Broken Windows Theory

What Impact has the Broken-windows Theory had on Policing? What about the Future? 02/18/2010 Question Response pg. 118 Broken-windows theory is the thought that when low levels of crime and disorder and deviance are not held in check, then more serious crime is likely to follow (Roberg, Novak, Cordner pg. 102). It was a theory proposed by J. Q. Wilson and Kelling in 1982. The broken-windows theory has had an effect on policing in the past, and will play a role in how policing is done in the future. First let’s look at how the broken-windows theory has impacted policing in the past. Broken-windows theory suggested a way of thinking in the community. Citizens felt safer when police departments conducted more foot patrols in the neighborhood, and felt the police were more aware of the crime that occurred. As time progressed into the adaptation of the motorized patrol, some people felt that the police had lost touch with the community and were not aware of the small underlying issues of the bigger crimes that occurred (pg. 66). Through the theory of broken-windows, a zero-tolerance style of policing was developed. Some police departments, such as New York, implemented the zero tolerance style and claimed that it lowered their crime rates in the mid 1990’s (pg. 103). The police became more arrest oriented and focused on a more aggressive approach to crime control. They would increase their traffic citations, arrests, and increase their contacts with citizens. However, one of the issues with the zero tolerance style of policing is that it can cause some undue harm to citizens. By being to aggressive, it leads officers to become more suspicious of some people even though they may not deserve it, and can to lead to false arrests or abuse (pg. 04). In conclusion, the broken-windows theory has created the zero tolerance style of policing, and has lead some citizens to believe that the police are not in touch with their neighborhood due to the lack of foot patrol. As cities continue to grow and expand, most police departments will not have the resources to devote some offices to foot patrol, w hile having others in vehicles to respond to other calls for service in other areas. Therefore under the broken-windows theory, departments will have to address the issue of the community not feeling safe without foot patrols. Also, understanding that if minor crime is not addressed, the potential for larger crime may follow; this will lead departments to find new strategies to address these issues. Departments will look to work with the community (community policing) in an effort to resolve the issues without delay (zero tolerance). Broken-windows theory has affected the way police departments operate since it was developed, and only through new and creative strategies can it be correctly implemented. Reference: Roberg, R. , Novak, K. , & Cordner, G. (2009). Police & society. Oxford, New York: Oxford University Press. Broken Windows Theory The notion that serious crime is stemmed from minor disorders and fear of crime was a well-developed hypothesis in the 1980s by James Q. Wilson and George Kelling (Hinkle & Weisburd, 2006). Wilson and Kelling (1982) had coined this theory as â€Å"broken windows†. Broken windows theory states that disorder in a society causes the residents of the society to develop fear (Hinkle & Weisburd, 2008). The authors go on to state that fear is the fueling source behind delinquent behavior, which resulted in higher rates of serious crimes (2008).The main concept of this theory illustrated that if police were to target and eliminate minor disorders through community policing, it would have an overall impact on the reduction of crime rates (Gau & Pratt, 2008). Broken windows theory was not accepted by all, in fact it sparked a great deal of controversy (Wilson & Kelling, 1982). The opposing views of broken windows theory argued that it was too weak because of the lack thereof empirical e vidence proving the correlation between implementation of broken windows policing methods and decrease in crime (Harcourt, 1998).The purpose of this essay was to compare and contrast the two different perspectives on the broken windows theory. This paper shall also conclude whether the broken windows theory can be successfully used within a community policing model. In my opinion the broken windows theory had enough substantial groundwork presented that it was successfully used within community policing. To begin, according to Clyde Cronkhite (2004) the theory was true. Cronkhite connects â€Å"disorder and crime as part of a developmental sequence† (2008, p. 46). The main concept that Kelling and Wilson stated, was that if small minor disorders such as littering, public drinking, graffiti etc. were tolerated in a society than it would spiral out creating more serious crimes (Cronkhite, 2004). Cronkhite (2004) gave reasoning behind their theory stating that serious crimes ste m from criminals assuming that once there was social acceptance of minor delinquent behaviors, the community became vulnerable and were less likely to act against such behaviors. Broken windows entails a process whereby unchecked visible disorder signals to residents that community lacks social control. This assumption is that the law-abiding citizens and the criminal alike are attuned to this signal† (Gau & Pratt, 2008, p. 164). Gau and Pratt (2008) gave an explanation as to why criminals tend to flood the streets when minor disorders are present in society. The authors reasoned that it is because the general public sought shelter or safety off of the streets which in turn allowed criminals to occupy the area (Wilson & Kelling, as cited in Gau & Pratt, 2008).From personal experience in third year of University I attended a midnight street walk of downtown Toronto, which allowed me to draw on the same conclusions as Gua and Pratt. During the street walk it was clear that certa in geographical areas provided an outlet for further crime to exist based on social senses, such as Regent Park. Also, based on physical evidence that remained on George St in front of Seaton House; needles on the floor, graffiti on the walls and empty alcohol bottles not only concluded that this area was a favorable environment for crime, but that indeed some form of illegal acts had occurred.Furthermore, Gua and Pratt (2010) discussed how the perceptions of disorder in a community instilled fear into its members and how fear created social disengagement from the community. The broken windows perspective outlined the cognitive thought behind what individuals viewed as disorders (Cronkhite, 2004). In other words, disorder was always in the eye of the beholder, which in this case was the community. The way the community interpreted the delinquent behavior for example littering, determined whether the community was going to reject or accept it into their societal values.Based on the c ommunity’s decision we must consider an outsider’s perspective on such behavior as well. James McCabe (2008) goes on to talk about how it was not the physical aspect of the act (litter in itself) but rather the symbolism it created that lead to increase in crime. McCabe also stated that if individuals saw littering as a threat to social order, this threat would no longer be overlooked or considered unimportant, instead littering would be viewed as a key catalyst to a chain of negligent behavior (2008).Fear was a result of the negligent behavior, fear also generated attachment to the visible characteristics of delinquency, helping outsiders derive a negative stigma about a community (J. Irwin, personal communication, Oct 3rd, 2012). Tepperman and Curtis (2011), provided an explanation as to why crime occurs based on the social functionalist approach coined by Emile Durkheim â€Å"in order to have a well-functioning society it requires values, cohesion and social contro l† (p. 19).This theory was based on the principal that social problems are socially created (Tepperman and Curtis, 2011), the social functionalist approach supported the original work on the broken windows theory, which stated that minor disorders are classified and looked at based on individual perception (source). Structural functionalist approach established that problems in a society originate from the observation of others’ consequences (Tepperman and Curtis, 2011). In this particular case the consequences of the minor delinquent acts created greater chaos.To combat the growth in crime rates in any geographical area, â€Å"broken windows philosophy entails addressing the minor problems in a community before they create conditions that welcome and/or permit more serious offences† (McCabe, 2008, p. 291). McCabe (2008) also theorized that if you were to control the disorder you could then control the crime. The outcome this theory had on police response was tha t it created the order maintenance policing strategy (Cronkhite, 2004). This was the gateway introduction to community based policing.Broken windows theory demanded that there be community involvement (McCabe, 2008). The positive correlation between community policing and reduction of crime rates, was not necessarily in the affects the police have on the disorder itself, but rather the sense of order being restored into the community through hands on approach (Sampson & Raudenbush, 2004). When the community saw active policing, and a restored sense of community, people began to feel safer within society and were more inclined to help with community restoration initiatives (McCabe, 2008).The order maintenance strategy operated based on a community policing model, which is known as The Ontario Association of Chief of Police (OACP) Model (G. Hanna, personal communication, Sept 26th 2012). Wilson and Kelling’s theory was based on the social science experiment of Phillip Zimbardo, who had studied the snowballing effect on vandalism at the Stanford University Campus parking lot New York City in 1969, once a vacant car was left unattended to (McCabe, 2008).Kelling and Wilson (1982), indicated that disorder and crime have a strong positive correlation based on the yielded results from Zimbardo’s experiment. The first to implement the order maintenance approach was the New York Transit Authority (NYTA) (Corman & Mocan, 2005). The NYTA tackled the Subway vandalism problem head on, they eliminated graffiti, and arrested those who tried to cheat the subway fare system (Corman & Mocan, 2005). Bratton the main leader in organizing the initiative, stated that the theory was accurate (Corman & Mocan, 2005). Bratton went on to explain that there was a dramatic drop in rime rates committed in the subways following this approach, thus backing up the broken windows theory (date). After realizing the positive results of aggressive order maintenance strategy, the brok en windows theory was then put to the test by the NYPD (Corman & Mocan, 2005). The NYPD were also only reaping the benefits from this decision. Deploying this strategy had an impact on the offender’s belief that the risk of apprehension was high, thus the NYPD sent a clear message to the community that law and order prevail over petty and serious crimes (Sampson & Cohen, 1988).Immediately after the implementation of order maintenance, NYPD saw significantly decreasing numbers in serious crimes such as homicide, robbery and rape (Corman & Mocan, 2005), the city ended up reaching its all-time low. Kelling in his later work wrote, â€Å"Both experience and substantial formal research demonstrated that disorder left untended ultimately leads to serious crime†¦ Fighting disorder, by solving the problems that cause it, is clearly one the best ways to fight serious crime, reduce fear, and give citizens what they actually want from the police force†. Kelling 1999, p. 29 a s cited in Gau & Pratt, 2008, p. 167). Another Dutch researchers conducted an experiment that revealed how visible social disorder increased an individual`s temptation to indulge in delinquent behaviour (Kaplan, 2008). A Dutch researcher, Keizer tested this theory by; â€Å"placing an envelope containing a 5 euro-note hanging from a mailbox†¦ when the mailbox was clean, 13 percent of passers-by stole the envelope. When the mailbox was surrounded by trash, the percentage jumped to 25 percent, and then 27 percent when it was covered by graffiti. (Kaplan, 2008, p. 1). It was evident that the presence of litter (minor disorder) increased the rate of crime double fold. This Netherland experiment bolstered the broken windows theory (Kaplan, 2008). On the contrary, these results fueled the debate of whether the broken windows theory was the driving force behind crime reduction in the area. While researchers tried to determine the root causes to a particular crime, the macro-social ap proach shed light on crime originating from â€Å"poverty, unemployment, racism, class conflict, etc. † (McCabe, 2008, p. 92) Kennedy and Moore (1995) believed that the police did not have direct impact on these crime causing issues, therefore no direct impact on crime. Harcourt was the main author to challenge the broken windows theory. He scrutinized the theory as well as the data gathered by author Skogan, statingthat although there were several measures of serious crime (assault, sexual assault, and burglary) available in Skogan’s research, he only disclosed the findings on crime correlated to robbery (Harcourt, 1998). This made Skogan’s work discreditable and biased.Another reason why broken windows was said to be invalid is due to people`s perceptions on the relationship between crime and disorder; whether or not they are separate entities (Corman & Mocan, 2005). â€Å"If disorder and crime seem to be different in the eyes of neighborhood residents, then order maintenance policing may have a fighting chance at crime reduction. If however, the two phenomena merge into one in the minds of those residents, then broken windows theory and its accompanying order maintenance policing strategies will need to be rethought. (Gau & Pratt, 2008, p. 170). Furthermore, the main concept of broken windows theory was attacked. The idea that if disorder is not found frightening, citizens remain on the streets, therefore streets are not being opened to criminals, thus criminal behaviour would not take place (Hinkle & Weisburd, 2006). Interestingly, the studies conducted against the theory have not given much attention to the relationship between disorder and fear, which was surprising given its importance in the model. (Hinkle & Weisburd, 2006).Studies based on broken windows are too inconsistent to be able to draw a definite line as to whether or not the theory was accurate and the possibility of integration into community policing. Researchers have stated that there are statistically better predictions of crime such as community stability and collective efficacy of the neighborhood, therefore police should not focus their time into â€Å"fixing† the broken windows theory but rather dedicate their time to other predictors (Weisburd & Braga, 2007).Consequently, if police were to dedicate their time on the other factors rather than on minor disorders there would be less objectivity in regards to police involvement (Weisburd & Braga, 2007). The authors point out that although all individuals would be in favour of collective efficacy, it was hard to address and improve upon (2007). Making it easier said than done. These other statistical predictors of crime were rational and helpful in regards determining all possible causes of crime, but they were far too ambiguous of concepts to be solved through practice (Weisburd & Braga, 2007).Thus broken windows theory was a practical option, it was applicable to any community and it w as able to be implemented quickly. According to the OACP Model order maintenance policing would be considered as part of the community mobilization and crime prevention sector. This sector allows the police to take charge and impact minor disorders preventing future crime while encouraging community members to get involved, thus transitioning toward safer communities and to the ultimate goal of low need for police assistance (G. Hanna, personal communication, Sept 11th, 2012).In conclusion, the macro-social approaches, lack thereof empirical evidence, relationship between fear and disorder as well as perceptions on social disorders were the critiques made against the broken windows theory. Despite these critiques, the theory proved to be true through real life application. Therefore I draw to the conclusion that it was and continues to be successfully incorporated into the current policing model. If police services in Ontario dedicate more time to target the social disorders visible in our communities, they will help build positive relations in the community.By restoring order in our communities we are another step closer to eradicating serious crimes (Wilson & Kelling, 1982). References Corman, H. , & Mocan, N. (2005, April). Carrots, sticks, and broken windows. Journal of Law and Economics, 48(1), 235-266. doi:10. 