The Uk Budget Hotel Sector Literature Review Tourism Essay

The Uk Budget Hotel Sector Literature Review Tourism Essay The negative connotation, which camped in the thoughts of regulars of small-sized commercial hotels, also known as budget hotels, is being substituted by a perceptual experience of affordability, proficiency and decency (Parsons, G., 2008). The swift shifting market changing aspects has positively affected the budget hotels fragment. This can be observed from the elation amongst local and international hospitality operators of budget hotels. There is a well-defined shape of evolving European vacationer over the direction the hospitality industry is taking (Solomon, M. R., 1992). Budget hotels are in the progression of being redefined with novel models, innovations as well as strategies. With converting mentality of customers and operators, modern-day budget hotels have fully taken a U-turn with unhesitating contrast. Being at a time when mini-full service hotels are acknowledged as business class, budget hotels have a healthy future. Budget hotels are compacted with simple facilities for apprehensive business travelers, hence targeting a precise market division of middle-rank business executives and price-sensitive corporate. Competitive hospitality entities are sensibly priced while having good service, style, and ambiance, and they manifest professionalism (Deloitte, 2004). A very high growth for budget hotels is envisioned, however the situation would be shrank due to deficit in supply of professional human capital. Nevertheless the encounters lay ahead need to be assumed as the spirit to test and the zeal to outshine continue. The UK Budget Hotel Sector In the UK, the budget hotel sector is at a point of exponential growth (McCaskey D., 2000).The branded budget hotel market remains to be controlled by hardly two heavy players. This is in reference to a new study by TRI Hospitality Consulting. Table 1 below from Budget Hotels 2010 UK show that the leading brand, Premier Inn, owned 41,511 rooms by the end of 2009, earning it a market share of about 38%; The closest contender to Premier Inn was Travelodge, having 27,010 rooms by the close of 2009, earning Travelodge a market share of almost 25%. Premier Inn and Travelodge therefore control over two thirds of the budget hotel brands market in the United Kingdom. Table 1 UK Leading Budget Hotels Operators Source: Budget Hotels 2010 UK Brand Number of Hotels Number of rooms Premier Inn 582 41 511 Travelodge 377 27 010 Holiday Inn Express 109 12 464 Ibis 53 7 173 Jurys Inn 23 5 828 Innkeepers Lodge 91 2 652 Etap 17 2 212 Ramada Encore 16 1 947 Days In 30 1 834 Day Hotel 12 1 562 The branded budget sector in the United Kingdom is centered in just a couple of companies. However, the competition keeps on to fly high in the general hotel industry as the budget hotels take over the mid-market hotels and boardinghouses. Jonathan Langston, the managing director of TRI Hospitality Consulting agrees with this observation (Parsons, G. 2008). After 1993, the count of rooms in budget hotel in the United Kingdom has risen by more than 10 times from 10,555 rooms in 1993 to 109,528 rooms at the close of 2009. Although Premier Inn and Travelodge control the branded budget market, many new brands have been coming up into the sector (Tri Hospitality Consulting, 2010).The most fortunate competitor to Premier Inn and Travelodge has been Holiday Inn Express which currently runs 109 hotels having 12,464 rooms (Tri Hospitality Consulting, 2010). However, this is less than 50% of the Travelodges number of rooms, and less than 30% of Premier Inn. Recession Impacts on the Budget Hotel Sector The new study, done by HotStats and issued by industry newsletter Hotel Analyst, as well makes it clear that while robust, the budget hotel sector has not remained unhurt by the economic downturn. Throughout 2009, returns per available room went down by 9.1%, with tenancy falling by 5.9% points to 67.8% and rate holding up better with a decline of 1.1% to  £50.97. The effect of recession on the budget hotel sector was confirmed by Jonathan Langston when he said, The budget hotel market has truly been the hotel industrys success story of the last decade. While trading has suffered in the recession, new hotels are continuing to open, reflecting the long term viability of the segment, (TRI Hospitality Consulting, 2010, Pp. 1). The Budget Hotel Market Environment The UK Budget hotel sphere began in 1985 with the inaugural of the Ibis at Heathrow, as well as Little Chef Travel Lodge. Ten years later, there were about 400 budget hotels having 28,500 rooms in total. As already mentioned in this paper, the budget hotel sector is exponentially growing, becoming increasingly swift; Merrill Lynch forecast the budget hotel rooms to increase from 40,000 in 1999 to 80,000 in 2003 taking a 20% share of the UK hotel market (Deloitte, 2004). An exploration study by the Henley Centre (2000) Leisure in the New Millennium staged to the Joint Hospitality Industry Congress (JHIC) demonstrated that development in real disposable income was increasing demand. This unrestricted spend had been arising at 2.6% since 1995 and was visualized to speed up its rate of growth to 3.7% Compound Annual Growth Rate by 2005. Leisure consumption was shifting from being looked upon as a luxury to becoming a necessity, in fact, almost an elementary human right. The effect of individuals seeing leisure as part of their run-of-the-mill running expenses should be to cut down the industrys cyclicality. Afore the budget hotel industrys historical perspective as suffering from a hyperbolized cycle, the realism is that this industry has developed at a similar rate as the GDP since 1993 (McCaskey D., 2000). There is a lot of evidence to demonstrate that every night budget hotels in the UK growingly affranchise the population into budget hotel use. This must be a wanted shift from the 1960s the time at which fewer than 5% of the population in the UK stayed in UK hotels, to the rates experienced today 21st Century, when more that 50% of the UKs population are active hotel users. Arguably, McDonalds was a chief accelerator in stimulating the development of the UK eating-out market. McDonalds got rid of many of the roadblocks or inhibitions to hotel usage. Several strategic success reasons behind McDonaldss QSCV (Quality, Service, Cleanliness and Value) are very relevant to budget hotels. To protect its name that could be taken advantage of, McDonaldss attorneys had to deter one business from brand-marking its hotel product McSleep (McCaskey D., 2000). With 80,000 rooms and 80% tenancy rate, approximations point that, budget hotels will accommodate more than 23,000,000 room-nights per year; in other words over 55% of an entire UK PLC demand. Kleinwort, B. (1996) figures demonstrate that back in 1995, UK PLC hotels gave 31.35 million room nights on sale. Accordingly, these newly