix. The target market for Sun SafeTM brand is focused on population in mass market of all age in Indonesia. 5. 3. Product There are 2 Sun care products named Sun Sport body and Sun Defense face to be sold in Indonesia market. Base on Warren Keegan model (table 7), there are 5 international product and communication strategies (Keegan Green, 2011) Table 7: Warren Keegen Model Source: (Keegan Green, 2011)) Avery Wellness is using Straight Extension whereby products that entering foreign market without changes as no requires RD expenses, manufacturer retooling or promotional modification. This will be an added advantage for Avery Wellness as the products is using Bahasa and English as communication to deliver the message.In other cases, this strategy may be a disa ster; for example Campbell Soup Company experienced a loss of $30 million by introducing a condensed soup in England. The reason is product communication breakdown as consumers did not realize water is added in the soup by assuming the product in small can was expensive. 5. 3. 2 Price Sun SafeTM brand will be positioning as low pricng with high quality value to win loyal customers (Kotler Keller, 2012). The selling price for Sun Defense Face and Sun Sport Body in Indonesia will be set at RM 29 RM 25 respectively (VER). . 3. 3 Promotion PT BNR will be using straight extension strategy. Therefore, the company does not change the products and also promotion methods since the culture and language for both Malaysia and Indonesia are similar (Kotler Keller, 2012). For example, Ford adapted its advertising message due to the product used in United States would not be interpreted the same meaning by Spanish speakers. Sun SafeTM brand is expected to obtain sales of RM 1. 2 millions in 2013 . PT BNR is budgeting 10% of the sales revenue for AP purposes.The advertisement campaign is mainly focus on brand awareness and the whole entire activities as below: 1)Press and magazines for sun protection information/article 2)Merchandising at beauty retail outlets. 3)Social media campaign. 4)Public relation of local Muslim Ambassador. 5)Sample distribution in shopping mall. 6)Sales Promotion. 5. 3. 4 Place PT BNR currently is having a very strong and established distribution network in broad channel for its existing product line in 30 branches covered the following chains such as: a. Pharmacy Chains b. Beauty Retailers c. Departmental Store 6. Management Structure and ControllingManagement is the process of reaching goals through the integrated of technology and human resources (Farese et al, 2002). To facilitate the effectiveness of an organization, PT BNR is currently practicing Horizontal Organization structure. Horizontal Organization involves self-managing teams that set th eir own goals and decisions; it helps the process of making spontaneous decision without delaying any important task (Farese et al, 2002) Marketing plan should be controlled using qualitative and quantitative standards including sales, market share, expenses, profitability and customers tracking.The controlling process is an indication to the evaluation of the effectiveness of an organization marketing plan (Lancaster Massingham, 2011). However, despite Avery Wellness is not participating in any sales and marketing activities but the director of sales will be monitoring and control the sales and marketing plan base on annual, profitability, efficiency and strategic control from time to time. 7. The Challenges for SME to Enter International MarketFrom a viewpoint of SME policy, the drastic changes in global growth and trade dynamics may open up opportunities for SMEs in international markets. However, they also pose a new challenge to policy makers in the need to design, adapt and i mplement effective policies to facilitate internationalization and enable SMEs to take full advantage of its benefits (Zizah Che Senik et al, 2010). In general, SMEs are considered to experience greater difficulties relative to large firms when operating internationally because of constrained resources and lack of international experience.Furthermore, the regulatory framework of some high-growth economies makes it more difficult for SMEs to enter the markets, which can be characterized by an unpredictable business environment likes frequent regulatory changes, weak protection of property rights, non-transparent judicial systems, inadequate enforcement of commercial law and specific institutional constraints. All these factors create additional challenges challenge to SMEs, which are typically resource constrained and inexperienced (Zizah Che Senik et al, 2010).A study on â€Å"Removing Barriers to SMEs Access to Global Markets† has identified in some of the barriers that affe ct the decision in entering foreign market. Table 6 has shown the ranking of the barriers (Koji Ito, 2013). Table 8: Types of Barrier of entering foreign market RankingTypes of Barrier 1Inadequate of well trained personnel 2Working capital shortage 3Insufficient and limited information on market audit 4Wrongly identifying foreign business opportunities 5Time management to manage international business is lack 6Inability to rapture potential customers in oversea market 7No strategy to develop products for foreign markets Unfamiliar foreign business practices and regulation 9Product quality and standard not meet the country requirement 10Unfamiliar exporting procedures and processes Source: US International Trade Commission (2010). 