1086/425594 Cronkhite, C. (2004, March 1). Illusions of order: The false promise of broken windows policing (Book). Criminal Justice Review (Georgia State University), 29(1), 245-248. Retrieved October 1, 2012, from http://web. ebscohost. com. subzero. lib. uoguelph. ca/ehost/pdfviewer/pdfviewer? id=50642dd3-c8cc-4a96-aa51-1baee6674c01%40sessionmgr114&vid=1&hid=107 Gau, J. M. , & Pratt, T. C. (2008, May 1). Broken windows or window dressing? Citizens (in)ability to tell the difference between disorder and crime. Criminology & Public Policy , 7(2), 163-194. doi:10. 1111/j. 1745-9133. 2008. 00500. x Gau, J. M. , & Pratt, T. C. (2010, August). Revisit ing broken windows theory: Examining the sources of the discriminant validity of perceived disorder and crime. Journal of Criminal Justice, 38(4), 758-766. Retrieved October 1, 2012, from Broken Windows Theory The notion that serious crime is stemmed from minor disorders and fear of crime was a well-developed hypothesis in the 1980s by James Q. Wilson and George Kelling (Hinkle & Weisburd, 2006). Wilson and Kelling (1982) had coined this theory as â€Å"broken windows†. Broken windows theory states that disorder in a society causes the residents of the society to develop fear (Hinkle & Weisburd, 2008). The authors go on to state that fear is the fueling source behind delinquent behavior, which resulted in higher rates of serious crimes (2008).The main concept of this theory illustrated that if police were to target and eliminate minor disorders through community policing, it would have an overall impact on the reduction of crime rates (Gau & Pratt, 2008). Broken windows theory was not accepted by all, in fact it sparked a great deal of controversy (Wilson & Kelling, 1982). The opposing views of broken windows theory argued that it was too weak because of the lack thereof empirical e vidence proving the correlation between implementation of broken windows policing methods and decrease in crime (Harcourt, 1998).The purpose of this essay was to compare and contrast the two different perspectives on the broken windows theory. This paper shall also conclude whether the broken windows theory can be successfully used within a community policing model. In my opinion the broken windows theory had enough substantial groundwork presented that it was successfully used within community policing. To begin, according to Clyde Cronkhite (2004) the theory was true. Cronkhite connects â€Å"disorder and crime as part of a developmental sequence† (2008, p. 46). The main concept that Kelling and Wilson stated, was that if small minor disorders such as littering, public drinking, graffiti etc. were tolerated in a society than it would spiral out creating more serious crimes (Cronkhite, 2004). Cronkhite (2004) gave reasoning behind their theory stating that serious crimes ste m from criminals assuming that once there was social acceptance of minor delinquent behaviors, the community became vulnerable and were less likely to act against such behaviors. Broken windows entails a process whereby unchecked visible disorder signals to residents that community lacks social control. This assumption is that the law-abiding citizens and the criminal alike are attuned to this signal† (Gau & Pratt, 2008, p. 164). Gau and Pratt (2008) gave an explanation as to why criminals tend to flood the streets when minor disorders are present in society. The authors reasoned that it is because the general public sought shelter or safety off of the streets which in turn allowed criminals to occupy the area (Wilson & Kelling, as cited in Gau & Pratt, 2008).From personal experience in third year of University I attended a midnight street walk of downtown Toronto, which allowed me to draw on the same conclusions as Gua and Pratt. During the street walk it was clear that certa in geographical areas provided an outlet for further crime to exist based on social senses, such as Regent Park. Also, based on physical evidence that remained on George St in front of Seaton House; needles on the floor, graffiti on the walls and empty alcohol bottles not only concluded that this area was a favorable environment for crime, but that indeed some form of illegal acts had occurred.Furthermore, Gua and Pratt (2010) discussed how the perceptions of disorder in a community instilled fear into its members and how fear created social disengagement from the community. The broken windows perspective outlined the cognitive thought behind what individuals viewed as disorders (Cronkhite, 2004). In other words, disorder was always in the eye of the beholder, which in this case was the community. The way the community interpreted the delinquent behavior for example littering, determined whether the community was going to reject or accept it into their societal values.Based on the c ommunity’s decision we must consider an outsider’s perspective on such behavior as well. James McCabe (2008) goes on to talk about how it was not the physical aspect of the act (litter in itself) but rather the symbolism it created that lead to increase in crime. McCabe also stated that if individuals saw littering as a threat to social order, this threat would no longer be overlooked or considered unimportant, instead littering would be viewed as a key catalyst to a chain of negligent behavior (2008).Fear was a result of the negligent behavior, fear also generated attachment to the visible characteristics of delinquency, helping outsiders derive a negative stigma about a community (J. Irwin, personal communication, Oct 3rd, 2012). Tepperman and Curtis (2011), provided an explanation as to why crime occurs based on the social functionalist approach coined by Emile Durkheim â€Å"in order to have a well-functioning society it requires values, cohesion and social contro l† (p. 19).This theory was based on the principal that social problems are socially created (Tepperman and Curtis, 2011), the social functionalist approach supported the original work on the broken windows theory, which stated that minor disorders are classified and looked at based on individual perception (source). Structural functionalist approach established that problems in a society originate from the observation of others’ consequences (Tepperman and Curtis, 2011). In this particular case the consequences of the minor delinquent acts created greater chaos.To combat the growth in crime rates in any geographical area, â€Å"broken windows philosophy entails addressing the minor problems in a community before they create conditions that welcome and/or permit more serious offences† (McCabe, 2008, p. 291). McCabe (2008) also theorized that if you were to control the disorder you could then control the crime. The outcome this theory had on police response was tha t it created the order maintenance policing strategy (Cronkhite, 2004). This was the gateway introduction to community based policing.Broken windows theory demanded that there be community involvement (McCabe, 2008). The positive correlation between community policing and reduction of crime rates, was not necessarily in the affects the police have on the disorder itself, but rather the sense of order being restored into the community through hands on approach (Sampson & Raudenbush, 2004). When the community saw active policing, and a restored sense of community, people began to feel safer within society and were more inclined to help with community restoration initiatives (McCabe, 2008).The order maintenance strategy operated based on a community policing model, which is known as The Ontario Association of Chief of Police (OACP) Model (G. Hanna, personal communication, Sept 26th 2012). Wilson and Kelling’s theory was based on the social science experiment of Phillip Zimbardo, who had studied the snowballing effect on vandalism at the Stanford University Campus parking lot New York City in 1969, once a vacant car was left unattended to (McCabe, 2008).Kelling and Wilson (1982), indicated that disorder and crime have a strong positive correlation based on the yielded results from Zimbardo’s experiment. The first to implement the order maintenance approach was the New York Transit Authority (NYTA) (Corman & Mocan, 2005). The NYTA tackled the Subway vandalism problem head on, they eliminated graffiti, and arrested those who tried to cheat the subway fare system (Corman & Mocan, 2005). Bratton the main leader in organizing the initiative, stated that the theory was accurate (Corman & Mocan, 2005). Bratton went on to explain that there was a dramatic drop in rime rates committed in the subways following this approach, thus backing up the broken windows theory (date). After realizing the positive results of aggressive order maintenance strategy, the brok en windows theory was then put to the test by the NYPD (Corman & Mocan, 2005). The NYPD were also only reaping the benefits from this decision. Deploying this strategy had an impact on the offender’s belief that the risk of apprehension was high, thus the NYPD sent a clear message to the community that law and order prevail over petty and serious crimes (Sampson & Cohen, 1988).Immediately after the implementation of order maintenance, NYPD saw significantly decreasing numbers in serious crimes such as homicide, robbery and rape (Corman & Mocan, 2005), the city ended up reaching its all-time low. Kelling in his later work wrote, â€Å"Both experience and substantial formal research demonstrated that disorder left untended ultimately leads to serious crime†¦ Fighting disorder, by solving the problems that cause it, is clearly one the best ways to fight serious crime, reduce fear, and give citizens what they actually want from the police force†. Kelling 1999, p. 29 a s cited in Gau & Pratt, 2008, p. 167). Another Dutch researchers conducted an experiment that revealed how visible social disorder increased an individual`s temptation to indulge in delinquent behaviour (Kaplan, 2008). A Dutch researcher, Keizer tested this theory by; â€Å"placing an envelope containing a 5 euro-note hanging from a mailbox†¦ when the mailbox was clean, 13 percent of passers-by stole the envelope. When the mailbox was surrounded by trash, the percentage jumped to 25 percent, and then 27 percent when it was covered by graffiti. (Kaplan, 2008, p. 1). It was evident that the presence of litter (minor disorder) increased the rate of crime double fold. This Netherland experiment bolstered the broken windows theory (Kaplan, 2008). On the contrary, these results fueled the debate of whether the broken windows theory was the driving force behind crime reduction in the area. While researchers tried to determine the root causes to a particular crime, the macro-social ap proach shed light on crime originating from â€Å"poverty, unemployment, racism, class conflict, etc. † (McCabe, 2008, p. 92) Kennedy and Moore (1995) believed that the police did not have direct impact on these crime causing issues, therefore no direct impact on crime. Harcourt was the main author to challenge the broken windows theory. He scrutinized the theory as well as the data gathered by author Skogan, statingthat although there were several measures of serious crime (assault, sexual assault, and burglary) available in Skogan’s research, he only disclosed the findings on crime correlated to robbery (Harcourt, 1998). This made Skogan’s work discreditable and biased.Another reason why broken windows was said to be invalid is due to people`s perceptions on the relationship between crime and disorder; whether or not they are separate entities (Corman & Mocan, 2005). â€Å"If disorder and crime seem to be different in the eyes of neighborhood residents, then order maintenance policing may have a fighting chance at crime reduction. If however, the two phenomena merge into one in the minds of those residents, then broken windows theory and its accompanying order maintenance policing strategies will need to be rethought. (Gau & Pratt, 2008, p. 170). Furthermore, the main concept of broken windows theory was attacked. The idea that if disorder is not found frightening, citizens remain on the streets, therefore streets are not being opened to criminals, thus criminal behaviour would not take place (Hinkle & Weisburd, 2006). Interestingly, the studies conducted against the theory have not given much attention to the relationship between disorder and fear, which was surprising given its importance in the model. (Hinkle & Weisburd, 2006).Studies based on broken windows are too inconsistent to be able to draw a definite line as to whether or not the theory was accurate and the possibility of integration into community policing. Researchers have stated that there are statistically better predictions of crime such as community stability and collective efficacy of the neighborhood, therefore police should not focus their time into â€Å"fixing† the broken windows theory but rather dedicate their time to other predictors (Weisburd & Braga, 2007).Consequently, if police were to dedicate their time on the other factors rather than on minor disorders there would be less objectivity in regards to police involvement (Weisburd & Braga, 2007). The authors point out that although all individuals would be in favour of collective efficacy, it was hard to address and improve upon (2007). Making it easier said than done. These other statistical predictors of crime were rational and helpful in regards determining all possible causes of crime, but they were far too ambiguous of concepts to be solved through practice (Weisburd & Braga, 2007).Thus broken windows theory was a practical option, it was applicable to any community and it w as able to be implemented quickly. According to the OACP Model order maintenance policing would be considered as part of the community mobilization and crime prevention sector. This sector allows the police to take charge and impact minor disorders preventing future crime while encouraging community members to get involved, thus transitioning toward safer communities and to the ultimate goal of low need for police assistance (G. Hanna, personal communication, Sept 11th, 2012).In conclusion, the macro-social approaches, lack thereof empirical evidence, relationship between fear and disorder as well as perceptions on social disorders were the critiques made against the broken windows theory. Despite these critiques, the theory proved to be true through real life application. Therefore I draw to the conclusion that it was and continues to be successfully incorporated into the current policing model. If police services in Ontario dedicate more time to target the social disorders visible in our communities, they will help build positive relations in the community.By restoring order in our communities we are another step closer to eradicating serious crimes (Wilson & Kelling, 1982). References Corman, H. , & Mocan, N. (2005, April). Carrots, sticks, and broken windows. Journal of Law and Economics, 48(1), 235-266. doi:10. 1086/425594 Cronkhite, C. (2004, March 1). Illusions of order: The false promise of broken windows policing (Book). Criminal Justice Review (Georgia State University), 29(1), 245-248. Retrieved October 1, 2012, from http://web. ebscohost. com. subzero. lib. uoguelph. ca/ehost/pdfviewer/pdfviewer? id=50642dd3-c8cc-4a96-aa51-1baee6674c01%40sessionmgr114&vid=1&hid=107 Gau, J. M. , & Pratt, T. C. (2008, May 1). Broken windows or window dressing? Citizens (in)ability to tell the difference between disorder and crime. Criminology & Public Policy , 7(2), 163-194. doi:10. 1111/j. 1745-9133. 2008. 00500. x Gau, J. M. , & Pratt, T. C. (2010, August). Revisit ing broken windows theory: Examining the sources of the discriminant validity of perceived disorder and crime. Journal of Criminal Justice, 38(4), 758-766. Retrieved October 1, 2012, from