lodge formats having low cost base have become a major challenge to two-thirds of the star conventional hotels which incline to having comparatively high costs reinforced into their operations and per se, lack the plasticity to elevate their operation to four-star levels, or to reduce costs to empower them to tie lodge prices. McCaskey, D. (2000) depicted budget hotels as a more and more hungry Pac Man as they cut a strip through the current industry. Similar volatile increase in lodge facility in the United States from the mid 60s to the late 70s left many of the USs distracted mid-market hotels in confusion. In the air, Governmental deregulation engendered the development of low cost airlines, a move that served to give rise to the speedy end of Pan Am and TWA. Deregulation is at present in full spate in the United Kingdom and Europe with a radical diminishing effect on costs and subsequent revenues in both airline and hotel industries. In the United States, the waysides and conurbation are now full of supererogatory and peripheral lodge properties constructed all through their boom years while some companies such as Red Roof Inns and La Quinta still record continuing success every year (McCaskey, D., 2000). The Battle for Market Share The budget hotel market has all the features of the growth phase in the product/service life cycle, making it an apotheosis. The marketing processes commonly associated with the growth phase are: The approaches which promote resilient brand loyalty; The approaches which reinforce market share: The approaches which improve a competitive status and underline the differentiated benefits. The marketing activities of Travel Inn brand, owned by Whitbread Hotel Company, stand out to clearly exemplify the above three. Travel Inn brand has been so orchestrated to cut down the risk of a negative client experience and has built a lasting value. Travel Inn conforms to all the standards for classification as a Leadership Brand, ranked beside other brands including Coca-Cola, Volvo, Disney, as well as Tesco. In other words, Travel Inn and the other four live a sort of Total Brand Management lacking in other organizations. Other budget hotels also need to pursue similar status. The exemplified companies and Travel Inn have a tenacity that communicates all that they do for everybody to know what they can best do for the brand. To affirm this take, Travel Inn competitive advantages have been examined using the Seven Characteristics of Leadership Brands model (Tilley, C., 1999). The Seven are the common elements to be found in all leading brands; they are the ways by which brands r egularly and consistently bear their promise. Travel Inn is the prominent market leader in the mushrooming budget hotel industry; attaining 86% room tenancy, across its 250 outlets, noting that every newly opened Travel Inn operates for about three years before it gains about maximum penetration in its home-grown area. This dilutes Travel Inns general mean group occupancy. This budget hotel takes another three years to build its regular clientele base. Accordingly, Alan Parkers, Hotel Companys M.D. (Parker, A., 2000) argument that a great number of Travel Inns invariably performed at mid-90% tenancy, can be said of being bold as well as true. It is evident that Travel Inn is doing what others are not doing in order to successfully remain competent. For instance in 1999, Travel Inn recorded a staggering 78% repeat occupation. Further analysis of Travel Inns figures staged that 77% of its customers stayed doubly or more throughout a year. In the meantime, 33% of the budget hotels customers stayed over 21 nights per annum year while more than 15,000 stayed every single night (Tri Hospitality Consulting, 2010). In contrast to other UK budget hotels, Travel Inn finds another competitive advantage on booking; Travel Inn has a system by which its regular customers are able to book further and further beforehand to secure their spaces. Competitive Advantage Success factors held by one budget hotel can be adopted by another. Travel Inn does a number of things that place it at a better place to successfully compete in the market. In reference to Travel Inn, the following strategies have been found to help budget hotels in competing successfully for market share: 1. Competitive budget hotels influence the conducts of their clients instead of following conventions and markets; they create customers. It is a practice and tradition in the hotel sector to come up a sophisticated rate of discounts. These discounts may be related to the volume of business and booking period among others. This strategy is meant to maintain and generate demand to make the most of tenancy and price. However, some budget hotels run without these incentives abs they still make it in competitive business. This could imply that there are factors other than this that place such brands on a competitive edge. For instance, Travel Inn does not offer such discounts; it neither pays travel agent commissions. As much as these are revolutionary departures from the budget hotel industry norm, Travel Inn still out-performs the occupation averages for the budget hotel sector. Travel Inns AARR (average achieved room rate) without discounts is the chains rack rate. 2. Competitive budget hotels efficaciously make a meaning that is more than just a function of the product or service. The best meanings are grounded on profoundly felt human needs. A research report on June 29, 2009 by Guy Parson, the Director of Marketing at Travel Inn, indicated that Travel Inn was more welcoming compared to Holiday Inn Express or Travel Lodge. The report also confirmed the speculations that Travel Inn was the first option in cheap accommodation. Very encouraging client gratification surveys as well as mystery shopping rates were being attained throughout Travel Inn and were invariably supervised. From this quantitative and qualitative research it was learnt that clients truly enjoyed their Travel Inn rooms that were new and lively (Parsons, G., 1999). Travel Inn has a compulsory total renovation after every three years, up to and including the bed. Evidently, there are other budget hotels which are riding on a similar competitive edge. For instance, on September 10, 2009, David Michels (2000) gave a brief biography in which he stated that among his first undertakings immediately after taking over as Chief Executive of the tumultuous Stakis Hotel Group was to make a request to a bank to enable him to buy 4,000 new beds for the hotel. Michels, D., (2000) acknowledged that the move helped Stakis recuperate. Michels said, We are after all in the sleep business, it would seem that one of the major components in making this a pleasurable experience is frequently ignored (Michels, D., Pp. 3). From this proceeding, Paul Slatterys (1995) analysis established that the gap between UK hotels PLC and unquoted firms is daily broadening while