9. Recommendations It is suggested that Avery Wellness should build a network in Indonesia by appointing PT BNR as a trading company to distribute its products in the country. However, it is recommended that Avery Wellness can use direct entry mode after th e successful of product penetration into Indonesia market. International Marketing Management Essay Example International Marketing Management Essay Avery Wellness (M) Sdn Bhd is a private company specialise in total skin care and beauty product solutions in Malaysia. The company began its operation in Malaysia since 1990. Follow Me Industries Sdn Bhd is the sole manufacturing facility for all skin care and beauty products to Avery Wellness (M) Sdn Bhd. Avery Wellness business model involved in marketing and distributing skin care and sun care products within Malaysia market. The main distribution centres in Malaysia focus in all pharmacy chains, departmental stores and beauty retailers.The company is envisaged to transform from a local enterprise into a multinational brand company with growth plan to tap into overseas market. The company has a headquarter base in Subang Jaya Industrial Park with total 80 employees. The advantage of Avery Wellness products are HALAL accreditation and this gave the company a strong market presence in Muslim segment. The company with its marketing and branding strategy by leveraging on local Muslim celebrity as ambassador to successful help the brand enters the Muslim market. 2. 2 Vision and MissionAvery Wellness is visioning to capture the South East Asian market and to emerge as a dominant company in providing skin care and sun care solution for all consumers. The mission of Avery Wellness is to provide continuous innovative and reliable product to overcome all man and woman skin problems with a product certified halal accreditation. 2. 3 Sales Revenue Avery Wellness average sales revenue for the past 3 years from 2010 to 2012 mainly contributed from 3 major brands which are Ageless solution, Clear Clean and Sun Safeâ„ ¢ (Table 1).The percentage of contribution is 46%, 20% and 34% respectively. The Sun Safeâ„ ¢ brand has two main sun care products which are Sun Safeâ„ ¢ Face and Sun Safeâ„ ¢ Body. Currently the market share for these two products in sun care category is more than 35% in Malaysia. Table 1: Sale Revenue on Skin Care Brand for Avery Wellness Brand 2010 (RM/Million)2011 (RM/Million)2012 (RM/Million)Averagepercentage Ageless5. 55. 86. 05. 7746% Clear Clean2. 42. 52. 52. 4720% Sun Safeâ„ ¢4. 24. 34. 34. 2734% Total Revenue12. 112. 12. 812. 5100% 2. 4 International Market Entry Objective In view of sales revenue stagnancy from year 2010 to 2012, and increasing of fixed and variable cost yearly such as cost of goods sold, salaries and wages, interest expenses and promotion, thus impacting in net income yearly. In fact, there is significant descent of net profit from 11. 4 % to only 9. 9% in year 2012 (Appendix 1). In order to sustain business growth and achieve imperative profitability, step to enter international market is essential.In particular, sustained economic growth has been experienced in emerging economies, which have become a source of expanding market opportunities and are currently underpinning the global recovery (Zizah Che Senik et al, 2010). Malaysia policy of governance encourages local SME to go International . In the effort to encourage SMEs to go global, SME Corp has introduced the National Mark of Malaysia Brand which is a certification process, audited and monitored by Sirim.Through this initiative, Malaysian Brands are developed not just for the local market, but with the intention that they would be good enough to penetrate international markets (Mohd Rithaudden Makip, 2012) In addition, the SME Master plan (2012-2020) has also outlined a High Impact Programme – Going Export Programme that will focus on addressing challenges faced by SMEs on entering new markets overseas, which include high upfront costs and the lack of detailed knowledge about the markets and local competitors (Charles Fernandez, 2013). 3 Country and Market Entry Analysis 3. 