Mary

Mary, What a day so far! It started off with Kathy calling at 6 a.m.   She is a real mess. Kathy wants to come home. She hates it there and wants out. She realizes that she needs to take care of Joe, but she is falling apart. Then, at 11 a.m., I get a call that Dawn needs fluids and her immune system is worse than I thought. I am thankful that the bleeding stopped. Next, I asked to talk to Dawn. She was crying and falling apart.   She asked if she just can go live in her house. That way she could give you and Don your home back. She is very concerned that she is causing too much stress on your relationship with Don. Kathy is miserable and so is Dawn. Dawn doesn`t want to make anyone’s life unhappy, but I can`t let her live on her own yet. She would die if left alone. I doubt she would make it through a week. I’m not sure what to do.   She has asked me not to ask you to do anything extra. I can`t do that either.     I don`t want her suffering additional pain because you need to remove the fluids. You must do the therapy three times a week so she can stay dry. Being wet right now will only cause infections. Please play the game as well.   I really do feel this can help her brain get stronger. You will also need to check on her every hour or hour and a half to be certain to treat fevers and chills when she is sleeping. I have tried to ask you for as little as possible with Dawn’s care these days because I understand the problems between you and Don. Dawn tries to pull her weight around the house, with cleaning, cooking, and taking good care of you, but she feels she is not doing enough.   She is ery concerned about the stress she is causing for you and Don. However, I told Dawn the husband-wife thing is not her problem to figure out. As adults, we need to figure that out, not the kids. The kids are the sick ones, yet we sometime make them feel really badly even when that is not what we are trying to do. For example, when Kathy and I were in Madison, we both wanted to take care of Joe, but we also complained about the small amount of time we spent together. Yes, we couldn`t sleep together, but I made no effort to spend time with Kathy before her bed time and she didn`t make any effort to spend time with me.   So, what I am trying to say here is that we have to make time to spend with our spouses. No, we can’t be together every night, but some nights we can go and get our spouses and spend that time together before bedtime. I have had time to think about this and I was just as much at fault as Kathy was for us not spending time together. My advice is that you learn from my mistakes. Some night, at 10 p.m., go get Don and spend some time together while Dawn watches her soaps. Just do like Kathy does, keep going to bed on time. Yes, it not the same as sleeping together, but it the time together that counts while taking care of this sick kid of ours. Trying do this two or three times a week. I’m not sure how else to help you guys out. I could watch Dawn during spring break, but I think you told me that you already bought tickets. I am not sure what to do to help you guys. Everyone seems very miserable. Please tell me what I can do. I don`t want Dawn stopping treatment in an effort to give you your life back. Dawn has been seriously talking about this for awhile now. She believes that if she dies, you will have the money to go someplace and make up for lost time. Mary, I’m sure you understand that Dawn cannot continue thinking like this. Dr. Smith

Recycling as a Way to Cleaner and Healthier Environment Essay

Recycling as a Way to Cleaner and Healthier Environment - Essay Example If each of them sorts the litter and support recycling programs, they will save more forests in the whole world. Forests are important for natural ecosystems, clean air, and environmental sustainability. Every recycles sheet of paper will greatly contribute to the world’s ecology. The not only paper need to be recycled, but plastic as well. 28 billion bottles are thrown away every year; all of them pollute the environment because their process of decomposition is very slow (EPA, 2013). Â  25,000,000,000 Styrofoam cups are thrown away as well and the term of their decomposition is the same length (EPA, 2013). People only need to separate these things from other garbage to make their recycling possible. It is not a great effort which can pay back twice by the cleaner environment. Recycling is a successful way to a cleaner and healthier environment. Recycled paper and plastic can reduce the amount of garbage and prevent extensive landfilling. All people need to be aware of the issue and support recycling by separating their garbage into different groups.

Refer to the Project Data provided on Blackboard by the Instructor Statistics

Refer to the Data provided on Blackboard by the Instructor. The data shows student enrolment in a private college from 1965 to 2005 - Statistics Project Example By viewing the graph, we observe that the student enrolment has been constantly non decreasing over the past 40 years. The trend line is almost a straight line. If we form an equation with year as independent variable (1965 as 1 and 2005 as 41), the regression equation so formed is y=51.46x+1773.228 with R2=0.935. Almost 94% of the dependent variable enrolment is based on the year (for every increase in the variable year, there is a corresponding increase in the variable enrolment). The student enrolment is constantly increasing over the year and for only few years it got a slight decrease say during the years 1968, 1971, 1972 and 1984. For all the other years the enrolment never came down even for a single year. Stem-and-leaf plots use the original data values to display the distributions shape. The plot for enrolment visualizes the positive skew statistic seen in the descriptives table; the values cluster uniformly in a range of 2000 to 3000, then disperse gradually for the forthcoming years. From the above boxplot, the median is somewhere around 2800 and we observe that more values are above median. Also Mean>Median>Mode. So the distribution is positively skewed. Most of the years had admission above 2800. There is one outlier that is, the 41st observation which has a value 4465.64. This indicates that the last year that is, 2005 the enrolment is much more than the average enrolment. This may have an influence on skewness. From the above table of descriptive statistics, it is clear that the minimum is 1900 and the maximum is 4465.64 with range 2514.643. The median is 2782 and the mean of enrolment is 2854.04. The standard deviation is 637.48 with coefficient of variation nearly 22%. It is reliable data since the coefficient of variation is not above 25%. So the data is somewhat consistent. The skewness is 0.693 is close to 0 and the kurtosis is 0.0147 which is more close to 0. So, the distribution is almost normal and it is

White Collar Crime Essay Example | Topics and Well Written Essays - 500 words

White Collar Crime - Essay Example 214). In the United States of America, the punishments for white-collar criminals include fines, imprisonment, probation, and other similar punishments. The law that regulates white-collar crimes in the United States is the Sarbanes-Oxley Act, which is a federal criminal law that protects public and shareholders from fraudulent practices (Green, 2004). There are three main rules, which regulate this law. Ge and McVay (2005) state, â€Å"The Sarbanes-Oxley Act (SOX) of 2002 requires the implementation of many new rules and procedures†. The first rule prevents people from altering, destroying, or mutilating any financial record. The second rule holds accountants responsible for maintaining the audit reports for a period of 5 years. The third rule ensures the retention of all types of business records and electronic transaction records. Although complete prevention of white-collar crimes is not possible, but the government of America has been successful in reducing the white-collar crime rate to some extent through implementing such policies that restrict higher officials from accessing the private records. Although this strategy has decreased in the United States of America over the last decade, but we cannot consider it a notable decrease. The reason is the rise of technology, which has made it easier for criminals to access the private records of banks, organizations, and other financial institutions. Two other strategies, which have been successful in the reduction of white-collar crimes, are Crime Prevention through Environmental Design (CPTED) and Crime Prevention through Awareness and Procedural Design (CPTAPD). People commit white-collar crimes when they see that the chances of incarceration are less as compared to the benefits of crimes. The government of America has also achieved success in reducing the white-collar crimes by setting a corruption-free system. A

Critique of quantative research article Essay Example | Topics and Well Written Essays - 1250 words

Critique of quantative research article - Essay Example In HFHS, the candidate is evaluated using their reaction to a human like a mannequin that responds to external stimuli like a real patient would. The study used two other evaluation methods to augment the results of VTV and HFHS in relation to critical thinking. These were the California Critical Thinking Disposition Inventory (CCTDI) and California Critical Thinking Skill Test (CCTST). CCTDI and CCTST join the link between physical performance and the mental capacity engaged in this type of response. The study aims at establishing if there is a link between critical thinking and the overall performance of a practicing nurse in the real world clinical situations. This is done by comparing the performance scores in HFHS and VTV assessments and determining if there is a relationship between simulations based performances and critical thinking. In the nursing profession, there is the need for a high degree of competency in handling medical situations and emergencies. How a nurse respond s to a situation is meaningful for a patient’s recovery or their demise. The proper identification of a problem and the appropriate subsequent response to the problem is linked to how effective that person is at handling such situations, and it has been linked to a person’s state of mind. ... The assessment of critical thinking through the use of question and answer methods fail to bring out the actual capability of a nurse in a real clinical situation. They do help to gauge their cognitive abilities, but do not show their level performance, in a practical scenario, where their actions and judgments are required immediately to save a life. The development of simulated assessment methods present a better method of assessing the performance of an individual, and it makes it easier for them to provide rationale, for their actions because simulations engage multiple sensory pathways making them dynamic, thus giving the nurse a variety of options to choose from, in regards to the one that is best suited for the situation at hand. Videotape vignettes (VTV) is an assessment method that requires a test candidate to watch a video where an actor assumes the condition of a patient suffering from a specific ailment and the candidate writes down how they would respond in such a situat ion and reasons supporting their decisions. In the assessment method of High fidelity Human Simulation (HFHS), the candidate is exposed to controlled experimental type scenario where a human like mannequin that can respond to external stimuli is programmed to mimic a person who is suffering from a certain ailment. The candidate’s performance is evaluated by gauging how they handle the ‘patient’ and what type of actions they initiate to mitigate the unfolding situation. To be able to gauge the critical thinking capacity of candidate accurately, these assessments are coupled to California Critical Thinking Disposition Inventory (CCTDI) and California Critical Thinking Skill Test (CCTST) as a way of trying to create a link between