the tormenting multitudes of independent budget hotels deteriorate into slums. How Budget Hotels Achieve Competitive Advantage Still using Travel Inn as an example, this paper now focuses on how the most successful budget hotels in the UK have achieve a competitive edge. 1. Leadership budget hotel brands stand for meaning everything that they do According to McCaskey, D. (1999), the Travel Inn line of attack in relation to pricing is totally ethical. Leadership budget hotel brands take a pluralist line, such as an impression that a companys performance ought to be looked at in a much more pluralistic manner than just by the bottom line. Such budget hotels frequently go beyond the minimal demands of Corporate Governance. These budget hotels policy is an example of good practice. Given tenancy figures and the significant amount or deflected demand, Whitbread could maximize its price easily. Notwithstanding, Whitbread stands for the prices which are conventional, competitive, widespread, logical and fair, which makes it to easily communicate the prices throughout its affiliates. There are only three classes of prices in the UK budget hotel industry; Roadside, Metro (in City Centre) and Capital (in London). However, leadership budget hotel brands carry out price research to insure that the prices are in line with customer value. It is believed that many of Whitbreads contenders simply follow Whitbreads lead. Though the pricing warfare has for a long time successfully invaded the unjust pricing in retail banking, super-marketing and automobile distribution, there are however too many doubtful practices in the UKs budget hotel industry (McCaskey, D., 1999). These questionable traditions comprise of: Hyperbolic rack rates; Bait and Switch publicizing promotions; Single-room supplements, and; Over-Riding Commissions (kick-backs given to agents/ middlemen and their staff. Given the present-day consumer rights desired order of business, the four questionable practices will unavoidably be disclosed. 2. Leadership budget hotel brands are steady and expressive in every facet of their communication This strategy ensures understanding. Whitbreads recent innovational TV promotion fully conforms to this approach. A reexamination study staged in April 2000 affirmed that the purposes set for this TV commercial were outmatched. The researchs outcomes demonstrated that: à ¢Ã¢â€š ¬Ã‚ ¢ Spontaneous awareness had risen from 12% in April 1999 to 26% in May 2000. à ¢Ã¢â€š ¬Ã‚ ¢ Prompted awareness had risen from 67% in April 1999 to 82% in May 2000. à ¢Ã¢â€š ¬Ã‚ ¢ New logo recognition rose from 17% in April 1999 to 51% in May 2000. à ¢Ã¢â€š ¬Ã‚ ¢ Over the campaign period, there was a 16.5% increase in Central Reservation calls à ¢Ã¢â€š ¬Ã‚ ¢ Over the year there had been a 99% increase in e-mail requests and a 900% increase in Web Site visitors. The site should take interactive bookings shortly. (Whitbread Marketing Department August, 2000, Pp. 12) The Whitbreads staff handbook on the other hand captures the effect of the brand which is apportioned among team players. These foreshortened extracts from Whitbreads staff handbook are a model of what ought to be carried out by other UK budget hotels. The book states: à ¢Ã¢â€š ¬Ã‚ ¢ Dare to care; Budget hotel staffs need to show considerateness, regard client as special so as to ensure that the brand transcends what is expected. à ¢Ã¢â€š ¬Ã‚ ¢ Keep it simple; Budget hotel staffs should not over-complicate matters; Whitbreads staff are informed that being informal helps them to communicate crush barriers. à ¢Ã¢â€š ¬Ã‚ ¢ Right first time; Budget hotel staffs ought to be passionate about the industry standards. The then Whitbreads CEO David Thomas (2000) got this Right First Time attribute right with an instance serving as a lesson for the budget hotel sector. Mr. Thomas said that Most of the budget hotel sector needs continuous investment in people. He said, This is an area where I believe we most frequently shoot ourselves in the foot. Putting a raw recruit with little or no training and, no experience, in front of a customer is unforgivable. In the end this is the most expensive option to take because we then have to find more raw recruits and more customers, because the experience demeans them both, (Thomas, D., 2000, Pp. 7). Thomas (2000) continued to say that by the budget hotels industry standards, Whitbread had comparatively a low staff turnover. According to Mr. Thomas, the investment of budget hotels in training and improvement, and competitive pay and considerations, are critical factors in the future of the budget hotel industry. These tools of the trade, Mr. Thomas said, shape the future of this industry. 3. Leadership budget hotel brands are dynamic, invariably adopting to meet new demands and remain pertinent In a 1998 brand re-launch, Project Catapult, Guy Parsons (1999) clearly redefined the brand proposition. In his speech, Parsons suggested a number of things that ought to be done by UK budget hotels that wish to have a sharp competitive edge. Parsons proposed that UK budget hotels need to have a constant duologue between the hotel and its customers. A succeeding UK budget hotel in terms of competitive edge should have the following characteristics: It should fit its general mission statement; It is should be grounded in fact, and there should prove to support it; It should have a good tonal fit in line with the most recent research findings; It should suggest the audaciousness and confidence of being a market leader It should state its attention for internal motivation It should state its clear focus concerning communication It should bear in mind that price is not the center though value should still be The UK budget hotel according to Parsons, G. (1999) should use the above measures to draw their competitive strategies. Budget Hotels Societal Roles to Achieve Competitive Advantage Leadership Budget Hotel brands have social responsibilities According to Whitbreads Chief Executive, David Thomas (2000), during The Joint Hospitality Industry Congress at the Gloucester Millennium Hotel, leadership brands hold beliefs, positions and, conduct which earn the respect of the people outside the brand. A few years before 2000, Travel Inn had been criticized by some players in the budget hotel industry, and by a good number of city market analysts, for missing the chance of making short-term profits in Travel Inn. The analysts attributed the cause to having one national price that Travel Inn applied each throughout the week. After Travel Inn sharpened its strategies, Travel Inn it has since developed to become among the UKs biggest branded hotel chains having 250 hotels and 12,500 rooms. As tabled earlier on this paper, Travel Inns tenancy is increasing across the brand relative to its returns. Thomas bases Travel Inns success on a win-win approach between the brand and its clients. 