1 Country AnalysisIndonesia, Thailand and Singapore are selected as the potential markets for Avery Wellness’s expansion plan to sell HALAL accreditation sun care products. In order to minimize business failure and find out the b est of the country market, three candidate markets (Indonesia, Thailand and Singapore) which are the most nearest country to Malaysia are chosen to make comparison for the first step of Avery Wellness to success. The selection of oversea markets is a vital issue for a company, this is imperative as the international business environment is turbulent and more uncertain as compared to domestic market.Therefore, fully identify the potential opportunities cab be exploited while minimizing threats and risks (Fariza Hashim et al, 2010). 3. 1. 1 PESTEL Analysis PESTEL analysis will be used to focus the discussion within this analytical framework on the political, economical, social, technological, environmental and legal factors that may influence the business operation for the company (Kotler 1994). A company must be aware of many considerations such as differences in language and customs as well as political and legal when doing business internationally (Farese et al, 2002).Table 2: Comp arison of PESTEL on Indonesia, Thailand and Singapore Analysis FactorCountry IndonesiaThailandSingapore Political Legal(tax)Doing business in Indonesia is complex and time consuming. This is because of negotiation through the regulatory and industrial landscape. Corruption in the country is active at all levels. Skin care Import duties and taxes of 10% are applied in this country. Thailand is an export-dependent country. A total of $ 223 billion worth of goods in 2011 were exported, accounting 69% of its GDP. Corruption and lack of transparency still a major concerns especially in procurement tender.Thailand’s average applied tariff rate is 11%. Highest tariff rates applied to imports competing with locally produced goods. Skin care is 35% of import duties and taxes. Singapore is a free port country. More than 99% of all imports enter Singapore duty-free. It is a liberal trading regime. Singapore is a strong intellectual property protection country with virtually no corrupti on. Singapore levies a 7% Goods and Services Tax (GST), including skin care products. Economic (Gross Domestic Product) Indonesia is the largest population with 240 million in Southeast Asia.GDP growth above 6. 5% in 2011 and projected to remain above 6%. GDP per capita of $3,500. .The total population in Thailand in year 2012 is 67 Million. Thai economy grew only 1% in 2011, as the devastation caused by severe flooding that happened yearly in the country. GDP growth rate only 5. 5% in year 2012 and estimated will be above 7. 5% in year 2013. Total population in in year 2012 is 5 Million Singapore economy expanded by 14. 5% in year 2012, become the second fastest growing economy in the world. GDP is expected sustainable growth of 4% in 2013.Social CulturalRich natural resources country with very strong domestic demand. Bahasa is a common speaking and language used in Indonesia. Indonesian labor cost is relatively low by compare other Southeast Countries. Consumers are extremely pri ce-conscious; prefer lower prices over product quality. Thai and English are the most common spoken language in the country. Labor cost is moderate, where unemployment rate in 2010 only 1% of the labor force. Most citizen and people are highly educated. English is common language for business and education. Local labor laws are flexible.EnvironmentInfrastructure and service networks still under developed in the country. Most of the area are rural and with more than 180 islands in the country. Severe flooding occurred yearly. It caused thousands of homes were inundated and many business operations affected. Singapore levies high excise taxes on motor vehicles and petroleum products due to environmental reason. TechnologyMobile internet is now emerges in the country, providing opportunities to do business through internet. E-Commerce technology enables Thai to support â€Å"business to business† collaboration.It is another technology upcoming trend in the country. Telecommunica tions and Internet facilities in Singapore are extremely well developed. Resource: 2012 Country Commercial Guide for U. S. Companies (http://www. state. gov/) 3. 2 Selection of Country Base on the PESTEL analysis (Table 2), Indonesia will be the best country as the target market of Sun Safe expansion plan outside Malaysia because of its the excellent overall performing ability, widely accepted culture, comparably higher economic growth with less interest rate, and moderate corporate tax rate.What’s more the fact that Indonesia is the largest population growth country which means a vast room for expansion has make it a more attractive market than Thailand and Singapore. 3. 