In the United States, we do not need to plan for retirement. Social Essay - 2

In the United States, we do not need to plan for retirement. Social Security will cover our needs when we are retired - Essay Example However, this program is under scrutiny as it is estimated that in the next decades, as more and more citizens of the Baby Boomers generation retire, the payouts would be higher than that of the benefits. The current stress on the economy along with an uncertain future about the Social Security program adds further concerns. The wide speculation is that the benefits gained out of this program would not be enough for retirement and there is a need to look at additional investment options such as IRA and 401K. Hence, relying on Social Security program would not be enough to suffice for the entire retired life. Retirement planning in the United States is essential and Social Security program is not enough to cover all the needs post retirement. The social security program came into existence in 1935 and has undergone several amendments since then to include many different social welfare clauses. This program works through the payroll taxes, where the individual pays a certain amount and the employee also adds that amount. This constitutes a fund that is released at the time of retirement along with the interest amount added to it. Hence, the goal Social Security is to work as a unique program where citizens do not have to undergo financial stress to save money for retirement. For a participant of the Social Security program, the benefits are given out in the form an annuity, which is paid for the rest of the beneficiary’s life. The benefits are also adjusted according the level of inflation in order to make sure that the benefits are not less as time passes by (Brown et al, 2009). In addition, this program also has benefits for the spouse and the dependents to support the family even in an event of death. Hence, this program aims to provide real benefits to the retiree. The social security program was designed in such a manner that it should cover all the needs for a retiree and there should be no need of an additional investment in terms of retirement plan ning. However, in the recent times, there have been apprehensions about whether social security would be enough to cover all the needs during retirement. There are some main reasons that are causing this concern among the American citizens and forcing them to consider other factors. They are the funds of the Social Security program getting exhausted, weak economy and demographic trends. One of the main concerns is how the social security program would be drained out of all its funds in the years to come. This would happen because a huge chunk of population, the Baby Boomers generation would retire in the next decade, causing a huge deficit on the funds of social security. In 2010, the total income that was earned through the tax payroll was $781.1 billion, where as the amount that was paid through the taxes were $721.5 billion. Hence, there was a total increase in assets of only $68.6 billion (Whibey, 2011). According to the estimation done by Ohlemacher, this fund would totally dra in out by the year 2037. In 2011, it is projected that social security would collect around $45 billion less in payroll taxes than what it would pay out during retirement (Ohlemacher, 2011). Therefore, according to the rate at which the Social Security funds are getting exhausted, it would be impossible to sustain this program without any legislative intervention. It

President John F. Kennedy Assassination, Nov. 22, 1963 Research Paper

President John F. Kennedy Assassination, Nov. 22, 1963 - Research Paper Example In less than two years, one such evil force consumed his life with the suddenness that sent shock waves through the entire world. â€Å"Shortly after noon on November 22, 1963, President John F. Kennedy was assassinated as he rode in a motorcade through Dealey Plaza in downtown Dallas, Texas† (Death). He was readying to fight the Presidential Election for the 2nd term. He had begun to give speeches on a wide range of topics that would enhance the essential dignity of the office of the American President. The important issue of killing of JFK is sensitively related to several subsidiary questions of the possible government cover-up, whether there is any international angle to the assassination and why this gory event continues to bother the American people even after five decades after its happening. President Kennedy was set on a tour of the southern states. Death was inviting him as he was highlighting to his supporters, the significance of support from Florida and Texas and he mentioned about his inclination of visiting the two states. â€Å"On November 21, the president and first lady departed on Air Force One for the two-day, five-city tour of Texas† (Death).The next few sentences that he uttered indicate how relaxed was the President, in the tension-ridden state of Texas, and on careful introspection of his feelings contained in those utterances it appears as if he had the premonition of his death. The president said, "We are still the keystone in the arch of freedom," he said. "We will continue to do†¦our duty, and the people of Texas will be in the lead."(1963) Then the President and the party moved on to Dallas. â€Å"The procession left the airport and traveled along a ten-mile route that wound through downtown Dallas on the way to the Trade Mart where the President was scheduled to speak at a luncheon. Crowds of excited people lined the streets and waved to the Kennedys. The car turned off Main Street at Dealey Plaza around 12:30 p.m.

Democracy and an Age of Democratization Essay Example | Topics and Well Written Essays - 2000 words

Democracy and an Age of Democratization - Essay Example Two of the characteristics include competitive political parties and an independent judiciary. The presence of competitive political parties in the American democracy influences its ability to function effectively throughout the political system of the country. Political parties are so essential because they offer means through which citizens can be mobilized to support the vision of society. Mobilization happens during elections where the competing political parties, sell out their agendas and seek support from the public. During this process, the parties offer citizens with meaningful choices in the leadership of the country, and opportunity for participation in shaping their future nation. Within the political parties, the citizens interact freely to contest for public offices, express their vision for the society, and demonstrate their needs and interests (Gizzi et al 210). In an effective democracy, political parties develop a common vision for a significant group of the population so as to exert pressure on the political system of the country. This help to place the citi zens’ local interests on a national context. In the United State of America, citizens are usually divided on the basis of interests, policies, and leaders. This makes it easier for political parties to provide grounds for compromise as well as uniting the society. The political parties nominate leaders to assume leadership of the country and support them during the election period. They, therefore, form the main linkage between the government and the cultural, religious, ethnic, economic, and many other societal groups. Political parties also support certain legislation in an attempt to improve the welfare of the society and act on citizens’ interest (Gizzi et al 199).  