2. Budget Hotel brands leadership is earned not given Leadership budget hotel brands percolate the whole establishment; they are not merely the organizations label. Leadership budget hotel brands serve as a living model of how well to carry on, what activity to do to achieve the best, and how to perform into the future. Other UK budget hotel brands need to realize the groundbreaking and innovative strategies developed by Whitbread. In its inauguration, Travel Inn yipped that it was set to start up a totally innovational and path-breaking scheme which would play a role in further differentiating it, give its brand the first mover status as well as maintain its intention as The UKs Favorite place to Stay. Successfully, Travel Inn has lived to live its initiation dream. This thus serves as an example to other UK budget hotel brands; they should set their own societal goals, live by them so as to place them in a better competitive position (Parsons, G., 1999). The Future for the UK Budget Hotel Sector Mr. Robert C. Hazard, President Choice Hotels, in the year 1994 was quoted saying, the period 2000-2010 will be the most competitive in the history of the UK Budget Hotel industry..every lodge must become more market driven, improving its product to create a unique, sustainable competitive advantage and a perception of greater value amongst its guests (Porter, M., 1996, Pp. 61). Porter argued that strategic advantage may be earned via uniqueness. He said, A company can only outperform rivals if it can establish a difference that it can preserve. It must deliver greater value to customers or create comparable value at lower cost or do both (Porter, M., 1996, Pp. 67). Porter also acknowledges that through differentiation, arithmetical productivity leads to superior measure and lets a company to charge even higher normal prices per units. It also makes a company get more efficient results even in lower than normal costs per unit and all this enable a company to achieve a virtuous circle . Today, the quick development stage in lodging services decelerates as the market attains full development and becomes concentrated. Predictions place this development at an infiltration that is approximately between 20% and 25% in the hotel market in United Kingdom. The predictions have mentioned important presence in the developments at the waysides, in the outskirts, in inner-cities and also in London. The hotel market in UK will be noticeably defined by price and quality groupings, from the super- budget to upper-market economic systems. Most hotels that will be the mid-market contributors in the current cluster include, Holiday Inn Express, Premier Lodge, Travel Inn and Travel Lodge. These hotels are expected to have realized their strategic and network aspirations and to have also settled most present matters such as the telephone facilities in the hotel bedrooms, the extra conference and meeting rooms. These improvements should be carefully examined so as to meet the actual cus tomer prerequisites. Increment in competition is expected over the years and growth in supply is also expected to surpass the growth in demand. The stronger players are gradually expected to battle one another instead of just taking business from the lesser participants as presently (Pricewaterhouse, 2010). In 1998, the Vice President of Holiday Inn Express, Mr. Shane Harris remarked that, The budget sector is over supplied with non-branded, poor quality, inconsistent hotels. These will be overtaken by the branded budgets which are currently undersupplied, (Harris, S., 1998, Pp. 21). The renowned betting and control organization, Pricewaterhouse Coopers recognize Brands as the large components of an organizations incorporeal worth (July 2000). Pricewaterhouse Coopers also influence brands capability to improve stakeholder worth with trademark tactics in formulating competitive benefit. The trademarking idea has changed from product advertising to service advertising. Corporate brands should steadily mirr or the capabilities of the particular organization. Table 2 Literature Review Matrix Author/Focus Industry Recession Environ Share Advantage Strategy Social Future Deloitte Kleinwort, B McCaskey Michels Parker, A. Parsons, G. Porter, M. Pricewaterhouse Slattery, P. Solomon, M Tilley, C. THC Whitbread

Legalization of Marijuana Should Not Happen Essay -- cannabis should no

The legalization of marijuana is a very controversial issue that is being debated across the United States. In the article "Going to Pot?," by Damon Linker, Linker attempts to persuade readers that legalizing of marijuana can cause more harm than help. This publication was released in November of 2001. Although two other writers, Richard Lowry and Andrew Sullivan, try to change readers beliefs Linker maintains his stance against marijuana. Without discrediting their facts he explains and defends why he feels they are wrong. The article is formal and although religion is not talked about, morals and society standards are questioned. Throughout the argument, Linker proves that effects of marijuana are detrimental to our society and will hinder social relations if legalized by our government. Linker is trying to sway the 34% of Americans who believe marijuana should be legalize to realize that more future problems will come from legalization. The audience Linker is reaching is primarily readers of the Religion and Public Life Monthly Journal. He is also trying to reach the 34% of Americans that approve the legalization of marijuana and the conservatives that seem to be shifting from prohibition to legalization. Linker focuses on today’s generation of parents and young adults because the choice will be in their hands soon. Society, as a whole, does not want marijuana to be legalized but as Linker states the attitudes appear to be shifting. The act of smoking marijuana is still perceived as bad and something that is looked down upon in society. The beliefs of people today are not the same as it was thirty years ago, and will continue to shift for times to come. Linker’s claims are logical and have basis. He p... ... article. This argument is good for the average American who knows little of the effects of marijuana. According to Linkers facts 66% of America still believe marijuana should not be legalized. This article is good for them because even if they were thinking of shifting opinions he proves that it would be wrong to legalize marijuana. Those Americans are the people that would agree with this argument because they want to believe that marijuana is harmful and should not be legalized. Obviously the other two authors and the 34% of America that believe marijuana should be legalized would disagree with this article. They could disagree with this continuously but the fact is that marijuana, however pleasurable it may be and seemingly less harmful than cigarettes, is still harmful in the long-term. The consequences of using and legalizing marijuana far outweigh the benefits.