3 Type of Entry mode The expansion into Indonesia market usually could be achieved by indirect investment such as exporting, licensing, trading, joint venture and direct investment. Export Trading Company acts more like an agent to pay the manufacturer for the exported products and thereafter sell the produc t to interested buyers.There is an advantage to help securing foreign market share on behalf of its clients (Fariza hashim et al, 2010). Avery Wellness is recommended to start its business by appointing a local trading and distribution company in the targeted sun care market. The reasons of appointing a trading company are 2 folds: First of all, risk can be transferred to the appointed local company in the new market development. This is because risks still exist since such market expansions come along with potential failures besides profit makings.Secondly, a well established local trading and distribution company has been proved successful pool their resources such as experiences, technologies and capitals together to expand the business in a fast speed. 3. 4 Trading Company Analysis and Selection In order to minimize the rate of failure and ensure the success entry to Indonesia market, an audit to local well known trading companies is made to compare the background of the company , services provided, distribution channel coverage and the reliabilities of the company (Fariza Hashim et al, 2010).There are 3 local trading companies which are PT Dos Ni Roha, PT Maha Jaya Suksesindo and PT Fremont Nusametal Trading that already well-established in Indonesia (Table 3). PT Dos Ni Roha is the best trading company of Avery Wellness because of its market expansion in Indonesia that covers a lot of states and operational experiences in the business. Table 3: Comparison of Trading Companies in Indonesia PT Dos Ni Roha (DNR Distribution)PT Maha Jaya Suksesindo (MJS)PT Fremont Nusametal Trading (FNT) Company BackgroundPT Dos Ni Roha (DNR) was established in year 1963. The company is now a truly professional distributor in the country.PT Maha Jaya Suksesindo (MJS) is a 15 years old trading company in Indonesia and primary business is exporting fast moving consumer goods to Indonesia Borneo and Sumatra island, and other part of ASEAN countries. PT Fremont Nusametal Trading (FNT) main business is distribution home appliances for international brands such as Sony, Panasonic and LG in Indonesia. The company was established in 1985. Scope of ServicesSales and distribution of pharmaceutical products, consumer products, medical supplies and equipment including after sales service. Logistics services including importation, storage, shipping and inventory managementExport and distribution of consumer goods. Trading and distribution of home appliances. Distribution ChannelDNR has 30 branches and 19 sub-branches spread out all over Indonesia: Java Island (greater Jakarta, west Java, central Java, east Java), Bali Nusa Tenggara, Sumatera, Kalimantan, Sulawesi, Jayapura. MJS distribution is mainly in the sub-urban and rural areas of Indonesia especially in Sumatra island. The 8 sales offices of MJS are for exporting businesses. FNT has the largest distribution coverage across the 3 main islands of Indonesia – Java, Sumatra and Borneo. The business model o f FNT is wholesaling of the home appliances.Business LicenseTrading license with ability to do product registration as currently distributing consumer health supplement products. Trading and Export license but MJS only experience in trading locally produced consumer goods. Trading license on home appliances Current Business PartnersDNR is one of the trading company for international consumer goods of Unilever, Kraft Food and leading local beauty products Mustika Ratu and international L’Oreal and medical products B. Braun, Novartis, Schering Plough. Yummy Food Utama is the largest consumer goods in Indonesia with brands such as Indomie and Yam Yam instant noodles.MJS is the sole trading company. Wholesaling partners for Sony, Panasonic and LG. FNT also is sole distributor of Yamaha heavy equipment in Indonesia such as water pumps, and power generators. Source: Indonesia Business Directory, www. gdgindonesia. com 4. Market and Industry Analysis 4. 1 Porter’s Five Forces Analysis Competitive rivalry within an industry An industry could be defined as substance between the established competitors and the substitute products (Porter, 2008). And the competitive rivalry exists between the established competitors in the same product segment and it is the center of the Michael Porter’s five forces model.Sun care industry in Indonesia, though there are many large corporations such as Beiersdorf and Oriflame Coemetics, but the industrial competitive rivalry would not obviously affect Avery Wellness as there is still a large potential growth of sun care in the country. Bargaining power of customers The bargaining power of the customers also poses significant influence over the business behaviors within the sun care industry. Such forces usually could be seen in term of forced down prices, demand for higher-quality or more services and pit rival organizations against one another (Porter, 2008).However, most customers with small