Homeostatic Balances Essay Example for Free

Homeostatic Balances Essay

Strategic Management And Business Planning For Emirates Airlines Marketing Essay

Strategic Management And Business Planning For Emirates Airlines Marketing Essay Abstract This report conducted on Emirates Airlines which discusses a strategic study about global airline industry, particularly Emirates Airlines.1st part of this report will be tell us in detail about Emirates airline company with internal and external analysis of the company. The last section is about current situation of the company with conclusion and also expressed main problems that Emirates Airlines should address with recommendation. Table of Contents Section Name of Contents Page no. 1 Emirates Profile 04 2 External Environment 04 3 Airline Industry Analysis 04 4 Life Cycle of Airline Industry 06 5 Porters 5 Forces 07 6 Key Competitors 09 7 Strategic Capabilities of Emirates 09 8 Key Success Factors 09 9 PESTEL Analysis 10 10 Competitive Advantage of Emirates 12 11 Internal Environment 13 12 SWOT Analysis 13 13 Summary of Internal Environment 15 14 Conclusion and Recommendation 16 15 Appendices 18 16 Emirates Strategy 18 17 Emirates Cost Reduction Strategy 19 18 Ancillary Revenues 19 19 Growth Strategy 20 20 References 21 Profile: Emirates Airlines was established in 25th October, 1985. Presently Emirates Airlines has 142 fleets aircrafts and destinations over more than 102 countries worldwide. Recently it made an order for aircrafts worth $ 27 Billion for 45 Airbuses A380, in this way cit become the worlds largest purchaser of Airbuss super-jumbo. (Regarding Emirates) Emirates Airlines is very fast growing airlines. Emirates have 5th number over the world in profitability. Emirates earned profit on March 31,2010 is more than $3,538 since last 17 years and its growth ration more than 20% a year. (BBC News) External Environment Airline Industry Analysis Airline industry Profile Presently airline industry growing very well and world top level profitability industry where from we can earn profit .On the other hand political and some other economic factors are affected on this industry, after 11th September there was a great change in the trend of abroad journey for visit, studying and business purposes etc. Another big factor is rapidly rising in oil prices over the world specially in middle east as well, due to this cost increased of airline industry and in this way profit has been decreased and these losses has been reached round $ 6 billion in 2009 (IATA) 6 billion in 2009 (IATA) Eventually, the airline industry has been restored number of passengers. We are watching again the trend of tourism, international trade and development of globalization and in this way numbers of passengers has been increased and exceed 2.3 billion by the end of 2009.(IATA).Thus, for winning and strong image in aviation market its compulsory for airlines that cut of their prices and improve their services. Life Cycle of Airline Industry. The Product Life Cycle refers to the sequence of stages a product goes through. Any new product in market go through a sequences of stages from introduction to maturity ,growth to decline and this sequence of all stages is called product life cycle. We can also say the stages through which individual products build up over time is called The Product Life Cycle. (Saaksvuore. A and Immune. A, 2008) The classic product life cycle has four stages are: Introduction Stage or Development stage Growth stage Maturity stage Decline stage Airline Industry Life cycle: According to product life cycle at the movement airline industry on its maturity stage due to big and perfect competition in the market. In this Maturity stage competition is more hostile in order to increasing advertisement and promotion activities. Further more many competitors increased their budgets on Research and development (RD) Through increasing customers brand loyalty many companies want to differentiate them from their competitors in their services and products. In this stage companies starts cutting their operating cost mean profit margin decreases result least efficient companies are not more in market. Accordingly, many companies use offensive strategies instead of defensive strategies by using methods of changing their market strategy ,product development and marketing mix for stay alive and compete during this aggressive stage. (Development of new product) Porters 5 Forces Threats of New Entrants The new entrants in any industry face some threats from existing companies because new company offer more attractive product with low cost etc. In airline industry threats are low as comparatively barriers are high. Some challenges under below due to new entrants.. Capital Requirements. We need huge capital for this industry for purchasing new crafts and also for starting new projects and also need for attractive to customers. Brand name Customer loyalty: Airlines companies with excellent goodwill and strong image in market will easily compete with new threats at the time of entry. # Bargaining Power of Suppliers Suppliers can easily change market trend through their high demand and control on prices and quality of their products services. Boeing and Airbus are globally suppliers of the airline industry. Bargaining Power of Buyers Buyers are also can change the industry trend due to their demands for high quality ,demand for low prices and also have skill I reduction of the cost. Buyers are more powerful due to huge amount of passengers in market and approximately 1.8 billion yearly. (ITAT). Threat of a Substitute Products or Services Another big threat of substitute product due to availability of substitute in the market for any product. For example people use theirs cars and use trains and buses within the same area or country. Rivalry amongst existing firms He trend of rivalry in airline industry is very famous and high due to availability of large numbers of airlines in the market which also offering best services, best cost etc. For example a lot companies want to increase their share price and want to increase their image want to gain best goodwill among the customers only due to offer best services, cost and also others lot of promotions to attract and attain the customers. (Thompson Strickland, 1995) Key Competitors (Strategic Group analysis) 1st British Airways is one of the biggest in the world. 2nd Qatar Airways getting success from its aggressive growth plan. Singapore Airlines have very good repute in market as most respectful travel brands in the market and was established in 1947. American Airlines established in 1930 and largest airlines over the world due to yearly passengers of this airline more than 80 million. Strategy Strategy is the  long term planning to achieve business objectives through arrangement of resources  of organization within a difficult environment, to fulfill the market needs and also satisfaction of stakeholders expectations.(Dibb.S, Simkin. L, 2008)   Emirates Airlines Strategies: Emirates Airlines has a good and effective business model which is very helpful to gain company objectives and help to company become leader in the airline Industry .following are strategies of the emirates airlines strategies. Quality Control strategy: This is the basic and fundamental strategy to achieve goals of any organization so in this way airlines have very attractive and best strategy to control its quality and standard of the brand. Extensive Aviation Training strategy. This is another fundamental and key strategy of the Emirates for Aviation training .In this way company get maximum benefit through extensive training of its employees .In this way not only keep their employees with it but also open new opportunities for outsiders as well. International Airline Information Technology Development Strategy. This is another fundamental and very important strategy of the company for development of its e-business system, self check services system and also maximize the profit through its advancement in Information technology system in this way it make a lot of contracts with very big companies of the world. Resort, Hotel and Tourism Strategy. This is also another fundamental strategy of the company for increased the numbers of tourist in this way it assist to local bodies and advice for development of new Hotels, Restaurants, new buildings etc. Growth strategy New Bases. Expansion of existing bases. More opportunities available as airlines close/ consol. Cost, cost, cost (long term minimization). Efficient facilities. Demographics. Geographic. Strategic. Auctioned winter capacity. Increasing communication of benefits. Strategic Capabilities of Emirates Strategic capabilities means the skills are abilities to accomplish the stage for the surveillance in the market. It may be in two forms; (1). Resources and (2). Competences Emirate has its threshold resources which include its flights, office equipment, head quarter, finance resources and employees. Emirate also has core resources in the form of management team, Ahmed Bin Saeed Makhtoum (CEO/Chairman).Same as resources Emirate has threshold competences which includes online booking, operations of on time delivery and point to point routing. While in its core competences includes IT development, no frill strategy and route policy strategy. Key Success Factors Differentiation Airline companies can be differentiated by offering latest and modern services like big comfortable seats, advance aircrafts and new e-ticketing system. These all thing not only distinguish the companies also helpful to attractive new customers for the company.(e.g. British Airways). Strong brand name Strong brand name with loyal customers is very important for career of any company. Its proved with strong brand name companies are most untactful for customers. Alliances In Airline industry establishing the alliances between different companies is very important trend in this way different companies will share their resources through strong network and will gain benefit of wide range customers network and will develop many others routes. In this way operations cost also will be decreased. Relations with supplier Strong relations with suppliers are compulsory for Airline companies through long term agreements companies remain safe in order to any future change in pricing strategy. PESTEL Analysis. Political factors The Airline industry is very sensitive industry and immediate affected by and changing in political conditions including wars and instability in economic situation in different countries. The recently political and economic instability in pacific Asia region disturbed the business Middle East and rest of world due to this Airline companies unable to join any International Alliances with top Airlines companies like American Airlines. (Growth phenomena, Nora Byman) Economical factors Modern airports along with latest technology are important factor for success of airlines business. UAE have been planed to big investment on development of Dubai and Abu Dhabi airports. This investment on airport development will exceed up to Dh 71 billion over coming 20 years. Developed airports can give us following benefits: enhancing economy, increasing tourists overcome the dependency on oil revenues by alternatives business strategies. Social factors There is rapidly increasing world population and in this way increasing in number of tourist and educated people. For example, globally growing population especially in UAE according to The National Human Resources Development and Employment Authority Tanmia, UAE population in 2010 has been reached up to 7. 557million from 5.63million, increased by 1.9million people as per the official population statistical report issued 2006.   A number of emigrants are increasing in UAE, airlines firms profits will increase due to travelling of those emigrants to their home countries. Furthermore, diseases also disturb the population of different countries, big example of this Bird Flue which is a killer unprocurable disease. (Economic Development) Technological factors The latest technology also affected in both ways positively and negatively. Negative impact is that teleconferencing decreased the need of physical and face to face business meetings which directly affects on the sale of the company and decreased the passengers. On the other hand positive impacts of e-booking system make reservation system very easy and accessible to any one and it has very good impact on the sale of the company. (Current State) Competitive advantage of Emirates Emirates Airlines implement differentiation generic strategy by offering high quality services in order to gaining benefit among its competitors and getting palce in market as Leader Company. For this purpose the emirates airlines was the 1st Airline in the world who offered TV screen in its all airline and 1st time introduce e-ticketing system in UAE. Thorough segmentation of market it also gained another competitive advantage. It was only company in UAE which providing training by using latest technology called plane simulator. The purpose of all changes only become the leader company in over the world in this order enhanced brand name awareness by locally, regionally and also world level and in this way it will increase profit and goodwill as well. Internal Environment SWOT analysis Strengths Membership of the Arab Alliance, which is known as Arab Air Carriers Organization First Airline company in the Arab world who introduce e-booking system Self check-in system at airport offered by Emirates Emirates Airlines world biggest purchaser Airline company by order of new 45 Super jumbo Air Buses. Providing qualitative training, benefits and rewords and very impressive salary packages and benefits to his employees and also cutting labour cost increasing employees loyalty (People). Latest March, 2010 held Festival of Literature and in 2006 sponsored Fifa World Cup in both way he gained its brand awareness and also makes its goodwill in market. Balance sheet looking sound and showing Profits for 2009-2010 grew four-fold to $964m inspite high oil prices and tough trading environment. Latest progress of Emirates Airlines rolls out flights to San Francisco. It is ready to rule the roost to take world leader in Airline business with the latest technology in hand.   Weaknesses High operation cost due to big investment on purchasing aircrafts and application of latest technology. High Prices as comparatively other airlines companies. Non membership of any International Alliances. Non availability of hub in Abu Dhabi. As establishment not much old just in 1985 ,so its young airline. Opportunities Good growth in Per capita income in UAE. Huge investment plan by Government on the development of its airports in UAE. Growth in population of the world and in also in UAE . Forecasting of World Travel Tourism Council that tourists will be increased in UAE due its best locality, huge beautiful buildings, safe and secure environment luxury hotels and restaurant and good economic condition after 2010. Rapidly enhancement in internet users over the world and in also in UAE. A different Aviation event like Air Show of Dubai good promotes Middle East airlines in the whole world. A lot of international companies want to shift their headquarters in Dubai due to safety and sound political situation so in this way bright chances for increasing in number of passengers. Threats Emirates airlines located in the region where politically instability going very high due to terrorism activities has been increased. Rapidly increasing in the operations cost due aviation security. Recently increase in fuel prices which is also cause of high operations cost. Due to non controlling of oil prices in this way might be Airline industry suffered loss by $ 3 billion (IATA) New arrival of airlines companies with low cost.. Modern online ticketing system can be hack by hackers and can be crashed by virus so in this way database of the company will destroy and eventually company will suffer huge amount of losses. The natural crises and deserters in the region like earthquake, flooding and hurricane. Latest worst flooding situation in Pakistan as before he faced crises by earthquake as well which was worst impact on the sale of airlines companies. The quickly increase of fresh sensitive unprocurable diseases like as SARS and Bird Flue that have very bad impact on airline industry sale. Summary of Internal Environment With the help of external environments, organizations or companies able to recognize their internal factors. Recognizing of that factors and make companies in this position that companies utilize their strengths, overcome their weaknesses, get advantages from opportunities of the companies and can easily avoid from threats of the companies. Current situation of Emirates Airline: Any new arrival or entry in any industry is considered unattractive due to very low demand, high prices and strong competition. But attractive for Emirates Airlines due to its good strategy and strong market position. Also, it has many opportunities to handle any uncertain situation because it is member of very strong Emirates Group which share its resources and reduce the company expenses. Overall, Emirates enjoying with great market position along with high profitability rate which is considered as competitive advantage of the company and high profit rate of the company of its best competing strategy and other expansion strategy. Conclusion and Recommendation At the time of strong competition which refers to maturity stage of Airline Industry so each company should approach offensive and use the offensive strategy after in detail review its internal and external environment and all related factors which directly effect the company position. The following recommendations are for Emirates airlines. Operational cost of Emirates is very high only due to huge investments on technologies, aircrafts and best quality services. Emirates should control its cost and should decrease its cost through improvement and development of operations activities .Emirates should improve maintenance process, effective and efficient flight schedule of the company and better utilization of the company resources like aircrafts etc. Another way for reduction of cost is advancement in its technologies by investment in technologies and in this way cut of labour cost. For example it is strongly recommended to new installation of self check service system on all airports. In reply to the threat of low cost airlines in UAE market. Emirates should offer advance level services and control cost and this way no need to reduce the prices and in this order it should introduce its new brand as subsidiary which should be base on low cost. a subsidiary Extension in routes strongly recommended and should be special growth in tourism UAE. In this order to it should extend its route worldwide most attractive areas and Canada one of them. Joining with global alliance will help to increase its worldwide destinations in this way should offer more impressive and effective strategy for competing low cost airlines. Advancement in Information Technology is most important for progress of emirates airlines and in this order it should make contracts with E-Business Company for improving its services and increase the customers satisfactions. E-CRM is the latest technology and adopted by Emirates this strategy since increasing in numbers of the internet users and this way out for keep long term relation with customers. (Jiang, 2003). Eventually, Emirates Airlines make comprehensive analysis and review of company internal and external factors and its competitors and should develop new strategies for staying and keep good position in airline industry at this maturity time.

Different Philosophies on Risk Assessment: Case Study of the United States and European Union :: Politics

Different Philosophies on Risk Assessment: Case Study of the United States and European Union Introduction â€Å"Science-based regulation should never be misunderstood to mean science converted, at its face value, into regulation.†[1] Hence, regulation based entirely on ‘sound’ science, as the United States urges its trading partners to adopt, is only theoretically possible. The values of a society will ultimately affect the outcome of science-based risk assessment. The origin of facts is contingent on what the society deems is most important for research, how it is researched, and which of the research matters in the final assessment. The interpretation of facts will be determined by regulatory institutions, official expertise, economic models, and assumptions on what constitutes a desirable society.[2] The risk assessment methodologies and risk management approaches of the United States and the European Union towards genetically modified foods demonstrate this truth, and this situation will be explored as a case study of science – based regula tion. In science lies the facts, but the origin and interpretation of the facts cannot be separated from political, social, and cultural influences. Background The European Union and the United States have different risk assessment and management policies which arise from political and socioeconomic differences within these two societies. From a political and cultural standpoint, the clout of strong consumer unions and farmers in the European Union and similar pull from the industrial sector in the United States cannot be separated from the decision-making process. Socially, we find that risk perception between the two societies is quite different. American society exhibits consumer acceptance and the European Union exhibits consumer recalcitrance towards GM-foods. More importantly, the differing philosophies in risk assessment are structured so that either entity can have their risk assessments arrive at their desired outcomes. The United States insists that risk assessment of genetically modified foods be based on ‘sound’ science and rules. Though the European Union does not directly counter this position, it did recently make clear in The EU Communiquà © on the Precautionary Principle[3] that it would reserve its sovereign right to exercise the precautionary principle when the known facts surrounding the risks of a particular GM-food were not enough to establish the food as safe for human consumption. Different Philosophies on Risk Assessment: Case Study of the United States and European Union :: Politics Different Philosophies on Risk Assessment: Case Study of the United States and European Union Introduction â€Å"Science-based regulation should never be misunderstood to mean science converted, at its face value, into regulation.†[1] Hence, regulation based entirely on ‘sound’ science, as the United States urges its trading partners to adopt, is only theoretically possible. The values of a society will ultimately affect the outcome of science-based risk assessment. The origin of facts is contingent on what the society deems is most important for research, how it is researched, and which of the research matters in the final assessment. The interpretation of facts will be determined by regulatory institutions, official expertise, economic models, and assumptions on what constitutes a desirable society.[2] The risk assessment methodologies and risk management approaches of the United States and the European Union towards genetically modified foods demonstrate this truth, and this situation will be explored as a case study of science – based regula tion. In science lies the facts, but the origin and interpretation of the facts cannot be separated from political, social, and cultural influences. Background The European Union and the United States have different risk assessment and management policies which arise from political and socioeconomic differences within these two societies. From a political and cultural standpoint, the clout of strong consumer unions and farmers in the European Union and similar pull from the industrial sector in the United States cannot be separated from the decision-making process. Socially, we find that risk perception between the two societies is quite different. American society exhibits consumer acceptance and the European Union exhibits consumer recalcitrance towards GM-foods. More importantly, the differing philosophies in risk assessment are structured so that either entity can have their risk assessments arrive at their desired outcomes. The United States insists that risk assessment of genetically modified foods be based on ‘sound’ science and rules. Though the European Union does not directly counter this position, it did recently make clear in The EU Communiquà © on the Precautionary Principle[3] that it would reserve its sovereign right to exercise the precautionary principle when the known facts surrounding the risks of a particular GM-food were not enough to establish the food as safe for human consumption.