Christianity and Paganism in Beowulf Essay

The literature of a period is often regarded as the purest manifestation of the social, political, and cultural atmosphere of a particular era. At a crossroads, often than not, these works narrate the development of a culture besieged by new ideas and influences. Considered as the earliest extant poem in a modern European language, the Germanic epic entitled Beowulf is a clear example of how two warring cultural ideologies are melded together to create a population’s own unique social identity. Peppered with pagan images of magic and monsters, one would almost immediately assume that the poem was created as an account of heroism in the likes of Greek myths and epics, but it is easy to acknowledge that the over-arching motive that pushes the narrative is the relationship of the people with their new God, the Higher Being proclaimed by the burgeoning Christian religion. Taking this into account, one could easily characterize Beowulf as the product of â€Å"folk Christianity†Ã¢â‚¬â€the reconciliation of the newfound religion of Christianity and traditional paganism, a melding that suited the culture of the Anglo-Saxon people. The sense of paganism in Beowulf can be easily attributed to the prolific existence of otherworldly monsters and supernatural events in the text. Revolving around the three â€Å"monsters† portrayed in the poem—the man-killing Grendel, the vengeful witch of the marsh that is his mother, and the dragon that would be the catalyst to the end—these characters or images portray a Scandinavia that was overwhelmed by a wide array of mythological creatures that wreck havoc in the small communities, a Scandinavia of pagan lore. But amidst this, a hero called Beowulf would appear from the distance, a Christian â€Å"savior of mankind†, to expunge the lands of these vicious beasts. From this mere premise we immediately assume the tension that exists between the two different ideologies: Beowulf exemplifies the new order of Scandinavian warriors, those that follow a new God but still abide by their traditional beliefs, while the monsters symbolize the mayhem and destruction of paganism. Such dynamic was taken advantage of by an anonymous medieval monk who had put the story of Beowulf on paper, showing the power of Christianity over paganism. An earlier example of a â€Å"pagan† monstrosity and Christian heroism found in the text is Beowulf’s battle with Grendel. The monster had been terrorizing the lands of Hrothgar, and news of this had spread throughout the land. It is interesting to note that Grendel has been described as â€Å"Conceived by a pair of those monsters born/ Of Cain, murderous creatures/ Banished by God, punished forever for the crime of Abel’s death (line 105-108). † This portrayal of the Christianity’s first murder pushes further the idea that those of the supernatural and pagan element are, as Grendel is shown, â€Å"banished by God†. Beowulf arrives at Hrothgar’s land, a warrior of epic capacity, and lends his service albeit for the price of wealth and fame. He destroys this monster with no weapon at hand, and gains the respect of the people—clearly showing the power of Christianity over paganism. Another aspect of Christianity that is liberally addressed throughout the text is the concept of Christian fate. When our heroes talk of God, they do so in acknowledgement of His all-encompassing power and dominion. Lines such as â€Å"’twas the judgment of God†, â€Å"Blessed God†, and â€Å"the mercy of God† can be read throughout the text and shows how these characters entrust their life and fate to their newly found religion. Overall, Beowulf should be considered not as a pagan text but rather a Christian one because Christian values compose the backbone of the prose. Beowulf is essentially an insight into the history of a people who have come to comfortably adapt to new ideas and beliefs through changing times.

Differences Between Categorical And Dimensional Approaches...

The Necessary Relationship Between Categorical and Dimensional Approaches to Diagnosis Within the realms of psychology, classification systems are imperative and allow for appropriate organization and proper descriptions of a patient’s psychological diagnosis. (Hunsley, J. Lee, M. Catherine, 2010). Classification is a central element of all branches of science and social science, and is how clinicians perform their job to diagnose patients. The two, main types of classification systems are the categorical approach and the dimensional approach. In a broad view, the categorical approach is an one in which a person or object is determined to either be a member of a specific category or not, and the dimensional approach is based on the assumption that the object or person being classified differs in the extent to which they possess certain characteristics and properties (Hunsley Lee, 2010). The controversy over dimensional versus categorical approaches to diagnosis as manifested in the recent development and publication of the DSM-V is a debate that is one to take note of. Numerous limitations and benefits to both the categorical and dimensional approaches exist, and are widely discussed by researchers when speaking of the production of the DSM-V in regards to personality disorders (PDs). This paper will mainly focus on the diagnosing of one with Narcissistic Personality Disorder (NPD), and how the changes from the categorical approach to dimensional approach in the recentShow MoreRelatedThe Classification System Of Mental Health Disorders2431 Words   |  10 Pageswith providers from Western countries like the United States relying almost exclusively on the DSM-5. The DSM-5 and its previous editions were constructed using a categorical approach to the classification of mental disorders (Blashfield, Keeley, Flanagan, Miles, 2014). 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Apart from any use as permitted under the Copyright Act 1968, no part may be reproduced by any process without prior written permission from the Commonwealth. Requests and inquiries concerning reproduction and rights should be addressed to the Manager, Communications/Media, Australian Communications and Media Authority, PO

Analysis Of Of Mice And Men By John Steinbeck

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The Big, Bad, Socialism Bug - 1280 Words

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Strategic Management for the Case Study Of Biocon India Group

Question: Describe about the Strategic Management for the Case Study Of Biocon India Group. Answer: Introduction Strategic management avails a business organisation opportunity to form and achieve specific goals through logical and steps. Indian pharmaceutical sector has grown over past few years to become one of the best-organised sectors. The industry is responsible for the development and sustenance of global medicine industry. Biocon Limited is a major part of this industry, and in this study, strategic opportunities of this organisation in the above-mentioned market have been evaluated and development strategies have been suggested based on the evaluation. Biocon Limited is a biopharmaceutical company from India. This company has brought bio-revolution in India. The founder of this company was Kiran Mazumdar Shaw. This company evolved with time from the field of enzyme manufacturing to bio-pharmaceutical. Biocon limited was established in the year 1978. It was a joint venture of Biocon India with Ireland. In the year 1998, Biocon India took over Unilever's part of the company (Bioconfoundation.org, 2016). Biocon Limited produces generic active ingredients and sells them in developed European market. Current revenue of this company is 22.40 billion INR. Mission, vision