quantity of purchase sti ll having low bargaining power though they only demand in effectiveness product. Threat of new entrants The threat of new entrants comes is quite high due to the low entry barriers in Indonesia. This is because Sun Care products can be imported easily into the country of only 10% import taxes imposed. Besides, Indonesia with population of 240 million people among Southeast Asia country is attracted with all multinational company to tap into this large resource country.Bargaining power of supplier Collaborations with manufacturer Follow Me Industries Sdn Bhd in Malaysia has given Avery Wellness a quality assurance and stability supplied of innovative products. Base on the excellence working relationship for more than 20 years with existing cooperation, it should be possible for Avery Wellness to control such increases in bargaining power from suppliers due to the increasing demand of products during the execution of the Indonesia market expansion plan. Threat of substitute productsTh e threat from substitute products to sun care products is very less thanks to the ingredients of sun reflective function named titanium dioxide and zinc oxide. This is because the 2 main ingredients only can be used on sun protection purpose. 4. 2 SWOT Analysis SWOT analysis used to summarize audit which concentrates upon main issues for objectives, strategies and tactics. The audit consists of internal current strengths and weakness that largely controllable, and also external future opportunities and threats that unpredictable (Lancaster Massingham, 2011). Table 4: SWOT Analysis InternalStrength: Both have been establishing for more than 20 years and expertise in product sales and marketing strategy. -Halal certification for both sun care products help to gain more Muslim consumers which is occupied of 65% of Malaysian populations and 95% of Indonesian populations. Weakness: -Avery Wellness as a Distribution company in fact fully reliable on Follow Me as a Manufacturer to provide sun care product. -Market development solely dependent on PT BNR as trading company without involving in any management and strategic planning. ExternalOpportunity: -Indonesia population estimated to be more than 250 million with 58% live in Java island. Similar tropical country with sunny weather almost throughout the year to promote the using of Sun Care product. -Common language and culture between Malaysia and Indonesia which provide easy platform for market development. Threat: -Sun Care products can be imported easily into Indonesia because of only 10% import taxes imposed. -Plenty of existing premium Sun Care brands such as Cllinique, Clarins, Biotherm are entering Indonesia market. -Sun protection awareness is still primarily high only in Jakarta district. But the sub-urban and rural populations are very lacking of health conscious towards sun protection. 4. Total Market Size and Share of Sun Care Despite the market size of Sun Care in Indonesia relatively low compare to ot her country such as Malaysia, Singapore and Thailand even though at same currency exchange, whereby Indonesia population is 5-10 times larger compare to these countries, but still it shown the growth of sun care market ascent almost double from 11. 3 bn Rupiah to 20. 2 bn Rupiah within 6 years from 2007 to 2012 (Table 5). Positively, a sun care product is expected to have greater growth rate in Indonesia market. Table 5: Sun Care Market Size of Indonesia Sun Care2007200820092010201120122012 * (RM mn)World (US$ mn)6,817. 17,557. 77,521. 28,161. 89,043. 39,094. 22,860. 0 Indonesia (Rp bn)11. 311. 911. 613. 516. 720. 26. 36 Malaysia (RM mn)9. 39. 49. 69. 79. 910. 110. 1 Singapore (S$ mn)14. 515. 416. 217. 318. 619. 648. 9 Thailand (Bt mn)1,046. 21,200. 81,183. 01,282. 21,401. 71,597. 0162. 0 Resource: Euromonitor International 2013 *Equivalent to Ringgit Malaysia Table 6: Indonesia Sun Care Brand and Company Shares 2007-2012 BrandCompany Name (GBO)200720082009201020112012 NiveaBeiersdo rf AG40. 141. 446. 042. 236. 843. 0 OriflameOriflame Cosmetics SA24. 319. 19. 214. 321. 412. 2 Nu SkinNu Skin Enterprises Inc6. 6. 28. 39. 210. 010. 9 The Face ShopLG Household Health Cate Ltd8. 08. 39. 09. 6 VaselineUnilever Group-4. 35. 15. 55. 67. 4 Banan BoatEnergizer Holdings Inc3. 74. 14. 43. 93. 24. 3 BiothermLoreal Groupe3. 23. 33. 73. 43. 02. 9 CliniqueEstee Lauder Cos Inc1. 62. 22. 52. 42. 22. 0 ClarinsClarins SA1. 21. 71. 81. 61. 51. 4 RossolareGalenium Pharmasia Laboratories PT0. 30. 30. 40. 40. 40. 4 The Face ShopFaceshop Co Ltd6. 76. 7- OthersOthers12. 610. 710. 68. 86. 96. 0 Total100. 0100. 0100. 0100. 0100. 0100. 