Cloning :: essays research papers fc

Cloning is a big issue now. Many arguments are going on about cloning humans being immoral. But what is cloning? Cloning is one or more offspring from a single ancestor; the genetic composition from the ancestor is identical to the offspring. No sex is involved in the production of clones, and since sex is the normal means by which new genetic material is introduced during procreation, clones have no choice having the same genes as their only parent. A clone of cells refers to the descendants of a single parent cell. Tumours are actually clones too. They are derived from one cell that no longer obeys the normal rules of growth control. Corals are another example of clones. Identical twins are even clones that are produced by splitting of a single embryo. So to keep it simple, members of a clone are genetically identical. Here is a diagram of how cloning is scientifically done.   Ã‚  Ã‚  Ã‚  Ã‚  The benefits of cloning might include, building a mass army of look-alikes or recreating Einstein or Elvis. You could clone livestock for steady supplies of food. There is no guarantee that the first cloned human will be normal. The fetus might get some disorder or disability that can’t be detectable by ultrasound. They might be born disabled. Disorders may show up later in their life. Such problems have been seen in other cloned mammals, such as reproductive problems. There is no reason to that this won’t happen in a humans’ case. Large scale cloning could eliminate genetic originality. It is diversity that causes evolution and adaptation. It prevents an entire species from disappearing because of a disease. The people out there who are childless because of a rare hereditary disease would be able to produce offspring that were genetically theirs. However, if the cloned sheep â€Å"Dolly† were anything to go by then less than one in a hundred success rate would cause many problems. More importantly, it is quite possible that cloned individuals will turn out to be at risk. We do not yet know the long-term effects of making an old adult cell nucleus to begin a new life again in an egg. Cloning :: essays research papers fc Cloning is a big issue now. Many arguments are going on about cloning humans being immoral. But what is cloning? Cloning is one or more offspring from a single ancestor; the genetic composition from the ancestor is identical to the offspring. No sex is involved in the production of clones, and since sex is the normal means by which new genetic material is introduced during procreation, clones have no choice having the same genes as their only parent. A clone of cells refers to the descendants of a single parent cell. Tumours are actually clones too. They are derived from one cell that no longer obeys the normal rules of growth control. Corals are another example of clones. Identical twins are even clones that are produced by splitting of a single embryo. So to keep it simple, members of a clone are genetically identical. Here is a diagram of how cloning is scientifically done.   Ã‚  Ã‚  Ã‚  Ã‚  The benefits of cloning might include, building a mass army of look-alikes or recreating Einstein or Elvis. You could clone livestock for steady supplies of food. There is no guarantee that the first cloned human will be normal. The fetus might get some disorder or disability that can’t be detectable by ultrasound. They might be born disabled. Disorders may show up later in their life. Such problems have been seen in other cloned mammals, such as reproductive problems. There is no reason to that this won’t happen in a humans’ case. Large scale cloning could eliminate genetic originality. It is diversity that causes evolution and adaptation. It prevents an entire species from disappearing because of a disease. The people out there who are childless because of a rare hereditary disease would be able to produce offspring that were genetically theirs. However, if the cloned sheep â€Å"Dolly† were anything to go by then less than one in a hundred success rate would cause many problems. More importantly, it is quite possible that cloned individuals will turn out to be at risk. We do not yet know the long-term effects of making an old adult cell nucleus to begin a new life again in an egg.

Self-reliance :: essays research papers

The idea of self-reliance is an American idea. Self-reliance is a way of life when one is reliant on one's own capabilities, judgment, and resources. When someone is self-reliant they are completely Independent. Many American authors have used examples of this idea, self-reliance, in a lot of their writing. For example, in a Progress to the Mines by Byrd examples of self-reliance are present. In the beginning of the story Byrd writes about a character who Ò... rode eight miles together over a stony road,Ó in order to get to a house. This shows self-reliance because riding eight miles, all by himself, is a hard task to accomplish. Especially back then when the story took place because there werenÕt very many people around to help one if one got into trouble. Byrd shows another example of self-reliance when he was describing one of the main characters who ran an iron mill. He described him as Ò...so great a master in the mystery of making Iron, where in he had led the way and was the tubal-cain of Virginia.Ó This shows self-reliance because Byrd shows that this character is the best iron maker around and that heÕs self-reliant in doing it. Byrd shows self-reliance once again while describing this same character. He said ÒHe was... first in North America who had erected a regular furnace.Ó This shows self-reliance because he set up this iron mill and furnace in the middle of nowhere with no help from anyone else. All three of these examples show that Byrd has examples of self-reliance in his writing. Another American writer who has examples of self-reliance in his writing is Franklin. In FranklinÕs Poor RichardÕs Almanac he shows many examples of self-reliance. Franklin says that ÒGod helps them that help themselves.Ó This greatly advocates self-reliance. Franklin is saying that you should help yourself, i.e. be self-reliant, before looking to God, or anyone else, for help. Franklin shows self-reliance again when he says ÒKeep thy shop and thy shop will keep thee.Ó Franklin is saying that if you work hard at something like keeping a shop you will be supported by that hard work and that you will be self-reliant. Franklin shows self-reliance once again by saying, ÒAt the working manÕs house hunger looks in, but dares not enter.Ó In this quote Franklin is saying that if you work hard youÕll never be hungry, youÕll never have to depend on someone else for food, and that youÕll be self-reliant. These three examples show that Franklin has examples of self-reliance in his book Poor RichardÕs Almanac. In an other piece of writing by Franklin, The Auto-Biography, examples of self-reliance are also present. In this book Franklin writes about his childhood.

Who Inspires Me

Who Inspires Me? Seth has inspired me since the day we met. He is an amazing person and he has influenced me in a great way. He is sweet, loving, and caring. Seth is the kind of person that cares about everyone. He puts everyone before himself. Like the time I came home from school and I was really upset because something had happened. When I called Seth and told him what had happened he got really mad but, he hid the fact that he hid the fact that he was mad so I wouldn’t get upset. Seth loves everyone. The day we first met he came up and hugged me like I have known him my entire life. Seth doesn’t let the bad times get to him. He has had to deal with a lot of bad stuff in his life, but he still wakes up every morning with a smile on his face. Seth makes the best of everything. Seth knows how it feels to be upset because it is an often feeling for him, but even though he is upset h will put a smile on his face and act like nothing is wrong because he lives every day as if it were his last. Seth is an extremely funny person. He can make you laugh at the worst of times. Seth always has good advice. He always knows what to say to make you feel better. When I am around Seth it is nearly impossible for me to be upset. These are the reasons why in my eyes Seth is the most amazing boyfriend, brother, and friend. He is one of the most influential people in mylife.