and Objectives of Biocon Limited: Vision: The organisation's main vision is to increase global healthcare to innovate and affordable biopharmaceuticals for all. Mission: The organisation wants to create intellectual asset through the process of discovery, development and research. The organisation wants to provide internationally benchmarked quality products. Biocon wants to focus on customer relationship with outstanding products. Training, empowering and monitoring are some of the techniques that the company wants to make for developing human resource development within the organisation. Objectives: The main objective of this company is to decrease the vulnerability to health associated problems to malnourished and poor people. It intends to raise aware in making the significance of the preventive health. In assistance of communities for providing health, measures are another important mission of Biocon Limited. In India, providing sanitation and public health is another vital objective of this organisation. The organisation wants in initiating education and screening for infectious diseases for preventing the diseases. In order to optimise the management of diseases, the organisation has been trying to manifest significant measures. Biocon Limited believes in the expansion of repertoire of the social protection, such as Arogya Raksha Yojana, Health micro-insurance for the most unprivileged section. Resources and Core-Capabilities of company: Resources and capabilities can be treated as the competitive advantage of the company. An organisation can have physical resources, legal resources, informational resources, relational resources and human resources. Biocon Limited has a well-managed human resource team. Current revenue of this company is 22.40 billion INR. Net income of the company at present is 3.61 billion INR (Bioconfoundation.org, 2016). This company is present in stock market. The organisation has been securing well growth with sustainable financial performance. Capabilities of the company depend on product management, pricing management, channel management and customer relation management. This company has been working in the field since 1978 with good reputation. Biocon Limited tries to improve the unmet needs of the patients. This company is the largest company in insulin making. This organisation is fully integrated company in biopharmaceutical focusing to reduce the costs in therapy. It is one of the leading companies in oncology department. This organisation has leading scientists for developing the affordable and efficacious products for all. They are working on development of the new solution in small molecules. This organisation engages scientists for technical and knowledge creation. Environmental Analysis- Pros and Cons SWOT The Indian pharmaceutical market is considered almost US $10.76 billion (Berman and Evans, 2013, p.1). The annual growth is almost 9.9% and is fast developing and creating new positions in the field of medicine through research and innovation. Strength Weakness   Cheap labour in Indian labour market   Comparatively less production cost   Availability skilled labour   Patients are treatment naive   Growing GDP, which helps common people spend more on medicine   Proper infrastructure underdeveloped   Unable to purchase expensive equipment   Separate education and research work Opportunities Threats   Great exposure to global market   Tax reduction by government   The success of new ventures   Demand in global sphere increasing   Skilled people moving out of country   Highly competitive market with new investments   The success of subsidiary unit than parent unit   Inflation of wage   Regulatory acts of government   Foreign groups are introduced in Indian market Table 1: SWOT Analysis (Source: Jayakumar, 2010, p.12) The cost of production is low and hence gets enough boosts to enhance its growth. The GDP is increasing giving more liquid money in hands of common people (Grundy et al. 2011, p.214). They are able to invest in the healthcare sector and to indirectly help the company. People are becoming more aware of their physical illness and they are heading towards treatment. New improved techniques are required to compete with the quality of products of the international market (Kor and Mesko, 2013, p.233). The equipment and machinery that Biocon India requires are quite costly and they are unable to avail all machinery (for further details refer to appendix 1). PESTLE The success of a company is very much dependent on internal and external macro and microenvironments. Both the internal and the external factors should be taken into consideration when the estimation of profit is done on the part of the management of the company. Political   Strategies of the government concerning the safety of the product made by the organisation influences its operations in a considerable manner   The internationalisation of the operations of the business organisation would be hugely influenced by the foreign policies of the government and the international relations of the Indian government with that of the target country   Indian Patent Act restricts the business organisation to secure the rights of using their innovation in term of manufacturing of the medicines which restricts the organisations capability of generating competitive advantage via research and development activities Economic   Value of money changes, which reduced the value of the seats of the company   Levy of taxes assigned by government increases the expenses of the pharmaceutical company Social   A major part of the target market believe more in homoeopathic than allopathic treatment, which restricts the business prospect of the company   Not all have the capability to buy the same amount of medicine. Technological   India is not technologically highly developed   Huge cost might be incurred in importing the machinery Legal   Drug Price Control Order 1970 has taken over the price making decision on the medicines Environmental   Regulations on noise pollution have been established   Regulations on environmental pollution have been established   Regulations on waste disposal have been introduced. Table 2: PESTLE for the external environment of Biocon India Group (Source: Lavie et al. 2012, p.1479) The Indian Patent Act, which has been introduced by the Indian government, has created a great problem (Grace, 2014, p.55) (refer to appendix 2). As opined by Casadesus-Masanell and Zhu (2013, p.466), technological advancement should be taken into consideration as it is one of the most crucial factors, which help in development of this sector. The legal procedure of the land, has taken control over the price making decision on the medicine produced by the company. The Drug Price Control Order 1970, has taken control on the pricing capability of the company. According to the law, the government has set a price for the medicines and the companies cannot cross the limit. This has created a negative impact as they have to control the price by cutting the coast in the other sections of the functioning of the organisation. Environment has been greatly affected by the industries. Hence, there are different regulations laid down by government so that the environment can be protected. The company Biocon has to limit its production and restrict its waste products. For this purpose, they had to take certain precautions like recycling the waste products and filtering the air. Competitive Life Cycle Analysis: There are four stages in the life cycle of the product. At first, the product is introduced in the market. Then the growth of the product takes place (Darroch, 2014, p.44). Then the growth level transform to the maturity level (Chen et al. 2016, p.2145). After