0 Source: Euromonitor International 2013 from trade sources/national statistics (Sun Care in Indonesia)The Sun Care brand shares held by most leading companies in Indonesia remained fairly stable from year 2007 to 2012 (Table 6). The top 3 sun care brands mainly imported from international market are Nivea, Oriflame and Nu Skin, total dominated 65-70% of su n care sales in Indonesia from year 2007 to 2012. Beiersdorf Indonesia with its Nivea Sun brand continued to lead sun care with a 46% value share in 2009. The notable fluctuation brand was Oriflame, which its overall share declined from 24. 3% to 12. 2% throughout year from 2007 to 2012 instability.However, Rossolare is the only local sun care brand owned by Galenium Pharmasia Laboratories PT at 0. 3% of total market share (Table 6). 5. Marketing Strategy 5. 1 Marketing Objectives Key Objective of Avery Wellness and PT BNR are to have Market Development of Sun Care segment in Indonesia market order to achieve: 1. Increase company sales revenue contributed from sun care brand market penetration: a. 10% in year 2013, b. 20% in year 2014 and c. 25% in year 2015. (From RM 12. 6 Mil- 2011 to RM 21. 0 Mil- 2015). (Appendix 1) 2. Capture 20% of sun care market share in Indonesia (2012 total market size in Indonesia RM 6. Mil/ 20. 2 bn Rupiah) 3. Achieve 15% net profit margin in Sun Care pr oduct segment in line with profitability generated from other skin care segment within 3 years. 5. 2 Financial Budget 5. 2. 1 Funding Avery Wellness indirect investment strategic to appoint a local trading company in entering Indonesia new market development needs both parties commitment to success the plan. So, both parties need to have contribution in startup capital base on 2:1 ratio whereby Avery Wellness will be contributing RM 500,000 and PT DNR required allocating RM 250,000 as capital to start up the business in Indonesia (Appendix 2). . 2. 2 Working Capital Cash Flow statement is an indication to show cash coming in and out every month. It is essential for a company to use cash to pay business expenses such as bills, wages, merchandise and even unexpected expenses (Farese et al, 2002). Projected cash flow statement (Appendix 3A 3B) shows the budget planning start from December 2012 as a business startup month. Total funding of RM 750,000 (value equivalent to rupiah VER) u se to pay for 2 months inventories (sun care products), import duties of 10% and promotion support in Indonesia market.Account receivable is base on 60 days term and expected cash is recovered in month of March 2013 with RM 120,000 (VER) sales collected on every subsequent month onwards. Monthly wages, general operating and administrative expenses start from month January 2013 at fixed cost of RM 24,000 and RM 5,500 respectively base on monthly basis. Inventory cost at RM 84,000 (VER) will be paid quarterly to store for 3 months supply. Product registration cost of RM 8,000 is used at one off payment to get qualified certificate to sell sun care product within Indonesia. 5. 2. 3 Sales Forecast and ProfitabilitySun SafeTM brand consists of Sun Sport body and Sun Defense face are forecasted to generate additional sales of RM 1. 2 mil in 2013 (Appendix 4). A successful marketing plan is to achieve company main objective by generating satisfaction profit (Kotler 1994). Net profit ranges is expected between 12-19% yearly, which is above the company net profit of 9. 9% in year 2012. 5. 3 Market Mix George Michael (2004) classified the 4 Ps marketing such as Product, Price, Place and Promotion as marketing mix. The target market for Sun SafeTM brand is focused on population in mass market of all age in Indonesia. 5. 3. Product There are 2 Sun care products named Sun Sport body and Sun Defense face to be sold in Indonesia market. Base on Warren Keegan model (table 7), there are 5 international product and communication strategies (Keegan Green, 2011) Table 7: Warren Keegen Model Source: (Keegan Green, 2011)) Avery Wellness is using Straight Extension whereby products that entering foreign market without changes as no requires RD expenses, manufacturer retooling or promotional modification. This will be an added advantage for Avery Wellness as the products is using Bahasa and English as communication to deliver the message.In other cases, this strategy may be a disa ster; for example Campbell Soup Company experienced a loss of $30 million by introducing a condensed soup in England. The reason is product communication breakdown as consumers did not realize water is added in the soup by assuming the product in small can was expensive. 5. 3. 2 Price Sun SafeTM brand will be positioning as low pricng with high quality value to win loyal customers (Kotler Keller, 2012). The selling price for Sun Defense Face and Sun Sport Body in Indonesia will be set at RM 29 RM 25 respectively (VER). . 3. 3 Promotion PT BNR will be using straight extension strategy. Therefore, the company does not change the products and also promotion methods since the culture and language for both Malaysia and Indonesia are similar (Kotler Keller, 2012). For example, Ford adapted its advertising message due to the product used in United States would not be interpreted the same meaning by Spanish speakers. Sun SafeTM brand is expected to obtain sales of RM 1. 