Hbr Article

www. hbr. org Even as companies are being told that the future lies in globalization, some are severely punished for their international moves. A simple test can help you decide what makes strategic sense for your organization. When You Shouldn’t Go Global by Marcus Alexander and Harry Korine Included with this full-text Harvard Business Review article: 1 Article Summary The Idea in Brief—the core idea The Idea in Practice—putting the idea to work 2 When You Shouldn’t Go Global 8 Further Reading A list of related materials, with annotations to guide further exploration of the article’s ideas and applicationsReprint R0812E This article is made available to you with compliments of Harry Korine. Further posting, copying or distributing is copyright infringement. To order more copies go to www. hbr. org. When You Shouldn’t Go Global The Idea in Brief Globalization promises substantial advantages like new growth and scale. For some companies, itâ €™s paid off handsomely. But global mania has also blinded many firms to a hard truth: global strategies are devilishly tough to execute. The landscape has become littered with some of these unfortunates’ remains.DaimlerChrysler and ABN Amro— dismembered and bought up by activist shareowners—are particularly painful examples. To escape this fate, don’t assume you should go global, say Alexander and Korine. Instead, determine whether a global move makes sense for your firm. Ask: †¢ Could the move generate substantial benefits? †¢ Do we have the capabilities (for example, experience in postmerger integration) required to realize those benefits? †¢ Will the benefits outweigh the costs (such as the complexity that comes with coordinating far-flung international operations)? A yes to these questions suggests globalizing may be right for you.The Idea in Practice THREE QUESTIONS TO ASK BEFORE GOING GLOBAL Could the strategy generate substantia l benefits for our firm? The global race can lead you to overestimate the size of the prize. Example: Redland, a UK manufacturer of concrete roof tiles, expanded around the world to leverage its technical know-how beyond its home market. But it often sought opportunities in countries (such as Japan) where local building practices provided little demand for concrete roof tiles. Thus, there was no value in transferring its technology to such markets. Do we have the capabilities needed to achieve those benefits?Companies often lack the skills needed to unlock the coffer holding the prize. Example: Taiwanese consumer electronics company BenQ’s acquisition of Siemens’s mobiledevices business failed because BenQ lacked integration skills. It couldn’t reconcile the two companies’ incompatible cultures or integrate R&D activities across the two entities. BenQ’s German unit filed for bankruptcy in 2006. Will the benefits outweigh the costs? The full costs o f going global can dwarf even a sizable prize. Example: TCL, a Chinese maker of TVs and mobile phones, has expanded rapidly into the United States and Europe through acquisitions and joint ventures.It now has numerous R&D headquarters, R&D centers, manufacturing bases, and sales organizations. The cost of managing this complex infrastructure has outweighed the benefits of increased scale—creating large losses for TCL and several of its joint-venture partners. THREE INDUSTRIES WITH PARTICULAR GLOBALIZATION CHALLENGES †¢ Deregulated industries. Formerly stateowned industries (telecommunications, utilities) have globalized after deregulation to spur growth and escape stiffened competition at home.They assume they can use their existing competencies in new markets to achieve cross-border economies. But it’s been difficult, for example, for utilities to optimize electricity flows over uncoordinated grids. †¢ Service industries. Many service businesses (retailing, insurance) go global to generate growth beyond home markets threatened by foreign rivals. Their strategies hinge on coordination of people or processes—no easy feat. Wal-Mart, for instance, has struggled to get its partner firms and employees abroad to adopt its work methods. †¢ Manufacturing industries.For automobile and communications equipment makers, for example, global mergers and partnerships seem to offer the size needed to compete against consolidating rivals. But the complexities of integration can cause delays in achieving those gains. These companies thus have become vulnerable to economic slowdowns, which constrain their ability to pay for expansion and consolidation. COPYRIGHT  © 2008 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. page 1 This article is made available to you with compliments of Harry Korine.Further posting, copying or distributing is copyright infringement. To order more copies go to www. hbr. org. Even as companies a re being told that the future lies in globalization, some are severely punished for their international moves. A simple test can help you decide what makes strategic sense for your organization. When You Shouldn’t Go Global by Marcus Alexander and Harry Korine COPYRIGHT  © 2008 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. Economic globalization is viewed by some as the best hope for world stability, by others as the greatest threat.But almost everyone accepts that businesses of all types must embrace it. Even smaller enterprises—urged on by the ? nancial markets, by investment bankers and consultants, by the media, and by the moves they see rivals making—feel the strategic imperative to go global in one form or another. Although the current ? nancial crisis is putting a damper on such activity, the pressure on companies to globalize is likely to persist. With this sense of inevitability, it’s easy to forget the serious mistakes s ome companies have made because of their global strategies. Dutch ? ancial-services ? rm ABN Amro, for example, acquired banks in numerous countries but wasn’t able to achieve the integration needed to generate value with its international network. AES, a U. S. -based energy ? rm that operates 124 generation plants in 29 countries on ? ve continents, has in recent years struggled to show that it is worth more than the sum of its individual geographic units. Daimler-Benz merged with Chrysler in 1998 in order to create a Welt AG—a world corporation—but never attained the power over markets and suppliers that this global position was supposed to deliver.And these days, companies can’t always chalk their mistakes up to experience and move on. Industry rivals and activist share owners are increasingly forcing ? rms to undo their international investments—despite, in many cases, early endorsement by analysts and the market—and even to ? re the sen ior management teams that made them. ABN Amro was dismembered last year by the Royal Bank of Scotland, Fortis, and Banco Santander, largely along geographic lines. AES’s share price has tumbled since investors’ initial enthusiasm for its globalization strategy, and some investment advisers are calling for the ? m to be split into three or more parts. The architect of the DaimlerChrysler deal, CEO Jurgen Schrempp, ? nally yielded to share-owner pressure and resigned, freeing up his successor to sell harvard business review †¢ december 2008 This article is made available to you with compliments of Harry Korine. Further posting, copying or distributing is copyright infringement. To order more copies go to www. hbr. org. page 2 When You Shouldn’t Go Global Chrysler to the private-equity giant Cerberus in 2007.Indeed, we believe that businesses with illconsidered globalization strategies are poised to become the next targets for breakup or corporate overhaul by activist share owners, just as companies with poorly thought-out business diversi? cation strategies were targets in the past. Today’s activists include private-equity ? rms, hedge funds, and traditional pension funds, and they wield in? uence through a variety of means, from vocal use of the platform offered by a minority stake to all-out takeover and sell-off. All right, even the best executive teams are going to make mistakes in a business environment as complex as today’s.And no one would deny that the forces driving globalization are powerful and that the business bene? ts of becoming a global player can be tremendous. What concerns us is that so many companies seem to share unquestioned assumptions about the need to go global and are lulled by apparent safety in numbers as they move toward potential disaster. We highlight in this article several industries where this mind-set has been prevalent and a number of companies that have paid a high price for adopting it . Avoiding Ill-Fated StrategiesBusinesses have had international ambitions at least since the founding of the British East India and Hudson’s Bay companies in the seventeenth century. Truly global corporations began appearing early in the last century, and their number has grown—with both successes and failures along the way—ever since. But the accelerated removal of political and regulatory barriers to cross-border trading and investment over the past 15 years, along with the advent of technology that enables companies to conduct business around the world 24 hours a day, has made a global presence a generally accepted requisite in many industries.From the late 1990s onward, with a brief pause during the 2001–2003 bear market, we have witnessed a head-over-heels rush by companies to globalize: Foreign direct investments are at record levels, cross-border partnerships and acquisitions are burgeoning, worldwide sourcing continues to increase, and the pursui t of customers in emerging economies grows ever more heated. Marcus Alexander is an adjunct professor of strategic and international management at London Business School, a director of the Ashridge Strategic Management Centre in London, and a coauthor, with Andrew Campbell, of â€Å"What’s Wrong with Strategy? (HBR November–December 1997). Harry Korine ([email  protected] edu) is a teaching fellow in strategic and international management at London Business School and a senior research fellow at IFGE in Lyon, France. He is a coauthor, with Pierre-Yves Gomez, of The Leap to Globalization (Jossey-Bass, 2002) and Entrepreneurs and Democracy (Cambridge University Press, 2008). Both authors have worked with some of the companies mentioned in this article. Although such moves have bene? ted—or at least not irreparably damaged—many companies, we’re beginning to see fallout. Sometimes ? ms have failed because their global strategies were deeply misguide d, other times because execution was more dif? cult than anticipated. We think that many failures could have been prevented—and would be avoided in the future—if companies seriously addressed three seemingly simple questions. 1. Are there potential bene? ts for our company? Just because a move makes sense for a rival or for companies in other industries doesn’t mean it makes sense for your own company or industry. The race to globalize sometimes leads people to overestimate the size of the prize.UK-based roof tile maker Redland, for example, expanded aggressively around the world beginning in the 1970s with the aim of leveraging its technical know-how beyond its home market. The problem: It often sought opportunities in countries, such as the United States and Japan, where local building practices provided very little demand for concrete roof tiles. Although the company was fully able to transfer the relevant technology, there was no value in doing so in such ma rkets. 2. Do we have the necessary management skills? Even if potential bene? ts do exist for your company, you may not be in a position to realize them.The theoretical advantages of globalizing—economies of scale, for example— are devilishly dif? cult to achieve in practice, and companies often lack the management key needed to unlock the coffer holding the prize. By the late 1990s, industrial conglomerate BTR had developed a presence in many countries. However, each business unit was run as a largely autonomous entity, with stringent pro? t accountability and little encouragement to work with others. This approach made sense in a fragmented world, but as BTR’s customers globalized, they came to expect coordinated supply and support across borders.Although the opportunity was clear and BTR seemed well positioned to seize it, the company found it impossible to implement an approach so alien to its traditions. Even after a change of CEO and other senior staffers, the company culture blocked attempts at global integration, and the 1999 merger with Siebe was seen by many analysts as an admission that BTR simply could not make the changes needed. harvard business review †¢ december 2008 This article is made available to you with compliments of Harry Korine. Further posting, copying or distributing is copyright infringement.To order more copies go to www. hbr. org. page 3 When You Shouldn’t Go Global 3. Will the costs outweigh the bene? ts? Even if you are able to realize the bene? ts of a global move, unanticipated collateral damage to your business may make the endeavor counterproductive. Too often, companies fail to see that the full costs of going global may dwarf even a sizable prize—for example, when an effort to harmonize the practices of national business units drives away customers or distracts national management teams from the needs of their markets.The increased complexity of managing international operations is a lso a threat. TCL, a Chinese maker of electronics and home appliances, has expanded rapidly into the United States and Europe through a series of acquisitions and joint ventures. As a result of deals in the past few years with Thomson and Alcatel, TCL has found itself with four R&D headquarters, 18 R&D centers, 20 manufacturing bases, and sales organizations in 45 countries. The cost of managing this infrastructure has outweighed the bene? ts of increased scale and resulted in large losses for both joint ventures.Globalization’s Siren Song Companies neglect to ask themselves these seemingly obvious questions because of their complacent assumptions about the virtues of going global—assumptions that are reinforced by seductive messages from, among other places, the stock market. Although the siren song of globalization has lured companies of all kinds into this risky strategic space, recently the call has been particularly insidious in certain industry contexts, three of which we describe here. (For a description of how a management imperative such as â€Å"Become more global† can rapidly spread, see the sidebar â€Å"TheSusceptibility to Managerial Fads. †) The Susceptibility to Managerial Fads The belief that companies must become more global is the latest in a long line of widely held and generally unquestioned assumptions that can undermine the rational behavior of companies or entire industries. The management trends—you might even call them fads—that grow out of these assumptions can be dangerous because they often lead to sloppy thinking. For example, the label used to describe a trend may get stretched far beyond its original meaning. â€Å"Reengineering† has come to mean nearly any corporate reorganization; â€Å"related diversi? ation† is used today to justify acquisitions within categories, such as â€Å"communications media† and â€Å"? nancial services,† that are so broad as to be almost meaningless. More troubling, the stampede by companies to join peers in mindlessly embracing such trends can cloud managers’ judgment about what is worthwhile and achievable in their particular case. The pathology of management fads has an underlying dynamic that is worth exploring: Company X, with talented people at the helm, pioneers a new management approach. The ? rm does well, and others take notice. Maybe one or two experiment with similar innovations.Then stock market analysts and journalists spot the new approach. They view it as part of a broader pattern, and someone comes up with a clever-sounding label. The word â€Å"paradigm† may even get tossed around. As the phenomenon gains visibility—often in publications like this one—academics develop â€Å"frameworks† to help companies understand it. Their codi? cation, intended simply to explain the phenomenon, further validates it. (Consultants also develop frameworks, though usually w ith the aim of selling the trend as a product. ) Over time, people use the now-familiar label more and more loosely.They group all manner of activities under the heading. Despite its ambiguity, there is a growing sense that activities under the rubric are worthwhile. Investment bankers cite the concept as a reason for companies to make acquisitions or other moves, and in the enthusiasm of deal making everyone glosses over the dif? culties of integration and implementation. Financial markets sometimes reward companies just for announcing that they have adopted the new approach. Sadly, the original insight, not to mention an appreciation of the context that gave rise to it, soon gets lost as ompanies scramble to become part of the trend. Before long, they are copying all sorts of elements and manifestations that are at best tangential and often irrelevant to the sought-after bene? t. By the time a few books have come out on the topic, managers are embarrassed if they can’t poin t to examples within their own organizations. As the herd piles in, smart managers are already scanning the horizon for a new idea that will give them a competitive advantage. But others continue to give little thought to whether the trend has played out—or was never likely to bene? a company in their situation. There is always a lag before misapplications of the concept start to affect companies’ numbers. Even when they do, many corporate managers, with stacks of statements and presentations extolling the virtues of the approach, are reluctant to abandon it. The stubborn ones carry on regardless of mounting costs— thereby setting the stage for activist share owners to step in and force a change. This discouraging scenario doesn’t unfold because the original concept was wrong. (Globalizing isn’t necessarily bad; not globalizing isn’t necessarily good. It plays out because embracing a trend often precludes careful examination of the pros and cons of the speci? c choices made by a single company in a particular context. harvard business review †¢ december 2008 This article is made available to you with compliments of Harry Korine. Further posting, copying or distributing is copyright infringement. To order more copies go to www. hbr. org. page 4 When You Shouldn’t Go Global Deregulated industries. Many businesses in formerly state-owned industries, such as telecommunications, postal services, and utilities, have responded to deregulation with aggressive