the maturity level comes the decline stage. When at first, Biocon introduced their enzymes in the market, it was well accepted by the population and revenues started to roll in. Slowly, the enzymes were recognised in the market and it led to the popularity of the enzyme. With the popularity of the enzymes, the product reached its maximum point where it was earning huge profit. This profit led to the formation of Syngene another organisation under Biocon. Over the years, it has been seen that the popularity of enzymes fell from heights and paved for the other innovative products. Competitor analysis With the help of the competitor analysis, Biocon has been able to identify the marketing strategy with which it would evaluate the uniqueness of the product and attract the market where they want to enter or increase their sales. Currently Biocon is facing competition from companies like Alkem Lab, Ajanta Pharma, Ranbaxy Labs and many others from the size of their market and their competition. There are other small companies like Surya pharma and Ortin Labs that pose threat to Biocon. Though they are small in size, yet they are innovative in their products, they are slowly capturing the market. Market attractiveness evaluation Market insight observes that Contract Research Organisation in India has various challenges as well as it is an emerging market in India. The market of CRO did not observe boom as this slow growth in this sector took the business in present time to the emerging markets, like Indonesia and China (Cheng et al. 2014, p.22). The market values cannot be denied for the large population, attractive investment and cost-effective market. Five force analysis In recent time, the business environment has gone to extremely competitive. Each market has perfect competition. In perfect competition, no company can be price-taker (Henisz et al. 2014, p.1728). The companies are trying to create competitive advantage. Porters Five Forces model analyses the competitive advantages of a market. Contract research organisations are the pharmaceutical services providers that generally receive outsourcing from the large pharmaceutical as well as biotechs to conduct clinical trials and some of the other related services. Industry competition: In generic pharmaceuticals, it is a highly competitive market. It is important to innovate every moment to be in the field. Manty overseas companies have been doing great works in generic pharmaceuticals (Dezso and Ross, 2012, p.1078). At first, the drugs need to test and then, it can be produced in bulk. In order to be in the market, the price of the products needs to be competitive. Clinical research in India is to begin to take off and it could flourish in next few years. Figure 1: Porters Five Forces (Source: Grundy, 2011, p.2014) The threat of new entrants: For an entrepreneur, biopharmaceutical can be an option. Capital requirement of this industry is low. It is easy to create a network for distribution is easy. The government has put hindrance in the entry of this market. Having new patent is not easy (Ronda Pupo et al. 2012, p.162). The market for the generics is potential and huge. The pharmaceutical environment is dynamic. Development and new drugs play a significant role. Pharmaceuticals companies can take to direct to consumers approach to selling their products. The threat of substitutes: When the industry thrives, the demand for the specific drugs goes high. Pharmaceuticals industry has bright future, the threat of subsidiaries and biotechnology are high for the advancement of technology and researchers. Competitiveness is high and threats too (Peteraf et al. 2013, p.1389). The presence of strong multinational competitors in the market and the government's restrictions on the patent concerning the edible goods that require chemical for manufacture has increased the threat of substitute product in the market (Fjeldstad et al. 2012, p.735)(Refer to appendix 3). Identification of key success factors Value chain analysis Major factors in the value chain analysis are presented in the following figure. Figure 2: Value Chain analysis (Source: Bowersox et al. 2012, p.55) The activities of the business organisations concerning all the above-mentioned aspects determine the factors that might lead to success for the organisation. For example, the operational factors such as quality of the product and the expectations of the market determine if the company would be able to generate preference among the consumers concerning the products of the organisation. The research and development activities that Biocon India Group undertakes, distinct it from the other organisations that compete to acquire the preferences of consumers in the same market. (For further details, refer to appendix 4). In the following section the manner in which Biocon India Group generates competitive advantage for itself concerning, the above-mentioned factors have been discussed: Value analysis The voluminous target molecular reagents and customised molecules of Syngene paved the way for the early development and creation of the skills and infrastructural discovery of molecules (Kalegaonkar et al. 2012, p.65). The creation and initiation of Clingene, resulted in the loss of power and control by Biocon India Group, along with the entrapment of the central organisational culture. In the process of this creation, collaborative attempts were made to take into consideration safe and lower value business services for Clinigene, until it is capable of self-testing of the molecules and running free clinical (Walls et al. 2012, p.913). The distraction and deviation exposed by Clinigene regarding its consideration of the firm, that is, Biocon India Group, acted as a loss for the company, compelling the management to initiate the process of creation and development of the business all over again (Neffke and Henning, 2013, p.300). Planning and evaluation In order to achieve an overall growth, Biocon India Group certainly needs to expand its market share. In order to alleviate this situation, a simple yet expensive approach could be the initiation of a prospective Clinical Research Organisation (CRO). This will result in the escalation of the expertise and maintenance of stability within the relationship between the company its clients within the organisational culture (Easterbrook et al. 2011, p.869). The assistance and assurance from the Quality Assurance Company, regarding the quality of the Biocon products, encouraged and motivated the company to start their business a fresh, in spite of the deviation from Clingene. This is owing to the sharing of corporate values and trust among the employees and the other staffs (Kapferer, 2012, p.89). The high potential growth of the CRO might prove to be beneficial for Biocon, providing the scope and opportunity to Clingene regarding the careful and conscious reading and positioning within the CRO market. Strategic choice development Ansoff Matrix Ansoff matrix provides a business attempts for tracking the dependency of new and existing products in the market. In case of the existing market, the organisation needs to analyse the market penetration and product development. In new market, the organisation needs to analyse, market development and diversification (Darroch, 2014, p.35). Market penetration Market development The company wants to enhance the market share of the present products and intends to enter the markets of neighbouring countries (Gulati et al. 2012, p.576). While the first can be achieved through personal selling for the second the organisation needs to undertake outsourcing or franchising. The company needs to increase the existing customers. Biocon Limited tries to innovate in emerging