2 millions in 2013 . PT BNR is budgeting 10% of the sales revenue for AP purposes.The advertisement campaign is mainly focus on brand awareness and the whole entire activities as below: 1)Press and magazines for sun protection information/article 2)Merchandising at beauty retail outlets. 3)Social media campaign. 4)Public relation of local Muslim Ambassador. 5)Sample distribution in shopping mall. 6)Sales Promotion. 5. 3. 4 Place PT BNR currently is having a very strong and established distribution network in broad channel for its existing product line in 30 branches covered the following chains such as: a. Pharmacy Chains b. Beauty Retailers c. Departmental Store 6. Management Structure and ControllingManagement is the process of reaching goals through the integrated of technology and human resources (Farese et al, 2002). To facilitate the effectiveness of an organization, PT BNR is currently practicing Horizontal Organization structure. Horizontal Organization involves self-managing teams that set th eir own goals and decisions; it helps the process of making spontaneous decision without delaying any important task (Farese et al, 2002) Marketing plan should be controlled using qualitative and quantitative standards including sales, market share, expenses, profitability and customers tracking.The controlling process is an indication to the evaluation of the effectiveness of an organization marketing plan (Lancaster Massingham, 2011). However, despite Avery Wellness is not participating in any sales and marketing activities but the director of sales will be monitoring and control the sales and marketing plan base on annual, profitability, efficiency and strategic control from time to time. 7. The Challenges for SME to Enter International MarketFrom a viewpoint of SME policy, the drastic changes in global growth and trade dynamics may open up opportunities for SMEs in international markets. However, they also pose a new challenge to policy makers in the need to design, adapt and i mplement effective policies to facilitate internationalization and enable SMEs to take full advantage of its benefits (Zizah Che Senik et al, 2010). In general, SMEs are considered to experience greater difficulties relative to large firms when operating internationally because of constrained resources and lack of international experience.Furthermore, the regulatory framework of some high-growth economies makes it more difficult for SMEs to enter the markets, which can be characterized by an unpredictable business environment likes frequent regulatory changes, weak protection of property rights, non-transparent judicial systems, inadequate enforcement of commercial law and specific institutional constraints. All these factors create additional challenges challenge to SMEs, which are typically resource constrained and inexperienced (Zizah Che Senik et al, 2010).A study on â€Å"Removing Barriers to SMEs Access to Global Markets† has identified in some of the barriers that affe ct the decision in entering foreign market. Table 6 has shown the ranking of the barriers (Koji Ito, 2013). Table 8: Types of Barrier of entering foreign market RankingTypes of Barrier 1Inadequate of well trained personnel 2Working capital shortage 3Insufficient and limited information on market audit 4Wrongly identifying foreign business opportunities 5Time management to manage international business is lack 6Inability to rapture potential customers in oversea market 7No strategy to develop products for foreign markets Unfamiliar foreign business practices and regulation 9Product quality and standard not meet the country requirement 10Unfamiliar exporting procedures and processes Source: US International Trade Commission (2010). 9. Recommendations It is suggested that Avery Wellness should build a network in Indonesia by appointing PT BNR as a trading company to distribute its products in the country. However, it is recommended that Avery Wellness can use direct entry mode after th e successful of product penetration into Indonesia market.

The eNotes Blog 7 Literary One-HitWonders

7 Literary One-HitWonders Some writers churn out new works like unstoppable machines. Dickens, Shakespeare, Austen- all of these writers died not only with multiple major literary works to their names but also produced many successful texts that remain immensely popular to this day. On the other side of the coin, some writers are known for producing just one major, successful work. These are the one-hit-wonders of the literary world- writers that only published one work during their lifetime that gained a lot of renown and attention. Let’s take a look at seven of these authors and the impact of their big hits. 1. Black Beauty Author: Anna Sewell Read time: 2 hours 43 minutes Genre: Adventure novel, animal drama Similar to: The Call of the Wild by Jack London It is good people who make good places. Sewell’s classic Black Beauty. Sewell composed the novel while severely ill, and lived only five months after its publication. Sewell’s only novel went on to sell over fifty million copies, making it one of the best-selling books worldwide. With important messages about kindness, respect, and empathy, Black Beauty not only teaches us to how to love animals, but also how to love each other. 