global moves.Faced with limited growth opportunities and often increasing competition in their home markets, companies have accepted that geographic expansion is the best way to exercise their new strategic freedom. These companies, the argument goes, can apply existing competencies—providing voice and data communication, delivering letters and parcels, distributing electricity and water, even dealing with the deregulation process itself—in new m arkets. They will enjoy signi? cant savings by sharing resources across their international operations while â€Å"sticking to their knitting. The latter point—the importance of focusing on what they know how to do—is a key part of the argument, since unrelated diversi? cation, itself once a widely touted strategy, has been largely discredited. This apparently sound logic has turned out in many cases to be oversold by investment bankers or to be just plain ? imsy. Companies frequently pay far too much to enter foreign markets. Furthermore, many of the deregulated industries are â€Å"glocal†Ã¢â‚¬â€that is, customer expectations, operating environments, and management practices for what seem to be globally standard services can vary greatly depending on location.Water distribution, for instance, may not in fact be the same industry in the regulatory settings of two different countries. In addition, cross-border economies, if they exist at all, may be hard to ac hieve. It is dif? cult, for example, to optimize electricity ? ows over uncoordinated grids. Faced with such challenges, a number of companies have struggled with or reversed their global moves. Kelda, a UK water utility, sold its U. S. business six years after acquiring it because differences in pricing, environmental regulations, and distribution proved so great that the business could be run only on a stand-alone basis.Partly because of national differences in customer behavior, Deutsche Telekom has ended up running its U. S. unit, T-Mobile USA, as a completely independent business that could be sold off at any time. Rival telecom operator Vodafone has been forced by dissatis? ed share owners to unload its Japanese subsidiary, J-Phone. Deutsche Post, in assembling an international network of mail, express, and logistics services, overpaid signi? cantly for the U. S. express-delivery services DHL and Airborne. Germany’s former state-owned monopoly has also had great dif? ul ty integrating DHL’s entrepreneurial management culture with its own. Some analysts value the sum of Deutsche Post’s separate businesses as 25% greater than the market value of the company—an assessment that is likely to increase pressure to spin off some of those businesses. Service industries. Companies in traditionally national and fragmented service industries, such as retailing, consumer banking, and insurance, have viewed globalization as a way to realize scale economies and to generate growth beyond home markets themselves facing an incursion of foreign competition.In some cases, globalization seems to make sense because customers and suppliers are also becoming more global. As in deregulated industries, however, the â€Å"global† customer may be more national than anticipated. And obtaining scale economies across borders requires management skills and experience that many companies lack. For example, serving a customer that is truly global in a co nsistent way from multiple national of? ces is no easy task. Service businesses seeking to capture the bene? ts of a globalization strategy must, like ? rms in deregulated industries, pay attention to a mix of global and local factors.Purchasing can bene? t from careful coordination across borders, but marketing and sales may suffer from too much standardization. Certain services travel much better than others that seem remarkably similar. In shoe retailing, for instance, offerings targeted at the wealthy or the young are far more global than those aimed at the middle market, which remains doggedly local. In service businesses, many of the implementation challenges of a global strategy involve the coordination of people or processes. Wal-Mart, for instance, has struggled to get its partner ? ms and employees abroad to adopt its work routines. ABN Amro’s global empire was dismantled by predators because the international business was a collection of mostly unrelated operations in countries ranging from Brazil to Monaco. The company achieved few economies of scale: In marketing, harvard business review †¢ december 2008 This article is made available to you with compliments of Harry Korine. Further posting, copying or distributing is copyright infringement. To order more copies go to www. hbr. org. page 5 When You Shouldn’t Go Global for example, it didn’t enjoy the ef? iencies resulting from a single global brand, because local banks mostly kept their original names. Furthermore, its attempts at sharing information systems, management processes, and other bits of infrastructure were repeatedly delayed and then implemented haphazardly, creating few savings. The outcomes of some other service companies’ global strategies have not been so dire—but they have still fallen short of expectations. Starbucks has pursued international growth at a breakneck pace, even though margins abroad have been only about half those of the compa ny’s U. S. operations.Axa, the global French insurance group, has enjoyed satisfactory ? nancial performance from its many units around the world but has so far been unable to reduce its global cost base or convincingly roll out innovations, such as its U. S. variable-annuity program, internationally. Thus, although the globalization strategy hasn’t destroyed value, it also hasn’t added as much as originally envisioned. Manufacturing industries. Over the past decade, companies in manufacturing indus- tries, such as automobiles and communications equipment, have viewed rapid crossborder consolidation as necessary for survival.Global mergers and partnerships seem to be the only way for companies to obtain the size needed to compete against consolidating rivals, to reduce their reliance on home markets, and to gain manufacturing economies of scale. These bene? ts, though arguably easier to achieve than those sought by service companies (because local differences se em less problematic), are often outweighed by operational and organizational challenges. The complexities of integrating organizations and operations can cause costly delays or failures. And companies haven’t had the luxury of much time to realize the bene? s of integration. Counting on the bene? ts of size and scale to drop quickly to the bottom line, many manufacturers have become particularly vulnerable to economic slowdowns, which constrain their ability to pay for expansion and consolidation before an increasing debt-to-equity ratio forces their executive teams to cede control to ? nanciers or new management. Royal Ahold’s Downfall Dutch supermarket operator Royal Ahold is best known in recent years for an accounting scandal that led to the resignation of its CEO and its CFO in 2003. The ? nancial irregularities must be seen in light of the company’s mbitious, and ultimately unsuccessful, globalization strategy. Royal Ahold began its international expansion in the 1970s and accelerated it in the 1990s, eventually acquiring businesses throughout Europe, Asia, Latin America, and the United States, to become the fourthlargest retailer in the world. But the bene? ts of owning this network of stores were hard to realize or didn’t exist in the ? rst place. Global economies of scale are one of the main rationales for international expansion. However, such economies, dif? cult to attain in many businesses, are particularly elusive in food retailing.Purchasing economies can be achieved only with items furnished by global suppliers to all markets—and these typically represent at most 20% of all supermarket items, because of cultural differences and the frequent need to source fresh food locally. Even apparently â€Å"international† products, such as hummus, must be adapted to different countries’ distinct tastes. Additionally, realizing synergies across a far-? ung network requires common information systems and mana gement processes, and Ahold made little effort to integrate its acquired businesses into the existing organization.Different information systems thus continued to coexist across the company, sometimes even within the same country. Ironically, the lack of integrated systems and processes needed to secure global bene? ts helped conceal the company’s ? nancial irregularities. And the failure to attain those bene? ts undoubtedly put pressure on top managers to produce favorable—if false— ? nancial results. When the new executive team ? nally introduced common management processes in the wake of the scandal, those processes did little to improve such activities as common purchasing across markets.As recently as last year, key suppliers were charging Ahold different prices in different countries. Ahold’s 2007 sale of most of its U. S. operations to private equity ? rms highlighted the nearly complete abandonment, under pressure from dissatis? ed minority share owners, of its once ambitious globalization strategy. The dissidents were concerned not about the usual over-diversi? cation of business types— after all, Royal Ahold remained focused on retailing—but about the over-diversi? cation of geographic locations. (Tests for suitable business diversi? ation are discussed in â€Å"Corporate Strategy: The Quest for Parenting Advantage,† by Andrew Campbell, Michael Goold, and Marcus Alexander, in the March– April 1995 issue of HBR. ) With the focus on governance at Ahold, the underlying story of failed globalization did not receive adequate attention until activist share owners jumped on it. harvard business review †¢ december 2008 This article is made available to you with compliments of Harry Korine. Further posting, copying or distributing is copyright infringement. To order more copies go to www. hbr. org. page 6When You Shouldn’t Go Global The merger of Daimler-Benz and Chrysler is a poster child fo r this problem: The German and U. S. automakers were different in almost every respect, from company cultures to purchasing practices, and they were never able to attain such bene? ts as the promised billions of dollars in savings from common supply management. Taiwanese consumer electronics company BenQ’s acquisition of Siemens’s mobile-device business followed a similar story line, including incompatibility of cultures and processes, as well as dif? culties in integrating R&D activities.In a haunting echo of the scramble by Daimler-Benz and Chrysler to merge, BenQ didn’t visit Siemens workshops and production lines before inking the deal, relying only on due diligence documents. Although BenQ continues to be active in mobile equipment, its German unit was declared bankrupt in 2007. In both of these cases—and in numerous others—the strategic logic for globalization was tenuous, and the skills needed to implement a globalization strategy effectivel y were in short supply. A Continuing Danger We aren’t saying that all globalization strategies are ? awed.Telefonica, Spain’s former telephone monopoly, has successfully expanded throughout much of the Spanish-speaking world. The past ? ve years have seen General Electric’s Commercial Finance business move rapidly and effectively into dozens of non-U. S. markets. Renault’s pathbreaking alliance with Nissan has to this point proved bene? cial for the French and Japanese automakers. But focusing on such success stories only reinforces the conventional wisdom that a globalization strategy is a blanket requirement for doing business—which in turn leads many companies to insuf? iently scrutinize their proposed global initiatives. (For a discussion of one of the gravest cases of failed globalization, see the sidebar â€Å"Royal Ahold’s Downfall. †) We expect this trend to continue, as ? rms in various industries recklessly pursue global str ategies. Take the emerging renewableenergy industry—companies developing technologies for biofuel, solar energy, and wind energy. We have talked with executives who, racing to establish a global position in this booming ? eld, are planning rapid expansion over the next few years in Africa, Asia, nd Latin America—and completely underestimating the management challenges involved. Many will, after initial applause from the ? nancial markets, ? nd their hastily conceived strategies challenged after the fact by activists. We also anticipate that problems will recur in industries that earlier rushed to adopt globalization strategies, with activist share owners ready to pounce on companies as evidence of poor management choices surfaces. Activist share owners have already taken signi? cant positions in some companies mentioned in this article.Other target companies, perhaps not quite ripe for direct intervention—and temporarily shielded from attack by the current credi t crisis and turbulent equity markets—are nonetheless being discussed in the boardrooms of rivals and by the investment committees of pension funds and private equity ? rms. Ironically, some predators, having spotted the weaknesses of other companies’ global strategies, may be poised to fall into the same trap. For example, the Royal Bank of Scotland is known for its highly successful 2000 acquisition of NatWest, a much larger UK rival, and for the subsequent overhaul of its target’s culture.But RBS may ? nd it dif? cult to achieve similar results with the disparate banking assets—spread across more than 50 countries— that it acquired from ABN Amro. And though the recent government bailouts of RBS and Fortis aren’t a direct result of the ? rms’ international strategies, the acquisition of ABN Amro assets stretched their balance sheets and made the companies more vulnerable to the ? nancial crisis. We also worry that activist share own ers and private equity ? rms may reproduce ? awed globalization strategies in their own portfolios. The largest of these players are now more diversi? ed, both in ype of business and in international footprint, than many of the giant conglomerates of 30 years ago that were subsequently broken up and sold off. Indeed, as you look out on a landscape littered with the remains of dismembered companies weakened by failed globalization strategies, you have to wonder: Could today’s predators be tomorrow’s prey? Reprint R0812E To order, see the next page or call 800-988-0886 or 617-783-7500 or go to www. hbr. org harvard business review †¢ december 2008 This article is made available to you with compliments of Harry Korine. Further posting, copying or distributing is copyright infringement.To order more copies go to www. hbr. org. page 7 When You Shouldn’t Go Global Further Reading ARTICLES Managing Differences: The Central Challenge of Global Strategy by Pankaj Gh emawat Harvard Business Review March 2007 Product no. R0703C The main goal of any international strategy should be to manage the large differences that arise at the borders of markets. Yet executives often fail to exploit market and production discrepancies, focusing instead on the tensions between standardization and localization. Ghemawat presents a new framework that encompasses all three effective responses to the challenges of globalization.He calls it the AAA Triangle, with the As standing for the three distinct types of international strategy. Through adaptation, companies seek to boost revenues and market share by maximizing their local relevance. Through aggregation, they attempt to deliver economies of scale by creating regional, or sometimes global, operations. And through arbitrage, they exploit disparities between national or regional markets, often by locating different parts of the supply chain in different places— for instance, call centers in India, factories in China, and retail shops in Western Europe.Ghemawat draws on several examples that illustrate how organizations use and balance these strategies and describes the trade-offs they make as they do so when trying to build competitive advantage. Emerging Giants: Building World-Class Companies in Developing Countries by Tarun Khanna and Krishna G. Palepu Harvard Business Review October 2006 Product no. R0610C As established multinational corporations stormed into emerging markets, many local companies lost market share or sold off businesses—but some fought back.India’s Mahindra & Mahindra, China’s Haier Group, and many other corporations in developing countries have held their own against the onslaught, restructured their businesses, exploited new opportunities, and built worldclass companies that are today giving their global rivals a run for their money. The authors describe three strategies these businesses used to become effective global competitors despite f acing financial and bureaucratic disadvantages in their home markets. Some capitalized on their knowledge of local product markets.Some have exploited their knowledge of local talent and capital markets, thereby serving customers both at home and abroad in a cost-effective manner. And some emerging giants have exploited institutional voids to create profitable businesses. Getting Offshoring Right by Ravi Aron and Jitendra V. Singh Harvard Business Review December 2005 Product no. R0512J Recently a rising number of companies in North America and Europe have experimented with offshoring and outsourcing business processes, hoping to reduce costs and gain strategic advantage—with mixed results.According to several studies, half the organizations that have shifted processes offshore have failed to generate the expected financial benefits. What’s more, many of them have faced employee resistance and consumer dissatisfaction. A three-part methodology can help companies reform ulate their offshoring strategies. First, prioritize company processes according to two criteria: the value these processes create for customers and the degree to which the company can capture some of that value. Then keep highest-priority processes in-house and consider outsourcing low-priority ones. Second, analyze the risks that accompany offshoring.Finally, determine possible locations for offshore efforts, as well as the organizational forms—such as joint ventures—that those efforts might take. page 8 This article is made available to you with compliments of Harry Korine. Further posting, copying or distributing is copyright infringement. To order more copies go to www. hbr. org. To Order For Harvard Business Review reprints and subscriptions, call 800-988-0886 or 617-783-7500. Go to www. hbr. org For customized and quantity orders of Harvard Business Review article reprints, call 617-783-7626, or e-mail [email  protected] harvard. edu