market of biotechnology, research service and molecules. Restructuring can be helpful for overshadowing the competitors. The company needs to develop the geographical market through entering new markets. Pricing policies need to be adjusted as per the standards of the target market. Distribution channels such as online sites can provide assistance. The company has taken global manufacturing with cost effective way. Biocon Limited started to expand in Malaysia. Product Development Diversification The company needs to develop and research about the innovation of products with detailed analysis. They need to be the first in the market. Biocon Limited tries to innovate in insulin and molecules. They are working on oncology and next generation biotechnology. Research services, biosimilars and novel molecules are some of the products they are currently working on. It is related to growth of market to the new products. The company needs to analyse the risk strategy (Hill and Jones, 2013, p.45). The company first tries to grow the products in lab then take it to market and Biocon Limited is no exception to this. The company takes the strategy of risk assessment and able to procure reward for that. Table 3: Application of Ansoff Matrix (Source: Created by author) Deliberate Strategy: Plan for market expansion The management of Biocon India Groups can organise for a meeting to develop and create appropriate strategies for the expansion of the market share through the product and services (Refer to appendix 5). Specific The organisation might expand its sphere further through entering the neighbouring markets for which the organisation would need to outsource some of its activities in the target market Yet the policies of manufacturing and research and development would be same as the home country for ensuring that the values of the company remain the same in the target market as well Measurable This might be measured through the performance of the company in the international market Achievable The organisation has enough financial base to achieve this target Realistic Due to the current competition level of the industry and the existence of MNCs in the market the organisation has faced the need for increasing its sphere or operation hence it needs to undertake the internationalisation. This would increase the appeal of the organisation in the home market as well Time base This needs the time span of 2 years Table 3: SMART Analysis (Source: Created by Author) Emergent strategy: Hiring of qualified workers for international market expansion In order to hire qualified workers for the market expansion, the management authorities of Biocon can organise meetings regarding the recruitment of qualified workers (Ward and Peppard, 2016, p.65). Consequently, an effective organisational culture will be established where there is an existence of coordination, cooperation, stability and trust among the employees and the managerial staffs. Specific Hiring the skilled employees for the research and development process is essential for ensuring that the organisational current or future ventures are completed in a successful manner Measurable Success of this particular strategy might be evaluated based on the increased productivity of the organisation and its improved service quality For this, the organisation might use Achievable As the organisation operates in a market that has ample number of skilled employees that agree to serve in considerably low wages hence the recommendation is achievable Realistic As the strategy does not emphasise on any large expense of the company yet has the potential to improve the service and production level hence the strategy can be considered realistic Time base This strategy might be implemented in the time span of 3 months Table 4: SMART Analysis (Source: Created by Author) Choice of best-fit strategy and implementation Some strategies will emerge upon the implementation of the proposed strategies by the employees. In the process of this implementation, the creativity and productivity of the employees will be enhanced. They will gain much experience from the exposure of their skills, expertise and knowledge on a regular basis. As a consideration of the internal and the external factors, strategies for the expansion of Biocon market will enhance the reflex capability of the employees. This will provide the scope for the undertaking of actions according to the emergence of the business situations (Zhou and Li, 2012, p.1090). Evaluation of the strategic options presented above has enabled the researcher to identify that the internationalisation of the company might be essential yet it needs long-term stratification. For the immediate improvement of the organisational position in the market, the organisation needs to acquire employees that are more skilled and improve its product and service quality (Zhu and Iansiti, 2012, p.88). Conclusion After concluding the assignment, it can be clearly stated that the management of Biocon should take into consideration the Indian market. With the help of the SWOT analysis and the Pest analysis, the potential disadvantages and advantages of operating in the Indian market can be analysed. To judge the competitive advantage of the market, PORTER's theory has been used. There is huge competition in the international and national market. The recommendation is provided so that the company can improve their present condition and achieve their targets with huge success. References Books Berman, B.R. and Evans, J.R., (2013). Retail management: a strategic approach. United Kingdom:Pearson Higher Ed Darroch, J., (2014). Ansoffs Growth MatrixIn Detail. In Why Marketing to Women Doesnt Work. UK: Palgrave Macmillan Hill, C.W. and Jones, G.R., (2013). Strategic management theory. South-Western/Cengage Learning Kapferer, J.N., (2012). The new strategic brand management: Advanced insights and strategic thinking. Kogan page publishers Ward, J. and Peppard, J., (2016). The Strategic Management of Information Systems: Building a Digital Strategy. John Wiley Sons Bowersox, D.J., Closs, D.J. and Cooper, M.B., 2002. Supply chain logistics management (Vol. 2). New York, NY: McGraw-Hill. Journals Casadesus-Masanell, R. and Zhu, F., (2013). Business model innovation and competitive imitation: The case of sponsor based business models.Strategic management journal, 34(4), pp.464-482 Ronda Pupo, G.A. and Guerras Martin, L.., (2012). Dynamics of the evolution of the strategy concept 19622008: a co word analysis. Strategic Management Journal, 33(2), pp.162-188. Cheng, B., Ioannou, I. and Serafeim, G., (2014). Corporate social responsibility and access to finance. Strategic Management Journal, 35(1), pp.1-23 Dezs, C.L. and Ross, D.G., (2012). Does female representation in top management improve firm performance? 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Strategic Management Journal, 33(8), pp.885-913 Zhou, K.Z. and Li, C.B., (2012). How knowledge affects radical innovation: Knowledge base, market knowledge acquisition, and internal knowledge sharing. Strategic Management Journal, 33(9), pp.1090-1102 Zhu, F. and Iansiti, M., (2012). Entry into platform based markets. Strategic Management Journal, 33(1), pp.88-106 Chen, Y.M., Liu, H.H. and Wu, H.Y.,(2016). Reputation for toughness and anti-dumping rebuttals: Competitive rivalry, perceived benefits, and stage of the product life cycle. Journal of Business Research, 69(6), pp.2145-2150. Websites Bioconfoundation.org. (2016). Biocon Foundation - Promote social and economic inclusion by ensuring that marginalized communities have equal access to healthcare services and educational opportunities. Available at: https://www.bioconfoundation.org/ [Accessed on: 10 Jul. 2016]