2. Dracula Author: Bram Stoker Read time: 4 hours 45 minutes Genre: Gothic novel Similar to: The Return of Sherlock Holmes by Sir Arthur Conan Doyle No man knows till he has suffered from the night how sweet and dear to his heart and eye the morning can be. There are few books as influential on modern pop culture as Bram Stoker’s Dracula. While the concept of a vampiric, undead monster had been around for centuries, we owe our modern conception of the vampire fantasy to Stoker’s rendition. Written in 1897, Dracula has gone on to inspire countless other works, including feature films, plays, television adaptations, video games, and, of course, a certain young-adult teenage love story series (although Stoker’s version has significantly less sparkle). 3. Frankenstein Author: Mary Shelley Read time: 2 hours 21 minutes Genre: Gothic novel Similar to: The Strange Case of Dr. Jekyll and Mr. Hyde by Robert Louis Stevenson Beware; for I am fearless, and therefore powerful. Despite credentials as a novelist, short story writer, and dramatist, when one mentions Mary Shelley, there is only one book that springs to mind. Frankenstein, often hailed as the beginning of the science-fiction and horror genre, was published in 1818, when Shelley was just 20 years old. The Gothic novel also directly alludes to Milton’s Paradise Lost (see below), in comparing Frankenstein’s monster to a â€Å"fallen angel.† 4. The Jungle Author: Upton Sinclair Read time: 4 hours 18 minutes Genre: Political novel Similar to: Main Street by Sinclair Lewis, The Awakening by Kate Chopin So he went on, tearing up all the flowers from the garden of his soul, and setting his heel upon them. Five publishers initially rejected the work as too shocking, before Doubleday Publishing eventually came to the rescue. The Jungle was published in 1906 to massive controversy. While the book was intended as a critique of capitalism and a tacit endorsement of socialism, many readers were primarily horrified by its exposure of the health and safety violations of the meat industry. While Sinclair did write a number of other works, he is predominantly known today for The Jungle’s  unique brand of political critique. 5. Paradise Lost Author: John Milton Read time: 7 hours 15 minutes Genre: Epic poem Similar to: Dante’s Inferno by Dante Alighieri The mind is its own place, and in itself can make a heaven of hell, a hell of heaven. John Milton’s Paradise Lost was actually followed by a sequel, Paradise Regained. But nowadays, Milton is pretty much only known for his magnum opus Paradise Lost, a blank-verse epic poem that comprises ten books with over ten thousand lines. The poem is concerned with the biblical fall of Adam and Eve, and of the fallen angel of Satan. Paradise Lost has had a profound effect on the literary canon, and is still widely referenced in pop culture today. 6. Uncle Tom’s Cabin Author: Harriet Beecher Stowe Read time: 5 hours 26 minutes Genre: Anti-Slavery novel Similar to: The Narrative of the Life of Frederick Douglass, an American Slave by Frederick Douglass Of course, in a novel, peoples hearts break, and they die, and that is the end of it; and in a story this is very convenient. But in real life we do not die when all that makes life bright dies to us. Harriet Beecher Stowe wrote a number of other stories during her lifetime, but none ever reached the acclaim and notoriety of Uncle Tom’s Cabin. In fact, Uncle Tom’s Cabin was the best-selling novel of the 19th-century. Its strongly abolitionist message is credited as laying the foundation for the United States’ Civil War. In recent years, however, the novel has been criticized for the proliferation of a number of reductive African-American stereotypes. 7. Wuthering Heights Author: Emily  Brontà « Read time: 5 hours 53 minutes Genre: Gothic novel Similar to: Jane Eyre by Charlotte  Brontà «, Pride and Prejudice by Jane Austen Hes more myself than I am. Whatever our souls are made of, his and mine are the same. The final addition on this list is Emily Bronte’s only novel, Wuthering Heights, was published a year before her death, under the pseudonym Ellis Bell. Charlotte Bronte, her sister and the author of Jane Eyre, edited a version of Wuthering Heights which was eventually released in a posthumous edition in 1850. The unabashedly Gothic narrative follows the doomed romance of Catherine Earnshaw and Heathcliff, and has become one of the most well-known love stories in English literature to date.